In an era of constant change, organizations and those responsible for Human Resources areas are called to rewrite the rules of organization, recruitment, development and management in order to attract and retain the workforce of the 21st century.

This is why Deloitte's fifth global study on Human Resource Trends has been titled "Rewriting the Rules for the Digital Age . " It discusses the main challenges that organizations face, for which they have surveyed more than 10,000 business leaders and Human Resources.

We are in a new era, often referred to as the "Fourth Industrial Revolution" or the era of "Great Change ", in which the workforce is increasingly digital, diverse, global and efficient with social media and automation . At the same time, the needs and expectations of companies are also evolving faster than ever before: new profiles, tools, technology, business models ...

The challenge for organizations is precisely to learn to fill the gap between the new needs of the workforce and the requirements demanded by the current business ecosystem. This report aims to serve as a decalogue for business leaders and human resources, for the optimal management of human capital, marking a new set of rules for the current socio-economic environment.

1.Towards the organization of the future
The way in which organizations operate today is radically different from how they did ten years ago. Due to the demands of organizational change, 88% of executives surveyed consider the construction of the organizational model of the future important.

Agility plays a key role in this new model. Break with hierarchical structures and move to models focused on work between teams, each with resources and capabilities to make decisions, is necessary to compete and win in the current business environment.

This new management model between teams requires new leaders who have skills such as negotiation, resilience and systematic thinking. Leaders who know in detail the skills of each individual in order to be able to form new groups quickly and efficiently, and who know how to define clear and quantifiable objectives for each of the teams. There are techniques such as the ONA, also known as organizational network analysis, which help companies to know and identify experts and the existing connections between different teams.

2. Professional careers and training
The learning tools are changing rapidly. Traditional systems are being complemented or replaced by a wide range of new technologies such as YouTube, edXm, Udacity ... This new reality is forcing companies to redesign their strategies, offering learning opportunities and continuous development. 83% of the leaders surveyed affirm that their organizations are increasingly flexible and already have dynamic professional development models. In addition, this helps to improve the corporate culture.

3. Acquisition of talent
In the current digital age, the brand image that projects a company must be attractive to be able to attract the best talent. That is why more and more companies are making more efforts in the management of employment branding, which consists of reinforcing the image and perception of an organization towards its customers, employees, and especially its potential candidates.

This requires an effective mix of attributes, among which are the experiences that are lived in the professional environment and a solid professional development plan. In fact, it is so necessary to carry out dissemination campaigns that attract new candidates such as marketing campaigns to promote a product or service. This can be done through cognitive tools, and other video and gamification solutions.

4. Employee experience
To keep Millennials loyal  , HR departments are using new approaches such as design thinking and employee journey maps. They are focusing on understanding and improving the employee experience, we must not forget that a good experience for employees translates into a good experience for customers. That is why it is positioned as one of the highest priorities for this year 2017, as stated by 82% of the executives surveyed.

An employee brand translates into reputation for the company, the experience that the employee tells the world can become a competitive advantage. We must not forget to monitor and analyze the satisfaction of different types of workers such as freelancers, part-time employees and alumni.

5. Towards a new management model: Performance Management
In recent years, organizations have radically changed the way they evaluate their employees, and to do this they must retrain leaders to implement new work monitoring methodologies.

Team-centric methodologies are being adopted, focusing on teamwork. More than looking at the employee's individual achievements, they focus on assessing the impact of the employee's contribution to the team.

Keep in mind that if the team wins, the employee wins; and therefore the company. Qualitative information is what helps organizations identify the most productive employees and carry out promotions and other rewards with them.

6. Changes in the leadership model
New leaders need different skills from previous generations, but most companies have not moved fast enough to develop digital leaders.

The new type of leader must know how to build and manage teams, keep people connected and loyal and promote a culture of innovation, learning and continuous improvement.

It is necessary to build new models of leadership, since now companies aspire to different goals such as innovation. 90% of them are redesigning their organizations with the aim of being more dynamic, team-centric and connected. This is one of the greatest needs of companies today, since only 5% of companies believe they have good leaders with skills in the digital field.

7. The digitization of the Human Resources department
HR departments play a crucial role in helping the digital transformation of a company. They face a double challenge: on the one hand to transform the activities of the department itself and on the other to transform the workforce. According to the report, 33% of the human resources teams surveyed are using some kind of artificial intelligence and 41% are actively developing mobile applications to offer human resources services.

Leaders who are able to adopt new technologies and ways of working, as well as constantly reinvent themselves, will have a strong impact on the company's results and the experience of its employees.

8. Web analyst: one of the most demanded profiles
The digital transformation has led to a new professional profile, the web analyst. Organizations are redesigning their analytical equipment to develop digital solutions that allow to measure, analyze and use information, and thus to understand in depth each part of the operations processes.

Web analytics is being applied to a wide variety of business processes, contracting being the ones that most require this measurement, followed by performance management. The new analysis tools allow executives to have a great combination of metrics to help them understand which strategies are really generating results.

9. Diversity and inclusion strategies
In the convulsive political environment in which we find ourselves where nationalisms have gained ground and demographic changes have made different generations, Millennials and Baby Boomers, live together in the same workplace, they have turned the strategies of diversity and inclusion into one of the priorities for this year, according to 69% of the executives surveyed.

Diversity and inclusion directly impact the brand, performance and corporate objectives, becoming one of the most relevant aspects for the acquisition of talent and the construction of the aforementioned employment brand. 78% of respondents believe that the proper implementation of these strategies, represent a competitive advantage for the company.

Organizations are obliged to set a new set of rules based on transparency and that influence changes in measurement processes and tools to identify possible problems of gender, racial inequality or disparities in compensation and rewards.

10. The transformation of jobs
The nature of the work is changing as a result of the increasing adoption of cognitive technologies and the digitalization of processes. Automation, robotics and artificial intelligence systems are transforming the workforce. In turn, organizations are redesigning jobs to take advantage of the implementation of these technologies.

While some dramatize the negative consequences that these technologies will have, it is proven that the use of these tools will not only help create new specialized jobs, but also increase productivity. Work should be thought of as a set of tasks that, if they can be automated, will help to focus human efforts on the client's experience, the employee's experience and the value proposition of the organization to society.

Regards,
Talent Magnifier
www.talentmagnifier.com