On the surface it looks like 2015 is a year UK CEOs can approach with optimism. But every positive indicator seems to be accompanied by uncertainty… “yes, but”. The UK economy for example, outperformed many others in 2014, but, can this continue or is it destined to succumb to slower growth?
Five of our People Powered Performance experts consider what lies ahead for CEOs and their people agenda for 2015 and give their top predictions for what lies ahead.
Regardless of political events, technological threats and opportunities are likely to be another general theme. For example, cyber security is only going to become even more critical. Threats will grow, mutate and begin to adversely affect employees in large businesses. Protecting employees – and their data – from cyber attacks will be a huge trend according to the experts.
The digital divide between organisations, and individuals in organisations, that successfully harness digital technology and those that don’t, looks set to significantly widen this year. This could potentially create some high profile winners and losers. While technology is undoubtedly a powerful enabler, it’s no panacea. How we interact with and harness technology is the critical factor.
A number of strategic people issues which existed at the start of 2014 still remain at the start of 2015. For example, there could perhaps have been a greater focus on engaging effectively with multi-generational workforces in the last year – different generations, broadly speaking, value different things. Many companies could benefit from offering multiple deals targeted at the different generations. One size does not fit all.
Looking beyond 2015, some of the more critical and disruptive people agenda trends are worthy of acknowledgement. Hopefully, mobile technology will become increasingly effective at helping employees to both do their job better and manage their overall life – this could help employers attract and retain talent, something everybody agreed on.
This article represents the views of the author only, and does not necessarily represent the views or professional advice of KPMG in the UK.