Trends Report
Human Capital Management is a rapidly evolving profession. Its leaders can no longer function effectively without understanding where the world is today, how it got there, and where it’s headed tomorrow. That knowledge must cover not only traditional subjects like compensation and government regulation, but now also labor markets, candidate and employee attitudes and behaviors, business competitiveness and strategy, marketing, and technology.
For decades, the practice of HR—the precursor to HCM— was relatively static. Around the turn of the century that began to change. Today change is constant. Companies are defining HRM’s role very differently and giving them very different tools to work with. One consequence is that substantial performance gaps have developed between otherwise similar organizations.
The day-to-day operational work of HCM is complex and taxing. Many departments have suffered cuts in recent years; almost none are overstaffed. So there is little time for strategizing. Yet waves of change will continue to come whether organizations are prepared or not. There are only two options: to ride them or be swamped.
This report includes a review of the most important trends affecting HCM as well as the adaptations required to ensure continued top performance.
The Ecosystem
Why the ecosystem metaphor apply describes HCM
Why change always produces winners and losers
15 major trends driving change in HCM, including frequently overlooked ones like corporate instability, the rise of business logic and marketing, evolution in language and communication, and altered social contracts.
According to our research, the 10 capabilities, competencies and capacities (they are not the same) that are allowing top performing organizations to reset the performance bar for Human Capital Management, and with it the status of the CHRO and his team.



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