2017 Deloitte Global Human Capital Trends
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Rewriting the rules for the digital age: 2017 Deloitte Global Human
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Rewriting the rules for the digital age - 2017 Human Capital Trends
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Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
COVER AND CHAPTER ILLUSTRATIONS BY LUCIE RICE
Deloitte"s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership, organization, and change programs that enable business performance through people performance. Visit the HumanCapital
area of www.deloitte.com to learn more.Rewriting the rules for the digital age
PREFACE
WELCOME Global Human Capital Trends
Global Human Capital Trends
Brett Walsh
Deloitte LLP
Erica Volini
CONTENTS
Introduction: ɅɅ
2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
The2017 Deloitte Global Human Capital Trends
the Fourth Industrial Revolution 1 2 has fundamentally transformed busi- WE Rewriting the
rules for the digital ageIntroduction
Rewriting the rules for the digital age
3 4Fortune-
Thank You for Being Late-
5 Deloitte University Press | dupress.deloitte.comRate of change
TimeTechnology change
Business productivity
Gap in business
performance potential Mobile, sensors, AI, cognitive computing
Access to technology by consumers globally
Organizations face a
radically shifting context for the workforce, the workplace, and the world of work.2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
Deloitte University Press | dupress.deloitte.comRate of change
2000s2010sToday1990s1980s1970sHR's opportunity is to help close
the gaps among technology, individuals, businesses, and society and governments.Technology
Individuals
Businesses
Public policy
Figure 2. What is really happening
Curve 4Curve 1
Curve 2
Curve 3
4OUR GLOBAL RESEARCH
actively building2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
The 100-Year
Life Deloitte University Press | dupress.deloitte.comOrganization of the future
Careers and learning
Talent acquisition
Employee experience
Performance management
Leadership
Digital HR
People analytics
Diversity and inclusion
The augmented workforce
Robotics, cognitive computing, and AIPercentage of total responsesNot/somewhat importantImportant/very important
Note: Ratings for The augmented workforce" and Robotics, cognitive computing, and AI" both relate to the broader trend
on The future of work" discussed in this report.Figure 3. The 2017 trends by importance
88%83%
81%
79%
78%
78%
73%
71%
69%
63%
40%12%
17% 19% 21%22%
22%
27%
29%
31%
37%
60%
2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
Deloitte University Press | dupress.deloitte.comHow we redesign the organization and
its leadership for the futureTREND 1
The organization
of the future:Arriving now
TREND 6
Leadership
disrupted: Pushing the boundariesHow we build a new management
system to empower and engage the teamsTREND 5
Performance
management: Play a winning handTREND 9
Diversity and
inclusion: The reality gapHow we design the employee
experience for engagement, productivity, and growthTREND 4
The employee
experience: Culture, engagement, and beyondHow we build a culture of continuous
learning, adaptability, growth, and personal developmentHow we leverage digital technology to
design and improve work, the workplace, and the workforceHow we leverage data, cognitive
technologies, and AI to improve the organization and its teamsTREND 3
Talent acquisition:
Enter the cognitive
recruiterTREND 8
People analytics:
Recalculating the
routeTREND 7
Digital HR:
Platforms, people,
and workTREND 10
The future of work:
The augmented
workforceFigure 4. Rewriting the rules for the digital age
2017 Deloitte Human Capital Trends
TREND 2
Careers and
learning: Real time, all the timeGlobal Human Capital Trends
Deloitte University Press | dupress.deloitte.com Scale used: Excellent (4), Good (3), Adequate (2), Getting by (1) , Underperforming (0)201520162017
The proportion of respondents rating their HR capabilities as "Getting by" and "Adequate" has marginally increased, and that rating their capabilities as "Good" has marginally decreased, since 201610%22%32%
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