2017 Deloitte GlobalHuman Capital Trends

Rewriting the rulesfor the digital ageThailand Edition

@MarkMBowden

Rewriting the rules for the digital age

Organisationsare rapidly

beingredesigned

aroundnetworks of

teams

Data collectedin last twoyears is 9x

greater thanpreviouslycollectedin all of

humanity

AI andcognitive

computingchanging theway we work

Nearly half ofall jobs will

beredesignedin next 20

years

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 trendson “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

2

3

1

8

5

4

7

6

9

10

SEARank

6

4

2

8

7

3

1

5

9

10

THRank

The organization of the future:Arriving now 88%

Very importantor important

11%believe they understand howto build the organization ofthe future

94%say “agility andcollaboration”are critical yet…

6%

experimenting withcollaboration tools,however only

usingorganizationalnetwork analysis(ONA)

are highlyagile today

73%

8%

Careers and learning:Real time, all the time

Sources: The 100-Year Life: Living and Working in an Age of Longevity; A NewCulture of Learning: Cultivating the Imagination for a World of Constant Change

The changing nature of the careerLength of career Average tenure in a job Half-life of a learned skill

60 to 70 years 4.5 years 5 years

83%are moving to opencareer models

83%Very importantor important

Organizations need to deliver learning that is always onand always available over a range of mobile platforms

Talent acquisition:Enter the cognitive recruiter

Biggest disruptorin talent acquisitiontoday isexperimentationwith tech solutionsand services

excellent at using games& simulations to attractand assess potentialcandidates

6%

excellent at managingcrowdsourcing 8%

excellent at managingtalent-sharing resources 19%

81%Very importantor important

The employee experience:Culture, engagement, and beyond

believe their internalprocesses for

collaboration anddecision making are

working well

believe theiremployees are fullyaligned with thecorporate purpose

23%

14%

are excellent at buildinga differentiatedemployee experience

22%

are using designthinking as part of

crafting theemployee experience

10%

Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016

79%Very importantor important

Performance management:Play a winning hand

Capabilities toimplement

performancemanagement

have improved by10% since 2015

Agile goal management,check-ins, and continuousfeedback are becomingcommon; new models ofevaluation and rewardsare next

The focus has shiftedfrom talking about peopleto talking with people inopen conversations

78%Very importantor important

Leadership disrupted:Pushing the boundaries

The leadership gaphas become larger;organizationalcapabilities to addressleadership

feel they havestrong digitalleaders in place

5%

72%developing newleadership programsfocused on digitalmanagement

dropped by 2%

78%Very importantor important

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

are redesigningtheir HR programsto leverage digitaland mobile tools

HR is being asked tohelp lead the digitaltransformation in 3 areas:

Digital HR:Platforms, people, and work

56%

Digital workforce Digital workplace Digital HR

are using someform of artificialintelligence (AI)technology todeliver HR solutions

33%

73%Very importantor important

report theyhave usable

data

People analytics:Recalculating the route

8%

have a goodunderstandingof which talentdimensions driveperformance

9%have broadly deployed HRand talent scorecards forline managers

15%

New tools are emerging and analyticsare shifting from push to pull

71%Very importantor important

report the CEOis the primarysponsor ofdiversity andinclusion program

38%

Diversity and inclusion:The reality gap

believediversity andinclusion is acompetitiveadvantage

78%

Traits of aninclusive leader:commitment,courage, cognizanceof bias, curiosity,cultural intelligence,collaboration

69%Very importantor important

report being ready to manage aworkforce with people, robots,and AI working side by side

17%

Future of work:The augmented workforce

41%have fully implemented ormade significant progressin adopting cognitive andAI technologies

believe their use of off-balancesheet talent will grow significantlyin the next 3–5 years, but 49%are not able to managecontingent labor well

66%

63%Very importantor important

Call to actionfor HR andbusiness leadersto understandthe significantimpact of changeand develop newrules for people,work, andorganizations New rules

reflect the shifts inmindset, behavior,and actions requiredto lead, organize,motivate, access,manage, and engagethe 21st-centuryworkforce

A new game requires new rules

Rewrite the rules

@DeloitteTalent

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