员工体验平台的演进：推动 AI 转型的关键引擎Josh Bersin 公司发布新研究指出：员工体验平台（EXP）正在成为企业 AI 转型的关键基础设施。EXP 不再只是HR工具，而是推动组织学习、透明沟通和员工赋能的核心平台。研究提出五大战略：以人为本、自下而上、持续学习、透明沟通和实时优化。案例包括 Microsoft 的 HR AI 转型、ASOS 的 AI 自动化、Clifford Chance 的法律文书 AI 起草。EXP 赋能组织实现敏捷变革和AI落地。
AI 正在快速改变职场——不仅是技术，更是组织文化与工作方式的深刻变革。
人工智能（AI）的广泛应用为生产力、效率和业务增长带来了前所未有的机遇。然而，AI 转型并不仅仅意味着“部署新技术”，它实际上深刻地重塑了员工体验，影响着组织文化、团队协作方式与工作流程。
在这一转型过程中，员工体验平台（Employee Experience Platform，简称 EXP） 正逐渐从传统的 HR 工具，演进为推动企业成功实施 AI 的关键引擎。EXP 不再只是一个用于请假或查政策的门户，而是集成沟通、学习、协作、数据与自动化的智能化平台，帮助组织推动 AI 采纳、提升员工准备度，并确保 AI 真正带来业务价值。
员工体验平台的演进
EXP 的初始功能主要是处理事务性流程，如请假申请、薪资查询等。但如今，随着 AI 技术的发展，EXP 已演变为智能化的交互中心，集成以下核心功能：
跨系统的员工沟通与协作
提供关于 AI 使用和员工情绪的实时洞察
支持个性化的学习与技能建设
自动化重复任务，让员工专注于更有价值的工作
同时，得益于 AI Agent 的融入，如今的 EXP 变得更易使用，员工可通过自然语言与系统交互，实现跨系统流程操作，无需再进入多个事务性系统。
因此，EXP 不再是“可有可无”的系统，而是 企业 AI 成功转型的关键基础设施。
企业 AI 转型案例
我们调研了三家具有代表性的公司，探讨他们在 AI 转型中如何借助 EXP 实现落地与成效：
1. ASOS（线上时尚零售）
部署 Microsoft Copilot 与 Microsoft Viva 赋能多业务部门
用 AI 驱动 HR 案例处理工具，提升服务效率
通过自助服务门户精简事务流程
用自定义 AI bot 自动完成可持续认证流程
成果：员工生产力提升、参与度增强、AI 无缝落地
2. Microsoft（打造 AI 驱动的 HR 部门）
通过 Viva 学习模块开展 AI 培训
自助 HR 工具增强员工支持体验
实时分析 AI 使用情况，持续优化策略
成果：HR 效率显著提升，数千名 HR 领导参与 AI 社群
3. Clifford Chance（国际律所）
用 AI 起草法律文件，为律师提供初稿
借助 AI 语言工具跨越法律语境差异
利用 AI 管理法律知识，快速找出相关案例
成果：文书效率提升、知识共享加速、决策更精准
AI 转型的敏捷性要求
与传统变革不同，AI 推广不是一次性事件，而是一个 持续试验、迭代和适应的过程。因此，企业需具备“变革敏捷性”（Change Agility），用灵活的机制推动员工学习和组织协同。
借助 EXP 实现 AI 成功的五大战略
我们总结出五个成功企业在 AI 转型过程中普遍遵循的策略，而 EXP 是支撑这些策略实施的核心平台：
1. 以人为本与目标导向（Focus on People and Purpose）
AI 的导入需与组织使命、价值观和员工需求保持一致。EXP 可确保所有 AI 工具围绕员工体验设计，提升参与度、工作效率和福祉。
? 案例：Microsoft HR 借助 Viva Amplify 定制 AI 推广内容，让 HR 团队及时获取战略沟通信息，确保 AI 项目与业务目标保持一致。
2. 采用自下而上的迭代方法（Bottom-Up, Iterative Approach）
AI 转型不能靠高层指令推动，而应依赖一线员工的反馈与试验。EXP 通过实时反馈与学习机制，让员工在实际工作中试用、迭代与优化 AI 工具。
? 案例：ASOS 借助 Viva 社区功能发起“Work Smarter”活动，员工可在平台上公开交流 AI 使用案例，形成知识共享文化。
3. 鼓励透明沟通与试验精神（Transparent Communication and Experimentation）
员工需要明确知道 AI 工具的使用场景、目的与风险，才能建立信任并积极参与。EXP 提供结构化、公开的试验机制，确保过程透明。
? 案例：Clifford Chance 在 Microsoft Viva 中嵌入 AI 工作流程，员工可以实时测试 AI 辅助起草功能，同时了解其运行逻辑。
4. 推动持续学习与技能建设（Continuous Learning and Skill-Building）
