The 2019 Deloitte Global Human Capital Trends Report workshop

  • 23 Aug 2019
  • 8:30 AM - 12:30 PM
  • HRMAB Secretariat

Registration is closed
Leading the social enterprise: Reinvent with a human focus
2019 Deloitte Global Human Capital Trends
Intensifying economic, social, and political disruptions are forcing organizations to move beyond mission statements and social impact programs to bring meaning back into the workplace and a human identity back to the worker. The future of the workforce
The future of the organization
The future of HR
Learning in the flow of life. Learning is becoming more integrated with work and more personal, and it is shifting—slowly—toward lifelong models. Effective reinvention along these lines requires a culture of continuous learning, incentives that motivate people to learn, and a focus on helping individuals identify and develop new, needed skills. The alternative workforce: It’s now mainstream. For organizations that want to grow and access critical skills, alternative forms of employment have become critical. Companies have to move beyond “managing” contractors and freelancers to “optimizing” and “leveraging” the alternative workforce deliberately and well.
From jobs to superjobs. Paradoxically, to take full advantage of technology, organizations must redesign jobs to find the human dimension of work. This will create “superjobs” that combine parts of traditional jobs into integrated roles that leverage the significant productivity and efficiency gains possible when people work with technology. Leadership for the 21st century: The intersection of the traditional and the new. Leaders must take a nuanced approach to pursuing traditional business goals, taking into account the new context for such goals and drawing on critical new competencies, including leading through change, embracing ambiguity and uncertainty, and understanding digital, cognitive, and AI-driven technologies.
Organizational performance: It’s a team sport. The shift from hierarchies to teams is well underway. Yet most have not yet refreshed leadership, job design, and rewards to adapt. In 2019, technology is making team models of work easier: We must now refresh the rest of our talent practices to keep up.
From employee experience to human experience: Putting meaning back into work. We see an opportunity for employers to refresh and expand the concept of “employee experience” to address the “human experience” at work—building on an understanding of worker aspirations to connect work back to the impact it has on not only the organization, but also society as a whole.
Accessing talent: It’s more than acquisition. As the job market remains competitive and skills requirements undergo rapid change, it’s time for organizations to think about how they can continuously “access talent”: mobilizing internal resources, finding people in the alternative workforce, and strategically leveraging technology to augment sourcing and boost recruiting productivity.
Talent mobility: Winning the war on the home front. Organizations can no longer expect to source and hire enough people with all the capabilities they need; they must move and develop people internally to thrive. A new set of norms governing internal mobility is needed to do this well.
Rewards: Closing the gap. Organizations are exploring a dizzying array of perks and rewards to motivate their people, but they are not keeping up. A focus on building relationships with workers—and eschewing external benchmarking in favor of curating a differentiated suite of rewards—can help organizations close the gap.
HR cloud: A launch pad, not a destination. Cloud systems have gone a long way toward integrating the messy back office of HR. But to better support innovation, raise employee productivity, and lower cost, organizations must rethink their HR technology strategy, considering cloud as a foundation and complementing it with new platforms, automation, and AI-based systems.
As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

The Global Human Capital Trends report by Deloitte is an excellent tool to assist, assessing areas such as:

  • Jobs to superjobs
  • The alternative workforce
  • Mobilizing talent

HRMAB is offering the valuable session in collaboration with Deloitte to members and non-members. 

  • Members- $50.00
  • Non-Members- $75.00