73% of business executives anticipate ongoing talent shortages for the next three years, highlighting the need for HR to consistently discuss talent needs.

Deloitte’s 2025 report examines tensions between business and human outcomes, with only 6% of organizations making strong progress in human sustainability. Organizations effectively addressing these challenges outperform others by up to 1.8 times financially. Leaders must balance short-term results with long-term value to transform tensions into opportunities.

McKinsey’s report shows investing in holistic employee health could create $11.7 trillion in global economic value. Only 57% of employees report good health, with disadvantaged groups faring worse. The report recommends six principles for employers, emphasizing that combining individual support with systemic workplace changes yields optimal results.

Deloitte’s 2024 report, “Modernizing HR,” outlines how integrating AI and streamlined digital platforms can transform HR efficiency and employee experience. It discusses ServiceNow’s FastForward EX platform as a solution to unify fragmented systems, automate tasks, and reduce inefficiencies, offering scalable improvements that meet modern workforce demands. [Deloitte, 2024]

In a rapidly evolving workplace, HR leaders are radically transforming their strategies, with 79% reporting significant changes in the past year. This comprehensive report, featuring insights from 23 HR leaders, reveals how organisations are adapting to manage dispersed teams and meet dramatic shifts in employee expectations.

Deloitte’s 2024 report explores how organisations can thrive in an evolving, boundaryless world by prioritising human sustainability. It underscores the shift needed from legacy productivity metrics to holistic human performance measures, balancing business and human outcomes, and embracing human-centric leadership to build resilient, innovative, and equitable workplaces. [Deloitte, 2024]

The 2024 report by LeanIn.Org and McKinsey & Company analyses a decade of corporate America’s gender diversity efforts, revealing fragile progress, barriers in the management pipeline, and waning corporate commitment to diversity. Despite increased representation, challenges persist, with women, especially those of colour, facing slow career advancement. [LeanIn.Org and McKinsey & Company, October 2024]

This Harvard Business Review article by Peter Cappelli and Ranya Nehmeh highlights the evolving role of HR, emphasizing a shift from cost-cutting to supporting employee well-being amidst tight labour markets. It critiques outdated practices and urges HR to prioritise retention, training, and data-driven advocacy for employee-centred policies. [Harvard Business Review, May–June 2024]

Nick Shaw, co-founder of Spotted Zebra, discusses how their skills intelligence platform is addressing the global skills shortage. The article explores Spotted Zebra’s approach to identifying skills gaps, ensuring unbiased insights, and integrating with existing HR systems. Shaw shares his vision for the future of skills-based hiring and development, emphasising the need for continuous adaptation in a rapidly changing work landscape.

Deloitte’s report on the alternative workforce in the Middle East emphasizes the strategic integration of non-traditional workers—freelancers, gig, and crowd workers—into business operations. Highlighting a shift towards a comprehensive workforce ecosystem, it suggests that embracing these workers not only addresses talent shortages but also enhances business agility, innovation, and access to skills. Despite the growing reliance, there’s a gap in fully integrating and leveraging this workforce segment within organizational cultures and processes. [Deloitte]

Explore an insightful interview delving into cutting-edge strategies for talent development in the evolving workplace. Discover the CEO’s perspectives on personalized learning, behavioral science integration, and real-world impact, offering a glimpse into the innovative approaches that set this company apart in the dynamic landscape of workplace development.

KPMG’s February 2024 report on the future of work explores the pivotal role of generative AI in revolutionizing industries and solving global challenges. It underscores the necessity for organizations to adapt by balancing artificial and human intelligence, highlighting the strategic actions business leaders can take to ensure their workforce evolves alongside technological advancements. [KPMG February 2024]

Employee Experience is about making work better for humans and making humans better at work. Whilst this sounds simple enough, achieving and maintaining a great Employee Experience is a complex challenge.  Technology has a significant part to play in overcoming this challenge

Strategy&’s report underscores the necessity for GCC countries to develop a robust digital talent model to lead in the digital economy. It advocates for cultivating a mix of domestic and international experts in fields like AR/VR, blockchain, and data science. Key strategies include boosting digital literacy, updating educational frameworks, improving labor market skills, and enhancing attractiveness to global digital talent, with government playing a crucial role in these initiatives.[Strategy&, no date provided]

In an era where technology is the driving force behind organisational success, the HR sector is undergoing a seismic shift. While many HR solutions offer a one-size-fits-all approach, HubbubHR has carved a niche for itself with its adaptable and innovative solutions.

