2019 Global Human Capital trends launch · Leading the social enterprise: Reinvent with a human...

1 | Copyright © 2018 Deloitte Development LLC. All rights reserved.

2019 Global Human Capital trends launch

Leading the social enterprise - Reinvent with a human focusApril 25, 2019

2 | Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2019 Deloitte Development LLC. All rights reserved.

Vice Presidents

Research overview This year’s trends leverage findings from our Global Human Capital survey with nearly 10,000 respondents across 119 countries

Life Sciences and Health Care

Government & Public Services

Technology, Media & Telecom

Energy, Resources & Industries

Other

Financial Services

Professional Services

Consumer

Oceania

Middle East

Nordic Countries

Africa

North America

Central & Eastern Europe

Asia

Western Europe

Latin & South America

I N D U S T R Y R E G I O N S

Large10,001+

Medium1,001 to 10,000

Small1 to 1,000 Non-HR

C-Suite

Mid-level

Individual Contributor

HROPERATION SIZE

(EMPLOYEES)RESPONDENT JOB FUNCTION

RESPONDENT JOB LEVEL


A S O C I A L E N T E R P R I S E

…listens, invests, and manages the change that shapes today’s world

…has a responsibility to be a good citizen, role model, and promote collaboration

…combines revenue growth and profit-making with the need to respect and support its environment and stakeholder network

The social enterprise is here to stay

AND ORGANIZATIONS ARE RESPONDING


Traditional organization

The social

enterprise

P U R P O S E

M E A N I N G


So, what should

organizations do?


Reinvent with a human focus

H O W

Reinvention means foundational change that

uses technology at the core

W H Y

It all comes back to people –we need to bring the human

element back to work

W H E R E

We must focus on the workforce, the

organization and HR


…is diverse, not just from a race, ethnicity, gender standpoint, but from how work is defined

…is hungry for opportunities to play bigger and more expansive roles at work

…is complex to manage and lead

…is experience-focusedand centered on putting meaning back into work

…is team-oriented

vs. being structured

around the

traditional hierarchy

…is personalized to the

way in which individuals

want to be recognized

and rewarded

…accesses

capabilities,

not just people

2 0 1 9 H U M A N C A P I T A L T R E N D S

Leading the social enterprise: Reinvent with a Human Focus

The Future

of the

Workforce…

The Future

of the

Organization…

The Future

of HR…

…embeds learning

into every aspect

of a workers’ day-

to-day life

…promotes mobility

as a primary means

of development and

engagement

…leverages

technology to drive

continuous

reinvention of core

processes

2019 Deloitte Global Human Capital TrendsLeading the social enterprise: Reinvent with a human focus

3 C A T E G O R I E S

Trend 1 Trend 2 Trend 3

Trend 6Trend 5Trend 4

Trend 7 Trend 8 Trend 9 Trend 10


The alternative workforce: It’s now mainstream

From jobs to superjobs

Leadership for the 21st century: The intersection of the traditional and the new

From employee experience to human experience: Putting meaning back into work

Organizational

performance:

It’s a team sport

Rewards:

Closing the gap

Accessing talent:

It’s more than

acquisition


Leading the social enterprise: Reinvent with a human focus

The future

of the

workforce

The future

of the

organization

The future

of HR

Learning in the

flow of life

Talent mobility:

Winning the war on

the home front

HR cloud:

A launch pad, not

a destination








From jobs to superjobs



Organizational

performance:

It’s a team sport

Rewards:

Closing the gap

Accessing talent:

It’s more than

acquisition


Leading the social enterprise: Reinvent with a human focus

The future

of the

workforce

The future

of the

organization

The future

of HR

Learning in the

flow of life

Talent mobility:

Winning the war on

the home front

HR cloud:

A launch pad, not

a destination







Futureof the

workforce


of respondents had established

processes to manage and develop

alternative workforce sources

B U T , O N L Y


41% of our survey respondents considered this issue important or very important…

By 2020, the number of

self-employed workers

in the United States for

instance is projected to

triple to

M I L L I O N P E O P L E

Trend 1


believed automation will

eliminate a significant

number of positions.

B U T , O N L Y

Instead of displacing human workers, organizations are finding that humans and bots are working side by side

From jobs to superjobsof respondents indicated that they

expect the use of cognitive and AI to

increase or increase significantly

O V E R T H E N E X T 3 Y E A R S

Trend 2



thought that 21st-century

leadership has unique and new requirements that are

important or very important to

the organization's success

O F R E S P O N D E N T S

Y E T O N L Y

said they are effectively

building digital leaders

were effectively

developing leaders to

meet evolving challenges

A N D

Trend 3


Future

of the

organization


thought that workers were satisfied or very

satisfied with day-to-day work practices

A N D , O N L Y


of respondents rated the need to improve

“the employee experience” as important or very important and 28% rated it urgent

Trend 4


of respondents said that

"most" or "almost all"

work was done in teams

of respondents rated

themselves as very effective at

managing cross-functional teams

Y E T O N L Y

A N D

of those with cross-functional

teams had seen significant improvement in performance

Organizational performance:It’s a team sport

Trend 5


N E A R L Y

of organizations surveyed did not feel they

know what rewards their employees value

A N D O N L Y of respondents believed

that their rewards systems

were highly aligned with

their organizational goals.

Rewards:Closing the gap

The No. 1 answer for what

employees value is not money, but

the value of their work to them

Trend 6


FutureOf HR


Accessing talent: It’s more than acquisition

of respondents believed their organization had best-in-class processes and technology when it comes to attracting the best talent.

A N D

said it was one of the three most urgent issues their organization

would face in 2019.

of respondents cited recruitmentas an important issue

Y E T , O N L Y

Trend 7


said their organizations were “very ready” to address this subject.

O N L Y

Learning in the flow of life

of respondents cited reinventing the way people learn as important or very important — the number-one trend for 2019

Trend 8


said employees lack visibility into internal positions

A N D

Talent mobility:Winning the war on the home front

of respondents had few, if any, tools to identify and move people into new internal roles

Trend 9


of respondents reported effectively using cloud-based HR technologies with apps or fully integrated HR platforms

O N L Y

HR cloud:A launch pad, not a destination

of respondents cited HR technologyas important or very important

Trend 10


Let’s wrap up

Learning in the flow of life: Becoming lifelong and personal




How can you take these trends further in your own organization?

Future of the workforce

Future of the organization

Future of HR

Leadership

Human experience

Rewards

Teams

Alternative workforce Superjobs

Refresh Rewire Recode

Talent access

HR cloud

Talent mobility

Learning


More information is coming your way… via email later today

The 2019 Global Human Capital trends report

Link to the Global Human Capital trends website

Today’s presentation of the 10 Global Human Capital trends


We look forward to continuing the dialogue with you

Christina Burgwald

PartnerHuman Capital,

Deloitte Consulting

[email protected]

Jass Dhanoa

Senior ManagerHuman Capital,

Deloitte Consulting

[email protected]

Feel free to reach out to us for further information


THANK YOU!

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