1.
1Copyright © 2018 Deloitte Development LLC. All rights reserved.
2018 Deloitte
Human Capital Trends
Swiss Results
The Rise of
the Social
Enterprise

2.
2Copyright © 2018 Deloitte Development LLC. All rights reserved.
Call to action
Social enterprises must have a
determined focus on building social
capital by engaging stakeholders,
accounting for external trends,
creating a sense of mission and
purpose, and managing new societal
expectations.
Social Capital
=
Human Capital

3.
3Copyright © 2018 Deloitte Development LLC. All rights reserved.
Successful businesses must evolve to maintain a positive
reputation, engage talent, and cultivate loyalty among customers

4.
4Copyright © 2018 Deloitte Development LLC. All rights reserved.
Technology change
is having unforeseen
impacts on society
87% of C-level executives
say that digital revolution
will lead to more equality
and stability with more
ability to influence than
governments to shape the
future. 3
Businesses are expected
to fill a widening gap in
society
According to the Edelman
Trust index, people
worldwide place
52% trust in business “to
do what is right,” vs. 43%
in government.2
The power of the
individual is
growing
86% of millennials think
that business success
should be measured in
terms of more than just its
financial performance.1
1: 2017 Deloitte Millennial Survey: Apprehensive millennials: seeking stability and opportunities in an uncertain world, 2017,
2: Edelman, 2018 Edelman Trust Barometer: Global Report, 2018
3: Deloitte, The Fourth Industrial Revolution is here – are you ready?, Deloitte Insights, 2018
There are three macro themes driving this need for change today

5.
5Copyright © 2018 Deloitte Development LLC. All rights reserved.
So, how are leading companies responding?
The 2018 Swiss Human Capital Trends Results
Leadership
mindset1
The symphonic
C-Suite
Themes
3 9 Key Trends
The power of
the individual
Filling society’s
leadership gap
Leverage
technology
for sustainable
growth

6.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
The
Symphonic
C-suite 83%
of respondents rated
“C-suite collaboration”
as important/very
important…
…however,
70%
of CXOs do not
regularly collaborate
54%
of CEOs were
promoted from
another CXO position
within the company
Call to action:
Incorporate collaboration and
teamwork into daily routines,
prioritising interaction,
information-sharing, and
real-time decision-making
across functions.
As the business environment
becomes more competitive and
digital disruption continues,
organisations have become more
team-centric and networked.
Behaving as a social enterprise
demands an unprecedented level
of cross-functional vision,
connectivity, and collaboration
from C-suite leaders.

7.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
The power of the
individual
The rising power of the
individual necessitates
a holistic approach to
work.
THEME
1

8.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
The
Workforce
Ecosystem
More than
50%
of organisations have
established policies
and processes for
non-traditional
employees
Only
16%
have a strategy for
non-traditional
labour to meet the
company’s goals
54%
do not assess or
manage performance
of non-traditional
employees
Call to action:
Develop workforce
management strategies that
leverage open talent
workforces to meet the
organisation’s changing
needs.
Globally, there are approximately
77 million formally identified
freelancers in Europe, India, and
the United States.
As alternative work
arrangements become more
common, how can organisations
appeal to, engage with, and
drive value through workers of
all different types?

9.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
New
Rewards
57%
have a typical
rewards program
for their industry Only
1%
of rewards are
innovative, flexible
with regard to type
and frequency and
personalised to
employee preferences
21%
of reward programs
are out of date and
need attentionCall to action:
Use analytics to determine
what employees value in
their rewards to
appropriately align rewards
programs and generate a
market advantage.
Rewards are transitioning from
strictly standardised to highly
personalised.
Organisations whose rewards
strategies were highly aligned
with organisational goals were
the most likely to anticipate
growth of 10 percent or more.

10.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
From
Careers to
Experiences
67%
of career paths
are not based on
organisational
hierarchy
Only
25%
give employees the ability
to actively develop and
chart new pathways
50%
rated their organisation only somewhat
effective or not effective in empowering
people to manage their own careers
Call to action:
Embed digital technologies
into the learning process in
ways that allow learning
experiences to extend
beyond the classroom.
Organisations need to build a
culture of learning and create
new experiences to support a
21st century career.
Only a focus on experiences, new
career models, data-driven tools,
and L&D offerings will enable
companies to develop, retain,
and reinvent the right talent at
the right time.

11.
2018 Deloitte Global Human Capital Trends The Rise of the Social
Enterprise
11Copyright © 2018 Deloitte Development LLC. All rights reserved.
Filling society’s
leadership vacuum
Organisations need to
engage with people and
demonstrate that they
are worthy of trust as
citizens look to
businesses to fill the
void on critical issues.
THEME
2
Copyright © 2018 Deloitte Development LLC. All rights reserved.

