David Mallon

Deloitte’s 2024 Global Human Capital Trends report, Thriving beyond boundaries: Human performance in a boundaryless world, introduces eight trends that provide organizations with a set of practical guidelines to help unlock human performance and bridge the gap between knowing and doing.

Decisions define our lives. Your current circumstances—in life and work—are essentially a result of the decisions that led you here. As people and professionals, we make hundreds and thousands of decisions each day. Some are routine and straightforward, while others are momentous, life-defining events. Whatever the situation, the process is similar: we weigh certain factors, we make a decision, and we move forward, each choice setting us on a new course toward the next decision.

As… Show more

Decisions define our lives. Your current circumstances—in life and work—are essentially a result of the decisions that led you here. As people and professionals, we make hundreds and thousands of decisions each day. Some are routine and straightforward, while others are momentous, life-defining events. Whatever the situation, the process is similar: we weigh certain factors, we make a decision, and we move forward, each choice setting us on a new course toward the next decision.

As leaders, we face a similar stream of decisions—about work, the workforce, and the workplace. And these decisions are becoming more complex, even as the pressure to deliver results keeps growing. How do leaders move forward? How can organizations support smarter, faster decisions at scale? What are the results for those leaders and organizations who are better at making decisions?

We at Insights2Action sought to answer these questions through our research. The answer, in short: decision intelligence. This 30-page report (available to view, download, and print) offers an overview of our research, highlighting what we found and what it can mean for you and your organization moving on the journey to better decision-making. Show less

The boundaries that were once assumed to be the natural order of things are falling away as disruption and discontinuity challenge traditional models and assumptions about work. Organizations and workers must traverse this new landscape together, calling on a new set of fundamentals to navigate the boundaryless world.

Unlocking human potential, productivity and meaning in the future of work

Our Field Guide for Human Capital Decision Intelligence helps organizations make better decisions by developing the ability to sense emerging opportunities, analyze options, and act upon them. With these skills, leaders can identify human capital trends, consider pivotal issues, and accommodate risk to make better human capital decisions and successfully implement them.

A shift in how organizations prepare for the constant disruptions we face—away from the familiar toward the unknown—demands a new approach to work, workforce, and workplace strategies. How can organizations navigate uncertain futures to thrive? Our research suggests becoming—and remaining—distinctly human, is key.

This webinar explores why the work, workplace, and workforce should be addressed in parallel, not in sequence; how work can be cocreated with the workforce and for the workforce; and how an empowered workforce can become the platform on which the organization adapts and grows into the future.
10/01/2020

This article describes the actions organizations need to take to move from one level of workforce architecture maturity to the next.

This article presents our research-based Workforce Architecture Maturity Model and describes how the characteristics of each of the four levels of maturity can define an organization’s journey to workforce architecture maturity, enabling critical business and workforce outcomes.

High-performing organizations are fostering career growth—and in so doing, nurturing human capabilities—through approaches that enable flexible and open career frameworks; agile, yet intentional, choices on the types of talent to acquire; and cultures that encourage talent-sharing and mobility. In this article, we examine several methods that can help organizations nurture and amplify the very attributes most needed in workers today.

In this article, we begin to describe what comes after talent management, revealing the practices and examples of high-performing organizations. Importantly, we show that a human-centered approach to enabling those who do the work creates greater value not only for the organization but also for workers and customers.

Our research shows that high-performing organizations view the growth and empowerment of their people as an essential part of their strategies. They make design decisions that enhance human capabilities and enable workforce mobility, and they adopt new ways of working that foster passion in the workforce. This article explores the ways organizations can embed growth and mobility into their design to promote adaptability in the workforce.

In the rest of the report, we review the organization design data collected this year, providing our perspective on how to use this data most effectively.

It’s time to move beyond traditional benchmarking. This article offers our perspective on the techniques organizations should use to look internally and externally for gaining key insights to shape and reshape themselves accordingly.

How can organizations remain distinctly human in a technology-driven world? The 2020 Global Human Capital Trends report calls upon organizations to embrace three attributes—purpose, potential, and perspective—that characterize what it means to fuse people and technology to perform as a social enterprise at work.

Our prior research showed that high-performing organizations leverage different targeted career approaches based on the needs of their workforce and the overall talent strategy. However, we now see evidence to suggest that the dynamic nature of work is causing high-performing organizations to adopt flexible and open career approaches over more traditional, structured career paths. In this article, we investigate this shift, revisiting the four career framework approaches and exploring how… Show more

Our prior research showed that high-performing organizations leverage different targeted career approaches based on the needs of their workforce and the overall talent strategy. However, we now see evidence to suggest that the dynamic nature of work is causing high-performing organizations to adopt flexible and open career approaches over more traditional, structured career paths. In this article, we investigate this shift, revisiting the four career framework approaches and exploring how flexible and open frameworks in particular increase organizational adaptability and foster individual career growth. Show less

Designing for teams as a unit of analysis is difficult, and many organizations may not be prepared to do so. But for those leaders who can help their organization navigate the path to a more mature organization design model, the business results are evident. This article serves as a stepping-off point for leaders who are curious about what factors to consider when designing an organization to become more teamcentric.

