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1、2Activating the future of workplace The workplace evolves to be an input to the work itselfCoauthored by Martin Kamen,Tara Mahoutchian,and Nate Paynter.THE ASSUMPTION OF workplace as simply a physical location has been under pressure for some time now,with virtualization of work trending well before

2、 the disruption brought on by the COVID-19 pandemic.However,that dramatic disruption forced organizations to more quickly rethink how to connect and engage workers in virtual and hybrid work environments and to embrace the possibilities of a boundaryless workplace.Unfortunately,it appears old habits

3、 are hard to break,as weve seen some pullback due to outdated definitions of what work is and perceptions about worker productivity or organizational culture as many companies push to get workers back into the office.Moving forward,leaders should focus on the fundamental issue,which is the design an

4、d practice of the work itself,as the work will dictate the mix of physical and digital workplace required to meet business outcomes.Unfortunately,only 15%of respondents to the Deloitte 2023 Global Human Capital Trends survey cited the way work is designed as one of the most important attributes in c

5、reating the future workplace.The ideal workplace is not just a physical site dictated by tradition,right,or necessitybut wherever work is best done.Organizations need to challenge traditional boundaries and design physical,digital,or hybrid environments that fit varying work needs,while respecting w

6、orker preferences and meta-objectives such as culture,community,and teamwork.Workers can then determine when,where,and how to best accomplish the work within broad guidelines aimed at enabling,not constraining,these decisions.3Activating the future of workplaceThe shift toward a boundaryless workpla

7、ce is driven by two main factors:worker agency and technological advancement.Worker sentiment has shifted and workers are advocating for workplace models that best support their needs and well-being.Many workers now consider the ability to work remotely as an inalienable right.According to a recent

8、study,1 two-thirds of workers globally(64%)say they have already considered(or would consider)looking for a new job if their employer wanted them back in the office full time.Technology is also advancing rapidly as an essential component of workplace design.This goes beyond collaboration tools and n

9、ow includes a vast array of work-related technologies,with the most prominent example arguably being the metaverse and unlimited reality.As organizations reimagine the workplace in a postpandemic world,the result is not a single location or one-size-fits-all solution,but a variety of capabilities an

10、d spaces that support different ways of getting work done.This reimagination is not just limited to knowledge workers,but also extends to frontline workers.A recent survey by Forbes and Microsoft2 showed that organizations leading the way on digitally empowering frontline workers(e.g.,call center re

11、presentatives,field service personnel)are three times more likely to deliver annual growth in excess of 20%(compared to their less forward-thinking counterparts).The readiness gapAccording to the Deloitte 2023 Global Human Capital Trends survey,the vast majority of business leaders(87%)believe that

12、developing the right workplace model is important or very important to their organizations success.Yet only 24%feel their organization is very ready to address this trend(figure 1).Source:Deloitte 2023 Global Human Capital Trends survey.Deloitte Insights| 1The readiness gap for the future of workpla

13、ceDeveloping the right workplace model is important or very important to my organizations successMy organization is very ready to develop the right workplace model87%24%84%The good news is that only 6%of our surveyed organizations are satisfied with the status quo and say they have not changedand wi

14、ll not changetheir workplace strategy.Meanwhile,78%are trying to create a future workplace where workers can thrive by redesigning their existing business processes or reimagining the work itself.SIGNALS:THIS TREND APPLIES TO YOU IF Knowledge-sharing and the effective use of intellectual property ar

15、e noticeably declining Ongoing challenges in collaboration are adversely affecting work delivery and resulting in a noticeable uptick in meetings Engagement and productivity are declining due to old models of work being ported into the hybrid workplace Your organization is struggling to attract top

16、talent due to outdated or ineffective workplace strategies42023 Global Human Capital Trends ReportThe new fundamentalsLet the work drive the workplace decisions.Before organizations can effectively answer any questions about where people should workphysical,digital,or hybridyou must understand the w

17、ork that needs to get done.To that end,the first question to ask when thinking about workplace is“What does the work require?”There is no perfect workplace model or universal solution that every organization should adopt.If the work does not require a physical space to deliver optimal results,dont f

18、orce it just because of past precedent or current management anxieties.Instead,organizations need to look at the work they are trying to accomplish and cultivate a deep understanding of the unique needs and priorities associated with those goals.Only then can organizations effectively determine wher

