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The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
2021 Deloitte South Africa Human Capital Trends

The social enterprise
in a world disrupted
Leading the shift from survive to thrive
                                  1
2021 DELOITTE SOUTH AFRICA HUMAN CAPITAL TRENDS
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
The social enterprise in a world disrupted: Leading the shift from survive to thrive

             All views expressed in this publication are those of the contributors. They should not be attributed to Deloitte Consulting, its directors,
             employees, parent company or affiliates. Deloitte Consulting is not endorsing the views of the contributing companies or their
             representatives and nothing in this publication should be construed otherwise
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
2021 Deloitte South Africa Human Capital Trends

Contents

Foreword ............................................................................................................................................. 4
Introduction ........................................................................................................................................ 7
Diving Deepr: Five workforce trends to watch in 2021 ................................................................................ 2
            Designing work for well-being ............................................................................................... 4
            Beyond reskilling .................................................................................................................. 10
            Governing workforce strategies ........................................................................................... 20
            A memo to HR ...................................................................................................................... 26
            Leading forward .................................................................................................................... 35
Appendix: Survey demographics ....................................................................................................... 43
End Notes .......................................................................................................................................... 48
About the authors ............................................................................................................................. 49
External contributors ........................................................................................................................ 52
Contacts............................................................................................................................................. 53

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The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
The social enterprise in a world disrupted: Leading the shift from survive to thrive

             Foreword

             I
                   n our 2020 South Africa human capital trends             For this year’s report we partnered with some of
                   report entitled The Social Enterprise at work:           our own South African CHROs and included their
                   Paradox as a path forward, we challenged                 contributions. Our engagements with the CHROs
             organisations to re-examine whether humanity                   provided real experiences and unique insights into
             and technology were truly in conflict and consider             their organisations and understanding how they
             how it is possible to resolve the seeming paradox              operate as true social enterprises. Thank you for
             of finding ways to remain distinctly human in a                sharing your experiences and insights:
             technology-driven world. During 2020, we have                      •      Tswelopele Kodisang
             seen how the COVID-19 pandemic has exacerbated                            Group People Officer: Discovery
             the speed and scale of shifting to leveraging                      •      Jeanett Modise
             technologies practically for humans to engage,                            Chief Executive Group Human
             collaborate and operate as a true social enterprise.                      Resources: Sanlam Group
                                                                                •      Bertina Engelbrecht
             The world has changed – and so has our approach                           Group HR Director: Clicks Group
             to Deloitte’s South Africa human capital trends                    •      Matimba Mbungela
             research. Our 2021 report focuses on                                      Chief Human Resources Officer:
             understanding what characteristics can support                            Vodacom Group
             organisations in their shift from survive to thrive                •      Dr. Liziwe Masoga
             by revisiting a subset of key trends from the 2020                        Chief HR Officer: Massmart
             research, as well as critical strategies to help
             leaders prepare for – and thrive – in the face of
                                                                            We hope that our readers find our 2021 South
             future disruptions.
                                                                            Africa Human Capital Trends Report titled: The
                                                                            social enterprise in a world disrupted: Leading the
                                                                            shift from survive to thrive, insightful as we shift
                                                                            from survive to thrive.

                                                                                                   Pam Maharaj
                                                                                                   Director: Human Capital Leader Africa
                                                                                                   pammaharaj@deloitte.co.za
                                                                                                   +27 (0)82 458 2518

                                                                                                    Fortune Gamanya
                                                                                                    Associate Director: Human Capital
                                                                                                    fgamanya@deloitte.co.za
                                                                                                    +27 (0)73 465 6615
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
2021 Deloitte South Africa Human Capital Trends

INTRODUCTION
The social enterprise in a world disrupted

                    5
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
The social enterprise in a world disrupted: Leading the shift from survive to thrive
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
2021 Deloitte South Africa Human Capital Trends

Introduction
The social enterprise in a world disrupted
MAKING THE SHIFT FROM “SURVIVE TO THRIVE” DEPENDS ON AN
ORGANISATION BECOMING DISTINCTLY HUMAN AT ITS CORE—A
DIFFERENT WAY OF BEING THAT APPROACHES EVERY QUESTION, EVERY
ISSUE, AND EVERY DECISION FROM A HUMAN ANGLE FIRST.

I
     N 2020, COVID-19 forced organisations                 the world imposes; it’s about doing what’s
     around the world to enact radically new ways          necessary to succeed today.
     of working and operating amid the pandemic’s          The pursuit of thriving, in contrast, orients
human and economic impacts. Organisations had              organisations toward welcoming each new reality
to respond to a sudden, unforeseen crisis whose            and using it to reimagine norms and assumptions
rapidly changing nature confounded efforts to              in ways that were not possible before. A thrive
predict and plan for events. The pandemic brought          mindset recognises that disruption is continuous
into sharp relief the pitfalls of strategies that          rather than episodic and embraces disruption as a
envision moving from point A to point B on a static        catalyst to drive the organisation forward.
path, and that assume that one has years, not              Organisations with a thrive mindset aim to create
months or weeks, in which to rethink outdated              new realities that they choose for themselves; it’s
views and establish a new set of truths. As we all         about doing what’s possible, not just to succeed
learned the hard way, in an environment that can           today, but also to dominate tomorrow.
shift from moment to moment, the paths and time
frames to achieving one’s goals must shift as well.
                                                           It is our view that the shift from survive to thrive
                                                           depends on an organisation becoming—and
Having a plan to deal with the unexpected, as              remaining—distinctly human at its core. This is not
important as it is, isn’t all organisations need in        just a different way of thinking and acting. It is a
such an environment. Even more necessary is to             different way of being, one that approaches every
make a fundamental mindset shift: from a focus on          question, every issue, and every decision from a
surviving to the pursuit of thriving.                      human angle first. This is a mandate for growth.

