THE 2020

HR
SENTIMENT SURVEY

Prepared by:

Sponsored by:

The #1 Artificial Intelligence

platform for employees and skills

© Future Workplace, 2020 1

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Table of Contents
Welcome to Future Workplace’s 2020 HR Sentiment Survey ..................................... 3

About the Study......................................................................................................................... 4

Welcome to the VUCA World ............................................................................................... 5

The Aspirations of HR Leaders .............................................................................................. 6

2020 HR Sentiment Survey: Top 3 Trends ......................................................................... 7

Trend 1: Make Employee Experience a Top Priority and Address What it Means
for Remote Workers............................................................................................................ 7

Trend 2: Expand the Use of Artificial Intelligence to Drive Business Impact .....11

Trend 3: Use People Analytics to Solve Business Problems ...................................15

Seven Actions HR and Business Leaders Can Take Now .............................................17

Our Services .............................................................................................................................22

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Welcome to Future Workplace’s 2020 HR

Sentiment Survey
As the ripple of coronavirus moves around the globe, it’s forcing HR leaders to re-
think their mission and propose new ways working, learning and collaborating
across the enterprise.

Our 2020 HR Sentiment survey was fielded at the start of the pandemic. The
future direction of HR to drive business impact across the enterprise is even more
relevant in these times of crisis. As we move through the challenges in the coming
months, helping our teams build the skills to adapt and respond to these obstacles
will be critical.

At the same time, we are building for the future and I am privileged to share a
window into the HR agendas of Future Workplace member organizations with
these survey findings. We identify three trends that even the midst of our current
pandemic continue to be important:
improving the employee experience for
in office and remote workers, expanding
the use of artificial intelligence, which
will be especially important as Gartner
predicts 70% of all organizations will
integrate virtual personal assistant into
their organizations and using people
analytics to solve pressing business
problems from re-skilling to improving
Jeanne Meister
the remote work experience.
Managing Partner, Future Workplace
Use these findings to chart a path
forward as the future of work will never jeanne@futureworkplace.com
be the same! @jcmeister
Future Workplace Team

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About the Study

Conducted in the first quarter of 2020, the 2020 HR Sentiment Survey reached
197 professionals from both HR and business roles. Respondents are based
primarily in North America (84%), EMEA (9%) and APAC (5%). They come from a
variety of industries, including healthcare, financial services, technology,
manufacturing, education, retail and telecommunications.

About Future Workplace

Future Workplace® is an HR advisory and membership firm preparing HR
leaders and their teams to drive business impact, expand their skills, and adapt to
the trends that matter most in the future of work. We do this by providing peer
networks, online courses, and research on the future workforce and workplace.

Future Workplace Academy™ is a curated collection of five-week online courses

to upskill HR and HRIS team members for the future of work, guided by an
advisory board led by Future Workplace®.

Thank you to our corporate partner, Starmind

Starmind unlocks employees’ collective intelligence and expertise to supercharge
productivity, innovation and career development. Patented artificial intelligence
identifies subject matter experts across enterprises, accesses undocumented
knowledge and generates employee skill profiles that are the foundation for
upskilling, re-skilling and workforce planning. With customers in over 100
countries including Bayer, Telefónica, the United Nations (UN) and the
International Committee of the Red Cross (ICRC), Starmind has helped
businesses worldwide gain over $1.4 billion as a result of productivity savings.

© Future Workplace, 2020 4

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Welcome to the VUCA World

The term VUCA (volatile, uncertain,
complex and ambiguous) first appeared in
the media in 1987 by the Army War
College. We are now living in a VUCA
world and perhaps the upside of this is it
will force all of us: individuals, families, and
corporations to be more resilient, adapt to
massive changes in our personal and work
lives and accept living in this new normal.

HR leaders must continually build new

capabilities to prepare themselves, their
teams, and their organization for the work
of the future. More and more, the work
people do reaches across roles and
happens outside of traditional business
offices and operations.

