BERSIN PREDICTIONS FOR 2014 PDF

Withoutabox Submit to Film Festivals. Similar authors to follow One of these is Google watch Prasad Setty speaking here where much besrin the focus of the people analytics team is on research that helps educate Googlers on how they make decisions and to help them make better decisions over time. Josh is currently working on a new book to help HR and predictioons leaders understand how to use talent management as a strategic competitive advantage. Help us improve our Author Pages by updating your bibliography and submitting a new or current bersun and biography.

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Download our 66 page Predictions Report here. The economy will accelerate its growth. Global growth will create a new level of competition for people. People will look to change jobs and seek better opportunities. HR organizations will shift their focus from cost reduction to retention and engagement. Technology will continue to make the world a smaller place, forcing companies to improve their employment brand in every possible way.

Data will become a new currency. Leadership will continue to be in short supply. And HR organizations will have to innovate to stay ahead. In this blog I summarize our ten predictions for , detailed in the report linked here.

This is our tenth year publishing these predictions, and I hope you find them educational and valuable as you plan your strategies for the year ahead. And to keep you current, look at my most recent presentation on 21st Century Talent Management for guidance. These are the problems we face in a dynamic, growing global economy.

Companies have reduced costs, restructured, rationalized spending, and pushed people to work harder than ever. Top people with key skills engineering, math, life sciences, energy will be in short supply. Thanks to the US healthcare laws, people will feel more free to change jobs.

While there will still be high levels of unemployment in places, generally people have changed their perspectives. They want work which is meaningful, rewarding, and enjoyable. Top performers will seek out career growth. Mid-level staff will strive for leadership development. And you, as an HR organization, will have to compete, adapt, and innovate to stay ahead.

Our Top Ten Predictions for 1. Talent, skills, and capability needs become global. In many skills will remain scarce. Software engineering, energy and life sciences, mathematics and analytics, IT, and other technical skills are in short supply. Much has been written about the freelance economy, tours of duty, and the trend toward contract work. While these are definite trends, the opposite is happening too — big companies find it takes years for an employee to become fully productive.

An oil company I recently met with told me it takes them years for a senior geo-physicist to become fully familiar with all their proprietary processes, procedures, and systems.

What this means is that successful companies must be in the capability building business all the time. Sourcing key skills is now key as well — people in Eastern Europe, Asia, and other countries often have a more rigorous education and are key to global success. Integrated capability Development Replaces Training. Enter the MOOCs.

Partner with universities, establish apprentice programs, create developmental assignments, and focus on continuous learning. Companies that focus on continuous learning in will attract the best and build for the future. The MOOC explosion , which many of us see as a reinvention of online learning from the late s, is taking hold. Millions of young and older people are now taking courses online — and while completion rates are still low and accreditation is not available yet, this is a huge shift in how people learn.

This simple shift in blended learning will push corporate training the same direction. Why should it be easier to find content on Youtube than your corporate portal? Redesign of Performance Management Accelerates. The old-fashioned performance review is slowly going out the window. In companies will aggressively redesign their appraisal and evaluation programs to focus on coaching, development, continuous goal alignment, and recognition.

I had a recent dinner with a senior head of research at a large financial institution. He told me that the worst part of his job is the need to stack rank his global analysts against each other.

This process has to go. Engagement and retention will become a top priority. But rather than focus on engagement surveys, you will expand your horizons to look at engagement from a holistic standpoint. Your work environment, management practices, benefits and recognition programs, career development, and corporate mission all contribute to engagement.

As you seek to attract and grow Millenials, you will re-imagine employee engagement in a new, integrated way. And rather than survey annually, new tools will let you monitor engagement continuously. Your job in is to make sure that experience is rewarding, exciting, and empowering. And by the way, one of the big things which has changed is the need to look at engagement holistically. Every part of your company plays a role: management, rewards, incentives, feedback, career opportunities, workplace flexibility, the working environment, diversity and inclusion, and development opportunities.

And remember that autonomy, freedom, and choice are important as well — fewer and fewer people want jobs where they are told what to do.

This means you, as an employer, need to provide internal talent mobility and career growth in your own organization. Redesign and Reskill the HR Function. Because HR itself is changing dramatically and we need to continuously skill our own teams to maintain our relevance and value.

Our new High-Impact HR research, scheduled for launch in early , shows statistically that high-performing companies invest in HR skills development, external intelligence, and specialization.

Reinvent and Expand Focus on Talent Acquisition. As the economy improves you will need to more aggressively and intelligently source and recruit. The talent acquisition market is the fastest-changing part of HR: new social recruiting, talent networks, BigData, assessment science, and recruiting platforms are being launched every month. In organizations will need to integrate their talent acquisition teams, develop a global strategy, and expand their use of analytics, BigData, and social networks.

Today your ability to recruit is directly dependent on your engagement and retention strategy — what your employees experience is what is communicated in the outside world. The HR technology and content markets will expand again in And most now offer integrated analytics solutions as well. Mobile apps, MOOCs, expanded use of Twitter, and an explosion in the use of video has created a need to continuously invest in HR technology.

Employees are already overwhelmed and we need to make these tools and content easy to use. Talent Analytics Comes to Front of the Stage. Talent Analytics is red hot. In you should build a talent analytics center of excellence and invest in the infrastructure, data quality, and integration tools you need. This market is finally here, and companies that excel in talent analytics have improved their recruiting by 2X, leadership pipeline by 3X, and financial performance as well. Innovation Comes to HR.

In organizations should focus on innovation, new ideas, and leveraging technology to drive value in HR. This demands an integrated team, a focus on skills and capabilities within HR, and strong HR leadership. Bottom line: looks to be an exciting and critically important year for Human Resources. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business.

Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Please see www.

Certain services may not be available to attest clients under the rules and regulations of public accounting.

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