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1、Creating People Advantage 2023Set the Right People Priorities for Challenging TimesNovember 2023 By Jens Baier,Vinciane Beauchene,Julie Bedard,Jean-Michel Caye,Philipp Kolo,Fang Ruan,Alexander Alonso,Anthony Ariganello,Kai Helfritz,Bob Morton,Lucas van Wees,and Wilson Wong1 CREATING PEOPLE ADVANTAGE
2、 2023Executive Summary But going forward,disruptions are likely to increase in frequency and severity.That creates stiff challenges for people management functions,who will need to respond to external factors along with their organizations evolving internal needs.The latest Creating People Advantage
3、 surveyan ongoing joint study conducted by BCG and the World Federation of People Management Associationsreveals areas where companies responded well and areas where they must redouble their efforts.This years survey included responses from 6,893 partici-pants in 102 markets,across all industries.Re
4、spondents considered 32 people management topics,ranking them by future importance to their organization and by current capabilities of their organization.Analytical HighlightsThis years analysis includes the following key highlights:Talent Gaps.Many companies do not have all the talent they need.Ta
5、lent gaps and shortages represent the top business challenge that companies face,cited by 72%of respondents.Divided Attention.Companies are better at respond-ing to pressing external factors(such as shifts in supply necessitated by the war in Ukraine)but less able to look ahead and focus on the peop
6、le management priorities critical for success in the future.Respondents are stron-ger in topics that were critical during the pandemicsuch as employee health and safety,more flexible work models,and policy managementalthough these are no longer their biggest priorities.Lagging Digitization.Digitizat
7、ion remains a crucial area for people managers,but digital capabilities(includ-ing HR IT architecture,operation,and cloud software)continue to lag in many organizations,making this topic an increasingly urgent priority.Core Priorities.Although each company must build the capabilities most relevant t
8、o its unique context,virtually all companies need to emphasize strategic workforce planning,talent acquisition,upskilling and reskilling,digitization,and accompanying change management and leadership behaviors.AI on the Rise.AI is gaining traction among people managers,but the vast majority of organ
9、izations are still at the earliest stages of adoption.First movers that have started to implement AI-based solutions are seeing tre-mendous benefits across a range of use cases in people management.Recommendations for People Management LeadersOur findings point to five recommendations for people man
10、agement leaders to adopt in dealing with challenging times in 2023 and beyond.Leverage data to accurately plan for talent supply and demand.Strategic workforce planning is a perennial challenge for most organizations.Although the core princi-ples are not new,the urgency to act has increased,and the
11、availability of data-driven insights has changed the com-petitive landscape.Get better at talent acquisition.In a market where specialized talent is in short supply,digital technology can help companies differentiate themselves on the basis of the experience they offer applicants,leading to better s
12、uccess rates in recruiting and hiring new employees.Invest in upskilling and reskilling the current work-force.Developing new skills in your existing workforce is far more cost-effective than hiring new people.Moreover,ever-changing technology confront companies with the need to continually refresh
13、their workforces skills and capabilities.Unlock value through AI.Generative AI has the potential to revolutionize self-service processes,boost productivity,personalize customer experiences,and build data-driven talent ecosystems.First movers are already capturing value with use cases along the entir
14、e HR value chain.Focus on change management and organizational development.In the realm of leadership behaviors,change management,and organizational development,it is imperative not to underestimate the transformative potentialand pitfallsof change.With this in mind,organizations are focusing more o
15、n the behaviors of entire leadership teams than of individuals.The past few years have been uniquely challenging in the business environment,owing to lingering economic uncertainty,supply-chain shifts,geopolitical tension,and the aftermath of the pandemic.BOSTON CONSULTING GROUP +WORLD FEDERATION OF
16、 PEOPLE MANAGEMENT ASSOCIATIONS 2IntroductionSince 2008,BCG and the World Federation of People Man-agement Associations(WFPMA)have partnered on a series of comprehensive global surveys of people leaders.Over the years,our objective has been consistent:to pro-vide a data-based view on where people ma
17、nagement leaders should focus their efforts to create the most value for the people management function and the entire enter-prise.The results of these surveys offer critical insights not only for people leaders,but for all leaders seeking to priori-tize most important levers of the people managemen
18、t portfolio and build a future-proof workforce.Events during the past few years have underscored the critical importance of people managementand in partic-ular of knowing where companies should set their priori-ties.The pandemic and its aftermath forced companies to quickly build up specific capabil
19、itiesfor example,in employee health and safety,and in more flexible work models.But the current environment may be even more challenging,due to increasing talent gaps,less fluid talent markets,the growing need for digital transformation and innovationespecially in the area of AIand the impact of eco
20、nomic downturns on the workforce.In navigating this challenging environment,people leaders benefit from a quantitative approach to determining where they should focus.The 2023 edition drew responses from 6,893 participants in 102 markets,including people management profession-als and those in other
21、functions.(See Exhibit 1.)We asked participants to rank 32 people topics,grouped into nine main clusters,in terms of future importance to their orga-nization and current capabilities of their organization.We also asked participants to reflect on the significance of traditional topics such as talent
22、management,emerging trends such as environmental sustainability,and organiza-tional processes such as digitization.(For more details on the methodology underpinning the survey,see Appendix I.)In analyzing the survey results,we identified the biggest people management priorities for the current envir
23、on-ment,including(among others)strategic workforce plan-ning,talent acquisition,upskilling and reskilling,and digiti-zation.We also identified key differences across geographic markets and between small and large companies,as well as the key role of people management in addressing busi-ness challeng
24、es.Finally,we devised recommendations for people management leaders,including case studies of these ideas in action.Identifying the Top HR Priorities Our survey has used a consistent methodology,enabling us to compare results and identify trends over time.We are aware that many HR topics may be infl
25、uenced by national labor laws or the general economic state in the market where an organization operates.However,this has been a factor since the beginning of the series.As in past years,we started by identifying a pool of 32 people management topics,grouped into nine clusters.(See Exhibit 2 and App
26、endix II.)We then asked respon-dents to rank all 32 topics in terms of the future impor-tance of each one and their companys current capabilities with respect to it.We then sorted the topics by those same two dimensionsfuture importance and current capabilitiesto identify the most pressing people ma
27、nagement priorities.(See Exhibits 3,4,and 5.)For this years analysis,we added sustainability and ESG standards to our topic list.Initially,we also included AI as a topic,but because AI has been advancing so rapidlyand because our survey was in the field for eight monthswe found that early respondent
28、s assigned a lower priority to the topic than later respondents did.That“noise”in the data convinced us to remove it from the quantitative results.Following is a synthesis of key findings from the 2023 analysis.People management functions are typically good at responding to short-to medium-term stim