员工必须掌握 AI 基本素养，才能有效融入 AI 工具。EXP 提供基于角色定制的学习路径，支持技能升级与长期成长。
? 案例：Clifford Chance 借助 Viva Learning 培训员工 prompt 工程、AI 素养与数据分析技能，为 AI 工具的使用打下基础。
5. 实现实时度量与持续优化（Real-Time Measurement and Improvement）
与传统 IT 项目不同，AI 推广必须持续监测并快速调整策略。EXP 提供实时分析能力，帮助企业追踪员工情绪、生产力与 AI 使用情况。
? 案例：Microsoft HR 借助 Viva Insights 实时追踪 AI 使用频率、员工负荷减轻情况与情绪变化，以便动态调整 AI 战略。
HR 在 AI 转型中的新角色
在 AI 重构工作的过程中，HR 部门不再只是支持者，而是：
主导员工技能升级与再培训
协助重塑岗位定义与工作流程
在 HR、IT 与业务之间架起 AI 战略桥梁
落实负责任 AI 政策，确保 AI 应用符合伦理与企业文化
HR 将在未来的 AI 时代中扮演 “战略引导者 + 管理变革催化者” 的核心角色。
行动建议与未来展望
企业若想在 AI 转型中取得成功，应当：
✅ 采用“变革敏捷”思维，持续学习、实时迭代
✅ 建立 AI 驱动的员工体验平台，支持流程与文化融合
✅ 打破 HR、IT、业务之间的壁垒，实现跨部门协同
✅ 实施实时度量机制，根据反馈不断优化 AI 战略
EXP 已成为企业迈入 AI 未来的基础设施。
AI 将持续重塑职场，但决定 AI 成败的关键并非技术本身，而是组织是否能让员工真正拥抱 AI、用好 AI。
EXP 不再只是一个 HR 工具，而是打造学习型组织、推动信任建设和灵活变革的“中枢神经系统”。企业若想在 AI 驱动的时代中保持竞争力，就必须把员工体验放在战略核心位置。
作者：Kathi Enderes | 全球研究与行业分析高级副总裁 | Josh Bersin Company
HRTECH
2025年07月19日
HRTECH
只雇佣AI？硅谷一创业公司的招聘广告“出圈”，引发人们对未来的思考只雇佣AI？硅谷一创业公司的招聘广告“出圈”，引发人们对未来的思考
近日，一家名为 Firecrawl 的初创公司在 Y Combinator 招聘板上发布了一条“只招 AI 的岗位”，年薪仅在 1 万到 1.5 万美元之间。这个话题一石激起千层浪，也再次将“AI 是否能成为企业‘员工’”的讨论推到台前。几乎在同一时间，企业管理软件巨头 Workday 宣布推出全新的 Workday Agent System of Record（ASOR），正式赋能企业管理“AI Agent”。
两件事叠加，让人不禁好奇：未来的组织形态，究竟会是什么样？
1. Firecrawl“AI 岗位”何以成为刷屏话题？
Firecrawl 是一家获得 Y Combinator 支持的创业公司，最初从编程教育领域转型，专注为 AI 系统提供开源 Web 爬虫服务。该团队最近在 YC 的官方招聘平台贴出了一则极具话题性的职位信息：
“请仅在你是 AI Agent，或创建了 AI Agent 的情况下再来申请。”
岗位职责包括自主研究当下热门的模型动向并构建示例应用；而薪资仅 1 万到 1.5 万美元/年，看似并不够养一个人类开发者，却“足以”支撑一个无需吃喝住宿的 AI 程序。Firecrawl 创始团队坦陈这是一次 PR+实验 的尝试：他们想借此寻找能够开发出“真能落地”的 AI Agent 的高手，也希望藉由这一反常规操作吸引更多人的关注。
不过，从他们后续反馈看，尽管收到了约 50 份“AI 应聘”，暂时还没有哪个满足公司对自动化研发与管理的高要求。
2. 社交媒体热议：从调侃到对未来的设想
Firecrawl 这份招聘帖迅速在社交媒体上发酵。有人质疑是噱头，也有人兴致勃勃地想象“AI 替代人力”的场景。其中，最吸睛的一则评论，活脱脱像一出科幻对话：
私募基金（PE）：我们想收购你们公司。你们有多少员工？CEO：零……不过我们有 275 个 AI Agent，在做 3000 人的工作，每年只花 1.5 万美元。
虽然带着调侃的语气，但也反映了人们对“大规模 AI 劳动力”可能带来的冲击有所期待或焦虑。和 Firecrawl 这样的“小步试水”相比，企业对 AI 的依赖 已经不仅局限在呼叫中心、聊天机器人等特定领域，而是开始从底层基础设施（如爬虫、数据处理）到上层业务逻辑（例如代码生成、自动化运营）全方位渗透。
3. Workday Agent System of Record：让“AI 员工”成为正式档案