19、e,when,and how work should be done.Deliberately design the experience in service of outcomes and value.As organizations design workplace models in support of the work,they should start by focusing on the ultimate outcomes they seek to drive(culture,innovation,societal impact)and then determine where

20、 that value is best created.According to the leaders who responded to the Deloitte 2023 Global Human Capital Trends survey,the biggest benefit theyve seen from their future-workplace approach is increased worker engagement and well-being,while culture is the biggest barrier.Empower the individual,th

21、e team,and the ecosystem.Especially in light of rising worker agency,outcomes important to the workers in an organizations ecosystem should be given equal consideration as those of the organization.That goes for workplace models as well.Organizations should do their best to align(or at least balance

22、)their needs and desires with the needs and desires of their entire workforce.Organizations have the opportunity now to experiment boldly with their workplace model,balancing work outcomes with worker preferences,to unlock the new value they seek to create.For example,consider where and how people i

23、nteract.Studies show that collaboration is the No.1 purpose for a physical officea finding that applies regardless of geography,industry,role,or generation.3 As such,when creating a workplace modelwhether physical,digital,or hybridyou need to intentionally design it to support and foster connectivit

24、y and collaboration.5Activating the future of workplaceCurrent experiments:What leading organizations are exploring Unilever is focusing on what people produce(outcomes),not where or when they work.4 It has introduced a set of global principles on how to make the best use of office spacesgiving peop

25、le flexibility and choice,while spending at least 40%of their time in the office to collaborate and connect.To that end,it is designing working options that can help people balance work and home life without completely losing the value of face-to-face contact.BMW is bringing the metaverse to a tradi

26、tionally physical environment:the factory.Using NVIDIAs Omniverse,a 3D collaborative metaverse platform,the company has created a perfect simulation of a future factory(i.e.,digital twin).5 The future factory was designed entirely in the digital realm and simulated from beginning to end to train and

27、 remotely connect workers in a virtual 3D environment.In this digital factory,BMWs global teams can collaborate in real time to design and reconfigure its factories,revolutionizing their planning process and eliminating the need for travel.Workers can travel virtually into an assembly simulation wit

28、h a motion-capture suit and record task movements,while the line design is adjusted in real time to optimize line operations,worker ergonomics,and safety.FamilyMart,a convenience store chain in Japan,is experimenting with remote-controlled robots to stock shelves,enabling employees to work from anyw

29、here using virtual reality(VR)goggles and controllers.6 A key fringe benefit of this solution is the ability to employ disabled people who lack the physical mobility to stock shelves without the assistance of robots.AdventHealth added virtual nurses to its care teams,which enhanced its workforce exp

30、erience for nurses across the digital and physical workplace and enabled better teamwork and patient outcomes.7 Units can now have a virtual nurse team member on the screen,working with a team thats in person.As a result,virtual nurses not only offload work from the in-person nurse,but provide care

31、virtually with good outcomes and a good patient experience.M&T Bank is focusing on putting purpose at the center of its post-pandemic workplace strategy.8 In the pandemic,all of its nonessential workers were virtual.As things opened up,it promoted hybrid worknot because work couldnt be done virtuall

32、ybut because it believed that the workplace created community and connectionsin the company and with its diverse customers and communities in its footprint.A number of these innovative experiments revolve around the metaverse,which is changing how organizations think about the digital workplace and

33、providing new digital tools to foster collaboration and create an immersive workplace experience from anywhere in the world.Benefits of the metaverse include the ability to work remotely day or night from any location,and to stay anonymous and focus on work.Gartner predicts that 25%of people will sp

34、end at least one hour a day in the metaverse by 2026.9 Also,three out of five tech workers say they would be interested in using the kinds of VR headsets associated with the metaverse for training and professional development.1062023 Global Human Capital Trends ReportSource:Deloitte analysis.Deloitt

35、e Insights| 2Survive.Thrive.Drive.SurviveDeconstruct work to its lowest level and define work outcomes to determine where work would best be performedConsider how workers interact,not just whereInventory your current workplace,including digital and physical sites and how and why each is usedDesign y

36、our workplace experience with work at the center Give a voice to workers and teams about how to foster more connectivity,collabora-tion,and innovation through workplace designPilot new workplace approaches and gather worker feedbackDesign your workplace ecosystem to allow for a seamless transition b

37、etween physical,digital,and hybrid workplacesTake an agile approach to improving the workplace experience,including continuous assessment of breakthrough technologiesLead the intersection of ESG and human risk with workplace designCultivate openness among leaders to workplace experimentation and cha

