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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 transparen
17、cy 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 ideas that support the greater realization of value.Cocreating the relationship by collaborating with w
18、orkers to design people practices,microcultures,and digital spaces so they are relevant for them and support human outcomes.Prioritizing human outcomes by moving past the industrial-era mindset that led to a dehuman-ization of both work and workerfor example,viewing the worker as a number,a box on t
19、he orga-nization chart,or a cog in the processto create shared value for workers,organizations,and the communities in which they operate.The good news is that most leaders already understand that focusing on human performance is key to building an organization that can thrive today and tomorrow.But
20、to close the gap between knowing and doing,2 they will need to let go of the mindsets,operating constructs,and proxies of the past.Outdated measures are holding us backHistorically,organizations have sought to unlock the power of their workforce by implementing structures,processes,technologies,and
21、systems meant to make humans better at work.In more recent years,those efforts have expanded to include attempts to make work better for humans.3 We are on the cusp of the next step on that journey as organizations seek to create value for work-ers and every other human being they impact,including e
22、xtended off-balance sheet workers,future workers,or people in their communities.But by most measures,current efforts are falling short.Most workers say their well-being either worsened or stayed the same last year.4 And this isnt a new trend:In 2018,over 40%of workers reported feeling high stress in
23、 their job,with negative impacts on productivity,health,and family stability.5 Burnout is a common experience,with 48%of workers and 53%of managers saying they are burned out at work6 and nearly half of millennial and Gen Z workers report feeling stressed all or most of the time.7 The 2023 Gallup St
24、ate of the Global Workplace study reveals that 59%of the global workforce are“quiet quitting.”8 As for making humans better at work,productivity paranoiaa concern that remote workers arent being productive9is on the rise,with 85%of leaders saying the shift to hybrid work has made it challenging to h
25、ave confidence that workers are productive,despite increases in hours worked.10 And with more organizations using new technologies and generative AI to measure and optimize human performance,they need to be cognizant of the flaws and shortcomings of the humans that created and use them.Yet most orga
26、nizations dont have appropriate measures in place to capture human performance,let alone optimize it:Only 3%of respondents from our 2024 Global Human Capital Trends research say that their organization is extremely effective at capturing the value created by workers.Since the Industrial Revolution,t
27、he increasing scale and growing complexity in ways of working have led to the creation of imperfect substitutes to measure work and performance.The good news is that most leaders already understand that focusing on human performance is key to building an organization that can thrive today and tomorr
28、ow.But to close the gap between knowing and doing,they will need to let go of the mindsets,operating constructs,and proxies of the past.52024 Global Human Capital TrendsWeve used the concept of the“employee”to capture the singular notion of full-time staff,not considering the full ecosystem of worke
29、rs that create value for the organization.Weve leveraged the idea of the“job”to document a set of repeatable functional tasks,not accounting for how the dynamism of work today often means work is performed outside of traditional job boundaries.Weve focused on creating a monolithic,one-size-fits-all
30、corporate culture to define how organizations should operate,when in reality,most organizations are made up of an abundance of microcultures.Weve relied on“employee engagement”to evaluate the relationship between organizations and workers when what we should be measuring is trustand metrics that ben
31、efit the worker.After all,measuring how much discretionary effort workers are willing to expend for their organizations benefit helps a company,but whether it helps workers is far less clear.And weve relied on the idea of“productivity”to measure worker activity,without fully accounting for desired h
32、uman and business outcomes and potential future value.These proxiesimperfect placeholders for what should truly be measuredwere once useful;they allowed organizations to scale when scalable efficiency was the primary means of differentiation,and they allowed organizations to measure progress against
33、 the tradi-tional boundaries of work.11 But they were designed for a simpler world,a world of work thats not constantly reinventing itself,and served as intentional abstractions of what“could”be measured when organizations didnt have the advanced tools to evaluate what“should”be measured.Today,the p
34、roxies that once made it easier to structure,drive,and measure organizational activity are holding us back from applying the tools and learnings of the past decade to inspire the realization of new value in the boundaryless world.With more data,technology,and tools at our fingertips than ever before
35、,we have an opportunity to redefine how we measure human performance to get us closer to what really matters:value creation for the organization,for current and future workers as human beings,and for society at large.Bridging the knowing-doing gap The 2024 Global Human Capital Trends report invites
36、you to imagine a world where trust between workers and their employers is the currency of work,and where people are given opportunities to grow and develop those uniquely human capabilities that are so critical to human performance.To imagine what could happen when workers see their organization mak
37、ing tangible progress towards human sustainability goals or provid-ing workers with safe spaces to play and experiment with many possible futures.And where people exper-tise becomes a capability and responsibility of all,with customized people practices and cultures cocreated with workers themselves
38、 rather than mandated and pushed out from a central authority.The results can be good for the organization,the worker,and for society:more innovation and complex problem-solving.Higher standards of work.Healthier,more committed,purpose-driven workers who feel a sense of ownership over broader organi
39、zational goals.The shift to human performance begins here,at the inter-section of business outcomes and human outcomes.But the ability to make this leap requires a mindset shift as organizations let go of the proxies of the past;for example,viewing humans as costs rather than assets,or business prac
40、tices that reinforce efficiency of activ-ity over value and outcome.Fortunately,our research shows that most leaders are already well aware that these changes are needed.A small proportion of respondents(33%)cited insufficient understanding as the reason for their organizations inability to make pro
41、gress to date.Instead,internal constraints,such as capacity for change,limited resources,and lack of leadership alignment were consistently shared as the justification for organizational inertia.With that in mind,fueling human performance and leading in the boundaryless world will likely come from n
42、ot only clearing the mental obstacles in the way,but the operational ones as well.Moving past knowledge of the problem and beginning to define and embrace new ways of working is especially The shift to human performance begins here,at the intersection of business outcomes and human outcomes.6importa
43、nt as generative AI and new technologies offer more diverse and accelerated pathways for organizations to create value.These new technologies offer unprec-edented transparency into the inner workings of our organizations that can be used to better drive human performance,but they present unprecedent
44、ed challenges as well,requiring organizations to develop new frame-works of responsibility to ensure they are used in a way that elevates,rather than diminishes,trust.With human performance as the theme for this years trends,each trend provides a set of practical guidelines that can help unlock it a
45、nd bridge the gap between know-ing and doing.We begin by delving into the nuances of human sustain-ability,gaining a deeper understanding of the rela-tionship between human and business outcomesthe very essence of what we define as human performance.With that in mind,our next trend explores the new
46、metrics that will be needed to understand how well an organization is doing in achieving those human perfor-mance goals.Recognizing that trust underscores efforts to bring human performance to the fore,we then explore how transparency can helpor hinderefforts to build that trust.Our next set of tren
47、ds focus on the how:How can organizations drive human performance?We discuss how new digital advances like generative AI are expos-ing an imagination deficit,and how operationalizing uniquely human capabilities and providing workers with safe“digital playgrounds”to practice using them can help solve
48、 it.Continuing the thread of empowering workers,we explore how moving away from monolithic corporate cultures and embracing many diverse micro-cultures can support autonomy,agility,and workforce experience.Finally,we tackle the shifts that can make human performance a shared accountability for all,w
49、ith HR moving from a specialized function to a boundary-less discipline that is cocreated and integrated with the people,business,and community it serves.Our trends this year include:Embracing human sustainability.For many organizations,nothing is more important than its people,from employees,to ext
50、ernal workers,to customers and community members.These human connections drive the majority of value for an organization,including reve-nues,innovation and intellectual property,efficiency,brand relevance,productivity,adaptability,and risk.Yet organizations current efforts to prioritize these all-im
51、portant connections appear to be falling short,partly because many organizations may be stuck in a legacy mindset that centers on extracting value from people rather than working to create value for them.Leaders should reorient their organizations perspective around the idea of human sustainability.
