Rewriting the rules for talent management and mobility: Insights from Deloitte's 2017 Human Capital Trends Report The Dbriefs Global Mobility, Talent

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1 Rewriting the rules for talent management and mobility: Insights from Deloitte's 2017 Human Capital Trends Report The Dbriefs Global Mobility, Talent & Rewards series Joseph Logudic / Pushp Deep Gupta / Andrew Warneck 5 September 2017

2 Agenda Overview Introduction of 2017 Human Capital Trends Survey Top 10 trends Recap Questions and answers 2

3 The fourth industrial revolution Early 1800 s Early 1900 s 1970 s to 1980 Today Steam engine Electricity and telephone Computing Digital There has been massive improvement in productivity in each revolution until now. 3

4 What appears to be happening Mobile, sensors, AI, cognitive computing, and data Access to technology by consumers globally Technology infiltrates home and political life Technology change Rate of change Gap in business performance potential Business productivity Time 4

5 What is really happening HR s opportunity: help close the gap among technology, individuals, businesses, and society and governments Technology Individuals Rate of change Businesses Public policy 1970s 1980s 1990s 2000s 2010s Today 5

6 Ranking of 2017 trends by importance 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 12% 88% 17% 83% 19% 81% 21% 79% 22% 78% 22% 78% 27% 73% 29% 71% 31% 69% 37% 63% 60% 40% Percentage of total responses Not/somewhat important Important/very important Note: Ratings for The augmented workforce and Robotics, cognitive computing, and AI both relate to the broader trends on The future of work discussed in this report 6

7 Polling question 1 Of these 6 trends listed, which one do you feel is the biggest challenge for your organization? Organization of the future Careers and learning Talent acquisition Employee experience Performance management Leadership 7

8 The organization of the future: arriving now 88% Very important or important 11% believe they understand how to build the organization of the future 94% say agility and collaboration are critical yet 73% experimenting with collaboration tools, however only 8% using organizational network analysis (ONA) 6% are highly agile today 8

9 Careers and learning: real time, all the time 83% Very important or important The changing nature of the career 83% are moving to open career models Length of career Average tenure in a job Half-life of a learned skill 60 to 70 years 4.5 years 5 years Organizations need to deliver learning that is always on and always available over a range of mobile platforms Sources: The 100-Year Life: Living and Working in an Age of Longevity; A New Culture of Learning: Cultivating the Imagination for a World of Constant Change 9

10 Talent acquisition: enter the cognitive recruiter Biggest disruptor in talent acquisition today is experimentation with tech solutions and services 81% Very important or important Excellentat managing talent-sharing resources 19% Excellentat managing crowdsourcing 8% Excellent at using games and simulations to attract and assess potential candidates 6% 10

11 The employee experience: culture, engagement, and beyond 79% Very important or important 22% are excellent at building a differentiated employee experience 14% believe their internal processes for collaboration and decision making are working well 23% believe their employees are fully aligned with the corporate purpose 10% are using design thinking as part of crafting the employee experience Deloitte and Facebook, Transitioning to the future of work and the workplace, November

12 Polling question 2 Do you feel your organization has started to make changes or is your HR team engaged in initiatives to transform your functions leveraging digital and analytics? Yes, we are far on our way Yes, we are just starting No Don t know / not applicable 12

13 Performance management: play a winning hand 78% Very important or important Capabilities to implement performance management have improved by 10% since 2015 The focus has shifted from talking about people to talking with people in open conversations Agile goal management, check-ins, and continuous feedback are becoming common; new models of evaluation and rewards are next 13

14 Leadership disrupted: pushing the boundaries 78% Very important or important feel they have strong digital 5% leaders in place The leadership gap has become larger; organizational capabilities to address leadership dropped by 2% 72% developing new leadership programs focused on digital management Digital leadership required shifts in how leaders must think, how leaders must act, and how leaders must react 14

15 Digital HR: platforms, people, and work 73% Very important or important HR is being asked to help lead the digital transformation in 3 areas Digital workforce Digital workplace Digital HR 56% are redesigning their HR programs to leverage digital and mobile tools 33% are using some form of artificial intelligence (AI) technology to deliver HR solutions 15

16 Polling question 3 Has your company added roles such a CDO (Chief Digital Officer) or digital leads in HR? Yes No Don t know / not applicable 16

17 People analytics: recalculating the route 71% Very important or important 15% have broadly deployed HR and talent scorecards for line managers New tools are emerging and analytics are shifting from push to pull 8% report they have usable data 9% have a good understanding of which talent dimensions drive performance 17

18 Diversity and inclusion: the reality gap 69% Very important or important 78% believe diversity and inclusion is a competitive advantage 38% report the CEO is the primary sponsor of diversity and inclusion program Traits of an inclusive leader: commitment, courage, cognizance of bias, curiosity, cultural intelligence, collaboration 18

19 Future of work: the augmented workforce 63% Very important or important 17% report being ready to manage a workforce with people, robots, and AI working side by side 66% believe their use of off-balance sheet talent will grow significantly in the next 3 5 years, but 49% are not able to manage contingent labor well 41% have fully implemented or made significant progress in adopting cognitive and AI technologies 19

20 2017 Deloitte Global Human Capital Trends 20

21 Questions and answers

22 Thanks for joining today s webcast. You may watch the archive on PC or mobile devices via itunes, RSS, YouTube. Eligible viewers may now download CPE certificates. Click the CPE icon at the bottom of your screen.

23 Join us 12 September at 2PM HKT (GMT +8) as our International Tax series presents: Inbound investments into Japan: Practical insights on recent developments For more information, visit

24 Dbriefs Bytes This video brings you a weekly summary of the significant international tax developments. It is broadcast every Friday afternoon. Dbriefs Bytes is also available in Chinese and is broadcast every Tuesday. For more information, visit To view archives, visit

25 Contact information Joseph Logudic Tax Partner Deloitte Hong Kong, China Pushp Deep Gupta Consulting Partner Deloitte Singapore Andrew Warneck Consulting Partner Deloitte Hong Kong, China

26 This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.

27 About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a more detailed description of DTTL and its member firms.

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