德勤全球-2019_Global_Human_Capital_Trends_28页_7mb

Summary of Global Human Capital Trends 2019 (UK Focus)

Core Content

The Global Human Capital Trends 2019 report, titled Leading the social enterprise – Reinvent with a human focus, emphasizes the importance of rethinking human capital strategies with a human-centric approach. It builds on the concept of the social enterprise introduced in the 2018 report, which refers to organizations that integrate profit and growth with a positive and sustainable impact on society. The report highlights that leaders must move beyond mission statements and 'profits with purpose' to create meaningful work environments and reinvent human capital processes.

The report identifies ten key global trends, with the top three UK trends being:

1. From employee experience to human experience: Putting meaning back into work
2. Learning in the flow of life
3. Leadership for the 21st century: The intersection of the traditional and the new

These trends are grouped into three categories: The Future of the Workforce, The Future of the Organisation, and The Future of HR.

Main Trends and Key Points

The Future of the Workforce

• Leadership for the 21st century: Leaders must balance traditional goals with new challenges such as digital transformation, ambiguity, and complexity. They need to embrace change, uncertainty, and new technologies.
• From jobs to superjobs: Jobs are evolving to be more digital, multidisciplinary, and data-driven. Organizations must redesign jobs to focus on the human dimension and create integrated roles that leverage technology.
• The alternative workforce: This trend has become mainstream. Organizations must be flexible in accessing and deploying talent from various sources, including contract and freelance workers.

The Future of the Organisation

• From employee experience to human experience: Organizations should move from focusing on employee experience to creating a more holistic Human Experience that connects work to societal impact.
• Organisational performance: It's a team sport: There is a growing shift from hierarchical structures to team-based models. Organizations need to refresh leadership, job design, and rewards to support this change.
• Talent mobility: Winning the war on the home front: Internal mobility is becoming essential as organizations compete for talent. A culture of mobility, supported by technology, is necessary for continuous development and adaptability.

The Future of HR

• Learning in the flow of life: Learning must be integrated into daily work and personalized to individual needs. It should be a lifelong process, not confined to training programs.
• HR cloud: Cloud computing is becoming a foundational element of HR technology, enabling more personalized and data-driven HR systems. However, organizations must explore additional tools like automation and AI to enhance their capabilities.
• Accessing talent: It's more than acquisition: Organizations must think strategically about talent sourcing, including internal mobility, alternative workforce, and leveraging technology for recruitment and development.

Key Insights

• Reinvention with a human focus is essential for organizations to remain competitive and relevant in a rapidly changing world. This involves creating a meaningful work environment, fostering continuous learning, and developing leaders who can navigate ambiguity and technological change.
• Employee experience is a critical area for improvement, with many UK organizations still struggling to align their practices with employee expectations.
• Leadership development is a shared responsibility between HR and business leaders, requiring a blend of traditional and new competencies.
• Technology plays a central role in enabling the transformation of HR and organizational practices, from internal mobility platforms to AI-driven talent management systems.
• The social enterprise concept is driving organizations to rethink their impact on society and how they measure success, with a growing emphasis on societal impact as a performance metric.

Critical Findings

• 81% of UK respondents rated the need to improve employee experience as important or very important.
• Only 34% felt ready to address the trend of putting meaning back into work.
• 86% of global and 81% of UK respondents identified learning in the flow of life as a critical trend.
• 85% of UK respondents believed 21st-century leaders require new competencies, including leading through change and understanding digital technologies.
• 62% of UK respondents said their reward systems were not aligned with organizational goals, and 30% were unsure what rewards their workers valued.
• 42% of UK respondents felt their organizations were effective at providing meaningful work, and 36% believed they were effective at engaging employees with growth opportunities.
• 56% of project assignments at Unilever occurred across multiple locations within six months, demonstrating the potential of internal talent mobility platforms.

Conclusion

The 2019 report underscores the need for organizations to reinvent human capital processes with a human focus, emphasizing the importance of meaningful work, continuous learning, and 21st-century leadership. The shift toward a social enterprise model is not only a trend but a necessity for sustainable growth and success in today's complex and technology-driven environment. Organizations must align their strategies with employee needs, invest in leadership development, and leverage technology to create a more inclusive, flexible, and impactful workforce.