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1、HR TrendsReport2024FOR HR LEADERSResolving the productivity paradoxTapping into the hidden workforceThe point of no return for DEIBHR driving climate change adaptationFrom silos to solutionsHR leans inHR meets PRShifting work-life balance to work-life fitThe end of BS jobs From talent acquisition to
2、 talent accessAI-empowered workforce211 HR trends for 2024EXECUTIVE SUMMARY7.HR meets PR As HRs work comes under increased public scrutiny,practitioners will need to take a page from Marketing and PRs book to not just drive value,but avoid doing damage.8.AI-empowered workforceGenerative AI can help
3、boost worker productivity and output quality,but not without risks.HR has a key role to play in empowering the workforce to make smart,innovative,and safe use of AI.9.Shifting work-life balance to work-life fitEmployee needs are changing and diversifying.HR can help organizations adapt so that they
4、can offer the freedom,flexibility,and fairness employees need to flourish at work.10.The end of BS jobsTechnological advancements mean that millions of jobs will be lost,and millions of new ones created.This offers HR the opportunity to tackle flagging productivity and the lack of meaning in many jo
5、bs.11.From talent acquisition to talent accessIn the new era of talent management,its less about acquiring the talent to fill gaps and more about creating access to existing talent by identifying,unlocking,and nurturing the potential from within.1.Resolving the productivity paradoxWhile we feel busi
6、er than ever,productivity has stagnated.HR can use trusted HR tools and new tech to empower employees and get productivity back on track.2.Tapping into the hidden workforceThe continued scarcity of crucial skills exerts extreme pressure on talent acquisition departments.HR can help organizations tap
7、 into a massive talent pool by driving changes to make work more accessible and accommodating for the hidden workforce.3.The point of no return for DEIBWith growing discontent around DEIB,in 2024 we will see a move towards systemic DEIB from companies that want to live up to their promise,and public
8、 scrutiny for those who dont.4.HR driving climate change adaptationClimate change is becoming a threat to employee wellbeing and business continuity.HR will need to drive compliance and adaptation for the good of employees,the business,and society at large.5.From silos to solutionsAs organizations e
9、volve to become more adaptable,so will HR.This means shifting to solution-focused multidisciplinary teams and rethinking what we consider fundamental HR skills.6.HR leans inThe HR function continues to struggle with misconceptions about its value.By recognizing its own strategic value and giving the
10、 function the same support it offers other departments,HR will be able to change perceptions,empower its practitioners,and drive even more value for the business.In the world of work,change is desperately needed.Organizations face a labor shortage while millions of workers are unnecessarily sideline
11、d.Productivity stagnates despite the democratization of powerful new technology.And as workers reexamine their relationship with work,its clear that traditional career structures have reached their limit.Work is at a crossroads.And HR can provide the breakthrough needed to get it back on track.We th
12、ink three major themes are going to dominate HR in 2024.HR will realign priorities.External factors are driving a major transformation in HR,putting traditional HR frameworks and priorities under scrutiny.HR operating models will change.To meet changing business needs,HR will change not just the way
13、 it operates,but the way it sees itself.3HR will act as a force for good.In 2024,HR has a unique opportunity to drive business results through better employee practices.Change is never easy.But if HR has the courage to step up during the impending transformation of work,everyone stands to benefit.El
14、evating workINTRODUCTIONErik van VulpenFounder of AIHRDieter VeldsmanChief Scientist,HR&OD at AIHR411HR meets PRPage 17Tapping into the hidden workforcePage 7The point of no return for DEIBPage 9HR driving climate change adaptationPage 11From silos to solutionsPage 13HR leans inPage 15AI-
15、empowered workforcePage 19Shifting work-life balance to work-life fitPage 21The end of BS jobsPage 23From talent acquisition to talent accessPage 24Table of contentsOVERVIEWResolving the productivity paradoxPage 55Organizations continue to invest in employee engagement,experience,and wellbeing inter
