Rewriting the rules for the digital age

Introduction
Rewriting the rules for the digital age

The 2017 Deloitte Global Human Capital Trends

UHSRUWUHȵHFWVVHLVPLFFKDQJHVLQWKHZRUOG
of business. This new era, often called
the Fourth Industrial Revolution1—or, as
we have earlier labeled it, the Big Shift2—
has fundamentally transformed busi-
ness, the broader economy, and society.

W
E WLWOH WKLV \HDU¶V UHSRUW Rewriting the
rules for the digital age EHFDXVH D SULQ-
FLSDOFKDUDFWHULVWLFRIWKHQHZHUDLVQRW
PHUHO\ FKDQJH EXW FKDQJH DW DQ DFFHOHUDWLQJ UDWH
ZKLFK FUHDWHV QHZ UXOHV IRU EXVLQHVV DQG IRU +5
2UJDQL]DWLRQV IDFH D UDGLFDOO\ VKLIWLQJ FRQWH[W IRU
WKHZRUNIRUFHWKHZRUNSODFHDQGWKHZRUOGRIZRUN
7KHVH VKLIWV KDYH FKDQJHG WKH UXOHV IRU QHDUO\ HY-
HU\RUJDQL]DWLRQDOSHRSOHSUDFWLFHIURPOHDUQLQJWR
PDQDJHPHQWWRWKHGH¿QLWLRQRIZRUNLWVHOI
$OO EXVLQHVV OHDGHUV KDYH H[SHULHQFHG WKHVH VKLIWV
IRU JRRG RU IRU LOO LQ ERWK WKHLU EXVLQHVV DQG SHU-
VRQDOOLYHV5DSLGFKDQJHLVQRWOLPLWHGWRWHFKQRO-
RJ\EXWHQFRPSDVVHVVRFLHW\DQGGHPRJUDSKLFVDV
ZHOO %XVLQHVV DQG +5 OHDGHUV FDQ QR ORQJHU FRQ-
WLQXH WR RSHUDWH DFFRUGLQJ WR ROG SDUDGLJPV 7KH\
PXVWQRZHPEUDFHQHZZD\VRIWKLQNLQJDERXWWKHLU
FRPSDQLHVWKHLUWDOHQWDQGWKHLUUROHLQJOREDOVR-
FLDOLVVXHV
:H KDYH GHYHORSHG D ³QHZ VHW RI UXOHV´ WR PDNH
VHQVHRIWKLVFKDQJLQJODQGVFDSH7KHVHUXOHVUHÀHFW
WKHVKLIWVLQPLQGVHWDQGEHKDYLRUWKDWZHEHOLHYH
DUH UHTXLUHG WR OHDG RUJDQL]H PRWLYDWH PDQDJH
KDUGWRSUHGLFWZKLFKHPHUJLQJEXVLQHVVSUDFWLFHV
ZLOOHQGXUHLWLVLPSRVVLEOHWRLJQRUHWKHQHHGIRU
FKDQJH 7KLV UHSRUW LV D FDOO WR DFWLRQ IRU +5 DQG
EXVLQHVVOHDGHUVZKRPXVWXQGHUVWDQGWKHLPSDFW
RI FKDQJH DQG GHYHORS QHZ UXOHV IRU SHRSOH ZRUN
DQGRUJDQL]DWLRQV
7KLV UHSRUW PDUNV WKH ¿IWK DQQLYHUVDU\ RI RXU DQ-
QXDOGHHSGLYHLQWRKXPDQFDSLWDOWUHQGV7KLV\HDU
RXUVXUYH\LQFOXGHGPRUHWKDQUHVSRQGHQWV
IURP  FRXQWULHV IXHOLQJ RXU DQDO\VLV RI WKH VR-
FLDOHFRQRPLFSROLWLFDOWHFKQRORJLFDODQGFXOWXUDO
LVVXHVIDFLQJEXVLQHVVDQG+5OHDGHUVDQGHPSOR\-
HHVZRUOGZLGH
Forces for change driven
by the digital revolution
:H IRXQG D IDVFLQDWLQJ WDSHVWU\ RI LVVXHV DV ZH
ORRNHG DW WKH VXUYH\ GDWD VSRNH ZLWK FOLHQWV DQG
LQWHUYLHZHGEXVLQHVVOHDGHUVDURXQGWKHZRUOG
,WLVDEXQGDQWO\FOHDUWKDWWHFKQRORJ\LVDGYDQFLQJ
DWDQXQSUHFHGHQWHGUDWH7HFKQRORJLHVVXFKDVDU-
DQGHQJDJHWKHVWFHQWXU\ZRUNIRUFH:KLOHLWLV WL¿FLDO LQWHOOLJHQFH $, PRELOH SODWIRUPV VHQVRUV


 2017 Deloitte Global Human Capital Trends

DQG VRFLDO FROODERUDWLRQ V\VWHPV KDYH UHYROXWLRQ-

L]HGWKHZD\ZHOLYHZRUNDQGFRPPXQLFDWH²DQG
WKH SDFH LV RQO\ DFFHOHUDWLQJ 7KLV FDXVHV VWUHVV
IRULQGLYLGXDOVDVZHOODVVRFLHWLHVUHVHDUFKVKRZV
Organizations face a
WKDW HPSOR\HHV DQG RUJDQL]DWLRQV DUH PRUH ³RYHU- radically shifting context
for the workforce,
ZKHOPHG´WKDQHYHU3

