When reimagined, work can be more than a process. It can be an outcome that drives productivity, value and impact by unlocking human potential and creating an organization that is resilient to risk, fit for the future and grounded in meaning for workers whose identity will drive sustained results.
Organizations are being challenged to innovate, digitize, maximize productivity, and create new value, all while reducing risk and contributing to society at a pace that is faster than ever. At the center of all of this is the work itself. When viewed as an outcome, rather than solely a series of processes, work becomes the primary driver of not only productivity, but also innovation, meaning and value.
Deloitte’s Human Capital professionals help organizations drive productivity, value and impact through the organization, the workforce, and HR. Our professionals leverage research, analytics, technology solutions and industry insights to help you:
- Create an organization that is adaptable to change that can respond to the increasing need for transparency in the era of the Social Enterprise
- Compose a workforce that drives productivity and value—today and in the future
- Design all aspects of work in a way that allows the worker to find meaning in the work they perform.
In a dynamic world with constant disruption, human capital issues must be viewed as business issues to be shaped by HR, but addressed across the C-Suite. To take the lead, the future of HR demands major shifts in mind-set, roles, capabilities, and digital enablers with reinvention at the core.
Business is being disrupted. New business models, exponential technology, agile ways of working, and regulation are constantly changing the way organizations work. Transformation grounded in human experience principles can drive sustainable change on a behavioral, cultural, and organizational level.
Work, workforces and workplaces are responding to technological and societal disruptors at an exponential pace. Success depends on having a strategy that reimagines all aspects of workforce management from accessing, aligning, engaging, rewarding and, ultimately, leading the workforce of the future.
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Navigating the future of work
Can we point business, workers, and social institutions in the same direction?
What images does “the future of work” conjure up for you? In his 1930 essay, Economic possibilities for our grandchildren, John Maynard Keynes foretold a future of “technological unemployment” and 15-hour workweeks. We’ve long since given up on early 20th-century utopian visions of a leisure society in which machines do almost everything for us. But there’s no question that what we actually do these days is changing fast, and will continue to change.
This publication covers the approach used to develop headcount models for companies in various industries handling a broad range of management tasks using headcount modelling, including examples of the tasks completed and results achieved.