52、Moving beyond productivity to measure human performance.Leaders across industries are beginning to recognize the limitations of legacy productivity metrics in the current work environment.Traditional methods of measuring worker productivity as a series of inputs and outputs solely reflect the perspe
53、ctive of the organization.New approaches,by contrast,can and should consider the worker as a human being,with a more nuanced perspective on how they contribute to the organization.But if traditional productivity metrics no longer tell the full story,what else should organizations be measuring to mea
54、ningfully assess human performance?The new math involves a balance of business and human sustain-ability,creating shared,mutually reinforcing outcomes for both the organization and the worker.Balancing privacy with transparency to build trust.New advances in technology can make almost everything in
55、an organization transparent to almost anyone.Leaders may find this degree of transparency alluring:It offers microscopic visibility into the workings of their organi-zations and their people.But this newly available trans-parency can be both a gold mine and a land mine.On the one hand,if responsibly
56、 managed,the ability to use this kind of transparency can create new opportunities to measure and unlock human performance.On the other hand,there is significant potential for misusefor exam-ple,privacy breaches,AI-driven surveillance,and efforts to control workers every move.Although common wisdom
57、equates greater transparency with greater trust,its not that simple.Many organizations are finding that how well they walk the tightrope between transparency and privacy is a key factor in driving trust today,and that mishandling it can severely undermine trust.Overcoming the imagination deficit.Tec
58、hnological disruption is outpacing the capacity of many organizations and workers to imagine new ways of 72024 Global Human Capital Trendsworking that get the best out of both humans and tech-nology.Consequently,many organizations may soon be facing an imagination deficit.To prevent this deficit,org
59、anizations will need to scale and operationalize the cultivation of distinctly human capabilities like curiosity,empathy,and creativity,and they should give workers and teams the autonomy to use these to shape the kinds of work they do.Just as importantly,individual workers will likely need these ca
60、pabilities to imagine their own futures,as AI and other disruptive technologies take on ever more prominent roles in their working lives.Creating digital playgrounds to explore,experi-ment,and play.As the pace of disruption accelerates,there is a growing need for safe spaces in which both organizati
61、ons and individuals can imagine,explore,and cocreate a future that delivers better human experiences and outcomes at speed and scale.Deloitte calls these spaces“digital playgrounds.”A digital playground is not a singular space or a virtual platform.Rather,its a mindset and an approach in which techn
62、ologies are curated with intention and opportunities to use them are democratized,giving workers the opportunity and psychological safety to experiment,collaborate,and explore multiple possible futures.Cultivating workplace microcultures.According to conventional wisdom,corporate culture should be o
63、ne-size-fits-alla fixed,uniform culture that ensures everyone is working in the same way.12 In reality,organizations typically consist of a diverse set of microculturessubtle variations in how work gets done in different functions,geographies,workforces,and even specific teams.When organizations emb
64、race microcultures,they can attract and retain top talent,anticipate and respond to changes with agility,and better meet workers unique needs.A key to harnessing the power of microcultures is encouraging the autonomy of various work groups,providing them with the resources they need to establish the
65、ir own ways of working(while conforming to regulatory requirements),and orienting these localized blends of culture and business strategy toward the same broad,simple organizational guiding principles.Making the shift to boundaryless HR.Work is increas-ingly demanding agility,innovation,and collabor
66、ation to achieve outcomes.A new HR operating model is not the only solution to respond to these shifts.Rather,a new mindset,along with a new set of practices,metrics,technologies,and more can transform HR from a special-ized function that owns all workforce responsibility to a boundaryless disciplin
67、e,cocreated and integrated with the people,business,and community it serves.Boundaryless HR can develop people-discipline expertise and weave it throughout the fabric of the business,creat-ing multidisciplinary solutions to increasingly complex problems.The speed at which the boundaryless world is e
68、volving will likely continue to accelerate.While our research shows that many organizations havent yet made the important mindset and operational shifts needed to respond to this imminent future,it also shows that know-ing is not the barrier.Where organizations are generally getting stuck in the doi
69、ng:making real,actionable prog-ress toward unlocking human performance.But there are reasons to be optimistic.Our analysis shows that organizations who bridge the gap between knowing and doing are more likely to achieve both better business and human outcomes.As we outline in this years trends,organ
70、izations now have a window of opportunity to elevate human performance and thrive in a boundaryless world.Deloittes 2024 Global Human Capital Trends survey polled 14,000 business and human resources leaders across many industries and sectors in 95 countries.In addition to the broad,global survey tha
71、t provides the foundational data for the Global Human Capital Trends report,Deloitte supplemented its research this year with worker-and executive-specific surveys to represent the workforce perspective and uncover where there may be gaps between leader perception and worker realities.The executive
72、survey was done in collaboration with Oxford Economics to survey 1,000 global executives and board leaders in order to understand their perspectives on emerging human capital issues.The survey data is complemented by over a dozen interviews with executives from some of todays leading organizations.T
73、hese insights helped shape the trends in this report.RESEARCH METHODOLOGY81.Jeff Schwartz,Kraig Eaton,David Mallon,Yves Van Durme,Maren Hauptmann,Shannon Poynton,and Nic Scoble-Williams,The worker-employer relationship disrupted:If were not a family,what are we?,Deloitte Insights,July 21,2021.2.Jeff
74、rey Pfeffer and Robert I.Sutton,The Knowing-Doing Gap:How Smart Companies Turn Knowledge into Action(Boston:Harvard Business School Press,1999).3.Steve Hatfield,Tara Mahoutchian,Nate Paynter,Nic Scoble-Williams,John Forsythe,Shannon Poynton,Martin Kamen,Lauren Kirby,Kraig Eaton,and Yves Van Durme,Po
75、wering human impact with technology,Deloitte Insights,January 9,2023.4.Jen Fisher,Paul H.Silverglate,Colleen Bordeaux,and Michael Gilmartin,As workforce well-being dips,leaders ask:What will it take to move the needle?,Deloitte Insights,June 20,2023.5.Gaurav Lahiri and Jeff Schwartz,Well-being:A str
76、ategy and a responsibility,Deloitte Insights,March 28,2018.6.Microsoft,“Hybrid work is just work.Are we doing it wrong?,”September 22,2022.7.Deloitte,2023 Gen Z and Millennial SurveyWaves of change:Acknowledging progress,confronting setbacks,accessed December 15,2023.8.Gallup,State of the global wor
77、kplace:2023 report,accessed December 15,2023.9.Jean Brittain Leslie and Kelly Simmons,“The paradox of“productivity paranoia”,”Quartz,April 17,2023.10.Microsoft,“Hybrid work is just work.”11.John Hagel III and John Seely Brown,“Great businesses scale their learning,not just their operations,”Harvard
78、Business Review,June 7,2017.12.Linda Ray,“Types of corporate culture,”Bizfluent,April 20,2018.Endnotes92024 Global Human Capital TrendsAcknowledgmentsSpecial thanks to Mari Marcotte and Corrie Commisso for their leadership in the development of this chapter.10112024 Global Human Capital TrendsWhen p
79、eople thrive,business thrives:The case for human sustainabilityFor true sustainability,organizations need to create value for all people connected to them.Its not just a nice ideaits central to better outcomes for organizations and humanity.Sue Cantrell,Jen Fisher,Joanne Stephane,Jason Flynn,Amy Fie
80、lds,and Yves Van DurmeWe are operating in a human-powered economy.Organizations are at a watershed moment,with many having transitioned from an industrial economy to a knowledge economy and now to an economy that is powered by the hearts,minds,and essential human traits of peoplein short,our human-i
81、ty.Today,for many organizations,nothing is more important than its people,from workers and contractors to customers and community members.These human connections drive everything of value to an organiza-tion,including revenue,innovation and intellectual prop-erty,efficiency,brand relevance,productiv
82、ity,retention,adaptability,and risk.Yet organizations current efforts to prioritize these all-important connections are generally falling shortin part because many organizations are stuck in a legacy mindset that centers on extracting value from people rather than working with them to create a bette
83、r future for organizations and individuals alike.To advance on the social dimension of ESG(environ-mental,social,and governance),leaders should reori-ent their organizations perspective around the idea of human sustainability:the degree to which the organiza-tion creates value for people as human be
84、ings,leaving them with greater health and well-being,stronger skills and greater employability,good jobs,opportunities for advancement,progress toward equity,increased belong-ing,and heightened connection to purpose.Human sustainabilitya concept we introduced in the 2023 Global Human Capital Trends
85、report1requires organizations to focus less on how much people benefit their organization and more on how much their organi-zation benefits people.Some organizations are already making this shift.As Gabriel Sander,head of human resources for global distillery,Cuervo,said,“Companies cant offer you em
86、ployment forever,but they should make you employable forever.”The organizations that embrace this perspective stand to build a beneficial cycle:one in which improving human outcomes enhances organizational outcomes and vice versa,contributing to a better future for all.Redefining the“S”in ESGResearc
87、h shows that ESG is becoming increasingly unclear,unpopular,and polarizing.2 Its attempt to encompass all facets of sustainability can make ESG both vague and an easy target for demagoguerylikely the reason organizations increasingly are avoiding it 12Figure 1The knowing vs.doing gap:Respondents kno
88、w that human sustainability is important,but few are doing enough to make meaningful progressPercentage of respondents answering the questions,“How important is leaving every human the organization touches better off as a result of every interaction to your organizations success?”and“Where is your o
89、rganization in its journey to address this issue?”Note:The knowing-doing gap was introduced in The Knowing-Doing Gap:How Smart Companies Turn Knowledge into Action by Jeffrey Pfeffer and Robert I.Sutton,and it has continued to be a relevant concept in business performance.*Business outcomes are defi
90、ned as meeting or exceeding financial targets.Human outcomes are defined as providing meaningful work for workers.Source:2024 Global Human Capital Trends research.76%recognize the importance,with 46%doing something,and 10%doing great thingson earnings calls.3 While many countries in Europe are setti
91、ng a high bar for ESG compliance,other countries are experiencing an ESG backlash,with investors pulling out of ESG funds entirely.4 And for some organizations,ESG may be considered more a means to an end,a frame-work of categories as a means for classification or report-ing,rather than the end goal
92、 itself.132024 Global Human Capital TrendsOrganizations typically group interactions with people under the“S”component of their ESG efforts.That approach is limiting.“S”often lives in the shadow of“E.”Unlike environmental metrics like carbon emissions,which tend to be relatively straightforward to q
93、uantify,social metrics often lack clear definitions or standard-ization:According to our 2024 Global Human Capital Trends research,only 19%of leaders say they have very reliable metrics for measuring the social component of ESG.And only 29%strongly agree that they have a clear understanding of how t
94、o achieve it.In the absence of clear definition,organizations often take narrow or self-promotional approaches to measur-ing their human impact.Many focus just on short-term risks(for example,a public relations issue),under-valuing efforts that make a positive impact on society(for example,worker tr
95、aining or financial inclusion).Fundamentally,people-focused metrics tend to be rooted in an extractive,transactional mindset.For example,metrics that measure employee engagement in effect indi-cate how much discretionary effort workers are willing to expend for their organizations benefit.Is high em
96、ployee engagement a good thing?It helps the organization;whether it helps employees is less clear.People and organizations are increasingly awakening to the idea that the earth is a complex,fragile system,not a bottomless set of resources,and that nurturing the planet is fundamental to building a be
97、tter future for everyone.The move toward human sustainability represents a parallel shift in organizations concept of people.It requires a comprehensive effort by an organization to add value for the individuals it affects across multiple dimensions,most notably those listed in figure 2.Human sustai
98、nability applies to all people in contact with the organization:not just current workers,but also future workers,extended(contingent,gig,or external supply chain)workers,customers,investors,communities where the organization operates,and society broadly.But human sustainability isnt just another nam