%XVLQHVVSURGXFWLYLW\KDVQRWNHSWSDFHZLWKWHFK-
QRORJLFDOSURJUHVV'DWDIURPWKH86%XUHDXRI/D- the workplace, and
ERU6WDWLVWLFVDQGRWKHUVRXUFHVVKRZWKDWSURGXF-
WLYLW\JURZWKUHPDLQVORZGHVSLWHWKHLQWURGXFWLRQ
the world of work.
RI QHZ WHFKQRORJ\ LQWR WKH EXVLQHVV HQYLURQPHQW
,Q IDFW VLQFH WKH  UHFHVVLRQ JURZWK LQ EXVL-
QHVVSURGXFWLYLW\JURVVGRPHVWLFSURGXFWSHUKRXU
ZRUNHG VWDQGV DW LWV ORZHVW UDWH VLQFH WKH HDUO\ GULYHQE\,3DQGVHUYLFHVQRWE\SK\VLFDORUFDSLWDO
V  SHUFHQW4 $W WKH VDPH WLPH FRPSDQLHV JRRGV
WKHPVHOYHV DUH EHLQJ GLVUXSWHG PRUH TXLFNO\ )RU
:KDW FDXVHV WKLV JDS" :H EHOLHYH WKH SUREOHP
H[DPSOH RQO\  SHUFHQW RI WKH Fortune  FRP-
FRPHVGRZQWRKXPDQFDSLWDOVWUDWHJLHV²KRZEXVL-
SDQLHVIURPDUHVWLOOLQEXVLQHVVDQGODVW\HDU
QHVVHVRUJDQL]HPDQDJHGHYHORSDQGDOLJQSHRSOH
DORQHSHUFHQWIHOOR̆WKHOLVW
DWZRUN
7KH SUREOHP LOOXVWUDWHG LQ ¿JXUH  LV WKH HYHULQ-
,QKLVERRNThank You for Being Late7KRP-
FUHDVLQJ JDS EHWZHHQ WHFKQRORJLFDO VRSKLVWLFDWLRQ
DV)ULHGPDQUHIHUVWRDJUDSKFUHDWHGE\(ULF³$VWUR´
DQG WKH DPRXQW RI ZRUN DFWXDOO\ SHUIRUPHG 7KH
7HOOHU&(2RI$OSKDEHW¶V*RRJOH;GLYLVLRQZKLFK
UHVXOW LV LQFRPH LQHTXDOLW\ ZDJH VWDJQDWLRQ DQG
VXJJHVWV WKDW WHFKQRORJ\ LV LQFUHDVLQJ DW DQ HYHU
VRFLDO DQG SROLWLFDO XQUHVW DURXQG WKH ZRUOG &RP-
IDVWHUUDWHZKLOHKXPDQDGDSWDELOLW\ULVHVRQO\DWD
SDQLHV ZLWK ORZ SURGXFWLYLW\ QRZ ORVH TXLFNO\ WR
VORZHU OLQHDU UDWH5 :KLOH ZH SDUWLDOO\ DJUHH ZLWK
FRPSHWLWRUV DV PRVW VWRFN PDUNHW YDOXDWLRQV DUH

Figure 1. What appears to be happening

Technology change

• Mobile, sensors, AI, cognitive computing

• Access to technology by consumers globally
ȏ7HFKQRORJ\LQȴOWUDWHVKRPHDQGSROLWLFDOOLIH
Rate of change

Gap in business
performance potential

Business productivity

Time

Deloitte University Press | dupress.deloitte.com


Rewriting the rules for the digital age

Figure 2. What is really happening

Technology

Individuals

HR’s opportunity is to help close

the gaps among technology,
individuals, businesses, and society Businesses
and governments.
Rate of change

