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deloitte university press global human capital trends

deloitte university press global human capital trends

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Published by Glauka
deloitte university press global human capital trends
deloitte university press global human capital trends

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Published by: Glauka on Mar 13, 2014
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07/21/2014

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Global Human Capital Trends 2014
Engaging the 21st-century workforce
 A report by Deloitte Consulting LLP and Bersin by Deloitte
 
Introduction
Engaging the 21st-century workforce
 A
S
we begin 2014, global organizations have le the recession in the rear-view mirror and are positioning themselves aggres-sively or growth. Sluggishness has given way to expansion. Retrenchment has been replaced by investment. Te need or caution has been superseded by the need to take action. Yet as the economic recovery takes hold, businesses realize that the workorce today has changed. Skills are scarce, workers have high expectations, and Millennials are now in charge. Enter the 21st-century workorce. Te 21st-century workorce is global, highly connected, technology-savvy, and demand-ing. Its employees are youthul, ambitious, and filled with passion and purpose. Millennials are a major orce—but so are older workers, who remain engaged and valuable contribu-tors. Critical new skills are scarce—and their uneven distribution around the world is orcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
Awakening to a new world: After the Great Recession
Future observers may look back at 2014 as a turning point: the time when the global recession ended and businesses put plans in place or a new wave o growth. But as this growth begins, companies are finding that they are dealing with a workorce with di-erent demographics, different demands, and different expectations.
The world is much more global and interdependent
Globalization is a key theme in our research. In 2013, the developing countries contributed 50 percent o the world’s GDP.
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 Tis is expected to grow to 55 percent by 2018, a significant increase in business opportunity centering on these newer economies.
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 And these countries now have a large buying seg-ment: Te global middle class is expected to increase rom 1.8 billion in 2009 to 3.2 billion in 2020, with Asias middle class tripling in size to 1.7 billion by 2020.
3
rends in leadership, talent acquisition, capability development, analytics, and HR transormation are all impacted by globaliza-tion. Companies that learn to leverage global talent markets while localizing their HR strate-gies will be poised or strong perormance.
Mobile, social, and cloud computing continue to explode
echnology has transormed the workplace. At the start o 2008, there were only 3 million Apple iPhone® mobile devices in the world.
4
 At the end o 2013, according to a Gartner estimate, there were 1 billion smartphones and more than 420 million iPhone mobile devices
Global Human Capital Trends 2014: Engaging the 21st-century workforce
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