29、uli.When companies have clear people management priorities,they can quickly build up the requisite capabilities to succeed.For example,health and safety is the number one topic in terms of current capabilities,and flexible work schemes ranks in the top ten.These results signify the lasting im-pact o
30、f the pandemic and the advances achieved during it,proving that people management functions can significant-ly boost their capabilities when they focus on a narrow list of priorities.The bigger challenge today involves looking ahead and planning for the long-term future.In a fast-moving business env
31、ironment,with disruptions ranging from AI to climate change and sustainability,and geopolitical issues,it is not enough to be good at reacting to external,short-term challenges.Instead,companies must look ahead and proactively reallocate resources to topics that will be more important to future perf
32、ormance over the next three-plus years.In that realm,the results show that companies have considerable work to do.3 CREATING PEOPLE ADVANTAGE 2023Exhibit 1-Our Survey Drew Responses from Almost 6,900 Participants in 102 Markets Across Various Industries and Seniority LevelsSource:2023 BCG/WFPMA prop
33、rietary web survey and analysis.Note:“Other”and“Not applicable”responses are not included.Because of rounding,not all sector percentages add up to 100%.1Responses are from 102 markets;Taiwan(5 respondents),Hong Kong(502 respondents),and Mainland China(180 respondents)are grouped as China.6,893 Respo
34、ndents102 Markets1Latin AmericaTechnologyPublicRetailFinanceEnergyPharmaMediaMiningTelecommu-nicationsManufacturing11%Africa5%Global6%Asia-Pacific21%Europe32%North America26%HR93%Non-HR7%Industry splitRegional splitNumber of responsesLevel of seniority1,035IndividualcontributorManager ofmanagersMana
35、gerSenior manager2,2921,8011,168 200809590560550445434407347264240288795840ProfessionalservicesConsumerHealthTravelNonprofitInsuranceChemicalsLegalBOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 4Exhibit 2-The Analysis Considered 32 People Management Topics in
36、Nine ClustersSource:2023 BCG/WFPMA proprietary web survey and analysis.Organizational transformationPurpose,behavior,leadership,and culture changePerformance,rewards,and engagement HR operating modelLabor and employee relationsPeople developmentPeople and HR strategy,planning,and analyticsPeople and
37、 HR strategyStrategic workforce planningPeople analytics and reportingHR IT architecture,operation,and cloud softwareHR digital solutionsPerformance managementEmployee engagement and well-beingRewards and recognitionHR organizationand governanceHR shared servicesHR staff capabilitiesPolicy managemen
38、tEmployee relationsHealth and safetyAgileprinciplesOrganizational development and designFlexible workschemesRestructuring managementEmployee journey managementEmployer brandingTalent sourcingecosystemRecruiting strategy and processOnboardingUpskilling andreskilling at scaleCareer pathingPurpose andc
39、ulture activationChangemanagementcapabilitiesLeadershipbehaviors anddevelopmentDiversity,equity,and inclusionmanagementSustainability andESG standards Top talent managementStaffing andplacement managementTalent acquisitionHR tech stackClustersHR and people management topics5 CREATING PEOPLE ADVANTAG
40、E 2023Exhibit 3-Several Topics Related to Talent Acquisition Have Risen in Respondents Rankings of Future ImportanceSource:2023 BCG/WFPMA proprietary web survey and analysis(n=6,842).Note:Topics are ranked by percentage of“High”and“Somewhat high”responses.Because of rounding,not all bar chart totals
41、 equal the sum of the individual segments.N/A=not applicable.Somewhat high future importanceHigh future importance6023456789527282930320People and HR strategyRewards and recognition Change management capabilities Purpose and culture activationRecruiting st
42、rategy and process Staffing and mobility managementEmployer branding Leadership behaviors and developmentAgile principlesTop talent management Strategic workforce planningEmployee engagement and well-beingUpskilling and reskilling at scale OnboardingPerformance management Talent sourcing ecosystem E
43、mployee relations HR staff capabilities People analytics and reportingHR IT architecture,operation,and cloud softwareFlexible work schemesEmployee journey managementOrganizational development and designCareer pathingDiversity,equity,and inclusion management HR organization and governancePolicy manag
44、ement Sustainability and ESG standards HR digital solutionsRestructuring managementHR shared servicesHealth and safety 1Responses of“High”or“Somewhat high”(%)Future importance ranking6233523254333545334437442334338383046393732433738353933423537333633343273
45、836273030898686838282878777777767676758075747370676665656563607500002400522256626045236532429N/A27282530311Rankingin 2021Ranking changesince 2021BOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 6Exhibit 4-Companies Rep
46、ort Strong Capabilities in Several Areas That Are Less Important for Future PerformanceSource:2023 BCG/WFPMA proprietary web survey and analysis(n=6,842).Note:Topics are ranked by percentage of“High”and“Somewhat high”responses.Because of rounding,not all bar chart totals equal the sum of the individ
47、ual segments.N/A=not applicable.0003054923Somewhat high current capabilitiesHigh current capabilities6023456789527282930313204020Health and safetyOnboardingPurpose and culture activationFlexible work schemesCareer pathingPeople and HR strategyEm
48、ployee relationsAgile principlesHR staff capabilitiesEmployer brandingPolicy managementEmployee Engagement and Well-beingStrategic workforce planningPerformance managementHR organization and governanceRecruiting strategy and processLeadership behaviors and developmentDiversity,equity,and inclusion m
49、anagementUpskilling and reskilling at scaleTalent sourcing ecosystemChange management capabilitiesRestructuring managementOrganizational development and designTop talent managementHR shared servicesPeople analytics and reportingHR IT architecture,operation,and cloud softwareSustainability and ESG st
50、andards Staffing and mobility managementEmployee journey managementHR digital solutionsRewards and recognition7926222927N/A25312330321Rankingin 2021Ranking changesince 2021Responses of“High”or“Somewhat high”(%)Current capabilities ranking0222222
51、23242425272727262626282828303033303822023272828282929303343435383940404434851527 CREATING PEOPLE ADVANTAGE 2023Exhibit 5-Sorting the 32 Topics by Future Importance and Current Capabilities Identifies the Most Pressing Prior
52、ities for People LeadersSource:2023 BCG/WFPMA proprietary web survey and analysis(6,842).Note:Underlying topic rankings include responses of“High”and“Somewhat high”for future importance and current capabilities.HighFuture importanceLowCurrent capabilitiesLowHighHigh need to actMedium need to actLow
53、need to act1 Leadership behaviors and development2 Strategic workforce planning3 Change management capabilities4 Upskilling and reskilling at scale5 Top talent management6 Talent sourcing ecosystem7 HR IT architecture,operation,and cloud software8 People analytics and reporting9 Career pathing10 Peo
54、ple and HR strategy11 Employee engagement and well-being12 Employer branding13 Recruiting strategy and process14 Purpose and culture activation15 Rewards and recognition16 Onboarding17 Performance management18 HR staff capabilities19 Organizational development and design20 Diversity,equity,and inclu
55、sion management21 Agile principles22 Sustainability and ESG standards23 Employee journey management24 Staffing and mobility management25 HR digital solutions26 Restructuring management27 HR shared services28 Health and safety29 Employee relations30 Flexible work schemes32 Policy management31 HR orga
56、nization and governance3232891302928BOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 8Many of the topics on which companies are currently strongest rank only in the middle of the pack with regard to future importance.These are no
57、w table-stakes measures.People managers need to execute them well,but they are not differentiating factors for overall company performance or for the performance of the people function.By shifting their focus to topics that yield results in the medium to long termsuch as mobility,staffing,upskilling
58、 and reskill-ing,and the efficiency of the people management function itselfpeople management functions can build up the right capabilities and shape their companys overall people agenda in a truly differentiating way.This is especially beneficial given that many organizations now find them-selves v
