人力資源的未來：從變動(dòng)到變通+The+Future+of+HR-+From+Flux+to+Flow

HowPathfindersaregrapplingwithfunctionandaremovingtowards2025withpurposeKPMGInternational/hrpathfindersPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowngwecanlearnfromthemPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionforPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowartBeingdigitalinthought,wordanddeedtShoppingfortalent—buildingtalentetplacesgwellbeingandfeelinggoodngstrategicflowForewordExecutivesummaryPart5:Holdingtotheheading—howtomakeConclusion:Howtopositionfortheunknownanalyticsfrominsighttoaction…safelyPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowdtsweremadeacticeandbyeehome.Thatwouldputthemtobetteruse.”eportthatthePathfindersofareputtingboldttheyfindthemselvesreapingthecompetitiveThisreportshowshowourPathfindersareleadingthewayinsixdistinctareasincludingindeliveringontheirorganization’sstrategy;engagingwithdigital;makingthemostofadvancedanalyticscapabilities;buildingtalentmarketplaces;makingpurpose‘real’beyondrhetoric;andprioritizingwellbeing.AnotherAnotheruniquefactorthatweunearthedinour2022discussionsisthatPathfindersalsorecognizetheimportanceofwhatwecall‘flow.’Theyarefindingflowinthreerespects:HRinflow:PathfinderHRfunctionsfindtheirownnorthstar—theirownflow.Theyhavenotdallthechallengesbuttheyhaveconfidenceandmomentum,eveninthefaceofuncertainty.Hydrogen-electrictruckcompanyTevvaexemplifiesthisbyintegratingsustainabilityanddigitalineverypeopleactivityasthebusinessacceleratesitsgrowthinthemarket;itisforgingaheadwhiletestingandlearningalongtheway.Careersinflow:Pathfindersprioritizethetotalworkforceagenda—focusingonalltypesofworker.Theylooktoensurethatasmanypeopleaspossiblecanfindacareerflow,evenamidthefragmentationofworkintoskillsandtasks.Thisdemandsamoreperson-centeredapproachtohowskillsandcapabilitiesarematchedtothetasksthatneeddoing.ThisisillustratedbyGenentech’sgig-basedinternaljobmarket.Genentechknowstalentneedstoflowthrough,up,andsometimesoutofthenandthisprovidesthedynamicsandflexibilityforitstalentmarketplacetofunction.AsonePathfinderputit:“Aflowingriveroftalentisfarbetterthanastagnantpond.”Part3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowPeopleinflow:The‘flowstate’1iswhathappenstoemployeeswhentheircapabilitiesarewellmatchedtothetaskstheyarebeingaskedtodo.Theyhavethetimetogivethosetaskstheirfullattention,withoutdistractionsandfreefromfrictionduetopoorprocessesandtechnology.Thisplacesapremiumonproviding‘learningintheflowofwork.’Therearetwoelementstothis.First,relevantskillsdevelopment,withahighlevelofcontrolforthelearnertoshapetheirlearningandtheirworkingenvironment.Second,itofferspeopletheabilitytocontinuallygrowinthefaceofthechallengestheyarebeingaskedtomeet.Pathfinderssupportflow,inparticularbyprovidingapowerfuldigitalemployeeexperienceinwhicheverythingisseamless.SalesforceexemplifiesthisbyleveragingSlack,itsdigitalHQ,whereteammemberscanwork,shareinformationandaborateasynchronouslyMovingfromfluxtoflowytFlowforourPathfindersisaboutembracingchange—testing,learninganddeployinganswerstochallenges.WhileatfirstglancetheirstructuresmayappeartobebasedontheclassicUlrichmodel,oncloserinspection,Pathfindersflowastheycreateanintegratedsetofvalue-drivingcapabilitiesinsupportofaclearpurpose.Thisisgroundedinanalytics,andtheuseofanalyticstoinformtheotherpartsoftheorganization.Readontofindoutwhatthe12Pathfindersaredoingastheymovefromfluxtoflow,andhowtheyreleadingacrossthesiximportantcapabilitiesandprioritiesoutlinedabove.Itismypleasuretointroduceyoutotheirinspiringstories.kPathfinderswerefirstidentifiedinour2020research,inwhichwefoundaround10percentoforganizationsleadingtheirpeersonaddingstrategicvalue;andintegratingtheHRfunctionintothewiderbusiness.Inthisyear’sresearch,wehaveidentifiedanumberofHRfunctionsthatarepreparingforthefuturebytakingstrategytothenextlevel;integratingdigitaltechnologyandrelationalanalytics;buildingtalentmarketplaces;andputtingpurposeandwellbeingfirst.WeknowthesearethetopicsonthemindsofHRleadersacrosstheglobe;butonlyafewHRfunctions—Pathfinders—aretrulysettingtheexampleandnavigatingthecourse.summaryPart2:BeingdigitalinsummaryPart2:Beingdigitalinthought,wordanddeedPart3:Advancinganalyticsfrominsighttoaction…safelyPart4:Shoppingfortalent—buildingtalentmarketplacestoPart6:PrioritizingwellbeingandfeelinggoodConclusion:Howtopositionfortheunknownstrategicflowltthetremendousweightoftheglobalalongwithitthepressureofimplementingsomanydramatic,swiftrmationsatmayexpectfromoneofthemostvitalandemicemployeesarelookingoutwardtonewopportunitiesandnewwaysofworking.Theywantremoteworkingopportunitiesdwithgenuineflexibilitylearningtogetit.2ThissocalledGreatReconsiderationmeansHRfunctionsneedtoremainonestepaheadtoattract,retainandprovidetheirpeoplewithcompellingreasonstocommittotheirorganization.Inoursurveyof300ChiefHROfficers(CHROs)andtheirequivalentsconductedspecificallyforthisreport,61percentsaidtheyneedtoaltertheirEmployeensetotheexternallabormarket.TherespondentstoldusthatsomeofthemostimportantpartsoftheEVPwhenattracting,developingandretainingtalentareurepercentcompanyvaluesandpurposeairpaypercentandofferingflexibleworking(33percent).Ofcourse,offeringacompellingEVPisjustonepartofthechallengeforHRfunctions.OursurveyidentifiedsixkeythemesthatCHROsandtheirequivalentsarestrugglingwithrightnowandastheyworktowards2025.Thethemeswere:Deliveringonstrategy,integratingdigitaltechnologies,advancingpeopleanalytics,buildingtalentmarketplacestosupportagilegrowth,makingthepurposeoftheorganizationrealandprioritizingthewellbeingoftheirpeople.alreservedPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownsummarystrategicflowThesefindingswerebackedupbyengagingwithourglobalPartnernetwork,whoworkdailywithorganizationsonthesetopicsFurtherourKPMGookemphasizedthatareasoffocusfororganizationsincludechanginghowtheysupportandattracttalent;directingdigitalinvestmenttoareasoftheirbusinessthatdrivegrowth;andbeingmoretransparentwiththeirESGnresponsetoincreasedexpectationsfromtheirpeople.3Inthisreport,weexplorethesixkeythemesfromoursurveywithrepresentativesfrom12organizationsthatweidentifyasPathfinders—HRfunctionsthataremovingfromfluxtoflowintheseareasdespitealloftheuncertaintiesthattheyface.Pathfindersarenotanewconcept.In2020,weidentifiedthemasthetop10percentofHRfunctions,leadingtheirpeerswhenitcomestonavigatingthechallengesandopportunitiespresentedbythefutureofwork.4In20215webuiltonthisresearchbyidentifyingtheorganizationswhoseHRfunctionswereleadingonlonger-termtopics,suchasreimaginingtheHRfunctionforthenewworldofwork;enablingatotal-workforceapproachtotalentmanagement;In2022,wehaveseenfurtherchange.heirHRfunctionswereconsideringtheirplansto2030.Now,COVID-19restrictionshaveliftedinmanypartsoftheworld,andorganizationsareonceagainlookingtowardsthefuture—butjustasfaras2025.Smallersteps,greaterndthespacetoalterplansinresponsetofurtherdisruptionarethewayforward.ingHRfunctionsarethinkingaboutpeoplefirst,digitallyenabled,andsociallyandenvironmentallyresponsibleambitions.ThisyearsresearchfocusesonwhatHRcannizationsgrandplanswhilealsonavigatingthecomplexandimmediatedilemmasofthefunction.Inoursurveyof300HRleaders,theyrankedtheirtopareasoffocusforthenextthreeyears,withanswersincluding: needstochangetomeetfutureneedsthreeyearsout(57percent);aswellasimprovingtheemployeeexperienceacrossenterpriseprocesses(also57percent).reserved%ofHRleaderssurveyedwhorankedthethemehighest50%25%57%31% 10%Part3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplaces%ofHRleaderssurveyedwhorankedthethemehighest50%25%57%31% 