{"id":222152,"date":"2023-12-14T12:05:05","date_gmt":"2023-12-14T12:05:05","guid":{"rendered":"https:\/\/letstalktalent.co.uk\/?p=222152"},"modified":"2024-04-15T16:17:57","modified_gmt":"2024-04-15T15:17:57","slug":"hr-trends-that-hr-directors-should-look-out-for-in-2024","status":"publish","type":"post","link":"https:\/\/letstalktalent.co.uk\/blog\/hr-trends-that-hr-directors-should-look-out-for-in-2024\/","title":{"rendered":"HR Trends that HR Directors should look out for in 2024"},"content":{"rendered":"\n
About this time last year we put our HR trends list for 2023<\/a> together. You can view that here.<\/p>\n\n\n\n <\/p>\n\n\n\n So before we get you reading the predictions for the upcoming year, let\u2019s see how we did for 2023.<\/p>\n\n\n\n <\/p>\n\n\n\n On balance I think we did get a lot of this right, or at least understood the general direction of the market. <\/p>\n\n\n\n <\/p>\n\n\n\n Here are our trends from last year. <\/p>\n\n\n\n <\/p>\n\n\n\n <\/p>\n\n\n\n We were certainly right about blended learning opportunities becoming much more important to most organisations. And increasingly this year we saw a lot of work in career progression from mapping career possibilities, to seeing clients being more proactive in the development options to support employees progress in their career.<\/p>\n\n\n\n <\/p>\n\n\n\n The one area that we got wrong was trend 4 – we didn\u2019t see such a big move into succession plans for specialists. Perhaps this is to do with people focussed on retention as a broader piece.<\/p>\n\n\n\n <\/p>\n\n\n\n So we weren\u2019t a million miles away from reality at the end of last year. Which is always a relief when thinking forward to planning for the year ahead. <\/p>\n\n\n\n <\/p>\n\n\n\n So without further ado, here are our 2024 HR trends that we think you\u2019ll be talking to us about next year!<\/p>\n\n\n\n <\/p>\n\n\n\n Obviously AI is a biggie. With the rise of ChatGPT and AI in business, HR have and are slowly embracing and looking for ways of automating current operational practices such as job descriptions, job adverts etc. However we must not forget that there is an H in HR for a reason that people are at the heart and build experiences which talk to the head as well as the heart.<\/p>\n\n\n\n What Data will do is enable HR teams to be more proactive spot trends and support the business culturally forward so embracing these skills and the ways in which technology can support the employee experience is definitely something that any HR leader should be aware of in 2024 and beyond<\/p>\n\n\n\n The debate will rage on, but the overwhelming feeling is there will be more and more of a pull to bring people together face to face more often where it is possible.<\/p>\n\n\n\n <\/p>\n\n\n\n We know trust is a vital skill for high performing teams. Giving people that physiological safety to be able to bring their whole selves to work, to be able to make mistakes, to be trusted and cared for is going to be a bigger pressure for people managers. <\/p>\n\n\n\n <\/p>\n\n\n\n Showing people the art of the possible in their careers is something which is incredibly valuable. Especially when it\u2019s joined up to your other developmental initiatives. <\/p>\n\n\n\n <\/p>\n\n\n\n How to retain your key staff and motivate them for years to come is vital – especially in sectors where technical expertise is highly valued. One of our bioscience clients has seen incredible results in retaining their scientific staff from implementing career pathways that are strongly linked to competencies. <\/p>\n\n\n\n <\/p>\n\n\n\nOur 2023 trends – did we get it right<\/h2>\n\n\n\n
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Let’s Talk Talent’s 2024 HR Trends<\/h2>\n\n\n\n
AI\/Data driven HR Teams<\/h3>\n\n\n\n
Hybrid working\/ Return to office debate<\/h3>\n\n\n\n
How you plan for that (amidst reluctance from staff who are happy and productive working from home) and how you retain people whilst pulling them back into the office is going to be a challenge for HRs and people managers in 2024.<\/p>\n\n\n\nPromoting and providing psychological safety<\/h3>\n\n\n\n
Inclusive\/compassionate Leadership<\/h3>\n\n\n\n
<\/strong>Aligning to the last point – there is going to be increased pressure on people managers to really be caring, compassionate and leading inclusively.
In a sense it\u2019s nothing new – but it\u2019s a skillset that is incredibly hard to teach – especially for managers under pressure to deliver high performance. <\/p>\n\n\n\nRetention – careers & competencies<\/h3>\n\n\n\n