A research report in collaboration with world class CHROs, renowned thinkers and HR practitioners about the changes in the HR space.
In our latest research at KennedyFitch, in partnership with Gaurav Gupta, Global HR Director at AkzoNobel, we set out to look more closely at the future of Human Resources, at the disruptive changes taking place and their impact on the future world of work.
Taking time to step back and inquire the bigger picture feels like a privilege in today’s rhythms of work. But we made it our mission to go out and bring you the thinking of some of the best professionals we know.
Our goal was to discover if the near future of HR and the world of work look the same for two distinct groups of people – HR practitioners and “thinkers”- by interviewing world class CHROs and renowned thinkers, and surveying over 100 HR practitioners, business managers and consultants. This report explores their responses, where they agreed and where they differed, outlining the changes they expect to see taking place in the HR space up to the end of 2025.
We asked the real questions: Is HR still relevant? What will it be accountable for in 2025? How is “HR as we know it” shifting and what broader societal changes are behind that? What do we need to let go of and how will the function evolve?
We would like to express our gratitude to those who generously gave us their time, knowledge and insights for this study: Rosa Lee (Bosch), Aisling Tellard (OurTandem), Piyush Mehta (Genpact), Jean-Christophe Deslarzes (the Adecco Group), Krish Shankar (Infosys), Marten Booisma (ex-AkzoNobel), Ravin Jesuthasan (Mercer), Anette Bohm (KBC), David Ulrich, Josh Bersin, Tom Haak, Volker Jacobs (TI People), Naomi Stanford, Laure Roberts (Syngenta), Jonathan Kestenbaum (TalentTech) and Bob Aubrey.
Tomorrow’s Re-Humanized HR (2021)
Work from Home Report (2021)
Employee Experience Report (2020)
Rising up to the challenge (2020)
Becoming more Empathetic (2020)
“Plant trees under whose shade you do not expect to sit” As the world shifts…
Article by: Joan Beets Companies are starting to manage shareholder expectations and news about reorganizations…
For many of you, this is your first full-on crisis. Even if you experienced the 2008 Financial crisis or the ups and downs of the VUCA world, nothing could have prepared you for this. Covid-19 is VUCA on steroids and nobody saw it coming (ok, except for Bill Gates). You have had to support your employees whose homes turned into offices and classrooms overnight, who fell ill or had loved ones falling ill, or whom you have had to let go through no fault of their own.
We recently ran a workshop with the HR Executive Team of a large multinational on the Future of Work and the Future of HR and I thought to share the summary. One of our clients asked us where most companies are with regards to preparedness for the future and we took the liberty to paraphrase Dave Ulrich; 20% is getting it, 60% is trying to understand and wants to get there and 20% will never get it.
Pre-Covid we had been in contact to initiate a leadership development program for her organization. Our follow-up meetings to further explore the outlines of the program had, understandably so, been postponed several times due to her crucial role in managing the impact of the Covid-crisis in her organization.
How well we take on the perspective of our colleagues in our design of EX determines its ultimate impact. One of the key threats or challenges to Employee Experience (EX) is the tendency to see the way people experience our organizations through a narrow HR lens. The danger exists in the sense that framing EX as the ‘Customer Experience of HR’ and using HR jargon and frameworks will limit what we create and offer our employees and will keep EX as an ‘HR initiative’.
In the context of employee experience, we start thinking in journeys, in touchpoints, in moments that matter, we start design thinking, we start involving our employees in the design. This essentially means we are moving from “vertical management of people ” towards “horizontal distribution of work”. And this requires different management practices; we no longer “own” the data, we now start “sharing” the data.
Over the past 20 years as industries have been impacted by massive change and many have seen the need to transform their HR function. Following Dave Ulrich’s highly acclaimed book “HR Champions” in the mid 90’s of the last century, and with the help of a few consulting firms, we have embarked on several waves of large-scale HR transformations. But what is the real business impact of all this effort.