Human Capital Trends Siiri Sutt, Deloitte Estonia

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1 #HRSavaitėLietuva

2 Human Capital Trends 2017 Siiri Sutt, Deloitte Estonia 2017

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4 2017 Deloitte Global Human Capital Trends survey includes data from 10,447 business and HR leaders

5 Rapid change is not limited to technology; but encompasses society and demographics as well. The main characteristic of the new era is change at an accelerating rate, which creates new rules for business and for HR

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7 Human Capital Trends The organization of the future: Arriving now Careers and Learning Talent acquisition The employee experience Performance management Leadership disrupted: Pushing the boundaries Digital HR People analytics Diversity and inclusion The future of work: The augmented workforce

8 The organization of the future

9 The organization of the future Old Rules Company viewed as a hierarchy, with hierarchical decision rights, structure, and leadership progression Structure based on business function with functional leaders and global functional groups Culture ruled by fear of failure and perceptions of others Roles and job titles clearly defined New Rules Company viewed as an agile network, empowered by team leaders and fueled by collaboration and knowledge-sharing Structure based on work and projects, with teams focused on products, customers, and services Culture of safety, abundance, and importance of risk-taking and innovation Teams and responsibilities clearly defined, but roles and job titles change regularly

10 Careers and learning Real time, all the time Among Millennials, the ability to learn and progress is now the principal driver of a company s employment brand 42 percent of Millennials say they are likely to leave because they are not learning fast enough Bersin by Deloitte proprietary research with Glassdoor

11 Careers and learning Real time, all the time According to 83 percent of the respondents, their organizations are shifting to flexible, open career models that offer enriching assignments, projects, and experiences rather than a static career progression. The impact of the fourth industrial revolution is fundamentally changing the nature of work and the meaning of career. We felt a fundamental obligation to reskill our workforce. John Donovan, AT&T Chief Strategy Officer

12 Learning and career Careers go up or out Old Rules Employees are told what to learn by their managers or the career model New Rules Careers go in every direction Employees decide what to learn based on their team s needs and individual career goals People learn in the classroom and, sometimes, online People learn all the time, in micro-learning, courses, classrooms, and groups Learning content is provided by L&D and experts Learning content is provided by everyone in the organization, and curated by employees as well as HR

13 Talent acquisition Employer brand must be both highly visible and highly attractive New technology helps employers to create an attractive brand, thus making the recruiting process easier and faster

14 HR 2017 Bersin by Deloitte predictions. Everything Is Digital: Ten HR and Talent Predictions for 2020

15 Talent acquisition Old Rules Recruiters used Internet tools to find candidates New Rules Recruiters continuously expand their use of social media sites for sourcing, including Twitter, Facebook, Glassdoor, Pinterest, and Quora, in addition to LinkedIn Employment brand is viewed as a marketing strategy Employment brand has a complete strategy, reaching into all possible candidate pools and channels An applicant tracking system is the only required talent acquisition technology Companies have talent acquisition technology platforms that manage sourcing, video interviewing, interview management, candidate relationship management, and onboarding

16 Organizations face a radically shifting context for the workforce, the workplace, and the world of work. Are you ready?

17 Siiri Sutt 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. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the Deloitte Network ) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication Deloitte Estonia 2017 Deloitte Estonia. 17

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