99、e for stakeholder capitalism:simply delivering a wider range of outcomes for a wider range of stakeholders.Some suggest that,in the name of stakeholder capitalism,for example,organizations may make a positive contribu-tion to a stakeholder group to balance out some of the adverse impacts to that gro
100、up,much as carbon offsets function.5 These offsets can sometimes fail to address the root causes in the organization,and the positive impact in one area does not necessarily compensate for the adverse impacts elsewhere.To balance various stakeholder inter-ests,some say priority is often given to int
101、erests aligning with organizational objectives or of high importance to individuals with influence,often entrenching social ineq-uities or resulting in organizations defaulting to meeting ESG regulatory requirements or reducing risk.6A focus on stakeholders alone tends to obscure the fact that organ
102、izations rely on more than positive stake-holder relations for their long-term organizational success.Being a stakeholder-focused organization is not the same as being a sustainable organization whose success demands long-term,collaborative efforts to create shared value.An organization is sustainab
103、le when it addresses the complex problems of the underlying structural and systemic issues that stand in the way of creating value for humans at the systems level.Creating another bolt-on program or employee benefit,such as gym memberships,meditation training,or volunteering time with the community,
104、is not human sustainability.Achieving human sustainability isnt easy,and often requires important trade-offs and careful balancing of Human sustainability:the degree to which the organization creates value for people as human beings,leaving them with greater health and well-being,stronger skills and
105、 greater employability,good jobs,opportunities for advancement,progress toward equity,increased belonging,and heightened connection to purpose.Youre struggling to make progress on social ESG goals,including objectives related to well-being,worker skills,and diversity,equity,and inclusion.You find ES
106、G objectives vague,dont have the right metrics,or dont have a clear business case for the work.Your organization is unsure how to handle the changing relationship with workers as they redefine the role work plays in their life.Your leaders are feeling pressure from workers,customers,board members,an
107、d other stakeholders around human issues.Youre experiencing more workforce-related risks,including increases in health and safety incidents and potential worker displacement by artificial intelligence.SIGNALS YOUR ORGANIZATION SHOULD PRIORITIZE HUMAN SUSTAINABILITY14short-term initiatives and longer
108、-term practices that can address some of the root causes of difficult structural and systemic issues.This approach is in its infancy today.Only 10%of organizations say they are leading in advancing human sustainability.Among those that are,efforts are likely to be fragmented and uncoordinated,pursue
109、d in isola-tion by disparate groups(for example,experiments with nondegree hiring,four-day work weeks,living wages,or employability improvement with skills passports).Current trends threaten human sustainability The worker-organization relationship is becoming increasingly fraught amid broad disrupt
110、ions in business and society.Only 43%of workers say their organizations have left them better off than when they started.In our research,workers identified increasing work stress and the threat of technology taking over jobs as the top challenges to organizations embracing human sustainability(figur
111、e 3).There are also many developments in the world and in the workforce that threaten to leave people worse off.Some of them include:Rampant worker burnout:Constant change and overwork are taxing workers.Worker stress world-wide hit a record high for the second year in a row in 2022,with about half
112、of workers“always”or“often”feeling exhausted or stressed.7 More than four in 10 report feeling burned out at work.8 Concerns about AI eliminating jobs:According to a recent study,roughly two-thirds of workers in the United States and Europe will be impacted by generative AI,with generative AI substi
113、tuting up to one-fourth of current work.9 The World Economic Figure 2 Human sustainability means doing well by workers and the worldIn an organization,human sustainability outcomes are additive,beginning with outcomes for employeesthose the organization cares for most closelyand continuing to build
114、throughout the extended workforce and into society.*Zeynep Ton,The Case for Good Jobs:How Great Companies Bring Dignity,Pay,and Meaning to Everyones Work(Harvard Business Review Press,2023).Source:Deloitte analysis.EXPECTED OUTCOMESEmployeesExtended workersSociety Living equitable wages and long-ter
115、m financial prosperity Skills,employability,and advancement opportunities Purpose and meaning Equity and belonging as a result of diversity,inclusion,and addressing systemic causes of inequity and lack of belonging Physical and psychological safety Mental,physical,social,and financial well-being Wor
116、kforce development for future workers Elevation of human outcomes for external supply chain workers Elevation of human outcomes for contingent or informal workers Improved population health,including environmental/climate impacts on health The creation of“good jobs”*for the economy(e.g.,paying equit
117、able,living wages)Positive impact on communities Contributions to equity for populations historically marginalized because of race,gender,or other cant offer you employment forever,but they should make you employable forever.”Gabriel Sander,Cuervo152024 Global Human Capital TrendsFigure 3Workers ide
118、ntify top challenges to human sustainability Source:2024 Global Human Capital Trends research.Increasing work stress leading to worse mental healthThe threat of technology taking over jobsThe rising number of new skills and jobs needed as a result of technology or business model changesIncreasing ri
119、sks of threats to physical safety or wellness in the workplaceThe“always on”economy enabled by digital technologyEmployers now being able to digitally monitor my work without my consentLack of connection and belonging due to more remote or hybrid workPercent of workers answering the question:“Which
120、of the following developments do you worry about as it relates to your work?Select all that apply.”53%28%25%24%22%22%20%Forum estimates that generative AI could result in 83 million job losses globally over the next five years.10 Women workers are especially vulnerable:Men outnumber women in the wor
121、kforce,but women are more likely than men to be exposed to the impact of AI.11 Rapidly evolving skill needs:The half life of skills continues to shrink,with skills evolving at a rapid pace.12 Yet only 5%of executives strongly agree that their organization is investing enough in helping people learn
122、new skills to keep up with the changing world of work.13 Support for gig and contract workers:Approximately 2 billion people globally are work-ing informally(for example,contract work).14 These workers often do effectively the same work as their hired colleagues but may earn less and receive fewer b
123、enefits or protections.15 Lack of visible progress on DEI:Although almost all HR leaders(97%)say their organizations have made changes that are improving DEI outcomes,only 37%of workers strongly agree that theyre making progress.16 Poor conditions for frontline workers:Frontline workers compose abou
124、t 80%of global workers,17 but research suggests they feel underserved by train-ing,are less likely to have opportunities to work on purposeful projects,experience low wages,receive little paid time off,and are less likely to have health insurance.18 Climate change and the energy transition affecting
125、 global workers:The Deloitte Economics Institute estimates that more than 800 million jobs world-wideone quarter of the global workforceare highly vulnerable to climate extremes that affect,for example,access to clean air and water,and the economic effects of the transition.19 Only 43%of workers say
126、 their organizations have left them better off than when they started.16Executives are on board with the idea of human sustain-ability in theory:The large majority surveyed in the Deloitte Global skills-based organization research(79%)say their organization has a responsibility to create value for w
127、orkers as human beings and for society,20 and 81%say human sustainability is very or critically important.But just 12%of executives say theyre leading in this area,while 17%say they have yet to make any prog-ress.Meanwhile,only about a quarter of workers(27%)say their employer is making progress in
128、creating value for them.21An extractive approach to people,in which an organi-zation looks to maximize the immediate value it receives from people while minimizing their cost,stands to exac-erbate the trends above.It could lead organizations to use AI to eliminate jobs rather than create or improve
129、them,resist rather than embrace the postcarbon transi-tion,swell the ranks of gig workers with meager safety nets,fail to make the investments needed to move the dial on DEI,and burn out workers.That said,many of these developments also offer enor-mous potential for both people and organizations.Hum
130、an sustainability offers a key to harnessing them to build a better future.When people thrive,business thrives Focusing on human sustainability can help organizations create beneficial outcomes for people and for themselves.A focus on human sustainability can help organiza-tions develop even more ro
131、bust measures than evolv-ing government policies related to people issues,which typically lag behind the pace and necessary scope of change.Regulationssuch as the US Human Capital Disclosure Rule,Japans recently instituted Amendment on Disclosure of Corporate Affairs,and the European Unions new Euro
132、pean Sustainability Reporting Standardsmay be necessary,but not always sufficient.Figure 4Executives say theyre moving in the right direction.Workers are skeptical.Source:2023 Deloitte Well-being at Work survey.My organization is advancing human sustainability in some capacityWorkers who agree41%Exe
133、cutives who agree89% Global Human Capital TrendsWhile people can represent risks to an organization,they also represent great opportunities.Consider that intangi-ble assetsthe ideas,technologies,brand attributes,and other differentiators created by an organizations peoplemade up 90%of US corporate a
134、ssets in 2022.22 Intangible assets approached comparable levels in other developed markets,though they were lower in emerging markets.23Studies have consistently found that organizations engaged in practices related to human sustainabil-ity produce stronger business results.Analysis by the Universit
135、y of Oxford Wellbeing Research Center finds a“strong positive relationship between employee well-be-ing and firm performance,”including stronger profits and stock returns among organizations with the highest levels of well-being.24 In addition,organizations that rank the highest on addressing human
136、sustainability issues consistently outperform the Russell 1000.25In fact,the organizations that score highest on treatment of their workforce had a 2.2%higher five-year return on equity,emit 50%less CO2 per dollar of revenue,and are more than twice as likely to pay a family-sustaining living wage.26
137、A number of factors could help explain a connection between human sustainability and improved organiza-tional value:A focus on human sustainability may help orga-nizations receive the benefits of greater diversity,equity,and inclusion.Organizations with greater diversity are 2.4 times more likely to
138、 outperform competitors financially.27 Organizations that invest in skills development have better business results.Eighty-four percent of workers at high-performing organizations say they receive the training they need to do their jobs well.28 Pinching pennies on the workforce often backfires.Low w
139、ages often lead to higher turnover,lost sales,low productivity,weak attendance,low levels of innovation,poor execution,mistakes,and frustra-tion among customers and managers.29 Improving worker health and well-being can reduce workforce risk.A majority of workers say that improving their health is m
140、ore important than advancing their career and that they are seriously considering quitting for a job that better supports their well-being.30 Consumers are more likely to support socially responsible organizations.Three-quarters(76%)of consumers say theyre more likely to buy from organizations that
141、are socially responsible.31For these reasons and others,a human sustainability agenda can help future-proof organizations:bolstering their ability to access,engage and develop a diverse work-force;develop a strong,diverse pipeline of talent;become more rewarding and productive places to work;inocula
142、te against a variety of risks;and appeal to consumers.How leaders can advance human sustainabilityTo embrace human sustainability,an organization should first reset the way it views relationships with people.A human sustainability mindset replaces extractive,transactional thinking about people with
143、a focus on creating greater value for each person connected to the organization.This shift can set the stage for leaders to implement broader actions in support of a human sustainability agenda using trust as the critical glue.Consider starting with the following actions:Focus on metrics that measur
144、e human outcomes.Organizations often design people metrics either to quantify worker outputs and activities or as a box-checking exercise,rather than as an assessment of progress on outcomes and impact.For example,nearly a quarter(23%)of organizations measure progress on diversity commitments based
145、on adher-ence to compliance standards.32 Consider measuring the following factors like the ones highlighted below that the organization can act on to create a better future for both people and the organi-zation,and which include workers like external supply chain or contract workers in the analysis.