In a world of perpetual disruption, a focus on             Today’s environment of extreme dynamism calls
surviving restricts one’s aspirations to accepting         for a degree of courage, judgment, and flexibility
each new reality and working within it to                  that only humans and teams led by humans can
accomplish what an organisation has always done.           bring. A predictable world can be effectively dealt
                                                           with by algorithms and equations. A messy world
A survival mindset views disruptions as point-in-          cannot, even in an age of increasingly intelligent
time crises to be addressed with the expectation           machines.
that the organisation will revert to “business as
usual” once the crises are over. Organisations with        Being distinctly human at the core is the essence of
a survival mindset aim to deal with the reality that       what it means to be a social enterprise. To combine
                                                           revenue growth and profit-making with respect

                                                       7
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
The social enterprise in a world disrupted: Leading the shift from survive to thrive

             and support for its environment and stakeholder                importance of organising work to facilitate rapid
             network, an organisation needs to ground itself in             decision-making and nearly three times more
             a set of human principles: purpose and meaning,                ready to leverage worker adaptability and mobility
             ethics and fairness, growth and passion,                       to navigate future disruptions.
             collaboration and relationships, and transparency              While it may not be obvious, these last findings
             and openness.                                                  highlight that organisational preparedness hinges
                                                                            on the ability to bring human strengths such as
                                                                            decision-making and adaptability to the fore, not
                                                                            just during a point-in-time crisis, but continually.
             Preparedness stems from a
                                                                            It means perpetually cultivating resilience,
             “thrive” mindset                                               courage, judgment, and flexibility in order to
                                                                            navigate a turbulent reality. And it means taking
                                                                            the creativity unleashed by the need to survive a
             In the 2021 Deloitte South Africa Human Capital
                                                                            crisis—the creativity that is a hallmark of being
             Trends report, we set out to understand what
                                                                            human—and using it to reinvent the organization
             characteristics can support organisations in the
                                                                            and its future. COVID-19 proved that people and
             shift from survive to thrive. We started our
                                                                            organisations are capable of tremendous growth
             exploration by asking a paradoxical question: How
                                                                            under the pressure of a crisis. The challenge for
             can organisations position themselves to thrive
                                                                            many will be to sustain that momentum to
             when they are focused on making the changes
                                                                            discover new ways to thrive in the long term, even
             necessary to survive?
                                                                            as disruption constantly resets the path forward.

             To find out, we surveyed South African
             professionals occupying roles as Board Members,                Elevating the “human” in
             C-Suite, Executives including CHROs and Senior                 human capital
             Management across various industries and sectors.
             We asked them about their experiences since the
             pandemic began, seeking to understand how the                  In contrast to the idea that disruption can be a
             crisis affected the way they viewed organisational             catalyst for reinvention, many human capital
             preparedness, the challenges and opportunities                 topics, and particularly those we’re exploring in
             they expected to face in future disruptions, and               more depth in this report, have traditionally been
             their plans for approaching work transformation                approached through discrete programmes and
             strategies moving forward.                                     initiatives. As organisations make the shift from
                                                                            survive to thrive, these solutions need to become
             Adding to these experiences, we interviewed a                  dynamic so that they can better support the human
             number of South African CHROs to understand                    strengths that enable the broader organisation to
             their specific experiences over the last year and              flourish. In the following chapters, we dive deeper
             have included their insights in this year’s report.            into five topics we wrote about in our 2020
                                                                            Deloitte South Africa Human Capital Trends
             From this research, we learned that the
                                                                            report to further explore how organisations can
             organisations that were best prepared for the
                                                                            bring out the human strengths that make
             COVID-19 crisis were already adopting a “thrive”
                                                                            organisational thriving possible:
             mindset of using disruption as an opportunity to
             propel the organisation forward. The 15% of
             executives who said that their organisation was                •   Integrating workers’ physical, mental,
             “very prepared” for the pandemic were 2.2 times                    financial, and social health into the
             more likely to pivot investments for changing                      design of work itself rather than
             business demands. The “very prepared” group was                    addressing well-being with adjacent
             also twice as likely to use technology to transform                programmes. Embedding well-being into
             work. And most importantly, those who were “very                   work design helps workers experience well-
             prepared” were twice as likely to recognise the
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
2021 Deloitte South Africa Human Capital Trends

    being while they do their work, not just when          •   Developing and acting on forward-
    they’re away from it.                                      looking insights using real-time data to
                                                               harness workforce potential.
                                                               Understanding the workforce is the first step
•   Capitalising on worker agency and
                                                               to aligning their behaviour with organisational
    choice as the means to drive learning,
                                                               objectives in ways that recognise workers’
    adaptability, and impact. Giving workers
                                                               needs, develop their capabilities, and respect
    more control over what work they do and
                                                               their values and those of the organisation.
    what learning experiences to pursue can
    increase their engagement because it allows
    them to focus their efforts on things that truly       •   Shifting HR’s role from standardising
    matter to them.                                            and enforcing workforce policies to a
                                                               new responsibility of re-architecting
•   Creating teams and superteams that
                                                               work across the enterprise. For an
    use technology to enhance natural
                                                               organisation to truly become human at its
    human ways of working. The thoughtful
                                                               core, HR must take the lead in embedding
    use of technology makes it possible to change
                                                               human considerations into every aspect of
    the nature of work so that it makes the most of
                                                               work, collaborating with business and other
    people’s distinctly human capabilities.
                                                               functional leaders to reimagine the what, why,
                                                               who, and how of work across the entire
                                                               organisation.

                                                       3
The social enterprise in a world disrupted - Leading the shift from survive to thrive - Deloitte
The social enterprise in a world disrupted: Leading the shift from survive to thrive

                      DIVING DEEPER
                      Five workforce trends to watch in 2021
2021 Deloitte South Africa Human Capital Trends

3
The social enterprise in a world disrupted: Leading the shift from survive to thrive

             Designing work for well-being
             The end of work/life balance
             WHILE EXECUTIVES HAVE LONG RECOGNISED THAT WELL-BEING IS IMPORTANT, THE COVID-19 PANDEMIC
             BROUGHT HOME HOW SIGNIFICANT IT REALLY IS. ORGANISATIONS SUDDENLY FOUND THEMSELVES CALLED
             UPON TO PRIORITISE WORKERS’ PHYSICAL AND MENTAL WELL-BEING AS A MATTER OF SURVIVAL, AS PROTECTING
             THEIR HEALTH AND ALLEVIATING THEIR STRESS BECAME CRITICAL TO OPERATIONS. WORK AND LIFE, HEALTH,
             SAFETY, AND WELL-BEING BECAME INSEPARABLE. RECOGNISING THE INEXTRICABLE LINK AMONG OUR WELL-
             BEING, OUR WORK, AND OUR LIVES HAS LED MORE ORGANISATIONS TO THINK DEEPLY ABOUT WAYS THEY CAN
             DESIGN WELL-BEING INTO WORK ITSELF SO THAT BOTH WORKERS AND THE ORGANISATION CAN THRIVE MOVING
             FORWARD.