几乎在同一时间，Workday 于 2025 年 2 月 11 日发布了最新的 Workday Agent System of Record (ASOR)。这是其新一代 Workforce Management 方案中的重要里程碑，为企业提供了一套专门管理 AI 工具或 AI Agent 的体系。以下是基于 Workday 官方信息整理的关键亮点：
AI Agent 统一登记与身份管理借助 ASOR，企业可以像在 Workday 系统中登记人类员工信息那样，为 AI Agent 设立专门的“档案”（Record），包括 Agent 的名称、版本、负责的业务领域、权限范围等。
实时监测与合规管控ASOR 支持对 AI Agent 在企业内各系统间的行为进行可追溯监测，如接收了哪些输入、执行了哪些操作、产出了哪些结果。同时还能关联企业或行业的合规策略，如数据访问等级、敏感信息保护等，一旦 Agent 触发异常行为，系统将自动预警。
授权与性能评估在 ASOR 框架下，企业 HR 与 IT 团队可对 AI Agent 的权限进行灵活配置，并通过绩效指标了解 Agent 是否达到预期产出或效率。例如，可以量化该 Agent 帮助分析的数据量、生成的文档质量以及为团队节省的时间成本。
AI 与“人力”协同Workday 方面强调，ASOR 并非鼓励公司用 AI 取代人力，而是帮企业 “稳妥地” 推动人机协作：让人类员工与 AI Agent 各司其职，减少重复性工作，并确保最终决策和关键审核仍掌握在合格的人员手中。
4. “AI 员工”与“人类员工”：一条尚未清晰的边界
Firecrawl 的例子表明，目前要真正“雇 AI”还显得不切实际。从技术上，大模型虽有强大的生成、分析能力，但依旧缺乏对复杂项目的完全自主规划；从管理和法律上，AI 的责任归属、劳动关系认定、薪酬及合规标准都还在探索阶段。不过，正如 Workday 推出的 ASOR 所示，主流 HRTech 供应商已开始正式将 AI 劳动力纳入企业管理体系。未来人力资源部可能不仅要管理人，还要管理那些“数字工作者”——一方面评估其效能，另一方面也要防范其潜在风险。
5. 对人力资源与组织管理的启示
招聘模式的升级虽然 Firecrawl 的招聘更像一场高调实验，但它反映了企业在特定领域对“可自动执行任务的 AI 系统”的需求正在增长。HR 在未来可能要评估和筛选的不仅是人选，还有“AI 模型”或“Agent 产品”的适配度。
人才与技术深度融合人机协同已成为新趋势。具有 AI 技术背景或跨领域管理能力的专业人才，将在组织中扮演连接点的角色：帮助 AI Agent 融入流程、评估绩效，并做必要的干预或纠偏。
合规与风险控制Workday ASOR 的出现，暗示着大规模使用 AI 工具的企业势必需要更加成熟的合规方案。不论是数据安全，还是在决策过程中出现失误时的责任归属，都需要明晰的流程与法律依据。
组织文化的塑造当“AI 同事”成为常态，企业文化也将面对冲击：如何让人类员工接受并拥抱智能工具？如何平衡工作分工，让 AI 和人类各施所长？这对管理者的沟通与变革能力提出了更高要求。
6. 结语：从“噱头”到“系统化管理”，下一步会怎样？
Firecrawl 的“雇 AI”招聘帖，虽然带着极强的 PR 属性，但也让人们切实感受到——AI 已不再只是后台算法，而正逐步走向前台，参与到企业日常运营。而 Workday 全新发布的 Agent System of Record 则是主流软件厂商对这一趋势的正式回应，表明大企业在管理“数字劳动力”方面的需求正变得现实且急迫。无论是担忧 AI 会抢走工作机会，还是期待它能极大提升效率，都无法否认：当技术与人力资源紧密结合，组织架构与管理方式都将被重新定义。或许在不远的将来，“你的团队有多少 AI Agent？” 也会像“你有多少员工？” 这样成为一家公司竞争力的衡量维度之一。趁现在，不妨思考如何让“人机协作”真正发挥 1+1>2 的效能，迎接新一轮的 HR 变革浪潮。
Hireology Named Best Applicant Tracking System of 2024 by Hotel Tech ReportHireology's recognition by Hotel Tech Report showcases their ability to understand the unique needs of the hotel sector and deliver innovative solutions. With an increasingly competitive job market, hiring the right personnel is crucial for hotels to maintain their high standards of service and guest satisfaction.
