Explore the Swiss results in more detail

1 | Copyright © 2019 Deloitte Development LLC. All rights reserved.
2019 Deloitte
Human Capital
Trends
Leadingthe
social
enterprise:
Reinvent
with
ahuman
focus

9 Y E A R S A G O 5 Y E A R S A G O 1 Y E A R A G O
HR- only focus
We were focused on talking
about Human Capital
challenges, but we were
really focused on talking
about these issues through
an HR lens.
Organizational focus
We started talking about
networks of teams and
changes in the organization
that needed to happen.
The Social Enterprise
Having developed from HR
challenges to organisational
challenges, Human Capital
Trends have now emerged to be
societal challenges.
TheevolutionoftheHCTrendsReport

Increased
engagement
Increased
collaboration
ECOSYSTEM
(Externalfocus)
ENTERPRISE
(Internalfocus)
F U N C T I O N A L
(Siloed operating model)
S Y M P H O N I C
(“Network of teams” operating model)
Traditional
organization
The social enterprise
MacroforcesthatgaverisetotheSocial
Enterprisecontinuetogrowstronger

A S O C I AL E N T E R P R I S E
…listens, invests in and
manages the change that
shapes today’s world.
…has a responsibility to be a
good citizen, role model, and
promote collaboration.
…combines revenue growth and
profit-making with the need to
respect and support its
environment and stakeholder
network.
Thesocialenterpriseisheretostay

The alternative
workforce: It’s now
mainstream
From jobs to
superjobs
Leadership for the 21st
century: The
intersection of the
traditional and the new
From employee
experience to human
experience: Putting
meaning back into work
Organizational
performance:
It’s a team sport
Rewards:
Closing the gap
Accessing talent:
It’s more than
acquisition
T h e 1 0 H u m a n C a p i t a l Tr e n d s
The future
of the
workforce
The future
of the
organization
The future
of HR
Learning in
the flow of
life
Talent mobility:
Winning the war
on the home front
HR cloud:
A launch pad,
not a destination
3 C AT E G O R I E S
Whatdoesreinventwithahumanfocusmean?
The2019HumanCapitalTrendsResults

Copyright © 2019 Deloitte Development LLC. open sans (body) rights
reserved.
Future
of the
workforce
The Workforce is diverse:
leveraging different types of
workers, and an alternative
workforce is now
mainstream.
Organizations have to
recognize the shift to create
belonging in the
organization.
This changing workforce
needs a new kind of leader
that is focused on creating
a sense of belonging, is
empathetic, and is able to
influence.
1

reserved.
8% of
respondents
had established
processes to
manage and
develop
alternative
workforce
sources
The alternative
workforce: It’s
now mainstream
41% of our survey respondents
considered this issue important or very
important
By 2020, the number of self-employed workers in the
United States is projected to triple to
42 million people
Best practices to access
and deploy alternative
workers are just now being
invented. Organizations
must be more flexible in
adapting to these new
work arrangements.
Call to action:
Use innovative approaches to
move beyond managing these
people to optimizing and
leveraging them in order to
create new connections.

reserved.
13% believed
automation will
eliminate a significant
number of positions
B U T, O N LY
80% of
respondents
indicated that they
expect the use of
cognitive and AI to
increase or increase
significantly over the
next 3 years
From jobs to
superjobs
To be able to take full
advantage of technology,
organizations must
redesign jobs to focus on
finding the human
dimension of work. This
will create new superjobs.
Call to action:
Reimagine work to integrate
new technologies to remain
sensitive to stakeholder and
societal expectations so that
needs of all workers are met.

reserved.
Y E T O N LY
80% of respondents thought that
the 21st-century leadership has unique and new
requirements that are important or very important to
the organization's success
and 30% were effectively developing
leaders to meet evolving challenges
25% said they are
effectively building digital
leaders
Leadership for
the 21st century
CEOs are pressured to take a
position on social issues,
C-suite executives are being
asked to work more
collaboratively across
functions. But organizations are
still largely promoting traditional
models and mindsets.
Call to action:
Refresh views on context
characterized by changing
demographics, customer
expectations, influx of new
technologies and rapid pace of
change.

reserved.
Future
of the
organization
The future of the
organization is
experienced-focused and
centred on putting meaning
back to work, team-
oriented and personalized
to ways in which individuals
want to be recognized and
rewarded.
2

reserved.
42% thought that workers were satisfied
or very satisfied with day-to-day work practices
84% of respondents rated the need to
improve “the employee experience” as important
or very important and 28%rated it urgent
From employee -
to human
experience
To address the human
experience at work means to
build an understanding of
worker aspirations to
connect work back to the
impact it has on not only the
organization, but society as
a whole.
Call to action:
Expand the concept of
employee experience to
human experience in order to
better understand employee
aspirations. This helps in
connecting work back to its
impact.