This article discusses how HR can be a contributor to resilience in the organization.

While organization design practitioners increasingly understand the importance of data, many don’t know what data they need or how to use it in the design process and in their designs. This article explores the ways in which organizations can obtain and use data to enhance business and talent outcomes, better maintain legacy processes, and stimulate the innovations needed to ride waves of disruption without being pulled under.

Organizations often overestimate the ability of programs and internal communications to foster new patterns of behavior. These tools might help in small ways over time, but architecting culture requires a broader approach. Organizations must structure their organization design such that desired norms become the only reasonable and rewarded way to act. This article describes how organizations can identify the behavioral norms needed to help achieve business goals and how to align organizational… Show more

Organizations often overestimate the ability of programs and internal communications to foster new patterns of behavior. These tools might help in small ways over time, but architecting culture requires a broader approach. Organizations must structure their organization design such that desired norms become the only reasonable and rewarded way to act. This article describes how organizations can identify the behavioral norms needed to help achieve business goals and how to align organizational structures, incentives, and capabilities to bring about those norms. Show less

Effective organizational decision-making is strongly associated with better business outcomes. Learn what five key attributes organizations can put in place to help their people make better decisions faster.

2020 looks like a year in which the demands on HR will be greater, and available budgets will be less. We know from similar moments in the past that simply reacting to changing conditions can do more harm than good. Considering this increased uncertainty, it is more important than ever to seek clarity about intended destinations and the lodestars that guide us. We must arm ourselves with the ability to sense our environment so we can recognize small changes in conditions that will become larger… Show more

2020 looks like a year in which the demands on HR will be greater, and available budgets will be less. We know from similar moments in the past that simply reacting to changing conditions can do more harm than good. Considering this increased uncertainty, it is more important than ever to seek clarity about intended destinations and the lodestars that guide us. We must arm ourselves with the ability to sense our environment so we can recognize small changes in conditions that will become larger disruptions and track broad patterns that will transform our marketplaces over time. We must then focus our attentions and move to action with precision and courage. HR leaders must focus on what will create value, both for the organization and for the humans who comprise it. From December 2 through December 12, Bersin analysts will share their viewpoints on Capital H regarding the most relevant and interesting developments to watch for in 2020 as HR and business leaders endeavor to find Clarity, Focus, and Action. Show less

Disruption is radically altering the nature of work, the notion of what it means to have a “job,” and—ultimately—a company’s value proposition. In response, organizations are rushing to execute strategies, generate value, and develop new lenses for appraising and developing workers.

Too many organizations, however, are coping by redoubling their emphasis on skills acquired through training, experience, and exposure. But what if the pace of change in the market and the speed at which… Show more

Disruption is radically altering the nature of work, the notion of what it means to have a “job,” and—ultimately—a company’s value proposition. In response, organizations are rushing to execute strategies, generate value, and develop new lenses for appraising and developing workers.

Too many organizations, however, are coping by redoubling their emphasis on skills acquired through training, experience, and exposure. But what if the pace of change in the market and the speed at which these skills lose viability become too great? The answer involves widening the focus to include more than skills. In this article, we explain why organizations must adjust their approach to talent to include a focus on the human capabilities that will enable workers to adapt quickly and continuously to disruption. Show less

One of the greatest leadership challenges of this era is the need to build adaptive organizations—those that can keep pace as the playing fields, players, equipment, and rules of the game continue to change. This challenge is, at its core, one that can be met only with a fully developed capability for continuously flexing the organization’s design and operating model.

Companies with a mature organization design capability continually sense and make sense of the external environment and… Show more

One of the greatest leadership challenges of this era is the need to build adaptive organizations—those that can keep pace as the playing fields, players, equipment, and rules of the game continue to change. This challenge is, at its core, one that can be met only with a fully developed capability for continuously flexing the organization’s design and operating model.

Companies with a mature organization design capability continually sense and make sense of the external environment and respond to change by redesigning themselves from both the outside-in and the inside-out. In doing so, these select organizations position themselves at the leading edge of change. In this article, we offer a high-level overview of our High-Impact Organization Design research to date. It summarizes some of our key findings and provides leaders with action-oriented suggestions for strengthening and toning their company’s organization design muscle. Show less

This article offers a road map for leaders who commit themselves to the challenging and rewarding work of building the organization design muscle within their organizations. It further recommends specific calls to action for the five key factors that influence organization design maturity.

In an environment defined by change, an episodic, equilibrium-seeking approach to organization design cannot keep up. Instead, high-performing companies with mature approaches to organization design seek to continuously sense and make sense of their environments, design and redesign themselves from the outside in and the inside out, and enhance their ability to adapt. Positioned at the leading edge of change, these companies blur the boundary between their organization design methodology and… Show more

In an environment defined by change, an episodic, equilibrium-seeking approach to organization design cannot keep up. Instead, high-performing companies with mature approaches to organization design seek to continuously sense and make sense of their environments, design and redesign themselves from the outside in and the inside out, and enhance their ability to adapt. Positioned at the leading edge of change, these companies blur the boundary between their organization design methodology and the designs it produces. The process and outcomes of high-impact organization design happen concurrently; they’re inextricably intertwined. Both inform the ambitions, capabilities, and decisions of mature organization design companies.

