The future of HR: From flux to flow
How Pathfinders are grappling with the current challenges faced by the function and are moving toward 2025 with purpose
In this year鈥檚 research1, we have identified a number of HR functions that are preparing for the future by taking strategy to the next level, integrating digital technology and聽relational analytics, building Talent Marketplaces, implementing digital transformation, putting purpose and well-being first, and focusing on environmental, social, and governance (ESG).
We also interviewed HR Pathfinders who are putting bold people strategies at the heart of their decisions and finding themselves reaping a competitive advantage amid the 鈥淕reat Reconsideration.鈥� Today鈥檚 Pathfinders are also recognizing the importance of what we call flow鈥擧R in the flow; careers in the flow; and people in the flow. Flow for our Pathfinders is about embracing change鈥攖esting, learning, and deploying answers to challenges. This flow is grounded in analytics and used to inform other parts of their organization.
Come explore what 12 Pathfinders are doing as they move from the flux of grappling with tangible problems to flow.
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1The future of HR: From flux to flow, 11/2022, 乐鱼（Leyu）体育官网
The Future of HR: From flux to flow
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Popular category topics
Insight
Delivering strategic flow
Focus on building value-driving capabilities that help to drive business strategy
Insight
Being digital in thought, word, and deed
Digital transformation is all about addressing the talent imperative
Insight
Advancing analytics from insight to action
Navigating the course
Insight
Shopping for talent
Build an internal Talent Marketplace that matches skills to projects
Insight
How to make purpose real
An important element of the Employee Value Proposition
Insight
Prioritizing well-being and feeling good
Bringing innovative approaches that are truly meaningful
HR Pathfinders:
Pathfinders were first identified in our 2020 research, in which we found 10 percent of organizations leading their peers on adding strategic value; and integrating the HR function into the wider business.
Digital transformation addresses the talent imperative of attracting, retaining, and growing top talent through exceptional and individualized workforce experiences. To implement this new, human-centered design and experience focus, HR must shift how they think about their operating model, capabilities, and technology investments.
John Doel
Principal, Human Capital Advisory, 乐鱼（Leyu）体育官网 LLP
According to the 300 HR leaders surveyed, they ranked these are their top areas of focus for the next three years.
57%
Understanding how the size, shape, skills, and organization of the workforce needs to change to meet future needs three years out鈥�57 percent; as well as improving the employee experience across enterprise processes鈥�57 percent
53%
Improving the mental health and well-being of the workforce鈥�53 percent
46%
Building a Talent Marketplace, which allows for the matching of skills to tasks as well as people to jobs鈥�46 percent
39%
Automating HR service delivery鈥�39 percent, and delivering digital technology into HR beyond the core HR system of record鈥�39 percent
36%
Delivering predictive insight and business value from workforce analytics鈥�36 percent
32%
Ensuring the workforce contributes to ESG topics, including any commitments to net-zero and diversity and inclusion targets鈥�32 percent
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