HC 2017 Global Human Capital Trends GX

Rewriting the rules for the digital age
2017 Deloitte Global Human Capital Trends

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COVER AND CHAPTER ILLUSTRATIONS BY LUCIE RICE

Deloittes Human Capital professionals leverage research,
analytics, and industry insights to help design and
execute the HR, talent, leadership, organization, and
change programs that enable business performance
through people performance. Visit the Human
Capital area of www.deloitte.com to learn more.
PREFACE
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ELCOME to Deloittes fifth annual Global Human Capital Trends report and survey. This years
report takes stock of the challenges ahead for business and HR leaders in a dramatically changing
digital, economic, demographic, and social landscape. In an age of disruption, business and HR
leaders are being pressed to rewrite the rules for how they organize, recruit, develop, manage, and engage the
21st-century workforce.
This workforce is changing. Its more digital, more global, diverse, automation-savvy, and social media-
proficient. At the same time, business expectations, needs, and demands are evolving faster than ever before.
While some view this as a challenge, we see it as an opportunity. An opportunity to reimagine HR, talent, and
organizational practices. An opportunity to create platforms, processes, and tools that will continue to evolve
and sustain their value over time. An opportunity to take the lead in what will likely be among the most signifi-
cant changes to the workforce that we have seen.
Hence, our call for new rules for HR in the digital age.
The 2017 report began last summer with us reaching out to hundreds of organizations, academics, and practi-
tioners around the world. This year, it includes a survey of more than 10,000 HR and business leaders across
140 countries. The report reveals how leaders are turning to new organizational models that highlight the
networked nature of todays world of work; innovation-based HR platforms; learning and career programs
driven by social and cognitive technologies; and employee experience strategies that put the workforce at the
center. The report closes with a discussion of the future of work amid the changes being driven by advances in
automation and an expanded definition of the workforce.
We are pleased to present this years Global Human Capital Trends report and survey and look forward to
your comments. 2017 is positioned to be a year of change as we all manage new levels of transformation and
disruption. The only question now is: Are you ready?
Brett Walsh Erica Volini

Global leader, Human Capital US leader, Human Capital
Deloitte LLP Deloitte Consulting LLP
CONTENTS
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of business. This new era, often called
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Deloitte University Press | dupress.deloitte.com

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OUR GLOBAL RESEARCH

The 2017 survey is our largest and most extensive to date, with input from more
than 10,400 business and HR leaders across 140 countries. Twenty-two percent of
respondents were from large companies (more than 10,000 employees), 29 percent
from medium-sized companies (1,00010,000 employees), and 49 percent from
small companies (fewer than 1,000 employees). Respondents from the Americas
accounted for 31 percent of the total; Europe, Middle East, and Africa contributed 51
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telecommunications; and manufacturing. Sixty-three percent of the respondents
were HR professionals, with other business executives comprising 37 percent. C-level
executives accounted for 30 percent (more than 3,100) of the respondents.
The appendix contains additional details on respondent demographics.
RAPID AND DISRUPTIVE The 10 human capital trends

CHANGE IS NOT NEW
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Figure 3. The 2017 trends by importance

Percentage of total responses
Organization of the future 12% 88%
Careers and learning 17% 83%
Talent acquisition 19% 81%
Employee experience 21% 79%
Performance management 22% 78%
Leadership 22% 78%
Digital HR 27% 73%
People analytics 29% 71%
Diversity and inclusion 31% 69%
The augmented workforce 37% 63%
Robotics, cognitive computing, and AI 60% 40%
Not/somewhat important Important/very important
Note: Ratings for The augmented workforce and Robotics, cognitive computing, and AI both relate to the broader trend
on The future of work discussed in this report.
TREND 2. CAREERS AND LEARNING: TREND 3. TALENT ACQUISITION:

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Appendix
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AMERICAS EUROPE, MIDDLE EAST, & AFRICA ASIA PACIFIC
Central
Latin &
North and Middle Nordic Western
Region Global South Africa Asia Oceania
America Eastern East countries Europe
America
Europe
Organization
of the future
Careers and
learning
Talent acquisition
Employee
experience
Performance
management
Leadership
Digital HR
People analytics
Diversity and
inclusion
The augmented
workforce
Robotics, cognitive
computing, and AI
'HORLWWH8QLYHUVLW\3UHVV_GXSUHVVGHORLWWHFRP
Higher % Lower %
Note: Figures represent the percentage of respondents rating each trend important or very important. Ratings for
The augmented workforce and Robotics, cognitive computing, and AI both relate to the broader trend on The future
of work discussed in this report.

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Trend in order Life Pro- Technology,

Consumer Energy & Financial Manu- Public Real media, &
of global Global sciences & fessional
business resources services facturing sector estate telecommuni-
importance health care services cations
Organization
of the future 88 85 92 87 83 90 85 81 94
Careers and
learning 81 80 83 82 82 86 73 81 84
Talent
acquisition 82 76 82 82 82 84 76 83 84
Employee
experience 79 77 79 80 76 83 72 79 83
Performance
management 81 80 80 77 81 77 68 83 80
Leadership 75 74 82 74 75 80 73 74 85
Digital HR 74 75 74 75 72 75 72 68 76
People
analytics 72 69 71 75 68 72 67 67 74
Diversity and
inclusion 69 70 71 69 68 70 68 65 67
The
augmented 59 63 61 63 59 73 63 62 62
workforce
Robotics,
cognitive
computing, 34 37 41 38 44 45 34 28 46
and AI
Higher % Lower %

)LJXUH7UHQGLPSRUWDQFHUDQNLQJVE\RUJDQL]DWLRQVL]H
Large Medium (1,001 Small

Trend in order of global importance Global
(10,000+) to 10,000) (1 to 1,000)
Organization of the future
Careers and learning
Talent acquisition
Employee experience
Performance management
Leadership
Digital HR
People analytics
Diversity and inclusion
The augmented workforce
Robotics, cognitive
computing, and AI

Higher % Lower %

Figure 10. Survey demographics
Our survey includes data from 10,447 business and HR leaders

Region Industry
Western Europe 25% Professional services 16%
Latin & South America 17% Financial services 13%
Asia 15% Consumer business 13%

Technology, media,
North America 14% 12%
& telecommunications
Africa 10% Manufacturing 11%
Central & Eastern Europe 8% Public sector 8%
Nordic countries 7% Energy & resources 7%
Oceania 3% Life sciences & health care 6%
Middle East 2% Real estate 1%
Other 12%
Country
United States 1,115 Singapore 94
Belgium 779 Nigeria 89 Organization size (employees)
India 616 Guatemala 88 Large
Norway 379 Argentina 78 (10,001+) 22%
China 351 Serbia 78 49%
Small
Canada 318 United Arab Emirates 77 (1 to 1,000)
France 299 New Zealand 76 Medium
29%
South Africa 295 Ukraine 74 (1,001 to 10,000)

Mexico 281 El Salvador 72
Costa Rica 262 Italy 72
Colombia 245 Tunisia 72
Spain 235 Chile 68 Respondent job function
Germany 229 Romania 68
United Kingdom 215 Cyprus 58 Non-HR
Japan 205 Luxembourg 53 37%
Australia 197 Malaysia 53 63% HR
Ireland 196 Indonesia 52
Poland 188 Angola 48
Finland 182 Senegal 48
Kenya 181 Namibia 47
Brazil 159 Ivory Coast 46
Russia 156 Zimbabwe 46
Netherlands 142 Czech Republic 45 Respondent job level
Greece 136 Ethiopia 45 Individual
Peru 136 Hong Kong 42 contributor 20%
Uruguay 134 Thailand 42 51% Mid-level
Switzerland 126 Dutch Caribbean 34
Portugal 123 Panama 33 C-suite
30%
Denmark 111 Venezuela 31
Ecuador 101 Korea 30
Austria 98 Sweden 30
Turkey 97 All others 371

ENDNOTES
1. Klaus Schwab, The Fourth Industrial Revolution (World Economic Forum, 2016).
2. John Hagel, John Seely Brown, and Lang Davison, The Big Shift: Measuring the forces of change, Harvard Busi-
ness Review, JulyAugust 2009.
3. -H6FKZDUW]HWDOThe overwhelmed employee: Simplify the work environment, Deloitte University Press, March 7,
2014, https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2014/hc-trends-2014-overwhelmed-
HPSOR\HHKWPO"LG J[HOGFGXSFRQVDZDKFWDFFHVVHG-DQXDU\
4. Bureau of Labor Statistics, Labor productivity and costs, https://www.bls.gov/lpc/prodybar.htm, accessed Janu-
ary 13, 2017.
5. Thomas L. Friedman, Thank You for Being Late (Farrar, Straus & Gioux, 2016), pp. 213219.
6. 'HORLWWH'HORLWWHVXUYH\$PHULFDQVORRNDWWKHLUVPDUWSKRQHVLQWKHDJJUHJDWHPRUHWKDQELOOLRQWLPHVGDLO\
PRNewswire, December 9, 2015, http://www.prnewswire.com/news-releases/deloitte-survey-americans-look-
DWWKHLUVPDUWSKRQHVLQWKHDJJUHJDWHPRUHWKDQELOOLRQWLPHVGDLO\KWPO DFFHVVHG -DQXDU\
2017.
7. Lynda Gratton and Andrew Scott, The 100-Year Life (Bloomsbury, 2016).

AUTHORS
Josh Bersin, Bersin by Deloitte, Deloitte Consulting LLP | jbersin@deloitte.com
Josh Bersin founded Bersin & Associates, now Bersin by Deloitte, in 2001 to provide research
and advisory services focused on corporate learning. He is a frequent speaker at industry
events and a popular blogger. Bersin spent 25 years in product development, product
management, marketing, and sales of e-learning and other enterprise technologies. He has
a BS in engineering from Cornell, an MS in engineering from Stanford, and an MBA from the
Haas School of Business at the University of California, Berkeley.
Bill Pelster, Deloitte Consulting LLP | bpelster@deloitte.com
Bill Pelster has more than 25 years of industry and consulting experience. In his current role,
Pelster is responsible for leading the Bersin by Deloitte Research and Products practice and
is a senior advisor to the Integrated Talent Management practice. A well-respected speaker
and author, he has recently led, supported, or authored key research pieces including Talent
2020, Global Human Capital Trends, and The Leadership Premium. In his previous role as
'HORLWWHVFKLHIOHDUQLQJRFHU3HOVWHUZDVUHVSRQVLEOHIRUWKHWRWDOGHYHORSPHQWH[SHULHQFH
of Deloitte professionals, and was one of the key architects of Deloitte University, Deloittes
$300 million learning facility outside Dallas. Pelster is a former US board member for Deloitte
Consulting LLP.
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-H6FKZDUW]LVWKHJOREDOOHDGHUIRU+XPDQ&DSLWDO0DUNHWLQJ(PLQHQFHDQG%UDQG+H
is an advisor to senior business leaders in global companies, focusing on organization, HR,
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Tech Terminal (ITT) connecting US and global companies with the Israeli start-up ecosystem.
He is a frequent speaker and writer on issues at the nexus of talent, human resources, global
business challenges, and the future of work. In 2011, Schwartz led the launch of Deloittes
Global Human Capital Trends survey and report series and continues to serve as one of the
executive editors.
Bernard van der Vyver, Deloitte Consulting BV | bevandervyver@deloitte.com
Bernard van der Vyver is a leading advisor on human capital matters, focusing on learning
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the development of people, van der Vyver brings a unique strength to the HR domain. As
Deloittes global Learning Solutions leader, he aspires to grow and strengthen the global
learning community by leveraging the organizations knowledge and expertise to deliver
learning solutions that create unique value for clients.
CONTRIBUTORS
David Mallon, Julie May, Jen Stempel
The organization of the future

Arriving now
High-performing organizations operate as empowered networks, coordinated

through culture, information systems, and talent mobility. Companies are focused on
redesigning the organization itself, with nearly half actively studying and developing
new models. And many organizations are not only designing but also building this
new organization. As networks and ecosystems replace organizational hierarchies,
the traditional question For whom do you work? has been replaced by With whom
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Figure 1. Organization of the future: Percentage of respondents rating this trend important
or very important
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Higher % Lower %
Canada 87
India 96
85 Netherlands Brazil 94
Spain 91
Germany 90
Belgium 82
Mexico 89
UK 88
Italy 89
USA 87 Germany 90
70 Japan China 89
France 88
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Spain 91
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Mexico 89
Italy 89 United States 87
96 India
Canada 87
95 Brazil Netherlands 85
84 Australia Australia 84
74 South Africa
Belgium 82
South Africa 74
Percentages by region: Japan 70
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FAST FORWARD
As this new type of organization takes hold, working in teams will likely become the
norm in business, and dynamism will become an organizational hallmark. Building and
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from teaming may also become standard.
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to build their careers, while companies that continue to operate in the old manner
will likely struggle to keep up. In this new world, more nimble organizations will have
certain advantages, but successful large organizations will keep pace by building
stronger ecosystems and partnerships that broaden their workforces and capabilities.
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Old rules New rules
Organized for learning, innovation, and customer

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impact
Company viewed as an agile network, empowered

Company viewed as a hierarchy, with hierarchical
by team leaders and fueled by collaboration and
decision rights, structure, and leadership progression
knowledge-sharing
Structure based on business function with functional Structure based on work and projects, with teams
leaders and global functional groups focused on products, customers, and services
Advancement through many assignments, diverse

