AIHR HR Upskilling Report 2022
AIHR HR Upskilling Report 2022
AIHR HR Upskilling Report 2022
workplaces
⬣ From buying to
2022 building talent
⬣ Automate, augment,
HR Upskilling amplify
‟
Hybrid work, the acceleration of digitalization, a growing
emphasis on wellbeing, diversity and inclusion — COVID-19
has fundamentally altered the way businesses and HR is at the epicenter
employees operate.
of a shift in the way
And HR is at the epicenter of this shift, helping companies
respond to it and drive the necessary business we work that will have
transformation.
2
In the US alone, some 15 million people have left their jobs That's why this report provides a six-step roadmap for
since April 2020 and globally, 69 percent of employers are building an employee-centric organization that will
unable to find the right talent to fill their vacant positions. thrive in the post-pandemic world of work — and
Moreover, depending on which data we review, we find that guidance on how to make sure that HR departments
the rate of the global workforce wishing to look for new jobs develop the right competencies to navigate these
ranges from 40 percent to 95 percent. uncharted waters.
69%
That's why they will need to rely a lot more on their HR
departments, which have recently become more strategic
and crucial in helping drive business impact.
But HR's increasingly strategic function does not mean that of global employers are
the challenges ahead are easy to solve.
unable to find the right
talent to fill vacant positions
3
Table of contents
Executive summary
The six steps towards becoming a future-proof organization and the HR competencies needed to make change happen.
Page 6
1 5
Create individualized workplaces Make purpose count
Page 8 Page 27
2 6
From buying to building talent Reshape leadership
Page 12 Page 30
3
Automate, augment, amplify The T-shaped HR professional
Page 17 Page 33
4
Data-driven people decisions
Page 22
4
Executive summary
What is at stake: As consumers, we want everything to be What is at stake: As skills become the currency of our
customized to our individual needs. After trying flexible economy, talent shortages are expected to cause disruption (a
working, the same level of individualization is now expected trend that is already visible, with 69 percent of companies
from our workplaces. worldwide unable to fill their vacant positions).
⬣ Data literacy to make decisions based on facts rather ⬣ Digital proficiency to guarantee a user-friendly learning
than assumptions and feelings. journey and scalability.
⬣ People advocacy to be able to communicate change ⬣ Business acumen to connect the needs of the business
5
3: Automate, augment, amplify 4: Data-driven people decisions
What is at stake: In 2021, companies worldwide have spent What is at stake: According to a recent survey of Fortune
as much as $656 billion on new technology to upgrade for 1000 companies, 92 percent of businesses are currently
the new era of work. Other than facilitating remote working, increasing investment in data initiatives. Yet, most
the investments have led to automating some tasks and organizations are still not equipped to make meaningful use
augmenting the rest. of this data, with only 38 percent of workers using
real-time data in their day-to-day work. Creating a truly
HR's role: Automate what you can (i.e. repetitive and
employee-centric organization will require decisions that are
mundane tasks) and augment the rest. Your team and your
based on data and facts.
company will need to invest in both new technologies and
people’s skills. Thanks to automation and AI, HR will be able HR's role: The more intricate the world gets, the more
to focus more on strategic and creative value-adding important data will become. Companies need to collect,
activities, identifying new business insights, and addressing analyze and utilize data and do so in a way that will lead to
complex business challenges. better business performance. While HR will be less involved
directly in collecting and analyzing data, the area where it
Key HR competencies can add most value is in putting data to a good use.
⬣ Business acumen to know how to leverage tech to
Key HR competencies
redesign how organizations operate.
⬣ Data literacy to interpret data, turn them into insights
⬣ Digital proficiency to understand what tools to use and
and put them to good use.
how to build a technology-first culture to embed all this.
