Is Employee Empowerment the New Leadership Model?


Posted by Julie Hiipakka on July 25, 2018.

Just how critical are leaders to employee experience? It turns out that even as individuals and teams increasingly call the shots about the way work gets done, leaders are often the single biggest influence on employee growth and development. Bad managers can sap morale, erode employees’ trust, or worse, harm business performance. Get top-performing managers on the job, however, and they not only serve as coaches and mentors but also help build a culture of consistent improvement.

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Reeling in Employees with Rewards


Posted by Peter DeBellis on July 19, 2018.

Does your organization reward employees for their work? Of course! But for many companies, the “how” fails to extend (or barely extends) beyond compensation and basic benefits. Those foundational elements may have been ample in the past, but in today’s increasingly competitive job market, offering just the minimum is probably not enough to attract, retain, and motivate the talent your organization needs to thrive.

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Personas@Telekom: Accelerating Digital Disruption


Posted by Jeff Mike on July 9, 2018.

One of the best parts of my job as a researcher with Bersin is the opportunity to engage with the most innovative HR leaders in the world. The strategies and insights these leaders share help us create compelling stories of how HR has started to take the lead in driving digital transformation and shaping human-centered cultures in some of the most well-known and innovative companies around the globe.

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Upskilling HR in People Analytics


Posted by Madhura Chakrabarti on March 20, 2018.

People analytics has rapidly become an essential tool for improving individual performance, enhancing employee experience, and achieving business goals. But while many companies now have people analytics teams in place, HR practitioners are not all conversant with data or analytics yet. In fact, in nearly 60 percent of companies, basic data literacy skills are not yet in place across the HR organization.1

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Robust HR Capability Development: A High-Impact Practice


Posted by Jeff Mike on February 13, 2018.

The notion that HR needs to grow capabilities has been kicking around the C-suite and the back office for quite some time. HR as we know it has been challenged in keeping up with business disruptions, especially those associated with technology, and the growth patterns of its organizational counterparts. This does not mean that HR has been lazy; in reality, practitioners and leaders are so busy looking after the workforce that they can lose sight of their own development. Deloitte’s Global Human Capital Trends1 reports for the past few years validate the not-so-shocking truth that HR team capabilities are “just ok.”2 At the same time, our High-Impact HR and High-Impact Talent Acquisition research has identified that robust, explicit HR capability development plans are a leading practice of high-performing organizations. These studies also identified which capabilities lead to better business- and workforce-related outcomes and the gap in capabilities between high- and low-performing HR organizations (see figure below). From managing collaboration to influencing others, the message is clear: today’s HR team has to develop new capabilities and ways of working that enable it to deliver the types of outcomes and innovation needed to be competitive in the future of work.

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Teams, HR, and Organization Design


Posted by Jeff Mike on February 7, 2018.

Our research has confirmed that designing the organization of the future is a top challenge for business executives around the world.1 The dynamic nature of an increasingly digital economy and the expectations of data-empowered customers require businesses to operate with an unprecedented combination of precision and agility. As a result, many organizations are moving from “stick-and-box” thinking about organization structure to agile networks of multifunctional teams.

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Rethinking HR Structure


Posted by Jeff Mike on February 7, 2018.

Organizational structure is a hot topic. Increasing customer expectations, team-centric operations, and the demands of staying ahead in a time of hypercompetition and massive change are forcing a much-needed rethink of how businesses structure themselves. The old hierarchal models designed for a “predict, command, and control” way of working no longer work and are putting many businesses at risk of disruption or worse. The numbers are astonishing. Fully 88 percent of companies believe they need to redesign their organizations to succeed in the digital age, and 90 percent are exploring or designing the “organization of the future.”1 Based on these trends, Prediction 1 for 2018 is that agile organization models will start to go mainstream.2

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