1、KPMG I future of HR:From flux to flow How Pathfinders are grappling with the current challenges faced by the function and are moving towards 2025 with purposeThe Great Reconsideration has changed the way employees look for,and engage with,their work.Meanwhile,as HR functions navigate the future,time

2、scales have shrunk from looking forward a decade to just three years ahead.As they do this,it is clear that some are addressing new and emerging challenges more successfully than others.They are the Pathfinders.Pathfinders are preparing for the future by taking strategy to the next level;integrating

3、 digital and advancing relational analytics;building talent marketplaces;and putting purpose and wellbeing first.Here is how,and what,we can learn from them.The future of HR:From flux to flow 2 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide

4、 no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make p

5、urpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownContents15282034Part 2:Being digital in thought,word and deed 04Foreword06Executive summary11Part 1:Deliveringstrategic flowPart 3:Advancinganalytics from insight to actionsafely Part 4:Shopping for t

6、alent building talent marketplacesPart 5:Holding to theheading how to makepurpose real40Part 6:Prioritizingwellbeing and feeling good 46Conclusion:How toposition for the unknownThe future of HR:From flux to flow 3 2022 Copyright owned by one or more of the KPMG International entities.KPMG Internatio

7、nal entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the h

8、eading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownForewordBefore the COVID-19 crisis,the world of people management was certain and predictable.Advancements were made through the lens of best practice,and by learning from what oth

9、er organizations had done.Now,we are told by our 12 HR Pathfinders of 2022 that the pre-COVID-19 playbooks such as how to organize the HR function itself,practices used in talent and employee management,performance management,and workforce planning and structure are no longer relevant.In the words o

10、f one Pathfinding HR leader:“You might as well toss them on the fire to heat your home.That would put them to better use.”Rather than following the old playbooks,you will learn in this report that the Pathfinders of 2022 are putting bold people strategies at the heart of their decisions.As a result,

11、they find themselves reaping the competitive advantage amid the Great Reconsideration.This report shows how our Pathfinders are leading the way in six distinct areas including in delivering on their organizations strategy;engaging with digital;making the most of advanced analytics capabilities;build

12、ing talent marketplaces;making purpose real beyond rhetoric;and prioritizing wellbeing.Another unique factor that we unearthed in our 2022 discussions is that Pathfinders also recognize the importance of what we call flow.They are finding flow in three respects:1 HR in flow:Pathfinder HR functions f

13、ind their own north star their own flow.They have not necessarily cracked all the challenges but they have confidence and momentum,even in the face of uncertainty.Hydrogen-electric truck company Tevva exemplifies this by integrating sustainability and digital in every people activity as the business

14、 accelerates its growth in the market;it is forging ahead while testing and learning along the way.2 Careers in flow:Pathfinders prioritize the total workforce agenda focusing on all types of worker.They look to ensure that as many people as possible can find a career flow,even amid the fragmentatio

15、n of work into skills and tasks.This demands a more person-centered approach to how skills and capabilities are matched to the tasks that need doing.This is illustrated by Genentechs gig-based internal job market.Genentech knows talent needs to flow through,up,and sometimes out of the organization a

16、nd this provides the dynamics and flexibility for its talent marketplace to function.As one Pathfinder put it:“A flowing river of talent is far better than a stagnant pond.”The future of HR:From flux to flow 4 2022 Copyright owned by one or more of the KPMG International entities.KPMG International

17、entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the headi

18、ng how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownForeword3 People in flow:The flow state1 is what happens to employees when their capabilities are well matched to the tasks they are being asked to do.They have the time to give those

19、tasks their full attention,without distractions and free from friction due to poor processes and technology.This places a premium on providing learning in the flow of work.There are two elements to this.First,relevant skills development,with a high level of control for the learner to shape their lea

20、rning and their working environment.Second,it offers people the ability to continually grow in the face of the challenges they are being asked to meet.Pathfinders support flow,in particular by providing a powerful digital employee experience in which everything is seamless.Salesforce exemplifies thi

21、s by leveraging Slack,its digital HQ,where team members can work,share information and collaborate asynchronously.Moving from flux to flow Learning from the Pathfinders does not mean directly copying what they do.Rather,it means understanding why they do it and considering how your function could ap

22、ply similar approaches to your own unique environment.It is about analyzing their mindset and understanding how they build the capabilities that allow them to move from flux where they address the many people management challenges with separate disconnected solutions to flow.Flow for our Pathfinders

23、 is about embracing change testing,learning and deploying answers to challenges.While at first glance their structures may appear to be based on the classic Ulrich model,on closer inspection,Pathfinders flow as they create an integrated set of value-driving capabilities in support of a clear purpose

24、.This is grounded in analytics,and the use of analytics to inform the other parts of the organization.Read on to find out what the 12 Pathfinders are doing as they move from flux to flow,and how they are leading across the six important capabilities and priorities outlined above.It is my pleasure to

25、 introduce you to their inspiring stories.What is a HR Pathfinder?Pathfinders were first identified in our 2020 research,in which we found around 10 percent of organizations leading their peers on adding strategic value;and integrating the HR function into the wider business.In this years research,w

26、e have identified a number of HR functions that are preparing for the future by taking strategy to the next level;integrating digital technology and relational analytics;building talent marketplaces;and putting purpose and wellbeing first.We know these are the topics on the minds of HR leaders acros

27、s the globe;but only a few HR functions Pathfinders are truly setting the example and navigating the course.Robert Bolton Global Head of People and Change Center of Excellence KPMG International E:robert.boltonkpmg.co.ukThe future of HR:From flux to flow 5 2022 Copyright owned by one or more of the

28、KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building

29、 talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownForewordExecutive summary Throughout 2022,HR functions have felt the tremendous weight of the global COVID-19 pandemic start to lift,and

30、along with it the pressure of implementing so many dramatic,swift and highly impactful transformations at unprecedented speed.However,as one may expect from one of the most vital functions of any organization,there has been little reprieve.In particular,after staying put during the pandemic,employee

31、s are looking outward to new opportunities and new ways of working.They want remote working opportunities combined with genuine flexibility;learning and career growth;strong financial incentives and above-average benefits and are willing to move companies to get it.2This so-called Great Reconsiderat

32、ion means HR functions need to remain one step ahead to attract,retain and provide their people with compelling reasons to commit to their organization.In our survey of 300 Chief HR Officers(CHROs)and their equivalents conducted specifically for this report,61 percent said they need to alter their E

33、mployee Value Proposition(EVP)in response to the external labor market.The respondents told us that some of the most important parts of the EVP when attracting,developing and retaining talent are culture(50 percent),company values and purpose(47 percent),fair pay(34 percent),and offering flexible wo

34、rking(33 percent).Of course,offering a compelling EVP is just one part of the challenge for HR functions.Our survey identified six key themes that CHROs and their equivalents are struggling with right now and as they work towards 2025.The themes were:Delivering on strategy,integrating digital techno

35、logies,advancing people analytics,building talent marketplaces to support agile growth,making the purpose of the organization real,and prioritizing the wellbeing of their people.Are having to alter their Employee Value Proposition(EVP)in response to the external labor market.61%The future of HR:From

36、 flux to flow 6 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from

37、insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownExecutive summaryThese findings were backed-up by engaging with our global Par

38、tner network,who work daily with organizations on these topics.Further,our KPMG 2022 CEO Outlook emphasized that areas of focus for organizations include changing how they support and attract talent;directing digital investment to areas of their business that drive growth;and being more transparent

39、with their ESG plans largely in response to increased expectations from their people.3In this report,we explore the six key themes from our survey with representatives from 12organizations that we identify as Pathfinders HR functions that are moving from flux to flow in these areas despite all of th

40、e uncertainties that they face.Our PathfindersPathfinders are not a new concept.In 2020,we identified them as the top 10 percent of HR functions,leading their peers when it comes to navigating the challenges and opportunities presented by the future of work.4 In 20215 we built on this research by id

41、entifying the organizations whose HR functions were leading on longer-term topics,such as reimagining the HR function for the new world of work;enabling a total-workforce approach to talent management;and supporting ESG.In 2022,we have seen further change.Pre-pandemic,many organizations and their HR

