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Global Human Capital Trends

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Global Human Capital Trends 2014
Engaging the 21st-century workforce

A report by Deloitte Consulting LLP and Bersin by Deloitte

Introduction | 2 | 7 Global Human Capital Trends 2014 survey: Top 10 findings Lead and develop Leaders at all levels | 25 | 35 | | 45 55

Corporate learning redefined

Performance management is broken The quest for workforce capability Attract and engage Talent acquisition revisited Beyond retention | 75 | | 87 97 | 65

From diversity to inclusion The overwhelmed employee Transform and reinvent The reskilled HR team |

107 | 117

Talent analytics in practice Race to the cloud | 127

The global and local HR function Editors | 145 | 146 |




Global Human Capital leaders Human Capital country leaders


| 148

Global Human Capital Trends 2014: Engaging the 21st-century workforce

Engaging the 21st-century workforce

S we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggressively for growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly connected, technology-savvy, and demanding. Its employees are youthful, ambitious, and filled with passion and purpose. Millennials are a major force—but so are older workers, who remain engaged and valuable contributors. Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and...

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