Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
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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
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ELCOME to Deloitte’s fifth annual Global Human Capital Trends report and survey. This year’s
report takes stock of the challenges ahead for business and HR leaders in a dramatically changing
digital, economic, demographic, and social landscape. In an age of disruption, business and HR
leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage, and engage the
21st-century workforce.
This workforce is changing. It’s more digital, more global, diverse, automation-savvy, and social mediaproficient. At the same time, business expectations, needs, and demands are evolving faster than ever before.
While some view this as a challenge, we see it as an opportunity. An opportunity to reimagine HR, talent, and
organizational practices. An opportunity to create platforms, processes, and tools that will continue to evolve
and sustain their value over time. An opportunity to take the lead in what will likely be among the most significant changes to the workforce that we have seen.
Hence, our call for new rules for HR in the digital age.
The 2017 report began last summer with us reaching out to hundreds of organizations, academics, and practitioners around the world. This year, it includes a survey of more than 10,000 HR and business leaders across
140 countries. The report reveals how leaders are turning to new organizational models that highlight the
networked nature of today’s world of work; innovation-based HR platforms; learning and career programs
driven by social and cognitive technologies; and employee experience strategies that put the workforce at the
center. The report closes with a discussion of the future of work amid the changes being driven by advances in
automation and an expanded definition of the workforce.
We are pleased to present this year’s Global Human Capital Trends report and survey and look forward to
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
2017 Deloitte Global Human Capital Trends
CONTENTS
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Rewriting the rules for the digital age
Introduction
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The 2017 Deloitte Global Human Capital Trends
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of business. This new era, often called
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has fundamentally transformed business, the broader economy, and society.
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Organizations face a
radically shifting context
for the workforce,
the workplace, and
the world of work.
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Deloitte University Press | dupress.deloitte.com
Rewriting the rules for the digital age
Figure 2. What is really happening
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HR’s opportunity is to help close
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Deloitte University Press | dupress.deloitte.com
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2017 Deloitte Global Human Capital Trends
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
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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.
The 10 human capital trends
RAPID AND DISRUPTIVE
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TREND 1. THE ORGANIZATION OF
THE FUTURE: ARRIVING NOW
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Figure 3. The 2017 trends by importance
Percentage of total responses
Organization of the future
12%
Careers and learning
17%
Talent acquisition
19%
Employee experience
21%
79%
Performance management
22%
78%
Leadership
22%
78%
Digital HR
27%
People analytics
29%
Diversity and inclusion
31%
The augmented workforce
37%
Robotics, cognitive computing, and AI
60%
Not/somewhat important
88%
83%
81%
73%
71%
69%
63%
40%
Important/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.
Deloitte University Press | dupress.deloitte.com
TREND 2. CAREERS AND LEARNING:
REAL TIME, ALL THE TIME
TREND 3. TALENT ACQUISITION:
ENTER THE COGNITIVE RECRUITER
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TREND 4. THE EMPLOYEE EXPERIENCE:
CULTURE, ENGAGEMENT, AND BEYOND
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Figure 4. Rewriting the rules for the digital age
2017 Deloitte Human Capital Trends
How we redesign the organization and
its leadership for the future
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system to empower and engage the
teams
ms
TREND 1
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n
of the future:
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m
winning hand
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beyond
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all the time
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Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
New game, new rules
TREND 10. THE FUTURE OF WORK:
THE AUGMENTED WORKFORCE
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2015
2016
2017
2.0 (C)
2.1 (C+)
2.0 (C)
40%
35%
32% 32%
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25%
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10%
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Adequate
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2016
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Excellent
2017
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
Scale used: Excellent (4), Good (3), Adequate (2), Getting by (1), Underperforming (0)
Deloitte University Press | dupress.deloitte.com
Rewriting the rules for the digital age
Figure 6. 2017 HR scorecard by job function
Non-HR (GPA: 1.8)
5%
25%
HR (GPA: 2.1)
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5%
33%
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33%
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2017 Deloitte Global Human Capital Trends
Appendix
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AMERICAS
EUROPE, MIDDLE EAST, & AFRICA
ASIA PACIFIC
Global
Latin &
South
America
North
America
Africa
Central
and
Eastern
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
Region
Higher %
Middle
East
Nordic
countries
Western
Europe
Asia
Oceania
'HORLWWH8QLYHUVLW\3UHVV_GXSUHVVGHORLWWHFRP
Lower %
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.
Rewriting the rules for the digital age
)LJXUH7UHQGLPSRUWDQFHUDWLQJVE\LQGXVWU\
Global
Consumer
business
Energy &
resources
Financial
services
Life
sciences &
health care
Manufacturing
Professional
services
Public
sector
Real
estate
Technology,
media, &
telecommunications
Organization
of the future
88
85
92
87
83
90
85
81
94
Careers and
learning
81
80
83
82
82
86
73
81
84
Talent
acquisition
82
76
82
82
82
84
76
83
84
Employee
experience
79
77
79
80
76
83
72
79
83
Performance
management
81
80
80
77
81
77
68
83
80
Leadership
75
74
82
74
75
80
73
74
85
Digital HR
74
75
74
75
72
75
72
68
76
People
analytics
72
69
71
75
68
72
67
67
74
Diversity and
inclusion
69
70
71
69
68
70
68
65
67
The
augmented
workforce
59
63
61
63
59
73
63
62
62
Robotics,
cognitive
computing,
and AI
34
37
41
38
44
45
34
28
46
Trend in order
of global
importance
Higher %
'HORLWWH8QLYHUVLW\3UHVV_GXSUHVVGHORLWWHFRP
Lower %
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.
2017 Deloitte Global Human Capital Trends
)LJXUH7UHQGLPSRUWDQFHUDQNLQJVE\RUJDQL]DWLRQVL]H
Global
Large
(10,000+)
Medium (1,001
to 10,000)
Small
(1 to 1,000)
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
Trend in order of global importance
Higher %
'HORLWWH8QLYHUVLW\3UHVV_GXSUHVVGHORLWWHFRP
Lower %
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.
Rewriting the rules for the digital age
Figure 10. Survey demographics
Our survey includes data from 10,447 business and HR leaders
Industry
Region
Western Europe
25%
Latin & South America
17%
Asia
15%
North America
Oceania
Middle East
13%
Consumer business
13%
Belgium
India
Norway
China
Canada
France
South Africa
Mexico
Costa Rica
Colombia
Spain
Germany
United Kingdom
Japan
Australia
Ireland
Poland
Finland
Kenya
Brazil
Russia
Netherlands
Greece
Peru
Uruguay
Switzerland
Portugal
Denmark
Ecuador
Austria
Turkey
1,115
779
616
379
351
318
299
295
281
262
245
235
229
215
205
197
196
188
182
181
159
156
142
136
136
134
126
123
111
101
98
97
11%
8%
Energy & resources
7%
7%
Life sciences & health care
3%
Real estate
2%
6%
1%
Other
Country
United States
12%
Public sector
8%
Nordic countries
Financial services
Manufacturing
10%
Central & Eastern Europe
16%
Technology, media,
& telecommunications
14%
Africa
Professional services
Singapore
Nigeria
Guatemala
Argentina
Serbia
United Arab Emirates
New Zealand
Ukraine
El Salvador
Italy
Tunisia
Chile
Romania
Cyprus
Luxembourg
Malaysia
Indonesia
Angola
Senegal
Namibia
Ivory Coast
Zimbabwe
Czech Republic
Ethiopia
Hong Kong
Thailand
Dutch Caribbean
Panama
Venezuela
Korea
Sweden
All others
94
89
88
78
78
77
76
74
72
72
72
68
68
58
53
53
52
48
48
47
46
46
45
45
42
42
34
33
31
30
30
371
12%
Organization size (employees)
Large
(10,001+)
22%
49%
Small
(1 to 1,000)
29%
Medium
(1,001 to 10,000)
Respondent job function
Non-HR
37%
63%
HR
Respondent job level
Individual
contributor
20%
51%
C-suite
Mid-level
30%
Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
ENDNOTES
1.
Klaus Schwab, The Fourth Industrial Revolution (World Economic Forum, 2016).
2.
John Hagel, John Seely Brown, and Lang Davison, “The Big Shift: Measuring the forces of change,” Harvard Business Review, July–August 2009.
3.
-H΍6FKZDUW]HWDOThe overwhelmed employee: Simplify the work environment, Deloitte University Press, March 7,
2014, https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2014/hc-trends-2014-overwhelmedHPSOR\HHKWPO"LG J[HOGFGXSFRQVDZDKFWDFFHVVHG-DQXDU\
4.
Bureau of Labor Statistics, “Labor productivity and costs,” https://www.bls.gov/lpc/prodybar.htm, accessed January 13, 2017.
5.
Thomas L. Friedman, Thank You for Being Late (Farrar, Straus & Gioux, 2016), pp. 213–219.
6.
'HORLWWHȊ'HORLWWHVXUYH\$PHULFDQVORRNDWWKHLUVPDUWSKRQHVLQWKHDJJUHJDWHPRUHWKDQELOOLRQWLPHVGDLO\ȋ
PRNewswire, December 9, 2015, http://www.prnewswire.com/news-releases/deloitte-survey-americans-lookDWWKHLUVPDUWSKRQHVLQWKHDJJUHJDWHPRUHWKDQELOOLRQWLPHVGDLO\KWPO DFFHVVHG -DQXDU\ 2017.
7.
Lynda Gratton and Andrew Scott, The 100-Year Life (Bloomsbury, 2016).
Rewriting the rules for the digital age
AUTHORS
Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP | [email protected]
Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research
and advisory services focused on corporate learning. He is a frequent speaker at industry
events and a popular blogger. Bersin spent 25 years in product development, product
management, marketing, and sales of e-learning and other enterprise technologies. He has
a BS in engineering from Cornell, an MS in engineering from Stanford, and an MBA from the
Haas School of Business at the University of California, Berkeley.
Bill Pelster, Deloitte Consulting LLP | [email protected]
Bill Pelster has more than 25 years of industry and consulting experience. In his current role,
Pelster is responsible for leading the Bersin by Deloitte Research and Products practice and
is a senior advisor to the Integrated Talent Management practice. A well-respected speaker
and author, he has recently led, supported, or authored key research pieces including Talent
2020, Global Human Capital Trends, and The Leadership Premium. In his previous role as
'HORLWWHȇVFKLHIOHDUQLQJRɝFHU3HOVWHUZDVUHVSRQVLEOHIRUWKHWRWDOGHYHORSPHQWH[SHULHQFH
of Deloitte professionals, and was one of the key architects of Deloitte University, Deloitte’s
$300 million learning facility outside Dallas. Pelster is a former US board member for Deloitte
Consulting LLP.
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-H΍6FKZDUW]LVWKHJOREDOOHDGHUIRU+XPDQ&DSLWDO0DUNHWLQJ(PLQHQFHDQG%UDQG+H
is an advisor to senior business leaders in global companies, focusing on organization, HR,
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Tech Terminal (ITT) connecting US and global companies with the Israeli start-up ecosystem.
He is a frequent speaker and writer on issues at the nexus of talent, human resources, global
business challenges, and the “future of work.” In 2011, Schwartz led the launch of Deloitte’s
Global Human Capital Trends survey and report series and continues to serve as one of the
executive editors.
Bernard van der Vyver, Deloitte Consulting BV | [email protected]
Bernard van der Vyver is a leading advisor on human capital matters, focusing on learning
DQGGHYHORSPHQW%\PHUJLQJKLVEDFNJURXQGLQWHFKQRORJ\DQGLWVH΍HFWLYHXVHZLWK
the development of people, van der Vyver brings a unique strength to the HR domain. As
Deloitte’s global Learning Solutions leader, he aspires to grow and strengthen the global
learning community by leveraging the organization’s knowledge and expertise to deliver
learning solutions that create unique value for clients.
CONTRIBUTORS
David Mallon, Julie May, Jen Stempel
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
The organization of the future
Arriving now
High-performing organizations operate as empowered networks, coordinated
through culture, information systems, and talent mobility. Companies are focused on
redesigning the organization itself, with nearly half actively studying and developing
new models. And many organizations are not only designing but also building this
new organization. As networks and ecosystems replace organizational hierarchies,
the traditional question “For whom do you work?” has been replaced by “With whom
do you work?”
• )XOO\SHUFHQWRIWKLV\HDUȇVVXUYH\UHVSRQGHQWVEHOLHYHWKDWEXLOGLQJWKHRUJDQLzation of the future is an important or very important issue.
• 0RUHWKDQWKUHHLQȴYHSHUFHQWVD\WKHLVVXHLVYHU\LPSRUWDQWȃDSHUFHQW
increase from last year.
• Yet challenges remain: Only 11 percent of survey respondents believe they understand how to build the organization of the future.
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Rewriting the rules for the digital age
Figure 1. Organization of the future: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Higher %
Canada 87
Lower %
85 Netherlands
91
90
Mexico
89
Italy
89
China
89
France
89 China
United Kingdom
88
United States
87
Germany 90
70 Japan
Spain 91
Mexico 89
Italy 89
96 India
95 Brazil
74 South Africa
Latin & South
America
Canada
87
85
Australia
84
Belgium
82
South Africa
74
Japan
70
Lower %
Americas
92
88
Netherlands
84 Australia
Percentages by region:
Higher %
94
Spain
UK 88
France 88
96
Germany
Belgium 82
USA 87
India
Brazil
87
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FAST FORWARD
As this new type of organization takes hold, working in teams will likely become the
norm in business, and dynamism will become an organizational hallmark. Building and
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to build their careers, while companies that continue to operate in the old manner
will likely struggle to keep up. In this new world, more nimble organizations will have
certain advantages, but successful large organizations will keep pace by building
stronger ecosystems and partnerships that broaden their workforces and capabilities.
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Organized for learning, innovation, and customer
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decision rights, structure, and leadership progression
Company viewed as an agile network, empowered
by team leaders and fueled by collaboration and
knowledge-sharing
Structure based on business function with functional
leaders and global functional groups
Structure based on work and projects, with teams
focused on products, customers, and services
Advancement through promotion upward with many
levels to progress through
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experiences, and multifunctional leadership
assignments
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ENDNOTES
1.