Advancement through promotion upward with many
experiences, and multifunctional leadership
levels to progress through
assignments
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People become leaders through promotion
authority
Lead by direction Lead by orchestration
Culture ruled by fear of failure and perceptions of Culture of safety, abundance, and importance of risk-
others taking and innovation
Rules-based Playbook-based
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and job titles change regularly
Process-based Project-based

ENDNOTES
1. 7LDQ\0F'RZHOO'LPSOH$JDUZDO'RQ0LOOHU7VXWRPX2NDPRWRDQG7UHYRU3DJH2UJDQL]DWLRQDOGHVLJQ7KH
rise of teams, Deloitte Global Human Capital Trends 2016, February 29, 2016, https://dupress.deloitte.com/dup-
us-en/focus/human-capital-trends/2016/organizational-models-network-of-teams.html, accessed December 21,
2016.
2. 7UHYRU3DJH$PLU5DKQHPD7DUD0XUSK\DQG7LDQ\0F'RZHOO8QORFNLQJWKHH[LEOHRUJDQL]DWLRQ2UJDQL]D-
tional design for an uncertain future, Deloitte, 2016, https://www2.deloitte.com/content/dam/Deloitte/global/
'RFXPHQWV+XPDQ&DSLWDOJ[KFXQORFNLQJH[LEOHRUJDQL]DWLRQSGIDFFHVVHG'HFHPEHU
3. Report by Rob Cross, http://www.robcross.org/consortia.htm.
4. Josh Bersin, HR technology disruptions for 2017: Nine trends reinventing the HR software market, Bersin by Deloitte,
2016.
5. Quentin Hardy, The new workplace is agile, and nonstop. Can you keep up? New York Times, November 25,
2016, http://www.nytimes.com/2016/11/25/technology/the-new-workplace-is-agile-and-nonstop-can-you-keep-
up.html, accessed December 21, 2016.
6. Andrea Derler, High-impact leadership: The new leadership maturity model, Bersin by Deloitte, 2016.
7. Conversation with the CEO of the Asian telecommunications company, August 2016.
Deloitte, A new global HR software solution supports HR transformation and drives innovation at Philips, https://
www2.deloitte.com/content/dam/Deloitte/uk/Documents/consultancy/deloitte-uk-consulting-philips-hr-digital.
pdf, accessed February 12, 2017.
9. /7&:LOOLDP73HOVWHU86$)UHWLUHGLQFRQYHUVDWLRQZLWKWKHDXWKRUV-DQXDU\

AUTHORS
7LDQ\0F'RZHOO'HORLWWH&RQVXOWLQJ//3_tmcdowell@deloitte.com
7LDQ\0F'RZHOOLVWKH86OHDGHUIRU'HORLWWHV2UJDQL]DWLRQ6WUDWHJLHVSUDFWLFH6KHKDV
years of business and consulting experience, delivering operating model, organization design,
talent strategy, decision optimization, and change management solutions. Her focus is on
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McDowell holds an MBA and a doctorate in industrial/organizational psychology.
Amir Rahnema, Deloitte Canada | arahnema@deloitte.com
Amir Rahnema is Deloittes global leader for Organization Design services. He focuses
on working with both private- and public-sector clients to drive large-scale organizational
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technology implementations, and complex workforce transitions. His work has spanned
reorganizations in numerous industries, including banks, regulatory agencies, consumer
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Yves van Durme, Deloitte Consulting | yvandurme@deloitte.com
Yves van Durme is a partner with Deloittes Belgian consulting practice and the global leader
of Deloittes Strategic Change practice. He specializes in leadership and organizational
development and talent and HR strategy in business transformation contexts. Van Durme
has nearly 20 years of experience as a consultant, project manager, and program developer
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multinationals, family businesses, and small and medium enterprises. His experience
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organizational development work, focusing on the balance between processes, structures,
and systems on the one hand and cultural and people-related elements on the other.
CONTRIBUTORS
Garth Andrus, David Mallon, Phil Neal

Careers and learning

Real time, all the time
The concept of career is being shaken to its core. Employees now enjoy the prospect
of 60-year careers. Yet at the same time, the half-life of skills is rapidly falling. These
new realities are forcing companies to rethink the way they manage careers and
deliver always-on learning and development (L&D) opportunities. Leading companies
are moving to overhaul their career models and L&D infrastructure for the digital age,
though most organizations are still in the early stages of this transformation.
This year, the issue of improving employee careers and transforming corporate
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last year.
Learning technology is changing rapidly. Traditional learning management systems

are being complemented with and replaced by a wide range of new technologies
for content curation, delivery, video distribution, and mobile use.
This upheaval in learning and careers has become a catalyst for radical change.
Nearly half of our surveyed executives (45 percent) cite this problem as urgent or
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Figure 1. The changing nature of a career
Length of career Average tenure in a job Half-life of a learned skill
60 to 70 years 4.5 years 5 years

Sources: Lynda Gratton and Andrew Scott, The 100-Year Life: Living and Working in an Age of Longevity (Bloomsbury, 2016); Douglas
Thomas and John Seely Brown, A New Culture of Learning: Cultivating the Imagination for a World of Constant Change (CreateSpace,
January 4, 2011).
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catch up with employees desires.

Figure 2. Careers and learning: Percentage of respondents rating this trend important
or very important
Percentages in
selected countries:
Canada 78 Higher % Lower %
China 91
86 Netherlands India 88
Brazil 87
Netherlands 86
Belgium 68
Japan 86
UK 84
United Kingdom 84
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France 82
91 China Mexico 82
Spain 81
France 82
Mexico 82
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88 India
South Africa 81
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78 Australia Canada 78
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Australia 78
Italy 76
Percentages by region: Belgium 68
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ENDNOTES
1. Lynda Gratton and Andrew Scott, The 100-Year Life: Living and Working in an Age of Longevity (Bloomsbury, 2016).
2. Bersin by Deloitte proprietary research with Glassdoor.
3. Christie Smith and Stephanie Turner, The Millennial majority is transforming your culture, Deloitte, 2016, pp. 115,
https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-millennial-majority-will-
transform-your-culture.pdf, accessed December 21, 2016.
4. Dani Johnson, The career management framework, Bersin by Deloitte, 2016; Dani Johnson, Applying the career
management framework, Bersin by Deloitte, 2016.
5. Gratton and Scott, The 100-Year Life.
6. Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, and Natasha Buckley, $OLJQLQJWKHRUJDQL]DWLRQ
for its digital future, MIT Sloan Management Review and Deloitte University Press, July 25, 2016, https://dupress.
deloitte.com/dup-us-en/topics/emerging-technologies/mit-smr-deloitte-digital-transformation-strategy.html.
7. GitHub, https://github.com/.
0DQL*RSDODNULVKQDQFKLHIOHDUQLQJRFHU*(LQGLVFXVVLRQZLWKWKHDXWKRUVVSULQJ
9. Stacey Harris and Erin Spencer, Sierra-Cedar 20162017 HR systems survey, 19th annual edition, Sierra-Cedar, 2016.
10. Thomas L. Friedman, Thank You for Being Late (Farrar, Straus & Giroux, 2016), pp. 213219.
11. -RKQ'RQRYDQDQG&DWK\%HQNR$7 7VWDOHQWRYHUKDXOHarvard Business Review, October, 2016, https://hbr.

org/2016/10/atts-talent-overhaul, accessed October 3, 2016.
12. Ibid.
13. Ibid.
14. Michael Quirk (provost, University of Southern California), in discussion with the authors, October 2016.
15. Ibid.
16. Dr. Erica Muhl (dean of the Roski School of Art and Design, University of Southern California), in discussion with
the authors, fall 2016.
17. Executive conversations with the authors.

AUTHORS
Consulting LLP.
Dani Johnson, Bersin by Deloitte, Deloitte Consulting LLP

danjohnson@deloitte.com
Dani Johnson has spent the majority of her career writing about, conducting research in,
designing, and consulting on human capital practices. Johnson led the Human Resource
Competency Study with the University of Michigan and six other professional organizations
around the world, and co-authored the resulting book, HR Competencies: Mastery at the
Intersection of People and Business (Society for Human Resource Management, 2008).
Jen Stempel, Deloitte Consulting LLP | jstempel@deloitte.com
Jen Stempel has more than 20 years of experience in corporate learning. She leads Deloittes
Americas Learning Solutions practice and the US Learning Advisory practice, working with
large, complex, global companies to help them optimize their learning functions and realize
YDOXHIURPWKHLUOHDUQLQJVSHQGE\LPSURYLQJSURJUDPHHFWLYHQHVVRSHUDWLRQDOHFLHQF\
and business strategy alignment. Stempel is a frequent writer and speaker on learning and
talent topics.
Bernard van der Vyver, Deloitte Consulting BV | bevandervyver@deloitte.com
Bernard van der Vyver is a leading advisor on human capital matters, focusing on learning
DQGGHYHORSPHQW%\PHUJLQJKLVEDFNJURXQGLQWHFKQRORJ\DQGLWVHHFWLYHXVHZLWK
the development of people, van der Vyver brings a unique strength to the HR domain. As
Deloittes global Learning Solutions leader, he aspires to grow and strengthen the global
learning community by leveraging the organizations knowledge and expertise to deliver
learning solutions that create unique value for clients.
CONTRIBUTORS
Jason Galea, Greg Stoskopf

Talent acquisition
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Talent sourcing and recruitment face tremendous pressure. Talent and skill short-
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laboration, crowds, and the sharing economyare reshaping the workforce. Leading
companies are turning the open talent economy into an opportunity by embracing
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balance-sheet talent sources.
Attracting skilled resources is no longer simply the responsibility of HR. It now

stands as a top concern of business leaders, ranking third in our survey this year.
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Figure 1. Talent acquisition: Percentage of respondents rating this trend important

or very important
Percentages in
selected countries:
Higher % Lower %
Canada 79
India 89
81 Netherlands United Kingdom 87

China 84
Japan 83
Belgium 70 Spain 83
UK 87 United States 82
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France 75 83 Japan Netherlands 81
Spain 83 84 China Mexico 80
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Italy 79
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Higher % Lower %

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and assess potential candidates

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and assess potential candidates
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Figure 3. Respondent ratings of sub-capabilities related to talent acquisition

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Build a digital employment brand: (YHU\-
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Create a compelling candidate experi-
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ence: 3XW \RXUVHOI LQWR WKH FDQGLGDWHV VKRHV
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FAST FORWARD
Accelerating digital, video, and cognitive technologies and ever-increasing transparency
DUHTXLFNO\FKDQJLQJKRZUHFUXLWHUVQGDQGFRXUWVNLOOHGHPSOR\HHV5DWKHUWKDQ
continuing to focus on sourcing and selection, recruiters are now relationship builders
and managers. They are looking to enable a positive candidate experience for new
employeesa task that requires both new responsibilities and new skills.
Savvy recruiters will continue to embrace new TA technologies and hone their
relationship-building skills. Indeed, this is the promise of cognitive recruiting. As
AI and other technologies take over the basic, time-consuming tasks of sourcing
candidates, human jobs will shift. A recruiter in this new world can add value by
building psychological and emotional connections with candidates and constantly
strengthening the employment brand.
Figure 4. Talent acquisition: Old rules vs. new rules
Old rules New rules
Recruiters continuously expand their use of social

media sites for sourcing, including Twitter, Facebook,
5HFUXLWHUVXVHGQWHUQHWWRROVWRQGFDQGLGDWHV
Glassdoor, Pinterest, and Quora, in addition to
LinkedIn
Employment brand has a complete strategy, reaching

Employment brand is viewed as a marketing strategy
into all possible candidate pools and channels
Recruiters partner with hiring managers throughout

Recruiters run the recruiting process the search process, leveraging their networks,
cultural needs, and success criteria
Job descriptions focus on the needs of the

Job descriptions communicate what the organization
candidatesa tactic that yields three times as many
demands from the potential employee
highly rated applicants*
Companies have talent acquisition technology

An applicant tracking system is the only required platforms that manage sourcing, video interviewing,
talent acquisition technology interview management, candidate relationship
management, and onboarding
The candidate and hiring manager are front and

7DOHQWDFTXLVLWLRQSURFHVVHVDUHEXLOWRQHFLHQF\ center in talent acquisition processes, tailoring the
HHFWLYHQHVVDQGVSHHGRIKLUHLQDZD\WKDWZRUNV candidate experience around the moments that
for the enterprise matter in the talent acquisition journey with the
organization
* Andre Lavoie, How to attract the best talent with your job descriptions, Aberdeen Essentials, September 25,
2015, www.aberdeenessentials.com/hcm-essentials/how-to-attract-the-best-talent-with-your-job-descriptions/.