42、 functions were considering their plans to 2030.Now,COVID-19 restrictions have lifted in many parts of the world,and organizations are once again looking towards the future but just as far as 2025.Smaller steps,greater agility,and the space to alter plans in response to further disruption are the wa

43、y forward.Leading HR functions are thinking about people-first,digitally enabled,and socially and environmentally responsible ambitions.Key findings This years research focuses on what HR can do to support an organizations grand plans,while also navigating the complex and immediate dilemmas of the f

44、unction.In our survey of 300 HR leaders,they ranked their top areas of focus for the next three years,with answers including:1 Understanding how the size,shape,skills and organization of the workforce needs to change to meet future needs three years out(57 percent);as well as improving the employee

45、experience across enterprise processes(also 57 percent).The future of HR:From flux to flow 7 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flow

46、Part 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownE

47、xecutive summary2 Improving the mental health and wellbeing of the workforce(53 percent).3 Building a talent marketplace which allows for the matching of skills to tasks as well as people to jobs(46 percent).4 Automating HR service delivery(39percent),and delivering digital technology into HR beyond

48、 the core HR system of record(also 39 percent).5 Delivering predictive insight and business value from workforce analytics(36percent).6 Ensuring the workforce contribute to ESG topics,including any commitments to net-zero and diversity and inclusion targets(32 percent).Our respondents demonstrated s

49、ome interesting contradictions when it came to the importance of these factors and their perceived ability to deliver on them.The graph below illustrates this.For example,when it comes to understanding how the shape,size,skills and organization of the workforce needs to change,57 percent ranked this

50、 as the highest matter of importance,but only 25 percent had the current capability to do so a 32 percent gap.Similarly,50 percent said enabling a culture of organizational agility was of key importance,however only 19 percent said they have the current capability for this a 31 percent gap.Gaps in c

51、urrent capability vs.future importance25%28%31%31%19%10%57%46%53%57%50%39%0%10%20%30%40%50%60%32%gap15%gapgap26%gap25%31%gap29%gapBuilding a talentmarketplacewhich allows forthe matching ofskills to tasks aswell as people to jobsUnderstandinghow the shape,size,skills andorganization ofthe workforcen

52、eeds to changeto meet futureneeds three years outImprovingmental healthand wellbeing ofthe workforceAutomating HRservice deliveryImprovingemployeeexperienceacrossenterpriseprocessesDelivering predictive insight and business value from workforceanalyticsEnabling aculture oforganizationagilityDeliveri

53、ng digitaltechnology intoHR beyond thecore HR systemof recordRe-designinglabor supplyand demand e.g.through automationEnsuring the workforce contribute to ESG topics,including any commitments to net-zero and inclusion and diversity targets%of HR leaders surveyed whoranked the theme highest Current c

54、apabilityFuture importanceMost significant capability gapsThe future of HR:From flux to flow 8 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic fl

55、owPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknow

56、nExecutive summaryWe narrowed these responses into six key themes:delivering strategic flow being digital in thought,word and deed advancing analytics from insight to actionsafely shopping for talent building talent marketplaces holding to the heading how to make purpose real prioritizing wellbeing

57、and feeling good.We tested these six themes with our global network of KPMG Partners in the space.We then conducted our in-person interviews on these areas with 12 Pathfinding HR functions.This research shines a spotlight on how they are addressing these themes as they move towards 2025,and what we

58、can learn from them.To summarize,we found Pathfinders were:1 Delivering strategic flow:Pathfinders are building more efficient and effective HR functions,with the overarching drive to deliver strategic value-add to their organizations beyond their traditional realms of recruitment,payroll,and employ

59、ee engagement.They flow throughout the organization providing people insights and enabling decision-making by building the capabilities that make sense for their unique business strategy and marketplace.They are less concerned with what others do and say about people management,and instead embed the

60、mselves into all functions and the C-Suite,demonstrating the value of the people function.2 Being digital in thought,word and deed:Legacy solutions and processes will not be tolerated by employees in a competitive labor market.Therefore,everything the HR function offers should be consumer-grade;seam

61、less;tailored to employees;and informed by data.Pathfinders are accelerating past necessary technology implementation(for example to facilitate remote work),and instead are integrating digital to create a frictionless and highly engaging working environment that facilitates things such as learning i

62、n the flow of work.3 Advancing analytics from insight to actionsafely:Pathfinders have moved beyond tracking KPIs and producing dashboards.Instead,they are answering the questions the business is asking,and using relational analytics the science of human social networks to do so.That means building

63、a value chain that takes HR analytics teams from asking the right questions through to meaningful insight and action.They have set up an end-to-end capability that flows from proposing hypotheses to exploring correlations,and acting on findings to benefit strategy,engagement,retention and career opp

64、ortunities.4 Shopping for talent building talent marketplaces:Pathfinders are shaking up how skills are distributed to help their organizations to find a better way to have their talent in flow.They recognize that a world of matching people to jobs has,in part,given way to one where it is now about

65、matching skills to tasks;and they are experimenting with talent marketplaces,integrating employee data,business insights and business forecasting to do this.Talent marketplaces are still fledgling,even in the most innovative HR functions;however,Pathfinders are taking them seriously as a critical co

66、mpetitive requirement.5 Holding to the heading how to make purpose real:Pathfinders are taking the lead on organizational purpose defining it and making it real for their people.In particular,they are embracing ESG,and engaging their people on their net-zero strategy so that it flows through every p

67、art of the organization and impacts positively on the end customer experience.6 Prioritizing wellbeing and feeling good:HR functions are prioritizing wellbeing,bringing in innovative approaches that are truly meaningful.Employees especially younger generations are demanding more from their organizat

68、ions in this regard.Pathfinders know this and are ready to be flexible and deliver as needs arise.The future of HR:From flux to flow 9 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecuti

69、ve summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good C

70、onclusion:How to position for the unknownExecutive summaryOur HR leaders survey To support our identification of themes and discussions with the Pathfinders,we surveyed 300 CHROs or their equivalents such as HR Directors,in the US and UK in late 2022.We asked their main priorities going forward,and

71、where they faced the biggest gaps in their capabilities.Their organizations predominantly had revenues of between US$501 million and US$10 billion.The findings feature throughout this report and support the six themes we have identified.We would also like to thank our guest subject matter experts:Go

72、rdon Harold,Professor of the Psychology of Education and Mental Health,Cambridge UniversityMatt Yerbury,People Analytics expert with experience across the Financial Services industryAegon Pascal Ernst Global Head of HR Digital ExperienceAIB David McCormack Deputy Chief People OfficerAlbertsons Mike

73、Theilmann Chief HR OfficerAviva Danny Harmer Chief People Officerbp Simon Ashley Senior Vice-President for People&CultureGenentech Cori Davis Chief People OfficerMicrosoft Amy Coleman Corporate VP for HROcado Group Rachel Warwick Global Head of Listening,Culture&EngagementSalesforce Angela McKenna E

74、VP Head of Employee Success for EMEAStarbucks Ron Crawford VP,Global BenefitsTesco Emma Taylor Chief People OfficerTevva Kay Jarvis HR DirectorWith thanksOur 12 Pathfinders are HR functions that we see are leading the way globally.Some Pathfinders in this report also featured in 2021,such as Microso

75、ft,Salesforce and Ocado Group.This demonstrates that certain organizations are staying a step ahead as they consider the HR dilemmas they face today,and that they can lead in more than one area of focus.We would like to thank the following individuals as representatives of their Pathfinding HR funct

76、ions for participating in this years research:The future of HR:From flux to flow 10 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Be

77、ing digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownExecutive

78、summaryPart 1:Delivering strategic flow “At the end of the day,you bet on people,not on strategies.”6Lawrence Bossidy,former CEO,General ElectricThe future of HR:From flux to flow 11 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no service

79、s to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose real

80、Part 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 1:Delivering strategic flowA leading HR function needs to begin with focusing on building value-guiding capabilities that help to drive business strategy.Different Pathfinders have a different configuration

81、 of capabilities.Some focus on delivering a steady stream of talent,others focus on skills and skill building,and others focus on culture and purpose.What is consistent and underpins all of the Pathfinders capabilities is a focus on evidence-based decision-making;greater integration of the sub-funct

