Future of HR

Lessons from HR pathfinders

Digital transformation coupled with the impact of COVID-19 has created a unique phenomenon the World Economic Forum is calling “double disruption.” And yet, some organizations have thrived despite this double disruption, taking an experimental approach to human resources (HR) and building capabilities that survive and thrive into the future.

In this insightful report, we present how leading organizations are navigating this double disruption, and how they’re shaping their workforce for the future. We dissect the experience and vision of 18 ‘HR Pathfinders’ which we define as those organizations focusing on integrating and manually reinforcing capabilities such as employee experience, data and analytics, workforce shaping and digital HR and learning.

Read our report to learn more.

The future of HR: Lessons from the Pathfinders

How are some of the world’s foremost HR organizations driving value in the face of double disruption?

The future of HR: Lessons from the Pathfinders

How are some of the world’s foremost HR organizations driving value in the face of double disruption?

The three main topics that are defining the world of work:

The ‘S’ in ESG

How do Inclusion, Diversity and Equity (IDE) strategies bring impact and value?
How is a larger, and more diverse and accessible talent pool allow for new levels of innovation?
How do pathfinders encourage their organization to acknowledge their own biases and adapt their behavior in response?

The ‘total workforce’ approach

How are pathfinders embracing the total workforce philosophy?
How do tailored and personalized employee experiences provide great customer service?
Innovative and inefficient ways to identify and fill skill gaps.

Reimagining HR for the new world of work

How do pathfinders experiment with new ways of working?

Why is continuous feedback between leaders and the workforce critical?

How can data be used to assess workforce performance and the total employee experience?

New HR models for a new world

The world of work is changing quickly. It’s becoming more complex and more competitive. The ‘war for talent’ models of the last century, and their obsession with streaming and categorizing people into A, B, and C players, are increasingly irrelevant.On top of this is the ‘double disruption’ of managing a workforce that is operating in a hybrid model for which there is no proven playbook to follow, while also seeking to automate and cognitively enable many jobs in the value chain of the organization. By working within an operating model that embraces data, HR leaders can give themselves license to operate at a higher business level than ever before.

New HR models for a new world

The world of work is changing quickly. It’s becoming more complex and more competitive. The ‘war for talent’ models of the last century, and their obsession with streaming and categorizing people into A, B, and C players, are increasingly irrelevant.On top of this is the ‘double disruption’ of managing a workforce that is operating in a hybrid model for which there is no proven playbook to follow, while also seeking to automate and cognitively enable many jobs in the value chain of the organization. By working within an operating model that embraces data, HR leaders can give themselves license to operate at a higher business level than ever before.