德勤2024年全球人力资本趋势 2024 Global Human Capital Trends.pdf

1、i2024 Global Human Capital Trends2024 Global Human Capital TrendsThriving beyond boundaries:Human performance in a boundaryless worldiiDeloittes Human Capital professionals leverage research,analytics,and industry insights to help design and execute the HR,talent,leadership,organization,and change p

2、rograms that enable business performance through human performance.Visit the Human Capital area of D to learn more.12024 Global Human Capital TrendsTable of contents02.Thriving beyond boundaries:Human performance in a boundaryless world10.When people thrive,business thrives:The case for human sustai

3、nability26.As human performance takes center stage,are traditional productivity metrics enough?38.The transparency paradox:Could less be more when it comes to trust?52.What do organizations need most in a disrupted,boundaryless age?More imagination.66.How play and experimentation in digital playgrou

4、nds can drive human performance78.One size does not fit all:How microcultures help workers and organizations thrive90.From function to discipline:The rise of boundaryless HR104.Evolving leadership to drive human performance232024 Global Human Capital TrendsThriving beyond boundaries:Human performanc

5、e in a boundaryless worldIts time to trade in the rules,operating constructs,and proxies of the past.Prioritizing human performance can help organizations make the leap into a boundaryless future.Shannon Poynton,Jason Flynn,Kraig Eaton,Sue Cantrell,David Mallon,and Nicole Scoble-WilliamsWere operati

6、ng in a world where work is no longer defined by jobs,the workplace is no longer a specific place,many workers are no longer traditional employees,and human resources is no longer a siloed function.These boundaries,once assumed to be the natural order of things,are falling away and traditional model

7、s of work are becoming boundaryless.Just a year ago,we introduced many of these shifting work realities in our 2023 Global Human Capital Trends report.Since that time,things have only accelerated.Many of the technological changes happening nowthe emergence of generative artificial intelligence,the r

8、ise of virtual worlds and even virtual replicas of our own selves,and the development of neurotechnology that can now quantify the brainmay seem like theyve been plucked straight out of the pages of a science fiction book,but these concepts are already becoming an everyday reality.Its a time of unce

9、rtainty,shaped by unpredictable global events,lightning-fast advances in technology and AI,evolving workplace cultures and markets,growing worker mental health and well-being concerns,and transformative shifts in how people think about work and the workplace.Reimagining boundaryless work amidst thes

10、e disrup-tions is no longer hypotheticalor optional.The old proxies previously relied upon to measure performance may no longer apply,and theres no easy playbook to follow that will enable organizations to thrive in this new environment.So,whats next for organizations and workers?What steps can we t

11、ake to create a future full of possibility and hope in the uncertainty of a boundaryless world?Our 2024 Global Human Capital Trends research reveals that a focus on the human factor is emerging as the bridge between knowing what shifts are shap-ing the future of work and doing things to make real pr

12、ogress toward putting them into action to create positive outcomes.Its clear from the responses to this years global surveysover 14,000 respondents from 95 countriesthat the more boundaryless work becomes,the more important uniquely human capabilitieslike empathy and curiositybecome.Our research poi

13、nts to the idea that prioritizing human sustainabilitythe degree to which the organization creates value for people as human beings,leaving them with greater health and well-being,stronger skills and greater employability,good jobs,1 opportunities for advancement,more equity,and heightened feelings

14、4of belonging and purposecan drive not only better human outcomes,but better business outcomes,too,in a mutually reinforcing cycle.This combination of human and business outcomes is what we call“human performance.”Because it is humans,more than physical assets,that truly drive business performance t

15、oday.This is needed more than ever by organizations to both shape and adapt to the ever-evolving future of work.We define human performance as a mutually reinforcing cycle with compounding,shared value for workers,organizations,and society.(Human outcomes)x(Business outcomes)=Human performance THE N

16、EW MATH OF HUMAN PERFORMANCEIn this years report,we highlight tangible ways in which organizations can implement the new fundamen-tals we introduced last year as they prioritize human performance:Thinking like a researcher by leveraging new sources of data and technology to create greater transparency in ways that foster workforce trust,and that are used in collaboration with innately human capabilities like problem-solving,creative thinking,and innovation to explore,play,and experiment with ide