Global Human Capital Trends Report – 2019

Last week Deloitte released the 2019 Global Human Capital Trends report. It’s always a must read for me and I strongly encourage other HR leaders and those involved in the talent/people space to take a look. Last year, Deloitte described the rise of the social enterprise and this year’s report outlines how the factors and pressures that have driven the social enterprise not only continue but are growing more acute.

A few tidbits from this year’s report:

  • 86% of respondents believe they must reinvent their ability to learn
  • 84% of respondents reports they need to rethink their workforce experience to improve productivity, and
  • 80% believe they must develop leaders in a different fashion

Deloitte outlined a set of five principles to frame the “human focus” for the social enterprise; describing them as benchmarks against one can measure actions and business decisions that could affect people:

  • Purpose and meaning
  • Ethics and Fairness
  • Growth and passion
  • Collaboration and personal relationships
  • Transparency and openness

These five design principles define the “why” of reinvention and the 2019 Human Capital Trends, listed below, are divided into 3 categories:

Future of the workforce

  • The alternative workforce
  • From jobs to superjobs
  • Leadership for the 21st century

Future of the organization

  • From employee experience to human experience
  • Organizational performance
  • Rewards

Future of HR

  • Accessing talent
  • Learning in the flow of life
  • Talent mobility
  • HR cloud

This is a great resource for HR and organizational leaders; you can download the report here.

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Watching this year over year as I do?  Here are Deloitte’s Human Capital Trends from the last 3 years:  

Deloitte Human Capital Trends Report2018

  1. The Symphonic C-Suite: Teams Leading Teams
  2. The Workforce Ecosystem: Managing Beyond the Enterprise
  3. New Rewards: Personalized, Agile and Holistic
  4. From Careers to Experiences: New Pathways
  5. The Longevity Dividend: Work in an Era of 100-Year Lives
  6. Citizenship and Social Impact: Society Holds the Mirror
  7. Well-Being: A Strategy and a Responsibility
  8. AI, Robotics, and Automation: Put Humans in the Loop
  9. The Hyper-Connected Workplace: Will Productivity Reign?
  10. People Data: How Far is Too Far?

Deloitte Human Capital Trends Report2017

  1. The organization of the future
  2. Careers and learning
  3. Talent acquisition
  4. The employee experience
  5. Performance management
  6. Leadership disrupted
  7. Digital HR
  8. People analytics
  9. Diversity & inclusion
  10. The future of work

Deloitte Human Capital Trends Report2016 Organizational design

  1. Organizational design
  2. Leadership
  3. Culture
  4. Engagement
  5. Learning
  6. Design Thinking
  7. Changing the skills of the HR organization
  8. People Analytics
  9. Digital HR
  10. Workforce management

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Employee Relations: Why Such a Bad Rap?

Once upon a time, on the heels of the Industrial Revolution, we heralded the birth of the Personnel HR profession.  Industrial Relations begat Labor Relations with its accompanying cliché: a smoke-filled room laden with labor bosses and cigar-chomping industrialists hammering out a collective bargaining agreement.

As our profession matured we began to use the phrase Employee Relations in order to provide differentiation from the Labor Relations connotation (unionized workforce) and provide us with a term to use when referring to the management of the employment relationship in a non-unionized workforce.

Yet, even as Employee Relations matured into young adulthood and then into a comfortable middle-age, a number of organizations continued to “relate” to their employees as if they were still huddled around that bargaining table with overflowing ashtrays at the ready. The mindset that people are resources widgets – product in/product out – and can be expected to work according to bullet points, mandates and according to a rigid set of parameters just never left the room.

And therein lies the tension; it’s this area of human resources that puts the thought, in the minds of many, that HR is nothing more than the enforcer of draconian policies and creator of byzantine processes.

It’s quite sad actually; ER is one of the foundational – and necessary – building blocks of what we do.  From within this area flow organizational expectations, support for employee rights (and responsibilities), and safeguarding the workplace for those who may be vulnerable if working for unscrupulous or downright evil people.

On the surface, however, Employee Relations is nowhere near as sexy and glamorous as some other functional HR disciplines; Recruiters get all the flash and sizzle, Compensation pros get to deal with incentive program design, and even the Risk Management/Safety folks get to oversee cool stuff like immunization programs.

Take a glance at most any Employee Relations Specialist job description and you’ll find words and phrases like “enforce,” “work-related problems,” “investigate,” “inspect,” “administer and interpret” and “grievance.”   Ugh.  Certainly no one wants to go into HR and be faced with those sorts of responsibilities; do they? After all, there’s not one single mention of “candidate experience” or “employer branding” anywhere………

But it’s important.  Just not snazzy sounding.

Employee Relations merely needs to be – and can be – glammed up a bit. Much as Madonna continues (still!) to reinvent herself after decades in the industry, so too can this important cornerstone of the HR profession.

Does it need a name change?  Not really; it didn’t really ‘take’ when Madonna tried to get everyone to call her Madge.   Rather – we need to adopt a new mind-set, adjust our attitude and get a new PR strategy.   The role of the ER professional should be one that’s proactive not reactive.  It’s a job that requires one to realize that what one can do does not necessarily mean it’s what one should do.  And it’s critical that the focus be on providing information – not punishment.

So I want every HR practitioner to let the vast amounts of knowledge around related laws, regulations and directives filter through two parts of their own cognitive realization before the words – when rendering a decision – come dripping out of their mouth;

PART 1: keep in mind the unique values, mission and culture of their particular organization

PART 2: keep in mind their own status as a human being

Plus it’s 2018.  Y’all haven’t been allowed to smoke cigars in the Board Room for decades.

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this post is a blast from the past: it originally ran over at the HR Schoolhouse

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Zombie Human Resources; #DTHR Comes Back from the Dead

Podcasting is hot. It’s so hot that every person I know seems to have a podcast.

Sometimes it seems as if it’s gotten to the point where one of my dogs (I put my money on Mr. Crumples) is soon to announce that he’s starting up a podcast.

And in the HR/Talent space we’ve got our share including:

And, of course, there’s the original daily HR radio show Drive thru HR.

Now Drive thru HR never went away; over the last decade it has gone thru several permutations. Launched by founder/original host Bryan Wempen, it ran for a few years (every.day)with Bryan at the helm until William Tincup joined Bryan as co-host circa 2011 or so. The listenership continued to grow and several additional hosts took a spin behind the console include Crystal Miller Lay, Nisha Raghavan and Mike VanDervort.

Most recently though it’s been Mike managing the show as a solo host…until now.

Hmmmmmmm.

Tune in today when we announce some changes to Drive thru HR, Mike gets a new co-host, and we throw in some “HR Horror Stories” for a bit of fun.

 

 

 

 

 

 

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