6
5: Make purpose count 6: Reshape leadership
What is at stake: Employees increasingly attach more What is at stake: In the words of Alan May, Hewlett Packard
importance to purpose and values — including in the Chief People Officer, “There was no playbook for how to
workplace. This is both a direct consequence of COVID-19 respond to the pandemic, and there isn’t one for how to
triggering people to rethink their expectations of work, as recover.” As a result, the qualities of a good leader have never
well as a result of a generational turnover. By 2025, 75% of been more important.
the global workforce will be comprised of Millennials who
HR's role: The future of work will require less control and
are more likely to seek purpose through work.
more collaboration. As many more workers have become
HR's role: HR departments will need to align employees' more autonomous, HR will need to help companies empower
values with those of the company in order to tap into the non-management employees to take on more responsibilities,
post-COVID talent pool. Their role will also be crucial in help middle managers upskill and find a new purpose in new
helping organizations live up to these values (e.g. through roles, and guide C-suite leaders into becoming more socially,
upgrading their organizations' business culture). culturally, and environmentally conscious.
7
1 | Create individualized workplaces
8
5 hybrid work focus points for HR
1: Collaboration
When the pandemic struck and many employees were forced
to start working from home, one of the first concerns was
whether people would be able to collaborate remotely. But
while we have now largely adjusted to this reality (with
seemingly no negative impact on productivity), the issue of
collaboration has not gone away. Three-quarters of CEOs
(78%) say remote collaboration will be one of the most
enduring trends to come out of the pandemic.
9
2: The role of the office they want to work for a company that prioritizes
outcomes over output, 70% of organizations are still not
Connected to the issue of collaboration is the changing role
willing or able to live up to this expectation of more
of the office. Pre-pandemic, the office served as the main
emancipated workplaces.
(and oftentimes only) place of work. Today, however, workers
are more deliberate about how they spend their time in the This change calls for an overhaul of leadership and
physical workplace. They no longer come to the office just to management style, and HR should drive this change.
be present, but to be more productive.
4: Work-life balance
The layout and purpose of the physical workspaces need to
The COVID-19 crisis has caused people to reconsider their
reflect these changes. In the hybrid era of work, office
priorities, both in their private and professional lives. That is
spaces should no longer be just about providing dedicated
why we’re currently witnessing what experts have dubbed
full-time workstations for all employees, but should rather
the Great Resignation or Reshuffle. As restrictions began to
be more about facilitating collaboration, connection, focus,
lift, many people came to the conclusion they expected more
and team-building.
from life than the 9 to 5 grind.
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5: Multigenerational differences Guidance
Younger workers, in particular Millennials and Gen Z’ers,
⬣ In order to align the organization with changing employee
struggle most with remote or hybrid ways of working. Not
expectations and demands, HR professionals need to
because they don’t have the digital skills to work remotely –
understand what it is that their workforce needs
after all, they are the most tech-savvy generations. Instead
specifically. This will depend not only on the type of work,
it’s because they have missed out on the office experience
but also the composition of the workforce.
which allows them to interact more with co-workers and
management, and learn by observing their colleagues. ⬣ Once this is clear, HR will need to ensure that these
newly understood needs are met by what the workplace
HR departments will need to be more conscious of the
has to offer. This will require a mix of business acumen,
diverging needs of their multigenerational workforces and
data literacy and employee advocacy. HR professionals
will need to ensure their hybrid models reflect the demands
will need to:
of all their workers.
⬡ Understand what employees need
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2 | From buying to building talent
‟
externally to trying to build it internally.
12
Between the labor shortage and growing skills gaps, the only
way for most companies to guarantee access to talent is to
make the most of the talent they already have. This means
more emphasis on the existing employees and their skills.
Building
talent
Buying
talent
13
The 9 steps to build internal talent exactly which skills need developing allows for more
targeted and efficient L&D initiatives.
1: Determine what your company needs
4: Develop tailored learning journeys
Before you start helping your employees reskill and upskill,
Once you have identified and analyzed skills gaps, you will
you need to ensure you understand what the end goal of
need to start thinking about how to design a learning
upskilling will be. What is the business added value of
program that will deliver the best results. The key to this will
upskilling in your organization? It is crucial that you speak to
be offering a tailored learning experience that will match as
the senior leadership to identify what capabilities and skills
closely as possible the needs of the individual learners.
your organization needs, where it needs them most, and
why.