EY-Parthenon’s report states that 66% of US jobs are significantly affected by GenAI, impacting job creation, displacement, and transformation differently across sectors and skills. It suggests that jobs with higher AI exposure often pay more, indicating a potential for skill augmentation. The report recommends that businesses adopt GenAI to enhance, not replace, human work and to invest in AI for sustainable growth. [EY-Parthenon, no date provided]

CEOs look onto a business landscape almost unrecognisable from even three years ago. The sheer pace of digital transformation is applying pressure onto existing businesses and opening up opportunities for new ones. So how are CEOs coping with business and personal challenges?

Deloitte’s viewpoint addresses the imperative of modernizing HR through design thinking and new technologies, focusing on improving the digital workplace for employees. By tackling challenges of disconnected systems and inefficiencies, this approach aims to enhance employee satisfaction and productivity, leveraging ServiceNow’s platform and Deloitte’s FastForward EX accelerator for quick, efficient HR solution deployment [Deloitte, no date provided].

The days of the Chief Financial Officer being seen primarily as a bean counter have been receding for some time. Instead CFOs are increasingly occupying a strategic role tied to the insights and empirical data that they can bring to strategic planning.

The World Economic Forum’s report, supported by PwC, identifies critical skills shortages impacting global economies and presents a skills-first approach as a solution. Highlighting over 100 million people who could benefit from such an approach, it showcases ‘Skills First Lighthouses’, initiatives demonstrating the impact of prioritizing skills over traditional hiring metrics [World Economic Forum, January 2024].

This new global wave of digital transformation is changing workplace practices so fundamentally that it’s been dubbed the fourth industrial revolution. So how do enterprise organisations without the natural agility of their start-up peers remain competitive in this new era?

The old employee engagement playbook is no longer enough to keep people. Instead, leaders must strengthen the holistic employee experience in the ‘new’ working world.

Historically, remote access has been a tactical solution adopted to respond to specific, time sensitive business needs. Organizations would often use several remote access products at any time. Recently, businesses have shifted towards a more strategic approach to remote access.

Today’s disruptive working landscape requires organizations to largely restructure the way they are doing work, which has a significant impact on the capabilities business leaders expect from their people.

We live in unprecedented times. UK CEOs look onto a business landscape that is almost unrecognisable from even three years ago. The sheer pace of digital transformation is applying extreme competitive pressures on existing businesses and opening up incredible opportunities for new ones.

Do your employees feel fully accepted as members of the workplace? If not, your diversity, equity and inclusion (DEI) initiatives need work.

Modern businesses face a dilemma when trying to find the right skills to kickstart their digital transformation journey. Keen to discover how the digital skills shortage is affecting businesses today, we conducted over 100 interviews with digital, technology and recruitment professionals.

There is a huge amount of volatility in the employment market right now that is impacting the workforce, organizations and nearly every department, but perhaps none more so than learning and development (L&D).

In an increasingly digital world, organisations require more than just a recruitment agency—they need a strategic partner that understands the intricacies of the digital landscape and can navigate the complex terrain of talent acquisition and management.

Workforce training, always a significant player behind the scenes in a company’s success, is about to have its day in the limelight. According to a new study, employees now see a vibrant learning & development (L&D) culture as a key part of what makes a company a great place to work in 2022—and beyond.

Growing competition in online education suggests providers may need to take bold action. Five strategic moves could help them compete and grow while meeting the needs of learners.

As businesses try to cope with workforce changes and the “great reshuffle” places considerable demands on skilling, most agree that now their strategy, approach and delivery of learning needs reworking.