This document summarizes 10 key human capital trends from 2017 to 2020 according to annual surveys. The trends include the changing nature of careers, learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work involving new technologies. Organizations are shifting from hierarchies to empowered networks and teams and redesigning jobs to leverage both human and technological capabilities. Learning is becoming more continuous, personalized and integrated with work. Well-being, the hyper-connected workplace, data privacy, and social impact are also emerging as important issues.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
With the new transition taking place from competitive business environment to hi-definition competitive and sustainable environment, business houses of today drives to re-define the traditional and conventional ways to the next levels. It tries to accommodate and assimilate the global economic change due to the different perception which generation Y perceives and sees how employees employers should behave accordingly emphazing a cultural, social and emotional values of the people. The new India promoting the LPG model (Liberalization, Privatization and Globalization) policies has pushed the employers to think that human resource is the most vulnerable and indispensable product to be nurtured, formulated and shaped such that it reaps harvest as the organization develops and grows.Appreciating the value by inculcating IHRM (INNOVATIVE HUMAN RESOURCE MANAGEMENT) practices within the organization helps to foster new challenges both nationally and internationally. Human resource managers need to play the role of a change agent and a planner in the business venture. Increase in educational levels due to technological progress, mid-career training, changing composition of workforce, increased government role, emphasis on occupational health and safety, organizational development and work ethics will create an impact on productivity, performance and profit giving the organization a balanced growth to overall development. It also needs an integration of skill for in an individual to avoid surplus or under-utilized manpower. Demographic change and gender diversity is also and factor to considered towards innovation and new practices. Organizations today dwell on PCMM(People Capability Maturity Model) to lead organization towards innovation and growth. Relationship among the individuals increases the cohesiveness and creates a sense of trust belief, values within them.
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Tes...finifej
Full download : https://alibabadownload.com/product/human-resource-management-gaining-a-competitive-advantage-8th-edition-noe-test-bank/
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Test Bank
Assessing the internal environment of the firmMohsinAhmed122
The benefits and limitations of SWOT analysis in conducting the internal analysis of the firm.The primary and support activities of the firm’s value chain Advantage of the value chain within the firm and between the firm and its customers and suppliers.The different types of tangible and intangible resources, as well as organizational capabilities. The four criteria that a firm's resources must possess to maintain a sustainable advantage. The usefulness of financial ratio analysis as well as its inherent limitations.How to make meaningful comparisons of performance across a firm.The value of recognizing how the interests of a variety of stakeholders can be interrelated.
ENVIRONMENT - Overview
Macro Environmental Factors
Factors Specific to Business & Task
Industry Analysis: Analyzing the Task Environment
SWOT Analysis
Resource-Based View (RBV)
VRIO Analysis
Value Chain Analysis
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
India prison reforms 2020 & State Industry Jail Board Browne & Mohan
Reformation and rehabilitation of jail inmates is a principle laid down in the UN Standard Minimum Rules, 1955, and is the corner-stone of the correctional policy of the Government of India. Most Jails in India offer skill development, work, entrepreneurship and empowerment programmes to the inmates. Most of these initiatives are targeted at creating small manufacturing or agri-based programs with majority of produce for self consumption. In this paper we analyse current programs and suggest setting up of a state level industry Board. The paper desrcibes the structural arrangements and how scale and sustainability can be achieved.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Upcoming Trends and Challenges in Human Resource ManagementCeline George
One such disparity shown over technology is Human Resource Management. As the stream totally revolves around human resources, there is always a resist for deeper penetration of the technology. People fear that technology might outway them in carrying business operations. However, with HR tools like HR software in workplaces, people have started gradually adapting to technology.
Here are the challenges and trends that Human Resource Management will witness in the coming days.
Read More: https://www.openhrms.com/blog/upcoming-trends-and-challenges-in-human-resource-management
The digital age, with its hyperconnectivity and disruptive technologies, is forcing companies to rethink their people-management strategies. This involves changes in three major areas: Organizational model, relationships between the organization & people and leadership models & corporate culture.