"We’re excited to announce that Hireology has ranked #1 overall on the Global Best Applicant Tracking Systems (ATS) list in the 2024 HotelTechAwards! The HotelTechAwards are produced by Hotel Tech Report, the leading authority on hotel software and digital transformation in the hotel industry."
Often referred to as “the Grammys of hotel tech,” the HotelTechAwards rank the world’s best hotel software companies and products based on authentic, timely reviews from real users. Winners have been selected from more than 200 of the top technology products around the world.
“The ranking process is simple, transparent, and unbiased — judging is based on time tested ranking factors developed specifically for the industry. Only verified hoteliers with hands-on experience using each product are allowed to participate in the voting process. This means that Hireology’s users decided the #1 ATS,” said Hotel Tech Report CEO, Jordan Hollander.
With more than 10,000 customers, Hireology is the only applicant tracking system built to power better hiring for multi-location businesses that largely rely on skilled talent like hotels. Our platform makes it easy for users to source quality talent across key channels, streamline hiring with innovative recruitment automation, and make smarter hiring decisions rooted in data.
“This recognition from Hotel Tech Report validates the work we’re doing at Hireology to help hotels capture more than their fair share of quality talent and fill critical revenue-driving roles faster,” said Adam Robinson, CEO at Hireology. “We’re grateful for every customer who helped us earn the top spot on this list, and we’re looking forward to helping even more hotels navigate today’s challenging hiring market and achieve their goals in 2024 and beyond.”
In 2023 alone, Hireology launched several critical product updates that are designed to help their hotel customers not only attract better quality talent but also streamline the hiring process to fill critical roles faster, including:
Indeed Sponsored Jobs integration: Sponsor jobs on Indeed directly from the Hireology platform — helping you maximize your reach to top candidates and make hires faster all without ever leaving Hireology
Innovative ChatGPT integration: Leverage generative AI to instantly craft quality descriptions for new open jobs
Enhanced candidate communication automations: Keep candidates engaged and reduce no-shows with automated messaging for routine updates
Employee referral campaign templates and manager: Quickly launch optimized text and email campaigns and start driving quality referrals faster
Hotel Tech Report’s lists are based on data from over 16,000 verified customer reviews during the HotelTechAwards period. These reviews were written and published between September 1,2023–December 15,2023, with participation from every major hotel brand and thousands of independents. In one review, a Hireology customer noted how they’ve driven better quality candidates and made smarter hiring decisions with our platform:
“With Hireology I am able to track all of my candidates from the various recruiting websites and see all the candidates in one spot. With their screening tools I am able to pick out the candidate that has the most potential to be a good fit for the position. I have a better turn out and response rate for candidates that I have considered, and I have had a better quality of candidates who show up to the interview. The candidates that I have hired have become invaluable assets to my property.”
Today’s announcement comes at the heels of the Winter G2 awards, where they placed in the top 10 in more than 200 reports and earned the top spot in 28—including referral programs, recruitment marketing, and HR analytics. Additionally, Hireology was recently named the American Hotel and Lodging Association’s (AHLA) Leadership Partner for Talent Technology. Learn more about this partnership here.
To learn more about Hireology’s hospitality-specific ATS, take a self-guided virtual tour today! Or reach out to one of our experts for a free 1:1 consultation.