In this article, our research-based Organization Design Maturity Model defines the parameters and characteristics of high-impact organization design. Companies can use it to identify the maturity of their organization design function and guide their company’s journey to the highest level of organization design maturity—embracing the larger ecosystem, human-centered work, and adaptability. Show less

Societal, technological, economic, and demographic changes are disrupting every facet of business. In this chaotic environment, leaders must not only efficiently handle legacy operations but also pursue new opportunities to deliver the step changes in growth needed to prosper tomorrow. And yet the fundamentals of the organization itself—how it's structured and how it operates—are essentially the same as a century ago. This is an organization design challenge.

The ability to respond to… Show more

Societal, technological, economic, and demographic changes are disrupting every facet of business. In this chaotic environment, leaders must not only efficiently handle legacy operations but also pursue new opportunities to deliver the step changes in growth needed to prosper tomorrow. And yet the fundamentals of the organization itself—how it's structured and how it operates—are essentially the same as a century ago. This is an organization design challenge.

The ability to respond to change in a fast, agile, and innovative manner must be embedded in the design of an organization. The ability to attract talent, manage and reward performance, and build learning and development into the flow of work—among other essential HR functions—should also be baked into an organization's design. As ever, form follows function. And form enables function, too. This article offers insights regarding the current state of organization design and identifies six top findings from our High-Impact Organization Design research. Show less

Organizations must be innovative, responsive, and adaptable to thrive in a highly competitive, globally focused, fast-paced business environment. Every leader is challenged to make smart choices on how to design the organization because the impact has significant repercussions. As such, organization design either supports the business strategy or hinders its success. Leaders must also consider how they can incorporate emerging trends in organization design into the overall design process. The… Show more

Organizations must be innovative, responsive, and adaptable to thrive in a highly competitive, globally focused, fast-paced business environment. Every leader is challenged to make smart choices on how to design the organization because the impact has significant repercussions. As such, organization design either supports the business strategy or hinders its success. Leaders must also consider how they can incorporate emerging trends in organization design into the overall design process. The expanding definition of stakeholder, the need for networked and adaptable structures that facilitate communication, and the move toward self-governing organizations all point to the importance of taking a proactive stance in the ongoing process of organization design.

The Organization Design Framework defines the principal components of this subject, their focus areas, and the fundamental elements within each area. In doing so, it provides a foundation for business leaders to thoughtfully design their organization in whichever context they operate. Show less

In This Case Study
How the Warby Parker talent team embedsthe company’s core values in engagement decision-making

Why employee engagement and transparency drive organizational culture

The importance of leveraging leadership support of engagement efforts to help ensure organizationwide support and participation

This video reviews findings from our High-Impact Organization Design research, including how companies are decentralizing authority, moving toward product- and customer-centric foundations, and forming dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways.

This video reviews findings from our High-Impact Organization Design research, including how companies are decentralizing authority, moving toward product- and customer-centric foundations, and forming dynamic networks of highly empowered teams that communicate and coordinate activities in unique and powerful ways.

In a time of unparalleled disruption, the competitive landscape for organizations of all sizes and industries is changing. The nature of work, the workforce, and the workplace is undergoing a fundamental shift that executives must learn not only to recognize but also to embrace. Companies are struggling to keep up, and many are asking where and—more importantly, how—to start.

Not surprisingly, executives today are looking internally in an effort to reinvent the fundamental design of… Show more

In a time of unparalleled disruption, the competitive landscape for organizations of all sizes and industries is changing. The nature of work, the workforce, and the workplace is undergoing a fundamental shift that executives must learn not only to recognize but also to embrace. Companies are struggling to keep up, and many are asking where and—more importantly, how—to start.

Not surprisingly, executives today are looking internally in an effort to reinvent the fundamental design of their organizations—to better define and implement structures, processes, practices, and methods that can drive flexibility, adaptability, and efficiency while meeting the changing demands of their workforces. Throughout this article, we examine how organizations have traditionally approached organization design and how they are adopting new approaches to face the challenges posed by the new world of work. Show less

Most organizations today exist in a state of constant disruption. In response, many are asking how to design their organization to be more flexible, agile, and adaptable so that they can better compete in this new world of work. Innovation and increased efficiency at the process level are no longer enough.

Business leaders are turning inward to look for new points of differentiation. Many companies are starting to make adjustments and improvements to their design, even reimagining the… Show more

Most organizations today exist in a state of constant disruption. In response, many are asking how to design their organization to be more flexible, agile, and adaptable so that they can better compete in this new world of work. Innovation and increased efficiency at the process level are no longer enough.

