[PDF] [PDF] 2017 Deloitte Global Human Capital Trends

[PDF] 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

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 Human

Capital

area of www.deloitte.com to learn more.

Rewriting the rules for the digital age

PREFACE

W

ELCOME 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

The

2017 Deloitte Global Human Capital Trends

the Fourth Industrial Revolution 1 2 has fundamentally transformed busi- W

E Rewriting the

rules for the digital age

Introduction

Rewriting the rules for the digital age

3 4

Fortune-

Thank You for Being Late-

5 Deloitte University Press | dupress.deloitte.com

Rate 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.com

Rate 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

4

OUR GLOBAL RESEARCH

actively building

2017 Deloitte Global Human Capital Trends

Rewriting the rules for the digital age

The 100-Year

Life Deloitte University Press | dupress.deloitte.com

Organization 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 responses

Not/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.com

How we redesign the organization and

its leadership for the future

TREND 1

The organization

of the future:

Arriving now

TREND 6

Leadership

disrupted: Pushing the boundaries

How we build a new management

system to empower and engage the teams

TREND 5

Performance

management: Play a winning hand

TREND 9

Diversity and

inclusion: The reality gap

How we design the employee

experience for engagement, productivity, and growth

TREND 4

The employee

experience: Culture, engagement, and beyond

How we build a culture of continuous

learning, adaptability, growth, and personal development

How we leverage digital technology to

design and improve work, the workplace, and the workforce

How we leverage data, cognitive

technologies, and AI to improve the organization and its teams

TREND 3

Talent acquisition:

Enter the cognitive

recruiter

TREND 8

People analytics:

Recalculating the

route

TREND 7

Digital HR:

Platforms, people,

and work

TREND 10

The future of work:

The augmented

workforce

Figure 4. Rewriting the rules for the digital age

2017 Deloitte Human Capital Trends

TREND 2

Careers and

learning: Real time, all the time

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 2016

10%22%32%

31%
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