《2016英文版人力资本趋势报告（德勤）.pdf》由会员分享，可在线阅读，更多相关《2016英文版人力资本趋势报告（德勤）.pdf（124页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、Global Human Capital Trends 2016 The new organization: Different by designDeloittes 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
2、 performance. Visit the “Human Capital” area of to learn more.ContentsIntroduction: The new organization | 1 Different by designOrganizational design | 17 The rise of teamsLeadership awakened | 27 Generations, teams, scienceShape culture | 37 Drive strategyEngagement | 47 Always onLearning | 57 Emp
3、loyees take chargeDesign thinking | 67 Crafting the employee experienceHR | 77 Growing momentum toward a new mandatePeople analytics | 87 Gaining speedDigital HR | 97 Revolution, not evolutionThe gig economy | 105 Distraction or disruption?The new organization: Different by designIntroductionSweepin
4、g global forces are reshaping the workplace, the workforce, and work itself. To help organizations and their leaders understand these changes, Deloitte presents the 2016 Global Human Capital Trends report, based on more than 7,000 responses to our survey in over 130 countries around the world. THE t
5、heme of this years report“The new organization: Different by design” reflects a major finding: After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organization itself, with 92 percent of
6、 survey participants rating this as a critical priority. The “new organization,” as we call it, is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders. To lead this shift toward the new organization, CEOs and HR leade
7、rs are focused on understanding and creating a shared culture, designing a work environment that engages people, and constructing a new model of leadership and career development. In competition for skilled people, organizations are vying for top talent in a highly transparent job market and becomin
8、g laser-focused on their external employment brand. Executives are embrac- ing digital technologies to reinvent the work- place, focusing on diversity and inclusion as a business strategy, and realizing that, without a strong learning culture, they will not succeed.Amidst these changes, the HR funct
9、ion is taking on a new role as the steward and designer of these new people processes. The mission of the HR leader is evolving from that of “chief talent execu- tive” to “chief employee experience officer.” HR is being asked to simplify its processes, help employees manage the flood of information
10、at work, and build a culture of collaboration, empowerment, and innovation. This means that HR is redesigning almost everything it doesfrom recruiting to performance man- agement to onboarding to rewards systems. To do this, our research suggests that HR must upgrade its skills to include the areas
11、of design thinking, people analytics, and behavioral economics. The new organizationDifferent by designAfter three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organization.The new organizati
12、on: Different by design1The forces of global changeWhat are the forces driving this demand to reorganize and redesign institutions around the world? We see a series of drivers coming together to create disruptive change in the talent landscape: First, demographic upheavals have made the workforce bo
13、th younger and older, as well as more diverse. Millennials now make up more than half the workforce, and they bring high expectations for a rewarding, purposeful work experience, constant learning and develop- ment opportunities, and dynamic career progres- sion. At the same time, Baby Boomers worki
14、ng into their 70s and 80s are being challenged to adapt to new roles as men- tors, coaches, and often subordinates to junior colleagues. Also, the global nature of business has made the workforce more diverse, demanding a focus on inclusion and shared beliefs to tie people together. Second, digital
15、technology is now every- where, disrupting business models and radi- cally changing the workplace and the way work is done. Technologies such as mobile devices, 3D printing, sensors, cognitive computing, and the Internet of Things are changing the way companies design, manufacture, and deliver almos
16、t every product and service, while digital disruption and social networking have changed the way organizations hire, manage, and support people. Innovative companies are figuring out how to simplify and improve the work experience by applying the disciplines of design thinking and behavioral economi
17、cs, embracing a new approach that we call “digital HR.” Third, the rate of change has accelerated. Fifty years of operating under Moores Law the axiom that computing power doubles every two yearshave not only propelled technol- ogy innovation forward but also significantly increased the pace of chan
18、ge in business as a whole, requiring organizations to be more agile. Rapid business-model innovation from companies such as Uber and Airbnb is forc- ing organizations to respond and reposition themselves quickly to meet new challenges. In our highly connected, fast-changing world, “black swan” event
19、s (those of low probability and high impact) also seem to be more signifi- cant, reinforcing the need for agility. Fourth, a new social contract is developing between companies and workers, driving major changes in the employer- employee relationship. The days when a majority of workers could expect
20、 to spend a career mov- ing up the ladder at one company are over. Young people anticipate working for many employers and demand an enriching experience at every stage. This leads to expec- tations for rapid career growth, a compelling and flexible workplace, and a sense of mission and purpose at wo
21、rk. Today, contingent, con- tract, and part-time workers make up almost one-third of the workforce,1 yet many compa- nies lack the HR practices, culture, or leader- ship support to manage this new workforce.Our global researchNow in its fourth year, Deloittes 2016 Global Human Capital Trends report
22、is one of the largest longitudinal studies of talent, leadership, and HR challenges and readiness around the world. The research described in this report involved surveys and interviews with more than 7,000 business and HR leaders from 130 countries. (See the appendix to this chapter for details on
23、survey demographics.) We see a series of drivers coming together to create disruptive change in the talent landscape.Global Human Capital Trends 20162The survey asked business and HR respondents to assess the importance of specific talent chal- lenges facing their organization. The top 10 human capi
24、tal trends for 2016In 2016, organizational design rocketed to the top of the agenda among senior executives and HR leaders worldwide, with 92 percent rating it a key priority. Perennial issues such as leadership, learning, and HR skills con- tinue to rank high in importance, as they have in each of
25、the four years of this annual study. Yet this year, a key shift is under way, as corporate leaders turn a more focused eye toward adapting their organizations design to compete successfully in todays highly chal- lenging business environment and competitive talent market. Culture and engagement are
