Pivoting Toward High-Impact Business HR

The business of HR should be the business.

Posted by Arthur Mazor and Joanne Stephane on May 16, 2017.

The HR function has been on an evolutionary journey to create and sustain more business value, but the journey is not over. It is time to take Business HR to the next level and transform it into a high-impact organization.

In our last post on Business HR, we looked at the three roles that characterize high-impact Business HR. Today we focus on making it happen—how Business HR can evolve to operate with high impact.

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3 ways next-generation performance management is evolving for high impact

3 ways next-generation performance management is evolving for high impact

Posted by Terry Patterson on March 28, 2017.

High-impact HR has caused a radical shift in the way performance is being measured and managed in order for companies to be able to attract, engage, and develop their top performers. Organizations are overhauling their performance management programs and focusing on developing the right mix of total rewards and development opportunities to help keep high-performing talent engaged. According to Deloitte’s 2017 Global Human Capital Trends research, 79 percent of surveyed executives consider redesigning performance management a high priority, and organizational capabilities to implement performance management have greatly improved. This “next-generation” performance management addresses today’s workforce issues through three shifts in approach to more strategic performance management.

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Lessons from our research: Ways to build a diverse, inclusive organization

Lessons from our research: Ways to build a diverse, inclusive organization

Posted by Josh Bersin on December 17, 2015.

With all the press we read about diversity, inclusion, women in leadership, and the need to be open-minded about religious and cultural differences, one might ask “Is 2016 going to be the year of diversity in business?” Yes, I believe so: this topic has been raised in the public eye, and a broad range of research1 indicates that inclusive and diverse businesses outperform their peers by a significant margin. If you aren’t taking this topic seriously, you should be.
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Localizing HR doesn’t mean abandoning global standardization

Global standardization

Posted by Michael Stephan on June 19, 2014

For years we’ve worked with global organizations to help them standardize their HR practices around the world with the aim to lower costs while improving HR’s ability to efficiently serve the business and employees. This work often involves complex and sweeping transformation efforts, significant investments in ERP/SaaS platforms and shared service centers, and other changes in HR’s structure, technology, and processes. Now one of the Global Human Capital Trends 2014 looks at the ways a new model of “high-impact” HR is reshaping the global and local HR function. The idea is to retain globalized practices and infrastructure, but with localized flexibility to address the realities of specific countries or markets. It’s standardization with a twist — and that twist is what enables HR services to be more business-driven and ultimately more effective.

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Rollouts, Takeaways Extend #IMPACTHR 2013

HR Times Video Blog from IMPACT 2013 Conference

Impact 2013Posted on May 22, 2013

The conference itself may have ended, but the effects of IMPACT 2013 live on. Every year, this “intimate gathering” gives several hundred HR and training professionals the chance to learn, share, think, plan, and even decompress a bit as they strategize about The Business of Talent® and all the science, technology, research, and experience behind it.

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Developing Chinese Leaders: Challenge and Opportunity

Impact 2013

Posted by Dr. Katherine Jones and Karen O’Leonard on April 24, 2013

Today at IMPACT 2013, we’re excited to share some highlights of our just-published research about the challenges of building leadership bench strength in China. With so many Western companies already doing business in China or with aspirations to enter the country, the need for effective indigenous leaders is critical. But the differences in leadership styles and capabilities between East and West continue to stymie even some of the most experienced, development-savvy multinational companies (MNCs).

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