The Social

Enterprise at Work
Beyond reskilling: investing in resilience for uncertain futures
22nd June 2020
 A D E C A D E O F H U M A N C A P I TA L T R E N D S
Before launching into the 2020 trend, we reflect on the forces that have shaped the world of work, particularly around evolving HR.

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Leading the
Leading in The new Rewriting The social
Engaging the The rise of social
HC Trends Revolution/ Leap Resetting the organisation: the rules for enterprise
21st-century the social enterprise:
Report evolution ahead horizons new world Different by the digital at work: Paradox as
workforce enterprise Reinvent with a
of work design age a path forward
human focus

HR in the cloud/
Reskilled HR
COOs for HR / Transforming HR: New
Clouds in team/ A memo to HR:
Employer health HR/Boards Reinventing mandate/ HR cloud:
Evolving HR the Global and Digital HR Expand focus and
care reform / changing the HR Digital HR: A launch pad
forecast local HR/ extend influence
Emerging HR game revolution
Race to cloud
markets

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2020 Deloitte Global Human Capital Trends
 Recession New social
recovery Revolutionary contract
technologies

Redesign jobs and

redesign work The social enterprise

Low productivity
Exponential
Explosion of data change
Network
Cloud
of teams

Early Decade Mid Decade Late Decade

Deloitte University Press | dupress.deloitte.com

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2020 Deloitte Global Human Capital Trends
 T H I S Y E A R , W E F O C U S O N T H E M O S T P R E S S I N G PA R A D O X FA C I N G O R G A N I S AT I O N S T O D AY :

Can organisations remain

distinctly human in a
technology-driven world?

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2020 Deloitte Global Human Capital Trends
 Our 2020 Perspective: This Year’s Trends
Our Trends are grouped into the three attributes of the social enterprise: purpose, potential, and perspective

PROLOGUE & INTRODUCTION

Purpose Potential Perspective

The compensation
Belonging: From
Superteams: Putting conundrum: Principles
comfort to connection to
AI in the group for a more human
contribution
approach

Knowledge Governing workforce

Designing work for
management: strategies: New
well-being: Living and
Creating context for a questions for better
performing at your best
connected world results

The postgenerational Beyond reskilling: Ethics and the future

workforce: From Investing in resilience of work: From “could
millennials to perennials for uncertain futures we“ to “how should we”

F I N A L C H A P T E R : A Memo to HR
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2020 Deloitte Global Human Capital Trends
 Introducing our speakers
Beyond reskilling: investing in resilience for uncertain futures

Kate Selway, People and Capability Director

(Jade Software)

Philippa Jones, Director in

Organisation Transformation.
Pete Cordes, Learning & Development Manager
(Deloitte Christchurch). (Deloitte Auckland).

Adrienne Sykes, HR Manager

(Foodstuffs South Island (FSSI))

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2020 Deloitte Global Human Capital Trends
Beyond Reskilling
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2020 Deloitte Global Human Capital Trends
 BEYOND RESKILLING
Investing in
resilience for
uncertain
futures
Organisations that employ work-
force development strategies to
not only reskill workers but also
to build worker resilience will
equip workers, and thus the
organisation, with the tools and
strategies to adapt to a range of
uncertain futures. A resilience
lens unlocks organisational
potential by shifting reinvention
from something that may
threaten worker security to the
very thing that defines it.

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2020 Deloitte Global Human Capital Trends
 BEYOND RESKILLING

THE READINESS GAP

74%
of organisations say

Reskilling the workforce is important for

their success over the next 12-18 months.

Y E T O N LY

10%
Say they are very ready to address this
trend.

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2020 Deloitte Global Human Capital Trends
 There is growing pressure on organisations to address workers
‘long term employability’
More respondents identified organisations as the entity responsible for
workforce development than identified any other stakeholder
Which entities in society do you think are primarily responsible for workforce
development? Select up to two.

Organisations
73% of respondents 43%
73%
identified organisations as Individuals
the entity in society primarily 54%
responsible for workforce Educational institutions
development 19%
Governments
10%
Professional associations/unions
8%

Source: Deloitte Global Human Capital Trends survey,2020. Deloitte Insights deloitte.com/insights
 BEYOND RESKILLING

59% AND
of survey respondents said O N LY
They need additional information to
understand the readiness of their
workforce to meet new demands.
17%
of our survey
respondents believed
that their organisation
38% could to a great
extend anticipate the
That identifying workforce development skills their
needs and priorities is their greatest organisations will
barrier to workforce development. need in three years.
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2020 Deloitte Global Human Capital Trends
BEYOND RESKILLING

84%
of survey respondents agreed

That continual reinvention of the

workforce through lifelong learning is
important or very important to their
development strategies.