82、ions of HR,and creating a superior employee experience.To do this requires HR leaders that are working on how the HR function organizes itself to deliver ever more business value.Our research suggests HR leaders recognize this,with 60percent expecting to change their HR operating model in the next t

83、wo to three years.In addition,improving the employee experience across enterprise processes is a key focus for 57 percent of our respondents of which 31 percent view as their key capability to deliver.Meanwhile,enabling a culture of organizational agility will be on the agenda for 50percent,although

84、 this was not ranked in their top five in terms of capability to deliver.Of course,our Pathfinders are taking their HR organizational approach to the next level beyond the core tasks of HR.They are ensuring that their operating model is optimized and flowing to help deliver to their organizations st

85、rategic vision.Leading the way with this approach is global energy company bp,focusing on the seamless integration of its HR function in order to help to deliver bps bold organizational transformation strategy.“Were custodians of the companys reinvention,”says Simon Ashley,Senior Vice-President for

86、People&Culture,bp.Elsewhere,end-to-end online retailer Ocado Group is working to deliver on the organizations strategy by better listening and engaging with its fundamental resource its people.While HR functions recognize strategic value-add is a priority,not all are helping to drive strategy succes

87、sfully.Pathfinders do this in their own specific context,demonstrating that it is about understanding the needs of the business,and integrating into the decision-making process by adding real value.Think they will be changing their HR operating model in the next two to three years.60%The future of H

88、R:From flux to flow 12 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytic

89、s from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 1:Delivering strategic flowSince becoming CEO in 2020,Bernard Loon

90、ey has been taking bp through what he calls“the most far-reaching transformation in its 112-year history.”As the energy giant moves to a more sustainable future,the HR team has been re-branded to people and culture.This name better describes the role the function plays in creating the right culture

91、and putting people at the heart of delivering the transition.Simon Ashley,Senior Vice President for People&Culture,bp,says the People and Culture team at bp has approached this in a couple of ways.Firstly,embedding a new culture frame across the company that highlights the importance of purpose,deli

92、very,and care.The second,looking internally at the function itself and organizing around centers of expertise;including Reward,Diversity,Equity and Inclusion,Talent,Wellbeing and Workplace.Notably,the function has also created a dedicated Future Organization team.The Future Organization team reports

93、 directly into the EVP people and culture(CHRO),bringing together the critical future focused people and culture capabilities,including organizational design;people analytics,agile delivery,and transformation.“Having these all under one roof allows us to take a holistic view of the health of our str

94、ucture,people and how we are working across bp,”Ashley explains.“It helps us to work out whether these are aligned with bps strategic direction.”A good example of this holistic approach came as we looked at return to office.“We took a cross-functional agile team to explore where people are working,f

95、or how long,and the impact with data insights to underpin this”he says.This showed that relationships across the company were narrowing,and key engagement metrics were decreasing for those not coming into the office.It also found that having conversations about personal working arrangements was boos

96、ting engagement.Combining the people analytics,agile and transformation teams expertise allowed an early intervention.In a similar vein,the future organization team tackled employee engagement in 2021,which had been declining in some areas post the reorganization.The team considered what was lagging

97、 and partnered with COEs to develop an action plan and initiatives to improve focused on helping employees understand bps new purpose and strategy,career development and wellbeing.This focus resulted in 2022,bp having record high engagement,increased trust in leadership and the highest pride in the

98、company since tracking of this measure began in 2008.Future organization breaks down silos across people and culture and across bp“Its a crucial team.Only by fitting those capabilities together can we get where we need to be,”says Ashley.Enabling the future “Todays businesses,customers and employees

99、 expect more from the function than ever before.World-class experiences dont happen by chance.To drive world-class experience as an outcome and meet the strategic goals of the ever-changing business,we must work differently,and as a HR function we should build capabilities to maintain and continuous

100、ly improve an organizations associates experiences across all functions in the future.This involves designing,building and operating HR differently.We have to create a single,human-centered,connected,tailored experience across platforms and systems,delivered in the flow of work which meets our emplo

101、yees and leaders where theyre at.Pathfinders get this and invest and organize HR accordingly we see the potential benefits from that approach in the numbers and how HR drives success for the wider business.”Robin Rasmussen Principal,Human Capital Advisory,KPMG in the USExpert viewbpThe future of HR:

102、From flux to flow 13 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics

103、from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 1:Delivering strategic flowWhat can we learn from the Pathfinders ab

104、out delivering strategic flow?Here are some reflections to consider in light of our Pathfinders insights:Consider how your HR operating model aligns with the organizations wider strategic vision.Ask whether your HR function is balancing processes with informing decision-making.Think about where HR h

105、as a presence in your organization do you currently provide integrated and connected support across the business?Question what initiatives your HR function is leading on,and what it is supporting.Do these support the collective vision of the organization?How is HR setting the example and leading bes

106、t practice in the organization,and is that being promoted throughout the business?Is HR taking a holistic view of the organization using data and analytics to inform its own priorities?Is HR addressing some of the cultural challenges associated with your new ways of working and transformation aims o

107、f the organization,or is it reinforcing them?Is HR listening to its stakeholders and adjusting its strategy to suit?This includes employees and leadership.Ocado GroupExpanding the reach of HR Pathfinding HR functions looking to deliver on their organizations strategy need to engage the support of th

108、eir people.This can be challenging for Ocado,due to a dispersed workforce that spans multiple types of workers,roles,locations and more.It can be difficult to reach everyone effectively,let alone listen to,and act on,their feedback.Rachel Warwick,Global Head of Listening,Culture&Engagement,says to o

109、vercome this challenge,Ocado Groups HR function has multilayered ways of reaching its people.“Our goal was to really understand what matters to people on the ground,”she says.“So,in addition to embedding continuous listening technology,we expanded our Employee Council in our UK Logistics business an

110、d created listening champions across our global Technology Solutions business.Thats around 200 people across all our sites,whether frontline drivers,software engineers or managers leading teams.”This personal feedback is combined with the digital employee listening tool,which has helped put insight

111、gathering into the hands of leaders and managers.“If I take myself as a leader of a team of 40,I can see the insight for my overall team.I can see it split by the sub-teams underneath it.It is particularly helpful for some of our leaders in a transforming organization with multiple countries.People

112、insights include qualitative data to help us understand how our people are feeling and how this is changing over time.”Warwick says in the past,leaders may have taken anecdotal evidence to,for example,the board,but now they can take this combination of employee council,listening champion feedback,an

113、d hard data to make clear proposals for change.“Instead of just saying,these are the things that people are telling us are a challenge,now we can have that and thousands of data points correlating to our argument.”The future of HR:From flux to flow 14 2022 Copyright owned by one or more of the KPMG

114、International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building tale

115、nt marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deed “You cannot mandate productivity;you must provide the tools to l

116、et people become their best.”7Steve Jobs,Founder,Apple The future of HR:From flux to flow 15 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flow

117、Part 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownP

118、art 2:Being digital in thought,word and deedSupporting the HR organizational structure must of course be the right HR technology so it makes sense that automating HR service delivery was identified by 39 percent of HR leaders as one of the most important issues of focus.Likewise,delivering digital t

119、echnology into HR beyond the core HR system of record was a priority for 39 percent,and re-designing labor supply and demand(e.g.,through automation),was a priority for 17 percent.Our survey also found that of the technology that has been implemented in recent years,productivity was the top outcome

120、for 34 percent,followed by work-life balance for 28 percent.Looking ahead,our respondents still think productivity will prevail(49percent),and again,followed by work-life balance(21 percent)(see chart below).HR has a core role to play in the entire technology strategy of the organization and how emp

121、loyees engage with it,as technology impacts how and where people work,their communication with peers,access to career opportunities,and more.Yet,our Pathfinders are not just implementing technology platforms for everyday benefits,but are leveraging those platforms to create unique solutions to busin

122、ess and people challenges,and to ensure that their people can get into a flow.Out in front is Salesforce a Pathfinder in our 2021 report for its digital leadership.The company leverages Slack,its digital HQ,which is completely transforming the way employees work and measurably changing the company c

123、ulture for the better.“We have a really big history of building urban,downtown towers,”says Angela McKenna,EVP of Employee Success,Salesforce.“But we really believe that the digital HQ is as equally important as the physical HQ in todays world.”Turning to hydrogen-electric truck company Tevva,we fou

