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This paper aims to explore how a new industrial revolution with digital technology at its core is disrupting the workplace. It shares how HR has an opportunity to use data and digital technologies to reinvent how organizations engage with their workforce. It answers the question of how HR pivots from its legacy focus on compliance and being a steward of employment to the work and helping the organization strengthen its connection with its workers through improved digital engagement.

The paper is based on Willis Towers Watson thought leadership and references recent findings from their research.

The paper explores how digital technologies have changed how workers connect with their co-workers and the organization. In addition, it examines how digital technologies are changing how work gets done.

The paper is not exclusively based on research.

The paper explores how digital technologies drive engagement, HR’s role as steward of the work and enabler of digital engagement and best practices for enabling digital engagement in the modern workplace.

This paper fulfills a need to assist HR leaders in thinking through the implications of the future of work and how digital technologies will shape that future.

Here's a measurement framework that challenges the status quo and links strategies and activities to create shareholder value.

Prompted by escalating competition and increased pressure from institutional investors and boards of directors, more and more companies have begun to focus on shareholder value and the philosophy of value‐based management (VBM). VBM is based on the notion that the central objective for all publicly traded companies is to maximize shareholder value. Because it offers companies a logical and systematic way to pursue improvements in shareholder value, it has received considerable attention in the business press. In particular, stories have highlighted the strong results achieved by VBM users such as Coca Cola, AT&T, and Briggs and Stratton.

The purpose of this paper is to explore the marketing notion of segmentation in the HR context and specifically how this thinking can be applied to talent and reward programs.

The paper presents a best practice guide and discussion based on a combination of recent survey data and the authors' experience of applying this thinking across a range of companies and industry sectors.

Segmentation can be applied as a principle with benefits across talent and reward programs but it presents a range of change challenges. Long‐term low levels of people spend in Western multinationals may lead to segmented thinking being a logical response to future people challenges. Reward and talent professionals should consider this as a potential response early and strategically.

The article points to the adoption of a bottom‐up, role‐based approach to segmentation as a valuable approach to thinking through the implications of segmentation in any organization.

This paper sets out why reskilling is an essential element of an effective talent strategy and outlines the key steps to successful reskilling.

A qualitative review of methodologies and practices for reskilling is presented in this paper.

Reskilling is an essential organisational practice allowing employers to respond effectively to turbulent business conditions. Organisations need to engage in three priority actions: strategic workforce planning, adopting flexible work design practices and developing targeted upskilling and reskilling programmes.

This is a synthesis of a variety of ideas about how to approach reskilling and reflects practices adopted by organisations.

The purpose of this paper is to report on the Global Human Resources People and Strategy Conference.

The paper presents a conference report on the Global Human Resources People and Strategy Conference, which was held in New York, USA from May 6‐9, 2012.

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