Introduction

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Human resources (HR) is an essential function in any organization as it deals
with the management of people. In recent years, the corporate world has
undergone significant changes due to the emergence of new technologies,
globalization, and changing business environments. Corporate restructuring has
become a crucial process to adapt to these changes, and it involves changes in
organizational structure, culture, and processes to improve efficiency and
competitiveness. This research aims to study the emerging trends in HR
corporate restructuring management.

We have all witnessed an at-scale shift to remote work, the dynamic

reallocation of resources, and the acceleration of digitization and automation to
meet changing individual and organizational needs.

Organizations have by and large met the challenges of this crisis moment. But
as we move toward imagining a postpandemic era, a management system based
on old rules—a hierarchy that solves for uniformity, bureaucracy, and control—
will no longer be effective. Taking its place should be a model that is more
flexible and responsive, built around four interrelated trends: more connection,
unprecedented automation, lower transaction costs, and demographic shifts.

To usher in the organization of the future, chief human-resources officers

(CHROs) and other leaders should do nothing less than reimagine the basic
tenets of organization. Emerging models are creative, adaptable, and
antifragile.1 Corporate purpose fuels bold business moves. “Labor” becomes
“talent.” Hierarchies become networks of teams. Competitors become
ecosystem collaborators. And companies become more human: inspiring,
collaborative, and bent on creating an employee experience that is meaningful
and enjoyable.

After the pandemic erupted last year, we spoke with 350 HR leaders about the
role of uncertainty in their function. They told us that over the next two years
they wanted to prioritize initiatives that strengthen their organization’s ability to
drive change in leadership, culture, and employee experience.

How are they doing? In this article, we discuss ways that CHROs can continue
to meet the moment by rethinking processes in three fundamental areas:
identity, agility, and scalability.

How HR fits in the big picture

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McKinsey has recently conducted research on how businesses can best organize
for the future. The experimentation underway suggests that future-ready
companies share three characteristics: they know what they are and what they
stand for; they operate with a fixation on speed and simplicity; and they grow
by scaling up their ability to learn and innovate.

HR can help propel this transformation by facilitating positive change in these

three key areas, as well as with nine imperatives that radiate out from them
(Exhibit 1).

Identity: HR can clarify the meaning of purpose, value, and culture

Companies that execute with purpose have greater odds of creating significant
long-term value generation, which can lead to stronger financial performance,
increased employee engagement, and higher customer trust.

Home in on the organization’s purpose

What is your company’s core reason for being, and where can you have a
unique, positive impact on society? Now more than ever, you need good
answers to those questions—purpose is not a choice but a necessity.

CHROs play a vital role in making sure the organization is living its purpose
and values. HR can articulate and role-model desired individual mindsets and
behaviors linked to purpose by identifying “moments that matter” in the
company’s culture and translating purpose into a set of leadership and employee
norms and behaviors.

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For instance, commercial-vehicle manufacturer Scania holds an annual

“Climate Day,” during which the company stops operations for one hour to hold
sustainability training, in line with its purpose to “drive the shift toward a
sustainable transport system.”2

HR can also ensure that clear changes are made to recruitment and capability-
building processes by determining the characteristics of a “purpose driven”

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employee and embedding these attributes within recruitment, development, and
succession planning.

HR can also incorporate purpose-driven metrics into compensation and

performance decisions. Companies across industries have embarked on these
metrics lately. For example, Seventh Generation, a maker of cleaning and
personal-care products, recently built into its incentive system sustainability
targets for the company’s entire workforce, in service of its goal of being a
zero-waste company by 2025. Shell has plans to set short-term carbon-
emissions targets and link executive compensation to performance against them.

Think deeply about talent

Organizations that can reallocate talent in step with their strategic plans
are more than twice as likely to outperform their peers. To link talent to value,
the best talent should be shifted into critical value-driving roles. That means
moving away from a traditional approach, in which critical roles and talent are
interchangeable and based on hierarchy.

Getting the best people into the most important roles requires a disciplined look
at where the organization really creates value and how top talent contributes.
Consider Tesla’s effort to create a culture of fast-moving innovation, or Apple’s
obsessive focus on user experience. These cultural priorities are at the core of
these companies’ value agendas. The roles needed to turn such priorities into
value are often related to R&D and filled with talented, creative people.

