2017 Deloitte Global 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
Start exploring with an
augmented reality journeyGet a new perspective on the 10 Global Human
Capital Trends for 2017 by downloading the free
Aurasma app from your preferred app store.
Once you have downloaded the app, launch
your AR journey by holding your tablet or phone over the report cover. 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 LLPErica Volini
CONTENTS
Introduction: ɅɅ
2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
The 2017 Deloitte Global Human Capital Trends
of business. This new era, often called the Fourth Industrial Revolution 1 - or, as we have earlier labeled it, the Big Shift 2 has fundamentally transformed busi- ness, the broader economy, and society. WE Rewriting the
rules for the digital age-Forces for change driven
by the digital revolutionIntroduction
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 globallyOrganizations 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
2000s 2010s Today1990s1980s1970sHR'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
The 2017 survey is our largest and most extensive to date, with input from more than 10,400 business and HR leaders across 140 countries. Twenty-two percent of respondents were from large companies (more than 10,000 employees), 29 percent from medium-sized companies (1,000-10,000 employees), and 49 percent from small companies (fewer than 1,000 employees). Respondents from the Americas accounted for 31 percent of the total; Europe, Middle East, and Africa contributed 51 telecommunications; and manufacturing. Sixty-three percent of the respondents were HR professionals, with other business executives comprising 37 percent. C-level executives accounted for 30 percent (more than 3,100) of the respondents. The appendix contains additional details on respondent demographics.RAPID AND DISRUPTIVE
CHANGE IS NOT NEW
The 10 human capital trends
TREND 1. THE ORGANIZATION OF
THE FUTURE: ARRIVING NOW
actively building2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
TREND 2. CAREERS AND LEARNING:
REAL TIME, ALL THE TIME
The 100-Year
LifeTREND 3. TALENT ACQUISITION:
ENTER THE COGNITIVE RECRUITER
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%
TREND 4. THE EMPLOYEE EXPERIENCE:
CULTURE, ENGAGEMENT, AND BEYOND
TREND 5. PERFORMANCE
MANAGEMENT: PLAY A WINNING HAND
TREND 6. LEADERSHIP DISRUPTED:
PUSHING THE BOUNDARIES
TREND 7. DIGITAL HR: PLATFORMS,
PEOPLE, AND WORK
RECALCULATING THE ROUTE
TREND 9. DIVERSITY AND
INCLUSION: THE REALITY GAP
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
route nTREND 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
ms T Pe m wwwwwwwwwwwwwTREND 2
Careers and
learning: Real time, all the time rce e, T TTT E r TTT PPP RRR roTREND 10. THE FUTURE OF WORK:
THE AUGMENTED WORKFORCE
New game, new rules
Global 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%
31%5%
9%21%32%
33%6%
9%21%34%
30%5%
0%5%10%15%20%25%30%35%40%
Underperforming Getting by Adequate Good ExcellentGPA (grade)2015 2016 20172.0 (C) 2.0 (C)2.1 (C+)
Figure 5. HR performance scorecard, 2015-2017
2017 Deloitte Global Human Capital Trends
Rewriting the rules for the digital age
HR scorecard: How well
is HR keeping up?Join us: Riding the
wave to its crest Deloitte University Press | dupress.deloitte.comNon-HR (GPA: 1.8) HR (GPA: 2.1)
Excellent
GoodAdequate
Getting by
Underperforming
5% 25%33%
23%
14%5% 33%
35%
20% 7%
Figure 6. 2017 HR scorecard by job function
Appendix
Note: Figures represent the percentage of respondents rating each trend "important" or "very important." 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.Lower %Higher %
)LJXUH7UHQGLPSRUWDQFHUDWLQJVE\UHJLRQ AMERICAS EUROPE, MIDDLE EAST, & AFRICA ASIA PACIFICRegion
GlobalLatin &
SouthAmericaNorth
AmericaAfricaCentral
andEastern
EuropeMiddle
EastNordic
countriesWesternEuropeAsia Oceania
Organization
of the futureCareers and
learningTalent acquisition
Employee
experiencePerformance
managementLeadership
Digital HR
People analytics
Diversity and
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