38、ngeRemain viable in the marketplaceDriveLead the market by radically innovating and transformingThrive Differentiate to gain competitive advantageThe path forwardLooking aheadThe workplace is essentialbut in the relationship between work and workplace,the work has to lead.The workplace should become

39、 an input into the work itself,focused on the outcomes or value aligned with business strategy.Beyond the immediate value from the work,a strategic approach to workplace can also create“downstream”ESG benefits.For example,reducing an organizations amount of physical office space can reduce its carbo

40、n footprint;giving workers more agency to choose which days to work remotely could support DEI outcomes by providing flexibility for caregivers.Through workplace design,organizations have an opportunity to improve their brand,attract talent,and elevate work outcomes.And it all starts with one key qu

41、estion:“How can we design the workplace to best support the work itself?”Organizations that put work at the center of their workplace design efforts will have the best chance of achieving superior results.As with other trends in this years report,the needs of the work and worker preferences will con

42、tinue to change,requiring organizations to continue experimenting,listening,and evolving.Deloittes 2023 Global Human Capital Trends survey polled 10,000 business and HR leaders across every industry,with 105 countries participating.The survey data is complemented by interviews with executives from s

43、ome of todays leading organizations.These insights gathered shaped the trends in this report.7Endnotes 1.ADP Research Institute,“ADP Research Institute reveals pandemic-sparked shift in workers priorities and expectations in new global study,”April 25,2022.2.Forbes Insights,Empowering the firstline

44、workforce:Technology,autonomy and information sharing deliver growth to forward-thinking organizations,accessed December 12,2022.3.Janet Pogue McLaurin,“How younger workers preferences and workstyles will define the future workplace,”Gensler,October 7,2021.4.Elisabeth Buchwald,“Return is the wrong w

45、ord.That world is gone:Unilever chief HR officer foresees a new,flexible era for office workers post-COVID,”Unilever,October 16,2021.5.Brian Caulfield,“NVIDIA,BMW blend reality,virtual worlds to demonstrate factory of the future,”NVIDIA,April 13,2021.6.Vlad Savov and Mia Glass,“Robot arms are replac

46、ing shelf stockers in Japans stores,”Bloomberg,August 10,2022.7.Trish Celano,chief nursing officer,AdventHealth,interview with authors.8.Neil Walker-Neveras,chief talent officer,M&T Bank,interview with authors.9.Gartner,“Gartner predicts 25%of people will spend at least one hour per day in the metav

47、erse by 2026,”press release,February 7,2022.10.Chris Teale,“Some companies are starting to embrace the metaverse.Many tech employees are interested in doing certain work tasks in virtual reality,”Morning Consult,May 31,2022.Martin Kamen,Tara Mahoutchian,and Nate Paynter coauthored our 2023 Global Hu

48、man Capital Trends discussion on“Activating the future of workplace.”The authors would like to thank Trish Celano(AdventHealth)and Neil Walker-Neveras(M&T Bank)for their contributions to this chapter.The authors would like to thank Caroline Kelson,Michael McLaughlin,and Avalon Potter for their outst

49、anding contributions to this chapter.AcknowledgmentsDeloittes Human Capital professionals leverage research,analytics,and industry insights to help design and execute the HR,talent,leadership,organization,and change programs that enable business performance through people performance.Visit the Human

50、 Capital area of D to learn more.Activating the future of workplace8About the authorsChristina Brodzik|Principal|Deloitte Consulting LLP|As a principal in Deloitte Consulting LLP,Christina Brodzik brings more than 20 years of experience to the human capital space.She focuses on financial services an

51、d insurance,and specializes in a wide range of transformations including strategic change,talent strategies,learning solutions,talent acquisition,and diversity&inclusion.As the national leader of Deloittes Diversity,Equity&Inclusion Client Service practice,she is a certified facilitator for Deloitte

52、s Inclusive Leadership Experience and Strategy Inclusion Labs.In addition her client responsibilities,Brodzik has served as the Financial Services Womens Initiative lead for partner/director talent planning,as well as the Human Capital Womens Initiative deputy.Sue Cantrell|Vice President|Deloitte Co

53、nsulting LLP|Susan Cantrell is vice president of Products,Workforce Strategies at Deloitte Consulting LLP.She is a leading expert and frequent speaker on future of work and human capital.She is co-author of the Harvard Business Press book Workforce of One,and has been published widely in publication