146、A human sustainability mindset replaces extractive,transactional thinking about people with a focus on creating greater value for each person connected to the organization.18SUGGESTED ORGANIZATIONAL AND WORKFORCE METRICSSKILLS DEVELOPMENT AND EMPLOYABILITYSkills development metrics can indicate the
147、value an organization is providing to its workers,extended workers,and future workers.AI-driven analysis of how quickly people are learning new skills Impact of skills and learning on worker outcomes such as promotions,individual performance,and employability Impact of skills and learning on organiz
148、ational outcomes such as sales and customer satisfaction Percentage of workers displaced by disrup-tions such as AI who are reskilled and attain“good jobs”WELL-BEINGWell-being metrics should include emotional,mental,physical,social,and financial well-being.33 AI-driven sentiment analysis,survey,and
149、interview results Work-related emails sent during off hours Health equity and trends associated with medical claims over time Physical,emotional,and mental well-being and safety data from wearables and neurotechnology,used with peoples permission Data on shifts or working time(for example,paid time
150、off use,overtime)collected by sensors,email,chat,and calendars34PURPOSEPurpose metrics measure the degree to which people feel their lives have meaning and they are making a positive difference in the world and their work.Surveys and pulse checks gauging individuals perceptions of purpose and meanin
151、g AI-driven analysis of worker motivations and sentiment35 AI-driven analysis of time spent on meaningful,value-added work versus repetitive,nonmeaningful work Volunteering or social impact involvement based on participation levels or percentage of time spent Factors correlating with purpose(positiv
152、ely or negatively),such as worker sick leave,turnover rates,performance,and profitability36 DIVERSITY,EQUITY,AND INCLUSIONDEI metrics measure the extent to which workers experience equity and belonging as a result of diversity,inclusion,and addressing the root causes of inequity in the workplace.Pay
153、 equity analyses Root cause analysis of identified workforce inequities Organizational network analysis measuring the effectiveness of equity interventions(for example,by measuring belonging and diversity in organization networks)Equitable outcomes for various worker groups on dimensions such as pro
154、motions to leadership,internal mobility,and retirement savings participationCAREER STABILITY AND ADVANCEMENT OPPORTUNITIESMetrics around career stability and advancement can be indicators of how well an organization fosters economic mobility and advancement for workers.37 Percentage of people hired
155、based on skills rather than degrees Average time it takes to move up one level(velocity of growth)Percentage of senior management promoted from within the organization Career stability based on retention and wage measuresSOCIETAL IMPACTSocietal impact metrics measure an organizations contribution to
156、 communities and the world at large.Economic empowerment produced,as measured,for example,by income generation,wage increases,job creation,and entrepreneurship opportunities Impact on skills and employability Impact on community health and well-being based on health care access,disease prevention,ha
157、ppiness,climate sustainability,and other measures Impact on social innovation and collaboration,as measured,for example,by number of public-private partnerships formed,new ideas generated,and knowledge shared within the community192024 Global Human Capital Trends Make the business case for human sus
158、tainability.Making the mindset shift toward human sustain-ability often requires that leaders,executives,and board members have a clear picture of the busi-ness advantages of making this shift.Organizations may in fact be taking many steps toward human sustainability,but in a siloed or disconnected
159、way.Connecting the dots between initiatives can help provide a holistic picture of the business impact of human sustainability.As discussed above,a number of factors can demonstrate the benefits,and driving this change may mean creat-ing models,pilot initiatives,and new metrics that focus on these f
160、actors.When PayPal,for example,began an initiative to improve the financial well-being of its entry-level and frontline workers,it needed to justify the addi-tional costs from both a business and human perspective.The organization estimated that for every one percent reduction in attrition,it would
161、save US$500,000 a year from reduced recruiting,onboarding,and training costs and through improved productivity(read the full case study below).Tie leader and manager rewards to human sustain-ability metrics.To make progress on anything,an organization needs to hold leaders accountable.Organizations
162、should set goals to advance on key human sustainability outcome metrics and drivers and attach incentives to achieving them.Many organizations are already taking steps in this direc-tion.Almost three-quarters of S&P 500 organizations now connect executive compensation to sustainability metrics.38 Ge
163、npact,for example,uses a suite of internal tech tools,including its AI chatbot,to check in regularly with workers and learn what is or isnt working well for them and to gauge their mood and sentiment.The tools aggregate a workforce“mood score”that is linked to 10%of bonuses for the organizations top
164、 150 leaders,including its CEO.39 Mastercard takes this a step further,determining bonuses for all workers in part based on the organizations performance on carbon neutrality,financial inclusion,and gender pay parity.40 That said,there appears to be a long way to go.Less than half of our survey resp
165、ondents told us their organization holds itself and leaders accountable for the holistic well-being of its workers.20 Integrate human sustainability governance into the board and C-suite.Human sustainability is increasingly taking center stage on the boardroom agenda,as the board provides oversight
166、on the intersection of strategy,risk,culture,and ESG and its relationship to business results.“Were seeing increasing discussion at the board level of topics like DEI and ESGand topics like changing work-force expectations,purpose,and skills now matter at the board level,”said Larry Quinlan,board me
167、mber of six organizations.In one Deloitte US study,board members and C-suite leaders ranked human sustainability issues among the top internal workforce risks,yet many dont feel confident in their ability to manage them(figure 5).41While the board can provide oversight,ultimately,it is the C-suites
168、responsibility to operationalize human sustainability and ensure all parts of the organization are actively working to help humans thrive.The vast major-ity of C-level executives(95%)agree that executives should be responsible for worker well-being,a leading indicator of effective human sustainabili
169、ty efforts.42 But living up to that responsibility can require thoughtful,cross-functional governance at the highest levels.People-related issues traditionally have fallen under HR.But managing human sustainability crosses almost all parts of an organization,including finance,infor-mation technology
170、,and operations,so HR cant do the job on its own.Organizations should embrace a Figure 5The board and C-suite rank human sustainability issues among the top internal workforce risks,but lack confidence in managing themSource:2022 Deloitte Workforce Risk research.Top six risk factors that most threat
171、en the organizations ability to meet its business objectives,according to C-suite and board respondents123456Ability to monitor,understand,and address worker activismAbility to foster ESG and sustainable business practicesAbility to provide compensation/living wages and benefits to workforceAbility
172、to plan and achieve a diverse and inclusive workforce cultureAbility to provide an organizational purpose and mission the workforce cares aboutAbility to support the physical,mental,financial,and purpose-driven well-being of the workforceTop internal workforce risks,rankedPercentage who feel confide
173、nt in effectively managing the risk51%56%53%49%58%58%212024 Global Human Capital Trendsboundaryless HR approach that orchestrates the pursuit of human sustainability across disciplines to achieve it.They might also consider appointing a chief human sustainability officer to connect the dots between
174、func-tions or create new roles in charge of key aspects of human sustainability,such as work redesigner,steward of purpose,or upskilling advocate.Involve workers,future workers,and others in cocreating their roles and human sustainability initiatives.To create value for individuals,organi-zations ne
175、ed input from individuals.Leaders can engage workers,future workers,contingent work-ers,community members,and other members of the organizations human ecosystem in dialogue about what they value and how it can be pursued together.While these discussions may take shape in many ways,one important thre
176、ad may center around reimagining workers rolesfor example,integrating well-being into work design,building roles around purpose,or giving workers the freedom and autonomy to define“how”their work gets done.Consider tomato proces-sor Morning Star,where each worker drafts their own outcomes and proble
177、ms to be solved.For example,one workers personal mission is to turn tomatoes into juice in a way that is highly efficient and environmentally responsible.The statement then describes how they will work to achieve the objectives,including whom they will collaborate with and what decision responsibili
178、ties they will have.43 Approaches like this can create autonomy,continual learning and development in the flow of work,and the cultivation of human capabilities like imagination and curiosity used to identify problems and opportunities and then develop,test,and iterate on solutions.Alternatively,wor
179、ker roles may become more fluid through matching their skills,human capabilities,and unique motivations and passions to a portfolio of ever-evolving projects and assignmentsunleash-ing greater agility,diversity,equity,and inclusion,and greater growth,agency,and choice for workers.44 Both approaches
180、rethink work by negotiating what and how it is done with the workers themselves.Elevate managers human sustainability role and empower them to own it.Managers can play a crucial role in advancing human sustainability,as they are the frontline leadership helping workers develop skills and creating ps
181、ychological safety and belonging in teams.In one study,six in 10 workers worldwide said their job is the biggest factor influ-encing their mental health.The same study revealed that managers have as great an impact on a work-ers mental health as their spouse,and a greater impact than their doctor or
182、 therapist.Roughly seven in 10 said they would like their organization and managers to do more to support their mental health.45 Organizations should empower manag-ers with training,resources,and the autonomy to align policies and workloads with human sustain-ability priorities.In addition,ensuring
183、managers have a clear window into human sustainability metrics can enable them to help the organization achieve its commitments.Learn from leading organizations workplace prac-tices.Organizations in the forefront of human sustainability are implementing initiativesand in some cases,rewiring organiza
184、tional practicesto add greater value for workers and society.Consider the following practices adopted by some organizations as they work toward embracing human sustainability:AT&T:Fewer than 5%of job openings require college degrees.In addition,the organization trains heavily and recruits top manage
185、rs from its own ranksincluding CEO John Stankey,who does have a college degree and started his career at AT&T taking customer requests for phone service.46 Zurich Insurance Group:People analytics assess workers current skills and future skill requirements,and technology curates learn-ing and develop
186、ment opportunities.Capability network mapping helps identify areas where the organization has networks of particular skills and capabilities and suggests ways for workers to strengthen their networks.4722 Chobani:Workers in its plants have an average tenure of six years,longer than industry average.