This is even more the case at the time of

this writing, with more than 90% of
workers now working remotely due to the
coronavirus. It is increasingly important for
HR and business leaders to demonstrate
leadership during this disruption in how
work gets done, who does what work,
where they work, and how they collaborate
with their distributed teams.

This 2020 HR Sentiment Survey lays out

our findings.

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The Aspirations of HR Leaders

We first asked our sample of respondents to think about their future state and
what initiatives would top their agenda if their HR budgets were doubled.

Employee experience topped the list (47%), with the transformation of learning
(34%) and re-imagining established leadership development (35%) nearly tied for
second place and next generation leadership development close behind (31%). HR
leaders also indicated an interest in increasing their financial commitment to
current talent (31%), investing in people analytics (30%), and spending more on
coaching for employees (27%). See Figure 1 for a breakdown of this question.

If you could double your current HR budget, where would you

allocate additional funding?
Employee Experience 47%

Leadership Development 35%

Learning Transformation 34%

Next Generation Leadership Development 31%

Increasing Salaries and Bonuses for Current Talent 31%

People Analytics 30%

Coaching employees 27%

Artificial Intelligence 24%

Diversity & Inclusion 23%

Improving Existing Technology Platform 22%

Figure 1: Source: The 2020 HR Sentiment Survey, Future Workplace LLC

www.futureworkplace.com

Technology cuts across all challenges on this “aspiration” wish list. Companies are
already using emerging technologies to deliver increased efficiencies in the speed
to hire key job roles, greater personalization in the candidate and employee
experience, and improved diversity in top talent identification.

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2020 HR Sentiment Survey: Top 3 Trends

As 2020 moves on, here are three trends HR and Business leaders are monitoring
along with select case studies of how some forward-thinking HR leaders are
leveraging new technologies and new mindsets to drive business results. From
them we recommend seven actions HR leaders should consider this year – if they
haven’t already.

Trend 1: Make Employee Experience a Top Priority and Address What

it Means for Remote Workers
Across several questions we asked, employee experience ranked as a top priority
for both HR and business leaders.

How do you expect your HR function to change in 2020?

Greater focus on Employee Experience 50%

Greater focus on Technology (AI and automation) 41%

Greater focus on Performance Management 35%

Greater focus on Applying People Analytics across HR… 32%

Greater focus on Diversity and Inclusion 30%

Greater focus on Transformation of Corporate Learning 22%

Greater focus on Compensation and Benefits 19%

Greater focus on Commercialization of HR services 8%

Figure 2: Source: The 2020 HR Sentiment Survey, Future Workplace LLC

www.futureworkplace.com

The term employee experience is often used in a very broad way. The term was
just emerging in 2015 when Future Workplace founder Jeanne Meister wrote a
Forbes column entitled, “The Future Of Work: Airbnb CHRO Becomes Chief
Employee Experience Officer.” She interviewed Marc Levy, one of the first HR
leaders to change his title, from CHRO to Global Head of Employee Experience.

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Organizations with Heads of Employee Experience

These 10 organizations have appointed a Head of Employee Experience. The chart
below shows their backgrounds, which span HR, IT, user experience design, culture,
and employee communications.
Airbnb • HR & Professional Services Firm Partner
IBM • Digital Experience User Experience Design
ING • Customer Experience Design
InVision • User Experience Design Architect
HPE (Hewlett Packard) • HR & Communications
KBC Group • HR
Forrester • Communications
Novartis • HR & HRIS
SITA • HRBP
Walmart • Chief Culture Officer

Figure 3: Source: Future Workplace LLC

www.futureworkplace.com

As outlined in the Forbes article, understanding the employee experience

requires capturing the actual experiences employees have over their tenure with
their employer. These are often complex and require personalization rather than
offering a “one size fits all” set of HR processes and policies.

Future Workplace defines employee experience as the sum total of all the
experiences anFuture
Figure 3: Source: employee has
Workplace LLCwith their employer over the duration of their
www.futureworkplace.com
relationship—from recruitment, to on-boarding, and career development
and then exiting the organization.

