Abstract The forces sweeping the globe are reshaping the work environment, the workforce, and the work itself. In order to help companies and leaders understand these changes, Deloitte recently launched the "2016 Human Capital Trends on the basis of surveying more than 7,000 companies in 130 countries around the world...The forces sweeping the globe are reshaping the work environment, the workforce and the work itself. In order to help companies and leaders understand these changes, Deloitte recently launched the "2016 Human Capital Trends - New Organizations: Different Designs" report based on surveys of more than 7,000 companies in 130 countries around the world. In the future, how should companies develop a human capital strategy that is in line with the development of the times? The answer is immediately revealed.
In 2016, â€œOrganizational Designâ€ has become a top concern for global executives and human resources departments, and 92% of the questionnaire feedbacks have made it a top priority. Business leaders are increasingly focusing on making organizational design more responsive to challenging business environments and highly competitive talent markets.
Corporate culture and engagement are still issues of concern to executives. Regardless of whether management likes it or not, from a certain perspective, the popularity of social networking tools and social applications has made businesses more transparent than ever. Executives are increasingly aware that they must not allow Glassdoor or Facebook to define corporate culture and must actively shape corporate culture.
1. Organizational design: the rise of the team
As companies struggle to become more agile and customer-centric, the organizational structure is shifting from a traditional functional to a connected, flexible team. More than 90% (92%) of executives ranked â€œorganizational designâ€ as a top priority; nearly half (45%) of executives said their companies were in organizational restructuring (39%) or planning to rebuild (6%).
A new organizational model called "team network" is emerging. In this model, companies build and empower teams based on specific business projects or challenges to be solved. These team networks are deployed and coordinated by operations and information centers, similar to command centers in the military. To a certain extent, today's companies are indeed more similar to Hollywood's film production team, and gradually drift away from the traditional business model; in order to complete the project together, once the project is completed, they will immediately disband and go to the new Task.
This new team structure has a wide-ranging impact, and the institutional systems, including leadership, performance management, learning, and career development, have changed. The challenge still exists: only 14% of executives believe their companies are ready to rebuild their organizations effectively; only 21% of executives believe they are capable of building cross-functional teams; only 12% of executives truly understand employees The way work together in the network.
2. Leadership awakening
89% of executives surveyed have prioritized the need to strengthen, rebuild and improve organizational leadership. The traditional pyramid-based leadership development model has not been able to train leaders quickly enough to meet business needs and keep up with the pace of change.
More than half (56%) of executives surveyed claim that their company is not ready to meet leadership development needs; only 7% of executives surveyed claim that their companies have accelerated for Millennials Development projects; 44% of the feedback is in development, compared to 33% last year, the ratio has greatly improved. Although the investment in leadership development has increased by 10% since 2015, the development process is still uneven. In fact, more than one-fifth (21%) of companies have no leadership programs at all.
By analyzing the results of the survey, we recommend that companies raise standards and adopt a rigorous, clear, organized, and scientific approach to identifying, evaluating, and developing leaders, and that this process should begin early in the career of the leader. This may also involve teaching senior leaders to take on new roles and make room for young leaders.
3. Cultural shaping: promoting strategy
Last year, â€œCorporate Culture and Engagementâ€ was rated as the most important issue. This year, "corporate culture" and "dedication" are divided into two questions for evaluation, both of which are at the forefront of importance. 86% of executives list â€œcorporate cultureâ€ as an important or very important issue.
Why should we distinguish the two? â€œCorporate cultureâ€ and â€œdedicationâ€ are all very important human capital issues today, and each of these two issues requires the commitment of corporate executives and the strong support of human resources to be truly understood, measured and improved. However, they are completely different concepts that require different concerns and solutions. Corporate culture describes the â€œwork styleâ€, while engagement describes the â€œemployee's perception of the way work is doneâ€.
This means that corporate culture and engagement are still interrelated. When the culture of the company matches its values, it can attract employees who like this culture, helping the company to motivate employees and form a high level of engagement.