ENDNOTES
1. $QJHOD1DWLYLGDG+HLQHNHQMXVWPDGHDQ+5FDPSDLJQWKDWVDVFRRODVDQ\FRQVXPHUDGVLWVGRQHAdWeek,
6HSWHPEHUKWWSDGZHHNLWF\J4
2. Robin Erickson and Denise Moulton, Reimagining talent attraction: Dell transforms its employment brand by going
social, Bersin by Deloitte, November 9, 2016, http://bersinone.bersin.com/resources/research/?docid=20355.
3. Katherine Jones, Buyers guide to talent acquisition management and onboarding solutions 2013, Bersin by Deloitte,
July 2013, www.bersin.com/Practice/Detail.aspx?docid=16724.
4. ATC Events and Media, Chat bot interviews recruiter, recruiter gets smitten, November 25, 2016, http://atchub.
net/news/chat-bot-interviews-recruiter-recruiter-gets-smitten/.
5. Jonathan Nicholson (cofounder and managing director, PredictiveHire), in discussion with Robin Erickson, De-
cember 5, 2016.
6. Richard George, Interview: How SAP is using cartoons, video games and more to change recruiting standards,
LinkedIn, September 19, 2016, https://business.linkedin.com/talent-solutions/blog/recruiting-strategy/2016/
interview-how-sap-is-using-cartoons-video-games-and-more-to-change-recruiting-standards.
7. PeopleScout, Innovative sourcing strategies for mastering the talent landscape: Its a marathon, not a sprint, 2015,
http://www.peoplescout.com/innovative-sourcing-strategies-for-mastering-the-talent-landscape/, accessed Feb-
ruary 12, 2017.
PR Newswire, HireVue honors IBM, Hilton Worldwide, Vodafone, and ten other customers with 3rd annual Digi-
WDO'LVUXSWRUDZDUGVSUHVVUHOHDVHIURP+LUH9XH-XQHKWWSZZZSUQHZVZLUHFRPQHZVUHOHDVHV
hirevue-honors-ibm-hilton-worldwide-vodafone-and-ten-other-customers-with-3rd-annual-digital-disruptor-
DZDUGVKWPO
9. Curt Rice, How blind auditions help orchestras to eliminate gender bias, Guardian, October 14, 2013, www.
theguardian.com/women-in-leadership/2013/oct/14/blind-auditions-orchestras-gender-bias.
10. 6NLOO6FRXW6R\RXUHVWDUULQJLQDMREYLGHRKWWSZZZVNLOOVFRXWFRPMREYLGHRIDTKWPODFFHVVHG-DQXDU\
31, 2017.
11. Robin Erickson, From the armed forces to the workforce: Why veteran hiring is both the right thing to do & a smart
move to make, Bersin by Deloitte, May 2015, http://marketing.bersin.com/veteran-hiring.html.
12. Lisa Smith-Strother, The role of social advocacy in diversity & inclusion recruiting, presented at Glassdoor Sum-
mit, September 13, 2016, https://youtu.be/IdsqQMV4V_0.
13. Robin Erickson, Strategic talent sourcing: Improve blend of high-quality channels (part I), Bersin by Deloitte, 2017.
14. Talent Tech Labs, Talent acquisition ecosystem #5, https://talenttechlabs.com/ecosystem/, accessed December
16, 2016.
15. 8QLOHYHU *DPH RQ 2XU JUDGXDWH UHFUXLWPHQW GULYHV JRQH GLJLWDO 6HSWHPEHU ZZZXQLOHYHUFRP
news/news-and-features/2016/game-on-our-graduate-recruitment-drives-gone-digital.html.
16. Ibid.
17. Erickson, Strategic talent sourcing8QLOHYHU*DPHRQ2XUJUDGXDWHUHFUXLWPHQWGULYHVJRQHGLJLWDO

AUTHORS
Michael Stephan, Deloitte Consulting LLP | mstephan@deloitte.com
Michael Stephan is the global leader for Deloittes HR Transformation practice. He develops
and integrates HR service delivery models across the operations and technology spectrum,
with a focus on optimizing HR service delivery around the world. His global consulting
experience includes HR strategy, HR operating model design and implementation, HR
business process outsourcing (BPO), global technology deployment, and enterprise
transition management.
David Brown, Deloitte Touche Tohmatsu | davidbrown@deloitte.com.au
David Brown leads the Human Capital practice in Australia. He has over 30 years experience
in the human capital space in both corporate HR and advisory roles, including considerable
LQWHUQDWLRQDOH[SHULHQFHLQ+5PDQDJHPHQWDFURVV1RUWK$PHULFD(XURSHDQG$VLD%URZQ
specializes in HR strategy and execution, strategic change, workforce productivity and
engagement, and talent management and development.
Robin Erickson, Bersin by Deloitte, Deloitte Consulting LLP | rerickson@deloitte.com
5RELQ(ULFNVRQIRFXVHVRQWDOHQWDFTXLVLWLRQHQJDJHPHQWDQGUHWHQWLRQUHVHDUFKZKHUH
she draws on her deep experience in talent strategies consulting and related research for
'HORLWWHV+XPDQ&DSLWDOSUDFWLFH(ULFNVRQKROGVDGRFWRUDWHIURP1RUWKZHVWHUQ8QLYHUVLW\
in organizational communication and change, a masters degree in communication from
Northwestern University, a masters degree in theology from Northern Seminary, and a
bachelor of arts degree from the University of Chicago.

The employee experience

Culture, engagement, and beyond
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Millennials, employees expect a productive, engaging, enjoyable work experience.
Rather than focus narrowly on employee engagement and culture, organizations are
developing an integrated focus on the entire employee experience, bringing together
all the workplace, HR, and management practices that impact people on the job. A
QHZPDUNHWSODFHRISXOVHIHHGEDFNWRROVZHOOQHVVDQGWQHVVDSSVDQGLQWHJUDWHG
employee self-service tools is helping HR departments understand and improve this
experience. Through new approaches such as design thinking and employee journey
maps, HR departments are now focusing on understanding and improving this com-
plete experience and using tools such as employee net promoter scores to measure
employee satisfaction.1
Organizational culture, engagement, and employee brand proposition remain top

priorities in 2017; employee experience ranks as a major trend again this year.
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Fifty-nine percent of survey respondents reported they were not ready or only
somewhat ready to address the employee experience challenge.
A
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Change
Helping employees balance personal

23% 19% 21% better
and professional life/work demands
Aligning employees and personal

24% 23% 4% better
goals with corporate purpose
Providing programs for younger,

older, and a multi-generational 11% 11% Flat
workforce
Understanding and using design

thinking as part of the employee 10% 13% 23% worse
experience
Figure 2. Employee experience: Percentage of respondents rating this trend important

or very important
Percentages in
selected countries:
Brazil 93
76 Netherlands
India 89
China 88
Belgium 63 United States 85
UK 84 Australia 85
USA 85 Germany 70 United Kingdom 84

France 64 75 Japan Mexico 83
Spain 77 88 China South Africa 83
Mexico 83 Canada 80
Italy 79
89 India Italy 79
Spain 77
93 Brazil
Netherlands 76
85 Australia
83 South Africa Japan 75
Germany 70
France 64
Higher % Lower %

85 84 82 77 77 69 71 85 85

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Figure 3. Respondent ratings of sub-capabilities related to employee experience

Understanding and using design thinking 48% 42% 10%
as part of the employee experience
Using design thinking in developing HR 46% 43% 11%

and talent programs
Providing programs for younger, older, 39% 49% 12%

and a multi-generational workforce
Considering diverse employee preferences 38% 49% 13%

when designing work
%XLOGLQJDVWURQJDQGGLHUHQWLDWHG 22% 57% 22%

employee experience brand
Aligning employees and personal goals 22% 55% 23%

with corporate purpose
Helping employees balance personal and 23% 54% 23%

professional life/work demands
Integrating social, community, and 25% 52% 23%

corporate programs

Companies need a new approachone that builds

on the foundation of culture and engagement to
focus on the employee experience holistically,
considering all the contributors to worker
satisfaction, engagement, wellness, and alignment.
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Figure 4. Factors that contribute to a positive employee experience
Simply Irresistible OrganizationTM model
Supportive Positive work Growth Trust in

Meaningful work
management environment opportunity leadership
Clear and Flexible work Training and Mission and

Autonomy
transparent goals environment support on the job purpose
Continuous
Humanistic Facilitated talent
6HOHFWWRW Coaching investment in
workplace mobility
people
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Small, empowered Culture of Self-directed, Transparency and
development of
teams recognition dynamic learning honesty
managers
Fair, inclusive,
Agile performance High-impact
Time for slack diverse work Inspiration
management learning culture
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GETTING THE DESIGN AND

FOCUS ON EMPLOYEE FEEDBACK IS
DELIVERY RIGHT
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FAST FORWARD
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increasing transparency (What does Glassdoor say about us?), and the rising demand
for talented professionals and workers with fast-changing skills, employee experience
will become an increasingly important dimension of competing for and engaging
your workforce. Employee brand and reputationthe story that employees in the
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through net promoter tools, social media monitoring, and customer segmentation,
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the experience of contractors, contingent, and gig workers too.
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life at work, requiring constant feedback, action, and
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ENDNOTES
1. Wikipedia, NetPromoter, https://en.wikipedia.org/wiki/Net_Promoter. NetPromoter asks a simple question:

On a scale of zero to ten, how likely is it you would recommend this company as a place to work? Using this
question, organizations can sort employees into promoters, passives, and detractors, similar to the identical
question used widely with customers.
2. Josh Bersin, Becoming irresistible: A new model for employee engagement, Deloitte Review 16, January 26, 2015,
https://dupress.deloitte.com/dup-us-en/deloitte-review/issue-16/employee-engagement-strategies.html.
3. Bersin by Deloitte proprietary research with Glassdoor.
4. .DWH7D\ORU&KLFNO$LVEHDWLQJHYHU\FRPSHWLWRUE\WUDLQLQJZRUNHUVWRVD\SOHDVHDQGWKDQN\RXBusiness
Insider2FWREHUZZZEXVLQHVVLQVLGHUFRPFKLFNODLVWKHPRVWSROLWHFKDLQ
5. Deloitte and Facebook, Transitioning to the future of work and the workplace, November 2016.
6. Bureau of Labor Statistics, Overview of BLS productivity stats, www.bls.gov/bls/productivity.htm, accessed

December 21, 2016.
7. 3URMHFW7LPH2The state of American vacation 2016: How vacation became a casualty of our work culture, p. 6,
ZZZSURMHFWWLPHRFRPVLWHVGHIDXOWOHV372B6R$9SHUFHQW5HSRUWB)1$/SGIDFFHVVHG2FWREHU
Jeanne Meister, Cisco HR breakathon: Reimagining the employee experience, Forbes, March 10, 2016, www.
forbes.com/sites/jeannemeister/2016/03/10/the-cisco-hr-breakathon/.
9. Executive conversations with authors.
10. Ben Whitter, Bye, bye, human resources, LinkedIn, July 27, 2015, www.linkedin.com/pulse/bye-human-
UHVRXUFHVEHQZKLWWHU(&$&(%%%(%
12. 7RGG&)UDQNHO:KDWWKHVHSKRWRVRI)DFHERRNVQHZKHDGTXDUWHUVVD\DERXWWKHIXWXUHRIZRUNWashington
Post, November 30, 2015, http://wpo.st/93cX2.
14. Gensler, 86ZRUNSODFHVXUYH\.H\QGLQJVZZZJHQVOHUFRPXSORDGVGRFXPHQWOHB86B

Workplace_Survey_07_15_2013.pdf, accessed December 21, 2016.
15. Steelcase, Boosting employee engagement, November 12, 2014, www.steelcase.com/insights/articles/boosting-

employee-engagement-place-matters/.
16. Leesman, Leesman_review KWWSRULJLQPLVFSDJHVXLWHFRPSGIGRZQORDGGDDDEH

HHDDGSGIDFFHVVHG'HFHPEHU
17. .HUUL+XJKHVVWLPXODWLQJGHVLJQRFHVWRVWLUWKHVHQVHVCreative Bloq, February 19, 2016, www.creative-

EORTFRPGHVLJQGHVLJQRFHVVHHDOVR-RKQ+DJHO-RKQ6HHO\%URZQDQG7DPDUD6DPR\ORYDWork en-
vironment redesign: Accelerate performance through talent, Deloitte University Press, June 3, 2013, https://dupress.
deloitte.com/dup-us-en/topics/talent/work-environment-redesign.html.
Fordpass, Home, www.fordpass.com/, accessed January 30, 2017.
19. .LUVWHQ.RURVHN)RUGVSODQVWRGRPRUHWKDQMXVWVHOOFDUVFortune, January 12, 2016, http://for.tn/1mStuQp.
20. Conversations with Ford senior management, November 2016.

AUTHORS
Jason Flynn, Deloitte Consulting LLP | MDV\QQ#GHORLWWHFRP
Jason Flynn leads Deloittes global Rewards practice. He has more than 20 years of consulting
experience, helping multinational organizations design, deliver, communicate, and manage
total rewards programs to support their business and talent strategies. Flynns broader HR
consulting experience includes supporting talent management, HR transformation, and other
human capital initiatives.
Art Mazor, Deloitte Consulting LLP | amazor@deloitte.com
Art Mazor is Deloittes global leader for HR Service Delivery and a thought leader in HR
transformation strategy. He collaborates with global clients to achieve business impact with
a focus on transforming human capital strategies, programs, and services. With a balance
of strategic planning, operating model and organization design, process transformation,
technology deployment, governance, and change management, Mazor helps generate
tangible results through innovative and pragmatic solutions.
Vernica Melin, Deloitte SC | vmelian@deloitte.com
Vernica Melin is the Human Capital practice leader for Deloitte LATCO and the global
leader of Deloittes Culture practice. She has more than 20 years of consulting experience,
specializing in large-scale global transformation projects. Melins work focuses primarily on
culture change, leadership alignment, communication, HR, and talent strategies.
CONTRIBUTORS
David Brown, Alyson Daichendt, Robin Erickson, David Mallon, Yves van Durme

Performance management
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Figure 1. Performance management: Percentage of respondents rating this trend important

or very important
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FAST FORWARD
In the future, leading companies will create a continuous, highly agile process
among employees and teams, as well as among employees and leaders. Many will
take advantage of new software tools that integrate PM into daily work and use the
greater quantity and richer quality of data now available. The dreaded end-of-year
HYDOXDWLRQZLOOEHJRQHUHSODFHGE\FRQWLQXRXVIHHGEDFNRZLQJEHWZHHQHPSOR\HHV
and managers.
These changes are not merely new processes, but rather new organizational muscles.
As such, they will take time to develop and need constant exercise to maintain. But
RYHUWLPHWKH\ZLOOEHFRPHVWURQJHU30FKDQJHVWKDWVHHPGLFXOWLQWKHHDUO\
stages of transformation become more natural over time. As trust grows, feedback
becomes more direct and constructive, and changes are accepted.

