HRO Today April 2019 - 43

HR Technology
by geography. This can provide needed direction for
accessing evolving and needed skills, countering the (much
lamented) skills gap through proactive actions ranging
from traditional development ( " reskilling the workforce " ),
partnership with academia, joint ventures, mergers and
acquisitions, and even crowd work. The future of work is
full of thoughtful, integrated solutions that make the best
of available technology tools.
A Talent Mandate
High-impact HR organizations
are 3.5 times more likely to
focus relentlessly on creating an
engaging workforce experience
when designing HR offerings as
low-performing organizations.
Source: Bersin, Deloitte Consulting LLP
method to enable better people-related decisions
to design personalized work environments in which
employees can perform at their best.
Beyond individual people data, HR can benefi t from
data science on the workforce level. Automation and
smart machines will change the way work gets done,
augmenting humans with machines and fundamentally
redefi ning work. Without data and insights, designing the
workforce of the future is a guess at best and misleading
at worst. With data science, HR leaders can forecast
complex scenarios that consider automation possibilities,
a broader workforce continuum beyond on-balance sheet
employees, and a skills pool potentially unencumbered
Exponential change, powerful technologies, and emerging
skillsets have created a talent mandate for HR leadership.
Never before has human talent been such a differentiator
and so critical to an organization's market success, and
never before has the right talent been so hard to fi nd
and keep. In this talent-constrained world, designing
productive and compelling work and experiences for all
workers has become a business necessity. In fact, according
to Bersin, high-impact HR organizations are 3.5 times
more likely to focus relentlessly on creating an engaging
workforce experience when designing HR offerings as lowperforming
organizations.
HR leadership needs a new mind-set and new tools to take
on these challenges and to thrive in a new paradigm for
managing enterprise talent. Without targeted insights on
people's needs, expectations, performance, and skill sets,
the tsunami of data available today remains untapped. To
derive actionable insights and shape productive, healthy
behaviors, all this data needs to be integrated, analyzed,
visualized, and summarized.
Encouraging leadership to obtain a better sense of the
workforce and the factors affecting it is a fi rst step.
Sensing is also key to helping reduce noise from these
sources and unlock insights for creating business impact
through people. The most effi cient and effective way
to build this capability in HR is to tear down the silos
and work closely with data scientists and the rest of the
business to understand and defi ne the future of the
enterprise, the future of the workforce, and the future of
how work gets done.
Jeff Mike, EdD, is vice president and head of research ideation and
Kathi Enderes, PhD, is vice president and talent and workforce
research leader for Bersin™, Deloitte LLP. James Guszcza, PhD, is
chief U.S. data scientist at Deloitte Consulting LLP.
APRIL 2019 | www.hrotoday.com
[43]
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HRO Today April 2019

Table of Contents for the Digital Edition of HRO Today April 2019

HRO Today April 2019 - 1
HRO Today April 2019 - 2
HRO Today April 2019 - 3
HRO Today April 2019 - 4
HRO Today April 2019 - 5
HRO Today April 2019 - 6
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