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Publié le 23/05/2019 par

Deloitte’s 9th edition of the annual Global Human Capital Trends report

Organizations leading the social enterprise are moving beyond mission statements to help bring meaning back to the workplace and human identity back to the worker.

Deloitte’s 9th edition of the annual Global Human Capital Trends report

In its “2019 Global Human Capital Trends” report, “Leading the social enterprise: Reinvent with a human focus,” Deloitte examines ways organizations can reinvent themselves on a broad scale, including interacting, motivating, and personalizing experiences with the workforce to help build identity and meaning for workers.

Completed by nearly 10,000 respondents in 119 countries, Deloitte’s ninth annual Global Human Capital Trends report is the largest longitudinal survey of its kind. In the report, respondents said the role of the social enterprise is more important now than ever and noted a positive link between leading the social enterprise and an organization’s financial performance.

 

What is a social enterprise?

A social enterprise is an organization whose mission combines revenue growth and profit-making with the need to respect and support its environment and stakeholder network. This includes listening to, investing in, and actively managing the trends that are shaping today’s world. It is an organization that shoulders its responsibility to be a good citizen, serving as a role model for its peers and promoting a high degree of collaboration at every level of the organization.

 

 

The future of the workforce

This focus on the workforce comes as more than 86 percent of respondents cited reinventing the way people learn as important or very important – the No. 1 trend for 2019. Leading organizations are empowering individuals’ need to continuously develop skills by investing in new tools to embed learning not only into the flow of work, but the flow of life.

Moreover, amplifying the need for continuous learning is the ongoing adoption of automation technologies as 64 percent of respondents said that automation is important or very important.

Adapting to the trends and changes around us is vital in the skillset in today’s workforce. To enable this, organizations should place emphasis on the importance of tailored learning, as well as actively employing profiles with strong tech knowledge. We must focus on adopting a type of learning relevant to the challenges we face on a day to day basis, especially as we propel into the new tech era. If we are not well informed on this matters, we will not reap the rewards that await” explains Stephan Tilquin, Partner and Talent Leader at Deloitte Luxembourg.

The importance of internal, enterprise-wide talent mobility has become paramount. In 2019, three-quarters (76 percent) of survey respondents believed new tools and models for careers, and internal mobility are important or very important.

 

The future of the organization

In the age of the social enterprise, organizations are being challenged to up their game when it comes to the employee experience. This emphasis comes as only 49 percent of respondents believed that their organizations’ workers were satisfied or very satisfied with their job design and only 42 percent thought that workers were satisfied or very satisfied with day-to-day work practices.

As organizations look to provide technology to support employees’ work, only 38 percent of respondents said that they were satisfied or very satisfied with the current work-related tools and technology available. Finally, only 38 percent of respondents thought that they have enough autonomy within their jobs to make good decisions, providing further evidence that significant reinvention is required.

Leaders have a duty to encourage a collaborative and supportive environment for their employees. We must be reflective and reactive to the internal feedback given within an organization and proceed accordingly. To avoid the possible detrimental effects this traditional employee experience appears to inject into an organization, we must shift our view to the new category being referred to as the ‘human-experience’. This will ensure a durable and learning-centric environment, focusing on human identity,” elaborates Basil Sommerfeld, Partner and Leader of Operations Excellence & Human Capital at Deloitte Luxembourg.

Underlying this shift is the continued reinvention of the traditional hierarchical organizational model. One-third (31 percent) of survey respondents said their organizations now operate mostly in teams within a hierarchal framework and another 46 percent said that they are somewhat team-based. However, most C-suite leaders, tools, cultures and incentives are still struggling to adopt and support the team-based model.

 

 

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