FOR HR LEADERS Resolving the productivity paradox

HR Trends Tapping into the hidden workforce

The point of no return for DEIB

Report HR driving climate change adaptation

From silos to solutions

2024 HR leans in

HR meets PR

AI-empowered workforce

Shifting work-life balance to work-life fit

The end of BS jobs

From talent acquisition to talent access

EXECUTIVE SUMMARY

11 HR trends for 2024

1. Resolving the productivity paradox 7. HR meets PR

While we feel busier than ever, productivity has As HR's work comes under increased public scrutiny,
stagnated. HR can use trusted HR tools and new tech practitioners will need to take a page from Marketing
to empower employees and get productivity back on and PR's book to not just drive value, but avoid doing
track. damage.

2. Tapping into the hidden workforce 8. AI-empowered workforce

The continued scarcity of crucial skills exerts extreme Generative AI can help boost worker productivity
pressure on talent acquisition departments. HR can and output quality, but not without risks. HR has a
help organizations tap into a massive talent pool by key role to play in empowering the workforce to
driving changes to make work more accessible and make smart, innovative, and safe use of AI.
accommodating for the hidden workforce.
9. Shifting work-life balance to
3. The point of no return for DEIB work-life fit
With growing discontent around DEIB, in 2024 we will Employee needs are changing and diversifying. HR
see a move towards systemic DEIB from companies can help organizations adapt so that they can offer
that want to live up to their promise, and public the freedom, flexibility, and fairness employees need
scrutiny for those who don't. to flourish at work.

4. HR driving climate change adaptation 10. The end of BS jobs

Climate change is becoming a threat to employee Technological advancements mean that millions of
wellbeing and business continuity. HR will need to jobs will be lost, and millions of new ones created.
drive compliance and adaptation for the good of This offers HR the opportunity to tackle flagging
employees, the business, and society at large. productivity and the lack of meaning in many jobs.

5. From silos to solutions 11. From talent acquisition to talent

As organizations evolve to become more adaptable, access
so will HR. This means shifting to solution-focused In the new era of talent management, it's less about
multidisciplinary teams and rethinking what we acquiring the talent to fill gaps and more about
consider fundamental HR skills. creating access to existing talent by identifying,
unlocking, and nurturing the potential from within.
6. HR leans in
The HR function continues to struggle with
misconceptions about its value. By recognizing its
own strategic value and giving the function the same
support it offers other departments, HR will be able to
change perceptions, empower its practitioners, and
drive even more value for the business.
2
INTRODUCTION

Elevating work

In the world of work, change is desperately HR will act as a force for good. In 2024, HR
needed. has a unique opportunity to drive business
results through better employee practices.
Organizations face a labor shortage while
millions of workers are unnecessarily Change is never easy. But if HR has the
sidelined. Productivity stagnates despite the courage to step up during the impending
democratization of powerful new transformation of work, everyone stands to
technology. And as workers reexamine their benefit.
relationship with work, it's clear that
traditional career structures have reached
their limit.
Erik van Vulpen
Work is at a crossroads. And HR can provide Founder of AIHR
the breakthrough needed to get it back on
track.

We think three major themes are going to

dominate HR in 2024.

Dieter Veldsman
HR will realign priorities. External factors
Chief Scientist, HR
are driving a major transformation in HR, & OD at AIHR
putting traditional HR frameworks and
priorities under scrutiny.

HR operating models will change. To meet

changing business needs, HR will change
not just the way it operates, but the way it
sees itself.

3
OVERVIEW

Table of contents

Resolving the productivity HR meets PR

1 paradox 7 Page 17
Page 5

Tapping into the hidden AI-empowered workforce

2 workforce 8 Page 19
Page 7

The point of no return for Shifting work-life balance to

3 DEIB 9 work-life fit
Page 9 Page 21

HR driving climate change The end of BS jobs

4 adaptation 10 Page 23
Page 11

From silos to solutions From talent acquisition to

5 Page 13 11 talent access
Page 24

HR leans in
6 Page 15

4
Trend 1

Resolving the productivity paradox

Organizations continue to invest in employee engagement, experience, and wellbeing
interventions. Technological advancements let us automate tasks and augment decision-
making. And while we feel busier than ever, productivity has stagnated. It's time for HR to step in.