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Tes...finifej
Full download : https://alibabadownload.com/product/human-resource-management-gaining-a-competitive-advantage-8th-edition-noe-test-bank/
Human Resource Management Gaining A Competitive Advantage 8th Edition Noe Test Bank
Assessing the internal environment of the firmMohsinAhmed122
The benefits and limitations of SWOT analysis in conducting the internal analysis of the firm.The primary and support activities of the firm’s value chain Advantage of the value chain within the firm and between the firm and its customers and suppliers.The different types of tangible and intangible resources, as well as organizational capabilities. The four criteria that a firm's resources must possess to maintain a sustainable advantage. The usefulness of financial ratio analysis as well as its inherent limitations.How to make meaningful comparisons of performance across a firm.The value of recognizing how the interests of a variety of stakeholders can be interrelated.
ENVIRONMENT - Overview
Macro Environmental Factors
Factors Specific to Business & Task
Industry Analysis: Analyzing the Task Environment
SWOT Analysis
Resource-Based View (RBV)
VRIO Analysis
Value Chain Analysis
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
India prison reforms 2020 & State Industry Jail Board Browne & Mohan
Reformation and rehabilitation of jail inmates is a principle laid down in the UN Standard Minimum Rules, 1955, and is the corner-stone of the correctional policy of the Government of India. Most Jails in India offer skill development, work, entrepreneurship and empowerment programmes to the inmates. Most of these initiatives are targeted at creating small manufacturing or agri-based programs with majority of produce for self consumption. In this paper we analyse current programs and suggest setting up of a state level industry Board. The paper desrcibes the structural arrangements and how scale and sustainability can be achieved.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Upcoming Trends and Challenges in Human Resource ManagementCeline George
One such disparity shown over technology is Human Resource Management. As the stream totally revolves around human resources, there is always a resist for deeper penetration of the technology. People fear that technology might outway them in carrying business operations. However, with HR tools like HR software in workplaces, people have started gradually adapting to technology.
Here are the challenges and trends that Human Resource Management will witness in the coming days.
Read More: https://www.openhrms.com/blog/upcoming-trends-and-challenges-in-human-resource-management
The digital age, with its hyperconnectivity and disruptive technologies, is forcing companies to rethink their people-management strategies. This involves changes in three major areas: Organizational model, relationships between the organization & people and leadership models & corporate culture.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
Introducing Social Employee Engagement: Shifting From Technology To PeopleMSL
Social employee engagement puts people at the centre by focusing on what inspires and
engages them to do their best work. This report offers a complete introduction to social business and sets out a roadmap for success.
Everyone acknowledges the global business environment is dynamically changing with the adoption of digital technologies, globalization of the marketplace, and changes in the global workforce (75% of the workforce will be Millennials by 2025). As organizations respond to rapid-fire changes in the global digital business environment, they are forced to restructure to compete and survive, facing the challenges of digital transformation.
But are executives prepared to manage their organizations and seize the opportunities?
In three recent studies, executives speak out candidly on their state of un-preparedness!
f
Understand the complexities of human behaviour at workplace -Rahul NamjoshiAnil Kaushik
The biggest challenge for any HR professional in media/Radio industry in the near future will centre how they leverage the evolving world of technology and countless systems designed to improve efficiency and productivity, without losing sight of the humanity that enables people to thrive in their role.
Define conflict and conflict behavior in organizations
Distinguish between functional and dysfunctional conflict
Understand different levels and types of conflict in organizations
Analyze conflict episodes and the linkages among them
Explain why conflict arises, and identify the types and sources of conflict in organizations.
Describe conflict management strategies that managers can use to resolve conflict effectively.
Understand the nature of negotiation and why integrative bargaining is more effective than distributive negotiation.
,managing conflict ,politics ,and negotiation
,
capital budgeting
,
concept of capital budgeting
,
the capital budgeting process
,
significance of capital budgeting
,
classification of investment project proposals
,
techniques of capital budgeting
,
types of project
basic organization of computer
,
input unit
,
output unit
,
storage unit
,
arithmetic logic unit (alu)
,
computer codes
,
computer for organization
,
business communication
,
payroll system
,
management information system
operating system
,
os
,
what is an os?
,
types of os
,
logical architecture of a computer system
,
basic task perform by os
,
task switching
,
utility software
,
main functions of an os
,
ddata communications and computer networks
,
basic elements of a communication system
,
coaxial cable
,
star network
,
data transmission media
,
ring network
,
hybrid network
,
completely connected network
,
multi-access bus network
,
network linking devices
,
network interface card (nic)
International Business basic concept of international business
,
approaches to international business/ modes of ent
,
barriers to international business
,
absolute advantage and comparative advantage
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...beulahfernandes8
Role in Financial System
NBFCs are critical in bridging the financial inclusion gap.
