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Digital radically disrupts HR

Digital technology is transforming how people work—demanding a fundamentally different HR strategy.


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 driving the decentralization of talent management as an HR activity—embedding it into the fabric of everyday business. It will fundamentally change HR as we know it.

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 the future of work.

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Accenture explores five digital developments transforming HR:

  1. Data and integration will be king.

  2. Digital will give power—and people management—to the people.

  3. Consumer applications will find a home in the enterprise.

  4. Digital will enable customized talent management.

  5. Cloud computing will enable new flexibility and agility.

Digital is poised to radically disrupt HR, and redefine the future of the human resource function.


Digital disruption will have significant implications for the business and the HR strategy of an organization.

For business:

  • 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.

For HR:

  • HR will become smaller. New organizational structures will emerge to help HR professionals collaborate closely with other business functions.

  • HR will begin to behave more like marketing—analyzing employee data, creating customized talent offerings, and marketing and branding talent and HR processes.

  • HR will play a bigger role evaluating external technologies, and building interfaces between them and the organization’s own data and systems.