In this year's survey, the percentage of executives who believe that the company is pursuing a "correct corporate culture" has risen from 10% to 12%, marking a small improvement. However, less than one-third of executives surveyed (28%) believe they can understand the company's culture.
4. Employee engagement
In the field of business and human resources, "dedication" has always been a hot issue. The vast majority of executives interviewed this year (85%) have made â€œdedicationâ€ a top priority (think important or very important).
Creating an attractive and meaningful work environment is a very complex process. At the same time, the circle of employee engagement and employee feedback is growing rapidly. The annual Engagement Survey is being replaced by the Employee Listening tool, which includes employee activity surveys, anonymous social tools, and regular feedback checks from managers. All of these new methods and tools have spawned the new role of â€œemployee listening officerâ€ in human resource management.
In terms of readiness, companies are making progress. The proportion of executives who believe that companies are ready to deal with â€œdedicationâ€ has risen from 10% in 2015 to 12% in 2016, while the proportion of executives who are â€œfully preparedâ€ has risen from 31% to 34%. These are good signs, but despite this, only 46% of executives are still ready to deal with the issue of â€œjob engagementâ€.
5. Learning: Let employees lead
This year, 84% of executives listed â€œlearningâ€ as an important or very important issue. This kind of attention to â€œlearningâ€ seems to be very appropriate, because learning opportunities are one of the most important drivers of employee engagement and a strong corporate culture, and are part of the overall employee value proposition, not just acquiring skills. the way.
Compared with last year, companies are more inclined to accept new technologies and new learning models. This year, 43% of companies are willing to introduce the open online learning course website (Mu.com) to the corporate learning platform, which is 13% higher than last year, and the proportion of students who are willing to introduce advanced video learning courses has increased from 5% to 15%. .
These results mark the growing recognition of executives and HR executives that â€œlearningâ€ must be combined with employee appeals to provide an innovative learning platform and customized learning content to meet the ongoing learning needs of employees. A new â€œconsumer-likeâ€ approach to employee learning is emerging that integrates design thinking, content curation, and an integrated learning model to provide learners with a learning experience that is designed throughout. However, companies face many challenges in implementing this new approach to learning. Even though companiesâ€™ investment in â€œlearningâ€ increased by 10 percentage points last year (more than $140 billion), only 37% of companies believe their learning programs are productive. In addition, only 30% of companies believe that "enterprise learning" is the main body of today's learning.
6, design thinking
Design thinking is becoming a new trend in human resources. The Global Human Capital Trends Report highlighted this issue for the first time two years ago. The report at the time labeled â€œan overwhelmed employeeâ€ as a major talent issue, and employees needed to deal with massive emails and information desperately, wrestling endlessly with heavy work tasks. Last year's Global Human Capital Trends Report argued that human resource management should â€œsimplifyâ€ the work environment in response to overwhelmed employee issues.
Now, innovative HR organizations are taking further action to combine â€œdesign thinkingâ€ with employee management, support and training. Unlike establishing â€œinstitutionsâ€ and â€œprocesses,â€ leading HR organizations are working to build coaching programs, apps, and tools to help employees reduce stress and increase productivity.
In this year's survey, 79% of executives ranked â€œdesign thinkingâ€ as a top priority to address the many challenges from talent. However, only 12% of feedback believes that â€œdesign thinkingâ€ is common in their current talent projects, and 50% of executives believe they use design thinking brilliantly. And those who self-evaluate high performance, the application of "design thinking" in the practice of talent development is three to four times higher than the competition. Clearly, "design thinking" is becoming the best practice for industry leaders and innovative HR organizations.
7. Human Resources: Sustainable Development
Many HR organizations have demonstrated their ability to do so when they need to improve the skills, capabilities and experience of their HR team. Compared with last year, the proportion of executives who think that the human resources department skills are very important this year has declined slightly. More than two-thirds of executives (68%) claim that their companies have development programs specifically for HR staff; 60% of executives believe their HR departments are responsible for talent and business outcomes; The ratio is higher than last year.
