Deloitte has launched its seventh annual report “Global Human Capital trends 2019: Leading the social enterprise: Reinvent with a human focus”.


Last year’s report identified the rise of the social enterprise, with business increasingly expected to play a pivotal, stewardship role in society and communities as well as with workers. This year, intensifying economic, social, and political disruption are forcing organizations to move beyond mission statements and social impact programs to putting humans at the center of their business strategies and learning to lead the social enterprise. To bring meaning back into the workplace and a human identity back to the worker, it is clear that traditional human capital programs and processes must be fundamentally reinvented.

The 2019 report draws on insights from nearly 10,000 global survey respondents and includes actionable strategies and stories from companies that are at the forefront of reinvention. Our trends are divided into 3 series: Future of the workforce, Future of the organization, Future of HR.

This weeks’ article will focus on the first trend: “Future of the workforce: The alternative workforce”

For many years, people viewed contract, freelance, and gig employment as “alternative work,” options considered supplementary to full-time jobs. Today, this segment of the workforce has gone mainstream, and it needs to be managed strategically. Given growing skills shortages and the low birth rate in many countries, leveraging and managing “alternative” workforces will become essential to business growth in the years ahead.

By 2020, for instance, the number of self-employed workers in the United States is projected to triple to 42 million people (1). Freelancers are the fastest-growing labor group in the European Union, with their numbers doubling between 2000 and 2014; growth in freelancing has been faster than overall employment growth in the United Kingdom, France, and the Netherlands (2).

However, most organization are using alternative workers transactionally, not strategically. To engage alternative workers strategically, companies have to move beyond “managing” contractors and freelancers to “optimizing” and “leveraging” the alternative workforce deliberately and effectively. What is needed is a wholesale rewiring of how organizations operate as it relates to alternative labor—one that allows it to connect the appropriate talent with the appropriate roles no matter how that talent is sourced.

Remembering our principles for human capital reinvention, businesses must consider issues of inclusion, diversity, fairness, and trust when constructing organizational systems around alternative work. Alternative workers can have different backgrounds and cultures than many traditional workers, and these individuals are often accessed in different ways. It’s important that the entire workforce, both alternative and traditional, be treated with respect with regard to culture, inclusion, and work assignments—and that perceptions on all sides reflect these values.



Should you wish to have more information on The alternative workforce, you can read the full article on: or contact Karine Pontet, Director Operations Excellence and Human Capital Advisory (

And should you wish to have the full 2019 Human Captal Trends report, please download it here:

Look for our next article “Future of the workforce: From jobs to superjobs” to understand how organizations can adapt to the forces restructuring jobs and work design.


Article by Deloitte Luxembourg



(1) Kelly Monahan, Jeff Schwartz, and Tiffany Schleeter, Decoding millennials in the gig economy: Six trends to watch in alternative work, Deloitte Insights, May 1, 2018. View in article

(2) Morgan Stanley, “The gig economy goes global,” June 4, 2018. View in article

Publié le 13 mai 2019