The Employee Experience Is The Future Of Work: 10 HR Trends For 2017

January 17th, 2017

In 2016, I wrote about the transformation happening in human resources and I called it the “Consumerization of HR,” referring to how companies create a social, mobile, and consumer-style experience for employees. Now, as we enter 2017, the next journey for HR leaders will be to apply a consumer and a digital lens to the HR function creating an employee experience that mirrors their best customer experience.

Click here to read the entire article by Jeanne Meister on Forbes.com.

 

Organizations Can’t Change If Leaders Can’t Change with Them

January 2nd, 2017

When it comes to organizational change, failure continues to be more common than success.  In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail.

The pattern is clear, and diligent leaders often devote countless resources to planning out the perfect change management initiative.  To raise the odds of success, however, my experience suggests the place that leaders need to begin their transformation efforts is not their organizations: It’s themselves.

To read Ron Carucci’s full article in the Harvard Business Review, click here.

 

Why We Invest in Reviews and Rate Performance

December 15th, 2016

Progressive sentiment in the corporate world is increasingly that, to quote GE CHRO Sue Peters, “the world isn’t really on an annual cycle anymore for anything.”  Performance reviews are called a relic of an earlier era, with an impact on actual company performance that rates somewhere between wasteful and harmful.

So why on earth are we at Incandescent, with no legacy systems to preserve, passion for innovation in management systems, and a team largely made up of Millennials, spending significant time and energy writing annual reviews that include ratings?

Click here to read the full article on Niko Canner’s On Human Enterprise blog.

 

How to Thrive in Middle Management

December 1st, 2016

The toughest job in any big organization is flourishing in the middle of a management chain.  Simply put, the middle is where strategy – and sometimes unachievable vision – collide with day-to-day reality.

If you’re at the top of a hierarchy, your job is to challenge teams to stretch.  You’ve got full permission to set the course, innovate, and drive change.  People naturally come to you for direction about the future, and your bolder thinking is what probably got you promoted in the first place.  You have the freedom to delegate, but, depending on the level of transparency in your organization, you may or may not be able to see how much work your bigger decisions create.

Click here to read Jack Ryan’s full article on LinkedIn.

 

People analytics reveals three things HR may be getting wrong

November 15th, 2016

More sophisticated analyses of big data are helping companies identify, recruit, and reward the best personnel.  The results can run counter to common wisdom.

Click here to read the full article on McKinsey.com.

 

Culture Is Not the Culprit

November 1st, 2016

When organizations get into big trouble, fixing the culture is usually the prescription.  That’s what most everyone said General Motors needed to do after its recall crisis in 2014—and ever since, CEO Mary Barra has been focusing on creating “the right environment” to promote accountability and head off future disasters.  Pundits far and wide called for the same remedy when it came to light that the U.S. Department of Veterans Affairs, deemed a corrosive bureaucracy by federal investigators, kept veterans waiting months for critical health care.  Cultural reform has likewise been proposed as the solution to excessive use of force by police departments, unethical behavior in banks, and just about any other major organizational problem you can think of.  All eyes are on culture as the cause and the cure.

Click here to read Jay W. Lorsch and Emily McTague’s full article in the Harvard Business Review.

 

The Solution to the Skills Gap Could Already Be Inside Your Company

October 17th, 2016

Is the developed world on the verge of a skills crisis?  The challenge is obvious: the quickening pace of technological change has shrunk the shelf life of skills acquired by today’s university graduates to just a few years.  In a 2013 Deloitte survey of executives at large companies, 39% said they were either “barely able” or “unable” to meet their needs for talent.  And we’re all now fairly used to seeing news headlines about large companies replacing thousands of employees with more digitally skilled workers.

Click here to read Eben Harrell’s full article in the Harvard Business Review.

 

HR’s Critical Role in Creating Productive and Meaningful Workplaces

October 3rd, 2016

HR needs to be a major force in reshaping the workplace of the future, one that can place it at the decision-making and change-management table with CEOs. Traditional approaches to HR, including a focus on compliance, regulations, compensation plans, and performance reviews with occasional forays into people development, will do much to make HR as we know it irrelevant.

Click here to read the full article in ATD’s Human Capital blog.

 

Gen Z and Millennials Collide at Work

September 15th, 2016

“Randstad and Future Workplace have studied Millennials (aka Generation Y) and Gen Z since 2014 when the two companies embarked on a groundbreaking survey that benchmarked the unique traits and workplace values of the next generations of talent. Now, in its second research initiative, Randstad and Future Workplace have uncovered remarkably new understandings of the two generations as they collide in the workplace for the first time.”

Click here to download the full study.

 

Gaps in Both Will and Skill Explain HR’s Struggles with Analytics

September 1st, 2016

“By now, the criticality of analytics for HR is widely recognized – as a key enabler for speaking the language of business and for gaining strategic influence. Few are still arguing against it as a top-ranked HR imperative. Yet as we discussed in an earlier article, progress is glacially slow, even among the largest corporations pouring massive investments into people analytics. This is perhaps not surprising, since HR is trying to remake itself in an entirely new image, in an environment where supply of new analytical talent—and budget to hire them—are extremely limited. This context and sense of urgency puts a premium on moving past the stage of knowing analytics is a vital HR capability, to the actionable phase of doing something about it.”

Click here to read the full article on Development Dimensions International’s website.

 

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