187、This could be due to the organizations empha-sis on hiring refugees and offering ESL classes,language programs for managers,a child-care stipend,and relatively high starting wages.48 Unilever:Unilevers U-Work program offers temporary workers who contract with the company for a series of short-term e
188、ngagements a guaranteed minimum retainer,access to organ-izational resources,and a core set of benefits like modified health care and retirement funding.49 Hitachi:An executive sustainability committee tackles 11 goals that pose the most important social challenges for Hitachi,including quality educ
189、ation,gender equality,work and economic growth,health and well-being,and clean water and sanitation.50 One initiative seeks to prevent long working hours and overwork with a system that senses hours worked by each individual and then sends alerts to supervisors with suggestions on how to help coach
190、overworked workers,as well as nudges to workers that encourage behav-ioral changes.51FINANCIAL SUSTAINABILITY IS HUMAN SUSTAINABILITY:A PAYPAL CASE STUDYIn 2015,PayPal embarked on a new public mission:using technology to democratize financial services and improve financial health.That mission became
191、 personal in 2018 when the organization assessed the financial wellness of its own entry-level and frontline workers and discovered that many were struggling financially.Approximately two-thirds reported living paycheck to paycheck,and the company estimated that net disposable income(discretionary i
192、ncome remaining after taxes and expenses are paid52)was as low as around 5%,even though the organization was paying at or above market rates.53 Understanding that financial wellness is inseparable from physical,mental,and emotional wellness,PayPal launched a comprehensive program in 2019 to improve
193、workers financial health.The initiative included reducing healthcare costs,granting stock awards to all workers regardless of level or tenure,raising wages where appropriate,and providing access to personal financial education resources.54 The organization went on to allow workers to vest their stoc
194、k awards more quickly and to provide earned wage access before the official pay period.55Finding ways to address workers financial needs without putting the organization under financial strain was a challenge,given the tens of millions of dollars the program would require in the first year alone.But
195、 leadership took a long-term view,agreeing that not only was it the right thing to do for workers,but it made good business sense.For every one-percent reduction in attrition,the organization estimated it would save US$500,000 a year from reduced recruiting,onboarding,and training costs and through
196、improved productivity.56Today,PayPal has raised workers estimated net disposable income to 26%globally,with far less worker financial stress and absenteeism.57 The organization is seeing higher capacity to meet customer needs and innovate,as well as all-time highs in employee engagement scores,produ
197、ctivity,and retention,and in net-promoter scores among customers.58 PayPal is continuing its mission by taking a lead role in advocating for financial well-being to be included as an urgent human sustainability agenda for every C-suite and board.“When you add up the impact on workers across differen
198、t employers,you can very quickly get to big numbers that ripple throughout families,the economy,and communities,”said Tyler Spalding,PayPals senior director of corporate affairs and global head of social innovation.232024 Global Human Capital TrendsDeloittes 2024 Global Human Capital Trends survey p
199、olled 14,000 business and human resources leaders across many industries and sectors in 95 countries.In addition to the broad,global survey that provides the foundational data for the Global Human Capital Trends report,Deloitte supplemented its research this year with worker-and executive-specific s
200、urveys to represent the workforce perspective and uncover where there may be gaps between leader perception and worker realities.The executive survey was done in collaboration with Oxford Economics to survey 1,000 global executives and board leaders in order to understand their perspectives on emerg
201、ing human capital issues.The survey data is complemented by over a dozen interviews with executives from some of todays leading organizations.These insights helped shape the trends in this report.RESEARCH METHODOLOGYPutting the human in sustainabilityHuman sustainability is a long-term play:The stra
202、tegies put in place today will help determine whether work-ers,organizations,and society endure and flourish both today and for future generations.Its a path toward creat-ing a better future for us all,underscoring the intercon-nection between everything we do and need as humans,including climate su
203、stainability,equity,trust,purpose,well-being,and belonging.And it calls on leaders and organizations to reflectand acton the role they play as stewards of human thriving,making a commitment to prioritize,measure,and improve human outcomes within their spheres of influence.This work wont happen overn
204、ight.The task is complex and will evolve constantly as the world changes.Organizations will need to take the lead and should also consider working together as part of coalitions to define best practices,standardize metrics,and push for smart policies.It will require challenging fundamental assump-ti
205、ons about business and its relationship with individu-als and societyfor example,some are suggesting the revision of accounting rules that currently treat people primarily as a cost.59 But it can be done:Our research indicates that the major challenge to progress on human sustainability efforts is i
206、nternal constraints and that few respondents say they have sufficient resources.A human sustainability perspective is grounded in a few simple principles:The people connected to your orga-nization have the power to affect it in important ways.Your organization has the power to affect each of them.An
207、d by understanding and creating value for each other,your organization and its people can improve business,work,and life for everyone.241.Sue Cantrell,Karen Cunningham,Laura Richards,Kraig Eaton,David Mallon,Nic Scoble-Williams,Michael Griffiths,John Forsythe,and Steve Hatfield,Advancing the human e
208、lement of sustainability,Deloitte Insights,January 9,2023.2.Alan Murray and David Meyer,“ESG represents a fundamental shift in business strategybut the term is unclear,unpopular,and increasingly polarizing,”Fortune,July 21,2022.3.John Butters,“Lowest number of S&P 500 companies citing“ESG”on earning
209、s calls since Q2 2020,”FactSet,June 12,2023.4.Nicole Goodkind,“ESG has lost its meaning.One advocate says lets throw it in the trash,”CNN Business,October 3,2023;Tommy Wilkes and Patturaja Murugaboopathy,“ESG equity funds suffer big outflows,buffeted by market jitters and US backlash,”Reuters,July 6
210、,2023.5.Rachel Dekker,“Why stakeholder capitalism is not enough,”Embedding Project,October 5,2021.6.Ibid.7.Gallup,State of the global workplace:2023 report,accessed December 2023.8.Future Forum,Future Forum Pulse,February 2023.9.Joseph Briggs and Devesh Kodnani,The potentially large effects of artif
211、icial intelligence on economic growth,Goldman Sachs,March 26,2023.10.World Economic Forum,Future of jobs report 2023,May 2023.11.Kenan Institute of Private Enterprise,“Will generative AI disproportionately affect the jobs of women?,”April 18,2023.12.Jorge Tamayo,Leila Doumi,Sagar Goel,Orsolya Kovcs-
212、Ondrejkovic,and Raffaella Sadun,“Reskilling in the age of AI,”Harvard Business Review,SeptemberOctober 2023.13.Michael Griffiths and Robin Jones,“The skills-based organization,”Deloitte,November 2,2022.14.Kunal Sen,“Over 2 billion workers globally are informalwhat should we do about it?,”United Nati
213、ons University World Institute for Development Economics Research,May 2021.15.World Economic Forum,The Good Work Framework:A new business agenda for the future of work,May 17,2022;Catherine Bracy,“A more ethical approach to employing contractors,”Harvard Business Review,August 2,2023.16.Jeremie Brec
214、heisen,“Where companies think companies diversity,equity,inclusion,and belonging efforts are failing,”Harvard Business Review,March 9,2023.17.Microsoft,Work Trend Index special report:Technology can help unlock a new future for frontline workers,January 12,2022.18.Microsoft,Will AI fix work?(2023 Wo
215、rk Trend Index:Annual report),May 9,2023;Ed Frauenheim,“Purpose at work:Soaring over gaps with incredible company culture,”Great Place to Work,June 2,2022;Naina Dhingra,Andrew Samo,Bill Schaninger,and Matt Schrimper,“Help your employees find purposeor watch them leave,”McKinsey&Company,April 5,2021;
216、Matt Gonzales,“The plight of frontline workers,”Society for Human Resource Management,January 14,2023.19.Pradeep Philip,Claire Ibrahim,and Emily Hayward,Work toward net-zero,Deloitte,November 2022.20.Griffiths and Jones,“The skills-based organization.”21.Ibid.22.Brand Finance,Global Intangible Finan
217、ce Tracking 2022,November 2022.23.Ibid.24.University of Oxford WellBeing Research Center,“Homepage,”accessed December 2023.25.JUST Capital,“Index concepts,”accessed December 2023.26.Ibid.27.Development Dimensions International,Inc.,Diversity,equity,and inclusion report 2023,accessed December 2023.28
218、.IBM,The value of training,accessed December 2023.29.Ton,The Case for Good Jobs.30.Steve Hatfield,Jen Fisher,and Paul H.Silverglate,The C-suites role in well-being,Deloitte Insights,June 22,2022.31.World Economic Forum,The Good Work Framework.32.Christina Brodzik,Joanne Stephane,Devon Dickau,Nic Sco
219、ble-Williams,Yves Van Durme,Michael Griffiths,Kraig Eaton,Shannon Poynton,John Forsythe,and David Mallon,Taking bold action for equitable outcomes,Deloitte Insights,January 9,2023.33.Colleen Bordeaux,Jen Fisher,and Anh Nguyen Phillips,Why reporting workplace well-being metrics is a good idea,Deloitt
220、e Insights,June 21,2022.34.Pamela B.de Cordova,Michelle A.Bradford,and Patricia W.Stone,“Increased errors and decreased performance at night:A systematic review of the evidence concerning shift work and quality,”Work 53,no.4(2016):pp.825834;Katharine R.Parkes,“Shift schedules on North Sea oil/gas in
221、stallations:A systematic review of their impact on performance,safety,and health,”Safety Science 50,no.7(2012):pp.16361651.35.Julie Lodge-Jarrett,“Fords employee sentiment strategy:Ask/listen/observe,”Institute for Corporate Productivity,April 1,2020.36.Rhonda Evans and Tony Siesfeld,Measuring the b
222、usiness value of corporate social impact,Deloitte Insights,July 31,2020.Endnotes252024 Global Human Capital Trends37.American Opportunity Index,“Homepage,”accessed December 2023.38.Ted Jarvis,Jamie McGough,and Donald Kalfen,“Incentives linked to ESG metrics among S&P 500 companies,”Harvard Law Schoo
223、l Forum on Corporate Governance,July 20,2023.39.Amber Burton,“Genpact is using AI to flag employee dissatisfaction and tying leaders bonuses to the results,”Fortune,June 26,2023.40.Michael Miebach,“Sharing accountability and success:Why were linking employee compensation to ESG goals,”Mastercard,Apr