)LJXUH3HUIRUPDQFHPDQDJHPHQW2OGUXOHVYVQHZUXOHV
Old rules New rules
Check-ins conducted quarterly or more frequently;

Performance appraisals and goal-setting conducted
regular goal-setting occurs in an open, collaborative
once per year
process
Feedback collected continuously and easily reviewed

Feedback collected by manager at end of year
at end of year (often through apps and mobile tools)
*RDOVNHSWFRQGHQWLDOZLWKIRFXVRQLQGLYLGXDO Goals made public and transparent with increased

achievement focus on team achievement
Employees evaluated by their manager Managers also evaluated by their employees
Employees rated on a qualitative scale; rankings

Employees force-ranked on a quantitative scale
considered, not forced
Compensation levels more transparent, more

&RPSHQVDWLRQNHSWFRQGHQWLDODQGIRFXVHGRQ
frequently discussed, and focused more on pay for
equity; bands based on performance ratings
performance than on equity
Managers focused on coaching and developing

Managers focused on evaluating performance
people
One leader evaluates each individual in a qualitative, 0DQ\FRQWULEXWHWRDQLQGLYLGXDOVSHUIRUPDQFH

opinion-based process evaluation; evaluation draws heavily on data
Process considered to be a burden and waste of time Process is agile, faster, continuous, and lighter

ENDNOTES
1. David Rock, Beth Jones, and Camille Inge, Reengineering performance management: How companies are evolving PM
beyond ratings, NeuroLeadership Institute, 2015.
2. %ULDQ+RPDQ&KDUOHV(/DQFH%HWKDQ\%\QXPDQG:LOOLDP$*HQWU\5DWHUVRXUFHHHFWVDUHDOLYHDQGZHOO
after all, Personnel Psychology 63, no. 1 (spring 2010): pp. 119151.
3. -RVK %HUVLQ 7LDQ\ 0F'RZHOO $PLU 5DKQHPD DQG <YHV YDQ 'XUPH 7KH RUJDQL]DWLRQ RI WKH IXWXUH $UULYLQJ
now, 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte University Press,
February 27, 2017.
4. Bill Pelster, Dani Johnson, Jen Stempel, and Bernard van der Vyver, Careers and learning: Real time, all the time,
2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte University Press, February
27, 2017.
5. -H 6FKZDUW] /DXUHQFH &ROOLQV +HDWKHU 6WRFNWRQ 'DUU\O :DJQHU DQG %UHWW :DOVK 7KH IXWXUH RI ZRUN 7KH
augmented workforce, 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age, Deloitte
University Press, February 27, 2017.
6. 7LDQ\0F'RZHOO'LPSOH$JDUZDO'RQ0LOOHU7VXWRPX2NDPRWRDQG7UHYRU3DJH2UJDQL]DWLRQDOGHVLJQ7KH
rise of teams, in *OREDO+XPDQ&DSLWDO7UHQGV7KHQHZRUJDQL]DWLRQ'LHUHQWE\GHVLJQ, Deloitte University
Press, February 29, 2016.
7. Schwartz et al., Careers and learning: Real time, all the time.
Rock et al., Is transforming performance management worth it?
11. Amy Berg (Adidas), in discussion with the authors, November 2016.
13. GE executives, in discussion with the authors, January 2017.
14. Janice Semper (GE), in discussion with the authors, August 2016.
15. Amy Berg (Adidas), in discussion with the authors, November 2016.
16. Rock et al., Is transforming performance management worth it?
17. Josh Bersin, HR technology in 2017: Disruption ahead, Bersin by Deloitte, October 4, 2016, http://joshbersin.
com/2016/10/hr-technology-in-2017-disruption-ahead/. OKR (Objective and Key Results) is a goal-setting ap-
proach originally developed at Intel. Also see Josh Bersin, Becoming irresistible: A new model for employee
engagement, Deloitte Review 16, Deloitte University Press, January 26, 2015, https://dupress.deloitte.com/dup-
us-en/deloitte-review/issue-16/employee-engagement-strategies.html.
Patagonia senior management, in discussion with the authors, November 2016.
19. Angela Szymusiak (senior talent development partner, Adobe), in discussion with the authors, December 2016.

AUTHORS
Nathan Sloan, Deloitte Consulting LLP | nsloan@deloitte.com
1DWKDQ6ORDQOHDGV'HORLWWHV3HUIRUPDQFH0DQDJHPHQWVHUYLFHRHULQJLQWKH8QLWHG
States, and oversees the US Organization Strategies, Talent Strategies, Strategic Change,
and Functional Transformation practice areas. He works with global companies to
determine the organizational structures, talent programs, and HR priorities required to
implement their business strategies. He is also the US Human Capital leader for Retail and
Wholesale Distribution.
Dimple Agarwal, Deloitte MCS Limited | dagarwal@deloitte.co.uk
Dimple Agarwal is the global leader of Organization Transformation and Talent for
the Human Capital practice. She consults at the C-suite level on operating model and
organizational design, HR and talent strategies, leadership strategies and development,
merger integration, and major transformation programs. Her 20-plus years of consulting
experience includes work in the United Kingdom, Netherlands, France, Switzerland, India,
0DOD\VLD1LJHULDDQGWKH8$(
Stacia Sherman Garr, Bersin by Deloitte, Deloitte Consulting LLP

sgarr@deloitte.com
Stacia Sherman Garr is responsible for research on human resources, talent strategy,
integrated talent management, performance management, career management, diversity
and inclusion, employee recognition, competencies, and workforce planning. Garr holds an
MBA from the University of California, Berkeley, a masters degree from the London School
RI(FRQRPLFVDQGEDFKHORUVGHJUHHVLQKLVWRU\DQGSROLWLFDOVFLHQFHIURP5DQGROSK0DFRQ
Womans College.
Karen Pastakia, Deloitte Canada | kapastakia@deloitte.ca
Karen Pastakia has more than 20 years experience in HR and talent consulting. Currently,
she leads Deloittes Human Capital practice in Toronto. She works with clients to ensure
alignment between their HR and talent objectives and investments and the overall business
strategy. Pastakia is also one of Deloitte Canadas marketplace inclusion leaders and has
been intimately involved in the evolution of Deloitte University globally.
CONTRIBUTORS
Maren Hauptmann

Leadership disrupted
Pushing the boundaries
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than in generations past, yet most organizations have not moved rapidly enough to
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The leadership gap has become larger; organizational capabilities to address lead-
ership dropped by 2 percent.
Forty-two percent of companies cite leadership development as very important.
The percentage of companies with strong or adequate experiential programs for

leaders rose by 2 percent this year.
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Figure 1. Leadership: Percentage of respondents rating this trend important or

very important
Percentages in
selected countries:
Germany 86
83 Netherlands China 86
India 86
Netherlands 83
Belgium 64
Brazil 82
UK 78
Germany 86 Canada 79
USA 72 78 Japan
Italy 79
France 65
86 China Japan 78
Spain 78
Spain 78
Mexico 78
Italy 79 United Kingdom 78
86 India
Mexico 78
95 Brazil South Africa 76
73 Australia Australia 73
76 South Africa
United States 72
France 65
Higher % Lower %

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FAST FORWARD
Great leaders have always been expected to succeed in the context of ambiguity. Now,
they face even greater pressures as the speed of technology accelerates. The role that
leaders play will continue to change, becoming even more digital-focused and team-
centric. A focus on organizational practice, including culture and organizational design,
will become an ever-more important part of leadership development. Despite this
more challenging environment, leaders will be asked to execute at a higher leveland
ensure that their organizations do not lag behind in the digital transformation.

)LJXUH/HDGHUVKLS2OGUXOHVYVQHZUXOHV
Old rules New rules
/HDGHUVDUHLGHQWLHGDQGDVVHVVHGEDVHGRQ Leaders are assessed early in their careers for agility,

experience, tenure, and business performance creativity, and ability to lead and connect teams
/HDGHUVDUHLGHQWLHGHDUO\DQGJLYHQHDUO\RXWVL]HG
Leaders must pay their dues to work their way up
responsibility to test and develop their leadership
the leadership pipeline
skills
Leaders are expected to innovate, collaborate, and

Leaders are expected to know what to do and bring
use client teams, crowdsourcing, and hackathons to
judgment and experience to new business challenges
QGQHZVROXWLRQV
Leadership development focuses on assessments, Leadership development focuses on culture, context,

training, coaching, and 360-degree development knowledge-sharing, risk-taking, and exposure to
programs others
Leaders are assessed and developed based on Leaders are assessed and developed based on
behavior and style thinking patterns and problem-solving ability
Leaders are developed through training and Leaders are developed through simulation, problem
professional development programs solving, and real-world projects
Diversity of leadership is considered a goal and Leaders are assessed and trained to understand
important benchmark to measure unconscious bias, inclusion, and diversity in their role
/HDGHUVKLSLVFRQVLGHUHGDGLFXOWUROHDQGRQHWKDW Leadership is considered a role that all play;

is sacrosanct in the organization everyone has opportunities to become a leader
Leaders lead organizations and functions Leaders lead teams, projects, and networks of teams

ENDNOTES
1. Korn Ferry, Korn Ferry global study: Majority of CEOs see more value in technology than their workforce,
BusinessWire, September 17, 2016, http://www.businesswire.com/news/home/20161117006293/en/Korn-Ferry-
Global-Study-Majority-CEOs-Technology, accessed December 21, 2016.
4. BrainyQuote, Mark Zuckerberg Quotes, https://www.brainyquote.com/quotes/quotes/m/markzucker453450.

html, January 17, 2017.
5. Andrea Derler, High-impact leadership: The new leadership maturity model, Bersin by Deloitte, 2016, http://www.
EHUVLQFRP3UDFWLFH'HWDLODVS["GRFLG PRGH VHDUFK S /HDGHUVKLS'HYHORSPHQW
6. Deloitte, 7KH'HORLWWH0LOOHQQLDO6XUYH\:LQQLQJRYHUWKHQH[WJHQHUDWLRQRIOHDGHUV, 2016.
7. Deloitte, The 2016 Deloitte Millennial Survey, p. 6.
Derler, High-impact leadership.
9. Gerald Kane et al., Strategy, not technology, drives digital transformation, MIT Sloan Management Review and
Deloitte University Press, 2015, https://dupress.deloitte.com/content/dam/dup-us-en/articles/digital-transfor-
mation-strategy-digitally-mature/15-MIT-DD-Strategy_small.pdf, accessed December 21, 2016.

AUTHORS
Anthony Abbatiello, Deloitte Consulting LLP | aabbatiello@deloitte.com
Anthony Abbatiello is the global leader of Deloittes Leadership practice. He specializes in

leadership strategy and development, succession management, and HR/talent strategy.
Abbatiello has led industry and functional human capital practices and is a respected global
thought leader as a SHRM Trendsetter and a resident talent blogger for +XQJWRQ3RVW.
He advises senior global clients on executive readiness, transformational leadership, and
building future leadership pipelines.
Margorie Knight, Deloitte MCS Limited | marjknight@deloitte.co.uk
Marjorie Knight was the co-founder and chairman of Kaisen Consulting, a boutique global
leadership consultancy acquired by Deloitte in 2015. As a seasoned business psychologist,
she specializes in the assessment, coaching, and development of C-suite leaders and high
potentials and in supporting organizations with succession planning. Based in the United
Kingdom, Knight has over 25 years experience working with leaders in more than 25
countries across a wide range of sectors.
Stacey Philpot, Deloitte Consulting LLP | sphilpot@deloitte.com
Stacey Philpot is a principal with Deloittes Leadership practice. She specializes in

implementing cutting-edge programs and processes that help senior executives lead,
innovate, and adapt to volatile markets and changing industries. As an organizational
psychologist, her areas of expertise are leadership development, succession planning, and
talent strategy implementation. Philpot is the author of several book chapters and articles
and a frequent speaker on womens leadership topics.
Indranil Roy, Deloitte Consulting Pte Ltd | indroy@deloitte.com
QGUDQLO5R\OHDGVWKH'HORLWWH/HDGHUVKLSSUDFWLFHIRUWKH$VLD3DFLFUHJLRQDQGVHUYHVDV
FKLHIVWUDWHJ\RFHUIRUWKHJOREDO/HDGHUVKLSSUDFWLFH5R\LVDJOREDOO\UHQRZQHGVWUDWHJLF
advisor on innovation and digital, leadership, strategy, organization, and culture. He has
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India, Korea, the United Kingdom, and the United States across a wide range of sectors,
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CONTRIBUTORS
John Crump, Andrea Derler, Karen Pastakia, Mohinish Sinha

Digital HR
Platforms, people, and work
HR is undergoing rapid and profound change. Once viewed as a support function

that delivered employee services, HR is now being asked to help lead the digital
transformation sweeping organizations worldwide. We see this change taking place
in three areas:
Digital workforce: How can organizations drive new management practices

(which we call digital DNA1), a culture of innovation and sharing, and a set of tal-
ent practices that facilitate a new network-based organization?2
Digital workplace: How can organizations design a working environment that

enables productivity; uses modern communication tools (such as Slack, Work-
place by Facebook, Microsoft Teams, and many others); and promotes engage-
ment, wellness, and a sense of purpose?
Digital HR: How can organizations change the HR function itself to operate in a
digital way, use digital tools and apps to deliver solutions, and continuously ex-
periment and innovate?
This shift is happening rapidly, as HR leaders are being pushed to take on a larger
role in helping to drive the organization to be digital, not just do digital.
Fifty-six percent of companies we surveyed this year are redesigning their HR

programs to leverage digital and mobile tools.
Fifty-one percent of companies are currently in the process of redesigning their

organizations for digital business models.
7KLUW\WKUHHSHUFHQWRIVXUYH\HG+5WHDPVDUHXVLQJVRPHIRUPRIDUWLFLDOLQWHOOL-
gence (AI) technology to deliver HR solutions, and 41 percent are actively building
mobile apps to deliver HR services.

