Post on 03-Sep-2020
The Social Enterprise at WorkBeyond reskilling: investing in resilience for uncertain futures
22nd June 2020
TBD2020 Deloitte Global Human Capital Trends
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2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
HC Trends
Report
Revolution/
evolution
Leap
ahead
Resetting
horizons
Engaging the
21st-century
workforce
Leading in
the
new world
of work
The new
organisation:
Different by
design
Rewriting
the rules for
the digital
age
The rise of
the social
enterprise
Leading the
social
enterprise:
Reinvent with a
human focus
The social
enterprise
at work: Paradox as
a path forward
Evolving HR
HR in the cloud/
COOs for HR /
Employer health
care reform /
Emerging
markets
Clouds in
the
forecast
Transforming
HR/Boards
changing the
HR game
Reskilled HR
team/
Global and
local HR/
Race to cloud
Reinventing
HR
HR: New
mandate/
Digital HR:
revolution
Digital HRHR cloud:
A launch pad
A memo to HR:
Expand focus and
extend influence
A D E C A D E O F H U M A N C A P I T A L T R E N D S
Before launching into the 2020 trend, we reflect on the forces that have shaped the world of work, particularly around evolving HR.
TBD2020 Deloitte Global Human Capital Trends
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Deloitte University Press | dupress.deloitte.com
Early Decade Mid Decade Late Decade
Recession
recovery
Cloud
Redesign jobs and
redesign work The social enterprise
Network
of teams
Low productivity
Revolutionary
technologies
Explosion of data
Exponential
change
New social
contract
TBD2020 Deloitte Global Human Capital Trends
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T H I S Y E A R , W E F O C U S O N T H E M O S T P R E S S I N G P A R A D O X F A C I N G O R G A N I S A T I O N S T O D AY :
Can organisations remain
distinctly human in a
technology-driven world?
TBD2020 Deloitte Global Human Capital Trends
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Our 2020 Perspective: This Year’s TrendsOur Trends are grouped into the three attributes of the social enterprise: purpose, potential, and perspective
Purpose Potential Perspective
Belonging: From
comfort to connection to
contribution
Superteams: Putting
AI in the group
The compensation
conundrum: Principles
for a more human
approach
Designing work for
well-being: Living and
performing at your best
Knowledge
management:
Creating context for a
connected world
Governing workforce
strategies: New
questions for better
results
The postgenerational
workforce: From
millennials to perennials
Beyond reskilling:
Investing in resilience
for uncertain futures
Ethics and the future
of work: From “could
we“ to “how should we”
F I N A L C H A P T E R : A Memo to HR
P R O L O G U E & I N T R O D U C T I O N
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Introducing our speakers
Philippa Jones, Director in
Organisation Transformation.
(Deloitte Christchurch).
Kate Selway, People and Capability Director
(Jade Software)
Pete Cordes, Learning & Development Manager
(Deloitte Auckland).
Adrienne Sykes, HR Manager
(Foodstuffs South Island (FSSI))
Beyond reskilling: investing in resilience for uncertain futures
TBD2020 Deloitte Global Human Capital Trends
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Beyond Reskilling
TBD2020 Deloitte Global Human Capital Trends
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B E Y O N D R E S K I L L I N GInvesting in
resilience for
uncertain
futures
Organisations that employ work-
force development strategies to
not only reskill workers but also
to build worker resilience will
equip workers, and thus the
organisation, with the tools and
strategies to adapt to a range of
uncertain futures. A resilience
lens unlocks organisational
potential by shifting reinvention
from something that may
threaten worker security to the
very thing that defines it.
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Reskilling the workforce is important for
their success over the next 12-18 months.
Say they are very ready to address this
trend.
74%of organisations say
10%
B E Y O N D R E S K I L L I N G
Y E T O N LY
THE READINESS GAP
There is growing pressure on organisations to address workers
‘long term employability’
43%73%
54%
19%
10%
8%
Organisations
Individuals
Educational institutions
Governments
Professional associations/unions
More respondents identified organisations as the entity responsible for
workforce development than identified any other stakeholder
Which entities in society do you think are primarily responsible for workforce
development? Select up to two.
Source: Deloitte Global Human Capital Trends survey,2020. Deloitte Insights deloitte.com/insights
73% of respondents
identified organisations as
the entity in society primarily
responsible for workforce
development
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B E Y O N D R E S K I L L I N G
They need additional information to
understand the readiness of their
workforce to meet new demands.
That identifying workforce development
needs and priorities is their greatest
barrier to workforce development.
59%of survey respondents said
38%
of our survey
respondents believed
that their organisation
could to a great
extend anticipate the
skills their
organisations will
need in three years.
17%A N D
O N LY
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That continual reinvention of the
workforce through lifelong learning is
important or very important to their
development strategies.
Expect their organisation to make a
significant investment increase in this
area over the next three years.
84%of survey respondents agreed
16%Which raises the question:
How can organisations increase their own resilience
and their workers’ resilience in the face of constant
change?
