HR Predictions

for 2023

the

company

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 1

All rights reserved. Not for distribution. Licensed material.
T he year 2023 will be a year of transition as
or the or force and
three ears of the andemic
.
hile dealing
e have come through
ith su
e rede ne

l chain
are good cases in oint. raditional auto manufacturers are
reali ing the
ne
electrical vehicle mar et re uires entirel
s ills and business models and therefore also re uires a
issues in ation h brid or and continued economic gro th. di erent talent strateg . nerg com anies li e hevron are
At this turning oint e have ended ears of near ero considering their roles in ba er o er distribution h drogen
interest rates and no face a slo do n in both the econom and ne energ tech—driving them to rethin their or force
and in consumer s ending. And eo le—our or ers and lans as ell. his theme ill manifest ever here ushing
em lo ees—remain over or ed tired and read for change. com anies to get much smarter about their s ills.

s and s are going to ush to maintain and gro s and em lo ee facing teams must consider that these
ro ts focus on cash and nancial sustainabilit and search ressures ill ta e lace in a or force that is uite ta ed
for ne ostures for gro th. his means carefull lacing out. itness the ne productivity paranoia the disconnect
bets on the ne green energ sustainable econom and bet een em lo ee and em lo er erce tion of roductivit
reallocating resources and s ills to this area. among business leaders hile of em lo ees feel highl
roductive at or onl of leaders agree. n e
hin for e am le about the massive gro th in the
must in ect energ and enthusiasm into the or force. e see
semiconductor industr . the largest global foundr
a ne movement of eo le sustainabilit hich ou ll read
has no been able to build three nanometer circuits
about in this re ort.
one nanometer is about t o atoms . et hile most . .
manufacturers e.g. ntel A and others are lanning to ta e m lo ees on the other hand are more em o ered and vocal
advantage of the trillion and cience Act the do than ever. ob mobilit is at an all time high. his situation has
not have the engineers or roduction or ers to e ecute on it. forced nearl ever com an to build an em lo ee e erience
Almost ever com an e tal ith is in the same situation. team to identif the ourne s and e eriences that ma e

A focus on bold ne roducts and services ill rede ne the em lo ees ha . an of America s ne Academ 6
for

coming ear. n November the chatbot shoc ed e am le started as a develo ment rogram and has no

the orld ith its abilit to t eet blog rite oetr and essa s evolved into an entire em lo ee e erience strateg to drive

and create its o n com uter rograms. 2

ven oogle the most roductivit engagement retention and gro th. an of

ro table com an in tech is orried about hat to do ne t. 3 America b the a is an irresistible organi ation.

e are stud ing these transformations in detail. ur lobal om anies have bul ed u on tech solutions and ne
or force ntelligence ro ect research shows how la orms li e the em lo ee e erience la orms and talent
healthcare and ban ing are transforming into digital enabled mar et laces are gro ing signi cantl . he average number
industries com eting ith retailers a ment com anies and more. of a s increased b in large com anies.9

onsider Ama on s and almart s ourne s into healthcare and es ite these e orts it s still hard to hire—and ee ect this
nancial services res ectivel . hese are t o e am les of large challenge to continue. han s to h brid or it s easier than
organi ations ho ing across traditional industries disru ting ever to change obs. oughl a third of . . or ers changed
incumbents ith their ambition. nerg and auto industries obs this last ear and this level of mobilit ill continue.

amsung egins hi roduction sing nm rocess echnolog ith AA Hybrid Work Is Just Work. Are We Doing It Wrong? or rend nde ecial e ort
Architecture,” amsung Ne sroom une . or lab icroso .com e tember .
o ers the Ne t eneration of A s enA arch . 6 Career Building at a Great Company: The Academy of Bank of America osh ersin he osh
ersin om an .
oogle aces a erious hreat rom hat arm lson and loomberg The
Washington Post, ecember . Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organization,
osh ersin dea ress .
he lobal or force ntelligence ro ect .
echnolog hat s ot. hat s Not osh ersin oshbersin.com ecember .
9 Businesses at Work 2022 Report, ta .
ureau of Labor tatistics L database.

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 ore than of eo le ho changed obs last ear also and global customer needs. m ortantl the dimensions of
changed industries indicating an un recedented level of diversit ee e anding.
mobilit in the or force. his means com anies must tri le
oda diversit refers to nationalit gender man genders
their e orts to create internal mobilit gro th o ortunities
age ve generations language cognitive s ills race and
and career develo ment for their eo le. ther ise sta ill
more. As a result s and s face an ever gro ing
ust dri out the door.
need to build organi ations that are as diverse as customers
and the or force as a hole. he rocess is held bac b
Predictions 2023 education ine ualities racism and all sorts of old ideas but
the bo om line is sim le the or force is diversif ing ra idl
his re ort resents the ma or trends that all leaders and and e as com anies must continue to do the same.
rofessionals need to ee in mind as the ear rogresses.
nterestingl in conversations ith ing illem Ale ander of
the Netherlands e discovered his countr is decades behind

1 the . . in acce ting diversit . e said that the have not had
a civil rights movement a rmative action or an similar social
revolutions. an other countries have ust as much or to
do in this area.
A new, multifaceted workforce—
Aging Is Now a Business Reality
diverse, aging, and scarce—will emerge.
he or force is ge ng older. here are t o reasons for this
efore e get into business and human ca ital issues it s
increasing longevit cou led ith a ver lo fertilit rate.
im ortant to loo at demogra hics. hree big or force trends
eo le are living longer and our energ and vitalit lasts ell
ill sha e our com anies diversit longevit and scarcit .
into our eighties and nineties. his means our entire de nition
of career or and obs must change.
Diversity Is Expanding
Ne diversit issues loom large. n the nited tates the an ou imagine a com an ith ve generations or ing
nation s labor force is hite lac Asian together oung em lo ees in their t enties are loo ing for
iracial and Native American. eo le of is anic or Latino ne relationshi s career guidance constant communication
ethnicit ho ma be of an race re resented of the and e citement. arl families need e ibilit for childcare and
or force. omen no ma e u of the or force and child activities. iddle aged or ers strive for gro th and
this ercentage gro s ever ear. e erts estimate romotion and ant to im rove their standards of living. And
that the hite o ulation ill no longer be the ma orit older or ers ant ur ose meaning and or that ts their
ith is anics and Asians gro ing the fastest. older e es hands and bodies. e also can t forget elder care
bene ts this is one of the fastest gro ing add ons to our
o leverage this multifaceted or force com anies must
com lete bene ts rogram.
understand the business need for diversit . As our iversit
uit and nclusion research oints out diverse As our boo Irresistible15 oints out, this creates a uite
teams out erform their eers. he roduce be er ideas di erent ind of organi ation. t s time to get serious
the a ract stronger s ills and the be er understand diverse about reverse mentoring oung or ers mentoring older

he reat A rition is ma ing it harder. Are ou searching the right talent ools ” Aaron Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organization,
e met onnie o ling r an ancoc and ill chaninger c inse om an osh ersin dea ress .
ul .
ncredible iversit in the or lace tatistics acts ou Need to no ,”
lsie os am i ia.com ul .
he uture or force ore iverse than ver AA .org.
Elevating Equity: The Real Story of Diversity and Inclusion, osh ersin and athi nderes
h he osh ersin om an .

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ones art time careers for older or ers ob sharing and he nited tates hich admits close to a million immigrants
accommodations for aging e es bac s and hands. hese are er ear has an advantage. ountries li e hina and a an
not ust nice things to do the re essential if ou ant our ith lo er immigration rates are handcu ed b this challenge.
com an to gro .
ost recentl e have e erienced a lo unem lo ment
And remember that age is one of the most subtle dimensions rate reaching a lo of . during cou led ith high
of diversit . Are ou a com an that s biased to ard outh t in ation strong economic gro th and e tremel high rates of
as ar uc erberg ho famousl said all oung eo le are turnover. ost com anies e tal ith tell us their turnover
smarter. r are ou the o osite a com an that thin s oung es eciall earl career or ers is u lingl high. ne of the
eo le don t no enough et oth can get ou into trouble. orld s leading investment ban s told us it is no seeing double
digit turnover hen their turnover as belo for a decade.
Worker Scarcity Is Increasing his tells us or ers are in charge. And that leads us to our
he third demogra hic challenge is hat e call the demogra hic
biggest trend for the ear ahead rede ning ho ou a ract
drought. he si e of the or force is shrin ing. onsider the
retain develo and em lo our eo le. And to do all of that
follo ing data. he fertilit rate to ee the o ulation constant
ou need to thin about obs and careers in a di erent a .
is . t o children for ever famil . n igure belo e sho
the current fertilit rates in the most develo ed countries.

he or ing o ulation in ever develo ed econom is 2

starting to ea . orld an data sho s that total o ulation
in the highl develo ed countries ill ea around
a er hich onl countries in Africa, ndonesia and ndia ill
continue to gro . his means that immigration a to ic man
Jobs and careers will be redefined by
countries nd oliticall di cult ill be the onl a for the convergence of industries.
economies to e and. As e discovered in the lobal or force ntelligence
ro ect virtuall ever industr has moved be ond digital

Figure 1: ertilit ates in

India
China
United States
United Kingdom
CO UNT R Y

Germany
Russia
Canada
Finland
Japan

0.5 1.0 1.5 2.0 2.5

LIVE BIRTHS P ER WOMAN
Source: World Population Prospects 2022, un.org

nem lo ment ate ell o . n e tember As Labor ar et Added obs,”

onathan onciano orbes ecember .