59、oluntarily or involuntarily in a state of always-on transformations:Being holistically people-centric is crucial not just to looking ahead but also to adapting to this new reality of constant change.This leads to a differentiated overall picture when it comes to the portfolio of core activities.The
60、most critical people management priorities in the results topics that ranked as important for the future but for which current capabilities are lowinclude the following:Strategic Workforce Planning.Such planning is on the agenda of people leaders and is increasingly being implemented.Given talent sc
61、arcities and more dynamic business priorities,people management functions must look ahead and anticipate the organizations future talent needs.Respondents ranked strategic workforce planning 5th in terms of future importance,but only 18th in terms of their current capabilities.Talent Acquisition.In
62、our most recent survey,topics related to talent acquisition and retention rose in future importance.Specifically,rewards and recognition,talent sourcing ecosystem,and employee relations showed steep increases.Top talent management,employer branding,and recruiting strategy and process rose,too,but wi
63、th more moderate increases.These results show that people managers understand the value of identi-fying,recruiting,and retaining key talent in an increas-ingly competitive market.Yet current capabilities in this field laga surprising aspect of the data set,given its attributed importance.Overall,top
64、ics such as recruiting strategy and process,onboarding,and top talent man-agement finished near the middle of the pack;indeed,each of these three topics showed a decrease of three places compared with the 2021 results.One exception is employer branding,which ranked fifth overall in terms of capabili
65、ties,up three places from the 2021 survey.This probably reflects an increasingly tough recruiting envi-ronment in which employer branding is an important aspect of getting applicants even to look at a job posting.Upskilling and Reskilling.The topic of upskilling and reskilling does not rank especial
66、ly high on most respon-dents agendas.In our survey results,the topic ranked 9th in future importance,five places lower than in the 2021 results,and its ranking in current capabilities is even lower(17th overall,five places lower than in the 2021 survey).Survey results notwithstanding,compa-nies need
67、 to constantly update their profile of skills and capabilities,and upskilling and reskilling(along with talent acquisition)are critical to making this happen.The results,however,show that companies are focusing too little on this topic.People management leaders are understandably concerned about the
68、ir ability to bring in external talentan ongoing challenge,as our data suggestsbut they can and should prioritize developing the talent they already have.Leadership Behaviors and Development,and Change Management.Two other priorities that stand out in the data are leadership behaviors and develop-me
69、nt(ranked 2nd in terms of future importance but 15th in capabilities)and change management capa-bilities(8th in importance but 20th in capabilities).These results indicate companies need to continuously respond to a very dynamic business environment with leaders who are comfortable spearheading chan
70、ge and overseeing ongoing change initiatives.In other research,we demonstrated how critical it is for leaders to use their head,heart,and hands to have a lasting impact as generative leaders.Many organizations continue to overlook these priorities,although companies see their value in a dynamic busi
71、ness environment.Change man-agement is like a muscle that can be built,but it needs to be trained consistently if the organization is to benefit from its strength.Digital Capabilities.Many organizations need to rein-force their digital capabilities,which underpin multiple people management topics in
72、 our analysis.For example,HR IT architecture,operations,and cloud software is among the topics where the need to act is strongest,but agile principles and HR digital solutions also require significant action.Digital is a broad area in which vir-tually all organizations should continue investing and
73、building capabilities.Other topics may rise and fall in importance,but digital technology is not going awayand smart,proactive investments in this area will yield rewards and unlock a multitude of other topics for which it is a foundational capability.9 CREATING PEOPLE ADVANTAGE 2023 Diversity,Equit
74、y,and Inclusion(DEI)Management.The results regarding DEI management surprised us.The topic was ranked 16th in current capabilities(no change from the 2021 results),but it fell five places in future importance,to 23rd.One possible explanation is that many people management functions have com-bined ta
75、sks related to DEI with ESG(a topic that our study combines with sustainability).This suggests that DEI has not lost its importance going forward,but that ESG will provide strong support for the topic to give it the priority it continues to need.Differences Across Geographic Markets and Company Size
76、sIn different geographic markets,the overall results with regard to future importance have continued to evolve and now show a somewhat more heterogeneous picture across countries than the 2021 results did.Occupying the top spot once again is the people and HR strategy,planning,and analytics topic cl
77、usternow followed by performance,rewards,and engagement in second place,and talent acquisition in third.In 2021,the purpose,behavior,leader-ship,and culture change topic cluster finished second,followed by performance,rewards,and engagement.When we view results at the country level,some disparities
78、in specific markets become prominent.(See Exhibit 6.)Exhibit 6-A Regional Breakdown of the Nine People Management Topics Reveals Disparities in Future ImportanceSource:2023 BCG/WFPMA proprietary web survey and analysis(n=6,842).Note:This chart depicts a selected sample of the 102 markets.“Other”and“
79、Not applicable”responses are not included.1Hong Kong is a special administrative region of the Peoples Republic of China.532657984346799928252793977232597832557674238696326578789426761285349
80、77356498776225731894High future importanceColor code for global rankingLow future importanceNumber ofresponsesOrganizationaltransformationHR tech stackPeopledevelopmentHR operatingmodelPeople and HRstrategy,planning,and analyticsPerformance,rewards,and eng
81、agementTalent acquisitionPurpose,behavior,leadership,andculture changeLabor and employee relations4855679821,3714236,84247469984 144180 502210Canada812634597BrazilUSMexicoVenezuelaBelgiumFranceSwitzerlandSwedenBulgariaItalyTurkeyGreeceNigeriaKenyaJapanSingaporeSouth
82、AfricaIndiaMainland ChinaThailandPortugalNorwayGermanyHong Kong1DenmarkAmericasGlobalFutureimportance rankingEuropeAfricaAsia-PacificLithuania45150With regard to future importance,the overall survey results for 2023 are more heterogeneous across countries than those for 2021.11 CREATING PEOPLE ADVAN
83、TAGE 2023Here is a selection:In Mainland China and Hong Kong,talent acquisition was the lowest-priority topic cluster(out of nine choices),whereas globally it finished third.The purpose,behavior,leadership,and culture topic cluster is seen as significantly more important in certain Western and North
84、ern European countries than else-where.Respondents in Belgium,Denmark,and Norway ranked it first,and respondents in Mexico,Sweden,and Italy ranked it second.Respondents in most of Europe(except Bulgaria and Greece)and Asia(except India and Hong Kong)ranked the labor and employee relations topic clus
85、ter as less important than global average of markets did.Hong Kong ranked the HR tech stack topic cluster first overall,and Germany ranked it second,but in the overall data set it finished seventh overall).The geographic breakdown of current capabilities offers a more consistent and homogeneous rank
86、ing worldwide.(See Exhibit 7.)As in 2021,the labor and employee rela-tions topic cluster came in first,followed by performance,rewards and engagement and talent acquisition(all of which are typical“bread and butter”tasks for a people management function).The following topic clusters,however,showed v
87、aried levels of prominence in different countries:Exhibit 7-Across Most Geographic Markets,Companies Ranked Their Current Capabilities Highest in Labor and Employee RelationsSource:2023 BCG/WFPMA proprietary web survey and analysis(n=6,842).Note:This chart depicts a selected sample of the 102 market
