[PDF] Rewriting the rules for the digital age - Deloitte

Rewriting the rules for the digital age - Deloitte

your comments 2017 is positioned to be a year of change as we all manage new levels of transformation and disruption The only question now is: Are you ready? Brett Walsh Global leader, Human Capital Deloitte LLP Erica Volini US leader, Human Capital Deloitte Consulting LLP

Rewriting the rules for the digital age - Deloitte

The 2017 Deloitte Global Human Capital Trends report reflects seismic changes in the world of business This new era, often called

Rewriting the rules for the digital age - Legal-Island

The 2017 Deloitte Global Human Capital Trends report, drawing on a survey of more than 10,000 HR and business leaders globally, takes stock of the challenges ahead for business and HR leaders in a dramatically changing digital,

2017 Deloitte Global Human Capital Trends Rewriting the rules

2017 Deloitte Global Human Capital Trends Rewriting the rules Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016 79

2017 Deloitte Global Human Capital Trends Rewriting the rules

Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age Deloitte’s largest and most extensive human capital survey to date 10,000+ business and HR leaders 140 countries

GETTING TO THE HEART OF THE MATTER

Mar 13, 2018 · human-centered design concepts to their most pressing workforce challenges with the aim of improving person-nel and management practices, as well as how employees perceive their jobs and workplaces GETTING TO THE HEART OF THE MATTER ENGAGING EMPLOYEES TO IMPROVE THE WORK EXPERIENCE 1 2017 Deloitte Global Human Capital Trends, p 51 Retrieved

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Global HR Design Principles and Process Taxonomy

documents were developed with input from 26 government organisations and were signed off by the HR Design Authority on 25th May 2017 Note: for additional information on the approach please refer to ‘GSS Process Phase 2 – UJ Approach Document v1’ 1) Rewriting the rules for the digital age, 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 journey

Get 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 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 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. W

E Rewriting the

rules for the digital age-

Forces for change driven

by the digital revolution

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

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

4

OUR 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 building

2017 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

Life

TREND 3. TALENT ACQUISITION:

ENTER THE COGNITIVE RECRUITER

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%

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.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 n

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

ms T Pe m wwwwwwwwwwwww

TREND 2

Careers and

learning: Real time, all the time rce e, T TTT E r TTT PPP RRR ro

TREND 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 2016

10%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 Excellent

GPA (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.com

Non-HR (GPA: 1.8) HR (GPA: 2.1)

Excellent

Good

Adequate

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 PACIFIC

Region

GlobalLatin &

South

AmericaNorth

AmericaAfricaCentral

and

Eastern

EuropeMiddle

EastNordic

countriesWestern

EuropeAsia Oceania

Organization

of the future

Careers and

learning

Talent acquisition

Employee

experience

Performance

management

Leadership

Digital HR

People analytics

Diversity and

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