They provide specialized financial services that cater to segments often neglected by traditional banks.
Economic Impact
NBFCs contribute significantly to India's GDP.
They support sectors like micro, small, and medium enterprises (MSMEs), housing finance, and personal loans.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
1. Department of Business Administration
An Assignment on ‘Human Capital Trends 2017 to 2020’
Course code: BUS-402
Course Title: Business Communications
Submitted To:
Mohammad Shibli Shahriar
Associate Professor
Department Business Administration
Daffodil International University
Submitted BY:
212-14-311
Jubayer Alam
Department of Business of Administration
Daffodil International University
Submitted date: 11-08-2021
2. 2017
TREND 1. THE ORGANIZATION OF THE FUTURE:
ARRIVING NOW Given the pace of change and the constant pressure to adapt, it is not
surprising that executives identified building the organization of the future as the most important
challenge for 2017. In this year’s survey, nearly 60 percent of respondents rated this problem as
very important, and 90 percent rated it as important or very important. This level of interest
signals a shift from designing the new organization to actively building organizational
ecosystems and networks. Agility plays a central role in the organization of the future, as
companies race to replace structural hierarchies with networks of teams empowered to take
action.
TREND 2. CAREERS AND LEARNING:
REAL TIME, ALL THE TIME The concept of a “career” is being shaken to its core, driving
companies toward “always-on” learning experiences that allow employees to build skills quickly,
easily, and on their own terms. This year, careers and learning rose to second place in rated
importance, with 83 percent of executives identifying these issues as important or very
important. At leading companies, HR organizations are helping employees grow and thrive as
they adopt the radical concept of a career described in The 100-Year Life. 7 New learning
models both challenge the idea of a static career and reflect the declining half-life of skills
critical to the 21st-century organization.
TREND 3. TALENT ACQUISITION:
ENTER THE COGNITIVE RECRUITER as jobs and skills change, finding and recruiting the
right people become more important than ever. Talent acquisition is now the third-most-
important challenge companies face, with 81 percent of respondents calling it important or very
important. Our chapter on talent acquisition highlights how leading organizations use social
networking, analytics, and cognitive tools to find people in new ways, attract them through a
global brand, and determine who will best fit the job, team, and company. A new breed of
cognitive technologies is radically transforming recruiting, which stands at the early stages of a
revolution.
TREND 4. THE EMPLOYEE EXPERIENCE:
3. CULTURE, ENGAGEMENT, AND BEYOND Culture and engagement are vital parts of the
employee experience, and leading organizations are broadening their focus to include a person’s
first contact with a potential employer through retirement and beyond. Today, companies are
looking at employee journeys, studying the needs of their workforce, and using net promoter
scores to understand the employee experience. Workplace redesign, well-being, and work
productivity systems are all becoming part of the mandate for HR.
TREND 5. PERFORMANCE MANAGEMENT:
PLAY A WINNING HAND For the last five years, companies have been experimenting with
new performance management approaches that emphasize continuous feedback and coaching,
reducing the focus on appraisal. This year, companies are moving beyond experimentation to
deploy new models on a wide scale. Even though HR technology tools have not quite caught up,
new approaches to performance management are working, and they are increasing productivity
and changing corporate culture.
TREND 6. LEADERSHIP DISRUPTED:
PUSHING THE BOUNDARIES as companies transform and digital organizational models
emerge, leadership needs change as well. Eighty percent of our respondents say that leadership is
an important issue, and 42 percent call it very important. Organizations are clamoring for more
agile, diverse, and younger leaders, as well as new leadership models that capture the “digital
way” to run businesses. While the leadership development industry continues to struggle,
companies are pushing the boundaries of their traditional leadership hierarchies, empowering a
new breed of leaders who can thrive in a rapidly changing network.
TREND 7. DIGITAL HR:
PLATFORMS, PEOPLE, AND WORK as the enterprise as a whole becomes digital, HR must
become a leader in the digital organization. This means going beyond digitizing HR platforms to
developing digital workplaces and digital workforces, and to deploying technology that changes
how people work and the way they relate to each other at work. Fortunately, the path to digital
HR is becoming clearer, with expanded options, new platforms, and a wide variety of tools to
build the 21st-century digital organization, workforce, and workplace.