88、s.“Other”and“Not applicable”responses are not included.1Hong Kong is a special administrative region of the Peoples Republic of China.7625497762459772443666254796842659866254977724398624769784538963874
89、495852849784536879326486812435697High current capabilityColor code for global rankingLow current capabilityNumber ofresponsesPeopledevelopmentOrganizationaltransformationPeople and HRstrategy,planningand analyticsHR tech stackLabor andemployee relationsPer
90、formance,rewards,and engagementTalent acquisitionHR operatingmodelPurpose,behavior,leadership andculture change4855679821,3714236,84247469984 144180 502210Canada812634597BrazilUSMexicoVenezuelaBelgiumFranceSwitzerlandSwedenBulgariaItalyTurkeyGreeceNigeriaKenyaJapanSi
91、ngaporeSouth AfricaIndiaMainland ChinaThailandPortugalNorwayGermanyHong Kong1DenmarkAmericasGlobalCurrentcapabilitiesrankingEuropeAfricaAsia-PacificLithuania45150BOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 12 In China,Turkey,and Nigeria,current capabilities on the per
92、formance,rewards,and engagements topic cluster are significantly below the global average(where it is ranked second overall).In some Western European countries(including Bel-gium,Germany,Switzerland,and Denmark),as well as in Singapore,current capabilities on people and HR strategy,planning,and anal
93、ytics lag noticeably behind the global average(ranked fifth overall).Overall,capabilities in the talent acquisition topic cluster rank third worldwide,but several geographies and marketsmost notably Thailand,Venezuela,Mexico,France,Switzerland,Denmark,South Africa,and Singaporereported significantly
94、 weaker capabilities on this cluster.Some Asian and European geographiesespecially Hong Kong,Switzerland,Turkey,France,and Singapore prioritize the HR operating model topic cluster significantly above the global average(ranking fourth overall).Aside from geographic differences,some interesting resul
95、ts emerged when we divided the overall survey results into large companies versus small and medium-size compa-nies.(See Exhibit 8.)The people analytics and reporting topic and the sustainability and ESG standards topic,for example,ranked significantly higher in future importance at large companies.T
96、his may be because larger companies are subject to stricter laws,policies,and reporting require-ments than smaller companies typically are.Exhibit 8-Larger Companies Show Different Priorities Compared with Smaller CompaniesSource:2023 BCG/WFPMA proprietary web survey and analysis(n=5,517).Note:“No”a
97、nd“Other”answers are not included.Large companies have at least 5,000 employees(n=668);small and medium-size companies have fewer than 5,000 employees(n=4,849).Future importancePeople analytics and reportingEmployee relationsPerformance managementSustainability and ESG standardsDiversity,equity,and
98、inclusion managementTopic DifferenceOverallrank282523Rank amonglarge companiesRank among small andmedium-sizecompaniesCurrent capabilitiesSustainability and ESG standardsDiversity,equity,and inclusion managementTop talent managementStrategic workforce planningOnboard
99、ingChange management capabilitiesTopic DifferenceOverallrank27830820Rank amonglarge companiesRank among small andmedium-sizecompanies13 CREATING PEOPLE ADVANTAGE 2023In contrast,small and medium-size companies tend to have more collegial working relationships but als
100、o higher internal transparency,owing to the smaller workforce size.Consequently,the employee relations and performance management topics scored much higher in future impor-tance at smaller companies.The Role of People Management In Addressing Business ChallengesAs part of this years survey,we asked
101、respondents to identify current business challenges.The results under-score that people management functions are a core ele-ment in solving many such challenges.(See Exhibit 9.)Nearly three-fourths of respondents highlighted people challenges and talent gaps as the biggest business chal-lenge they c
102、urrently face,significantly more than for any other issue.That result is notable because the respondent base includes not only people management professionals(who may understandably focus on talent-related challeng-es),but also other business leaders.The consensus under-scores the severity of the ta
103、lent gap challenge.Digital transformation and innovation ranked second,cited by slightly more than half of all respondents.Several oth-ers challengesincluding sustainability transformation,major restructuring,and global expansion in new mar-ketshave a clear people component as well and cannot be pro
104、perly addressed unless the right talent is in place.The survey results show that respondents recognize the importance of digital transformation and innovation to the continued success of their companiesand also their awareness of the weakness of their organizations current capabilities in those area
105、s.Specifically,topics in the HR tech stack cluster rank in the bottom third of the 32 topics covered in the surveywith HR digital solutions as the weakest current capability overall.These findings resonate with our discussion above,in that companies are often better at recognizing the importance of
106、specific capabilities than at building those capabilities.When asked whether their people management function uses relevant digital technologies,only 35%of respondents agreed.The results regarding the use of HR data and analytics to anticipate people challenges are even worsejust 30%agreed.(See Exhi
107、bit 10.)There is clearly room for improvement in harnessing the power of digital technolo-gies,especially in light of the increasing adoption of AI-enabled tools.Exhibit 9-Most of the Business Challenges Identified by Respondents Have a Clear People Component Source:2023 BCG/WFPMA proprietary web su
108、rvey and analysis(n=6,158).Note:“Other”and“Not applicable”responses are not included.On average,respondents selected four responses for their company.“What are the biggest business challenges that your company is facing?Select all that apply”People challenges/talent gapsAll responses(%)7253443833303
109、02722204Digital transformation/innovationEconomic challenges/downturnSignificant growth pathSustainability transformationData securityMajor restructuringResilienceGlobal expansion in new marketsGeopolitical risksOtherBOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 14In ou
110、r experience,it is important for companies to see digital not as a goal per se but rather as an enabler for other goals,such as greater efficiency,improved service levels,or a better employee experience.It is thus a founda-tional element of multiple people management topics.And as digital technology
111、 becomes more pervasive and the speed of adoption becomes a bigger driver of company performance,people management functions will need to catch up in their digital capabilities.Those that do will improve their performance and also help solve broader business challenges.Recommendations for People Man
112、agement LeadersOn the basis of the survey data and our work with clients,we identified five recommendations to help people management leaders set the right priorities for challenging times in 2023 and beyond.Leverage data to anticipate talent supply and de-mand.Strategic workforce planning is a pere
113、nnial chal-lenge for most organizations.Although the core principles are not new,the urgency to act has increased.One con-sumer goods company recently underwent a strategic workforce planning process to shift out of reaction mode and instead look ahead to anticipate its future people needs,offering
114、a model for other organizations to follow.The company saw that digitization,generative AI(GenAI),climate and sustainability,evolving preferences among talent,and industry-specific shifts were all fundamentally changing its workforce requirements.Simply recruiting and managing talent as it had in the
115、 past would not be enough.Instead,it needed to plan for the workforce that it would require three to five years later.The company started by mapping the job architecture and skills of its current workforce,to create a baseline.It also took into account its overall business strategy in order to ident
116、ify the specific skills and capabilities it would need to execute that strategy.It then modeled the future supply and demand of talent in key areas to quantify critical talent gaps that it would need to address.Finally,the com-pany created a plan to close those gaps,considering a range of measures s