10%Part3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:Howtopositionfortheunknownsummarystrategicflow29%gap53%57%39%31%31%gap46%32%gap26%25%28% Improvingthementalhealthandwellbeingoftheworkforce(53percent).Buildingatalentmarketplacewhichallowsforthematchingofskillstotasksaswellaspeopletojobs(46percent).AutomatingHRservicedeliveryliveringdigitaltechnologyintoHRbeyondthecoreHRsystemofrecord(also39percent). Deliveringpredictiveinsightandbusinessvaluefromworkforceanalytics(36percent).EnsuringtheworkforcecontributetoESGtopics,includinganycommitmentstodiversityandinclusiontargets(32percent).someinterestingcontradictionswhenitcametotheimportanceofwhenitcomestounderstandinghowtheshape,needstancebutonlypercenthadtheGapsincurrentcapabilityvs.futureimportance60%50%40%30%20%10%0%entlacewhichallowsforentlacewhichallowsforthematchingofskillstotasksasmentalhealthhowtheshape,noftheworkforceangetomeetfutureneedsthreeoutAutomatingHRservicedeliveryoyeeenterprisesescultureoflitytaltechnologyintothecoreHRsystemofrecordautomationpredictiveightandfromworkforceandwellbeingoftheworkforcewellaspeopletojobs CurrentcapabilityFutureimportanceMostsigni?cantcapabilitygapsemitmentsPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:Howtopositionfortheunknownsummarystrategicflowthemes:?deliveringstrategicflow?beingdigitalinthought,wordanddeed?advancinganalyticsfrominsighttoaction…?shoppingfortalent—buildingtalent?holdingtotheheading—howtomake?prioritizingwellbeingandfeelinggood.WetestedthesesixthemeswithourglobalnersinthespaceWenductedourinpersoninterviewsonetowardsmthemTondPathfinderswere1Deliveringstrategicflow:PathfindersarebuildingmoreefficientandeffectiveHRfunctions,withtheoverarchingdrive1todeliverstrategicvalue-addtotheirorganizationsbeyondtheirtraditionalrealmsofrecruitment,payroll,andemployeeengagement.Theyflowthroughouttheorganizationprovidingpeopleinsightsandenablingdecision-makingbybuildingthecapabilitiesthatmakesensefortheiruniquebusinessstrategyandmarketplace.TheyarelessconcernedwithwhatothersdondsayaboutpeoplemanagementandinsteadembedthemselvesintoallfunctionsandtheC-Suite,demonstratingthevalueofthepeoplefunction.2Beingdigitalinthought,wordanddeedLegacysolutionsandprocesses2willnotbetoleratedbyemployeesinacompetitivelabormarket.Therefore,everythingtheHRfunctionoffersshouldbeconsumer-adeseamlesstailoredtoemployeesandinformedbydataPathfindersareacceleratingpastnecessarytechnologyimplementation(forexampletofacilitateremotework),andinsteadareintegratingdigitaltocreateafrictionlessandhighlyengagingworkingenvironmentthatfacilitatesthingssuchaslearningintheflowofwork.3Advancinganalyticsfrominsighttoaction…safely:Pathfindershavemoved3ucingdashboardsInsteadtheyareansweringthequestionsthebusinessisasking,andusingrelationalanalytics—thescienceofhumansocialnetworks—todoso.ThatmeansbuildingavaluechainthattakesHRanalyticsteamsfromaskingtherightquestionsthroughtomeaningfulandactionTheyhavesetupanendtoendcapabilitythatflowsfromproposinghypothesestoexploringcorrelations,andactingonfindingstobenefitstrategy,engagement,retentionandcareeropportunities.4Shoppingfortalent—buildingtalent4arketplacesPathfindersareshakinguphowskillsaredistributedtohelptheirorganizationstofindabetterwaytohavetheirtalentinflow.Theyrecognizethataworldofmatchingpeopletojobshas,inpart,givenwaytoonewhereitisnowaboutmatchingskillstotasks;andtheyareexperimentingwithtalentmarketplaces,integratingemployeedata,businessinsightsandbusinessforecastingtodothisTalentmarketplacesarestillfledgling,eveninthemostinnovativeHRfunctions;however,indersaretakingthemseriouslyasacriticalcompetitiverequirement.5Holdingtotheheading—howtomake5purposereal:Pathfindersaretakingtheedefiningitandmakingitrealfortheirpeople.Inparticular,ngtheirpeopleontheirnet-zerostrategysothatitflowsthrougheverypartoftheorganizationandimpactspositivelyontheendcustomerexperience.6Prioritizingwellbeingandfeelinggood:6HRfunctionsareprioritizingwellbeing,roachesthataretrulymeaningful.Employees—especiallyyoungergenerations—aredemandingmorefromtheirorganizationsinthisregard.PathfindersknowytobeflexibleanddeliverasedsarisereservedPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownsummarystrategicflowWiththanksSimonSimonAshleyeavisChiefPeopleOfficerMicrosoftAmyColemanRachelWarwickofListeningCulture&EngagementAegonAIBDavidMcCormackDeputyChiefPeopleOfficerAlbertsonsMikeTheilmannChiefHROfficerivaDannyHarmerChiefPeopleOfficerAngelaMcKennaeSuccessforEMEARonCrawfordTaylorChiefPeopleOfficersWeWewouldalsoliketothankourguestsubjectmatterexperts:GordonHarold,ProfessorofthePsychologyofEducationandMentalHealth,CambridgeUniversityMattYerbury,PeopleAnalyticsexpertwithexperienceacrosstheFinancialServicesindustryTosupportouridentificationofthemesanddiscussionswiththePathfinderswesurveyed00prioritiesgoingforward,andwheretheyfacedthebiggestgapsintheirbetweenUS$501millionandthroughoutthisreportandsupportthesixthemeswehaveidentified.reservedPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowtegiesPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinthoughtPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowdstobeginwithfocusingbilitiesSomefocusonmodelinthenexttwotothreeyears.nktheywillbeinthenexttwotothreeyears.fwhichpercentviewastheirrmsofcapabilitytodelivertingelpdelivertotheir“We’recustodiansofthecompany’sreinvention,”saysSimonAshley,SeniorVice-PresidentforPeople&Culture,bp.gingwithitsfundamentallehisintheirownspecificgthatitisaboutunderstandingePart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinthoughtPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowBernardLooneyhasbeentakingbpthroughwhathecalls“themostyearhistoryAstheenergygiantmovestoamoresustainablefuture,theHRteamhasbeenre-brandedtopeopleandculture.Thisnamebetterdescribestherolethefunctionplaysincreatingtherightcultureandputtingpeopleattheheartofdeliveringthetransition.htseThesecond,lookinginternallyatthefunctionitselfandorganizingaroundcentersofexpertise;includingversityEquityandInclusionTalentWellbeingandWorkplace.Notably,thefunctionhasalsocreatedadedicated‘FutureOrganization’team.TheFutureOrganizationteamreportsdirectlyintotheCHRObringingtogetherthecriticalfuturefocusedpeopleandculturecapabilities,opleanalyticsagiledelivery,andtransformation.“Havingtheseallunderoneroofallowsustotakeaholisticviewofthehealthofourstructure,peopleandhowweareworkingacrossbp,”Ashleyexplains.“Ithelpsustoworkoutwhetherthesearealignedwithbp’sstrategicdirection.”lookedatreturntooffice.“Wetookacross-functionalerepeopleareworkingforhowtainsightstounderpincrossthementmetricsweredecreasingforthosenotcomingintotheoffice.Itlworkingarrangementswasboostingengagement.ationwedanearlyinterventionInasimilarveinthefutureorganizationteamtackledemployeeengagementin2021,whichhadbeennginsomeareaspostthereorganizationTheteamconsideredwhatwaslaggingandpartneredwithanactionplanandinitiativestoimprove—focusedonhelpingemployeesunderstandbp’snewpurposeandstrategy,careerdevelopmentandwellbeing.Thisfocusresultedin2022,bphavingrecordhighengagement,increasedtrustinleadershipandthehighestprideinthecompanysincetrackingofthismeasurebeganin2008.ownsilosacrosspeopleandcultureandacrossbp“It’sacrucialteam.Onlybyfittingthosecapabilitiestogethercanwegetwhereweneedtobe,”saysAshley.