Curve 1

Curve 2
Public policy
Curve 3

Curve 4

1970s 1980s 1990s 2000s 2010s Today

Deloitte University Press | dupress.deloitte.com

KLV FRQFOXVLRQ ZH EHOLHYH LQGLYLGXDOV GR DQG ZLOO DJHDQGFRPSDQLHVPXVWFRQVWDQWO\UHYLVHWKHPWR

DGDSWWRWHFKQRORJ\YHU\TXLFNO\ZHWKLQNWKDWLWLV
DOVR FULWLFDO WR XQGHUVWDQG WKH UHODWLRQVKLS DPRQJ
WKHIRXULQWHUORFNLQJLVVXHVVKRZQLQ¿JXUH
,Q¿JXUHFXUYHLOOXVWUDWHVWKHH[SRQHQWLDOUDWHRI
WHFKQRORJLFDOFKDQJH0RUHWKDQ\HDUVDIWHUWKH
IRUPXODWLRQRI0RRUH¶VODZ²ZKLFKKROGVWKDWFRP-
SXWLQJ SRZHU GRXEOHV LQ FDSDELOLW\ HYHU\  WR 
PRQWKV²PRELOH GHYLFHV VHQVRUV $, DQG URERWLFV
D̆HFWRXUOLYHVPRUHTXLFNO\DQGPRUHSHUYDVLYHO\
WKDQHYHUEHIRUH
&XUYHSRVLWVWKDWLQGLYLGXDOVDUHUHODWLYHO\TXLFN
DQGDGHSWDWDGRSWLQJQHZLQQRYDWLRQV'HORLWWHUH-
VHDUFKIRUH[DPSOH¿QGVWKDW86FLWL]HQVQRZORRN
DW WKHLU PRELOH SKRQHV  ELOOLRQ WLPHV D GD\ IRUF-
LQJLQGXVWULHVVXFKDVPHGLDUHWDLOWUDQVSRUWDWLRQ
DQGHYHQUHVWDXUDQWVWREXLOGGLJLWDOSURGXFWVDQG
VHUYLFHVWRFDSWXUHLQGLYLGXDOV¶WLPHDQGDWWHQWLRQ
$V VKRZQ LQ FXUYH  KRZHYHU ZKLOH LQGLYLGXDOV
DGDSW WR WHFKQRORJ\ UHODWLYHO\ UDSLGO\ EXVLQHVVHV
DQGRUJDQL]DWLRQVPRYHDWDVORZHUSDFH7KHEXVL-
QHVVSUDFWLFHVRIFRUSRUDWHSODQQLQJRUJDQL]DWLRQDO
VWUXFWXUH MRE GHVLJQ JRDOVHWWLQJ DQG PDQDJH-
NHHSXS7KHJDSVEHWZHHQFXUYHVDQGVKRZ
WKH QHHG IRU RUJDQL]DWLRQV WR DGDSW WR WHFKQRORJ\
DQGOLIHVW\OHFKDQJHV7KH\DUHDPDMRUIRFXVRIWKH
WUHQGVGLVFXVVHGLQWKLV\HDU¶VUHSRUW
)LQDOO\ FXUYH  UHSUHVHQWV SXEOLF SROLF\ LQFOXG-
LQJ SROLFLHV DURXQG LQFRPH LQHTXDOLW\ XQHPSOR\-
PHQWLPPLJUDWLRQDQGWUDGH7KHVHLVVXHVZKLFK
GLUHFWO\D̆HFWEXVLQHVVHVWKURXJKUHJXODWLRQWD[HV
DQGOHJLVODWLRQDGDSWDWDQHYHQVORZHUSDFH/DZV
DQGSROLFLHVRQWRSLFVVXFKDVPLQLPXPZDJHWUDGH
WDUL̆V LPPLJUDWLRQ DQG HGXFDWLRQ RQO\ VKLIW DI-
WHU\HDUVRISXEOLFGHEDWH7KHJDSEHWZHHQSXEOLF
SROLF\DQGWKHRWKHUWKUHHGRPDLQVUHVXOWVLQLPEDO-
DQFHVDQGFKDOOHQJHVIRUEXVLQHVVDQG+5OHDGHUV
8QGHUVWDQGLQJ WKHVH IRXU FXUYHV DQG WKH JURZLQJ
JDSV DPRQJ WHFKQRORJ\ LQGLYLGXDOV EXVLQHVVHV
DQGSXEOLFSROLF\LVQRZHVVHQWLDOWRH̆HFWLYHO\QDY-
LJDWLQJWKHZRUOGRIKXPDQFDSLWDO+5KDVDXQLTXH
UROH WR SOD\ ,W FDQ KHOS OHDGHUV DQG RUJDQL]DWLRQV
DGDSWWRWHFKQRORJ\KHOSSHRSOHDGDSWWRQHZPRG-
HOV RI ZRUN DQG FDUHHUV DQG KHOS WKH FRPSDQ\ DV
DZKROHDGDSWWRDQGHQFRXUDJHFKDQJHVLQVRFLHW\
UHJXODWLRQDQGSXEOLFSROLF\
PHQWZHUHODUJHO\GHYHORSHGLQWKH¿UVWLQGXVWULDO