SOURCE Hireology
HRTECH
2024年01月10日
HRTECH
12 Opportunities for HR in 2024: From Support Function to Strategic Partner
This decade has been uniquely challenging to business with economic uncertainty, geopolitical tension, and the aftermath of the largest global pandemic for a century. But in the coming years, disruptions are likely to increase in frequency and severity (1). The business environment is increasingly volatile, uncertain, complex, and often ambiguous (2). Coupled with rapid advances in technology, organisations are transforming at an unprecedented pace and frequency – from ‘episodic transformation’ toward ‘continuous transformation’ (3).
At the same time, companies are confronted with a series of organisational shifts that have significant implications for structures, processes, and people. These include complex questions around finding the optimal balance between in-person and remote work, building new organisational capabilities in the face of challenging workforce demographics and talent gaps, and focusing on developing a healthy, inclusive, and thriving company culture (4).
HR is the CEO's right-hand in enlightened organisations.
(Barbara Lavernos , Deputy CEO at L'Oreal (5)
HR’s journey from support function to strategic partner has accelerated in recent years. During the pandemic, the CHRO and the HR function became as important to the company as the CFO and the finance function were in the global financial crisis (6). The importance of the CHRO and the function they lead will likely continue as many of the most significant challenges facing organisations (see FIG 1) essentially have people elements at their core. The ability of CHROs to assume new responsibilities, drive transformation for the enterprise, and reinvent and upskill the HR function, and therefore meet these higher expectations, will be critical to organisational success (7, 8).
CHROs have the ability to drive a company’s growth and business outcomes by effectively using people strategy, data insights, and technology to the company’s advantage.
Chuck Robbins, Chair and CEO at Cisco (9)
FIG 1:
For over a decade, I’ve published an annual set of predictions or trends that will shape work and HR for the upcoming year. For 2024, I want to frame these instead as ‘opportunities’ rather than ‘predictions’ – mainly because they will likely take more than a single year to play out. They are informed by the research and work we do at Insight222, interviews with guests on the Digital HR Leaders podcast, conversations with senior HR leaders, thinkers, and industry analysts, and market analysis. References are numbered throughout, and a comprehensive list is included at the end of the article.
Get involved – what should opportunities #11 and #12 be?
Readers may note that the title and accompanying image indicate 12 opportunities, whereas only ten are outlined. That is because – as was the case in the previous three years - I’m keen to crowdsource the final two opportunities from readers. What other opportunities should be included? Please let me know in the comments section below, and I’ll add my favourite two to an updated version in the New Year.
THE 2024 OPPORTUNITIES FOR HR
The first ten opportunities for HR to accelerate its journey from support function to strategic partner are set out below:
1. Prove the value of a fairer, healthier, and more humane organisation
One of HR’s key responsibilities as the steward of people and culture in the organisation (10) is to advocate for a ‘people, first’ approach. With record levels of burnout (11, 12, 13), deepening skills shortages (14), and raised employee expectations about work (15), HR has a pivotal role to play not only in hiring, developing, and retaining great talent, but fashioning the culture and environment to enable talent to perform and thrive. Putting wellbeing at the centre, developing an inclusive and equitable culture, personalising the employee experience, and listening and acting on the employee voice, are just four ways to deliver on this opportunity. Collectively, these initiatives are designed to reinforce the ‘H’ in HR and demonstrate that building a fairer, healthier, and more humane organisation isn’t just the ‘right thing’ to do for the workforce, but that it drives business success too (16). Indeed, research by firms including McKinsey, BCG and PwC (see FIG 2) finds that companies that provide a clear people advantage, who consistently invest in building and developing their human capital and imbue a compelling employee value proposition and experience are more resilient and enjoy better financial performance than their peers (17, 18, 19).
FIG 2:
2. Prepare the organisation and HR for the age of AI
While the hyperbole about generative AI has deepened HR’s engagement with AI (20, 21), research from Gartner finds that only 22% of HR leaders are highly engaged in enterprise-wide discussions on the topic (22). HR should seek to play a leading role as early studies find that AI doesn’t just boost operational performance and productivity (23) but can be used to build better organisations too (24). Four areas where HR should lobby to get involved – all while reinforcing the ‘H’ in HR - are (i) Aligning the workforce transformation that will be required due to AI in line with company strategy and vision (25). (ii) Leading on the development of responsible AI policies and enablement programs (26). (iii) Prioritising high-impact use cases for deploying AI across HR programs and the employee lifecycle (27, 28, 29, 30, FIG 3). (iv) Reimagining the work of key HR roles including the automation of repetitive tasks and increasing the focus on high-value strategic work (31, 32) (v) Building upskilling programs for leaders, managers, employees, and HR professionals. Research finds that if companies can activate the growth combination of data, technology, and people, they stand to gain a premium of up to 11% on top-line productivity. (33).