124、nd its People function has made the best use of technology by developing an app to make interacting with the People Team as simple as possible.Meanwhile,Irish bank AIB is cementing the digitally enabled working changes implemented during COVID-19 with hybrid personas.The digital employee experience

125、is going to be as important as the physical experience,and HR functions must help to deliver consumer-grade digital experiences to support recruitment and retention.With the pre-pandemic digital experience no longer relevant,we see Pathfinders supporting the flow of talent by building the digital ex

126、perience around employee needs,and redesigning technology and processes from scratch where required.Top-ranked technology impacts for the last 12 monthsTop-ranked technology impacts for the next 12 months34%28%15%ProductivityWork-life balanceFacilitating waysof workingSense of belonging Managing wor

127、k-relatedstress and anxietyProductivityWork-life balanceFacilitating waysof workingSense of belonging Managing work-relatedstress and anxiety13%11%49%21%11%10%8%The future of HR:From flux to flow 16 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities pr

128、ovide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to m

129、ake purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 2:Being digital in thought,word and deedIt is no surprise that a technology company like Salesforce has created a digital headquarters.In a digital headquarters,digital agility and connectiv

130、ity,remote-work and seamless interactions are simply the way every team member across the globe operates.Angela McKenna,Executive Vice President of Employee Success,says Salesforces use of a virtual knowledge and collaboration tool is key to achieving this.It means all employees have a similar user

131、experience,can instantly connect with anyone across the organization,and be in continual informal communication to make working on projects together a breeze.HR is demonstrating how to use this technology to better the employee experience.“We have pretty much stopped using email,”says McKenna.“After

132、 a video meeting,I can instantly connect with any participants for a quick follow up via a Slack Huddle,an audio-first way to communicate inside a Slack channel or direct message.Huddles currently account for 34 percent of our internal communications.”Likewise,using voice recorded messages rather th

133、an long emails is proving a popular relief,and adds a personal touch in a virtual world.“If someones going out on holidays for example,they can leave a quick voice note to say Hey,its Friday evening,here is whats top of my mind before I go away,then schedule its arrival for Monday morning.”As a comp

134、any with over 78,000 employees globally,Salesforce employees participate in a lot of virtual meetings.Therefore,while technology is clearly vital and enabling always-on connectivity,McKenna says HR is also helping to drive a balance.“Weve experimented with what we call async weeks,where employees ca

135、ncel routine meetings to create space for more deep,focused work.Over 20,000 employees participated in the first one we did,and 80 percent liked it,and the same amount asked to repeat it quarterly,”she says.Building a digital HQ Salesforce“Digital transformation is all about addressing the talent im

136、perative on the minds of many organizations today attracting,retaining,and growing top talent through exceptional and individualized workforce experiences.To activate the mind shift and evolve,HR should include experiences as a formal part of their taxonomy,in addition to the traditional processes a

137、nd service catalogs.This new,human-centered design and experience focus also needs to shift how HR thinks about their operating model,capabilities and the technology investments.When adding the human-centered design component,increased value and impact can be unlocked to help optimize experiences an

138、d talent across enterprise.”John Doel Principal,Human Capital Advisory,KPMG in the USExpert viewThe future of HR:From flux to flow 17 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutiv

139、e summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Co

140、nclusion:How to position for the unknownPart 2:Being digital in thought,word and deedTevvaAn app to come together Hydrogen-electric commercial truck company Tevva launched in 2013,and while startups often focus on profit before investing in HR,Tevva was different.As part of its goal to create One Te

141、vva an inclusive environment for all of its team members it has embraced technology to launch the Tevva Together app,which everyone can log into via their mobile device anywhere and at any time.Kay Jarvis,HR Director,says the app is about opening HR up.“You can log in to see who the leaders of your

142、team are,or who is joining the company today,”she says.“You can get links to people directories.You can go in and see your pay slip.You might want to book a desk or meeting room or find any company newsletter that has been issued.”Jarvis adds that the app features recordings of all monthly C-suite u

143、pdates,links to first aid and mental health representatives,and progress updates from different business functions.“You can book annual leave or view your contract.You can request a one-to-one with your line manager.You can see an organizational chart for the entire company.”The future of HR:From fl

144、ux to flow 18 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from in

145、sight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 2:Being digital in thought,word and deedWhat can we learn from the Pathfind

146、ers about becoming digital in thought,word,and deed?Here are some reflections to consider in light of our Pathfinders insights:Consider where HR data is being used today.Is it flowing throughout the business,or just flexing around the HR function?Is current technology being maximized before new inve

147、stments are considered by the People function?Is it clear what the ROI is on digital investments made in HR?Not being able to articulate this may hamper further investments.Is the HR function leading by example in how it deploys technology and puts the user front and center in its design?How is the

148、HR function enabling a seamless hybrid working environment,and integrating this into the overall employee experience?Does HR have a say in technology experiences outside of the HR function?It must flow in its influence throughout an organizations use of technology.Is HR supporting pilots and experim

149、entation of new technology,and recording the potential benefits and challenges these experiments may bring?AIBCreating hybrid working personasThe COVID-19 pandemic transformed Irish bank AIB almost overnight,with technology enabling the majority of its 9,000 employees to quickly shift to remote work

150、.David McCormack,Deputy Chief People Officer,says now this has proven successful,HR is aligning the new ways of working with culture and policies.“With COVID-19,you had many organizations saying,You will never need to physically come back to the office again,with many of those companies having now g

151、one full circle and said,You will have to come back into the office five days a week.“We have taken a more pragmatic approach to this from the outset,continually engaging with our employees to say,this is a learning experience for us all,we dont have all the answers and we may make mistakes along th

152、e way,but we need to be patient with each other,learn from our mistakes and go on this journey together.”Part of this is experimenting with personas which the bank can adopt to best represent working styles and patterns of its people.“It might be that my persona is office-centric,or remote-centric.T

153、his gives individuals and colleagues an appreciation and understanding of expectations in terms of their working styles,”McCormack says.Over the past 12 months,the bank has onboarded a large number of people,to ensure it can provide the right experience for existing and new customers,and respond to

154、competitors withdrawing from the market.This level of change required the organization to react through the creation of hybrid working personas to ensure clarity and expectations for their people.The future of HR:From flux to flow 19 2022 Copyright owned by one or more of the KPMG International enti

155、ties.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPar

156、t 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safely “Insight must precede application.”8Max Planck,PhysicistTh

157、e future of HR:From flux to flow 20 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advan

158、cing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 3:Advancing analytics from insight to action safelyWh

159、ile HR functions have long used analytics to understand factors such as hiring,attrition and engagement,that approach is seen by Pathfinders as simply a baseline.Meanwhile,analytics are important to our survey respondents:36 percent say delivering predictive insight and business value will be a prio

160、rity in the next few years.Worryingly,however,only 17percent ranked analytics first when asked what they are best placed to deliver.This may explain why 53 percent are investing in analytics platforms for their HR function in the next few years.As important as analytics are to HR functions,data qual

161、ity,HR capability and functional integration are all potential barriers to making the best use of it.Data may be unclear or unavailable,or fail to be translated from raw source to valuable insight.The graph on page22 shows how HR functions surveyed are using data for human capital decision-making.Pa

162、thfinders provide a strong link between data and decision-making.They have integrated advanced,relational analytics into their processes,and they have invested in technology and talent to ensure that insights are connected across the business,can be interpreted accurately,and acted on swiftly.They g

163、o out of their way to correlate findings in one area to another,so as to truly understand the business and their people.Microsoft is on the front foot with this approach to advanced analytics,striving to connect its data and analysis to hypotheses.One source of data is found in Microsofts employee l

164、istening system.The purpose of the system is to improve employee experience,through empowering managers,enabling leaders,and enlightening HR.Listening to employees provides Microsoft with a rich foundation of data related to the employee experience.“Then,we can build hypotheses and undertake unique

165、explorations on top of that,”says Amy Coleman,Corporate VP for HR,Microsoft.Insurance organization Aviva is also using advanced data correlations to get really specific insight into remote working and its impact on future success;while at Genentech,HR is striving to use advanced analytics to create

