Deloitte 2023 Global
Human Capital Trends
Report: New
Fundamentals for a
Boundaryless World
April 6, 2023
Shared Services and Outsourcing Executive Forum
The boundaries that were once assumed to be the natural order of things are falling away…
The implication for organizations is that they
are traversing a new landscape as they lose
those traditional boundaries that kept things
packaged and orderly, and gain permission
to experiment, pilot, and innovate to define
new fundamentals.
Copyright © 2023 Deloitte Development LLC. All rights reserved. 3
New fundamentals for a boundaryless world
Key shifts have transformed the world of work and have created a boundaryless world.
For those who get it right, the boundaryless world becomes one of infinite possibility instead of chaos and confusion.
Jobs Skills
Employees Workforce ecosystems
Flex work Flex everything
Automation Augmentation
Productivity Human performance
Employer-led Worker agency
Copyright © 2023 Deloitte Development LLC. All rights reserved. 4
History of the Human Capital Trends
Since Deloitte first published the Human Capital Trends in 2011, the perspectives have functioned as predictors of the
behavior we expect to see in organizations today.
Evolving Human New Fundamentals in
Concepts Introduced
Capital Trends a Boundaryless World
• 2013: Open Talent Economy:
Workplace of the Future
Framing the Challenge:
The Future of Work
• 2015: Simplification of Work: Think like a Researcher
Machines as Talent
Employee Experience • 2014: The Overwhelmed Employee Charting a New Path:
Co-create with the
Human Experience • 2017: The Employee Experience Workforce
• 2011: Diversity and Inclusion:
Diversity and Inclusion as Driving Business Performance Designing for Impact:
Organizational Success
Prioritize Human
Drivers • 2017: Diversity and Inclusion: The
Reality Gap Outcomes
Copyright © 2023 Deloitte Development LLC. All rights reserved. 5
How we got our insights for this report
This year’s Trends Report surpassed the 2020 response rates by receiving responses from approximately 10,000
professionals across global business and HR organizations in 105 countries.
2%
7%
23% of respondents sit at
19% 16% the Board and C-Suite level
Board-Level or equivalent
8% Executive / C-suite or equivalent These survey statistics were
24%
Vice President or equivalent
Director / Senior Manager or equivalent supported by data from other
Manager or equivalent
Individual Contributor or equivalent
publications and several interviews
25% Student or equivalent with senior leaders across industries.
Copyright © 2023 Deloitte Development LLC. All rights reserved. 6
2023 Global Human Capital Trends Report
New fundamentals for a boundaryless world
FRAMING THE CHALLENGE CHARTING A NEW PATH DESIGNING FOR IMPACT
THINK LIKE A RESEARCHER COCREATE THE RELATIONSHIP PRIORITIZE HUMAN OUTCOMES
Copyright © 2023 Deloitte Development LLC. All rights reserved. 7
2023 Global Human Capital Trends Report
New fundamentals for a boundaryless world
THINK LIKE A COCREATE THE PRIORITIZE HUMAN
RESEARCHER RELATIONSHIP OUTCOMES
Navigating the Negotiating Taking bold action for
end of jobs worker data equitable outcomes
Powering human impact Harnessing worker Advancing the human
with technology agency element of sustainability
Activating the future Unlocking the Elevating the focus
of workplace workforce ecosystem on human risk
LEADING IN A BOUNDARYLESS WORLD
Copyright © 2023 Deloitte Development LLC. All rights reserved. 8
Framing the challenge:
Think like a researcher
Navigating the end of jobs
Skills replace jobs as the focal point for matching workers with work
Since the dawn of the industrial age, the job has been the defining structure for organizing and managing every aspect
of work. That approach made sense when business changes occurred slowly, and workers were just pieces in the
industrial machine.
The solution?
A skills-based approach to managing work and workers, delivering
business agility and worker autonomy by enabling work to be
performed beyond formal job boundaries.
The readiness gap
of our respondents said moving away from a
93% focus on jobs is important or very important to
their organization’s success
20% believe their organization is very ready to tackle
the challenge
Copyright © 2023 Deloitte Development LLC. All rights reserved. 13
Navigating the end of jobs
Skills replace jobs as the focal point for matching workers with work
N E W F U N D A M E N TA L S
Define work based on the skills required
Collect and analyze data about worker skills
View workers based on their skills, not job titles
Make decisions about workers based on skills
Copyright © 2023 Deloitte Development LLC. All rights reserved. 14
Powering human impact with technology
Technology contributes to making work better for humans and making humans better at work™
New workplace technologies are emerging that help them improve
their own personal and teaming capabilities…
…helping humans become better humans
and teams become better teams.
This is more than just wearables. It’s technology supporting
humans in countless ways to foster new behaviors…
…helping workers become better
versions of themselves.
