HRPredicionsfor2022thecompanyHRPredicionsfor2022|Copyright?2021TheJoshBersinCompany1Allrightsreserved.Notfordistribuion.Licensedmaterial.Whatcanweexpectin2022?Whilethepandemicconinues,lifegoeson.Theeconomyisgrowing,thejobmarketishot,andworkersfeelmoreempoweredthanever.Despitethestressandchallengeswefacedthisyear,ourprofessionandourcompanieshavetransformedinaposiivewayandwe’reinforanexciingyearahead.WhatWeLearnedfrom2021Welearnedtobemorelexibleandenableworkerstodotheirjobswithmoreautonomyandinnewways.Welearnedtobemorehuman-centric,bringingastrongerfocusonempathy,care,andwellbeingatwork.Andwelearnedaboutdigitaltransformaion.Wenowknowwecandothingsfasterthanwepreviouslythoughtandbuildsoluionsthatgetbeteroverime.TheHRprofessionhasalsotransformed.We’renolongertalkingabout“geingaseatatthetable”;we’renowsiingthere.Mostofyouareinvolvedindoingstrategicwork,paricipaingincross-funcionalteams,anddesigningnewsoluionsfasterthanever.Infact,inmymind,oneofthebigthemesfor2022is“HRasacenterofdesign,”wherewereshapeourHRteamstodesign,launch,monitor,andconinuouslyimproveourprograms.Predictions2022ThisreportlaysoutwhatIseeasallthemajortrendsHRleadersandprofessionalsshouldbekeepinginmindas2022unfolds.1Theeconomywillgrow—withaconstrainedlaborforce.Ibelieveweareenteringafast-growingeconomywiththebiggestlabor(andskills)shortagewe’veseenindecades.First,considerthereinvenionofworkthatjustoccurred.Duringthelasttwoyears,morethan60millionAmericanworkersswitchedfromworkinginoicestoworkingremotely.1Companiesreducedspendingonrealestate,travel,andfaciliiesandinstead,puttheirdollarsindigitaltools.StateofRemoteWork:ExecuiveSummary,GlobalWorkplaceAnalyics/,July2020.

Andpeoplerespondedamazinglywell.WhileproducivitytookadipinQ3(JulytoSeptember),themessagetomeisclear.Businesses“reinvented”themodelofworkduringthepandemic,andIdon’tthinkwe’regoingback.Hybridwork,remotework,andcontractworkisnowmainstream,andcompaniesareadjusingoldmodelsaccordingly.Whilethisalloccurred,we’veseena“rubberband”growthcycletakeplace.Staringin2009,atertheglobalinancialmeltdown,demandstartedtogrow.Companiesstarteddigiizingtheirproductsandservices,supplychainswereinterconnected,andwestartedtoseenewdigitalbusinessmodelsemerge.In2018wehadabigtaxcutintheUnitedStates.Theeconomylourished,creainga“crisisindemand”andlotsofconcernsaboutincomeinequality,thedividebetweendigitalworkersandthoseletbehind,andtheneedtobuildbetersocialsystemstopreventrunawayincomeinequality.Thenalongcomesthepandemic.Weexperiencedamassivedemandinterrupionaspeoplestayedhomeandbusinessesclosed.OneofthebiggestlessonsIlearnedduringthepandemicistheunquenchablepowerofthehumanspirit,”2andhowpeoplewilladapttochangeinwaysweneverbelievedpossible.Therehavebeenotherposiiveimpacts.Despitetheincreaseininlaion,wagesareincreasing.Companiesarerelaxingtheircriteriaforhiringandignoringrequirementsforcollegedegreesorcertaintypesofexperience.3Forexample,Scoiabankhasnowcompletelyremovedtheneedtosubmitresumesforitsdigitalproductdevelopmentteam;instead,thecompanyisusingbehavioralassessmentstoidenifythe“PowerSkillsit”ofnewhiresandplanstotrainfortechnicalorfuncionalskills.4Andmanycompaniesareaddingbonuses,lexiblebeneits,andever-moreatraciveperkstoatractprospeciveemployees.