4
 2017 Deloitte Global Human Capital Trends

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 (1,000–10,000 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
SHUFHQWDQG$VLD3DFLȴFSHUFHQW5HVSRQGHQWVUHSUHVHQWHGDEURDGFURVVVHFWLRQ
RILQGXVWULHVLQFOXGLQJȴQDQFLDOVHUYLFHVFRQVXPHUEXVLQHVVWHFKQRORJ\PHGLDDQG
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
7KHWUHQGVLQWKLV\HDU¶VUHSRUWLGHQWLI\DUHDVLQ
7KHFXUUHQWXQHDVLQHVVZLWKWKHSDFHRIWHFKQRORJL- ZKLFK RUJDQL]DWLRQV ZLOO QHHG WR FORVH WKH JDS EH-
FDOFKDQJHLVQRWQHZ7KHVIRULQVWDQFHVDZ WZHHQWKHSDFHRIFKDQJHDQGWKHFKDOOHQJHVRIZRUN
DUDSLGULVHLQFRPSXWLQJSRZHUWKDWUHVXOWHGLQDX- DQGWDOHQWPDQDJHPHQW¿JXUH
WRPDWHGWHOOHUPDFKLQHVRQOLQHV\VWHPVDQGWKH,7
LQGXVWU\¶VUDSLGJURZWK7KHZRUOGDGDSWHGZHOODV
TREND 1. THE ORGANIZATION OF
SHRSOHJDLQHGQHZVNLOOVDQGQHZMREV
THE FUTURE: ARRIVING NOW
7RGD\ D QHZ VHW RI GLJLWDO EXVLQHVV DQG ZRUNLQJ
*LYHQWKHSDFHRIFKDQJHDQGWKHFRQVWDQWSUHVVXUH
VNLOOVLVQHHGHG$VZHGLVFXVVLQWKLVUHSRUWFRPSD-
WRDGDSWLWLVQRWVXUSULVLQJWKDWH[HFXWLYHVLGHQWL-
QLHVVKRXOGIRFXVPRUHKHDYLO\RQFDUHHUVWUDWHJLHV
¿HG EXLOGLQJ WKH RUJDQL]DWLRQ RI WKH IXWXUH DV WKH
WDOHQWPRELOLW\DQGRUJDQL]DWLRQDOHFRV\VWHPVDQG
PRVW LPSRUWDQW FKDOOHQJH IRU  ,Q WKLV \HDU¶V
QHWZRUNVWRIDFLOLWDWHERWKLQGLYLGXDODQGRUJDQL]D-
VXUYH\QHDUO\SHUFHQWRIUHVSRQGHQWVUDWHGWKLV
WLRQDOUHLQYHQWLRQ7KHSUREOHPLVQRWVLPSO\RQHRI
SUREOHPDVYHU\LPSRUWDQWDQGSHUFHQWUDWHGLW
³UHVNLOOLQJ´ RU SODQQLQJ QHZ DQG EHWWHU FDUHHUV ,Q-
DVLPSRUWDQWRUYHU\LPSRUWDQW7KLVOHYHORILQWHU-
VWHDGRUJDQL]DWLRQVPXVWORRNDWOHDGHUVKLSVWUXF-
HVWVLJQDOVDVKLIWIURPGHVLJQLQJWKHQHZRUJDQL]D-
WXUHVGLYHUVLW\WHFKQRORJ\DQGWKHRYHUDOOHPSOR\-
WLRQWRactively buildingRUJDQL]DWLRQDOHFRV\VWHPV
HHH[SHULHQFHLQQHZDQGH[FLWLQJZD\V
DQG QHWZRUNV $JLOLW\ SOD\V D FHQWUDO UROH LQ WKH
RUJDQL]DWLRQRIWKHIXWXUHDVFRPSDQLHVUDFHWRUH-
SODFHVWUXFWXUDOKLHUDUFKLHVZLWKQHWZRUNVRIWHDPV
HPSRZHUHGWRWDNHDFWLRQ


Rewriting the rules for the digital age

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.
Deloitte University Press | dupress.deloitte.com

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

REAL TIME, ALL THE TIME
7KH FRQFHSW RI D ³FDUHHU´ LV EHLQJ VKDNHQ WR LWV
FRUH GULYLQJ FRPSDQLHV WRZDUG ³DOZD\VRQ´ OHDUQ-
LQJH[SHULHQFHVWKDWDOORZHPSOR\HHVWREXLOGVNLOOV
TXLFNO\ HDVLO\ DQG RQ WKHLU RZQ WHUPV 7KLV \HDU
FDUHHUV DQG OHDUQLQJ URVH WR VHFRQG SODFH LQ UDWHG
LPSRUWDQFHZLWKSHUFHQWRIH[HFXWLYHVLGHQWLI\-
LQJWKHVHLVVXHVDVLPSRUWDQWRUYHU\LPSRUWDQW$W
OHDGLQJ FRPSDQLHV +5 RUJDQL]DWLRQV DUH KHOSLQJ
HPSOR\HHV JURZ DQG WKULYH DV WKH\ DGRSW WKH UDGL-
FDO FRQFHSW RI D FDUHHU GHVFULEHG LQ The 100-Year
Life1HZOHDUQLQJPRGHOVERWKFKDOOHQJHWKHLGHD
RIDVWDWLFFDUHHUDQGUHÀHFWWKHGHFOLQLQJKDOIOLIHRI
VNLOOVFULWLFDOWRWKHVWFHQWXU\RUJDQL]DWLRQ
ENTER THE COGNITIVE RECRUITER
$V MREV DQG VNLOOV FKDQJH ¿QGLQJ DQG UHFUXLWLQJ
WKHULJKWSHRSOHEHFRPHPRUHLPSRUWDQWWKDQHYHU
7DOHQWDFTXLVLWLRQLVQRZWKHWKLUGPRVWLPSRUWDQW
FKDOOHQJH FRPSDQLHV IDFH ZLWK  SHUFHQW RI UH-
VSRQGHQWV FDOOLQJ LW LPSRUWDQW RU YHU\ LPSRUWDQW
2XU FKDSWHU RQ WDOHQW DFTXLVLWLRQ KLJKOLJKWV KRZ
OHDGLQJRUJDQL]DWLRQVXVHVRFLDOQHWZRUNLQJDQDO\W-
LFVDQGFRJQLWLYHWRROVWR¿QGSHRSOHLQQHZZD\V
DWWUDFWWKHPWKURXJKDJOREDOEUDQGDQGGHWHUPLQH
ZKRZLOOEHVW¿WWKHMREWHDPDQGFRPSDQ\$QHZ
EUHHG RI FRJQLWLYH WHFKQRORJLHV LV UDGLFDOO\ WUDQV-
IRUPLQJUHFUXLWLQJZKLFKVWDQGVDWWKHHDUO\VWDJHV
RIDUHYROXWLRQ



