Deloitte is one of the leading HR consulting companies in the world with access to more

than 2,500 HR Transformation peers across significant areas.

They have extensive understanding and experience throughout the many stages of the HR
transformation process, from vision and approach to execution and change management
and have helped leading CHROs worldwide create and execute HR transformation policies
and plans that are executable and reliable.
The Deloitte HR Trends Top Takeaways For 2018-
HR is developing rapidly, driven by technological developments and social changes. The
single greatest insight is the challenge (and the chance) that technology's fast advancement
offers the HR feature.

HR technology solutions are becoming smarter and quicker, driven by Artificial Intelligence
and Augmented Reality. To get the most out of the rapidly changing landscape, HR
practitioners need to be increasingly tech-savvy, flexible and creative.

1. New Focus on Tools for Workforce Productivity

Key points:

 HR undergoes a transition from talent management to team management and job

leadership.
 The next major challenge for HR is to increase team productivity, as burnout,
absence of focus and low worker involvement threaten organizations.
 They need software that increases productivity and helps teams work more
efficiently together.
Their view:

HR automation technology has been around for a long time now, but the change is now to
make the entire world of job simpler. Consequently, technologies that assist individuals work
together more effectively, do more job in less time or handle work-life balance better are on
the increase. This has begun with apps like Slack and Microsoft Teams. More technology is
likely to arise that can boost productivity and commitment throughout the organization.

2. Human Capital Management (HCM) and ERP Move to The Cloud as

The Talent Market Reinvents Itself
Key points:
  While cloud-based HR is deemed the industry standard, we are still moving into the
cloud for a while – presently only 40% of businesses are using cloud-based HCM
solutions.
 Cloud migration often requires 2-3 years for big business. Most businesses spend
months selecting a supplier, given that it is a choice that changes the game.
 Some of this emphasis is misplaced and better focused on team and talent
management software improvement.

Their view:

The first HCM schemes were clunky or complicated additions to ERP systems chosen by
financial teams and often intended as an afterthought. More and more distinct, specialized
(and ideally integrated) systems provide teams with a range of services, mostly cloud-based.

The perfect scheme requires to accommodate a variety of uses – including recruitment,

setting objectives and planning for growth. The best breed option is probable to differ for
distinct fields, and a segmented strategy may be more efficient than one system reliance.

New challenges will be to create systems that can be adapted across teams and people and
to navigate the increase of the gig economy. There is no doubt that the increase of chatbots
and AI will reshape how services are delivered.

3. Continuous management of performance

Key points:

 Continuous performance management is becoming increasingly prevalent through

the development of a fresh, continuing method for setting goals, coaching,
assessment and feedback.
 Cloud HCM suppliers need to create characteristics to meet the ongoing performance
management requirements.

Their view:

Now that the unfounded pleasure of annual performance reviews has dissipated, most
individuals realize that performance management needs to become a smoother, more
ongoing method. Again, the challenge is for tech suppliers to shape their systems in order to
achieve a more flexible, continuing goal setting, measuring and evaluation process.

And as team structures and episodic commitments increase, HCM system suppliers also face
these difficulties. No one seems to have a complete solution yet, so expect various systems
to be in location for a while.

4. Feedback explosion, pulse survey and analytics tools

Key points:

 The "feedback market for employees" is increasing quickly.

 Realtime survey technologies, software for sentiment analysis and instruments for or
ganizational network analysis (ONA) are common.
 New open workplace feedback instruments for pay transparency and open feedback
and benchmarking are emerging.

Their view:
The market for app-based culture surveys is exploding with cycle-time compression driven
by continuous performance management. Technology enables a constant listening and
scanning process for problems or possibilities that can be rapidly reviewed and addressed.

Anonymous instruments such as Glassdoor will probably continue to grow and the big game
will be a single elegant solution that integrates performance management, HCM and culture
surveys.

5. Corporate Learning Reinvention is finally here

Key points:

 A new wave of platforms for corporate learning is being created and embraced
across the marketplace.
 These include platforms for experience, platforms for micro-learning, modern LMS
systems, and fresh technologies based on AI. Learning based on VR also becomes a
truth.

Their view:

The idea of teaching in the classroom is rapidly disappearing, with technology enabling for
more video, episodic and remote learning. Modules of bite size can then be eaten anywhere
and anytime. The key to a killer learning app can be virtual and enhanced reality (VR and
AR).

6. The recruitment market is changing rapidly

Key points:

 Recruitment is flourishing with innovative technology, and each significant business

must implement a broad variety of high-quality instruments to compete.
 These instruments include high-volume recruitment automation software (such as
chatbots), open source tools for qualified work recruitment, automated applicant
tracking systems (recruitment management systems), and better assessments
(including commonly available video evaluation and cultural evaluation instruments).
 As traditional job titles fade, hybrid employment become the norm. New instruments
are needed to find individuals with the correct mix of capabilities and flexibility.
 Recruiting diversity is now essential. New technology seeks to remove bias and
interviewing from work descriptions.