26、also a major concern for the C-suite. This reflects, in part, the rise of social networking tools and apps that leave companies more transparent than ever, whether they like it or not. Top executives increasingly recognize the need for a conscious strategy to shape their corporate culture, rather th
27、an having it defined for them through Glassdoor or Facebook. Figure 2 presents this years trends ranked in order of their importance as rated by survey respondents.Figure 1. The 2016 Global Human Capital Trends research identified 10 important trendsGraphic: Deloitte University Press | DUPThe new or
28、ganization: Different by design3Organizational design: The rise of teamsAs companies strive to become more agile and customer-focused, organizations are shift- ing their structures from traditional, functional models toward interconnected, flexible teams. More than nine out of ten executives surveye
29、d (92 percent) rate organizational design as a top priority, and nearly half (45 percent) report their companies are either in the middle of a restructuring (39 percent) or planning one (6 percent). A new organizational model is on the rise: a “network of teams” in which companies build and empower
30、teams to work on specific busi- ness projects and challenges. These networks are aligned and coordinated with operations and information centers similar to command centers in the military. Indeed, in some ways, businesses are becoming more like Hollywood movie production teams and less like tra- dit
31、ional corporations, with people coming together to tackle projects, then disbanding and moving on to new assignments once the project is complete. This new structure has sweeping implica- tions, forcing programs such as leadership development, performance management, Graphic: Deloitte University Pre
32、ss | DUPFigure 2. The 10 trends ranked in order of importanceOrganizational design0%-10%-20%-30%10%20%30% Percentage of total responsesSomewhat/not importantVery important/important40%50%60%70%80%90%LeadershipCultureEngagementLearningDesign thinkingChanging skills of the HR organizationPeople analyt
33、icsDigital HRWorkforce management8%92%11%89%14%86%15%85%16%84%21%79%22%78%23%77%26%74%29%71%Global Human Capital Trends 20164learning, and career progression to adapt. Challenges still remain: Only 14 percent of executives believe their companies are ready to effectively redesign their organizations
34、; just 21 percent feel expert at building cross-functional teams, and only 12 percent understand the way their people work together in networks. Leadership awakened: Generations, teams, science Fully 89 percent of executives in this years survey rated the need to strengthen, reengi- neer, and improv
35、e organizational leadership as an important priority. The traditional pyramid- shaped leadership development model is simply not producing leaders fast enough to keep up with the demands of business and the pace of change. More than half of surveyed executives (56 percent) report their companies are
36、 not ready to meet leadership needs. Only 7 percent state that their companies have accelerated leader- ship programs for Millennials, although 44 percent report making progressa jump from 33 percent last year. While investment in lead- ership development has grown by 10 percent since 2015, progress
37、 has been uneven. In fact, more than one in five companies (21 percent) have no leadership programs at all.2 Our findings suggest that organizations need to raise the bar in terms of rigor, evi- dence, and more structured and scientific approaches to identifying, assessing, and devel- oping leaders,
38、 and that this process needs to start earlier in leaders careers. This is likely to also involve teaching senior leaders to take on new roles to make way for younger leaders.Shape culture: Drive strategy Last year, “culture and engagement” ranked as the most important issue overall. This year, we as
39、ked executives about culture Graphic: Deloitte University Press | DUPFigure 3. The relationship between culture and engagementCulture: The way things work around hereMission and purposeHands-on managementInclusionThe work environmentClear goalsRecognitionMeaningful workCompensationDevelopment and ca
40、reerRisk and governanceCourageTrusted leadershipInnovationReward systemsEngagement: The way people feel about the way things work around hereThe new organization: Different by design5and engagement separatelyand both placed near the top of the importance list, with 86 percent citing culture as an im
41、portant or very important issue. Why the separate rankings? Both are critical human capital issues today, and each requires a CEO-level commitment and strong support from HR if they are to be understood, measured, and improved. However, they are different concepts and need a different focus and set
42、of solutions. Culture describes “the way things work around here,” while engage- ment describes “how people feel about the way things work around here.” That said, culture and engagement are also linked. When a companys culture is aligned with its values, it attracts those who feel com- fortable in
43、that culture, which in turn helps companies to motivate people, leading to a high level of engagement (see figure 3). In this years survey, the percentage of executives who believe their companies are driving the “right culture” rose from 10 percent to 12 percenta small sign of progress. Yet fewer t
44、han one in three executives (28 percent) report that they understand their organiza- tions culture.Engagement: Always on Employee engagement is a headline issue throughout business and HR. An overwhelm- ing majority of executives in this years survey (85 percent) ranked engagement as a top prior- it
45、y (that is, important or very important). Building a compelling and meaningful work environment is a complex process.3 At the same time, the world of employee engagement and feedback is exploding. Annual engagement surveys are being replaced by “employee listen- ing” tools such as pulse surveys, ano
46、nymous social tools, and regular feedback check-ins by managers. All these new approaches and tools have given rise to the “employee listening” officer, an important new role for HR. In terms of readiness, companies are mak- ing progress. The percentage of executives who believe their organizations
47、are “very ready” to deal with engagement issues increased from 10 percent in 2015 to 12 percent in 2016, while those who feel they are “fully ready” rose from 31 percent to 34 percent. These are hope- ful signs, but even with this increase, only 46 percent of companies report that they are prepared
48、to tackle the engagement challenge. Learning: Employees take charge This year, 84 percent of executives rated learning as important or very important. This focus on learning seems appropriate, as learning oppor- tunities are among the largest drivers of employee engagement and strong workplace culturethey are part of the entire employee value proposition, not merely a way to build skills. Compared to last year, companies appear to be making strides in adopting new technolo- gies and embracing new learning models. The percentage of companies that feel comfortable incorporating massi