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Companies such as Airbnb were among the first to apply human-centered design
principles to truly understand the moments that matter to employees at varied
points in the lifecycle (such as a new hires, first-time managers, new parents, the
newly divorced, or recently terminated employees).

The focus on employee experience borrows marketing techniques such as design

thinking used in crafting compelling customer experiences and journey mapping
to identify all the moments in a customer journey. These techniques are now
being applied to HR.

Increasingly, companies are creating a new high-level job focused on employee

experience, and tapping leaders from varied backgrounds. For example, the heads
of employee experience at IBM and ING have background in digital workplace
experience and customer experience design, respectively, and HPE (formerly
Hewlett Packard) and Forrester selected leaders with HR and corporate
communications experience.

All segments of employees—from office workers to remote workers to gig

workers, expect their experience at work to look and feel like what they
experience as consumers. This expectation applies across the employee life cycle
from how someone applies for a job, their onboarding process, their development
opportunities, the physical space where they work, and importantly how easily it
is to obtain answers to a myriad of work-related questions.

Employee experience matters more than ever during a time of uncertainty as

more workers work remotely, many for the first time. An employer’s ability to
nurture employee experience during a time of crisis is critical. Employers need to
focus on safety, employee wellbeing, and offer training for both remote workers
and managers of remote workers.

Figure 4 outlines a template for what HR and IT leaders must address as they
create a compelling employee experience for all segments of employees.

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Tips for Working Remotely

For Remote Workers For Managers of Remote Workers

Focus on Your Wellbeing Be Transparent On Workload and Project Status

•Make time to exercise, set an alarm for •Make transparency part of your culture by
frequent breaks, eat well, hydrate, and assign inviting questions and feedback to build trust,
time slots to your tasks! Set boundaries when to belonging and a shared purpose. Remote
be online, and consider all areas of your workers need to feel safe surfacing issues to
wellbeing each day. their leadership team.

Use video Over-communicate with your Remote Workers

•Always use video. It creates an emotional •Communicate often each day. Consider daily
connection with your team members. Point the check-ins over a virtual cup of coffee, quick
camera so your eyes are 2/3 up the screen and video chats, and end of week recap sharing the
your face is completely visible. status on projects.

Set Up Your Physical and Virtual Workspace Offer Online Training to Remote Workers

•Find a space where you can focus. This may be •Training can range from online Employee
hard if your kids, partner, or spouse are also Resource Groups, to eLearning courses on
home. Look natural light, comfortable furniture, successful strategies for remote working, to
and a strong Wi-Fi connection. how to manage a remote workforce.

Record Your Meetings Create Virtual Water Cooler Opportunities

•Be sure to record key meetings so you can •Working remotely can be isolating, so find ways
review the transcript, which often is to connect. Try frequent chat messages, plan
automatically generated. With so many virtual Friday catch-ups, or organize teams into hub
meetings, it’s important to have a way to recall cities so they can share local news with each
all the details! other!

Be Inclusive in Conducting Remote Meetings Invest in Tools, Technologies and Equipment

•Remember to pause frequently, ask for •Start with what’s free, like Microsoft Teams.
feedback, encourage chat, and answer Then explore tools to invest in: like Zoom for
questions as they occur. Avoid all multi-tasking Virtual Meetings, Slack for Communication, and
so you are present in each online meeting. G Suite or Dropbox for Collaboration.

Figure 4: Source: Future Workplace LLC

www.futureworkplace.com

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Trend 2: Expand the Use of Artificial Intelligence to Drive Business

Impact
Research among 8,370 global HR leaders, hiring managers, and employees
conducted in 2019 by Oracle and Future Workplace found that half (50%) of
workers already use some form of artificial intelligence (AI) at work, up from 32%
in 2018. (Oracle & Future Workplace AI@Work Study 2019.)

While marketing and customer service have been early adopters of AI, this is now
on the top of the HR agenda. Driven by the needs of organizations to personalize
the employee experience, using AI can deliver significant efficiencies in expanding
the talent pool for in –demand positions and personalizing the employee journey.