TREND 8. PEOPLE ANALYTICS:
RECALCULATING THE ROUTE Data about people at work has become more important than
ever, but the focus of people analytics has changed. Formerly a technical discipline owned by
data specialists, people analytics is now a business discipline, supporting everything from
operations and management to talent acquisition and financial performance. Readiness to
4. capitalize on people analytics remains a challenge, however. Only 8 percent of organizations
report they have usable data, while only 9 percent believe they have a good understanding of the
talent factors that drive performance.
TREND 9. DIVERSITY AND INCLUSION:
THE REALITY GAP Fairness, equity, and inclusion are now CEO-level issues around the
world. Executives can no longer abdicate diversity strategies to the CHRO or chief diversity
officer. A new focus on accountability, data, transparency, and “diversity through process” is
driving efforts around unconscious bias training and education throughout the business
community. Despite these efforts, however, we see a reality gap. Issues around diversity and
inclusion continue to be frustrating and challenging for many organizations.
TREND 10. THE FUTURE OF WORK:
THE AUGMENTED WORKFORCE Robotics, AI, sensors, and cognitive computing have gone
mainstream, along with the open talent economy. Companies can no longer consider their
workforce to be only the employees on their balance sheet, but must include freelancers, “gig
economy” workers, and crowds. These on- and off-balancesheet workers are being augmented
with machines and software. Together, these trends will result in the redesign of almost every
job, as well as a new way of thinking about workforce planning and the nature of work. Change
is already taking place: In this year’s survey, 41 percent of our respondents have either fully
implemented or made significant process in adopting cognitive and AI technologies, and another
35 percent report pilot programs
2020
Trend 1- From careers to experiences:
New pathways in a 21st-century career, the individual and his or her experiences take center
stage. Instead of a steady progression along a job-based pathway, leading organizations are
shifting towards a model that empowers individuals to acquire valuable experiences, explore new
roles and continually reinvent themselves.
Trend 2- Wellbeing:
a strategy and a responsibility As the line between work and life blurs further, employees are
demanding that organizations expand their benefits offerings to include a wide range of
5. programmers for physical, mental, financial, and spiritual health. In response, employers are
investing in wellbeing programmers as both a societal responsibility and a talent Strategy
Trend 3-The hyper-connected workplace:
will productivity reign? New communications tools are rapidly entering the workplace. But as
these tools migrate from personal life to the Workplace organizations must apply their expertise
in team management, goal-setting, and S employee development to ensure that they actually
improve organizational, team, and individual performance and promote the necessary
collaboration to truly become a social enterprise. Like the Outside world, organizations are
becoming hyper-Connected; can they also become hyper-productive?
Trend 4- People data:
how far is too far? The rapid increase in data availability and the advent of powerful people
analytics tools have generated rich opportunities for HR- but they are now also generating a
variety of potential risks. Organizations face a tipping point: develop a set of well-defined
policies, security safeguards, transparency measures, and ongoing Communication around the
use of people data, or risk employee, customer and societal backlash.
Trend 5-The Symphonic C-suite:
teams leading teams Behaving as a social enterprise and managing the external environment's
macro trends effectively demands an unprecedented level of cross-functional Vision,
connectivity, and Collaboration from Suite leaders. To do this, they must behave as what we call
the 'Symphonic Suite, in which an organization’s top executives play together as a team while
their own functional teams, all in harmony,
Trend 6- Citizenship and social impact:
society holds the mirror an organization’s track record of corporate citizenship and Social impact
now has a direct bearing on its core identity and strategy. Engagement with other stakeholders on
topics such as diversity gender pay equity, income inequality immigration and climate change
can lift financial performance and brand value, while failure to engage can destroy reputation
and alienate key audiences.