             Shifting realities

             Well-being was rising on the organisational agenda             workers healthy: moving workers into remote
             even before the COVID-19 pandemic. In fact, well-              work arrangements, implementing testing and
             being was the top-ranked trend for importance in               contact tracing strategies for onsite workers, and
             our 2020 Deloitte Global Human Capital Trends                  establishing new programmes for emergency
             study, with 80% of our nearly 9,000 survey                     medical leave, childcare and eldercare support,
             respondents identifying it as important or very                and physical, mental, and financial health.
             important to their organisation’s success. Against
             that backdrop, when COVID-19 took hold, the                    As the pandemic went on, well-being remained
             crisis cast new light on the importance of well-               paramount in organisational leaders’ minds.
             being and made us acutely aware of the                         Conversations about the toll of social isolation and
             consequences when well-being is put at risk.                   economic recession on workers’ mental and
             Organisations took quick action to redirect                    emotional health entered the public dialogue and
             resources towards making work safe and keeping                 keeping workers physically healthy and safe
2021 Deloitte South Africa Human Capital Trends

continued to be a top priority. Some organisations          us that their organisation’s shift to remote work
took extraordinary measures to safeguard worker             had a positive impact on well-being. However, the
well-being: Delta Air Lines, for example, allowed           sustainability of remote ways of working continues
5,000 workers at higher risk for COVID-19 to stay           to come into question as many parts of the world
at home during the pandemic, with full pay and              faced a second wave of COVID-19–related
medical benefits.1                                          lockdowns. ‘

                                                            The importance of work design in supporting
In August 2020, Jen Fisher, Deloitte US’s chief
                                                            remote work arrangements going forward has
well-being officer, posted a LinkedIn message that
                                                            come to the fore at many organisations. When we
asked leaders to share the strategies and practices
                                                            asked surveyed executives what factors were most
they were piloting to influence well-being in their
                                                            important to sustaining remote work, they
organisations. The post, which garnered more than
                                                            overwhelmingly chose options related to the
500 reactions and 200 comments in a few days,
                                                            design of work (figure 1). Programmes adjacent to
revealed an expanding organisational focus on
                                                            work, such as enhanced corporate benefits and
well-being. Leaders of organisations, large and
                                                            new well-being resources, fell to the back of the list
small said that they were tailoring their well-being
                                                            as executives prioritised actions such as providing
efforts to various worker segments’ needs instead
                                                            digital collaboration platforms, enabling worker
of taking a one-size-fits-all approach; finding new
                                                            choice, and changing scheduling and meeting
ways to allow workers to disconnect and recharge
                                                            norms, all of which directly embed well-being into
organisation-wide; and focusing on equipping
                                                            the way work gets done.
workers with the mental, emotional, and social
skills needed to not just cope, but adapt and thrive.

What was most exciting to us in the reactions to             OUR HYPOTHESIS
Fisher’s post, however, were the examples of
organisations designing well-being into work itself.         COVID-19 has reminded us of the dual
We heard from organisations that were                        imperatives of worker well-being and work
complementing well-being programmes adjacent                 transformation, but executives are still
to work with efforts to embed well-being into the            missing the importance of connecting the
work. Some organisations were focusing on                    two. Organisations that integrate well-being
building digital wellness and productivity, while            into the design of work at the individual,
others were managing capacity at both the                    team, and organisational levels will build a
individual and team levels, and still others were            sustainable future where workers can feel
encouraging job crafting—giving individuals                  and perform at their best.
autonomy to make meaningful decisions about
what and how they contribute to the organisation.
One example of such actions is Starbucks’                   The importance of work design in supporting
approach to designing its partners’ (baristas’)             remote work arrangements going forward has
work: A partner can expect their work schedule to           come to the fore at many organisations.
be posted two weeks in advance, and if a partner
                                                            When we asked surveyed executives what factors
has more than an hour-long commute, Starbucks
                                                            were most important to sustaining remote work,
works to transfer them to a closer store.
                                                            the overwhelmingly chose options related to the
                                                            design of work (figure 1).
Our 2021 perspective
Seven in ten executives responding to the 2021
Deloitte Global Human Capital Trends survey told

                                                        5
The social enterprise in a world disrupted: Leading the shift from survive to thrive

             South African executives highlighted an even                   evident that not all employees’ home setups are as
             stronger preference for allowing for personal                  conducive to work from home as may be in other
             choice in determining how work gets done                       parts of the world, with some workers being more
             compared to their global counterparts. South                   reliant on office connectivity and workspaces. This
             African executives also rated providing home                   was especially evident in the younger or junior
             access to internet and needed technologies higher              workforce. Consequently, some employees have
             than global executives, indicating the importance              found that ergonomic challenges in their home
             of assisting employees with the necessary                      workspaces affected their physical health, and
             infrastructure to work effectively and productively            some, experienced more stress due to connectivity
             at home. From a South African perspective, it was              difficulties.

             Workers told us that the top three objectives
             of work transformation should be improving
             the customer experience, reducing cost, and
             increasing innovation.
             FIGURE 1:

             The top factors in making remote work sustainable were related to
             work design
             What are the most important factors in making remote/virtual work sustainable?

                    Allowing for personal choice in determining how work gets done
                                                                                                                           75.00%

                    Providing home access to the internet and needed technologies
                                                                                                58.33%

                    Introducing digital collaboration platforms
                                                                             33.33%

                    Providing enhanced corporate benefits (e.g., family care support and resources)
                                             8.33%

                    Investing in team leader training
                                             8.33%

                    Establishing new scheduling and meeting norms
                                             8.33%
2021 Deloitte South Africa Human Capital Trends

FIGURE 2

Workers prioritise transforming work for well-being more highly
than executives
What are the most important outcomes you hope to achieve in your work transformation efforts in the
next one to three years?

     Rank           Senior executives                               Individual workers
        1           To improve the customer experience To improve the customer experience

        2           To increase innovation                          To reduce cost

        3           To grow market share                            To increase innovation

        4           To do new work                                  To increase capacity

        5           To increase capacity                            To improve worker well-being

        6           To reduce cost                                  To grow market share

        7           To increase social impact                       To do new work

        8           To improve worker well-being                    To increase social impact

        9           To improve quality                              To improve quality

Note: n=28 (Senior executives), n=15 (Individual workers)
Source: The 2021 Deloitte Global Human Capital Trends survey.