TREND 4. THE EMPLOYEE EXPERIENCE:
CULTURE, ENGAGEMENT, AND BEYOND
&XOWXUH DQG HQJDJHPHQW DUH YLWDO SDUWV RI WKH HP-
SOR\HH H[SHULHQFH DQG OHDGLQJ RUJDQL]DWLRQV DUH
EURDGHQLQJ WKHLU IRFXV WR LQFOXGH D SHUVRQ¶V ¿UVW
FRQWDFW ZLWK D SRWHQWLDO HPSOR\HU WKURXJK UHWLUH-
PHQW DQG EH\RQG 7RGD\ FRPSDQLHV DUH ORRNLQJ
DW HPSOR\HH MRXUQH\V VWXG\LQJ WKH QHHGV RI WKHLU
ZRUNIRUFHDQGXVLQJQHWSURPRWHUVFRUHVWRXQGHU-
VWDQGWKHHPSOR\HHH[SHULHQFH:RUNSODFHUHGHVLJQ
ZHOOEHLQJ DQG ZRUN SURGXFWLYLW\ V\VWHPV DUH DOO
EHFRPLQJSDUWRIWKHPDQGDWHIRU+5
TREND 5. PERFORMANCE
MANAGEMENT: PLAY A WINNING HAND
)RUWKHODVW¿YH\HDUVFRPSDQLHVKDYHEHHQH[SHUL-
PHQWLQJ ZLWK QHZ SHUIRUPDQFH PDQDJHPHQW DS-
SURDFKHVWKDWHPSKDVL]HFRQWLQXRXVIHHGEDFNDQG
FRDFKLQJUHGXFLQJWKHIRFXVRQDSSUDLVDO7KLV\HDU
FRPSDQLHV DUH PRYLQJ EH\RQG H[SHULPHQWDWLRQ WR
GHSOR\ QHZ PRGHOV RQ D ZLGH VFDOH (YHQ WKRXJK
+5WHFKQRORJ\WRROVKDYHQRWTXLWHFDXJKWXSQHZ
DSSURDFKHVWRSHUIRUPDQFHPDQDJHPHQWDUHZRUN-
LQJDQGWKH\DUHLQFUHDVLQJSURGXFWLYLW\DQGFKDQJ-
LQJFRUSRUDWHFXOWXUH
TREND 6. LEADERSHIP DISRUPTED:
PUSHING THE BOUNDARIES
$VFRPSDQLHVWUDQVIRUPDQGGLJLWDORUJDQL]DWLRQDO
PRGHOV HPHUJH OHDGHUVKLS QHHGV FKDQJH DV ZHOO
(LJKW\ SHUFHQW RI RXU UHVSRQGHQWV VD\ WKDW OHDGHU-
VKLSLVDQLPSRUWDQWLVVXHDQGSHUFHQWFDOOLWYHU\
LPSRUWDQW 2UJDQL]DWLRQV DUH FODPRULQJ IRU PRUH
DJLOHGLYHUVHDQG\RXQJHUOHDGHUVDVZHOODVQHZ
OHDGHUVKLSPRGHOVWKDWFDSWXUHWKH³GLJLWDOZD\´WR
UXQ EXVLQHVVHV :KLOH WKH OHDGHUVKLS GHYHORSPHQW
LQGXVWU\FRQWLQXHVWRVWUXJJOHFRPSDQLHVDUHSXVK-
LQJWKHERXQGDULHVRIWKHLUWUDGLWLRQDOOHDGHUVKLSKL-
HUDUFKLHVHPSRZHULQJDQHZEUHHGRIOHDGHUVZKR
FDQWKULYHLQDUDSLGO\FKDQJLQJQHWZRUN

