The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.

1. 2017: Where are we
going?
Trends in HC, Recruitment, &
Assessment

2. HC Trends
Global Human Capital Trends 2016. Deloitte University Press.
7,000 business and HR leaders from 130 countries.
1

4. Organizational design:
The rise of teams
From traditional,
functional models
toward interconnected,
flexible teams.
A“network of teams” in
which companies build
and empower teams to
work on specific
business projects and
challenges. people
coming together to
tackle projects, then
disbanding and moving
on to new assignments
once the project is
complete.
Challenge:
14% believe they are
ready.
21% feel expert at
building cross-
functional teams.
12 % understand the
way their people work
together in networks

5. Leadership awakened:
Generations, teams, science
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.
need to raise the bar in
terms of rigor,
evidence, and more
structured and
scientific approaches
to identifying,
assessing, and
developing leaders.
Identifying great
leaders as early as
possible is an
important way to
deepen the leadership
bench and promote
dramatic change

6. Shape culture:
Drive strategy
Only 28 % of survey
respondents believe
they understand their
culture well, while only
19 % believe they have
the “right culture.”
Culture can determine
success or failure
during times of change:
Mergers, acquisitions,
growth, and product
cycles can either
succeed or fail
depending on the
alignment of culture
with the business’s
direction.

7. Engagement:
Always on
Annual engagement
surveys are being
replaced by “employee
listening” tools such as
pulse surveys,
anonymous social
tools, and regular
feedback check-ins by
managers
only 46 percent of
companies report that
they are prepared to
tackle the engagement
challenge.
The rise of “employee
listening "officer, an
important new role for
HR

8. Learning:
Employees take charge
Employees demand
continuous learning
opportunities through
innovative platforms
tailored to their
individual schedules.
Many learning and
development
organizations are still
struggling with
internally focused and
outdated platforms
and static learning
approaches.
The learning
environment feels like a
consumer website that
provides videos, courses,
content, and access to
experts—as
well as recommendation
engines that help people
find precisely what they
need.

9. Design thinking:
Crafting the employee experience
Design thinking means
focusing on the person
and the experience, not
the process.
Instead of building
“programs” and
“processes,” leading
HR organizations are
studying people to help
develop interventions,
apps, and tools that
help make employees
less stressed and more
productive.
Design thinking is
emerging as a best
practice for leading
companies and
innovative HR
organizations.

10. Changing skills of the HR organization :
Growing momentum toward a new mandate
68% report their
companies have solid
development programs
for HR professionals.
Four out of ten
executives report their
companies are ready to
address the skills gaps
in HR.
HR teams are learning
to experiment with new
ideas.

11. People analytics:
Gaining speed
Companies are
building people
analytics teams, rapidly
replacing legacy
systems, and
combining separate
analytics groups within
HR into one strategic
function.
Leveraging external
data—such as data
from social networking
platforms, employment
brand data, data on
hiring patterns, and
external turnover and
demographic data—to
predict workforce
trends and target top
talent.
Employee feedback
and engagement
systems, real-time
narrative analysis, and
off-the-shelf predictive
models from almost
every talent
management vendor
are now available.

12. Digital HR:
Revolution, not evolution
Innovative HR
organizations are
integrating mobile and
cloud technologies to
build an app-based set
of services designed to
incorporate HR
programs into an
employee’s daily life.
42 percent of
companies are
adapting their existing
HR systems for mobile,
device delivered, just-
in-time learning.
59 percent are
developing mobile apps
that integrate back office
systems for ease of use by
employees.
51 percent are leveraging
external social networks in
their own internal apps for
recruitment and employee
profile management

13. Workforce management:
Distraction or disruption?
The concept of
“contingent workforce
management” is being
reshaped by the “gig
economy”— networks
of people who make a
living working without
any formal
employment
agreement—as well as
by the increased use of
machines as talent.
Almost half of the
executives surveyed
(42 percent) expect to
increase or significantly
increase the use of
contingent workers in
the next three to five
years.
43 percent anticipate
greater deployment
of robotics and
cognitive technologies.

14. Recruitment Trends2

15. Talent acquisition
has a prominent
seat at the
executive table.
Talent leaders feel confident that their
department is helping define the future of
their company. Over 83% of them say
talent is the number one priority in their
organization.

16. Recruiters will be
even busier this year
and are focusing on
quality of hire.
56% of leaders say that their team’s
hiring volume will increase and in order to
measure success they are focusing on
how long a new hire stays at the
company, hiring manager satisfaction,
and time to fill.

17. Budgets go to
traditional tactics,
but branding tops
investment wish list.
While nearly 70% of recruiting budgets
are spent on job boards, recruiting tools,
and staffing agencies, talent leaders
identify employer branding as the #1 area
where they wish they could invest more.

18. Effective employer
brand messaging
focuses on culture
and career growth.
Over 80% of leaders acknowledge that
employer branding has a significant
impact on their ability to hire talent.
Candidates reveal that companies can
pique their interest if they talk about
career growth, company culture, and
challenges.

19. Diversity, screening
automation, and data
are key future
trends.
Automating the screening and hiring
process in order to eliminate human bias
and time limitations will shape the future
of recruiting. Big enterprises focus more
on harnessing big data.

20. Diversity, screening
automation, and data
are key future
trends.
Automating the screening and hiring
process in order to eliminate human bias
and time limitations will shape the future
of recruiting. Big enterprises focus more
on harnessing big data.

21. “
How about the talent?

22. “
How about the talent?

23. “
How about the talent?

24. “
How about the talent?

25. “
How about the talent?

26. “
How about the talent?

27. Assessment Trends3

28. Online
Assessment
is growing

29. Assessment can predict which
candidates will be strong performers

30. The use of psychometric
assessment is increasing

31. Development centres,
assessment centres, integrity
& value questionnaire, & SJT
are the fastest growing tools.

32. Mobile assessment has
become part of the
talent agenda.

33. Talent analytics are
being used in nearly
half of organisation

34. Cost is an obstacle to
the increased use of
assessment.

35. Thanks!
Any questions?