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1 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
2019 Deloitte
Human Capital
Trends
Leadingthe
social
enterprise:
Reinvent
with
ahuman
focus
2 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
9 Y E A R S A G O 5 Y E A R S A G O 1 Y E A R A G O
HR- only focus
We were focused on talking
about Human Capital
challenges, but we were
really focused on talking
about these issues through
an HR lens.
Organizational focus
We started talking about
networks of teams and
changes in the organization
that needed to happen.
The Social Enterprise
Having developed from HR
challenges to organisational
challenges, Human Capital
Trends have now emerged to be
societal challenges.
TheevolutionoftheHCTrendsReport
3 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Increased
engagement
Increased
collaboration
ECOSYSTEM
(Externalfocus)
ENTERPRISE
(Internalfocus)
F U N C T I O N A L
(Siloed operating model)
S Y M P H O N I C
(“Network of teams” operating model)
Traditional
organization
The social enterprise
MacroforcesthatgaverisetotheSocial
Enterprisecontinuetogrowstronger
4 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
A S O C I AL E N T E R P R I S E
…listens, invests in and
manages the change that
shapes today’s world.
…has a responsibility to be a
good citizen, role model, and
promote collaboration.
…combines revenue growth and
profit-making with the need to
respect and support its
environment and stakeholder
network.
Thesocialenterpriseisheretostay
5 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
The alternative
workforce: It’s now
mainstream
From jobs to
superjobs
Leadership for the 21st
century: The
intersection of the
traditional and the new
From employee
experience to human
experience: Putting
meaning back into work
Organizational
performance:
It’s a team sport
Rewards:
Closing the gap
Accessing talent:
It’s more than
acquisition
T h e 1 0 H u m a n C a p i t a l Tr e n d s
The future
of the
workforce
The future
of the
organization
The future
of HR
Learning in
the flow of
life
Talent mobility:
Winning the war
on the home front
HR cloud:
A launch pad,
not a destination
3 C AT E G O R I E S
Whatdoesreinventwithahumanfocusmean?
The2019HumanCapitalTrendsResults
6 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
Future
of the
workforce
The Workforce is diverse:
leveraging different types of
workers, and an alternative
workforce is now
mainstream.
Organizations have to
recognize the shift to create
belonging in the
organization.
This changing workforce
needs a new kind of leader
that is focused on creating
a sense of belonging, is
empathetic, and is able to
influence.
1
7 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
8% of
respondents
had established
processes to
manage and
develop
alternative
workforce
sources
The alternative
workforce: It’s
now mainstream
41% of our survey respondents
considered this issue important or very
important
By 2020, the number of self-employed workers in the
United States is projected to triple to
42 million people
Best practices to access
and deploy alternative
workers are just now being
invented. Organizations
must be more flexible in
adapting to these new
work arrangements.
Call to action:
Use innovative approaches to
move beyond managing these
people to optimizing and
leveraging them in order to
create new connections.
8 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
13% believed
automation will
eliminate a significant
number of positions
B U T, O N LY
80% of
respondents
indicated that they
expect the use of
cognitive and AI to
increase or increase
significantly over the
next 3 years
From jobs to
superjobs
To be able to take full
advantage of technology,
organizations must
redesign jobs to focus on
finding the human
dimension of work. This
will create new superjobs.
Call to action:
Reimagine work to integrate
new technologies to remain
sensitive to stakeholder and
societal expectations so that
needs of all workers are met.
9 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
Y E T O N LY
80% of respondents thought that
the 21st-century leadership has unique and new
requirements that are important or very important to
the organization's success
and 30% were effectively developing
leaders to meet evolving challenges
25% said they are
effectively building digital
leaders
Leadership for
the 21st century
CEOs are pressured to take a
position on social issues,
C-suite executives are being
asked to work more
collaboratively across
functions. But organizations are
still largely promoting traditional
models and mindsets.
Call to action:
Refresh views on context
characterized by changing
demographics, customer
expectations, influx of new
technologies and rapid pace of
change.
10 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
Future
of the
organization
The future of the
organization is
experienced-focused and
centred on putting meaning
back to work, team-
oriented and personalized
to ways in which individuals
want to be recognized and
rewarded.
2
11 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
42% thought that workers were satisfied
or very satisfied with day-to-day work practices
84% of respondents rated the need to
improve “the employee experience” as important
or very important and 28%rated it urgent
From employee -
to human
experience
To address the human
experience at work means to
build an understanding of
worker aspirations to
connect work back to the
impact it has on not only the
organization, but society as
a whole.
