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《2015全球人力资本趋势》报告


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德勤日前发布的《2015全球人力资本趋势》报告给出了基于引领、敬业、再造及重塑为主题的10大主要的人力资本趋势。具体趋势如下:


1
企业文化的塑造与员工敬业度的提升


在本期调研中,企业文化与敬业度已经超越领导力的发展成为目前企业人力资源部门及企业管理者们的首要挑战。


2
领导力的发展


领导力发展依然是企业发展需要重点关注的主要关键点之一,研究数据显示,虽然有九成受访者均认可领导力的重要性,但是企业却没有在领导力发展方面有所动作。


3
企业学习与发展


企业学习与发展已经由上年的第八位提升至第三位,新时期企业需要转变企业学习方式并加速企业学习与发展。


4
HR技能重塑


调研发现目前企业人力资源部门及管理者面临的第四大问题是HR的技能重塑,目前企业在这方面的水平与去年几乎持平,不仅人力资源部门的管理者业务部门的管理者也认为人力资源部门的绩效水平处于较低水平,而且企业业务部门管理者均认为,相较于人力资源管理者而言,人力资源从业者的绩效水平低20%,因此,企业人力资源专业人才的技能重塑在加速企业发展方面的重要性非常之高。而且研究还发现企业越来越倾向于选择非科班人力资源专业人才来担任首席人力资源官之职。


5
技能型人才短缺催生新的用工模式


研究发现八成受访者表示当前企业人才的能力十分关键,同时由于对于技能型人才的需求,或将促使小时工、合同工及临时工成为用工常态。


6
绩效管理变革


新环境下企业最大的需求就是重新思考应该如何管理、评估以及奖励员工,因此,对于更具灵活性的新型绩效管理模式的要求更为明显,而且对于这种新的绩效管理模式也是今后企业提升员工敬业度、人才培养与发展及领导力开发的核心组成部分。


7
对数据的有效性分析


企业人力资源部门需要利用数据分析来做人才决策,对于人才的分析是一种战略,它能够促使人力资源部门改变现有的工作于服务方式,但是目前来看企业人力资源部门在数据分析方面的能力十分有限。


8
员工超负荷已经过时


上年的调研报告指出员工超负荷工作将是一种趋势,但是最新的调研发现,这一趋势已经发生变,未来的趋势将是需要简化工作,通过各种方式帮助员工减压的同时能更专注于工作本身。


9
与“机器”协作


例如,运用机器进行阅读、分析以及做决策等的智能分析对人们的日常工作的影响非常广泛,多数人倾向于认为由于自动化等的存在,他们或将被取代。但是人力资源团队必须思索如何有效的重新定义工作同时能够合理的运用这种技术来提升整体人才管理与业务发展水平。


10
对无处不在的人才数据的开发与利用


无论是在企业内部还是外部,都有大量关于人才的数据。目前几乎已经步入了人才数据井喷的时代,社交网络、招聘网络以及人才个人的人脉等都已经完全重塑了一个关于人才数据的网络,因此,如何有效的获取、管理并充分利用这些数据进行招聘、人才保留并促进人才发展等成为企业的人力资源部门的当务之急。


以下是英文参考:



Deloitte released the report of “Global Human Capital Trends 2015: Leading in the New World of Work”



(Mar.10,2015, /3BL Media/) Deloitte recently released its third annual “Global Human Capital Trends 2015: Leading in the New World of Work” report. And the report explores 10 major trends that emerged from our research, which reflects four major themes for 2015: leading, engaging, reinventing, and reimagining. And the trends are:


1. Culture and engagement: The naked organization.


This year, culture and engagement was rated the most important issue overall, slightly edging out leadership (the No. 1 issue last year).


2. Leadership: Why a perennial issue?


Building leadership remains paramount, ranking as the No. 2 issue in this year’s survey. Yet despite the fact that nearly 9 out of 10 respondents surveyed cite the issue as “important” or “very important,” the data also suggest that organizations have made little or no progress since last year.


3. Learning and development: Into the spotlight.


This year’s third most important challenge was the need to transform and accelerate corporate learning, up from No. 8 in 2014.


4. Reinventing HR: An extreme makeover.


The fourth biggest issue was the need to reskill HR itself. This area also shows little progress since last year. Both HR and business leaders, on average, rated HR’s performance as low; furthermore, business leaders rated HR’s performance 20 percent lower than did HR leaders, showing how important it is to accelerate HR’s ability to deliver value as the economy improves. Perhaps because of these dim views of HR’s performance, we found an increasing trend of CEOs bringing in non-HR professionals to fill the role of CHRO.


5. Workforce on demand: Are you ready?


Eight out of 10 respondents surveyed cited workforce capability as being either “important” or “very important” in the year ahead, indicating the demand for skills that is driving a trend toward greater use of hourly, contingent, and contract workers.


6. Performance management: The secret ingredient.


One of the biggest needs in the new world of work is the need to rethink how organizations manage, evaluate, and reward people. New, agile models for performance management have arrived, and we see these new performance manage-ment models as a core component of this year’s focus on engagement, development, and leadership.


7. HR and people analytics: Stuck in neutral.


HR should now make serious investments in leveraging data to make people decisions. People analytics, a strategy that has been evolving over the last several years, has the potential to change the way HR will work. However, HR organizations appear to be slow in developing the capabilities to take advantage of analytics’ potential.


8. Simplification of work: The coming revolution.


Last year’s Global Human Capital Trends report identified the “overwhelmed employee” as an emerging trend. This year, the percentage of respondents who regard this as a “very important” issue rose from 21 percent to 24 percent. This heightened recognition is just the beginning of what we

see as a long-term movement by companies to simplify work, implement design think -ing, overhaul the work environment, and help employees focus and relieve stress.


9. Machines as talent: Collaboration, not competition.


Cognitive computing—the use of machines to read, analyze, speak, and make decisions—is impacting work at all levels. Some believe that many jobs will be eliminated. HR teams must think about how to help redesign jobs as we all work in cooperation with computers in almost every role.


10. People data everywhere: Bringing the outside in.


The explosion of external people data (data in social networks, recruiting networks, and talent networks) has created a new world of employee data outside the enterprise. It is now urgent and valuable for companies to learn to view, man-age, and take advantage of this data for better recruiting, hiring, retention, and leadership development.


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