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5: Design a learning intervention portfolio 7: Launch a skilling hub
Delivering an unforgettable learning experience equally On average, people lose about 40 percent of their skills
depends on having the right learning portfolio, consisting of every three years. That means that in a decade, our
online courses, blended group sessions, practical professional skills become largely obsolete. That's why
challenges, evaluations, and other learning activities. continuous learning is crucial for companies, and they need
skilling hubs that support this. Building the right learning
6: Decide on learning technology infrastructure also has other benefits: 45 percent of
Connected to both the learning journey and the portfolio is workers surveyed said they would be more likely to stay
the question of technology. What technology to choose to with their current employer if they were offered skills
best facilitate learning? When choosing a learning training.
management system, the key is to choose something that is
user-friendly, allows users to interact with each other to
8: Deliver skills transformation at scale
exchange their experiences, and lets them learn at their own Ensuring your upskilling program can be scaled to serve the
pace. This should be your leading consideration when entire organization — whether it's across locations, cities,
choosing a specific LMS, whether it's bespoke or countries and continents — is often the most challenging
out-of-the-box. part. Large organizations' upskilling programs need to be
carefully planned, timed, and communicated. Think about
how you will launch the initiative, how you will set the
timeline, and what technology you will use to ensure its
scalability.
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9: Implement dynamic impact tracking Guidance
If you can't measure it, you can't improve it. If you want your
⬣ The labor shortage means employers need to invest in
learning and upskilling initiatives to remain popular,
existing talent. However, the scale of the skills gaps and
engaging, and effective, you will constantly need to keep up
the shrinking half-life of skills requires a thorough
with your employees' and company's needs. One way of
analysis of which skills are really needed, and targeted
measuring success and impact is through pre- and
L&D interventions that actually move the needle.
post-assessments. Or you can choose to measure objective
performance outcomes or consult post-training manager ⬣ This fact-based and results-oriented approach demands
ratings to keep your learning programs relevant, popular, a level of data literacy, digital proficiency, and business
and driving business value. acumen that may currently be out of reach for many HR
professionals.
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3 | Automate, augment, amplify
Creating an employee-centric organization means technology and processes, and more than 30 percent of
empowering your employees: augmenting their work through global employees feel they waste half of their day or more
technology and helping them develop the skills they need to performing tasks better suited to AI.
benefit from automation and AI.
HR must digitalize first
Digitalization of the world of work is inevitable. The World
Economic Forum has predicted that global AI jobs will It's clear that digitalization is a powerful tool for unlocking
increase from 78 per 10,000 in 2020 to 123 in 2022, and the workforce's true potential. But before HR departments
data shows that the use of AI in sectors across the board has can become the driving force behind facilitating the
grown by 270 percent in the last four years. introduction and use of technology, they themselves will
need to become more tech-savvy.
But more importantly, digitalization is beneficial. Automation
and the use of AI in the workplace bring efficiency and Digitalization of HR tasks can happen in three ways:
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1: Automation digital assistants and automated software. (For context: the
McKinsey analysis of over 2000 work activities across more
Jobs don't get automated, tasks do. According to McKinsey,
than 800 occupations shows that these repetitive tasks
only about 5 percent of occupations will be fully
account for roughly half of all activities that people do across
automated, but nearly all occupations will to some degree
all sectors.) By reducing the administrative workload,
be affected by automation — and HR is one of them.
automation will allow HR professionals to spend more time
Many HR tasks in areas such as reporting, administrative on more strategic and value-adding activities.
tasks, and predictable analysis should and will be done by
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2: Augmentation
Even tasks that cannot be automated can still benefit from
the right application of technology. Much of HR’s remaining
work should be augmented by machines or systems that can
reason, learn, and interact naturally with people. This will
further free up people’s time to focus on more creative tasks
that machines cannot do.
