2016年-普华永道全球_Human_capital_2020_and_beyond_32页_1mb

报告摘要

Summary of The Power to Perform: Human Capital 2020 and Beyond

Core Content

This document outlines the evolving landscape of human capital management in the financial services (FS) sector, emphasizing the need for proactive strategies to remain competitive and relevant in a rapidly changing environment. It identifies key challenges and opportunities stemming from political, regulatory, and technological disruptions, and presents a framework for addressing these through strategic human capital initiatives.

Main Points

1. The Challenge of Disruption

The FS sector is undergoing significant transformation due to political, regulatory, and technological changes.
Organizations must adapt to new skills, flexible work arrangements, and evolving employee expectations.
Trust and employer brand are critical for attracting and retaining future talent.

2. Overview of the Future Workforce

By 2020, the workforce composition, recruitment, and reward structures in FS will be fundamentally different.
HR roles and strategies will need to evolve to align with these changes.
Key priorities for optimizing talent include:
- Rebuilding trust and employer brand
- Developing dynamic workforce models
- Maximizing digital talent exchanges
- Influencing academic curricula and corporate learning
- Digitizing the workplace
- Integrating human capital analytics
- Redesigning jobs and compensation models

3. Human Capital Strategy

Rebuild Trust and Employer Brand: Align with evolving stakeholder expectations and promote social responsibility and innovation.
Develop Dynamic Workforce Models: Prepare for a more flexible, digital, and automated workforce by leveraging alternative talent sources and improving internal mobility.
Maximize Digital Talent Exchanges: Use platforms for better matching of talent buyers and sellers, enhance transparency, and foster cultural fit through immersive experiences.
Influence Academic Curricula and Corporate Learning: Collaborate with educational institutions and modernize L&D to build an adaptive workforce with relevant skills.
Digitize the Workplace: Enhance productivity through automation, self-service HR, and re-skilling programs for displaced workers.
Integrate Human Capital Analytics: Leverage data for predictive and prescriptive insights, ensuring transparency and alignment with business goals.
Redesign Jobs and Compensation: Move away from traditional tenure-based pay models to value-based structures that reward contribution and align with regulatory and market demands.

Key Information

2020 Trends

FS industry reputation is under strain.
Employee preferences are shifting toward socially-conscious organizations.
There is a growing demand for transparency in the recruitment process.
Automation and digital transformation are reshaping job roles and skills requirements.

Employer Brand and Employee Value Proposition (EVP)

Employer brand is the perception of an organization among current and potential employees, as well as those who influence them.
EVP includes the 'give' (what the organization offers) and the 'get' (what it expects in return).
A strong EVP is essential for attracting and retaining high-performance talent, especially in a competitive market.

Sector-Specific Implications

Insurance: Focus on social contribution, innovation, and diversity. Address talent gaps through reskilling and alternative sourcing.
Banking and Capital Markets: Rebuild trust through social responsibility, privacy, and global talent mobility. Foster a risk-aware culture and invest in management development.
Asset and Wealth Management: Emphasize technology integration, regulatory compliance, and diversity. Leverage predictive analytics and alternative compensation models.

Conclusion

FS organizations must proactively manage human capital to navigate the challenges of disruption and remain competitive. This includes revamping employer brand, aligning with evolving employee expectations, investing in digital transformation, and ensuring the integration of data analytics and adaptive learning. A strong, value-based human capital strategy is not only essential for talent acquisition and retention but also for driving business innovation and performance in the future.