The is here to help. Each year, this team of PhD-level organizational psychologists and HR technology market intelligence experts aggregate and synthesize data from a wide range of reputable business press resources that put forward HR trends and predictions and conduct a content analysis to derive key themes or 鈥渕eta-trends.鈥� For 2023, the analysis involved 73 resources, leading to a list of 346 individual trends, which were then categorized into seven broader meta-trends.

Below is a quick recap of the 2023 HR meta-trends and a few examples of how organizations of all sizes are using 麻豆原创 SuccessFactors solutions to get ahead 鈥� and stay ahead 鈥� of the curve.

From Trend to Foundational: Employee Experience

If you do a quick comparison from past years鈥� meta-trends analyses, you鈥檒l notice an elevated shift for the employee experience. To no surprise, this topic continues to dominate the conversation and has become a cornerstone for HR and business strategies. With the recognition that all HR meta-trends are shaped by and shapers of the employee experience, our team of experts have “graduated” employee experience from trend to a foundational principle.

鈥淗R digitalization was a key objective in our transformation to address our work culture challenges. Our necessary to develop and engage our people was an important aspect enabling the execution of our business strategy.鈥�

鈥� Arun Serikar, Director Global HR Technology,

1. Winning the Race for Skills

With the combination of employees maintaining the upper hand in the job market and many parts of the world continuing to face relatively tight labor markets, the focus on skills-based hiring and employer brand has skyrocketed the race for skills into the number one slot for 2023.

鈥淲e knew that to continue to be an employer of choice, we wanted to satisfy the needs of our employees and applicants who were demanding an enhanced experience.鈥�

鈥� Cherilyn Nobleza, Executive Director HR Transformation and Analytics,

2. Mobilizing the Workforce for the Future

Organizations are continuing to lean into learning and development to keep employees engaged and properly skilled 鈥� and with economic uncertainty likely leading to a shift between external hiring and internal mobility, this topic remains top of mind.

鈥淭hanks to , we have transformed into an organization that prioritizes learning and growth and our employee engagement has significantly increased. We are now composed of people with a habit of learning not once a month but a little bit every day.鈥�

鈥� Adela Giral Lopez, CHRO,

3. Adopting Emerging Technologies with Purpose

As artificial intelligence (AI) use cases within HR begin to span across the employee journey, employees are beginning to see the added value for help in completing basic tasks and receiving personalized recommendations. But for that comfort level to grow, it鈥檚 imperative that HR teams remain vigilant in ensuring the use of intelligent technology is fair and transparent.

鈥淲ith support from 麻豆原创, we have been able to extend the functionality in 麻豆原创 SuccessFactors solutions to create an innovative solution that helps employees identify and develop the skills that will be vital in the digital world and the future of our company.鈥�

鈥� Gabriel de Diego, HR Strategy and Transformation Director,

4. Making Flexible Work, Work

Who wouldn鈥檛 love a four-day work week? This is just one of the many options being considered 鈥� and, in some cases, implemented 鈥� as organizations continue to experiment with new flexible work options designed for where, when, and how work happens.

鈥� is helping us truly empower and engage our employees by creating one space where employees can find everything they need and get virtual support to get their work done 鈥� no matter where they are.鈥�

鈥� Yoav Ventura, Cofounder and Managing Partner,

5. Embedding Holistic Well-Being Everywhere

Although many have settled into the 鈥渘ext normal鈥� from a working perspective, there are still a significant number of stressors at play that emphasize the need for organizations to continue their understanding, support, and prioritization of employees鈥� holistic well-being 鈥� including their mental, physical, emotional, and financial health.

鈥淩egularly engaging with employees is critical to ensure everyone鈥檚 voice is heard, their needs are addressed, and there is a positive work environment that makes people want to stay with us.鈥�

鈥� Tennyson Devoe, Senior Director of Safety and Organizational Excellence,

6. Embracing the Complexity of DEI&B

In 2023 we鈥檒l begin to see organizations take a 鈥渓ifecycle approach,鈥� meaning diversity, equity, inclusion, and belonging (DEI&B) will be embedded across all people-related activities, with particular focus on practices related to talent acquisition and retention.

鈥溌槎乖� solutions are helping us achieve our diversity and inclusion goals. Greater visibility into the total workforce and transparent, improved reporting capabilities allow us to set recruitment and succession targets around race, gender, and disability.鈥�

鈥� Jeanett Modise, Group HR Director,

7. Preparing People Leaders for Today and Tomorrow

Your next generation of leaders will play a significant role in the success of your organization and in 2023, it鈥檚 all about developing leadership and management skills across the workforce. Keep in mind 鈥� not every high-performing individual is a good fit for managing a team so alternative paths outside of the traditional career ladder should be made available.

鈥淥ur talent strategy brings stronger engagement through clear objective setting, , and development conversations. We have the opportunity to improve internal mobility through succession planning capability, creating a diverse talent pipeline at all levels.鈥�

鈥� Fiona Brunskill, Director of People and Cultural Change,

For additional insights on the meta-trends and how you can prepare for what鈥檚 next, read the full report, .