166、products that immediately enhance the employee experience.It is an example of HR flowing through the daily life of the business,and using employee interactions to inform strategic value-add through analytics.In essence,Pathfinders are taking analytics to the next level.Rather than tracking standalon

167、e metrics,they are building the value chain required to undertake relational analytics and turn existing insights into tangible action.Are you investing in new analytics platforms within your HR function?Unsure/cannot discussNoYes53%38%8%The future of HR:From flux to flow 21 2022 Copyright owned by

168、one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping

169、for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 3:Advancing analytics from insight to action safelyWorkforce analytics can be used throughout an enterprise when

170、considering human capital decisions.Which types of data do you use when making human capital decisions?Recruitment and retention78%Employee experience and engagement75%Diversity and inclusion69%Performance management69%Reward and compensation62%Learning and development55%Measuring HR operational per

171、formance46%Operations37%Sales35%Customer experience30%Finance26%Other1%Our HR leaders surveyed are clearly adept at using recruitment and retention and employee experience data in their work,with over three-quarters of those surveyed using this information to support analytics and,ultimately,decisio

172、ns.However,the HR function is clearly less comfortable using data it may not specifically own,such as Operations(37 percent),Sales(35 percent),customer experience(30 percent),or Finance(26 percent)data.In our conversations with Pathfinders,their HR functions are comfortably using data not necessaril

173、y owned by the HR function to inform their decisions in the context of the wider organization.The future of HR:From flux to flow 22 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive

174、summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conc

175、lusion:How to position for the unknownPart 3:Advancing analytics from insight to action safelyWhen it comes to data and analytics in HR,Microsoft is not just interested in simple results,but in developing the insights that drive business decision-making and outcomes,and promote leader and manager ef

176、fectiveness which can help employees thrive.Amy Coleman,Corporate VP for HR,says the HR Business Insights team sits as a center of excellence in HR.Coleman says Microsoft,as one may expect from a global technology company,has always been ahead with analytics,but the difference is that HR is finding

177、ways to empower leaders more with data and ensuring they take intentional action on findings.“Its the value chain the idea that I,as a team leader,have a hypothesis about my business,so I can interact with the analyst that supports my team,and explore the hypotheses.”Coleman says this is somewhat li

178、ke an account manager an expert connecting leaders questions to data and insights that knows the business.They consider what people data can tell them about business performance and what levers can lead to different outcomes.In an example of engaging better with data,Colemans team has been asking th

179、e question:How do we know where we have opportunity within the organization?To find out,multiple teams in HR have been building a model which takes both quantitative and qualitative data that allows HR teams and leaders to understand where there are opportunities to improve company culture.In additi

180、on,it means they can start to answer questions about attrition risk,effectiveness of leader communications,or where greater manager support may be needed.“We can say,You may have never looked at this team,but did you know that they have been able to retain high performers and have scored high in ter

181、ms of manager inclusivity in our Employee Signals Survey?We should take a closer look at the team and what they are doing so we can share with others and scale across the organization.”Microsoft has a number of advantages when it comes to analytical capabilities.For example,its artificial intelligen

182、ce(AI)or machine learning tools help make sense of millions of lines of qualitative data.However,HR is also driving a culture that is supportive of data insights.Bi-annual employee experience and leadership surveys,daily pulse surveys which are randomly sent to 2,500 employees,as well as manager and

183、 employee lifecycle(onboarding,internal mobility and exit)surveys run like clockwork.While experts can help,Microsoft also provides self-service for HR leaders,who can undertake initial exploration then engage with the HR Business Insights Center of Excellence for more sophisticated analytical work.

184、With all of this at her fingertips,Coleman has a new question to explore how many reorganizations can an employee take before it impacts employee experience?“That data offers me an entry into a conversation with a leader to discuss if it is worth it to go ahead and do a business reorganization,or if

185、 it will impact the employee experience,or the business or strategic outcomes.It is powerful if we use it well.”Connecting insights MicrosoftExpert view“Addressing the big themes facing HR simply wont be possible without sophisticated analytics capabilities.What the Pathfinders tell us is that inves

186、tment in analytics will be critical.However,tracking individual metrics like staff turnover is too simple.It wont get you where you want to be.Working on the issues of the future requires relational analytics.This brings disparate datasets together,enabling you to investigate multiple and often comp

187、lex underlying factors to properly understand a problem.For example,people performance isnt just down to how many high-potential people are in an organization.Its also a factor of culture,reward,collaboration and much more,which can all be quantified and made sense of.”Robert Bolton Head of People&C

188、hange Global Center of Excellence KPMG International The future of HR:From flux to flow 23 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPa

189、rt 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPar

190、t 3:Advancing analytics from insight to action safelyAvivaRevealing true insights about remote work As an insurance organization,Aviva is consumed with customer data,but recently recognized that it could do more when it comes to its own employee insights.Danny Harmer,Chief People Officer,says Aviva

191、was in the good habit of reviewing basic employee data,but this was not necessarily helping drive decisions around employee attraction and retention.Building the right team of experts,Harmer is now bringing different data sets together,and her team is hypothesizing,finding the answers,and acting on

192、what they tell them.A recent example has been looking into the impact that remote working is having on performance and careers.“I asked,how many colleagues are coming into the office,level of seniority,location,roles,functions,and genders?And how does this match up to our recent pulse survey on empl

193、oyee engagement?How does this link through to performance ratings and promotions?”Harmer says early investigation shows that men are currently working on-site more than women.Another is that disengagement correlates with non-office attendance.“This scares me particularly around female attendance.I w

194、onder what will happen to our gender pay gap three to four years from now?”Thanks to a new level of insight generated through advanced analytics,Harmer now has a new hypothesis to explore are women staying home more due to caring responsibilities?If so,how can Aviva support them better?With the corr

195、elated insight at her disposal,she has the tools to find out.GenentechA virtuous analytics circle Biotech company Genentech applies a product mindset to workforce analytics,using insight voluntarily gathered from employees to develop apps that improve their experience.This means treating managers an

196、d employees as customers of workforce analytics.Cori Davis,Chief People Officer,says an example of this is the CalPal app.CalPal is a voluntary employee app that,when opted into,analyzes an employees calendar metadata.This analysis offers insights on things like how much time an employee spends in m

197、eetings versus focus time.The app also allows an employee to set focus time goals and receive an automated email nudge to make a decision when focus time does not align with their intention.“In addition to time-spent insights,we have unearthed a relationship between focus time and wellbeing,a correl

198、ation that we are further examining.To this end we are testing,and receiving good feedback thus far,on a skippable meeting recommendation engine.”Davis says employees can have a fear of saying no or missing out,so this skippable meeting engine will provide an employee with a data point that they can

199、 consider when receiving a meeting invite with the aim of improving the employee experience while optimizing productivity.The future of HR:From flux to flow 24 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights

200、 reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wel

201、lbeing and feeling good Conclusion:How to position for the unknownPart 3:Advancing analytics from insight to action safelyFrom data to insight to action navigating the rapidsExpert view:Workforce analytics the next level With many years of experience as a workforce analytics leader in financial serv

202、ices,Matt Yerbury contributed to this years Pathfinders research.He says Pathfinders see analytics as a value chain,made up of more than just the analytics team.That value chain,in his experience,typically consists of five parts with an analogy that the analytics is flowing like a river.Here is our

203、navigators guide:The right questionsRelational analyticsRobust data integrity2Rich presentation3451Agile executionThe future of HR25 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive

204、 summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Con

205、clusion:How to position for the unknownPart 3:Advancing analytics from insight to action safely1 The right questions Understanding exactly what the business units need to know is the first step in ensuring that you produce analytics with real commercial value.The analytics team must be close to the

206、business to achieve this.Who to have those conversations with will vary from project to project.However,in many cases,it will be the Business Partners.Not all Business Partners will be data literate,so they will need training on what analytics can and cannot answer,and coaching on how to ask the rig

207、ht questions of the analytics team.2 Relational analytics The future of workforce analytics is relational.Relational analytics looks at the multiple factors behind a trend,issue or problem,by combining datasets to reveal deeper insights.For example,which behaviors,capabilities or leadership styles a

