The talent landscape continues to evolve and companies can no longer assume that a traditional employee-employer relationship is enough. “To attract talented people in this quickly evolving landscape, companies must proactively create an irresistible experience—a magnetic organization that empowered, free-agent people can’t help but want to join.”1 As consumers of contingent talent, we compete in competitive markets with evolving talent types, fluid worker management models, and an array of technologies to access sourcing platforms. To excel in sourcing, attracting, and retaining high-impact non-employee talent, effective contingent workforce management programs must focus on differentiators. What can set an organization apart are the experiences they create for people—not just what they do, but how they do it. At Deloitte, we talk about these as “Moments that Matter”—exceptional experiences that spark deep relationships and generate lasting value.2
Much has been written about “digital HR” and the challenge for HR to reinvent itself for the digital age. Deloitte’s vision of digital HR is of a sustainable HR function that maintains a dynamic tension between operating efficiency and creative disruption. In an age of disruption, HR will need to continue to evolve its operating model, service delivery model, and enabling technology platform—the “digital workplace”—to continuously hack the disruptions and deliver solutions designed around the HR customer experience.
Crafting the HR customer experience: An ongoing series
The business imperative
Two-thirds of companies believe complexity is an obstacle to business success and a barrier to productivity.1 Design thinking takes aim at the heart of unnecessary workplace complexity by putting the HR customer experience and moments that matter first—helping to improve productivity by designing solutions that are at once compelling, enjoyable, and simple.
Reflect on your employment experience for a moment. What would you say are the defining events in your relationship with your current employer? And now consider: what role did HR play during these times of maximum impact? Enabler? Inhibitor? No role at all?
Continue reading “Designing HR for the moments that matter”
Posted by Laura Poindexter on November 12, 2015.
Companies originally set up HR Shared Services (HRSS) organizations as a way to centralize, save costs, and add efficiency to routine HR processes. But as technology has advanced, many of the basic transactions (e.g., inputting and updating employee data, entering a leave request) that used to be HRSS’ bread and butter have become self-service enabled, so leaders and employees can handle them without HRSS intervention. As a result, HRSS organizations have had to think about how to reinvent themselves to remain relevant to the business—including providing services that require more complex, higher-value-added interaction with employees, such as recruiting or employee and labor relations. The focus is increasingly on serving evolving employee needs and interests in line with shifts in how people live and work today. Here are four ways HRSS is innovating with the times.
Through our work and discussion with well over a hundred Chief Learning Officers (CLOs), we’ve observed their increasing interest in understanding the many moving forces that are impacting the marketplace and workplace on a global level. There’s a sense that CLOs, like the world around them, are in motion. We examine five forces below that are contributing to this concept of moving forces.
Reconciling global and local
We’re seeing a new urgency around a conversation that’s been ongoing for several years — the topic is how to organize and scale learning operations to support the global enterprise; the urgency is around knowing what actually works. How are companies achieving consistency across the enterprise but still allowing flexibility for certain regions, businesses, or disciplines? It’s a far more strategic conversation today about the complex process of building and sustaining a workable, agile learning operation.
10 Moments that Matter
By now, the importance of an engaged workforce and its impact on the bottom line and mission success are well documented. In the past 10 years, a cottage industry – or larger – of boutique firms, coaches, and “new” tools have sprung up to help organizations better measure and assess how engaged their employees are. Several threads exist across these employee engagement services, including tying morale to business outcomes, developing new channels for communication across an enterprise, and promoting more meaningful face-to-face time between employees and managers. All good suggestions, but what are the concrete actions people can take to improve engagement, especially when times are tough?
What we’ve discovered at Deloitte is that regardless of the industry or organization, there are opportunities – “moments that matter” – that spark engagement. More so than “what” is done, these moments boil down to “how” it’s done. It is these moments and the “how” of what occurs that deepens connections and builds lasting relationships, creating value for those involved.