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rise of teams,” Deloitte Global Human Capital Trends 2016, February 29, 2016, https://dupress.deloitte.com/dupus-en/focus/human-capital-trends/2016/organizational-models-network-of-teams.html, accessed December 21,
2016.
2.
7UHYRU3DJH$PLU5DKQHPD7DUD0XUSK\DQG7L΍DQ\0F'RZHOO8QORFNLQJWKHȵH[LEOHRUJDQL]DWLRQ2UJDQL]Dtional design for an uncertain future, Deloitte, 2016, https://www2.deloitte.com/content/dam/Deloitte/global/
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3.
Report by Rob Cross, http://www.robcross.org/consortia.htm.
4.
Josh Bersin, HR technology disruptions for 2017: Nine trends reinventing the HR software market, Bersin by Deloitte,
2016.
5.
Quentin Hardy, “The new workplace is agile, and nonstop. Can you keep up?” New York Times, November 25,
2016, http://www.nytimes.com/2016/11/25/technology/the-new-workplace-is-agile-and-nonstop-can-you-keepup.html, accessed December 21, 2016.
6.
Andrea Derler, High-impact leadership: The new leadership maturity model, Bersin by Deloitte, 2016.
7.
Conversation with the CEO of the Asian telecommunications company, August 2016.
Deloitte, A new global HR software solution supports HR transformation and drives innovation at Philips, https://
www2.deloitte.com/content/dam/Deloitte/uk/Documents/consultancy/deloitte-uk-consulting-philips-hr-digital.
pdf, accessed February 12, 2017.
9.
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2017 Deloitte Global Human Capital Trends
AUTHORS
Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP | [email protected]
Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research
and advisory services focused on corporate learning. He is a frequent speaker at industry
events and a popular blogger. Bersin spent 25 years in product development, product
management, marketing, and sales of e-learning and other enterprise technologies. He has
a BS in engineering from Cornell, an MS in engineering from Stanford, and an MBA from the
Haas School of Business at the University of California, Berkeley.
7L΍DQ\0F'RZHOO'HORLWWH&RQVXOWLQJ//[email protected]
7L΍DQ\0F'RZHOOLVWKH86OHDGHUIRU'HORLWWHȇV2UJDQL]DWLRQ6WUDWHJLHVSUDFWLFH6KHKDV
years of business and consulting experience, delivering operating model, organization design,
talent strategy, decision optimization, and change management solutions. Her focus is on
KHOSLQJH[HFXWLYHVLQKHDOWKFDUHH΍HFWLYHO\OHDGWKHLURUJDQL]DWLRQVWKURXJKWUDQVIRUPDWLRQ
McDowell holds an MBA and a doctorate in industrial/organizational psychology.
Amir Rahnema, Deloitte Canada | [email protected]
Amir Rahnema is Deloitte’s global leader for Organization Design services. He focuses
on working with both private- and public-sector clients to drive large-scale organizational
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technology implementations, and complex workforce transitions. His work has spanned
reorganizations in numerous industries, including banks, regulatory agencies, consumer
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Yves van Durme, Deloitte Consulting | [email protected]
Yves van Durme is a partner with Deloitte’s Belgian consulting practice and the global leader
of Deloitte’s Strategic Change practice. He specializes in leadership and organizational
development and talent and HR strategy in business transformation contexts. Van Durme
has nearly 20 years of experience as a consultant, project manager, and program developer
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multinationals, family businesses, and small and medium enterprises. His experience
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organizational development work, focusing on the balance between processes, structures,
and systems on the one hand and cultural and people-related elements on the other.
CONTRIBUTORS
Garth Andrus, David Mallon, Phil Neal
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
Careers and learning
Real time, all the time
The concept of career is being shaken to its core. Employees now enjoy the prospect
of 60-year careers. Yet at the same time, the half-life of skills is rapidly falling. These
new realities are forcing companies to rethink the way they manage careers and
deliver always-on learning and development (L&D) opportunities. Leading companies
are moving to overhaul their career models and L&D infrastructure for the digital age,
though most organizations are still in the early stages of this transformation.
• This year, the issue of improving employee careers and transforming corporate
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last year.
• Learning technology is changing rapidly. Traditional learning management systems
are being complemented with and replaced by a wide range of new technologies
for content curation, delivery, video distribution, and mobile use.
• This upheaval in learning and careers has become a catalyst for radical change.
Nearly half of our surveyed executives (45 percent) cite this problem as urgent or
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dropped by 5 percent.
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WHAT EMPLOYEES EXPECT
FROM THE 100-YEAR LIFE1
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Figure 1. The changing nature of a career
Length of career
Average tenure in a job
60 to 70 years
4.5 years
Half-life of a learned skill
5 years
Sources: Lynda Gratton and Andrew Scott, The 100-Year Life: Living and Working in an Age of Longevity (Bloomsbury, 2016); Douglas
Thomas and John Seely Brown, A New Culture of Learning: Cultivating the Imagination for a World of Constant Change (CreateSpace,
January 4, 2011).
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catch up with employees’ desires.
2017 Deloitte Global Human Capital Trends
Figure 2. Careers and learning: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Higher %
Canada 78
Lower %
86 Netherlands
Germany 83
USA 80
87
86
Japan
86
United Kingdom
84
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Spain 81
Mexico 82
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Australia
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Belgium
68
Lower %
Americas
86
Germany
United States
Percentages by region:
Higher %
88
Brazil
86 Japan
France 82
91
India
Netherlands
Belgium 68
UK 84
China
80
North
America
86
Africa
Europe, Middle East, and Africa
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Middle East
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FAST FORWARD
The impact of the fourth industrial revolution is fundamentally changing the nature
of work and the meaning of career, and making it imperative to constantly refresh
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create the environment and systems to allow employees to constantly learn and
relearn. The explosion of free content means that the learning organization should
seamlessly integrate internal and external content into its platforms.
2017 Deloitte Global Human Capital Trends
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Old rules
New rules
Employees are told what to learn by their managers
or the career model
Employees decide what to learn based on their
WHDPȇVQHHGVDQGLQGLYLGXDOFDUHHUJRDOV
Careers go “up or out”
Careers go in every direction
Managers direct careers for people
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leaders and others
Corporate L&D owns development and training
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useful learning experience
People learn in the classroom and, sometimes,
online
People learn all the time, in micro-learning, courses,
classrooms, and groups
The corporate university is a training center
The corporate university is a “corporate commons,”
bringing leaders and cross-functional groups
together
Learning technology focuses on compliance and
course catalog
Learning technology creates an always-on,
collaborative, curated learning experience
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
Credentials are provided by universities and
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through credentials
Credentials come in the form of “unbundled
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many ways
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Rewriting the rules for the digital age
ENDNOTES
1.
Lynda Gratton and Andrew Scott, The 100-Year Life: Living and Working in an Age of Longevity (Bloomsbury, 2016).
2.
Bersin by Deloitte proprietary research with Glassdoor.
3.
Christie Smith and Stephanie Turner, The Millennial majority is transforming your culture, Deloitte, 2016, pp. 1–15,
https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-millennial-majority-willtransform-your-culture.pdf, accessed December 21, 2016.
4.
Dani Johnson, The career management framework, Bersin by Deloitte, 2016; Dani Johnson, Applying the career
management framework, Bersin by Deloitte, 2016.
5.
Gratton and Scott, The 100-Year Life.
6.
Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley, $OLJQLQJWKHRUJDQL]DWLRQ
for its digital future, MIT Sloan Management Review and Deloitte University Press, July 25, 2016, https://dupress.
deloitte.com/dup-us-en/topics/emerging-technologies/mit-smr-deloitte-digital-transformation-strategy.html.
7.
GitHub, https://github.com/.
0DQL*RSDODNULVKQDQFKLHIOHDUQLQJRɝFHU*(LQGLVFXVVLRQZLWKWKHDXWKRUVVSULQJ
9.
Stacey Harris and Erin Spencer, Sierra-Cedar 2016–2017 HR systems survey, 19th annual edition, Sierra-Cedar, 2016.
10. Thomas L. Friedman, Thank You for Being Late (Farrar, Straus & Giroux, 2016), pp. 213–219.
11. -RKQ'RQRYDQDQG&DWK\%HQNRȊ$77ȇVWDOHQWRYHUKDXOȋHarvard Business Review, October, 2016, https://hbr.
org/2016/10/atts-talent-overhaul, accessed October 3, 2016.
12. Ibid.
13. Ibid.
14. Michael Quirk (provost, University of Southern California), in discussion with the authors, October 2016.
15. Ibid.
16. Dr. Erica Muhl (dean of the Roski School of Art and Design, University of Southern California), in discussion with
the authors, fall 2016.
17. Executive conversations with the authors.
2017 Deloitte Global Human Capital Trends
AUTHORS
Bill Pelster, Deloitte Consulting LLP | [email protected]
Bill Pelster has more than 25 years of industry and consulting experience. In his current role,
Pelster is responsible for leading the Bersin by Deloitte Research and Products practice and
is a senior advisor to the Integrated Talent Management practice. A well-respected speaker
and author, he has recently led, supported, or authored key research pieces including Talent
2020, Global Human Capital Trends, and The Leadership Premium. In his previous role as
'HORLWWHȇVFKLHIOHDUQLQJRɝFHU3HOVWHUZDVUHVSRQVLEOHIRUWKHWRWDOGHYHORSPHQWH[SHULHQFH
of Deloitte professionals, and was one of the key architects of Deloitte University, Deloitte’s
$300 million learning facility outside Dallas. Pelster is a former US board member for Deloitte
Consulting LLP.
Dani Johnson, Bersin by Deloitte, Deloitte Consulting LLP
[email protected]
Dani Johnson has spent the majority of her career writing about, conducting research in,
designing, and consulting on human capital practices. Johnson led the Human Resource
Competency Study with the University of Michigan and six other professional organizations
around the world, and co-authored the resulting book, HR Competencies: Mastery at the
Intersection of People and Business (Society for Human Resource Management, 2008).
Jen Stempel, Deloitte Consulting LLP | [email protected]
Jen Stempel has more than 20 years of experience in corporate learning. She leads Deloitte’s
Americas Learning Solutions practice and the US Learning Advisory practice, working with
large, complex, global companies to help them optimize their learning functions and realize
YDOXHIURPWKHLUOHDUQLQJVSHQGE\LPSURYLQJSURJUDPH΍HFWLYHQHVVRSHUDWLRQDOHɝFLHQF\
and business strategy alignment. Stempel is a frequent writer and speaker on learning and
talent topics.
Bernard van der Vyver, Deloitte Consulting BV | [email protected]
Bernard van der Vyver is a leading advisor on human capital matters, focusing on learning
DQGGHYHORSPHQW%\PHUJLQJKLVEDFNJURXQGLQWHFKQRORJ\DQGLWVH΍HFWLYHXVHZLWK
the development of people, van der Vyver brings a unique strength to the HR domain. As
Deloitte’s global Learning Solutions leader, he aspires to grow and strengthen the global
learning community by leveraging the organization’s knowledge and expertise to deliver
learning solutions that create unique value for clients.
CONTRIBUTORS
Jason Galea, Greg Stoskopf
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
Talent acquisition
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Talent sourcing and recruitment face tremendous pressure. Talent and skill shortages are widespread. Employees are demanding new careers and career models. And
WHFKQRORJLHV DQG LQQRYDWLRQVȃLQFOXGLQJ FRJQLWLYH DUWLȴFLDO LQWHOOLJHQFH VRFLDO FROlaboration, crowds, and the sharing economy—are reshaping the workforce. Leading
companies are turning the open talent economy into an opportunity by embracing
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balance-sheet talent sources.
• Attracting skilled resources is no longer simply the responsibility of HR. It now
stands as a top concern of business leaders, ranking third in our survey this year.
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Figure 1. Talent acquisition: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Higher %
Canada 79
81 Netherlands
Lower %
India
89
United Kingdom
87
China
84
Japan
83
Belgium 70
Spain
83
United States
82
South Africa
83 Japan Netherlands
81
UK 87
Germany 77
USA 82
France 75
Spain 83
Mexico 80
84 China
Italy 79
89 India
79 Brazil
81 South Africa
70 Australia
Percentages by region:
Higher %
Latin & South
America
Mexico
80
Italy
79
Brazil
79
Canada
79
Germany
77
France
75
Australia
70
Belgium
70
Lower %
Americas
83
81
81
North
America
84
Africa
Europe, Middle East, and Africa
81
82
75
Central &
Middle East
Eastern Europe
Nordic
countries
78
Western
Europe
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87
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Asia
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Using games and simulations to attract
and assess potential candidates
Weak
71%
Adequate
23%
6%
Excellent
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2017 Deloitte Global Human Capital Trends
Figure 3. Respondent ratings of sub-capabilities related to talent acquisition
Percentage of total responses
Managing contingent, outsourced,
contracted, and part-time sources of labor
25%
Understanding emerging skills and
critical capability gaps
24%
Managing gig and talent-sharing
economy resources
53%
Managing crowdsourcing as part of the
organization’s workforce and talent
programs
Weak
57%
19%
62%
14%
39%
59%
9%
33%
Adequate
8%
Excellent
Deloitte University Press | dupress.deloitte.com
OPTIMIZING THE TALENT
ACQUISITION OPERATING MODEL
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2017 Deloitte Global Human Capital Trends
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• Broaden and expand sourcing channels:
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• Build a digital employment brand: (YHU\WKLQJDQRUJDQL]DWLRQGRHVLQWKHGLJLWDODQGVRFLDOO\ QHWZRUNHG ZRUOG D̆HFWV FDQGLGDWHV¶ GHFLVLRQWRZRUNWKHUH%HVXUHWRPRQLWRUDQGDOLJQ
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FAST FORWARD
Accelerating digital, video, and cognitive technologies and ever-increasing transparency
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continuing to focus on sourcing and selection, recruiters are now relationship builders
and managers. They are looking to enable a positive candidate experience for new
employees—a task that requires both new responsibilities and new skills.