(Thisyear39%ofallU.S.wagespendingisallocatedtobeneitsandinsurance.5)Isthishuringbusiness?Notatall.In2021,theU.S.stockmarketwasatanall-imehighandcompaniesmadeplenty“TheUnquenchablePoweroftheHumanSpirit,”,podcast,August2021.“HelpReallyWanted:NoDegree,WorkExperienceorBackgroundChecks,”LaurenWeberandChipCuter/TheWallStreetJournal,November2021.ScoiabankTransformsCampusRecruiing:ReplacingResumeswithBehavioralAssessments,JoshBersinandNehalNangia/TheJoshBersinCompany,November2021.EconomicNewsRelease:EmployerCostsforEmployeeCompensaionSummary,U.S.BureauofLaborStaisics,September2021.HRPredicionsfor2022|Copyright?2021TheJoshBersinCompany1Allrightsreserved.Notfordistribuion.Licensedmaterial.ofmoney.TheConferenceBoard’snewprojecionsfortheU.S.andglobaleconomyindicateswewillhavea3.8%GDPincreasein2022and3%in2023.6Thesearereallyposiivenumbers,andtheresultswillincreasethedemandforworkers,skills,andexperise.ConsiderthefollowinganalysisfromCiibank.7Ciibankeconomistsbelievethattheeconomicrecoveryand

toautomateandreorganizetodealwiththislaborshortage.(Thisiswhywearelaunchingamajornewceriicaionprogramandresearchstudyonorganizaiondesigninbusiness.)Figure2:ProjectedPathofEmploymentintheEU,WithandWithoutFiscalSimulus(’000s)subsequentsimulus(theU.S.infrastructurebilljustpassedatthewriingofthisreport)willgrowU.S.employmenttowellover160millionbylate2022.Thiswillbethelargestemploymentnumberwehaveeverseen(seeFigure1).Figure1:ProjectedPathofEmploymentintheU.S.,WithandWithoutFiscalSimulus(’000s)190,000 Employment-U.S.180,000170,000160,000

230,000225,000220,000215,000210,000205,000200,000195,000190,000185,000180,000Mar-00LowerBound

Employment-EUFiscalSimulus-MidUpperBoundBaseline150,000140,000130,000120,000LowerBoundFiscalSimulus-MidUpperBoundBaselineSource:BureauofLaborStaisics,CiiResearchAndthegrowthofjobsinEuropeissimilar.EUjobswillreachover205millionbytheendofnextyear,catchinguptoemploymentnumbersbeforethepandemic(seeFigure2).Thesenewjobswilldotwothings.First,they’lldrawmorepeopleintothelaborforce,efecivelyincreasingthenumberofpeopleworking.Second,they’llshitandchangeourtalentpracices.Mostofthenewjobscreatedwillbeinconstrucion,greenenergy,healthcareandservices,transportaion(thereisalreadyashortageof80,000truckdriversintheU.S.8),andotherserviceprofessions.Thismeansallofourbusinesses,whicharebecomingmoreservice-driveneachyear,willhaveGlobalEconomicOutlook2022:FromPandemicDownturntoGrowthRevival(USEdiion),TheConferenceBoard,November2021.TechnologyatWorkv6.0:TheComingofthePost-ProducionSociety,CiiGPS:GlobalPerspecives&Soluions,June2021.“Shortageof80,000truckdriversisonlygoingtogetworsewithoutchange,expertssay,”AsherWildman/SpectrumNews13,November2021.

