德勤全球-Deloitte_Human_Capital_Trends_2019_112页_52mb

Summary of "Leading the Social Enterprise: Reinvent with a Human Focus" (2019 Deloitte Global Human Capital Trends)

Core Content

The 2019 Deloitte Global Human Capital Trends report highlights the need for organizations to reinvent their human capital strategies in the context of the social enterprise—a model that combines profit-making with social responsibility. As the Fourth Industrial Revolution accelerates, businesses face unprecedented challenges and opportunities in rethinking how they engage with employees, manage talent, and align with societal values.

Main Trends and Key Insights

1. The Future of the Workforce

• The Alternative Workforce: Contract, freelance, and gig work are now mainstream, driven by skills shortages and demographic changes. These non-traditional work arrangements are growing rapidly across the globe, especially in the U.S., EU, and UK.

  • By 2020, self-employed workers in the U.S. are projected to triple to 42 million.
  • Freelancers are the fastest-growing labor group in the EU, and their numbers have doubled since 2000.
  • Many employees, particularly millennials and Gen Z, are turning to side hustles to supplement income.

• From Jobs to Superjobs: Jobs are evolving into more digital, multidisciplinary, and data-driven roles. Organizations must redesign these roles to focus on the human dimension of work, creating integrated positions called superjobs that leverage technology for greater productivity and efficiency.

• Leadership for the 21st Century: Leaders must adapt to new challenges, such as managing change, ambiguity, and digital transformation. The traditional leadership model is no longer sufficient, and 80% of respondents believe 21st-century leaders face unique requirements.

2. The Future of the Organization

• From Employee Experience to Human Experience: The focus is shifting from just employee satisfaction to creating meaningful work experiences that align with the broader impact on society. This includes understanding worker aspirations and connecting work to societal value.

• Organizational Performance: Teams are becoming central to business performance, with 31% of respondents operating in teams and 65% in a hybrid model. However, many organizations have not updated their leadership or reward systems to reflect this shift.

• Rewards: Reward systems must be more aligned with organizational goals and employee needs. Only 11% of respondents felt their reward systems were highly aligned with business objectives, and 23% were unsure what their employees valued. A more personalized and relationship-based approach is needed.

3. The Future of HR

• Accessing Talent: Talent acquisition is no longer just about hiring; it's about strategically accessing talent through internal resources, the alternative workforce, and technology. Organizations must be more flexible and proactive in sourcing talent.

• Learning in the Flow of Life: Learning is becoming continuous and integrated into work. 86% of respondents identified learning as a critical issue. Learning must be personalized, lifelong, and embedded in the workflow.

• Talent Mobility: Internal mobility is crucial for retaining and developing talent. Organizations should create a culture where mobility is seen as a natural progression and use technology to streamline the process across functions, jobs, and geographies.

• HR Cloud: Cloud-based HR systems are becoming standard, but they are just a starting point. Organizations must explore innovative platforms, automation, and AI-based tools to enhance HR capabilities and support organizational transformation.

Key Principles for the Social Enterprise

• Human Focus: Organizations must prioritize the human element in all aspects of their operations, including leadership, talent management, and work design.
• Reinvention: This is not about incremental changes but about bold transformation that aligns with societal challenges and opportunities.
• Technology Integration: Technology plays a central role in enabling reinvention, but it must be used to enhance, not replace, human capabilities.

Three Approaches to Reinvention

1. Refresh: Improve current practices without major overhauls.
2. Rewire: Create new connections and strategic directions.
3. Recod: Start from scratch and redesign the entire system.

Conclusion

The report underscores that societal impact is now a primary measure of business success, with 86% of CEOs citing it as their top success metric. The challenges of income inequality, workplace engagement, and demographic shifts require a new approach to leadership, talent, and work design. Organizations must move beyond traditional models and embrace a human-centric, technology-enabled, and socially responsible strategy to thrive in the evolving business landscape.

Summary of Survey Data

• Learning was cited as the most important trend by 86% of respondents.
• Human experience was important to 84% of respondents.
• Leadership was important to 80% of respondents.
• Talent mobility and HR cloud were also highly regarded, with 76% and 74% respectively.
• Alternative workforce was considered important by 41% of respondents, though less than other trends.

The report serves as a guide for organizations to navigate the complexities of the modern workforce and to align their human capital strategies with the demands of the social enterprise era.