When it comes to having a future-ready workforce, leaders will need to become more resilient and focused on engaging and retaining their employees by empowering their teams to acquire new skills and stretch outside of their comfort zones.

Use strategy to help everyone aim higher

Strategic reskilling solutions help organizations re-align their people from transactional roles to in-demand value-added activities: for example, statistical assistants may become data scientists; web administrators move into software programming; and HR assistants become talent advisors.

HR leaders who responded to our Intelligent Operations study also recognize the need to invest in a strategy that focuses on improving areas like data, stakeholder experience and leading practices to enable operational growth.


of HR leaders​ surveyed report adoption of leading practices, up 3x from 27%, just three years ago.

Use technology to enhance the employee experience

Employees have increasingly higher expectations for a consumer-grade experience at the workplace. Meeting those expectations requires HR to redesign the service delivery model from more of an employee’s point of view—one that anticipates the needs of the business and the workforce.

And when organizations align employee goals with business goals and track performance with clear metrics, the whole organization can become more transparent and productive. But to get there, leaders must empower their teams to acquire new skills and take more risks.

Client case study

One oil and gas company that needed to reskill their procurement workforce to rotate employees to digital roles, wanted an unbiased, 360-degree view of their talent to analyze historically untapped employee data. The company created an AI-backed solution to assess employees’ skills and strengths using “Skill Inferencing” techniques on their unstructured data collected over years in their HCM. The skill proximities for the future roles were computed and employees were mapped to new digital roles based on technical, functional and leadership skills. The skills gap was highlighted at employee level to meet the needs of the procurement organization. Now they have a sustainable, scalable solution that supports their long-term digital transformation workforce strategy.​

Jill K. Goldstein

Talent and HR Business Process Services Lead


Fast-track to future-ready performance

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