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Essential Reads

The NLI Guide – How Culture Change Really Happens

Leaders are constantly wondering how to create or strengthen their culture. So as part of its ongoing NLI Guide series, the NeuroLeadership Institute has released its latest white paper, “How Culture Change Really Happens.”

NLI’s approach to culture change starts with growth mindset. Leaders must help their employees understand that mistakes happen, and that failure is inevitable. What matters is whether people see those setbacks as reasons to give up, or to persist.

Once people start embracing challenges as opportunities, rather than as threats, NLI believes the next step is PHS: priorities, habits, and systems.

NLI defines culture as shared everyday habits. With a growth mindset and a focus on priorities, habits, and systems, leaders should have no trouble building the desired shared everyday habits in their own organization.

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Global Talent Trends 2019

Scenarios abound about the future of work and the implications for individuals, companies, and societies. Technological advances, government policies, and employee expectations are reshaping what we know as work, while the pace of change continues to accelerate. As artificial intelligence (AI) and automation infuse into everyday life, the opportunities for how people will work and live are significant. But how do we stay ahead? In this 2019 study, you may find some ideas around how to best focus on achieving an equitable, productive, and sustainable future for all.

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Global Talent Trends 2019

Unplug From the Past

As organizations evolve toward a platform economy and navigate an increasingly digital terrain, the importance of people skills is on the rise. This creates an opportunity for CHROs to take bold steps to foster reinvention. The IBM Institute for Business Value, in cooperation with University of Oxford Economics, interviewed 2,139 CHROs, we still have some room to evolve the role and skills gap to close! Here are some key insights.

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Unplug From the Past: Chief Human Resources Officer

Reskilling Revolution

As the types of skills needed in the labour market change rapidly, individual workers will have to engage in life-long learning if they are to remain not just employable but are to achieve fulfilling and rewarding careers that allow them to maximize their employment opportunities. For companies, re-skilling and up-skilling strategies will be critical if they are to find the talent they need and to contribute to socially responsible approaches to the future of work. For policy-makers, re-skilling and retraining the existing workforce are essential levers to fuel future economic growth, enhance societal resilience in the face of technological change and pave the way for future-ready education systems for the next generation of workers.

This report attempts in providing organizations with some tangible ideas as to how they can map out job transition pathways and consider re-skilling opportunities, using the power of digital data to help guide workers, companies, and governments to prioritize their actions, time and investments.

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Three Predictions for the Workplace Culture of the Future

The Fortune ‘100 Best Companies to Work For’ aren’t necessarily the biggest, wealthiest or most famous. They represent a wide range of sizes, locations and industries. 

What they do have in common though is three-folds: Fairness (across all), care (for all employees), and, a deep sense of purpose. And their revenue growth is three times (3X) of those companies in the bottom quartile.

This report outlines how as we move into the age of experience in business, offering a ‘human’ experience inside our organizations not only matters, it becomes THE differentiator.

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Designing Work Cultures for the Human Era

HR as a profession is undergoing a profound shift. Once solely focused on how to manage people as disposable resources, the human era is energizing HR leaders to be the culture keepers of their organizations. Every aspect of a company’s culture – from how employees are recognized and developed to how life events are celebrated – is being reimagined to drive greater business impact and bring more humanity to everyone’s experience at work.

Globoforce® conducts an annual survey in collaboration with the Society for Human Resource Management (SHRM) to elicit trends and insight from HR leaders and practitioners about their top workforce challenges and strategies to help address them.

This 2018 report examines best practices in employee recognition; the impact of recognition on organizational outcomes; trends in employee growth and development; and how to celebrate the whole human at work.

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Women in the Workplace 2017

Women remain underrepresented at every level in corporate America, despite earning more college degrees than men for thirty years and counting. There is a pressing need to do more, and most organizations realize this: company commitment to gender diversity is at an all-time high for the third year in a row.

In this joint study by LeanIn.Org and McKinsey & Co., data is reflected from input on 222 companies employing more than 12 million people. To our knowledge, that makes this the largest study of its kind. Eye opening insights!

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World Employment Social Outlook

The latest edition of the “World Employment and Social Outlook” by International Labor Organization provides figures and analysis on women in the labour market, including the huge economic benefits that could be made by closing gender gaps. Closing the gender gap by just 25% would add $5.8 trillion to the global economy. You may download the full report below.