208、re most closely aligned to financial performance?In a hybrid working environment,what motivates choices about where to work?3 Rich presentation The deeper insights that you get from relational analytics can be presented in more meaningful ways.Setting out the narrative behind the data gives decision

209、 makers an emotional connection to it,and a clearer understanding of the actions to take.However,be aware that different audiences may react differently to this approach.Some senior executives might simply prefer to see the raw numbers while others will want to see the story that the findings are te

210、lling.4 Agile execution Playing back your findings is not the end of the analytics value chain.The next stage is to move from insight to action.This is best done in small,agile,multidisciplinary teams,working in agile sprints to rapidly deliver what is needed be it a report,an app,a policy change,et

211、c.These teams will sit outside the workforce analytics unit.In fact,their members do not have to be HR experts at all.Each team should be put together specifically for the project at hand,with a dedicated lead.It should stay in place for the lifecycle of that project,then disband once delivery is co

212、mplete.5 Robust data integrity A workforce analytics teams license to operate is based on trust.Employees must trust that the team is doing the right thing by them and the business,and treating their data securely and confidentially.Ensuring that integrity will demand:strong data governance and ethi

213、cs frameworks including a data ethics committee transparent communications to let people know what is being done with their data,and the governance measures in place to protect it careful consideration and internal conversations about how to handle the data required for each new project approval to

214、use the data from the relevant data owners within the business using the data in an ethical way for the purpose in which it was shared,transparently,and held securely.Without that level of integrity,staff wont feel comfortable disclosing their data which means you wont be able to provide meaningful

215、insights.The future of HR:From flux to flow 26 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedP

216、art 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 3:Advancing analytics from insight to acti

217、on safelyWhat can we learn from the Pathfinders about advancing analytics from insight to action?Here are some reflections to consider in light of our Pathfinders insights:Think about how your people data flows in the context of wider organizational data to support decision-making.Is there an establ

218、ished relationship in the HR function between data and decision-making?How is your HR function integrating non-people data into its decisions?Does the HR function promote relational analytics,both internally and with the business units it serves?Are HR colleagues aware of what relational analytics i

219、s about and how they can be analyzed?Is the HR function clear where there are data gaps to support decision-making,and does it have a connected plan across the enterprise to address this shortfall?Can HR clearly articulate the value chain of using analytics in its decisions,and how HR data then info

220、rms the value chain of the wider organization?Does your HR function have the capabilities to maximize the analytics available to it,and is it investing in those skills internally?Similarly,is your HR function investing in the capabilities of others in the business to gather,challenge and interpret a

221、nalytics so it flows throughout operations?Considering trends does your HR function lead by example on this?Especially on ESG-related metrics like Inclusion,Diversity and Equity(IDE)?The future of HR:From flux to flow 27 2022 Copyright owned by one or more of the KPMG International entities.KPMG Int

222、ernational entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding t

223、o the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplaces “Of all the things Ive done,the most vital is coordinating th

224、e talents of those who work for us and pointing them towards a certain goal.”9Walt DisneyThe future of HR:From flux to flow 28 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summa

225、ryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusio

226、n:How to position for the unknownPart 4:Shopping for talent building talent marketplacesWhile matching people to jobs has long been the dominant way of operating,the fast-changing skills required in organizations,particularly around technology and automation,as well as a competitive labor market fil

227、led with skills shortages,means that it is becoming increasing necessary to rethink this approach.It is something we have discussed before at KPMG.A labor market unable to provide the skills ready-made for an employer requires a different approach.The organization is designed around the skills avail

228、able in the market,and the reskilling and development teams are central to realizing strategic objectives.To support a competitive labor market,it is also vital to give employees opportunities to move and grow within the organization.In a 2022 US-based KPMG survey,55percent of American workers somew

229、hat or strongly agreed that they are provided adequate,diverse career path opportunities into lateral and upward roles.Meanwhile,58 percent somewhat or strongly agreed that they have open access to learning paths for alternative career paths within their organization.10 While these results are both

230、over half of respondents,there is still a lot of room for HR to help build organizations in which people see a promising future.One way our Pathfinders are tackling both of these issues is focusing on matching skills to tasks via talent marketplaces.Talent marketplaces are comprehensive datasets of

231、your people and their unique capabilities,linked to an understanding of where those skills are needed across the organization and when.As Simon Ashley,Senior Vice-President for People&Culture,bp,told us:“Establishing an internal talent marketplace is a major undertaking.It means joining up,and conti

232、nually updating your job architecture and skills taxonomy,and your talent,performance and reward systems,using the right technology solution.It means customizing learning and development to align your workforce capabilities with the businesss current and future skills needs.”In our survey of HR lead

233、ers,46 percent reported that building a talent marketplace which allows for the matching of skills to tasks,as well as people to jobs,will be important to them in the next few years.Our Pathfinders are already on the way,with some in inspiring stages.They recognize the competitive advantage of getti

234、ng this right for both business growth and retaining talent.Biotechnology company Genentech is particularly advanced on its journey,with gathering employee skills data part of its everyday routine.We found insurance company Aegon undertaking a pilot in its IT function,tackling one complexity at a ti

235、me as it develops.Importantly,we found Aviva focusing on building skills in its people to be ready for the changing future demands on the business,which all feed into a future talent marketplace.Likewise,Tesco recognizes that what it demands of its people will change and it is uniquely taking people

236、 on this change journey and building greater agility and engagement in the process.While building a talent marketplace will not happen overnight,we think there are a few get-rights to realize the potential benefits such an approach can bring.Moving to a skills-first approach in how you resource your

237、 people,underpinned by data and analytics,and a culture nurtured towards sharing talent through a series of pilots(and learning from them)are all essential.It is what our Pathfinders can demonstrate.The future of HR:From flux to flow 29 2022 Copyright owned by one or more of the KPMG International e

238、ntities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplaces

239、Part 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 4:Shopping for talent building talent marketplacesAt Genentech,the need for flexibility and agility has led to a growing demand for an internal skills-b

240、ased talent marketplace.The company needs to fluidly assign people with the right skills to projects or gigs in a dynamic environment.To help achieve this,employees must regularly update their profile on the companys Human Capital Management(HCM)system,with their latest skills and capability data.Th

241、at effectively builds the database that is required for a talent marketplace.“Their HCM record provides everything a hirer needs to know,”explains Cori Davis,Chief People Officer.“So,its in everyones interest to keep their records refreshed.”When opportunities are advertised internally,a meaningful

242、conversation is encouraged between the candidates,their managers,and the hirer.“The aim is to ensure a sensible,manageable outcome that benefits everyone involved,”says Davis.Managers were initially skeptical about the system,so Genentech spent time piloting and experimenting with it.The result was

243、a decision matrix,which shows managers the highest priority work they are accountable for,and the scope to let a team member take on a role elsewhere in the firm.In-the-flow learning and development are also key to the model.“Now,managers can see how the whole business benefits if people can move ea

244、sily around the firm,to find the most meaningful and impactful work,”says Davis.As an additional benefit,when permanent vacancies open up,there is no need for internal staff to put in a CV,as the information is there.Of course,a thriving talent marketplace will likely have implications for other asp

245、ects of HR.For Genentech,the challenge going forward is to address the impact on compensation.Genentechs job evaluation framework has not yet evolved with its marketplace.“It remains jobs-based,so its not really set up for someone who might take on a number of internal gigs,”says Davis.The HR team i

246、s working to resolve this.They are looking at how to reward skills-based work,and how to benchmark the right levels of pay.They have also developed new policy guardrails for when a gig lasts long enough to be considered the employees actual role.Evolving with the talent marketplaceGenentechExpert vi

247、ew“It is clear that the idea of a talent marketplace is necessary to adapt to a world of work where static jobs are giving way to rapidly evolving tasks.But what looks like a nice idea has also presented challenges to the Pathfinders:how to balance holding a job with doing gigs;how to manage pay and

248、 reward in a fluid and atomized working environment;how to make sure that a lending manager and team can continue to deliver their work;and how to ensure learning in the flow of work to support the agility of the talent marketplace.The Pathfinders have not solved all these challenges,but,as we have

249、seen with Genentech and Aegon,it hasnt stopped them going down the path and experimenting.”Susie Quirk Partner in Charge,HR Advisory KPMG Australia The future of HR:From flux to flow 30 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no serv