19
Digitalized HR will drive digitalization (with 52 percent in Brazil and Germany) and 61 percent of
global executives say using talent analytics to inform
within organizations decision-making is the number one HR trend that has
delivered an impact.
The purpose of HR is to help solve business problems. But as
the world becomes more intricate and challenges more
complex, HR needs to be more tech savvy in order to live up
to its promise. Only then can HR address problems such as
the current talent shortages.
55%
joined forces to test the use of AI in closing skills gaps by
giving a truer picture of just how talented their current
workers are, and how they could transition into emerging job
roles. The AI-driven skills assessment gives these
companies a better view of the skills their existing
of HR leaders in the U.S.
employees have, and the skills gaps that they could plug use predictive algorithms
through upskilling and reskilling. to hire new talent
Similarly, last year’s survey into global talent trends found
that when it comes to hiring new external employees, 55
percent of HR leaders in the U.S. use predictive algorithms
20
But beyond HR departments, HR's role will also be crucial in Guidance
helping organizations at large move towards the future. In a
world where our work — to a larger or lesser extent — will be ⬣ In short, HR professionals need to invest in building up
digitalized, our systems will need to switch from managing their digital proficiency as well as technological
jobs to managing tasks instead. As the opportunities offered savviness. These competencies are crucial not only in
by automation grow, so will the need for organizations to making HR's job more impactful, efficient, and effective
break down job roles into tasks in order to optimally redesign but also in helping the company make the best use of
work. HR will be the only department that will be able to help automation and augmentation.
deliver this change, as well as help companies hire and ⬣ Upskilling HR departments (to become digitally and tech
remunerate people based on tasks rather than job
savvy as well as showing strong business acumen) will
descriptions.
also allow for and facilitate the necessary upgrade of
organizations' operations to become fit for purpose in the
new era of work. It will help companies make optimal use
of in-house talent through job redesign, for instance.
21
4 | Data-driven people decisions
82%
improve the recruiting and hiring process. Through an app
that they had developed, the HR department was able to
screen potential employees, gather feedback, collect
credentials, schedule interviews, and track candidates as
higher-than-average they moved through the pipeline.
profit
over 3 years
22
Having access to this data and using it to improve the hiring People analytics in action
process has led to impressive results. The retailer saw a 60
percent increase in the applications’ processing speed, an ⬣ Credit Suisse used predictive analytics to identify which
80 percent reduction in paperwork, and higher employee employees were at risk of leaving, and why. They used
retention rates. All of which has had a positive impact on the this information to create targeted interventions to keep
company’s bottom line – in particular in today’s tight labor them on board, saving them approximately
market. $ 70,000,000 a year.
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HR needs to master data literacy skills
24
A data-driven culture requires the right:
To be more specific, every data-literate HR professional
should:
HR professionals should treat ⬣ Comprehend and be able to establish metrics and KPIs
Mindset data as useful in their daily
⬣ Read and interpret reports
work lives.
25
Guidance
26
5 | Make purpose count
‟
While much of the current debate about the post-pandemic
future of work has focused on hybrid working and whether or
Instead of making not people should be given more flexibility, employees
themselves have gone one step further. Instead of making
choices only about
choices only about where, when, and how they work, they
where, when, and how have begun asking why they work, too.
they work, employees The 'why’ question is particularly relevant because it implies
that workers are not only concerned about how much and
have begun asking where they work, but care just as much about their work's
quality and purpose.
why they work, too.
But while COVID-19 has driven people to reconsider their
relationship with work and re-emphasized the role of values,
the importance of purpose at work was already growing
pre-pandemic due to the generational turnover.
27
Studies have shown that younger workers are more Organizations no longer have a choice but to invest more in
purpose-driven at work than their older counterparts. And defining their purposes and aligning it with employees if they
with Millennials and Gen Z'ers to account for 75 percent of wish to remain competitive. Ultimately, they will need to
the workforce by 2025, the importance of purpose in the upgrade their workplace culture to ensure that decisions,
workplace is set to grow further. conversations and behavior across all levels are integrated
with that purpose.