16、ventions.Technological advancements let us automate tasks and augment decision-making.And while we feel busier than ever,productivity has stagnated.Its time for HR to step in.Resolving the productivity paradoxTrend 1A global issue2024 finds us at a crossroads.On the one hand we have historically low
17、 unemployment and the highest job satisfaction in 36 years.But companies are still struggling with a systemic lack of technical skills in the workforce,and stagnant productivity.This problem is hitting both companies and countries.Australias productivity grew by just 1.1%between 2010 and 2020,and we
18、 are seeing similar trends around the world,such as in the GCC economies and Britain.Effect on workersThis isnt just bad for business.Poor organizational performance directly affects employees too,causing insecure employment and lower wages.OECD data shows that office worker productivity has flatlin
19、ed since 2008.This is a problem that HR should own and overcome in the name of employee wellbeing.What this means for HRHolistic and analytic approachFifteen years of productivity stagnation cannot be solved with a single intervention.Instead,HR needs to take a holistic view of productivity and focu
20、s on removing bottlenecks,developing strategies to improve performance,and incentivizing productive behaviors.Data analysis will be essential in identifying levers to boost productivity.This can be done with a large-scale analysis that forms the basis of a restructuring of the workday,as Microsoft d
21、id.But smaller projects can also be effective,such as Shopifys viral Meeting Cost Calculator.Microsofts triple peak dayAfter the sudden shift to remote work in 2020,Microsoft saw a new trend emerge among its employees.Data showed Microsoft that in about 30%of its workforce productivity went up the m
22、ost between 6 and 8 p.m.To make the most of this peak,the organization offered more support for after-hours work for employees who wanted it.6What this means for HREfficiency through GAIIt is impossible to write about productivity in 2024 without mentioning Generative Artificial Intelligence,or GAI.
23、Using ChatGPT in business writing tasks increases productivity by 37%and quality by 20%.A Fortune 500 company slashed onboarding time for customer support agents from 10 months to just 2,while also increasing work quality by 30%.While GAI is not the solution to every business problem,these cases dem
24、onstrate the productivity increases it enables when used correctly.It is not an understatement to say it can revolutionize the way we work.Proactive workforce planningThere is another potential solution to the productivity paradox that sits closer to home.Some of the biggest bottlenecks in productiv
25、ity stem from talent supply issues.Skills shortages are estimated to cost employers up to$8.5 trillion by 2030.HR can help tackle this costly issue with proactive workforce planning and tapping into new talent pools to create desperately needed talent pipelines.Key takeawaySolving the productivity p
26、aradox is one of the most impactful things HR can do for the workforce.In order to achieve this,they can use an array of trusted HR tools and new technologies to empower employees and get productivity back on track.7Historically low unemployment rates and the continued scarcity of crucial skills con
27、tinue to exert pressure on talent acquisition departments,with no end in sight.This will push HR to rethink their approach to recruitment and tap into the potential of the hidden workforce.Tapping into the hidden workforceTrend 2Missing out on talentThe hidden workforce,also known as the forgotten w
28、orkforce,includes retirees who want to work,caregivers,neurodiverse people,people with long-term health problems(including long Covid),ex-inmates,and people without degrees.In total,the hidden workforce is estimated to make up between 14-17%of the total U.S.workforce.Which begs the question:why is s
29、o much talent being ignored during an ongoing labor shortage?First-mover advantageSome of the hidden workforce already work(often as hourly employees)but want to work more,while others want to work but have not found the right conditions to do so.The conditions can be fixed.And companies that do wil
30、l have a first-mover advantage:while 77%of employers report difficulty in filling roles a 17-year high only 33%of organizations are looking at new talent pools.The key to overcoming the labor shortage?of employers report difficulty filling roles 77%of organizations are looking at new talent pools33%
31、8What this means for HRA necessary evolutionWhile we have included it in this report,we want to reiterate that the recognition and integration of the hidden workforce is not just a trend:it is a necessary evolution in the world of work.Organizations that remove obstacles to work for this vast talent
32、 pool will be better able to address critical staffing needs,while also paving the way for a more diverse,inclusive,and equitable corporate landscape for the future.That makes this a great example of systemic DEIB.Key takeawayDespite the ongoing labor shortage,organizations have long overlooked the
33、hidden workforce.HR can help organizations tap into this massive talent pool by driving changes to make work more accessible and accommodating.Increasing accessThe first step to tapping into the hidden workforce as a talent pool is actively seeking out these forgotten workers in talent acquisition p
34、ractices.This could include writing more inclusive job descriptions,using skills-based hiring,and offering training and reskilling programs.The key here is to critically evaluate your current talent acquisition practices to identify and address unnecessarily exclusionary criteria.Offering accommodat
35、ionsOrganizations can keep the hidden workforce on board,engaged,and productive with the right employment practices.This could take many shapes,from a less stringent retirement age for older workers who arent ready to throw in the towel,to more flexible working arrangements for caregivers.But one cr
36、ucial aspect will apply to all organizations seeking to tap into this overlooked talent pool:HR needs to promote a culture that understands and appreciates the value of a diverse workforce.9With the Supreme Court ruling on affirmative action,discontent around DEIB,and diversity leaders not being suf
37、ficiently supported,corporate DEIB has come to a turning point.The stakes and visibility have never been higher,and HR needs to act.The point of no return for DEIBTrend 3Pressure on DEIBThree major shifts have brought DEIB to the brink.First there is the Supreme Court ruling striking down affirmativ
38、e action in college admissions and attorney generals then reaching out to Fortune 100 CEOs to confirm that this ruling also applies to private companies.Then there is the growing discontent with DEIB within organizations,which may well be a factor in DEIB roles being hit disproportionately hard by t
39、he recent layoffs.This brings us to the third pressure point:the struggles faced by diversity officers.We see that leaders in DEIB struggle to find a sense of belonging themselves,or fail to see the impact of their work.Organizations under scrutinyPublic debate surrounding diversity is also reshapin
40、g the field.Companies run the risk of being called out in the public domain and boycotted by sections of their audience regardless of whether they take an outspoken stance or remain quiet on the topic of DEIB.But it has become clear that when it comes to showing support for DEIB,speaking out is not
41、enough for todays consumers,who are not satisfied with lip service.Ticking boxes with interventions that dont resonate throughout the organization will not serve organizations in 2024 onwards.Thats why we expect HR to take a different approach.These paths are often lonely,uphill battles.Leaders in t
42、hese positions need the support,love and advocacy while they are in the roles,not only when their departures make headlines.Jeanell Englishformer VP of Impact&Diversity at the Academyof Motion Picture Arts and Sciences10What this means for HREquitable practicesWith a clear vision in place,HR will be
43、 able to identify the organizational systems needed to make the vision a reality.The goal of these practices is to democratize opportunities within the workforce in other words,eliminating obstacles to growth and development that disproportionately affect different employee segments.For example,orga
44、nizations could conduct an analysis to see which prerequisites are valid to screen for during the talent acquisition process.Targeted actionFinally,targeted action is about bridging the gap between the organizations current systems and the equitable practices needed to realize the vision.This could
45、look like taking a skills-based approach to recruitment instead of focusing on degrees,and exploring alternative talent pools.Here again,data can grant insight into where talent is sourced from and help HR evaluate whether these talent pools are unbiased towards specific socioeconomic backgrounds,in
46、dustry experiences,or schools.We believe that DEIB will remain an important drive for business growth.But moving forward,companies need to ensure that their DEIB efforts align with the companys purpose,values,and culture to enact real change and avoid backlash.Key takeawayIn 2024,we will see a stark
47、 divide between companies who live their DEIB promise,and those that are just going through the motions.Systemic DEIBWe propose systemic DEIB as a viable alternative.This approach leaves behind high-visibility actions in favor of bringing DEIB back to its three core elements:HR voice,equitable pract
48、ices,and targeted action.HR voiceIn systemic DEIB,the HR voice describes the organizational vision on what an equitable and inclusive workplace looks like.Crucially,it also provides proof points that this vision is or will soon be part of the organizational identity.These proof points should hold up
49、 under scrutiny from employees,customers,and the wider public.In order to make this happen,most HR departments will need to collaborate closely with Marketing to create an authentic way to speak about DEIB within and beyond the organization.Otherwise,companies will still run the risk of being dismis
50、sed as doing it for the optics.11With July 2023 being the hottest month on record,and El Nio expected to make 2024 the worlds hottest year,climate change is rapidly becoming a threat to business continuity.Its up to HR to ensure organizations and employees are prepared.HR driving climate change adap
51、tationTrend 4From mitigation to adaptationFor many organizations,sustainability has primarily been an issue of(employer)branding or not an issue at all.But in the face of changing legislation and increasingly disruptive weather,that is set to change.The increasing impact of climate change on daily l
52、ife and public discourse is already changing HR.For instance,more ESG metrics are being added to the HR scorecard,the Chief Sustainability Officer and CHRO roles are increasingly being integrated.While this is a good start,it will not be enough.So far,HR has focused primarily on driving initiatives
53、focused on mitigating climate change,such as green commuting and reducing the organizational carbon footprint.But in the face of growing urgency,HR needs to accept that climate change is a reality,and needs to help organizations adapt.In Texas last year,at least 306 people died of heat-related cause
54、s,according to the state health department the highest annual total in more than two decades.The New York Times12What this means for HRAuditing and planningA strong first step in driving adaptation is conducting climate risk audits that review current work sites,practices,and processes to identify r
55、isks.HR can then use the audit outcomes to create a roadmap for organizational climate adaptation.This could include forming a council on business continuity and disaster recovery.But depending on your business,this might not be enough.Protecting the workforceThe heat deaths in the U.S.and Europe in
56、 the summer of 2023 show that a lack of climate adaptation can hurt workers or worse.When creating your adaptation roadmap,consider if your business needs to implement labor practices that accommodate extreme weather in order to keep your workforce safe and maintain business operations.Changing legi
57、slationThe increasing impact of extreme climate events is also driving legislative change around the world.The SEC is working on climate change disclosure rules.The EU has already introduced the Corporate Sustainability Reporting Directive,requiring companies including EU subsidiaries of non-EU pare
58、nt companies to disclose information about how climate change and other sustainability-related factors affect their operations.Whether its operational or administrative,HR needs to take action to drive climate adaptation or the business will feel the consequences.Key takeawayChanging and extreme wea
59、ther is a threat to employee wellbeing and business continuity.HR will need to step up and drive compliance and adaptation for the good of employees,the business,and society at large.13Adaptability is a key success factor for todays organizations.This shift will trigger a similar shift in HR,which w
60、ill move away from traditional siloed operating models to better deliver cross-functional and integrated business solutions.From silos to solutionsTrend 5Aligned and impactfulDesign thinking and customer-first principles have grown influential in people practices over the past years.As HR adopts the
61、se principles,we will see siloed Centers of Excellence broken down into solution areas focused on delivering a specific outcome for internal customers.These new solution areas will still work closely with the in-business HR teams.However,they should be more actively involved in implementing solution
62、s in collaboration with business HR.Functional areas will converge into solution-driven groupsTodays functional areasNew solution area&focusStrategy,Advisory and TransformationFocus on business transformation and strategic initiatives to realize the people strategy.Business PartneringHR StrategyOrg.
63、DevelopmentChange ManagementOrganizational DesignWorkforce PlanningEmployer BrandTalent AcquisitionOnboardingEmployee ExperienceTalent InsightsEmployee Comms&MarketingAwareness and AttractionFocus on an integrated awareness and attraction experience based on employer brand,candidate experience,and o
64、nboarding experiences.Business PartneringPerformanceTotal RewardsWellbeing and HealthDEIBEmployee ExperienceAnalyticsPeople Experience and CultureFocus on designing and implementing positive work experiences that appeal to all employees and create a productive and inclusive work environment.Talent M
65、anagementLeadership DevelopmentLearning&DevelopmentCareer ManagementPeople Growth and EnablementFocus on motivating,developing and empowering employees to achieve their potential and capitalize on internal opportunities.14What this means for HR By adopting these capabilities across all HR roles,orga
66、nizations take a first step toward a new,multi-skilled HR professional as they break the traditional barriers between generalists and specialists.Experimental HRThese two shifts are the first steps toward new HR Operating Models built on new organizational design principles that encourage agility,fl
67、uidity,and adaptability.This isnt the only shift we expect to see in this area.As HR teams drive more project-based delivery methods,HR teams will combine different skills and experiment to find better solutions to the business ever-changing people priorities.Key takeawayAs organizations evolve to b
68、ecome more adaptable,so will HR.This will mean letting go of the traditional silos and instead shifting to solution-focused multidisciplinary teams.This shift will also mean a rethinking of what we consider fundamental HR skills,with data literacy becoming a key enabler for business impact.Putting v
69、alue firstThe evolution from siloed CoEs to new solution areas reflects HRs increased focus on delivering business value.Thats why it is essential for all HR practitioners to understand not just how to excel in their domain,but how their specific role adds value to the business.Business partnering i
70、s no longer reserved for HRBPs.Instead,it is becoming relevant to everyone in HR.Fundamental data skillsAnother competency that will only grow in importance for all HR practitioners is data literacy.Developing hypotheses,setting KPIs,reading and interpreting data,and persuasive storytelling using da
71、ta:these skills were once limited to people analytics functions.However,these skills are fundamental to driving impactful decisions and strategic contributions,and so will become more widespread among HR practitioners.15The HR function continues to struggle with misconceptions about its value across
72、 all layers of the organization.If HR wants to get the recognition due in 2024,it needs to accept that this situation is a result of its own choices and in its own hands to resolve.HR leans inTrend 6Reframing HRThe core of the issue is that HR has not given itself the same support,guidance,and devel
73、opment opportunities they offer to other departments.This has left HR with lagging skills development,digital adoption,and(perhaps most crucially)confidence in its ability to contribute to the organization.This is reflected in organizational perceptions of HR as a function focused on processes and p
74、aperwork.Little wonder then that recent layoffs have hit the people function disproportionately hard.It is only HR who can change this perception of the function.And in order to do this,its time for HR to focus its gaze inward.What this means for HRConfidence in HRs strategic visionThe key to effect
75、ively repositioning HR in the business is clarity on and confidence in its strategic vision.This encompassess HRs purpose,role,and contribution to collective success.Because lets be clear:HR has become a profession backed by data and robust science,practiced by knowledgeable specialists who wholehea
76、rtedly chose a career in HR,and deserving of respect.It absolutely does contribute to collective success,which is why this is the year that HR will claim its identity as a profession with standards,a robust body of knowledge,and recognized impact.And its time for HR to see itself as the profession i
77、t has become.Perception of HRof C-suite leaders stillsee HRs role asadministrative63%Source:Sage16What this means for HRKey takeawayHR has an image problem,and the means to solve it.By recognizing its own strategic value and giving the function the same support it offers other departments,HR will be
78、 able to change perceptions,empower its practitioners,and drive even more value for the business.Strategy&boundariesRepositioning HR has to start with HR professionals seeing themselves as integral to organizational success.HR is no longer just a support function,but a profession in its own right.Th
79、is,paired with a well-defined strategy,will help HR set boundaries based on its own priorities.Today,we often see HR attending to the career paths,learning interventions,and wellbeing of its stakeholders,and then failing to do the same for itself.HR shouldnt have to be apologetic about focusing on i