The readiness gap
of surveyed business leaders believe that
believe their organizations are
93% using technology to improve work
outcomes and team performance is very 22% very ready to use technology to
improve work outcomes and
important or important to their
team performance
organization’s success
Copyright © 2023 Deloitte Development LLC. All rights reserved. 15
Powering human impact with technology
Technology contributes to making work better for humans and making humans better at work™
N E W F U N D A M E N TA L S
Enable Use
technology to interventions
Scale insights for
work on the and nudges to
greater impact
worker (and the make humans
team) better
Copyright © 2023 Deloitte Development LLC. All rights reserved. 16
Activating the future of workplace
The workplace evolves to be an input to the work itself
The ideal workplace is not just a physical site dictated by tradition,
right, or necessity—but wherever the work is best done.
Organizations need to challenge traditional boundaries and design
physical, digital, or hybrid environments that fit varying work needs,
while respecting worker preferences and meta objectives such as
culture, community, and teamwork.
Workers can then determine when, where, and how to best
accomplish the work within broad guidelines aimed at enabling, not
constraining, these decisions.
The readiness gap
believe that developing the right workplace
87% model is important or very important to their
organization’s success
24% feel their organization is very ready to address
this trend
Copyright © 2023 Deloitte Development LLC. All rights reserved. 17
Activating the future of workplace
The workplace evolves to be an input to the work itself
N E W F U N D A M E N TA L S
Let the work drive the
workplace decisions
Deliberately design the experience
in service of outcomes and value
Empower the individual,
the team, and the ecosystem
Copyright © 2023 Deloitte Development LLC. All rights reserved. 18
Charting a new path:
Cocreate the relationship
Negotiating worker data
Organizations and workers vie for control of worker data when they should focus on mutual benefits
As organizations continue to expand the worker data
they collect —data about behavior, communications,
social connections, and even keystrokes and mouse
clicks—a negotiation is emerging over who controls
that data and how it gets used.
The key to success is finding ways to use worker data,
which benefits organizations and workers alike, - even
as regulations continues to evolve.
The readiness gap
of organizations described their believe that leveraging worker data to create
believe
83%
data ownership as
61%
benefits for both the organization and its
either shared or worker-owned
– a significant departure from
workers (while building trust and confidence
in how worker data is used) is important or
19% they are
very ready
the traditional model of total very important to their organizations’ to do so
organizational control success
Copyright © 2023 Deloitte Development LLC. All rights reserved. 23
Negotiating worker data
Organizations and workers vie for control of worker data when they should focus on mutual benefits
N E W F U N D A M E N TA L S
Use expanded
Embrace
Build trust and worker data to
workers’ desire
seek mutual create more,
to control their
benefits and mutual,
data
value
Copyright © 2023 Deloitte Development LLC. All rights reserved. 24
Harnessing worker agency
Organizations drive value and strengthen their relationship with workers by embracing rising worker influence
Workers today have more choices and influence than ever before—and are increasingly willing to use that
newfound influence to shape the actions and agendas of their organization.
Business leaders need to harness worker passion and energy to create mutual benefits for everyone—not
just for their workers and organization, but for the world as a whole.
The readiness gap
of the business leaders we
84% surveyed say worker agency is
important or very important to
their organizations’ success
feel they are very ready to
17% address the issue, the second
lowest readiness score among A third of Gen Z and Millennials 2 in 5 Gen Zs and Millennials have
all the trends surveyed would leave their job even without rejected a job or assignment because
another job lined up it did not align with their values
Copyright © 2023 Deloitte Development LLC. All rights reserved. 25
Harnessing worker agency
Organizations drive value and strengthen their relationship with workers by embracing rising worker influence
N E W F U N D A M E N TA L S
Embrace the moving target
Shared journey, shared outcomes
Focus on specific decisions that support your
worker-organization relationship aspirations
Commit to making it real
Copyright © 2023 Deloitte Development LLC. All rights reserved. 26
Unlocking the workforce ecosystem
Removing traditional employment distinctions unlocks access to a true workforce ecosystem—and with it, critical skills
and worker potential
To unlock the full benefits of the entire workforce, you
need to think of your workforce as an all-inclusive,
boundaryless ecosystem, where different types of
workers have different needs and make valuable
contributions in different ways.
The readiness gap
of business leaders recognize of workers say they already
84% the importance of inclusively
leading an expanding 55% have, or are likely to, switch
employment models
workforce, including those throughout their careers
inside and outside the
organization
believe they are very ready
16% to do so, representing the
lowest readiness score
Copyright © 2023 Deloitte Development LLC. All rights reserved. 27
Unlocking the workforce ecosystem
Removing traditional employment distinctions unlocks access to a true workforce ecosystem—and with it, critical skills
and worker potential
N E W F U N D A M E N TA L S
Adopt a workforce ecosystem mindset
Take a skills-based approach
Create an open workforce platform
Pivot from directing to orchestrating
Copyright © 2023 Deloitte Development LLC. All rights reserved. 28
Designing for impact:
Prioritize human outcomes
Taking bold action for equitable outcomes
The DEI conversation shifts from activities to outcomes
Diversity, equity, and inclusion (DEI) are often treated as
a single monolithic objective, rather than separate but
mutually reinforcing sets of actions—with diversity and
inclusion being necessary prerequisites to achieve
equitable outcomes.