In 2020, we will see expanded use cases of AI applied to internal talent mobility,
personalized career development, and reporting of workplace misconduct in the
workplace. For example, more than 43% think AI could help personalize learning
at their organization.

How can artificial intelligence best be deployed for HR in your

organization?
Personalize employee learning 43%

Improve employee self-service (answering FAQs) 42%

Recruit new hires 36%

Improve new hire on-boarding 34%

Recommend job openings and career paths for employees 27%

Personalize performance management 21%

Identify employees at risk of leaving 20%

Customize compensation and benefits 17%

Coach employees 11%

Reporting misconduct in the workplace 9%

Figure 5: Source: The 2020 HR Sentiment Survey, Future Workplace LLC

www.futureworkplace.com

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One company leading the way is Schneider Electric with their launch of an AI-
powered internal talent mobility platform, Open Talent Market. According to the
Vice President of Talent Digitization at Schneider Electric, “Applying AI is helping
us streamline internal mobility, increase employee retention, and be a more
attractive employer for external talent.”

Case Study: Schneider Electric Increases Talent Mobility and Employee

Retention with AI

CHALLENGE: Nearly 50% of employees who left Schneider Electric said they did so because of
the perceived lack of visibility and access to career opportunities within the organization. Plus,
Millennials working at Schneider wanted more career agility and growth, with less time in role .

SOLUTION: Schneider HR partnered with IT to RESULTS: AI can find matches for

build an AI solution to match talent supply and specific roles in 15 seconds or less,
demand. Employees get AI-suggested roles and compared to 3-4 weeks for human talent
projects that match their profiles and aspirations. managers. After only 2 months, more
Managers can access AI-recommended employee than 100 employees are starting new
profiles with the experience and skills that match positions or project roles found through
open roles and projects. Branded as Open Talent Open Talent Market. Schneider expects
Market, this solution is speeding the process of this to increase employee satisfaction,
filling positions and opening up new talent pools for engagement, and retention, as well as
hiring managers and opportunities for employees. greater business continuity and growth.

Figure 6: Source: Future Workplace LLC

www.futureworkplace.com

The drive to pilot AI to solve for specific business

problems will continue in 2020. In our 2020 HR Sentiment
Survey, we found the biggest risk to the HR function of not
deploying AI for HR is having less relevant skills (28%),
being less productive on the job (25%) or losing HR talent
to a competitor (20%). Strikingly, one in ten thinks failing
to adopt AI could cost them their jobs.

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What do you think is the biggest risk of failing to adopt AI?

Having less relevant skills as an HR team member 28%

Being less productive on the job 25%

Losing HR talent to a competitor 20%

Won't be viewed as a great place to work 15%

Losing your job 10%

Figure 7: Source: The 2020 HR Sentiment Survey, Future Workplace LLC

www.futureworkplace.com

As AI is leveraged more inside the workplace, we will increasingly see humans

working side by side with bots. In fact, Gartner predicts that that by 2021, 70
percent of organizations will integrate virtual personal assistants (Bots) to assist
employee productivity.

One of our provocative questions in the 2020 HR Sentiment Survey probed what
respondents wish they could hand off to their bot co-workers. Here were the
most frequent write-in responses.

TOP 10: What Work Do HR Leaders Want to Hand Off to Bots?

1. Answering HR 2. Recruiting and 3. Learning 4. Screening

and benefits FAQs sourcing recommendations resumes and 5. Reporting and
analytics
for employees candidates and support applications

8. Performance 9. Billing and

6. On-boarding 7. Scheduling analysis payroll 10. Data entry

Figure 8: Source: The 2020 HR Sentiment Survey, Future Workplace LLC

www.futureworkplace.com

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What’s clear from this list of tasks that can be outsourced to a virtual digital
assistant (VPA) is this: they overwhelmingly improve the overall productivity of
work. In fact, Gartner predicts 10 percent of organizations will add a digital
harassment policy to workplace regulation as more human work side by side with
virtual personal assistants.

