Spotting three Trends of the Trends: Leadership is No. 1


Posted by Jeff Schwartz on November 15, 2018.

As we’ve charted Global Human Capital Trends over the last seven years, we are seeing the arc and evolution of the human capital agenda emerge and, more specifically, the future of HR. The trends are showing us what’s becoming more important. Three persistent “Trends of the Trends” have emerged, combined with rising trends over the last seven years. Let’s look at the first Trend of the Trends: leadership.

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Does your contingent workforce program create exceptional experiences?


Posted by Brian Proctor, Kathryn Charlton and Dana Flynn-Rea on October 12, 2018.

The talent landscape continues to evolve and companies can no longer assume that a traditional employee-employer relationship is enough. “To attract talented people in this quickly evolving landscape, companies must proactively create an irresistible experience—a magnetic organization that empowered, free-agent people can’t help but want to join.”1 As consumers of contingent talent, we compete in competitive markets with evolving talent types, fluid worker management models, and an array of technologies to access sourcing platforms. To excel in sourcing, attracting, and retaining high-impact non-employee talent, effective contingent workforce management programs must focus on differentiators. What can set an organization apart are the experiences they create for people—not just what they do, but how they do it. At Deloitte, we talk about these as “Moments that Matter”—exceptional experiences that spark deep relationships and generate lasting value.2

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All well and good: From wellness to well-being

The move to expand traditional wellness programs into more holistic well-being programs is more than just “the right thing to do” to help employees manage their personal and professional stress; it can also create significant business value.

Posted by Jill Korsh and Michael Gilmartin on July 20, 2018.

Deloitte’s 2018 Global Human Capital Trends report highlights the need for organizations to be social enterprises, not just business enterprises. This encompasses not only how organizations do business and interact with the outside world, but also how they operate internally. Empowering workers’ well-being is a strategic imperative in today’s social enterprise and is a significant contributor to building an organization’s social capital. Today well-being is not only part of the social mandate for organizations, but also an HR and business issue, linked to culture, engagement, recruiting, productivity, turnover, burnout, business performance, and more.

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Spotlight on Unilever: Practicing purposeful business through the Sustainable Living Plan

Posted on June 11, 2018.

Unilever’s long and strong heritage and culture of helping to make the world a better place stems from the company’s earliest beginnings in 1800s Victorian England.1 Today Unilever’s Sustainable Living Plan guides the purposeful way the company operates globally through three overarching goals: (1) improve the health and well-being of a billion people, (2) enhance livelihoods for millions of people, and (3) reduce the environmental impact of its business.2 Beyond the positive social and environmental effects of the goals themselves, the Sustainable Living Plan also serves the company by spurring growth, helping to reduce costs and risks, and improving trust in the company.

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2018 Deloitte Global Human Capital Trends Unveiled

“The rise of the social enterprise” emphasizes the need for realignment among the C-suite to focus on business’s evolving role in society

Posted on May 9, 2018.

We were excited to debut the 2018 Deloitte Global Human Capital Trends report, The rise of the social enterprise, recently at Bersin,™ Deloitte Consulting LLP’s IMPACT conference to an enthusiastic audience of HR leaders and practitioners. Everyone in the room and beyond—with thousands more watching our first-ever livestream of the launch— got the first glimpse of this year’s trends. The trends reflect seismic changes underway as organizations are increasingly judged not only on their relationships with workers, customers, and communities, but also their impact on society at large—transforming them from business enterprises into social enterprises.

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Creating the exponential professional

This post is the third in a three-part series on the exponential professional, focused on how professionals, organizations, and regulatory bodies can bridge the gap between the professional of today and the exponential professional of tomorrow.

Posted by Darryl Wagner, and Caroline Bennet on April 10, 2018.

John, a property insurance underwriter, reviews satellite images and property data identified as a potential significant risk by cognitive technologies. Jane, an actuary employed by an insurance company, reviews a financial report produced by a bot and ponders how the company should respond to the increased claim costs highlighted in the report. John and Jane are exponential professionals who are employed in a future workplace transformed by rapidly developing technology. Such professionals rely heavily on deliverables produced by cognitive technology, and augment that technology with their uniquely human skill sets.

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A new business paradigm

The rise of the social enterprise

Posted by Josh Bersin on April 5, 2018.

After a year of research and another enormous survey of business and HR leaders around the world, we just released the 2018 Deloitte Human Capital Trends, entitled “The Rise of the Social Enterprise.” What we found, after detailed analysis of the data and many interviews with business leaders, is that businesses today are entering a whole new era of management: one that is focusing on the businesses less as a “company” and more as an “institution,” integrated into the entire social fabric of society. I know that sounds a bit high-level, but the detailed trends make it clear and real.

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Responsibilities of the exponential professional

This post is the second in a three-part series on the exponential professional, focused on the expectations and responsibilities of the exponential professional.

Posted by Darryl Wagner, and Caroline Bennet on March 21, 2018.

HR professionals use virtual reality to facilitate employee training and increase retention. Sports reporters use natural language generators to automatically recap games and to highlight interesting statistics. Actuaries use cognitive computing to automatically evaluate data, compute results, and predict new patterns. Professionals across many industries engage employers in alternative work arrangements through the gig economy. This future of work is rapidly becoming reality as technology develops exponentially. Exponential professionals are those who capitalize on the shifting workplace by embracing new technology, leave behind traditional automatable tasks, and apply their uniquely human skill set to more high-value, strategic roles.

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