2020 HC Trends


2020 Deloitte Human Capital Trends

The social enterprise at work: Paradox as a path forward

How can organisations remain distinctly human in a technology-driven world? This year’s Global Human Capital Trends report calls upon organisations to embrace three attributes – purpose, potential, and perspective – that characterise what it means to fuse people and technology to perform as a social enterprise at work.

In today’s transformed world, can C-suite leaders rise to the challenge to remain distinctly human in a technology-driven world?

It is time to challenge the view that technology and humanity are at odds. We believe the power of the social enterprise lies in the fusion of the two and allows organisations to leverage the environment that technology creates to humanise the world of work and transcend the most challenge conflicts today:

•       Fostering belonging amid a desire for individuality through purpose

•       Creating security in a world of reinvention through potential

•       Taking bold action in an age of uncertainty through perspective

By embracing these attributes, organisations have the power put the social enterprise to work in 2020 and shape the decade ahead.

Purpose: Belonging amid individuality

Technology creates a world where anything and everything can be individualised; yet humans desire a sense of belonging to a larger whole. Organisations that embrace purpose embed meaning into every aspect of work every day, optimising the power of individuals by harnessing workers’ complementary strengths in the service of a common goal.

Belonging: From comfort to connection to contribution
When workers appreciate how their individual work helps to advance goals they support and find meaningful, they will likely be more engaged, more motivated, and more likely to perform at a high level. Read the chapter

Designing work for well-being: Living and performing at your best
Integrating well-being into the design of work itself can strengthen the link between worker well-being and organisational performance, supporting well-being not just for individuals but also for teams and for the organisation at large. Read the chapter

The post generational workforce: From millennials to perennials
Looking beyond generation to segment the workforce according to individual behaviours, values, and attitudes can help organisations to meet workers’ needs and expectations in ways that are more meaningful to them and more beneficial to the enterprise. Read the chapter

Potential: Security through reinvention

Technology creates the need for people to constantly reinvent themselves; yet humans still desire a sense of security. Organisations that embrace potential are designed and organised to maximise what humans are capable of thinking, creating, and doing in a world of machines, increasing their people’s potential for long-term success in work.

Superteams: Putting AI in the group
“Superteams”— groups of people and intelligent machines working together to solve problems, gain insights, and create value – are the next step in AI’s continuing integration into the world of work. Read the chapter

Knowledge management: Creating context for a connected world
For organisations that are struggling with knowledge management, new technology solutions can help. But beyond technology, organisations must also help workers understand that sharing their knowledge makes them more relevant, not less. Read the chapter

Beyond reskilling: Investing in resilience for uncertain futures
A system that invests not just in workers’ near-term skill needs but also in workers’ long-term resilience can help build long-term organisational resilience in a world where the only constant is change. Read the chapter

Perspective: Boldness into uncertainty

Technology creates a sense that anything that can change, will; yet humans desire certainty to support bold steps forward. Organisations that embrace perspective view uncertainty as offering possibilities rather than threats, positioning themselves to take decisive action to shape an unknown future.

The compensation conundrum: Principles for a more human approach
Basing compensation strategies on five enduring principles of the social enterprise can help organisations navigate an uncertain environment and make bold, effective forward-looking choices. Read the chapter

Governing workforce strategies: New questions for better results
To make bold choices today, leaders need to understand what the future may hold through metrics that can help them anticipate risks, inform strategy, and prepare for the future of work, the workforce, and the workplace. Read the chapter

Ethics and the future of work: From ‘could we’ to ‘how should we’
Over the past decade, leaders have faced an increasing need to grapple with tough ethical issues posed by the future of work. The question to ask: not just ‘could we’, but also ‘how should we.’ Read the chapter

A memo to HR: Expand focus and extend influence
The future of HR must be one of expanded focus and extended influence: expanding its focus to encompass the entirety of work and the workforce, and extending its sphere of influence to the enterprise and business ecosystem as a whole. Read the chapter

A decade of Human Capital Trends

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 and regional analysis into human capital trends since 2012 – 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.

HC trends
Did you find this useful?