12.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
The
Longevity
Dividend
18%
of Switzerland’s population were +65 years old
in 2015; In 2030, it is estimated to be 22%
80%
of respondents tell
that «age/generation»
is part of their
organisation’s diversity
and inclusion strategy
8%
have created targeted
roles for older workers
to leverage their
expertise
Call to action:
Create a comprehensive
engagement plan designed to
appeal to the older workers’
specific needs to foster an
environment where they can
maximise their productivity.
People are living longer, and
organisations are shifting their
attitudes toward older workers
as a result.
Rising life expectancies and an
aging global workforce present
organisations with
unprecedented challenges and
untapped opportunities.

13.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
Citizenship &
Social Impact Only
23%
said that citizenship
was a top priority
reflected in
corporate strategy
48%
of respondents do not put
Social Responsibility high
on their list of priorities
67%
of employees prefer to work for
socially responsible companies
Call to action:
Focus on embedding the
organisation’s citizenship
strategy into its overall talent
strategy so that citizenship
becomes more than just a
series of one-off programs.
Stakeholders today are taking an
intense look at organisations’
impact on society, and their
expectations for good corporate
citizenship are rising. In an effort
to meet these expectations,
leading organisations are making
citizenship a core part of their
strategy and identity.

14.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
Well-being
Only
7%
offer extensive well-being
programs and actively analyse
their impact on productivity and
efficiency of their employees
62%
offer healthy
snacks in the office
38%
facilitate yoga
or mindfulness
training
18%
do currently not invest in
employee well-being
Call to action:
Well-being is a personal
matter, so it needs to evolve
as individuals’ needs evolve.
Invest in ways to take a
constant pulse of employee’s
needs.
Empowering employees’ well-
being is a significant contributor
to build social capital.
66% of organisations worldwide
state that well-being programs
are critical to their brand and
culture.
Yet wide gaps exist between the
well-being programs offered and
employee expectations.

15.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
Leveraging
technology for
sustainable growth
New technologies are
creating massive
opportunities to achieve
sustainable, inclusive
growth, but simultaneously,
there are unforeseen
impacts that the social
enterprise must address.
THEME
3
Copyright © 2018 Deloitte Development LLC. All rights reserved.

16.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
AI, Robotics,
& Automation
38%
use AI/Robotics to
replace repetitive
tasks or eliminate
duplicative work
42%
do not have a plan
to cultivate the
human skills
required by the
use of AI/robotics
91%
believe AI and cognitive technology to
have some or a significant impact on
the workforce in 2020
Call to action:
With the adoption of new
automation technologies,
employees will need ongoing
development and reskilling,
with an emphasis on
essential human skills.
As AI and other advanced
technologies permeate the
workplace, skills such as critical
thinking, creativity, and problem-
solving gain in importance.
Leading companies are
recognising that these
technologies are most effective
when they complement humans,
not replace them.

17.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
Hyper-
connected
Workplace
84%
of respondents regularly use text messaging
for personal/professional communications
79%
believe that online
collaboration platforms will
increase in the next 3-5 years
66%
believe that
work-based
social media
will increase
in the next
3-5 years
Call to action:
Develop a strategy for
promoting connectivity in the
workplace in ways that avoid
duplicating systems and
apps, and provide a platform
to drive more insights.
Workplaces are being flooded
with new and exciting
communication tools, each
promising to improve
productivity. But management
must still make important
decisions about which tools to
use and how to use them —
including, perhaps, the decision
not to use certain tools at all.

18.
Copyright © 2018 Deloitte Development LLC. All rights reserved.
People Data
38%
use operational
reporting (costs,
utilisation, compliance)
35%
use advanced reporting
(benchmarking, analysing
trends over time)
18%
use advanced analytics
(statistical analysis, correlations,
causal factors)
Only
8%
use predictive analytics
(models for future planning)
Call to action:
Understand the flow of
people data internal and
external to the organisation,
and put the right security
and IT controls in place to
effectively manage risk.
The use of workforce data to
analyse, predict, and help
improve performance has
exploded over the last few years.
As organisations collect more
personal and business data
about their employees, however,
they raise growing risks and
ethical questions about data
security and transparency.

19.
19Copyright © 2018 Deloitte Development LLC. All rights reserved.Copyright © 2018 Deloitte Development LLC. All rights reserved. 19
Human Capital Trends 2018 by importance and readiness
Swiss Results
N=93
39%
30%
31%
42%
46%
29%
58%
31%
38%
25%
86%
85%
85%
83%
82%
82%
75%
71%
69%
61%
The connected workplace
Data as opportunity and risk
Integrating people, AI, and robotics
C-suite collaboration
Well-being as a driver of productivity
21st century careers
Citizenship and social impact
The longevity dividend
Making rewards personal
Hybrid workforce management
Readiness % Importance %

20.
20Copyright © 2018 Deloitte Development LLC. All rights reserved.
Contact us
Myriam Denk
Partner, Head of Human Capital Consulting
Switzerland
mydenk@deloitte.ch
+41 58 279 67 92
Matthias Thalmann
Partner, Human Capital Consulting
Switzerland
matthiasthalmann@deloitte.ch
+41 58 279 70 76
Deloitte.com/ch/humancapitaltrends
Copyright © 2018 Deloitte Development LLC. All rights reserved.
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Deloitte’s 2018 Global
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