Prepare for the Future of Work

How HR leadership can best address future of work challenges & opportunities

HR faces changing work and employee expectations

HR leaders need to constantly reexamine workforce planning, emerging skills, the impacts of artificial intelligence, the employee experience and so much more  as business disruptions reset key work trends - many irreversibly. Companies are undertaking digital business transformations that are changing their products and services, operations and internal capabilities. Automation and artificial intelligence are rapidly putting large labor market segments at risk of redundancy or profound change. These trends are radically changing work and employment expectations.

Future of Work Trends Post-COVID-19

Download the guide to understand how the COVID-19 pandemic has impacted the future of work.

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    The No. 1 challenge we are facing within our organization is understanding how we can bolster the workforce with new digital technologies. It is a modernizing time for manufacturing, and we are looking to our partnership with Gartner to really get there.

    Ryan Cox

    Organizational Development & Capabilities, Saint-Gobain

    Prepare for the future of work

    Leading HR teams actively help their organizations prepare for the future of work. HR leaders should advise executives on the future roles and skills they will need, leverage evolving employment models like gig work, remote work and change organizational processes to manage technology-driven workflows. 

    Graphic displaying the framework for the future of work model.

    Future of work insights you can use

    Gartner’s future of work insights, advice, data and tools help HR move beyond the hype of predictions to prepare organizations to leverage the opportunities ahead of them.

    Decide on predictions for investment

    HR leaders encounter many future of work predictions from various publications and partners. Gartner can help you carefully review the urgency of these future of work predictions and assess the need and application in the context of your organization.

    Conduct workforce planning for future talent needs

    HR teams struggle to anticipate and plan for future talent needs. Gartner can provide you the external labor market data, advice and tools to scale workforce planning and build a talent strategy that evolves with future requirements.

    Rethink employment models for the gig economy

    Today's tech-based work models and increased talent competition has increased contingent work in most industries. Gartner can help you understand how other companies are implementing various employment models and work management approaches and evaluate those that are right for your organization.

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    Case Study

    Developing a strategy for the future of work

    Ram Vadivelu, Senior Director, Talent and Workforce Analysis, Qualcomm, shares how Gartner TalentNeuron helped his team accurately identify emerging skills to solidify their talent strategy and how they rely on TalentNeuron's robust analytics and tools to drive decisions.

    Gartner Topic Experts

    Gartner’s HR experts include more than 170 people worldwide. Meet a few of our leaders. 

    Leah Johnson
    VP, Advisory

    Scott Engler
    VP, Advisory

    Adriana Duque Hughes
    Senior Director, Advisory

    Connor Lott
    Senior Principal, Advisory

    Rachael Marshall
    Senior Principal, Advisory

    Robin Boomer
    Director, Advisory

    Ryan Hill
    Senior Principal, Advisory

    Future of work questions Gartner can help answer

    The future of work reflects large-scale shifts in how people work and how business gets done, including the recent surge in remote work. It’s driving HR to rethink workforce and employee planning, management, performance and experience strategies. 

    COVID-19 has significantly changed the complexion of the workforce — and work itself. .In the reset landscape, HR must ask how to get the right skills, in the right place, at the right time.  

    To build the workforce needed post-pandemic, HR needs to focus less on roles — which group unrelated skills — and more on the skills needed to drive the organization’s competitive advantage and the workflows that fuel that advantage.

    The implications for HR are broad and substantial, and require HR to evolve strategy around: 

    • Recruiting: Seek employees with new skills, potentially in new locations, and meet applicants’ expectations for flexible workplace options, including remote work. 
    • Critical skills and competencies: Identify new skills that drive competitive advantage, including greater digital dexterity. 
    • Current and future leadership: Adapt management styles to fit, for example, remote team needs. 
    • Employee experience: Create new “employee journey maps” to provide flexible work options and rethink experience for a remote/mixed workforce. 
    • Performance management: Determine how employee evaluation and goals need to change for remote set-ups. 
    • Embrace data and analytics: Compare talent/skill needs within the current footprint and beyond to optimize talent location strategy. 

    In a post-pandemic world, business disruption has accelerated. The organization’s response has to build resilience and adaptability, and not be just the traditional focus on productivity and efficiency. 

    Some of the most effective ways for HR to drive organizational resilience through business disruption include: 

    • Demonstrate commitment to employees as they and the organization navigate the effects of COVID-19. For example, partner with organizations to redeploy displaced employees. Decisions made now will define the employer brand for years to come.
    • Work with the CEO/board/C-suite: Help CEOs and boards understand the lasting impact of workforce decisions beyond just affordability or bottom-line numbers. 
    • HR function strategy and management: Shift to agile operating models and flexibly deploy assets to solve problems. 
    • HR in growth markets: Let regional or business-unit HR leaders lead integration efforts for talent and other processes in their specific regions/business units of expertise.  
    • Talent mobility: Support reskilling and career development and build platforms to provide visibility into internal positions/opportunities.

    When managing a digital workforce, it is important to consider what expectations are reasonable, for both managers and employees, especially when working remotely. 

    Focus on:

    • Current and future leadership: Ensure that leaders develop emotional intelligence and other soft skills to effectively communicate without face-to-face meetings. Help employees navigate expectations as you balance empathy and performance requirements. 
    • Diversity and inclusion: Fortify your culture of inclusiveness. Engage workers assigned to tasks or projects in the team culture.  
    • Employee experience: Take a holistic view of employee experience, supported by cross-organization partnerships.  
    • Total rewards: Make benefits highly relevant to employees. A market focus or “one-size fits all” approach may no longer work. 

    Gartner’s 170+ HR experts are trusted advisors for over 4,000 HR leaders.

    Our experts can equip you with labor market data, HR function benchmarks, and relevant best practices and tools that accelerate speed to execution and ensure decision quality.