Get Ahead of Your Competition: 10 Global Human Capital Trends You Must Know

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. 1Global Competitiveness Report 2015, 1The 2016 Deloitte Millennial Survey © Deloitte LLP and affiliated entities. 3

Globally, Canada places 18th on technological readiness1 and 29th on technology absorption.

61% of Canadian millennials plan to leave their organization in the next 5 years2.

Globally, Canadian organizations rank 23rd in their capacity to innovate.

Canadian organizations are 23% less productive than the US, and the gap is growing1.

STATE OF INNOVATION

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What talent issues are important to Canadian business and HR leaders? And how ready are they really to address them? Our survey reveals some discrepancies.

5

IMPORTANCE AND READINESS

© Deloitte LLP and affiliated entities.

Engagement

Culture

Leadership awakened

Organizational structure

HR skills

Learning

People analytics

Design thinking

Digital HR

Contingent workforce 41%

21%

27%

22%

36%

32%

48%

33%

52%

42%

62%

67%

74%

76%

78%

79%

89%

90%

90%

91%

Importance Readiness

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TREND 1

ENGAGEMENT


Canadian companies have yet to catch up with the realities of their workforce. It’s causing employees to disengage.

.

7

TREND 2

CULTURE

There is a significant gap in how leaders and employees view their organization’s ability to drive the desired culture.


8

TREND 3

LEADERSHIP


Only 18% of respondents have faith in their leadership bench strength.

54% Adequate

23% Weak

5% Very weak

2% Very strong

16% Strong

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TREND 4

ORGANIZATION DESIGN

Only 7% of organizations are structured by cross-function or by project/program. A greater percentage (43%) is still structured by function.


The external business environment demands flexible, adaptable networks of teams and resources. Companies are decentralizing authority and eliminating bureaucracy in response.

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TREND 5

HR SKILLS

For HR to truly be a business partner, it needs have a deep understanding of business issues and of how HR can have an impact on the business.


of respondents, both HR and non-HR, say their company’s HR functions have a very good understanding of their company’s products, services and profit models.

14%

of respondents report their organization is adequate or excellent in driving major business change (such as organizational design and workforce transition); 30% say it’s weak.70%

8% report their organization’s HR is highly skilled in addressing global HR and talent issues.

of respondents cite corporate learning as the primary means of employee development.

of respondents rate the effectiveness of current training and development programs as either effective or very effective.

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18%

16%

TREND 6

LEARNING


18% Of respondents say their organizations use Massive Open Online Courses (MOOCs) to support employee development.

of respondents rate the quality of the data they have available for HR analytics as poor, and only 2% says it’s very good.

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28%

TREND 7

PEOPLE ANALYTICS


5%5%

15%14%

18%

13%13%

18%

Areas where HR analytics is used

Recruiting and sourcing

Retention and attrition prediction

Workforce planning

Compensation Benefits Performance management

Career progression

and succession management

Other

of respondents say they have a very good understanding of design thinking and 14% have a good understanding.

of respondents say design thinking is not very or not at all prevalent in their HR and talent programs.

13

65%11%

TREND 8

DESIGN THINKING

Design thinking puts the employee experience first, helping to improve productivity by designing enjoyable, compelling and simple solutions. It’s most commonly practised in the brand/marketing, product development, and customer-service areas.


of respondents say their organization has an understanding of best-in-class in digital HR.

of respondents say their organization is considering changes in its digital HR capability, and 31% are currently revamping theirs.

14

10%33%

TREND 9

DIGITAL HR

The workforce is filling with digital natives, who expect digital experiences on the job. HR has an opportunity to take the lead and show the C-suite how digitization is a business transformation, not “just” an HR one.


15

42%64%

say the impact of increasing automation will decrease their overall staffing levels in the next 1-3 years.

say there is a need for new skills in the workforce.

TREND 10

CONTINGENT WORKFORCE

Contingent workforce refers to networks of people who make a living working without any formal employment agreement, and to using machines as talent.


The increased use of these new labour models require a new approach to talent management and engagement.

Act now to get in sync

Canadian business and HR leaders need to join forces, embrace organizational complexity, and become great at managing transformational change. How can Canadian organizations kick-start their drive forward?

Here are a few ideas to spark conversation—and action:

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✓ Embrace the digital experience

✓ Make designing the organization a priority

✓ Close the gaps

✓ Rethink how you engage the on-demand workforce

✓ Get the right mindset

✓ Simplify

✓ Use what works

✓ Learn from disruptors


Authors

Heather [email protected]

Karen [email protected]

www.deloitte.ca/hctrends

Read the full report Human Capital Trends 2016: Out of sync?

Contact

Carolyn [email protected]

Kate Morican 613-799-1730

[email protected]

mailto:[email protected]




http://www.deloitte.ca/hctrends

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Get Ahead of Your Competition: 10 Global Human Capital Trends You Must Know

Recruiting & HR

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