2017 Deloitte GlobalHuman Capital Trends
Rewriting the rulesfor the digital ageThailand Edition
@MarkMBowden
Rewriting the rules for the digital age
Organisationsare rapidly
beingredesigned
aroundnetworks of
teams
Data collectedin last twoyears is 9x
greater thanpreviouslycollectedin all of
humanity
AI andcognitive
computingchanging theway we work
Nearly half ofall jobs will
beredesignedin next 20
years
12%
17%
19%
21%
22%
22%
27%
29%
31%
37%
60%
88%
83%
81%
79%
78%
78%
73%
71%
69%
63%
40%
Not/somewhat important Important/very important
Ranking of 2017 trends by importance
Note: Ratings for “The augmented workforce” and “Robotics, cognitive computing, and AI” both relate to the broader trendson “The future of work” discussed in this report.
Percentage of total responses
Organization of the futureCareers and learning
Talent acquisitionEmployee experience
Performance managementLeadershipDigital HR
People analyticsDiversity and inclusion
The augmented workforceRobotics, cognitive computing, and AI
2
3
1
8
5
4
7
6
9
10
SEARank
6
4
2
8
7
3
1
5
9
10
THRank
The organization of the future:Arriving now 88%
Very importantor important
11%believe they understand howto build the organization ofthe future
94%say “agility andcollaboration”are critical yet…
6%
experimenting withcollaboration tools,however only
usingorganizationalnetwork analysis(ONA)
are highlyagile today
73%
8%
Careers and learning:Real time, all the time
Sources: The 100-Year Life: Living and Working in an Age of Longevity; A NewCulture of Learning: Cultivating the Imagination for a World of Constant Change
The changing nature of the careerLength of career Average tenure in a job Half-life of a learned skill
60 to 70 years 4.5 years 5 years
83%are moving to opencareer models
83%Very importantor important
Organizations need to deliver learning that is always onand always available over a range of mobile platforms
Talent acquisition:Enter the cognitive recruiter
Biggest disruptorin talent acquisitiontoday isexperimentationwith tech solutionsand services
excellent at using games& simulations to attractand assess potentialcandidates
6%
excellent at managingcrowdsourcing 8%
excellent at managingtalent-sharing resources 19%
81%Very importantor important
The employee experience:Culture, engagement, and beyond
believe their internalprocesses for
collaboration anddecision making are
working well
believe theiremployees are fullyaligned with thecorporate purpose
23%
14%
are excellent at buildinga differentiatedemployee experience
22%
are using designthinking as part of
crafting theemployee experience
10%
Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016
79%Very importantor important
Performance management:Play a winning hand
Capabilities toimplement
performancemanagement
have improved by10% since 2015
Agile goal management,check-ins, and continuousfeedback are becomingcommon; new models ofevaluation and rewardsare next
The focus has shiftedfrom talking about peopleto talking with people inopen conversations
78%Very importantor important
Leadership disrupted:Pushing the boundaries
The leadership gaphas become larger;organizationalcapabilities to addressleadership
feel they havestrong digitalleaders in place
5%
72%developing newleadership programsfocused on digitalmanagement
dropped by 2%
78%Very importantor important
Digital leadership required shifts in how leaders mustthink, how leaders must act, and how leaders must react
are redesigningtheir HR programsto leverage digitaland mobile tools
HR is being asked tohelp lead the digitaltransformation in 3 areas:
Digital HR:Platforms, people, and work
56%
Digital workforce Digital workplace Digital HR
are using someform of artificialintelligence (AI)technology todeliver HR solutions
33%
73%Very importantor important
report theyhave usable
data
People analytics:Recalculating the route
8%
have a goodunderstandingof which talentdimensions driveperformance
9%have broadly deployed HRand talent scorecards forline managers
15%
New tools are emerging and analyticsare shifting from push to pull
71%Very importantor important
report the CEOis the primarysponsor ofdiversity andinclusion program
38%
Diversity and inclusion:The reality gap
believediversity andinclusion is acompetitiveadvantage
78%
Traits of aninclusive leader:commitment,courage, cognizanceof bias, curiosity,cultural intelligence,collaboration
69%Very importantor important
report being ready to manage aworkforce with people, robots,and AI working side by side
17%
Future of work:The augmented workforce
41%have fully implemented ormade significant progressin adopting cognitive andAI technologies
believe their use of off-balancesheet talent will grow significantlyin the next 3–5 years, but 49%are not able to managecontingent labor well
66%
63%Very importantor important
Call to actionfor HR andbusiness leadersto understandthe significantimpact of changeand develop newrules for people,work, andorganizations New rules
reflect the shifts inmindset, behavior,and actions requiredto lead, organize,motivate, access,manage, and engagethe 21st-centuryworkforce
A new game requires new rules
Rewrite the rules
@DeloitteTalent
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