Savvy recruiters will continue to embrace new TA technologies and hone their
relationship-building skills. Indeed, this is the promise of cognitive recruiting. As
AI and other technologies take over the basic, time-consuming tasks of sourcing
candidates, human jobs will shift. A recruiter in this new world can add value by
building psychological and emotional connections with candidates and constantly
strengthening the employment brand.
Figure 4. Talent acquisition: Old rules vs. new rules
Old rules
New rules
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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
Recruiters run the recruiting process
Recruiters partner with hiring managers throughout
the search process, leveraging their networks,
cultural needs, and success criteria
Job descriptions communicate what the organization
demands from the potential employee
Job descriptions focus on the needs of the
candidates—a tactic that yields three times as many
highly rated applicants*
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
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for the enterprise
The candidate and hiring manager are front and
center in talent acquisition processes, tailoring the
candidate experience around the moments that
matter in the talent acquisition journey with the
organization
* Andre Lavoie, “How to attract the best talent with your job descriptions,” Aberdeen Essentials, September 25,
2015, www.aberdeenessentials.com/hcm-essentials/how-to-attract-the-best-talent-with-your-job-descriptions/.
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2017 Deloitte Global Human Capital Trends
ENDNOTES
1.
2.
$QJHOD1DWLYLGDGȊ+HLQHNHQMXVWPDGHDQ+5FDPSDLJQWKDWȇVDVFRRODVDQ\FRQVXPHUDGVLWȇVGRQHȋAdWeek,
6HSWHPEHUKWWSDGZHHNLWF\J4
Robin Erickson and Denise Moulton, Reimagining talent attraction: Dell transforms its employment brand by going
social, Bersin by Deloitte, November 9, 2016, http://bersinone.bersin.com/resources/research/?docid=20355.
3.
Katherine Jones, Buyer’s guide to talent acquisition management and onboarding solutions 2013, Bersin by Deloitte,
July 2013, www.bersin.com/Practice/Detail.aspx?docid=16724.
4.
ATC Events and Media, “Chat bot interviews recruiter, recruiter gets smitten,” November 25, 2016, http://atchub.
net/news/chat-bot-interviews-recruiter-recruiter-gets-smitten/.
5.
Jonathan Nicholson (cofounder and managing director, PredictiveHire), in discussion with Robin Erickson, December 5, 2016.
6.
Richard George, “Interview: How SAP is using cartoons, video games and more to change recruiting standards,”
LinkedIn, September 19, 2016, https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2016/
interview-how-sap-is-using-cartoons-video-games-and-more-to-change-recruiting-standards.
7.
PeopleScout, Innovative sourcing strategies for mastering the talent landscape: It’s a marathon, not a sprint, 2015,
http://www.peoplescout.com/innovative-sourcing-strategies-for-mastering-the-talent-landscape/, accessed February 12, 2017.
PR Newswire, “HireVue honors IBM, Hilton Worldwide, Vodafone, and ten other customers with 3rd annual ‘DigiWDO'LVUXSWRUȇDZDUGVȋSUHVVUHOHDVHIURP+LUH9XH-XQHKWWSZZZSUQHZVZLUHFRPQHZVUHOHDVHV
hirevue-honors-ibm-hilton-worldwide-vodafone-and-ten-other-customers-with-3rd-annual-digital-disruptorDZDUGVKWPO
9.
Curt Rice, “How blind auditions help orchestras to eliminate gender bias,” Guardian, October 14, 2013, www.
theguardian.com/women-in-leadership/2013/oct/14/blind-auditions-orchestras-gender-bias.
10. 6NLOO6FRXWȊ6R\RXȇUHVWDUULQJLQDMREYLGHRȋKWWSZZZVNLOOVFRXWFRPMREYLGHRIDTKWPODFFHVVHG-DQXDU\
31, 2017.
11. Robin Erickson, From the armed forces to the workforce: Why veteran hiring is both the right thing to do & a smart
move to make, Bersin by Deloitte, May 2015, http://marketing.bersin.com/veteran-hiring.html.
12. Lisa Smith-Strother, “The role of social advocacy in diversity & inclusion recruiting,” presented at Glassdoor Summit, September 13, 2016, https://youtu.be/IdsqQMV4V_0.
13. Robin Erickson, Strategic talent sourcing: Improve blend of high-quality channels (part I), Bersin by Deloitte, 2017.
14. Talent Tech Labs, “Talent acquisition ecosystem #5,” https://talenttechlabs.com/ecosystem/, accessed December
16, 2016.
15. 8QLOHYHU Ȋ*DPH RQ 2XU JUDGXDWH UHFUXLWPHQW GULYHȇV JRQH GLJLWDOȋ 6HSWHPEHU ZZZXQLOHYHUFRP
news/news-and-features/2016/game-on-our-graduate-recruitment-drives-gone-digital.html.
16. Ibid.
17. Erickson, Strategic talent sourcing8QLOHYHUȊ*DPHRQ2XUJUDGXDWHUHFUXLWPHQWGULYHȇVJRQHGLJLWDOȋ
Rewriting the rules for the digital age
AUTHORS
Michael Stephan, Deloitte Consulting LLP | [email protected]
Michael Stephan is the global leader for Deloitte’s HR Transformation practice. He develops
and integrates HR service delivery models across the operations and technology spectrum,
with a focus on optimizing HR service delivery around the world. His global consulting
experience includes HR strategy, HR operating model design and implementation, HR
business process outsourcing (BPO), global technology deployment, and enterprise
transition management.
David Brown, Deloitte Touche Tohmatsu | [email protected]
David Brown leads the Human Capital practice in Australia. He has over 30 years’ experience
in the human capital space in both corporate HR and advisory roles, including considerable
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specializes in HR strategy and execution, strategic change, workforce productivity and
engagement, and talent management and development.
Robin Erickson, Bersin by Deloitte, Deloitte Consulting LLP | [email protected]
5RELQ(ULFNVRQIRFXVHVRQWDOHQWDFTXLVLWLRQHQJDJHPHQWDQGUHWHQWLRQUHVHDUFKZKHUH
she draws on her deep experience in talent strategies consulting and related research for
'HORLWWHȇV+XPDQ&DSLWDOSUDFWLFH(ULFNVRQKROGVDGRFWRUDWHIURP1RUWKZHVWHUQ8QLYHUVLW\
in organizational communication and change, a master’s degree in communication from
Northwestern University, a master’s degree in theology from Northern Seminary, and a
bachelor of arts degree from the University of Chicago.
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
The employee experience
Culture, engagement, and beyond
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Millennials, employees expect a productive, engaging, enjoyable work experience.
Rather than focus narrowly on employee engagement and culture, organizations are
developing an integrated focus on the entire employee experience, bringing together
all the workplace, HR, and management practices that impact people on the job. A
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employee self-service tools is helping HR departments understand and improve this
experience. Through new approaches such as design thinking and employee journey
maps, HR departments are now focusing on understanding and improving this complete experience and using tools such as employee net promoter scores to measure
employee satisfaction.1
• Organizational culture, engagement, and employee brand proposition remain top
priorities in 2017; employee experience ranks as a major trend again this year.
• 1HDUO\ SHUFHQW RI H[HFXWLYHV UDWHG HPSOR\HH H[SHULHQFH YHU\ LPSRUWDQW SHUFHQWRULPSRUWDQWSHUFHQWEXWRQO\SHUFHQWUHSRUWHGWKDWWKHLUFRPSDQLHVZHUHH[FHOOHQWDWEXLOGLQJDGL΍HUHQWLDWHGHPSOR\HHH[SHULHQFH
• Fifty-nine percent of survey respondents reported they were not ready or only
somewhat ready to address the employee experience challenge.
A
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Change
Helping employees balance personal
and professional life/work demands
23%
19%
21% better
Aligning employees and personal
goals with corporate purpose
24%
23%
4% better
Providing programs for younger,
older, and a multi-generational
workforce
11%
11%
Flat
Understanding and using design
thinking as part of the employee
experience
10%
13%
23% worse
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Figure 2. Employee experience: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Canada 80
Higher %
Lower %
76 Netherlands
Belgium 63
Germany 70
France 64
Mexico 83
88
85
Australia
85
United Kingdom
84
88 China
Italy 79
Mexico
83
South Africa
83
Canada
80
Italy
79
89 India
93 Brazil
83 South Africa
85 Australia
Spain
77
Netherlands
76
Percentages by region:
Higher %
Latin & South
America
Japan
75
Germany
70
France
64
Belgium
63
Lower %
Americas
85
89
China
75 Japan
Spain 77
93
India
United States
UK 84
USA 85
Brazil
84
North
America
82
Africa
Europe, Middle East, and Africa
77
77
69
Central &
Middle East
Eastern Europe
Nordic
countries
71
Western
Europe
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85
85
Asia
Oceania
Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
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Percentage of total responses
Understanding and using design thinking
as part of the employee experience
48%
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and talent programs
46%
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and a multi-generational workforce
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49%
12%
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when designing work
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43%
22%
57%
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with corporate purpose
22%
55%
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professional life/work demands
23%
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corporate programs
25%
Weak
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10%
11%
22%
23%
54%
23%
52%
23%
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Deloitte University Press | dupress.deloitte.com
Rewriting the rules for the digital age
Companies need a new approach—one that builds
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2017 Deloitte Global Human Capital Trends
Figure 4. Factors that contribute to a positive employee experience
Simply Irresistible OrganizationTM model
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management
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opportunity
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leadership
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management
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Rewriting the rules for the digital age
FAST FORWARD
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increasing transparency (“What does Glassdoor say about us?”), and the rising demand
for talented professionals and workers with fast-changing skills, employee experience
will become an increasingly important dimension of competing for and engaging
your workforce. Employee brand and reputation—the story that employees in the
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through net promoter tools, social media monitoring, and customer segmentation,
so will HR rigorously monitor the health and productivity of its employees. Real-time
feedback tools will explode as pulse surveys and always-on feedback systems become
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the experience of contractors, contingent, and gig workers too.
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life at work, requiring constant feedback, action, and
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through behavior
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2017 Deloitte Global Human Capital Trends
ENDNOTES
1.
Wikipedia, “NetPromoter,” https://en.wikipedia.org/wiki/Net_Promoter. NetPromoter asks a simple question:
“On a scale of zero to ten, how likely is it you would recommend this company as a place to work?” Using this
question, organizations can sort employees into promoters, passives, and detractors, similar to the identical
question used widely with customers.
2.
Josh Bersin, “Becoming irresistible: A new model for employee engagement,” Deloitte Review 16, January 26, 2015,
https://dupress.deloitte.com/dup-us-en/deloitte-review/issue-16/employee-engagement-strategies.html.
3.
Bersin by Deloitte proprietary research with Glassdoor.
4.
.DWH7D\ORUȊ&KLFNȴO$LVEHDWLQJHYHU\FRPSHWLWRUE\WUDLQLQJZRUNHUVWRVD\ȆSOHDVHȇDQGȆWKDQN\RXȇȋBusiness
Insider2FWREHUZZZEXVLQHVVLQVLGHUFRPFKLFNȴODLVWKHPRVWSROLWHFKDLQ
5.
Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016.
6.
Bureau of Labor Statistics, “Overview of BLS productivity stats,” www.bls.gov/bls/productivity.htm, accessed
December 21, 2016.
7.
3URMHFW7LPH2΍The state of American vacation 2016: How vacation became a casualty of our work culture, p. 6,
ZZZSURMHFWWLPHR΍FRPVLWHVGHIDXOWȴOHV372B6R$9SHUFHQW5HSRUWB)Ζ1$/SGIDFFHVVHG2FWREHU
Jeanne Meister, “Cisco HR breakathon: Reimagining the employee experience,” Forbes, March 10, 2016, www.
forbes.com/sites/jeannemeister/2016/03/10/the-cisco-hr-breakathon/.
9.
Executive conversations with authors.
10. Ben Whitter, “Bye, bye, human resources,” LinkedIn, July 27, 2015,
UHVRXUFHVEHQZKLWWHU(&$&(%%%(%
www.linkedin.com/pulse/bye-human-
11. Executive conversations with authors.
12. 7RGG&)UDQNHOȊ:KDWWKHVHSKRWRVRI)DFHERRNȇVQHZKHDGTXDUWHUVVD\DERXWWKHIXWXUHRIZRUNȋWashington
Post, November 30, 2015, http://wpo.st/93cX2.
13. Executive conversations with authors.
14. Gensler, 86ZRUNSODFHVXUYH\.H\ȴQGLQJVZZZJHQVOHUFRPXSORDGVGRFXPHQWȴOHB86B
Workplace_Survey_07_15_2013.pdf, accessed December 21, 2016.
15. Steelcase, Boosting employee engagement, November 12, 2014, www.steelcase.com/insights/articles/boostingemployee-engagement-place-matters/.
16. Leesman, Leesman_review KWWSRULJLQPLVFSDJHVXLWHFRPSGIGRZQORDGGDDDEH΍
HHDDGSGIDFFHVVHG'HFHPEHU
17. .HUUL+XJKHVȊVWLPXODWLQJGHVLJQRɝFHVWRVWLUWKHVHQVHVȋCreative Bloq, February 19, 2016, www.creativeEORTFRPGHVLJQGHVLJQRɝFHVVHHDOVR-RKQ+DJHO-RKQ6HHO\%URZQDQG7DPDUD6DPR\ORYDWork environment redesign: Accelerate performance through talent, Deloitte University Press, June 3, 2013, https://dupress.
deloitte.com/dup-us-en/topics/talent/work-environment-redesign.html.
Fordpass, “Home,” www.fordpass.com/, accessed January 30, 2017.
19. .LUVWHQ.RURVHNȊ)RUGȇVSODQVWRGRPRUHWKDQMXVWVHOOFDUVȋFortune, January 12, 2016, http://for.tn/1mStuQp.
20. Conversations with Ford senior management, November 2016.
Rewriting the rules for the digital age
AUTHORS
Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP | [email protected]
Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research
and advisory services focused on corporate learning. He is a frequent speaker at industry
events and a popular blogger. Bersin spent 25 years in product development, product
management, marketing, and sales of e-learning and other enterprise technologies. He has
a BS in engineering from Cornell, an MS in engineering from Stanford, and an MBA from the
Haas School of Business at the University of California, Berkeley.