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Figure 1. Digital HR: Percentage of respondents rating this trend important or very
important
Percentages in
selected countries:
India 87
75 Netherlands
Brazil 82
Mexico 79
Belgium 61 Germany 75
UK 67 Netherlands 75

France 63 64 Japan Italy 74
Spain 73 73 China China 73
Mexico 79 Spain 73
Italy 74
87 India Australia 68
United Kingdom 67
82 Brazil
United States 65
68 Australia
74 South Africa Japan 64
Canada 63
France 63
Higher % Lower %

81 65 79 69 76 72 67 79 67

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FAST FORWARD
HR has a critical opportunity to help lead the transformation to a digital enterprise.
In the next several years, HR teams that embrace digital platforms to take up the
dual challenge of transforming HR operations on the one hand, and transforming
the workforce and the way work is done on the other, will be game changers. HR
leaders who lean into new technologies, platforms, and ways of working, and who
explore and invest in enabling agility through constant reinvention, will be strongly
positioned to have an impact on business results and employee experience.
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Old rules New rules
HR departments focus on optimizing employee

HR departments focus on process design and
productivity, engagement, teamwork, and career
harmonization to create standard HR practices
growth
HR selects a cloud vendor and implements out-of- +5EXLOGVLQQRYDWLYHFRPSDQ\VSHFLFSURJUDPV

the-box practices to create scale develops apps, and leverages the platform for scale
HR technology team moves beyond ERP to develop

HR technology teams focus on ERP implementation
digital capabilities and mobile apps with a focus on
and integrated analytics, with a focus on ease of use
productivity at work
HR centers of excellence leverage AI, chat, apps, and

HR centers of excellence focus on process design and
other advanced technologies to scale and empower
process excellence
employees
HR programs target employee segments, personae,

HR programs are designed for scale and consistency
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around the world
maps relevant to their jobs and careers
HR focuses on self-service as a way to scale services HR focuses on enablement to help people get work
and support GRQHLQPRUHHHFWLYHDQGSURGXFWLYHZD\V
HR builds an employee self-service portal as a HR builds an integrated employee experience

WHFKQRORJ\SODWIRUPWKDWPDNHVLWHDV\WRQG platform using digital apps, case management, AI,
transactional needs and programs and bots to support ongoing employee needs

ENDNOTES
1. Deloitte LLP, Building your digital DNA, 2014, https://www2.deloitte.com/bh/en/pages/technology/articles/build-

ing-your-digital-dna.html.
now, Global Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017,
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends.html.
4. Josh Bersin, The HR software market reinvents itself, Forbes -XO\ KWWSZZZIRUEHVFRPVLWHV
MRVKEHUVLQWKHKUVRIWZDUHPDUNHWUHLQYHQWVLWVHOIE
7. David Mallon et al., +LJKLPSDFW+5%XLOGLQJRUJDQL]DWLRQDOSHUIRUPDQFHIURPWKHJURXQGXS, Bersin by Deloitte,

July 24, 2014.
Michael Stephan, David Brown, and Robin Erickson, Talent acquisition: Enter the cognitive recruiter, Global
Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017, https://dupress.
deloitte.com/dup-us-en/focus/human-capital-trends.html.
9. Wade and Wendy, http://wadeandwendy.ai/, accessed January 17, 2017.
10. BI Intelligence, Chatbots increase recruitment opportunities, Business Insider, July 12, 2016, http://www.
businessinsider.com/chatbots-increase-recruitment-opportunities-2016-7; Khari Johnson, Recruitment chat-
bot Mya automates 75% of hiring process, Venture Beat, July 11, 2016, http://venturebeat.com/2016/07/11/
recruitment-chatbot-mya-automates-75-of-hiring-process/.
11. Switch, http://www.switchapp.com/, accessed January 17, 2017.
13. 6DUD $VKOH\ 2%ULHQ *ODVVGRRUV QHZ WRRO WHOOV \RX LI \RXUH XQGHUSDLG CNN Tech, October 19, 2016, http://
money.cnn.com/2016/10/19/technology/glassdoor-know-your-worth-tool/.
14. Diane Gherson (senior vice president, Human Resources, IBM), interview with the authors, December 2016.
15. Claire Zillman, IBM is blowing up its annual performance review, Fortune, February 1, 2016, http://fortune.
com/2016/02/01/ibm-employee-performance-reviews/.
16. Alison DeNisco, Three guiding principles for ethical AI, from IBM CEO Ginni Rometty, Tech Republic, January 17,
2017, http://www.techrepublic.com/article/3-guiding-principles-for-ethical-ai-from-ibm-ceo-ginni-rometty/.
17. Per Scott (vice president, Human Resources, Royal Bank of Canada), interview with Josh Bersin, December 2016.
Executive conversations with the authors.

AUTHORS
Erica Volini, Deloitte Consulting LLP | evolini@deloitte.com
(ULFD9ROLQLLVWKH+XPDQ&DSLWDOFRXQWU\OHDGHUIRUWKH86DQGWKHOHDGHURIWKH86+5
7UDQVIRUPDWLRQSUDFWLFH6KHUPO\EHOLHYHVWKDW+5VKRXOGEHDWWKHKHOPRIKHOSLQJ
businesses optimize their performance. Throughout her 20-year consulting career, Volini
has worked with organizations to determine how best to deliver HR services, which enable
JOREDOJURZWKDQGGULYHHQKDQFHGSURWDELOLW\DQGKDVKHOSHGPDQ\RIWKHZRUOGVOHDGLQJ
RUJDQL]DWLRQVDFURVVPXOWLSOHLQGXVWULHVGHQHWKHLUKXPDQFDSLWDOVWUDWHJ\
Pascal Occean, Deloitte Canada | poccean@deloitte.ca
Pascal Occean leads Deloittes Canadian HR Transformation practice. With more than
18 years of experience serving domestic and global clients, Occean specializes in all
aspects of HR transformation, including strategy, service delivery, process reengineering,
outsourcing, service center transitions, implementations, and support. Occean also has
in-depth knowledge of HR technology implementations for solutions such as SAP, Oracle,
and Workday.
Michael Stephan, Deloitte Consulting LLP | mstephan@deloitte.com
Michael Stephan is the global leader for Deloittes HR Transformation practice. He develops
and integrates HR service delivery models across the operations and technology spectrum,
with a focus on optimizing HR service delivery around the world. His global consulting
experience includes HR strategy, HR operating model design and implementation, HR
business process outsourcing (BPO), global technology deployment, and enterprise
transition management.
Brett Walsh, Deloitte MCS Limited | bcwalsh@deloitte.co.uk
Brett Walsh is Deloittes global Human Capital leader and a global lead client service
partner. He has over 25 years of international experience consulting with executives on
HR transformation, HR technologies, and the future of work. A frequent speaker and
author, Walsh has an MBA from Warwick University and is a fellow of the Institute of
Business Consultants.
CONTRIBUTORS
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People analytics
Recalculating the route
People analytics in HR is undergoing a seismic shift. Driven by the widespread adop-

tion of cloud HR systems, companies are investing heavily in programs to use data
for all aspects of workforce planning, talent management, and operational improve-
ment. People analytics, a discipline that started as a small technical group that ana-
lyzed engagement and retention, has now gone mainstream. Organizations are
redesigning their technical analytics groups to build out digitally powered enterprise
analytics solutions. These new solutions, whether developed internally or embedded
in new digital solutions, are enabling organizations to conduct real-time analytics at
the point of need in the business process. This allows for a deeper understanding of
issues and actionable insights for the business.
While 71 percent of companies see people analytics as a high priority in their orga-
nizations (31 percent rate it very important), progress has been slow. The percent-
age of companies correlating HR data to business outcomes, performing predic-
tive analytics, and deploying enterprise scorecards barely changed from last year.
Analytics is being applied to a wide range of business challenges: Recruiting remains

the No. 1 area of focus, followed by performance measurement, compensation,
workforce planning, and retention. We see an explosive growth in the use of orga-
nizational network analysis (ONA) and the use of interaction analytics (studying
employee behavior) to better understand opportunities for business improvement.
5HDGLQHVVUHPDLQVDVHULRXVLVVXH$IWHU\HDUVRIGLVFXVVLQJWKLVLVVXHRQO\SHU-
cent report they have usable data; only 9 percent believe they have a good under-
standing of which talent dimensions drive performance in their organizations; and
only 15 percent have broadly deployed HR and talent scorecards for line managers.

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Figure 1. People analytics: Percentage of respondents rating this trend important or

very important
Percentages in
selected countries:
Higher % Lower %
Canada 72
Brazil 85
75 Netherlands India 83
China 81
UK 78
Belgium 55
Japan 77
UK 78
Italy 76
USA 76 Germany 66
77 Japan USA 76
France 48
Netherlands 75
Spain 61 81 China
Australia 73
Mexico 71
Italy 76 Canada 72
83 India
South Africa 71
85 Brazil Mexico 71
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Spain 61
Belgium 55
Percentages by region: France 48
Higher % Lower %

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FAST FORWARD
Over the next few years, the number of data sources will continue to rise, leading
to a fusion of external and internal data in predicting employee behavior. At leading
companies, analytics will become even more interdisciplinary, along the lines of ONA.
Eventually, people analytics will be fully integrated into systems and always in the
background, rather than a separate source of information.
Going forward, analytics technology will have the capability to deliver increasingly
personalized recommendations. Due to the sensitive nature of some people analytics
programs, organizations will likely need to become far more serious about data
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public disclosure of private information on the organization and its employees.

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Old rules New rules
People analytics is viewed as a business analytics

People analytics is viewed as an HR team focused on
team that works across the business to drive
advanced analytics within HR
business results
Analytics focuses on business problems such as sales

Analytics focuses on HR topics such as retention, SURGXFWLYLW\ZRUNIRUFHHHFWLYHQHVVKLJKSRWHQWLDO
engagement, learning, and recruitment metrics retention, fraud, accident patterns, and other
operational needs
The organization has already committed to accurate

The organization makes a business case for better
and integrated data, and has tools and processes to
data integration, quality, and tools
ensure quality and ease of analysis
The people analytics team understands HR data,

The people analytics team has a strong QDQFLDOGDWDDQGFXVWRPHUGDWDDQGLWKDV
understanding of HR data relationships with all the other analytics groups in
the company
The people analytics team operates at a senior level,

The people analytics team lives in HR operations and
reports to the CHRO, and serves business leaders
reports to HR technology, or in functional areas
across the company
The people analytics team is a multidisciplinary

The people analytics team is a small set of technical
team, with a focus on business consulting, visual
experts with data management and statistical skills
communications, and problem solving
3HRSOHDQDO\WLFVLVVWDHGE\3K'VWDWLVWLFLDQVZKRVH
People analytics is a consulting function that helps
primary focus is the development of models and
business leaders solve problems
data warehouses
People analytics focuses on the entire workforce,

People analytics focuses on employees
including employees and contingent labor
The people analytics team moves beyond

The people analytics team focuses heavily on
engagement to understand the detailed drivers
engagement survey data and employee happiness
of engagement and builds culture models to
and culture
understand what drives the workforce

ENDNOTES
1. Erica Volini, Pascal Occean, Michael Stephan, and Brett Walsh, Digital HR: Platforms, people, and work, Global
3. Ibid.
4. Ibid.
5. Josh Bersin, Workday acquires Platfora: Analytics race accelerates, Forbes, July 25, 2016, http://www.forbes.
FRPVLWHVMRVKEHUVLQZRUNGD\DFTXLUHVSODWIRUDDQDO\WLFVUDFHDFFHOHUDWHVHEGGIH
6. Peter A. Gloor, What email reveals about your organization, MIT Sloan Management Review, November 17, 2015,
http://sloanreview.mit.edu/article/what-email-reveals-about-your-organization/.
7. 2OLYLD2UDQ:DOO6WUHHWKRSHVDUWLFLDOLQWHOOLJHQFHVRIWZDUHKHOSVLWKLUHOR\DOEDQNHUVReuters, June 7, 2016,

http://www.reuters.com/article/us-banks-hiring-ai-idUSKCN0YT163, accessed December 2016.
'HORLWWH 'HORLWWH DQDO\VLV +LGGHQ ODERU H[SHQVHV DQG LQHHFWLYH ODERU XWLOL]DWLRQ FRVWLQJ FRPSDQLHV WHQV RI
millions of dollars, press release, June 16, 2016, https://www2.deloitte.com/us/en/pages/about-deloitte/articles/
press-releases/laborwise-solution-pinpoints-overages-in-labor-spending.html.
10. 6DUDK 2&RQQRU :KHQ \RXU ERVV LV DQ DOJRULWKP Financial Times 6HSWHPEHU KWWSVZZZIWFRP
FRQWHQWIGFHIHEDGHGHD
11. Michael Stephan, David Brown, and Robin Erickson, Talent acquisition: Enter the cognitive recruiter, Global
12. hiQ, Enterprise solutions, https://www.hiqlabs.com/solutions/, accessed January 31, 2017.
14. Ibid.
15. Madhura Chakrabarti, Scaling people analytics globally: Chevron takes a multipronged approach to building organi-
]DWLRQZLGHDQDO\WLFVFDSDELOLWLHVSDUW, Bersin by Deloitte, November 2, 2016, https://www.bersin.com/Practice/
Detail.aspx?id=20290, accessed December 21, 2016.