Business leaders are turning inward to look for new points of differentiation. Many companies are starting to make adjustments and improvements to their design, even reimagining the fundamental structures, decision-making and governance processes, talent and workforce models, and related methods that define how their organizations operate. Some business leaders are also thinking differently in terms of how their organizations' entire ecosystem—including the customer base, stakeholders, and workforce—can better influence outcomes and achieve business objectives. This primer introduces the concepts and elements of organization design and sets the foundation for Bersin's continuing research in this area. Show less

Business leaders are losing sleep because change is occurring at an unprecedented rate—disrupting every facet of business and making competition a test of the fittest on a global scale. Organizations face a variety of external concerns, including an ever-changing geopolitical climate, economic complexities, emerging technologies, and fierce competition. Internal issues, such as productivity, employee wellbeing, and the need to maintain a steady talent supply, wreak their own havoc. All of these… Show more

Business leaders are losing sleep because change is occurring at an unprecedented rate—disrupting every facet of business and making competition a test of the fittest on a global scale. Organizations face a variety of external concerns, including an ever-changing geopolitical climate, economic complexities, emerging technologies, and fierce competition. Internal issues, such as productivity, employee wellbeing, and the need to maintain a steady talent supply, wreak their own havoc. All of these changes point to a need for organizations to adopt a much more flexible organization design (OD) and structure—or else risk falling behind in the marketplace.

In effect, the future of work is colliding with today’s businesses—and not just on one level. Across all sectors and geographies, regardless of size, the organization as a whole must be capable of innovation, adaption, and speed. And organization design is key. Drawing on Bersin’s High-Impact Organization Design research(1) High-Impact Organization Design research, Bersin, Deloitte Consulting LLP, 2018; (2) Please see the IMPACT 2018 presentation, Designing Digital into the Organization: Early Findings from the 2018 Bersin High-Impact Organization Design Study, Bersin, Deloitte Consulting LLP / David Mallon, 2018., this article explains the importance of organization design and sets the groundwork for designing a high-performing organization that can navigate external and internal business environments. Show less

Leaders and workers alike recognize the benefit of a workplace in which they are able to naturally learn and grow, and therefore adapt to change. In turn, adaptability sets the stage for developing an organization that can continuously learn and renew itself. In the new world of work, the ability to get ahead of disruption and meet the demands of breakneck change requires both individuals and the entire organization to prioritize a strong learning culture. But the gap between what is valued and… Show more

Leaders and workers alike recognize the benefit of a workplace in which they are able to naturally learn and grow, and therefore adapt to change. In turn, adaptability sets the stage for developing an organization that can continuously learn and renew itself. In the new world of work, the ability to get ahead of disruption and meet the demands of breakneck change requires both individuals and the entire organization to prioritize a strong learning culture. But the gap between what is valued and what is actually practiced has widened—to the detriment of business outcomes.

Established approaches to learning and development are rapidly becoming irrelevant as organizations move toward greater levels of agility. Being agile is at the heart of the of the digital transformation that many organizations seek to cultivate. It requires experimentation, continuous learning, and innovation at the individual and organizational level. In this article, we highlight insights from our High-Impact Learning Culture and Learning Organization research, which leaders can leverage to begin this urgent conversation. Show less

Bersin's annual HR Predictions look at how an evolving landscape affects priorities and practices across all areas of HR.

Organizations are relying less on traditional, on–balance sheet employees than ever before. In our latest Human Capital Trends survey, only 42 percent of respondents said their organizations are composed primarily of salaried employees.The workforce ecosystem: managing beyond the enterprise, in the 2018 Deloitte Global Human Capital Trends report, Deloitte Consulting LLP, 2018. Instead, companies are utilizing broad ecosystems of talent segments such as freelancers, contractors, consultants… Show more

Organizations are relying less on traditional, on–balance sheet employees than ever before. In our latest Human Capital Trends survey, only 42 percent of respondents said their organizations are composed primarily of salaried employees.The workforce ecosystem: managing beyond the enterprise, in the 2018 Deloitte Global Human Capital Trends report, Deloitte Consulting LLP, 2018. Instead, companies are utilizing broad ecosystems of talent segments such as freelancers, contractors, consultants, and other contingent workers. Crowdsourcing, customer and developer communities, and new technologies such as artificial intelligence are also emerging to complement human workers and add value to companies.

Given this wider definition of talent, how can leaders create one unified master plan for their workforces to meet their organizations’ future objectives? These are thorny issues with no easy answers. This article explores some early steps that companies can take to improve their management across the entire talent ecosystem. Show less

Is it possible that, for all their promise and potential, new and emerging workforce technologies could actually drive down productivity? It can happen. After all, technology is not a productivity panacea in and of itself. Surely, by now, we all know that the next text that pops up on our smartphones could interrupt us and distract us from our work just as readily as it could focus and facilitate our efforts.
The fundamental difference between the two outcomes lies in how you put… Show more

Is it possible that, for all their promise and potential, new and emerging workforce technologies could actually drive down productivity? It can happen. After all, technology is not a productivity panacea in and of itself. Surely, by now, we all know that the next text that pops up on our smartphones could interrupt us and distract us from our work just as readily as it could focus and facilitate our efforts.
The fundamental difference between the two outcomes lies in how you put productivity technologies to work in your company. Show less

Organizational culture. It can be a free-flowing front of competitive advantage or an insurmountable obstacle to change. What it can’t be, is ignored.

