1、Future of HR 2020: Which path are you taking? home.kpmg How HR organizations across the globe are shaping a workforce and people function fit for the future KPMG International The HR function is dealing with a range of questions: How can it prove its relevance within its organization and bring strat
2、egic value? How can HR design an employee experience that responds to evolving demands? And how can it utilize technology to truly understand the needs and motivations of employees? A particularly striking finding from our Future of HR 2020 survey in which over 1,300 HR executives from across the gl
3、obe participated 3 in 5 HR leaders believe that the HR function will rapidly become irrelevant if it doesnt modernize its approach to understanding and planning for the future needs of the workforce. In short, organizations of all shapes and sizes across the globe generally agree that the HR functio
4、n will cease to exist in its traditional form if it continues to operate or deliver in the same way. Foreword 2019 Global CEO Outlook 2 KPMG Connected Enterprise By Mark Spears Global Head of People on the other, those preferring to stick with the “tried and true.” But we quickly realized that, this
5、 year, the data has crystallized into something more definitive. No matter where theyre based, there is little doubt that HR functions are experiencing at least some level of adversity as they navigate through todays complex, ever-changing world. What is particularly interesting is how different HR
6、groups are choosing to address these challenges. As Mark Spears mentions in the Foreword, we found that Pathfinding HR organizations seem to show a pattern of addressing four discrete areas of priority and actions in this respect. These HR executives seem to be universally confident in the strategic
7、 value their HR functions provide to their organizations. Their attitude epitomizes US founding father Benjamin Franklins famous saying, “When youre finished changing, youre finished.” 1 2 3 4 When youre finished changing, youre finished Benjamin Franklin 4Future of HR 2020: Which path are you takin
8、g? 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Any one of these things may not be unique and certainly not a defense against digital and ec
9、onomic disruption. What is unique is how they seem to work together for Pathfinding HR organizations the four characteristics, in our view, mutually reinforce each other and are connected. This group is tackling them all, and we believe, this has an incredibly powerful and amplifying effect. How? Wh
10、at we mean is, for example, one could argue that experience design without analytical insight could lead to self-indulgence. Workforce shaping and analytical insight without a purpose-driven culture may become an exercise in dehumanizing scientific management. Workforce shaping without analytical in
11、sight may lead to a continuation of the current workforce structures and an inability to see the “disruption iceberg” that is dead ahead. Within this summary, we explore how these Pathfinding HR organizations are addressing their challenges and areas of focus and give our perspectives on why we feel
12、 they are charting a course toward a genuinely value-driving and connecting role in their organizations shaping a workforce and people function fit for the future. Robert Bolton Which path are you on? Pathfinding HR are the circa 10 percent of functions that our research suggests are value drivers i
13、n their organization and who have purposefully built capability in all four areas identified in this report in order to shape and prepare their workforce for the future. There are other “types” of HR functions uncovered in analysis. Broadly, these fall into two categories as we read the results: Sea
14、rching HR are those functions who are building capability in mainly one or two of the capabilities in our report. They make up about 80 percent of our sample, and chiefly, it is experience design followed by culture that are their prominent areas of focus. This, of course, begs the question: how are
15、 they preparing for digital disruption and building, with evidence, their workforce of the future? Disconnected HR are those who seem not to seek a strategic role for their function. They are administrative in nature and do not focus on any of the four identified capabilities. This may be appropriat
16、e in their organizational context, but we do not see this as a viable future for HR or a way to remain relevant. 5Future of HR 2020: Which path are you taking? 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which
17、the independent member firms of the KPMG network are affiliated. Key findings Breaking the cycle: How Pathfinding HR functions are cracking the data code through workforce insight Employees in the driving seat: The importance of employee experience by design Shaping the workforce is HRs defining cha
18、llenge Over half (56 percent) of HR respondents agree that preparing the workforce for Artificial Intelligence (AI) and related technologies will be the biggest challenge for the HR function. Three-quarters (76 percent) of Pathfinding HR organizations agree that HR needs actively to challenge the fu
19、ture workforce composition (who to buy, build, borrow, bot) in order to meet the future needs of their organizations. To manage the impact of AI (and related technologies) on the workforce, 2 in 3 (66 percent) HR executives are prioritizing upskilling of the workforce. For Pathfinding functions, its
20、 even higher close to 3 in 4 (74 percent). 40 percent of all respondents identify enhancing analytics capabilities as among the top three reasons for their organizations investment in HR technology. Pathfinding HR organizations highlighted HR analytics and HR automation (via Robotic Process Automati
21、on, or RPA) as their top two technology investment areas. 95 percent of respondents are prioritizing employee experience (EX) as a focus area, and Pathfinding HR organizations were almost 3x more likely to “strongly agree” that employee experience is a strategic priority for the entire organization.
