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Work Has Become DigitalWhat It Means for HRSeptember, 2017
Josh Bersin, Principal & Founder, Bersin by Deloitte
© Bersin, Deloitte Consulting LLP, 2017
90% of organizations surveyed by MIT and Deloitte anticipate their industries will be
totally disrupted by digital trends.
Yes, Digital Disruption is real
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© Bersin, Deloitte Consulting LLP, 2017
What appears to be happening
Time
Rate
of
chan
ge
Technologychange
Business productivity
Gap in businessperformance
potential
• Mobile, sensors, AI, cognitive computing, data• Access to technology by consumers globally• Technology infiltrates home and political life
© Bersin, Deloitte Consulting LLP, 2017
Productivity is suffering—is technology helping?
US productivity last ten years
1 billionsmartphones
i-Phonelaunched
100 millionTwitter users
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© Bersin, Deloitte Consulting LLP, 2017
What is really happening
1970s 1980s 2000s1990s Today2010s
Technology
Individuals
Businesses
Public policy
HR’s opportunity: help close the gap among technology, individuals, businesses, and society and governments
Rate
of
chan
ge
© Bersin, Deloitte Consulting LLP, 2017Sources: Deloitte Human Capital Trends 2014 and 2015
Employees are Overwhelmed
The “average” US worker now spends 25% of their day reading
or answering emails
Fewer than 16% of companies have a program to “simplify work” or help
employees deal with stress.
More than 80% of all companies rate their business “highly complex”
or “complex” for employees.
The average mobile phone user checks their device 150 times a
day.
The “average” US worker works 47 hours and 49% work 50 hours
or more per week, with 20% at 60+ hours per week
40% of the US population believes it is impossible to succeed at work and have a balanced family life.
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© Bersin, Deloitte Consulting LLP, 2017
• Since 2000, American workers have lost an entire week of vacation, dropping average vacation days from 20.3 to 16.2
• Americans left 658 million unused vacation days and lost 220 million of them in 2015
• 39% of Americans “want to be seen as a work martyr” yet 86% say it’s bad for their family life.
We Are Working More Hours: The Vacation Crisis
48% of Millennials
want to be seen as a
“work martyr”
Millennials Millennials 50% more
likely to forfeit
vacation days
© Bersin, Deloitte Consulting LLP, 2017
Millennials Are Concerned about A Threatening and Unfair World
• 64% expect economic and political conditions to get worse in the coming two years
• In mature markets, only 64 percent of millennials predict they will be financially worse off than their parents and 69% say they’ll be less happier.
• As a result, 77% of Millennials actively take part in volunteerism and charity work to help their community
• 88% of Millennials believe business can be a major force for positive social change
Millennials: Citizenship On The Rise
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© Bersin, Deloitte Consulting LLP, 2017
Average3.21
What are these companies doing?
Engagement Remains a Challenge
Summer, 2017 Glassdoor Bersin by Deloitte Research
© Bersin, Deloitte Consulting LLP, 2017
Research overview
Unless otherwise noted, all data referenced in this is from 2017 Deloitte Global Human Capital Trends: Rewriting the rules for the digital age.
Deloitte’s largest and most extensive human capital survey to date
10,000+business and HR leaders
140 countries
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The organization of the future:Arriving now 88%
Very important or important
11%believe they understand how to build the organization of the future
94%say “agility and collaboration”are critical yet…
6%
experimenting with collaboration tools, however only
using organizational network analysis (ONA)
are highly agile today
73%
8%
© Bersin, Deloitte Consulting LLP, 2017
Shared values and culture
Transparent goals and projects
Free flow of information and feedback
People rewarded for skills and abilities,
not position
Organization design will be challenged everywhere
A network of teams
BA
DCFF
A
C D E
B
G
How things were
How things “are”
How things work
E
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Careers and learning: Real time, all the time
Sources: The 100-Year Life: Living and Working in an Age of Longevity; A New Culture of Learning: Cultivating the Imagination for a World of Constant Change
The changing nature of the careerLength of career Average tenure in a job Half-life of a learned skill
60 to 70 years 4.5 years 5 years
83%are moving to open career models
Organizations need to deliver learning that is always on and always available over a range of mobile platforms
83%Very important or important
© Bersin, Deloitte Consulting LLP, 2017
Why skills matter so much
Shift to a service and IP-based economy
Source: U.S. Bureau of Labor Statistics
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© Bersin, Deloitte Consulting LLP, 2017
Increased Need for Social, Integrative, Hybrid Skills
Talent for survival Essential skills for humans working in the machine age, Deloitte UK, 2016
Skills map, David Deming, Harvard University, 1980-2012, “Catch the Wave,” Deloitte
University Press, Josh Bersin, 2017
© Bersin, Deloitte Consulting LLP, 2017
The Future Of Work Has Arrived
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© Bersin, Deloitte Consulting LLP, 2017
Career Models Are In Disruption
58% of companies are redesigning or planning to redesign their career model
Deloitte HC Trends 2017
83% of companies expect to have an “open” or “highly
flexible” career model within the next 3-5 years
Deloitte HC Trends 2017
Only 19% of companies promote vertical career
moves, 67% now promote horizontal or project based
career progression
31% of companies expect careers to be 3-5 years long60% expect them to be 10
years or less
Learning and career management software has
become the #1 fastest growing segment in HR technology
(CedarCrestone 2017)
© Bersin, Deloitte Consulting LLP, 2017
E-Learning& Blended
What This Means for Digital Learning?