STEM occupations are being filled with the help of clever talent acquisitions.

The quality of the solutions you adopt to address the challenges and problems your company faces is determined, in large part, by the process you use to formulate them.

Data can and should inform decisions around performance, people, and talent, if for no other reason that the fact that relying on tradition and prior experience are neither sufficient nor prudent in today's digital world.

Weak human + machine + better process is superior to strong human + machine + inferior process.

The key to global talent acquisition is a holistic approach to workforce planning.

To be a earner, you must become a learner.

When employees are given opportunities for growth, moments of innovation are also possible.

To achieve strategic success and maintain market share in a competitive environment, Philips Lighting had to shape a new workforce culture to enable and support its mission as a standalone entity. But the company faced many challenges as it addressed the demands of a shifting industry and evolving consumer preferences.

These technology disruptions will completely transform the HR landscape in 2018.

The Bersin by Deloitte WhatWorks® Award program recognizes innovation and excellence in critical areas of HR, learning, and talent. This is our 12th year celebrating organizations that are pioneering new solutions. These finalist organizations all took risks on experimenting with a new way to conduct the business of talent. As always, the common thread throughout is that each finalist has demonstrated measurable real-world accomplishments.

We invited the finalists to present their… Show more

The Bersin by Deloitte WhatWorks® Award program recognizes innovation and excellence in critical areas of HR, learning, and talent. This is our 12th year celebrating organizations that are pioneering new solutions. These finalist organizations all took risks on experimenting with a new way to conduct the business of talent. As always, the common thread throughout is that each finalist has demonstrated measurable real-world accomplishments.

We invited the finalists to present their submissions at an exclusive event during the Bersin by Deloitte 2017 IMPACT conference, which took place May 22 to May 25, 2017, in Hollywood, Florida. The conference attendees then voted on which finalist they believed had the most powerful impact. We then announced the overall WhatWorks® Ultimate Award recipient. This report discusses the finalists in each of five areas and details the Bersin by Deloitte WhatWorks® Ultimate Award recipient. Show less

From Bersin by Deloitte IMPACT Conference 2017. Did you know that candidates are combing social media to find out everything about your organization before they even apply? They're having conversations on channels you can't control and sometimes can't even see. And, in many cases, they're using what they find to decide whether to work for you - or even do business with you - whether or not the information is accurate. A candidate's experience sets the tone for her overall employee experience… Show more

From Bersin by Deloitte IMPACT Conference 2017. Did you know that candidates are combing social media to find out everything about your organization before they even apply? They're having conversations on channels you can't control and sometimes can't even see. And, in many cases, they're using what they find to decide whether to work for you - or even do business with you - whether or not the information is accurate. A candidate's experience sets the tone for her overall employee experience. From the efficiency of your processes, to the responsiveness of your communications, to the inclusiveness of your culture, your candidates are watching and listening - and they are talking. In today's talent-scarce world, organizations should actively listen to the marketplace and cultivate their candidate experiences accordingly to help ensure the desired employer brand matches the reality of candidate perceptions. This session will feature executives who have effectively transformed their organization's candidate experience. Show less

From Bersin by Deloitte IMPACT Conference 2017. In a digital world with increasing transparency and high-personalized technologies, employees expect a productive, engaging, enjoyable work experience. To that end, many organizations are rethinking how they listen to employees, capturing employee feedback both more frequently and by new and varied means. And they are using that data to underpin a new approach to improving the productivity of their workforces - an approach that builds on the… Show more

From Bersin by Deloitte IMPACT Conference 2017. In a digital world with increasing transparency and high-personalized technologies, employees expect a productive, engaging, enjoyable work experience. To that end, many organizations are rethinking how they listen to employees, capturing employee feedback both more frequently and by new and varied means. And they are using that data to underpin a new approach to improving the productivity of their workforces - an approach that builds on the foundation of culture and engagement to focus on the employee experience holistically, considering all the contributors to worker satisfaction, engagement, wellness, and alignment. Show less

From Deloitte IMPACT Conference 2017. In this session, we'll reveal the results of our latest L&D research.

From Deloitte IMPACT Conference 2017. This session will present findings from a collective of diverse companies that has explored the emerging transparent and adaptive talent marketplace and identified a range of adoption enablers and inhibitors.

The Bersin by Deloitte WhatWorks® Award program recognizes innovation and excellence in critical areas of HR, learning, and talent. This report discusses the finalists in each of five areas and details the recipient of the Bersin by Deloitte WhatWorks® Ultimate Award recipient.

In the last few years, employee engagement measurement options have grown significantly. This document describes the current state of the solution providers market and provides a high-level overview of the nine archetypes we have identified in the measurement space.

From Bersin by Deloitte IMPACT Conference 2016. The WhatWorks® Award Program recognizes outstanding talent-related innovations that drive business impact.