Jason Flynn, Deloitte Consulting LLP | MDVȵ\QQ#GHORLWWHFRP
Jason Flynn leads Deloitte’s global Rewards practice. He has more than 20 years of consulting
experience, helping multinational organizations design, deliver, communicate, and manage
total rewards programs to support their business and talent strategies. Flynn’s broader HR
consulting experience includes supporting talent management, HR transformation, and other
human capital initiatives.
Art Mazor, Deloitte Consulting LLP | [email protected]
Art Mazor is Deloitte’s global leader for HR Service Delivery and a thought leader in HR
transformation strategy. He collaborates with global clients to achieve business impact with
a focus on transforming human capital strategies, programs, and services. With a balance
of strategic planning, operating model and organization design, process transformation,
technology deployment, governance, and change management, Mazor helps generate
tangible results through innovative and pragmatic solutions.
Verónica Melián, Deloitte SC | [email protected]
Verónica Melián is the Human Capital practice leader for Deloitte LATCO and the global
leader of Deloitte’s Culture practice. She has more than 20 years of consulting experience,
specializing in large-scale global transformation projects. Melián’s work focuses primarily on
culture change, leadership alignment, communication, HR, and talent strategies.
CONTRIBUTORS
David Brown, Alyson Daichendt, Robin Erickson, David Mallon, Yves van Durme
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
Performance management
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developmental management approaches.
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Figure 1. Performance management: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Higher %
Lower %
Canada 71
India
91
Brazil
87
Mexico
86
China
85
Belgium 61
Spain
82
UK 77
Japan
80
Germany 73
South Africa
80
France 64
Netherlands
79
Italy
85 China
United Kingdom
78
United States
75
Germany
73
79 Netherlands
USA 75
80 Japan
Spain 82
Mexico 86
Italy 78
91 India
87 Brazil
80 South Africa
71 Australia
Percentages by region:
Higher %
Latin & South
America
Canada
71
Australia
71
France
64
Belgium
61
Lower %
Americas
86
77
74
North
America
85
Africa
Europe, Middle East, and Africa
80
85
67
Central &
Middle East
Eastern Europe
Nordic
countries
71
Western
Europe
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86
73
Asia
Oceania
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FAST FORWARD
In the future, leading companies will create a continuous, highly agile process
among employees and teams, as well as among employees and leaders. Many will
take advantage of new software tools that integrate PM into daily work and use the
greater quantity and richer quality of data now available. The dreaded end-of-year
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and managers.
These changes are not merely new processes, but rather new organizational muscles.
As such, they will take time to develop and need constant exercise to maintain. But
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stages of transformation become more natural over time. As trust grows, feedback
becomes more direct and constructive, and changes are accepted.
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Old rules
New rules
Performance appraisals and goal-setting conducted
once per year
Check-ins conducted quarterly or more frequently;
regular goal-setting occurs in an open, collaborative
process
Feedback collected by manager at end of year
Feedback collected continuously and easily reviewed
at end of year (often through apps and mobile tools)
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achievement
Goals made public and transparent with increased
focus on team achievement
Employees evaluated by their manager
Managers also evaluated by their employees
Employees force-ranked on a quantitative scale
Employees rated on a qualitative scale; rankings
considered, not forced
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equity; bands based on performance ratings
Compensation levels more transparent, more
frequently discussed, and focused more on pay for
performance than on equity
Managers focused on evaluating performance
Managers focused on coaching and developing
people
One leader evaluates each individual in a qualitative,
opinion-based process
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evaluation; evaluation draws heavily on data
Process considered to be a burden and waste of time
Process is agile, faster, continuous, and lighter
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2017 Deloitte Global Human Capital Trends
ENDNOTES
1.
2.
David Rock, Beth Jones, and Camille Inge, Reengineering performance management: How companies are evolving PM
beyond ratings, NeuroLeadership Institute, 2015.
%ULDQ+R΍PDQ&KDUOHV(/DQFH%HWKDQ\%\QXPDQG:LOOLDP$*HQWU\Ȋ5DWHUVRXUFHH΍HFWVDUHDOLYHDQGZHOO
after all,” Personnel Psychology 63, no. 1 (spring 2010): pp. 119–151.
3.
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now,” 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte University Press,
February 27, 2017.
4.
Bill Pelster, Dani Johnson, Jen Stempel, and Bernard van der Vyver, “Careers and learning: Real time, all the time,”
2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte University Press, February
27, 2017.
5.
-H΍ 6FKZDUW] /DXUHQFH &ROOLQV +HDWKHU 6WRFNWRQ 'DUU\O :DJQHU DQG %UHWW :DOVK Ȋ7KH IXWXUH RI ZRUN 7KH
augmented workforce,” 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte
University Press, February 27, 2017.
6.
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rise of teams,” in *OREDO+XPDQ&DSLWDO7UHQGV7KHQHZRUJDQL]DWLRQ'L΍HUHQWE\GHVLJQ, Deloitte University
Press, February 29, 2016.
7.
Schwartz et al., “Careers and learning: Real time, all the time.”
Rock et al., Is transforming performance management worth it?
9.
Executive conversations with the authors.
10. Executive conversations with the authors.
11. Amy Berg (Adidas), in discussion with the authors, November 2016.
12. Executive conversations with the authors.
13. GE executives, in discussion with the authors, January 2017.
14. Janice Semper (GE), in discussion with the authors, August 2016.
15. Amy Berg (Adidas), in discussion with the authors, November 2016.
16. Rock et al., Is transforming performance management worth it?
17. Josh Bersin, HR technology in 2017: Disruption ahead, Bersin by Deloitte, October 4, 2016, http://joshbersin.
com/2016/10/hr-technology-in-2017-disruption-ahead/. OKR (Objective and Key Results) is a goal-setting approach originally developed at Intel. Also see Josh Bersin, “Becoming irresistible: A new model for employee
engagement,” Deloitte Review 16, Deloitte University Press, January 26, 2015, https://dupress.deloitte.com/dupus-en/deloitte-review/issue-16/employee-engagement-strategies.html.
Patagonia senior management, in discussion with the authors, November 2016.
19. Angela Szymusiak (senior talent development partner, Adobe), in discussion with the authors, December 2016.
Rewriting the rules for the digital age
AUTHORS
Nathan Sloan, Deloitte Consulting LLP | [email protected]
1DWKDQ6ORDQOHDGV'HORLWWHȇV3HUIRUPDQFH0DQDJHPHQWVHUYLFHR΍HULQJLQWKH8QLWHG
States, and oversees the US Organization Strategies, Talent Strategies, Strategic Change,
and Functional Transformation practice areas. He works with global companies to
determine the organizational structures, talent programs, and HR priorities required to
implement their business strategies. He is also the US Human Capital leader for Retail and
Wholesale Distribution.
Dimple Agarwal, Deloitte MCS Limited | [email protected]
Dimple Agarwal is the global leader of Organization Transformation and Talent for
the Human Capital practice. She consults at the C-suite level on operating model and
organizational design, HR and talent strategies, leadership strategies and development,
merger integration, and major transformation programs. Her 20-plus years of consulting
experience includes work in the United Kingdom, Netherlands, France, Switzerland, India,
0DOD\VLD1LJHULDDQGWKH8$(
Stacia Sherman Garr, Bersin by Deloitte, Deloitte Consulting LLP
[email protected]
Stacia Sherman Garr is responsible for research on human resources, talent strategy,
integrated talent management, performance management, career management, diversity
and inclusion, employee recognition, competencies, and workforce planning. Garr holds an
MBA from the University of California, Berkeley, a master’s degree from the London School
RI(FRQRPLFVDQGEDFKHORUVȇGHJUHHVLQKLVWRU\DQGSROLWLFDOVFLHQFHIURP5DQGROSK0DFRQ
Woman’s College.
Karen Pastakia, Deloitte Canada | [email protected]
Karen Pastakia has more than 20 years’ experience in HR and talent consulting. Currently,
she leads Deloitte’s Human Capital practice in Toronto. She works with clients to ensure
alignment between their HR and talent objectives and investments and the overall business
strategy. Pastakia is also one of Deloitte Canada’s marketplace inclusion leaders and has
been intimately involved in the evolution of Deloitte University globally.
CONTRIBUTORS
Maren Hauptmann
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
Leadership disrupted
Pushing the boundaries
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than in generations past, yet most organizations have not moved rapidly enough to
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• The leadership gap has become larger; organizational capabilities to address leadership dropped by 2 percent.
• Forty-two percent of companies cite “leadership development” as very important.
• The percentage of companies with strong or adequate experiential programs for
leaders rose by 2 percent this year.
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Rewriting the rules for the digital age
Figure 1. Leadership: Percentage of respondents rating this trend “important” or
“very important”
Percentages in
selected countries:
Higher %
Canada 79
Lower %
83 Netherlands
Belgium 64
Germany 86
86
83
86 China
Spain 78
Mexico 78
Italy 79
86 India
95 Brazil
76 South Africa
73 Australia
Latin & South
America
82
79
Italy
79
Japan
78
Spain
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78
Mexico
78
South Africa
76
Australia
73
United States
72
France
65
Belgium
64
Lower %
Americas
81
Brazil
Canada
United Kingdom
Percentages by region:
Higher %
86
India
78 Japan
France 65
86
China
Netherlands
UK 78
USA 72
Germany
74
North
America
78
Africa
Europe, Middle East, and Africa
73
78
79
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Middle East
Eastern Europe
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countries
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Europe
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Getting there is hard. Our research on digital
leadership, based on studies done with MIT,
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Great leaders have always been expected to succeed in the context of ambiguity. Now,
they face even greater pressures as the speed of technology accelerates. The role that
leaders play will continue to change, becoming even more digital-focused and teamcentric. A focus on organizational practice, including culture and organizational design,
will become an ever-more important part of leadership development. Despite this
more challenging environment, leaders will be asked to execute at a higher level—and
ensure that their organizations do not lag behind in the digital transformation.
2017 Deloitte Global Human Capital Trends
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Old rules
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experience, tenure, and business performance
Leaders are assessed early in their careers for agility,
creativity, and ability to lead and connect teams
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the leadership pipeline
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responsibility to test and develop their leadership
skills
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judgment and experience to new business challenges
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use client teams, crowdsourcing, and hackathons to
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Leadership development focuses on assessments,
training, coaching, and 360-degree development
programs
Leadership development focuses on culture, context,
knowledge-sharing, risk-taking, and exposure to
others
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behavior and style
Leaders are assessed and developed based on
thinking patterns and problem-solving ability
Leaders are developed through training and
professional development programs
Leaders are developed through simulation, problem
solving, and real-world projects
Diversity of leadership is considered a goal and
important benchmark to measure
Leaders are assessed and trained to understand
unconscious bias, inclusion, and diversity in their role
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is sacrosanct in the organization
Leadership is considered a role that all play;
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Leaders lead organizations and functions
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Rewriting the rules for the digital age
ENDNOTES
1.
Korn Ferry, “Korn Ferry global study: Majority of CEOs see more value in technology than their workforce,”
BusinessWire, September 17, 2016, http://www.businesswire.com/news/home/20161117006293/en/Korn-FerryGlobal-Study-Majority-CEOs-Technology, accessed December 21, 2016.
2.
Executive conversations with authors.
3.
Executive conversations with authors.
4.
BrainyQuote, “Mark Zuckerberg Quotes,” https://www.brainyquote.com/quotes/quotes/m/markzucker453450.
html, January 17, 2017.
5.
Andrea Derler, High-impact leadership: The new leadership maturity model, Bersin by Deloitte, 2016, http://www.
EHUVLQFRP3UDFWLFH'HWDLODVS["GRFLG PRGH VHDUFKS /HDGHUVKLS'HYHORSPHQW
6.
Deloitte, 7KH'HORLWWH0LOOHQQLDO6XUYH\:LQQLQJRYHUWKHQH[WJHQHUDWLRQRIOHDGHUV, 2016.
7.
Deloitte, The 2016 Deloitte Millennial Survey, p. 6.
Derler, High-impact leadership.
9.
Gerald Kane et al., Strategy, not technology, drives digital transformation, MIT Sloan Management Review and
Deloitte University Press, 2015, https://dupress.deloitte.com/content/dam/dup-us-en/articles/digital-transformation-strategy-digitally-mature/15-MIT-DD-Strategy_small.pdf, accessed December 21, 2016.
2017 Deloitte Global Human Capital Trends
AUTHORS
Anthony Abbatiello, Deloitte Consulting LLP | [email protected]
Anthony Abbatiello is the global leader of Deloitte’s Leadership practice. He specializes in
leadership strategy and development, succession management, and HR/talent strategy.
Abbatiello has led industry and functional human capital practices and is a respected global
thought leader as a SHRM Trendsetter and a resident talent blogger for +XɝQJWRQ3RVW.
He advises senior global clients on executive readiness, transformational leadership, and
building future leadership pipelines.
Margorie Knight, Deloitte MCS Limited | [email protected]
Marjorie Knight was the co-founder and chairman of Kaisen Consulting, a boutique global
leadership consultancy acquired by Deloitte in 2015. As a seasoned business psychologist,
she specializes in the assessment, coaching, and development of C-suite leaders and high
potentials and in supporting organizations with succession planning. Based in the United
Kingdom, Knight has over 25 years’ experience working with leaders in more than 25
countries across a wide range of sectors.
Stacey Philpot, Deloitte Consulting LLP | [email protected]
Stacey Philpot is a principal with Deloitte’s Leadership practice. She specializes in
implementing cutting-edge programs and processes that help senior executives lead,
innovate, and adapt to volatile markets and changing industries. As an organizational
psychologist, her areas of expertise are leadership development, succession planning, and
talent strategy implementation. Philpot is the author of several book chapters and articles
and a frequent speaker on women’s leadership topics.