A global issue Effect on workers

2024 finds us at a crossroads. On the one hand we This isn't just bad for business. Poor organizational
have historically low unemployment and the highest performance directly affects employees too, causing
job satisfaction in 36 years. But companies are still insecure employment and lower wages.
struggling with a systemic lack of technical skills in
OECD data shows that office worker productivity has
the workforce, and stagnant productivity.
flatlined since 2008. This is a problem that HR
This problem is hitting both companies and should own and overcome in the name of employee
countries. Australia's productivity grew by just 1.1% wellbeing.
between 2010 and 2020, and we are seeing similar
trends around the world, such as in the GCC
economies and Britain.

What this means for HR

Holistic and analytic approach

Fifteen years of productivity stagnation cannot be Microsoft's triple peak day

solved with a single intervention. Instead, HR needs
After the sudden shift to remote work in 2020, Microsoft saw
to take a holistic view of productivity and focus on
a new trend emerge among its employees.
removing bottlenecks, developing strategies to
improve performance, and incentivizing productive Data showed Microsoft that in about 30% of its workforce

behaviors. productivity went up the most between 6 and 8 p.m. To make

the most of this peak, the organization offered more support
Data analysis will be essential in identifying levers to for after-hours work for employees who wanted it.
boost productivity. This can be done with a
large-scale analysis that forms the basis of a
restructuring of the workday, as Microsoft did. But
smaller projects can also be effective, such as
Shopify's viral Meeting Cost Calculator.

5
What this means
for HR
Efficiency through GAI

It is impossible to write about productivity in 2024

without mentioning Generative Artificial Intelligence,
or GAI. Using ChatGPT in business writing tasks
increases productivity by 37% and quality by 20%. A
Fortune 500 company slashed onboarding time for
customer support agents from 10 months to just 2,
while also increasing work quality by 30%.

While GAI is not the solution to every business

problem, these cases demonstrate the productivity
increases it enables when used correctly. It is not an
understatement to say it can revolutionize the way
we work.

Proactive workforce planning

There is another potential solution to the

productivity paradox that sits closer to home.

Some of the biggest bottlenecks in productivity stem

from talent supply issues. Skills shortages are
estimated to cost employers up to $8.5 trillion by
2030.

HR can help tackle this costly issue with proactive

workforce planning and tapping into new talent
pools to create desperately needed talent pipelines.

Key takeaway

Solving the productivity paradox is one of the most impactful things HR can do for the
workforce. In order to achieve this, they can use an array of trusted HR tools and new
technologies to empower employees and get productivity back on track.

6
Trend 2

Tapping into the hidden workforce

Historically low unemployment rates and the continued scarcity of crucial skills continue to
exert pressure on talent acquisition departments, with no end in sight. This will push HR to
rethink their approach to recruitment and tap into the potential of the hidden workforce.

Missing out on talent First-mover advantage

The hidden workforce, also known as the forgotten Some of the hidden workforce already work (often as
workforce, includes retirees who want to work, hourly employees) but want to work more, while
caregivers, neurodiverse people, people with others want to work but have not found the right
long-term health problems (including long Covid), conditions to do so.
ex-inmates, and people without degrees.
The conditions can be fixed. And companies that do
In total, the hidden workforce is estimated to make will have a first-mover advantage: while 77% of
up between 14-17% of the total U.S. workforce. employers report difficulty in filling roles — a 17-year
Which begs the question: why is so much talent high — only 33% of organizations are looking at new
being ignored during an ongoing labor shortage? talent pools.

The key to overcoming the labor shortage?

