2017: Where are we going?Trends in HC, Recruitment, & Assessment
Download as PPTX, PDF1 like832 views
The document discusses trends in human capital, recruitment, and assessment. Some key trends include organizations moving toward interconnected, flexible teams rather than traditional functional models. There is also a need to develop leaders more rigorously through evidence-based approaches. Culture is seen as important for guiding strategy during change initiatives. Continuous learning and designing employee experiences using design thinking are also highlighted as trends. The use of people analytics, digital HR technologies, and contingent workforce management are growing. Recruitment trends include a focus on quality of hire, employer branding, diversity, and screening automation. Assessment trends include growing use of online assessments, prediction of performance, mobile assessment, and talent analytics.
2017: Where are we going?Trends in HC, Recruitment, & Assessment
- 1. 2017: Where are we going? Trends in HC, Recruitment, & Assessment
- 2. HC Trends Global Human Capital Trends 2016. Deloitte University Press. 7,000 business and HR leaders from 130 countries. 1
- 4. Organizational design: The rise of teams From traditional, functional models toward interconnected, flexible teams. A“network of teams” in which companies build and empower teams to work on specific business projects and challenges. people coming together to tackle projects, then disbanding and moving on to new assignments once the project is complete. Challenge: 14% believe they are ready. 21% feel expert at building cross- functional teams. 12 % understand the way their people work together in networks
- 5. Leadership awakened: Generations, teams, science The traditional pyramid-shaped leadership development model is simply not producing leaders fast enough to keep up with the demands of business and the pace of change. need to raise the bar in terms of rigor, evidence, and more structured and scientific approaches to identifying, assessing, and developing leaders. Identifying great leaders as early as possible is an important way to deepen the leadership bench and promote dramatic change
- 6. Shape culture: Drive strategy Only 28 % of survey respondents believe they understand their culture well, while only 19 % believe they have the “right culture.” Culture can determine success or failure during times of change: Mergers, acquisitions, growth, and product cycles can either succeed or fail depending on the alignment of culture with the business’s direction.
- 7. Engagement: Always on Annual engagement surveys are being replaced by “employee listening” tools such as pulse surveys, anonymous social tools, and regular feedback check-ins by managers only 46 percent of companies report that they are prepared to tackle the engagement challenge. The rise of “employee listening "officer, an important new role for HR
- 8. Learning: Employees take charge Employees demand continuous learning opportunities through innovative platforms tailored to their individual schedules. Many learning and development organizations are still struggling with internally focused and outdated platforms and static learning approaches. The learning environment feels like a consumer website that provides videos, courses, content, and access to experts—as well as recommendation engines that help people find precisely what they need.
- 9. Design thinking: Crafting the employee experience Design thinking means focusing on the person and the experience, not the process. Instead of building “programs” and “processes,” leading HR organizations are studying people to help develop interventions, apps, and tools that help make employees less stressed and more productive. Design thinking is emerging as a best practice for leading companies and innovative HR organizations.
- 10. Changing skills of the HR organization : Growing momentum toward a new mandate 68% report their companies have solid development programs for HR professionals. Four out of ten executives report their companies are ready to address the skills gaps in HR. HR teams are learning to experiment with new ideas.
- 11. People analytics: Gaining speed Companies are building people analytics teams, rapidly replacing legacy systems, and combining separate analytics groups within HR into one strategic function. Leveraging external data—such as data from social networking platforms, employment brand data, data on hiring patterns, and external turnover and demographic data—to predict workforce trends and target top talent. Employee feedback and engagement systems, real-time narrative analysis, and off-the-shelf predictive models from almost every talent management vendor are now available.
- 12. Digital HR: Revolution, not evolution Innovative HR organizations are integrating mobile and cloud technologies to build an app-based set of services designed to incorporate HR programs into an employee’s daily life. 42 percent of companies are adapting their existing HR systems for mobile, device delivered, just- in-time learning. 59 percent are developing mobile apps that integrate back office systems for ease of use by employees. 51 percent are leveraging external social networks in their own internal apps for recruitment and employee profile management
- 13. Workforce management: Distraction or disruption? The concept of “contingent workforce management” is being reshaped by the “gig economy”— networks of people who make a living working without any formal employment agreement—as well as by the increased use of machines as talent. Almost half of the executives surveyed (42 percent) expect to increase or significantly increase the use of contingent workers in the next three to five years. 43 percent anticipate greater deployment of robotics and cognitive technologies.
- 15. Talent acquisition has a prominent seat at the executive table. Talent leaders feel confident that their department is helping define the future of their company. Over 83% of them say talent is the number one priority in their organization.
- 16. Recruiters will be even busier this year and are focusing on quality of hire. 56% of leaders say that their team’s hiring volume will increase and in order to measure success they are focusing on how long a new hire stays at the company, hiring manager satisfaction, and time to fill.
- 17. Budgets go to traditional tactics, but branding tops investment wish list. While nearly 70% of recruiting budgets are spent on job boards, recruiting tools, and staffing agencies, talent leaders identify employer branding as the #1 area where they wish they could invest more.
- 18. Effective employer brand messaging focuses on culture and career growth. Over 80% of leaders acknowledge that employer branding has a significant impact on their ability to hire talent. Candidates reveal that companies can pique their interest if they talk about career growth, company culture, and challenges.
- 19. Diversity, screening automation, and data are key future trends. Automating the screening and hiring process in order to eliminate human bias and time limitations will shape the future of recruiting. Big enterprises focus more on harnessing big data.
- 20. Diversity, screening automation, and data are key future trends. Automating the screening and hiring process in order to eliminate human bias and time limitations will shape the future of recruiting. Big enterprises focus more on harnessing big data.
- 21. “ How about the talent?
- 22. “ How about the talent?
- 23. “ How about the talent?
- 24. “ How about the talent?
- 25. “ How about the talent?
- 26. “ How about the talent?
- 29. Assessment can predict which candidates will be strong performers
- 30. The use of psychometric assessment is increasing
- 31. Development centres, assessment centres, integrity & value questionnaire, & SJT are the fastest growing tools.
- 32. Mobile assessment has become part of the talent agenda.
- 33. Talent analytics are being used in nearly half of organisation
- 34. Cost is an obstacle to the increased use of assessment.