Social care revolution
Global Human Capital Trends 2016
The new organisation: Different by design
Effective organisations today are built around highly empowered teams, driven by a new model of management, and led by a breed of globally diverse leaders. They are “different by design." More than 7,000 HR and business leaders from 130 countries responded to this year’s survey. From this research emerged 10 trends in organisation design and culture; in learning, leadership, and workforce management; and within the HR function itself.
Is your organisation ready?
Sweeping global forces are reshaping the workplace, the workforce, and work itself. After years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organisation.
Four powerful forces—from demographic upheavals and the rise of digital technology to rapid business-model innovation, and socially driven evolution in the employer-employee relationship - are driving change for both HR functions and the organisations they serve, creating talent challenges and potential solutions radically different from those faced by previous generations of leaders.
84 percent of UK HR and business leaders believe that “culture is a potential competitive advantage”. Few factors contribute more to business success than culture - the system of values, beliefs, and behaviours that shape how real work gets done within an organisation. The gap for organisations is knowing what to do. Today, new tools can help leaders measure and manage culture towards alignment with business goals.
Yet, according to the survey, 37 percent of UK organisations believe they understand their culture well and only 21 percent believe they are ready to change it.
Why are so few organisations ready to change their culture?
Explore the full report
Read this year’s 10 trends on Deloitte University Press
Introduction: The new organisation
Organisational design: The rise of teams
Leadership awakened: Generations, teams, science
Culture: Shape culture, drive strategy
Engagement: Always on
Learning: Employees take charge
Design thinking: Crafting the employee experience
HR: Growing momentum toward a new mandate
People analytics: Gaining speed
Digital HR: Revolution, not evolution
The gig economy: Distraction or disruption?
Key findings in the UK
- 9 in 10 UK organisations are redesigning: 92 percent of UK HR and business leaders see redesigning their organisation as their most important priority. To address this, 42 percent of UK respondents say they are currently restructuring their organisation and 49 percent have recently completed the process.
- Power to the employee: Lack of employee engagement is an issue currently facing 80 percent of UK HR and business leaders. Yet, only 36 percent report that they are prepared to tackle engagement issues.
- Importance of company culture: 87 percent of UK respondents rate challenges with corporate culture – the values, beliefs, behaviours and reward systems that influence people’s behaviour on a day-to-day basis – as “important” or “very important”. However, almost two-thirds of executives do not feel they are effectively driving the desired culture within their organisations.
- Leadership issues remain: For the first time in two years, leadership has fallen from the most pressing concern for UK organisations, to the third most important trend. However, despite its fall in HR and business executive’s priorities, leadership continues to lag behind in UK companies. Fifty-nine percent say their companies are not ready to meet their leadership needs and only 13 per cent of respondents believe they are “excellent” at maintaining clear and current succession plans and programmes.
Our UK supplement report explores which trends are most important here, any key differences with the global findings, and what this means for UK organisations.
Human Capital Trends interactive dashboard
This powerful tool allows you to respond to this year’s 10 trends, establish a baseline for your current HC function, and compare your organization’s responses to the responses from this year’s sample of over 7,000 companies.
How it works
Use the dashboard to rate each trend in terms of its importance to your organization and your organization’s readiness to respond to it. You can also establish a baseline for the current state of your HC function and use the dashboard to specify the companies from this year’s sample you would like to compare your responses to, based on global region, country, organization size, and industry.
You can modify your responses and comparison samples as many times as you like, comparing your organization to similar organizations or to organizations in different geographies or industries, or of different sizes.
Global Human Capital Trends library
Explore years of trends that helped shape the current HR and talent landscape
Deloitte has been conducting and compiling global research into human capital trends since 2012—a body of work that represents some of the longest-running and most comprehensive study of HR, talent, and related technology topics ever conducted. Exploring past trend reports gives insight into the ongoing and emerging forces shaping the world of work.
Global Human Capital Trends in action
How, where, and even why we work is changing. How well is your organisation positioned to excel today and be ready for tomorrow? Deloitte can help.
Meet the forces of change head-on
Deloitte offers a broad range of solutions to help your organisation not only respond to today’s human capital trends but also stay ahead of tomorrow’s.
Today’s business challenges present a new wave of HR, talent and organisation priorities. Deloitte’s Human Capital services leverage research, analytics and industry insights to help design and execute critical programs from business driven HR to innovative talent, leadership and change programs.
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.