77% 33%
of employers of organizations
report difficulty are looking at
filling roles new talent pools

7
What this means
for HR
Increasing access A necessary evolution

The first step to tapping into the hidden workforce as While we have included it in this report, we want to
a talent pool is actively seeking out these forgotten reiterate that the recognition and integration of the
workers in talent acquisition practices. This could hidden workforce is not just a trend: it is a necessary
include writing more inclusive job descriptions, using evolution in the world of work. Organizations that
skills-based hiring, and offering training and remove obstacles to work for this vast talent pool
reskilling programs. will be better able to address critical staffing needs,
while also paving the way for a more diverse,
The key here is to critically evaluate your current
inclusive, and equitable corporate landscape for the
talent acquisition practices to identify and address
future. That makes this a great example of systemic
unnecessarily exclusionary criteria.
DEIB.

Offering accommodations

Organizations can keep the hidden workforce on

board, engaged, and productive with the right
employment practices.

This could take many shapes, from a less stringent

retirement age for older workers who aren't ready to
throw in the towel, to more flexible working
arrangements for caregivers. But one crucial aspect
will apply to all organizations seeking to tap into this
overlooked talent pool: HR needs to promote a
culture that understands and appreciates the value
of a diverse workforce.

Key takeaway

Despite the ongoing labor shortage, organizations have long overlooked the hidden
workforce. HR can help organizations tap into this massive talent pool by driving
changes to make work more accessible and accommodating.

8
Trend 3

The point of no return for DEIB

With the Supreme Court ruling on affirmative action, discontent around DEIB, and diversity
leaders not being sufficiently supported, corporate DEIB has come to a turning point. The stakes
and visibility have never been higher, and HR needs to act.

Pressure on DEIB Organizations under scrutiny

Three major shifts have brought DEIB to the brink. Public debate surrounding diversity is also reshaping
the field.
First there is the Supreme Court ruling striking down
affirmative action in college admissions — and Companies run the risk of being called out in the
attorney generals then reaching out to Fortune 100 public domain and boycotted by sections of their
CEOs to confirm that this ruling also applies to audience regardless of whether they take an
private companies. outspoken stance or remain quiet on the topic of
DEIB.
Then there is the growing discontent with DEIB
within organizations, which may well be a factor in But it has become clear that when it comes to
DEIB roles being hit disproportionately hard by the showing support for DEIB, speaking out is not
recent layoffs. enough for today's consumers, who are not satisfied
with lip service.
This brings us to the third pressure point: the
struggles faced by diversity officers. We see that Ticking boxes with interventions that don't resonate
leaders in DEIB struggle to find a sense of belonging throughout the organization will not serve
themselves, or fail to see the impact of their work. organizations in 2024 onwards. That's why we
expect HR to take a different approach.

‟
These paths are often lonely, uphill
battles. Leaders in these positions
need the support, love and
advocacy while they are in the roles,
not only when their departures
make headlines.

Jeanell English
former VP of Impact & Diversity at the Academy
of Motion Picture Arts and Sciences

9
 What this means
for HR
Systemic DEIB Equitable practices

We propose systemic DEIB as a viable alternative. With a clear vision in place, HR will be able to
identify the organizational systems needed to make
This approach leaves behind high-visibility actions in
the vision a reality.
favor of bringing DEIB back to its three core
elements: HR voice, equitable practices, and The goal of these practices is to democratize
targeted action. opportunities within the workforce — in other words,
eliminating obstacles to growth and development
HR voice that disproportionately affect different employee
segments.
In systemic DEIB, the HR voice describes the
organizational vision on what an equitable and For example, organizations could conduct an
inclusive workplace looks like. analysis to see which prerequisites are valid to
screen for during the talent acquisition process.
Crucially, it also provides proof points that this vision
is or will soon be part of the organizational identity. Targeted action
These proof points should hold up under scrutiny
from employees, customers, and the wider public. Finally, targeted action is about bridging the gap
between the organization's current systems and the
In order to make this happen, most HR departments
equitable practices needed to realize the vision.
will need to collaborate closely with Marketing to
create an authentic way to speak about DEIB within This could look like taking a skills-based approach to
and beyond the organization. Otherwise, companies recruitment instead of focusing on degrees, and
will still run the risk of being dismissed as doing it for exploring alternative talent pools. Here again, data
the optics. can grant insight into where talent is sourced from
and help HR evaluate whether these talent pools are
unbiased towards specific socioeconomic
backgrounds, industry experiences, or schools.