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 4

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transformation to ad acent industries and business models. em lo ment models and ob families than their lagging eers.
And this creates a massive need for ne s ills ne ob titles What this means is that the job architecture and structure of your
and ne organi ations all of hich means e ve entered an business must adapt.
even more brutal ar for talent.
t also oints out that no com an can hire their a
elo is a brief loo b industr see igure auto to gro th an more. Not onl are there fe er or ers to
manufacturers are building electric vehicles ba eries and choose from but also the high demand s ills are in short
o er distribution net or s. il and chemical com anies are su l . or e am le e nd healthcare com anies are
ge ng into h drogen and energ s stems. etailers are dramaticall limited b a lac of clinical or ers and ban s
ge ng into healthcare services. And ever industr is starting are being held bac b dated and tech s ills. No amount of
to get into a ment rocessing loans and ultimatel recruiting ill ll the ga of . million clinical sta needed
im acting ban ing. b . om anies must recruit retain res ill and redesign
simultaneousl creating a ne o erating model e call
he lobal or force ntelligence ro ect our
s stemic eo le solutions.
industr research grou studies these trends industr b
industr . n each industr e loo at all the trending ob titles han s to the andemic and h brid or com anies have
trending s ills ob clusters and career ath a s. And hat moved from recruit based on e erience to recruit based on
e are nding is ver consistent. n healthcare and ban ing s ills. his re uires em lo ers to understand both the s ills
the advanced or high erforming com anies e call them the have and the s ills the need so the can create career
the railbla ers have vastl di erent ob titles s ills ro les ath a s to ll these critical ositions. rovidence ealth is

Figure 2: ransformation to onvergence in ndustries

Retail Healthcare Banking Telco Media Autos Energy

Stores Care Branches Infrastructure Talent Design Sourcing

Logistics Nursing Products Network Creators Manufacture Exploration
Food Physician Sales Management Production Source Production
Service Facilities Mortgage Service Movies Supply Chain Refining
Deli Emergency Risk Technology Social Media Engineering Distribution
Pharmacy Research Analytics Call Center Subscription Service Environment
Promotions Insurance Service Design Publishing Dealers Safety
Membership Safety Research

Last Mile Informatics FinTech Media Social EVs Batteries

Distribution Pla orms

Pharmacy Creator So ware

Telemedicine Crypto Publishing Solar, Electric
Healthcare Economy Engineering

Financial Energy
IT Cybersecurity Insurance 5G Metaverse Semiconductors
Services Systems

Omni Business Product Data

Consulting Distribution Mining
Channel Operations Management Services

Source: The Josh Bersin Company, 2022

he lobal or force ntelligence ro ect .

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 5

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 or ing ith Ama on for e am le to train sur lus arehouse n most com anies toda em lo ees have man roles and
or ers to enter the nursing rofession. or on man ro ects. ach of these t es of or re uires
ca abilities and s ills. Capabilities are the business orded
e believe this trend ill continue regardless of the state of
de nitions of hat drives success hile skills are the granular
the econom . ur research sho s that ever industr
areas of e ertise that eo le need to erform ell.
is mor hing into something ne creating the need for ne
ob roles s ills careers and em lo ment models. his is n the com etenc model era e selected com etencies
hat forced ord to s lit o its business from the internal from a boo or rote them do n and matched them each to
combustion engine business. he t o have fundamentall a job. oda these formal matches are changing all the time.
di erent ob roles s ills talent models and cultures. or e am le the s ills needed in so are engineering seem
to change ever fe months. hus e need to remember
that e are no dealing ith tens to hundreds of thousands

3 of s ills each of
technolog and the
hich might trend u or do n based on
or force.

A s ills based organi ation is using this data to focus on

s eci c business roblems hom to hire hom to romote
Every company will get serious and
ho to develo eo le for increased erformance and hom
pragmatic about skills. to consider for an internal osition. an com anies are no
ills and s ills based strategies are N a re lacement for the
a ing for s ills encouraging em lo ees to gure out hat
com etenc models e built in the s and s. his is
s ills are in demand and go out and build them.
something com letel di erent so it arrants a di erent a roach.
his ne d namic a of managing eo le is di erent from
irst com anies are becoming a er more team and
com etenc management. And in this ill become
ro ect oriented and more focused on internal mobilit .
clearer to com anies as the technolog mar et starts to
he formal relationshi bet een the erson and the ob
consolidate. everal things e no right no
is ea ening. onsider this icture belo see igure .

Figure 3: nderstanding obs oles ills and a abilities

Job Role i ities i s

A Role
oals
Activities
A Job ro ects
ob itle eams
ob amil ut uts
escri tion
oals A Role
Level oals
a Activities
ro ects
eams
ut uts

In the HRMS In the Work n er d se Under the Hood

Source: The Josh Bersin Company, 2022

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 6

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 ills ro ects should focus on an agenda increasing and re ning our collaboration and or s ace tools to
erformance revitali ing a business to move in a ne a accommodate hoteling or ers and art time o ce holders.
or transforming a business to move into a ne area. ust reating be er models for team or team erformance
doing a s ills ta onom is not an e ective a to roceed. management team alignment and multifunctional
eams should focus on ca abilities rst s ills second. teams. m lo ees in h brid or teams o erate in an
m lo ees should understand the ma or business agile a so the o en have multi le bosses multi le
ca abilities the need and dive into s eci c s ills as team ro ects and multi le assignments in arallel.
needed. ead our research on a abilit Academies itness A uccess actors entirel ne s stem for
featuring an of America Novartis eme and d namic teams.
ra ein for more.
mbracing a ne generation of and or lace
ills clusters need o ners and these are not eo le in technolog for scheduling or lace o timi ation real
. f ou re a ban ou ant to accelerate our customer estate lanning resence a areness mobile video and
e erience and digital o erings and ou need a digital similar roductivit tools that e believe e tends the
roduct o ner to atch over the digital s ills ou need. em lo ee e erience into the or lace e erience.
i o sales mar eting nance and of course . ur erviceNo icroso and others are investing heavil
lobal a abilit ro ect is designed to do this. here.
ills data is being collected and used in man s stems.
ltimatel ho ever h brid or re uires a focus on culture.
As e discuss further on in ou ll see s ills
irst managers and team leaders must learn to be comfortable
s stems in the la orm the recruitment tools the
ith remote disconnected teams and learn ho to lead them
talent mar et lace tools the L tools and even the
listen to them and hel them. econd senior leaders must
em lo ee e erience s stems. ver vendor no has its
trust that the invisible or ers are reall in fact or ing.
o n s ills database so ou need to gure out hat data
ill go here. here is no single lace for this et. brid or has highlighted other critical issues o remote
eo le feel included s there a rivilege to come to the
o ce or not come to the o ce hat meetings can be

4 s i
fa
ed and hat meetings
or er lives in a lo
arrant a face to face session
cost of living state ill the be
aid less o do remote or ers develo a sense of
s chological safet so the can s ea u hen the re not
Employee experience will be put to the in the o ce ndeed h brid or has a lot of im ortant
test by hybrid work. uestions to address see igure on the ne t age
As eo le come bac to the o ce most com anies are tr ing
om anies need to a l design thin ing and e erience
to build a ne h brid or strateg . he real trend is to ard
design a roaches to h brid or roblems. e o er our
three im ortant things
research based The Big Reset Playbook: Hybrid Work20 and
ede ning hat the or lace reall is teaching managers com lete learning rogram in the osh ersin Academ to hel
and em lo ees ho and hen to come into the ne o ce ou build this strateg .