“Today’sbusinesses,customersandemployeesexpectmorefromthefunctionthaneverbefore.World-classexperiencesdon’thappenbychance.Todriveworld-classexperienceasanoutcomeandmeetthestrategicgoalsoftheever-changingbusiness,wemustworkdifferently,andasaHRfunctionweshouldbuildcapabilitiestomaintainandcontinuouslyimproveanorganization’sassociates’experiencesacrossallfunctionsinthefuture.Thisinvolvesdesigning,buildingandoperatingHRdifferently.Wehavetocreateasingle,human-centered,connected,tailoredexperienceacrossplatformsandsystems,delivered‘intheflowofwork’whichmeetsouremployeesandleaders‘wherethey’reat.’PathfindersgetthisandinvestandorganizeHRaccordingly—weseethepotentialbenefitsfromthatapproachinthenumbersandhowHRdrivessuccessforthewiderbusiness.”Part3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,Part3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowuncilngereaargument.”dersPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:BeingdigitalinPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflownotmandateproductivityyoumustprovidethetoolstoletpeoplebecometheirbest.”7reservedityofworkingelongingrkrelatedityofworkingelongingrkrelatedssandanxietyPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflowSupportingtheHRorganizationalstructuremustofcoursebetherightHRtechnology—soitmakessensethatautomatingHRservicedeliverywasidentifiedby39percentofHRleadersasoneofthemostimportantissuesoffocus.Likewise,deliveringdigitaltechnologyintoHRbeyondthecoreHRsystemofrecordwasapriorityfor39percent,andedesigninglaborsupplyanddemandegthroughautomation),wasapriorityfor17percent.Oursurveyalsofoundthatofthetechnologythathasbeenimplementedinrecentyears,productivitywasthetopoutcomefor34percent,followedbykingaheadourTop-rankedtechnologyimpactsforthelastmonths34%34%28%28%respondentsstillthinkproductivitywillprevailfealancepercentseechartbelowgewithitastechnologyimpactshowandwherepeoplework,theircommunicationwithpeers,plementingtechnologycreateuniquesolutionstotheirpeoplecangetintoa‘flow.’Top-rankedtechnologyimpactsforthenextmonths49%49%21%21%ofworking8%workrelated8%ssandanxietypletelytransformingthewayemployeescultureforthebetter.“Wehaveareallybighistoryofbuildingurban,downtowntowers,”saysAngelaMcKenna,EVPofEmployeeSuccess,Salesforce.“Butwereallybelievethatthe‘digitalHQ’isasequallyimportantasthephysicalHQintoday’sworld.”Turningtohydrogen-electrictruckcompanyTevva,wefounditsPeoplefunctionhasmadethebestuseoftechnologybydevelopinganapptomakeinteractingwiththePeopleTeamassimpleaspossible.Meanwhile,IrishbankAIBiscementingthedigitallyenabledworkingchangesimplementedduringCOVID-19with‘hybridpersonas.’Thedigitalemployeeexperienceisgoingtobeasimportantasthephysicalexperience,andHRfunctionsmusthelptodeliverconsumer-gradedigitalexperiencestosupportrecruitmentandretention.Withthepre-pandemicdigitalexperiencenolongerrelevant,weseePathfinderssupportingtheflowoftalentbybuildingthedigitalexperiencearoundemployeeredesigningtechnologyandprocessesfromscratchwhererequired.Part3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordandPart3:Advancinganalyticsfrominsighttoaction…safelyPart2:Beingdigitalinthought,wordanddeedPart4:Shoppingfortalent—buildingtalentmarketplacesPart6:PrioritizingwellbeingandfeelinggoodConclusion:HowtopositionfortheunknownExecutivesummarystrategicflow“Digitaltransformationisallaboutressingthetalentimperativeonthe—attracting,retaining,andgrowingtopdualizedworkforceexperiencespartoftheirtaxonomy,inadditiontothenteredtoshifthowHRthinksabouttheiresandthetechnologyinvestments.Whenaddingthehuman-centereddesigncomponent,beexperiencesJohnDoelItisnosurprisethatatechnologycompanylikecreatedadigitalheadquartersInadigitalheadquarters,digitalagilityandconnectivity,remote-workandseamlessinteractionsaresimplythewayeveryteammemberacrosstheglobeoperates.AngelaMcKenna,ExecutiveVicePresidentofEmployeeSuccess,saysSalesforce’suseofavirtualknowledgeandcollaborationtooliskeytoachievingthis.Itmeansallemployeeshaveasimilaruserexperience,caninstantlyconnectwithanyoneacrosstheorganization,andbeincontinualinformalcommunicationtomakeworkingonprojectstogetherabreeze.HRisdemonstratinghowtousethistechnologytobet