Key takeaway We believe that DEIB will remain an important drive

for business growth. But moving forward, companies
In 2024, we will see a stark divide between
need to ensure that their DEIB efforts align with the
companies who live their DEIB promise, and those
company's purpose, values, and culture to enact real
that are just going through the motions.
change and avoid backlash.

10
Trend 4

HR driving climate change adaptation

With July 2023 being the hottest month on record, and El Niño expected to make 2024 the
world's hottest year, climate change is rapidly becoming a threat to business continuity. It's up
to HR to ensure organizations and employees are prepared.

From mitigation to adaptation

For many organizations, sustainability has primarily

‟
been an issue of (employer) branding — or not an
In Texas last year, at least
issue at all. But in the face of changing legislation
and increasingly disruptive weather, that is set to 306 people died of
change.
heat-related causes,
The increasing impact of climate change on daily life
and public discourse is already changing HR. For according to the state health
instance, more ESG metrics are being added to the
department — the highest
HR scorecard, the Chief Sustainability Officer and
CHRO roles are increasingly being integrated. annual total in more than
While this is a good start, it will not be enough. two decades.
So far, HR has focused primarily on driving initiatives
The New York Times
focused on mitigating climate change, such as green
commuting and reducing the organizational carbon
footprint. But in the face of growing urgency, HR
needs to accept that climate change is a reality, and
needs to help organizations adapt.

11
What this means
for HR
Auditing and planning Changing legislation

A strong first step in driving adaptation is conducting The increasing impact of extreme climate events is
climate risk audits that review current work sites, also driving legislative change around the world.
practices, and processes to identify risks.
The SEC is working on climate change disclosure
HR can then use the audit outcomes to create a rules. The EU has already introduced the Corporate
roadmap for organizational climate adaptation. This Sustainability Reporting Directive, requiring
could include forming a council on business companies — including EU subsidiaries of non-EU
continuity and disaster recovery. But depending on parent companies — to disclose information about
your business, this might not be enough. how climate change and other sustainability-related
factors affect their operations.
Protecting the workforce
Whether it's operational or administrative, HR needs
The heat deaths in the U.S. and Europe in the to take action to drive climate adaptation — or the
summer of 2023 show that a lack of climate business will feel the consequences.
adaptation can hurt workers — or worse.

When creating your adaptation roadmap, consider if

your business needs to implement labor practices
that accommodate extreme weather in order to keep
your workforce safe and maintain business
operations.

Key takeaway

Changing and extreme weather is a threat to employee wellbeing and business

continuity. HR will need to step up and drive compliance and adaptation for the good
of employees, the business, and society at large.

12
Trend 5

From silos to solutions

Adaptability is a key success factor for today's organizations. This shift will trigger a similar shift
in HR, which will move away from traditional siloed operating models to better deliver
cross-functional and integrated business solutions.

Aligned and impactful

Design thinking and customer-first principles have These new solution areas will still work closely with
grown influential in people practices over the past the in-business HR teams. However, they should be
years. As HR adopts these principles, we will see more actively involved in implementing solutions in
siloed Centers of Excellence broken down into collaboration with business HR.
solution areas focused on delivering a specific
outcome for internal customers.

Functional areas will converge into solution-driven groups

Today's functional areas New solution area & focus

Business Partnering Change Management Strategy, Advisory and Transformation

HR Strategy Organizational Design Focus on business transformation and strategic
Org. Development Workforce Planning initiatives to realize the people strategy.

Employer Brand Employee Experience Awareness and Attraction

Talent Insights Focus on an integrated awareness and attraction
Talent Acquisition
Employee Comms & experience based on employer brand, candidate
Onboarding
Marketing experience, and onboarding experiences.