2017 Deloitte Global Human Capital Trends
TREND 7. DIGITAL HR: PLATFORMS,
PEOPLE, AND WORK
$V WKH HQWHUSULVH DV D ZKROH EHFRPHV GLJLWDO +5
PXVW EHFRPH D OHDGHU LQ WKH GLJLWDO RUJDQL]DWLRQ
7KLV PHDQV JRLQJ EH\RQG GLJLWL]LQJ +5 SODWIRUPV
WR GHYHORSLQJ GLJLWDO ZRUNSODFHV DQG GLJLWDO ZRUN-
IRUFHV DQG WR GHSOR\LQJ WHFKQRORJ\ WKDW FKDQJHV
KRZ SHRSOH ZRUN DQG WKH ZD\ WKH\ UHODWH WR HDFK
RWKHU DW ZRUN )RUWXQDWHO\ WKH SDWK WR GLJLWDO +5
LV EHFRPLQJ FOHDUHU ZLWK H[SDQGHG RSWLRQV QHZ
SODWIRUPV DQG D ZLGH YDULHW\ RI WRROV WR EXLOG WKH
VWFHQWXU\ GLJLWDO RUJDQL]DWLRQ ZRUNIRUFH DQG
ZRUNSODFH
75(1'3(23/($1$/<7Ζ&6
RECALCULATING THE ROUTE
'DWDDERXWSHRSOHDWZRUNKDVEHFRPHPRUHLPSRU-
WDQWWKDQHYHUEXWWKHIRFXVRISHRSOHDQDO\WLFVKDV
FKDQJHG)RUPHUO\DWHFKQLFDOGLVFLSOLQHRZQHGE\
GDWDVSHFLDOLVWVSHRSOHDQDO\WLFVLVQRZDEXVLQHVV
GLVFLSOLQH VXSSRUWLQJ HYHU\WKLQJ IURP RSHUDWLRQV
DQGPDQDJHPHQWWRWDOHQWDFTXLVLWLRQDQG¿QDQFLDO
SHUIRUPDQFH5HDGLQHVVWRFDSLWDOL]HRQSHRSOHDQD-
O\WLFVUHPDLQVDFKDOOHQJHKRZHYHU2QO\SHUFHQW
RIRUJDQL]DWLRQVUHSRUWWKH\KDYHXVDEOHGDWDZKLOH
RQO\SHUFHQWEHOLHYHWKH\KDYHDJRRGXQGHUVWDQG-
LQJRIWKHWDOHQWIDFWRUVWKDWGULYHSHUIRUPDQFH
TREND 9. DIVERSITY AND
INCLUSION: THE REALITY GAP
)DLUQHVV HTXLW\ DQG LQFOXVLRQ DUH QRZ &(2OHYHO
LVVXHV DURXQGWKH ZRUOG([HFXWLYHV FDQQRORQJHU
DEGLFDWH GLYHUVLW\ VWUDWHJLHV WR WKH &+52 RU FKLHI
GLYHUVLW\ ṘFHU $ QHZ IRFXV RQ DFFRXQWDELOLW\
GDWDWUDQVSDUHQF\DQG³GLYHUVLW\WKURXJKSURFHVV´
LVGULYLQJH̆RUWVDURXQGXQFRQVFLRXVELDVWUDLQLQJ
DQGHGXFDWLRQWKURXJKRXWWKHEXVLQHVVFRPPXQLW\
'HVSLWHWKHVHH̆RUWVKRZHYHUZHVHHDUHDOLW\JDS
,VVXHVDURXQGGLYHUVLW\DQGLQFOXVLRQFRQWLQXHWREH
IUXVWUDWLQJDQGFKDOOHQJLQJIRUPDQ\RUJDQL]DWLRQV
Rewriting the rules for the digital age

Figure 4. Rewriting the rules for the digital age

2017 Deloitte Human Capital Trends

How we redesign the organization and

its leadership for the future

How we build a new management

TREND 1 system to empower and engage the
The organization
n
teams
ms
of the future:
Arriving now
TREND
T 5
Pe
Performance
management: Play a
m
TREND 6 winning hand
w
Leadership
disrupted: Pushing
the boundaries
TREND 9
Diversity and
inclusion: The reality
How we design the employee gap
experience for engagement,
productivity, and growth
How we build a culture of continuous
TREND 4 learning, adaptability, growth, and
The employee
personal development
experience: Culture,
engagement, and
beyond TREND 2
Careers and
learning: Real time,
How we leverage digital technology to all the time
design and improve work, the workplace,
and the workforce
rce
How we leverage data, cognitive
technologies, and AI to improve the
TREND 7 organization and its teams
Digital HR:
Platforms, people,
e,
and work TREND
T 3
Talent acquisition:
T
Enter the cognitive
E
rrecruiter
TREND 10
The future of work:
The augmented
workforce TREND 8
T
People analytics:
P
Recalculating the
R
route
ro