AI is the defining technology of our time, creating a massive paradigm that will transform the way we work with even greater impact than the introduction of the PC
Kathleen Hogan , Chief People Officer at Microsoft (34)
FIG 3
3. Redesign workplaces and work for the hybrid era
Since the pandemic, 90 percent of companies have embraced a range of hybrid work models (35) with most employees now working remotely over 25% of the time (36, FIG 4). Moreover, eight out of ten CHROs say they have no plans to decrease the amount of remote work in the next 12 months (37). Indeed, Nick Bloom predicts here that in the coming years remote work will experience a ‘swoosh effect’ due to the impact of technology as well as new firms and managers being more open to remote. (38, 39). The debate shouldn’t just be fixated on where people work, it should also provide an opportunity to test traditional assumptions about how work is done and whatwork even is (40). It’s likely that this transition will play out over many years (41), and will require experimentation, data collection and analysis, and iterative learning. This provides the opportunity for chief people officers – and their people analytics teams - to play a leading role in the redesign of work and workplaces for the hybrid era. Research is already being published on topics such as when in-person matters most (42, 43), how teams that are intentional about collaboration are more productive (44), and how to drive innovation through adaptive teaming (45). Hybrid is here to stay, so let’s make hybrid work!
FIG 4
4. Shift people analytics from insight to impact
As Isabel Naidoo, chief people officer at Wise, articulated at the Insight222 Global Executive Retreat in Colorado in September, 2023: “People Analytics is the fastest route to credibility for the chief people officer.” (46). Certainly, for HR to be a truly strategic business partner, it has to have an impactful people analytics function. Insight222's fourth annual People Analytics Trends study, (47) finds that the discipline continues to grow in importance and influence with 22% of people analytics leaders now reporting to the CHRO (compared to 13% in 2020). The challenge for many companies is to move people analytics from insight to impact (48, 49). Our research identified eight distinct characteristics (see FIG 5) that set Leading Companies apart from their peers and enable them to deliver value on a consistent basis. Chief people officers wanting to shift their people analytics team to an ‘A Team’ (see FIG 6) should focus on understanding their organisation’s most pressing business priorities and then align and prioritise people analytics activities that will support them. A capable and flourishing people analytics team eases the path towards a quantified organisation (50) and an evidence-based HR function (51) Certainly, people analytics is a foundational capability to helping HR progress and realise the opportunities outlined in this article.
People Analytics is the fastest route to credibility for the chief people officer
Isabel Naidoo, Chief People Officer at Wise (46)
FIG 5
FIG 6
5. Partner more effectively with Finance
Deploying financial capital and human capital together is the secret to the success of a talent-driven organisation (52). If HR seeks to become a truly strategic partner to the business, then it needs to have an effective partnership with finance not least because of increasing regulation about the disclosure of human capital information (53, 54). Research by Insight222 (55) finds that when it comes to delivering value with people analytics, a strong relationship with finance can make the difference. Of the 65 (out of 271 companies) surveyed who confirmed that they had built a partnership with finance, 99% reported that the people analytics team had delivered measurable outcomes over the last 12 months. In HR, we need to be better at building business cases for investment, and in quantifying the commercial value of what we do – just like other business functions. Building a strong and mutually beneficial partnership with finance – like Alan Susi at S&P Global (56) and Laura Wright Shubert at MetLife (57) have achieved – is a good place to start.