That said, we also found a continuing disconnect                     From a South African perspective, the picture
between employers and workers when it comes to                       looks slightly different. South African executives
prioritising well-being in work transformation                       agreed with global executives on deprioritising
efforts. We asked both senior business and HR                        improving worker wellbeing to second last
executives and individual workers to answer the                      importance. However, South African workers
same question: “What are the most important                          rather prioritised improving customer experience,
outcomes you hope to achieve in your work                            reducing cost, increasing innovation, and
transformation efforts in the next one to three                      increasing capacity above improving worker
years?” Workers told us that the top three                           wellbeing. Ironically, both employees and
objectives of work transformation should be                          executives will need to reprioritise improving
improving quality, increasing innovation, and                        worker wellbeing to achieve their current
improving worker well-being (figure 2). But                          identified priorities, as holistically well employees
improving well-being was the second-to-last                          are far more able to creatively problem-solve, look
outcome identified by executives, with only                          after their customers and to grow market share.
“increasing social impact” receiving fewer votes. In
a world where organisations are increasingly                         Globally, HR executives were slightly more
expected to deliver impact beyond shareholders to                    deliberate than non-HR executives about focusing
all stakeholders, executives who deprioritise well-                  on well-being as an important outcome of work
being as a goal of work transformation are missing                   transformation, with 20% of HR executives
a huge opportunity.                                                  selecting it as a priority compared to 15% of non-
Globally, workers told us that the top three                         HR executives. Similarly, in South Africa, HR
objectives of work transformation should be                          executives were also slightly more deliberate in
improving quality, increasing innovation, and                        prioritising well-being than non-HR executives as
improving worker well-being.                                         an important outcome of work transformation.

                                                                7
The social enterprise in a world disrupted: Leading the shift from survive to thrive

             However, the percentage gap is smaller, for HR
                                                                            Emerging priorities
             executives prioritising improving worker well-
             being at 22% and non-HR executives at 20%. This
             could be due to executives coming to learn the                 Organisations looking to build well-being into
             importance of well-being.                                      work should consider actions, policies, and
             But designing well-being into work cannot be done              mandates at three levels—individual, team, and
             by HR alone. The incorporation of well-being into              organisational:
             work must be done symphonically, championed by                 •   Individual: Workers should take the
             leaders at every level and in every function if it is              initiative in setting their own boundaries and
             to make a meaningful difference.                                   making their well-being needs understood.
             One especially important stakeholder for HR to                     They should influence the prioritisation and
             involve is the organisation’s technology leader.                   design of well-being by participating in the
             Technology and work today are inextricably                         development of flexible and responsive
                                                                                policies and practices that balance individual
             intertwined, with humans and machines
                                                                                needs with those of the team and the
             partnering in ways previously unimaginable to
                                                                                organisation.
             accelerate work outputs and achieve new
             outcomes. As technology becomes ingrained in                   •   Team: The power of teams comes from their
             every aspect of how people work, technology                        ability to connect people with each other to
             leaders will face a growing responsibility to work                 unleash their collective capabilities. Tapping
             with HR and the business to ensure that those                      into those capabilities requires team members
             technologies, and the workflows and processes                      to understand and honour each individual’s
             that complement them, are designed and executed                    well-being needs to create an environment in
                                                                                which the team can perform at its best.
             in a way that promotes worker well-being.3 ** For
             example, the “right to disconnect” concept, which
                                                                            •   Organisational: Leaders have a
             prompted a 2017 French law limiting the extent to                  responsibility not only to invest in and
             which workers can be required to answer phone                      promote well-being, but also to commit to it
             calls and emails during nonwork hours, recognises                  by designing well-being into work and making
             that 24/7 access to emails and texts encourages an                 well-being a consideration as important as any
             expectation of being “always on” that can                          other factor that affects the bottom line.
             compromise worker well-being.4 An innovative
                                                                            By reinforcing their efforts across all three levels,
             example of how technology can help counteract
                                                                            organisations can harness well-being to drive
             this problem is Daimler AG’s optional email
                                                                            improved outcomes in areas such as customer
             functionality, “Mail on Holiday,” that
                                                                            satisfaction, organisational brand and reputation,
             automatically deletes incoming messages while
                                                                            innovation, and adaptability.
             people are taking time off. During that time, the
                                                                            Organisations should also consider the
             system sends autoreplies that suggest alternative
                                                                            environments in which they’re designing work, as
             people to contact or prompt the sender to get back
                                                                            work increasingly crosses cultures, geographies,
             in touch when the worker returns.5
                                                                            functions, and physical and virtual workspaces.
             Technology leaders can take the imperative to
                                                                            The suggestions below offer a starting point for
             design enabling technologies for well-being one
                                                                            leaders to think through what changes they can
             step further by introducing new technologies to
                                                                            make in five environments across the three levels:
             boost workers’ health, performance, and quality of
             life. Such technologies could include “emo tech” to
                                                                            •   Cultural: Building well-being into social
             help people develop self-awareness and emotional
                                                                                behaviours and norms
             regulation; “collaboration, presence, and trust                •   Relational: Fostering well-being in
             tech” to help people build deeper group                            relationships among colleagues
             connections; and “well tech” that helps people                 •   Operational: Including well-being in
             maintain and optimise health and cognition to                      management policies, processes, and
             support general well-being.6 Technologies such as                  programmes
                                                                            •   Physical: Designing the physical workspace
             these can improve well-being by allowing workers
                                                                                to facilitate well-being
             to better eliminate distractions, ease anxieties,              •   Virtual: Designing new technologies and
             connect with others, build presence and trust, and                 virtual workspaces for well-being
             learn faster.
2021 Deloitte South Africa Human Capital Trends

FIGURE 3

Organisations can take a variety of actions to integrate well-being
into work

                             Organisational                           Team                        Individual

       Cultural                                                    Model well-being
                                                               behaviours such as taking
                                                                                                Be proactive and vocal
 Building well-being into                                     micro-breaks or only making
                                                                                                about well-being needs
 social behaviours and                                          certain meetings video-
 norms                                                                  focused

                                  Form teams based on
       Relational                  worker preferences,                                              Check in frequently,
                                   working styles, and                                          proactively, and consistently
 Fostering well-being in             personal needs                                             with colleagues on their well-
 relationships among                                                                            being needs and preferences
 colleagues

