2017 Deloitte Global Human Capital Trends
2017 Deloitte GlobalHuman Capital TrendsRewriting the rules for the digital ageRomania Report
ContentsIntroducing the Romanian Human Capital Trends 2017 report1Global Human Capital Trends 2017 4Top trends in 2017 for Romania 6Romanian top trends compared to last year7Top 3 trends – a spotlight: 81. Careers and learning 82. Employee experience 93. Organisation of the future 11HR Report card and trends in HR investment in Romania12Romanian survey demographics 14Contacts16
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageIntroducing the RomanianHuman Capital Trends 2017reportFor the second consecutive year we are happy to introduce the Romanian HumanCapital Trends resulted from the Global Survey.We invite you to take a look at the top three HR trends as they emerged forRomania and at how ready organisations feel they are to tackle these newchallenges. Some of these results are in line with the global trends, while othersshow significant discrepancies with global and regional trends alike. Therefore,we can say the Romanian market is unique, considering its specific both topopportunities and capabilities, even if we meet several multinational companiesamong the respondents.Being the second year in which we gathered data from Romanian respondents wewere also able to look into how the HR investment plans of organisations changedfrom last year and we are happy to share with you applicable trends in this respect.The insights provided will most certainly help organisations in understanding wherethey are right now and what are the new rules of the game for the near future.Raluca BontașDirectorGlobal Employer ServicesDeloitte Romania1
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age2
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age3
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageGlobal human capitaltrends for 2017The game has changed, and so have the rulesWE are in the midst of afundamental transformationof business, the economy, andsociety, marked by an accelerated rate ofchange and new rules for business andHR. These new rules reflect the shifts inmind-set and behavior that we believeare required to lead, organize, motivate,manage, and engage the 21st-centuryworkforce.This year’s 10 trends are drawn frominsights from our fifth annual survey ofmore than 10.000 business and HR leaders,as well as our work with companies that aresetting the bar for performance in today’sglobal economy. Use the report to explorethe survey result, understand the shiftfrom the old rules to the new, and build theknowledge to help your organization adaptand thrive in the digital age.1The organization of the future:Arriving nowAs organization become more digital, they face agrowing imperative to redesign themselves to movefaster, adapt more quickly, learn rapidly, and embracedynamic career demands. Leading organization aremoving past the design phase to actively build this neworganization.Careers and learning:Real time, all the timeAs companies build the organization of the future,continuous learning is critical for business success.The new rules call for a learning and developmentorganization that can deliver learning that is always onand always available over a range of mobile platforms.3Talent acquisition:Enter the cognitive recruiterRecruiting is becoming a digital experience ascandidates come to expect convenience and mobilecontact. Savvy recruiters will embrace new talentacquisition technologies to forge psychological andemotional connections with candidates and constantlystrengthen the employment brand.The employee experience:Culture, engagement, and beyondRather than focus narrowly on employee engagementand culture, organization are developing an integratedfocus on the entire employee experience. A newmarketplace of pulse feedback tools, wellness andfitness apps, and integrated employee self-servicetools is helping.5424Performance management:Play a winning handAcross all industries and geographies, companiesare reevaluating every aspect of their performancemanagement programs, from goal setting andevaluation to incentives and rewards. They are aligningthese changes to business strategy and the ongoingtransformation of work.