Source:BureauofLaborStaisics,CiiResearchWealsohavethechallengeofworkerburnout.Therearealmost11millionopenposiionsintheUnitedStates,9andmorethan3%ofallworkersarevoluntarilyleavingtheirjobseachmonth.10Thismeansthatthebiggestconstrainttoeconomicgrowthisn’tjustcomputerchipsormanufacturingsupply;it’speople.Soeverycompanywilllikelybetalent-constrained,tellingusthatwe,inHR,areevenmoreimportantthanever.WearejustinishingourresearchforTheDeiniiveGuidetoTalentAcquisiionandindthatonlyabout15%ofcompaniesareatracingandretainingcandidateswell.Thosethatarethrivingfocusonemployeeexperience,a“healthyorganizaion,”andanever-increasingfocusonmission,purpose,brand,andemployeegrowth.SoallthethingswedoinHRtobuildhealthyorganizaionsandexpandourrecruitmentfootprintwillbeneeded.Ifyourcompanyissuferingfromturnover,thisisaleakyoumustix.ThisyearwepublishedTheDeiniiveGuide:EmployeeEconomicNewsRelease,JobOpeningsandLaborTurnoverSummary,U.S.BureauofLaborStaisics,November2021.EconomicNewsRelease:Table4.QuitsLevelsandratesbyindustryandregion,U.S.BureauofLaborStaisics,November2021.HRPredicionsfor2022|Copyright?2021TheJoshBersinCompany2Allrightsreserved.Notfordistribuion.Licensedmaterial.ExperienceaswellasTheDeiniiveGuidetoWellbeing:TheHealthyOrganizaion.Eachofthesereportswillshowyouhowtomanageretenionandengagementissues.Thegoodnewsiswe,asHRleaders,understandthisproblemandrecognizeitwillconinuetobeatoppriorityfortheyearahead.2Hybridworkwillevolve:enterthemetaverse.Hybridworkisnowawell-acceptedbusinesspracice.Wewrotetheplaybookonthistopic11andalmosteverycompanyisreinvening“wheretowork”and“how.”Severalstudieshavenowshownemployeeslikethisnewsituaion.Morethan50%ofemployeesarewillingtoforgoasmuchas5%oftheirpayfortheopiontoworkathome.12However,asnewresearchpointsout,manyleadersexpectpeopletocomebacktotheoice.Anewstudyfound70%ofleaderswanttheirteamsbackintheoicewhilefewerthan40%oflineworkersfeelthesame.13Manyexecuivesmisstheircorneroicesandthepowerofpersonality;theybelievetruecareergrowthrequiresface-to-faceinteracion.Whilethejuryissilloutonfullyreturningtotheoice(manytechcompanieshaveexplicitlytoldpeopletheycanworkremotelyforever),it’sclearthisisanissuethatwillbewithusforsomeime.Whilenobodylikesalongcommute,asmoreandmorepeopleshowup,otherswillalsowanttobethere.Theoldideathatworkingathomewassynonymouswithgooingofisgone.Wecannowacceptthathybridworkisnormal.Anddesklessworkers,whomakeupalmost70%oftheglobalworkforce,aregeingnewtoolsandmorelexibility.14Thebigtrendin2022willbebeter,virtualtools(Teams,forexample,hasmyriadnewfeaturestohelpschedule,manage,coordinate,andrecordmeeings)andtheemergenceofthemetaverse.TheBigResetPlaybook:HybridWork,JoshBersin;KathiEnderes,PhD;JanetMertens;andMarkSprat/TheJoshBersinCompany,2021.“WorkremoteaterCOVID?Nearly50%ofUSworkerswouldtakeapaycutforit,surveysays,”TerryCollins/,November2021.“WhatBossesReallyThinkabouttheFutureoftheOice,”DavidGellis/,November2021.“Bersin:Whyit’simetobuildanew,improveddesklessreality,”JoshBersin/,October2021.