Capability Academies: A New Approach for Critical Skills Development, osh ersin and Nehal ntroducing the ne module of A uccess actors in namic eams iale
Nangia he osh ersin om an . ang A ommunit November .
20 The Big Reset Playbook: Hybrid Work, osh ersin athi nderes h and anet ertens
he osh ersin om an .

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Figure 4: i rinci les of brid or

Principle e estions o ddress

Define your hybrid or strategy hat do our customers need

utline ho h brid or ts into our mission vision and culture hat is our leadershi model
and de ne a strateg hiloso h . o do e retain culture in h brid

2. Create a measurement system. hat are e o timi ing for

e ne success criteria and outcomes for business eo le and o do e no if e get there o ill e listen to em lo ees
innovation measures so ou can sta on trac . hat measures and metrics do e need

perate in cross functional teams o do e engage senior leaders in the rocess

acilitate design in cross com an collaboration bet een ho are the e erts to consult
and more. o do e engage facilities safet legal and management
together

4. Codesign with employees. o do e get in ut on em lo ee needs

nvolve em lo ees in the design and im lementation listen and learn o can e listen and involve them
from them. he are the customers of h brid or . ho are the ersonas and hat are their ourne s

onsider the entire E hat do e ant the ne realit to loo li e

brid or is about the or itself teaming roductive or lace hat or rocesses rograms olicies and tools do e need
design eo le rocesses learning leadershi and culture. o do e create the for roductivit erformance
engagement and ellbeing

Iterate and continuously improve here can e tr on a smaller scale

eriment iterate learn hat or s and hat needs to im rove o ill e get in ut
then measure and e and. here can ee and

Source: The Josh Bersin Company, 2021

ather than mandate da s in the o ce e urge com anies And there s more. A lets or ers share obs ou or
to build a set of tools and guidelines for h brid or . onda and uesda or ednesda through rida
Ne research from the our a or nstitute22 is also etLife and eagate encourage gig or inside the com an
discovering that eo le ho or fe er hours are o en more ntuit rovides on demand internal coaching.
roductive. As a result e all must res ect that or at home
once considered an o ortunit to goof o ma be one of inall ma e sure our frontline or ers are included. etail
the most roductive a s eo le ant to or . Listen to m sales eo le teachers baristas nurses harmacists drivers
odcast o roductivit reates ur ose 23
for more details. manufacturing or ers also need autonom and e ibilit

a or ee rings No Loss of roductivit om anies in eriment a enn

ross The New York Times, e tember .
22 he ilot results are here ” a ee .com.
23 o roductivit reates ur ose And he our a or ee odcast osh
ersin oshbersin.com ecember .

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in their lives. Learn more about this to ic in The Big Reset Also a ne breed of social sustainabilit issues have emerged
Playbook: Deskless Workers. including such to ics as contractor health and safet
nondiscrimination o en veiled as child rotection right of
collective bargaining freedom from se ual harassment and the

5 rights of em lo ees to rest and have leave for their ersonal needs.

People Sustainability: A New Concept

All these to ics each of hich fall into traditional areas li e
Organizations will move beyond bene ts health and safet or em lo ee e erience cluster
employee experience and focus on together around the conce t of eo le sustainabilit . o ut it
“people sustainability.” sim l as en amin atland of eine en oints out o do e
hroughout the last decade de artments have been iling remove human ca ital ris s at all levels e ectivel unleashing
on ellbeing rograms coaching education and services. em lo ee human energ innovation service and gro th
he lobal ellness nstitute estimates that the cor orate
At eine en the human rights olic see igure is
ellbeing mar et is over billion and is e ected to gro
o ned b a senior leader ho re orts to the and
at double digit rates. And this trend has created ne industries
rogrammatic solutions li e safet a e uit and career
in online coaching on demand counseling tness and e ercise
gro th reside in the talent function. hether ou build a
a s and A enabled training education and nancial su ort.
se arate organi ation uro ean com anies are being as ed to
Additionall com anies must address nancial ellbeing. do this because of regulations or use this to get alignment
hile e no hat mental and h sical ellbeing ailments this idea is ic ing u s eed.
loo li e e don t see the invisible roblem of eo le
here is a never ending stream of good ideas to romote
orr ing about their mortgage or rent a ments scratching
fairness e uit belonging and ellbeing at or but e need
to nd mone for bus and trans ortation and oor diet or
to thin about all these rograms as long term investments
education from lo ages.
and ra them all u together into long term sustainabilit .

Figure 5: eine en s uman ights olic

ur uman Rights Policy Standards

Freedom of association
No harassment and
Health and Safety ondiscrimination hild protection and the right to
violence
collective bargaining

Respect for
o forced labour Rest and leisure Fair ages and income Access to ater human rights in
high ris contexts

Source: Heineken, 2022

The Big Reset Playbook: Deskless Workers, osh ersin athi nderes h and Nehal
Nangia he osh ersin om an .
2021 Global Wellness Economy: Looking Beyond COVID, lobal ellness nstitute .

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 iven the m riad labor and talent ris s com anies have toda gro and e ect roductivit to increase. an rms tech
this is a de nitive trend e ill see in . com anies in articular gre so fast the lost roductivit in
the rocess. No is the time for leaders to be more deliberate
hat ill reall change e ill move be ond eo le as a
careful and strategic in their hiring.
source of innovation and gro th to thin about eo le and
or ers as a core asset and infrastructure in our com an . Listening Is Key
om anies li e eine en isco and Libert utual no loo Another e to leadershi in is listening also called
at eo le sustainabilit as a strateg for investment social feedbac . na orld here h brid or ractices are not
res onsibilit gro th and ris reduction. clear e must let em lo ees tell us hat the believe ill
im rove roductivit . ver ne idea for ob redesign team
erformance or ne or rocesses is most li el to come

6 from a assionate
res onse to the
ell intended em lo ee. oeing in
crisis has revitali ed its listening strateg
from to to bo om encouraging all leaders to listen tal
about the tough to ics and res ond.
Every company will need to revisit its
leadership model. Leadershi is also inse arabl lin ed ith culture. Leaders
set the tone for behaviors riorities and values. herefore
uch of hat e reached about leadershi ten ears ago
e must build a leadershi frame or that embraces and
has changed. As our boo Irresistible26 discusses the more
reinforces our culture. A er stud ing culture for t o ears e
successful com anies no o erate in teams not hierarchies.
no there are man elements to consider. ee igure on
he focus on or not obs. And these com anies o erate
the ne t age to see all the elements and dimensions of our
in a a er al a s on or e erience that can ha en
ulture rame or .
an here. he nursing manager ho leads nurses
in a hos ital is more li e the management model in man idel admired com anies li e eutsche ele om and
com anies. Leaders don t manage or direct eo le ver are no focusing their em lo ee e erience be ond
much an more the em o er train su ort align and o en moments that ma er and focusing on creating a culture of
evaluate and move eo le around. trust— one of the most high value riorities in our m lo ee
erience research.
he osh ersin om an is in the middle of a substantial loo
at leadershi models and the earl results are ins iring. hile
s are focused on roductivit erformance management
is a hot to ic again leadershi models are focused on care
ins iration em ath and e ibilit . e thin man com anies
7
learned a big lesson from the andemic

If you take care of your people, they will take care of you. New models of performance
management will take hold.
n e ill need to learn to balance the ne orld iven that the econom is slo ing erformance management
of em athetic e ible leadershi ith the need for ever is a hot to ic for com anies again. Not onl do com anies
increasing levels of roductivit . uring the last economic ant to im rove roductivit but also the re discussing
c cle e found out that com anies cannot ust hire to la o s and or force reductions hen their revenues

26 Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organization, The Big Reset Playbook: Organizational Culture and Performance, osh ersin athi nderes
osh ersin dea ress . h tella oannidou anet ertens and Nehal Nangia he osh ersin om an
.
The Definitive Guide: Employee Experience, osh ersin and athi nderes h he osh
ersin om an .

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 10

All rights reserved. Not for distribution. Licensed material.
Figure 6: he ulture rame or

Growth Mindset Purpose ommunication Support ollaboration Appreciation Wellbeing

reating challenges Aligning mission a ing multi le ultivating a sense enerating ormall raising Leveraging the right
as o ortunities for vision and values communication of mutual o ortunities and em lo ee ellbeing strategies
gro th ath a s and understanding and removing barriers contributions
channels available trust

ering timel roviding e ibilit ostering trans arent uilding habits and ostering agile ering com ensation ultivating a strong
and ersonali ed in the or lace authentic and routines around teams and re ards that sense of belonging
learning honest leadershi hel ing others are meaningful to
o ortunities communication em lo ee lives

uilding diverse ncouraging ncouraging eo le raining managers a ing multi le sing fair and rioriti ing h sical
and inclusive value driven to share stories and leaders as collaboration and e uitable and s chological
or laces leadershi models information and coaches cocreation tools com ensation safet
e eriences available ractices
Source: The Josh Bersin Company, 2022

slo . o do ou ma e these decisions in conte t ith the s stem that lets com anies manage erformance among
erformance rocess matri teams hierarchical teams and individual contributors.
icroso iva oals an ac uisition is bringing based
uring the andemic most com an leaders told us the
goal management right into the icroso eams or s ace.
rela ed or sto ed the annual a raisal rimaril to save
And vendors li e ive La ce ultureAm e er or s
time and give eo le more e ibilit to ada t. No e nd
or ango and others are gro ing again. or da is also or ing
man com anies embracing s ob ectives and e results
on a ne team based goal management s stem. And em lo ee
more formal chec in rocesses and ne tools that let team
feedbac s stems li e erce t lint art of icroso and
leaders manage erformance in the o of or .
others also added erformance management features.

At ntuit erformance management is a core business rocess

erformance management a roaches must su ort current
that su orts the com an s mission and vision. At the core
management models and ith toda s focus on roductivit
of ntuit s erformance management hiloso h is our mission
individualit and trust a ne generation of hiloso hies and
to deliver great roducts and services to our customers. e
su orting tools have emerged see igure on the ne t age .
no that ill fuel success for the organi ation said umera
hahid ice resident of alent evelo ment at ntuit. he And something more rofound is starting to ha en. f
com an uses s and the erformance management ou im lement a talent mar et lace li e loat uel
rocess has been e to accom lishing the ne vision to or da or igh old A ou ill start to facilitate agile or
o erate as a la orm com an ith assorted brands under ob sharing internal mobilit and gig or in a ne la orm.
a single unif ing la orm. oal se ng from the ver to here do the goals feedbac and ro ect revie s from this
became the vehicle to create alignment.29 ind of activit reside endors li e uel hich is rimaril
a career management and talent mar et lace la orm have
ver ma or tech com an is reinvesting in this categor . A
added erformance management. As a result this hole
uccess actors hich ioneered cascading goal so are in the
tech functionalit area ma move from lace to lace.
earl s has introduced a team management based

29 Managing Performance in the New Reality: Goals Matter More Than Ever, osh ersin and
athi nderes h he osh ersin om an

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Figure 7: he volution of anagement odels

The Industrial ierarchical ollaborative Company as a Empathy, Trust,

orporation Leadership Management Network Resilience ro th

ro t ro th ustomer ervice ission ur ose iti enshi rust

erational cienc
inancial ngineering m lo ees as Leaders ustainabilit ro th Learning

ndustrial Age eo le anagement b ervant Leadershi roductivit ellness

m o er the eam
as or ers b ective or ogether es onsibilit

Andre arnegie ac elch o ard chul Ne li oogle nilever eri on

enr ord eter ruc er teve obs aceboo Ama on atagonia hole oods

he eams and eam he ndividual

he or oration is ing he ecutives are ing he eo le are ing s
Leaders are ings ommunit and amil

0s 0s 0s 0s Today Pos nde ic

Source: The Josh Bersin Company, 2021

As e ve tal ed about in our research for ears there is no n this fren ill continue. ur ne research on a
best model for im lementing erformance management. ur e uit sho s that more than a uarter of all com anies are
research sho s that high erforming com anies hold eo le no or ing on a e uit solutions and that s a good thing.
accountable but the focus on erformance enablement not ur a uit research30 nds that or ers are six times
ust ear end revie s. And the build a rocess and s stem more impacted by pay equity than they are by level of pay. n
that is continuous not ust e isodic. other ords if ou ant to ro erl allocate budgets the
dis arities in a before ou give ever one a raise. an ne
n it s time to revisit this rocess and ma e sure that gro th
vendors rusaic ndio a scale alar .com can hel here.
e cienc and user centered design are included. all us if ou
need an hel e ve done hundreds of case studies and ill be his is not a one time intervention. n it s im ortant
revisiting our erformance management research this ear. to revisit a ractices in a s stemic a as our research
describes. ver time a ne erson is hired romoted or
moved our a s stem ma need ad ustment.

8 ur research sho s that our abilit to demonstrate fair and

e uitable a and re ards ractices is no a re uirement
to a ract and retain hard to nd talent. alesforce for
e am le s ends bet een . and . million to remediate
Organizations will seriously revisit their a e uit issues. osts have sta ed consistent even though
pay and rewards strategies. the em lo ee o ulation has almost tri led indicating that
he ear has been the most disru tive eriod in a the com an is ge ng much be er at not onl ing issues
ractices e ve seen in a ver long time. riven b in ation retroactivel but also roactivel avoiding them. And the
ever com an has been raising a changing a models rocess has built trust ith their em lo ees. n the beginning
and benchmar ing a at a fevered itch. here are no man the com an sent se arate a statements ith the a e uit
sources of data for a b ob and regulations in alifornia ad ustments. ecentl eo le ould ust get the increase sent
olorado Ne or and other laces no mandate that a directl into their ban accounts and nobod uestioned it
be ublished in ob ostings. because no eo le trust the com an to do right b them.32

30 a uit research he osh ersin om an .

bid.
32 Demystifying Pay Equity: What Works, osh ersin and athi nderes h he osh
ersin om an .

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 hile there is no single solution for a our ne est e nitive
uide33 sho s four levels of maturit
rst com anies focus on basic transactional a
hen it comes to a . At
ne t as the 9
business matures com anies focus on total re ards then
the move on to erformance based a and nall the
loo at a as an organi ation ide strateg and ractice hat CEOS and CHROs will increase their
e call s stemic a and re ards.
focus on wellbeing.
hile it s tem ting to develo a highl di erentiated a for hile or force ellbeing rograms have e loded e ve
erformance model our research sho s this onl or s in no learned something ne roductivit creates ellbeing
some roles and some com anies. emember ever individual not the other a around. o rather than ush eo le to or
is art of the overall cor orate s stem so be are of a more and lavish them ith bene ts it s time to sim l ma e
models that overfocus on the individual as the driver of or easier.
erformance. he re ort Goals Gone Wild lists man
onsider the current state of the or force. ercer research
e am les of com anies ho overfocused on individual goals
sho s than or more of the or force is burned out.
and re ards onl to su er as a result.
Ama on A le and tarbuc s face unions and or ers have
m ortantl total re ards ee s gro ing ever ear. n more agenc and o er than ever. ne of the orld s biggest
. . em lo ers aid about . of their total a roll investment ban s hich rides itself on a turnover rate belo
in noncash bene ts. his includes insurance leave told us their earl career turnover is almost this
educational bene ts and hundreds of other re ards. his ear. he li e others are no bending over bac ard to
ercentage has increased b over the last ten ears. his im rove e ible or conditions increase a and o er more
trend oints out ho ou as an em lo er are la ing an ever career gro th.
increasing role in our em lo ees lives at least in the . . .
he focus on ellbeing has entirel changed. nce considered
As ou discuss our a strategies e ould li e to remind a bene t to be o ered along ith vacation and insurance
ou to read Irresistible36 and thin about the fact that human it s no a strateg for cor orate gro th. ur ealth
ca ital eo le is an investment not an e ense. eo le are rgani ation research cou led ith our ne studies of
the onl a reciating asset ou have on our balance sheet human centered leadershi 39
sho that s s and
if the re ard s stem hel s them sta focused and roductive s have develo ed a ne level of res ect for the issue.
the a o is al a s massive. he understand that toda hen economics and technolog
change faster than ever s illed and highl engaged em lo ees
As our research oints out it s e tremel im ortant to are the most im ortant su l chain asset the have.
communicate our a strateg clearl and honestl . oda
as em lo ees orr about in ation the ant to no our s are activel involved. o ard chul the chairman of
olicies and strategies to ada t. f ou ee them in the tarbuc s recentl mentioned that his com an s biggest
dar the sim l tal ith each other thin about leaving challenge is the mental health of his em lo ees. A er
or ossibl discuss a ith a union re resentative. Note stud ing the roblem along ith the union trends in the
that in Ama on tarbuc s A le The New York Times, com an the reali ed the had essentiall bro en the trust
and man other highl esteemed com anies su ered union ith their or ers. A er ears of roviding above mar et
actions hich ere largel driven b a issues. bene ts and a the em lo ee e erience had declined.

