2018人才趋势报告（英文版）.pdf

be a talentnavigator.2018 Talent Trends Reporttalent is now inseparablefrom business strategy1expectations of talent leaders grow2improving talent quality becomes a priority3employers seek to create a differential advantage4complexity increases with the rise of independent talent5AI, machine learning and robotics start a revolution6human forward is the competitive advantage7the consumerization of technology accelerates8businesses become universities9insights become more indispensable102018 Talent Trends Report2top 10 talent trends in 2018.click on the trends to navigate this years biggest developmentsplexity is a way of life for most of us in the post-digital age.There never seems to be an end to our to-do lists at work and at home. Social media helps us connect with each other but demands more of our time. And as technology constantly evolves, were asked to learn something new every day. All these factors are converging to create a more complicated world thats increasingly challenging to navigate.As a talent leader, youre experiencing the same phenomenon in the world of work. Business and markets are evolving so quickly that it can be difficult to focus on how to become a truly talent-centric company. However, the changing worker-employer relationship, the proliferation of technology, the growing skills gap and the C-suites constant demand for greater agility all complicate your role. But thats good news. Why? There are growing opportunities in your journey, and your role is becoming more critical. Leaders today should focus on how this convergence affects their organization and develop a strategy to leverage these trends. Achieving cost savings and process improvements are important, but what really creates value is delivering the best people resources to execute on the organizations goals.To do this, you must become a talent navigator, responsible for charting a course through todays market complexities. When you lead your organization down the right path whether by creating a highly engaged culture, developing an attractive employer brand or empowering the workforce through innovation you can launch your business ahead of its competitors.To do this, you must have a deep understanding of critical developments in the world of work. The 2018 Randstad Sourceright Talent Trends Report is designed to help you hone your expertise and focus on the issues that talent leaders everywhere are (or will be) grappling with.We surveyed 800 C-suite, HR and procurement leaders in 17 countries with the goal of learning more about employers current and past practices, outlook and recent business performance.Key findings include: Companies are more comfortable with flexible labor; 76% say the right worker can fall under any type of work arrangement and be based anywhere in the world. HR technology is increasingly important to workforce productivity; it is the top-cited influencer (65%) among more than a dozen market factors. There is continued optimism in the business climate for the year ahead; 70% anticipate growth over the next 12 months, compared with 64% in 2017.Affirming market developments in previous years, C-suite and talent leaders around the world are excited and empowered by talent innovation. On the other hand, concerns expressed in the past including talent scarcity and the skills gap remain top of mind for most.We hope a thorough review of our 2018 report will help accelerate your talent strategy this year. Its encouraging to see rising optimism across the world, but as a talent navigator, you should be ready to guide your organization through any new challenges that arise in the months ahead.Rebecca Hendersonchief executive officerRandstad Sourceright2018 Talent Trends Report45One of the most difficult tasks for your organization today is ensuring the business has adequate resources to execute on its vision. How often has your company been slowed by an inability to acquire the right talent quickly so that it can capitalize on opportunities? There are many reasons for these hurdles skills scarcity, rising competition, ineffective recruitment but the overall cause is often simple strategic misalignment. According to McKinsey, in recent years, companies have been pushing HR to “embrace a more strategic role” by stepping out of its traditional organizational silo. Part of this transformation includes creating workforce plans that support long-term goals andbuild business value.Our Talent Trends research shows most talent and C-suite leaders view their function as evolving. Most (78%) say the goal of their talent strategy is to have measurable impact on business performance, up from 57% in 2016. More than two-thirds (71%) also say their talent acquisition strategy is more about total value creation for the company than it is about cost savings.Ensuring the business has adequate talent to fulfill its mandates starts with strategy alignment. As PwCs Paul Leinwand points out in the Harvard Business Review, successful companies such as Starbucks have a worker-centric culture, which is key to the customer experience and loyalty. Talent leaders must ensure their vision provides the underlying engine that drives growth. By anticipating business needs and developing an agile workforce that is able to quickly pivot around market demands, HR and procurement can deliver the right talent even before it is requisitioned.Some employers continue to struggle with alignment because they operate under outdated talent models. In “Fearless HR Driving Business Results,” David Forman, former chief learning officer of the Human Capital Institute, says HR needs to move past organizational silos and adopt a business mindset.By following the companys financial results, such as income statements and cash flow analysis, talent leaders can anticipate the challenges and opportunities ahead.If you were asked to name five promising areas of growth for your business, could you quickly answer? Are you able to voice the strategic talent initiatives you are planning to support these? To truly deliver value to your business, the answer should always be “yes.”is your talent strategydriving business value?52018 Talent Trends Reporttalent is now inseparable from business strategy.trend onetake the pollsay the goal of their talent strategy is to have measurable impact on business performance, up from 57% in 201678%say talent acquisition strategy is more about total value creation for the company than it is about cost savings71%6five ways to align talent strategywith business needs.test drive the CEO seat.Approach your workforce as if you were the CEO. Think about business priorities and how talent can fulfill these needs. You will need to elevate your problem-solving skills to new heights.dont be a silent partner.The days of HR being order-takers are over. Its time to ask questions and challenge ideas with your expertise. Speaking out for and against ideas is the only way you can ensure talent is aligned to operational needs.build an evidence-based strategy.You must leverage all possible business insights when developing your talent strategy. Collect data on sales trends, product development cycles, customer behaviors and other relevant information to help you understand the implicationsfor your workforce.seek regular feedback.Just as business strategies can evolve and shift quickly, your talent strategy needsto be equally agile. This