Business Partnering Wellbeing and Health People Experience and Culture

DEIB Focus on designing and implementing positive work
Performance
Employee Experience experiences that appeal to all employees and create a
Total Rewards
Analytics productive and inclusive work environment.

Talent Management Learning & Development

People Growth and Enablement
Career Management Focus on motivating, developing and empowering
Leadership Development
employees to achieve their potential and capitalize on
internal opportunities.

13
What this means
for HR
Putting value first

The evolution from siloed CoEs to new solution areas By adopting these capabilities across all HR roles,
reflects HR's increased focus on delivering business organizations take a first step toward a new,
value. That's why it is essential for all HR multi-skilled HR professional as they break the
practitioners to understand not just how to excel in traditional barriers between generalists and
their domain, but how their specific role adds value specialists.
to the business.
Experimental HR
Business partnering is no longer reserved for HRBPs.
Instead, it is becoming relevant to everyone in HR. These two shifts are the first steps toward new HR
Operating Models built on new organizational design
Fundamental data skills principles that encourage agility, fluidity, and
adaptability.
Another competency that will only grow in
importance for all HR practitioners is data literacy. This isn't the only shift we expect to see in this area.
As HR teams drive more project-based delivery
Developing hypotheses, setting KPIs, reading and
methods, HR teams will combine different skills and
interpreting data, and persuasive storytelling using
experiment to find better solutions to the business'
data: these skills were once limited to people
ever-changing people priorities.
analytics functions. However, these skills are
fundamental to driving impactful decisions and
strategic contributions, and so will become more
widespread among HR practitioners.

Key takeaway

As organizations evolve to become more adaptable, so will HR. This will mean letting
go of the traditional silos and instead shifting to solution-focused multidisciplinary
teams. This shift will also mean a rethinking of what we consider fundamental HR
skills, with data literacy becoming a key enabler for business impact.

14
Trend 6

HR leans in
The HR function continues to struggle with misconceptions about its value across all layers of
the organization. If HR wants to get the recognition due in 2024, it needs to accept that this
situation is a result of its own choices — and in its own hands to resolve.

Reframing HR
Perception of HR
The core of the issue is that HR has not given itself
the same support, guidance, and development
opportunities they offer to other departments. This
has left HR with lagging skills development, digital
adoption, and (perhaps most crucially) confidence in
its ability to contribute to the organization.
63%
This is reflected in organizational perceptions of HR
as a function focused on processes and paperwork.
Little wonder then that recent layoffs have hit the of C-suite leaders still
people function disproportionately hard. see HR's role as

It is only HR who can change this perception of the administrative

function. And in order to do this, it's time for HR to Source: Sage
focus its gaze inward.

What this means for HR

Confidence in HR's strategic vision

The key to effectively repositioning HR in the absolutely does contribute to collective success,
business is clarity on and confidence in its strategic which is why this is the year that HR will claim its
vision. This encompassess HR's purpose, role, and identity as a profession with standards, a robust
contribution to collective success. body of knowledge, and recognized impact.

Because let's be clear: HR has become a profession And it's time for HR to see itself as the profession it
backed by data and robust science, practiced by has become.
knowledgeable specialists who wholeheartedly
chose a career in HR, and deserving of respect. It

15
What this means
for HR
Strategy & boundaries

Repositioning HR has to start with HR professionals

seeing themselves as integral to organizational
success. HR is no longer just a support function, but
a profession in its own right.

This, paired with a well-defined strategy, will help HR

set boundaries based on its own priorities.

Today, we often see HR attending to the career

paths, learning interventions, and wellbeing of its
stakeholders, and then failing to do the same for
itself. HR shouldn't have to be apologetic about
focusing on its own priorities and taking time to
develop the profession with the same rigor and
investment we apply for others.

Recognizing HR's value

The next step for HR is recognizing its own value as a

strategic pillar within the organization in its own
right, with the same needs as other departments.