Indranil Roy, Deloitte Consulting Pte Ltd | [email protected]
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FKLHIVWUDWHJ\RɝFHUIRUWKHJOREDO/HDGHUVKLSSUDFWLFH5R\LVDJOREDOO\UHQRZQHGVWUDWHJLF
advisor on innovation and digital, leadership, strategy, organization, and culture. He has
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India, Korea, the United Kingdom, and the United States across a wide range of sectors,
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CONTRIBUTORS
John Crump, Andrea Derler, Karen Pastakia, Mohinish Sinha
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
Digital HR
Platforms, people, and work
HR is undergoing rapid and profound change. Once viewed as a support function
that delivered employee services, HR is now being asked to help lead the digital
transformation sweeping organizations worldwide. We see this change taking place
in three areas:
• Digital workforce: How can organizations drive new management practices
(which we call “digital DNA”1), a culture of innovation and sharing, and a set of talent practices that facilitate a new network-based organization?2
• Digital workplace: How can organizations design a working environment that
enables productivity; uses modern communication tools (such as Slack, Workplace by Facebook, Microsoft Teams, and many others); and promotes engagement, wellness, and a sense of purpose?
• Digital HR: How can organizations change the HR function itself to operate in a
digital way, use digital tools and apps to deliver solutions, and continuously experiment and innovate?
This shift is happening rapidly, as HR leaders are being pushed to take on a larger
role in helping to drive the organization to “be digital,” not just “do digital.”
• Fifty-six percent of companies we surveyed this year are redesigning their HR
programs to leverage digital and mobile tools.
• Fifty-one percent of companies are currently in the process of redesigning their
organizations for digital business models.
• 7KLUW\WKUHHSHUFHQWRIVXUYH\HG+5WHDPVDUHXVLQJVRPHIRUPRIDUWLȴFLDOLQWHOOLgence (AI) technology to deliver HR solutions, and 41 percent are actively building
mobile apps to deliver HR services.
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Figure 1. Digital HR: Percentage of respondents rating this trend “important” or “very
important”
Percentages in
selected countries:
Canada 63
Higher %
Lower %
75 Netherlands
Germany 75
USA 65
France 63
Mexico 79
74 South Africa
68 Australia
South Africa
74
Italy
74
China
73
Spain
73
Australia
68
United Kingdom
67
United States
65
Japan
64
Canada
63
France
63
Belgium
61
Percentages by region:
Higher %
Lower %
Americas
81
Latin & South
America
79
75
87 India
82 Brazil
82
75
73 China
Italy 74
Brazil
Mexico
Germany
64 Japan
Spain 73
87
Netherlands
Belgium 61
UK 67
India
65
North
America
79
Africa
Europe, Middle East, and Africa
69
76
72
Central &
Middle East
Eastern Europe
Nordic
countries
67
Western
Europe
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Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
REWRITING THE RULES FOR DIGITAL HR
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FAST FORWARD
HR has a critical opportunity to help lead the transformation to a digital enterprise.
In the next several years, HR teams that embrace digital platforms to take up the
dual challenge of transforming HR operations on the one hand, and transforming
the workforce and the way work is done on the other, will be game changers. HR
leaders who “lean into” new technologies, platforms, and ways of working, and who
explore and invest in enabling agility through constant reinvention, will be strongly
positioned to have an impact on business results and employee experience.
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Old rules
New rules
HR departments focus on process design and
harmonization to create standard HR practices
HR departments focus on optimizing employee
productivity, engagement, teamwork, and career
growth
HR selects a cloud vendor and implements out-ofthe-box practices to create scale
+5EXLOGVLQQRYDWLYHFRPSDQ\VSHFLȴFSURJUDPV
develops apps, and leverages the platform for scale
HR technology team moves beyond ERP to develop
digital capabilities and mobile apps with a focus on
“productivity at work”
HR technology teams focus on ERP implementation
and integrated analytics, with a focus on “ease of use”
HR centers of excellence focus on process design and
process excellence
HR centers of excellence leverage AI, chat, apps, and
other advanced technologies to scale and empower
employees
HR programs are designed for scale and consistency
around the world
HR programs target employee segments, personae,
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maps relevant to their jobs and careers
HR focuses on “self-service” as a way to scale services
and support
HR focuses on “enablement” to help people get work
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HR builds an employee “self-service portal” as a
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transactional needs and programs
HR builds an integrated “employee experience
platform” using digital apps, case management, AI,
and bots to support ongoing employee needs
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2017 Deloitte Global Human Capital Trends
ENDNOTES
1.
2.
Deloitte LLP, Building your digital DNA, 2014, https://www2.deloitte.com/bh/en/pages/technology/articles/building-your-digital-dna.html.
-RVK %HUVLQ 7L΍DQ\ 0F'RZHOO $PLU 5DKQHPD DQG <YHV YDQ 'XUPH Ȋ7KH RUJDQL]DWLRQ RI WKH IXWXUH $UULYLQJ
now,” Global Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017,
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends.html.
3.
Executive conversations with the authors.
4.
Josh Bersin, “The HR software market reinvents itself,” Forbes -XO\ KWWSZZZIRUEHVFRPVLWHV
MRVKEHUVLQWKHKUVRIWZDUHPDUNHWUHLQYHQWVLWVHOIE
5.
Executive conversations with the authors.
6.
Executive conversations with the authors.
7.
David Mallon et al., +LJKLPSDFW+5%XLOGLQJRUJDQL]DWLRQDOSHUIRUPDQFHIURPWKHJURXQGXS, Bersin by Deloitte,
July 24, 2014.
Michael Stephan, David Brown, and Robin Erickson, “Talent acquisition: Enter the cognitive recruiter,” Global
Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017, https://dupress.
deloitte.com/dup-us-en/focus/human-capital-trends.html.
9.
Wade and Wendy, http://wadeandwendy.ai/, accessed January 17, 2017.
10. BI Intelligence, “Chatbots increase recruitment opportunities,” Business Insider, July 12, 2016, http://www.
businessinsider.com/chatbots-increase-recruitment-opportunities-2016-7; Khari Johnson, “Recruitment chatbot Mya automates 75% of hiring process,” Venture Beat, July 11, 2016, http://venturebeat.com/2016/07/11/
recruitment-chatbot-mya-automates-75-of-hiring-process/.
11. Switch, http://www.switchapp.com/, accessed January 17, 2017.
12. Executive conversations with the authors.
13. 6DUD $VKOH\ 2ȇ%ULHQ Ȋ*ODVVGRRUȇV QHZ WRRO WHOOV \RX LI \RXȇUH XQGHUSDLGȋ CNN Tech, October 19, 2016, http://
money.cnn.com/2016/10/19/technology/glassdoor-know-your-worth-tool/.
14. Diane Gherson (senior vice president, Human Resources, IBM), interview with the authors, December 2016.
15. Claire Zillman, “IBM is blowing up its annual performance review,” Fortune, February 1, 2016, http://fortune.
com/2016/02/01/ibm-employee-performance-reviews/.
16. Alison DeNisco, “Three guiding principles for ethical AI, from IBM CEO Ginni Rometty,” Tech Republic, January 17,
2017, http://www.techrepublic.com/article/3-guiding-principles-for-ethical-ai-from-ibm-ceo-ginni-rometty/.
17. Per Scott (vice president, Human Resources, Royal Bank of Canada), interview with Josh Bersin, December 2016.
Executive conversations with the authors.
Rewriting the rules for the digital age
AUTHORS
Erica Volini, Deloitte Consulting LLP | [email protected]
(ULFD9ROLQLLVWKH+XPDQ&DSLWDOFRXQWU\OHDGHUIRUWKH86DQGWKHOHDGHURIWKH86+5
7UDQVIRUPDWLRQSUDFWLFH6KHȴUPO\EHOLHYHVWKDW+5VKRXOGEHDWWKHKHOPRIKHOSLQJ
businesses optimize their performance. Throughout her 20-year consulting career, Volini
has worked with organizations to determine how best to deliver HR services, which enable
JOREDOJURZWKDQGGULYHHQKDQFHGSURȴWDELOLW\DQGKDVKHOSHGPDQ\RIWKHZRUOGȇVOHDGLQJ
RUJDQL]DWLRQVDFURVVPXOWLSOHLQGXVWULHVGHȴQHWKHLUKXPDQFDSLWDOVWUDWHJ\
Pascal Occean, Deloitte Canada | [email protected]
Pascal Occean leads Deloitte’s Canadian HR Transformation practice. With more than
18 years of experience serving domestic and global clients, Occean specializes in all
aspects of HR transformation, including strategy, service delivery, process reengineering,
outsourcing, service center transitions, implementations, and support. Occean also has
in-depth knowledge of HR technology implementations for solutions such as SAP, Oracle,
and Workday.
Michael Stephan, Deloitte Consulting LLP | [email protected]
Michael Stephan is the global leader for Deloitte’s HR Transformation practice. He develops
and integrates HR service delivery models across the operations and technology spectrum,
with a focus on optimizing HR service delivery around the world. His global consulting
experience includes HR strategy, HR operating model design and implementation, HR
business process outsourcing (BPO), global technology deployment, and enterprise
transition management.
Brett Walsh, Deloitte MCS Limited | [email protected]
Brett Walsh is Deloitte’s global Human Capital leader and a global lead client service
partner. He has over 25 years of international experience consulting with executives on
HR transformation, HR technologies, and the “future of work.” A frequent speaker and
author, Walsh has an MBA from Warwick University and is a fellow of the Institute of
Business Consultants.
CONTRIBUTORS
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Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
People analytics
Recalculating the route
People analytics in HR is undergoing a seismic shift. Driven by the widespread adoption of cloud HR systems, companies are investing heavily in programs to use data
for all aspects of workforce planning, talent management, and operational improvement. People analytics, a discipline that started as a small technical group that analyzed engagement and retention, has now gone mainstream. Organizations are
redesigning their technical analytics groups to build out digitally powered enterprise
analytics solutions. These new solutions, whether developed internally or embedded
in new digital solutions, are enabling organizations to conduct real-time analytics at
the point of need in the business process. This allows for a deeper understanding of
issues and actionable insights for the business.
• While 71 percent of companies see people analytics as a high priority in their organizations (31 percent rate it very important), progress has been slow. The percentage of companies correlating HR data to business outcomes, performing predictive analytics, and deploying enterprise scorecards barely changed from last year.
• Analytics is being applied to a wide range of business challenges: Recruiting remains
the No. 1 area of focus, followed by performance measurement, compensation,
workforce planning, and retention. We see an explosive growth in the use of organizational network analysis (ONA) and the use of “interaction analytics” (studying
employee behavior) to better understand opportunities for business improvement.
• 5HDGLQHVVUHPDLQVDVHULRXVLVVXH$IWHU\HDUVRIGLVFXVVLQJWKLVLVVXHRQO\SHUcent report they have usable data; only 9 percent believe they have a good understanding of which talent dimensions drive performance in their organizations; and
only 15 percent have broadly deployed HR and talent scorecards for line managers.
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Figure 1. People analytics: Percentage of respondents rating this trend “important” or
“very important”
Percentages in
selected countries:
Higher %
Canada 72
Lower %
75 Netherlands
81 China
Spain 61
Mexico 71
Italy 76
83 India
Italy
76
USA
76
Netherlands
75
Australia
73
Canada
72
South Africa
71
73 Australia
Percentages by region:
Higher %
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America
Mexico
71
Germany
66
Spain
61
Belgium
55
France
48
Lower %
Americas
75
81
77
85 Brazil
71 South Africa
83
78
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France 48
India
China
UK
UK 78
Germany 66
85
Japan
Belgium 55
USA 76
Brazil
75
North
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75
Africa
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75
78
83
Central &
Middle East
Eastern Europe
Nordic
countries
85
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Europe
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81
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Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
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FAST FORWARD
Over the next few years, the number of data sources will continue to rise, leading
to a fusion of external and internal data in predicting employee behavior. At leading
companies, analytics will become even more interdisciplinary, along the lines of ONA.
Eventually, people analytics will be fully integrated into systems and always in the
background, rather than a separate source of information.
Going forward, analytics technology will have the capability to deliver increasingly
personalized recommendations. Due to the sensitive nature of some people analytics
programs, organizations will likely need to become far more serious about data
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public disclosure of private information on the organization and its employees.
2017 Deloitte Global Human Capital Trends
)LJXUH3HRSOHDQDO\WLFV2OGUXOHVYVQHZUXOHV
Old rules
New rules
People analytics is viewed as an HR team focused on
advanced analytics within HR
People analytics is viewed as a business analytics
team that works across the business to drive
business results
Analytics focuses on HR topics such as retention,
engagement, learning, and recruitment metrics
Analytics focuses on business problems such as sales
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retention, fraud, accident patterns, and other
operational needs
The organization makes a business case for better
data integration, quality, and tools
The organization has already committed to accurate
and integrated data, and has tools and processes to
ensure quality and ease of analysis
The people analytics team has a strong
understanding of HR data
The people analytics team understands HR data,
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relationships with all the other analytics groups in
the company
The people analytics team lives in HR operations and
reports to HR technology, or in functional areas
The people analytics team operates at a senior level,
reports to the CHRO, and serves business leaders
across the company
The people analytics team is a small set of technical
experts with data management and statistical skills
The people analytics team is a multidisciplinary
team, with a focus on business consulting, visual
communications, and problem solving
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primary focus is the development of models and
data warehouses
People analytics is a consulting function that helps
business leaders solve problems
People analytics focuses on employees
People analytics focuses on the entire workforce,
including employees and contingent labor
The people analytics team focuses heavily on
engagement survey data and employee happiness
and culture
The people analytics team moves beyond
engagement to understand the detailed drivers
of engagement and builds culture models to
understand what drives the workforce
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Rewriting the rules for the digital age
ENDNOTES
1.
Erica Volini, Pascal Occean, Michael Stephan, and Brett Walsh, “Digital HR: Platforms, people, and work,” Global
Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017, https://dupress.
deloitte.com/dup-us-en/focus/human-capital-trends.html.
2.
Executive conversations with the authors.
3.
Ibid.
4.
Ibid.
5.
Josh Bersin, “Workday acquires Platfora: Analytics race accelerates,” Forbes, July 25, 2016, http://www.forbes.