80、ts own priorities and taking time to develop the profession with the same rigor and investment we apply for others.Recognizing HRs valueThe next step for HR is recognizing its own value as a strategic pillar within the organization in its own right,with the same needs as other departments.We have se
81、en that failing to act accordingly results in misconceptions about the function and an epidemic of HR burnout,a lack of skills to contribute to the business,and limited HR talent succession pipelines.This is a mistake that the HR department will rectify in 2024.17Amidst changes in employee expectati
82、ons and how we engage with our work,HRs work is under increased scrutiny.In order to navigate this complexity,HR needs to take a page from PR to ensure they dont hit the headlines for all the wrong reasons.HR meets PRTrend 7Internal becomes externalThe employee experience is increasingly public.This
83、 can benefit companies,with new hires happily sharing their onboarding package with the world or posting enviable day-in-the-life videos.But it can also be a PR nightmare.2023 saw plenty of examples of this,such as internal communications being discussed in high-profile media outlets and viral TikTo
84、k videos of people getting laid off.Now in every difficult conversation,HR needs to not just take the employee into account,but a potential worldwide audience listening in via social media.Google prides itself on solving difficult problems.How to notify people gracefully and with respect that theyre
85、 getting laid off is a difficult problem and I think they could have done a better job solving it.Jeremy JoslinEx-Google employee18What this means for HRMarketing-proof messagingIn order to avoid having sensitive situations becoming public discourse,HR will need to take a page from PR and Marketings
86、 book.This means understanding the publics perception of internal policies,practices and decisions,and adjusting approaches where necessary.It also means actively monitoring employer brand perceptions online,and preparing responses for potential PR issues to avoid being caught off-guard by controver
87、sy.Here it is crucial that any messaging aligns with core company values.This will ensure it resonates with employees and is suitable for both internal and external channels.Culture&policiesIn a media landscape where company policy changes can make headlines,transparent and fair HR policies are a st
88、rategic asset.For maximum effect,companies need to go beyond regulatory compliance and actively manage(public)expectations,communicate clearly and intentionally,and deliver on their employee promise.And,because disagreements are inevitable,it is vital that companies build a culture in which disagree
89、ments can be expressed and swiftly resolved inside the organization before it can boil over into public discourse.Key takeawayThe boundary between branding and employer branding is blurring.Internal communication and people decisions can influence public perception of the organization as a whole and
90、 business performance.As HR becomes an increasingly public function,practitioners will need to take a page from Marketing and PRs book to not just drive value,but avoid doing damage.19It was impossible to ignore the meteoric rise of Generative Artificial Intelligences(GAI)such as ChatGPT and Google
91、Bard in 2023.In 2024,HR will play a key role in ensuring employees are empowered to make optimal use of AI without opening the organization up to risk.AI-empowered workforceTrend 8Leveling the playing fieldResearch shows that GAI decreases the difference between high-performing and low-performing wo
92、rkers,with low performers converging towards their better performing peers.This makes sense:struggling performers benefit more from using GAI,which is essentially a highly intelligent peer supporting them in their tasks.AI has the potential to equalize the playing field in many professions.Risk miti
93、gationThe potential GAI offers is not without risk.Many organizations are bringing ChatGPT and similar GAIs in-house to guarantee data protection,and educating employees on how to safely and ethically use the tool.These steps help reduce the risks associated with the use of GAI in the workplace,but
94、this puts the onus on safely using the tool on the employee.And this is why HR will play a critical role in ensuring organizations are helped,not harmed by AI.AI tools are proven to enhance worker performanceNo AIUsing AICustomer service agents resolving customer inquiriesExperienced professionals w
95、riting routine documentsProgrammers coding a small software project+13.8%+59%+126%Source:Nielsen Norman Group20What this means for HRBetter work within reachWhen done well,AI will add impact and much-needed meaning to work by increasing work efficiency and quality,and also allowing the automation of