Deloitte University Press | dupress.deloitte.com


 2017 Deloitte Global Human Capital Trends

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

THE AUGMENTED WORKFORCE
5RERWLFV $, VHQVRUV DQG FRJQLWLYH FRPSXWLQJ
KDYHJRQHPDLQVWUHDPDORQJZLWKWKHRSHQWDOHQW
HFRQRP\ &RPSDQLHV FDQ QR ORQJHU FRQVLGHU WKHLU
ZRUNIRUFHWREHRQO\WKHHPSOR\HHVRQWKHLUEDODQFH
VKHHW EXW PXVW LQFOXGH IUHHODQFHUV ³JLJ HFRQRP\´
ZRUNHUV DQG FURZGV 7KHVH RQ DQG R̆EDODQFH
VKHHWZRUNHUVDUHEHLQJDXJPHQWHGZLWKPDFKLQHV
DQG VRIWZDUH 7RJHWKHU WKHVH WUHQGV ZLOO UHVXOW LQ
WKH UHGHVLJQ RI DOPRVW HYHU\ MRE DV ZHOO DV D QHZ
ZD\RIWKLQNLQJDERXWZRUNIRUFHSODQQLQJDQGWKH
QDWXUH RI ZRUN &KDQJH LV DOUHDG\ WDNLQJ SODFH ,Q
WKLV \HDU¶V VXUYH\  SHUFHQW RI RXU UHVSRQGHQWV
KDYH HLWKHU IXOO\ LPSOHPHQWHG RU PDGH VLJQL¿FDQW
SURFHVV LQ DGRSWLQJ FRJQLWLYH DQG $, WHFKQRORJLHV
DQGDQRWKHUSHUFHQWUHSRUWSLORWSURJUDPV
7KH JDPH KDV FKDQJHG DQG VR KDYH WKH UXOHV ,Q
WKLV \HDU¶V Global Human Capital Trends UHSRUW
ZHVXSSOHPHQWHDFKFKDSWHUZLWKDWDEOHKLJKOLJKW-
LQJWKHVKLIWIURPROGUXOHVZKLFKGRPLQDWHGSDVW
WKLQNLQJDERXWKRZWRUXQDQRUJDQL]DWLRQWRDVHW
RIQHZUXOHVZKLFKGH¿QHKRZOHDGLQJFRPSDQLHV
QRZWKLQNDQGRSHUDWH7KHVHQHZUXOHVUHÀHFWQRW
RQO\ LQVLJKWV IURP RXU VXUYH\ EXW DOVR RXU ZRUN
ZLWK FRPSDQLHV DURXQG WKH ZRUOG WKDW DUH VHWWLQJ
WKHEDUIRUSHUIRUPDQFHLQWRGD\¶VJOREDOHFRQRP\
7KH\DUHWKHUHVXOWRI\HDUVRIWKRXJKWDQGSUDFWLFH
DVZHOODVRXUREVHUYDWLRQVRIOHDGLQJFRPSDQLHVLQ
HYHU\LQGXVWU\JHRJUDSK\DQGVL]H

Figure 5. HR performance scorecard, 2015–2017

2015 2016 2017

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

40%

35% 34% 33%

32% 32% 31% 30%
30%

25%
22% 21% 21%
20%

15%
10% 9% 9%
10%
5% 6% 5%
5%

0%
Underperforming Getting by Adequate Good Excellent

2015 2016 2017

The proportion of respondents rating their HR capabilities as “Getting

by” and “Adequate” has marginally increased, and that rating their
capabilities as “Good” has marginally decreased, since 2016

Scale used: Excellent (4), Good (3), Adequate (2), Getting by (1), Underperforming (0)

