2018: THE YEAR OF
SOCIAL ENTERPRISE

How technology is changing priorities in Human Resources Management? Deloitte has recently published the "Global Human Capital Trends 2018” Report, the largest longitudinal survey in the world investigating how digital and industrial transformation are affecting the work force and labor markets (11.000 interviews in 30 countries). The research underlines the importance of changing models in the work management, for a new valorization of human capital.

ENTERPRISES AND CORPORATE SOCIAL RESPONSIBILITY

First of all, the research underlines a wide awareness of citizenship as core part of an organization’s identity and mission. In fact, 77% of survey respondents cited citizenship as important or very important. According to the “Deloitte Millennial Survey 2017,” millennials’ high expectations for corporate responsibility is a strong contributor, with 76% regarding business as a force for positive social impact.

ATTENTION TO THE AGING GLOBAL WORKFORCE

Extended life expectancies raise questions on how long careers will last and how aging workers will impact economies and public policy. Despite the aging global workforce and the competitive advantages older talent offers, 49%of respondents indicate their companies have done nothing to help older workers find new careers as they age, and another 15% say older workers are viewed as an impediment to rising talent. However, the aging workforce remains an untapped resource of experience and knowledge for social enterprises to use to their advantage.

BUSINESS AUTOMATION AND HUMAN CAPITAL: NEW SKILLS AND CAREER MODELS

In 2018, organizations have become laser-focused on how automation induced job shifts will impact individuals. More than 4 in 10 companies believe automation will have a major impact on jobs, and 61% are now actively redesigning jobs around AI and robotics. Against this backdrop, companies and individuals realize the traditional career model is becoming defunct. 47% of those surveyed consider building new career models and skills as very important. More than 54% have no programs in place to build the skills of the future, and only 18% feel they give employees opportunities to develop themselves.

MOTIVATING TALENTS AND IMPROVING PERFORMANCE

In addition to investing in employees’ professional development, organizations must also rethink how they invest in their employees on a personal level. 43% of those surveyed say well-being reinforces their organization’s mission, 60% say it improves employee retention, and 61% say it improves productivity and bottom-line results. However, only 3% of companies think their reward offerings are very effective at motivating talent.

LEVERAGING TECHNOLOGY FOR SUSTAINABLE GROWTH

AI, Robotics, automation and people analytics: 72% say these are strategic competences to increare productivity but only 31% feel ready to deal with them.

NEW LEADERSHIP MODELS

Respondents overwhelmingly point to the need for a symphonic C-suite,with 85% calling this trend important or very important. Survey results show companies where C-suite executives regularly collaborate are one-third more likely to be growing 10% more than companies whose leadership operates in siloes. Despite being necessary to advance the enterprise, 73% say their executives do not regularly collaborate.  

SOFT SKILL E SOCIAL COLLABORATION

Executives anticipate a growing requirement for complex problem-solving (63%), cognitive abilities (55%), and social skills (52%). To that end, 70% of respondents believe workers will spend more time on collaboration platforms in the future and 47% of organizations cite the productivity of the hyperconnected workforce as a very important issue.

FROM CAREERS TO EXPERIENCES

In 2018, careers are not only determined by traditional skills but also, and mostly, by experiences and learning capabilities. The non-stop transformation in labor market requires a continuous up-to-date and new approaches to training.

GET READY TO CHANGE

InfiniteArea sustains new models of leadership and collaboration, based on the empowerment of soft skills, to improve competitiveness and exploit change opportunitines. Our IA Executive Program offers companies interactive and experiential training courses in order to:
  • take more conscious decisions using creative thinking and team work with Design Thinking.
  • Work more efficiently, avoiding waste and keeping your staff’s motivation always high.
  • learn a smart management of innovation, using SPEED metholology.

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