AUTHORS
Laurence Collins, Deloitte MCS Limited | lcollins@deloitte.co.uk
Laurence Collins leads the United Kingdoms HR Digital, Workforce Planning and Analytics
practices, helping clients drive productivity and performance in the context of the future
of work. He focuses on applying a variety of approaches such as predictive analytics,
robotics, and strategic workforce planning for improved business impact. His work includes
reimagining the role of HR and linking the resulting outcomes of new capabilities back to the
economic contribution of human capital.
Dave Fineman, Deloitte Consulting LLP | GQHPDQ#GHORLWWHFRP
Dave Fineman leads the HR Transformation People Analytics and Workforce Planning
program in the United States. In this role, he collaborates with Deloitte colleagues from
DFURVVPHPEHUUPVIXQFWLRQVWHFKQRORJ\HQYLURQPHQWVDQGLQGXVWU\SURJUDPVGHVLJQLQJ
and delivering solutions that build capability, deploy technology, and advance people
analytics and workforce planning capabilities within client organizations. In addition to his
client work, Fineman has presented people analytics and workforce planning topics at
LQGXVWU\DQGIXQFWLRQDOFRQIHUHQFHVDQGOHGFOLHQWVSHFLFVHPLQDUVDQG*UHHQKRXVH/DE
sessions. He has an MBA from the Amos Tuck School of Business at Dartmouth College and a
BA from Clark University.
Akio Tsuchida, Deloitte Tohmatsu Consulting Co., Ltd | akitsuchida@tohmatsu.co.jp
Akio Tsuchida is Deloittes Human Capital leader for Japan. With more than 20 years of
human capital consulting experience, Tsuchida has rich expertise in total rewards and
performance management, executive compensation, workforce planning, and talent
management. He has led large-scale business transformation projects related to cross-
border M&A, post-merger integration, corporate restructuring, and globalization. He has a
masters degree in labor relations and human resources from Michigan State University.
CONTRIBUTORS
Madhura Chakrabarti, Stavros Demetriou, Jim Guszcza, John Houston, Luk Smeyers

Diversity and inclusion

The reality gap
Diversity and inclusion has become a CEO-level issue around the world. The digital
organization of today, which operates as a network of teams, thrives on empower-
ment, open dialogue, and inclusive working styles. Leading organizations now see
diversity and inclusion as a comprehensive strategy woven into every aspect of the
talent life cycle to enhance employee engagement, improve brand, and drive perfor-
mance. The era of diversity as a check the box initiative owned by HR is over. CEOs
must take ownership and drive accountability among leaders at all levels to close the
gap between what is said and actual impact.
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Higher % Lower %
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Japan 86
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South Africa 80
Mexico 79
Belgium 56 India 78
UK 74 Australia 77
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France 59 86 Japan Brazil 69
Spain 66 81 China Canada 68
Mexico 79 United States 66
Italy 61
78 India
Spain 66
Netherlands 65
69 Brazil
77 Australia Italy 61
80 South Africa
Germany 61
France 59
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FAST FORWARD
Old models of diversity and inclusion are undergoing change, and this trend is
expected to accelerate. As employee demands shift and diversity receives greater
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large Baby Boomer population ages, the need to broaden the focus on diversity
and inclusion to account for the elderly in the workplace will increase. In inclusive
organizations, the way people operate will shift, and the everyday language of the
business will change.

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Old rules New rules
Diversity and inclusion is a CEO-level priority and

Diversity is considered a reporting goal driven by
considered important throughout all levels of
compliance and brand priorities
management
Work-life balance is considered a challenge for

Work-life balance, family, and individual wellness are
employees to manage, with some support from the
all considered part of the total employee experience
organization
Companies measure diversity through the Companies measure inclusion, diversity, and lack of
GHPRJUDSKLFSUROHRIGHVLJQDWHGJURXSVGHQHGE\ bias in all recruitment, promotion, pay, and other
attributes such as gender, race, nationality, or age talent practices
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concepts of diversity of thought, also addressing
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Merit is unpacked to identify built-in biases; leaders

Leaders are promoted on merit and experience
are promoted on their ability to lead inclusively
Diversity and inclusion goes beyond education to

Diversity and inclusion is a program of education,
focus on debiasing business processes and holding
training, and discussion
leaders accountable for inclusive behavior
Companies hold managers accountable for creating

Companies regularly report progress on diversity
an inclusive culture, using metrics to compare them
measures
against each other

ENDNOTES
1. Bonnie Marcus, The lack of diversity in tech is a cultural issue, Forbes, August 12, 2015, http://www.forbes.com/
VLWHVERQQLHPDUFXVWKHODFNRIGLYHUVLW\LQWHFKLVDFXOWXUDOLVVXHF
2. Deloitte Touche Tohmatsu Limited, %LJ GHPDQGV DQG KLJK H[SHFWDWLRQV 7KH 'HORLWWH 0LOOHQQLDO 6XUYH\ ([HFXWLYH
summary, January 2014, http://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-
dttl-2014-millennial-survey-report.pdf.
3. M. Christie Smith and Stephanie Turner, 7KHUDGLFDOWUDQVIRUPDWLRQRIGLYHUVLW\DQGLQFOXVLRQ7KH0LOOHQQLDOLQX-

ence, Deloitte, 2015, http://www2.deloitte.com/us/en/pages/about-deloitte/articles/radical-transformation-of-
diversity-and-inclusion.html, accessed October 12, 2016.
now, Global Human Capital Trends 2017: Rewriting the rules for the digital age, Deloitte University Press, 2017,
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends.html.
5. Juliet Bourke, :KLFK7ZR+HDGV$UH%HWWHUWKDQ2QH"+RZ'LYHUVH7HDPV&UHDWH%UHDNWKURXJKGHDVDQG0DNH6PDUWHU

Decisions (Australian Institute of Company Directors, 2016); David Rock and Heidi Grant, Why diverse teams are
smarter, Harvard Business Review, November 4, 2015, https://hbr.org/2016/11/why-diverse-teams-are-smarter,
accessed December 21, 2016; Stacia Sherman Garr, Candace Atamanik, and David Mallon, High-impact talent
management: The new talent management maturity model, Bersin by Deloitte, 2015, http://marketing.bersin.com/
high-impact-talent-management.html, accessed December 21, 2016.
6. Bernadette Dillon and Juliet Bourke, Waiter, is that inclusion in my soup? A new recipe to improve business perfor-
mance, Deloitte, May 2013, https://www2.deloitte.com/content/dam/Deloitte/au/Documents/human-capital/de-
loitte-au-hc-diversity-inclusion-soup-0513.pdf, accessed December 21, 2016; Natasha Doherty and Juliet Bourke,
Toward gender parity: Women on Boards Initiative, Deloitte Access Economics, 2016, https://www2.deloitte.com/
content/dam/Deloitte/au/Documents/Economics/deloitte-au-toward-gender-parity-women-on-boards-initia-
tive-041016.pdf, accessed December 21, 2016.
7. -DQH 3RUWHU <RXUH PRUH ELDVHG WKDQ \RX WKLQN Fast Company, October 6, 2014, https://www.fastcompany.
com/3036627/strong-female-lead/youre-more-biased-than-you-think, accessed December 21, 2016.
Stacia Sherman Garr, The diversity and inclusion primer: An introduction, Bersin by Deloitte, 2014.
9. Bourke, :KLFK7ZR+HDGV$UH%HWWHUWKDQ2QH"; Garr, Atamanik, and Mallon, High-impact talent management.
10. Garr, Atamanik, and Mallon, High-impact talent management.
11. $GDP)ULVN%HFDXVHLWV7UXGHDXVJHQGHUHTXDOFDELQHWPDNHVKHDGOLQHVDURXQGZRUOGVRFLDOPHGLD
Global News, November 5, 2015, http://globalnews.ca/news/2320795/because-its-2015-trudeaus-gender-equal-
cabinet-makes-headlines-around-world-social-media/, accessed December 21, 2016.
12. Alexander K. Song, Dodd-Frank and executive compensationpart 1: Status update, National Law Review, April
KWWSZZZQDWODZUHYLHZFRPDUWLFOHGRGGIUDQNDQGH[HFXWLYHFRPSHQVDWLRQSDUWVWDWXVXSGDWH
13. Cindy Robbins, Equality at Salesforce: The equal pay assessment update, Salesforce Blog0D\KWWSV
www.salesforce.com/blog/2016/03/equality-at-salesforce-equal-pay.html, accessed December 21, 2016.
14. Steven Greenhouse, The age premium: Retaining older workers, New York Times, May 14, 2014, http://www.
nytimes.com/2014/05/15/business/retirementspecial/the-age-premium-retaining-older-workers.html, accessed
December 21, 2016.

15. Stacia Sherman Garr, The diversity and inclusion benchmarking report, Bersin by Deloitte, March 2014.
16. Stacia Sherman Garr and Candace Atamanik, High-impact diversity and inclusion, Bersin by Deloitte, forthcoming,
April 2017.
17. Catalyst, Statistical overview of women in the workforce, April 6, 2016, http://www.catalyst.org/knowledge/
statistical-overview-women-workforce.
Miki Perkins, Victorian government trials blind job applications to overcome hiring bias, Age, May 20, 2016,
http://www.theage.com.au/victoria/victorian-government-trials-blind-job-applications-to-overcome-hiring-bias-
JR]SIKWPODFFHVVHG2FWREHU
19. Matthew Lieberman et al., Breaking bias: The SEEDS model, NeuroLeadership Journal, November 2015, https://
neuroleadership.com/portfolio-items/breaking-bias-updated-the-seeds-model-2/, accessed December 21, 2016.
20. Bernadette Dillon and Juliet Bourke, 7KHVL[VLJQDWXUHWUDLWVRILQFOXVLYHOHDGHUVKLS7KULYLQJLQDGLYHUVHQHZZRUOG,

Deloitte University Press, April 14, 2016, https://dupress.deloitte.com/dup-us-en/topics/talent/six-signature-
traits-of-inclusive-leadership.html, accessed December 21, 2016.
21. 6RQ\D.XQNHOLQFOXVLRQRFHUYLFHSUHVLGHQWSHRSOHVWUDWHJLHVDQGLQVLJKWV%02)LQDQFLDO*URXSLQFRQYHUVD-

tion with Juliet Bourke, January 2017.
22. *RYHUQPHQW(TXDOLWLHV2FH7KLQNDFWUHSRUW/OR\GV%DQNLQJ*URXSKWWSVZZZJRYXNJRYHUQPHQWFDVH
studies/think-act-report-lloyds-banking-group, November 4, 2014.
23. Virgin Money, (PSRZHULQJSURGXFWLYLW\+DUQHVVLQJWKHWDOHQWVRIZRPHQLQQDQFLDOVHUYLFHV, March 2016, http://

uk.virginmoney.com/virgin/assets/pdf/Virgin-Money-Empowering-Productivity-Report.pdf.
24. Ibid.
25. *RYHUQPHQW(TXDOLWLHV2FH7KLQNDFWUHSRUW
26. Virgin Money, Empowering productivity.
27. P&G, 2015 diversity & inclusion annual report: Enabling a culture of innovation & productivity, http://cdn.pg.com/-/
media/PGCOMUS/Documents/PDF/Who_We_Are/DiversityandInclusion/PG_DiversityInclusion_AR_2012%20pdf.
pdf?la=en-US&v=1-201506230605.
Catalyst, Disrupt the default: Catalyst Awards Conference, March 26, 2015, https://www.google.co.uk/url?sa=t&r-
FW M T HVUF V VRXUFH ZHE FG FDG UMD XDFW YHG DK8.(ZMQV+TOF5$K:/.V$.+6G[%=<4)JJK
MAE&url=http%3A%2F%2Fwww.catalyst.org%2Fuploads%2F2015_catalyst_awards_conference_program-1.
pdf&usg=AFQjCNEcPhISCHjaihIvkWo_zbpeZN2DSQ&bvm=bv.144224172,d.bGs.
29. P&G, 2015 diversity & inclusion annual report.
30. %DUUHWW-%UXQVPDQ+HUHVZKHUH3 *UDQNVIRUZRUNSODFHGLYHUVLW\Cincinnati Business Courier$SULO

KWWSZZZEL]MRXUQDOVFRPFLQFLQQDWLQHZVKHUHVZKHUHSJUDQNVIRUZRUNSODFHGLYHUVLW\KWPO
31. P&G, 2010 global sustainability report, June 30, 2010, http://cdn.pgcom.pgsitecore.com/en-gb/-/media/PG-
COMUK/Documents/PDF/Sustanability_PDF/sustainability_reports/PG2010SustainabilityReport%20pdf.
pdf?la=en-GB&v=1-201601061549.
32. P&G, 2015 diversity & inclusion annual report.