Call to action:
Expand the concept of
employee experience to
human experience in order to
better understand employee
aspirations. This helps in
connecting work back to its
impact.
12 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
6%of respondents rated themselves as very
effective at managing cross-functional teams
Y E T O N LY
53% of those with cross-functional teams
had seen significant improvement in performance
Organizational
performance:
It’s a team sport
The shift from hierarchies
to teams is well underway.
Yet most organizations
have not yet refreshed
leadership, job design, and
rewards accordingly.
Call to action:
Erase barriers which do not
fully support a team based
operating model of work.
13 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
14% of organizations surveyed did not feel
they know what rewards their employees value
Only 11%
of respondents
believed that their
rewards systems
were highly
aligned with their
organizational
goals
Rewards:
Closing the gap
Rewards programs are
falling behind both internal
and external expectations.
For workers, rewards mean
more than money. They are
looking for personalized
rewards that meet their
needs.
Call to action:
Focus on building relationships
with workers to understand their
values and needs, and delivering
rewards that address these values
and needs in ways that support
teaming and motivate
performance.
The No.1answer for what employees value
is not money, but the value of their work to them
14 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
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reserved.
Future
of HR
HR accesses capabilities
and not just people,
embeds learning into every
aspect of day-to-day work,
promotes mobility as a
primary means of
development and
engagement and leverages
technology to drive
continuous reinvention.
3
15 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
Yet only
6% of respondents believed
their organization had best-in-class processes
and technology when it comes to attracting the
best talent
16% said it was one of the three most
urgent issues their organization would face in 2019
70% of respondents cited
recruitment as an important issue
Accessing talent:
It’s more than
acquisition
As the job market remains
competitive and
organizations’ skills
requirements undergo rapid
change, it’s time for
organizations to think about
how they can continuously
access talent.
Call to action:
Look for internal mobility and
new technologies to facilitate
access to essential talents
because the focus is on
assessing people with the right
capabilities.
16 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
O N LY
86% of
respondents cited
reinventing the way
people learn as
important or very
important — the
number-one trend for
2019
Only
10%
said their
organizations were
“very ready” to
address this subject
Learning in the
flow of life
Learning is evolving to
become more integrated with
work, more personal and it is
shifting toward lifelong
models. Effective reinvention
requires a culture that
supports continuous
learning.
Call to action:
Integrate learning into the flow
of work and life, and empower
people to actively develop
throughout their lives.
17 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
45% said employees lack visibility into
internal positions
49% of respondents had few, if any, tools to
identify and move people into new internal roles
Talent mobility:
Winning the war
on the home front
To fuel growth,
organizations need to
more effectively tap their
current workforce to
identify and deploy people
with the required skills,
capabilities, motivation
and knowledge.
Call to action:
Create an internal talent and
career market that is competitive
with dynamic external talent
markets. Furthermore rebuild
mobility and career strategies
and programs.
18 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
25%of
respondents reported
effectively using
cloud-based HR
technologies with
apps or fully
integrated HR
platforms
74% of
respondents cited HR
technology as
important or very
important
HR cloud:
A launch pad, not
a destination
Cloud based systems
can give organizations a
solid foundation for
integrating the explosion
of new tools that HR
software vendors are
now developing.
Call to action:
Integrate cloud platforms with
cognitive technologies, AI and
robotics and deploy technologies
that improve workers’ digital
experience.
19 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
28%
33%
39%
33%
37%
41%
40%
41%
43%
46%
41%
65%
66%
69%
70%
74%
76%
80%
84%
86%
0% 20% 40% 60% 80% 100%
Alternative workforce
Teams
Jobs
Rewards
Talent acquisition
HR Technology
Talent mobility
Leadership
Employee experience
Learning
Important or Very Important Ready or Very Ready
HumanCapitalTrends2019byimportance
andreadiness
Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved.
