The Social Enterprise at Work · 2020. 6. 29. · Cura Strategy 2019 Benefits of Cura • Cura...

The Social Enterprise at WorkBeyond reskilling: investing in resilience for uncertain futures

22nd June 2020

TBD2020 Deloitte Global Human Capital Trends

Copyright © 2020 Deloitte Development LLC. All rights reserved. 2

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.

https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2011.html









https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2020/technology-and-the-social-enterprise.html



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



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?



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



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



Beyond Reskilling



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.



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




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



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?


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

https://www2.deloitte.com/content/dam/Deloitte/nz/Documents/human-capital/gx-returning-to-work%20in-the-future-of%20work.pdf

https://www2.deloitte.com/content/dam/Deloitte/nz/Documents/human-capital/gx-2020-global-human-capital-trends.pdf

https://www2.deloitte.com/nz/en/pages/human-capital/articles/2020-global-human-capital-trends.html

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

https://events.humanitix.com/deloitte-human-capital-trends-2020-webinar-workforce-strategies?token=eyJhbGciOiJSUzI1NiIsImtpZCI6IjgyMmM1NDk4YTcwYjc0MjQ5NzI2ZDhmYjYxODlkZWI3NGMzNWM4MGEiLCJ0eXAiOiJKV1QifQ.eyJpc3MiOiJodHRwczovL3NlY3VyZXRva2VuLmdvb2dsZS5jb20vaHVtYW5pdGl4LXByb2R1Y3Rpb24iLCJhdWQiOiJodW1hbml0aXgtcHJvZHVjdGlvbiIsImF1dGhfdGltZSI6MTU5MDM1ODQ5MSwidXNlcl9pZCI6IkxpbTloZXJGSExnWHd0bEl2RVRvRjZZWkpubzEiLCJzdWIiOiJMaW05aGVyRkhMZ1h3dGxJdkVUb0Y2WVpKbm8xIiwiaWF0IjoxNTkwMzU4NDkzLCJleHAiOjE1OTAzNjIwOTMsImVtYWlsIjoiYW5vdHRAZGVsb2l0dGUuY28ubnoiLCJlbWFpbF92ZXJpZmllZCI6dHJ1ZSwiZmlyZWJhc2UiOnsiaWRlbnRpdGllcyI6eyJlbWFpbCI6WyJhbm90dEBkZWxvaXR0ZS5jby5ueiJdfSwic2lnbl9pbl9wcm92aWRlciI6InBhc3N3b3JkIn19.COwCRGsScUBt2ywjcb0VybNFdFiRGKOe0S-LbsfVy-24SbeLJXKkJn_wetRp3DsgTZlbja8xpO9bnpTgAQsemNbSr1ATHxrgfXnzvLIJUQC4BSQ6AJpHUyXpfqSLNa-NL0DPg1PzPaFRe9mHfmJmLf0hekSh56J2ZWLbf85OAKcBYdItpjuEa6hkBJyvX2t8cn3jQrUEUrRmq_07C_1Ebvr3TCfsWP7ib8yJAfBYZPCEsfOz2yeguv2pl3lPS-Bk-YDWbHGuy3Xy278cn9sYTlojVM4UmLUxNGvxr_7I6whvTTVxLBknveuabcoH6pH3l-UWcM-pT84KwUJwzi37tg

The Social Enterprise at Work · 2020. 6. 29. · Cura Strategy 2019 Benefits of Cura • Cura...

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Transcript of The Social Enterprise at Work · 2020. 6. 29. · Cura Strategy 2019 Benefits of Cura • Cura...