Y E T O N LY

16%
Expect their organisation to make a
significant investment increase in this Which raises the question:
area over the next three years.
How can organisations increase their own resilience
and their workers’ resilience in the face of constant
change?
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2020 Deloitte Global Human Capital Trends
Reframing the problem
Focus on building worker and organisational resilience, equipping workers with tools and strategies to
adapt to a range of uncertain futures in addition to reskilling them for near-term needs.
Five shifts that can help Organisations Build resilience

F RO M TO

Building Skills Cultivating capabilities first, skills second

Leveraging workers’ “passion of the explorer” to engage them in solving unseen

Developing specific workforce skills to meet short-term needs
and further problems

Focusing on formal training and traditional education methods Supporting learning in the flow of work

Rewarding based on work output Rewarding based on capability development

Preparing the workforce with an eye toward what benefits both the
Preparing the workforce with an internal focus
organisation and society

Source: Deloitte Global Human Capital Trends survey,2020. Deloitte Insights deloitte.com/insights
Example: Jade Software
Our challenge

Strategy Capability
Our
solution
Our learnings
• Fixed Academy days at Jade
• Only one project with multiple
workstreams
• Dedicated leadership support
• Limited spaces
• T-Shirts…because why not?
Example: Deloitte
Cura
2020
Current Deloitte Professionals’ Experience
Currently our professionals sift through numerous content sources or tools to actively search
for relevant information and upskill to meet client needs in today’s rapidly changing
environment.

22
 Cura – For all Deloitte Professionals

Benefits of Cura
• Cura offers continuous learning opportunities to build your strengths and
upskill.

• Cura enables you to create and share content and collaborate with teams,
which builds your personal brand within your area of specialty.

• Cura alleviates information saturation. Artificial intelligence will contextualize

content to provide you with smart recommendations.

• Cura allows you to integrate learning into the flow of your every day lives by
providing on demand, quickly consumable content.

• Cura is a trusted source of information when you need answers quickly.

Cura Strategy 2019

Cura - The User Experience

Employee Attributes

Personal Preferences
PERSONALIZED
Collaboration Networks Artificial intelligence will contextualize content to
External Content provide you with smart recommendations enabling you
Machine Learning to cut through information saturation

CONTINUOUSLY RENEWED
Curating internal and external content
together will prepare you for rapidly
USER changing markets
Content In
EXPERIENCE

POINT OF NEED ACCESS

The content you need will be available
where and when you need it
Internal Content
SOCIAL & COLLABORATIVE
Curation will allow you to share content with your
peers, curate playlists for your teams and connect
with SMS’s to build your network
Content Curation Platform

© 2019 Deloitte Touche Tohmatsu Limited 24

Example: Foodstuffs SI
 Foodstuffs SI
Leadership
Academy

26
 Management Academy

• Introduction to Leadership
• Team Leader
• Supervisory Management
• Management Development
• Management Accelerated

27
 Leadership Academy

• Executive Development
Programme
• Advanced Leadership
Programme

28
 Who?
• Supermarket employees
• Foodstuffs employees
• Supplier employees

29
‹#›
 How?
• Needs Analysis
• Connecting our programmes through vision and values
• Evaluation – At the time of learning, change of behaviour, transfer into
workplace
• Ongoing review of academy programmes
• Self-identified learning, manager recommended, GM recommended

30
‹#›
 Outcomes
• Building leaders, leadership breadth
• Building relationships and connecting with
colleagues
• Skills, retention, resilience
• Creating owners
• Connecting into our communities – Owner
Operator
• Leaders of our Co-Operative

31
‹#›
 Future
Possibilities

Online, face-to-face,
blended – What works
best?
Qualifications

32
Questions?
 Accessing the HC Trends Report & Webinar Material
Where you can find out more

2020 Global Human Capital COVID-19: A Human Capital

Trends Trends special report

This year’s report calls on In light of the unique challenges

leaders to humanise the world
of work by addressing one of
the biggest challenges facing
businesses today – can
organisations remain distinctly
human in a technology-drive
world?
Download the full report here
posed by COVID-19, the future
of work has become a strong
reality. The special report
discusses each of this year’s
Trends in the context of the
current business environment
Download the full report here

To access the recordings and materials of HC Trends webinars, and sign up for future webinars, please visit our
website here.
 Upcoming webinars
Take a closer look at the trends with Deloitte experts and guests in our webinar series.

UP NEXT:

Webinar 4 | Governing workforce strategies: new questions for better results

Deloitte speaker: Hamish Wilson & Craig Renshaw

Organisations that employ workforce development strategies to not only reskill workers but also build employee
resilience will equip workers, and thus the organisation, with the tools and strategies to adapt to a range of
uncertain futures. This trend is highly relevant now as organisations look to recover from the recent COVID-19
restrictions and adapt to, and prepare for, a world that is rapidly changing in response. In this session, we will
explore what businesses can do to unlock organisational potential through a resilience lens and hear from a guest
speaker about the work they have done to prepare their employees for a changing business environment

Wednesday 1st July, 9am-10am | Visit our website to register here

AND BEYOND:

Webinar 5 | Knowledge management: Creating context for a connected world | Wednesday 8th July, 9:00 – 10:0am

Webinar 6 | Designing work for wellbeing: living and performing at your best | Wednesday 15th July, 9:00 – 10:0am