Tendencias Globales de Capital Humano 2017 Ha sido salvado
Tendencias Globales de Capital Humano 2017
Reescribiendo las reglas para la Era Digital
Este es el mayor estudio sobre desafíos y tendencias del talento humano hasta la fecha, con más de 10.000 líderes de recursos humanos y líderes de negocio pertenecientes a 140 países que participaron en encuestas y entrevistas. La disrupción digital surgió como un tema central este año, con casi el 90% de los encuestados que indicaron que la construcción de la organización del futuro es su máxima prioridad.
A medida que la tecnología avanza a un ritmo sin precedentes, los individuos están trabajando intensamente para mantenerse en ritmo y se están adaptando relativamente rápido a las innovaciones actuales. Las organizaciones, sin embargo, se mueven a un ritmo más lento. Muchas conservan estructuras y prácticas de la era industrial que están ya en desuso. Las cuestiones políticas que afectan a los negocios y a la sociedad, como la desigualdad de ingresos, el desempleo, la inmigración y el comercio, son aún más rígidas y menos adaptables a estos nuevos cambios tecnológicos.
RRHH puede desempeñar un papel único en minimizar estas brechas. El informe revela 10 áreas sobre las que habría que enfocarse para poder organizar mejor, gestionar, desarrollar y alinear a la gente en el trabajo. Te invitamos que aproveches este informe - y puedas compartirlo con tu equipo y colegas- para comprender el cambio de las viejas reglas de juego hacia las nuevas, asimilando conocimientos que ayuden a tu organización a adaptarse y prosperar en la era digital.
2017 Deloitte Global Human Capital Trends | Rewriting the rules for the digital age
Read this year’s 10 trends on Deloitte Insights
The organization of the future: Arriving now
As organizations become more digital, they face a growing imperative to redesign themselves to move faster, adapt more quickly, learn rapidly, and embrace dynamic career demands. Leading organizations are moving past the design phase to actively build this new organization.
Careers and learning: Real time, all the time
As companies build the organization of the future, continuous learning is critical for business success. The new rules call for a learning and development organization that can deliver learning that is always on and always available over a range of mobile platforms.
Talent acquisition: Enter the cognitive recruiter
Recruiting is becoming a digital experience as candidates come to expect convenience and mobile contact. Savvy recruiters will embrace new talent acquisition technologies to forge psychological and emotional connections with candidates and constantly strengthen the employment brand.
The employee experience: Culture, engagement, and beyond
Rather than focus narrowly on employee engagement and culture, organizations are developing an integrated focus on the entire employee experience. A new marketplace of pulse feedback tools, wellness and fitness apps, and integrated employee self-service tools is helping.
Performance management: Play a winning hand
Across all industries and geographies, companies are reevaluating every aspect of their performance management programs, from goal setting and evaluation to incentives and rewards. They are aligning these changes to business strategy and the ongoing transformation of work.
Leadership disrupted: Pushing the boundaries
In 2015, we termed leadership the "perennial issue" that never seems to go away. This year we see a radical shift. Today, as never before, organizations do not just need more strong leaders, they need a completely different kind of leader—younger, more agile, and "digital-ready."
Digital HR: Platforms, people, and work
Back to top.HR leaders are being pushed to take on a larger role in helping to drive the organization to "be digital," not just "do digital." As digital management practices and agile organization design become central to business thinking, HR is focusing on people, work, and platforms.
People analytics: Recalculating the route
No longer is analytics about finding interesting information and flagging it for managers: It is now becoming a business function focused on using data to understand every part of a business operation, and embedding analytics into real-time apps and the way we work.
Diversity and inclusion: The reality gap
Fairness, equity, and inclusion are now CEO level issues, but continue to be frustrating and challenging. Training and education are not working well enough. The new rules focus on experiential learning, process change, data-driven tools, transparency, and accountability.
The future of work: The augmented workforce
Automation, cognitive computing, and crowds are paradigm-shifting forces reshaping the workforce. Organizations must experiment and implement cognitive tools, focus on retraining people to use these tools, and rethink the role of people as more and more work becomes automated.
2017 Global Human Capital trends dashboard
We encourage you to interact with the survey results to understand the importance of each trend, and explore how your organization relates to the findings. For more information, visit the 2017 Deloitte Global Human Capital Trends dashboard.
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.
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.