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SA Human Capital trends 2016

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SA Human Capital trends 2016

  1. 1. Global Human Capital Trends 2016 The new organization: Different by design March 2016
  2. 2. One of the largest-ever HR and talent studies Unless otherwise cited, all data referenced in this presentation is from the Global Human Capital Trends 2016 report. 7,000+ Business and HR leaders 130 countries Global Human Capital Trends 2016
  3. 3. Demographic upheavals: Millennials make up more than half the workforce, and Boomers are working into their 70s and 80s. Digital technology is everywhere: Technology is disrupting business models and radically changing the workplace and how work is done. Rate of change has accelerated: Business must become more agile to keep up with the rapid pace of change. New social contract between companies and workers: Younger workers demand rapid career growth, compelling and flexible workplace, and a sense of purpose at work. Disrupting the workforce landscape
  4. 4. 10 trends for 2016
  5. 5. Organizational design: The rise of teams Global Human Capital Trends 2016 Culture: Shape culture, drive strategy Design thinking: Crafting the employee experience Digital HR: Revolution, not evolution HR: Growing momentum toward a new mandate People analytics: Gaining speed Learning: Employees take charge Engagement: Always on Leadership awakened: Generations, teams, science The gig economy: Distraction or disruption?
  6. 6. Percent rating trend important Importance of Human Capital trends to business South Africa Organizational design Culture Engagement Leadership 91% 90% 89% 88% Learning HR Skills The GIG economy Digital HR Design Thinking People Analytics 80% 80% 79% 87% 84% 81% % very important 2016 57% 55% 52% 65% 52% 48% 37% 45% 40% 45% 213 Respondents from South Africa
  7. 7. Organisational design The rise of teams say the trend is “very important” or “important”91% of large companies are organized functionally today 31%Only Shift from top- down hierarchy to a network of teams to deliver results faster are restructuring and 13% plan to restructure to this year feel expert at building cross-functional teams believe their companies are very ready to effectively redesign their organizations understand the way their people work together in networks 22% 15% 11% 41%
  8. 8. Culture Shape culture, drive strategy Senior leaders must work with HR to align culture to business goals Culture helps bind people together and can drive execution and consistency say the trend is “very important” or “important”90% believe “culture is a potential competitive advantage” believe they understand their culture well today believe they have the “right culture” 30% 27% 31%
  9. 9. Engagement Always on say the trend is “very important” or “important”89% Engagement is shifting from once per year to an always on employee listening process of organizations still measure employee engagement only once a year 58% Despite the emergence of many tools for frequently evaluating employee sentiment, 8% 29% are excellent at providing programs for young, old, and multi-generational workforce Do not have programmes in place for Millennials and other generations
  10. 10. Leadership awakened Generations, teams, science say the trend is “very important” or “important”88% Need different types of leaders, who are effective as an individual and in teams, at all levels Initiatives to develop versatile leaders require rigorous structure backed by data have little or no investment on diversity in leadership39% have strong programs to build Millennial leaders16% have strong programs to build Global leadership14% described themselves as “strong” at succession planning throughout the business 18%
  11. 11. Learning Employees take charge say the trend is “very important” or “important”87% Employees today demand learning opportunities that fit their individual needs and schedules Learning must be a continuous process, not an episodic event, and a company-wide responsibility, not confined to HR of companies believe they deliver “very effective” learning 3% only of companies are using advanced video, And multimedia learning methods 19% of companies are now embracing MOOCs to train employees 8% More companies using employee-centric learning models
  12. 12. 2016 will be a disruptive year, as new models of management, open feedback, new HR platforms, and organization design take center stage for the human capital agenda A year of change and disruption The digital world of work has disrupted the way we operate, enabling an "always-on" organization, focused on culture, engagement, open communication, and feedback HR leaders are responding rapidly, focused on analytics, design thinking, employee-driven learning, and digital HR A new breed of leaders is emerging: Younger, more connected, more agile, always learning, developed through science A new organization a has emerged, a "network of teams," forcing companies to reorganize, redesign roles and rewards, redefine careers, and change the role of management Enabling this organization, talent focus is focusing on the employee experience, influenced by design thinking, the app economy, and transparency
  13. 13. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

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