We have seen that failing to act accordingly results in

misconceptions about the function and an epidemic
of HR burnout, a lack of skills to contribute to the
business, and limited HR talent succession pipelines.

This is a mistake that the HR department will rectify

in 2024.

Key takeaway

HR has an image problem, and the means to solve it. By recognizing its own strategic
value and giving the function the same support it offers other departments, HR will
be able to change perceptions, empower its practitioners, and drive even more value
for the business.
16
Trend 7

HR meets PR
Amidst changes in employee expectations and how we engage with our work, HR's work is
under increased scrutiny. In order to navigate this complexity, HR needs to take a page from PR
to ensure they don't hit the headlines for all the wrong reasons.

‟
Internal becomes external
Google prides itself on solving
The employee experience is increasingly public.
difficult problems. How to
This can benefit companies, with new hires happily
notify people gracefully and with
sharing their onboarding package with the world or
posting enviable day-in-the-life videos. But it can respect that they're getting laid
also be a PR nightmare.
off is a difficult problem and I
2023 saw plenty of examples of this, such as internal
communications being discussed in high-profile think they could have done a
media outlets and viral TikTok videos of people
better job solving it.
getting laid off. Now in every difficult conversation,
HR needs to not just take the employee into account,
Jeremy Joslin
but a potential worldwide audience listening in via
Ex-Google employee
social media.

17
What this means
for HR
Marketing-proof messaging Culture & policies

In order to avoid having sensitive situations In a media landscape where company policy
becoming public discourse, HR will need to take a changes can make headlines, transparent and fair
page from PR and Marketing's book. HR policies are a strategic asset.

This means understanding the public's perception of For maximum effect, companies need to go beyond
internal policies, practices and decisions, and regulatory compliance and actively manage (public)
adjusting approaches where necessary. It also expectations, communicate clearly and intentionally,
means actively monitoring employer brand and deliver on their employee promise.
perceptions online, and preparing responses for
And, because disagreements are inevitable, it is vital
potential PR issues to avoid being caught off-guard
that companies build a culture in which
by controversy.
disagreements can be expressed and swiftly
Here it is crucial that any messaging aligns with core resolved inside the organization — before it can boil
company values. This will ensure it resonates with over into public discourse.
employees and is suitable for both internal and
external channels.

Key takeaway

The boundary between branding and employer branding is blurring. Internal

communication and people decisions can influence public perception of the
organization as a whole — and business performance. As HR becomes an increasingly
public function, practitioners will need to take a page from Marketing and PR's book to
not just drive value, but avoid doing damage.

18
Trend 8

AI-empowered workforce
It was impossible to ignore the meteoric rise of Generative Artificial Intelligences (GAI) such as
ChatGPT and Google Bard in 2023. In 2024, HR will play a key role in ensuring employees are
empowered to make optimal use of AI without opening the organization up to risk.

Leveling the playing field Risk mitigation

Research shows that GAI decreases the difference The potential GAI offers is not without risk. Many
between high-performing and low-performing organizations are bringing ChatGPT and similar GAIs
workers, with low performers converging towards in-house to guarantee data protection, and educating
their better performing peers. employees on how to safely and ethically use the tool.

This makes sense: struggling performers benefit These steps help reduce the risks associated with the
more from using GAI, which is essentially a highly use of GAI in the workplace, but this puts the onus on
intelligent peer supporting them in their tasks. AI safely using the tool on the employee.
has the potential to equalize the playing field in
And this is why HR will play a critical role in ensuring
many professions.
organizations are helped, not harmed by AI.