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age6Leadership disrupted:Pushing the boundariesIn 2015, we termed leadership the “perennial issue” that neverseems to go away. This year we see a radical shift. Today, as neverbefore, organization do not just need more strong leaders, theyneed a completely different kind of leader—younger, more agile,and “digital-ready.”Digital HR:Platforms, people, and workBack to top.HR leaders are being pushed to take on a larger role inhelping to drive the organization to “be digital,” not just “do digital.”As digital management practices and agile organization designbecome central to business thinking, HR is focusing on people,work, and platforms.8People analytics:Recalculating the routeNo longer is analytics about finding interesting information andflagging it for managers: It is now becoming a business functionfocused on using data to understand every part of a businessoperation, and embedding analytics into real-time apps and theway we work.Diversity and inclusion:The reality gapFairness, equity, and inclusion are now CEO level issues, butcontinue to be frustrating and challenging. Training and educationare not working well enough. The new rules focus on experientiallearning, process change, data-driven tools, transparency, andaccountability.1079The future of work:The augmented workforceAutomation, cognitive computing, and crowds are paradigmshifting forces reshaping the workforce. Organization mustexperiment and implement cognitive tools, focus on retrainingpeople to use these tools, and rethink the role of people as moreand more work becomes automated.5
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageTop trends in 2017 for RomaniaCareers and learning is the top trend for RomaniaHUMAN Capital Trends studyrespondents from Romania ratedthe following trends as top 3:1. Careers and learning;2. Employee experience;3. Organization of the future.While respondents from Romania andthe rest of CEE are treating Careersand learning as the most importanttrend, Western Europe and the Globalcommunity are looking towards theOrganisation of the future as the mostimportant aspect for 2017 from a HumanCapital perspective.It is important to note that the secondmost important trend in Romania isconsidered to be the Employee experience,which is heavily in contrast with theCEE and Western Europe trends. Theseregions show an increased focus on Talentacquisition and Performance management,rather than Employee experience.Figure 1. Top Romanian trends by importancePercentage of total responsesCareers and learning16%Employee experience15%Organization of the future16%Talent acquisition19%Performance management19%Digital 5%24%38%-40%44%34%37%-60%53%26%31%Robotics, cognitive computing, and AI32%29%The augmented workforcePeople analytics651%26%Diversity and inclusion44%40%9%26%0%20%Not importantImportantSomewhat importantVery important40%60%80%
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageNew entryRomanian toptrends in 2017compared tolast yearHow ready are companiesfor the top challenges of2017?Figure 2. Top 10 trends comparison with 20162017 position2016 positionChangeCareers and learning187Employee experience253Organisation of the future321Talent acquisition4106Performance management5-NewDigital HR693The augmented workforce7-NewLeadership862Diversity and inclusion9-NewPeople analytics1073TrendFigure 3. 2017 capability gap for Romania-46%Organization of thefuture-43%Careers and learningThere is a significant gap betweenreadiness and importance for some of thetrends, for instance: Employee experience,Organisation of the future, Leadership, Careersand learning.For example, in Romania the highestdiscrepancy appears to be in the Employeeexperience category where we can noticea significant gap between the perceivedreadiness level and the importance ofthe trend. This is in a significant contrastwith the rest of Europe where this trendis perceived as less important andorganisations consider that there is anincreased level of readiness for tackling thistopic.Readiness %Importance %Gap-26%Talent oyee experience-35%Digital HR-32%The augmentedworkforce-44%Leadership34%Diversity and inclusion-3%-21%New rewards-25%People analytics-18%Robotics, cognitivecomputing, and AI0%50%-40%-20%0%Gap7
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageA spotlight on thetop three trends1. Careers and learning: real time, all the timeCONTINUOUS learning is critical forthe success of organization todayand to the career development oftheir employees. Digital technology andcomputational power of mobile devices isbringing about a change of paradigm onhow to deliver effective learning programs.These programs need to be able to deliverlearning that is always on and alwaysavailable over a range of mobile platforms.Digital platforms facilitate this globalneed for continuous learning by providingcurrent or future employees with accessto online courses from top universitiesworldwide. These institutions show thatthey have a fairly good understanding ofwhat the future of learning implies andare adapting accordingly. With that sort ofaccess it has never been easier to learn anew skill or increase your knowledge of aparticular topic. So the pressure of learningis not only on organization, but also on theemployees themselves, who need to findthe time to keep learning or risk laggingbehind.In this respect, 52% of the Romanianrespondents confirmed that the primarysource of their employees’ learning todayis based on a balance between internaltrainings and externally sourced