Carrie Klauss is global director of Solution Marketing at 麻豆原创 SuccessFactors.

Operating in a socially responsible way strengthens an organization鈥檚 brand reputation. Job seekers and consumers today want to support organizations that stand for something important and that are making positive impacts on society at large. Investors are putting more emphasis on sustainable development goals with a significant increase of focus on social impact. Human rights and environmental regulations are increasing rapidly. All of this demands a more sustainable approach from CEOs and business leaders.

People, Planet, and Prosperity

When you hear the word sustainability, the first thing you may think of is recycling or environmental sustainability, but sustainability is about so much more than eliminating single-use water bottles and reducing fossil fuel consumption. A holistic approach to sustainability incorporates social, environmental, and economic sustainability 鈥� or people, planet, and prosperity.

Organizations are increasingly recognizing the need to be as focused on social, or people, sustainability as they have been on economic and environmental sustainability 鈥� all three together support and drive business sustainability. People make up society, impact the environment, and power the economy. People are at the heart of any strategy to make progress on sustainability goals. In today鈥檚 workplace, HR has both the opportunity and responsibility to ensure that people are at the center of work by creating an environment in which the workforce, and the organization, can thrive.

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Defining People Sustainability

People sustainability focuses on treating people 鈥� those within an organization鈥檚 workforce, across their supply chains, and in the communities in which they operate 鈥� ethically and fairly.

Just as environmental and economic sustainability require careful preservation and use of natural and financial resources, people sustainability requires treating people and human potential as precious resources that must be supported and valued to drive resilience, agility, and achievement of sustainability goals.

Companies that prioritize people sustainability, by creating social impact and building a more diverse and inclusive culture, are able to boost employee engagement and productivity. They鈥檙e also better positioned to attract and retain talent. Penny Stoker, global talent leader at EY, unpacks how .

Unpacking the Six People Sustainability Pillars

The 麻豆原创 SuccessFactors HR Research team has identified six distinct areas, or pillars, that comprise people sustainability. Although the areas are distinct, it is also clear that there is overlap between these pillars. At the center of them all, of course, is culture 鈥� as it drives so much behavior both within and outside an organization. Let鈥檚 unpack these areas a bit in the context of HR and people processes.

Health and Safety
At a minimum, you need to ensure the workforce is safe from physical health and safety hazards and has access to basic necessities. Does your onboarding process provide new hires with appropriate safety training and equipment from day one? Do you have visibility into your total workforce, including their locations? Knowing who and where your workforce is at all times allows you to react quickly in times of crisis and provide support where needed.

Diversity, Equity, and Inclusion
Here the focus is on treating each individual, regardless of social identity group or belief system, fairly and equitably and ensuring they feel a sense of true belonging. Are you able to attract and engage job seekers from diverse backgrounds? Do you have a standardized selection and interview process? Do you provide pay transparency? Are you measuring and tracking diversity, equity, and inclusion goals?

Well-Being and Balance
Beyond basic health and safety, this area focuses on ensuring employees鈥� holistic well-being 鈥� psychological, social, financial, and career 鈥� is prioritized and supported with the necessary tools and resources. Do you offer a comprehensive benefits package with compelling options? Do your employees feel comfortable bringing their whole selves to work? Have you fostered a culture of continuous dialogue between managers and their reports?

Trust and Transparency
The focus here is on employees having a voice, understanding how key decisions impacting them are made, and trusting their organization to act in ethical ways. Do you regularly listen to your employees and act on the feedback they provide? Have you established policies and processes for the ethical use of intelligent technologies and data privacy and protection? Do you publicly publish diversity metrics?

Empowerment and Growth
Here employees are provided the clarity, support, and tools needed to grow their skills and are empowered to influence their career trajectory. Are you offering inclusive learning options to meet the needs and learning preferences of a diverse workforce? Do you ensure managers provide equitable and actionable feedback to their teams? Are you providing equitable access to development opportunities?

Organizational Purpose and CSR
In this final pillar, the organization is actively working towards giving back and making a positive impact on the world; employees are encouraged to participate and feel energized by the organization鈥檚 mission and values. Do you ensure individual goals are aligned to company objectives to increase sense of purpose and meaning in work? Are you providing your workforce the space to pursue their passions?

What Can Organizations Do to Drive People Sustainability?

In most organizations today, different parts of the business lead these efforts with minimal awareness of or collaboration with each other鈥檚 strategies. However, we have to start somewhere. The most logical first step is to understand where you are today. Do you have a unified strategy 鈥� at least across some of these pillars? Start the conversations and begin to break down organizational silos.

Prioritize people, and planet and prosperity will follow. This is what it means to be a resilient, results-driven, and people-first organization. One that鈥檚 not only equipped to meet the business needs of today, but one that adapts to the business needs of tomorrow.

To learn more, watch a replay of the SuccessConnect keynote, .

Kim Lessley is global director of Solution Marketing at 麻豆原创 SuccessFactors.

