UK Human Capital Trends 2014
Engaging the 21st-century workforce
This report highlights the HR and talent challenges that we believe will most significantly impact organisations in the near future and provides insight into ways to navigate them.
As the world comes out of the recession, organisations see a new workforce, one that’s younger, more demanding, and more dynamic than ever. It is a time for companies to do things differently - organisations and their leaders need to reengineer, innovate and transform their human capital strategies and practices to address the needs of the 21st-century workforce.
The report outlines 12 critical trends shaping the human capital agenda for 2014, written through collaboration with Bersin and leveraging survey data from over 2,500 business and HR executives from 94 countries worldwide. The associated UK specific report explores the trends that are most urgent and important to UK organisations, based on 58 responses from business and HR leaders in the UK, the majority of whom are from large organisations of 10,000+ employees.
See below the top six Human Capital trends in the UK market - defined as those areas HR professionals consider most important for the year ahead. These are broadly aligned to the top global and EMEA trends.
Develop leaders at all levels: Close the gap between leadership hype and readiness
Leadership remains the top human capital concern — and the largest “readiness gap” in our survey. The need: develop new leaders faster, globalise leadership programmes, and build deeper bench strength.
Reskill the HR team: Accelerate the development of HR professionals into skilled business consultants
HR pros need a wider range of skills than ever, not only in talent areas but also in understanding how the business works, makes money, and competes. How can they address this game-changing area of HR to move quickly and methodically into the future?
Move beyond retention: Build passion and purpose in the workforce
Survey respondents say retention and engagement is the second biggest human capital challenge they face (after leadership gaps). What’s the secret to becoming a “talent magnet” in the coming years?
Globalise and localise the HR function: Balance scale and agility
A new model of “high-impact” HR blends globalised talent practices for consistency and mobility with localised flexibility to attract, retain, and manage people appropriately.
Implement talent analytics: Go from talking to delivering on Big Data
Analytics is an exciting and fast-growing areas of human resources, but many companies are lagging. How can they address this game-changing area of HR to move quickly and methodically into the future?
Talent acquisition revisited: Deploy new approaches for the new battlefield
Talent acquisition and recruiting are undergoing rapid disruption, challenging companies to leverage social networks, aggressively market their employment brand, and re-recruit employees every day.