Consequently, we see young people's work expectations
change: according to the Cone Communications Millennial And there's only one department that will be able to drive
Employee Study (published before COVID-19), 64% of and lead this change: Human Resources.
Millennials won't take a job if their employer doesn't have
That's because HR professionals with strong business
strong social and environmental values. What's more, Gen Z
acumen are best placed to connect company-level values
is the first generation to prioritize purpose over salary.
with employee-level purpose. They understand how the
There's only one department that can organization's values reflect the broader world and how
these core values help motivate employees themselves.
help organizations bring purpose in:
HR's role is to help their organization identify its values,
HR
understand how these resonate with employees, update the
organization's business culture accordingly, and then work
Organizations which have not given enough consideration to
with management to ensure the company also lives by these
how their values relate to those of their workers or potential
values in practice. The result will be a more productive,
hires are more likely to lose the talent they have and fail to
engaged, and motivated workforce.
attract the new talent they need.
28
Moreover, having a clearly defined purpose also helps HR Guidance
with talent acquisition. In the current tight labor market,
having values that resonate with candidates can make or ⬣ This step plays to one of the HR professionals strengths:
break a job offer. There are many examples of companies people advocacy. No other department is able to help the
that have smartly used purpose and organizational values organization update its mission statement and ensure it
to their advantage, including Nike, Netflix, and Buffer. plays a key role in motivating employees than the HR
department.
Ultimately, while identifying and staying true to your purpose
may not look like a solution to all your business challenges, it ⬣ HR professionals will need to understand the ins and outs
is a first (and necessary) step towards ensuring your of their organization, measure employees' demands, and
organization becomes future-proof. needs and align (the best they can) the company's vision
with people's values. This requires good and constant
communication with employees and a thorough
knowledge of their business.
29
6 | Reshape leadership
‟
These consequential decisions require CEOs and C-suite
HR will play a key role in leaders to work closely with HR departments with a unique
overview of the company's workforce. Moreover, HR can use
reshaping leadership data analytics to draw insights that will match the needs of
the business against the potential of the workforce.
and what we mean by it
30
2: Redeployed managers Fujitsu empowers employees
What's at stake: Many middle managers who have not been
In 2020, the Japanese tech giant Fujitsu pioneered in Europe
made redundant will need to be redeployed to new and
a new work concept which has put more emphasis on local
different roles.
decisions and empowered those who weren't previously
The role of HR: HR departments are key in helping involved in management. And while this transition meant the
organizations assess which leaders need redeploying and end of middle manager roles as such, the company made the
which managers need upskilling. HR is also heavily involved effort to ensure that the people who filled these roles would
in helping these managers upgrade their skills through skills still remain part of the journey — albeit in a different
development programs and coaching. capacity.
31
3: Emphasizing top tier management Guidance
What's at stake: We have witnessed the growing importance
⬣ Much like the previous step, reshaping leadership
of leadership in the top echelons of organizations — a trend
requires a combination of business acumen and
that is not new but has been massively accelerated.
established HR strengths such as people advocacy,
This means that CEOs, CHROs, and other C-suite leaders understanding of the workforce, and employee
have been put under more pressure to take a stance on and development.
lead in an increasing number of issues that transcend the ⬣ HR will need skills to analyse the current leadership
walls of their organizations (e.g. addressing inequalities, the
structure, use data to identify which leadership roles
pandemic, or fighting climate change).
need to change, and repurpose many leadership roles
The role of HR: It is HR professionals and CHROs in and work with C-suite leaders to become more socially,
particular that can help CEOs keep their thumbs on the pulse culturally and environmentally responsive — and do so in
of their workforce and the society at large. They can help a way that is consistent with the company's mission
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The T-shaped HR professional
⬣ Data literacy
⬣ Business acumen
⬣ Digital proficiency
⬣ People advocacy
33
The T-shaped HR professional's competencies
Functional
Competencies
HR Professionals need to
become specialists in at least
one functional competency
and a generalist in four core
HR competencies.
