Human Capital Trends report 2020 | Deloitte Netherlands

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Human Capital Trends 2020

The social enterprise at work: Paradox as a path forward

In just a few short years, the concept of the social enterprise—an organization whose mission combines revenue growth and profit-making with the need to respect and support its environment and stakeholder network—has grown from an intriguing new idea into a concrete business reality.

2020 Global Human Capital Trends

The 2020 Global Human Capital Trends report is the 10th edition of our annual Global Human Capital Trends report, which has offered readers an opportunity to understand each moment in history, viewing the current economic, cultural, and technological landscape through the perspective of people and business.

The report describes 9 new trends with links to the Future of Work and COVID-19. These new trends are leading us through the phases respond, recover and thrive.

  1. Belonging: From comfort to connection to contribution
  2. Designing work for well-being: Living and performing at your best 
  3. The post generational workforce: From millennials to perennials
  4. Super teams: Putting AI in the group
  5. Knowledge management: Creating context for a connected world
  6. Beyond reskilling: Investing in resilience for uncertain futures
  7. The compensation conundrum: Principles for a more human approach
  8. Governing workforce strategies: New questions for better results
  9. Ethics and the future of work: From “could we” to “how should we“ 

Returning to work in the Future of Work

This year for thet first time, we have written a companion piece embracing purpose, potential, perspective, and possibility during COVID-19. As the COVID-19 pandemic drives profound societal and organizational shifts, leaders have the opportunity to return to work by designing the future of work, building on the lessons and practices their organizations executed during the crisis.

Embracing possibility: Returning to work in the Future of Work

COVID-19 has challenged business leaders to do three things at once: stage the return to work, understand and leverage the advancements they enacted during the crisis, and chart a new path forward. Focusing on the return to work alone is not a viable option, as it will not allow organizations to capitalize on all that they have experienced and learned over the past few months. Instead, we believe organizations should embrace New York Times columnist Thomas Friedman’s perspective that humans who want to adapt in an age of acceleration must develop “dynamic stability.” Rather than trying to stop an inevitable storm of change, Friedman encourages leaders to “build an eye that moves with the storm, draws energy from it, but creates a platform of dynamic stability within it.”

Leading organizations will do the same. Rather than shrinking from, or preparing to fight, the oncoming storm of change, they draw energy from it. In the context of COVID-19, they will leverage the opportunity to return to work by designing the future of work, employing the lessons, practices, and goodwill they built during their accelerated crisis response. Below, we provide a view on how to start that process by leveraging this year’s human capital trends—a set of reflections, recommendations, and frameworks which we believe are more critical than ever as organizations head toward recovery from the COVID-19 crisis. This is by no means an exhaustive list, but rather a starting point: an opportunity to consciously reflect on what has happened over the past few weeks and months in an effort to embrace the possibility that lies ahead.

Returning to work in the Future of Work

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More information?

Read more about the 2020 Global Human Capital Report on Deloitte Insights or visit our Future of Work page (FoW). For more information please do not hesitate to contact Egon Hoppe, John Smolenaers (FoW) or Ronald Meijers via the contact details below.

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