6. Build the skills-based organisation
Talent gaps and shortages represent the most pressing challenge that companies face (58), with three-quarters of CEOs being concerned about how the availability of key skills will impact on their growth strategies (59). These talent scarcity challenges will only be exacerbated by shrinking working populations – especially in the G7 economies (60) and rapid advances in technology meaning that 44% of workers’ skills will be disrupted by 2028 (61). This is leading to a shift from the traditional focus on jobs to one on skills (62) and the continued rollout of internal talent marketplaces (63, 64) with one study finding that 90% of companies are moving towards a skills-based approach (65). The effort to do so should not be underestimated with the same study finding that less than 20% are currently adopting skills-based approaches to a significant extent. While it is still early days, benefits cited by companies that have made this shift include (i) Standard Chartered unlocking productivity of $2.1m from a talent marketplace pilot in India (66, 67), (ii) IBM improving diversity through skills-based hiring (68), (iii) Unilever increasing productivity by 40% and significantly reducing attrition through its internal talent marketplace (69), and (iv) J&J democratising career development and mobility for its employees (70). The undoubted potential of skills-based approaches for hiring, learning, internal mobility, compensation, and workforce planning is tantalising, but it also makes it difficult for organisations to know where to start. HR can help by identifying a challenge in a specific business function and/or location, partnering with a senior business stakeholder and piloting a skills-based approach, starting to build a skills taxonomy, and then learning and iterating as you go.
As companies jostle to build a complete picture of what they need (for the future of work) and how to get there, we’re fast learning that the real currency is skills
Placid Jover, Chief Talent Officer at Unilever (71)
FIG 7
7. Make workforce planning strategic
The shift to skills, the pace and frequency of transformation, and rapid technological advances have all increased the urgency for organisations to become proficient in strategic workforce planning. It is now a top three challenge for people leaders (see FIG 8, 72). The availability of data-driven insights is altering the landscape with responsibility for SWP increasingly coming under the auspices of the people analytics team – this is the case in 50% of companies, based on 2023 research by Insight222 (73). This is driving the expansion from a pure focus on cost and operational based workforce planning to strategic and skills-based workforce planning (74, 75), which enables organisations to get a clearer view on future talent needs and how to close any gaps (76, 77). Steps for HR leaders to do this well include (i) Linking SWP to the business strategy (78). (ii) Joint ownership of SWP with the business and close collaboration with finance. (iii) Prioritising the most critical workforce segments. (iv) Focusing on skills as well as cost. (v) Combining HR, business, and external data to get a full picture (79). (vi) Measuring the impact of workforce planning activities and linking these to business outcomes. (80, 81)
FIG 8
8. Advance diversity, equity, inclusion and belonging
The business case for diversity, equity, inclusion and belonging (DEIB) continues to grow stronger. In a recent McKinsey study, leadership diversity is convincingly associated with company performance, societal impact, and employee experience (82, FIG 9). Moreover, research by Insight222 found that in 2023 – for the third successive year - DEIB is the area where people analytics is adding the most business value (83). These timely reminders of the value of DEIB are important in a year where the US Supreme Court ruling on affirmative action led to some companies rolling back on their DEIB initiatives (84, 85). As such, HR leaders have a critical role to play in advancing the DEIB agenda in their organisations, demonstrating that it isn’t just the right thing to do, but that is demanded by employees and leads to better business outcomes. People analytics can help in terms of enabling the organisation to measure outcomes and drive action (86), using advanced analytics to get deeper insights on belonging and inclusion, and supporting organisational moves to be more transparent – including providing data that forms the basis of annual DEIB reports e.g. Microsoft (87). Also, with demographics meaning that 150 million jobs will shift to older workers by the end of the decade (88), HR has an opportunity to ensure that their organisation is able to attract, develop and retain older workers, and enable them to thrive.
FIG 9
9. Empower and invest in people managers
75% of HR Leaders say that their managers are overwhelmed by the growth of their job responsibilities (89) while more than 50% of managers report feeling burned out (90). These concerning statistics are not surprising given that the role of the manager is being changed beyond recognition due to digitalisation, hybrid work and agile initiatives (91, 92). The pressure is exacerbated by companies cutting middle management roles in the current macroeconomic climate. Given that studies find that investing in people managers leads to better firm financial performance (93) and is key to realising the opportunities from AI (94), it’s time to better support and empower people managers. One way HR can do this is through democratising people data to help managers to be more productive, support decisions on hiring, promotion and pay, and equip them with insights to be more effective and human leaders. The benefit of successfully democratising people data to managers are vast, with one 2023 study calculating that in a 10,000 person organisation, this could amount to $400 million in cost savings, and almost $200 million in revenue expansion (95, 96). HR leaders can also support people managers through being more thoughtful about spans and layers, reimagining the role of the manager, implementing capability building programs, and prioritising manager experience and wellbeing (97).
