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How ready is your HR team to tackle this year's 10 biggest trends?


In Deloitte's new report,  called The Rise of the Social Enterprise, respondents point to a team-based, cross-disciplinary approach to tackling complex issues as the most important trend in Southeast Asia (SEA).

More than 11,000 HR and business leaders weighed in, of which 199 respondents were from SEA. Results showed that companies where C-suite executives regularly collaborate are one-third more likely to be growing 10% more than companies whose leadership operates in silos.

Apart from identifying the 10 most relevant HR trends for 2018, the report also checked in with respondents on their readiness for each of these trends (infographic below).

#1 The symphonic C-suite: Teams leading teams

The symphonic C-suite is a new leadership model in which an organisation’s top executives play together as a team while also leading their own functional teams. For the pace and complexity of the changes involved in today's environment, and the high stakes of success or failure, trends and issues can no more be delegated or approached in silos.

#2 The workforce ecosystem: Managing beyond the enterprise

CHROs recognise the need to actively manage relationships with workforce segments beyond the enterprise. When asked to forecast the makeup of their workforce in 2020, 37% expected a rise in contractors, 33% foresaw an increase in freelancers, and 28% expected growth in gig workers.

#3 New rewards: Personalised, agile and holistic

While companies recognise that employees are asking for more personalised, agile, and holistic rewards (including fair and open pay), only 8% report that their rewards programme is 'very effective' at creating such solutions. On their agenda should be the development of a holistic variety of rewards, matched to individual preferences, across diverse talent segments and on a continuous basis.

#4 From careers to experiences: New pathways

Instead of a steady progression along a job-based pathway, leading organisations are shifting toward a model that empowers individuals to acquire experiences as well as new roles, to continually reinvent themselves. However, 59% of survey respondents rate their organisations as not effective or only somewhat effective at empowering people to manage their own careers.

#5 The longevity dividend: Work in an era of 100-year lives

Progressive organisations see extended longevity and population ageing as an opportunity - 20% of respondents said that they are partnering with older workers to develop new career models. Doing this would requires innovative practices and policies to support extended careers, as well as collaboration between leaders and workers, to tackle challenges such as age bias and pension shortfalls.



Lead photo / StockUnlimited Infographics / Deloitte

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