20 key skills for the future of HR
Our grandparents would probably not consider that typing on a keyboard all day long is what we can call ‘work’. And yet, this is the day to day reality for most of the people in modern organisations. With the accelerating rate of digital innovation, it is quite safe to say that the very concept of work will keep evolving. Who will be in charge of making sure the organisation gets on board with the new ways of working? It will most probably be HR, if they are fit for the job, in modern skills based organizations.
This article was made possible thanks to the contribution of 50 HR leaders from LG group. Together, during a class at Sciences Po Paris Executive Education, we worked on the skills HR leaders will need to master in the near future. It was quite a simple and quick workshop, however the material produced was quite qualitative. To make sure this work does not get forgotten and wasted, you can always count on me to share it as widely as possible with the HR ecosystem. Here we go!
I — The future of HR
Generative AI, automation, and machine learning continue to reshape workplaces, reducing the demand for routine skills while intensifying the need for advanced cognitive and technical capabilities. HR now faces the task of managing not only traditional skills but also emerging ones like data literacy, cybersecurity, and AI fluency. Without a structured approach to develop these capabilities, organizations face heightened risks of skill obsolescence and talent shortages.
This threat has a name: the “Talent Bomb”, which describes an impending rupture where obsolete skills accumulate and required skills remain unmet. This slow accumulation of talent deficits creates a ticking time bomb, risking a sudden skill shortage explosion if left unaddressed. Unlike other crises, however, the Talent Bomb is manageable — if organizations invest proactively in skill development, talent retention, and workforce planning. HR, thus, plays a critical role in defusing this Talent Bomb by anticipating skill gaps and building a future-ready workforce.
Today, the economy is evolving from one that values material production to one that prioritizes skills. This shift is largely driven by technological advancements and digital transformation, highlighting the value of socio-cognitive abilities, particularly the “soft skills” foundational to 21st-century work. In the emerging skill-based economy, human intelligence, creativity, and adaptability become essential, positioning HR as a critical driver in developing these competencies across the workforce.
To manage talent effectively in this new landscape, HR leaders need to focus on strategic priorities that address recruitment, development, retention, anticipation, activation, and grounding. The only way they can do it in a useful way for organizations is by redefining their own mission. Here is how I see it:
The modern mission of HR is to provide their organizations with the right skills, at the right cost, at the right time, at the right place, today and tomorrow.
This simple sentence means so much. Actually, it redefines the way HR needs to work together between departments. From recruitment to offboarding, every single HR professional must speak the language of skills and master the economics of skills. Skill has become a currency, and HR must be the official trader.
For example, if an organization needs a particular skill, the modern approach would be to instantly compare all the channels available to source skills: recruitment, training, internal mobility, staff lending, freelancing, and subcontracting. Every role in HR now speaks in terms of skills economics and will need to ensure that available skills are properly activated and utilized.
This is the future of HR — if HR is to have a future! In terms of organization, HR will need to think in terms of a value chain for sourcing, stabilizing, and activating the skills pool. Below is a diagram of the modern HR value chain for a skills-based organization.
This new HR value chain is more than a structure — it’s a vision for a more human-centered future of work. It emphasizes how we support colleagues, foster their development, and adapt our organizations to meet future challenges. Strategic talent management allows HR to go beyond administrative functions, becoming a central driver of organizational sustainability and societal contribution.
II— 7 strategic goals for the future of HR
With this everchanging landscape, HR will need to do much more than act as business partners; they must be the ones building, maintaining, and developing the foundations of their organizations. To attract, develop, and retain talent effectively will require a unique and complex skill set, positioning HR as one of the most challenging functions in the future of organizations.
Before diving into a ready-to-consume list of skills, it’s essential to understand how the world of tomorrow translates into HR’s strategic goals. Here are the 7 key strategic goals for the future of HR, each highlighting a core responsibility for HR leaders and ensuring they’re equipped to shape a resilient, inclusive, and forward-thinking organization.
Goal 1 — Enhance employee experience and engagement
This goal is a no-brainer for the present, and it will certainly be even more true tomorrow. HR has the responsibility to create a positive, inclusive, and engaging work environment that supports well-being, productivity, and retention. By prioritizing employee experience, HR can drive engagement, reduce turnover, and foster a workplace culture where employees feel valued and motivated.
Goal 2 — Drive diversity, equity, and inclusion (DEI) at every level
A strong DEI focus is critical to creating a fair, innovative, and resilient organization. HR must lead efforts to foster an inclusive culture that values diversity and ensures equitable opportunities for all. This includes embedding DEI principles into every HR process and ensuring that employees from all backgrounds feel a true sense of belonging and support.
Goal 3 — Leverage data and technology for decision-making
The HR function is evolving into a data-driven discipline. HR leaders must harness data analytics and digital tools to make informed, strategic decisions that optimize processes and improve the employee experience. By leveraging technology, HR can enhance efficiency, forecast workforce needs, and demonstrate the impact of HR initiatives on business outcomes.
Goal 4 — Develop a resilient and agile workforce
Since change has become the new normal, building resilience and agility within the workforce is essential. HR’s role is to help employees and teams adapt quickly to new challenges by promoting agility, fostering a growth mindset, and creating programs that build resilience. This enables the organization to stay competitive and maintain productivity during disruptions.
Goal 5 — Support organizational change and transformation
Whether it’s digital transformation, restructuring, or adapting to a hybrid work model, HR plays a key role in navigating change. HR leaders must guide structured change management efforts to support employees through these transitions, focusing on clear communication, reducing resistance, and ensuring employee buy-in for smooth implementation of transformation initiatives.
Goal 6 — Build a sustainable and responsible workplace
Sustainability and corporate responsibility are becoming critical HR mandates. HR should integrate environmentally and socially responsible practices into policies, aligning with the organization’s sustainability goals. By championing sustainability and CSR, HR can contribute to a purpose-driven culture that resonates with both current and future employees.