FRPVLWHVMRVKEHUVLQZRUNGD\DFTXLUHVSODWIRUDDQDO\WLFVUDFHDFFHOHUDWHVHEGGIH
6.
Peter A. Gloor, “What email reveals about your organization,” MIT Sloan Management Review, November 17, 2015,
http://sloanreview.mit.edu/article/what-email-reveals-about-your-organization/.
7.
2OLYLD2UDQȊ:DOO6WUHHWKRSHVDUWLȴFLDOLQWHOOLJHQFHVRIWZDUHKHOSVLWKLUHOR\DOEDQNHUVȋReuters, June 7, 2016,
http://www.reuters.com/article/us-banks-hiring-ai-idUSKCN0YT163, accessed December 2016.
'HORLWWH Ȋ'HORLWWH DQDO\VLV +LGGHQ ODERU H[SHQVHV DQG LQH΍HFWLYH ODERU XWLOL]DWLRQ FRVWLQJ FRPSDQLHV WHQV RI
millions of dollars,” press release, June 16, 2016, https://www2.deloitte.com/us/en/pages/about-deloitte/articles/
press-releases/laborwise-solution-pinpoints-overages-in-labor-spending.html.
9.
Executive conversations with the authors.
10. 6DUDK 2ȇ&RQQRU Ȋ:KHQ \RXU ERVV LV DQ DOJRULWKPȋ Financial Times 6HSWHPEHU KWWSVZZZIWFRP
FRQWHQWIGFHIHEDGHGHD
11. Michael Stephan, David Brown, and Robin Erickson, “Talent acquisition: Enter the cognitive recruiter,” Global
Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017, https://dupress.
deloitte.com/dup-us-en/focus/human-capital-trends.html.
12. hiQ, “Enterprise solutions,” https://www.hiqlabs.com/solutions/, accessed January 31, 2017.
13. Executive conversations with the authors.
14. Ibid.
15. Madhura Chakrabarti, Scaling people analytics globally: Chevron takes a multipronged approach to building organi]DWLRQZLGHDQDO\WLFVFDSDELOLWLHVSDUWΖ, Bersin by Deloitte, November 2, 2016, https://www.bersin.com/Practice/
Detail.aspx?id=20290, accessed December 21, 2016.
2017 Deloitte Global Human Capital Trends
AUTHORS
Laurence Collins, Deloitte MCS Limited | [email protected]
Laurence Collins leads the United Kingdom’s HR Digital, Workforce Planning and Analytics
practices, helping clients drive productivity and performance in the context of the “future
of work.” He focuses on applying a variety of approaches such as predictive analytics,
robotics, and strategic workforce planning for improved business impact. His work includes
reimagining the role of HR and linking the resulting outcomes of new capabilities back to the
economic contribution of human capital.
Dave Fineman, Deloitte Consulting LLP | GȴQHPDQ#GHORLWWHFRP
Dave Fineman leads the HR Transformation People Analytics and Workforce Planning
program in the United States. In this role, he collaborates with Deloitte colleagues from
DFURVVPHPEHUȴUPVIXQFWLRQVWHFKQRORJ\HQYLURQPHQWVDQGLQGXVWU\SURJUDPVGHVLJQLQJ
and delivering solutions that build capability, deploy technology, and advance people
analytics and workforce planning capabilities within client organizations. In addition to his
client work, Fineman has presented people analytics and workforce planning topics at
LQGXVWU\DQGIXQFWLRQDOFRQIHUHQFHVDQGOHGFOLHQWVSHFLȴFVHPLQDUVDQG*UHHQKRXVH/DE
sessions. He has an MBA from the Amos Tuck School of Business at Dartmouth College and a
BA from Clark University.
Akio Tsuchida, Deloitte Tohmatsu Consulting Co., Ltd | [email protected]
Akio Tsuchida is Deloitte’s Human Capital leader for Japan. With more than 20 years of
human capital consulting experience, Tsuchida has rich expertise in total rewards and
performance management, executive compensation, workforce planning, and talent
management. He has led large-scale business transformation projects related to crossborder M&A, post-merger integration, corporate restructuring, and globalization. He has a
master’s degree in labor relations and human resources from Michigan State University.
CONTRIBUTORS
Madhura Chakrabarti, Stavros Demetriou, Jim Guszcza, John Houston, Luk Smeyers
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
Diversity and inclusion
The reality gap
Diversity and inclusion has become a CEO-level issue around the world. The digital
organization of today, which operates as a network of teams, thrives on empowerment, open dialogue, and inclusive working styles. Leading organizations now see
diversity and inclusion as a comprehensive strategy woven into every aspect of the
talent life cycle to enhance employee engagement, improve brand, and drive performance. The era of diversity as a “check the box” initiative owned by HR is over. CEOs
must take ownership and drive accountability among leaders at all levels to close the
gap between what is said and actual impact.
• ΖQWKLV\HDUȇVVXUYH\WKHSURSRUWLRQRIH[HFXWLYHVZKRFLWHGLQFOXVLRQDVDWRSSULority has risen by 32 percent compared with our 2014 survey.
• Over two-thirds (69 percent) of executives rate diversity and inclusion an important issue (up from 59 percent in 2014).
• Thirty-eight percent of executives report that the primary sponsor of the compaQ\ȇVGLYHUVLW\DQGLQFOXVLRQH΍RUWVLVWKH&(2
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Figure 1. Diversity and inclusion: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Higher %
Canada 68
Lower %
China
81
80
Mexico
79
India
78
Australia
77
United Kingdom
86 Japan
Brazil
74
Belgium 56
UK 74
Germany 61
France 59
Spain 66
Mexico 79
81 China
Italy 61
78 India
69 Brazil
80 South Africa
68
United States
66
Spain
66
Netherlands
65
Italy
61
Germany
61
France
59
Belgium
56
77 Australia
Lower %
Americas
73
Latin & South
America
69
Canada
Percentages by region:
Higher %
86
South Africa
65 Netherlands
USA 66
Japan
67
North
America
79
Africa
Europe, Middle East, and Africa
60
67
62
Central &
Middle East
Eastern Europe
Nordic
countries
62
Western
Europe
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78
75
Asia
Oceania
Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
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large Baby Boomer population ages, the need to broaden the focus on diversity
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Diversity is considered a reporting goal driven by
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Work-life balance is considered a challenge for
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organization
Work-life balance, family, and individual wellness are
all considered part of the total employee experience
Companies measure diversity through the
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Companies measure inclusion, diversity, and lack of
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concepts of “diversity of thought,” also addressing
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Leaders are promoted on “merit” and experience
“Merit” is unpacked to identify built-in biases; leaders
are promoted on their ability to lead inclusively
Diversity and inclusion is a program of education,
training, and discussion
Diversity and inclusion goes beyond education to
focus on debiasing business processes and holding
leaders accountable for inclusive behavior
Companies regularly report progress on diversity
measures
Companies hold managers accountable for creating
an inclusive culture, using metrics to compare them
against each other
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2017 Deloitte Global Human Capital Trends
ENDNOTES
1.
2.
Bonnie Marcus, “The lack of diversity in tech is a cultural issue,” Forbes, August 12, 2015, http://www.forbes.com/
VLWHVERQQLHPDUFXVWKHODFNRIGLYHUVLW\LQWHFKLVDFXOWXUDOLVVXHF
Deloitte Touche Tohmatsu Limited, %LJ GHPDQGV DQG KLJK H[SHFWDWLRQV 7KH 'HORLWWH 0LOOHQQLDO 6XUYH\ ([HFXWLYH
summary, January 2014, http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gxdttl-2014-millennial-survey-report.pdf.
3.
M. Christie Smith and Stephanie Turner, 7KHUDGLFDOWUDQVIRUPDWLRQRIGLYHUVLW\DQGLQFOXVLRQ7KH0LOOHQQLDOLQȵXence, Deloitte, 2015, http://www2.deloitte.com/us/en/pages/about-deloitte/articles/radical-transformation-ofdiversity-and-inclusion.html, accessed October 12, 2016.
4.
-RVK %HUVLQ 7L΍DQ\ 0F'RZHOO $PLU 5DKQHPD DQG <YHV YDQ 'XUPH Ȋ7KH RUJDQL]DWLRQ RI WKH IXWXUH $UULYLQJ
now,” Global Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017,
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends.html.
5.
Juliet Bourke, :KLFK7ZR+HDGV$UH%HWWHUWKDQ2QH"+RZ'LYHUVH7HDPV&UHDWH%UHDNWKURXJKΖGHDVDQG0DNH6PDUWHU
Decisions (Australian Institute of Company Directors, 2016); David Rock and Heidi Grant, “Why diverse teams are
smarter,” Harvard Business Review, November 4, 2015, https://hbr.org/2016/11/why-diverse-teams-are-smarter,
accessed December 21, 2016; Stacia Sherman Garr, Candace Atamanik, and David Mallon, High-impact talent
management: The new talent management maturity model, Bersin by Deloitte, 2015, http://marketing.bersin.com/
high-impact-talent-management.html, accessed December 21, 2016.
6.
Bernadette Dillon and Juliet Bourke, Waiter, is that inclusion in my soup? A new recipe to improve business performance, Deloitte, May 2013, https://www2.deloitte.com/content/dam/Deloitte/au/Documents/human-capital/deloitte-au-hc-diversity-inclusion-soup-0513.pdf, accessed December 21, 2016; Natasha Doherty and Juliet Bourke,
Toward gender parity: Women on Boards Initiative, Deloitte Access Economics, 2016, https://www2.deloitte.com/
content/dam/Deloitte/au/Documents/Economics/deloitte-au-toward-gender-parity-women-on-boards-initiative-041016.pdf, accessed December 21, 2016.
7.
-DQH 3RUWHU Ȋ<RXȇUH PRUH ELDVHG WKDQ \RX WKLQNȋ Fast Company, October 6, 2014, https://www.fastcompany.
com/3036627/strong-female-lead/youre-more-biased-than-you-think, accessed December 21, 2016.
Stacia Sherman Garr, The diversity and inclusion primer: An introduction, Bersin by Deloitte, 2014.
9.
Bourke, :KLFK7ZR+HDGV$UH%HWWHUWKDQ2QH"; Garr, Atamanik, and Mallon, High-impact talent management.
10. Garr, Atamanik, and Mallon, High-impact talent management.
11. $GDP)ULVNȊȆ%HFDXVHLWȇVȇ7UXGHDXȇVJHQGHUHTXDOFDELQHWPDNHVKHDGOLQHVDURXQGZRUOGVRFLDOPHGLDȋ
Global News, November 5, 2015, http://globalnews.ca/news/2320795/because-its-2015-trudeaus-gender-equalcabinet-makes-headlines-around-world-social-media/, accessed December 21, 2016.
12. Alexander K. Song, “Dodd-Frank and executive compensation—part 1: Status update,” National Law Review, April
KWWSZZZQDWODZUHYLHZFRPDUWLFOHGRGGIUDQNDQGH[HFXWLYHFRPSHQVDWLRQSDUWVWDWXVXSGDWH
13. Cindy Robbins, “Equality at Salesforce: The equal pay assessment update,” Salesforce Blog0D\KWWSV
www.salesforce.com/blog/2016/03/equality-at-salesforce-equal-pay.html, accessed December 21, 2016.
14. Steven Greenhouse, “The age premium: Retaining older workers,” New York Times, May 14, 2014, http://www.
nytimes.com/2014/05/15/business/retirementspecial/the-age-premium-retaining-older-workers.html, accessed
December 21, 2016.
Rewriting the rules for the digital age
15. Stacia Sherman Garr, The diversity and inclusion benchmarking report, Bersin by Deloitte, March 2014.
16. Stacia Sherman Garr and Candace Atamanik, High-impact diversity and inclusion, Bersin by Deloitte, forthcoming,
April 2017.
17. Catalyst, “Statistical overview of women in the workforce,” April 6, 2016, http://www.catalyst.org/knowledge/
statistical-overview-women-workforce.
Miki Perkins, “Victorian government trials blind job applications to overcome hiring bias,” Age, May 20, 2016,
http://www.theage.com.au/victoria/victorian-government-trials-blind-job-applications-to-overcome-hiring-biasJR]SIKWPODFFHVVHG2FWREHU
19. Matthew Lieberman et al., “Breaking bias: The SEEDS model,” NeuroLeadership Journal, November 2015, https://
neuroleadership.com/portfolio-items/breaking-bias-updated-the-seeds-model-2/, accessed December 21, 2016.
20. Bernadette Dillon and Juliet Bourke, 7KHVL[VLJQDWXUHWUDLWVRILQFOXVLYHOHDGHUVKLS7KULYLQJLQDGLYHUVHQHZZRUOG,
Deloitte University Press, April 14, 2016, https://dupress.deloitte.com/dup-us-en/topics/talent/six-signaturetraits-of-inclusive-leadership.html, accessed December 21, 2016.
21. 6RQ\D.XQNHOLQFOXVLRQRɝFHUYLFHSUHVLGHQWSHRSOHVWUDWHJLHVDQGLQVLJKWV%02)LQDQFLDO*URXSLQFRQYHUVDtion with Juliet Bourke, January 2017.
22. *RYHUQPHQW(TXDOLWLHV2ɝFHȊ7KLQNDFWUHSRUW/OR\GV%DQNLQJ*URXSȋKWWSVZZZJRYXNJRYHUQPHQWFDVH
studies/think-act-report-lloyds-banking-group, November 4, 2014.
23. Virgin Money, (PSRZHULQJSURGXFWLYLW\+DUQHVVLQJWKHWDOHQWVRIZRPHQLQȴQDQFLDOVHUYLFHV, March 2016, http://
uk.virginmoney.com/virgin/assets/pdf/Virgin-Money-Empowering-Productivity-Report.pdf.
24. Ibid.
25. *RYHUQPHQW(TXDOLWLHV2ɝFHȊ7KLQNDFWUHSRUWȋ
26. Virgin Money, Empowering productivity.
27. P&G, 2015 diversity & inclusion annual report: Enabling a culture of innovation & productivity, http://cdn.pg.com/-/
media/PGCOMUS/Documents/PDF/Who_We_Are/DiversityandInclusion/PG_DiversityInclusion_AR_2012%20pdf.
pdf?la=en-US&v=1-201506230605.