Trend 7- New rewards:
6. personalized, agile and holistic Leveraging their power as individuals, employees are asking for
more personalized, agile, and holistic rewards, including a focus on fair and open pay. While
companies recognize this overall shift, only eight per cent report that their rewards programmer
is 'very effective ‘a creating a personalized, flexible solution. Early experiments are exploring
how to develop a holistic variety of rewards and match them to individual preferences, across
diverse talent segments and on a continuous basis
Trend 8-Al, robotics, and automation:
put humans in the loop The influx of Al, robotics, and automation in the workplace has
dramatically accelerated in the last year, transforming in-demand roles and skills inside and
outside organizations. Perhaps surprisingly, those roles and skills focus on the 'uniquely human'
rather than the purely technical. To be able to maximize the potential value of these technologies
today and minimize the potential adverse impacts on the Workforce tomorrow, organizations
must put humans in the loop- reconstructing work, retraining people and rearranging the
organization. The greatest opportunity is not just to redesign jobs or automate routine work, but
to fundamentally rethink 'work architecture' to benefit organizations, teams and individuals.
Trend 9- The longevity dividend:
work in an era of 100-year lives Forward-looking organizations see extended longevity and
population aging as an opportunity. 20 per cent of this year's survey respondents said that they
are partnering with older workers to develop new career models. This longevity dividend enables
companies both to address a pressing societal issue and to tap into a proven, Committed, and
diverse set of workers. However, doing this requires innovative practices and policies to support
extended careers, as well as Collaboration between business leaders and workers, to tackle
shared challenges Such as age bias and pension shortfalls.
Trend 10-The workforce ecosystem:
managing beyond the enterprise Business leaders and Chief Human Resource Officers (CHROS)
recognize the need to actively and strategically manage relationships with workforce segments
beyond the enterprise, which increasingly affect how an organization delivers services and
interacts with customers. Organizations are finding ways to align their Culture and management
practices with these external talent segments engaging the workforce ecosystem for mutual
benefit.
2019
Trend 1 - he alternative workforce:
7. It’s now mainstream. For years, many considered contract, freelance, and gig employment to be
“alternative work,” options supplementary to full-time jobs. Today, this segment of the
workforce has grown and gone mainstream even as talent markets have tightened, leading
organizations to look strategically at all types of work arrangements in their plans for growth.
Best practices to access and deploy alternative workers are just now being invented. If the
economy continues to grow, organizations must be more flexible in adapting to these new work
arrangements, and plan to use them in a strategic way.
Trend 2- From jobs to superjobs.
A vast majority of organizations told us they expect to increase or significantly increase their use
of AI, cognitive technologies, robotic process automation, and robotics over the next three years.
As organizations adopt these technologies, they’re finding that virtually every job must change,
and that the jobs of the future are more digital, more multidisciplinary, and more data- and
information-driven. Paradoxically, 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 roles
that we call “superjobs”: jobs that combine parts of different traditional jobs into integrated roles
that leverage the significant productivity and efficiency gains that can arise when people work
with technology.
Trend 3- Leadership for the 21st century:
The intersection of the traditional and the new. Developing leaders is the perennial issue of our
time. Eighty percent of survey respondents told us that leadership was an important or very
important issue, and 80 percent of respondents said that “21stcentury leaders” face unique and
new requirements. To be effective in the 21st century, leaders must take a nuanced approach to
pursuing traditional business
Trend 4- From employee experience to human experience:
Putting meaning back into work. One of the biggest challenges we identified this year is the need
to improve what is often called the “employee experience”: Eighty-four percent of our survey
respondents rated this issue important, and 28 percent rated it urgent. But the concept of
employee experience falls short in that it fails to capture the need for meaning in work that
people are looking for. We see an opportunity for employers to refresh and expand the concept
of “employee experience” to address the “human experience” at work—building on an
understanding of worker aspirations to connect work back to the impact it has on not only the
organization, but society as a whole
8. Trend 5- Organizational performance:
It’s a team sport. The shift from hierarchies to teams is well underway. Thirty-one percent of
survey respondents told us they now operate mostly or almost wholly in teams, with another 65
percent saying they are mostly hierarchical but with some cross-functional team-based work. Yet
most organizations have not yet refreshed leadership, job design, and rewards to adapt. Our
research shows that many leaders do not know how to operate in teams and have not yet adopted
the team model of engaging with each other. Deeper in the enterprise, many organizations are
still struggling to build programs and incentives that support teaming as well. In 2019,
technology is making team models of work easier: Organizations must now refresh the rest of
our talent practices to keep up.
