[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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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

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)

2014201520162017

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%24%

31%
20% 5%

10%22%32%

31%
5%

9%21%32%

33%
6%

9%22%34%

30%
6%

0%5%10%15%20%25%30%35%40%

Underperforming Getting by AdequateGoodExcellent

GPA (grade)2015 2016 20172.0 (C)2.0 (C)2.1 (C+)

Figure 5. HR performance scorecard, 2014-2017

2017 Deloitte Global Human Capital Trends

Rewriting the rules for the digital age

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, a nd AI" both relate to the broader trend on "The future of work" discussed in this report. %Hiher %

RegionGlobal

Central

and

Eastern

EuropeMiddle

East

Western

Europe

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 AI

2017 Deloitte Global Human Capital Trends

Rewriting the rules for the digital age

Trend in order

of global importanceGlobalConsumer businessEnergy & resourcesFinancial servicesLife sciences & health careManu- facturingPro- fessional servicesPublic sectorReal estate

Technology,

media, & telecommuni- cations

Organization

of the future

888592878390858194

Careers and

learning

818083828286738184

Talent

acquisition

827682828284768384

Employee

experience

797779807683727983

Performance

management

818080778177688380

Leadership757482747580737485

Digital HR747574757275726876

People

analytics

726971756872676774

Diversity and

inclusion

697071696870686567

The augmented workforce

596361635973636262

Robotics,

cognitive computing, and AI

343741384445342846

Note: Figures represent the percentage of respondents rating each trend "important" or "very important." Ratings for "The augmented workforce" and "Robotics, cognitive computing, a nd AI" both relate to the broader trend on "The future of work" discussed in this report. %Hiher %

Trend in order of global importanceGlobal

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 AI Note: Figures represent the percentage of respondents rating each trend “important" or “very important." Ratings for “The augmented workforce" and “Robotics, cognitive computing, a nd AI" both relate to the broader trend on “The future of work" discussed in this report. %Hiher %

2017 Deloitte Global Human Capital Trends

Rewriting the rules for the digital age

Deloitte University Press | dupress.deloitte.com Our survey includes data from 10,447 business and HR leaders

Region

Country

Western Europe

Latin & South America

Asia

North America

Africa

Central & Eastern Europe

Nordic countries

Oceania

Middle East25%

17% 15% 14% 10% 8% 7% 3% 2%

Industry

Professional services

Financial services

Consumer business

Technology, media,

& telecommunications

Manufacturing

Public sector

Energy & resources

Life sciences & health care

Real estate16%

13% 13% 12%

Other12%11%

8% 7% 6% 1%

Respondent job function

63%37%HRNon-HR

Respondent job level

51%20%

30%

Mid-levelIndividual

contributor

C-suite

Organization size (employees)

49%22%

29%
Small (1 to 1,000)Large (10,001+)

Medium

(1,001 to 10,000)quotesdbs_dbs23.pdfusesText_29