Every year Bersin By Deloitte publishes “Predictions” that will impact HR and
talent.
This article shows the predictions for 2015, 2016 and 2017, including similarities
and changes over time.
As will be seen below, the most common point in the last 3 reports is the increase in
importance of engagement. It means companies realize that employees are the
most important capital they have to reach the target.
Furthermore, in 2015 “integrated
talent management” was a hot topic (the approach that recruitment, career
management, performance management, succession planning, L&D and all other
fields of HR need to work in an integrated way as an end to end process.) However,
in 2017 topics like the future of work, organizational design, culture and
feedback, and design thinking in HR seem more important. Change in performance
management, feed-back design will be seen more also in 2017.
The scheme
showing the top priorities in HR according to Bersin By Deloitte’s prediction
reports.
|
No
|
2015
|
2016
|
2017
|
|
1
|
Engagement and Culture
Engagement is the number two issue on the minds of HR leaders (preceded only by leadership). Today, it has become the center of all major talent, leadership and HR strategies. |
Engagement and Culture
Real-time feedback, culture assessment tools, and other ways to capture and measure employee feedback will become a major new discipline within HR and business. (pulse survey, feedback app, social recognition tools) |
Engagement and Culture
As a whole, the entire workforce (from Boomers to Millennials) is becoming more demanding than ever— pushing the topic of culture to ever higher levels of priority. |
|
2
|
Performance Management
In 2015, organizations should look to make it more simple, transparent, and developmental in nature. |
Performance Management
We have entered a new era of “management thinking”—one which takes us to a new set of principles about how we lead and empower people, and how we set goals and evaluate performance. |
Performance Management
The change in performance management (moving from an annual to continuous model) will be supported by a new breed of performance management software vendors. |
|
3
|
Simplifying Workforce
Employees in almost all roles are “overwhelmed” by the ever-increasing flood of technology, messages, and tasks at work. Simplifying is important. (flexible working, open Office, free food, small teams, simplifying work environment etc |
Talent Management
A new generation of performance management, recruitment, learning, wellness, and employee feedback systems will arrive, supporting new models and tools for people management. Redesign of performance management process, typically moving from top-down rating and ranking to a feedback-centric, developmental, often rating-less model. |
Organizational Design
Organization design, including structure, roles, talent mobility, and the role of leadership, must become flexible and adaptive—changing many elements of HR. (Break functional groups into teams—teams that are smaller, flatter, and more empowered—and leaders should focus on hands-on leadership, not leadership from behind a desk) |
|
4
|
Corporate Learning
2015 is a transformational year for L&D; organizations should redesign their “learning architecture,” and bring formal, informal, and the exploding world of external content into an integrated digital learning experience for employees. Despite the growth in digital content, face-to-face learning is back. As organizations become more global, we need to meet each other to learn and share. |
Corporate Learning
Learning teams will focus more on “experience” and less on “program design,” and end-to-end design thinking will spread throughout L&D; curation and knowledge-sharing will grow. |
Learning & Development
The corporate L&D market is undergoing one of its most disruptive times in the last 15 years. |
|
5
|
Talent Acquisition
In 2015, organizations must embrace network recruiting, and focus on brand, candidate relationship management, referral recruiting, the data science of recruiting, and leveraging external networks. |
Digitalization
Digital HR will change the way we think about HR programs, service delivery, and how we curate and design the employee experience. (mobile app for employees) This new digital focus for HR is not simply about technology; it changes the way we serve and support employees. |
Digitalization
HR needs to do digital and be digital in everything |
|
6
|
Talent Mobility
Companies that embrace mobility, and all it entails, create strong leadership, capability, and employee engagement. If we offer people a process for “facilitated talent mobility,” then we can keep high performers, people are constantly being developed and challenged, the company thrives on a strong internal culture, and overall engagement increases. |
Diversity and Inclusion
Inclusion and diversity will become an integral part of talent, HR, and business strategies at all levels. Companies not focused on this area will rush to catch up and learn. After nearly two years of research, our findings point out conclusively that the highest-performing companies embed “inclusion” into talent practices everywhere in their organizations. |
Diversity and Inclusion
Diversity, inclusion, and the removal of unconscious bias will become CEO-level issues in 2017. |
|
7
|
Leadership
Building a global leadership pipeline requires a continuous focus on leadership at all levels. The leadership gap is wider than ever. In 2015, we must reinvest in the assessment and development of leaders to drive engagement, retention, and performance. |
Leadership
Companies will continue to struggle with leadership development; leaders will advance young leaders faster, push new leadership models, and spend more money on end-to-end leadership programs. Mentoring and multigenerational support programs will grow and proliferate. While HR practices tell us to promote leaders who are “ready,” in today’s rapidly changing companies we need to actively build leaders “through leadership experiences”— and let people lead sooner. |
Leadership
In 2017, a focus on “digital leadership” and rethinking the leadership pipeline will be critical to addressing this perennial problem. Young people shold better be pushed into leadership roles, supported so they can grow and improve |
|
8
|
Talent Analytics
Now is the time for talent analytics. Off-the-shelf tools, a growing network of experts, and high-return case studies are making integrated talent analytics a “must do” for organizations in 2015. |
People Analytics
People analytics will start to enter the mainstream of HR; many jobs will open up and new sources of data will start to feed the analytics team. Several cloud-based analytics vendors are now offering outsourced “retention prediction” tools and sentiment analysis tools. |
Analytics
Real-time feedback, pulse surveys, text and narrative analytics, and network analytics tools will become mainstream in 2017. |
|
9
|
HR Technology
Integrated talent and HR technology is now easier to find than ever. In 2015, organizations should budget and put in place a plan to replace and upgrade systems—to build an engaging “system of engagement” for managers and employees. |
Employee Experience People Data
Organizations will continue to replace core HR systems with integrated cloud technology, but it will be expensive, time-consuming, and may not deliver on all of the talent management tools we need. |
Employee Experience
The concept of “total employee experience,” focused on design thinking and the simplification of work, will become a major focus in HR. The disciplines of design thinking, experience design, and digital app design will start to go mainstream within HR. Most HR teams will stop designing “programs” and start designing “experiences.” |
|
10
|
HR Team
With all of the changes taking place in business and technology, HR professionals should develop themselves, stay current on tools and our profession, and learn to become treasured consultants. |
-
|
Wellbeing
A focus on employee wellbeing, productivity, and health will become an integral part of HR’s mission in 2017. The strategy for 2017 is to move HR from the “personnel department” to a new role as the “consultant in human performance.” |
Although there are very important points at this scheme that companies
need to integrate to their approaches, in reality it doesn’t work that fast. Most
of the companies even weren’t adapted to “integrated talent management” that has
still been talking since the beginning of 2010s.
However if we are talking about “strategic HR” or taking place at
C-suite, then we need to be more pro-active, focus more on understanding needs
of the business and how to better serve for achieving company’s targets.
Also, in Turkey, most of the companies are very far from catching these
trends. Employer brand management, real-time feedback, personalized performance
management, people analytics, diversity and inclusion, simplifying workforce
are brand new topics that a few large companies focus on.
What about the situation in your country? Will you catch these
predictions in 2017?
References:
