毕马威-2020年人力资源的未来（英文）-2020.2-28页_2mb

Summary of KPMG: Future of HR 2020 – Which path are you taking?

Core Content

The report by KPMG outlines the evolving role of HR in the context of digital disruption and the Fourth Industrial Revolution. It identifies three distinct types of HR functions: Pathfinding HR, Searching HR, and Disconnected HR, each with different approaches to shaping the future of the workforce and organizational culture.

Main Findings

Workforce Shaping is HR's Defining Challenge

• 56% of HR respondents agree that preparing the workforce for AI and related technologies is the biggest challenge for HR.
• 76% of Pathfinding HR organizations believe that HR must actively challenge the future workforce composition (the 4Bs: buy, build, borrow, bot).
• 66% of HR executives are prioritizing upskilling to manage the impact of AI, with 74% of Pathfinding HR organizations doing so.
• 90% of Pathfinding HR organizations cite identifying the future workforce composition as a strategic priority.

Upskilling and Digital Capabilities

• 77% of HR executives plan to upskill 1–30% of their workforce in digital capabilities over the next 2–3 years.
• 44% of CEOs plan to upskill over 50% of their workforce in new digital capabilities.
• A strong correlation exists between upskilling 11–30% of the workforce and year-over-year revenue growth.
• Upskilling too many employees at once can lead to performance decline and negatively impact revenue growth.

Technology Investment in HR

• 40% of all respondents identify enhancing analytics capabilities as a top reason for investing in HR technology.
• Pathfinding HR organizations prioritize HR analytics and HR automation via RPA as their top two technology investments.
• 45% of Pathfinding HR organizations plan to invest in data modelers/scientists, almost twice as likely as their peers.
• 35% of Pathfinding HR organizations plan to experiment with AI within 2–3 years.

Key HR Strategies

1. Workforce Shaping as a New Discipline

• Pathfinding HR organizations are investing in workforce shaping as a new strategic discipline.
• They focus on future business scenarios and rethinking traditional roles to adapt to AI and automation.

2. Forward-Looking Workforce Planning

• Traditional workforce planning starts with the current workforce and moves forward.
• Pathfinding HR takes a scenario-based approach, starting with future business needs and working backward.

3. Upskilling for Future-Ready Workforce

• Upskilling is a critical component of workforce shaping.
• The scale of upskilling efforts is significant and must be carefully managed to avoid performance dips.

4. Collaboration with C-Suite Leadership

• C-suite leaders must be engaged and aligned with HR on workforce shaping and culture transformation.
• HR is seen as a shepherd and facilitator of culture change, with C-suite taking accountability for shaping and nurturing it.

5. Regular Refresh of Workforce Scenarios

• Pathfinding HR organizations regularly update their workforce shaping scenarios.
• They consider future organizational capabilities and potential workforce structures to ensure alignment with business goals.

Culture and Purpose Alignment

The Importance of a Purpose-Driven Culture

• Over 61% of HR executives are changing their organization's culture to align with its purpose.
• Pathfinding HR organizations are 6x more likely to have a strategy for monitoring and maintaining culture.
• 71% of Pathfinding HR organizations strongly agree that their HR function plays a vital role in establishing the right culture.

Leadership's Role in Culture

• Leadership modeling is crucial for fostering the desired culture.
• 90% of Pathfinding HR organizations believe their CEOs want employees to feel empowered to innovate.
• 60% of Pathfinding HR organizations believe their leaders appropriately model the desired culture.

HR as a Culture Change Driver

• Over two-thirds of HR respondents believe HR plays a vital role in establishing the right culture.
• Pathfinding HR organizations are 5x more likely to have dedicated roles focused solely on culture and purpose.
• These roles help democratize culture ownership and ensure alignment across the organization.

Employee Experience by Design

• 95% of respondents prioritize employee experience (EX).
• Pathfinding HR organizations are 3x more likely to see EX as a strategic priority for the entire organization.
• 46% of Pathfinding HR organizations identify design thinking as a top skill for HR to add value.
• EX efforts are aligned with customer centricity and focus on moments that matter for employees.

Conclusion

Pathfinding HR organizations are those that are strategically investing in four key areas: workforce shaping, purpose-driven culture, employee experience, and data-driven insights. These organizations are more prepared to face the future and are driving meaningful change in their people functions. They are aligning with business goals, fostering innovation, and ensuring employee readiness through upskilling and technology investment.

They are also more likely to have dedicated roles and strategic alignment with leadership, which helps in maintaining and evolving culture effectively. The report emphasizes that HR must evolve from a traditional administrative role to a strategic enabler of the future workforce and organizational culture.