34
But despite the many challenges facing modern businesses 1: Tech and digital skills are the least
and the key role HR has to play in providing a way forward, common
research reveals that most HR professionals do not have the
Only 41 percent of HR professionals are able to improve
necessary competencies.
efficiency and drive business value through skilled use of
In our latest survey, we collected data from 5,648 HR technology and data. Being data-driven and having digital
professionals around the world and found out that only 21 proficiency are essential skills for being able to anticipate
percent of them have shown sufficient knowledge in all four challenges, not just react to them.
core competencies.
59%
of HR professionals
are unable to drive
business value
through technology
and data
35
This means that almost 60
percent of HR professionals are
falling behind more tech-savvy
colleagues in terms of efficiency
and impact.
63.8%
Lacks competency Of all four core competencies,
41.3% 41.0% 45.3%
Has competency data literacy and digital
proficiency show the highest
Data Digital Business People
Literacy Proficiency Acumen Advocacy levels of insufficient knowledge
and have the greatest potential
10.2% 2.9%
for improvement.
17.5% 17.2%
33.6%
44.5%
41.2% 41.8%
Insufficient
47.0% Basic
30.7% 29.8% 35.2% Sufficient
36
2: Half of HR professionals are not aligned 3: HR professionals are essential people
with their business' objectives advocates
Furthermore, less than half (45 percent) of HR professionals On the flip side, two-thirds of HR professionals (63.8
have a solid understanding of their business, its customers, percent) have shown strong competency in people advocacy,
and the greater economic context which would enable them meaning they are able to create a strong internal culture, get
to help the company achieve its mission and goals. the best out of their people, and act as a trusted champion
and communications expert. It is also the competency in
More than half of HR departments thus bring limited
which HR professionals exhibit the highest level of expertise
business value and are, to a large extent, decoupled from
(with an average of 15 percent more professionals with
what the business is trying to achieve.
sufficient skill level and 4 percent more experts than in the
other competencies).
45%
indispensable for HR professionals. In addition, mastery of
people skills is certainly useful when helping organizations
adjust to the new era of work.
of HR professionals have
business acumen
37
Building competencies in 7 steps
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1: Understand strategic HR priorities 5: Draft an implementation plan
Determining which competency gaps need to be addressed Create a clear and concrete plan of how to most effectively
first will help you get your HR organization to a higher level at deploy your planned L&D initiative.
a faster pace. The best way to identify skills gaps is to plot
your HR professionals' abilities against your business goals.
6: Training delivery
Launch your skilling hub and get learners onboarded and
2: Specify learning objectives engaged.
How exactly should HR professionals in your organization put
their digital proficiency or data literacy to work? What are
7: Continuous learning, monitoring, and
their ambitions and which skills does the organization need
optimizing
them to develop? Staying on top of changing learner and organizational needs
will ensure that your HR department will embrace
3: Select target audiences continuous learning, and focus on the skills and
Which HR professionals should take part in these L&D competencies that your organization needs most.
initiatives for maximum impact?
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Conclusion Key takeaways
HR's established expertise is crucial for businesses seeking With the right skills and capabilities, future-proof HR
to overcome the long list of complex and urgent challenges departments will be able to:
that lie ahead. But people advocacy and specialized
⬣ Create individualized workplaces to allow for flexibility
expertise is not enough. Only when HR professionals are
and better collaboration
able to combine these with more general competencies will
they have the strategic knowledge, insight, and expertise ⬣ Be able to not only hire talent externally but also build it
necessary to identify and capitalize on new opportunities. internally
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At the Academy to Innovate HR (AIHR), it is our mission to make HR
future-proof by offering world-class, online education programs available
anywhere, anytime.