2019 年全球人才趋势(英文)(2)

Nearly every company in this year’s survey is actively embracing change. In fact, 99% of companies are taking action to prepare for the future of work (Figure 5). But HR silos such as talent acquisition, compensation and benefits, mobility, and learning — often with their own priorities — can create a fractured employee experience and distance the people agenda from emerging business needs. An integrated people strategy anchored in the organization’s priorities can close that distance and help drive value in shifting times.

While the business planning horizon may be shortening, the time it takes to develop

S T A B I L I T Y T O E N A B L E A G I L I T Y

I N T E G R A T E D P E O P L E S T R A T E G Y

In the last few years, organizations have turned to restructuring to drive value. In fact, over 90% of companies were planning organizational redesigns in 2017 and 2018.3 Major redesign efforts, however, often lead to short-term performance volatility and do not guarantee a return. Nearly one-third (30%) of companies believe they are able to change at speed, up from 18% in 2018 (Figure 4), but as companies move toward flatter work structures and more agile work cultures, the advantages of restructuring diminish. Leading firms are now aligning their change efforts to a few anchor points where they believe future value will be

30%

Nearly 2x more confident than last year!

FIGURE 4. MORE COMPANIES THAN EVER BELIEVE T H E Y H A V E T H E A B I L I T Y T O C H A N G E @S P E E D

strategic competencies and specialized skills is not. An integrated people strategy is critical and accounts for the time it takes to build the leadership, culture, competencies, and skills needed for future competitive advantage. Taking a long-term view of people needs to inform short-term decisions can help rally the organization around a few strategic bets. These may include moving people to business areas with greater return, experimenting with new technology, moving an office closer to vital talent pools, or investing in non-traditional talent by creating new pathways into skilled jobs. High-growth companies are four times more likely to have an integrated people strategy in place.4

generated — be it through new products or service lines, new strategic partners, or critical new competencies. The move to more team and project work is an enabler of this trend.

People need to be inspired by their company’s direction and remain committed to the organization during workplace changes. This means putting a few stakes in the ground and aligning resources to enable focused execution. Having clarity on the actions that companies can take today that will deliver enhanced value is key to leading through change.F I G U R E 5. 99% O F C O M PA N I E S A R E TA K I N G A C T I O N T O P R E PA R E F O R T H E F U T U R E O F W O R K

52%

Identify gap between current and required skills supply

51%Develop a future-focused people strategy

48%Adapt skill requirements to new technologies & business objectives

45%Revise the workforce plan to close skills gaps

45%Identify how employees may support or disrupt changes

6A L I G N I N G W O R K T O F U T U R E V A L U E

B U I L D , B U Y, B O R R O W , O R B O T

2 in 5

Despite discussions around AI and automation enabling jobs to be deconstructed into individual tasks, or the move away from role structures to skill taxonomies, the fact is there will always be “jobs to be done.” Optimizing for the new world of work requires understanding: What tasks are repetitive, strategic, necessary year-round, or project-based? How can jobs be more clearly defined to reflect team roles and still give employees freedom to contribute? By freeing up resources, organizations can rethink how they deploy people accordingly, especially because the jobs that remain will likely require different levels of labor intensity and cognitive maturity.5 Executives in high-performing companies are twice as likely to say that job redesign makes a sizable difference to business performance.6

Workforce planning that simply puts new types of workers into old job boxes is insufficient. A fresh take on jobs — based on an analysis of where tasks overlap, which activities are future-critical, and which will become obsolete — is vital to aligning work to future value. Leading companies are evaluating automation opportunity in various jobs, typically starting with those that directly impact customers, those with significant optimization potential, and those that build future skills. The trick is working out the magnitude of change for a given role or job family and deciding the organization’s appetite for that change.

R E D E F I N I N G T H E “J O B S T O B E D O N E ”

While HR leaders continue to focus on building talent

from within, automation also figures heavily in their

plans this year (Figure 6) — especially in Brazil,

India, and Japan, where over 70% of companies

intend to increase automation. Yet only one-third

of companies currently use talent analytics to

determine the impact of build, buy, borrow, or bot

decisions on performance outcomes. Across the

board, the challenge for organizations is to derive

the talent insights they need from the data available. 65%#1

Executives believe the highest

ROI on talent investment will

come from redesigning jobs to

better deliver value. The majority of employees across all regions and industries want a clearly defined job description.But only 43% of HR leaders are redesigning jobs to prepare for the future of work. 5

Build

Buy Borrow Automate

44%53%60%84%F I G U R E 6. T H R E E I N F I V E COMPAN I ES PLAN T O A U T O M AT E M O R E I N 2019In 2019, we will increase our spending in (7)

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