Rewriting the Rules for the Digital Age, Deloitteapecenergy.tier.org.tw/database/db/ewg53/file4/f5.pdf · 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital

2017 Deloitte GlobalHuman Capital Trends

Rewriting the rules for the digital age

12%

17%

19%

21%

22%

22%

27%

29%

31%

37%

60%

88%

83%

81%

79%

78%

78%

73%

71%

69%

63%

40%

Not/somewhat important Important/very important

Ranking of 2017 trends by importance

Note: Ratings for “The augmented workforce” and “Robotics, cognitive computing, and AI” both relate to the broader trends on “The future of work” discussed in this report.

Percentage of total responses

Organization of the futureCareers and learning

Talent acquisitionEmployee experience

Performance managementLeadershipDigital HR

People analyticsDiversity and inclusion

The augmented workforceRobotics, cognitive computing, and AI

The organization of the future:Arriving now 88%

Very important or important

11%believe they understand how to build the organization of the future

94%say “agility and collaboration”are critical yet…

6%

experimenting with collaboration tools, however only

using organizational network analysis (ONA)

are highly agile today

73%

8%

are redesigning their HR programs to leverage digital and mobile tools

HR is being asked tohelp lead the digital transformation in 3 areas:

Digital HR:Platforms, people, and work

56%

Digital workforce Digital workplace Digital HR

are using someform of artificial intelligence (AI) technology todeliver HR solutions

33%

73%Very important or important

Leadership disrupted:Pushing the boundaries

The leadership gap has become larger; organizational capabilities to address leadership

feel they have strong digital leaders in place

5%

72%developing newleadership programsfocused on digital management

dropped by 2%

78%Very important or important

Digital leadership required shifts in how leaders must think, how leaders must act, and how leaders must react

Leadership disrupted Start here

Rethink the organization’s leadership model

Identify the likely digital leaders in the organization

Ensure accountability

Promote younger people into leadership much faster

Foster risk-taking and experimenting through leadership strategy

Move beyond traditional leadership training