Goal 7 — Cultivate leadership and learning mindset
The future of the organization depends on a robust talent pipeline. HR must identify, nurture, and develop future leaders and critical talent to ensure long-term success. This includes implementing talent development programs, succession planning, and continuous learning opportunities that empower employees to grow and adapt to new roles and challenges.
III — 20 strategic skills for the future of HR
To make these skills more digestible, we can cluster them into a few categories. These are the high-level skills that equip HR leaders to shape strategy, influence organizational direction, and address future workforce challenges. Of course, this list is far from exhaustive, which shows how high the step is for HR to become their own upgraded version.
Key skills for employee experience and engagement
- Employee wellbeing program design
Employee wellbeing is central to engagement and productivity. HR professionals need to design and implement programs that support mental, physical, and emotional health, helping to foster a workplace culture that values well-being and prevents burnout. - Compelling internal communication
Clear, engaging communication is essential for alignment and transparency. HR must create messages that resonate with employees, clarify HR goals, and contribute to a connected, informed, and motivated workforce. - Implementing continuous feedback systems
A culture of feedback is crucial for growth and engagement. HR should set up and manage systems for regular, constructive feedback that enhances development and aligns performance with organizational goals. - Conflict resolution and mediation
Workplace conflicts can hinder productivity and morale. HR needs to mediate conflicts constructively, ensuring positive resolution and fostering a collaborative, respectful environment.
Key skills for diversity, equity, and inclusion (DEI)
- DEI program development and execution
Creating a diverse, equitable, and inclusive workplace starts with actionable programs. HR professionals must design and implement DEI initiatives that promote inclusion and foster a workplace where all employees feel valued. - Bias identification and mitigation techniques
Unconscious biases can impact hiring, promotions, and everyday interactions. HR should use techniques to identify and counteract biases in processes and decision-making to create a fair and inclusive environment. - Inclusive benefits and policy design
An inclusive workplace requires policies that reflect diverse needs. HR must craft benefits and policies that are adaptable and meaningful for employees from various backgrounds, ensuring everyone feels supported. - Supporting neurodiversity and accessibility in HR practices
Inclusivity extends to neurodiverse and differently-abled employees. HR should adapt practices to be accessible and supportive, promoting a culture that accommodates a range of perspectives and needs.
Key skills for data and technology-driven HR
- HR data analytics
Data is essential for making informed HR decisions. HR professionals must collect and analyze data to identify trends, understand employee needs, and improve HR processes for better outcomes. - Data visualization for storytelling
Presenting data effectively helps inform strategic decisions. HR should use data visualization techniques to communicate insights clearly, making complex information accessible to all stakeholders. - AI and automation in HR operations
AI and automation are transforming HR processes. HR professionals need to use these tools for functions like recruitment, onboarding, and employee management, boosting efficiency and reducing repetitive tasks. - Data privacy and security techniques and compliance
With increasing data usage comes the responsibility of protecting it. HR must implement strict privacy and security measures to ensure compliance with data regulations and safeguard employee information.
Key skills for agility, resilience, and change management
- Agile HR process implementation
Flexibility and rapid response are critical in today’s workplaces. HR needs to apply agile methods to improve adaptability, optimize workflows, and meet evolving organizational and employee needs. - Structured change management
Change is constant, and HR must lead it effectively. Implementing structured change management frameworks allows HR to support employees through transitions, minimizing resistance and enhancing engagement. - Resilience building techniques for teams
Building resilience prepares employees to handle challenges. HR should promote programs that help teams recover quickly from setbacks and thrive in the face of change. - Scenario planning for workforce adaptation
Future planning is essential for organizational stability. HR should develop scenario plans that prepare the workforce for potential changes, ensuring adaptability and readiness for various outcomes.
Key skills for leadership and talent development
- Strategic coaching for leadership development
Developing leaders is crucial for long-term success. HR must provide coaching that helps managers and high-potential employees build essential leadership skills, guiding them toward growth and readiness for new roles. - Succession planning for key roles
Preparing future leaders is vital for continuity. HR needs to identify high-potential employees and prepare them to step into key roles, ensuring the organization is ready for any leadership transitions. - Skill gap analysis and upskilling
The workplace evolves quickly, and skills must keep pace. HR should regularly assess skills gaps and implement upskilling programs, ensuring the workforce is future-ready and aligned with strategic needs. - Delivering skill-building workshops
Workshops provide targeted skill development. HR must be adept at creating and leading workshops that address specific needs, enabling employees to acquire high-impact skills that enhance their performance.
Conclusion
As we consider these skills and goals, one thing becomes clear: the future of HR is a journey, not a destination. The roles and responsibilities of HR leaders will continuously adapt alongside the ever-shifting landscape of work. It’s a journey of continuous learning, driven by the need to align human potential with organizational goals in increasingly dynamic and unpredictable environments. Perhaps the true mission of HR is to be the bridge between the organization and its people, championing the skills, values, and resilience needed to thrive in the unknown. After all, if HR remains agile and curious, there is no limit to what it can achieve in building the future of work.
However, there is a trick here. To make this vision a reality, HR will need much more budget. This only means that a lot of HR will need to fight a more political fight: make sure human capital gets included within the balance sheet of the organization, and this will only happen by promoting the triple bottom line. The idea that firm performance should not only be measured in financial terms becomes increasingly widely accepted in the corporate world. Hope is around the corner!
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[Article created on 6 November, 2024, by Jeremy Lamri with the support of the Claude 3.5 Sonnet, GPT-4o and GPT-o1 for structuring, enriching, and illustrating. The writing is primarily my own, as are most of the ideas in this article].
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