trainingsdriven by the employees themselves. Thisis also confirmed on a global level where47% of the respondents show the samesourcing for learning.24% of the Romanian respondentsconsider that the role of the learningdepartment in their organization is tofacilitate new hire on-boarding. The sameFigure 4. Building the skills and capabilities your business requires – Romania vsGlobalRomania50%AdequateIn this sort of environment, if in the pastyou used to learn one skill and build yourcareer on it, you now have to develop aplethora of skills over the course of yourcareer in order to stay relevant.Weak8percentage of respondents consider thisrole as helping employees build skillsin their current jobs or meet regulatorycompliance requirements. In comparison,25% of the global respondents considerthat this department’s role is to helpemployees build skills in their current jobs.When talking about building the skills andcapabilities your business requires 50%of the Romanian respondents assessedtheir learning departments’ programs asadequate, while the global figure is slightlyabove ellent
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age2. Employee experience – culture, engagement and beyondTHE Employee experience strategyis mainly built on five pillars:Figure 5. Employee experience sub-capabilities for RomaniaEngagement, Culture, Work, Purposeand Rewards. Both global and Romanianrespondents ranked Engagement as theSub CapabilitiesPercentage of total responsesmost important element addressed byAligning employees and personal goals6%44%50%their employee experience strategy, whilewith corporate purposeRewards as the least important. ThatBuilding a strong and differentiated 19%means that the contract between employer63%19%employee experience brandand employee is no longer based mainlyon the reward component but entirely onConsidering diverse employee preferences 56%38%6%the experience and sense of fulfillness thatwhen designing workwork itself and the work environment bringHelping employees balance personal andto the employee.38%44%19%professional life/work demandsLooking at the sub-capabilities in playwhen talking about employee experiencefrom a Romanian point of view, 25% ofthe respondents considered that theintegration of social, community andcorporate programs in their employeeexperience strategy is excellent while only13% assess their capabilities as weak.At the other end of the spectrum arethe capabilities to design work by takinginto consideration diverse employeepreferences and to align their employees’personal goals with corporate purpose.Integrating social, community, andcorporate programs13%Providing programs for younger, older,and a multi-generational workforce44%Understanding and using design thinkingas part of the employee experience31%Using design thinking in developing HRand talent uateExcellent9
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageFigure 6. 2 of the Employee experience sub-capabilities – global dataAligning our employees &personal goals with corporatepurposeUnderstanding and using designthinking as part of youremployee he global perception of the sub-capabilitiesis more or less in the same direction as inRomania, with two major differences: 55% of the global respondents considerthat their alignment of the employees’personal goals with corporate purpose isadequate and 48% perceive their capabilities as weakwhen it comes to understanding andusing design thinking as part of theiremployee experience.10WeakAdequateExcellentAn interesting sub-capability analysed inthe survey was the provision of programsfor younger, older and a multi-generationalworkforce. This is particularly interestingin the context of a globally aging workforceand increased pressure on public socialsecurity systems, which already startedpushing workers to remain employed wellbeyond their retirement age even thoughemployers are obviously seeing themselvesas weak (44% in Romania compared to 39%worldwide) in providing adequate programsfor this older workforce.
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age3. Organisation of the futureTHE top trend globally is only thethird trend in Romania, as perceivedby the respondents in this survey.Out of the total 82% of the Romanianrespondents who considered this trend asimportant or very important, 53% ranked itas very important (the global figures show88% of respondents ranking this trend asimportant or very important, with 59%opting for the latter).One of the key characteristics of highperforming companies is their abilityto stay agile. In other words, be highlyflexible in forming and disbanding teamsand allocate human resources betweenteams and projects without risking projectsetbacks. The period of rigid and linearorganizational charts creating a direct andpermanent reporting structure is a thing ofthe past. Organization must now becomemore fluid in order to remain competitive.In terms of support for internal networks,the most important trend to emergeglobally across all industries is team-basedgoal setting with 28% of the respondentsconsidering it as the most importantway their organization can support suchnetworks. This ranks only second inRomania, being overtaken by assignmentbased projects.Two of the sub-capabilities tracked in oursurvey were “Simplifying your organisation”and “Implementing new tools, techniques,technologies and mind-sets to supportteaming across internal networks”. Both ofthe below figures show the results of theRomanian survey, which when comparedwith the global assessment show a higherpercentage of the Romanian respondentsassessing their capabilities as Excellentand Adequate respectively. One of thecauses of this discrepancy may be causedby a snowball effect of procedures alreadyimplemented at global headquarters leveland rolled over to local subsidiaries.Figure 7. 2 of the sub-capabilities tracked for the Organisation of the future –Romanian dataSimplifying your organization36% of the Romanian respondentsconsider their organization and culture asbeing agile and highly agile compared to35% worldwide. Most of the respondersassess their capabilities in the somewhatAgile category.Implementing new tools, techniques,technologies, and mindsets to supportteaming across internal lentWeakAdequateExcellent11