                               Embed well-being criteria in
       Operational                  work scheduling,
                                                                Enable team agency and
                               performance management
 Including well-being in                                       choice by allowing teams to
                                  processes, leadership
 management policies,                                          adopt well-being practices
                              evaluations, and rewards and
 processes, and programs                                          best suited to them
                                  recognition programs

       Physical
                               Design work environments             Leverage physical
 Designing the physical           to support workers’               workspaces that
 workspace to facilitate         physical, mental, and               promote team
 well-being                     emotional health needs              collaboration and
                                                                      performance

                                                               Use new technologies, like
       Virtual                                                 virtual reality, to train team        Leverage wearable
                                                              members to navigate stressful       technologies and apps to
 Designing new                                                 situations (e.g., interacting      help master distractions,
 technologies and virtual                                      with a frustrated customer)       increase mindfulness, and
                                                                                                       reduce anxiety
 workspaces for well-being

Source: Deloitte Analysis

                                                                adapt in tandem. It’s no longer about achieving
There are a variety of actions organisations can                work/life balance; the pandemic has shown us that
take to integrate well-being into work (figure 3).              well-being is not about balancing work with life
                                                                but integrating them. When an organisation can
The design of well-being into work is a practice                successfully design well-being into work, well-
that must be developed, strengthened, and flexed                being becomes indistinguishable from work itself,
over time to be effective. As work itself changes at            embedded across all organisational levels and
a rapid pace, the ways that an organisation                     environments to not only drive and sustain human
supports individual and team well-being must                    performance, but also human potential.

                                                          9
Beyond reskilling
Unleashing worker potential
DURING COVID-19, LEADERS CALLED UPON WORKERS TO EXPAND THEIR ROLES TO WHATEVER NEEDED TO BE
DONE-AND WORKERS ROSE TO THE CHALLENGE, IDENTIFYING CRITICAL NEEDS AND DEPLOYING THEIR
CAPABILITES AGAINST THESE FROM THE BOTTOM UP. THE GROWING PREVALENCE OF WORKER AGENCY AND
CHOICE DURING THE PANDEMIC SHOWED THAT, WHEN GIVEN THE CHANCE TO ALIGN THEIR INTERESTS AND
PASSIONS WITH ORGANISATIONAL NEEDS, WORKERS CAN FULFILL THEIR POTENTIAL IN WAYS THAT LEADERS
MAY NEVER HAVE KNOWN THEY COULD, POSITIONING THE ORGANISATION TO THRIVE IN THE LONG-TERM.
ADDITIONALLY, ENABLING WORKERS TO DEVELOP DIGITAL FLUENCY CAPABILITIES CAN INCREASE WORKER
POTENTIAL AND ABILITY TO NAVIGATE THE NEW COMPLEXITIES.

Shifting realities                                        enable workers to build digital fluency capability
                                                          and respond to fast changing contexts. Then,
                                                          organisations were faced with a pandemic that
Last year, we called on organisations to employ a         accentuated the scale of the impact
workforce development approach that considers
                                                          disruption can have on organisations and the
both the dynamic nature of jobs and the equally
                                                          workforce. During the COVID-19 crisis,
dynamic potential of workers to reinvent
                                                          organisations did not have time to rewrite job
themselves. Even before COVID-19, it was clear
                                                          descriptions or meticulously map skills
that workforce development approaches that
                                                          requirements; they were forced to make real-
focused too narrowly on skills would not help
                                                          time decisions and to redeploy workers to the
organisations, workers, and leaders build the
                                                          areas where they were needed the most, and
resilience required to navigate perpetual change.
                                                          where they had the capabilities, interest, and
Furthermore, whilst focusing on diversifying
                                                          passion to contribute. In short, 2020 has helped
skills, the importance of cultivating enduring
                                                          us understand the importance of worker
human capabilities (also sometimes referred to
                                                          potential and choice.
as ‘soft skills’) shifted to a key priority in order to
As author Natalie Nixon puts it, “The opposite of
                                                           OUR HYPOTHESIS: EMPOWERING
reactive might not be ‘proactive’ but instead
‘creative.’”7 We are seeing an explosion of                WORKERS WITH AGENCY AND
creativity and the power of worker potential               CHOICE CREATES MORE VALUE
during the COVID-19 pandemic. Automotive                   THAN OVERLY PRESCRIPTIVE
workers used 3D scanners and computer
                                                           APPROACHES
simulations to retool their assembly lines to
manufacture ventilators for COVID-19 patients.8            Organisations that afford workers the agency
Beverage companies partnered with government               and choice to explore passion areas will be
organisations to clear administrative hurdles in           able to more quickly and effectively activate
order to rapidly produce and distribute hand               workers around emerging business priorities
sanitiser.9 And clothing manufacturers adapted             than organisations that take a prescriptive
production lines to make much needed surgical              approach to filling skills needs.
garments.10

In the months of extended crisis recovery,
executives have reflected on the challenging road          Our 2021 perspective
ahead as they attempt to prepare their
businesses and ecosystems for an era of                    In our view, the most important way that
continuous disruption. That preparedness                   organisations can unleash workers’ potential is
depends on workforce potential. In the 2021                to empower them with agency and choice over
Deloitte South Africa Human Capital Trends                 what they do. We’ve lived in a world where we
survey, executives identified “the ability of their        assumed organisations knew best what skills
people to adapt, reskill, and assume new roles”            workers needed to bring to the table. But the
as the top-ranked item to navigate future                  pandemic taught us that potential comes to
disruptions, with 77% selecting it as the most             fuller fruition when workers are allowed to take
important or second most important factor. A               more initiative. Workforce potential is not about
further 54% of South African executives (13%               what workers were recruited to do, or what they
higher than the 41% of the global trends results)          are certified to do, or even what organisations or
indicated that building workforce capability               leaders want them to do next. It’s about giving
through upskilling, reskilling, and mobility is            workers more freedom to choose how they can
one of the most important actions they are                 best help tackle critical business problems as
taking to transform work. Yet only 14% say their           organisations and ecosystems evolve.
workers are very ready to adapt, reskill, and
                                                           Tswelopele Kodisang, Chief People Officer at
assume new roles. Furthermore, only 11% of
                                                           Discovery explained how the organisation has
executives indicated that building workforce
                                                           experienced increased levels of productivity and
skills and capabilities was a focused area where
                                                           an unexpected demonstration of innovation as
their HR businesses made an impact during the
                                                           workers responded to opportunities and
first year of the Covid-19 pandemic, reflecting
                                                           challenges facing the financial services and
the urgency of shifting the focus on preparing
                                                           insurance industry during the pandemic11.
workers and providing platforms and support to
effectively reskill workers. These focus areas
                                                           One way to give workers more agency and choice
would need to include both skills and enduring
                                                           in what they do is through “opportunity—or
human capabilities to support connecting people
                                                           talent— marketplaces.” These marketplaces are
and enabling innovation effectively. For optimal
                                                           platforms that make visible and communicate to
digital fluency, workers need to demonstrate
                                                           workers defined opportunities for professional
capability powered by the right mindset, key
                                                           development, training, mentorship, project
attributes and the ability to manage complexity
                                                           participation, networking, promotion, diversity,
in order to facilitate the next level of value
                                                           and inclusion.12 They’re designed to provide
creation in a digitally disrupted, innovative
                                                           workers with choice by helping them match their
world.
                                                           interests, passions, and capabilities against
                                                           current and future business and project

