Tag: June

Posted by Tom Joseph, Kyle Forrest, and Blair Moldoff on June 28, 2019.
It’s Wednesday morning. Harry, an HR Business Partner at a large corporation, has just returned from a business unit leadership meeting. Competition is continuing to grow, uncertainty in the markets is increasing, and leadership has decided that an acquisition is needed. Facing this critical business move, Harry thinks about HR’s previous role in the company’s M&A deals, which hasn’t been particularly robust, mostly weighing in on compensation and benefits. He knows HR can play a more strategic role.

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Harry’s right—HR can and should play a pivotal role in helping the organization realize value from M&A activity.
Business and HR leaders continue to face massive disruption across industries, sectors, and within the workforce, and now more than ever many leaders are struggling to create a plan to determine the future of their business and navigate each disruption successfully.
While facing disruption is becoming the norm for organizations, disruption is magnified during a merger, acquisition, or divestiture. With the enormous change and additional work that an M&A transaction brings to a company and the HR function, it is often daunting to plan for months into the future, let alone years. As a result, topics such as the Future of Work are often pushed down the road, in the hope that future trends will be addressed once the new company has stabilized.
Unfortunately, this approach fails to recognize how M&A activity can be a key enabler of the shift to the future. HR M&A groups can capture momentum by bringing the right Focus to a transaction; building a fit-for-purpose Lens through which HR delivers services; developing a Mindset that the workforce understands and is bought into; and providing the right set of Enablers to support the workforce. And their involvement can carry through each critical phase of the deal, from the run-up to Day 1 to post-close integration.
Strategy/Target Screening
The initial strategy and target screening phases of M&A work are generally the least structured, and often don’t involve HR leaders at all. Potential acquisitions or divestitures are explored through potential revenue or cost synergies, or even a casual CEO conversation.
HR functions are already working to be more agile, operate more strategically, and better provide valuable insights to the business—a true high-impact operating model. This applies in potential M&A environments as well. By adjusting the lens in which they view M&A, HR leaders can actively insert themselves into those conversations, enabling smoother transactions and voicing alternative perspectives in the C-suite.
By forming agile M&A “tiger teams” composed of a diverse group of experienced, motivated personnel interested in tackling business initiatives, HR can provide strategic input to and integrate thoroughly with the business. This will shape a culture of trust, inclusion, and accountability within leadership so that HR can be viewed as an essential voice in the screening process, rather than a compliance and control group to pull in post-announcement.
Due Diligence
During diligence, traditional areas of focus within the HR function are tangible financial assets such as pensions, benefits, and overall headcount. By looking at simple dollar values of this limited scope, HR leaders can miss the bigger picture of how a target can jumpstart a transformation through enablers that are currently in use.
In the Future of HR, organizations should focus on a unified engagement platform centered on productivity: HR technology must be engaging, accessible, automated, and adaptable. By highlighting the target’s use of automated process, cognitive solutions, and social platforms, leaders can uncover additional deal value and incorporate the knowledge of the target’s technology landscape into planning for which technology solutions to integrate for Day 1 and beyond.
Transaction Execution
In an increasingly digital environment, it is essential for any company to shift from simply “doing digital” activities to truly “being” a digital organization. The future of enterprise is distinctly tied to certain traits and behaviors, or Digital DNA, that digitally-native companies inherently possess.
For HR leaders to inorganically embed these traits in a company can seem daunting, but even the most static and traditional organizations often take on many of these characteristics during an M&A transaction. Concepts such as agility, intentional collaboration, and constant disruption are all inherent in an M&A environment.
HR should take advantage of this unique opportunity and help instill a digital mindset that remains after Day 1. Encouraging behaviors that support collaboration and agility outside of M&A related activities will shift the enterprise toward more sustainable future state.
Post-close Integration/Divestiture
After the transaction closes, there is often a sigh of relief, shortly followed by the realization that now the real work has to begin. To quickly capture the value as two organizations merge together (or a new entity is officially separate from its previous parent company), there should be a renewed focus on workforce experience and satisfaction.
If new employees are not actively engaged and satisfied with their work, productivity often slips, leaving unrealized value even as business models are combined and optimized. As such, HR should listen to employees—understand what went well during the transaction, what components of their organization they love, and what they wouldn’t mind parting with.
Further, HR should empathize and co-create with the workforce as the new organization develops. Rather than changes happening “to” them, workers should feel the transformation of the company is “by” them. By highlighting that leaders and the rest of the organization are collaborating to drive the future of the company together, the business can win buy-in from employees and increase productivity gains.
Taking the lead
Now more than ever, HR is being asked to take the lead on behalf of the enterprise in making shifts and changes to thrive amid constant disruption. M&A environments can provide an ideal opportunity to do so.
Back in his office, Harry thinks about the upcoming acquisition. He sees the potential to use it to not only elevate HR’s role in the business but also shift the business itself toward a more fluid, agile way of working. Excited by the possibilities, he starts mapping out his ideas to share with his BU VP.