This report explains how HR executives can use maturity models to illustrate the link between an organization's talent and business results.

A guide for executives and HR leaders working to establish or transform the HR business partner (HRBP) role in order to enable what we call “business HR” (a model in which HRBPs are embedded as leadership in the lines of business to affect change at the ground level).

In this webinar, we share Bersin by Deloitte’s talent management maturity model, based on our recent research involving 454 global organizations.

This webinar defines the high-impact HR business partner (HRBP) and HR business advisor (HRBA) roles, discusses strategies to source/recruit HRBP talent, and discusses ways to build internal HRBP capabilities.

This report defines the HR business partner and HR business advisor roles, and describes how these positions operate in the context of a high-impact HR function.

This interactive Microsoft Excel template helps HR and training managers create a customized development guide for enhancing HR business partner (HRBP) capabilities.

This report defines business HR and the HRBP role, and offers recommendations on sourcing and building talent for this role.

This infographic illustrates how to apply high-impact HR design principles to your learning organization to accelerate continuous learning and drive business impact.

This report describes the major actors and stakeholder groups typically engaged in an effective continuous learning process.

The Bersin by Deloitte WhatWorks® Award program recognizes innovation and excellence in critical areas of HR, learning, and talent. This report summarizes the submissions from the five 2015 finalists and announces the 2015 award recipient.

From Bersin by Deloitte IMPACT Conference 2015. This session showcases the five finalists in these categories: Transforming HR; Developing Tomorrow's Leaders; Enabling High-Impact Learning; Acquiring Top Talent; and Optimizing Talent Management.

This report offers a summary of the need for “growing your own” talent and provides answers to common challenges to this approach.

This research report provides a quick overview of the evolving functions and structures of modern HR and serves as a primer to our industry study, High-Impact HR: Building Organizational Performance from the Ground Up.

Findings and themes emerging from Bersin by Deloitte’s ninth annual Learning Management Systems study.

Bersin by Deloitte’s The Definitive Buyer's Guide to the Global Market for Learning Management Solutions 2014 helps you to navigate the changing LMS landscape of providers and solutions with our latest Global Market and LMS Systems reports.

In this industry study, we take a fresh look at today’s talent needs and showcase how our new HR architecture, comprising five high-impact HR design principles, drives overall organizational performance.

This model briefly describes Bersin by Deloitte's Continuous Learning Model and its elements.

This report is designed to help leaders and talent development and learning professionals to take positive steps toward understanding and implementing learning architectures.

In this research bulletin, we focus on the “how” of video learning and provide information that ranges from user-generated content to working with a video-learning provider.

From Bersin by Deloitte IMPACT Conference 2014. This presentation focuses on what it means to achieve high-impact HR and the practical implications of developing a high-impact operating model.

From Bersin by Deloitte IMPACT Conference 2014. This presentation discusses the changing role of the chief human resources officer (CHRO), the crucial function performed by HR business partners (HRBPs), and how to source and develop these essential positions.

In this case study, we explore why Hellmann Worldwide Logistics chose to focus on engagement as a driver of business goals, how it launched its program, and how the company empowered local managers to directly address problems in their units, leading to measurable business improvements.

Xerox demonstrates how to execute a multiyear transformation, taking HR from transactional to strategic.

This report describes recent Bersin by Deloitte research on video-learning usage patterns, latest trends, and future directions.

A major insurance company has developed a learning architecture—a unique map of agreed-upon learning needs, learning strategies, and delivery modes—to enable a continuous learning approach to employee development.

This report describes our research on video-learning usage patterns, latest trends, and future directions—in addition to guidelines for L&D practitioners who want to leverage video to enhance their learning solutions.

A quick reference to guide discussions and decisions related to learning measurement.

The WhatWorks Awards recognize high achievement in the various people-related functions within organizations. This research-based awards program uses selection criteria based on our years of in-depth study. The judges, both the research analysts and advisory consults that comprise the collective thought leadership of our firm, are our experts.

This report is the most comprehensive and objective view of the learning management solutions market, including market share information and guidance on selecting a provider based on ratings and analysis for 70 vendors.

This report gives an overview of integrated talent management functionality and the suppliers that provide it today.

This primer presents an overview of learning management systems (LMSs) – the technology that manages an organization’s learners and learning events, and often serves as a platform for the delivery of e-learning.

This report provides an in-depth look into the best practices of the winners of the 2012 Bersin & Associates Learning Leaders award program.

This tool will assist you with rating your organization’s capabilities in key dimensions of learning that have proven to be predictive of generating high levels of business impact.

This tool is intended to guide you through the decision-making process for determining the organizational model best-suited for your company’s learning and development (L&D) function.

The findings from our latest High-Impact Learning Organization research, including a peek into the first-ever Bersin & Associates High-Impact Learning Organization Maturity Model®.

This research bulletin shares the value and business advantages of an extended enterprise, and how organizations can strategically manage their relationships with these critical business partners through the lens of learning and development.

