Online resources

The new organisation: different by design

The challenge for HR is that most of talent and business systems are designed around a hierarchy. Managers in charge, delegating work downward to their functional groups. In this new world of empowered teams, how do we “design” the organization to drive customer results, employee engagement, and a focus on quality and communication? How do we reward people, what roles do leaders play, and how do we move people from team to team as the business evolves?

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Why should HR own organisational effectiveness

What should the role of HR be in a corporation? In many respects, the answer is obvious and simple. It should take primary responsibility for providing input, advice, direction, and execution with respect to organization effectiveness.

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The future of work: people at the center

As the nature of work changes, organizations must keep an emphasis on human capital. This speech discusses new ideas and perspectives on the future of work.

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Shaping the High-Impact HR Operating Model

The High-Impact HR Operating Model is a new blueprint for the function that brings HR closer to the business, drives greater levels of innovation and expertise, and moves HR from a function of “service delivery” to a driver of strategic talent and business outcomes.

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Starting the workforce analytics journey : the first 100 days

While enthusiasm for workforce analytics is strong, challenges and barriers persist. Perhaps the biggest one is the lack practical guidance on how to implement workforce analytics.
This can create the misperception that analytically enabling the HR function is something only organizations with deep pockets can embark upon.

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