AUTHORS
Juliet Bourke, Deloitte Touche Tohmatsu | julietbourke@deloitte.com.au
Juliet Bourke leads Deloitte Australias Diversity and Inclusion consulting practice and co-leads
its Leadership practice. She has over 25 years experience in human capital, management,
and law. Her latest book, Which Two Heads Are Better than One?, focuses on diversity of
WKLQNLQJDQGFROOHFWLYHLQWHOOLJHQFH6KHLVDPHPEHURIWKH$XVWUDOLDQUPVGLYHUVLW\FRXQFLO
and sits on a number of boards and award panels. Bourke has also keynoted at hundreds of
JOREDOFRQIHUHQFHVLQFOXGLQJ7('[
Stacia Sherman Garr, Bersin by Deloitte, Deloitte Consulting LLP

sgarr@deloitte.com
Stacia Sherman Garr is responsible for research on human resources, talent strategy,
integrated talent management, performance management, career management, diversity
and inclusion, employee recognition, competencies, and workforce planning. Garr holds an
MBA from the University of California, Berkeley, a masters degree from the London School
RI(FRQRPLFVDQGEDFKHORUVGHJUHHVLQKLVWRU\DQGSROLWLFDOVFLHQFHIURP5DQGROSK0DFRQ
Womans College.
Ardie van Berkel, Deloitte Consulting BV | avanberkel@deloitte.nl
$UGLHYDQ%HUNHOLVWKH+XPDQ&DSLWDOSUDFWLFHOHDGHUIRUWKH(XURSH0LGGOH(DVWDQG
$IULFD(0($UHJLRQ6KHKDVOHGPDQ\LQLWLDWLYHVWRVWUHQJWKHQ'HORLWWHVSRVLWLRQDVWKH
leading human capital practice in the market, and her team has contributed to numerous
(0($DQGJOREDOLQLWLDWLYHV9DQ%HUNHOLVDPHPEHURIWKHVXSHUYLVRU\ERDUGRI'HORLWWH
1RUWK:HVW(XURSHDQGDQDFWLYHPDUNHWIDFLQJFOLHQWSDUWQHU6KHFRQVXOWVRQPHUJHU
integrations, organizational design, HR strategies, and change management to support major
transformation programs, primarily in the public sector.
Jungle Wong, Deloitte Consulting (Shanghai) Co. Ltd, Beijing Branch

junglewong@deloitte.com.cn
-XQJOH:RQJOHDGV'HORLWWHV+XPDQ&DSLWDOSUDFWLFHLQ*UHDWHU&KLQDDQGWKH$VLD3DFLF
region. He has extensive experience working with multinational enterprises located in China,
as well as state-owned enterprises, on solving talent and HR issues. He is a frequent speaker
at HR conferences and an assessor for the Chinese Business Leaders Awards. Wong is a
regular writer for HR magazines in China.
CONTRIBUTORS
Candace Atamanik, Carolyn Lawrence

The future of work

The augmented workforce
Driven by the acceleration of connectivity and cognitive technology, the nature of

work is changing. As AI systems, robotics, and cognitive tools grow in sophistication,
almost every job is being reinvented, creating what many call the augmented work-
force. As this trend gathers speed, organizations must reconsider how they design
jobs, organize work, and plan for future growth.
This year, 41 percent of companies reported they have fully implemented or

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their workforce.
Another 34 percent of survey respondents are in the midst of pilot programs.
But only 17 percent of global executives report they are ready to manage a work-
force with people, robots, and AI working side by sidethe lowest readiness level
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Figure 1. Robotics, cognitive computing, and AI: Percentage of respondents rating this
trend important or very important
Percentages in
selected countries:
Higher % Lower %
Canada 33 India 54
China 51
37 Netherlands Japan 48
Mexico 44
United Kingdom 43
Belgium 39
Brazil 42
UK 43
Germany 40
USA 31 Germany 40
48 Japan Spain 40
France 32
51 China Belgium 39
Spain 40
Netherlands 37
Mexico 44
Italy 36 Italy 36
54 India
Australia 36
42 Brazil South Africa 34
36 Australia Canada 33
34 South Africa
France 32
Percentages by region: United States 31
Higher % Lower %

45 32 33 34 38 48 38 50 37

Figure 2. Augmented workforce: Percentage of respondents rating this trend important

or very important
Percentages in
selected countries:
Higher % Lower %
Canada 56 India 76
China 73
70 Netherlands Netherlands 70
Japan 68
Belgium 67
Belgium 67
Mexico 66
UK 63
Australia 65
USA 59 Germany 61
68 Japan Italy 64
France 49
73 China South Africa 64
Spain 63
United Kingdom 63
Mexico 66
Italy 64 Spain 63
76 India
Brazil 63
63 Brazil Germany 61
65 Australia United States 59
64 South Africa
Canada 56
Percentages by region: France 49
Higher % Lower %

62 58 66 61 64 56 62 72 61
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Figure 3. Respondent ratings of sub-capabilities related to the augmented workforce

Managing contingent, outsourced, 25% 57% 19%
contracted, and part-time sources of labor
Understanding emerging skills and
24% 62% 14%
critical capability gaps
Managing gig and talent-sharing

53% 39% 9%
economy resources
Managing crowdsourcing as part of the

organizations workforce and talent 59% 33% 8%
programs

Figure 4. Respondent ratings of sub-capabilities related to robotics, cognitive

computing, and AI
Understanding the future impact of
34% 45% 21%
robotics/cognitive computing/AI on talent
Identifying external sources of

43% 47% 11%
robotics/cognitive computing/AI talent
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robotics/cognitive computing/AI resources 51% 40% 10%
elsewhere in the organization
Reskilling employees to complement 51% 40% 9%
robotics/cognitive computing/AI
Aligning competency models/frameworks to
account for new robotics/cognitive computing/ 56% 38% 6%
AI requirements
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power continue to grow exponentially, driving advances in robotics and machine
learning. Cognitive tools to augment, and in some cases replace, knowledge work will
continue to accelerate and become widely deployed and adopted. We would not be
surprised if the future of work, workforce, and workplace issues come to dominate the
concerns and agenda of HR and business leaders in the near future. This challenge
UHTXLUHVPDMRUFURVVIXQFWLRQDODWWHQWLRQHRUWDQGFROODERUDWLRQ

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Old rules New rules
Jobs and tasks are being redesigned to use more

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essential human skills, and are augmented by
jobs (replacement)
technology (augmentation)
A continuum of talent is available, including

Full-time employees are the main source of talent contractors, gig employees, crowds, and
competitions
The focus in workforce planning shifts to start

Workforce planning focuses on full-time workforce
with work and analyzing options across multiple
and skill requirements
workforces and technologies
The half-life of skills continues to decrease rapidly,

-REVDUHUHODWLYHO\VWDWLFZLWK[HGVNLOOUHTXLUHPHQWV
and work is being constantly reinvented
Projects, assignments, and tours of duty are building

Jobs and career ladders are the foundation of work
blocks for work; careers are portfolios of projects
and the workforce
and experiences
Integrating people and technology is a

Robotics and cognitive technologies are IT projects
multidisciplinary task
HR has a strategic role to facilitate and orchestrate

+5VMRELQDXWRPDWLRQLVWRIRFXVRQFKDQJH
the redesign of jobs and train the augmented
management and workforce transition
workforce
The fundamental elements of work are jobs, with The fundamental elements of work are tasks, which
formally developed job descriptions are aggregated into jobs and roles

ENDNOTES
1. -H6FKZDUW]$QGUHZ/LDNRSRXORVDQG/LVD%DUU\The open talent economy: Beyond corporate borders to talent

ecosystems, Deloitte University Press, July 24, 2013, https://dupress.deloitte.com/dup-us-en/deloitte-review/is-
sue-13/the-open-talent-economy.html, accessed December 13, 2016.
2. 'DYLG6FKDWVN\DQG-H6FKZDUW]Machines as talent: Collaboration, not competition, Deloitte University Press, Feb-

ruary 27, 2015, https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2015/cognitive-technology-
in-hr-human-capital-trends-2015.html, accessed December 13, 2016.
3. -H 6FKZDUW] HW DO The gig economy: Distraction or disruption?, Deloitte University Press, February 29, 2016,
https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2016/gig-economy-freelance-workforce.
html, accessed December 13, 2016.
4. Angus Knowles-Cutler and Harvey Lewis, Essential skills for working in the machine age, Deloitte, https://www2.
deloitte.com/uk/en/pages/growth/articles/essential-skills-for-working-in-machine-age.html; Bersin by Deloitte
Glassdoor research.
5. Angus Knowles-Cutler and Harvey Lewis, Talent for survival: Essential skills for humans working in the machine age,
Deloitte, 2016, p. 1, https://www2.deloitte.com/content/dam/Deloitte/uk/Documents/Growth/deloitte-uk-talent-
for-survival-report.pdf, accessed December 13, 2016.
6. Laura Stevens, How Amazon gets its holiday hires up to speed in two days, Wall Street Journal1RYHPEHU
KWWSZZZZVMFRPDUWLFOHVDPD]RQOHDQVRQWHFKQRORJ\WRVSHHGWUDLQLQJRIKROLGD\ZRUNHUV
accessed December 13, 2016.
7. -RKQ'RQRYDQDQG&DWK\%HQNR$7 7VWDOHQWRYHUKDXOHarvard Business Review, October 2016, https://hbr.

org/2016/10/atts-talent-overhaul, accessed October 3, 2016.
7UHYRU 3DJH $PLU 5DKQHPD 7DUD 0XUSK\ DQG 7LDQ\ 0FGRZHOO 8QORFNLQJ WKH H[LEOH RUJDQL]DWLRQ, Deloitte,
KWWSVZZZGHORLWWHFRPJOREDOHQSDJHVKXPDQFDSLWDODUWLFOHVJ[XQORFNLQJWKHH[LEOHRUJDQL]DWLRQKWPO
9. Erik Brynjolfsson and Andrew McAfee, Race against the Machine: How the Digital Revolution is Accelerating Innova-
tion, Driving Productivity, and Irreversibly Transforming Employment and the Economy (Digital Frontier Press, 2011);
Erik Brynjolfsson and Andrew McAfee, The Second Machine Age: Work Progress, and Prosperity in a Time of Brilliant
Technologies (W.W. Norton & Company, 2016); Thomas H. Davenport and Julia Kirby, 2QO\+XPDQV1HHG$SSO\
Winners and Losers in the Age of Smart Machines (HarperBusiness, 2016).
10. Knowles-Cutler and Lewis, Talent for survival.
11. Davenport and Kirby, 2QO\+XPDQV1HHG$SSO\.
12. Stevens, How Amazon gets its holiday hires up to speed in two days.
13. Ibid.
14. Ibid.
15. James Bessen, Toil and technology, Finance and Development 52, no. 1 (March 2015), http://www.imf.org/exter-
nal/pubs/ft/fandd/2015/03/bessen.htm, accessed December 13, 2016.
16. James Bessen, +RZFRPSXWHUDXWRPDWLRQDHFWVRFFXSDWLRQV7HFKQRORJ\MREVDQGVNLOOV, Boston University School

RI/DZ1RYHPEHUKWWSZZZEXHGXODZOHV1HZ7HFKSGIDFFHVVHG'HFHPEHU

AUTHORS
executive editors.
Laurence Collins, Deloitte MCS Limited | lcollins@deloitte.co.uk
Laurence Collins leads the United Kingdoms HR Digital, Workforce Planning and Analytics
practices, helping clients drive productivity and performance in the context of the future
of work. He focuses on applying a variety of approaches such as predictive analytics,
robotics, and strategic workforce planning for improved business impact. His work includes
reimagining the role of HR and linking the resulting outcomes of new capabilities back to the
economic contribution of human capital.
Heather Stockton, Deloitte Canada | hstockton@deloitte.ca
Heather Stockton serves the banking sector, advising clients on governance and
management practices, leadership, operating models, and business transformation. She
leads Deloittes Americas Human Capital business and is also the organizations global
Financial Services Industry leader for human capital. She is also a global leader of Deloittes
future of work research and client solution development. Stockton is a director on the
Deloitte Canada board and chairs its governance committee.
Darryl Wagner, Deloitte Consulting LLP | dawagner@deloitte.com
Darryl Wagner is the global leader for Deloittes Actuarial, Rewards, and Analytics practice.
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measurement and management. He has worked with clients around the world on many
accounting and valuation frameworks, helping them with technical, process-oriented, and
organizational aspects of implementation, execution, and evaluation. Wagner is a fellow of
the Society of Actuaries and a member of the American Academy of Actuaries.
Brett Walsh, Deloitte MCS Limited | bcwalsh@deloitte.co.uk
Brett Walsh is Deloittes global Human Capital leader and a global lead client service
partner. He has over 25 years of international experience consulting with executives on
HR transformation, HR technologies, and the future of work. A frequent speaker and
author, Walsh has an MBA from Warwick University and is a fellow of the Institute of
Business Consultants.
CONTRIBUTORS
Raj Attra, Stacia Garr, Bob Kaunert, Peter Lowes, Christa Manning, Sarah Rogers, David
Schatsky, Nathan Sloan