By developing a business plan for learning, the organization builds an L&D team that is both business-driven and business-aligned. The written business plan for learning documents the business case for learning, bringing together all of the relevant information on the benefits and costs of the proposed investment in learning.

High-impact learning organizations are strategic partners. They stay aligned with the business priorities through governance, planning and communicating about learning throughout the business. In this report, we provide a three-tiered approach for governance, advice on who should participate in L&D governance and a governance maturity model to evaluate your current level of governance maturity.

In this report, we share the overall findings from our 2012 iteration of this study, including both key trends and critical points of differentiation between high-impact learning organizations and the rest.

The role of the chief learning officer has expanded over the last few years. With skills and talent in short supply, the need to globalize organizations, and with the rapid changes in learning and HR technology, the modern CLO must take on a bigger and more important role.

Finding the optimal organizing structure is something with which many organizations struggle. The best model is the one that maximizes your organization’s competitive advantage, is intentionally and strategically aligned to the business, and is efficient and effective for meeting business and customer needs.

In this report, we examine the various ways in which L&D affects the performance of companies and organizations. As the workforce and workplace change, we predict how what differentiates high-impact learning organizations from others will also change in response.

In this report, we introduce our first-ever High-Impact Learning Organization Maturity Model®.

In this report, we demonstrate how differentiating a strategic approach to global business communications can be and we introduce the Enterprise Fluency™ Maturity Model.

A brief restatement of what is meant by the phrase “high impact,” including the basic measures associated with effectiveness, efficiency and alignment. The newly revised Bersin & Associates Enterprise Learning Framework®, including the many associated process and organization design questions that high-impact learning organizations must master. An overview of the entire High-Impact Learning Organization Research Program and how best to use it.

This bulletin describes the evolution of leadership development solutions. It reviews three best-practice design approaches to modern day leadership development programs and discusses how the SkillSoft portfolio of leadership development solutions aligns with these best practices.

This “Smart Chart” is designed to quickly guide you through the key points of our High-Impact Learning Culture research. It is designed to show you on what to focus efforts for the greatest effect. The Smart Chart puts the key points of our High-Impact Learning Culture research in one reference guide.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve cost structure and business outcomes associated with learning culture.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve customer success and business outcomes associated with learning culture.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve employee productivity and business outcomes associated with learning culture.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve innovation and business outcomes associated with learning culture.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve learning agility and business outcomes associated with learning culture.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve market success and business outcomes associated with learning culture.

This decision chart, which supplements our High-Impact Learning Culture research, is a performance support tool that will help the reader implement our research by quickly providing guidelines, strategies and WhatWorks examples that the reader can articulate and frame a discussion around to improve workforce expertise and business outcomes associated with learning culture.

As the workplace evolves, so too must the models that organizations use to develop leadership. In this report, we offer practical direction for designing the next generation of leadership development programs.

Thomson Reuters shifted its model for client training to almost 100 percent virtual, introducing the Knowledge Network, a combination of high-quality video learning nuggets, and available virtual courses and coaching, to provide global access to expertise whenever and wherever needed.

As the role and purpose of L&D has evolved, so has learning technology. Participants have all recently launched highly successful platforms for virtual classrooms and video-based employee knowledge-sharing. Their implemented solutions have stressed such principles as timeliness, proximity to where work happens and versatile delivery as much as instructional craft.

This report is a primer on e-learning today and where it is headed tomorrow, including an updated maturity model, definitions, tools, trends and future predictions.

The Bersin & Associates Learning Leaders® program is designed to identify the very best in organizational learning and talent management. The 2011 Learning Leaders represent the very best of enterprise learning and talent management, and their accomplishments have raised the bar for all learning, talent, and HR organizations.

This report examines rapid e-elearning adoption across five vertical markets - manufacturing, technology, healthcare, government and financial services.

This research bulletin will explain how audience response systems work and outline some of the common business needs they can serve.

This industry study contains a detailed review of the learning management systems and related markets, including a discussion of market trends, profiles of the top providers and our proprietary Market Maps®, to help buyers understand the positioning of providers.

In this report, we provide an overview of virtual classroom technologies (web-conferencing, video-conferencing, and telepresence technologies),including a brief history of these platforms, best-practice usages, common challenges, guidance for selecting the best provider.

This case study takes an end-to-end look at how a hospital system uses performance excellence as a foundation for its people strategy.

The first comprehensive, grounded look at how an organization’s collective set of values, conventions, processes and practices that influence and encourage continuous learning are a substantial factor in both short-term business performance and long-term business growth.

This presentation shares highlighted data and case study examples of how a strong learning culture is a prerequisite for a company’s overall capacity to innovate.

This report provides guidance for comparing performance management system providers and their products.

An overview of Bersin & Associates Talent Management Framework based on the current state of HR driven by today's business needs.

This report provides an in-depth look into the best practices of the 25 winners of the 2010 Bersin & Associates Learning Leaders award.

This case study examines Accenture’s high-impact internal learning organization.

This presentation shares highlights from our upcoming study on the subject of high-impact learning culture.