I’vebeenworkingwithAIforalmostiveyears,andIdobelievethepotenialishuge.Rightnow,withFacebook(Meta)andMicrosot(Dynamics365ConnectedSpacesandMicrosotMesh)pushingtheagenda(seeFigure3onthefollowingpage),IcanseemanyofyouexperimeningwithAIin2022.OurexperiencewithSTRIVR?(VRfortraining),Mursion(Avatarsforsotskills),andothertoolsshowstremendousimpact.Dow,forexample,isusingMursion’savatar-basedsimulaionstodevelopleadershipcapabiliies.AstraZenecaispiloingwhatitcallsXR(extendedreality)onboardingforresearchers.Thiswill,andshouldbe,somethingyouinvesigatethisyear.Irecentlypublishedanariclecalled“WhatIstheMetaverse?”anditisnotsomethingtobeafraidof.Onthecontrary,thesenewdigitalexperienceswillfurthertransformthedeiniionofhybridwork,aswellasonboarding,training,collaboraion,meeings,and,ofcourse,entertainmentandcommerce.Imagine,forexample,astafmeeingwhereeveryonecaninteractandmovearound(asiftheywerereallythere),butwithoutspendingivehourslyingacrossthecountry.There’sabigfuturehere.3Learning,skills,andcareerpathwayswillbecomebusinesscriical.Thecorporatelearningmarkethasneverseemedsovibrantandhealthy.Andthere’sgoodreason.Companiesdesperatelyneedtoreskillandredeployworkers,andtheL&D(learninganddevelopment)marketisrespondingfasterthanever.IstartedstudyingL&Dbackin1998whenIgotinvolvedintheearlydaysofe-learning.Sincethen,companies(andinvestors)havetypicallyviewedcorporatetrainingasanimportantmust-havebutcertainlynotasacompeiiveadvantage.Well,thathascompletelychanged.Todayeverysinglecompanyexecuiveisworriedaboutskills.Notonlyhavecompaniesbeenredeploying,moving,andrethinkingjobsandrolesallovertheworld,wenowhaveaskills-centricmentalityHRPredicionsfor2022|Copyright?2021TheJoshBersinCompany3Allrightsreserved.Notfordistribuion.Licensedmaterial.Figure3:AvatarsinMeshforTeamsMeshforTeamsuserscantaketheiravatarsintoimmersivespacestoexperiencethoseserendipitousencountersthatsparkinnovaion.Source:ImagecourtesyofMicrosotthatleadsCEOsandCFOstostartthinkingaboutwhatskillsaremissingamongtheirworkforces.Chevron,forexample,isworkingonthenewgeneraionofenergyengineerstomovethecompanybeyondcarbon.Ericssonisreskillingeverybusinessfuncionaroundthetechnologyandbusinessmodelsof5G15.IntelisembracingAI.Autodeskisintegraingitsproductstomeetthenewdemandsofintegratedarchitectureandengineering.HealthcarecompanieslikeKaiserPermanentearebuildinganewgeneraionofcareandITcareers.AndcompanieslikeTarget,Walmart,andAmazonarelearningaboutdistribuion,customerexperiencemanagement,andnewmodelsofretail.ThismeansL&Dorganizaionsmustupskilltheirownteams.Chieflearningoicers(CLOs)arenowresponsiblefor

capabilityacademies,forsupporingcorporateskillstaxonomyprojects(moreonthislater),andfordeterminingwhattechnologiesandcontenttobuy.TherearethreehugeissuesforL&Dleadersthisyear:Buildingcapabilityacademies16(end-to-endlearningstrategiesledbythebusiness).CleaningupandintegraingallL&Dtechnologiesandtools.WorkingwiththerestofHRtoimplementaskillstaxonomyforthefuture.17Andthisimperaiveisstaringtopickupspeed.CompaniesarealsointegraingtheirL&Dinvestmentswiththeirurgentworkforceneeds.Walmart,forexample,seesaneedforthousandsofpharmacistsinitsstores.Sothecompanyisbuildingaseriesofwhatwecall“careerIntelecommunicaions,5Gistheithgeneraiontechnologystandardforbroadbandcellularnetworks(Wikipedia).