Deloitte University Press | dupress.deloitte.com


Rewriting the rules for the digital age
Figure 6. 2017 HR scorecard by job function
Non-HR (GPA: 1.8)
5% Excellent
25% Good
33% Adequate
23% Getting by
14% Underperforming
3XWGLUHFWO\$Q\RUJDQL]DWLRQWKDWLVQRWSOD\LQJE\
WKHQHZUXOHVZLOOOLNHO\IDOOEHKLQG:HKRSHWKHVH
LQVLJKWVFDQVHUYHDVDVWUDWHJLFURDGPDSWRKHOSRU-
JDQL]DWLRQVWRQRWVLPSO\DGDSWEXWWRWKULYHLQWKH
HPHUJLQJEXVLQHVVHQYLURQPHQW
HR scorecard: How well
is HR keeping up?
(DFKRIWKHWUHQGVZHGLVFXVVD̆HFWVWKHUROHRI
+5ZKLFKLQWXUQVOHDGVWRDVHULRXVTXHVWLRQ+RZ
ZHOOLV+5NHHSLQJXS"
2YHU WKH SDVW ¿YH \HDUV ZH KDYH WUDFNHG ZKDW ZH
WHUPWKH³+5VFRUHFDUG´ZKLFKPHDVXUHVKRZZHOO
+5H[HFXWLYHVEHOLHYHWKHLUWHDPVFDQDGGUHVVWKH
WDOHQW LVVXHV DURXQG WKHP 7KLV \HDU +5 LV VWUXJ-
JOLQJ /DVW \HDU  SHUFHQW RI +5 WHDPV IHOW WKHLU
FDSDELOLWLHV ZHUH JRRG RU H[FHOOHQW EXW WKLV \HDU
WKDW SURSRUWLRQ KDV GURSSHG WR  SHUFHQW EHORZ
HR (GPA: 2.1)
5%
33%
35%
20%
7%
Deloitte University Press | dupress.deloitte.com
ULHQFHHPSOR\HHSURGXFWLYLW\DQGWKHHQWLUHUHDOP
RI ZRUN MRE DQG VWUXFWXUDO GHVLJQ 7KH QHZ UXOHV
SURYLGH D PDQGDWH IRU PDQ\ +5 RUJDQL]DWLRQV WR
UHRULHQW WKHPVHOYHV DQG IRFXV WKHLU SHRSOH RQ WKH
FKDQJLQJKXPDQFDSLWDOLVVXHVWKHLUFRPSDQLHVIDFH
+5OHDGHUVDUHFOHDUO\EHLQJDVNHGWRVWHSXSWRWKH
FKDOOHQJH 7KH SURIHVVLRQ LV OLJKWLQJ XS ZLWK QHZ
LGHDVDQG+5WHDPVDUHUDSLGO\XVLQJWKHQHZUXOHV
LQVRPHRIWKHPRVWLQQRYDWLYHZD\VZHKDYHVHHQ
LQ\HDUV
Join us: Riding the
wave to its crest
+XPDQVDUHPDUYHORXVO\DGDSWDEOH:HKDYHHYHU\
FRQ¿GHQFHWKDWHYHQLQWKHVHGD\VRIUDSLGFKDQJH
OHDGHUVDQGZRUNHUVZLOODGDSWDVWKH\KDYHLQWKH
SDVW 7KH TXHVWLRQ LV :LOO RUJDQL]DWLRQV ULGH WKLV
ZDYHRUZDWFKLWFUDVKRYHUWKHPVHOYHV"
WKHFDSDELOLW\ZHPHDVXUHGLQ¿JXUH
7KH RSSRUWXQLW\ IRU OHDGLQJ RUJDQL]DWLRQV LV QRW
:K\WKHVOLSEDFNZDUGV" RQO\ WR XVH WKHVH WUHQGV WR JXLGH EXVLQHVV VXFFHVV
EXWWRKHOSSXOOVRFLHW\WRZDUGWKHFUHVWRIWKHWHFK-
:HEHOLHYHWKDWWKH+5IXQFWLRQLVLQWKHPLGGOHRID
QRORJLFDO ZDYH²DQ LPSRUWDQW FRQVLGHUDWLRQ ZKHQ
VLJQL¿FDQWLGHQWLW\FKDQJH1RWRQO\GR+5RUJDQL-
EXVLQHVV LV LQFUHDVLQJO\ LQYLWHG WR SOD\ D VRFLDO DV
]DWLRQVQHHGWRVWUXFWXUHWKHPVHOYHVIRUVHUYLFHGH-
ZHOO DV DQ HFRQRPLF UROH :H LQYLWH \RX WR MRLQ XV
OLYHU\ ḢFLHQF\ DQG H[FHOOHQFH LQ WDOHQW SURJUDPV
RQWKLVMRXUQH\
EXWWKH\PXVWQRZDOVRIRFXVRQWKHHPSOR\HHH[SH-


 2017 Deloitte Global Human Capital Trends

Appendix

)LJXUH7UHQGLPSRUWDQFHUDWLQJVE\UHJLRQ
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.


Rewriting the rules for the digital age

)LJXUH7UHQGLPSRUWDQFHUDWLQJVE\LQGXVWU\

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

'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.


 2017 Deloitte Global Human Capital Trends

)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
   

'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.


Rewriting the rules for the digital age

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
Deloitte University Press | dupress.deloitte.com


 2017 Deloitte Global Human Capital Trends

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, July–August 2009.

3. -H΍6FKZDUW]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. 213–219.

6. 'HORLWWHȊ'HORLWWHVXUYH\$PHULFDQVORRNDWWKHLUVPDUWSKRQHVLQWKHDJJUHJDWHPRUHWKDQELOOLRQWLPHVGDLO\ȋ
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).


Rewriting the rules for the digital age

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
'HORLWWHȇVFKLHIOHDUQLQJRɝFHU3HOVWHUZDVUHVSRQVLEOHIRUWKHWRWDOGHYHORSPHQWH[SHULHQFH
of Deloitte professionals, and was one of the key architects of Deloitte University, Deloitte’s
$300 million learning facility outside Dallas. Pelster is a former US board member for Deloitte
Consulting LLP.

-H΍6FKZDUW]'HORLWWH&RQVXOWLQJ//3_MH΍VFKZDUW]#GHORLWWHFRP

-H΍6FKZDUW]LVWKHJOREDOOHDGHUIRU+XPDQ&DSLWDO0DUNHWLQJ(PLQHQFHDQG%UDQG+H
is an advisor to senior business leaders in global companies, focusing on organization, HR,
WDOHQWDQGOHDGHUVKLS6FKZDUW]LVWKHVHQLRUDGYLVRUIRUWKHȴUPȇV+XPDQ&DSLWDOFRQVXOWLQJ
SUDFWLFHLQΖQGLDDQGDOVRWKHIRXQGLQJDQG86PDQDJLQJSULQFLSDOIRUWKHȴUPȇVΖQQRYDWLRQ
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 Deloitte’s
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
DQGGHYHORSPHQW%\PHUJLQJKLVEDFNJURXQGLQWHFKQRORJ\DQGLWVH΍HFWLYHXVHZLWK
the development of people, van der Vyver brings a unique strength to the HR domain. As
Deloitte’s global Learning Solutions leader, he aspires to grow and strengthen the global
learning community by leveraging the organization’s knowledge and expertise to deliver
learning solutions that create unique value for clients.

CONTRIBUTORS
David Mallon, Julie May, Jen Stempel