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageHR Report card and trendsin HR investmentIN addition to establishing the trends for2017 respondents were asked to providefeedback regarding the HR investmenttrend in their own organization.Compared to the year 2016 respondentspredict a significantly higher increase in thelevel of HR investments. While last year only6% of respondents expected a significantincrease (more than 5%) of investments,in 2017 close to 11% of our respondentsreported that their organization is planningto increase investments in HR with morethan 5%.More than 40% of our respondentsreported that their organization is planninga 1-5% increase in HR investments during2017, which is significantly higher than in2016 when only 3% of the respondentsestimated such an increase.Both globally and at the level of Centraland Eastern Europe the trend is similar,meaning that more than half of respondentsplan to increase HR investments in 2017.Taking into consideration the capability gapidentified across all trends, the increasein investments should help reduce thisdiscrepancy between trend importance andreadiness.Compared to 2016, respondents have asignificantly positive outlook for businessgrowth during this year. As the figure belowshows, 25% of the respondents expecta double digit business growth in 2017,while more than 39% of the respondents(both globally and locally) predict abusiness growth between 1% and 10%.Business downturn is only predicted byapproximately 7% of our respondents.12Figure 8. Plans to invest in HR in the next 12-18 months – Romania vs. nificantlyincrease(more than 5%)Increase(1-5%)Remainthe same (0%)Romania6,07%Decrease(1-5%)1,82% 12,56%Significantlydecrease(more than 5%)7,27% 8,05%Not applicableGlobalFigure 9. General outlook for business as compared to 2016Less than -10% growthBetween -1% to -10% growth2,75%1,79%6,53%5,36%24,05%25,00%Greater than 10% growth27,11%28,57%Between -1% to -10% growth39,56%39,24%Less than -10% growthRomaniaGlobal
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageIn what regards the capabilities of the HRand talent programs the results are rathersimilar when comparing Romania withthe overall global assessment. Althoughroughly a similar percentage of therespondents consider their capabilitiesas Adequate, there is a slightly higherpercentage of the Romanian respondentswho consider that their organisations’programs are just getting by, in comparisonwith the global result.Figure 10. Capabilities of the HR and talent programs – Romania vs GlobalRomaniaGlobal39.9%More thanadequate35%More thanadequateExcellentGetting byGoodAdequateUnderperformingExcellentGetting byGoodAdequateUnderperforming13
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageRomanian survey demographicsROMANIA survey includes 68respondents out of a total of 10.447people worldwide.Figure 11. Demographics by industry (left) and by job function (right)The best represented industry interms of number of respondents forRomania is Technology, Media andTelecommunications, followed closelyby Professional Services. 50% of thecompanies are small, with between1 and 1.000 employees and 12% arelarge companies with more than 10.000employees.Industry63% of the respondents hold a Mid-Levelposition within their organisations andthere is a good balance between HR andNon-HR job functions.Job FunctionTechnology, Media,and Telecommunications12Other1116%Professional Services1116%Consumer Business1015%Energy and Resources1015%Financial Services8Manufacturing3Public Sector2Real Estate118%Non HR47%HR53%12%4%3%1%Figure 12. Demographics by business segment and organization levelBusiness Segment14Organization LevelSmall(1 to 1,000)34Medium(1,001 to 10,000)26Large(10,001 te1263%19%18%
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age15
Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital ageContactFlorentina MunteanuPartnerfmunteanu@reff-associates.ro 40730077934Raluca BontașDirectorrbontas@deloittece.com 40730077921Andreea IlincaManagerailinca@deloittece.com 4075403465616
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Romania Report / 2017 Deloitte Global Human Capital Trends Rewriting the rules for the digital age H UMAN Capital Trends study respondents from Romania rated the following trends as top 3: 1. Careers and learning; 2. Employee experience; 3. Organization of the future. Top trends in 2017 for
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Jun 10, 2016 · The Global Human Capital Index featured in this Report thus treats human capital as a dynamic rather than fixed concept. The Global Human Capital Index 2017 ranks 130 countries on how well they are developing their human capital on a scale from 0 (worst) to 100 (best) across four thematic dimensions—capacity, deployment,
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