Deloitte Human Capital Trends 2015 Report

Media releases

Deloitte Human Capital Trends 2015 Report

HR is not keeping up with the pace of change in business

28 April 2015: Deloitte’s third annual Global Human Capital Trends 2015: Leading in the New World of Work report highlights how the majority of organisations are still failing to take action to improve their culture and are potentially jeopardising future growth.

“As demand for talent picks up, the balance of power in business is rapidly shifting from the employer to the employee,” said Andy Peck, Human Capital partner at Deloitte Consulting. “In Australia workers are becoming more mobile, contingent and autonomous and, as a result, harder to manage and engage. In this new world of work, organisations need to re-imagine the way they manage people and come up with new, out-of-the-box ideas to make themselves relevant.”

The report highlighted a gap between what business leaders want and the capabilities of HR to deliver, as suggested by the capability gap analytics found across regions and in different countries (figure 1).

Media contact

Jane Kneebone

Corporate Affairs & Communications
T: +61 3 9671 7389
M: +61 416 148 845

Figure 1: Reinventing HR: Capability gap by region


In addition to workers’ changing expectations of employers, skills needed on the job are changing faster than ever. Organisations are quickly falling behind on developing the right skills across all levels. There’s an urgent need for organisations to re-evaluate their learning programs and treat leadership development as a long-term investment, rather than a discretionary training spend item when times are favourable.

“It all starts with the senior HR leader as their role has radically changed and is more demanding than ever,” said Mr Peck. “Today’s senior HR leaders must be innovative and business-savvy, plus be able to bring the HR team together so it evolves into an integrated business function. Research shows almost 40% of HR leaders come from the business not from HR.”

Figure 2: Respondents’ rating of the organisation’s HR performance

Figure 2 highlights how only 5% of respondents rate their organisation’s HR performance as excellent. Re-skilling HR is a critical business issue that must be addressed confidently at the CEO level. HR and business leaders must have the confidence to re-imagine, reinvent and reinvigorate their talent and HR functions.

As significant shifts take place in the workforce, such as it becoming younger and older, more diverse, as well as increasingly mobile and autonomous, workplaces become more complex, yet they still need to engage with a highly diverse employee base.

“Success in the new world of work means organisations must have the confidence to re-imagine the way they approach talent management by viewing their employees as customers or partners,” said Mr Peck. “They must create an employment brand and a culture that aligns with the values of the talent they want to attract and also flexible and individualised career options, offer ongoing leadership and professional development opportunities.”

Figure 3: The readiness and importance of culture and engagement

Figure 3 details the readiness and importance of reinventing HR and companies can start this by doing the following:

  • Design the HR organisation to be an enabler and builder of talent
  • Align the specialist capabilities with priority business needs and decrease the effort of generalists
  • Harness the wealth of data available to act as a research and professional development capability for the business
  • Improve HR capability development around capabilities such as consulting and project management, organisational change and HR analytical skills.

“Once designed primarily as a compliance function, today’s HR organisation must be agile, business-integrated, data-driven, and deeply skilled in attracting, retaining and developing talent,” concluded Mr Peck.

About Global Human Capital Trends 2015 survey

Deloitte’s Global Human Capital Trends 2015 survey was conducted among more than 3,300 HR and business leaders in 106 countries, and is one of the largest global studies of talent, leadership and HR challenges.

Back to top.

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200,000 professionals, all committed to becoming the standard of excellence.

About Deloitte Australia

In Australia, the member firm is the Australian partnership of Deloitte Touche Tohmatsu. As one of Australia’s leading professional services firms, and winner of both the Australian Financial Review/CFO Audit Firm of the Year and Accounting Firm of the Year awards 2013, Deloitte Touche Tohmatsu and its affiliates provide audit, tax, consulting, and financial advisory services through approximately 6,000 people across the country. Focused on the creation of value and growth, and known as an employer of choice for innovative human resources programs, we are dedicated to helping our clients and our people excel. Formore information, please visit Deloitte’s web site at

Liability limited by a scheme approved under Professional Standards Legislation.

Member of Deloitte Touche Tohmatsu Limited
© 2015 Deloitte Touche Tohmatsu

Did you find this useful?