Their view:

The Executive Search Specialty of Generator Talent implies that we are well conscious of
how technology offers accessible, quick access to worldwide applicants.

So as applicants gain more insights into businesses through Glassdoor and the like,
recruiters also gain more insights into applicants. Great recruitment partners who
understand how to leverage technology to the benefit of their customers are more crucial
than ever.

7. The wellness market is on the rise

Key points:
  HR departments recognize wellness initiatives as the key to achieving optimal
"human efficiency"
 This implies an enhanced demand for instruments that can enhance productivity,
decrease cognitive overload and encourage individuals to live a healthy lifestyle.

Their view:

Well-being was a private problem, out of job, until recently. From enhanced leave to health
assessments, lifestyle initiatives, awareness, resilience and sponsored yoga sessions,
businesses take greater responsibility for well-being – because it pays off.

Focus has moved from program costs to subsequent commitment and performance
improvements. The technological challenge here is to help individuals find alternatives that
facilitate a healthy lifestyle and provide useful perspectives.

8. The market for human analytics has grown and matured

Key points:

 Companies consider employee-related information more and more significant.

 There is a broad variety of cloud based tech to manage staff information. The most
advanced suppliers are beginning to apply AI to their offers.
 Relationship analytics, including HMRS information, information on well-being,
information on relationships and information on feelings are on the increase.
 HR agencies have to consider ethics, privacy and the transparency of their data
management procedures as a consequence of this proliferation of information.

Their view:

Big data has struck HR and knowing what to do with it is the challenge. As HR departments
are being renamed Departments of Employee Experience, their focus is on technology-
driven alternatives that can maximize commitment, team efficiency and working
relationships.

Employee performance information, for instance, can be combined with well-being

information, then cross-checked with culture and feedback to compose an staff tapestry.
New ethical and privacy issues are born because of these ideas – who owns the information
and how can it be used?

9. Smart self-service, communication and experience tools for

employees
Key points:

 There is a growing demand for embedded self-service worker experience systems

that combine case management, document management, communication between
employees and help desk interactions.
 The use of AI, smart chatbots, smart agents and games to revolutionize HR features
such as coaching, spending reporting and time tracking are exciting fresh
instruments.

Their view:
The technology-fuelled innovations detailed in points 1 to 8 must be incorporated in such a
manner that both organizations and people can profit. Can some of these currently disparate
systems be synthesized in a manner that gives everyone concerned a comparatively
seamless, optimized and useful experience?

And can the promise to deliver HR technology in a reasonable, affordable and economical
manner be realized? We believe it's about waiting to see – and remaining sceptical until
proven wrong.

10. HR departments are innovative and digital

Key points:

HR technology is progressing quicker than ever, as departments are experimenting

proactively with fresh performance management models, learning strategies, ways to
decrease bias and recruitment methods.

Their view:

HR leaders increasingly need to be digitally skilled, creative and ready to lead in order to
harness tech trends that disrupt the sector. Before someone else does, it may be essential
to interrupt yourself.

In some main fields, we see more HR departments experimenting and deploying system
alternatives. In addition, bigger and more progressive departments are beginning to form
their own agendas and are looking to customize some of the technology alternatives to suit
their requirements best.

The Deloitte study defines 10 significant trends that arose from the latest studies and
mentions the capacity gap (measuring the distance between the significance of an problem
and the willingness of organisations to tackle it) connected with each one, as well as
practical concepts to assist organisations tackle these difficulties. Ranked by importance, the
top ten talent challenges reported are: culture and engagement, leadership, learning
and development, reinventing HR, workforce on demand, performance
management, HR and people analytics, simplification of work, machines as talent
and people data everywhere.
Through data analysis and comprehensive discussion of these problems with organisations
around the globe, Deloitte arrived at six main results that give us a bird's eye perspective of
how organisations approach talent and operate. These are:

“Softer has become pressing priorities in fields such as culture and commitment,
management and growth.”

“Leadership and learning have risen dramatically, but the gap in capacity is widening.”

“HR organisations, HR capabilities and company needs are not met.”

“HR technology systems are an increasing market, but their promise may not be fulfilled in
large part.”

“Talent and human analytics are a high priority, but progress is slow.”

“Simplification is an evolving issue; HR is part of the issue.”

Deloitte offers the following advice:

“Redesign HR focusing on consulting and service delivery, not just administration

effectiveness. HR company partners need to become trusted company consultants with the
necessary abilities to evaluate, consult and solve critical company problems.”

“Instead of placing HR professionals in key teams, integrate them into the business but
coordinate them by creating a powerful knowledge network. Recruitment, growth,
connections with employees and coaching are all strategic programs that should be
coordinated centrally but enforced locally.”

“Make HR a talent and management magnet. Create strict evaluations for top HR personnel
and rotate high performers from company to HR to generate a magnet for powerful
leaders.”

“Investing in HR growth and abilities as if the company were dependent on it. Focus on
abilities like business acumen, consulting and project management abilities, organizational
design and change and HR analytical abilities.”