2020 KPMG U.S. customer experience excellence report
Explore differentiators for ten companies, what they did to improve their rankings and eight common capabilities that build resilience.
Technology and automation, remote and hybrid working models, changing business models and customer expectations are forcing new ideas around what the workforce needs to be able to do and when. In this environment, tried and true “strategic workforce planning”—based on a relatively unchanging and growth-oriented mindset and traditional supply-and-demand forecasting—is giving way to a new discipline: workforce shaping.
Output from workforce shaping helps to inform and influence decision making concerning the size, shape, makeup and capability of the workforce, as well as the structure and mindset to deliver a future workforce strategy including reskilling or upskilling and facilitating workforce transitions.
KPMG LLP’s unique approach to workforces shaping helps organizations adapt to new reality and virtual ways of working by moving from a traditional annual workforce planning model, based on matching people to jobs, to an ongoing agile, unique process of matching skills to task.
Our services include:
The future workplace will require new Human Resource capabilities and skills that do not exist today. Meet Quentin, a senior Workforce Shaper who uses business futures to define workforce needs. To find out more about Workforce Shapers and other new capabilities that are building the future of HR visit kpmg.us/FutureHR
The human resources organization needs to replace the relative certainties of supply and demand forecasting and instead iteratively evaluate their workforce.
These changes will require HR to:
HR, as we know it today, does not have the shape and size of the HR organization of the future. Explore KPMG’s insights on The future of HR further to consider how to manage through disruption and drive the future of the business.