requires regular conversations not only at the board level, but also with business leaders who are closest to markets.know the 1-, 5- and 10-year plansanizations (especially publicly traded ones) operate by quarter, but to create the long-term value your company needs requires an expanded view of the business.If you lack clarity about where youre headed in the next few years, you wont be able to create a workforce that can support the future.Anthea Collier managing director, APACTo align talent with the business, human capital leaders should have a deep-seated understanding of where their company has been and where its headed, down to the line item. With these insights, they will be better positioned to support the C-suite and drive the talent agenda.2018 Talent Trends Report67When Lucia Luce Quinn became chief people officer at Forrester Research, she had transitioned from a business development role earlier in her career. Initially resistant to the idea of leading HR, she was eventually persuaded by the companys CEO. Now, she has discovered her business skills are just as needed in HR as in any revenue-producing role, according to the Harvard Business Review (HBR).Her story is one of many that demonstrate the growing strategic role talent leaders play in their organization. According to HBR, the role of the chief human resources officer (CHRO) should be sought out by any executive looking to grow his or her skills. In fact, as researchers claim, the CHRO can influence the organization more than any other position reporting to the CEO. It also affirms the growing expectations that C-suite leaders have of their talent leaders.Similarly, our 2018 Talent Trends research reflects that both C-suite and human capital executives increasingly view the strategic nature of talent leaders. An overwhelming majority of those surveyed (84%) say the work they do will prepare their organization for the future the highest level since the inception of our Talent Trends research in 2015. Nearly as many (77%) say HR deserves a voice within the organization regarding strategic decisions, also a new high. For years, talent leaders have worked hard to earn their way to a seat at the table. After having accomplished this, performance expectations are sky high.In a look at how HR leaders have evolved, Fast Company suggests they have impressively moved from being head-nodders to board-level contributors who challenge the status quo. At the same time, these leaders are increasingly focused on engaging with and advocating for talent.Consider your own role. Have executive leaders sought out your input on more business decisions? Are you being invited to discussions that have a strategic impact more often? Are you delivering the resources that accelerate the entire organization forward? If these changes are occurring within your company, its likely expectations for your role are rising.But if you havent yet seen these signs, its probably time to rethink how you can transform your role and your companys talent function to create the indispensable advisory resource your C-suite needs.can you fulfill the rising talent expectations of your c-suite?say the work talent leaders do will prepare their organization for the future84%72018 Talent Trends Reportexpectations of talent leaders grow.trend twotake the pollsay HR deserves a voice within the organization regarding strategic decisions77%8five ways to impressthe c-suite.stay one step ahead.The best way to meet and exceed your C-suites expectations is anticipating the business challenges ahead and making recommendations for how talent can address these issues before there is a problem.think like a business executive.If you cant get into the heads of your business executives, youll never understand their pain and what drives them. Make sure you consult with them regularly to develop a strong understanding of their thought process. transform or make modest changes?Not every one of your initiatives needs to be transformative in nature. Consider whether you can meet executive expectations with a modest effort. If not, look to undertake more sweeping reform.understand and manage expectations.Make clear to your sponsors what your talent strategy will accomplish. Have a plan for communicating progress and course corrections when needed. Leave no room for ambiguities.fight for the necessary resources.To fulfill your mission, you need the right tools and people. Make it clear to executive decision-makers that these resources whether for employer branding, recruitment marketing, retention strategies or any other talent-related activities are necessary for executing on their vision.Cindy Keaveney chief people officerGood news for talent leaders: the C-suite is counting on you more. The bad news? Theyre counting on you more and will hold you accountable. To succeed, break out of siloed thinking and start creating business value through talent strategy.2018 Talent Trends Report89If you ask HR and talent acquisition leaders how well theyve met their companys talent demands, most will likely cite figures on time to hire, retention rates or some other indirect measure. But these metrics dont exactly indicate how well hires have performed. And they certainly dont provide feedback on ways to improve recruitment effectiveness.These “performance measures” can be put in the past. Today, forward-thinking organizations are stepping up their efforts to not only deliver talent quickly, but also to ensure they are winning high-quality candidates.According to research conducted by VONQ, Europes largest provider of online recruitment marketing services, quality of hire is the top recruitment metric cited by companies in 2017 for the second consecutive year. This is not surprising; our 2018 Talent Trends research also shows that a high percentage (72%) of C-suite and human capital leaders say employers expectations of talent continually grows.Acquiring the best talent has obvious benefits: greater engagement, higher productivity, longer retention, better business outcomes the list goes on. However, ensuring quality of hires is challenging because employers dont know whether their recruitment efforts are effective until after the fact. Furthermore, metrics used to indicate success retention, career advancement, employee and manager satisfaction ratings are not universal, so different organizations measure different things. And a minority of employers track quality at all, according to research and advisory firm Gartner, which estimates only about one-third do.But as companies transform their talent strategies to move away from silos to a holistic approach in todays shifting world of work, improving quality of hires has taken on greater urgency. There are a number of reasons for this: A poor hire is costly. Gartner estimates that it costs companies $1.6 million in rework for every 1,000 new hires. High-quality hires produce a competitive advantage due to their high potential for success, record of performance and overall productivity. World-class hiring practices can improve other workforce metrics, such as diversity, because they eliminate bias in the process.As your organization evolves to be more strategic, is improving quality of hires one of your priorities? Speed of hire and quality of hire should have equal weighting when it comes to measuring recruitment effectiveness.do your talent management and recruitment ef