33 a uit and e ards research he osh ersin om an . Global Talent Trends 2022, ercer .
Goals Gone Wild: The Systemic Side Effects of Over-Prescribing Goal Setting, Lisa . rd e ealth rgani ation research he osh ersin om an .
aurice . ch eit er Adam . alins and a . a erman arvard usiness chool .
39 he ig eset research oshbersin.com
able . ivilian or ers b occu ational and industr grou conomic Ne s elease
The Definitive Guide: Employee Experience, osh ersin and athi nderes h he osh
. . ureau of Labor tatistics e tember .
ersin om an .
36 Irresistible: The Seven Secrets of the World’s Most Enduring, Employee-Focused Organization,
osh ersin dea ress .

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 oda tarbuc s lassdoor ratings are . u ng them increased. Not onl ere or ers ha ier but also the had
slightl above average but onl of em lo ees a rove more time to ta e care of roduct stoc ing cleanliness and
of the . he com an is or ing hard to reengineer customer service.
store o erings store s stems metrics and erformance
n it s clear that the ellbeing issue is not onl a roblem
management to get bac to its core focus on associates.
of bene ts or insurance rograms instead it s a design issue.
an of our clients including icroso almart Astra
hen e design the com an for roductivit em lo ee
eneca eutsch el om and other irresistible com anies
ellbeing ill ourish hich ta es us to the ne t rediction
have done the same. ven organ tanle one of the most
roductivit .
com etitive investment ban s in the orld has a chief medical
o cer ho re orts to the .

his is not a sim le roblem to solve.

the em lo ee burnout feedbac from one of the largest
e ust loo ed at
10
telecommunications roviders and of em lo ees felt
the had too much to do and managers ere ge ng in their
a of doing or ith too man meetings interru tions or Productivity will become an essential
other ro ects. ltimatel em lo ee burnout is a management measure of employee success.
roblem not a ersonal issue for each or er. As economists sa there are onl t o a s to gro a
com an or a countr ou can hire more people gro our
n Irresistible, the need for slac time is discussed. uman
o ulation or ou can ma e each erson more productive.
beings unli e machines need time to rest re ect learn
ver the last ear c cle e focused more on the rst
and gro . hen eo le are over or ed their erformance
a and mostl ignored the second. . . roductivit gro th
su ers. ere are t o recent e am les.
has been disa ointing and most com anies overhired and
irst the studies done b the a ee lobal team show reduced ro t er hour of labor in favor of to line gro th.
clearl that com anies ho embrace a hour ee at the
his all made sense hen the stoc mar et as re arding
same a as the revious hour ee had a reduction
revenue gro th but no it ma es no sense at all. A com an
in burnout and most found that the amount of or roduced
that ants to survive this c cle here or ers are hard to
as e ual or higher. his is an astounding nding. e thin
nd and the stoc mar et is loo ing for cash o has no
e re nall guring out that the old industrial model of to
choice but to focus on roductivit . And this is a big ne
m ve da s a ee ust no longer a lies. he old or
challenge to face.
hours e set ere designed for manufacturing or roduction
obs toda more than of . . economic activit comes Let us suggest an im ortant idea ever incremental hire
from service or ers eo le create build design or serve under the best of conditions should increase the roductivit
others. of the entire team. no this is a bold conce t but if ou re
ust hiring to gro and each incremental hire is reducing
econd out ut does go do n as eo le or too man
roductivit ould our investors be ha he ma ant
hours. anufacturers in erman found that total or
that ca ital invested else here. ee igure on the ne t age.
out ut ea ed at about hours er ee and that once
or ers or ed more than to hours the total or his curve in igure e lains the la o s at i er eta
out ut decreased. ercadona and ostco t o ver ro table and other tech rms. he overhired and had no conce t of
retailers found that hen teams oversta the stores i.e. steadil increasing roductivit . At this oint in the economic
bring in more sta to reduce or load er or er total ro t c cle e must or to revent this hich gets us to the

a or ee rings No Loss of roductivit om anies in eriment a enn

ross The New York Times, e tember .
hat is the ervice enter ecember

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Figure 8: he ncremental roductivit of ro th

Interloc ing
Ine ciency Reorgani ation
Decentrali ation and
Strategy Change

Increasing
R E LATIVE E ciencies
PR ODUCTIVITY
evenue or ro t Structure e ng in
er m lo ee Bureaucracy and the Way
Middle Management

E ciencies of Scale

NUMBER OF E MP LO Y EE S
Source: The Josh Bersin Company, 2022

issue of design ob design team design and s ills design. f Another critical oint productivity creates employee
ou hire someone ith com lementar s ills to the team ill engagement hen eo le feel roductive the love their
the be shared ill the hire e ectivel ma e the hole team obs. hen the feel the are asting their time the chec
be er r ill the get in the a e as rofessionals out uietl uit or de art. ver organi ation should
must atch for this. on t ust ll the slots created b hiring create an org design center of e cellence and let this team go
managers loo at the organi ation and ma e sure ou re out and im lement ro ects around roductivit see igure
redesigning obs to ma e or easier. ee lain ho in our on the ne t age .
e nitive uide to organi ation design.
ur ro ect research around healthcare sho s that ever
Also thin about the entire em lo ee e erience at or em lo ee in our com an should be o erating at to of
ever ne roduct rocess or olic ou create should their license. his idea hich is idel used in clinical roles
im rove roductivit not reduce it. tarbuc s for e am le essentiall sa s that eo le should be doing the obs that best
decided not to roduce their signature eggnog la es in the leverage their credentialed and valued s ills not asting time
last fe ears because the un ed u the blenders. he result on bureaucrac . his roblem of cleaning out the itchen
of that decision is a ne mandate to redesign the blenders at dra er and nding a s to automate eliminate or redesign
tarbuc s. hat s an e am le of redesign that should be led b nonessential tas s ill be vital in the ear ahead. ead our
the business in artnershi ith the organi ation design team. industr stud on the healthcare industr for notable
e am les and solutions.
e ust com leted an entire stud of agile organi ation design
and a member onl u er lass on this to ic. t s not blac e also encourage ou to atch out for some e citing tools
magic but it s a articularl im ortant to ic. n e to hel ith roductivit . icroso iva nsights and lint
recommend ou ta e it seriousl . ther ise ou ma see a can give individuals and managers direct feedbac on meeting
blan et la o to clean u the mess. rotocols calendar management and other time asters in a

Healthcare at a Crossroads: Filling the Urgent Talent Gap in Clinical Care, osh ersin and
The Definitive Guide to Organization Design: The Journey to Agile, osh ersin and athi athi nderes h he osh ersin om an .
nderes h he osh ersin om an
bid.

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All rights reserved. Not for distribution. Licensed material.
Figure 9: he rgani ational esign rocess

CHANGES RARELY

Business What businesses are we in?

Model Are e an com an A services com an A roduct
com an A reseller
Design

CHANGES PERIODICALLY

perating Who do we sell to? What do we sell?

o e sell to individuals om anies ndustries
Model overnments o e sell direct or through channels
hat do e automate hat la orms do e use
Design o ill la orms change our o erating model

HIGHLY CHANGEABLE

Work How do we build, market, sell,

Design and support these things?

ho is accountable for hat hat are the re ards for these outcomes

Job rgani ational

Design Structure Design

What will individual people and teams do?

hat s ills do e have hat s ills do e need

Implementation and Adoption

Source: The Josh Bersin Company, 2022

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 16

All rights reserved. Not for distribution. Licensed material.
sim le actionable a . Ne solutions li e alloon a fantastic the o of or the are much more li el to build s ills for
ne meeting management and collaboration solution and man the future. ur stud nds com anies that focus on gro th
ne collaborative learning solutions let em lo ees artici ate are 29 times more likely to let employees “unleash their potential,”
in meetings and learn in the o of or . e ill be ublishing 4 times more likely to be innovation leaders, and 7.2 times more
much more information on this entire mar et during . likely to be best places to work.

ro th oriented L teams ta e on several ne innovations

11 alent mar et laces here eo le can build s ills through

ro ects gigs mentoring relationshi building net or ing
communit events and more com anies li e Nestle
astercard nilever Novartis and chneider lectric have
all been using them ith great success to build digital s ills
Growth in the flow of work will become
and other future for ard areas.
a new focus for corporate learning.
a abilit academies to focus on com rehensive
n our recent and biggest stud of cor orate learning e made a
strategic business ca abilities e.g. or an
big discover . hile organi ations have been leaning heavil on
of America his a roach brings together business
content libraries rogram design tools and s stems to enable
leaders ith L teams to create an entire academ
learning in the o of or man lost sight of the real goal of
focus to ca abilities s ills and gro th.
learning and develo ment L . f all the ractices that drive
value in cor orate training creating e tensive career gro th areer ath a s ith tuition free education to build
o tions see igure on the ne t age scores the highest. ca acit in articularl constrained roles li e rovidence
ealth for clinical eo le Ama on to res ill their
he im act of this ne orientation is massive. hen arehouse or ers to higher a ing obs or almart
com anies go be ond develo ment and facilitate gro th in for tech roles and harmacists

When companies go beyond development and

facilitate growth in the flow of work, they are
much more likely to build skills for the future.

