The Future of People Management Priorities

Creating People Advantage 2021
The Future of People Management Priorities

People leaders must prioritize among a wide array of potential initiatives, from people analytics to strategic workforce planning to upskilling and reskilling. To support those decisions, Boston Consulting Group has partnered with the World Federation of People Management Associations on a comprehensive study of people management.

This survey, the most recent in a series dating back to 2008, includes responses from more than 6,600 participants in 113 countries. To supplement the quantitative findings, the authors interviewed more than 30 people management leaders at organizations around the world.

Most companies are struggling to digitize their HR departments. Compounding the challenge is the fact that employees are accustomed to streamlined digital experiences and intuitive interfaces in their personal technology, so they want modern solutions at work as well. By taking deliberate and proactive steps to build up digital capabilities and skills, HR can fulfill its mandate of becoming a true partner to business units.

The ever-intensifying competition for talent— especially digital talent—requires a state-of-the-art approach to finding, managing, and cultivating highpotential employees. The emergence of the gig economy now requires that organizations manage a hybrid workforce of contractors, gig workers, temp workers, and traditional employees. At same time, HR must strategically identify skills that the organization will need in the future, along with developmental approaches to close any gaps.

Key Takeaways

About This Report

Define a smart work strategyIncorporate remote, hybrid, and onsite working models to drive business success in an agile way. Take the full employee workplace experience into consideration and define how to use different spaces. A digitized operating model and agile ways of working will also make the organization more resilient to future challenges.

Rethink employment options and workforce structureEstablish flexible options for some job roles to accommodate highly qualified talent that doesn't want to operate on the basis of a fixed contract anymore.

Foster affiliation by sharpening the organization's purpose and culture to inspire employees.This is crucial in a remote or hybrid workplace with less physical proximity. As the decisive shapers of the organization's culture, top management and frontline leaders must position themselves to drive a culture that builds on trust and appreciation.

About the Publisher

Jens Baier is a managing director and senior partner in the Düsseldorf office of Boston Consulting Group

Publish Date

September 2021