The good news is that the HR department's scorecard shows significant and steady progress. Forty percent of executives said their companies are ready to address the capacity gap in the human resources sector, a 30% increase from 2015. In addition, the proportion of executives who believe that the HR department is â€œgood or excellentâ€ in providing business-related talent solutions has also increased.
In the four years of the Global Human Capital Trends Report, there was a first sign of change and development: the HR team is learning to experiment with new ideas; it is significantly improving its professional skills; at the same time, the new generation is more business-minded and Young people with technological skills are entering the field.
8. Talent Analysis: Accelerating Progress
Technological advances have made data-driven human resource decisions a reality, with 77% of executives arguing that â€œtalent analysisâ€ is very important, a slight increase from last year. Companies are also building a â€œtalent analysisâ€ team to quickly update legacy systems and integrate the dispersed â€œtalent analysisâ€ teams in the HR department. In 2016, 51% of companies linked business performance to human resources activities, up 13% from 2015. 44% of companies are using labor data to predict performance, up 15% from last year.
Using external data to predict labor trends and target top talent is one of the biggest trends in Talent Analysis and is beginning to accelerate. These data include social networking platform data, employment brand data, employment model data, external staff mobility data, and demographic data. Today, 29% of companies believe that they are doing well in this area, and 8% of companies think they are very good.
A variety of new tools and data resources have entered the field of â€œtalent analysisâ€. Today, almost all talent management vendors offer employee feedback, engagement systems, real-time narrative analysis, and ready-to-use predictive models. Enterprises are entering the â€œgolden ageâ€ of talent analysis and may accelerate development.
9, digital human resources
Today, this all-digital world is changing the way people live and work, and it creates two major challenges: First, how can the HR department help leaders and employees transform into a â€œdigital mindsetâ€, a management , the way to organize and lead change in digital way? Second, how should the HR department reform its own processes, systems, and organizations to adopt new digital platforms, applications, and delivery methods for HR services?
This year's "Digital Human Resources" chapter focuses on the second challenge: how to redesign human resource management and employee experience in the digital world. Innovative HR organizations are integrating mobile applications and cloud technologies to create an application-based service. This service integrates human resources projects into the daily lives of employees. Rather than simply replacing the old HR system, digital HR means creating an entire easy-to-use service platform. By integrating design thinking and mobile technology, companies can develop their own custom applications to make work easier, more effective, and more fun.
This year, 74% of executives believe that â€œdigital human resourcesâ€ is very important, and it is likely to become a major focus in 2016. This trend is growing rapidly: 42% of companies are transforming their HR systems to enable real-time learning of mobile devices; 59% of companies are developing mobile applications that integrate logistics systems and are easy for employees to use; 51% of companies are Use external social networking platforms to manage recruitment and employee profiles.
10. Work economy
To meet the evolving needs of talent, top HR organizations must learn how to integrate and use part-time and temporary employees. More than 70% of executives and human resources leaders (71%) consider this trend to be important or very important.
In order for the â€œzero-employment economyâ€ to function effectively, it is necessary to solve a series of questions: How can companies best arrange and use external labor to improve the productivity of internal employees and increase profits? How can companies find the best and most potential talent among these temporary employees?
Many companies are working hard to solve these problems. Only 19% of executives surveyed believe that they fully understand the provisions of the Labor Law on temporary employment; only 11% of feedback has a complete process for managing temporary employees. In the next few years, the size and scope of temporary employees will continue to expand, which means that companies need to take more targeted measures. Workforce management will also begin to consider the tremendous development of cognitive computing and other smart technologies, and it is likely to eliminate some of the old jobs, create new jobs, change the nature of work, and disrupt the labor market.
This article is taken from Deloitte's "2016 Human Capital Trends - New Organizations: Different by Design" report.
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