224、il 19,2022.41.Deloitte workforce risk survey of 875 different C-suite leaders,executives,and independent board members was conducted in winter 2021.For more on workforce risk,see:Joseph B.Fuller,Reem Janho,Michael Stephan,Carey Oven,Keri Calagna,George Fackler,Robin Jones,Sue Cantrell,and Zac Shaw,M
225、anaging workforce risk in an era of unpredictability and disruption,Deloitte Insights,February 24,2023.42.Hatfield,Fisher,and Silverglate,The C-suites role in well-being.43.Susan Cantrell,“Beyond the job,”SHRM Executive Network,accessed December 2023.44.See,for example:Sue Cantrell,Karen Weisz,Micha
226、el Griffiths,Kraig Eaton,Shannon Poynton,Yves Van Durme,Nic Scoble-Williams,and Lauren Kirby,Navigating the end of jobs,Deloitte Insights,January 9,2023;Cantrell,“Beyond the job”;Sue Cantrell,Michael Griffiths,Robin Jones,and Julie Hiipakka,The skills-based organization:A new operating model for wor
227、k and the workforce,Deloitte Insights,September 8,2022.45.UKG,“Mental health at work:Managers and money,”accessed December 2023.46.Lauren Weber and Theo Francis,“Want to get ahead?Pick the right company,”Wall Street Journal,October 14,2022.47.David Green,“Taking a skills-based approach to workforce
228、planning(interview with Ralf Buechsenschuss,Zurich Insurance Company),”myHRfuture,September 28,2021.48.Amber Burton,“Chobani hired hundreds of refugees at its plants.Average tenure now exceeds industry average,”Fortune,July 7,2023.49.Leena Nair,Nick Dalton,Patrick Hull,and William Kerr,“Use purpose
229、to transform your workplace,”Harvard Business Review,MarchApril 2022.50.Hitachi,“Hitachis approach to sustainable development goals,”accessed December 2023.51.Hitachi,Hitachi sustainability report 2023,accessed December 2023,pp.7193.52.Ivy K.Lau-Schindewolf,“Research report:PayPal employee financial
230、 diaries,”PayPal,July 18,2023.53.PayPal,PayPal employee financial diaries,accessed December 2023.54.Zeynep Ton and Sarah Kalloch,“PayPal and the financial wellness initiative,”MIT Sloan School of Management,November 8,2022.55.PayPal,PayPal employee financial diaries.56.Ton and Kalloch,“PayPal and th
231、e financial wellness initiative.”57.Lau-Schindewolf,“Research report.”58.Tyler Spaulding(director of corporate affairs,PayPal)and Ivy Lau-Schindewolf(public affairs and strategic research lead manager,PayPal),online interviews with author,2023.59.Peter Cappelli,“How a common accounting rule leads to
232、 more layoffs and less job training,”Wall Street Journal,July 28,2023.AcknowledgmentsThe authors would like to thank Gabriel Sander(Cuervo),Tyler Spalding(PayPal),Ivy Lau,and Larry Quinlan for their contributions to this chapter.Deloittes DEI Institute contributed significantly to this chapter as we
233、ll.Thank you to Sameen Affaf,Dr.Dhanushki Samaranayake,and Dr.Julian Sanders for their contributions.In addition,wed like to recognize the expertise of the following team members who contributed their insights and perspectives:Karen Cunningham,James Lewis,and Steve Hatfield.Special thanks to Kristin
234、e Priemer for her leadership in the development of this content,and Bridget Acosta and Halle Teart for their contributions.26272024 Global Human Capital TrendsAs human performance takes center stage,are traditional productivity metrics enough?In an era of human-centered work,new sources of data and
235、artificial intelligence can help organizations shift from measuring employee productivity to measuring human performance.Sue Cantrell,Julie Duda,Corrie Commisso,Kraig Eaton,and John GuziakWhen Japanese tech company Hitachi set out to improve organizational productivity and efficiency several years a
236、go,it decided to experiment with an unconventional approach.This approach didnt involve seeking ways to squeeze more work out of working hours or reinventing processes to shave minutes or seconds from production processes.It didnt push workers to produce more with less,and it didnt require leaders t
237、o double down on monitoring every movement of their workforce in search of workers who werent carrying their weight.Instead,Hitachi focused on tracking a single,unexpected metric:worker happiness.Using wearables and an accompanying mobile app,Hitachi offered participating workers artificial intellig
238、encebased suggestions for increasing feelings of happiness throughout the day by boosting psychological capital(self-confidence and motivation),psychological safety,and alignment with management objectives.1The early results were stunning.Workers psychological capital rose by 33%a particularly meani
239、ngful improve-ment,given that increased psychological capital results in increased worker engagement,greater job satisfaction,and lower turnover intention and burnout.2 Profits increased 10%.Sales per hour at call centers increased 34%,and retail sales increased 15%.3 Whats more,the majority of part
240、icipants said they were“happy”4just one indication that the key to unlocking organizational performance in a rapidly evolving era of work may no longer be tied to traditional productivity metrics.Hitachis focus on measuring and building worker happi-ness represents a shift away from traditional effo
241、rts of gauging and improving worker performance,which tend to focus on activity-centric productivity metrics such as hours worked,time on task,product produced,and reve-nue per employee.These traditional ways of measuring worker performance as a series of outputs solely reflect the perspective of th
242、e organization.New approaches,by contrast,can and should consider the worker as a human being,with a more nuanced perspective on how they contribute to the organization.Making the leap from knowing to doing(figure 1)is important for organizations that want to thrive in a work environment that is bec
243、oming increasingly human.The once clear line that linked individual worker activity(for example,hours worked or calls completed)to tangible outcomes(customer satisfaction or commercial potential of research and development projects)is now blurred,replaced by a complex network of collaborations and a
244、 28 2Figure 1The knowing vs.doing gap:Respondents know that moving beyond traditional productivity metrics is important,but few are doing enough to make meaningful progressPercentage of respondents answering the questions,“How important is seeking better ways to measure worker performance and value
245、beyond traditional productivity to your organizations success?”and“Where is your organization in its journey to address this issue?”Note:The knowing-doing gap was introduced in The Knowing-Doing Gap:How Smart Companies Turn Knowledge into Action by Jeffrey Pfeffer and Robert I.Sutton,and it has cont
246、inued to be a relevant concept in business performance.*Business outcomes are defined as meeting or exceeding financial targets.Human outcomes are defined as providing meaningful work for workers.Source:2024 Global Human Capital Trends research.74%recognize the importance,with 40%doing something,and
247、 8%doing great things292024 Global Human Capital Trendsdemand for sophisticated skills that arent easily observed by traditional productivity metrics.Even in front-line,logistics,and manufacturing environments where tradi-tional metrics like minutes per call or widgets produced may seem most applica
248、ble,technology and AI are being increasingly used to automate such tasks.The workforce can then be free to undertake complex problem-solving that requires skills that are less technical and more abstract,such as creativity,critical thinking,and collaboration.In agriculture,for example,autonomous dro
249、nes can be used to plant seeds,apply fertilizers and pesticides,and check for pests or environmental damage.5 Workers would then be able to spend time learning new skills that can enable them to manage the technology,optimize processes,deal with exceptions,or develop sustainable strategies for crop
250、health and maintenance.At the same time,some organizations are looking beyond traditional metrics such as revenues and profits to consider how they can create shared valueoutcomes that benefit individual workers,teams and groups,the organization,and society as a whole.The organizations that successf
251、ully navigate this new environment will likely be the ones who make the shift from old methods of understanding productivity to embracing a new para-digm of human performance.Rethinking traditional productivity metricsLeaders across industries are beginning to recognize the limitations of legacy pro
252、ductivity metrics in the current work environment:Seventy-four percent of respondents in Deloittes 2024 Global Human Capital Trends survey said its very or critically important to seek better ways to measure worker performance and value beyond traditional productivity.But change has been slow.Only 1
253、7%of respondents said their organization is very or extremely effective at evaluating the value created by individual workers in their organization,beyond tracking of activities or outputs.With new digital technologies providing access to more work and workforce data than ever before,it may seem tha
254、t shifting to a new system of measurement would be easy to do.Organizations ability to track the outcomes of human performance and understand what drives it is supported by exponential growth in their ability to collect,measure,and analyze this dataand,with the help of machine learning or human judg
255、ment,convert the data into actionable suggestions.The resources at their disposal for this kind of data collection and analysis include the following:Workplace tools and technologies,such as email,collaboration platforms,social tools,and shared calendars,generate passive data that can offer real-tim
256、e insights into how people and organizational systems are working.A large global oil and energy company analyzed anonymized collaboration data(email,calendar,and conferencing and chat data)to understand how teams in its 500-person corpo-rate law department were collaborating.Aiming to better develop
257、 and retain talent,the organization used the findings to redesign the workplace,which resulted in more collaboration.6 Organizational network analysis can be used to measure connections and collaboration between people across an organization.As part of its efforts to promote more women,a global fina
258、ncial services organization used organizational network analysis The once clear line that linked individual worker activity to tangible outcomes is now blurred,replaced by a complex network of collaborations and a demand for sophisticated skills that arent easily observed by traditional productivity
259、 metrics.Your organization primarily measures work output metrics rather than the broader organizational outcomes youre driving toward.Your leaders are overwhelmed by the amount of data available to them and want to focus on measuring what really matters.Traditional productivity is relatively flat d
260、espite your investments in technology.Your workers are engaged in“productivity theater,”in which they do tasks to make themselves appear busy and show that they are being productive.Your workers are burned out because of the perceptionor the realityof constant activity monitoring.SIGNALS YOUR ORGANI