54、s like Harvard Business Review,Wall Street Journal,and MIT Sloan Management Review.She has more than 20 years of experience serving as an executive advisor,author,researcher,and developer of new solutions that help organizations harness digital technologies and evolve their workforces to innovate,un

55、lock agility,and drive transformation.She holds a Master of Science degree in management information systems from Boston University,and a Bachelor of Arts degree from Vassar College.Kraig Eaton|Principal|Deloitte Consulting LLP|Kraig Eaton is a principal in Deloitte Consulting LLPs US Human Capital

56、service area and serves as the colead of the Deloitte Global Human Capital Trends team.Eaton has more than 28 years of experience working with senior business and HR executives to transform their human capital strategies and capabilities to better support the business goals of the organization,speci

57、fically supporting some of the worlds leading organizations on efforts spanning the full spectrum of HR and workforce transformations,from upfront strategy development through large-scale operating model,organization,and technology implementations.2023 Global Human Capital Trends Report9John Forsyth

58、e|Managing director|Deloitte Consulting LLP|John Forsythe is a managing director in the US Government&Public Services(GPS)Human Capital practice of Deloitte Consulting LLP.He specializes in helping executive clients lead behavioral change across organizational boundaries and is the senior sponsor of

59、 Deloittes GPS Culture Transformation offering.Forsythe has more than 31 years of business experience,including 23 years in public services consulting.During his career,he has led many consulting assignments,developing expertise in culture,leadership development,strategic change,organizational asses

60、sment,communications,leadership alignment,and executive coaching.He has provided strategic advice and counsel to clients from across the government and commercial sectors,and his clients include the following public sector organizations:the US Air Force,the US Navy,the US Army,the US Marine Corps,th

61、e Office of the Secretary of Defense,US Transportation Command,Special Operations Command,the US Department of Commerce,the US Patent and Trademark Office,the US Department of Agriculture,the Environmental Protection Agency,the US Forest Service,the US Department of Veterans Affairs,and the US Depar

62、tment of Housing and Urban Development.Michael Griffiths|Principal|Deloitte Consulting LLP|Michael Griffiths is a principal in Deloitte Consulting LLPs Workforce Transformation practice and serves as the colead of the Deloitte Global Human Capital Trends team.Griffiths leads Deloittes Workforce Deve

63、lopment market offerings,which drive the market in learning transformations,knowledge management,leadership development,and assisting clients to become skills-based.Griffiths is well published in the field of learning and talent and is the leading market voice on becoming a skills-based organization

64、.Steve Hatfield|Principal|Deloitte Consulting LLP|Steve Hatfield is a principal with Deloitte Consulting LLP and serves as the global leader for Future of Work.He has more than 25 years of experience advising global organizations on issues of strategy,innovation,organization,people,culture,and chang

65、e.Hatfield has advised business leaders on a multitude of initiatives including activating strategy,defining a preferred future,addressing workforce trends,implementing agile and resilient operating models,and transforming culture oriented to growth,innovation,and agility.Hatfield has significant ex

66、perience in bringing to life the ongoing trends impacting the future of work,workforce,and workplace.He is a regular speaker and author on the future of work and is currently on the Deloitte leadership team shaping the research and marketplace dialogue on future workforce and workplace trends and is

67、sues.He has a masters degree in social change and development from Johns Hopkins and an MBA from Wharton,and is based in Boston.Lauren Kirby|Manager|Deloitte Consulting LLP|Lauren Kirby is a manager in Deloitte Consulting LLPs Workforce Transformation practice with specific expertise in employee exp

68、erience,talent,leadership,and change programs.She focuses on advising organizations as they align business and talent strategy and define the strategic initiatives that make their people a critical enabler of business and market success.In addition to authoring this report,Kirby served as the progra

69、m manager for the 2023 Global Human Capital Trends team.She has an MBA from Dukes Fuqua School of Business.Activating the future of workplace10David Mallon|Vice president|Deloitte Consulting LLP|David Mallon,a vice president with Deloitte Consulting LLP,is chief analyst and market leader for Deloitt

70、es Insights2Action team.He and the Insights2Action team help clients to sense,analyze,and actwith purpose and precisionat the ever-shifting intersection of work,workforce,workplace,and industry.Part of Deloitte since 2013,Mallon is the former head of research for Bersin.He brings more than 20 years

