global forces shaping the modern workplace

Human Capital Virtual Event:

Global Forces Shaping the

Modern WorkplaceMAY 24, 2016 VIRTUAL EVENT

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Human Resources (HR) Forum

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Human Capital Leadership Forums

New York Thursday, September 22, 2016

Los Angeles Wednesday, September 28, 2016

San Francisco Date TBD, November 2016

Dallas Tuesday, November 15, 2016

In order to submit a question at any

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type it in the Q&A section of the

interface. We will then review the

Q&A following the panel discussion.

Human Capital Virtual Event: Global Forces

Shaping the Modern Workplace

8

Global Human Capital

Trends 2016

Human Capital

Trends and

Sustainable HR

May 2016

9 Copyright © 2016 Deloitte Development LLC. All rights reserved.

Human Capital Trends 2016 Survey One of the largest-ever HR and Talent studies

21% Individual

Contributor

53% Mid-Level

26% C-Suite

68% HR

32% Non-HR

Large Org

24% Medium Org

29% Small Org

48% 45%

19%35%

AmericasEMEA

APAC

over7,000 responses

answers from 130 countries

54 countries with more than

30 responses


Disrupters Impacting the HR Landscape

Employee Experience

Enabling this organization, talent

focus is focusing on the

employee experience,

influenced by design thinking, the

app economy, and transparencyThe New Normal

2016 is a disruptive year,

as new models of management,

open feedback, new HR

platforms, and organization

design take center stage

for the human

capital agenda

Millennial Leaders

A new breed of leaders is

emerging: Younger, more

connected, more agile, always

learning, developed through

science

Digitization

The digital world of work has disrupted the way we

operate, enabling an "always-on"

organization, focused on culture,

engagement,

open communication, and

feedback

Network of Teams

A new organization has emerged, a

"network of teams," forcing

companies to reorganize, redesign

roles and rewards, redefine

careers, and change the role of

management

Analytics-Driven

HR leaders are responding

rapidly, focused on analytics,

design thinking, employee-

driven learning, and

digital HR


The Why is Clear, The How Isn’t

20%Of business executives

believe HR is adequately

planning for their company’s

future talent needs40%

Of new CHROs

come from the

business, not HR28%Of business executives

believe HR is highly

efficient1

The case for change is clear

Companies are

demanding

greater HR

innovation

No improvement

in recent

HR YoY

performance

The need to

transition from

Service Provider to

Talent Enabler

The need to shift

from HR Generalists

to Business

Consultants

Our research shows that HR is still in need of further transformation to

drive sustainable business impact, but it is clear that one size doesn’t fit all

Sources: Bersin by Deloitte, Deloitte Consulting LLP, Deloitte Consulting LLP - High-Impact HR: Building

Organizational Performance from the Ground Up. Mallon, D., Shellenback, K., Bersin, J., & Kowske, B. 2014;

Deloitte University Press - Global Human Capital Trends 2015:: Leading in the New World of Work. 2015.

The opportunity to

simplify work by

reducing technology

and process complexity

85%Of global organizations feel

the need to transform HR to

meet new business priorities. 22%Feel confident they are

adapting to employees’ needs

well.


HR can lead in this world of disruption. The success of HR Transformation

extends beyond the creation of capacity and focuses on building the

solutions, skills and network required to leverage that capacity to drive the

highest impact for the business.

HR Simply Needs to Transform

CAPACITY CAPABILITY CREDIBILITY

Freeing up time for

HR to focus on the

moments that truly

matter to the

business and the

organization as a

whole

Enabling HR to

deliver upon those

moments that

matter with the

right solutions in

the right context at

the right time

Give HR the license

– the support – of

the business to

influence and

engage on the most

important issues

and initiatives

COMMUNITY

Building

connections across

silos, geographies,

providers and

customers to form

one HR

organization

+ + =

Creating a

high-impact

on the

organization


Shifting to a High-Impact HR Operating Model

Create

Capacity

Process Thinking Design Thinking

Systems of Record Digital Workplace

Admin Operational

Working in the Business Working on the Business

Back Office Data Front Office Insights

Generalist Guide

Grow

Capability

Key shifts are changing the way HR must deliver to drive greater value for

the business and enhance the customer experience.

Silos & Segments Enterprise Communities

Internal Internal and External Networks

One to Many Many to Many

Empower

Community

HR Functional Orientation Business Outcomes

Talent Management Workforce Maximization

Standardized Personalized

Boost

Credibility

IMPACT

Creating a

high-impact

on the

organization



MODERATOR

Erica Volini, Deloitte Consulting LLP

PANELISTS

Michael Fraccaro, MasterCard

Shannon Kirk, California Pizza Kitchen

John McMahon, Cumberland Farms, Inc.

Greg Pryor, Workday

“Trends Influencing the HR

Organization in 2016”

Audience Q&A will begin shortly.

Please submit your questions.



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