Source: Deloitte (2021)

HR Literature Update:
Leading the Shift from Survive to Thrive

Human Capital
Deloitte (2021) Strategic Management
Surviving vs Thriving

Surviving Thriving

Point of view: organization will revert to “business as
usual” once the crises are over.
Focus: doing what’s necessary to succeed today.
Point of view:
• disruption is continuous
S • disruption is a catalyst to drive the organization
forward
Focus: doing what’s possible, not just to succeed
today, but also to dominate tomorrow
 2021 Global Human Capital Trends

Surviving Thriving

Designing work for Supporting well-being through programs adjacent to Integrating well-being into work through thoughtful
well-being work work design
Allowing employee to apply their interests and passions
Beyond Reskilling Pushing training from the top down
to organizational needs
Using technology as a tool to make teams more Integrating humans and technology
Superteams
efficient
Governing Workforce
Describe the workforce’s current state What the workforce is capable of in the future
Strategies

A Memo to HR Functional mindset Enterprise mindset

 Actions to Integrate Well-Being into Work

Designing Work for Well-Being:

The end of work/life balance

• Well-being was the top-ranked

trend for importance in 2020

• Integrate well-being into the design

of work at the individual, team, and
organizational levels will build a
sustainable future where workers
can feel and perform at their best
 Surviving
Organizations knew best what skills workers needed to bring to
the table (top-down)

2 Thriving
Potential comes to fuller when employee are allowed to take more
Beyond Reskilling: initiative
Unleashing Workforce Potential
• Benefit:
employee: more motivated and engaged
organizations: more dynamically and in real time

• Challenge:
put guardrails in place for employee that employee’ interests
and abilities toward the good of the organization too (mutual
relation)
3 Superteams:
Where work happens

How to create the superteams’ environment:

Surviving
1. Set big goals
Technology as a tool and enabler Defining new aspirations and outcomes
2. Re-architect the work
Deliver
To create an environment new superteams
where value to all stakeholders
3. Avoid the mindset to use technologies only as a work enabler
flourish, executives should consider the following:
4. Use technology to design work
Thriving • Set audacious goals. Stop focusing on how to
collaborative, breaking down silos, creating knowledge, learning in
improve existing processes
the flowand
of outputs and
work & personalizing and humanizing the work
• Technology as a team member & collaborator
instead focus on defining new aspirations
experience
(human-machine collaboration ) and5.outcomes.
Do cross functional superteams
• AI can provide data-driven suggestions to make HR, IT, business
decisions

Unlock organizational potential and achieve greater results

 Governing workforce strategies:
4
Setting new directions for work and the workforce

Focus on:
Surviving
1. Capitalizing on Worker Potential
• Using workforce insights to improve old patterns of work • How to apply their workforce in new ways to address
• Preparedness from planning for likely new needs
• Organizations need to capture employees’ potential in a
To create an executives should consider the following:
data-driven
• Set audacious goals. Stop focusing on how to
Thriving improve existing processes 2.
andTapping
outputsinto the Entire Talent Ecosystem
and
instead focus on defining newUnderstanding
aspirations workers’ skills and motivations
• using workforce insights to set new direction and outcomes.
• anticipating unlikely 3. Translating Values into Action
• Constantly reassess and reimagine their work,
• High impact events and considering multiple possible
workforce, and workplace strategies
scenarios • Collecting real-time, forward-looking data at the
intersection of economic value and social values
 HR’s path to achieving new outcomes

A memo to HR:
5 Accelerating the shift to re-architecting work

Surviving
• Traditional role of standardizing and enforcing workforce
policies
• Treating employee mechanistically

Thriving
• Orchestrating work in an agile fashion across the
enterprise
• Treating employee as a creative force
• HR can extend its influence and impact across the entire
organization
• HR’s agenda must become one with the business agenda
• HR work closely with other stakeholders throughout the
organization
Recommendation

1. Mengadakan acara informal untuk berbincang santai

antar pegawai
2. Agile learning system
3. Digitalisasi dokumen
4. Teknologi yang mendukung data driven decision making
5. Menanamkan budaya inovatif dan cara bekerja agile
6. Memperkuat kolaborasi antar entitas (Project Charter)
7. Regularly report tentang Human Capital program
kepada top leader
8. Training terkait business acumen