Incorporating a vision of the future-state workforce into deal planning helps organizations capitalize on the disruptive change encountered during an acquisition or divestiture to accelerate workforce transformation and redefine the way work gets done.
One of the four shifts for the Future of HR
Three futures are happening now simultaneously: Future of Enterprise, Future of Workforce, and Future of How Work Gets Done, causing a new Future of HR to emerge. We’re exploring each of the four shifts HR needs to make to step into the future: mind-set, focus, lens, and enablers. Today, we’re looking at HR through a different lens, one that sees HR moving from a history of compliance and control to strategic partner, and now toward trust, empowerment, and business leadership enabled by a High-Impact HR Operating Model that helps HR flex to meet dynamic business needs.
There is growing debate in the market around the size and growth trajectory of the gig economy. Some prior research is being backtracked and some earlier projections are being tempered; all the while, research is emerging with new conclusions. There are some fundamental questions here. How should we define the gig economy? What are the different parts of the alternative talent economy? What data sets can, and should, we use to explore the demographics and economic impacts of the gig or alternative workforce? Perhaps more importantly, what current workplace and workforce supply and demand trends can provide insights on how to best guide organizations to prepare for the future?
It’s impossible to be a social enterprise—a company that serves both a social and business purpose—without respecting the newfound power of the individual. Individuals are one of the three key macro forces driving the rise of the social enterprise, alongside expectations that businesses will step in to lead on society’s biggest issues and the impact of rapid technological change. From social media likes to in-person protests and everything in between, the individuals that make up today’s workforce wield more power and influence than ever before. Stopping this movement is not an option, so organizations should consider joining it.
HR for humans: How data, digital, and human-centered design can transform HR
We are in the midst of two major revolutions that are reshaping societal and business landscapes—each of which carries major implications for the HR domain.
One of the four shifts for the future of HR
It’s a changed world out there, and the future of the enterprise, the workforce, and how work gets done demands a new future of HR. We’re exploring each of the four shifts HR needs to make to step into the future: mind-set, focus, lens, and enablers. Today we’re tackling the mind-set shift needed to adopt new traits, behaviors, and ways of working for thriving in the digital age. It’s more than just doing digital things like creating apps or adopting digital technology and automation. It’s about reshaping an enterprise’s culture to act with agility and collaboration.
For the first time in history, technology is pervasive enough and cheap enough that everyone is using it with little or no learning curve. So how can businesses adapt and keep up? Deloitte Digital is talking Digital DNA with our resident experts.
We’ve been having many discussions in recent years about various disruptions affecting all businesses—but what does this all mean for HR? Now more than ever, HR is being asked to take the lead on behalf of the enterprise in making shifts and changes to thrive amid constant disruption. One of four major shifts HR must make to prepare for the future is to help the enterprise build a digital mind-set—from doing digital to being digital. Why? Because it’s critical to addressing three very different futures affecting all of us: the future of enterprise, the future of the workforce, and the future of how work gets done. Nobody is better positioned than CHROs and HR leaders to take the lead in preparing themselves—and their enterprises—to thrive in this new world of work.
The future of work is being shaped by three key forces. As technological advances of cognitive AI, machine learning, and everything-as-a-service become more integrated into the fabric of business the very nature of the workforce, work and workplace are rapidly evolving. It is enabling a new generation of workers who will be largely “gig” and digitally savvy. The best talent may no longer be where companies exist meaning that managing a more broadly dispersed workforce will be a competitive differentiator. When compounded with a significant number of pending retirements and a complex global regulatory environment it is clear that the topic of knowledge management is top of mind to leaders.
Becoming a smart, adaptable business is not a one-dimensional issue. As high-tech becomes an integral part of our daily work, changing manpower or IT on one hand or replacing machinery on the other is not sufficient to keep an organization competitive. On the contrary, many startups and boutique companies with limited experience and resources are outsmarting and disrupting established companies. Understanding the reasons for this phenomenon can shed light on the essential transformations needed to compete in this dynamic market. Namely, better knowledge management and clever implementation of digital workplace tools can make businesses smarter than ever.
Calling all HR organizational designers! The future of work (FOW) is here and your organization needs you more than ever—not to stay the course but rather to design the right path to empower employees to learn, experiment, collaborate and innovate. Building the successful organization of the future will require agility and the ability to adapt to rapid changes unfolding now. How are you designing organizations today to be effective tomorrow?