1998-2002 2005 20172010
Self-StudyOnline Learning
Course CatalogOnline University
2020
IntelligentLearning
Intellig
ent, P
erson
alized
Instructional DesignKirkpatrick
LMS asE-Learning Platform
TalentManagement
Career FocusedLots of Topics
Learning PathCareer Track
Blended LearningSocial Learning
LMS as TalentPlatform
DigitalLearning
What You NeedWhere You Need It
Micro + Macro-LearningVideo everywhere
Design ThinkingLearning Experience
LMS invisibleData Driven, Mobile
ContinuousLearning
Learning On DemandEmbedded Learning
Video, Self-AuthoredMobile, YouTube
70-20-10Taxonomies
LMS as ExperiencePlatform
Formats
Philosophy
Users
Systems
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© Bersin, Deloitte Consulting LLP, 2017
Explosive Growth In MicroLearning
Micro-Learning Macro-Learning
I need help now. I want to learn something new.
• 2 minutes or less• Topic or problem based• Search by asking a question• Video or text• Indexed and searchable• Content rated for quality and utility
• Several hours or days• Definitions, concepts, principles, and
practice• Exercises graded by others• People to talk with, learn from• Coaching and support needed
Is the content useful and accurate? Is the author authoritative and educational?
Videos, articles, code samples, tools Courses, classes, MOOCs, programs
© Bersin, Deloitte Consulting LLP, 2017
How Do We Redesign Learning For Work?
New on the Job Seasoned Expert
Pac
e o
f L
earn
ing
Normal
Great
Bad Macro
MacroMicro
Micro
Micro
Micro
Micro
CredentialCoach
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Talent acquisition:Enter the cognitive recruiter
Biggest disruptorin talent acquisition today is experimentationwith tech solutionsand services
excellent at using games & simulations to attract and assess potential candidates
6%
excellent at managing crowdsourcing 8%
excellent at managing talent-sharing resources 19%
81%Very important or important
The employee experience:Culture, engagement, and beyond
believe their internal processes for
collaboration and decision making are
working well
believe their employees are fully aligned with the corporate purpose
23%
14%
are excellent at buildinga differentiated employee experience
22%
are using design thinking as part of
crafting the employee experience
10%
Deloitte and Facebook, “Transitioning to the future of work and the workplace,” November 2016
79%Very important or important
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© Bersin, Deloitte Consulting LLP, 2017
Bersin by Deloitte Engagement Model
The Simply Irresistible Organization®
MeaningfulWork
Hands-On Management
Positive WorkEnvironment
GrowthOpportunity
Trust in Leadership
Autonomy Clear transparent goals Flexible, humane work environment
Facilitated talent mobility
Mission and purpose
Selection to Fit Coaching & feedback Recognition rich culture
Career growth in many paths
Investment in people, trust
Small Teams Leadership Development
Open flexible workspace
Self and formaldevelopment
Transparency and communication
Time for Slack Modern Performance Management
Inclusive, diverse culture
High impact learning culture
Inspiration
Collaboration and Connection
© Bersin, Deloitte Consulting LLP, 2017
Enterprise Feedback Architecture
IntegratedReporting & AnalyticsSentiment AnalysisNetwork Analysis
Social Media Monitoring
Job Boards& AdsEmployment
Brand
CustomerSatisfaction
AnonymousFeedback Tools
Pulse Surveys
AnnualSurvey
PerformanceCheck-ins
ExitInterviews
PerformanceAppraisals
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Performance management:Play a winning hand
Capabilities to implement
performance management
have improved by 10% since 2015
Agile goal management, check-ins, and continuous feedback are becoming common; new models of evaluation and rewards are next
The focus has shifted from talking about people to talking with people in open conversations
78%Very important or important
© Bersin, Deloitte Consulting LLP, 2017
What’s Really New? Almost Everything!
