Consistency is a key to achieving success, no matter what the activity. You would not work out just once or twice a year and expect to achieve your desired levels of physical fitness. Yet many organizations do something similar when trying to ensure optimal employee experience. These organizations utilize performance management systems in which employee-manager discussions occur sometime at the end or beginning of the year, and the results aren’t reviewed until many months later—often leading to surprises (and disappointments) on both sides.
Posted by Andrea Derler on March 8, 2018.
Middle management seems to be going out of fashion in many businesses. As organizations become flatter and senior executives want to be more involved in daily business operations, middle management is sometimes thought of as an inconvenience. Getting rid of the middle layer, some say, will help shed operating costs, enable employees to make their own decisions more often, and hence lead to higher productivity and engagement in the workforce.1
Posted by Denise Moulton on January 24, 2018.
Changes driven by advanced technologies and shifting workforces are creating unprecedented opportunities for transforming the workplace. At the same time, the very nature of the relationship between a business and its workforce is changing. Old, top-down management paradigms are fading away. Teamwork, mobility, innovation, and inclusion are taking center stage, along with redefining work with creative applications of technology.
Posted by Andrea Derler on January 18, 2018.
The new world of work demands more than improving the digital skills of midlevel managers. HR must now turn its attention to CEOs and other top-level executives. While research1 shows that most organizations—7 out of 10—are doing a good job tailoring programs for first-, mid-, and senior-level leaders at their company, this focus on the center has left the top of the corporate pyramid less than ready for today’s fast-changing business environment. Just one-half of these same organizations have tailored programs for executives2, leaving C-suite teams to their own devices when it comes to boosting digital capabilities.
Posted by Jeff Mike on January 17, 2018.
More than a clever turn of phrase, “treat your employees like you do your best customers” signals HR’s shift from managing processes to empowering employees and creating engaging environments in which they can thrive. And thanks to low unemployment rates and a strong economy, employees are now firmly in charge.
Posted by Josh Bersin on January 16, 2018.
According to Deloitte’s latest research with MIT, more than 70 percent of companies today are transforming their products and services into “digital businesses.”1 This doesn’t mean they are just building apps and installing new systems. They are realizing they must transform their products and services to become more digital in nature, which in turn creates a need to be more service-centric, agile, experimental, and data-driven. Additionally, a digital transformation demands new technical skills, skills in DevOps, and skills in user design, experience design, mobile applications, and other forms of web security and infrastructure.
Video Blog: Debunking the 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.
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