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2021 Global Human Capital Trends: Special report

The worker-employer relationship disrupted: If we’re not a family, what are we?

Pandemic and societal pressures accelerated the worker-employer relationship’s evolution beyond anyone’s anticipation. How might it further evolve amid the uncertainties of a disrupted world?

READ THE FULL REPORT generalIcon
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Four potential futures for the worker-employer relationship

We postulate four potential futures that illustrate how the worker-employer relationship could develop and how organizations and workers might respond. Read the full report

Work as fashion Work as fashion

Work as fashion

Employers are in constant motion as they chase worker sentiments, competitor actions, and marketplace dynamics. The worker-employer relationship is REACTIVE: Employers feel compelled to respond in the moment to workers’ expressed preferences, and to competitor moves, without connecting those actions to a sustainable workforce strategy.

War between talent War between talent

War between talent

Workers compete for limited jobs due to an oversupply of talent. The worker-employer relationship is IMPERSONAL: Employers view workers as interchangeable and easily replaceable, and workers are more concerned with competing with each other for jobs than with the quality of their relationship with their employer.

Work is work Work is work

Work is work

Workers and employers view organizational responsibility and personal and social fulfillment as largely separate domains. The worker-employer relationship is PROFESSIONAL: Each depends on the other to fulfill work-related needs, but both expect that workers will find meaning and purpose largely outside of work.

Purpose unleashed Purpose unleashed

Purpose unleashed

Purpose is the dominant force driving the relationship between workers and employers. The worker-employer relationship is COMMUNAL: Both workers and employers see shared purpose as the foundation of their relationship, viewing it as the most important tie that binds them together.

Charting your course

We invite you to explore these futures, where we discuss potential risks, how to know if you are in a particular scenario, and strategies to not only survive, but thrive. And as you explore them, challenge yourself to avoid concluding that the coming years will accelerate the changes you already expected or believed were inevitable.

Explore the 2021 Global Human Capital Trends

Revisit our Global Human Capital Trends report: The social enterprise in a world disrupted.

Introduction

Introduction: The social enterprise in a world disrupted

12 minute read
DECEMBER 2020
Designing work for well-being

Designing work for well-being: The end of work/life balance

8 minute read
DECEMBER 2020
Beyond reskilling

Beyond reskilling: Unleashing worker potential

8 minute read
DECEMBER 2020
Superteams

Superteams: Where work happens

8 minute read
DECEMBER 2020
Governing workforce strategies

Governing workforce strategies: Setting new directions for work and the workforce

8 minute read
DECEMBER 2020
A memo to HR

A memo to HR: Accelerating the shift to re-architecting work

8 minute read
DECEMBER 2020
Leading forward

Leading forward: Leading the shift from survive to thrive

11 minute read
DECEMBER 2020

More ways to engage

Watch our new Trends video series On the Line

Watch our new Trends video series, On the Line

View the archives to access 11 years of Trends

View the archives to
access 11 years of Trends

Learn more about Deloitte Human Capital services

Learn more about Deloitte
Human Capital services

Read translated copies of the report

Read translated copies
of the report

Tune in to our Human Capital Trends webcast

Tune in to our Human
Capital Trends webcast

Contact our industry leaders

Erica Volini
Erica Volini

Global Human Capital leader

Deloitte Consulting LLP

evoliniglobalhuman
capitalleader@deloitte.com
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Kraig Eaton
Kraig Eaton

Principal

Deloitte Consulting LLP

keaton@deloitte.com
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