“TheCapabilityAcademy:WhereCorporateTrainingIsGoing,”,October2019.“WhatIsaSkillsTaxonomyAnyway?UnderstandingtheMarketforSkillsTech,”,podcast,April2021.HRPredicionsfor2022|Copyright?2021TheJoshBersinCompany4Allrightsreserved.Notfordistribuion.Licensedmaterial.pathways”18toshowvariousemployeeshowtotrainfortheseposiions.HealthcareprovidersareprovidingcareerpathwaysforclinicalandITroles.Andalmosteverycompanyisbuildingcareerpathwaystodevelopcybersecurityspecialists.Notethatacareerpathwayisnota“careerpath.”It’saseriesofcarefullydesigneddevelopmentsteps(androles)thattakeanindividualfromacurrentroletoarolethatisinhigherdemand,andotenbeterpaying.Skillsdatashowstheadjacentskillsthatmakethispossible.Andwhileallthisishappening,themarketitselfisstaringtoconsolidate.Formanyyears,thecurrent$360billioncorporatetrainingmarkethasbeenexpanding,splintering,andshitingtowardnewonlinecontentplayers,learning-in-the-lowofworksoluions,learningexperienceplaforms,andahugemarketoftoolsforskillsinference,skillsrecommendaion,andskillstaxonomydevelopment.TheVCandprivateequityplayershavepouredmoneyintoL&D-relatedvendors.CompanieslikeBeterUp(nowvaluedover$4billion),Udemy(nowpublicwithclosetoa$4billionvaluaion),Ariculate(whichjustraised$1billionincash),360LearningFigure4:TheLearningInfrastructure

(whichjustraised$200million),Degreed(valuedatwellover$2billion),andCornerstone(whichwentprivateat$5.1billion)areallgrowinglikecrazy.TheERPplayerssuchasOracle,SuccessFactors,andWorkdayhavebeenlesssuccessful.Why?Becausetheinnovaioncycleinlearningisacceleraing.ThisyearwewillseeMicrosot’sVivaLearning,LinkedInLearningHub,CornerstoneXplor,andotherinnovaivecompaniescometomarketwithanevermoreexciingsetoftools.Butthemarketisstaringtomature.L&DandHRleadersdon’twanttendiferentlearningplaformsandthevendorsarefeelingtheheat.Manyofthesmallerstandaloneplayersarestaringtomerge,andIdothinkthemarketwillconsolidate.IfyouareincorporateL&D,you’llwanttocreatealearninginfrastructurethatpullsthediferentpiecesofthetechecosystemtogethertohelplearnersbuildneededskillsandcapabiliiesforthefuture(seeFigure4).Whatshouldyoudotoadapt?Irecommendtwoimportantthings:First,youshouldputinplaceateamthatfocusesonyourSkillsTecharchitectureandtherelaionshipbetweenyourACCESSProducivitySystems(O?ce,Salesforce,MSTeams,WorkplacebyFacebook)DISCOVERLXPMobileAppsHRPortalVRLEARNTrainingOnboardingAcademiesTalentCredenialMarketplaceLRSLMSHRMSContentSkillsPROVIDERSLearningCompleionJobroleLearningSkillsdataLinkedIntransacionreporinghierarchycontentandassociatedSkillsotdatadatapersondatavideodatawithpersonOthersSource:TheJoshBersinCompany,2021A“careerpathway”isaseriesofcareersteps,designedthroughskillsadjacencies,thatshowanindividualhowtomovetoamorevalued,in-demandcareer.ThisisoneofthemostimportantnewiniiaivesinHR,andskillsandjobdatanowmakethispossible.HRPredicionsfor2022|Copyright?2021TheJoshBersinCompany5Allrightsreserved.Notfordistribuion.Licensedmaterial.skillsstrategyandcareer,recruiing,mobility,andpay.Thisteamshouldstarttounderstandthetechnologyandconsiderissuessuchas:Howwillwecurateandmanagethetaxonomy?Howcanweredesignourjobarchitecturetoconsolidateskillsacrossroles?Howwillweassessskillsinvariousroles?Howwillemployeesseeandinteractwiththeplaformintheirproiles?Whatthird-partyexternalskillsdatadoweneed?Second,it’simportanttofocustheefortoncriicaljobrolesorcapabilityareasthatmater.Whenitcomestoskills,nocompanycanpossibly“boiltheocean”acrosstheenireenterprise,yetHRtechnologymayinferskillseverywhere.Sothebestapproachistostartwithcriicalcapabilitygroupsandthenworkwithcapabilitychampions(businessorfuncionalleaders)whocanhelpdrivetheagendaforward.Alargehightechmanufacturer,forexample,hasdecidedthateveryengineerandscienistmustunderstandthedisciplinesofAI.ThecompanyassignedaseniorleaderinengineeringinthisareatobethecapabilitychampionwhopartnerswiththeCLOtocreateanarchitecturalplan.Likeothers,thecompanyisexperimeningwithmulipletoolstoigureoutwhichvendorswillworkbest.LetmealsoaddthatSkillsTechissillayoungmarket.Whilemostofthevendorsclaimtohaveadvancedskillsinference,recommendaion,andcuraiontools,inmostcasestheseareimmature.It’simportanttoselectafewkeyvendorsyoulikeandthenworkwiththemoverime.Vendorsinthisareainclude:HCM:Workday,SuccessFactors,OracleRecruiing:Eighfold,Beamery,iCims,AvatureTalentMarketplaceandCareer:Gloat,Fuel50,Hitch,PeopleFluentLearning:Cornerstone,Degreed,Edcast,Valamis,Microsot(VivaLearning),LinkedIn,PercipioCross-DomainTalentIntelligence:SkyHive,Eighfold,Censia,Retrain.ai

4CoachingwilldevelopPowerSkillsineveryone.OfalltheL&Dissuescompaniesface,oneofthehotestofallisPowerSkills—teachingpeoplehowtolead,workinteams,collaborate,communicate,tellstories,andthinkstrategically.Wecoinedtheterm“PowerSkills”in2019,whenwestartedourworkwiththeGreaterGoodScienceCenterattheUniversityofCalifornia,Berkeley.Werecognizedthatskillslikeempathy,forgiveness,humility,andawewerethemostpowerfulandsustainableskillsinbusiness.Whilethesekindsof“soterskills”werenotwidelydiscussedpriortothepandemic,wenowknowtheyareessenialtosuccess.Learninganddevelopingthesesotskillsisdiicult.Importantskillslikeimemanagementandstrategicthinkingdonotcomeeasy.Everycompanyhasitsowncontextforthesecapabiliiesandweneedtolearnthemtogether,inteams,andwithleaders.SomeofourresearchwithMursionshowsthatpeopleareverywillingtoexpresstheirvulnerabilitywhentheenvironmentisright.Andthepandemiccreatedjustthissituaion.Wewroteanenireplaybookontheneedtofosterhuman-centeredleadershipskills.19Thesekindofskills,capabiliies,andbehaviors,whichputpeopleirst,ensurebusinesssuccesswillfollow(seeFigure5onthefollowingpage).Verizon,forexample,feltadesperateneedtotrainleadersandsupervisorsontheprocessofcheckinginwithpeople,listeningtotheirchallengesathome,andgivingthemmorelexibilitywithwork.Theycreatedaseriesofall-handsleadershipmeeingstoshareideas,idenifywhatworks,andletmanagersexpresstheirownfrustraionsduringthepandemic.Oneofourlargeclients,aglobaltechnologycompany,seesitsenirecustomerbasestaringtointegrateitsneedsacrossvariousindustries.Thecompanyissetupasindependentproductgroups,eachofwhichsolvesonepartofthisenirecomplexproblem.ThecompanycreatedaPowerSkillsprogramtofocusonsystemsthinking,trainingleadersandprofessionalswhatthisnew,integratedcustomerexperiencelookslike.Thisprogramiscreaingmoreinternalmobilityandteachingpeoplehoweachpartoftheproductsetitstogether.TheBigResetPlaybook:Human-CenteredLeadership,JoshBersin;KathiEnderes,PhD;andMarkSprat/TheJoshBersinCompany,April2021.HRPredicionsfor2022|Copyright?2021TheJoshBersinCompany6Allrightsreserved.Notfordistribuion.Licensedmaterial.Figure5:Business-vs.Human-CenteredLeadershipBusiness-CenteredHuman-CenteredLeadthebusinessLeadthepeoplePeoplecomingalongfortherideTheydrivethebusinessforwardGoals,rewardsincenives,alignmentInspiraion,skills,empowerment,relaionshipsDriveinnovaionwithexecuion,innovaioninasiloExecuiondemandsinnovaioneverydayFocusongrowthandchangeLearnfromproblemstoevolveorganizaionProud,conident,knowledgeable,decisiveHumble,empatheic,listener,growthmindsetFocusedontheinside,managingthecompanyFocusedonoutside,listeningtocustomers,marketPickfavorites,relyontrustedconidantstosucceedLookfordiverseperformers,opentonewpeopleFocusedonproblem-solving,accountabilityFocusedonsystemsthinking,whyproblemsoccurTargets,budgets,plansVision,goals,andgrowthperspecivesDrivenbyinancialsuccess,jobpromoionDrivenbypurpose,mission,grit,andpassionMassivechangeprogramsandiniiaivesIteraivechange,seriesofsmall,measurablestepsBusinessFirst,PeopleSecond PeopleFirst,BusinessSecond“Peopleasameanstoanend” “Peopleasthepurposeofthebusiness”Source:TheJoshBersinCompany,2021Thecoachingindustryisalsoonire.VendorslikeBeterUp,Torch,CoachHub,andmanyothersarenowdigitallyconnecingcoachestoprofessionalsatalllevels.Thisdemocraizaionofcoachingisabreakthroughnewsoluionthatdramaicallyreducesthecostandgivesthebeneitsofcoachingtoeveryone.CompanieslikeCulivatenudgeleaderstolistenmore,talkless,andactwithempathyandethics.Webelievethat,in2022,thefocusoncoachingandPowerSkillswillconinuetogrow,andeverycompanywillrevisititsleadershipmodeltoidenifywhichPowerSkillsarerightforthebusiness.

5Talentacquisiionandinternalmobilitywillconverge.WhenIinterviewedtheheadoftalentacquisiionforHSBC,IfeltlikeIwastalkingwithanL&Dleader.Heunderstands,throughhisexperiencewiththecompany’sinternaltalentmarketplace,thatover50%ofallhiringwillbedoneinternally.Sohisteamisworkingonthisintegratedsupplychainoftalent,notjustillingemptyseats.Ratherthanjustlookingintotheexternalcandidatepoolwhentryingtoindtalent,HSBCandmanyothersarenowidenifyingskills,experiences,andqualiicaionsfrominternalandexternalsourcestoindtherightitforopenposiions(seeFigure6onthefollowingpage).HRPredicionsfor2022|Copyright?2021TheJoshBersinCompany7Allrightsreserved.Notfordistribuion.Licensedmaterial.Figure6:MatchingPeopletoOpportuniiesSelf-AssessmentandJobDiscoveryAnalysisSelecion,Interviewing,Measure,Develop,PromoionandSkillsMatchingFit,Onboard,HireGrow,Reward?Fillinprofile?Inferskillsinjobs(AI)?Postjobs,schedule?Filldevelopmentgaps?Inferskillsfrominterview?Accommodatemissing?Assessinterestsexperience(AI)?Pay,salary,grade,growthskills?Idenifyskills?Assessskillsmanually?Onboarding?Setperformancegoals?Categorizeexperiences?Recommendaions?Move,relocate?AssesssuccessorfailureEmployeeProfileandAIandskillsidenificaionRecruiingandPerformanceandHRMSIntegraionandmatchingassessmentfeaturesdevelopmentfeaturesSource:TheJoshBersinCompany,2021Thisisgoingoninmanycompanies(ifnoteverycompany).Notonlyisitexpensiveanddiiculttohireexternallybutalsoifthecompanyis“l(fā)eakingpeople,”itwillneverbeabletohirefastenough.Amazon,forexample,hasmorethana150%turnoverrateinitsdistribuioncenters.20Thismeansithastorehirealmostaquarterofitsworkforceeverymonthjusttostayinbusiness.Nocompanycansurvivethiswayforlong.Recruiingitselfisbeingauto