250、ices to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose r

251、ealPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 4:Shopping for talent building talent marketplacesAegonAn IT pilot Aegon has its sights set on developing a talent marketplace and is starting with a pilot in its IT function.Pascal Ernst,Global Head HR

252、Digital Experience,says the pilot reflects a number of key business drivers.“One driver was employee development,as we saw from our engagement survey that our people indicated that they had a strong need for development and movement in the organization,”he says.Another is that there is also a need t

253、o develop and access strong and relevant skills in-house.Early efforts at building the IT talent marketplace show how vital skills data will be for this to be successful.“A big challenge for us will become,what is our system of record for skills?Yes,we will use AI,but it needs the right data to star

254、t the matching process.”A second challenge will likely be predictive workforce planning,with a third how to get lending or sharing of employees with in-demand skill sets right.“Why would you,as a manager,let somebody go when you have already very lean teams and budget constraints?For an employee,it

255、is more,If I go to a new manager,who will do my performance review,how will it impact my career?How will it impact my pay?”Ernsts key tip is that if you want your talent marketplace to be global,privacy will need to be a priority,as sharing information across GDPR and non-GDPR countries can get comp

256、lex.“You lose your employees support if you make one mistake with this.”AvivaBuilding skills for the future within At Aviva,Danny Harmer,Chief People Officer,says one of the biggest focuses for HR is building the right skills for the future while also building the right learning for existing employe

257、es to meet those needs.As part of this,the insurance organization set up Aviva University two years ago,which offers essential learning and an evolving suite of skills development courses.“Were also putting in place talent programs which are data based and skills based.At the same time,were asking,w

258、hat are the skills and capabilities that Aviva needs for the future?How do we develop people to have those?”Key to getting this right is really understanding from leaders the skills and capabilities they anticipate they will need.“In three years,call center teams might need to be able to build a cha

259、t bot,or manage a chat bot,or find a way of digitizing a process that they know our customers hate.”Aviva is very much leading the way when it comes to integrating its talent marketplace with its learning strategy and workforce-shaping activity.Its aim is to get the right people with the right skill

260、s on the right tasks,faster than its peers providing that much-needed competitive edge.The future of HR:From flux to flow 31 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summary

261、Part 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:

262、How to position for the unknownPart 4:Shopping for talent building talent marketplacesTescoGrowing a skilled and agile workforceFor supermarket Tesco,awareness that the workforce of the future is unlikely to match todays is prevalent.Emma Taylor,Chief People Officer,says in simple terms,it is about

263、anticipating the jobs,skills and talent requirements of the organization and working with business functions to achieve this insight and meet it.“Thats really broad for us,because we have a diverse range of job families across our workforce,”she says.These job families include store workers,supply c

264、hain operations,delivery teams,technology capabilities,back-office operations and much more.Understanding what the business will need will inform future talent attraction and retention.However,importantly,it can also drive the reskilling of existing colleagues to ensure adequate capabilities as need

265、s evolve.It is about HR and the business engaging in a bigger conversation about the existing workforce and how it needs to continue to develop.“By the very nature of the disruption and the shocks that weve had to the workforce in recent years,I think if we were sitting here with a strategic workfor

266、ce plan,we would constantly be rewriting it.So,its about how you infuse the spirit of workforce planning into the conversation versus it being a more traditional HR people-power plan.The only way you can achieve that is in partnership with the organization,”says Taylor.In addition to understanding t

267、he changing needs of business functions,part of what sets Tescos approach apart from others is how closely it is including its people in this evolution.It is encouraging people to try different roles,to learn in-person from others,and to embrace tailored online learning to expand their skills.An app

268、 has been created to help this process,which will enable colleagues to access opportunities to work in their store,and ultimately also in their local network of stores,alongside other fundamental aspects of the colleague experience.“We are moving from a traditional model of,I am employed to do this

269、job in this part of the operation,to colleagues being trained to do a variety of roles,with different skills.This means we have a colleague base that can also respond flexibly against the demands of the business or an individual business unit.”In one example of how Tesco is actively preparing for th

270、e future,it is providing interested employees with training in data and analytics a core capability now and into the future.Importantly,building such an agile and diverse workforce will not only help Tesco to be ready for changes such as new customer demands,changing market conditions,or evolving su

271、pply chain expectations,but it also helps employees feel increasingly engaged with and connected to the organization.“It reflects our focus on diversity and inclusion as well,and making sure that it is not just about having a representative workforce,but that we are able to benefit from having an ex

272、perience reflective of diverse experience and contribution,”says Taylor.The future of HR:From flux to flow 32 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Deliveri

273、ng strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position

274、 for the unknownPart 4:Shopping for talent building talent marketplacesWhat can we learn from the Pathfinders about building a talent marketplace?Here are some reflections to consider in light of our Pathfinders insights:A first step is to map the skills currently available in your organization ask

275、yourself whether it gives you what you need for the future.If not,you may need to recruit or build the skills internally as part of your people plan.Is there a clear view of who is where in the organization,and what they do?This is the foundation of your skills ontology a view of all the skills in y

276、our organization,where they sit,and with whom.Have you mapped your processes to achieve a talent marketplace?Is your HR function aligned to IT to help work out what technology is most suitable?Has your HR function considered the cultural challenges associated with this new way of working?Consider ho

277、w the talent marketplace will flow throughout the organization.Can you start with a pilot area,experiment,and learn and take in feedback?Do you have incentives for employees to keep their skills up to date?Do you have opportunities to build skills to meet the needs of the marketplace?How does perfor

278、mance management support the aims of a flexible talent marketplace?Is there a flow between the internal talent marketplace and the external labor market or recruiting?Does your HR function have a view on both,to support workforce shaping?AlbertsonsAttracting and retaining executives US-based superma

279、rket Albertsons had some very specific areas of the business in which it needed to build and scale quickly.To do this,Mike Theilmann,Chief Human Resources Officer,says Albertsons had to strategically focus on building its talent machine at the executive level.“We had to think about what is the profi

280、le of the talent we want to bring in to execute our Customers for Life strategy and achieve our business objectives?”he says.“Do we want to have people that have had depth of operating before?Do we want disrupters in certain places?Do we want people that are deep in,for example,grocery retail?It sta

281、rted with understanding and articulating that.”Theilmann says Albertsonss approach to attracting the best talent is to articulate the vision of the business and ensure they understand the resilience,agility and passion that are innate across the organization.“We want to hire at the upper level of ca

282、pability fewer,bigger,better.Give them the resources they need,connect the teams.Go fast and tie everything back to our strategy to keep them focused on top-tier performance for our business and a great experience for our customers,”he says.The future of HR:From flux to flow 33 2022 Copyright owned

283、by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shoppi

284、ng for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose real “Dont

285、 confuse progress with winning.”11Mary Barra,CEO,GMThe future of HR:From flux to flow 34 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart

286、 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart

287、5:Holding to the heading how to make purpose realOur survey results show that HR leaders believe culture,company values,and purpose are the most important elements of the EVP when it comes to attracting,developing and retaining talent.However,purpose in particular cannot simply be a nice company slo

288、gan,but must be completely integrated into how the business operates,how its people operate,and importantly,the employee experience.Increasingly,purpose is aligned to net-zero aspirations,and how employees can help in achieving this outcome an example of HR influencing the everyday flow of the organ

289、ization.Net-zero is understood as an aspiration to have on-balance,zero carbon emissions to reduce the impact of climate change by 2050 although some organizations are aiming for 2040.Ensuring the workforce contributes to ESG topics,including any commitments to net-zero and IDE targets,will be on th

290、e agenda in the next few years for 32percent of CHROs and their equivalents.Our Pathfinding HR functions are certainly representative of this percentage,as they know the value of organizations supporting ESG-related purpose,as well as their role in making this purpose real for employees.To what exte

291、nt are you reporting and actively engaging in the following ESG topics?Inclusion&diversity reporting78%Governance and leadership structure reporting57%Environmental impact reporting49%Culture reporting44%Social prosperity reporting25%Other3%The future of HR:From flux to flow 35 2022 Copyright owned