AI tools are proven to enhance worker performance

No AI
+126%
Using AI

+59%

+13.8%

Customer service Experienced Programmers coding

agents resolving professionals writing a small software
customer inquiries routine documents project

Source: Nielsen Norman Group

19
What this means
for HR
Building confidence & abilities Better work within reach

HR must build technology self-efficacy among When done well, AI will add impact and
employees. This means promoting a positive much-needed meaning to work by increasing work
mindset and perception around GAI, encouraging efficiency and quality, and also allowing the
experimentation, and removing the barriers to use automation of mundane and repetitive tasks. This
within the organization. allows employees to focus on the creative, strategic,
and interpersonal aspects of their work.
It is not enough that the tool is available. Without the
right confidence and abilities, employees will not be It is a bright future, but the path there is not
able to use GAI to its full potential and close the straightforward. It is up to the HR department to
performance gap. HR can prevent this by providing guide the organization and strike a balance between
clarity, education, and setting a strong example in its innovation and integrity.
own work.

Crucial safeguards

Accelerating use of GAI in the workforce is not

enough: HR also needs to set up safeguards that
keep use of this emerging technology safely on track.

Providing safeguards is essential, and it requires

technical expertise that is desperately needed in HR.
That is why we expect a continued push for digital
agility for HR professionals as part of recent years'
broader technological transformation.

Key takeaway

Generative AI can help organizations boost worker productivity and output quality, but not
without risks. HR has a key role to play in empowering the workforce to make smart, innovative,
and safe use of this new technology.

20
Trend 9

Shifting work-life balance to work-life fit

Employee expectations aren't just changing — they're diversifying. And visibility on worker
dissatisfaction is high. HR needs to help organizations navigate these narrowly intertwined
challenges and strike the balance between flexibility and fairness.

Changing attitudes to work

The major shifts in work since 2020 have prompted

both employees and organizations to re-evaluate
their preferences and relationships with work, and
this will continue into 2024.

Four-day work week pilots have received a lot of

attention, with 15% of pilot participants saying that
"no amount of money" could get them to switch back
to a five-day work week. However, this won't be true
for employees who prioritize rapid upward career
progression and pay increases.

The heart of this issue is not how much people want

to work: it is what people want to prioritize in their
life and where work factors in.

Leaving the balancing act behind

Everyone has their own definition of success, and

has different trade-offs they are willing to make to
achieve their goals. Accommodating these very
different wants and needs is one of the biggest
challenges today's organizations face.

That's why in 2024, we will see the shift from

work-life balance to work-life fit.

This means moving beyond the constant balancing

act and integrating work and life in a way that leads
to mutual benefit and success in both.

21
What this means
for HR
Clarity on expectations Renewed relationship with work

If managed well, enabling work-life fit lets HR create

The solution lies in giving employees the flexibility
a renewed relationship between employees and
needed to achieve work-life fit — within the
their work. This will shift the perception of work from
boundaries of what the organization is willing to
something that has to be done to get by, to a
accept. This means that organizations need to be
valuable contributor towards a fulfilling and
much more transparent about what it really takes to
flourishing life.
be successful, and employees need to be clear on
what they want from work. But if work-life fit is fumbled, growing discontent
among employees will drive them to seek a
HR will need to facilitate a process with leaders on
perfect-fit employer, leaving organizations struggling
what the true expectations of people are, and equip
to manage their day-to-day people practices.
managers to lead employees in these new work
arrangements.

Focus on compliance

There are also legal ramifications for HR to consider.

When assessing what type and level of flexibility to

offer, consider the potential effects on contracts,
policies, and processes. How does a policy about the
right to disconnect over the weekend affect
colleagues who choose to fast-track their career
progression by working extra hours?

Key takeaway

Employee needs aren't just changing: they're diversifying. HR can help organizations
adapt to this wide array of employee demands, so that they can offer the freedom,
flexibility and fairness employees need to flourish at work.

22
Trend 10

The end of BS jobs

A decade ago, David Graeber introduced the concept of socially useless and thus — in his
words — bullshit jobs. Now, against the backdrop of flatlining productivity and the meteoric
rise of GAI, HR has the opportunity to make bullshit jobs a thing of the past.

