Deloitte Global Human Resources Trends Report” has been a standard to take the pulse of human resources field, to track the latest trends and to follow the HR priorities of companies… In our 2017 report, the usual suspects re-emerge: Finding and retaining the talent; maintaining the continuous progress for the employees; right leadership; fine tuning the performance; digitally evolving the HR function; and the revolutionized HR analytics with the big data… In the list, “Organization of the Future” stays on top. In this article, we’ll examine the significant outcomes of an extensive study conducted over 140 countries with the opinions of more than 10k HR and business professionals. In doing this, our focus will be on the first five topics in the list. According to the HR Trends Study, “Building the organization of the future” stands out as the first priority for the corporations. The two of the other most important priorities for Turkey are; the talent recruitment; and the performance management, according to the report. Digital HR is viewed as the most important investment area, but the competencies are yet to be sufficient. Globally, building the organization of the future, employee experience and performance management are the top priorities of companies, respectively. In Turkey, talent recruitment takes the thirds rank, whereas, career and learning comes fourth and the employee experience ranks fifth.

1-ORGANISATION OF THE FUTURE Based on the study, we acknowledge the importance of building the “organisation of the future” instead of the short-termed, save-the-day initiatives in terms of the organisational transformation. “Building the organization of the future” constitutes the main priority of the professionals both in Turkey and on the globe, within the axis of digital and transformational technologies that re-shape the whole professional life. Here, we are faced with almost a matter of “life or death”. Because, sustainability for the companies acting otherwise is under threat. Recently we have been witnessing the obligations of companies to adapt their organisational structures, talents, and their HR strategies and policies in line with the digital transformation. Employee experience became directly related with the digital experience. As the pace and scope of technology diffusion grows, the lifestyles, the working and communication patterns change significantly in the world that experience this transformation. With the digital occupation of the business world the rules of the game are rearranged. Consequently, for corporations in order to attract, retain, motivate and manage this transformed workforce, they need to change their entire approach. Popular positions and employers will be the ones that lead this transformation or at least the ones that can rapidly adapt. 

2-CAREER AND LEARNING Career and learning for business and HR professionals in both global and Turkey scope stands high in the current priority list. In Turkey, this issue is fairly prominent with a 90 percent share from the high level executives. Therefore, executive boards of the companies follow the steps taken to improve the careers and education and they take action through consulting and encouraging. In essence, hereby, you are improving your employees while also boosting their motivation. This way, you get more better business outcomes with happier, more focused and proficient employees. While the hierarchical structures in companies getting ever loose and the digital diffusion is growing, occupational education and development opportunities play key roles in order to nurture competent and capable managers who are able to handle the changing needs of the work forces. So to say, education is an essential component in each step of the journey from bottom to the top. Almost every day, we are encountering the companies that ask how they could employ less, but more proficient employees. Besides, in every study conducted on Generation-Y, we see how much emphasis the employees place on the self-development opportunities provided by the companies. Thus, career and education have become essential components in order to attract and retain the talent. Companies’ HR departments frequently run projects addressing this issue.

3-TALENT Accurate recruiting and providing the improvement opportunities becomes more important than ever. Because, mistakes and wasting time on this issue severely damage the companies. On higher levels and critical positions, undoubtedly, this is more intensively perceived. Surely, all the companies aim to recruit the best talents in optimum costs while improving and retaining them. However, acquisition of the prospects is not so straight forward. Moreover, it is one of the most complaint issues. Labour market is fierce, very fluctuant, employees’ expectations have gone through the roof, and the cost are intimidating… Not only finding the talents, but also keeping them together is also challenging. Along with the sophistication of the work force, gathering the right teams and maintaining their work in harmony become crucial. “Talent acquisition” is one of the major challenges that the companies face in Turkey. Whereas, emphasis put on recruitment in global is 82 percent, this rate is correspondingly 84 percent in Turkey. However, despite the great emphasis put on the talent recruitment, the respondents from both Turkey and from the globe admit their lack of competency in this manner. 4-EMPLOYEE EXPERIENCE In former times the companies used to focus on how to improve their process and infrastructure. They believed that if it’s accomplished, they would be companies desired to work for, have more successful employees and better business outcomes. These developments can’t be regarded as futile for sure. Rather, they had many positive impact for the companies. Nevertheless, this process based approach was not enough on its own to satisfy neither the management nor the employees. Consequently, we witness how this fact come out from the loyalty and motivation surveys or from the exit polls on employees. Our findings in Turkey indicate a big gap between the emphasis that companies place on new talent recruitment and the level of their preparation on this issue. These companies also fall behind on providing a distinguished working experience for their employees. However, the employee experience topic was already one of the most prominent issues both in Turkey and globally in the last year’s study. 5-PERFORMANCE MANAGEMENT We are going through a period where the conventional approaches in performance management are replaced by much simpler and genuine approaches. The definition of success and failure, how to asses and manage them, and how to deal with the outcomes are the issues that are recently on the table. Everybody is discontent about the unwieldy and perfunctory applications which are unable to contribute on employees’ progress. While this issue ranks high both globally and in Turkey, the professionals in Turkey assess their competency weaker than their global counterparts. “Employee motivation through rewarding” is one of the most explicit examples of this. In that, 69 percent of the respondents from Turkey perceives themselves incompetent, whereas this is 32 percent in global. In the same token, professionals in Turkey regard themselves weak in providing timely and accurate feedback and paying incentives on every level for their workers. Fair, proactive, simple, clear, reasonable, agreed upon, regularly feedback prompted, and common interest driven performance management will create a win-win context for both the companies and the employees. TURKEY, HOPEFUL ABOUT THE FUTURE BUSINESS LEADERS Regardless of an economically and politically rough year, the ratio of respondents expecting the same or higher levels of investment in HR field for the next 12 to 18 months is 94 percent in Turkey and 84 percent in global. The respondents who expect downsizing in HR investments are 2 percent in Turkey and 9 percent globally. Obviously, almost everyone acknowledges the importance and value of Human Resources, and is determent on taking action in this area…