Understanding and serving the HR Buyer

Posted by Michael Gretczko and Arthur Mazor on May 12, 2016

The message from our HR Provider Day event attendees was unequivocal: They want providers to be real. HR buyers can see through false commitments being made by providers through the sales process. They expect transparency and honesty and tend to know when the wool is being pulled over their eyes.

When we themed our 3rd annual HR Technology and Service Provider Day, “Understanding and serving the HR buyer,” we were hoping to facilitate a robust conversation between HR buyers and providers. Mission accomplished, and clearly.

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Bersin by Deloitte Announces 10 Predictions for HR, Learning, Talent, and HR Technology for 2014

Bersin Predictions 2014

Posted by Josh Bersin on December 19, 2013

The year 2014 will be an exciting and challenging one for HR, learning, and talent professionals.

Global economic growth will create a new level of competition for people. HR organizations will shift their focus from cost reduction to retention and engagement. Technology will continue to make the world a smaller place, forcing companies to improve their employment brand in every possible way. Data will become a new currency. Leadership will continue to be in short supply. And you, as an HR professional, will have to innovate and adapt to stay ahead.

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Meeting the Globalization Challenge

Insights from the HR Shared Services Executive Retreat

Superman Myth

Posted by Art Mazor

Recently at the HR Shared Services Executive Retreat, we discussed globalizing HR service delivery and how companies are approaching the challenges inherent to delivering HR services globally. A natural tendency is to begin by thinking that globalization is about trying to decrease or minimize differences in how services are delivered. The initial idea is often that the only way to deliver shared services in HR is to have everyone operating from common policies, technology, and data. Eventually, however, particularly in large, global organizations, it becomes clear that achieving so much standardization is not only hard, but also not necessary or even desirable. We also discussed how to deploy different types of HR shared services capabilities to support and enable the way organizations need to work globally.

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“The reality is, leaders are not developed in schools”

Video Blog: Debunking the Superman Myth

Superman Myth

Posted by William Pelster on July 25, 2013

“The reality is, leaders are not developed in schools” It’s also reality that leadership — finding it, cultivating it, keeping it — consistently ranks as a Top 3 priority for CEOs in survey after survey, whether conducted by Deloitte or other entities. What has changed, though, is the notion of what effective leadership looks like. We’ve moved beyond the myth of the “perfect” leader to realize that leadership looks different and requires different skill sets depending on the situation and environment — leading a team at corporate is not the same as leading a team in the field in Beijing or Bangalore. Business has grown too complex and multidimensional to expect one person to have the necessary skills to excel in any situation. Instead, leadership today is about building a bench of leaders with varied skills that are in tune with the organization’s priorities and goals. That kind of development takes time and the commitment to provide leaders with varied, authentic experiences that challenge them to solve problems in the real-world, rather than in a classroom. Organizations that make it part of their business model to develop and redevelop their leaders will be the ones that can not only attract and retain valuable leadership talent, but also deploy it to their advantage.

Listen in now with HR Times and Bill Pelster as he discusses the 2013 Human Capital Trend: Debunking the Superman Myth.

Transcript

What’s driving the Human Capital Debunking trend?

Every time we take a look at either an internal Deloitte survey or any surveys that are done of CEOs by other agencies or entities, leadership is always the first, second, or third top priority out there, and in many cases, it is the number one priority for leaders and it is leadership beyond just the C-suite, it is leadership around succession, it is leadership around all levels in the organization having the right people in the right spot at all levels in organization, and then having leaders available to actually react to what is happening in the marketplace or to execute your business strategy. So when we talk about thinking through a trend, this leadership one just continues to be a top priority for many of our executives out there

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Shared Services: A Look Before You Leap (or Step)

Shared Services
Posted by Jim Scully on July 1, 2013

We’re about 18 years into the use of shared services to streamline and add efficiency and cost-effectiveness to the delivery of HR services. Back then, shared services organizations (SSOs) were made possible by the technological leap from real-time mainframe computing to the now-familiar client-server environment, as the new technology enabled efficient centralization of information processes. Now, in the next giant leap, client-server technology is being uprooted by cloud solutions and the software-as-a-service (SaaS) phenomenon. This latest disruption presents some interesting implications for shared services.

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Getting Started with Workforce Analytics

Hear the Buzz coming out of the HCI Conference in Atlanta Georgia 
Posted by Rob Eidson on March 26, 2013

Members of the Deloitte Consulting LLP Workforce Analytics team are fresh from the Human Capital Institute’s Workforce Planning and Analytics conference in Atlanta, Georgia. Hear Deloitte leaders talk about the energy and desire among participants to “seize the day” to improve the way HR organizations drive and enable sound decision making.

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Peeking Ahead: HR Service Delivery in 2015

Peeking Ahead: HR Service Delivery in 2015Posted by Dan Sundt on October 25, 2011

My topic today at Workday Rising 2011, presented with clients from CareFusion and Applied Materials, is how Workday enables a variety of HR service delivery models, with particular emphasis on shared services and outsourcing. Also being discussed are some of lessons learned by CareFusion and Applied Materials from their implementations and operating a HR Service Delivery model that is enabled by Workday.

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Finding the Answer to HR’s Need for Data-Driven Business Results

Finding the Answer to HR’s Need for Data-Driven Business ResultsPosted by William Pelster on January 4, 2013

In HR and elsewhere, we’re in thrall to Big Data – sold on the power that information and analytics can give us as we work to understand our surroundings and make critical decisions.

Big, however, is only one of the ways to measure data’s value. Fresh, original and relevant matter too. When you apply the right knowledge to a challenge, the strategies you form as a result are better. The work of designing and implementing change is easier and more effective. When all the elements align from beginning to end, HR can more easily reach its full
potential to drive bottom-line business results.

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The Big Picture: Practical Considerations before Implementing Talent Management

Many companies recognize talent data improves workforce planning and analytical decisions in helping them meet strategic business goals. As a result, they’re turning to talent management solutions to plug in that missing layer of data. These solutions can supply a wide range of information from compensation to performance to recruitment. But, before pursuing implementation, companies should take a step back for a bigger picture of the challenges they might face and benefits they could achieve, such as greater visibility into employees. This video blog will help companies gain a wider perspective on the impact talent management solutions can have across their enterprises. Plus, it will offer some leading practices as companies move toward implementation.

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