This case study examines how a global media marketing company created a global learning community aligned with corporate strategies and goals, identifying new ways of using current technology to conquer the geography and time differences between global learning teams.

From Bersin & Associates IMPACT 2010 Conference. In this workshop session, we use data from our recent industry study, High-Impact Learning Practices, as well as real-world examples of informal learning in practice, to work through sample processes for designing an informal learning strategy. We also discuss what steps an organization should take to begin implementing such a strategy.

A pharmaceuticals company implements a new learning platform and new blended-learning model.

A realty company embraces learning as a strategic imperative for core business success by investing in the development of new learning programs and delivery channels - including video and social media.

This case study examines how a healthcare system developed and implemented an online learning system that delivers mandatory safety training to all employees efficiently.

is case study examines how a healthcare system developed and implemented an online learning system that delivers mandatory safety training to all employees efficiently.

This research bulletin is a supplement to our existing research on Adaptive Talent and Learning Platforms, and describes the evolution of business software from mainframes to today's emerging adaptive platform.

This report is a special supplement to our existing LMS and TM suites industry studies, containing a comprehensive guide for choosing an adaptive adaptive platform.

Our definitions for formal and informal learning, and three easy-to-apply categories for informal learning in the workplace.

This report focuses on one social learning strategy - instructor-led e-learning, a model common in higher education.

This report provides actionable guidance to organizations looking for a technology platform to support social learning.

In this report, we highlight an effective source on-demand informal learning content, one that provides companies with quick access to high-quality content and in formats fit for rapid consumption - the digital content library.

Learn to use Bersin & Associates "Four Cs of Social Software" to short-list and then select the right social software provider for your corporate community or social learning needs.

Highlights from the just-published study, High-Impact Learning Practices: An Operating Guide for the Modern Corporate Learning Function, including an introduction to best practices for designing and implementing high-impact learning environments.

A companion to our study, High-Impact Learning Organizations®, this study attempts to paint a picture of a specific kind of high-impact learning organization – one that has evolved to better meet the challenges of today’s changing business world.

Introducing our new Bersin & Associates Modern Enterprise Learning Index – 10 critical guiding principles and related measures for high-impact learning in today’s modern corporate world.

A brief introduction to semantic technologies and their application to corporate learning, including a overview of one specific research project currently underway at a technology company.

Nationwide’s IT L&D organization created a new IT retraining program blending formal and informal elements.

What are the key approaches, practices and disciplines of modern corporate training? This Framework establishes the new architecture for corporate L&D.

From Bersin & Associates IMPACT 2009 Conference. Based on the industry study, High-Impact Learning Practices, this presentation will focus on the operational issues facing most organizations today.

This report contains a detailed review of the learning management systems (LMS) market, including a discussion of market trends, profiles of the top providers and our proprietary Market Maps® to help buyers understand the positioning of providers.

CA creates a continuous coaching program for sales managers that uses blended-learning techniques and collaborative learning technology to increase performance of the direct salesforce.

Sun Microsystems offers an in-depth example of a company supporting user-generated content and knowledge-sharing.

This report is an in-depth look into the best practices of 26 winners in the 2008 Bersin & Associates Learning Leaders program.

In this case study, we will discuss one organization, the Federal Reserve Bank of Cleveland, that is successfully enabling learning on-demand by fostering a culture of knowledge-sharing.

A summary of collected best practices learned from organizations already successfully using social software to support employee communities.

This case study examines how one global telecommunications company decided it needed to undergo a wholesale transformation of its business and its workforce in order to meet its customers’ needs and to thrive.

This report contains a detailed review of the enterprise social software market, including market trends, provider profiles and our proprietary Market Maps®.

This webinar provides an overview of learning on-demand, the pressures forcing L&D to pay attention to it and what L&D must do to enable it.

In this presentation, we provide an overview of social networking tools, outline several corporate applications identified in our research and offer action-oriented advice for organizations thinking about implementing similar projects. Delivered July 29, 2008.

This report summarizes efforts by LMS providers to add social software functions to their product lines.

A marketing training program evolves into a new model for leadership development.

This research report discusses the many and wide-ranging uses of social learning tools in corporate learning and talent management, and offers many examples of how these technologies are being used by organizations today.

A primer for social networking tools with example learning and talent management applications, and advice for getting started.

From Bersin & Associates IMPACT 2008 Conference. This presentation will focus on how you can leverage content development and management strategies for on-demand and other advanced learning initiatives.

This case study illustrates how content from a video-learning content provider can extend internally produced blended learning initiatives.

Powered by more agency and choice, workers are re-examining everything, from who they want to work for to the role they expect employers to play. How can organizational leaders navigate a worker-employer relationship that is clearly in flux? This Deloitte Global Human Capital Trends Special Report explores four potential futures for the worker-employer relationship and strategies to not only survive, but thrive in the future.

This webinar will highlight findings from our report, High-Impact Learning Practices, which illustrates the essential disciplines of modern enterprise learning, both new and traditional, and discusses how they should be best applied in the context of today’s corporate training departments.