96、 mundane and repetitive tasks.This allows employees to focus on the creative,strategic,and interpersonal aspects of their work.It is a bright future,but the path there is not straightforward.It is up to the HR department to guide the organization and strike a balance between innovation and integrity
97、.Key takeawayGenerative AI can help organizations boost worker productivity and output quality,but not without risks.HR has a key role to play in empowering the workforce to make smart,innovative,and safe use of this new technology.Building confidence&abilitiesHR must build technology self-efficacy
98、among employees.This means promoting a positive mindset and perception around GAI,encouraging experimentation,and removing the barriers to use within the organization.It is not enough that the tool is available.Without the right confidence and abilities,employees will not be able to use GAI to its f
99、ull potential and close the performance gap.HR can prevent this by providing clarity,education,and setting a strong example in its own work.Crucial safeguardsAccelerating use of GAI in the workforce is not enough:HR also needs to set up safeguards that keep use of this emerging technology safely on
100、track.Providing safeguards is essential,and it requires technical expertise that is desperately needed in HR.That is why we expect a continued push for digital agility for HR professionals as part of recent years broader technological transformation.21Employee expectations arent just changing theyre
101、 diversifying.And visibility on worker dissatisfaction is high.HR needs to help organizations navigate these narrowly intertwined challenges and strike the balance between flexibility and fairness.Shifting work-life balance to work-life fitTrend 9Changing attitudes to workThe major shifts in work si
102、nce 2020 have prompted both employees and organizations to re-evaluate their preferences and relationships with work,and this will continue into 2024.Four-day work week pilots have received a lot of attention,with 15%of pilot participants saying that no amount of money could get them to switch back
103、to a five-day work week.However,this wont be true for employees who prioritize rapid upward career progression and pay increases.The heart of this issue is not how much people want to work:it is what people want to prioritize in their life and where work factors in.Leaving the balancing act behindEv
104、eryone has their own definition of success,and has different trade-offs they are willing to make to achieve their goals.Accommodating these very different wants and needs is one of the biggest challenges todays organizations face.Thats why in 2024,we will see the shift from work-life balance to work
105、-life fit.This means moving beyond the constant balancing act and integrating work and life in a way that leads to mutual benefit and success in both.22What this means for HRKey takeawayEmployee needs arent just changing:theyre diversifying.HR can help organizations adapt to this wide array of emplo
106、yee demands,so that they can offer the freedom,flexibility and fairness employees need to flourish at work.Clarity on expectationsThe solution lies in giving employees the flexibility needed to achieve work-life fit within the boundaries of what the organization is willing to accept.This means that
107、organizations need to be much more transparent about what it really takes to be successful,and employees need to be clear on what they want from work.HR will need to facilitate a process with leaders on what the true expectations of people are,and equip managers to lead employees in these new work a
108、rrangements.Focus on complianceThere are also legal ramifications for HR to consider.When assessing what type and level of flexibility to offer,consider the potential effects on contracts,policies,and processes.How does a policy about the right to disconnect over the weekend affect colleagues who ch
109、oose to fast-track their career progression by working extra hours?Renewed relationship with workIf managed well,enabling work-life fit lets HR create a renewed relationship between employees and their work.This will shift the perception of work from something that has to be done to get by,to a valu
110、able contributor towards a fulfilling and flourishing life.But if work-life fit is fumbled,growing discontent among employees will drive them to seek a perfect-fit employer,leaving organizations struggling to manage their day-to-day people practices.23A decade ago,David Graeber introduced the concep
111、t of socially useless and thus in his words bullshit jobs.Now,against the backdrop of flatlining productivity and the meteoric rise of GAI,HR has the opportunity to make bullshit jobs a thing of the past.The end of BS jobsTrend 10Morale and productivityIn the U.S.19%of workers find their jobs to be
112、socially useless.In the UK,this number shoots up to 37%.Feeling that your work is meaningless has a dire impact on employee wellbeing.It also has a proven negative effect on productivity:research indicates that when employees find their work meaningful,performance improves by 33%,among other things.