B E Y O N D R E S K I L L I N G
Y E T O N LY
Reframing the problem
Five shifts that can help Organisations Build resilience
Focus on building worker and organisational resilience, equipping workers with tools and strategies to
adapt to a range of uncertain futures in addition to reskilling them for near-term needs.
Source: Deloitte Global Human Capital Trends survey,2020. Deloitte Insights deloitte.com/insights
FROM TO
Building Skills
Developing specific workforce skills to meet short-term needs
Focusing on formal training and traditional education methods
Rewarding based on work output
Preparing the workforce with an internal focus
Cultivating capabilities first, skills second
Leveraging workers’ “passion of the explorer” to engage them in solving unseen
and further problems
Supporting learning in the flow of work
Preparing the workforce with an eye toward what benefits both the
organisation and society
Rewarding based on capability development
Example: Jade Software
Strategy Capability
Our challenge
Our solution
Our learnings
• Fixed Academy days at Jade
• Only one project with multiple
workstreams
• Dedicated leadership support
• Limited spaces
• T-Shirts…because why not?
Example: Deloitte
2020
Cura
Current Deloitte Professionals’ Experience
Currently our professionals sift through numerous content sources or tools to actively search for relevant information and upskill to meet client needs in today’s rapidly changing environment.
22
Cura Strategy 2019
Benefits of Cura
• Cura offers continuous learning opportunities to build your strengths and upskill.
• Cura enables you to create and share content and collaborate with teams, which builds your personal brand within your area of specialty.
• Cura alleviates information saturation. Artificial intelligence will contextualize content to provide you with smart recommendations.
• Cura allows you to integrate learning into the flow of your every day lives by providing on demand, quickly consumable content.
• Cura is a trusted source of information when you need answers quickly.
Cura – For all Deloitte Professionals
© 2019 Deloitte Touche Tohmatsu Limited
Cura - The User Experience
Content In
External Content
Internal Content
Employee Attributes
Personal Preferences
Machine Learning
Collaboration Networks
CONTINUOUSLY RENEWEDCurating internal and external content together will prepare you for rapidly changing markets
POINT OF NEED ACCESSThe content you need will be available where and when you need it
PERSONALIZEDArtificial intelligence will contextualize content to provide you with smart recommendations enabling you to cut through information saturation
SOCIAL & COLLABORATIVECuration will allow you to share content with your peers, curate playlists for your teams and connect with SMS’s to build your network
USER
EXPERIENCE
Content Curation Platform
24
Example: Foodstuffs SI
26
Foodstuffs SI Leadership Academy
27
Management Academy
• Introduction to Leadership
• Team Leader
• Supervisory Management
• Management Development
• Management Accelerated
28
Leadership Academy
• Executive Development Programme
• Advanced Leadership Programme
29‹#›
Who?
• Supermarket employees
• Foodstuffs employees
• Supplier employees
30‹#›
How?
• Needs Analysis
• Connecting our programmes through vision and values
• Evaluation – At the time of learning, change of behaviour, transfer into workplace
• Ongoing review of academy programmes
• Self-identified learning, manager recommended, GM recommended
31‹#›
Outcomes
• Building leaders, leadership breadth
• Building relationships and connecting with colleagues
• Skills, retention, resilience
• Creating owners
• Connecting into our communities – Owner Operator
• Leaders of our Co-Operative
32
Future Possibilities
Online, face-to-face, blended – What works
best?
Qualifications
Questions?
Where you can find out more
COVID-19: A Human Capital
Trends special report
In light of the unique challenges
posed by COVID-19, the future
of work has become a strong
reality. The special report
discusses each of this year’s
Trends in the context of the
current business environment
Download the full report here
2020 Global Human Capital
Trends
This year’s report calls on
leaders to humanise the world
of work by addressing one of
the biggest challenges facing
businesses today – can
organisations remain distinctly
human in a technology-drive
world?
Download the full report here
To access the recordings and materials of HC Trends webinars, and sign up for future webinars, please visit our
website here.
Accessing the HC Trends Report & Webinar Material
Upcoming webinarsTake a closer look at the trends with Deloitte experts and guests in our webinar series.
U P N E X T :
Webinar 4 | Governing workforce strategies: new questions for better results
Deloitte speaker: Hamish Wilson & Craig Renshaw
Organisations that employ workforce development strategies to not only reskill workers but also build employee
resilience will equip workers, and thus the organisation, with the tools and strategies to adapt to a range of
uncertain futures. This trend is highly relevant now as organisations look to recover from the recent COVID-19
restrictions and adapt to, and prepare for, a world that is rapidly changing in response. In this session, we will
explore what businesses can do to unlock organisational potential through a resilience lens and hear from a guest
speaker about the work they have done to prepare their employees for a changing business environment
Wednesday 1st July, 9am-10am | Visit our website to register here
A N D B E Y O N D :
Webinar 5 | Knowledge management: Creating context for a connected world | Wednesday 8th July, 9:00 – 10:0am
Webinar 6 | Designing work for wellbeing: living and performing at your best | Wednesday 15th July, 9:00 – 10:0am