                                                      11
demands. Such “passion projects” give workers
new development experiences and opportunities
to learn in the flow of work, further enhancing
the skills they bring to the organisation.

Opportunity marketplaces benefit organisations
in several ways. By giving workers the chance to
volunteer for work they prefer and value, they
bring to light valuable information about
workers’ interests, passions, and capabilities that
may otherwise remain hidden. This, in turn,
allows the organisation to more quickly identify
and redeploy workers against critical business
priorities. At the same time, workers who can do
what matters to them become more motivated
and more engaged.

Jeanette Modise, Chief Executive Human
Resources at Sanlam echoed this sentiment and
explained how introducing an internal talent           new skills which enhance digital fluency
marketplace will reduce the pressure of solely         capability.
relying on advanced talent acquisition strategies
in a highly competitive market and to position
                                                       Internal mobility job marketplaces also assist
them to utilise their very own talent. She further
                                                       employees to easily discover the next chapter of
highlighted the additional benefits of focusing        their careers within their own organisation,
on growing skills that can be utilised across          guided by a powerful AI algorithm that provides
enterprises, that “it helps to position us to create   personalised recommendations based on skills,
more challenging experiences for our employees
                                                       experience and career aspirations. Inevitable
to grow and learn and at the same time assist
                                                       organisational benefits include improving
them with navigating non-linear but fulfilling         employee retention and reducing time and costs
careers. It provides us with the opportunity to        associated with recruitment and onboarding
mobilise our talent across the business and
                                                       investments.
eliminates unnecessary duplication.”13

                                                       The aim is to connect employees to projects
Kodisang, further described how their learning
                                                       outside of their job descriptions that leverage
opportunities have been evolving from a
                                                       their skills and align with their goals. Through
Learning Management System (LMS) platform
                                                       this process organisational agility is improved,
through to adding additional layers such as on         hidden talent is being unlocked and employee
demand learning driven by individuals’ choice,         engagement increased. This is also where
allowing employees to self-select learning that is
                                                       workers can benefit from incorporating ‘soft
of interest and relevance to them. The
                                                       skills’ such as collaboration, empathy,
organisation has always viewed skills as               influencing others, creativity and resilience.
something that is fluid and never overinvested in
static competency frameworks and job
                                                       Capturing the insights that worker choice can
descriptions which tend to box people, rather the
                                                       help uncover requires a shift in frame from
organisation allows workers to respond to
                                                       looking for gaps to sensing for evolving patterns
opportunities. Kodisang elaborated how “People
                                                       and possibilities. To that end, a variety of
have put their hands up. Hierarchy has been
                                                       vendors are employing new approaches to skills
thrown out. It has been about passion, energy,
                                                       graphs and skills engines that break previous,
capability and collaboration.”14 This perspective
                                                       limited understandings of skills adjacencies.
has yielded much fruit during the pandemic,
                                                       Vendors from across a converging set of
enabling learning agility and timely adoption of
workforce technology domains, such as Gloat,             understanding of its workforce’s skills and
Degreed, Eightfold, Faethm, Ibbaka, ProFinda,            capabilities, especially in light of technology-
and Pymetrics, are focused less on a top-down            driven change. To clarify how roles and skills
inventorying of skills and more on helping               were changing as technology evolves, the
organisations reimagine the relationships                organisation invested in a forward-looking
between skills, positions, teams, and industries         analytics platform, Faethm, that uses artificial
to seize opportunities presented by the future of        intelligence (AI) to model emerging
work and help workers reach their potential.             technologies’ impact on any economy, industry,
                                                         organisation, or job. During the pandemic, this
Modise reported that Sanlam realised these               platform has been key in guiding some decisions
shifts in how they cultivate talent start with           on work flexibility ranges. In the future, the
culture and leadership. To this end they                 organisation plans to use the insights from this
deployed a survey to not only provide employees          tool to guide day-to-day learning investments
with the opportunity to share how they perceive          and, ultimately, support worker career
their culture but also how they envision their           progression. This analytics-driven approach has
desired culture which culminated to their key            moved Mastercard beyond the traditional
value driver, “Winning as One”. This was then            approach of identifying employee profiles from
followed by a process to evolve leadership and           the top down and matching them with training
provide platforms where the desired behaviours           needs. Instead, the technology infers employee
could be applied, which is often the most                profiles from the bottom up by analysing
difficult part. “It is one thing to have amazing         multiple large-scale data sets from many
programmes but something else to ensure the              systems and sources (such as performance
application thereof,’’ Modise contended. The             management, job descriptions, learning
organisation has made every effort to enable             management systems, and career
learning and the key components they                     conversations). This allows Mastercard to more
considered were to partner with an external              accurately understand its workers’ skills to
training institution to build online learning            identify organisation-wide strengths and
opportunities that are linked to their                   development areas.
overarching strategy, provide masterclasses and
thought leadership, and design interactive               The deeper understanding of workers resulting
learning opportunities where employees from              from worker choice can help organisations break
various functions can form part of                       free of the constraints of traditional workforce
teams/workstreams to co-create solutions for             planning models. Historically, workforce
real-time business issues. This strategy provided        planning relied on competency frameworks,
an environment which ignited innovation,                 static job descriptions, and linear career paths to
collaboration, continuous learning and                   define & organise work and the workforce.
application of new skills. Furthermore, Modise           Efforts to prepare for the future have largely
elaborated that “This allowed our people to              taken the form of a supply chain–inspired focus
share input on what, how and where work gets             on pipelines for critical roles, with conversations
done to yield maximum impact. This in turn led           about hot skills, skills gaps, and skills
to creating ownership amongst team members               adjacencies dominating conversations around
and translated into execution. We might not              talent. But those conversations often lose sight
have all the answers, but we are learning- it is         of the latent potential within the workforce—and
challenging but exciting at the same time.”15            the value they can create when their potential is
                                                         understood and harnessed. For instance, during
Payments technology company Mastercard                   the pandemic, Scandinavian Airlines recognised
exemplifies how a deeper understanding of                that its cabin staff members could be well suited
worker potential can help inform workforce               for roles in health care due to their basic medical
planning and development efforts. Following a            training and experience dealing with people in
period of rapid and extensive growth,                    difficult situations. The organisation created a
Mastercard business and HR leaders realised              programme to retrain laid-off cabin staff as
that the organisation needed a clear                     assistant nurses to meet rising health care staff

