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Workforce Transformation Services
A human-centered approach to business strategy innovation
A business strategy focused on activating the workforce is essential to maintaining competitive advantage. By analyzing the changing nature of work against your business outcomes, we can work with you to compose the workforce required for your business to thrive. Our Workforce Transformation services help you reimagine your talent management strategies across leadership, learning, rewards, inclusion, performance management, career mobility, and talent acquisition.
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Transform work, workforce, and workplace with Deloitte
How we help
Deloitte’s services and capabilities provide cross-functional solutions for Workplace Transformation that enable businesses to adopt an approach that allows for rapid cycles of experimentation while maintaining operational excellence. This approach is driven by collaboration across Human Capital, Technology, and Strategy & Operations (S&O) service areas. When coupled with a focus on diversity and inclusion, this collaborative perspective creates an opportunity for organizations to approach transformation with a holistic lens. We work alongside our clients to bring together experienced teams with extensive understanding of Workforce Transformation strategies to help inspire you to rethink workforce management for the future.
Our Workforce Transformation services
We help you look beyond traditional talent management approaches with Workforce Transformation services that inspire you to rethink workforce management for the future.
Future of Work
Driven by accelerating connectivity, new talent models, and cognitive technologies, work is changing. Jobs are being reinvented, creating the “unleashed workforce”—where work is redefined to create new value and meaning for organizations, employees, stakeholders, and communities. Read more .....
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|2021 Global Human Capital Trends
Deloitte’s 2021 Global Human Capital Trends report is a follow-on to our 2020 research focusing on the key Trends from this year that have been at the forefront for organizational leaders as they have navigated unprecedented work, workforce, and workplace challenges.
The future of work swept in sooner than expected, accelerated by COVID-19, creating an urgent need for new maps, new mindsets, new strategies, and, most importantly, a trusted guide to help us navigate this journey.
|Collaboration at a distance
A lot of work today simply can’t be done well without high-touch collaboration—a challenge when many people are working from home. New tools are helping.
|Exponential Professional: Shaping the future workforce
In the wake of COVID-19, how prepared is your organization for an uncertain future? Learn how our Exponential ProfessionalTM solution helps companies navigate ambiguity and pave the way for the future workforce.
|Activating the internal talent marketplace
Accelerate workforce resilience, agility and capability, and impact the future of work.
|Opportunity marketplaces Aligning workforce investment and value creation in the enterprise
Organizational leaders and workers alike are frustrated with ongoing human capital investment initiatives. As organizations look for meaningful ways to invest in their workforces, new Deloitte and MIT Sloan Management Review research suggests that the most effective approaches have a common core opportunity.
|Workforce strategies for post COVID-19 recovery
Insights for organizations moving beyond responding to the immediate crisis, towards strategies for accelerating recovery.
|Future of Work: Ways of working in uncertain times
This perspectives piece provides insights for organizations that must explore new ways of working to sustain and thrive in uncertain times brought forward by COVID-19.
|Closing the employability skills gap: The answer is simpler than you may think
Advances in AI, cognitive computing, and automation mean employers should equip workers with more than technical skills. Skills such as creativity, leadership, and critical thinking might be more important than ever.
|Redefining work for new value: The next opportunity
Deloitte and MIT Sloan Management Review explore how organizations can rethink their approach to the future of work by shifting mindsets from redesigning jobs to redefining work to create new value.
|The alternative workforce: Creating value and impact through the alternative workforce
To prepare for the future, organizations should build talent models that enable them to access and engage the full spectrum of talent, from traditional employees to alternative workers to robots. In particular, alternative ways of working are no longer anomalies, but mainstream and increasingly indispensable parts of how work gets done. This series explores topics essential to effectively tapping into the alternative workforce.
|Skills change, but capabilities endure
Amid continuing skills shortages, a focus on cultivating underlying human capabilities such as curiosity and critical thinking can give companies a sustainable source of the talent they need.
|Rewards: Closing the gap
With wage growth lagging behind inflation, many organizations are turning to noncash perks and programs to help drive worker retention and performance. But perks and pay aren’t what matter the most.
|Capital H podcast: Explore season three on the future of work
Major dimensions of work, like how and where we work, are being affected by accelerating connectivity, new talent models, and the rise of cognitive tools. Listen to season three of Deloitte's Capital H Podcast to hear from how insurance and health care leaders are turning these future of work challenges into opportunities.
|Learning in the flow of life
In a competitive external talent market, learning is vital to an organization’s ability to obtain needed skills. But to achieve the goal of lifelong learning, it must be embedded into not only the flow of work but the flow of life.
|What is the future of work?
Forces of change are affecting three major dimensions of work: the work itself, who does the work, and where work is done. To create value from these changes, organizations should take a broader perspective.