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Global Human Capital Trends
2016 – Trinidad Report
The new
organization:
Different by
design
October 2016
INTRODUCTION
Global Human Capital Trends 2016
Global Human Capital Trends 2016
One of the
largest-ever
HR and
talent studies
Unless otherwise cited, all data referenced in this presentation is from the Global Human Capital Trends 2016 report.
7,000+Business and
HR leaders
130countries
Answers from 130 countries - 54 countries with more than 30 responses
Final survey demographics – over 7000 responses
Countries with over 30 responses
Americas Asia Pacific EMEA
Argentina 55 Australia 114 Austria 123 Netherlands 78
Brazil 378China, People’s Republic
560 Belgium 230 Nigeria 59
Canada 196 India 239 Cyprus 54 Norway 111
Chile 90 Indonesia 34 Denmark 50 Poland 40
Colombia 131 Japan 150 Ethiopia 59 Romania 47
Costa Rica 215 Malaysia 42 Finland 86Russian Federation
42
Dutch Caribbean
38 New Zealand 37 France 229 Senegal 37
Ecuador 53 Singapore 71 Gabon 38 South Africa 213
Guatemala 44 Thailand 58 Germany 209 Spain 203
Jamaica 53 Greece 79 Switzerland 102
Mexico 243 Ireland 135 Tunisia 79
Panama 35 Italy 51 Turkey 60
Peru 68 Ivory Coast 86United Arab Emirates
35
Trinidad and Tobago
60 Kenya 163United Kingdom
140
United States 661 Luxembourg 87
Uruguay 102 Namibia 59
10 trends for 2016
Organizational design
Leadership
Culture
Engagement
92%
89%
87%
86%
Learning
Design thinking
Skills of HR organization
People analytics
Digital HR
Gig economy
77%
73%
70%
84%
79%
78%
% very
impor tant
2016
56%
57%
54%
48%
44%
39%
36%
36%
32%
28%
% very
impor tant
2015
…
50%
50%
39%
…
39%
29%
…
…
Global
Percent rating trend important
Importance of Human Capital trends to business
Percent rating trend important
Importance of Human Capital trends to business
Organizational design
Learning
Skills of HR organisation
Leadership
81%
80%
79%Culture
gig Economy
Digital HR
People analytics
Design Thinking
Engagement
72%
71%
70%
79%
75%
73%
Caribbean Region
92%
87%
TRINIDAD
Global Human Capital Trends 2016
Percent rating trend important
Importance of Human Capital trends to business
Organizational design
Learning
HR
Engagement
Leadership
Culture
Digital HR
People analytics
Design thinking
The gig economy
Global
Trinidad
90%
97%
87%
87%
85%
82%
82%
79%
74%
72%
Percent rating trend important
Top Four Priorities - Human Capital trends
Leadership
Organizational design
The gig Economy
Learning
Engagement
Digital HR
Design thinking
HR
People analytics
Culture
Top Four Trends
55%
57%
47%
30%
23%
23%
18%
17%
17%
13%
Percent rating trend important
Trinidad’s Workforce demographics
Percent rating trend important
Trinidad’s Workforce demographic
Organizational design
The rise of teamssay the trend
is “very important”
or “important” 97%
of Trinidadian companies
are organized
functionally today
73%
While Globally
there is a shift
from top-down
hierarchy to a
network of
teams to deliver
results faster
are reorganizing
or plan to this year
feel current organization
is partially effective in
achieving organizational
goals
believe their companies are partially or not
effective in achieving organizational
goals
are organized cross functionally
project/project
46%
24%
5%
39%
Organizational design
A network of teams
A
C D E
B
How things were
B
A
DCF
GHow things “are” E
Shared values and culture
Transparent goals and projects
Free flow of information and feedback
People rewarded for their skills and abilities, not
position
How things work
Leadership awakened
Generations, teams, sciencesay the trend
is “very important”
or “important” 87%
Need different
types of leaders,
who are effective
as an individual
and in teams,
at all levels
Initiatives to
develop versatile
leaders require
rigorous structure
backed by data
have little or
no investment
on diversity and
Millennial in
leadership
29%
have programs to build
Millennial leaders & leaders
for Digital Business6%
have programs to
develop top 10 senior
leaders25%
Have programs to
identify “emerging
leaders” and senior 28%
Leadership awakened
Generations, teams, sciencesay the trend
is “very important”
or “important” 87%
Need different
types of leaders,
who are effective
as an individual
and in teams,
at all levels
have plans for expanding and
investing in leadership
programs (5 - > 10% growth)58%
CEO and direct reports
drive leadership
Investment55%
Offer development
programs targeted to
Senior Management
level77%
updated their
leadership
development strategy
in the last year
34%
Do not have a clear
leadership
development strategy32%
Engagement
Always onsay the trend
is “very important”
or “important” 87%
Engagement
is shifting from
once per year to
an always on
employee listening
process of organizations still
measure employee
engagement only
once a year63%
Despite the emergence of many tools for
frequently evaluating employee sentiment,
46%
8%
are behind at providing
engagement and retention
program
believe they fully engage
Millennials & Boomer Gen in
their programs
Learning
Employees take chargesay the trend
is “very important”
or “important” 90%
Employees
today demand
learning
opportunities that
fit their individual
needs and
schedules
Learning must be
a continuous process,
not an episodic event,
and a company-wide
responsibility, not
confined to HR
of companies believe
they deliver “very
effective” learning
7%
only
of companies are
now embracing
MOOCs
to train
employees
9%
Most companies (74%) are using
external certification or externally sponsored programs to support employee development
The gig economy
Distraction or disruption?say the trend
is “very important”
or “important” 85%
expect to increase the use of robotics
and cognitive technologies
