2024 Global Human Capital Trends – Deloitte
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Table of Contents
It’s 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.
For true sustainability, organizations need to create value for all people connected to them. It’s not just a nice idea—it’s central to better outcomes for organizations and humanity.
In an era of human-centered work, new sources of data and artificial intelligence can help organizations shift from measuring employee productivity to measuring human performance.
Greater transparency can help organizations build trust—or erode it. What considerations should leaders keep in mind to ensure transparency is helping and not hindering?
Generative AI and other technologies may be exposing an imagination deficit. Scaling human capabilities like curiosity and empathy can help organizations replenish it.
As technology continues to spark change in the relationship between workers and organizations, they need safe spaces to cocreate their common future.
Rather than striving for one common culture, organizations should enable a “culture of cultures” tailored to the needs of local teams while aligning to organization-wide values.
The future of work requires human resources to evolve, shifting from a siloed function to a boundaryless discipline integrated with the people, businesses, and community it serves.
Organizational leaders and board members can play a critical role in the journey toward driving business and human outcomes.
Explore our recommendations
Sue Cantrell
Vice president and US Human Capital eminence leader
Jason Flynn
Principal, Workforce Transformation
Lauren Kirby
Manager, Workforce Transformation
Nic Scoble-Williams
Partner, Future of Work
Corrie Commisso
Senior editor, Deloitte Insights
John Forsythe
Managing director, Organization Transformation
David Mallon
Managing director and chief analyst, Insights2Action
Yves Van Durme
Partner, Organization Transformation
Julie Duda
Senior manager and insights lead, Insights2Action
Michael Griffiths
Principal, Workforce Transformation
Mari Marcotte
Manager, Organization Transformation
Matteo Zanza
Partner, Organization Transformation
Kraig Eaton
Principal, HR Transformation
John Guziak
Partner, HR Transformation
Shannon Poynton
Senior manager, Organization Transformation
Jodi Baker Calamai
Human Capital leader, Canada
Bob Kaunert
Global Human Capital as a Service leader
Nic Scoble-Williams
Global Future of Work leader
Nathalie Vandaele
Human Capital leader, North and South Europe
Amanda Flouch
Human Capital leader, Australia
Art Mazor
Global Human Capital leader
Dheeraj Sharma
Human Capital leader, India
Maren Hauptmann
Human Capital leader, Germany and Central Europe
Kate Morican
Global Organization Transformation leader
Simona Spelman
Human Capital leader, US
Andrew Hill
Global HR Transformation leader
Yasushi Muranaka
Human Capital leader, Japan
Kate Sweeney
Human Capital leader, UK
The author team would like to thank the following members of the Global Human Capital executive committee for bringing their global perspectives to this year’s report: Jodi Baker Calamai, Amanda Flouch, Maren Hauptmann, Andrew Hill, Bob Kaunert, Art Mazor, Kate Morican, Yasushi Muranaka, Nicole Scoble-Williams, Dheeraj Sharma, Simona Spelman, Kate Sweeney, and Nathalie Vandaele…
The author team would like to thank the following members of the Global Human Capital executive committee for bringing their global perspectives to this year’s report: Jodi Baker Calamai, Amanda Flouch, Maren Hauptmann, Andrew Hill, Bob Kaunert, Art Mazor, Kate Morican, Yasushi Muranaka, Nicole Scoble-Williams, Dheeraj Sharma, Simona Spelman, Kate Sweeney, and Nathalie Vandaele.
They extend special thanks to Richard Coombes for his early leadership of the program, and to Steve Hatfield and Robin Jones for their perspectives on emerging trends.
The authors would also like to thank Mari Marcotte and Catherine Gergen for keeping the project on track with their expert program leadership; Brittany Bjornberg, Sarah Hechtman, Kristine Priemer, and Molly Rogers for their leadership in managing the individual chapters in this report; and Madeline McEachin, Dhara Puvar, and Regina Miller for their support and activation efforts.
This report could not have been written and published without the partnership of the Deloitte Insights team, led by Corrie Commisso. The author team extends special thanks to Rithu Thomas for editorial contributions and to the following members of the visual and design team for their artwork and data visualizations: Matthew Lennert, Sylvia Chang, Sonya Vasilieff, Molly Piersol, Sofia Sergi, and Govindh Raj. They also thank the Deloitte Insights production editors, Blythe Hurley and Preetha Devan, for their flexibility and guidance.