Trend 6- Rewards:
Closing the gap. Organizations are exploring a dizzying array of perks and rewards to motivate
their people. But they are not keeping up: In our 2019 survey, only 11 percent of respondents
told us their rewards systems were highly aligned with their organizational goals, and 23 percent
reported that they did not know what rewards their workers value. How can organizations
develop motivate people to take advantage of learning opportunities, and a focus on helping
individuals identify and develop new, needed skills.
Trend 7- Accessing talent:
It’s more than acquisition. In this 11th year of the economic recovery, recruiting has become
harder than ever. 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” in varying ways: mobilizing internal resources, finding people in the alternative
workforce, and strategically leveraging technology to augment sourcing and boost recruiting
productivity.
Trend 8- productivity.
Learning in the flow of life. The number-one trend for 2019 is the need for organizations to
change the way people learn; 86 percent of respondents cited this as an important or very
important issue. It’s not hard to understand why. Evolving work demands and skills requirements
are creating an enormous demand for new skills and capabilities, while a tight labor market is
making it challenging for organizations to hire people from outside. Within this context, we see
three broader trends in how learning is evolving: It is becoming more integrated with work; it is
becoming more personal; and it is shifting—slowly—toward lifelong models.
Trend 9- Talent mobility:
9. Winning the war on the home front. As organizations globalize and compete aggressively for top
talent, the importance of internal, enterprise wide talent mobility has become paramount.
Organizations can no longer expect to source and hire enough people with all the capabilities
they need; they must move and develop people internally to be able to thrive. A new set of norms
governing internal mobility is needed to do this well. At leading organizations, mobility should
be perceived as a natural, normal progression instead of as a major change in one’s career;
opportunities to move should be extended to workers at all levels, not just managers and team
leaders; and technology should enable a streamlined mobility process for moves between
functions, jobs, and projects as well as geographies.
Trend 10- Talent mobility:
Winning the war on the home front. As organizations globalize and compete aggressively for top
talent, the importance of internal, enterprise wide talent mobility has become paramount.
Organizations can no longer expect to source and hire enough people with all the capabilities
they need; they must move and develop people internally to be able to thrive. A new set of norms
governing internal mobility is needed to do this well. At leading organizations, mobility should
be perceived as a natural, normal progression instead of as a major change in one’s career;
opportunities to move should be extended to workers at all levels, not just managers and team
leaders; and technology should enable a streamlined mobility process for moves between
functions, jobs, and projects as well as geographies.
2020
Trend 1-Designing work for well-being: The end ofwork/life balance
The Trend: Organizations are taking well-being beyond work/life balance by starting to design
well-being into work—and life—itself.
Surviving: Supporting well-being through programs adjacent to work.
Thriving: Integrating well-being into work through thoughtful work design.
Trend 2- Beyond reskilling: Unleashing worker potential
The Trend: Organizations need a workforce development approach that considers both the
dynamic nature of work and the equally dynamic potential of workers to reinvent themselves.
10. Surviving: Pushing training to workers from the top down, assuming the organization knows best
what skills workers need.
Thriving:Empoweringworkerswith agencyandchoice overwhatworktheydo,unleashingtheir
potential byallowingthemtoapplytheirinterestsandpassionstoorganizational needs.
Trend 3- Super teams: Where work happens
The Trend: COVID-19 has taught organizations that teams are even more important to thriving amid
constant disruption than they might have thought before.
Surviving: Using technology as a tool to make teams more efficient.
Thriving: Integrating humans and technology into super teams that use their complementary capabilities
to re-architect work in more human ways.
Trend 4- Governing workforce strategies: Setting new directions for work and the
workforce
The Trend: Organizations are looking for forward-facing insights about their workforce that can
help them quickly pivot and set new directions in the face of uncertainty.
Surviving: Using metrics and measurements that describe the workforce’s current state.
Thriving: Accessing and acting on real-time workforce insights that can support better, faster
decisions based on an understanding of what the workforce is capable of in the future.
Trend 5- A memo to HR: Accelerating the shift to re-architecting work
The Trend: Thanks to their handling of COVID-19’s challenges, HR organizations have earned
the right to expand HR’s remit to re-architecting work throughout the enterprise.
Surviving: Having a functional mindset that focuses on optimizing and redesigning HR processes
to manage the workforce.
Thriving: Embracing an enterprise mindset that prioritizes re-architecting work to capitalize on
unique human strengths.