Catalyst, Disrupt the default: Catalyst Awards Conference, March 26, 2015, https://www.google.co.uk/url?sa=t&rFW MT HVUF VVRXUFH ZHEFG FDG UMDXDFW YHG DK8.(ZMQV+TOF5$K:/.V$.+6G[%=<4)JJK
MAE&url=http%3A%2F%2Fwww.catalyst.org%2Fuploads%2F2015_catalyst_awards_conference_program-1.
pdf&usg=AFQjCNEcPhISCHjaihIvkWo_zbpeZN2DSQ&bvm=bv.144224172,d.bGs.
29. P&G, 2015 diversity & inclusion annual report.
30. %DUUHWW-%UXQVPDQȊ+HUHȇVZKHUH3*UDQNVIRUZRUNSODFHGLYHUVLW\ȋCincinnati Business Courier$SULO
KWWSZZZEL]MRXUQDOVFRPFLQFLQQDWLQHZVKHUHVZKHUHSJUDQNVIRUZRUNSODFHGLYHUVLW\KWPO
31. P&G, 2010 global sustainability report, June 30, 2010, http://cdn.pgcom.pgsitecore.com/en-gb/-/media/PGCOMUK/Documents/PDF/Sustanability_PDF/sustainability_reports/PG2010SustainabilityReport%20pdf.
pdf?la=en-GB&v=1-201601061549.
32. P&G, 2015 diversity & inclusion annual report.
2017 Deloitte Global Human Capital Trends
AUTHORS
Juliet Bourke, Deloitte Touche Tohmatsu | [email protected]
Juliet Bourke leads Deloitte Australia’s Diversity and Inclusion consulting practice and co-leads
its Leadership practice. She has over 25 years’ experience in human capital, management,
and law. Her latest book, Which Two Heads Are Better than One?, focuses on diversity of
WKLQNLQJDQGFROOHFWLYHLQWHOOLJHQFH6KHLVDPHPEHURIWKH$XVWUDOLDQȴUPȇVGLYHUVLW\FRXQFLO
and sits on a number of boards and award panels. Bourke has also keynoted at hundreds of
JOREDOFRQIHUHQFHVLQFOXGLQJ7('[
Stacia Sherman Garr, Bersin by Deloitte, Deloitte Consulting LLP
[email protected]
Stacia Sherman Garr is responsible for research on human resources, talent strategy,
integrated talent management, performance management, career management, diversity
and inclusion, employee recognition, competencies, and workforce planning. Garr holds an
MBA from the University of California, Berkeley, a master’s degree from the London School
RI(FRQRPLFVDQGEDFKHORUVȇGHJUHHVLQKLVWRU\DQGSROLWLFDOVFLHQFHIURP5DQGROSK0DFRQ
Woman’s College.
Ardie van Berkel, Deloitte Consulting BV | [email protected]
$UGLHYDQ%HUNHOLVWKH+XPDQ&DSLWDOSUDFWLFHOHDGHUIRUWKH(XURSH0LGGOH(DVWDQG
$IULFD(0($UHJLRQ6KHKDVOHGPDQ\LQLWLDWLYHVWRVWUHQJWKHQ'HORLWWHȇVSRVLWLRQDVWKH
leading human capital practice in the market, and her team has contributed to numerous
(0($DQGJOREDOLQLWLDWLYHV9DQ%HUNHOLVDPHPEHURIWKHVXSHUYLVRU\ERDUGRI'HORLWWH
1RUWK:HVW(XURSHDQGDQDFWLYHPDUNHWIDFLQJFOLHQWSDUWQHU6KHFRQVXOWVRQPHUJHU
integrations, organizational design, HR strategies, and change management to support major
transformation programs, primarily in the public sector.
Jungle Wong, Deloitte Consulting (Shanghai) Co. Ltd, Beijing Branch
[email protected]
-XQJOH:RQJOHDGV'HORLWWHȇV+XPDQ&DSLWDOSUDFWLFHLQ*UHDWHU&KLQDDQGWKH$VLD3DFLȴF
region. He has extensive experience working with multinational enterprises located in China,
as well as state-owned enterprises, on solving talent and HR issues. He is a frequent speaker
at HR conferences and an assessor for the Chinese Business Leaders’ Awards. Wong is a
regular writer for HR magazines in China.
CONTRIBUTORS
Candace Atamanik, Carolyn Lawrence
Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends
The future of work
The augmented workforce
Driven by the acceleration of connectivity and cognitive technology, the nature of
work is changing. As AI systems, robotics, and cognitive tools grow in sophistication,
almost every job is being reinvented, creating what many call the “augmented workforce.” As this trend gathers speed, organizations must reconsider how they design
jobs, organize work, and plan for future growth.
• This year, 41 percent of companies reported they have fully implemented or
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their workforce.
• Another 34 percent of survey respondents are in the midst of pilot programs.
• But only 17 percent of global executives report they are ready to manage a workforce with people, robots, and AI working side by side—the lowest readiness level
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Figure 1. Robotics, cognitive computing, and AI: Percentage of respondents rating this
trend “important” or “very important”
Percentages in
selected countries:
Higher %
Lower %
Canada 33
37 Netherlands
Belgium 39
Germany 40
Mexico 44
Italy 36
34 South Africa
Higher %
Latin & South
America
42
40
Spain
40
39
Netherlands
37
Italy
36
Australia
36
South Africa
34
Canada
33
France
32
United States
31
Lower %
Americas
45
Brazil
Germany
Belgium
36 Australia
Percentages by region:
48
43
54 India
42 Brazil
51
Japan
44
51 China
Spain 40
China
Mexico
48 Japan
France 32
54
United Kingdom
UK 43
USA 31
India
32
North
America
33
Africa
Europe, Middle East, and Africa
34
38
48
Central &
Middle East
Eastern Europe
Nordic
countries
38
Western
Europe
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50
37
Asia
Oceania
Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
Figure 2. Augmented workforce: Percentage of respondents rating this trend “important”
or “very important”
Percentages in
selected countries:
Higher %
Lower %
India
76
China
73
Netherlands
70
Japan
68
Belgium
67
Mexico
66
Australia
65
Italy
64
Canada 56
70 Netherlands
Belgium 67
UK 63
Germany 61
USA 59
68 Japan
France 49
73 China
Spain 63
Mexico 66
Italy 64
South Africa
64
United Kingdom
63
76 India
63 Brazil
64 South Africa
65 Australia
Latin & South
America
63
Germany
61
59
Canada
56
France
49
Lower %
Americas
62
63
United States
Percentages by region:
Higher %
Spain
Brazil
58
North
America
66
Africa
Europe, Middle East, and Africa
61
64
56
Central &
Middle East
Eastern Europe
Nordic
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62
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61
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Figure 3. Respondent ratings of sub-capabilities related to the augmented workforce
Percentage of total responses
Managing contingent, outsourced,
contracted, and part-time sources of labor
25%
Understanding emerging skills and
critical capability gaps
24%
Managing gig and talent-sharing
economy resources
53%
Managing crowdsourcing as part of the
organization’s workforce and talent
programs
59%
Weak
Adequate
57%
19%
62%
14%
39%
9%
33%
8%
Excellent
Deloitte University Press | dupress.deloitte.com
2017 Deloitte Global Human Capital Trends
Figure 4. Respondent ratings of sub-capabilities related to robotics, cognitive
computing, and AI
Percentage of total responses
Understanding the future impact of
robotics/cognitive computing/AI on talent
34%
Identifying external sources of
robotics/cognitive computing/AI talent
43%
Redeploying employees replaced by
robotics/cognitive computing/AI resources
elsewhere in the organization
51%
40%
10%
Reskilling employees to complement
robotics/cognitive computing/AI
51%
40%
9%
Aligning competency models/frameworks to
account for new robotics/cognitive computing/
AI requirements
56%
Weak
45%
21%
47%
11%
38%
Adequate
6%
Excellent
Deloitte University Press | dupress.deloitte.com
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power continue to grow exponentially, driving advances in robotics and machine
learning. Cognitive tools to augment, and in some cases replace, knowledge work will
continue to accelerate and become widely deployed and adopted. We would not be
surprised if the future of work, workforce, and workplace issues come to dominate the
concerns and agenda of HR and business leaders in the near future. This challenge
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jobs (replacement)
Jobs and tasks are being redesigned to use more
essential human skills, and are augmented by
technology (augmentation)
Full-time employees are the main source of talent
A continuum of talent is available, including
contractors, gig employees, crowds, and
competitions
Workforce planning focuses on full-time workforce
and skill requirements
The focus in workforce planning shifts to start
with work and analyzing options across multiple
workforces and technologies
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The half-life of skills continues to decrease rapidly,
and work is being constantly reinvented
Jobs and career ladders are the foundation of work
and the workforce
Projects, assignments, and tours of duty are building
blocks for work; careers are portfolios of projects
and experiences
Robotics and cognitive technologies are IT projects
Integrating people and technology is a
multidisciplinary task
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management and workforce transition
HR has a strategic role to facilitate and orchestrate
the redesign of jobs and train the augmented
workforce
The fundamental elements of work are “jobs,” with
formally developed “job descriptions”
The fundamental elements of work are “tasks,” which
are aggregated into jobs and roles
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ENDNOTES
1.
-H΍6FKZDUW]$QGUHZ/LDNRSRXORVDQG/LVD%DUU\The open talent economy: Beyond corporate borders to talent
ecosystems, Deloitte University Press, July 24, 2013, https://dupress.deloitte.com/dup-us-en/deloitte-review/issue-13/the-open-talent-economy.html, accessed December 13, 2016.
2.
'DYLG6FKDWVN\DQG-H΍6FKZDUW]Machines as talent: Collaboration, not competition, Deloitte University Press, February 27, 2015, https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2015/cognitive-technologyin-hr-human-capital-trends-2015.html, accessed December 13, 2016.
3.
-H΍ 6FKZDUW] HW DO The gig economy: Distraction or disruption?, Deloitte University Press, February 29, 2016,
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2016/gig-economy-freelance-workforce.
html, accessed December 13, 2016.
4.
Angus Knowles-Cutler and Harvey Lewis, Essential skills for working in the machine age, Deloitte, https://www2.
deloitte.com/uk/en/pages/growth/articles/essential-skills-for-working-in-machine-age.html; Bersin by Deloitte
Glassdoor research.
5.
Angus Knowles-Cutler and Harvey Lewis, Talent for survival: Essential skills for humans working in the machine age,
Deloitte, 2016, p. 1, https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/Growth/deloitte-uk-talentfor-survival-report.pdf, accessed December 13, 2016.
6.
Laura Stevens, “How Amazon gets its holiday hires up to speed in two days,” Wall Street Journal1RYHPEHU
KWWSZZZZVMFRPDUWLFOHVDPD]RQOHDQVRQWHFKQRORJ\WRVSHHGWUDLQLQJRIKROLGD\ZRUNHUV
accessed December 13, 2016.
7.
-RKQ'RQRYDQDQG&DWK\%HQNRȊ$77ȇVWDOHQWRYHUKDXOȋHarvard Business Review, October 2016, https://hbr.
org/2016/10/atts-talent-overhaul, accessed October 3, 2016.
7UHYRU 3DJH $PLU 5DKQHPD 7DUD 0XUSK\ DQG 7L΍DQ\ 0FGRZHOO 8QORFNLQJ WKH ȵH[LEOH RUJDQL]DWLRQ, Deloitte,
KWWSVZZZGHORLWWHFRPJOREDOHQSDJHVKXPDQFDSLWDODUWLFOHVJ[XQORFNLQJWKHȵH[LEOHRUJDQL]DWLRQKWPO
9.
Erik Brynjolfsson and Andrew McAfee, Race against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy (Digital Frontier Press, 2011);
Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work Progress, and Prosperity in a Time of Brilliant
Technologies (W.W. Norton & Company, 2016); Thomas H. Davenport and Julia Kirby, 2QO\+XPDQV1HHG$SSO\
Winners and Losers in the Age of Smart Machines (HarperBusiness, 2016).
10. Knowles-Cutler and Lewis, Talent for survival.
11. Davenport and Kirby, 2QO\+XPDQV1HHG$SSO\.
12. Stevens, “How Amazon gets its holiday hires up to speed in two days.”
13. Ibid.
14. Ibid.
15. James Bessen, “Toil and technology,” Finance and Development 52, no. 1 (March 2015), http://www.imf.org/external/pubs/ft/fandd/2015/03/bessen.htm, accessed December 13, 2016.
16. James Bessen, +RZFRPSXWHUDXWRPDWLRQD΍HFWVRFFXSDWLRQV7HFKQRORJ\MREVDQGVNLOOV, Boston University School
RI/DZ1RYHPEHUKWWSZZZEXHGXODZȴOHV1HZ7HFKSGIDFFHVVHG'HFHPEHU
2017 Deloitte Global Human Capital Trends
AUTHORS
-H΍6FKZDUW]'HORLWWH&RQVXOWLQJ//3_MH΍VFKZDUW]#GHORLWWHFRP
-H΍6FKZDUW]LVWKHJOREDOOHDGHUIRU+XPDQ&DSLWDO0DUNHWLQJ(PLQHQFHDQG%UDQG+H
is an advisor to senior business leaders in global companies, focusing on organization, HR,
WDOHQWDQGOHDGHUVKLS6FKZDUW]LVWKHVHQLRUDGYLVRUIRUWKHȴUPȇV+XPDQ&DSLWDOFRQVXOWLQJ
SUDFWLFHLQΖQGLDDQGDOVRWKHIRXQGLQJDQG86PDQDJLQJSULQFLSDOIRUWKHȴUPȇVΖQQRYDWLRQ
Tech Terminal (ITT) connecting US and global companies with the Israeli start-up ecosystem.
He is a frequent speaker and writer on issues at the nexus of talent, human resources, global
business challenges, and the “future of work.” In 2011, Schwartz led the launch of Deloitte’s
Global Human Capital Trends survey and report series and continues to serve as one of the
executive editors.