The Definitive Guide to Corporate Learning: Growth in the Flow of Work, osh ersin and alent ar et lace ollection bc. oshbersin.com.
Nehal Nangia he osh ersin om an .
Capability Academies: A New Approach for Critical Skills Development, osh ersin and Nehal
Nangia he osh ersin om an .
Career Pathways: Building Tomorrow’s Workforce Today, osh ersin and Nehal Nangia he
osh ersin om an .

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Figure 10: he ssential L ractices

Relative
Practice Element
Impact

reate e tensive career gro th o tions areer anagement VERY HIGH

evelo leaders as art of the com an s brand Leadershi evelo ment

3 oster a culture of continuous learning Learning in the lo of or

reate career ath a s to move em lo ees into

4 areer anagement
high riorit areas

ultivate coaching s ills as a e leadershi ca abilit oaching and entoring

acilitate cross divisional and cross functional

6 areer anagement
career gro th

Learning and evelo ment

7 eriment ith ne learning tech and a roaches
a abilities

Learning and evelo ment

8 uild a strateg for learning in the o of or
a abilities

efresh the com an s learning and develo ment Learning and evelo ment
9
L infrastructure ith ne tools and tech echnologies

er career coaching to em lo ees regularl areer anagement

urate and monitor content to ma e sure

Learning in the lo of or
learning is relevant

rain and incent managers to or as coaches

oaching and entoring
to others

nable access to learning as needed in the o

Learning in the lo of or
of or

evelo leaders at all levels Leadershi evelo ment

rovide self service tools to navigate career

areer anagement
o ortunities MODERATE

Source: The Josh Bersin Company, 2022

HR Predictions for 2023 | Copyright © 2023 The Josh Bersin Company 18

All rights reserved. Not for distribution. Licensed material.
 hese novel solutions are no longer oint solutions to address a the role the see out internal candidates and the have a
s eci c no ledge or s ills ga the are strategicall embedded dee understanding of the s ills and culture t of candidates.
in the broader business and talent strateg of the organi ation
ere is an e am le e hel ed a harma com an merge t o
and become art of the s stemic o erating model.
talent ac uisition functions during an ac uisition see igure
on the ne t age .

12 As ou can see these com anies each see the roblem

di erentl . n this case om an A as ac uiring om an
rimaril for their science e ertise and drug i eline.
ou can see h the had a stronger research team. As the
The role of the recruiter will become engagement roceeded om an A decided to maintain and
increasingly important. gro om an s recruiting team. he reali ed the had lost
n e com leted a substantial loo at talent ac uisition focus on ualit and had to learn from their ac uired artner.
and our maturit model oints out something articularl
f course there are man other im ortant arts to recruitment rst
im ortant see igure . hile technolog and tools are
is having a fantastic em lo ment brand hich is a leadershi issue
im ortant the real e to high erformance recruiting is the
not an rogram second is investing in an e cellent candidate
strength s ills and relationshi s of our recruiters.
e erience this is not eas some of the orld s best com anies
h is this t s sim le recruiters in the most successful com anies struggle to get bac to candidates third is focusing on internal
act more li e talent advisers. he advise hiring managers on mobilit and internal hiring and fourth is investing in recruiters.

Figure 11: alent Ac uisition aturit odel

ercent of
surve ed
com anies

L L reative uman entered

26%
4 iring as a com etitive advantage dee l integrated bold e erimentation
in nontraditional ractices strategic use of tech

L L Proactive Personali ed

3 ncreased focus on ersonali ed candidate e erience increased a ention on 29%

recruiter signi cant investments in brand and em lo ee value ro osition

L L Standardi ed Structured
rocesses clearl de ned governance established to control recruiting global standards
im lemented for full recruitment lifec cle basic a roach to internal mobilit
31%

L L Reactive Fragmented
raditional recruiting on as needed basis highl transactional rocess driven limited or no focus 14%
on e erience minimal integration ith the business

Source: The Josh Bersin Company, 2022

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Figure 12: Sam le of o om anies A roach to ecruiting

o n o n
Strategy igh olume Pharma ompany R D Focused Science Pharma ompany

alent Ac uisition ocus igh volume e cellent candidate e erience lo edium volume ersonali ed candidate e erience
cost to hire high levels of consistenc in rocess average cost to hire high focus on ualit of hire

Levels of A Automation er high and ver e ensive Average set of tools

ecruiting eam id to lo level much outsourced lo cost er hands on highl aligned to business
o erated in a global ool counter arts consultative

om an esult igh turnover lo cost to hire cellent retention higher cost and time to hire

Source: The Josh Bersin Company, 2022

hat e re suggesting for is your recruiters are more

important than you think. he are not sales eo le loo ing for
candidates. nstead the must consult ith hiring managers 13
hel decide if a candidate ts the culture and be armed ith
o erful tools for sourcing assessment and selling the deal.
Additionall e suggest recruiters ta e on other roles to reall People analytics will evolve into talent
see ho their ob ts into other areas of the business.
intelligence.
ome of the most assionate and highl s illed rofessionals ne of the most interesting arts of is the stead gro ing
or as recruiters ma e sure ou re using them e ectivel . domain of eo le anal tics. ere s some histor on this ever
ne of our clients told us ears ago the follo ing stor e anding s ace

n the s and s eo le anal tics focused on

hen e correlated all the factors of our best hires—
understanding a re ards the annual engagement
education e erience college degree a location—the most
surve and some studies of retention and engagement.
im ortant redictor of high erformance as the recruiter.” n
other ords recruiters are li e gold ta e good care of them. n the s e added dimensions li e culture assessment
loo ing at belonging trust and other s chological
his ear e are embar ing on a s stemic recruiting stud factors organi ational net or anal sis ho is tal ing
and ould be ha to benchmar our talent ac uisition ith hom and dove into data on the im act of
function. e have a team of e erts in this domain no so tenure and correlated data to business erformance.
members can get access to all our tools and ne osh ersin n the s eo le anal tics moved from an industrial
Academ rograms on human centered recruiting. organi ational s cholog team to a business anal tics

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 team and started to loo at all sorts of other data oda e need eo le anal tics to loo at ellbeing
location s ills organi ational hierarch . At this time burnout the im act of remote or and data about
most big com anies develo ed centrali ed eo le ho is coming into the o ce here and ho eo le
anal tics teams ac uired advanced surve and listening are or ing together as ell as anal sis of recruiting
s stems and started to build an ongoing listening i elines retention earl career engagement and s ills.
strateg for the com an .
As this histor sho s the agenda for eo le anal tics teams
Ne t com anies im lemented global listening la orms ee s gro ing. his is a good thing but e must focus on a
hich include integrated anal tics. hese vendors ne roblem. No that the econom is slo ing ho can e
erce t edallia ualtrics ea on lint icroso and use data to be er hel the com an gro
others built end to end la orms that allo ed com anies
to im lement a ide range of feedbac rograms. annual e must consider the data roblem behind hat e call the
ulse cro dsourcing and no assive. our s of alent ntelligence see igure . an ou redict
ince assive anal tics ge ng feedbac from ho man eo le ou can hire res ill gro through retention
calendars messages and organi ational net or anal sis and enhance through redesign e ould suggest this is the
has matured. endors li e ultivate erce t va.ai ne t big thing—and e call this e ort talent intelligence.
isier icroso iva nsights and otive e er
no o er these tools giving us even be er insights into n the eo le anal tics teams should or ith the
em lo ee sentiment activit and roductivit . sourcing intelligence and or force lanning teams to be

Figure 13: he our s of alent ntelligence

Reskill Redesign
Skills taxonomy Job architecture
Skills planning Organization design
Career pathways Real estate planning
Capability academies Labor relations strategy

Recruit Retain

Sourcing intelligence People analytics

Diversity recruiting Compensation analysis
Workforce planning Productivity growth
Labor market analysis Employee retention

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even more relevant than ever. oing anal sis of burnout n the coming ear e ll e lore in detail ho the eo le
and turnover ill continue but the big ill come from anal tics listening and or force lanning domain has shi ed
a strong loo at strategic s ills ga s sourcing strategies from an s cholog e eriment to a business function
strategic retention res illing rede lo ment of eo le and that o ers e insights across all areas of the business
ho e address ob redesign. n other ords for ard thin ing not ust and e see the ne t generation of eo le
com anies ill e and their eo le anal tics teams and add anal tics to com rise also talent intelligence s ills trends and
labor economics or force lanning sourcing intelligence or lace insights.
and s ills intelligence.