113、Its in everyones best interest to make bullshit jobs a thing of the past.And 2024 is the year that HR can make this happen.What this means for HRRethinking job designHR needs to cast a critical eye on how we design jobs.Traditional job design prioritizes the clustering of tasks,activities,and skills
114、 required to deliver specific outputs.Meaningful work comes secondary.This needs to change.And thanks to modern technology,it can.83 million jobs are projected to be lost,and 69 million new jobs created thanks to technological advancements.This is a prime opportunity for HR to redesign jobs to be mo
115、re meaningful,and better aligned with employees strengths.Middle management practicesHow work is done is also a crucial factor.Some employees have goals and ambitions that make them deeply invested in work that others would see as meaningless.And some employees see their job as a way to make money w
116、hile they achieve their personal ambitions in other areas of life.What may drive meaning for one employee can achieve the opposite for another.In order to help the organization effectively manage this complexity,HR can support the development of high-quality middle management practices and set the s
117、tage for work-life fit.Key takeawayTechnological advancements mean that millions of jobs will be lost,and millions of new ones created.This offers HR the opportunity to tackle not only flagging productivity,but the lack of meaning in many jobs.If handled well,this could make 2024 the year we say goo
118、dbye to BS jobs.24Solving the talent gap by competing in talent acquisition leaves organizations at the mercy of the historically tight labor market.We propose a more proactive and sustainable approach that invests in access as well as acquisition.From talent acquisition to talent accessTrend 11Maki
119、ng the most of internal talentTodays organizations are facing a historically tight labor market.The shortage of urgently needed digital talent remains unchanged.What is changing,however,is what employees want.And by adapting to these changing demands,organizations can retain key talent and fill crit
120、ical vacancies.While suitable candidates for these vacancies remain rare in the labor market,organizations will turn their focus to in-house talent.One part of this will be using talent pools,traditionally a tool used for external talent,internally as well.However,while unifying the approach to inte
121、rnal and external talent is a great first step,HR will need to do more to unlock the full potential that internal mobility has to offer.Employees need growth opportunitiesGallup reports that Millennials are prioritizing chances to learn and grow,interest in the type of work,and advancement opportuni
122、ties when applying for jobs.Organizations are already responding to this changing need,with 48%identifying improving talent progression and promotion processes as key practices to increase talent availability.25What this means for HR But simply setting the stage isnt enough.HR also needs to empower
123、employees,promoting self-directed and democratized career management.This allows employees to manage their own careers based on the skills theyve built in the past and the skills they are looking to develop in the future.Driving change with technologyTechnology will also play a key role in supportin
124、g access to internal talent.From identifying transferable skills to the creation of internal talent marketplaces,digital platforms can now match candidates to roles based on skill sets,aspirations,and potential,thereby democratizing access to opportunities.Data and tools can also help organizations
125、link mobility practices to workforce planning,proactively pool and access talent,and deploy skills where they add the most value.Key takeawayIn the new era of talent management,its less about acquiring the talent to fill gaps and more about identifying,unlocking,and nurturing the potential from with
126、in.Creating access to talentOrganizations have a goldmine of talent at their fingertips,and HR can help the organization capitalize on this.However,for internal mobility to truly help bridge the talent gap,more is needed than simply moving employees through the organization.If not handled well,this
127、could result in low performers being shuttled from one department to another,which has historically spread inefficiency and negatively affected employee morale.Instead,HR needs to remain laser focused on creating access to skills that the organization needs.Rethinking career pathsTo encourage talent
128、 mobility,HR needs to change the perception of career progression,broadening employees horizons beyond traditional upwards progression to also include horizontal and diagonal moves.HR teams are only as successful as their skills are relevant.With engaging in-depth training and resources,AIHR helps H
129、R teams become better at what they do and drive more business value.Learn more at AIHR.comCOPYRIGHT 2023 AIHR.All rights reserved.This publication may not be reproduced or transmitted in any form by any means,electronic,mechanical,photocopying,recording,or otherwise,without the prior written permission of AIHR.