292、by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shoppi

293、ng for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 5:Holding to the heading how to make purpose realLiving and breathing a net-zero purpose is Tevva,with its HR

294、function building purpose into the employee experience right from the interview stage,all the way through to daily operations and leadership training.Kay Jarvis,HR Director,Tevva,says that when you join Tevva,“you become part of a team that wants to find a solution to the issues that we have at the

295、moment around commercial logistics delivery and the infrastructure of that.”At AIB,ESG is at the heart of purpose and in particular how the financial institution can support the environment with its net-zero strategy.This is not just about telling people that environmental sustainability matters,but

296、 rather it is creating a culture in which they come to that conclusion themselves,through learning and networks that support a better understanding.Pathfinders show how HR has a central role to play in terms of instilling net-zero-related purpose,ranging from training to policies,processes and rewar

297、d.As reaching net-zero increasingly matters to employees,stakeholders,the broader public,and of course the planet,HRs unique position as a connector between business strategy and people can bring net-zero into the flow of working life.There are several ways that HR can support organizations in their

298、 net-zero ambitions.Reflecting on the current state of your organization,which of the below do you believe are feasible to implement in the next one to three years?Encourage remote/hybrid working where possible70%Offer dedicated training and development52%Encourage your CEO and board to lead through

299、training and coaching support48%Embed net-zero ambitions in your companyvalues,principles and culture46%Support the creation of a dedicated net-zero strategy41%Design environmental and sustainability rewards36%Create a sustainability champions scheme32%Other2%The future of HR:From flux to flow 36 20

300、22 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action

301、safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 5:Holding to the heading how to make purpose realTevva lives and breathes its net-zero purp

302、ose,with HR at the forefront.Kay Jarvis,HR Director,says:“When we talk about our future diversification,we dont see ourselves stopping at trucks.We see ourselves going into the hearts of the customers to be able to help them to find better ways to package their materials,issue their materials,and fo

303、r the end customer to receive the goods all in a way that impacts humanity positively.”This purpose is made clear right from day one in a team members journey,informing how interviews are conducted,leaders are trained,and culture is created.“Youre actually scored at the interview stage around behavi

304、or assessment and alignment to our mission and our vision.Are you joining us because this is a job,or are you joining us because you want to sincerely be part of a team thats creating a solution for future generations that will inhabit this planet?That starts you off on a very different journey.”Whe

305、n it comes to learning and development,it is all about enhancing purpose,and investing in the idea that“every team member deserves to have a great manager.”Being a great manager at Tevva means being aligned to the purpose,inspiring others,having courage,being reliable,having empathy and tenacity,and

306、 also enjoying leading.“With every decision you make,you are encouraged to evidence how you use your values alignment in making that decision.If youve made a decision thats based on the values of the company,then you have the support that youve got to where you need to be the right way,”she says.Ano

307、ther part of Tevvas purpose is making sure that every team member,whether they are customer facing,back office,or in the factory,have equal access to flexible working arrangements.Jarvis explains that traditionally,if for example a team member in the factory wanted to see a family member in a sporti

308、ng match in work time,they would have to book in annual leave.However,by thinking more creatively and planning in similar ways that they plan for sick leave or attrition,Jarvis and her team see no reason why flexibility cannot be made possible at Tevva.At this stage,they are aiming to make around 20

309、 percent of time flexible for these teams.“Were aware the manufacturing and technology areas need to have people there.Of course.But thats not to say we cant disrupt that.It doesnt need to be the standard start time,standard finish time,standard break time.Why cant we build in a level of flexibility

310、 that allows understanding?We can make sure that weve got the budget and the cover correct but give the availability for people to apply more flexibility in those roles,”she says.Purpose from day one TevvaExpert view“HR is the gateway to an organization meeting its ESG commitments through its people

311、.The function has a guardian role in setting the tone of the business,articulating its purpose and values,and demonstrating those in how it engages with employees from the most strategic activity to the most administrative tasks.The policies,processes and projects in which HR has responsibility shap

312、es the culture of the organization,that is particularly evident in how the organization can realize its net-zero commitments.The Pathfinders we spoke to take a holistic approach matching formal policies and processes with informal interventions to deliver on public commitments on ESG.”Kate Holt Part

313、ner,People Consulting KPMG in the UK The future of HR:From flux to flow 37 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digit

314、al in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 5:Holding to t

315、he heading how to make purpose realAIBPurpose,people and products For AIB,the goal of HR is to help employees connect to this purpose by understanding the organizations ESG ambitions and how they bring that to life.David McCormack,Deputy Chief People Officer,says core to this is mandatory training t

316、o make sure everyone has the right foundations,but then it is much more about creating the culture and space for employees to truly adopt a sustainability lens in their day-to-day business operations and behaviors.“It isnt just our executive committee or board that drive and deliver our sustainabili

317、ty agenda,its our people,collectively,that bring it to life,”he says.Measuring if people are engaging with purpose isnt necessarily straightforward.McCormack says while AIB can track employee interest in related communications or surveys,the real measure is in their actions.For example,what sort of

318、response and reaction are customers giving to employees on their sustainability efforts?“If youre continually challenged as a HR function to come up with new ideas and to support evolution,then you know youre succeeding,”he says.StarbucksEnvironment,leadership and performance Starbucks has always ha

319、d a clear purpose to work together to create a positive impact in the world.The company is acutely aware that climate change will make it increasingly difficult to grow high-quality coffee.Therefore,it has committed to ultimately being resource-positive:giving back more than it takes from the planet

320、.In the medium-term,Starbucks aims to cut its carbon,water and waste footprints in half by 2030(compared to 2019).It has set out detailed plans to achieve this,putting the initial focus on five key strategies,including expanding its plant-based menu,shifting away from single-use packaging,rethinking

321、 farming activities and land-use,reducing waste,and innovating its stores and operations.In the companys own words:“By reducing carbon emissions and conserving water,we are contributing to a better planet,and bringing coffee to customers in a sustainable way.”The future of HR:From flux to flow 38 20

322、22 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action

323、safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 5:Holding to the heading how to make purpose realWhat can we learn from the Pathfinders abo

324、ut making purpose real?Here are some reflections to consider in light of our Pathfinders insights:How are the organizations public commitments being cascaded internally is HR pushing the message enough and bringing your people with you on the journey?Is your HR function clear on where it can support

325、 net-zero ambitions?Has it mapped all of the functions,processes and policies it owns and considered them in light of net-zero commitments?How is HR setting the example?What does net-zero look like from your first day as an employee to when you leave?How does HR supporting the back-office flow throu

326、gh to the front-office work of the organization when it comes to realizing net-zero?The future of HR:From flux to flow 39 2022 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPar

327、t 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building talent marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How

328、 to position for the unknownPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good “It is health that is real wealth and not pieces of gold and silver.”12Mahatma GandhiThe future of HR:From flux to flow 40 2022 Copyright owned by one or more of the KPMG

329、International entities.KPMG International entities provide no services to clients.All rights reserved.ForewordExecutive summaryPart 1:Delivering strategic flowPart 2:Being digital in thought,word and deedPart 3:Advancing analytics from insight to action safelyPart 4:Shopping for talent building tale

330、nt marketplacesPart 5:Holding to the heading how to make purpose realPart 6:Prioritizing wellbeing and feeling good Conclusion:How to position for the unknownPart 6:Prioritizing wellbeing and feeling goodIn our survey of HR leaders,we found that for 85percent,the mental health and wellbeing of their

331、 employees has become a bigger focus for their organization over the past two to three years.Looking ahead,improving the mental health and wellbeing of the workforce was expected to be a future focus of 53 percent of respondents.However,when it comes to having the capability to actually deliver on i

332、t,28 percent ranked it first suggesting room for improvement on this growing matter of importance.For our Pathfinders,this focus on wellbeing is happening right now.Out in front is Starbucks,where staff wellbeing has been a longstanding ethos,from offering shares to ensuring mental healthcare is par

333、t of its Employee Assistance Plan(EAP).We also found AIB building an internal network of wellbeing advocates across all corners of the business.Has the mental health and wellbeing of your employees become a bigger focus for your organization over the last two to three years?Focus has remainedthe same/NoYes85%12%3%Non-Pathfinders might have wellbeing initiatives;however,they may be disconnected and