Furthermore, the authors express gratitude towards the survey team that was instrumental in the data collection and analysis for this project. They thank Shruti Kalaiselvan and Ananshi Chugh, who mentored and advised the entire survey and data analysis team; Priyanka Sahu and Vikas Arora, who led the global survey and data analysis efforts; Rishab Kumar Agarwal, Aniket Abhijeet Kale, Disha Nagpal, Shruti Garg, Simran Bakshi, David Goott, Erin Spencer, and Zhi Ming Wang who provided insightful analysis of the survey results; and Lokesh Kumar and Justin Johnson David, who supported survey translations and survey response analysis.
Deloitte’s Insights2Action™ team provided much of the sensing, research, and advanced data analysis that informed the selection and development of the trends in this year’s report. The authors thank Matthew Deruntz, Yuejia (Mandy) Teng, Brandon Barker, Anchal Singh, and Derek Taylor for their input.
And last (but not least!), the author team thanks the outstanding marketing and public relations team, led by Marissa Copeland and Jennifer Donegan, for their support and leadership in releasing the 2024 Global Human Capital Trends into the wild: Tyra Cannady, Charlean Parks, Christian Slike, and Malia Maack.
Deloitte’s 15th annual Tech Trends report helps business and technology leaders separate signal from noise and embrace technology’s evolution as a tool to revolutionize business.
Workplace well-being remains a top organizational priority, but leaders’ well-being strategies are hindered by critical gaps between perception and reality.
Organizations may find themselves at odds with employees over surveillance as access to worker data grows. But when data is used to build trust and shared value, it can be a win-win.
New fundamentals for a boundaryless world
Talent, Trust, Strategy, Leadership, Human capital, Global Human Capital Trends, HR strategy, Workplace culture
Deloitte Insights and our research centers deliver proprietary research designed to help organizations turn their aspirations into action.
Learn about Deloitte’s offerings, people, and culture as a global provider of audit, assurance, consulting, financial advisory, risk advisory, tax, and related services.
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
For personalized content and settings, go to your My Deloitte Dashboard
Stay informed on the issues impacting your business with Deloitte's live webcast series. Gain valuable insights and practical knowledge from our specialists while earning CPE credits.
Join host Tanya Ott as she interviews influential voices discussing the business trends and challenges that matter most to your business today.
Looking to stay on top of the latest news and trends? With MyDeloitte you'll never miss out on the information you need to lead. Simply link your email or social profile and select the newsletters and alerts that matter most to you.
Loading…
Table of Contents
It’s 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.
For true sustainability, organizations need to create value for all people connected to them. It’s not just a nice idea—it’s central to better outcomes for organizations and humanity.
In an era of human-centered work, new sources of data and artificial intelligence can help organizations shift from measuring employee productivity to measuring human performance.
Greater transparency can help organizations build trust—or erode it. What considerations should leaders keep in mind to ensure transparency is helping and not hindering?
Generative AI and other technologies may be exposing an imagination deficit. Scaling human capabilities like curiosity and empathy can help organizations replenish it.
As technology continues to spark change in the relationship between workers and organizations, they need safe spaces to cocreate their common future.
Rather than striving for one common culture, organizations should enable a “culture of cultures” tailored to the needs of local teams while aligning to organization-wide values.
The future of work requires human resources to evolve, shifting from a siloed function to a boundaryless discipline integrated with the people, businesses, and community it serves.
Organizational leaders and board members can play a critical role in the journey toward driving business and human outcomes.
