6 human capitaltrends and priorities
Presented by,
Gladwin Samuel
What are the key drivers for Change?
• Unprecedented economic change
• Some workforce challenges….
• Different tech for different generations
• Technological and social enablers
• Talent management agenda
• The HR Vendor market and services are evolving
Key Requirements for change…...
1.
2.
3.
4.
Increased Productivity
More responsive Workforce
Increased collaboration
Worker Mobility enabledtechnology
Better tools and data
Value for Money
by
5.
6.
es
HR Transformation
5HR
Strategy
20%25%
ImprovingPerformance
40%
70% 40%Transactions
% Resourc
Introduction to Deloitte
• Deloitte, is one of the "Big Four" professional services firms along with PricewaterhouseCoopers (PwC), Ernst & Young, and KPMG.
• Its global headquarters are located in New York City, United States
• Deloitte provides audit, tax, consulting, enterprise risk and financial advisory services with more than 200,000 professionals in over 150 countries
• In FY 2012–13, it earned a record $32.4 billion USD in revenues
The 61
human capital trends for the futureTransforming HR to meet new business priorities
The war to develop talent is on the rise2
Organization acceleration: Get more valueyour change initiatives
Branding the workplace to attract talent
out of3
4
Leadership.next: Debunking the superhero myth5
Boards are changing the HR game6
trend1
Transforming HR to meetnew business priorities
67% of the respondents think thatthis trend is highly relevant today
FactsHR is too focused on operational excellence.HR business partners supporting employee
relations and performance management versus
workforce planning and business talent
strategies.
AnswersFocus on developing talent and leadership to support
long-term strategies...not just for the immediate future.
Concentrate on areas such as talent, emerging markets
and the HR organization.
2trend
The war toon
developtalent is the rise
67% ofthis trend
the respondents think thatis highly relevant today
FactsOne-third of employers can’t find skilledworkers.
The competition for scarce talent with specialized
skills knows no borders.
We risk losing our best and brightest.
Employee-turnover costs are escalating.
AnswersImprove employee engagement.
Focus on building employee capabilities.
Hire people for their future potential, don’t just fill roles.
Create new career models that are less process-based,
more project-based.
trend 3
Organization acceleration:Get more value out ofchange initiatives
your
62% of the respondents think thatthis trend is highly relevant today
FactsFaced with tougher and more numerous challenges,
organizations want more from their change
initiatives.Analysts, owners and investors want organizational
change to produce quantifiable and sustainable
results more quickly.
They see off-the-shelf change programs as
commodities that produce mediocre results.
AnswersAnalyze “big data” to locate and focus on
change initiatives that get results.
Get buy in from senior leaders to drive those initiatives.
Focus on initiatives to deliver impacts that last.
trend 4
Branding the workplaceto attract talent
59% of the respondents think thatthis trend is highly relevant today
FactsSocial media has erased whatever lines used to
exist between the corporate brand and the talent
brand.In a knowledge-based economy, a company’s brand is
only as good the reputation of the people who work for it.
Canada has the potential to be a very attractive
destination for top talent – but are we ready?
AnswersImprove employment flexibility and elasticity: letbe from anywhere and work from anywhere.
talent
Increase speed and volume of accreditationqualified immigrants.
for
Match post-secondary course offerings toemployment market demand.Promote diversity and inclusion.Create strong bonds to help retain and attract
your future talent.
trend 5
Leadership.next:Debunking thesuperhero myth
57% of the respondents thinkthatthis trend is highly relevant today
FactsYesterday’s leadership theories have not kept
pace with today’s fast and disruptive marketplace.
There is no longer a single model of leadership that fits
all situations.
An agile and disruptive marketplace requires leaders
with specializations.
AnswersAnticipate HR programs based on the
organization’s business strategy.
Assign non-HR executives to HR leadership roles
to increase the department’s understanding of the
business and to deliver more practical talent
solutions.
trend 6
Boards are changingthe HR game
57% of the respondentsthink thatthis trend is highly relevant today
Facts
There is growing scrutiny and oversight of the
value delivered by leadership.
Quality of leadership influences all investment and
strategy deliberations.
It’s a concern for owner-managed businesses as
well as multinationals.
AnswersDevelop a talent strategy: build a talent-intelligent
board and organization.Pull CHROs deeper into business strategy – and
earlier in the process.Re-assure the board that the talent risk is being
managed proactively.
Thank You.
NO QUESTIONS PLS