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2024 Global Human Capital Trends
Thriving beyond boundaries: Human performance in a boundaryless world
Deloitte’s annual “Global Human Capital Trends” report has its finger on the pulse of the most pressing issues for organisations, leaders and workers.
The 2024 report, “Thriving Beyond Boundaries: Human Performance in a Boundaryless World,” identifies seven trends that showcase how a combination of business and human outcomes plays a role in organisational success. This year’s analysis revealsthat organisationsmaking meaningful progress on these key issues are nearly twice as likely to achieve desired business and human outcomes.
Survey Methodology
Deloitte’s “2024 Global Human Capital Trends” survey polled 14,000 business and human resources leaders across many industries and sectors in 95 countries. In addition to the broad, global survey, Deloitte supplemented its research this year with worker- and executive-specific surveys to represent the workforce perspective and uncover where there may be gaps between leader perception and worker realities. The survey data is complemented by over a dozen interviews with executives from some of today’s leading organisations.
Leadership
It’s clear in the trends we’ve explored in this year’s report that while technology plays a role, human outcomes and capabilities are the keyndrivers behind innovation and organizational growth. Expectations are high for organisations to make progress on human sustainability and for leaders to build trust through taking a thoughtful approach to transparency. Many workers want microcultures that are relevant to the way they work, and they are looking for safe digital spaces to experiment and innovate. Uniquely human capabilities like creativity and curiosity are becoming more important than ever, and the way we need to measure human performance is rapidly changing in response. Taking a boundaryless approach to HR, where people expertise is woven into the fabric of the business, makes human performance a shared responsibility.
To achieve desired human and business outcomes, leaders should consider leaning into more integrated, cross-functional leadership, examining and evolving their own mindsets in ways that may not be comfortable or familiar. It will likely require new and different measures of leadership accountability across the organisation.
And it will likely require leaders at every level to not only embrace new ways of working but to model them for the rest of the organisation. This is where a boundaryless approach to human resources becomes imperative, infusing people expertise at all levels of leadership across functional areas
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