Explore our recommendations
Sue Cantrell
Vice president and US Human Capital eminence leader
Jason Flynn
Principal, Workforce Transformation
Lauren Kirby
Manager, Workforce Transformation
Nic Scoble-Williams
Partner, Future of Work
Corrie Commisso
Senior editor, Deloitte Insights
John Forsythe
Managing director, Organization Transformation
David Mallon
Managing director and chief analyst, Insights2Action
Yves Van Durme
Partner, Organization Transformation
Julie Duda
Senior manager and insights lead, Insights2Action
Michael Griffiths
Principal, Workforce Transformation
Mari Marcotte
Manager, Organization Transformation
Matteo Zanza
Partner, Organization Transformation
Kraig Eaton
Principal, HR Transformation
John Guziak
Partner, HR Transformation
Shannon Poynton
Senior manager, Organization Transformation
Jodi Baker Calamai
Human Capital leader, Canada
Bob Kaunert
Global Human Capital as a Service leader
Nic Scoble-Williams
Global Future of Work leader
Nathalie Vandaele
Human Capital leader, North and South Europe
Amanda Flouch
Human Capital leader, Australia
Art Mazor
Global Human Capital leader
Dheeraj Sharma
Human Capital leader, India
Maren Hauptmann
Human Capital leader, Germany and Central Europe
Kate Morican
Global Organization Transformation leader
Simona Spelman
Human Capital leader, US
Andrew Hill
Global HR Transformation leader
Yasushi Muranaka
Human Capital leader, Japan
Kate Sweeney
Human Capital leader, UK
The author team would like to thank the following members of the Global Human Capital executive committee for bringing their global perspectives to this year’s report: Jodi Baker Calamai, Amanda Flouch, Maren Hauptmann, Andrew Hill, Bob Kaunert, Art Mazor, Kate Morican, Yasushi Muranaka, Nicole Scoble-Williams, Dheeraj Sharma, Simona Spelman, Kate Sweeney, and Nathalie Vandaele…
The author team would like to thank the following members of the Global Human Capital executive committee for bringing their global perspectives to this year’s report: Jodi Baker Calamai, Amanda Flouch, Maren Hauptmann, Andrew Hill, Bob Kaunert, Art Mazor, Kate Morican, Yasushi Muranaka, Nicole Scoble-Williams, Dheeraj Sharma, Simona Spelman, Kate Sweeney, and Nathalie Vandaele.
They extend special thanks to Richard Coombes for his early leadership of the program, and to Steve Hatfield and Robin Jones for their perspectives on emerging trends.
The authors would also like to thank Mari Marcotte and Catherine Gergen for keeping the project on track with their expert program leadership; Brittany Bjornberg, Sarah Hechtman, Kristine Priemer, and Molly Rogers for their leadership in managing the individual chapters in this report; and Madeline McEachin, Dhara Puvar, and Regina Miller for their support and activation efforts.
This report could not have been written and published without the partnership of the Deloitte Insights team, led by Corrie Commisso. The author team extends special thanks to Rithu Thomas for editorial contributions and to the following members of the visual and design team for their artwork and data visualizations: Matthew Lennert, Sylvia Chang, Sonya Vasilieff, Molly Piersol, Sofia Sergi, and Govindh Raj. They also thank the Deloitte Insights production editors, Blythe Hurley and Preetha Devan, for their flexibility and guidance.
Furthermore, the authors express gratitude towards the survey team that was instrumental in the data collection and analysis for this project. They thank Shruti Kalaiselvan and Ananshi Chugh, who mentored and advised the entire survey and data analysis team; Priyanka Sahu and Vikas Arora, who led the global survey and data analysis efforts; Rishab Kumar Agarwal, Aniket Abhijeet Kale, Disha Nagpal, Shruti Garg, Simran Bakshi, David Goott, Erin Spencer, and Zhi Ming Wang who provided insightful analysis of the survey results; and Lokesh Kumar and Justin Johnson David, who supported survey translations and survey response analysis.
Deloitte’s Insights2Action™ team provided much of the sensing, research, and advanced data analysis that informed the selection and development of the trends in this year’s report. The authors thank Matthew Deruntz, Yuejia (Mandy) Teng, Brandon Barker, Anchal Singh, and Derek Taylor for their input.
And last (but not least!), the author team thanks the outstanding marketing and public relations team, led by Marissa Copeland and Jennifer Donegan, for their support and leadership in releasing the 2024 Global Human Capital Trends into the wild: Tyra Cannady, Charlean Parks, Christian Slike, and Malia Maack.
Deloitte’s 15th annual Tech Trends report helps business and technology leaders separate signal from noise and embrace technology’s evolution as a tool to revolutionize business.
Workplace well-being remains a top organizational priority, but leaders’ well-being strategies are hindered by critical gaps between perception and reality.
Organizations may find themselves at odds with employees over surveillance as access to worker data grows. But when data is used to build trust and shared value, it can be a win-win.
New fundamentals for a boundaryless world
Talent, Trust, Strategy, Leadership, Human capital, Global Human Capital Trends, HR strategy, Workplace culture
Deloitte Insights and our research centers deliver proprietary research designed to help organizations turn their aspirations into action.
Learn about Deloitte’s offerings, people, and culture as a global provider of audit, assurance, consulting, financial advisory, risk advisory, tax, and related services.
This article was autogenerated from a news feed from CDO TIMES selected high quality news and research sources. There was no editorial review conducted beyond that by CDO TIMES staff. Need help with any of the topics in our articles? Schedule your free CDO TIMES Tech Navigator call today to stay ahead of the curve and gain insider advantages to propel your business!