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Advancing Women in Tech-Intensive Industries

The non-inclusive environments impact women across all organizations, both in technical and business roles. The Catalyst’s report High Potentials in Tech- Intensive Industries: The Gender Divide in Business Roles shows that women in industries such as high tech, oil and gas, and chemical and energy are more likely than men to start at lower levels, report feeling like an outsider in the workplace, lack female role models, experience vague evaluation criteria, and leave to join organizations outside tech-intensive industries. Even in high- growth and dynamic economies such as India, despite a promising equal start in their first jobs in which they have equally high aspirations and comparable salaries, women in tech-intensive industries soon trail men in terms of earnings and development opportunities.

This toolkit is designed for HR and business leaders who want to take the next step in transforming their organizations in terms of gender disparity and in creating a truly inclusive environment.

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Global Human Capital Trends 2017

Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. 

This year’s report takes stock of the challenges ahead for business and HR leaders in a dramatically changing digital, economic, demographic, and social landscape. In an age of disruption, business and HR leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage, and engage the 21st-century workforce. 

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Telework: The Effects on the Work

New information and communications technologies (ICT) have revolutionised everyday work and life in the 21st century. They enable people to connect with friends and family – as well as with work colleagues and supervisors – at any point in time; however, they also facilitate the encroachment of paid work into the spaces and times normally reserved for personal life.

The uncoupling of paid work from traditional office spaces has been a crucial factor in this development. Today’s office work and, more broadly, knowledge work, is supported by the internet, and can be carried out from practically any location and at any time. This new spatial independence has transformed the role of technology in the work environment, offering both new opportunities and new challenges.

This report considers the impact of telework/ICT-mobile work (T/ICTM) on the world of work.

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The Deloitte Millennial Survey 2017

Last year, many millennials seemed to be planning near-term exits from their employers. But, after 12 months of political and social upheaval, those ambitions have been tempered, according to Deloitte Global’s sixth annual Millennial Survey. Young professionals now indicate they’re less likely to leave the security of their jobs, more concerned about uncertainty arising from conflict, and—especially in developed countries—not optimistic about their future prospects nor the directions their countries are going. Check out the full report for more details!

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Women in the Workplace 2016

Women in the Workplace 2016 is a comprehensive study of the state of women in corporate America. The study is part of a long-term partnership between LeanIn.Org and McKinsey & Company to give companies the information they need to promote female leadership and foster gender equality in the workplace. You will find most recent and eye-opening statistics around how diversity can be a great success driver in organizations.

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Aligning Your Organization with an Agile Workforce

Leaders recognize that lean and agile business strategies require new ways of accessing talent to fill critical gaps — without necessarily bringing on more full-time employees. But most organizations aren’t set up for getting the most out of non-traditional employment relationships. In this excerpt from their book, Agile Talent, Younger and Smallwood explain how to align your organization with the needs and expectations of a workforce that is increasingly external, project-based, and flexible.

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EY Global Study on Trust at Workplace 2016

Trust is a big word in today’s workplace. EY’s new global survey of full-time workers in eight countries reveals that less than half of global respondents have a “great deal of trust” in their employer, boss or team/colleagues. What does this mean? Could trust cost organizations a generation of talent? What are the right questions to ask? This summary provides a lot of good insights for thought.

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9 Tips for Freelancers Negotiating New Assignments

The freelance revolution or gig economy is a fast-growing phenomenon. Just as organizational leaders have recognized their increased dependence on temporary external talent in tech and many other areas, a rapidly advancing number of professionals, including ourselves have chosen to pursue a career as agile talent.

For these professionals, negotiating a fair rate and relationship for their work is a critical competency but is not the only competency. This new article, featured in HBR, June 2016 edition, from Dr. Jonathan Younger summarizes all other considerations that will make a difference.

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Take Your Culture to New Heights

‘Culture’ was selected the “word of the year” by Merriam Webster in 2014. Deloitte human capital trends for 2016 found that organization issues were the top HR issue. CEOs are finding that Peter Drucker’s now famous statement “culture eats strategy for lunch” is true. McKinsey’s growth business is organizational health — specifically their cultural assessment. Why is ‘culture’ so important and what can you do about it? You must read the attached article from Dr. Dave Ulrich, featured in Your Workplace, May/June 2016.

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Global Human Capital Trends 2016

Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. In this report, there is a deeper look into organizational design, design thinking and culture elements.

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