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Deloitte survey highlights 5 leading trends shaping talent and HR strategies


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  • Deloitte: Only 4% of EMEA survey respondents believe their HR programs are truly exceptional
  • Deloitte survey identifies 2013 talent trends: Developing leaders and succession planning, employee engagement and connecting HR with business priorities

31 July 2013 - The 2013 Deloitte global human capital survey introduces 13 global trends that are driving critical business and human capital decisions. The report provides information on these trends across global markets through a survey of over 1,300 business and HR professionals from 59 countries. The trends were categorized by level of intensity and maturity – from leading trends (those considered highly relevant over the next year) to rising trends (those considered relevant in the next 1 -3 years) to emerging trends (those relevant in the next 3 -5 years).

The Deloitte survey methodologies included conversations with clients, interaction with experts and industry professionals, as well as extensive analysis and discussions with senior Deloitte Human Capital partners and practitioners around the world in order to identify the critical current and emerging trends shaping talent, HR and global business over the next few years.

412 (32%) survey respondents were from the Europe, Middle East and Africa (EMEA) region. The EMEA results clearly identify five leading trends that are currently shaping talent and HR strategies and programs.

The report finds that the EMEA results are almost identical with global findings. These are:

  • The war to develop talent: The talent management trend is switching from recruitment to development.
  • Transforming HR to meet new business priorities: HR transformation efforts are continuing to shift their focus to business priorities, concentrating on areas such as talent, emerging markets, and the HR organization.
  • How boards are changing the HR game: To seize new opportunities for sustainable growth and manage heightened risks, boards of directors at high-performing organizations are pulling Chief Human Resources Officers much deeper into business strategy—and far earlier in the process.
  • Organization Acceleration: Faced with tougher, more numerous chal­lenges, today’s organizations are demanding more from their change initiatives by pursuing strategies that are customized, precise, and sustainable.
  • Leadership.next: Yesterday’s leadership theories are not keeping pace with the velocity of today’s disruptive marketplace. Organizations are seeking a new model for the age of agility.

In terms of general business outlook for 2013, the Deloitte survey finds that one third of EMEA executives forecast moderate (23%) or strong (7%) growth this year compared with 39% and 12% for global respondents, respectively.

“Only 4 percent of EMEA respondents believe that their HR programs are truly exceptional” said Ghassan Turqieh, partner, management solutions at Deloitte ME. “This reflects a renewed desire to strengthen corporate talent development”.

One trend highlighted as of high relevance today by the smaller number of ME participants is ‘Branding the workplace’ which focuses on enhancing the talent value proposition and innovating the talent brand. Corporate brand and talent brand are two sides of the same coin.

The Deloitte report further examines the top three pressing HR and talent concerns. Both global and EMEA respondents listed the same three concerns by priority as follows:

  1. Developing leaders and succession planning: 49% EMEA respondents; 55% global respondents
  2. Sustaining employee engagement/morale: 46% EMEA respondents; 39% global respondents
  3. Connecting HR and talent with business critical priorities: 35% EMEA respondents; 33% global respondents

“Even small missteps can have big unintended consequences so paying attention to these trends can spell the difference between success and failure” said Turqieh.

To view the whole survey, visit ‘Global human capital trends 2013: resetting horizons’

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