All well and good: From wellness to well-being

The move to expand traditional wellness programs into more holistic well-being programs is more than just “the right thing to do” to help employees manage their personal and professional stress; it can also create significant business value.

Posted by Jill Korsh and Michael Gilmartin on July 20, 2018.

Deloitte’s 2018 Global Human Capital Trends report highlights the need for organizations to be social enterprises, not just business enterprises. This encompasses not only how organizations do business and interact with the outside world, but also how they operate internally. Empowering workers’ well-being is a strategic imperative in today’s social enterprise and is a significant contributor to building an organization’s social capital. Today well-being is not only part of the social mandate for organizations, but also an HR and business issue, linked to culture, engagement, recruiting, productivity, turnover, burnout, business performance, and more.

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Good intentions, Great outcomes: Optimizing the value of a tax savings reward

If you plan to share anticipated tax savings with workers, how can you make the impact truly meaningful?

Posted by Michael Niciforo, Garry Spinks, and Naomi Bradley on March 16, 2018.

Due to the reduction in corporate tax rates in the Tax Cuts and Jobs Act of 2017,1 companies have an opportunity to reinvest those savings in the business. Many are choosing to share the savings with their workers in the form of a cash bonus. But while these organizations’ intentions may be good, the outcome of this decision is a short-term, one-time event, rather than something that has longer-term impact. Why? It could be as simple as this: They didn’t ask workers about their wants, needs, and preferences.

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Using technology to drive culture

Posted by Christa Manning, Gary Cole, and Sonny Chheng on March 15, 2018.

Common goals for organizations that want to better respond to change, drive innovation, and position themselves for the future of work often include using more modern technologies to become more agile. Cultivating a culture that enables, supports, and contributes to these goals is a key success factor, one that technology itself is helping them achieve.

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No more sitting on the sidelines

Three large employers joining forces to tackle health care shows inaction is not a strategy to create an irresistible employee experience and optimize your Human Capital Balance Sheet

Posted by Robert A. Dicks, Erica Volini, and David Buck on March 5, 2018.

When three large employers announced they’ve partnered to upend how their employees receive health care, it was a wake-up call for many organizations to rethink the traditional boundaries for how and where they can affect change and drive greater value—not just for the bottom line, but also to help create better experiences for their workforce. The opportunity is immense: Opening the aperture on health care helps create the ability to drive enterprise value and reward shareholders at the same time as hitting the employee trifecta:

  • Derive greater value from every dollar of human capital investment
  • Provide greater value to the workforce
  • Demonstrate commitment to improving employee experience

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Total Rewards – Total Relationships

Driving towards a Simply Irresistible Organization demands a shift in Total Rewards

Posted by Arthur Mazor, Chad Atwell and Jason Flynn on February 2, 2018.

Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.

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Trends in global talent mobility

No longer just about managing expats, global mobility is key in realizing business and workforce strategies

Posted by Shannon Anderson-Finch and Ying Wang on December 06, 2017.

Like its fellow HR functions, global mobility has been impacted by broader market trends and is evolving to better meet the organization’s needs and those of the workforce. Its largely logistical, transactional role of the past has given way to a much more strategic and integral role in how the business attracts, develops, retains, deploys, and advances talent. In the first of our series on global mobility, we look at what’s driving the development of global mobility and introduce four global trends that are disrupting the mobility landscape, fueled by—and fueling—the digital age.

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Another opportunity to extend HR Shared Services—COEs


Posted by Vyas Anantharaman, Kelley Taylor, and Diksha Dehal on June 03, 2016

We’ve devoted a few discussions to how organizations can make better use of HR Shared Services (HRSS) and why they should. Today’s HRSS centers are more innovative, more technologically proficient, and far more interactive and knowledge-based than they have traditionally been perceived. These advancing capabilities make HRSS well-suited to support another vital area of HR: COEs (Communities of Expertise). With a few targeted steps up front to help facilitate the transfer, services traditionally handled in COEs can also be handled effectively and efficiently via HRSS. The goal is not to diminish or replace COEs, but to free their resources for more value-added activities.

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