How HR organizations are shaping the workforce of the future: KPMG HR 2020


The HR function is dealing with a range of questions: How can it prove its relevance within its organization and bring strategic value? How can HR design an employee experience that responds to evolving demands? And how can it utilize technology to truly understand the needs and motivations of employees?

A pleasure sharing some of the excerpts and key findings of the Future of HR 2020, KPMG Report.

What are Pathfinding HR functions focusing on?

  • Shaping the workforce for the future: They recognize that existing workforce structures are being disrupted by new technology and business models, and they are seizing the opportunity to reshape the workforce and gain the full benefits of humans and machines working together.
  • Shaping a purpose-led culture: They understand that HR plays a vital role in shaping and maintaining a culture aligned with their business strategies and higher-level purpose.
  • Shaping the employee experience: They utilize techniques underpinned by design thinking to address the “moments that matter” to employees and understand that this mirrors the same core principles needed for customer centricity and experience design.
  • Shaping decisions about people and the workforce by using insights from data: They maximize the power of data science to generate predictive and actionable insights for the whole organization, and they are investing accordingly

The top five ways Pathfinding HR organizations are shaping the workforce of the future:

  • Devoting time and resources to workforce shaping as an entirely new discipline capable of responding to continuing disruption. The world of work is changing and requires a new mindset and actions. Pathfinding HR organizations are investing heavily in workforce shaping roles and believe this is one of the skills/capabilities needed by the HR function.
  • Understanding that, although they may still require strategic workforce planning in some capacity, workforce shaping starts from future business scenarios and then “works back.” Traditional workforce planning starts with the existing workforce and moves forward in time. This tends to anchor the outcomes and “answers” in the present model of work and misses the enormous levels of disruption and potential productivity gains driven by AI.
  • Focusing on upskilling the workforce and ensuring they have the right capabilities to work in the future-state environment. Upskilling goes hand in hand with workforce shaping, and the scale of learning and development effort should not be underestimated.
  • Maximizing the success of workforce shaping through collaboration with C-suite leadership, as they should be the ultimate owners of the outcomes and the actions arising.
  • Establishing regular refreshes of workforce shaping scenarios through considering what the organization and workforce could look like and could be capable of achieving in the future.

KPMG is a multinational professional services network, and one of the Big Four accounting organizations, along with Deloitte, Ernst & Young, and PricewaterhouseCoopers. To read more about Report pls visit –


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