117、uch as acquiring new talent in specific fields,developing current employees through upskilling and reskilling measures(that is,by establishing a link to the companys learning and development),using contin-gent labor such as contractors,deploying technology to automate certain processes,and making in
118、dividual career paths part of performance development conversations.By creating transparency with regard to long-term talent requirements,the company no longer needs to instantly react to short-term disruptions.The new,proactive ap-proach is far more cost-effective in building a future-ready workfor
119、ce.Exhibit 10-Digital Technology and Data Analytics Have Clear Room for ImprovementSource:2023 BCG/WFPMA proprietary web survey and analysis(n=5,892).Note:“Other”and“Not applicable”responses are not included.35%30%Just 35%of survey respondents say that people management is using relevant digital tec
120、hnologiesJust 30%of survey respondents say that people management is using data and analytics to anticipate people challengesOverall agreement15 CREATING PEOPLE ADVANTAGE 2023Throughout the process,several factors helped the compa-ny succeed:The company closely linked the project to its overall stra
121、tegic planning process,with people management leaders working hand-in-hand with the business to understand the companys future strategy.This kind of partnership is critical if people management is to have a seat at the table with C-suite officers and optimally support the overall strategy.Rather tha
122、n using manual processes and spreadsheets(approaches that other organizations typically remain stuck with),the company relied on new AI-powered tools and solutions that can accurately forecast and model various scenarios for talent supply and demand.Those solutions move beyond the rough estimates of
123、 the past to provide more robust,quantifiable,data-driven scenar-io insights that support more transparent and accurate planning.The company built flexibility into its workforce plan,with key milestones and gates that enable the people man-agement function to assess progress,identify emerging issues
124、 on the basis of changing circumstances,and make rapid adjustments over time.Get bettermuch betterat talent acquisition.Talent acquisition is another priority for virtually all organizationsand one that companies can increasingly address through digital technology.For example,a services company real
125、ized that it was no longer bringing in top-tier talent as cost effectively as it had in the past.Applicant expectations and recruiting processes had evolved thanks to new technology,but the companys recruiting and hiring processes remained largely analog and manual.In response,it launched a transfor
126、mation program to digitize its talent acquisition function.First,the company set a vision for success and developed a business case to clarify the investment required and to establish targets for improved performance.The goals were to use digital technology to harmonize talent acquisition processes
127、across business units and worldwide,to dramati-cally improve the experience for job candidates,to make recruiters more efficient,and ultimately to hire more quali-fied candidates.The company mapped processes for identifying key candi-date capabilities in the talent acquisition process,in order to id
128、entify pain points and areas where it could harmonize and digitize processes.The company then spoke with several technology providers to find a partner that could both meet basic functional requirements and build a future-state technology stack capable of evolving over time.The project is still unde
129、rway,but early feedback from stake-holders has shown a significant increase in recruiter satis-faction and productivity(based on metrics such as cost per new hire),along with an increase in the number of high-quality applicants and the number of accepted job offers.At the same time,the company has d
130、ecreased its reliance on headhunters,thereby decreasing costs at that end as well.Several factors have been critical in helping the transfor-mation succeed:The company started with a clear business case,in-cluding goals that aligned with business objectives and specific KPIs that quantified progress
131、 along the way.Key users and stakeholders now provide input at critical junctures during the process,particularly in connection with redesigning processes and workflows.Understand-ing the end-to-end user experience and the factors that users considered most important significantly increased buy-in f
132、or the project.Further,pilot testing with real us-ers uncovers bugs before new processes and technology go live.Agile,iterative ways of working help the team manage interdependencies and tradeoffs during the design and implementation process.A cross-functional group of stakeholdersincluding talent a
133、cquisition experts,tech-nology teams,and vendorssorts through these issues while remaining focused on the overall vision of the target state.It also creates governance processes to give employees the right levels of data access and user rights within the overall HR operating model.An activist projec
134、t management office uses appropriate change management principles to boost engagement,ensure that the project stays on schedule,resolve tradeoffs,and manage risk.Critically,the team took a long-term view of technology.For example,it resisted the urge to overly customize the technology,which would lo
135、ck in changes and prevent the company from adapting the system in the future.In-stead,it focused on process changes,designed to enable the company to upgrade and advance from vendors in the future.Invest in upskilling and reskilling for your current workforce.Upskilling and reskilling is a core topi
136、c for organizations.Developing new skills in your existing work-force is often far more cost-effective than recruiting and hiring new people externally.Moreover,rapid changes in the business landscapeparticularly in areas of technologymean that companies must continually refresh the skills and capab
137、ilities of their workforce.BOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 16For example,a beauty company faced a massive challenge in its business model,due to a greater emphasis on sus-tainability and green products.In particular,the R&D function needed to shift all of
138、its products and processes to natural ingredients within ten years.Achieving that objec-tive entailed reinforcing some core skills that the R&D department already possessednotably product develop-ment skills such as coloring and fragrance-buildingbut also relying heavily on digital and AI to better
139、understand and respond to changing consumer needs.To meet these challenges,the company launched a com-prehensive upskilling and reskilling program.First,it identi-fied the skills it would need in the future,along with indi-vidual and departmental gaps to prioritize filling.It also built differentiat
140、ed programs for people in different roles.Leaders and transformation managers received training in driving the overall transformation and supporting staff.Product and data teams trained in technical areas such as data analytics and AI,and all R&D employees became more adept at managing data and work
141、ing with new tools and solutions.The program emphasized the 10/20/70 approach,accord-ing to which 10%of upskilling consists of formal training,20%involves exposure to new practices,and the remaining 70%is on-the-job instruction,to embed new ways of work-ing.Transformation leaders used early adopters
142、 within the organization to train others,along with tools such as gami-fication to spur adoption.Although the program is not yet fully implemented,the company is already seeing a dramatic increase in digital and sustainability skills in R&D,positioning the unit to become faster and more effective at
143、 innovating,under-standing customer preferences,and developing greener products.More broadly,the investment in upskilling and reskilling has increased retention in the workforce,as employees learn important new skills and grow into roles with more responsibility.Unlock value through AI.Even though w
144、e did not in-clude our quantitative survey findings regarding AI,it particularly GenAIis a crucial topic for people managers,and it is here to stay.Early use cases demonstrate the tremendous value that this technology offers to those who master it.For example,GenAI has the potential in HR to revolut