To enable this shift, HR should manage talent rigorously by building an

analytics capability to mine data to hire, develop, and retain the best employees.
HR business partners, who articulate these staffing needs to the executive
management team, should consider themselves internal service providers that
ensure high returns on human-capital investments. For example, to engage
business leaders in a regular review of talent, they can develop semiautomated
data dashboards that track the most important metrics for critical roles.

Create the best employee experience possible

Companies know that a better employee experience means a better bottom line.
Successful organizations work together with their people to create personalized,
authentic, and motivating experiences that tap into purpose to strengthen
individual, team, and company performance.

The HR team plays a crucial role in forming employee experience.

Organizations in which HR facilitates a positive employee experience are 1.3

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times more likely to report organizational outperformance, McKinsey research
has shown. This has become even more important throughout the pandemic, as
organizations work to build team morale and positive mindsets.

HR should facilitate and coordinate employee experience. Organizations can

support this by helping HR evolve, strengthening the function’s capability so
that it becomes the architect of the employee experience. Airbnb, for instance,
rebranded the CHRO role as global head of employee experience. PayPal
focused on HR’s capability and processes to create a better experience for
employees, including coaching HR professionals on measuring and
understanding that experience, and using technology more effectively.

Strengthen leadership and build capacity for change

Culture is the foundation on which exceptional financial performance is built.

Companies with top-quartile cultures (as measured by
McKinsey’s Organizational Health Index) post a return to shareholders 60
percent higher than median companies and 200 percent higher than those in the
bottom quartile.

Culture change should be business-led, with clear and highly visible leadership
from the top, and execution should be rigorous and consistent. Companies are
more than five times more likely to have a successful transformation when
leaders have role-modeled the behavior changes they were asking their
employees to make.

To strengthen an organization’s identity, HR should ask the following

questions:

 How can we develop an energizing sense of purpose that has a tangible

impact on our strategic choices and ways of working?
 How can we identify key talent roles and focus them on creating value?
 How can we build a data-driven, systemic understanding of our
organizational health?

Agility: HR’s role in flattening the organization

Organizational agility improves both company performance and employee

satisfaction. HR can be instrumental in shifting an organization from a
traditional hierarchy to a marketplace that provides talent and resources to a
collection of empowered small teams, helping them to achieve their missions
and acting as a common guiding star.

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Adopt new organizational models

For instance, as a part of a multiyear agile transformation, a large European

bank worked to establish an in-house agile academy led jointly by coaches and
the HR function to drive capability building for the transformation.

To be successful, a transformation should touch every facet of an organization

—people, process, strategy, structure, and technology. HR can help create an
iterative approach by developing core elements of the people-management
process, including new career paths for agile teams, revamped performance
management, and capability building. It should lead by example as well,
by shifting to agile “flow to work” pools in which individuals are staffed to
prioritized tasks.

Create a flexible—and magnetic—workforce

Because many roles are becoming disaggregated and fluid, work will
increasingly be defined in terms of skills. The accelerating pace of technological
change is widening skill gaps, making them more common and more quick to
develop. To survive and deliver on their strategic objectives, all organizations
will need to reskill and upskill significant portions of their workforce over the
next ten years.

According to a 2018 McKinsey survey, 66 percent of executives said that

“addressing potential skills gaps related to automation/digitization” within their
workforces was at least a “top ten priority.” HR should help prioritize these
talent shifts.

In a more recent survey McKinsey conducted with global executives about the
postpandemic workforce, more than a third of respondents said that their
organizations were unprepared to address the skill gaps exacerbated by
automation and digitization. The shift to digitization has accelerated during the
pandemic: 85 percent of companies have picked up the pace of their digitization
(including a 48 percent rise in the digitization of customer channels). In light of
these trends and the need to shift skills, there is a clear business rationale behind
workforce strategy and planning.

HR should be a strategic partner for the business in this regard, by ensuring that
the right talent is in place to deliver on core company objectives. HR can also
drive workforce planning by reviewing how disruptive trends affect employees,
identifying future core capabilities, and assessing how supply and demand apply
to future skills gaps.

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Moving to a skills focus also requires innovative sourcing to meet specific
work-activity needs (for example, the gig economy and automation), and
changing which roles companies need to source with traditional full-time-
equivalent positions and which can be done by temporary workers or
contractors. In the survey with global executives, about 70 percent said that two
years from now they expect to use more temporary workers and contractors than
they did before the COVID-19 crisis.