71、of experience in human capital and is a sought-after researcher,thought leader,and speaker on organization design,organizational culture,HR,talent,learning,and performance.Mallon is an author of Deloittes annual Global Human Capital Trends study and a cohost of the Capital H podcast.Shannon Poynton|

72、Senior manager|Deloitte Consulting LLP|Shannon Poynton is a senior manager in Deloitte Consulting LLPs Human Capital practice with more than 10 years of experience designing and executing organization,talent,leadership,and change programs that enhance business performance.Poynton advises organizatio

73、nal leaders on strategies to help them retain critical talent,engage their workforce,and reimagine work through innovative combinations of humans and technology.She is a frequent speaker on talent and workforce trends and has coauthored Deloittes 2020,2021,and 2023 Global Human Capital Trends report

74、s.Nic Scoble-Williams|Partner|Deloitte Tohmatsu Consulting LLC|nscoble-williamstohmatsu.co.jpNic Scoble-Williams,a partner with Deloitte Tohmatsu Consulting LLC in Japan,is Deloittes global leader for Work.With more than 20 years cross-industry experience in information technology services,talent st

75、rategy and advisory,and mergers and acquisitions,Scoble-Williams works with businesses and governments to embed future of work vision into enterprise transformation strategies.She is also a practicing lawyer and passionate about multilateralism to help provide equal access to opportunities for all,a

76、nd position workers to thrive in the green and digital economies,in which decent work and life-long learning are key to putting humans on the path for a sustainable,equitable,and inclusive future.Scoble-Williams is a regular speaker and author on the key shifts transforming the future of work and th

77、e new opportunities and aspirations they present for making work better for humans and humans better at work.Joanne Stephane|Executive Director,DEI Institute|Principal,Deloitte Consulting LLP|For more than 25 years,Joanne Stephane has worked with C-suite executives to define,design,and operationaliz

78、e their workforce experience vision.She helps clients transform their Talent and HR organizations,strategy through implementation and beyond,to achieve sustainable results.Stephane is eminent on the evolving role of HR,and of the CHRO,in shaping the way enterprises compete,access talent,and curate e

79、xperiences,and show up in the communities where they operate.She brings this perspective in examining how organizations can and should drive towards racial equity.In addition to serving clients,Stephane also leads Deloittes US HR Strategy&Solutions Talent Group in the HR Transformation service offer

80、ing,is the Chief DEI Officer of Deloittes US Human Capital practice,and is the Executive Director of Deloittes DEI Institute.Joanne primarily focuses in the Consumer Products,Health care,and Life Sciences sectors.2023 Global Human Capital Trends Report11Yves Van Durme|Partner|Deloitte Consulting|Yve

81、s Van Durme is the global organization transformation leader for Deloitte and is a partner in the North&South Europe Consulting practice of Deloitte.Van Durme has been leading the Strategic Change team on a journey to change“Change.”He specializes in cultural transformation,leadership and organizati

82、on development,and data-driven people strategy,and has more than 24 years experience as a consultant,project manager,and program developer for human capital projects for multiple European,Japanese,American,and Belgian multinationals.Based on his experience coaching high-performance sports,he has an

83、affinity for leadership and organization development.Previously,Van Durme was the business unit director“talent management”for Hudson BNL,where he was involved from a content and management perspective with HR strategy,competency,and performance management,career counseling,assessments,management de

84、velopment,organization,and change.Activating the future of workplace12About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited(“DTTL”),its global network of member firms,and their related entities(collectively,the“Deloitte organization”).DTTL(also referred to as“Deloitte Glob

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86、es not provide services to clients.Please see to learn more.About this publication This communication contains general information only,and none of Deloitte Touche Tohmatsu Limited(“DTTL”),its global network of member firms or their related entities(collectively,the“Deloitte organization”)is,by mean

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89、each of its member firms,and their related entities,are legally separate and independent entities.2023.For information,contact Deloitte Global.Sign up for Deloitte Insights updates at DeloitteInsightDeloitte Insights contributorsEditorial:Junko Kaji,Rithu Mariam Thomas,Rebecca Knutsen,Hannah Bachman,Blythe Hurley,Emma Downey,Aditi Gupta,and Arpan Kumar SahaCreative:Matt Lennert,Natalie Pfaff,Govindh Raj,Meena Sonar,and Hazel RajAudience development:Nikita GariaCover artwork:Eva Vzquez