145、ionize self-services,boost productivity,personalize customer experiences,and build data-driven talent ecosys-tems,among other benefits.(See Exhibit 11.)Nevertheless,the past few months have also shown that most companies are only at the beginning of the process of mastering the interplay between hum
146、an and tech intelli-gence.Typically,in companies that are further down the road with regard to their people management functions,people management leaders play a dual role.First,at the enterprise level,people management leaders should be involved in preparing for the broader AI transfor-mation.They
147、should help define the skill set that cross-functional AI teams need to oversee efforts across the company,including identifying responsible AI contacts and setting up policies and rights for using AI-enabled technol-ogies.Broad upskilling programs,typically starting with the 100 most senior executi
148、ves,are essential to gain buy-in and prepare for wider adoption.Aligning workforce trans-formation with the enterprise strategy ensures that AI supports the bigger vision of the company.Second,people management leaders benefit from imple-menting AI within their own function.Successful leaders set an
149、 overall vision that aligns with company goals,estab-lish an AI team for their own function,and designate a dedicated point person on the topic.As a practical matter,successful people management functions start by organiz-ing their foundational data and prioritizing high-impact use cases.As skill de
150、mands become clearer,prioritizing digital and data skills through upskilling,reskilling,and talent recruitment becomes crucial.The coming months will provide evidence of the massive competitive advantage that companies equipped to harness AI gain over those that stand still.Results from the first la
151、rge-scale studies in organizations suggest that productivi-ty improvements of 20%to 30%are possible,depending on the task and starting position.It will be exciting to see how people management functions seize this opportunity,for themselves and for the benefit of their organizations.Focus on change
152、management and organizational development.In the realm of leadership behaviors,change management,and organizational development,it is imperative not to underestimate the transformative potentialand pitfallsof change,especially in light of the significantly increased speed of decision making that AI
153、and other forms of digital technology permit.People management functions should position themselves as leaders in this endeavor to actively shape the people agenda of their organization and to execute change pro-grams.In doing so,they should adopt a holistic perspective that focuses both on recruiti
154、ng external talent and on nurturing and upskilling the existing workforce,as this is paramount to making individuals an integral part of the change journey.17 CREATING PEOPLE ADVANTAGE 2023At the same time,people leaders need to embody the changes they seek,appealing to the heart of the organiza-tio
155、n,in line with the principles of generative leadership.Increasingly,companies are focusing on leadership behav-iors of entire leadership teamsincluding the C-suite and other leadership teams at any level of the organizationrather than on individuals.Change is seldom limited to a clearly defined area
156、,so companies need to take a broad perspective on change that encompasses all stakeholders involved.The people management function plays a pivotal role in this,not only in caring for its own function,but also in championing the well-being and growth of the entire workforce and,ultimately,driving suc
157、cessful organizational transformations for the entire company.People management functions play a pivotal role within organizations,as do their leaders,who need to set people management priorities for the short,medium,and long terms.In the short term,people management leaders must remain sufficiently
158、 nimble to offer prompt solutions in an increasingly volatile,multifaceted business environ-ment that is marked by continual crises and diverse chal-lenges.Though this capacity for adaptability has always been important,in the current poly-crisis environment,it has become an imperative.Yet organizat
159、ions cannot limit themselves to short-term thinking.They also need to strategically prepare for the medium to long term by looking ahead and prioritizing critical workforce topics that can ultimately make or break an organization.In parallel,people management functions must establish efficient opera
160、tional processes that facili-tate the execution of its priorities.While many HR departments shine in one or the other of these areas,the most successful companies distinguish themselves by excelling in all of them,effectively providing comprehensive solutions to the complex and evolving demands of m
161、odern businesses.Exhibit 11-Generative AI Offers Use Cases Throughout the People Management Value ChainSource:BCG analysis.Value chainCurrent use casesNear-term futureuse casesLong-term future use casesAnticipateForecast turnover from pattern recognition and sentiment analysisPredict and model the i
162、mpact of workforce demand projectionsOptimize ROI and success KPIs and other key metricsCreate proactive sourcing capabilities,and establish a pipeline of prospects and sourcesPredict future required employee skills on the basis of corporate strategyForecast and identify talent gaps in organizations
163、Identify organizational skill gaps and reskilling programsOptimize and create new training and development contentCreate new real-time personalized employee learning and development programsCreate on-demand targeted support and training/mentor or coach matchingBuild interactive virtual training/ment
164、oringEnable self-service for employee queriesProvide a smart assistant/chatbot for repetitive tasksConduct employee sentiment analyses to anticipate needsOptimize budgeting and activities to maximize ROI on the basis of given KPIsFacilitate targeted wellness and stress managementRedesign personal be
165、nefits packages and recognition programsAttractAuto-generate dynamic job postings with targeted skills,based on company needsWrite personalized recruitment messaging to target candidatesScreen and match applicable resumesConduct AI-enabled video-and text-based interviews of candidatesDesignate criti
166、cally required skillsGenerate personalized compensation packagesDevelopEngageBOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 18Appendix IMethodologyThe first Creating People Advantage report was published in 2007.Since then,we have selectively removed or added topics and
167、subtopics for analysis to reflect trends and shifting priorities in HR and people management.In this years report,we looked at nine broad topic clusters,bro-ken out into 32 topics.The online survey was conducted from March through October 2023.Using a five-point scale,respondents rated each topic on
168、 future importance and assessed their organi-zations current capabilities with regard to each topic.A total of 6,893 respondents from 102 markets replied to the survey.The bulk of the respondents(94%)were from HR functions,including HR generalists/business partners,HR specialists/members of a center
169、 of excellence(such as for recruiting,talent,diversity,learning and development,or a shared-services center).The remaining respondents were from non-HR functions and external consultancies.Respondents came from all organizational hierarchy levels:17%individual contributors,26%managers,33%senior mana
170、gers,and 15%managers of managers.All remaining respondents came from other levels of hierarchy or did not reveal their level.The industries most heavily represented in the survey were manufacturing(12%of respondents),technology(9%),professional services(8%),public sector(8%),and consum-er(6%).The re
171、mainder of respondents came from various other industries.19 CREATING PEOPLE ADVANTAGE 2023Appendix II Definitions of the 32 HR and People Management TopicsPeople and HR Strategy,Planning,and Analytics People analytics and reporting.Analysis of HR data to improve transparency,decision making,efficie
172、ncy of HR processes,HR outcomes,and the impact and value of people management,as well as to facilitate reporting.People and HR strategy.A strategy ensuring that the organizations people priorities and HR operations are aligned with its organizations goals and focus on the most impactful levers.Strat
173、egic workforce planning.Systematic forecast of workforce supply and demand scenarios,including job architecture and skills taxonomy based on the organiza-tions goals,external trends,and competency requirements from a strategic,long-term perspective.Talent AcquisitionEmployer branding.Proactive devel