261、ZATION SHOULD CONSIDER PRIORITIZING HUMAN PERFORMANCE METRICS30to understand the relationship between the size and quality of women employees internal and external networks and their chances of being promoted.7 Sensors and connected devices,such as wearables,badging scans,neurotechnology,biometric s
262、ens-ing tools,extended reality headsets,and precision location-tracking technologies,can generate data on worker behaviors and interactions.For example,when a Finnish railway company shifted to hybrid work and wanted to optimize its physical space more effectively,it used occupancy sensors to detect
263、 workers movements and use of its spaces.This data helped the organization reduce real estate cost by downsizing building space from five floors to two,while making sure workers were able to move about easily and access critical workplace assets.8 AI-enabled voice or audio analytics generated from w
264、orker interactions with machines and AI systems,such as algorithms that assess code quality or the emotional tone of call center interactions,can offer valuable insights for evaluating various aspects of business operations.At MetLife,where customer service agents field an average of 700 calls a wee
265、k,AI coaching has helped agents have more“human”conversations,which has increased customer satis-faction by 13%.9While some organizations are moving ahead,what potential challenges may be keeping others from expanding their view of performance beyond traditional productivity?Pressure from external s
266、takeholders.Despite their desire to find better ways to measure human performance,senior leaders are currently under pressure from external stakeholders to demonstrate improved productivity and efficiency amid high inflation,shrinking profit margins,and the looming threat of economic recessions.10 A
267、s a result,they may become focused on achieving short-term,bottom-line results instead of desired human outcomes(for example,improved worker well-being)that are less tangible.Uncertainty about what to measure.More data doesnt automatically equate to better results.Many organizations may find themsel
268、ves lost in an ocean of data as their ability to collect data outpaces their ability to analyze and act on it.As a result,they may end up with too much data and too little insight,leaving lead-ers unsure about what metrics are most important and which actions are truly driving performance.Productivi
269、ty paranoia.During the COVID-19 pandemic,many organizations were quick to adopt new work-er-monitoring tools that tracked keystrokes,mouse activity,and more to gain visibility into who was work-ing on what and for how longthe same productiv-ity standards theyd always tracked.But new ways of working
270、require new metrics.Now,some organizations are finding themselves at odds with workers over this increased monitoring.Productivity paranoiaa concern that remote workers arent being productive11may lead to a surveillance state and a breakdown of trust,instead of important conversations about what eff
271、ective perfor-mance looks like in todays work environment.Lack of visibility into outcomes.Many organizations are still focused on measuring worker inputs and outputs rather than outcomes.As organizations begin to measure human performance,they can begin tracking two areas:business outcomes that cre
272、ate value for the organization and human sustainability,or human outcomes(both of which may vary by workforce).One way forward requires a fundamental rethinking of what measures matter in a workplace being trans-formed by rapid advances in technology and shifting priorities.If leaders want to realiz
273、e the human potential in their organizations and enable innovation,the focus should shift from only productivity to a broader view of performance.A new equation for human performanceThe flood of possibilities unleashed by the unprecedented volume of work and workforce data now available to organizat
274、ions raises an important question:If traditional productivity metrics are becoming less relevant in the workplace,what should organizations be measuring to meaningfully assess human performance and how should these new metrics be operationalized?The new math involves a balance of business and human
275、sustainabilitycreating shared,mutually reinforcing outcomes for both the organization and the worker.Business outcomes define the quality,value,or result 312024 Global Human Capital Trendsof work,and how it creates value for the organization.Human sustainability defines the degree to which an organi
276、zation creates value for people as human beings,leaving them with greater health and well-being;stronger skills and employability;good jobs with sustain-able wages;opportunities for advancement;and greater belonging,equity,and purpose.After all,organizations essentially compete in two indus-tries:th
277、e industry it works in and the industry of talent management.Leaders should leverage the connection between human and business outcomes to increase the likelihood of success in both these industries(figure 2).When an organization uses the data it collects about its workforce to benefit everyoneindiv
278、idual workers,teams and groups,the organization,and society as a wholeit creates shared value.The value created at each level can flow between them,reinforcing and amplifying the value created at other levels.In the example of Hitachis experiment with improving worker happiness,its easy to see how c
279、reating value at the individual worker level led to value at the enterprise levelincreasing both revenues and profits.This is not a zero-sum game:Organizational initiatives that were originally designed to achieve benefits like higher cost savings or improved quality can also help amplify worker sat
280、isfaction and performance.For example,a major energy organization recently used workplace badge data to analyze where and how different groups were inter-acting while planning an office relocation.It found that,Figure 2 In the era of human performance,business and human outcomes are mutually reinfor
281、cingRepresentative metrics might include:Source:Deloitte outcomes Customer satisfaction(e.g.,net promoter score)Efficiency Growth and profitability Innovation Speed(e.g.,time to market)QualityHuman outcomes Employability and advancement opportunities Equitable wages Equity and belonging Happiness Ph
282、ysical and psychological safety Purpose and meaning Skill development Well-being32as cross-functional teams became more dispersed,they had fewer informal interactions and instead relied too heavily on occasional,formal meetings.The organization used this finding to plan the location of team members
283、during relocation to create more informal connection opportunities,boosting team belonging and workflow efficiency by 5.3%.12Also consider how this shared value dynamic played out at a large automotive supplier,which deployed AI-powered video analytics to increase its visibility into factory operati
284、ons.Analysis showed that the config-uration of physical stations on the line was slowing down operations and creating fatigue for workers.The organization used these findings to reconfigure the stations,decreasing both idle time and overall produc-tion time.The analytics helped the organization make
285、 informed decisions that directly impacted worker well-being,while also improving areas such as capacity planning,quality improvement,workforce management,and process engineeringand the plants operation prod-uct manager also noted improved happiness,health,and productivity in line workers.13Organiza
286、tions have a window of opportunity to capture human performance metricsDespite many examples of work and workplace data being used to drive improved human performance in organizations,the prevailing narrative tends to pit work-ers and organizations against each other.When it comes to the collection
287、and use of work and workforce data,the typical assumption is often that workers are uniformly opposed to any type of monitoring and executives want to track every metric available,no matter how intru-sive.However,Deloittes research into the quantified organization suggests that this isnt necessarily
288、 the case:Workers and executives have surprisingly similar views about how work and workplace data can improve outcomes in ways that benefit the organization as well as the workforce.14For example,workers and leaders largely agree that new sources of data have positively impacted both business and w
289、orker outcomes(figure 3).15In addition,theyre largely in agreement about what sources of data an organization should collectand which to avoid.For instance,more than three-quarters in each group are comfortable with collecting data from employee emails and calendars.But other data sources,including
290、location-tracking technologies or the review of external sites such as social media and personal emails,give both groups pause.16This fundamental alignment may point to a critical window of opportunity for leaders to unlock the poten-tial of work and workforce data in measuring human performance.Whi
291、le our recent Quantified Organization research shows a relatively high level of worker trust in their organizations data collection efforts,it also shows that trust is tenuous:Workers are less confident than leaders that their organizations are using data in a responsible way(70%vs.93%).17Transparen
292、tly communicating how and why data is being collected and used,along with giving workers the option to opt in or out,is important here:It may be hard to imagine a scenario in which workers would object to the use of location-tracking technologies,specifically for safety purposes,such as disabling eq
293、uipment when someone is standing in a dangerous spot.However,unless leaders continue to invest in building worker trust and creating shared value through their data collection efforts,the window of opportunity may close before organizations can realize the value.Deloittes Quantified Organization res
294、earch delves into what it means for organizations to take a strategic approach to measuring what they should,not just what they can.Through in-depth interviews conducted with senior global business executives,global surveys of 2,000 workers and leaders,and an analysis of more than 50 case studies an
295、d 30 distinct use cases,the quantified organization series of research reports highlight how new data sources and AI tools,responsibly used,can create shared value for workers,organizations,and greater society.THE QUANTIFIED ORGANIZATION332024 Global Human Capital TrendsFigure 3Workers and leaders s
296、hare similar perspectives on the positive impact of data on business and worker outcomesPercentage of respondents who say outcomes improved“somewhat”or“significantly”as a result of their organizations current attempts to make the most of newly available data.Source:2023 Deloitte Quantified Organizat