The NewWorld of
PerformanceManagement
Check-ins
TransparentGoals
PeerFeedback
Feedbackto Manager
EngagementSurvey
IndividualAssessment Team
Assessment
ContinuousMicro-
Learning
RegularEvaluation
Integratedinto Workflow
MobileApp
Annual Process Continuous
Manager-Centric Team-Centric
Hierarchical Multi-Directional
Competitive Developmental
Subjective Data-Driven
Secret Transparent
Single Rating Richer Rating
Vendor A
Vendor C
Vendor D
Vendor E
Vendor G
Vendor FVendor
B
Fundamental Changes Are Working
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© Bersin, Deloitte Consulting LLP, 2017
Em
plo
yee
Vit
alit
y
Business Performance
Cost Reduction
Labor Productivity
Retention Productivity Collaboration Team Performance
Leadership
HealthMonitoring
Employee Assistance
MedicalBenefits
Fitness
Challenges
Nutrition
Exercise
Sleep
Stress
Sustainable Performance
Recognition
Skills andTraining
WorkEnvironment
Rewards
Leadership
Management
Clear Goals
GrowthOpportunities
Drive
Wellbeing
Self Discovery
Career
Purpose
Mindfulness
AbundanceMentality
Positive Thinking
Culture Fit
Family
From Wellness to WellBeing to PerformanceGlobal Wellness market is
now $3.7 Trillion and growing at 6.9% YTY
Leadership disrupted:Pushing the boundaries
The leadership gap has become larger; organizational capabilities to address leadership
feel they have strong digital leaders in place
5%
72%developing newleadership programsfocused on digital management
dropped by 2%
Digital leadership required shifts in how leaders must think, how leaders must act, and how leaders must react
78%Very important or important
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© Bersin, Deloitte Consulting LLP, 2017
The Digital Organization®
Like human DNA, Digital DNA carries the 23 underlying instructions, development, functioning, and replication for being “digital’.
These are expressed as digital traits and characteristics. They are present in all areas of the organization: business models, operating models, customer interaction, organization structure, talent, technology, cyber-security, culture, etc.
There are four levels of Digital Maturity: Exploring, Doing, Becoming, and Being.
© Deloitte Consulting LLP
Real Time & On-Demand
Fluidity
Constant Disruption
Changing Mix of Traditional & Non-traditional Stakeholders
Continuously Innovating
Modulating Risk & Security Boundaries
Morphing Team Structures
Intentionally Collaborative
Multi-Modal Operations
Continuous Ecosystem Disruption
Iterative
Changing Nature and Typology of Work
Constantly Changing Decision Criteria
Ongoing Shifts in Decision Rights and Power
Geography Agnostic
Uneven Velocity between Digital & Legacy
Dynamic Skill Requirements
Increased Customer Involvement
Productive Mobility (non-traditional workspace options)
Flattening and Changing Hierarchy
Agility
Fail Early, Fail Fast, Learn Faster
Democratizing Information
© Bersin, Deloitte Consulting LLP, 2017
Essential Talent ActivitiesStandalone disconnected staffing, training, and performance practices
Level 1
Critical Talent GrowthCritical talent segments, focus on hiring, training, performance
Level 2
Managed Talent RelationshipsWorkforce planning, development planning, leadership development integrated
into talent strategy
Level 3
Inclusive Talent SystemTalent strategies integrated with inclusion, diversity, and culture
Level 4
Be
rsin
by
De
loit
te
10%
19%
59%
12%
Source: Bersin by Deloitte, Deloitte Consulting LLP, 2015.