14
ools for eo le anal tics ee ge ng be er the
vendors have much more integrated la orms toda and
o en A s ma e it relativel eas to consolidate data from
recruiting learning s ills and surve la orms. e urge ou
to invest in this area in because ou ll need the strategic
A new HR tech landscape will arrive.
thin ing to sta ahead of the transforming economic climate
he tech mar et hich continues to gro li e mad is
slo ing econom and com etitive labor mar et.
ta ing on a ne form. As man of ou have seen the current
emember an o en overloo ed element of eo le anal tics mar et is organi ed li e this see igure ith various
is ge ng eo le insights directl to managers and em lo ees. la ers of s stems.
As ee lain in our re ort on democrati ing eo le anal tics
n e are going to see something ne an emergence of
data needs to be sim le and visual o en and trans arent
a ne integrated s ills o ered talent la orm. om anies
action oriented and in real time to allo business
ill have multi le intelligence s stems that create infer or
artners managers even em lo ees to ta e action.

Figure 14: echnolog and e ond

White Collar Hourly Senior Leaders Line Managers Candidates Contractors External Network Alumni

or Tech Systems of Productivity

id id id id id id id
Employee Portals Career and Mobility Learning and Wellbeing Employee Journeys Surveys Feedbac Employee ommunications andidate Experience

Employee Experience Systems and Applications

Talent Intelligence Data and Applications

Transactional Talent and M Applications

Senior Junior Talent Specialists Wellbeing, Safety, HR Ops, AI and Analytics, Compensation, HR Tech, App
Geographic Geographic (HR, Recruiting, OD) Culture, Bots, Intelligence Monitoring, Benefits, Development HR Data Lake
Business Business Engagement, Predictive, Rewards
Partners Partners Recognition WF Planning

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Democratizing People Data: Work Works, osh ersin and athi nderes h he osh
ersin om an .

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store s ills and e as com anies ant this to come together herefore e encourage com anies to thin about this as
into an integrated lace see igure . a famil of s ills academies or s ills communities here
business leaders maintain their ta onomies and e in
hile e ma ant to start ith the enter rise resource
collaborate ith them to bring ne s ills into the architecture.
lanning s stem as the core toda the ma or human ca ital
management vendors are ell behind—so com anies ind u Note the use cases in igure hich are e tensive. e ve
ith these four categories of s ills s stems and then decide ho alread seen clear e am les of s ills being used for sourcing
to integrate them into a single em lo ee s ills ro le. selection assessment develo ment career ath a s a
bonuses ob t rede lo ment A integration leadershi
magine for e am le ou re an oil com an and have critical
develo ment mobilit gig or mentoring ob sharing
s ills needs for e loration roduction distribution as ell
erformance management and develo ment lanning.
as nance and logistics. ou ma need a s ills ro le
for oil tan er sta dee ell drilling obs re ner obs and endors of course each ant to o n this architecture. As
even construction obs. ach has a high degree of technical a result ever com an —from racle to A uccess actors
ro cienc needed so the details ma not be stored in the to or da loat to ornerstone igh old A to eamer —
L or s stems at all. here do e ut all this he oint ants to be the s stem of record for s ills. bu ers should
is not that there are an erfect s stems but rather that avoid thin ing this a sho for the four ma or categories of
this is an architecture com anies need to consider. s stems and ma e sure ou select a vendor ith an o en A
strateg one that has e erience bringing lots of third art
an roductions and o erations com anies and healthcare
data into their s stems and one that considers themselves a
and harma have rigid com etencies that must be validated
data com an not ust a so are com an .
before someone can ta e a ob or o erate e ui ment. hat
t e of s ill is li el to be stored in a com liance s stem or n other areas of e ill see an e losion of interest in
a s ecial o erational com etenc s stem li e ahuna one em lo ee e erience tools icroso iva erviceNo
of the leading la orms in o erational s ills management . irstu erce t edallia ualtrics and man others

Figure 15: here the ech ar et s oing

The The Talent e o ee

The Learning
Recr i en Marketplace Experience
P or s
P or s P or s P or s

r o n
i s o d
eal or irtual
here an em lo ee s s ills
ro le is centrali ed. AI is di erent in each
en several systems in
system so s ills matches
each category
need to be audited.

Each system re uires lots Systems must interoperate

of external skills and and coordinate ith
credentialing data each other

S ills Enabled Applications sourcing selection assessment develo ment career ath a s a bonuses ob t rede lo ment A
integration leadershi develo ment mobilit gig or mentoring ob sharing erformance management develo ment lanning.

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 ith continued e ansion of learning s stems lots of ne Let s go bac to the our s recruit retain res ill and redesign.
collaborative cohort and virtual learning s stems recruiting n some sense ever rogram falls into this model
igh old A eamer henom and man others and
erformance management should enable eo le to
man ne o erings in a e uit ellbeing no a
develo s ills gro and learn ho to deliver more im act.
billion mar et and more. he most im ortant thing e
recommend is to build a long term architecture and ma e rograms create a sense of belonging so the
im rove retention s ills innovation and roductivit .
sure ever tech decision ou ma e focuses on ease of use and
im rovement of em lo ee roductivit ith functionalit a ractices should incent erformance e ertise
and data ca abilities as secondar . develo ment collaboration retention and team or .
L rograms should im rove learning and gro th in
c onald s for e am le is focusing on sim lif ing their
the o of or and create o ortunities for ca abilit
restaurant hiring ith c ire a chatbot o ered b arado communities and discussions about mista es.
that ma es sta ng as fast as fast food do ou ant a ob ith
ecruiting should focus on ge ng the right eo le into
that meal . ven large s stems need to be em lo ee
the right obs encouraging recruiters to advise hiring
s stems rst then and data s stems as our research on
managers on the ob not ust the candidate.
using or da racle and A uccess actors sho s.
alent ac uisition leaders should share information ith
As al a s e have a massive database of vendors and L leaders because the no the most urgent s ills
cor orate members can ta into our e ertise to build an needed in the organi ation.
tech strateg or roadma . areer rograms should be art of an integrated talent
mobilit strateg hich im acts ob architecture or
design leadershi develo ment and ca abilit academies.

15 n other ords ever thing e do in

integrated o erating s stem see igure
should be art of an
on the ne t age .

here are man arts to this ne o erating model and e ill

HR organizations will move to a new be e laining them in detail in . A fe of the fundamental

operating model: systemic HR. rinci les are as follo s

he nal and robabl most interesting trend is hat e call ver team should understand hat other teams
the ne o erating s stem for . ost com anies call this are doing.
the o erating model but the substantial change is not sim l
he overall to riorit talent strategies should be
be er service deliver im roved access to data and more
shared and agreed on b ever one.
business artner s ills. t s also a ne frame or of integrating
ver rofessional should strive to have full
into a total o erating s stem so information and insights
stac s ills.
ca tured in one art of the com an can be leveraged and
addressed else here. teams should share their roadma s ith each
other regularl .

McDonald’s Serves up a Menu for Modular Cloud HCM Transformation, osh ersin and athi
nderes h he osh ersin om an .
Best Practices for HCM Excellence: Oracle and SAP SuccessFactors Editions, osh ersin and
athi nderes h he osh ersin om an .

