In 2025, adaptability and continuous learning will be crucial for both organizational success and individual career resilience. Organizations offering robust learning opportunities will attract top talent, positioning themselves as growth https://pagemakers.net/author/pagemakers/page/3/ incubators. While certain roles may become obsolete, a plethora of new opportunities are emerging, demanding novel skills and competencies. As AI and automation continue to reshape the professional landscape, the imperative for continuous learning and skill development has never been more pronounced. The landscape of work is undergoing a seismic shift, propelled by technological breakthroughs and evolving societal dynamics.
Get ahead of the change – download your copy today. After years of disruption, workers are ready to grow again – but on their own terms. She advises CHROs and other C-suite executives on the future of work and workforce transformation. The simple fact is that for every company issuing an ultimatum that workers return to their desks full-time, another realizes that offering flexibility is the key to attracting top-tier talent.
While Emily Rose works across all issues related to the future of work, her core areas of focus are AI’s impact on the workforce and new ways of working. In addition to leading Gartner’s annual Future of Work Trends research, she advises clients on the evolving impact of AI on roles and careers and helps organizations achieve their transformation goals for a tech-enabled workforce. Kaelyn Lowmaster is a director of research in Gartner’s HR practice focused on the future of work and organizational design and transformation. This shift transforms HR from an administrative function to a key driver of organizational strategy.
Algorithmic management is shifting from adoption to accountability
Victor has served clients in the Americas, Europe, and Southeast Asia, and in a wide range of industries, with a focus on energy, diversified industrial, and engineering and construction companies. Scoble-Williams leads transformation by designing work systems anchored in trust, creativity, and intelligent collaboration, enabling humans and AI to work together. Jason’s broader HR consulting experience includes supporting talent management, HR transformation, and other human capital initiatives. He has more than 20 years of employee benefit consulting experience helping organizations design, deliver, communicate, and manage total rewards programs to support their business and talent strategies. As the S-curve compresses, so do the capabilities required to navigate it. This year’s report focuses on choices that our research shows, despite being powerful levers of value, are often overlooked.
Of non-managers don’t trust HR to protect them from harmful policies, and 46% don’t see HR as a trusted advocate. Say expectations of how much AI can increase productivity are unrealistic, and 38% don’t think they’ll receive the necessary training to keep up. Want to leave their jobs, but 54% are staying out of fear or for benefits like stability, not because they like their roles. Inside, you’ll find deeper insights, data and practical actions to help you build an organisation where ambition and care grow together. The Workforce Trends 2026 report is your guide to leading through change with empathy and evidence.
- CEO expectations for AI-driven growth remain high heading into 2026, even as evidence shows most AI investments are failing to deliver meaningful returns.
- Rather than relying on broad commitments alone, organizations can focus on targeted interventions informed by measurable outcomes.
- Instead, they embed talent insights into everyday workflows such as applicant tracking systems, HRIS platforms, and performance management tools.
- She also helps executives with topics around new employment models, evolving employee expectations, flexibility for frontline workers, and the aging workforce.
Human-Machine Synergy: Redefining Workplace Productivity
As workforce analytics and AI become embedded in everyday HR work, the role of HR professionals is evolving. ” Strong analytics skills are now table stakes, but strategic interpretation is what creates value. When paired with clear governance and human oversight, these systems can help HR teams respond faster and more consistently.
It is a cross-functional effort that requires clear leadership https://www.e-lib.info/questions-about-you-must-know-the-answers-to-5/ support and shared ownership across HR, IT, legal, and the business. When people understand what data is being collected, why it is used, and how their privacy is protected, trust increases. For workforce analytics to be sustainable, it needs to be legally compliant and trusted by employees. Weak governance and limited transparency can expose companies to legal, reputational, and employee trust risks. With laws and regulations around data use and automated decision-making still evolving, organizations cannot rely on compliance alone.
Reskilling And Upskilling: The Key To Future-Proofing Careers
By combining internal workforce data with external market signals and AI-driven analysis, talent intelligence supports better hiring, development, and workforce planning decisions. One reason for this gap is that many HR teams are still underusing advanced analytics and AI-enabled tools. According to Manpower Group, 74% of employers report difficulty finding the skills they need. Many anticipate that a substantial share of employees can be upskilled within their current roles, while others can be redeployed into new ones. ” to “Which capabilities do we need, where do gaps exist, and how can we build or source those skills? As a result, organizations are starting to think less in terms of fixed jobs and more in terms of skills.
Predictive and prescriptive analytics are becoming the standard in HR
Read more on AI and machine learning or related topics Generative AI, Business management, Human resource management, Growth strategy, Organizational culture, Mental health, Layoffs and Hiring and recruitment He edits the Gartner HR Leaders Monthly journal, covering HR best practices on topics ranging from talent acquisition and leadership to total rewards and the future of work. CEO expectations for AI-driven growth remain high in 2026—at the same time their workforces are grappling with the more sober reality of current AI performance. CEO expectations for AI-driven growth remain high heading into 2026, even as evidence shows most AI investments are failing to deliver meaningful returns. Key attributes include empathy, facilitating human-machine collaboration, and focusing on talent development. While some roles may be automated, AI tools are increasingly enhancing human capabilities and boosting productivity and creativity.
- Retention may look steady — but beneath the surface, motivation, trust, and performance are slipping.For HR leaders, this is a chance to turn pressure into progress.
- This year’s report focuses on choices that our research shows, despite being powerful levers of value, are often overlooked.
- When HR, finance, and business leaders work with the same predictive inputs, workforce planning becomes more coordinated, realistic, and responsive to change.
- Organizations offering robust learning opportunities will attract top talent, positioning themselves as growth incubators.
Master workforce analytics to elevate HR’s strategic impact
Each tipping point presents an opportunity for leaders to test new possibilities and accelerate toward the next curve, while also surfacing questions that can no longer be deferred. At the same time, demographic shifts and disappearing workforces are making human capacity itself a scarce resource, elevating the need to invest where humans create unique and irreplaceable value. Relentless cost pressures, changing consumer and worker behaviors, and geopolitical shifts have pushed many organizations toward efficiency at all costs. And how can organizations protect themselves against misinformation and untrustworthy outputs in a world where AI is both a collaborator and a risk? This includes a rethinking of culture, decision rights, and trust in data itself. Organizations will likely need to redesign work to harness human–machine synergy, moving beyond having humans and machines work side by side.
