{"id":2211,"date":"2017-07-19T16:43:21","date_gmt":"2017-07-19T14:43:21","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=2211"},"modified":"2017-07-19T16:43:21","modified_gmt":"2017-07-19T14:43:21","slug":"human-capital-trends-fuer-eine-digitalisierte-schweiz","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/en\/human-resources\/hrm\/2017-07-19\/human-capital-trends-fuer-eine-digitalisierte-schweiz\/","title":{"rendered":"Human Capital Trends for a Digitized Switzerland"},"content":{"rendered":"
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HR managers are multi-tasked; they need to help the business be digital, rather than just using digital tools. (Image: depositphotos_denismagil)<\/figcaption><\/figure>\n

Several issues regarding digitized technologies require a redefinition of the rules: Technology is advancing faster than ever before. Individuals are relatively quick to adapt to ever-changing innovations. Organizations, however, are usually slower. Many have industrial-age structures and employ practices that may be long outdated.<\/p>\n

Progress on issues of public concern, such as income inequality, unemployment, immigration, and trade, has been even slower.<\/p>\n

It is these gaps between technology, individuals, businesses, and public policy that provide a unique opportunity for HR to help leaders and organizations adapt new technologies, help employees become comfortable with new work and career models, and help the organization as a whole adapt to and drive positive changes in society, legislation, and public policy.<\/p>\n

Top Trends 2017 for Switzerland<\/strong><\/p>\n

126 leading Swiss companies have rated the Human Capital Trends according to their importance for their organization. All 10 trends in the Human Capital Report relate to the position of HR, which therefore raises the serious question: How well can HR keep up?<\/p>\n

1.) The organization of the future: Arriving now<\/strong><\/p>\n

Organizations are digitizing more and more, and as a result feel an increasing need to realign in order to be faster, adapt more quickly, learn quickly, and respond positively to the demand for dynamic work offerings. Leading companies are already on their way to leaving the planning phase behind and actively shaping this reorganization.<\/p>\n

2) Talent acquisition: Enter the cognitive recruiter<\/strong><\/p>\n

Recruiting is becoming a digital experience as candidates now expect user-friendliness and mobile contact. Experienced talent seekers will welcome new technologies for talent acquisition to strengthen psychological and emotional connections with candidates and continuously build the company brand.<\/p>\n

3.) Careers and learning: Real time, all the time<\/strong><\/p>\n

As companies shape the organization of the future, a continuous learning process is critical to their success. The new rules require an organization that promotes learning and development and offers knowledge that can be constantly accessed and is permanently available via various mobile platforms.<\/p>\n

4.) Leadership disrupted: Pushing the boundaries<\/strong><\/p>\n

In 2015, corporate leadership was described as an \"enduring theme\" that never seems to lose its relevance. This year, we see a radical change: Today, companies not only need strong leaders like never before, but require a completely different kind of leadership - younger, more agile and digitally oriented.<\/p>\n

5.) Performance management: Play a winning hand<\/strong><\/p>\n

Across industries and geographies, companies are re-evaluating every aspect of their performance management program - from goal setting and evaluation to incentive and bonus systems - and adapting their corporate strategy and continuous work change to reflect these changes.<\/p>\n

6.) Digital HR: Platforms, people, and work<\/strong><\/p>\n

HR leaders are challenged to take a broader role in helping the business be digital, rather than just using digital tools. As digital management practices and an agile organizational approach move to the center of business considerations, HR is now focused on people, work and platforms.<\/p>\n

7.) The employee experience: Culture, engagement, and beyond<\/strong><\/p>\n

Organizations today are developing a holistic focus on the overall employee experience, rather than just focusing on employee engagement and culture. A new marketplace of heart rate monitoring tools, wellness and fitness apps, and employee self-service tools are conducive to this.<\/p>\n

8.) Diversity and inclusion: The reality gap<\/strong><\/p>\n

Fairness, equality and inclusion are now challenges for the CEO level, but continue to cause frustration. Education and training do not work well enough. The new rules focus on experiential learning, process change, data-driven tools, transparency, and accountability.<\/p>\n

9.) People analytics: Recalculating the route<\/strong><\/p>\n

Analytics are no longer just about finding interesting information and bringing it to the attention of managers - they are now a business function, using data in increasingly targeted ways to understand every part of a business process, as well as integrating analytics data into real-time apps and the way we work.<\/p>\n

10.) The future of work: The augmented workforce<\/strong><\/p>\n

Automation, cognitive IT and crowds are disruptive forces that are reshaping the workforce. In a world where work is becoming increasingly automated, companies need to experiment with cognitive tools, train employees to use them, and rethink the role of employees in general.<\/p>\n

You can find out more about the latest Deloitte Human Capital Trend Study at this Link <\/a><\/em><\/p>\n

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