EXECUTIVE EDITORS
Consulting LLP.
executive editors.
LEAD RESEARCHER

ACKNOWLEDGEMENTS
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BERSIN BY DELOITTE RESEARCH TEAM

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David Mallon, head of research, Bersin by Deloitte, Deloitte Consulting LLP

$VKHDGRIUHVHDUFKIRU%HUVLQE\'HORLWWH'DYLG0DOORQVHWVVWUDWHJ\HQVXUHVKLJKTXDOLW\HRUWV
and drives continuous innovation among Bersin by Deloittes research team. He is the former steward
for Bersin by Deloittes learning and development research practice and has been the primary force
behind its work in continuous learning, learning cultures, high-impact learning organization maturity,
and learning management systems. He is also central to developing thought leadership related to HRs
operating models, governance, and the evolution of key roles such as the HR business partner.
Candace Atamanik, talent management research leader, Bersin by Deloitte,

Deloitte Consulting LLP
Candace Atamaniks research focuses on talent strategy, talent management, performance management,
and competencies. Atamanik has a BS in psychology from Pepperdine University and an MS in industrial
and organizational psychology from Florida International University. She was also a PhD candidate in
industrial and organizational psychology at Florida International University.
Madhura Chakrabarti, people analytics research leader, Bersin by Deloitte,

Madhura Chakrabarti has a bachelors degree in psychology from the University of Delhi and an MA
and PhD in industrial/organizational psychology from Wayne State University, Michigan. Previously,
Chakrabarti worked at Dell and Ford Motor Company in various roles spanning people analytics,
employee engagement, and pre-employment assessments
Vikram Datta Choudhury, India leader, Bersin by Deloitte, Deloitte Consulting LLP
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member organizations. Before his current role, he headed research initiatives at People Matters, a leading
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Janet Clarey, learning and development research leader, Bersin by Deloitte, Deloitte
Janet Clarey focuses on the areas of learning culture, high-impact learning, organization maturity,
and learning technology. She holds a BA in communications from the State University of New York at
Oswego and a masters degree in instructional design for online learning from Capella University. She
has also completed coursework toward a doctorate from Syracuse University in instructional design,
development, and evaluation.
Andrea Derler, leadership and succession research leader, Bersin by Deloitte,

Andrea Derler holds a doctoral degree in economics (leadership and organization) and a masters degree
in philosophy. Prior to joining Bersin by Deloitte, she collaborated closely with organizations in the
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BERSIN BY DELOITTE RESEARCH TEAM, CONT.

Robin Erickson, vice president, talent acquisition research,
Bersin by Deloitte, Deloitte Consulting LLP
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her deep experience in talent strategies consulting and related research for Deloittes Human Capital
SUDFWLFH(ULFNVRQKROGVDGRFWRUDWHIURP1RUWKZHVWHUQ8QLYHUVLW\LQRUJDQL]DWLRQDOFRPPXQLFDWLRQ
and change, a masters degree in communication from Northwestern University, a masters degree in
theology from Northern Seminary, and a bachelor of arts degree from the University of Chicago.
Stacia Sherman Garr, vice president, talent management

research, Bersin by Deloitte, Deloitte Consulting LLP
Stacia Sherman Garr is responsible for research on human resources, talent strategy, integrated talent
management, performance management, career management, diversity and inclusion, employee
recognition, competencies, and workforce planning. Garr holds an MBA from the University of
&DOLIRUQLD%HUNHOH\DPDVWHUVGHJUHHIURPWKH/RQGRQ6FKRRORI(FRQRPLFVDQGEDFKHORUVGHJUHHV
in history and political science from Randolph-Macon Womans College.
Dani Johnson, vice president, learning and development

Dani Johnson has spent the majority of her career writing about, conducting research in, designing, and
consulting on human capital practices. Johnson led the Human Resource Competency Study with the
University of Michigan and six other professional organizations around the world, and co-authored the
resulting book, HR Competencies: Mastery at the Intersection of People and Business (Society for Human
Resource Management, 2008).
Christa Manning, vice president, HR solution provider

Christa Manning helps businesses align their workforce support strategies with the right third-party
software, service partners, and governance models. She also helps solution providers map their
capabilities and go-to-market activities to solution users needs. Manning holds a bachelors degree
LQ(QJOLVKIURP%DUQDUG&ROOHJH&ROXPELD8QLYHUVLW\LQFRUSRUDWLQJVWXGLHVDW8QLYHUVLW\&ROOHJH
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-H0LNHYLFHSUHVLGHQWKXPDQUHVRXUFHVUHVHDUFK
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He has also been a faculty member in human resources development at Al Akhawayn University,
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and a masters degree in organizational development and strategic human resources from Johns
Hopkins University.
Denise Moulton, mid-market HR and talent research leader,

Denise Moulton has several years of practitioner experience focusing on talent acquisition, talent
management, and human resources operations. Previously, she was a talent acquisition leader at
Hasbro, Inc., where she provided recruitment management for global and commercial business
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Internet recruiter.

GLOBAL HUMAN CAPITAL LEADERS
Global Human Capital leader Global Actuarial, Rewards, and Analytics

Brett Walsh leader
Deloitte MCS Limited Darryl Wagner
bcwalsh@deloitte.co.uk Deloitte Consulting LLP
dawagner@deloitte.com
Global Organization Transformation
and Talent leader Global Employment Services leader
Dimple Agarwal Nichola Holt
Deloitte MCS Limited Deloitte Tax LLP
dagarwal@deloitte.co.uk nicholt@deloitte.com
Global HR Transformation leader Global Human Capital leader, Marketing,

Michael Stephan Eminence, and Brand
Deloitte Consulting LLP -H6FKZDUW]
mstephan@deloitte.com Deloitte Consulting LLP
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HUMAN CAPITAL COUNTRY LEADERS
AMERICAS
Americas Argentina
Heather Stockton Leonardo Pena
Deloitte Canada Deloitte & Co. S.A.
hstockton@deloitte.ca lepena@deloitte.com
United States Brazil

Erica Volini Roberta Yoshida
Deloitte Consulting LLP Deloitte Consultores
evolini@deloitte.com royoshida@deloitte.com
Canada Colombia and Peru

-H0RLU Alejandra DAgostino
Deloitte Canada Deloitte & Touche SRL
jmoir@deloitte.ca aldagostino@deloitte.com
Chile Costa Rica

Jaime Valenzuela Paula Lenero
Deloitte Audit y Consult. Deloitte & Touche S.A.
jvalenzuela@deloitte.com plenero@deloitte.com
Mexico
Tomas Fernandez
Deloitte Consulting Mexico
tofernandez@deloittemx.com

AMERICAS (CONT.)
Dutch Caribbean Panama

Maghalie van der Bunt Jessika Malek
Deloitte Dutch Caribbean Deloitte Consultores
mvanderbunt@deloitte.com jmalek@deloitte.com
Ecuador Uruguay, LATCO

Roberto Estrada Vernica Melin
Andeanecuador Consultores Deloitte SC
restrada@deloitte.com vmelian@deloitte.com
ASIA PACIFIC
$VLD3DFLF &KLQD Korea

Jungle Wong Eric Seok Hoon Yang
Deloitte Consulting (Shanghai) Co. Ltd, Deloitte Consulting
Beijing Branch seoyang@deloitte.com
junglewong@deloitte.com.cn
New Zealand
Australia Hamish Wilson
David Brown Deloitte
Deloitte Touche Tohmatsu hawilson@deloitte.co.nz
davidbrown@deloitte.com.au
Southeast Asia
India Mark Maclean
Gaurav Lahiri Deloitte Consulting Pte Ltd
Deloitte India mmaclean@deloitte.com
gauravlahiri@deloitte.com
Japan
Akio Tsuchida
Deloitte Tohmatsu Consulting Co. Ltd
akitsuchida@tohmatsu.co.jp

EUROPE, MIDDLE EAST, AND AFRICA
EMEA France
Ardie Van Berkel Philippe Burger
Deloitte Consulting BV Deloitte Conseil
avanberkel@deloitte.nl phburger@deloitte.fr
United Kingdom Germany

Anne-Marie Malley 8GR%RKGDO6SLHJHOKR
Deloitte MCS Limited Deloitte Consulting GmbH
amalley@deloitte.co.uk ubohdal@deloitte.de
Africa Ireland
Abrie Olivier Valarie Daunt
Deloitte Consulting Pty Deloitte & Touche
aolivier@deloitte.co.za vdaunt@deloitte.ie
Austria Israel
Christian Havranek Zohar Yami
Deloitte Austria Brightman Almagor Zohar & Co.
chavranek@deloitte.at zyami@deloitte.co.il
Belgium Italy
Yves van Durme Lorenzo Manganini
Deloitte Consulting Deloitte Consulting SRL
yvandurme@deloitte.com lmanganini@deloitte.it
Central Europe Kenya

Evzen Kordenko George Hapisu
Deloitte Advisory s.r.o. Deloitte Consulting Ltd
ekordenko@deloittece.com ghapisu@deloitte.co.ke
CIS Luxembourg
*XOD$\XSRYD Basil Sommerfeld
CJSC Deloitte & Touche CIS Deloitte Tax & Consulting
gayupova@deloitte.ru bsommerfeld@deloitte.lu
Cyprus Middle East

George Pantelides Ghassan Turqieh
Deloitte Ltd Deloitte & Touche (M.E.)
gpantelides@deloitte.com gturqieh@deloitte.com
Denmark and Nordics Netherlands

Filip Gilbert Petra Tito
Deloitte Denmark Deloitte Consulting BV
fgilbert@deloitte.dk ptito@deloitte.nl
Finland Norway
Eva Tuominen Eva Gjovikli
Deloitte Oy Deloitte AS
HYDWXRPLQHQ#GHORLWWH egjovikli@deloitte.no

EUROPE, MIDDLE EAST, AND AFRICA
Poland
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Deloitte Business Consulting S.A.
molbrychowski@deloittece.com
Portugal
Jos Subtil
Deloitte Consultores, S.A.
jsubtil@deloitte.pt
Spain
Enrique de la Villa
Deloitte Advisory, S.L.
edelavilla@deloitte.es
Sweden
Jonas Malmlund
Deloitte Sweden
jmalmlund@deloitte.se
Switzerland
Myriam Denk
Deloitte Consulting Switzerland
mydenk@deloitte.ch
Turkey
Tolga Yaveroglu
Deloitte Turkey
tyaveroglu@deloitte.com

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About this publication

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Rewriting the rules for the digital age

2017 Deloitte Global Human Capital Trends

COVER AND CHAPTER ILLUSTRATIONS BY LUCIE RICE

Brett Walsh Erica Volini

The 2017 Deloitte Global Human Capital Trends

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Figure 1. What appears to be happening

Mobile, sensors, AI, cognitive computing

Deloitte University Press | dupress.deloitte.com

Figure 2. What is really happening

HRs opportunity is to help close

1970s 1980s 1990s 2000s 2010s Today

Deloitte University Press | dupress.deloitte.com

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OUR GLOBAL RESEARCH

RAPID AND DISRUPTIVE The 10 human capital trends

Figure 3. The 2017 trends by importance

Organization of the future 12% 88%

Careers and learning 17% 83%

Talent acquisition 19% 81%

Employee experience 21% 79%

Performance management 22% 78%

Leadership 22% 78%

Digital HR 27% 73%

People analytics 29% 71%

Diversity and inclusion 31% 69%

The augmented workforce 37% 63%

Robotics, cognitive computing, and AI 60% 40%

Not/somewhat important Important/very important

TREND 2. CAREERS AND LEARNING: TREND 3. TALENT ACQUISITION:

TREND 4. THE EMPLOYEE EXPERIENCE: TREND 7. DIGITAL HR: PLATFORMS,

Figure 4. Rewriting the rules for the digital age

2017 Deloitte Human Capital Trends

How we redesign the organization and

How we build a new management

Deloitte University Press | dupress.deloitte.com

TREND 10. THE FUTURE OF WORK: New game, new rules

Figure 5. HR performance scorecard, 20152017

2015 2016 2017

GPA (grade) 2.0 (C) 2.1 (C+) 2.0 (C)

35% 34% 33%

2015 2016 2017

The proportion of respondents rating their HR capabilities as Getting

Deloitte University Press | dupress.deloitte.com

Figure 6. 2017 HR scorecard by job function

Non-HR (GPA: 1.8) HR (GPA: 2.1)

25% Good 33%

33% Adequate 35%

23% Getting by 20%

Deloitte University Press | dupress.deloitte.com

is HR keeping up? LGHDVDQG+5WHDPVDUHUDSLGO\XVLQJWKHQHZUXOHV

Trend in order Life Pro- Technology,

Large Medium (1,001 Small

Organization of the future    

Careers and learning    

Diversity and inclusion    

The augmented workforce    

Figure 10. Survey demographics

Our survey includes data from 10,447 business and HR leaders

Western Europe 25% Professional services 16%

Latin & South America 17% Financial services 13%

Asia 15% Consumer business 13%

Central & Eastern Europe 8% Public sector 8%

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is HR keeping up? LGHDVDQG+5WHDPVDUHUDSLGO\XVLQJWKHQHZUXOHV

Organization of the future

Careers and learning

Diversity and inclusion

The augmented workforce

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