Human capital trends fueling the ‘digital age’


JEDDAH — Deloitte’s 2017 Global Human Capital Trends survey identifies what appears to be the critical trends shaping the human resources (HR) agenda. The report speaks of “rewriting the rules for a digital age,” noting a radically shifting context for the workforce, the workplace, and the world of work. The trends are relevant to virtually every organization, and the report highlights a unique opportunity for HR to help leaders and organizations adapt to the changes and address the challenges.

These priorities and challenges unfold against a backdrop of a digital revolution, including demographic, political, and social forces. Almost 90 percent of HR and business leaders rate building the organization of the future as their highest priority. While organizations once did digital things, they now are digital, in ways that combine new technologies with new cognitive, emotional, and behavioral expectations.

In response to these changes, Global Mobility leaders are seeking new ways to shift their organization, leverage technology, and advance their capabilities in delivering an experience. This report identifies four trends, complementary to the broader human capital trends that are disrupting the mobility landscape and fueling the “digital age.”

The new employee landscape and its upheaval in learning and careers has become a catalyst for radical change to global workforce programs. In this new world, ecosystems and partnerships will strengthen the global workforce offering, and there will be exciting opportunities for global mobility to become further embedded as a strategic tool to meet business goals.

A number of transformational opportunities exist:

• Develop a global mobility vendor network for your organization, mapping out shared data points, reporting, and touch points with key stakeholders (e.g., employees, HR, business). Assess opportunities to align data requests and share information.

• Embed global mobility as a core value in order to promote an agile career model. Partner with talent management and encourage top‑down leadership sponsorship and communication to set the new brand, culture, and approach.

• Implement technology or tools to provide compliance analytics.

• Develop a varied policy suite that meets the needs of a diverse workforce (e.g., freelancers, business travelers, gig workers) and their alternative working practices. Consider flexible benefit packages where employees have the flexibility to choose rewards aligned to their needs, while maintaining a baseline of duty of care benefits (e.g., immigration

Mobility and talent acquisition can no longer afford to work in silos–not when companies are competing for talent on a global scale. People view careers differently, and now more than ever, employer brands define the battle for talent. Some of the challenges that leaders identified in Deloitte’s 2017 Global Human Capital Trends Survey bear on their ability to adapt to these changing expectations. Almost one in five (18 percent) said employee willingness to move is an impediment, while 16 percent said their organizations lack a structured internal talent management program. To strengthen the employer brand and develop effective talent solutions, mobility and talent acquisition must collaborate. Companies that fail to adapt in this effort risk falling victim to a scarcity of key skills.

Organizations must be thoughtful and agile when it comes to building a global talent pool, as well as leveraging it to the fullest extent to meet critical business needs. This requires the combined wisdom of of multiple functions and their delivery capabilities. Silos must be broken for all enabling functions to forge strong partnerships and collectively solve those complex talent issues.

For the Global Mobility function, this opens up new opportunities to contribute and directly impact strategic business issues, leveraging its deep expertise in managing global moves.

Ways to contribute include:

• Partner with talent acquisition to sharedata, develop insights, consult oncompliance requirements to help businessevaluate diverse talent channels, andmake informed talent-sourcing decisions.

• Work with talent management to build a "market" that matches the right talent with the right opportunities, offering rich and meaningful career experiences to the employees while developing a skilled workforce that is critical for the business success.

• Support the business to build and promote a global employer brand with a clear, differentiated messaging that appeals to the new demographics of talent. — SG