Tom Joseph is a principal in Deloitte Consulting LLP and has more than 18 years of M&A consulting experience. He works closely to plan integration strategies, plan for an issue-free “Day 1,” manage enterprise-wide organization readiness, and design the cross-functional integration program.
Kyle Forrest is a senior manager in Deloitte Consulting LLP and has over 11 years of HR and M&A consulting experience. He works across the M&A deal life cycle, partnering with clients on integration/divestiture strategy and execution and how to help HR organizations prepare for and scale for growth.
Blair Moldoff is a senior manager at Deloitte Consulting LLP and has over 12 years of experience in global Human Capital consulting and people management, successfully advising and leading clients through complex global HR Transformations with process, service delivery, and technology components.

The post Using M&A to reach the Future of HR appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 29th June 2019, 00:03


Exploring how HR works in a new study
Posted by Jeff Mike and Denise Moulton on June 21, 2019.
In Bersin’s most recent High-Impact HR study,1 we found that high-performing HR organizations design worker experiences with an eye on the Future of HR and the continuous change it brings. These high performers also fuse advanced technologies and workflows to create agile HR solutions and focus on more seamless interactions between workers and the organization. The findings depict the “what” of High-Impact HR: the strategies, purpose, culture, and mindsets of high-performing HR. Now, with our new study, we’re taking a deeper dive into the “how” of High-Impact HR—the design, strategies, and innovations in the HR operating model to create and sustain measurable impact. We invite you to participate in our exploration and help shape the future of HR.

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High-impact HR is far from the old paradigm of HR being a steward of “resources” and a compliance- and process-oriented support function. It leverages the human element of the enterprise so instrumental in market differentiation and in creating value through continuous innovation and customer engagement. Looking ahead, core elements of High-Impact HR will be table stakes—the minimum for HR to deliver meaningful impact. Mindsets like customer-centricity, building communities rather than isolating in silos, working integral to the business, and measuring impact will simply be the way HR operates.
Many organizations that have been able to apply these factors in their HR function achieve high performance. At the same time, much of the HR field is still struggling with the “how” of High-Impact HR. Outdated leadership mindsets and siloed operating models—along with the relentless nature of change itself—are impeding the shift to a more forward-looking, strategic, and sustainable HR function.
Exploring the Future of HR
The future will demand much more of HR beyond its High-Impact roles of supporter, partner, and adviser to the business. The Future of HR is inextricably linked with the futures of the enterprise, the workforce, and how work gets done. A new breed of HR professionals will spearhead workforce strategy, access talent, foster team collaboration, curate the human experience, and lead the enterprise’s readiness for the constant disruption of the future, ultimately with a relentless focus on driving work outcomes.
The “how” of doing this effectively requires reimagining work within HR and across the enterprise, and is central to our continuing High-Impact HR research. The study covers the following questions:
How can HR professionals embrace change and adjust their ways of working to meet dynamic business, environmental, and talent needs?
How can HR become more agile to deliver solutions and value more rapidly while making stronger connections and better decisions?
How can HR teams design human experiences for the workforce and beyond that provide relevant and measurable value for the enterprise?
And, how can HR professionals use technology to augment their roles and work?
By joining our exploration, you will engage with some of the most pressing questions facing HR leaders right now. Perhaps you will be inspired to new views on current challenges while providing important perspectives to our research. We expect to start publishing results this fall.
We invite you to join us now, starting with the High-Impact HR Operating Model survey.
Participants will receive an executive summary introducing the study’s findings.

Jeff Mike, EdD, is head of research ideation at Bersin , Deloitte Consulting LLP.
Denise Moulton is a vice president and the HR and talent research leader at Bersin , Deloitte Consulting LLP.

1Seven High-Impact Findings to Redefine HR, Bersin, Deloitte Consulting LLP / Jeff Mike, EdD, 2017.
The post What’s next for the HR Operating Model? appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 22nd June 2019, 00:03


Posted by David Leathers, Tej Mehta, Devon Dickau and Sendhil Govindarajan on June 6, 2019.
As we think about the future of work, a key question is “who can do the work?” Talent models are changing, and while some work will likely be done by robots and other forms of artificial intelligence, organizations must think more creatively around how humans with different, diverse backgrounds will continue to help build and grow the organizations of tomorrow. How well is your organization tapping into multiple talent pools for your future workforce? And how does your workforce reflect your organization’s role and goals as a social enterprise?

