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1、Global Human Capital Trends 2014Engaging the 21st-century workforceContentsIntroduction | 2Global Human Capital Trends 2014 survey: Top 10 findings | 7Lead and developLeaders at all levels | 25Corporate learning redefined | 35Performance management is broken | 45The quest for workforce capability |
2、55Attract and engageTalent acquisition revisited | 65Beyond retention | 75From diversity to inclusion | 87The overwhelmed employee | 97Transform and reinventThe reskilled HR team | 107Talent analytics in practice | 117Race to the cloud | 127The global and local HR function | 137Editors | 145Acknowle
3、dgements | 146Global Human Capital leaders | 147Human Capital country leaders | 148IntroductionEngaging the 21st-century workforceAS we begin 2014, global organizations have left the recession in the rear-view mirror and are positioning themselves aggres- sively for growth. Sluggishness has given wa
4、y to expansion. Retrenchment has been replaced by investment. The need for caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workforce today has changed. Skills are scarce, workers have high expectations, and Millennials are
5、now in charge. Enter the 21st-century workforce. The 21st-century workforce is global, highly connected, technology-savvy, and demand- ing. Its employees are youthful, ambitious, and filled with passion and purpose. Millennials are a major forcebut so are older workers, who remain engaged and valuab
6、le contribu- tors. Critical new skills are scarceand their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.Awakening to a new world: After the Great RecessionFuture observers may look back at 2014 as a
7、 turning point: the time when the global recession ended and businesses put plans in place for a new wave of growth. But as this growth begins, companies are finding that they are dealing with a workforce with dif- ferent demographics, different demands, and different expectations.The world is much
8、more global and interdependent Globalization is a key theme in our research. In 2013, the developing countries contributed 50 percent of the worlds GDP.1 This is expected to grow to 55 percent by 2018, a significant increase in business opportunity centering on these newer economies.2 And these coun
9、tries now have a large buying seg- ment: The global middle class is expected to increase from 1.8 billion in 2009 to 3.2 billion in 2020, with Asias middle class tripling in size to 1.7 billion by 2020.3 Trends in leadership, talent acquisition, capability development, analytics, and HR transformati
10、on are all impacted by globaliza- tion. Companies that learn to leverage global talent markets while localizing their HR strate- gies will be poised for strong performance.Mobile, social, and cloud computing continue to explode Technology has transformed the workplace. At the start of 2008, there we
11、re only 3 million Apple iPhone mobile devices in the world.4 At the end of 2013, according to a Gartner estimate, there were 1 billion smartphones and more than 420 million iPhone mobile devices Global Human Capital Trends 2014: Engaging the 21st-century workforce2shipped.5 Facebook had a million us
12、ers in 2004, 100 million users in 2008, and an esti- mated 1.23 billion registered users today.6 And according to Forrester estimates, cloud com- puting will grow from a $41 billion business in 2011 to a $241 billion business by 2020.7 All this technology has transformed the world of recruiting, the
13、 world of education and training, the world of analytics, and even the way we work. Today we are online 24/7 and relentlessly flooded with information, mes- sages, and communications. Not only has technology become a critical and pivotal part of human resources, but we have also identified a new hum
14、an capital issue discussed in this report: the overwhelmed employee. Organizations face an imperative to find ways to absorb more technology while simultaneously making it simple.Demographic shifts are creating a diverse, multi- generational workforce As the worlds population grows, the global workf
15、orce is getting younger, older, and more urbanized. Millennials are entering the work- force in greater numbers and reshaping the talent markets with new expectations. They are projected to make up 75 percent of the global workforce by 2025, and they are letting us know that they are ready to take t
16、he lead . . . soon.8 But as new research shows, Millennials want to be creative. They want to run their own businesses. They want accel- erated career growth. In the words of one manager: “They dont want a career, they want an experience.”9 Baby Boomers, although some started to retire in 2008, are refusing to leave their field. For both financial reasons and reasons of pro- fessional satisfaction, many are exten