This partnership between Humans and Bots is showcased in many of the 12 video
case studies in Future Workplace online course, Using AI 4 HR,, as more companies
such as Brigham Women’s Hospital, and TIAA leverage AI for repetitive tasks to
free up staff for more strategic work. Figure 9 showcases some of the ways
humans are working alongside bots to improve worker productivity.

Case Studies: Brigham Women’s Hospital and TIAA

Company AI Application Business Impact

Brigham AI reminder systems where bots handle Results include savings of 2800 hours
Women’s critical routine tasks currently of work per year by an HR team
Hospital performed by HR team members. member, while Betty Bot is able to
Creation of Betty Bot to verify and manage licensure for 57 different
update licensure of key job families such licenses over three job families,
as physical therapist, occupational sending reminder emails in 30-60-90-
therapist, and radiology tech. day intervals before licensure expires.

TIAA Adaptive Learning Platform powered by Increase in speed to competency for

AI. In person classroom training and live new technology leading to a 50-60%
virtual training sessions moved to reduction in learner seat time and 60-
learner self-service. 90% reduction in support tickets.
Trainers can now expand delivery of
training where live conversation has
the greatest impact on learning new
skills.

Figure 9: Source: Future Workplace LLC

www.futureworkplace.com

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Trend 3: Use People Analytics to Solve Business Problems

The use of data to make evidenced based decisions is dominating the national
media and people analytics will become more important than ever as people
decisions need to be made across the entire organization often where many
senior leaders have little to no visibility. These emerging people decisions can
range from which job roles can continue to be performed remotely, what types of
in demand jobs will be needed more in times of a crisis and how do leaders find the
hidden expertise across the organization.

According to McKinsey Global Institute, more businesses are applying analytics to

HR functions such as employee retention and knowledge management,
“uncovering counterintuitive insights about what drives employee performance.”
(“Using people analytics to drive business performance: A case study,” McKinsey
Quarterly, July 2017)

The top three uses for people analytics are the identification of new candidates,
high potential employees and a re-imagination of benefits and total rewards.

How does your organization use people analytics?

Recruiting / candidate selection 50%

Identifying high potential employees 34%

Benefits analysis 32%

Assisting in setting compensation or incentives. 26%

Predicting future talent needs 25%

We do not use people analytics 25%

Identifying candidates for promotion 22%

Predicting employee flight risk 19%

Figure 10: Source: The 2020 HR Sentiment Survey, Future Workplace LLC
www.futureworkplace.com

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At Medtronic, the HR team has built a set of dashboards

that deliver consistent, quarterly scorecards. They provide
business leaders across the organization better visibility
and understanding around such key HR metrics as diversity,
talent management, engagement, promotions, performance
evaluations, and attrition. ““Today more than 700 HR users
have access to our scorecards and dashboards and over 150
Center of Excellence Programs are supported by our data
analytics reporting,” says the Director of Human Capital
Insights at Medtronic.

The Head of People Analytics at biotech firm Genentech is

applying people analytics to solve a simple yet critical
business problem: the connection between an employee’s
commute time to work and their retention at the firm. “A few years ago, we began
investigating employee concerns about cost of living and commute time.
Analyzing our employee data together with data from Google Maps we ultimately
found something startling. As soon as an employee’s one-way commute time was
60 minutes or more, they were almost twice as likely to leave the company.”

This insight allowed Genentech to develop and launch a range of new HR

practices which include: specific “work from home” guidelines with training for
both managers and employees on how to be successful with remote work;
investing in a high-speed ferry boat to reduce employee
commutes from East Bay to Genentech headquarters in
South San Francisco; and leasing new co-working spaces in
downtown San Francisco to allow for tech-enabled “drop-in”
workspaces closer to employees’ homes.

Despite the power of people analytics, not all organizations

are using them. Nearly one in four (24.87%) of those
surveyed reported they do not currently use any people
analytics at their enterprises. This will change as leveraging
data for business decision is expected of leaders.