reserved.
6%of respondents rated themselves as very
effective at managing cross-functional teams
Y E T O N LY
53% of those with cross-functional teams
had seen significant improvement in performance
Organizational
performance:
It’s a team sport
The shift from hierarchies
to teams is well underway.
Yet most organizations
have not yet refreshed
leadership, job design, and
rewards accordingly.
Call to action:
Erase barriers which do not
fully support a team based
operating model of work.

reserved.
14% of organizations surveyed did not feel
they know what rewards their employees value
Only 11%
of respondents
believed that their
rewards systems
were highly
aligned with their
organizational
goals
Rewards:
Closing the gap
Rewards programs are
falling behind both internal
and external expectations.
For workers, rewards mean
more than money. They are
looking for personalized
rewards that meet their
needs.
Call to action:
Focus on building relationships
with workers to understand their
values and needs, and delivering
rewards that address these values
and needs in ways that support
teaming and motivate
performance.
The No.1answer for what employees value
is not money, but the value of their work to them

reserved.
Future
of HR
HR accesses capabilities
and not just people,
embeds learning into every
aspect of day-to-day work,
promotes mobility as a
primary means of
development and
engagement and leverages
technology to drive
continuous reinvention.
3

reserved.
Yet only
6% of respondents believed
their organization had best-in-class processes
and technology when it comes to attracting the
best talent
16% said it was one of the three most
urgent issues their organization would face in 2019
70% of respondents cited
recruitment as an important issue
Accessing talent:
It’s more than
acquisition
As the job market remains
competitive and
organizations’ skills
requirements undergo rapid
change, it’s time for
organizations to think about
how they can continuously
access talent.
Call to action:
Look for internal mobility and
new technologies to facilitate
access to essential talents
because the focus is on
assessing people with the right
capabilities.

reserved.
O N LY
86% of
respondents cited
reinventing the way
people learn as
important or very
important — the
number-one trend for
2019
Only
10%
said their
organizations were
“very ready” to
address this subject
Learning in the
flow of life
Learning is evolving to
become more integrated with
work, more personal and it is
shifting toward lifelong
models. Effective reinvention
requires a culture that
supports continuous
learning.
Call to action:
Integrate learning into the flow
of work and life, and empower
people to actively develop
throughout their lives.

reserved.
45% said employees lack visibility into
internal positions
49% of respondents had few, if any, tools to
identify and move people into new internal roles
Talent mobility:
Winning the war
on the home front
To fuel growth,
organizations need to
more effectively tap their
current workforce to
identify and deploy people
with the required skills,
capabilities, motivation
and knowledge.
Call to action:
Create an internal talent and
career market that is competitive
with dynamic external talent
markets. Furthermore rebuild
mobility and career strategies
and programs.

reserved.
25%of
respondents reported
effectively using
cloud-based HR
technologies with
apps or fully
integrated HR
platforms
74% of
respondents cited HR
technology as
important or very
important
HR cloud:
A launch pad, not
a destination
Cloud based systems
can give organizations a
solid foundation for
integrating the explosion
of new tools that HR
software vendors are
now developing.
Call to action:
Integrate cloud platforms with
cognitive technologies, AI and
robotics and deploy technologies
that improve workers’ digital
experience.

28%
33%
39%
33%
37%
41%
40%
41%
43%
46%
41%
65%
66%
69%
70%
74%
76%
80%
84%
86%
0% 20% 40% 60% 80% 100%
Alternative workforce
Teams
Jobs
Rewards
Talent acquisition
HR Technology
Talent mobility
Leadership
Employee experience
Learning
Important or Very Important Ready or Very Ready
HumanCapitalTrends2019byimportance
andreadiness

Copyright © 2019 Deloitte Development LLC. open sans (body) rights reserved.
Contact us
Myriam Denk
Partner, Head of Human Capital Consulting
Switzerland
mydenk@deloitte.ch
+41 58 279 67 92
Matthias Thalmann
Partner, Human Capital Consulting
Switzerland
matthiasthalmann@deloitte.ch
+ 41 58 279 70 76
Veronica Melian
Partner, Human Capital Consulting
Switzerland
vcmelian@deloitte.ch
+41 58 279 61 61
Deloitte.com/ch/humancapitaltrends
Experience Deloitte’s Human Capital Trends
research like never before:
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