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2019 Deloitte Global Human Capital Trends Summary

Core Content

The 2019 Deloitte Global Human Capital Trends report highlights the increasing importance of the social enterprise in the modern business landscape. As economic, social, and political pressures intensify, organizations are being forced to reinvent their human capital strategies to align with a human-focused approach. This includes rethinking workforce experiences, leadership development, and the role of technology in driving change and innovation.

Main Trends and Key Points

1. Reinvent with a human focus

• The rise of the social enterprise is a defining trend, where organizations must integrate profit-making with societal impact.
• Businesses are expected to lead by example, acting as responsible citizens and fostering collaboration across all levels.
• The Fourth Industrial Revolution is reshaping the workforce, requiring a shift from traditional models to more inclusive, adaptive, and meaningful work environments.

2. The Future of the Workforce

a. The Alternative Workforce

• Alternative work (contract, freelance, gig, and crowd) has become mainstream and must be managed strategically.
• The global shift toward a tightened labor market and skills shortages makes alternative workforce management essential for growth.
• Alternative workers include outsourced teams, contractors, freelancers, and gig workers, and their numbers are growing rapidly in many regions.

b. From Jobs to Superjobs

• The nature of work is evolving: superjobs are emerging as integrated roles that combine elements of different traditional jobs.
• These roles are digital, multidisciplinary, and data-driven, and are designed to maximize productivity and efficiency through collaboration with technology.
• Organizations must redesign jobs to focus on the human dimension, enabling the creation of these new roles.

c. Leadership for the 21st Century

• Leadership must evolve to meet the challenges of the modern workplace.
• Leaders must be equipped with new competencies such as leading through change, embracing ambiguity, and understanding digital and AI technologies.
• The report emphasizes that leadership is not just about managing people, but about inspiring and guiding them in a rapidly changing world.

3. The Future of the Organization

a. From Employee Experience to Human Experience

• The concept of employee experience is being expanded to focus on human experience, emphasizing the meaning and impact of work.
• Organizations must align work with worker aspirations and societal goals, moving beyond transactional relationships to more purpose-driven ones.

b. Organizational Performance: It's a Team Sport

• There is a clear shift from hierarchical structures to team-based models.
• While many organizations are adopting team structures, leadership and reward systems have not kept pace, leading to inefficiencies and misalignment.

c. Rewards: Closing the Gap

• Organizations are struggling to align their reward systems with employee needs and organizational goals.
• A more personalized and differentiated approach to rewards is needed, focusing on building relationships and understanding what employees value.

4. The Future of HR

a. Accessing Talent: It's More Than Acquisition

• Talent acquisition is no longer just about hiring; it's about strategically accessing talent through internal mobility, alternative workforce, and technology.
• Organizations must mobilize internal resources and leverage technology to enhance recruitment and talent sourcing.

b. Learning in the Flow of Life

• Learning is becoming integrated with work, personalized, and lifelong.
• Organizations must foster a culture of continuous learning, provide incentives for learning, and help employees identify and develop new skills.

c. Talent Mobility: Winning the War on the Home Front

• Internal talent mobility is becoming a key strategy for organizations to retain and develop talent.
• A new set of norms is required to make mobility a natural progression, not just a career change.
• Technology can help streamline the mobility process across functions, geographies, and projects.

d. HR Cloud: A Launch Pad, Not a Destination

• Cloud computing is transforming HR systems, making them more engaging, personalized, and data-driven.
• However, cloud alone is not enough; organizations must explore innovative platforms, automation, and AI to support transformation.

Key Insights

• 86% of respondents believe they must reinvent their ability to learn.
• 84% of respondents think they need to rethink their workforce experience to improve productivity.
• 80% of respondents believe leaders must be developed differently in the 21st century.
• 85% of employees globally are not engaged or actively disengaged.
• Learning is the top trend, with 86% of respondents citing it as important or very important.
• Human experience is ranked second, with 84% of respondents seeing its importance.
• Leadership is third, with 80% of respondents highlighting its significance.

Summary of Recommendations

• Organizations should reinvent their approach to work and leadership with a human focus.
• Embrace alternative workforce strategies to meet the demands of a changing labor market.
• Redesign jobs and roles to align with digital and AI advancements, creating superjobs.
• Foster team-based structures and modern leadership styles that support collaboration and agility.
• Develop reward systems that reflect employee aspirations and organizational goals.
• Build a culture of continuous learning and use technology to support it.
• Implement talent mobility programs that are inclusive, strategic, and supported by technology.
• Rethink HR technology by using cloud computing as a foundation and exploring innovation and automation.

Conclusion

The 2019 report underscores that the social enterprise is not just a trend, but a necessary evolution for organizations to thrive in a world of technological disruption, demographic shifts, and increased societal expectations. The human element remains central, and reinvention must be bold, strategic, and technology-enabled to ensure long-term success.