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Seven Actions HR and Business Leaders Can

Take Now
The landscape is changing fast and the bar keeps raising higher – and faster – for
HR leaders. It’s also clear that organizations applying technology to their people
functions are the ones leading the way. Here are seven actions you can take now:

1. Prepare for the safety of your workforce.

As HR and business leaders prepare for a return to physical work spaces, they
must start by creating multi-disciplinary task forces on policies and procedures
needed to reopen physical workplaces. The members of the task force can include
leaders from the following functions: human resources and legal teams (or outside
counsel if the employer does not have in-house counsel), real estate and facilities,
operations and safety, and selected managers from different segments of the
employee population. The areas this task force should address include:

New Work Practices: Work Space:

• Training remote workers • Work space calculations
• Training managers of remote workers • Social distancing protocol
• Business continuity practices • Office sanitation & disinfection

New Social Norms @ Work: Employee Health & Wellness:

• Entering the elevator • Employee & visitor health self-reporting
• Touching surfaces • Employee wellbeing training
• Greetings co-workers • Personal hygiene practices

Figure 11: Source: Future Workplace LLC

www.futureworkplace.com

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2. Understand that preparing your workforce for the future is a team

sport: Build cross-functional partnerships and capabilities.

To lead a digital transformation and create a rich, personalized employee

experience, HR teams must strengthen partnerships with other functions and
leverage capabilities from other groups.

HR leaders surveyed said partnering with others inside their organizations is

critical to achieving growth goals in 2020. In line with our findings, the functions
they plan to partner with are employee experience (43%), communications (37%),
operations (35%), IT (35%), and line of business leaders (34%).

What functions do you plan to partner with?

Employee experience 43%

Communications 37%

Operations 35%

IT 35%

Line of business leaders 34%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Figure 12: Source: The 2020 HR Sentiment Survey, Future Workplace LLC
www.futureworkplace.com

Many organizations are using online knowledge platforms to help teams quickly
connect with experts and tap into experience outside their immediate work
groups.

Experiences such as job rotations and cross-functional team projects can quickly
bring new capabilities such as analytics, or customer experience into your team.
They can also expand the way your team approaches and thinks about their jobs.

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3. Think beyond traditional HR skills: Develop broad capabilities to

lead your organization into the future.

Our survey respondents identified the key skills and capabilities they saw as
critical to add to their HR teams. These include a blend of cognitive, technical, and
human skills.

Analytical thinking (42%) and collaboration (39%) topped the list. The soft skills of
inclusive leadership and emotional intelligence were selected by 32% of
respondents. These skills will help team analyze and determine the best path
forward and give them the tools they need to work with others to advance their
ideas.

It’s no surprise that technical skills continue to be important as teams need to

build digital capabilities. Digital literacy (31%), artificial intelligence (28%), agile
project management (25%), and design thinking (20%) were identified as target
areas for HR teams this year. As HR teams work to implement AI and other
technologies, these skills will be crucial.

Which competencies will increase in importance for HR team

members in 2020?
Analytical Thinking 42%
Collaboration 39%
Inclusive Leadership 32%
Emotional Intelligence 32%
Digital Literacy 30%
Artificial Intelligence 28%
Agile Project Management 25%
Design Thinking 20%
Blockchain 5%

Figure 13: Source: The 2020 HR Sentiment Survey, Future Workplace LLC
www.futureworkplace.com

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4. Build an agile, growth mindset and work in an iterative way.

A growth mindset helps individuals learn new technologies and think of new ways
they might be applied. Today teams need to think in terms of short cycles and
developing a minimum viable product to share with customers – internal or
external – sooner in the development process. Long used by IT and engineering,
taking a more agile approach to work is often a radically new way for HR to
manage projects but a much needed one.

IBM was one of the first companies to create a new job title in HR called
Recruiting Scrum Master. This role typically used in software development, was
adapted to the recruiting process to infuse speed and manage unpredictability.
Through conducting daily scrum meetings, recruiters are able to deliver talent
needs within two to six weeks versus the average of 10 to 15 weeks.

