Global Human Capital Trends 2014: Engaging the 21st-century workforce
Global Human Capital Trends 2014
Engaging the 21st-century workforce
As the world comes out of the recession, organizations see a new
workforce, one that’s younger, more demanding, and more dynamic
than ever. Our research identiﬁed 12 critical trends that are helping
drive the human capital agenda for the coming year. These global
trends demand change, investment, and focus: Here’s your roadmap for
the coming year.
Join us on the journey to high performance by exploring these 12
trends, and visit our new Deloitte Global Human Capital Dashboard to
learn about the talent issues impacting your industry, your geography,
and your business.
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How were the trends selected?
To gain insights into the 2014 global human capital trends, we conducted a survey in the last
quarter of 2013 that included 2,532 business and HR leaders in 94 countries. We also
interviewed more than 50 CHROs, VPs of Talent Management, CLOs and other business
leaders. The survey covered the major industries and all of the world’s geographies. Our goal
was to better understand the priorities and preparedness of executives and HR professionals
around the world, enabling us to provide insights on what leaders can do to drive the talent
and HR agenda.
Across all respondents to our global survey this year, companies cite four issues as the most
urgent: leadership, retention and engagement, the reskilling of HR, and talent acquisition and
access. But in many cases, respondents don’t believe their organizations are ready to take on
these challenges. In fact, for almost every trend we identiﬁed, readiness scores lag
behind—sometimes far behind—the trend’s perceived urgency.
Perhaps HR executives are being tough on themselves and their functions when they grade
themselves an overall C-minus. But given the importance that both business and HR leaders
place on the human capital and talent agenda, 2014 is a moment to reﬂect and to take
action. What can be done? What should be done differently? What might be improved to
move the needle in critical areas? Use these ﬁndings to understand your organization’s
current state, its desired future, and the way you might bridge the gap.