As employees know, the reality of working from home is鈥� going pretty well, actually. Most of us are still working in our basements, sheds, or spare rooms while monitoring our Wi-Fi connectivity, adjusting our work hours to meet with trans-global colleagues, devising a smarter , and advancing our digital fluency to make use of new productivity tools and apps. Overall, we鈥檙e happier and healthier, as study after study confirms.

The Future of Work Is Not Location Bound

When asked about their preferred work model for the , of workers said they want a hybrid work arrangement, according to the by . In the study, Accenture interviewed more than 9,300 workers in 11 countries across 12 industries to understand workers鈥� mindsets toward three different work models 鈥� on-site, remote, and hybrid 鈥� and the resources they require for their health and productivity.

Published at the height of the pandemic in April 2021, the study classified employees into four mindsets along a spectrum: thriving (42%), ambivalent (12%), apathetic (15%), or disgruntled (31%). While those who were disgruntled worked largely on-site, those employees who were thriving were mostly working in hybrid arrangements. They experienced less burnout and reported feeling across six dimensions of well-being: financial, emotional and mental, relational, physical, purposeful, and employable.

Three years into the pandemic, we are now capable of managing the virus with vaccines. Despite existing research on work models, many employers continue to struggle with developing a cohesive set of policies for hybrid work. Instead, they opt for one-size-fits-all solutions that fall short in the face of reality. Too many are still narrowly fixated on the question of location: 鈥淲here should we work?鈥� However, a surprising outcome of the Future of Global Work Report has potential to reframe this discussion.

During the study, Accenture researchers identified a segment of workers (40%) who felt they could be productive anywhere. For this group, work location did not matter because they could be equally productive on-site and remotely. How do they do it? The researchers studied this group more closely to find the answer.

鈥淲e were initially interested in that location question 鈥� what helps to drive worker productivity remotely or onsite,鈥� says Gabriela Burlacu, PhD, talent researcher at Accenture. 鈥淏ut actually, what was far more interesting and far more impactful on a company鈥檚 bottom line was this idea of a segment of workers that felt they could be what we called 鈥榩roductive anywhere.鈥欌��

Traits of Workers Who Are Productive Anywhere

That many workers can be productive, happy, and healthy in whichever setting should be welcome news for any company trying to hammer out an intentional policy for hybrid work. 鈥淚t鈥檚 location agnostic,鈥� Burlacu says, regarding the impact on the future of work. 鈥淚t’s also a precursor to effective hybrid work, because if you feel you can be productive anywhere, then you really could work comfortably in both places.鈥�

Much more important than work location seemed to be an employee鈥檚 individual potential and the resources available to support their work. The Accenture team found some commonalities among the 鈥減roductive anywhere鈥� cohort that can be carried over to other organizations as well. These workers had more autonomy, positive mental health, a desire to participate in learning, advanced digital fluency that enabled them to evaluate and adopt technology to get the job done, strong social bonds at work, and work-life enhancement, which means that they felt their work added to their ability to enjoy other areas of their lives.

The organizations that these workers belonged to also had interesting commonalities. They tended to be agile, intelligent, digitally mature, and have supportive leadership. They also have beneficial health policies that signal that employee health and safety is valued by the company.

Autonomy is a key theme in any discussion about hybrid work. It takes steady effort and awareness to balance autonomy and organizational goals for business success. Burlacu has some suggestions. 鈥淭he ways that we measure productivity have to look a little different. Giving people some level of freedom to manage their own time and how they complete tasks is important,鈥� she says. 鈥淏ut another side is also giving manageable feedback that’s really clear in terms of what the expectations are and how to improve. It’s an often-overlooked part of autonomy. Workers don’t always know if they’re working on the right things for the company鈥檚 success; whereas being really clear about the objective can actually help drive autonomy.鈥�

Resources Prove Essential to Fight Workplace Stress

While the research shines a light on workers who thrive no matter where they work, it also uncovered another 8% of workers who experience the same disconnection, frustration, and inefficiency regardless of location. These workers were, in essence, productive nowhere. Researchers assumed this group had endured hardships and stress during the pandemic. Instead, they found that what separates the two groups is not stress.

鈥淥ur 鈥榩roductive anywhere鈥� group was actually more burned out than our 鈥榩roductive nowheres.鈥� They had a host of other negative work stressors as well. But what really differentiated them and their work experience is they had much higher levels of resources,鈥� says Burlacu, indicating that this is something within companies鈥� power to address so that all workers can fulfill their potential.

The Future of Work Starts with Mindset

Perhaps some of the best news of the study is that researchers found that of high-growth companies have already adopted a 鈥減roductivity anywhere鈥� workforce model. This suggests that a future of work that looks beyond where to work may be just around the corner.

鈥淲e were able to identify what aspects of a company’s environment and work experience really help workers be productive anywhere,鈥� says Burlacu, 鈥淏ecause that should be the goal 鈥� not more seamless remote work, not better on-site work 鈥� but enabling people to have this 鈥榩roductive anywhere鈥� mindset.鈥