5. Understand how an unpredictable crisis can accelerate future of

work initiatives.

Covid-19 is becoming the accelerator for one of the greatest workplace

transformations of our lifetime. How we work, exercise, shop, learn,
communicate, and of course, where we work, will be changed forever!

Many future of work initiatives which may have been under discussion, like talent
sharing across organizations are now a reality as the coronavirus pandemic is
forcing organizations to look for new ways to share talent. One interesting new
HR initiative is People + Work Connect, an innovative way to match displaced
workers to available jobs. Co-designed with CHROs from Lincoln Financial Group,
ServiceNow and Verizon, People + Work Connect is powered by an analytics-
based platform developed by Accenture that facilitates continued employment by
matching people across industries and companies at speed and scale.

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6. Plan for a surge in remote working.

In 2017, FlexJobs and Global Workplace Analytics estimated the number of

people working remotely increased 159% between 2005 and 2017, with a 44%
rate of growth in the last five years of that span.That was only the beginning. The
coronavirus is making companies, employees and their managers more
comfortable with working from home. Face time will no longer be the measure of
worker productivity. With the benefits of tapping into a geographically and
ethnically diverse talent pool, accessing global distributed teams and offering the
expected benefit of remote work, leaders are coming to terms with their
perceptions may in fact lead to making remote working part of their culture.

7. Prepare for an increase in skills based hiring to fill in-demand job

roles.

More companies will move from hiring based on degree pedigree to skills-based
hiring and more apprenticeship jobs will surge. Ravi Kumar, President of Infosys
Ltd., predicts an increase in skills-based hiring as more companies outsource
routine tasks to machines and humans focus on uniquely human skills of creativity
and critical thinking. Kumar says, “I see a future where machines will handle
problem solving and humans will focus on problem finding.” That vision has
committed Infosys to be a leader in the skills-based hiring movement, where
companies focus on finding candidates with the skills and capabilities they need
rather than their degree pedigree. The Infosys partnership with Rhode Island
School of Design to recruit and train digital infrastructure jobs and the launch of
the Technology and Innovation Center speak to the value of a diverse talent pool.

Welcome to the new normal of work. What is clear is none of us can afford to
operate as we have in the past. As business and HR leaders, let us commit to use
this crisis to build for the future and accelerate many of the future of work
initiatives we have been talking about over the years.

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Our Services

Future Workplace Academy

The Future Workplace Academy is a curated collection of online courses preparing HR and
HRIS leaders and teams to operate in the new world of work! Each course is highly interactive,
featuring online coaches, a digital badge, and 8 SHRM & HRCI re-certification credits. Our
current portfolio of courses includes:

Using AI 4 HR: Learn how to use Artificial Designing a Holistic Employee Experience:
Intelligence (AI) to re-imagine the employee Learn how organizations supercharge their
experience, from recruiting, to internal talent employee experiences to mirror their best
mobility, L&D, and coaching. customer experiences.

Solving Business Problems Using People Radical Learning Transformation: Transform

Analytics: Become a data driven people your learning department and achieve
strategy leader, with skills to design, interpret, essential business outcomes, driving results
share, and apply people analytics to achieve and impacting your organization.
business outcomes.

Future Workplace Network

The Future Workplace Network™ is a membership community of senior HR, Corporate
Learning, and Talent Management leaders, predominantly from Fortune 500 firms, who meet
together virtually and at times in person to discuss, debate, and share next practices for
navigating the future workforce and workplace. Our value is in providing a community focused
on What’s Next to Prepare for the future of learning and working. Interested in corporate or
individual membership? Email network@futureworkplace.com.

Virtual Summits & Spark Sessions

Future Workplace brings the community together in online Summits and Future of Work Spark
sessions delivered over Zoom to discuss current and future workplace challenges. Inquire about
joining a SparkSsession, attend a Virtual Summit or access any of our public webinars here.

Have an inquiry or want to learn more? Email us at

info@futureworkplace.com
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