174、opment and market-ing of the organizations value proposition to increase employer attractiveness to key employee target segments through offline and online channels and platforms.Onboarding.Active integration of new hires into the organization culturally,professionally,and administratively.Recruitin
175、g strategy and process.A strategy to deter-mine required hiring levels and hiring approaches to suc-cessfully attract the best candidates for open roles,as well as to identify,attract,screen,interview,select,and hire the right employees for specific positions with optimal effort through specifically
176、 designed processes and systems.Talent sourcing ecosystem.A comprehensive talent sourcing system that permits access to and leveraging of a wide variety of talent pools that meet the organizations needs.People DevelopmentCareer pathing.Defining internal talent marketplaces and specific career paths
177、for different employee groups,and creating models to enhance their career and performance.Staffing and mobility management.Coordination and encouragement of short-and long-term project assign-ments(such as international transfers,assignments to squads,or special projects)for employees,and support fo
178、r their realization.Top talent management.Assessment and segmentation of top employees based on their performance and capabili-ties,and provision of the right opportunities for them to perform,develop,and advance in their careers,thereby ensuring the right pipeline for key positions.Upskilling and r
179、eskilling at scale.A strategy to identify competencies and upskilling and reskilling needs,to offer training programs that help employees gain new skills for their current position or a different one,and to establish a range of digital applications and services(for example,organizational learning ac
180、ademies).Performance,Rewards,and EngagementEmployee engagement and well-being.Delivery of tools,systems,and processes to engage and retain employ-ees and to ensure and enhance their well-being.Performance management.Regular and transparent performance management processes based on agreed-upon and kn
181、own performance and behavior criteria for each job category and level.Rewards and recognition.Connection of individual performance to reward schemes,remuneration,incentives,and career development options designed to drive the organizations success.Purpose,Behavior,Leadership,and Culture ChangeChange
182、 management capabilities.Supporting holistic organizational changes and major transformations by ensuring employee buy-in,readiness,and engagement,and by enabling leaders to navigate challenging situations.Diversity,equity,and inclusion management.Actively encouraging and managing gender,cultural,re
183、ligious,educational,social,national,ethnic,and other diversity to the mutual benefit of employees and the organization.BOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 20Leadership behaviors and development.Developing individuals into leaders who can influence,motivate,and
184、 enable their staff to reach organizational,team,and indi-vidual goals.Purpose and culture activation.Articulating and em-bedding a powerful organizational purpose to create a sense of meaning,inspire employees,and unlock efforts to grow sustainably,fulfilling the organizations role in society and i
185、mplementing and maintaining a strong organization-al culture that supports attitudes and behaviors vital to achieving the organizations goals.Sustainability and ESG standards.Advancing the orga-nizations integrated sustainability initiatives and goals by,for example,implementing performance outcomes
186、 based on ESG standards.Labor and Employee RelationsEmployee relations.Ensuring harmonious relations between the organization and individual employees through direct communication and interaction with em-ployee representatives(such as unions and social bodies)to address staff demands and to facilita
187、te understanding and acceptance by staff of change processes.Health and safety.Designing and building a psychologi-cally safe and healthful workplace that cultivates physical health,promotes mindfulness and resilience,and ensures compliance with safety regulations and reporting standards.Policy mana
188、gement.Managing HR policies and stan-dards to achieve organizational goals in line with changing legal requirements(such as labor law,co-determination,data protection,and other regulations).Organizational TransformationAgile principles.A set of principles supporting quick adaptions to a VUCA(volatil
189、e,uncertain,complex,and ambiguous)world,higher-speed project completion(for example,through sprints),and enhancement of product development.Employee journey management.Mapping the employ-ees journey from the moment of hiring until exit to create a holistic understanding of each employees questions a
190、nd needs and thus improve satisfaction and experience.Flexible work schemes.Models of work that use technol-ogies to improve performance,expand flexibility(for exam-ple,through virtual or hybrid work models),and increase independence and employees satisfaction.Organizational development and design.S
191、upporting transformation of the organization into one that blends human capabilities and technology,focuses on the custom-er,and adapts quickly to changes(for example,by having HR personnel act as agile coaches,organizational design advisors,or trainers for man-machine collaboration).Restructuring m
192、anagement.Establishing an infrastruc-ture that facilitates modifying financial and operational aspects of the organization to guarantee crisis resilience and the like.HR Tech Stack HR digital solutions.Using digital solutionssuch as robotics process automation or generative AIto accelerate HR proces
193、ses and services.HR IT architecture,operation,and cloud software.Using suitable HR IT architecturespecifically,human capital management cloud solutionsto facilitate collabo-ration and to improve the efficiency of HR processes and services.HR Operating ModelHR organization and governance.Designing an
194、 effec-tive and efficient HR organization(including the right roles,organizational units,agile practices,and collaboration methods)and creating strong governance structures to enable fast,responsible,evidence-based decisions.HR shared services.Building a strong HR shared services center structure by
195、,for example,bundling HR operations in hubs and consolidating the regional footprint.HR staff capabilities.Forecasting and developing the right mix of skills,individuals,and roles in HR to further improve the quality and impact of HR work and future-proof the HR function.21 CREATING PEOPLE ADVANTAGE
196、 2023Boston Consulting Group has published other reports and articles that may be of interest to the reader.Recent exam-ples include those listed here.How Generative AI Will Transform HR August 2023How to Attract,Develop,and Retain AI Talent May 2023What Job Seekers Wish Employers Knew January 2023S
197、hifting Skills,Moving Targets,and Remaking the Workforce May 2022 What the Industrial Goods Workforce Wants April 2022Creating People Advantage 2021:The Future of People Management Priorities June 2021Decoding the Digital Talent Challenge November 2021The Future of Jobs in the Era of AI March 2021Fo
198、r Further ReadingBOSTON CONSULTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 22About the AuthorsBCG Jens Baier is a managing director and senior partner in the Dsseldorf office of Boston Consulting Group.You may contact him by email at .Vinciane Beauchene is a managing director and p
199、artner in the firms Paris office.You may contact her by email at .Julie Bedard is a managing director and partner in BCGs Boston office.You may contact her by email at .Jean-Michel Caye is a managing director and senior partner in the firms Paris office.You may contact him by email at caye.jean-.Phi
200、lipp Kolo is a partner and associate director in BCGs Munich office.He is an expert on people strategy and HR.You may contact him by email at .Fang Ruan is a managing director and senior partner in the firms Hong Kong office.You may contact her by email at .Alexander(Alex)Alonso is the chief knowled
201、ge officer at the Society for Human Resource Management(SHRM).You may contact him by email at alexander.alonsoshrm.org.Anthony Ariganello is president of the World Federation of People Management(WFPMA)and president and CEO of the Chartered Professionals of Human Resources(CPHR)of BC,and the Yukon,a