The corporate
workforce is changing:
Increasing use of
contingent freelance
workers and growing the
role of robotics and
smart machines
85%
54% of the
companies believe
they are somewhat
capable of
leveraging
contingent/part-time
talent
expect to increase contingent
workers in next 3-5 years
16%
51%
Expect automation to
significantly impact workforce
talent and skill levels in the
next 1 – 3 years
The gig economy
Distraction or disruption?say the trend
is “very important”
or “important” 85%
The majority saw no challenges 31% , those that perceived challenges cited the
following:
Legal or regulatory
uncertainty
19%
Lack of leadership
understanding
13%
Culture
Shape culture, drive strategysay the trend
is “very important”
or “important” 82%
Senior leaders
must work with
HR to align culture to business goals
Culture helps
bind people
together and can
drive execution
and consistency
believe “culture is a
potential competitive
advantage”
believe that culture
change is required to
remain competitive
believe they have
a “good culture”
59%
41%
27%
Design thinking
Crafting the employee experiencesay the trend
is “very important”
or “important” 74%
HR’s focus
shifts from
“process builder” to
“engagement
architect”
Requires new
HR skill setsfrom digital and user
experience design
to behavioral
economicsfind their work
environment complex1
74%
21%
33%
Understand best in
class design thinking
partially use design thinking in
their HR and L&D programs
1 Global Human Capital Trends 2015 report
Capabilities of HR Function
Growing momentum toward a new mandate
say the trend
is “very important”
or “important” 82%
Significant
progress in employee
engagement, culture,
analytics, and adoption
of cloud-based
HR technology
HR capabilities
should continue
to evolve
48%
Are considering revamping their
talent sourcing and recruiting
capability
of companies believe
their HR Departments
have a good
understanding of their
products, services and
profit models
4%
Evaluate HR based on talent
outcomes, Customer service &
Performance Metrics26%
Capabilities of HR Function
Growing momentum toward a new mandate
say the trend
is “very important”
or “important” 82%
Significant
progress in employee
engagement, culture,
analytics, and adoption
of cloud-based
HR technology
HR capabilities
should continue
to evolve
Rated their HR department as
somewhat skilled
in their capability to address global
HR and talent issues
65%
Most companies (52%) stated
talent decisions and capabilities were moving outside of HR (26% to a great extent,
26% to some extent)
Digital HR
Revolution, not evolutionsay the trend
is “very important”
or “important” 79%
Digital HR brings
together SMAC
technologies to
improve the employee
and candidate
experience
Digital HR
increases employee
engagement —
some report 10X
more responses
43%
22%
Have either or are currently
updating their digital HR
capability
are currently revamping
HR’s digital capability
Only
of companies
are “very
ready” for
digital HR9%
Only
People analytics
Low adoptionsay the trend
is “very important”
or “important” 72%
People
analytics brings
together HR
and business
data Challenge will
be to transform
insights into
business value
of companies have
“a good understanding” for
people analytics,
which is encouraging
14%of companies report
having quality HR
data to support HR
Analytics
23%
are now using HR data for
Performance Management24%
Are now using HR data for
recruiting and sourcing18%
A year of change and disruption
2016 will be a disruptive year,
as new models of management,
open feedback, new HR platforms,
and organization design take center
stage for the human capital agenda
The digital world of work has
disrupted the way we operate,
enabling an "always-on" organization,
focused on culture, engagement, open
communication, and feedback
HR leaders are responding rapidly, focused on analytics,
design thinking, employee-driven
learning, and digital HR
A new breed of leaders is emerging:
Younger, more connected, more
agile, always learning, developed
through science
A new organization a has emerged,
a "network of teams," forcing
companies to reorganize, redesign
roles and rewards, redefine careers,
and change the role of management
Enabling this organization, talent
focus is focusing on the employee
experience, influenced by design
thinking, the app economy, and
transparency
The relationship between culture and engagement
Disrupting the workforce landscape
Demographic
upheavals:
Millennials make
up more than half
the workforce,
and Boomers
are working into
their 70s and 80s.
Digital technology
is everywhere:
Technology is
disrupting business
models and
radically changing
the workplace and
how work is done.
Rate of change
has accelerated:
Business must
become more agile
to keep up with
the rapid pace
of change.
New social
contract between
companies
and workers:
Younger workers
demand rapid career
growth, compelling
and flexible workplace,
and a sense of
purpose at work.
Acknowledgements
• The Human Resource Association of Trinidad and Tobago (HRMATT
• The Arthur Lok Jack Graduate School of Business
• Deloitte HC Trends Global Team
• Organizations of Trinidad that participated in the survey
Additional Resources
• HC Trends 2016 Report official page
http://dupress.deloitte.com/dup-us-en/focus/human-capital-
trends.html?id=us:2el:3dc:dup3018:awa:cons:hct16
• HC Trends Library
http://www2.deloitte.com/global/en/pages/human-capital/articles/gx-human-
capital-trends-library-collection.html
• Videos Series for 2016 Trends
http://www2.deloitte.com/global/en/pages/human-capital/articles/chapter-videos-
global-human-capital-trends.html
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