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Digital technology is transforming how people work—and how HR supports them.
With digital technology playing a role in nearly every aspect of our lives, it stands to reason that no element of work is immune to digital disruption. Digital technology is poised to decentralize talent management as an HR activity—embedding it into the fabric of every day business. It will fundamentally change HR as we know it.
Learn about the "Future of HR."
New digital technologies enable greater integration and flexibility—allowing employees to have a greater share of voice, and the ability to create their own work experiences.
Digital is poised to radically disrupt HR, and redefine the future of the human resource function. HR and talent processes and the technology that enables them will no longer constitute their own domain. Rather, many aspects of HR and talent management will become fully embedded into how work gets done throughout organizations.
Accenture explores five future trends that will transform HR:
Digital disruption will have significant implications for both the business and HR.
Talent management will become an everyday activity for employees.
Information and decision making will shift to employees.
Silos will be knocked down, and boundaries blurred.
Talent management processes will result in better service for the business.
Talent practices will play a more important role in businesses’ strategic capabilities.
HR may become smaller. New organizational structures may sprout to help HR professionals collaborate closely with other business functions.
HR may begin to behave more like marketing—analyzing employee data, creating customized talent offerings and marketing, and branding and educating employees about talent and HR processes.
HR may play a bigger role evaluating external applications, and building interfaces between them and the organization’s own data and systems.
David Gartside is a managing director in the Accenture Talent and Organization practice, and executive sponsor for the Accenture Future of HR program. He specializes in large-scale global transformation programs that impact all areas of the HR capability. Based in New York, Gartside has deep experience in addressing the complexities involved in driving a successful global HR strategy.
Catherine Farley leads Accenture Talent and HR Services. She is responsible for integrating and offering innovative ideas for the talent and HR solutions Accenture brings to clients—spanning all aspects of Accenture’s business in consulting, technology and outsourcing. Based in Seattle, Washington, Farley has extensive experience with workforce restructuring and the implications of this type of change.
Maureen Brosnan is the managing director of the Accenture Human Capital Management practice. Based in Boston, Massachusetts, Brosnan has in-depth experience helping companies transform their HR organizations to drive strategic value through automation, self-service and shared services.
Himanshu Tambe is the managing director responsible for the Accenture Talent and Organization Capability Network. Based in Gurgaon, India, Tambe specializes in Business and Human Capital Strategy and HR Transformation solutions for the public sector, metals and mining, and banking industries across Asia Pacific.
Susan M. Cantrell is a research fellow at the Accenture Institute for High Performance. Based in Boston, Massachusetts, Cantrell is coauthor of the book Workforce of One: Revolutionizing Talent Management Through Customization (Harvard Business Press, 2010). She has also coauthored more than 30 articles or book chapters, including Elements of Successful Organizations (The Workforce Institute at Kronos, 2011).
March 17, 2014
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