10. Prioritise HR upskilling
If HR is to become a true strategic partner to the business and realise the opportunities from new operating models (98) then chief people officers need to prioritise efforts to upskill their HR professionals – particularly on topics such as business acumen, technology, and analytics (99). At Insight222, our HR in the Digital Age study identified nine skills for the future HR professional to be more data driven, experience led, and business focused (100, 101). Additionally, our 2023 study, Upskilling the HR Professional: Building Data Literacy as Scale, highlighted the critical role of the chief people officer and their direct reports in role-modelling the use of people data and analytics (102). With another study by Mercer finding that 41% of chief people officers wish they had had greater depth in people analytics prior to assuming their roles, there is clearly significant room for improvement (103). On a more positive note, 55% of companies now say they have a data driven culture in HR, which is up from 42% in 2021. 2024 is the year to improve this further, and from a data literacy perspective, Insight222 research highlights five skills (see FIG 10) that HR professionals need to develop (104). Moreover, the study also highlights that the investment required is between $600-$800 per person for an upskilling program (see example in FIG 11). Now is the time to invest in upskilling HR professionals.
FIG 10
FIG 11
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(32) Ravin Jesuthasan, CFA, FRSA, Helen White, Kate Bravery, Jason Averbook, and Todd Lambrugo – Generative AI will transform three key HR roles (Mercer, 2023)
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(38) Nicholas Bloom predicts a working-from-home Nike swoosh (The Economist, 2023)
(39) Nick Bloom and David Green ?? – Unmasking Common Myths around Remote Work (Digital HR Leaders Podcast, myHRfuture, 2023)
(40) Lynda Gratton – Redesigning How We Work (Harvard Business Review, 2023)
(41) Dean Carter - Top 3 insights I’m hearing now from HR leaders (Guild, 2023)
(42) Michael Arena - Moments that Matter: 3 Network Advantages of Being Face-to-Face (HR Exchange Network, 2023)
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(44) Mary Baker , 4 Modes of Collaboration Are Key to Success in Hybrid Work (Gartner, 2021)
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(95) Lexy Martin - Unlocking Manager Effectiveness: The Next Driver of Value (Visier, 2023)
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(98) Sandra Durth, Neel Gandhi, Asmus Komm, and Florian Pollner – HR’s new operating model (McKinsey, 2022)
(99) Dave Ulrich, Joe Grochowski, Norm Smallwood, and Joseph Hanson - What Makes an Effective HR Function? (The RBL Group, 2023)
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(101) Caroline Styr and Ian Bailie - HR in the Digital Age (Insight222, 2021)
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(104) Verghese and Ferrar (see reference 99)
A selection of other 2024 HR predictions and trends
There are a plethora of other resources documenting predictions and trends for HR and the future of work in 2024 including:
Gartner - Top 5 HR Trends and Priorities for 2024
Visier Inc. - 10 Workforce trends for 2024: The New Rules of HR
Mercer – 2024 Global Talent Trends
McKinsey - What matters most? Eight CEO priorities for 2024
Ken Oehler – RADICL People Predictions for 2024
Damon Klotz and Didier Elzinga - 7 trends that will define HR in 2024
Dr. Solange Charas and Stela Lupushor - HR and Workforce Trends Predictions for 2024
Dan Schawbel - 10 Predictions for 2024 from a World-of-Work Expert
Joelle Emerson - New Data: 2023 DEI Trends & 2024 Opportunities
Francesca Di Meglio - 8 HR Trends for 2024
LinkedIn News - 34 Big Ideas that will change our world in 2024
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ABOUT THE AUTHOR
David Green ?? is a globally respected author, speaker, conference chair, and executive consultant on people analytics, data-driven HR and the future of work. As Managing Partner and Executive Director at Insight222, he has overall responsibility for the delivery of the Insight222 People Analytics Program, which supports the advancement of people analytics in over 90 global organisations. Prior to co-founding Insight222, David accumulated over 20 years experience in the human resources and people analytics fields, including as Global Director of People Analytics Solutions at IBM. As such, David has extensive experience in helping organisations increase value, impact and focus from the wise and ethical use of people analytics. David also hosts the Digital HR Leaders Podcast and is an instructor for Insight222's myHRfuture Academy. His book, co-authored with Jonathan Ferrar, Excellence in People Analytics: How to use Workforce Data to Create Business Value was published in the summer of 2021.
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