Canadian human capital trends 2013


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To build leadership and talent, organizations need to do more than maintain good employee relations: they need to focus on direct organizational benefits that solve business problems.

HR is strategic
Deloitte’s survey of 1,300 senior business leaders in 59 countries reveals current and emerging human capital trends influencing the future course of talent, HR and business in general.

The world’s leading organizations are raising their sights, and pivoting from the great recession to the new horizons of 2020 with a focus on talent, globalization, growth, and innovation.

The Canadian perspective
Relative to their global peers, Canadian executives have a greater focus on “branding the workplace”— an increasingly important strategy for attracting and retaining critical talent. This and other Canadian trends are discussed in Resetting horizons: Canadian human capital trends 2013.

Global trends
Resetting horizons: Human capital trends 2013 reveals 13 global trends shaping talent, HR and global business over the coming years.

Business success relies on talent that has that “competitive edge”. To prosper, your organization will have to ensure its approach to acquiring, retaining and managing talent is aligned with its core strategies. It’s time to put human capital at the top of your strategic agenda.

Deloitte conducted a survey of more than 1,300 business leaders and HR executives in 59 regions across the world’s major economic regions between January and February, 2013.

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Canadian human capital trends 2013

  1. 1. 6 human capitaltrends and prioritiesDriving decisions for Canadiancorporate leadersResetting horizons | Canadian human capital trends 2013
  2. 2. The 6human capital trends for 2013Transforming HR to meet new business prioritiesThe war to develop talent is on the riseOrganization acceleration: Get more value out ofyour change initiativesBranding the workplace to attract Debunking the superhero mythBoards are changing the HR game123456
  3. 3. 67%of the respondents think thatthis trend is highly relevant todayTransforming HR to meetnew business prioritiestrend1
  4. 4. HR is too focused on operational excellence.HR business partners supporting employeerelations and performance management versusworkforce planning and business talent strategies.Facts
  5. 5. Focus on developing talent and leadership to supportlong-term strategies...not just for the immediate future.Concentrate on areas such as talent, emerging marketsand the HR organization.Answers
  6. 6. The war to developtalent is on the rise67% of the respondents think thatthis trend is highly relevant todaytrend2
  7. 7. One-third of Canadian employers can’t find skilled workers.The competition for scarce talent with specializedskills knows no borders.We risk losing our best and brightest.Employee-turnover costs are escalating.Facts
  8. 8. Improve 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.Answers
  9. 9. 62% of the respondents think thatthis trend is highly relevant todayOrganization acceleration:Get more value out of yourchange initiativestrend3
  10. 10. Faced with tougher and more numerous challenges,organizations want more from their change initiatives.Analysts, owners and investors want organizationalchange to produce quantifiable and sustainableresults more quickly.They see off-the-shelf change programs ascommodities that produce mediocre results.Facts
  11. 11. Analyze “big data” to locate and focus on changeinitiatives that get results.Get buy in from senior leaders to drive those initiatives.Focus on initiatives to deliver impacts that last.Answers
  12. 12. 59% of the respondents think thatthis trend is highly relevant todayBranding the workplaceto attract talenttrend4
  13. 13. Social media has erased whatever lines used to existbetween the corporate brand and the talent brand.In a knowledge-based economy, a company’s brand isonly as good the reputation of the people who work for it.Canada has the potential to be a very attractivedestination for top talent – but are we ready?Facts
  14. 14. Improve employment flexibility and elasticity: let talentbe from anywhere and work from anywhere.Increase speed and volume of accreditation forqualified immigrants.Match post-secondary course offerings toemployment market demand.Promote diversity and inclusion.Create strong bonds to help retain and attractyour future talent.Answers
  15. 15. 57% of the respondents think thatthis trend is highly relevant thesuperhero mythtrend5
  16. 16. Yesterday’s leadership theories have not kept pacewith today’s fast and disruptive marketplace.There is no longer a single model of leadership that fitsall situations.An agile and disruptive marketplace requires leaderswith specializations.Facts
  17. 17. Anticipate HR programs based on the organization’sbusiness strategy.Assign non-HR executives to HR leadership rolesto increase the department’s understanding of thebusiness and to deliver more practical talent solutions.Answers
  18. 18. 57% of the respondents think thatthis trend is highly relevant todayBoards are changingthe HR gametrend6
  19. 19. There is growing scrutiny and oversight of the valuedelivered by leadership.Quality of leadership influences all investment andstrategy deliberations.It’s a concern for owner-managed businesses aswell as multinationals.Facts
  20. 20. Develop a talent strategy: build a talent-intelligentboard and organization.Pull CHROs deeper into business strategy – andearlier in the process.Re-assure the board that the talent risk is beingmanaged proactively.Answers
  21. 21. Read the full
  22. 22. Deloitte, one of Canada’s leading professional services firms, provides audit, tax, consulting, and financial advisory services.Deloitte LLP, an Ontario limited liability partnership, is the Canadian member firm of Deloitte Touche Tohmatsu Limited. Deloitteoperates in Quebec as Deloitte s.e.n.c.r.l., a Quebec limited liability partnership.Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its networkof member firms, each of which is a legally separate and independent entity. Please see for a detaileddescription of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.© Deloitte LLP and affiliated entities.Designed and produced by the Deloitte Design Studio, Canada. 13-3299