                                                    13
needs during COVID-19. To date, this
programme has helped place more than 300
cabin attendants and people with equivalent
                                                      CENTRE WORKFORCE PLANNING ON
experience from other sectors in Sweden’s health      POTENTIAL
care system, fulfilling an important social need.16
                                                      •   Shift workforce planning approaches away
                                                          from a reliance on top-down mandates,
Giving workers a voice in what they do also helps         providing more agency to workers
organisations act more dynamically and in real            themselves. Empower workers to reimagine
time. Top-down approaches based on identifying            why, what, how, and where work gets done.
business needs and then finding or developing         •   Consider AI-enabled technologies that can
the skills to put against them will always be             help make sense of unstructured data from
slower than approaches that allow workers to              inside and outside the organisation and
self-select based on their interests and abilities.       surface latent patterns such as the inferred
The challenge here is to put guardrails in place          presence of one skill based on the presence
that channel workers’ interests and abilities             of others. It’s important to ensure that such
toward the good of the organisation, allowing             new AI tools are integrated into the strategy
choice not for its own sake but because what is           and that the implications of their
chosen helps the organisation grow and thrive.            deployment are understood and accepted by
Organisations that figure this out can benefit            all stakeholders. They will struggle to get
from the increased agility and resilience to              traction if their value is not acknowledged
change that are critical to navigating constant           and demonstrated.
disruption.

                                                      DRIVE TOWARD REAL-TIME, DYNAMIC
Emerging priorities
                                                      ACTION
                                                      •   Gather and act on workforce data that
The success of work transformation depends on
                                                          provides a real-time view of workers’ skills
an organisation’s ability to unlock human
                                                          across the entire talent ecosystem. Ask
potential to define and deliver new outcomes.
                                                          forward-looking questions about workers’
Organisations that want to unlock human
                                                          desired future directions rather than
potential should consider actions in the
                                                          tracking prescriptive metrics such as hours
following areas:
                                                          spent in training or credentials earned and
                                                          use the answers to encourage workers to
SHIFT THE SUPPLY AND DEMAND                               make learning choices that benefit both
EQUATION                                                  themselves and the organisation. In this way
                                                          one puts existing skills to work and develop
•   Build talent marketplaces that actively
                                                          new skills to enable organisations and talent
    address both sides of the workforce supply
                                                          to grow in the same direction.
    and demand equation. Marketplaces can
                                                      •   Remember that teams are becoming the
    expose business and project needs to
                                                          driving unit of organisational performance.
    workers and can expose workforce skills and
                                                          Teams will be able to learn and adapt faster
    capabilities to the organisation.
                                                          than individual workers alone, since teams
•   Design roles to assume ongoing reinvention
                                                          of motivated individuals will challenge each
    and include excess capacity earmarked for
                                                          other to come up with better, more creative
    it. Cultivate worker passions to solve unseen
                                                          ideas.17
    and future problems. Reward workers who
    identify critical gaps and reinvent
    themselves to fill them. New vendors such
    as Learn In can help provide time, not just
    money, allowing workers to engage in
    lifelong learning while limiting the typical
    opportunity costs.
PRIORITISE CULITVATING ENDURING                               the secret sauce to Discovery’s success and
                                                              impact, and how it continues to shape the
HUMAN CAPABILITIES
                                                              way they engage with their talent, from
Besides the technical knowledge or expertise                  acquisition through to learning and
needed to achieve work outcomes within a                      development and retention.
specific context, there is also a need to embrace,
nurture, and cultivate enduring human                     The year 2020 witnessed an amazing display of
capabilities which is independent of context.             workforce adaptability. Extraordinary
These human attributes need to be developed by            circumstances and challenges uncovered the
providing experience and practice to ensure               potential of workers and teams when confronted
organisations enhance emotional intelligence,             with new, changing, and dramatic business and
teaming, social intelligence and adaptive                 organisational problems and priorities. We saw
thinking.                                                 that the workforce can adapt more dramatically
                                                          than many would have expected when faced with
                                                          new challenges. Going forward, the power of
CAPATILISE ON CULTURE
                                                          agency and choice, enabled by opportunity and
CONNECTEDNESS                                             talent marketplaces, can quickly connect
•   Not only will there be a need for promoting           changing work priorities with workers’ skills,
    creativity and innovation but also                    experiences, and—importantly—their interests.
    capitalising the integrative platform that            2020 also highlighted how little organisations
    cross functional and multi-disciplinary               actually know about their workforces—their
    teams create which can serve to deepen                skills and capabilities now and the capacity for
    connections, drive shared purpose and                 ongoing reinvention. The challenge for
    foster an inclusive and widely adopted                organisations now is to develop strategies and
    culture.                                              programmes for workforce development and
•   Tswelopele Kodisang, Chief People Officer             deployment as dynamic and adaptable as the
    shared that indeed their culture had been             business problems we are trying to solve.

Acknowledgments

The authors would like to thank Jeanett Modise (Sanlam) and Tswelopele Kodisang (Discovery).

                                                     15
Superteams
Where work happens
THE COVID-19 PANDEMIC NOT ONLY RADICALLY CHALLENGED OUR UNDERSTANDING OF WHERE WORK GETS
DONE, IT ALSO CHALLENGED TEAMS IN HOW THEY WORK TOGETHER WHEN THEY ARE SEPARATED.
MANAGERS WERE CHALLENGED IN HOW THEY DELEGATE WORK AND MONITOR PROGRESS, WHILST TEAMS
WERE CHALLENGED IN HOW T1Y WORK TOGETHER WHILST WORKING REMOTELY.