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Figure 16: he nterconnectivit of unctions

oal se ng
Perf coaching
ducation Talent Per revie s
Race, culture
i erse Hirin Geography
n e en Dev planning
and Sourcing eaders ip development
Gender
Cognitive
e i s Skills taxonomy
Skills matching
Capability AI intelligence pla orm
c de ies “Build not buy” talent

Retirement
e o r ic Birth rate
Labor Shortage Labor market dropout
Project work
Internal Career models

Mobility Facilitated mobility

Internal gig or i i ed Agile org design

Job New model for

performance
o ee EX design
Architecture management
Experience (EX) On oarding

Re ention Feedback

Coac ing and development

e ders i Stretch assignments
Side hustles Pipeline Leadership model
Gig and Part time
Contract Contract

or ers Gig
Workforce New businesses
Talent marketplaces
New roles
P ene s Flexible rewards
Intelligence Org redesign Re rds Pay equity

and Planning M&A Wellbeing New pay models

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rofessionals should rotate around and into and onsider for e am le a recruiter ho suddenl gets a
out of the business. bunch of ob re s for engineers or scientists in some ne
technolog roadma s should match the talent domain she never sa before. oes the L function no
strategies and be shared regularl . these hot ne s ills are suddenl in demand ould there
be eo le inside the com an ith s ills ad acencies r
Local or embedded teams should have a voice in all
strategic rograms. should the build a career rogram he oint is that this
is an integrated s stem not a bunch of s tr ing to
An integrated anal tics and talent intelligence function
reduce the service deliver costs of .
should inform all ma or decisions.

ost of the organi ations e loo at ere designed as is li e a human bod that s h e called it s stemic .
service deliver teams. Li e the old function e designed hen an infection enters the bod and an organ is
ith centers of e cellence s and service centers im acted a set of neurological and chemical s stems create
designed to ta e orders and ful ll em lo ee needs uic l . a s stemic res onse. hite blood cells antigens nerves
and organs all react together. And that s e actl ho
oda e obviousl need design teams to build self service
should or . hat ould also mean more communication
em lo ee s stems and de lo em lo ee e erience la orms
more cross training and be er data.
as ell as teams to listen and rovide feedbac to other
teams on a regular basis. he andemic forced teams to become singularl
e have o en said that most talent ac uisition teams are li e focused on infection revention ellbeing and mental
sales functions and most learning and develo ment teams are health. hin about ho man ne olicies ou have built
li e universities. he t o o en o erate at o osite ends of over the last three ears b or ing together. his ill hel
the function. ut no it is more im ortant than ever that ou understand h e believe this is hat needs to
these t o grou s or together. loo li e.

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 o do ou benchmar our level of maturit to ard so ou can benchmar our ca abilities. uilding the s ills
s stemic ust as ourself o uic l do e res ond e erience and relationshi s ithin ill be more
to a critical or force roblem And ho ell do the teams im ortant than ever.
res ond together
ou can also be rest assured that the function has no
on t orr in e ill com lete this research and become one of the most im ortant disci lines in business.
ou ll have a roadma for the future. an s are no ta ing on the role as chief o erating
o cer chief roductivit o cer and chief culture o cer.
his is not ust because these are des eratel needed

Conclusion obs but also that the fundamentals of business are all
about a dee understanding of eo le. As a result our
he ear is going to be an e citing and challenging ear e ertise focus and continuous learning about eo le and
for business and leaders. Not onl do e need to continue organi ations is critical.
the e ort to o timi e h brid or and im rove em lo ee
inall e believe ill be a ear of colossal innovation
e erience but also e must get laser focused on em lo ee
in our domain. As com anies get serious about their industr
roductivit and building a more integrated function.
transformations and dealing ith the slo ing econom e
echnolog vendors ill continue to innovate and e ill see ill see man ne ideas about ho to res ill and move eo le
A rovide more intelligent useful s stems as a result. ost into ne obs careers teams or ro ects as ell as redesign
of ou ill su er the arado of slo ing gro th ith a labor obs and the organi ation itself. ools ill roliferate but the
mar et that s highl com etitive forcing ou to consider the romising ideas come from innovative creative leaders ho
our model and talent intelligence solutions. consult ith the business and tr ne things.

As all these changes ta e form e ill be here to guide ou.

our team ill need even more education su ort and
ur role as our trusted adviser research anal st and educator
consulting e ertise. e encourage ou to have our
are clearer than it has ever been. e loo for ard to or ing
rofessionals go through our lobal a abilit Assessment
ith ou as e move into ith energ and con dence.

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About the Author

Josh Bersin
osh founded ersin Associates in to rovide research and advisor services focused
on cor orate learning. e e anded the com an s coverage to encom ass talent
management talent ac uisition and leadershi and became a recogni ed e ert in the talent
mar et. osh sold the com an to eloitte in and as a artner in ersin b eloitte u
until .

n osh founded the osh ersin Academ a rofessional develo ment academ that
has become the home for . n he ut together a team of anal sts and advisors ho
are no or ing ith him to su ort and guide organi ations from around the orld
under the umbrella of he osh ersin om an . e is fre uentl featured in ublications
such as Forbes, Harvard Business Review, HR Executive, The Wall Street Journal, and CLO
Magazine. e is a o ular blogger and has more than follo ers on Lin ed n.

Collaborators

Kathi Enderes, PhD

athi is the senior vice resident of research at he osh ersin om an leading and develo ing
research based insights for all areas of learning talent and technolog . athi has more
than ears global e erience from management consulting ith and and as a
talent leader at c esson and aiser ermanente. ost recentl athi led talent and or force
research at eloi e. he is a fre uent e note s ea er author and thought leader.

riginall from Austria athi has or ed in ienna London and ain and no lives in an
rancisco. er assion is to ma e or be er and more meaningful. athi holds a doctoral
degree in mathematics and a master s degree in mathematics from the niversit of ienna.

Stella Ioannidou
tella is the senior manager of research and lobal or force ntelligence ro ect leader at
he osh ersin om an . n this role she conducts em irical research on a variet of to ics
related to the s ills econom talent intelligence and solutions. tella has almost
ears of e erience across several industries including ban ing. rior to oining he osh
ersin om an tella as the transformation leader for eloi e here she led large
scale im lementations and designed frame or s for talent ac uisition and erformance
management for the ublic sector. tella holds master s degrees in engineering information
s stems management business administration and lifelong learning. tella lives and or s in
reece and is ursuing her h in talent intelligence. he is a certi ed ro ect manager change
management ractitioner lean si sigma green belt and Agile rofessional.

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 Janet Mertens
anet is the director of research at he osh ersin om an here she conducts em irical
research on a variet of to ics related to or and eo le as ell as leading the develo ment of
fact based insights for toda s e ecutive. ith ears of consulting e erience across
multi le industries anet most recentl led the human ca ital research rogram at s
nstitute for usiness alue. he has ublished e studies on em lo ee e erience the
enter rise s ills ga and the emerging role of the . anet holds degrees in com uter
science education and s cholog her current research areas include talent ac uisition
or force ellbeing and the a lication of artificial intelligence in .

Nehal Nangia
Nehal is the director of research at he osh ersin om an . n this role Nehal drives em irical
research on e or force related to ics and the develo ment of actionable insights and
o erful stories for toda s talent e ecutives. Nehal has over ears of rofessional e erience
in human ca ital ith a focus on learning and develo ment erformance management
em lo ment value ro osition or force transformation and diversit e uit and inclusion
. he is the research leader for learning and leadershi at he osh ersin om an .

rior to oining he osh ersin om an Nehal as a global advisor for clients at eloitte
and ublished several studies on ertinent to ics such as erformance management
and bias. Nehal lives and or s in ndia and has a master s degree in s cholog . Nehal has
also led de lo ments of benchmar ing and diagnostic roducts at artner for clients across
A A A and AN .

The Josh Bersin Company Membership

he osh ersin om an rovides a ide range of research and advisor services to hel leaders and rofessionals tac le
the ever evolving challenges and needs of toda s or force. e cover all to ics in talent and L . he osh ersin
Academ built on our research and o ered b Nomadic Learning hel s ractitioners gro e foundational s ills. ur
cor orate membershi rogram rovides teams and senior leaders ith the s ills strategies and insights to build cu ng
edge and eo le strategies through a combination of research assessments rofessional develo ment e clusive events
and communit . n he osh ersin om an introduced the lobal or force ntelligence ro ect to guide mar et
leading businesses and their leaders through the challenges of industr convergence hile remaining future focused.

or more details contact us at info bersin artners.com.

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