This year’s Global Human Capital Trends report argues that, to create value as a social enterprise in today’s dynamic and demanding environment, organizations must reinvent themselves—with a human focus—on three fronts: the workforce, the organization, and HR. The 10 trends we highlight in these areas are of immediate concern to business and HR executives, issues on which leaders are being pushed to act today. But where will they take organizations five or 10 years from now, when the forces now at work have had more time to play out?
In this year’s Global Human Capital Trends survey, 74 percent of respondents rated HR technology as important or very important, and 21 percent called it one of the three most urgent topics their organizations faced moving into 2019. While billions have been invested in integrated cloud-based systems, many organizations tell us they are still not satisfied, and research shows that the average satisfaction with these systems is only 3.3 out of 5—a drop of 3 percent over last year [i]. In fact, after investing more than US$20 billion in HR technology over the last five years [ii], 65 percent of our survey respondents still report that their technology is inadequate or only fair at achieving its overall objectives.
As talent markets get tighter and the world becomes more connected, a major new trend has emerged from our research: the need to improve internal talent mobility to move people among jobs, projects, and geographies more effectively. This year, internal talent mobility has become a C-suite-level topic, with 76 percent of our survey respondents rating it important, and 20 percent rating it as one of their organization’s three most urgent issues. For many organizations, their biggest potential source of talent is to access the enterprise’s own workforce and internal talent market. Surprisingly, however, that market is often undervalued and even overlooked, and many organizations find it amazingly difficult to access. In fact, it is often easier for employees to find and move to new roles in new organizations rather than remain with their current employer.
By Korn Ferry experts Alina Polonskaia, Melissa Swift, Craig Rowley & Ron Malachuk.
If the second half of 2019 is anything like the first, business leaders are in for a wild ride. The geopolitical landscape remains as volatile as the stock market. Signs of an economic slowdown are emerging, making consumers and investors equally skittish. Organizations are still looking for ways to cut costs while ramping up investment in automation and other technologies.
In a competitive external talent market, learning is vital to an organization’s ability to obtain needed skills. But to achieve the goal of lifelong learning, it must be embedded into not only the flow of work, but also the flow of life. Our top-rated trend for 2019 is the need to improve learning and development (L&D). 86 percent of respondents to our global survey rated this issue important or very important, with only 10 percent of respondents feeling “very ready” to address it. Why are we seeing such high levels of concern?
Plus de 150 professionnels des RH s’étaient donné rendez-vous à l’Etablissement Namur pour assister à la 7ème édition du HR Factory, le 20 juin 2019. Experts luxembourgeois et internationaux ont tenu des conférences sur le thème du cycle de vie digital du collaborateur, permettant d’explorer les stratégies liées à l’utilisation de solutions digitales pour augmenter l’expérience collaborateur au sein de l’entreprise. La nouveauté cette année ? Une compétition de startups pitch permettant aux professionnels RH d'élire le meilleur partenaire de leurs défis opérationnels futurs.
As the economy continues to grow and unemployment remains low in developed countries, recruitment has become harder than ever. This year, 70 percent of respondents to the Global Human Capital Trends survey cited recruitment as an important issue, and 16 percent told us it was one of the three most urgent issues their organization would face in 2019. The accelerating adoption of automation is creating intense demand for technical skills that do not widely exist in today’s workforce. These challenges make finding qualified talent particularly difficult.
For organisations implementing a global diversity and inclusion strategy, it’s important to understand how to distinguish diversity in social, legal and political terms.
Du point de vue des consommateurs, le concept de « marque » est un indicateur qui distingue les produits d’une entreprise de ceux de la concurrence. Il peut s’exprimer, aussi bien de manière positive que de manière négative. Du point de vue des collaborateurs, ce « capital marque » est le fruit de plusieurs facteurs qu’il s’agit de dynamiser – à travers l’événementiel par exemple – pour engager et motiver les salariés, afin d’en faire des ambassadeurs naturels des produits commercialisés.
This year, only 33 percent of respondents to the Global Human Capital Trends survey felt that their organizations were ready or very ready to address the issue of rewards, and only 11 percent of respondents believed that their rewards strategy was highly aligned with their organization’s goals.