Shifting Realities
                                                    capabilities to pursue outcomes at a speed and
                                                    scale not otherwise possible.19
In early 2020, the escalating COVID-19
pandemic forced organisational leaders to           With the abrupt shift to remote (and virtual)
quickly reset business and workforce priorities.    working, this connection to and collaboration
The pandemic’s scale and severity forced            with digital colleagues has never felt so real.
organisations to challenge their views about
what work was essential to deliver to their         Our 2021 perspective
customers, shareholders, and stakeholders
during a prolonged period of heightened
uncertainty. To rapidly reorient their goals and    Moving past organisations’ immediate need for
operations, we saw organisations turn to teams      digital collaboration brought upon us by COVID-
and teaming as the go-to unit for organisational    19 and remote work, organisations are
performance.                                        increasingly realising the broader purpose of
                                                    team reconfiguration: Achieving value for the
Teams, newly forming, growing, and                  organisation. Value may be achieved regardless
reconfiguring, were supercharging organisations’    of location. Essentially meaning that teams must
ability to pivot and get work done amid             be arranged around work, and not the other way
turbulent and demanding conditions. Teams can       around. In our Human Capital Trends survey for
learn and adapt faster than individual workers      2021, 41 percent of respondents indicated that
alone, since teams of motivated individuals will    the most important actions which their
challenge each other to come up with better,        organisations are taking, or will take, are to
more creative ideas.18 As the world emerges from    restructure their organisations to support new
the pandemic, organisations have an opportunity     work outcomes (i.e. driving new value) and 75
to use what they have learned to multiply the       percent of respondents indicated that their
value of teams even further. The next frontier in   organisations are reimagining work.
teaming is superteams: combinations of people
and technology leveraging their complementary
Unfortunately, this priority of restructuring does              percent response on building portfolios of
not accentuate superteams, with only a 15.38                    humans and machines working together.

FIGURE 1

Both human capability and technological capability are critical to
transforming work
What are the most important actions you are taking or will take to transform work?

  Building workforce capability through upskilling, reskilling, and mobility
                                                                                                53.85%

  Restructuring the organisation to support new work outcomes
                                                                                        41.03%

  Building an organisational culture that celebrates growth,
  adaptability, and resilience                        38.46%

  Implementing new technologies
                                                                28.21%

  Establishing new work practices, policies, and incentives
                                          20.51%

  Building portfolios of humans and machines working together
                             15.38%

FIGURE 2

How were you thinking about work                                How are you thinking about work
transformation prior to the COVID-19 pandemic?                  transformation in the next 1 – 3 years?

                             2.50%                                                      2.50%
                                                                                                5.00%

        25.00%                            27.50%
                                                                                                        17.50%

                                                                        75.00%

                             45.00%

        We are not transforming work             Optimising work         Redesigning work        Reimagining work

Note: 2021 survey n=43 South African respondents
Source: 2021 Deloitte Global Human Capital Trends Survey

                                                           17
Where the global response on the top three               In our 2020 South African Human Capital
 factors identified as important in transforming          trends report, we introduced the graph in Figure
 work has been organisational culture, workforce          3 above, which shows how organisations should
 capability, and technology, South Africans’              use AI technologies beyond automation and
 priority of implementing new technologies (an            augmentation, to ultimately affect the next level
 important factor in assembling superteams) only          of collaboration between humans and
 came in at fourth place. Yet, in the South African       technologies.20 What we want to emphasise and
 context, this is not cause for despair, as even          highlight in this report, is the need to ensure the
 though new technologies may not be                       right behaviours are in place for collaborative
 implemented, we should not disregard the role            teaming by using existing collaboration
 that existing technologies (whether it be cloud-         technologies as building blocks to ultimately
 based software or collaboration platforms) play          effect collaboration through human and AI
 within effective superteams.                             teaming, as well as hybrid and virtual teaming.
                                                          Many, if not most, organisations found
 In our 2020 South African Human Capital                  themselves transitioning to collaboration
 trends report, we saw that only 22 percent of            platforms almost overnight when the pandemic
 respondents were ready to redesign jobs to               effected nation-wide lockdowns. However, the
 integrate AI technology. The concept of having           use of collaboration platforms does not
 artificial colleagues may still seem foreign, but        automatically mean effective collaborative
 what we have witnessed through this pandemic,            teaming. Virtual teaming requires trust,
 is the massive uptake in digital enablers to             psychological safety, and autonomy.
 perform work. We have been witnessing teams              Collaborative virtual teaming requires clarity
 becoming increasingly more comfortable with              around expected work outcomes, shared
 using collaboration platforms, cloud-based               disciplines for virtual synchronous collaboration,
 platforms, chatbots, etc. This may not be                freedom to work asynchronously, and overall
 classified as artificial intelligence just yet, but it   new ways of working (including new ways of
 should not be disregarded that this uptake is a          monitoring work, tracking performance,
 shift in the right direction.                            measuring productivity, coaching people,
                                                          delegating work, and communicating).
 Putting AI on teams can allow organisations to both
 transform the nature of outputs and free up capacity
 among the workforce
                                                          During the COVID pandemic, hybrid work
                                                          models and hybrid workforce strategies started
    Transformation of outputs
                                                          to emerge as likely trends to remain and become
                                                          the new way of work for the digital economy.
Meaning                                                   Initially this was in the context of bringing some
                                                          workers back to the offices whilst some worked
                                  Superteams              remotely from home as nation-wide lockdowns
                                  Collaboration
                                                          eased. However, many organisations and
                                                          employees expressed the benefits of enabling
                                                          hybrid work, i.e. some work being done onsite
                                                          and in-person, some work being done remotely,
  Value
                                       Superjobs          and some work being done virtually. Hybrid
                                      Augmentation
                                                          work and virtual teaming both require the same
                                                          fundamentals, namely a shared understanding of
                                                          the work to be done and work designed as
                                                          outcomes rather than individual tasks and
                   Automation                             processes, thereby placing the focus on the
                   Substitution                           outcome to be achieved as opposed to ensuring
   Cost
                                                          everybody is working at the same time and at the
                                       Freed capacity     same place.

 Source: Deloitte analysis
 Figure 3: Superteams as the epitome of collaboration
 between humans and AI technologies
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