Allegis Partners Identifies Top Five Talent Trends Driving Workplace Change in 2016

Share Article

Global executive search firm Allegis Partners released today its list of the Top Five Trends Driving Workplace Change in 2016.

Global executive search firm Allegis Partners released today its list of the Top Five Trends Driving Workplace Change in 2016.

Through research with C-level executives over several months, Allegis consultants identified these trends: Talent Analytics, Integrated Talent Management, Millennials, Diversity, Culture and Engagement, and Human Resources in the throes of transformation.

According to Michael Bergen, Managing Partner & Global Practice Head of Human Resources for Allegis, “The pace of change today is so great we can’t reliably predict what the workplace will look like in three years. Companies are figuring out how to manage economic, technological and cultural change in a world that shifts the second they think have a plan. The trends we identified are shaping the workplace for 2016 as organizations create the mindsets and strategies, and hire the people, to lead their markets and thrive.”

The top trends and associated jobs include:
Talent Analytics ─ Data Rules the World. MBA talent that once scoffed at careers in human resources is now seeing opportunity in the role digital technology plays in developing a talented organization, and the potential path of analytics management to the C-suite role of Chief Human Resources Officer (CHRO). Talent algorithms, revamped Human Resource Management Systems (HRMS) in the cloud and the wide-ranging possibilities of predictive analysis are the basis of the new era of talent analytics. Analytics professionals who can use Big Data to identify organization-wide performance gaps and isolate development needs tied to business goals can change the trajectory of their organizations. Director of Talent Analytics and Chief of People Analytics will be jobs in high demand in 2016.

Millennials ─ Making Noise, Forcing Change. Millennials, once seen as entitled and immature, are the workforce of the next 40 years, and organizations are waking up to the fact that they need strategies to develop, motivate and retain them. In 2015 the U.S. Bureau of Labor Statistics reported that by 2025, uber-connected Millennials will make up 75 percent of the workforce. Attracting the best of them is a top priority for organizations globally. Managing them is still a work in progress. In 2016 look for Millennials to be top of mind for Talent Management professionals.

Diversity ─ Action at Long Last. Perennially talked about with far too little progress, diversity lands in the headlines now and then in places like Mizzou and reminds us that young people demanding equity will graduate in short order to the workplace. Titles and occasional hires aren’t enough, but a long, sustained process of creating diversity of thought, imprinting respect and openness on the DNA of an organization top to bottom could be the answer. Look for demand in 2016 for Head of Diversity Sourcing, Human Equity Director, and Vice President of Inclusion.

Culture and Engagement ─ Work Happy, Work Harder. Silicon Valley understood early on the connection between culture and engagement, creating flexible work environments to meet the lifestyle needs of employees so they would spend more time at work (productivity) and build loyalty to their company (retention). Today culture and engagement are more difficult to achieve with a mobile, multi-generational workforce with widely varied cultural backgrounds and individual needs. Companies will be hiring for jobs like these in 2016: Director of Culture and Engagement, Vice President Employee Engagement and Minister of Culture.

Human Resources ─ Driving Talent Trumps Filling Jobs. Human Resources departments charged with creating strong organizations and leadership are focused on changing their identity (“talent” and “development” rather than “personnel” and “training,” for example). Organizations are moving from a traditional benefits and payroll mentality to harnessing data and insight to predict employee success, improve performance, identify leaders and move on a dime when market forces change. These are elevated responsibilities that require strategic thinkers capable of sitting at the table with the CEO and the board.

Historically, few in HR roles have had the same career development steps as those in finance and other departments deemed to be more critical, so they have rarely moved into line roles to understand the business. As a result, those managers need to upgrade their skills and new-look HR executives will be in high demand in 2016: Chief Human Resources Officer, Chief Talent Officer, Integrated Talent Manager, Global Chief of Talent Management.

About Allegis Partners
Allegis Partners is the global executive search firm delivering a boutique, high-touch approach to talent management. We focus on identifying diverse, top talent for board, C-suite and senior executive-level roles across a wide range of corporate functions and industries around the world. Allegis Partners is committed to understanding our client and, in turn, customizes each search to meet the needs of the client and specific position. We're backed by the extensive resources and knowledge of the Allegis Group, a $10+ billion privately held global human capital organization. To learn more about Allegis Partners, visit

Contact: Jennifer Silver

Share article on social media or email:

View article via:

Pdf Print

Contact Author

Kim Myers

Jennifer Silver

Email >
Visit website