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Deloitte’s 2019 Global Human Capital Trends report contends that, to create value as a social enterprise in today’s dynamic and demanding environment, organizations must reinvent themselves—with a human focus—on three fronts: the workforce, the organization, and HR. In workforce terms, this reinvention process involves reimagining and recomposing the workforce to leverage the full range of traditional and alternative work arrangements as well as diverse, multigenerational workers. It also involves expanding thinking about the employee experience to encompass the human experience at work, striving to become a social enterprise, and the need for people to find meaning in their work.
While many employers have thought intentionally about hiring to meet future needs, there is an opportunity for more organizations to think about how their talent, career, and learning models can be adjusted to leverage new pools of talent. One growing talent pool being leveraged by organizations around the globe is the world’s more than 25.4 million refugees, the focus of a recent report by Deloitte and Tent Partnership for Refugees examining how organizations can successfully foster inclusion for refugees in the workforce.
Unlocking the potential value of refugee employees
Tent is a nonprofit organization that works closely with businesses to help them identify and act on opportunities to support refugees around the world. Deloitte collaborated with Tent to create A new home at work: An employer’s guide to fostering inclusion for refugees in the workplace, built on almost 100 interviews with refugees, business leaders and talent-matching organizations. The report focuses on how organizations can support refugee employees after they extend a job offer—starting with preboarding and onboarding—and throughout their employment, using core human capital principles of diversity & inclusion, employee experience, and other elements of workforce transformation.
The secret of success? It’s not a secret as much as a key ingredient. To help create value for refugee employees and organization, employers should focus on fostering inclusion in a way which leverages existing programs and makes them accessible for new pools of talent. Specifically, the guide highlights six key areas for employers to focus refugee inclusion initiatives across the employee life cycle:
Preboarding and onboarding
Employee and team readiness
Language translation and development
Learning and growth
Flexibility and well-being
There are likely familiar topics. They apply broadly across many different types of workers as organizations think about standard talent processes and employee experience in the future of work. The guide tailors them to help employers tweak and customize programs for the refugee employee talent pool, offering practical ways for organizations to implement each initiative and providing real-life examples from companies in a variety of industries. It also outlines action-oriented guidance to help organizations tailor their inclusion efforts to the unique context of their own workplace and employees.
Stretching to meet the future
Why might organizations want to stretch their thinking on how they foster inclusion for their employees to include refugees? The future of work is not like the past. Employers can’t expect to keep doing what they have always done in terms of accessing, curating, and engaging the workforce they need to meet current and future needs. This year’s Trends report suggests that organizations should prepare for the future by “zooming out”—looking out 10 years to consider where they want the organization to be—and “zooming in” to identify key, short-term (6- to 12-month) initiatives to help them arrive at the desired destination. As you think about your organization’s desired future, what is your plan for the people who will make it happen? How may your workforce change and what does that mean for your organization?
Fostering inclusion for the refugees in the workplace can further business outcomes. Inclusion of diverse perspectives, skills and experiences can increase productivity and innovation across the entire organization and support stronger overall team performance and team collaboration. Fostering inclusion for refugee employees—and more broadly, for all types of talent pools—is a new frontier in the future of work, as organizations should start thinking proactively of how to build and grow the workforces of tomorrow.
Explore the Guide to consider the possibilities for how your organization can zoom in on ways to successfully foster inclusion for refugees.

David Leathers is a consultant in Deloitte Consulting LLP, focusing on human resources strategy and transformations, helping organizations improve service delivery and enhance employee experience.
Tej Mehta is a consultant in Deloitte Consulting LLP, focusing on customer strategy and applied design and helping organizations design solutions to elevate the human experience.
Devon Dickau is a manager in Deloitte Consulting LLP focused on advising clients across industries on the intersections between D&I, talent, culture, engagement, leadership, social impact, analytics, and the future of work.
Sendhil Govindarajan is a senior manager in Deloitte Consulting LLP, specializing in business transformation through human capital solutions to enable organizations to meet market challenges and deliver on business outcomes.

1 Tent Partnership for Refugees, “U.S. employers’ guide to hiring refugees,” January 2018.2 Deborah L. DeHaas, Brent Bachus, and Eliza Horn, Unleashing the power of inclusion, Deloitte, 2017; Juliet Bourke and Bernadette Dillon, “The diversity and inclusion revolution: Eight powerful truths,” Deloitte Review 22, January 22, 2018; Erik Larson, “New research: Diversity + inclusion = better decision making at work,” Forbes, September 21, 20173 Bourke and Dillon, “The diversity and inclusion revolution.”
The post Enhancing new talent pools in the future of work appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 7th June 2019, 00:03

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