Contact us
Myriam Denk
Partner, Head of Human Capital Consulting
Switzerland
mydenk@deloitte.ch
+41 58 279 67 92
Matthias Thalmann
Partner, Human Capital Consulting
Switzerland
matthiasthalmann@deloitte.ch
+ 41 58 279 70 76
Veronica Melian
Partner, Human Capital Consulting
Switzerland
vcmelian@deloitte.ch
+41 58 279 61 61
Deloitte.com/ch/humancapitaltrends
Experience Deloitte’s Human Capital Trends
research like never before:
Access the new app at
https://hctrendsapp.deloitte.com/

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Explore the Swiss results in more detail

  • 1. 1 | Copyright © 2019 Deloitte Development LLC. All rights reserved. 2019 Deloitte Human Capital Trends Leadingthe social enterprise: Reinvent with ahuman focus
  • 2. 2 | Copyright © 2019 Deloitte Development LLC. All rights reserved. 9 Y E A R S A G O 5 Y E A R S A G O 1 Y E A R A G O HR- only focus We were focused on talking about Human Capital challenges, but we were really focused on talking about these issues through an HR lens. Organizational focus We started talking about networks of teams and changes in the organization that needed to happen. The Social Enterprise Having developed from HR challenges to organisational challenges, Human Capital Trends have now emerged to be societal challenges. TheevolutionoftheHCTrendsReport
  • 3. 3 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Increased engagement Increased collaboration ECOSYSTEM (Externalfocus) ENTERPRISE (Internalfocus) F U N C T I O N A L (Siloed operating model) S Y M P H O N I C (“Network of teams” operating model) Traditional organization The social enterprise MacroforcesthatgaverisetotheSocial Enterprisecontinuetogrowstronger
  • 4. 4 | Copyright © 2019 Deloitte Development LLC. All rights reserved. A S O C I AL E N T E R P R I S E …listens, invests in and manages the change that shapes today’s world. …has a responsibility to be a good citizen, role model, and promote collaboration. …combines revenue growth and profit-making with the need to respect and support its environment and stakeholder network. Thesocialenterpriseisheretostay
  • 5. 5 | Copyright © 2019 Deloitte Development LLC. All rights reserved. The alternative workforce: It’s now mainstream From jobs to superjobs Leadership for the 21st century: The intersection of the traditional and the new From employee experience to human experience: Putting meaning back into work Organizational performance: It’s a team sport Rewards: Closing the gap Accessing talent: It’s more than acquisition T h e 1 0 H u m a n C a p i t a l Tr e n d s The future of the workforce The future of the organization The future of HR Learning in the flow of life Talent mobility: Winning the war on the home front HR cloud: A launch pad, not a destination 3 C AT E G O R I E S Whatdoesreinventwithahumanfocusmean? The2019HumanCapitalTrendsResults
  • 6. 6 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. Future of the workforce The Workforce is diverse: leveraging different types of workers, and an alternative workforce is now mainstream. Organizations have to recognize the shift to create belonging in the organization. This changing workforce needs a new kind of leader that is focused on creating a sense of belonging, is empathetic, and is able to influence. 1
  • 7. 7 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 8% of respondents had established processes to manage and develop alternative workforce sources The alternative workforce: It’s now mainstream 41% of our survey respondents considered this issue important or very important By 2020, the number of self-employed workers in the United States is projected to triple to 42 million people Best practices to access and deploy alternative workers are just now being invented. Organizations must be more flexible in adapting to these new work arrangements. Call to action: Use innovative approaches to move beyond managing these people to optimizing and leveraging them in order to create new connections.
  • 8. 8 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 13% believed automation will eliminate a significant number of positions B U T, O N LY 80% of respondents indicated that they expect the use of cognitive and AI to increase or increase significantly over the next 3 years From jobs to superjobs To be able to take full advantage of technology, organizations must redesign jobs to focus on finding the human dimension of work. This will create new superjobs. Call to action: Reimagine work to integrate new technologies to remain sensitive to stakeholder and societal expectations so that needs of all workers are met.
  • 9. 9 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. Y E T O N LY 80% of respondents thought that the 21st-century leadership has unique and new requirements that are important or very important to the organization's success and 30% were effectively developing leaders to meet evolving challenges 25% said they are effectively building digital leaders Leadership for the 21st century CEOs are pressured to take a position on social issues, C-suite executives are being asked to work more collaboratively across functions. But organizations are still largely promoting traditional models and mindsets. Call to action: Refresh views on context characterized by changing demographics, customer expectations, influx of new technologies and rapid pace of change.