Inclusion, bias, diversity go mainstream
Inclusive Talent Practices Drive Financial Results
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report the CEOis the primary sponsor of diversity and inclusion program
38%
Diversity and inclusion:The reality gap
believe diversity and inclusion is a competitive advantage
78%
Traits of an inclusive leader: commitment, courage, cognizance of bias, curiosity, culturalintelligence, collaboration
Very important or important
69%
are redesigning their HR programs to leverage digital and mobile tools
HR is being asked to help lead the digital transformation in 3 areas:
Digital HR:Platforms, people, and work
56%
Digital workforce Digital workplace Digital HR
are using some form of artificial intelligence (AI) technology todeliver HR solutions
33%
73%Very important or important
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© Bersin, Deloitte Consulting LLP, 2017
7 key findings: 2017 High-Impact HR Study
Designs engaging worker experiences
rather thantop-down programs
and processes
Tests and applies advanced technologies
to redesign, not just automate, work
activities
Leads digital transformation,
instead of waiting for it to happen
Supports dynamic organization model, expert in teams and change rather than
hierarchy
Shapes a culture of trust, inclusion, and accountability,
not compliance and control
Breaks down silos within HR and integrates
deeply with the business
Regenerates its operating model and develops capabilities
continuously
Source: Seven High-Impact Research Findings to Redefine HR, Bersin, Deloitte Consulting LLP, 2017
1 2 3 4
5 6 7
© Bersin, Deloitte Consulting LLP, 2017
High-maturity organizations
Low-maturity organizations Difference
Year-over-yearchange in revenue 6.9% -0.6% 7.6%
Profitper employee $207.58 $150.61 38%
3 YRAVG
High-impact HR is a driver of growth
and innovation
High-impact HR improves work
productivity
Financial Impact of High-Impact HR
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© Bersin, Deloitte Consulting LLP, 2017
Convergence of HR Systems Ahead
DietWellness
FitnessChallenges
Goal Management
Feedback
PulseSurveyPulse
Survey
SurveysEngagement Tools
SurveysEngagement Tools
MobileFeedback
MobileFeedback
CustomerFeedbackCustomerFeedback
Check Ins
PersonalityAssessment
PerformanceReview
FitnessMonitoring
HealthBehavior Change
Social Recognition
Customer basedRecognition
CommunityCircles
AffinityGroups
AnniversariesWork Events
EngagementAnalytics
TravelTime Management
Video Learning
Video Sharing
GamifiedOnboarding
CareerPlanning
Training andCertification
EngagementFeedback
PerformanceRecognition
RewardsLearning and Career
Well Being &Work Management
report theyhave usable
data
People analytics:Recalculating the route
8%
have a good understandingof which talent dimensions drive performance
9%have broadly deployed HR and talent scorecards for line managers
15%
New tools are emerging and analyticsare shifting from push to pull
Very important or important
71%
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© Bersin, Deloitte Consulting LLP, 2017
2017: Where People Analytics Is Going
Interesting Experiments, Models, and Studies
Practical, UsefulDashboard and Tools
Projects Based on Problems and Strategies
Embedded Applications That Drive and Inform Work
© Bersin, Deloitte Consulting LLP, 2017
Progress Steady and Accelerating
% Change
PlanPerforming multi-year
workforce planning+ 23%
CorrelateCorrelating people data
to business performance+ 56%
PredictUsing people data to predict business
performance+ 50%
Deloitte Global Human Capital Trends, 2016 and 2015
Percent Change in Companies Excellent or Good, 2015-2017
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© Bersin, Deloitte Consulting LLP, 2017
Emergence of “Relationship Analytics”
Organizational Network Analysis (ONA)
Teams Organizations The Enterprise
report being ready to manage a workforce with people, robots, and AI working side by side
17%
Digital Future of Work:HR Must Get Involved
41%have fully implemented or made significant progress in adopting cognitive and AI technologies
believe their use of off-balance sheet talent will grow significantly in the next 3–5 years, but 49% are not able to manage contingent labor well
66%
Very important or important
63%
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© Bersin, Deloitte Consulting LLP, 2017
What Should HR Teams Do? Four Imperatives for 2018
1Focus on the employee experience with focus on feedback and design thinking, not programs and processes
2Rethink the organization and jobs model, leadership, careers, mobility, and performance management
3Become digital: systems, architecture, process, experiments, data – recruiting, learning, and employee services
4Act as One: redefine your identity, develop HR teams, standardize, and empower local HR staff
Rewrite the rules
@DeloitteTalent
www.deloitte.com/hctrends
About Deloitte
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Copyright © 2017 Deloitte Development LLC. All rights reserved
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