Morale and productivity

In the U.S. 19% of workers find their jobs to be Key takeaway

socially useless. In the UK, this number shoots up to
Technological advancements mean that
37%.
millions of jobs will be lost, and millions of
Feeling that your work is meaningless has a dire new ones created. This offers HR the
impact on employee wellbeing. It also has a proven opportunity to tackle not only flagging
negative effect on productivity: research indicates productivity, but the lack of meaning in many
that when employees find their work meaningful, jobs. If handled well, this could make 2024
performance improves by 33%, among other things. the year we say goodbye to BS jobs.

It's in everyone's best interest to make bullshit jobs

a thing of the past. And 2024 is the year that HR can
make this happen.

What this means for HR

Rethinking job design Middle management practices

HR needs to cast a critical eye on how we design jobs. How work is done is also a crucial factor.

Traditional job design prioritizes the clustering of Some employees have goals and ambitions that
tasks, activities, and skills required to deliver specific make them deeply invested in work that others
outputs. Meaningful work comes secondary. would see as meaningless. And some employees see
their job as a way to make money while they achieve
This needs to change. And thanks to modern
their personal ambitions in other areas of life.
technology, it can.
What may drive meaning for one employee can
83 million jobs are projected to be lost, and 69 million
achieve the opposite for another. In order to help the
new jobs created thanks to technological
organization effectively manage this complexity, HR
advancements. This is a prime opportunity for HR to
can support the development of high-quality middle
redesign jobs to be more meaningful, and better
management practices and set the stage for
aligned with employees' strengths.
work-life fit.

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Trend 11

From talent acquisition to talent access

Solving the talent gap by competing in talent acquisition leaves organizations at the mercy of the
historically tight labor market. We propose a more proactive and sustainable approach that
invests in access as well as acquisition.

Making the most of internal talent

Today's organizations are facing a historically tight Employees need growth

labor market. The shortage of urgently needed digital
opportunities
talent remains unchanged.

Gallup reports that Millennials are prioritizing

What is changing, however, is what employees want.
chances to learn and grow, interest in the type
And by adapting to these changing demands,
of work, and advancement opportunities when
organizations can retain key talent and fill critical
applying for jobs.
vacancies.

Organizations are already responding to this

While suitable candidates for these vacancies
changing need, with 48% identifying
remain rare in the labor market, organizations will
improving talent progression and promotion
turn their focus to in-house talent.
processes as key practices to increase talent
One part of this will be using talent pools, availability.
traditionally a tool used for external talent, internally
as well. However, while unifying the approach to
internal and external talent is a great first step, HR
will need to do more to unlock the full potential that
internal mobility has to offer.

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What this means
for HR
Creating access to talent

Organizations have a goldmine of talent at their But simply setting the stage isn't enough. HR also
fingertips, and HR can help the organization needs to empower employees, promoting
capitalize on this. self-directed and democratized career management.
This allows employees to manage their own careers
However, for internal mobility to truly help bridge the
based on the skills they’ve built in the past and the
talent gap, more is needed than simply moving
skills they are looking to develop in the future.
employees through the organization. If not handled
well, this could result in low performers being Driving change with technology
shuttled from one department to another, which has
historically spread inefficiency and negatively Technology will also play a key role in supporting

affected employee morale. access to internal talent.

Instead, HR needs to remain laser focused on From identifying transferable skills to the creation of

creating access to skills that the organization needs. internal talent marketplaces, digital platforms can
now match candidates to roles based on skill sets,
Rethinking career paths aspirations, and potential, thereby democratizing
access to opportunities.
To encourage talent mobility, HR needs to change
the perception of career progression, broadening Data and tools can also help organizations link
employees' horizons beyond traditional upwards mobility practices to workforce planning, proactively
progression to also include horizontal and diagonal pool and access talent, and deploy skills where they
moves. add the most value.

Key takeaway

In the new era of talent management, it's less about acquiring the talent to fill gaps and more
about identifying, unlocking, and nurturing the potential from within.

25
HR teams are only as successful as their skills are relevant. With
engaging in-depth training and resources, AIHR helps HR teams
become better at what they do and drive more business value.

Learn more at AIHR.com

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