Laurence Collins, Deloitte MCS Limited | [email protected]
Laurence Collins leads the United Kingdom’s HR Digital, Workforce Planning and Analytics
practices, helping clients drive productivity and performance in the context of the “future
of work.” He focuses on applying a variety of approaches such as predictive analytics,
robotics, and strategic workforce planning for improved business impact. His work includes
reimagining the role of HR and linking the resulting outcomes of new capabilities back to the
economic contribution of human capital.
Heather Stockton, Deloitte Canada | [email protected]
Heather Stockton serves the banking sector, advising clients on governance and
management practices, leadership, operating models, and business transformation. She
leads Deloitte’s Americas Human Capital business and is also the organization’s global
Financial Services Industry leader for human capital. She is also a global leader of Deloitte’s
“future of work” research and client solution development. Stockton is a director on the
Deloitte Canada board and chairs its governance committee.
Darryl Wagner, Deloitte Consulting LLP | [email protected]
Darryl Wagner is the global leader for Deloitte’s Actuarial, Rewards, and Analytics practice.
+LVDUHDVRIVSHFLDOW\LQFOXGHOLIHLQVXUHUȴQDQFLDOUHSRUWLQJDQGSHUIRUPDQFHYDOXH
measurement and management. He has worked with clients around the world on many
accounting and valuation frameworks, helping them with technical, process-oriented, and
organizational aspects of implementation, execution, and evaluation. Wagner is a fellow of
the Society of Actuaries and a member of the American Academy of Actuaries.
Brett Walsh, Deloitte MCS Limited | [email protected]
Brett Walsh is Deloitte’s global Human Capital leader and a global lead client service
partner. He has over 25 years of international experience consulting with executives on
HR transformation, HR technologies, and the “future of work.” A frequent speaker and
author, Walsh has an MBA from Warwick University and is a fellow of the Institute of
Business Consultants.
CONTRIBUTORS
Raj Attra, Stacia Garr, Bob Kaunert, Peter Lowes, Christa Manning, Sarah Rogers, David
Schatsky, Nathan Sloan
Rewriting the rules for the digital age
EXECUTIVE EDITORS
Bill Pelster, Deloitte Consulting LLP | [email protected]
Bill Pelster has more than 25 years of industry and consulting experience. In his current role,
Pelster is responsible for leading the Bersin by Deloitte Research and Products practice and
is a senior advisor to the Integrated Talent Management practice. A well-respected speaker
and author, he has recently led, supported, or authored key research pieces including Talent
2020, Global Human Capital Trends, and The Leadership Premium. In his previous role as
'HORLWWHȇVFKLHIOHDUQLQJRɝFHU3HOVWHUZDVUHVSRQVLEOHIRUWKHWRWDOGHYHORSPHQWH[SHULHQFH
of Deloitte professionals, and was one of the key architects of Deloitte University, Deloitte’s
$300 million learning facility outside Dallas. Pelster is a former US board member for Deloitte
Consulting LLP.
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is an advisor to senior business leaders in global companies, focusing on organization, HR,
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Tech Terminal (ITT) connecting US and global companies with the Israeli start-up ecosystem.
He is a frequent speaker and writer on issues at the nexus of talent, human resources, global
business challenges, and the “future of work.” In 2011, Schwartz led the launch of Deloitte’s
Global Human Capital Trends survey and report series and continues to serve as one of the
executive editors.
LEAD RESEARCHER
Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP | [email protected]
Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research
and advisory services focused on corporate learning. He is a frequent speaker at industry
events and a popular blogger. Bersin spent 25 years in product development, product
management, marketing, and sales of e-learning and other enterprise technologies. He has
a BS in engineering from Cornell, an MS in engineering from Stanford, and an MBA from the
Haas School of Business at the University of California, Berkeley.
2017 Deloitte Global Human Capital Trends
ACKNOWLEDGEMENTS
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Julie MayIRURYHUDOOPDQDJHPHQWRIWKHGlobal Human Capital TrendsSURJUDP:HDSSUHFLDWHWKHIRFXV
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Elizabeth ChodaczekAlejandra ArrueMia FarnhamAnna MartinDQGLauren ShevlinIRUPDQDJLQJDOOWKHPDQ\GHWDLOVRIVXFKDFRPSOH[XQGHUWDNLQJ
Junko KajiRXUHGLWRUH[WUDRUGLQDLUH6RQ\D9DVLOLH̆DQGTroy BishopRQWKH'HORLWWH8QLYHUVLW\3UHVV
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$QG¿QDOO\DVSHFLDOWKDQN\RXWRBrett WalshOHDGHURIRXUJOREDO+XPDQ&DSLWDOSUDFWLFHDQGJason
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BERSIN BY DELOITTE RESEARCH TEAM
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David Mallon, head of research, Bersin by Deloitte, Deloitte Consulting LLP
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and drives continuous innovation among Bersin by Deloitte’s research team. He is the former steward
for Bersin by Deloitte’s learning and development research practice and has been the primary force
behind its work in continuous learning, learning cultures, high-impact learning organization maturity,
and learning management systems. He is also central to developing thought leadership related to HR’s
operating models, governance, and the evolution of key roles such as the HR business partner.
Candace Atamanik, talent management research leader, Bersin by Deloitte,
Deloitte Consulting LLP
Candace Atamanik’s research focuses on talent strategy, talent management, performance management,
and competencies. Atamanik has a BS in psychology from Pepperdine University and an MS in industrial
and organizational psychology from Florida International University. She was also a PhD candidate in
industrial and organizational psychology at Florida International University.
Madhura Chakrabarti, people analytics research leader, Bersin by Deloitte,
Deloitte Consulting LLP
Madhura Chakrabarti has a bachelor’s degree in psychology from the University of Delhi and an MA
and PhD in industrial/organizational psychology from Wayne State University, Michigan. Previously,
Chakrabarti worked at Dell and Ford Motor Company in various roles spanning people analytics,
employee engagement, and pre-employment assessments
Vikram Datta Choudhury, India leader, Bersin by Deloitte, Deloitte Consulting LLP
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member organizations. Before his current role, he headed research initiatives at People Matters, a leading
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Janet Clarey, learning and development research leader, Bersin by Deloitte, Deloitte
Janet Clarey focuses on the areas of learning culture, high-impact learning, organization maturity,
and learning technology. She holds a BA in communications from the State University of New York at
Oswego and a master’s degree in instructional design for online learning from Capella University. She
has also completed coursework toward a doctorate from Syracuse University in instructional design,
development, and evaluation.
Andrea Derler, leadership and succession research leader, Bersin by Deloitte,
Deloitte Consulting LLP
Andrea Derler holds a doctoral degree in economics (leadership and organization) and a master’s degree
in philosophy. Prior to joining Bersin by Deloitte, she collaborated closely with organizations in the
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2017 Deloitte Global Human Capital Trends
BERSIN BY DELOITTE RESEARCH TEAM, CONT.
Robin Erickson, vice president, talent acquisition research,
Bersin by Deloitte, Deloitte Consulting LLP
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her deep experience in talent strategies consulting and related research for Deloitte’s Human Capital
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and change, a master’s degree in communication from Northwestern University, a master’s degree in
theology from Northern Seminary, and a bachelor of arts degree from the University of Chicago.
Stacia Sherman Garr, vice president, talent management
research, Bersin by Deloitte, Deloitte Consulting LLP
Stacia Sherman Garr is responsible for research on human resources, talent strategy, integrated talent
management, performance management, career management, diversity and inclusion, employee
recognition, competencies, and workforce planning. Garr holds an MBA from the University of
&DOLIRUQLD%HUNHOH\DPDVWHUȇVGHJUHHIURPWKH/RQGRQ6FKRRORI(FRQRPLFVDQGEDFKHORUVȇGHJUHHV
in history and political science from Randolph-Macon Woman’s College.
Dani Johnson, vice president, learning and development
research, Bersin by Deloitte, Deloitte Consulting LLP
Dani Johnson has spent the majority of her career writing about, conducting research in, designing, and
consulting on human capital practices. Johnson led the Human Resource Competency Study with the
University of Michigan and six other professional organizations around the world, and co-authored the
resulting book, HR Competencies: Mastery at the Intersection of People and Business (Society for Human
Resource Management, 2008).
Christa Manning, vice president, HR solution provider
research, Bersin by Deloitte, Deloitte Consulting LLP
Christa Manning helps businesses align their workforce support strategies with the right third-party
software, service partners, and governance models. She also helps solution providers map their
capabilities and go-to-market activities to solution users’ needs. Manning holds a bachelor’s degree
LQ(QJOLVKIURP%DUQDUG&ROOHJH&ROXPELD8QLYHUVLW\LQFRUSRUDWLQJVWXGLHVDW8QLYHUVLW\&ROOHJH
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Bersin by Deloitte, Deloitte Consulting LLP
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He has also been a faculty member in human resources development at Al Akhawayn University,
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and a master’s degree in organizational development and strategic human resources from Johns
Hopkins University.
Denise Moulton, mid-market HR and talent research leader,
Bersin by Deloitte, Deloitte Consulting LLP
Denise Moulton has several years of practitioner experience focusing on talent acquisition, talent
management, and human resources operations. Previously, she was a talent acquisition leader at
Hasbro, Inc., where she provided recruitment management for global and commercial business
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Internet recruiter.
Rewriting the rules for the digital age
GLOBAL HUMAN CAPITAL LEADERS
Global Human Capital leader
Global Actuarial, Rewards, and Analytics
leader
Brett Walsh
Deloitte MCS Limited
[email protected]
Darryl Wagner
Deloitte Consulting LLP
[email protected]
Global Organization Transformation
and Talent leader
Global Employment Services leader
Dimple Agarwal
Deloitte MCS Limited
[email protected]
Nichola Holt
Deloitte Tax LLP
[email protected]
Global HR Transformation leader
Global Human Capital leader, Marketing,
Eminence, and Brand
Michael Stephan
Deloitte Consulting LLP
[email protected]
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Deloitte Consulting LLP
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HUMAN CAPITAL COUNTRY LEADERS
AMERICAS
Americas
Argentina
Heather Stockton
Deloitte Canada
[email protected]
Leonardo Pena
Deloitte & Co. S.A.
[email protected]
United States
Brazil
Erica Volini
Deloitte Consulting LLP
[email protected]
Roberta Yoshida
Deloitte Consultores
[email protected]
Canada
Colombia and Peru
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Deloitte Canada
[email protected]
Alejandra D’Agostino
Deloitte & Touche SRL
[email protected]
Chile
Costa Rica
Jaime Valenzuela
Deloitte Audit y Consult.
[email protected]
Paula Lenero
Deloitte & Touche S.A.
[email protected]
Mexico
Tomas Fernandez
Deloitte Consulting Mexico
[email protected]
2017 Deloitte Global Human Capital Trends
AMERICAS (CONT.)
Dutch Caribbean
Panama
Maghalie van der Bunt
Deloitte Dutch Caribbean
[email protected]
Jessika Malek
Deloitte Consultores
[email protected]
Ecuador
Uruguay, LATCO
Roberto Estrada
Andeanecuador Consultores
[email protected]
Verónica Melián
Deloitte SC
[email protected]
ASIA PACIFIC
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Korea
Jungle Wong
Deloitte Consulting (Shanghai) Co. Ltd,
Beijing Branch
[email protected]
Eric Seok Hoon Yang
Deloitte Consulting
[email protected]
Australia
Hamish Wilson
Deloitte
[email protected]
New Zealand
David Brown
Deloitte Touche Tohmatsu
[email protected]
Southeast Asia
India
Mark Maclean
Deloitte Consulting Pte Ltd
[email protected]
Gaurav Lahiri
Deloitte India
[email protected]
Japan
Akio Tsuchida
Deloitte Tohmatsu Consulting Co. Ltd
[email protected]
Rewriting the rules for the digital age
EUROPE, MIDDLE EAST, AND AFRICA
EMEA
France
Ardie Van Berkel
Deloitte Consulting BV
[email protected]
Philippe Burger
Deloitte Conseil
[email protected]
United Kingdom
Germany
Anne-Marie Malley
Deloitte MCS Limited
[email protected]
8GR%RKGDO6SLHJHOKR΍
Deloitte Consulting GmbH
[email protected]
Africa
Ireland
Abrie Olivier
Deloitte Consulting Pty
[email protected]
Valarie Daunt
Deloitte & Touche
[email protected]
Austria
Israel
Christian Havranek
Deloitte Austria
[email protected]
Zohar Yami
Brightman Almagor Zohar & Co.
[email protected]
Belgium
Italy
Yves van Durme
Deloitte Consulting
[email protected]
Lorenzo Manganini
Deloitte Consulting SRL
[email protected]
Central Europe
Kenya
Evzen Kordenko
Deloitte Advisory s.r.o.
[email protected]
George Hapisu
Deloitte Consulting Ltd
[email protected]
CIS
Luxembourg
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CJSC Deloitte & Touche CIS
[email protected]
Basil Sommerfeld
Deloitte Tax & Consulting
[email protected]
Cyprus
Middle East
George Pantelides
Deloitte Ltd
[email protected]
Ghassan Turqieh
Deloitte & Touche (M.E.)
[email protected]
Denmark and Nordics
Netherlands
Filip Gilbert
Deloitte Denmark
[email protected]
Petra Tito
Deloitte Consulting BV
[email protected]
Finland
Norway
Eva Tuominen
Deloitte Oy
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Eva Gjovikli
Deloitte AS
[email protected]
2017 Deloitte Global Human Capital Trends
EUROPE, MIDDLE EAST, AND AFRICA
Poland
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Deloitte Business Consulting S.A.
[email protected]
Portugal
José Subtil
Deloitte Consultores, S.A.
[email protected]
Spain
Enrique de la Villa
Deloitte Advisory, S.L.
[email protected]
Sweden
Jonas Malmlund
Deloitte Sweden
[email protected]
Switzerland
Myriam Denk
Deloitte Consulting Switzerland
[email protected]
Turkey
Tolga Yaveroglu
Deloitte Turkey
[email protected]
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About this publication
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professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be
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