297、ion research.LeadersWorkers0%20%40%60%80%WorkplacesafetyWorkersatisfactionWorkerperformanceBusinessgrowthCareerdevelopmentEmployeeengagement/activityStrategy and/or innovationOrganizationalagilityWhile workers and organizations appear to be more aligned on the use of work and workforce data than one
298、 might expect,the use of this data is still complex.When implementing new metrics and using newly avail-able workforce data to capture human performance,organizations should carefully consider what to make transparent,to whom,and howconsidering critical factors such as worker consent,providing benef
299、its to the worker,and other responsible data collection practices.These efforts are essential,given the potential payoff:A predictive outcomes analysis of our quantified organi-zation survey data suggests that trust in an organizations approach to data management raises the probability of improved b
300、usiness growth by roughly 50%.18Laying the groundwork for a human performance focusThe shift toward using work and workforce data to measure human performance is still in its infancy,as organizations are still determining which metrics are best suited to their industry and their organizations specif
301、ic needs.A majority(53%)of respondents agreed that their organization is in the early phase of the journey toward identifying better ways to measure worker performance and value beyond traditional productivity.Just 8%said their organization is leading in this area.But there are steps organizations c
302、an take now to lay the foundation for a shift toward human performance metrics.34 Cocreate metrics and solutions with workers.Organizations can build trust in their use of worker data by providing workers with opportunities to provide input into which human performance metrics should be prioritized,
303、as well as opportu-nities to respond to insights the data may reveal.Consider an example of what this kind of part-nership could look like:An oil and gas company used wall-mounted cameras to observe workers and assets at a maintenance and manufacturing facility,and AI turned the aggregated,anonymize
304、d video data into insights on patterns of productivity.Workers were involved from the start,choosing to opt-in for data collection,viewing the results of the AI analysis,and collaboratively engaging in problem-solving on how to use the data to improve their experience and results.One set of data ins
305、ights led employees to modify rest areas and take more frequent breaks to minimize fatiguedecisions that also improved their productivity.19 Measure what you should,not just what you can.The human performance metrics that matter most to an organization will vary based on industry,geogra-phy,workforc
306、e,and how the organization currently operates,and will likely require some experimenta-tion to find the right balance of business and human sustainability outcomes.For example,in a call center,productivity is typically measured by things like the amount of time per call or the number of sales made.B
307、ut when human performance becomes the primary focus,metrics like customer satisfac-tion,retention,and upselling may give a call center manager a better picture of how their workers are performing.Organizations should continue to focus on the“why”of their data collection efforts,asking themselves:Jus
308、t because it can be measured,does it really need to beand if so,why?For instance,metrics in logistics that focus on safety or worker fatigue may not necessarily be the wrong measures but can become more human-centric when they are measured with the intent to improve conditions for workers.Deloittes
309、Quantified Organization research revealed that a lack of predetermined stra-tegic goals for using workforce data was related to workers lack of trust in the organizations inten-tions to collect and use that data for their benefit.20 Creating clear goals for data collection and use that are directly
310、aligned to organizational strategy and objectives can go a long way toward earning and reinforcing worker trust.Implement these practices in your performance management approach.Traditional performance management can be a challenging process if there are unclear or unrealistic expectations for worke
311、rs and opportunities for errors in human judgment.For example,performance reviews that happen only once a year may lead to recency bias,where only a workers most recent activities are included in an evaluation.As organizations make the shift toward human performance,an organizations approach to perf
312、ormance should evolve from management to development.AI tools are poised to help lead-ers redefinenot just augmentperformance.Not only can these tools collect unbiased data to foster fact-based performance reviews,but generative AI tools may be able to play a key role in summarizing and synthesizing
313、 multiple sources of data.When leaders are clear with workers about how AI is used 352024 Global Human Capital Trendsin performance reviews,this kind of data-driven system can help maintain transparency and build trust.In addition,AI can act as an additional coach for workers,offering personalized f
314、eedback based on their established performance outcomes.Integrate new metrics into the processes of other areas of the talent life cycle.As organizations tran-sition to the use of human performance metrics,they should carefully consider how best to leverage this data to better the work,and the exper
315、ience,of individual workers.Organizations should consider which human drivers to focus on,then calibrate how team leaders discuss those metrics with work-ers and teams.This process begins with experimen-tation as organizations and teams uncover which metrics,communicated in which context,create the
316、human and business outcomes they seek.Establish responsible data and AI practices.Responsible data practices give workers input on how their individual,personal data is shared across an organization and help organizations comply with the evolving global regulatory requirements around data use.Such p
317、ractices may include facilitating increased visibility into which type of data is collected and why,respecting privacy and data integrity concerns,and seeking worker consent whenever possible or required.Aggregating and anonymizing data,for example,can help maintain worker privacy.While AI can be a
318、valuable tool for assessing and improving human performance metrics,it can also damage an organizations reputation and performance if it is not used appropriately.For this reason,orga-nizations should rely on a multidimensional ethi-cal framework to manage AIs potential risks and rewards.21 Plan now
319、 to address tensions around the use of emerging technologies.While our Quantified Organization research showed that workers are relatively comfortable with data collection from known technologies like email,calendars,and other Figure 4Workers are less comfortable with data collected by emerging tech
320、nologies,but leaders expect to use them more in the next three yearsSource:2023 Deloitte Quantified Organization research.The organization currently uses this technologyThe organization expects to use this technology in the next 3 yearsPercentage of employees comfortable with the technologyNeurotech
321、nologyLocation-trackingtechnologiesExternal sitesXR headsetsWearables3%9%23%23%28%30%31%24%62%29%55%21%58%34%66%36traditional technologies,they are far less comfort-able when it comes to data captured from emerging technologies like wearables and XR headsets.22 Still,a majority of leaders said they
322、expect to imple-ment the use of these technologies for data collection in the coming years(figure 4).This could put leaders and workers at odds and threaten organizational trust.Leaders should plan now for how they will work to bridge this gap,being mindful of worker concerns around privacy and rein
323、forcing the line between professional and personal data collection.Human performance:An evolving approach to strengthening workers and organizationsIt is still early days for channeling the flood of available work and workforce data into meaningful measures of human performance.But the time to act i
324、s now.Forward-thinking organizations can cocreate their human perfor-mance metrics and the data policies and practices that can measure or identify ways to drive these metrics with workers in real time,fostering trust throughout the process.Failing to do so,whether by imposing policies and practices
325、 from the top or continuing to rely on outmoded measures of worker performance,can create potential challenges in talent attraction and retention,unintended consequences to well-being and mental health that productivity paranoia may create,and a potentially disastrous misunderstanding of what factor
326、s actually drive the organizations value creation.The alternative is far more appealing.As organizations begin threading human performance throughout their practices,they can strengthen business outcomes and make a positive impact on everyone the organization touches.Deloittes 2024 Global Human Capi
327、tal Trends survey polled 14,000 business and human resources leaders across many industries and sectors in 95 countries.In addition to the broad,global survey that provides the foundational data for the Global Human Capital Trends report,Deloitte supplemented its research this year with worker-and e
328、xecutive-specific surveys to represent the workforce perspective and uncover where there may be gaps between leader perception and worker realities.The executive survey was done in collaboration with Oxford Economics to survey 1,000 global executives and board leaders in order to understand their pe
329、rspectives on emerging human capital issues.The survey data is complemented by over a dozen interviews with executives from some of todays leading organizations.These insights helped shape the trends in this report.RESEARCH METHODOLOGY 372024 Global Human Capital Trends1.Satomi Tsuji,Nobuo Sato,Keit
330、a Shimada,Koji Ara,and Kazuo Yano,“Happiness planet:Support system for promoting management objectives in partnership with employees,”Hitachi Review 70,no.1(2021),pp.7879.2.American Psychological Association,“Psychological capital:What it is and why employers need it now,”August 21,2023.3.Suchit Lee
331、sa-Nguansuk,“Hitachis AI for employee joy,”Bangkok Post,February 7,2020.4.Tsuji,Sato,Shimada,Ara,and Yano,“Happiness planet.”5.Bernard Marr,“The best examples of human and robot collaboration,”Forbes,August 10,2022.6.Paulina Borrego,“Multinational energy company improves culture&retention through of
332、fice redesign,”Humanyze,January 19,2023.7.Greg Newman,“How organizational network analytics is transforming diversity and inclusion through data,”HRZone,July 10,2019.8.Joy Trinquet,“Its a tall order:Digital twins deliver modernity to out-of-date buildings,”Verdantix,August 18,2022.9.Alejandro de la
333、Garza,“This AI software is coaching customer service workers.Soon it could be bossing you around,too,”Time,July 8,2019.10.Deloitte,“Fall 2023 Fortune/Deloitte CEO survey insights,”accessed December 2023.11.Jean Brittain Leslie and Kelly Simmons,“The paradox of“productivity paranoia”:6 ways to trust employees without sacrificing results,”Quartz,April 17,2023.12.Alexa Lightner and Paulina Borrego,“E