22、 75 percent of Pathfinding HR organizations have a strategy in place to design an EX that mirrors and supports the customer experience. Almost half (46 percent) of Pathfinding HR organizations identify design thinking as a top skill required by the HR function to add value to their organizations. Th
23、is capability is used in the context of experience design efforts to address the “moments that matter” to different types of workers. Passing the “culture test” 61 percent of all respondents are in the process of changing their organizations culture to align with their organizations purpose. Pathfin
24、ding HR organizations were 6x more likely to “strongly agree” that they have a strategy in place to continuously monitor and maintain the right culture for their organizations. 71 percent of Pathfinding HR organizations “strongly agree” that their organization is playing a vital role in establishing
25、 the right culture, and 5x more “strongly agree” that they have dedicated roles in HR that focus on purpose and culture. Almost half (45 percent) of Pathfinding HR organizations ranked data modeler/scientist within their top three roles to invest in within the next 23 years; they are almost twice as
26、 likely to invest in this role compared to their peers. Pathfinding HR organizations are already investing in HR analytics and RPA, and 35 percent plan to experiment with new technologies like AI within 23 years. 6Future of HR 2020: Which path are you taking? 2019 KPMG International Cooperative (“KP
27、MG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Workforce shaping is HRs defining challenge 7Future of HR 2020: Which path are you taking? 2019 KPMG International Cooperative (“KPMG I
28、nternational”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. First, what do we mean by “workforce shaping?” Its taking a scenario-based approach to defining the required workforce in 58 years time. It
29、s understanding how digital disruption and AI will change the overall shape, size, composition, and skills in the workforce and how humans and machines will work together to drive business value and a high-performing workforce. The impact of the Fourth Industrial Revolution the term used to describe
30、 the convergence of AI, RPA, Machine Learning (ML), and cognitive platforms is forcing teams to shape their workforces to consist of all worker types, including permanent, gig, contingent, and machine. To use the 4Bs vernacular: buy, build, borrow, and bot. This Fourth Industrial Revolution has irre
31、versibly altered the genetic make-up of the modern workforce. Indeed, the Big Innovation Centre estimated that 65 percent of our jobs will not exist or will be done in totally new ways within 10 years.3 Three in five HR executives from our survey agree, as they did last year, that AI will eliminate
32、more jobs than it creates. Yet, the 2019 Global CEO Outlook, in contrast, confirmed again that CEOs continue to be more optimistic on the matter, with close to 70 percent expressing that AI will create more jobs than it eliminates. Regardless of what might happen, we must prepare for it, one way or
33、another. Over half (56 percent) of the respondents to our HR survey agree that preparing the workforce for AI and related technologies will be the biggest challenge for their function. And while most (87 percent) are prioritizing efforts around how to identify the future workforce composition (the 4
34、Bs) HR leaders still seem uncertain about the best approach to do that. Some organizations have started replacing the debatable certainties of supply and demand forecasting of traditional workforce planning with workforce shaping to deal with the impacts of automation and AI. Eugenio Soria, Vice Pre
35、sident of HR at Siemens Mexico and Central America a multinational conglomerate and the largest industrial manufacturing company in Europe is experiencing this first-hand in his organization: “We are implementing more and more automation in our administrative processes. We are at a very early stage,
36、 yet this is gaining momentum. I envision that, during the next five years, we will see a really big jump in the number of tasks that will be automated, and we need to be prepared for this shift. ” 3 Big Innovation Centre Did you know? We found that respondents that expect their organizations to inc
37、rease their reliance on contingent, temporary, and gig workers by 610 percent over the next 23 years are more likely to experience increased revenue growth year over year than those increasing reliance differently, in either direction. Note: Numbers may not add up to 100 percent due to rounding Agre
38、e Neutral Disagree Figure 1: Preparing the workforce for AI is HRs biggest challenge. 22% 21% 56% 8Future of HR 2020: Which path are you taking? 2019 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent
39、 member firms of the KPMG network are affiliated. Committing to workforce shaping The importance of using workforce shaping to break down and rethink traditional roles is largely understood by HR functions across the globe. For example, Kristie Keast, Chief People Officer at steel-maker BlueScope, c
40、onfirms that the transformation is in full swing within her business and that it is a normal outcome of constantly challenging the status quo to do things better. “We are currently grappling with what the industrial revolution 4.0 means in terms of the displacement of the workforce, and the workforc
41、e planning we need to implement around this,” she says. “While the automation of processes such as crane machinery within BlueScope has given us the opportunity to bring down costs and improve productivity, we do need to take into account the potential for the displacement of workforce or jobs. Work
42、force shaping is central to this aim, in order to accommodate new roles that might become apparent, and enabling employees to move seamlessly between vocations wherever possible,” says Keast. To meet the future needs of their organizations, HR needs to actively challenge who or what carries out the
43、majority of traditional tasks. Ninety percent of Pathfinding HR organizations cite that identifying the future workforce composition is a strategic priority, and approximately 80 percent believe they are largely prepared to do so. However, over half of their counterparts report they are either not p
44、articularly, or not at all, prepared. “Workforce shaping is not a case of doing traditional workforce planning harder and faster. In fact, workforce planning still has a role to play in many organizations. But from discussions with clients who are at the forefront of digital disruption, we find that
45、 workforce shaping should generally come first. It frames the more operational decisions and creates the context for action. It is, many clients argue, a new discipline for HR,” elaborates Paul Lipinski, Principal and Head of Human Capital Advisory at KPMG in the US. Where does upskilling fit into t
46、he equation? And how much? When we undertook a workforce shaping engagement at a global insurance company, it became clear that the quality of the outcomes was dependent on understanding a range of strategic choices with which the business was confronted. These choices had unique implications for no
47、t only the shape and size of the workforce but also the skills that would be required to execute successfully. One scenario, for example, emphasized digital and design thinking skills, but another emphasized supply chain and strategic supplier management skills. Alongside the need to understand full
48、y the make-up and size of the future workforce, theres a critical need to understand how to upskill the current workforce (and how much of it) to meet those future needs. Note: Numbers may not add up to 100 percent due to rounding Figure 2: Most HR functions are not prepared to identify the future w
49、orkforce composition. 21% 80% Pathfi nding HRCounterparts Prepared Not prepared 56% 44% Quick case study A workforce shaping analysis enabled a global UK bank to identify that it needed to change its ratio of employees- to-contingent workers from 60:40 to 40:60, followed by a workforce reduction by 30 percent by the middle of the next decade. The key reasons are the evolving structure of the financial services industry and its impact on the value chain. Workforce shaping is not a case of doing traditional workforce pl
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