The readiness gap
of the business leaders surveyed say embedding
86% DEI into everyday ways of working and teaming
while measuring outcomes is important or very
important to their organizations’ success
In the last two years, large multinational organizations have…
25% feel they are very ready
to address the issue 1,000+
+ $210 billion
public DEI commitments to DEI initiatives
Copyright © 2023 Deloitte Development LLC. All rights reserved. 33
Taking bold action for equitable outcomes
The DEI conversation shifts from activities to outcomes
N E W F U N D A M E N TA L S
Re-orient to outcomes, not activities
Focus on the system not the individual
Produce disaggregated actionable insights,
not aggregated descriptive data
Center DEI as intrinsic to, versus separate
from, the business
Copyright © 2023 Deloitte Development LLC. All rights reserved. 34
Advancing the human element of sustainability
Human sustainability rises to the fore of organizations’ sustainability strategies
Enterprises’ initial efforts to address sustainability issues have
been largely driven by public relations or brand defense—with less
regard for meaningful outcomes. More recent efforts, such as
reducing emissions in operations or manufacturing, are producing
real but incremental improvement at the fringes of the business.
The readiness gap
64% 84%
workers said they would be more attracted to of respondents acknowledge that
and remain at an organization that creates understanding the impact of sustainability
value not just for shareholders, but for on their organization is important to their
workers as human beings and society in organizations’ success
general
21%
believe that their organizations are
very ready to address such issues
Copyright © 2023 Deloitte Development LLC. All rights reserved. 35
Advancing the human element of sustainability
Human sustainability rises to the fore of organizations’ sustainability strategies
N E W F U N D A M E N TA L S
Embed sustainability into purpose, strategy, and culture
Plan strategically for sustainable skills needs
Make work better for humans
Design for human sustainability
Copyright © 2023 Deloitte Development LLC. All rights reserved. 36
Elevating the focus on human risk
Opening the aperture and changing the lens on risks to focus on the human element
As C-suites and boards of directors grapple with contingencies for Only 40% of organizations have a clear
definition of workforce risk and less than 10%
a growing list of disruptive external risks—including
of executives say they are satisfied with how
environmental, social, technological, political, and economic their organization monitors risk
issues—they should consider expanding their focus beyond the
operational and financial effects of those risks, to include the
human implications.
The readiness gap
of respondents acknowledge the importance of
81% anticipating and considering broader societal and
environmental risks like political instability and
social injustice when making workforce decisions
believe their organizations are very
19% ready to address those risks when
making workforce decisions
Copyright © 2023 Deloitte Development LLC. All rights reserved. 37
Elevating the focus on human risk
Opening the aperture and changing the lens on risks to focus on the human element
N E W F U N D A M E N TA L S
Consider a more expansive set of risks and
create a framework for monitoring them
Create organizational agility
through expanded insights
Instill responsibility at the board-level so it
cascades through the organization
Copyright © 2023 Deloitte Development LLC. All rights reserved. 38
Leading in a
boundaryless
world
Leading in a boundaryless world
Reshaping the way that you lead and influence others
How do you lead in a boundaryless world in which work is no longer defined by jobs, the workplace isn’t a specific place,
many of the most important workers aren’t traditional employees, and leadership isn’t determined by the organization chart?
The readiness gap
of survey respondents say their of respondents believe leadership believe their organization’s
organization’s leaders are struggling capabilities and effectiveness are leaders currently have the
50% to identify what to prioritize because 94% important or very important to their
organization’s success, representing
23% capabilities necessary to
manage in a disrupted,
they are overwhelmed by the number
and frequency of disruptive shifts the highest importance score across boundaryless world
all trends
Copyright © 2023 Deloitte Development LLC. All rights reserved. 40
Leading in a boundaryless world
Reshaping the way that you lead and influence others
N E W F U N D A M E N TA L S
Framing the Charting a new Designing for
challenge: Think path: Cocreate impact: Prioritize
like a researcher the relationship human outcomes
Copyright © 2023 Deloitte Development LLC. All rights reserved. 41
Although the potential for disruption is real, so is the opportunity
for an extraordinary reimagination of what the work, workforce,
and workplace can be.
Are you ready to embrace the possibilities?
To learn more, read Deloitte’s 2023 Global Human Capital
Trends report online at: www.deloitte.com/hctrends
Copyright © 2023 Deloitte Development LLC. All rights reserved. 42
Thank You!
This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services.
This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any
action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.
About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member
firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms
of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations
of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms.
Copyright © 2023 Deloitte Development LLC. All rights reserved.