  • 10. 10 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. Future of the organization The future of the organization is experienced-focused and centred on putting meaning back to work, team- oriented and personalized to ways in which individuals want to be recognized and rewarded. 2
  • 11. 11 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 42% thought that workers were satisfied or very satisfied with day-to-day work practices 84% of respondents rated the need to improve “the employee experience” as important or very important and 28%rated it urgent From employee - to human experience To address the human experience at work means to build an understanding of worker aspirations to connect work back to the impact it has on not only the organization, but society as a whole. Call to action: Expand the concept of employee experience to human experience in order to better understand employee aspirations. This helps in connecting work back to its impact.
  • 12. 12 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 6%of respondents rated themselves as very effective at managing cross-functional teams Y E T O N LY 53% of those with cross-functional teams had seen significant improvement in performance Organizational performance: It’s a team sport The shift from hierarchies to teams is well underway. Yet most organizations have not yet refreshed leadership, job design, and rewards accordingly. Call to action: Erase barriers which do not fully support a team based operating model of work.
  • 13. 13 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 14% of organizations surveyed did not feel they know what rewards their employees value Only 11% of respondents believed that their rewards systems were highly aligned with their organizational goals Rewards: Closing the gap Rewards programs are falling behind both internal and external expectations. For workers, rewards mean more than money. They are looking for personalized rewards that meet their needs. Call to action: Focus on building relationships with workers to understand their values and needs, and delivering rewards that address these values and needs in ways that support teaming and motivate performance. The No.1answer for what employees value is not money, but the value of their work to them
  • 14. 14 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. Future of HR HR accesses capabilities and not just people, embeds learning into every aspect of day-to-day work, promotes mobility as a primary means of development and engagement and leverages technology to drive continuous reinvention. 3
  • 15. 15 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. Yet only 6% of respondents believed their organization had best-in-class processes and technology when it comes to attracting the best talent 16% said it was one of the three most urgent issues their organization would face in 2019 70% of respondents cited recruitment as an important issue Accessing talent: It’s more than acquisition As the job market remains competitive and organizations’ skills requirements undergo rapid change, it’s time for organizations to think about how they can continuously access talent. Call to action: Look for internal mobility and new technologies to facilitate access to essential talents because the focus is on assessing people with the right capabilities.
  • 16. 16 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. O N LY 86% of respondents cited reinventing the way people learn as important or very important — the number-one trend for 2019 Only 10% said their organizations were “very ready” to address this subject Learning in the flow of life Learning is evolving to become more integrated with work, more personal and it is shifting toward lifelong models. Effective reinvention requires a culture that supports continuous learning. Call to action: Integrate learning into the flow of work and life, and empower people to actively develop throughout their lives.
  • 17. 17 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 45% said employees lack visibility into internal positions 49% of respondents had few, if any, tools to identify and move people into new internal roles Talent mobility: Winning the war on the home front To fuel growth, organizations need to more effectively tap their current workforce to identify and deploy people with the required skills, capabilities, motivation and knowledge. Call to action: Create an internal talent and career market that is competitive with dynamic external talent markets. Furthermore rebuild mobility and career strategies and programs.
  • 18. 18 | Copyright © 2019 Deloitte Development LLC. All rights reserved. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. 25%of respondents reported effectively using cloud-based HR technologies with apps or fully integrated HR platforms 74% of respondents cited HR technology as important or very important HR cloud: A launch pad, not a destination Cloud based systems can give organizations a solid foundation for integrating the explosion of new tools that HR software vendors are now developing. Call to action: Integrate cloud platforms with cognitive technologies, AI and robotics and deploy technologies that improve workers’ digital experience.
  • 19. 19 | Copyright © 2019 Deloitte Development LLC. All rights reserved. 28% 33% 39% 33% 37% 41% 40% 41% 43% 46% 41% 65% 66% 69% 70% 74% 76% 80% 84% 86% 0% 20% 40% 60% 80% 100% Alternative workforce Teams Jobs Rewards Talent acquisition HR Technology Talent mobility Leadership Employee experience Learning Important or Very Important Ready or Very Ready HumanCapitalTrends2019byimportance andreadiness
  • 20. Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved. Contact us Myriam Denk Partner, Head of Human Capital Consulting Switzerland mydenk@deloitte.ch +41 58 279 67 92 Matthias Thalmann Partner, Human Capital Consulting Switzerland matthiasthalmann@deloitte.ch + 41 58 279 70 76 Veronica Melian Partner, Human Capital Consulting Switzerland vcmelian@deloitte.ch +41 58 279 61 61 Deloitte.com/ch/humancapitaltrends Experience Deloitte’s Human Capital Trends research like never before: Access the new app at https://hctrendsapp.deloitte.com/