202、nd CPHR Canada.You may contact him by email at aariganellocphrbc.ca.Kai Helfritz is a member of the German Association for Human Resource Management(DGFP;part of EAPM and WFPMA),responsible for membership management and cooperation.You may contact him by email at helfritzdgfp.de.Bob Morton is immedi
203、ate past president of the World Federation of People Management(WFPMA).You may contact him by email at .Lucas van Wees is a member of the board of the WFPMA and past president of the European Association for People Management(EAPM).You may contact him by email at .Wilson Wong is head of insight and
204、futures at the Char-tered Institute of Personnel and Development(CIPD),UK.He is convenor for the business strategy group at ISO Technical Committee TC260 responsible for HRM standards.You may contact him by email at .WFPMA For Further ContactIf you would like to discuss this report,please contact th
205、e authors.23 CREATING PEOPLE ADVANTAGE 2023We thank WFPMAs member organizations for their role in distributing the survey and collecting responses around the world.The four continent associations played a key role in distributing the survey,so we are especially thankful for the support of the follow
206、ing association presidents and vice presidents:Raj Seepersad of the African Human Resource Confederation(AHRC);Low Peck Kem and Dhammika Fernando of the Asia Pacific Federation of Human Resource Management(APFHRM);Even Bolstad of the European Association for People Management(EAPM);and Lisellotte Or
207、tega of the Interamerican Federa-tion of Human Resource Management(FIDAGH).Anthony Ariganello,Alexander(Alex)Alonso,and Daniel Stunes were instrumental in distributing the survey within the North American Human Resource Management Associa-tion(NAHRMA).We also thank respondents who completed the surv
208、ey and individuals who participated in expert interviews.In addi-tion,we extend our thanks to the members of the project teamCasey Ernsting,June Limberis,Stefanie Hoke,Lucia Kuhn,Patricia Mueller,Reka Porkolab,Melina Schum,Jonas Scharrenbroch,and Fabio Tankand other col-leagues from BCG and the WFPM
209、A for their insights,re-search,coordination,and analysis,as well as to Jeff Garigli-ano for his help in writing this report.Further,we thank Megan Lehman,Mathias Makedonski,and Romain Gail-hac for their contributions and insights in connection with the case study examples.AcknowledgmentsBOSTON CONSU
210、LTING GROUP +WORLD FEDERATION OF PEOPLE MANAGEMENT ASSOCIATIONS 24The report would not have been possible without the support of the following member organizations and part-ners of the WFPMA,all of which helped with preparing,distributing,and collecting the online survey.Without their assistance,thi
211、s report would not have been nearly so comprehensive and insightful.Asociacin de Recursos Humanos de la Argentina(ADRHA),ArgentinaArmenian Human Resource Association,Armeniasterreichisches Produktivitts und Wirtschaftlichkeits Zentrum(PWZ),AustriaBelgische Vereniging Voor HR Professionals(HRPro.be),
212、BelgiumAsociacin Boliviana de Gestin Humana(ASOBOGH),BoliviaInstitute of HRM,BotswanaAssociao Brasileira de Recursos Humanos(ABRH Bra-sil),BrazilBulgarian Association for People Management(BAPM),BulgariaChartered Professionals in Human Resources(CPHR),CanadaFederacin Colombiana de Gestin Humana (ACR
213、IP Nacional),ColombiaAsociacin Costarricense de Gestores de Recursos Humanos(ACGRH),Costa RicaCroatian HR Network(HR Centar),CroatiaCyprus Human Resource Management Association (CyHRMA),CyprusPeople Management Forum(PMF),Czech Republic Network of Corporate Academies(NOCA),DenmarkAsociacin Dominicana
214、 de Administradores de Gestin Humana(ADGHE),Dominican RepublicAsociacin de Gestin Humana de Ecuador(ADGHE),EcuadorEstonian Association for Personnel Development(PARE),EstoniaFiji Human Resource Institute(FHRI),FijiFinnish Association for People Management(HENRY),FinlandAssociation Nationale des Dire
215、cteurs des Ressources Humaines(ANDRH),FranceNational Association for Human Resources(NAHR),GeorgiaDeutsche Gesellschaft fr Personalfhrung(DGFP),GermanyGreek People Management Association(GPMA),GreeceAsociacin de Gerentes de Recursos Humanos de G uatemala(AGRH),GuatemalaSociet Haitienne de Management
216、 des Ressources Humaines(SHAMARH),HaitiHong Kong Institute of Human Resource Management(HKIHRM),Hong KongHungarian Association for People Management(OHE),HungaryHuman Resource,Association for People Management(Mannaudsfolk),IcelandNational Institute of Personnel Management(NIPM),IndiaChartered Insti
217、tute of Personnel and Development Ireland(CIPD Ireland),IrelandAssociazione Italiana per la Direzione del Personale(AIDP),ItalyJapan Society for Human Resource Management,Japan Institute of Human Resource Management(IHRM),KenyaLatvian Association for Personnel Management(LAPM),LatviaPersonalo Valdym
218、o Profesionalu Asociacija(PVPA),LithuaniaSupporting Organizations25 CREATING PEOPLE ADVANTAGE 2023Macedonian Human Resources Association(MHRA),MacedoniaInstitute of People Management(IPM),MalawiMalaysian Institute of Human Resource Management(MIHRM),MalaysiaMalian Association of Human Resources Mana
219、gers(MAHRM),MaliFoundation for Human Resources Development(FHRD),MaltaAssociation of Human Resource Professionals of Mauritius(MAHRP),MauritiusAsociacin Mexicana en Direccin de Recursos Humanos(AMEDIRH),MexicoAssociation Nationale de Gestionnaires et Formateurs des Ressources Humaines(AGEF),MoroccoI
220、PM Namibia,NamibiaHt Netwerk Voor HR-Professionals(NVP),NetherlandsHuman Resources Institute of New Zealand(HRINZ),New ZealandChartered Institute of Personnel Management of Nigeria(CIPMN),NigeriaHR Norge,NorwayPakistan Society of Human Resource Management,PakistanAsociacin Nacional de Profesionales
221、de Recursos Humanos de Panama(ANREH),PanamaPapua New Guinea Human Resources Institute(PNGHRI),Papua New GuineaAsociacin Paraguaya de Recursos Humanos(APARH),ParaguayAsociacin Peruana de Recursos Humanos(APERHU),PeruPeople Management Association of the Philippines(PMAP),PhilippinesPolish Society of H
222、R Business Partner(PS HRBP),PolandPortuguese Association of People Management(APG),PortugalHR Management Club Association(HR Club),Romania Singapore Human Resources Institute(SHRI),Singapore HRcomm,SlovakiaSlovenian Human Resource Association(SHRA),Slovenia Institute of People Management(IPM),South
223、AfricaAsociacin Espaola de Direccin y Desarrollo de Personas(AEDIPE),SpainChartered Institute of Personnel Management Sri Lanka(CIPM),Sri LankaInstitute of Personnel Management Swaziland (IPM Swaziland),SwazilandSveriges HR Frening,SwedenGesellschaft fr Human Resources Management(HR Swiss),Switzerla
224、ndChinese Taipei-Chinese Human Resource Management Association(CHRMA),TaiwanHuman Resource Association of Tanzania(HRA),TanzaniaPersonnel Management Association of Thailand(PMAT),ThailandAssociation des Responsables de Formation et de Gestion Humaine dans les Entreprises(ARFORGHE),TunisiaPeople Mana
225、gement Association of Turkey(Peryn),Turkey Chartered Institute of Personnel and Development(CIPD),United KingdomSociety for Human Resource Management(SHRM),United StatesHR Association of Uganda(HRMAU),UgandaAsociacin de Profesionales Uruguayos en Gestin Humana(ADPUGH),UruguayAsociacin Venezolana de
226、Gestin Humana(AVGH),VenezuelaHuman Resources Association(HRAVN),VietnamZambia Institute of Human Resources(ZIHR),ZambiaInstitute of Personnel Management of Zimbabwe(IPMZ),ZimbabweNOCA Denmark,Denmark*Boston Consulting Group partners with leaders in business and society to tackle their most important
227、 challenges and capture their greatest opportunities.BCG was the pioneer in business strategy when it was founded in 1963.Today,we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholdersempowering organizations to grow,build sustainable competitive advan
228、tage,and drive positive societal impact.Our diverse,global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change.BCG delivers solutions through leading-edge management consulting,technology and design,and corporate and digital ve
229、ntures.We work in a uniquely collaborative model across the firm and throughout all levels of the client organization,fueled by the goal of helping our clients thrive and enabling them to make the world a better place.For information or permission to reprint,please contact BCG at .To find the latest BCG con-tent and register to receive e-alerts on this topic or others,please visit .Follow Boston Consulting Group on Facebook and Twitter.Boston Consulting Group 2023.All rights reserved.11/2327 CREATING PEOPLE ADVANTAGE 2023