During the pandemic, we’ve seen how organizations have come together to
utilize talent with transferable skills. For instance, McKinsey has
supported Talent Exchange, a platform that uses artificial intelligence to help
workers displaced by the crisis.

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 Literature Review

Corporate restructuring is a process that involves significant changes in an

organization's structure, culture, and processes to adapt to changing business
environments. The process includes mergers and acquisitions, divestitures, spin-
offs, and downsizing. In most cases, the primary objective of corporate
restructuring is to improve organizational efficiency and competitiveness.

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According to a study by Ashkenas et al. (2018), corporate restructuring can
have a significant impact on an organization's HR function. The study revealed
that corporate restructuring can result in the downsizing of the HR function,
leading to the adoption of new technologies such as HR analytics and
automation.

One emerging trend in HR corporate restructuring management is the adoption

of digital technologies to improve the HR function's efficiency. The use of HR
analytics, machine learning, and artificial intelligence (AI) is becoming
increasingly popular in HR management. According to a report by Deloitte
(2021), organizations are investing in digital technologies to streamline their
HR processes, reduce costs, and improve the employee experience. The report
also revealed that 73% of organizations surveyed are investing in HR analytics
to improve decision-making.

Another emerging trend in HR corporate restructuring management is the focus

on employee well-being. Organizations are increasingly recognizing the
importance of employee well-being and its impact on productivity and
performance. According to a study by Towers Watson (2019), organizations
that invest in employee well-being programs have a more engaged and
productive workforce. Corporate restructuring can lead to job insecurity and
stress for employees, and organizations are taking steps to address these issues.
For example, organizations are providing employee assistance programs, mental
health support, and flexible work arrangements.

We(AIHR) believe that 2023 is HR’s window of opportunity to

reposition the function’s value proposition in the post-
pandemic reality. Human Resources professionals have played
a significant role in guiding organizations through the storm of
the pandemic and subsequent inflation surge and economic
slowdown. In other words, HR can make a tremendous impact
on organizations if adequately enabled.

We’ve identified 11 HR trends we expect will be shaping 2023

in the workplace. Some trends have been ongoing for a while
now, but recent developments have accelerated them. Many
are the result of drastic changes that organizations have had
to make and, in some cases, are still facing.

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1. A focus on total wellbeing
There’s a silent crisis happening in organizations. According to the American
Psychological Association (APA), nearly 3 in 5 employees reported negative
impacts of work-related stress in the wake of the pandemic. 87% of
Americans feel anxious about inflation, and 7 in 10 employees are worried that
their compensation hasn’t kept up with the changes in purchasing power.

HR has arguably been impacted too. The function played a leading role during
the pandemic, which has taken its toll. Research by Workvivo reported that a
staggering 98% of HR professionals report feeling burned out at some point in
the past six months.

Our first HR trend for 2023 is that organizations will take more responsibility
for this looming burnout crisis among employees across the business. First,
because it is the right thing to do, and second, because it poses a threat to the
continuity of the organization.

The first step will be for HR to overcome its own burnout crisis. Although this
may go against the nature of Human Resources, which must focus on helping
others, HR professionals should put on their own oxygen masks first.
Otherwise, the department will not be able to help the rest of the organization.

Next, we expect HR to move towards a more proactive approach to wellbeing

and resilience. This involves developing a more holistic employee wellbeing
approach focusing on mental, physical, and financial wellbeing.

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All in all, in 2023, HR will focus on different aspects of wellbeing, starting with
its own.

2. Managing workforce ecosystems

While HR has traditionally focused on permanent employees, other types of
workers, like contractors, gig workers, and employees working for supply chain
partners, play an increasingly important role in the company’s service delivery.

In the United States alone, 16% of Americans have earned money through gig
platforms. According to ADP, in about 40% of companies, one in four workers
is a gig worker. This means that a big part of the total workforce goes
unmanaged, and HR is missing out on an opportunity to make an impact.

We believe that 2023 is the year where HR will begin to manage the complex
workforce ecosystem beyond permanent employees. This has three
implications.

First, HR will become actively involved in managing its contingent workforce.

They will integrate contractors, gig workers, and external contributors into the
HR value chain. This is not only a must-do from a value creation perspective
but also from a risk viewpoint. HR’s current, often hands-off, attitude towards
temporary staff creates a two-tiered workforce that even leading companies like
Google struggle to adequately manage.

Second, in today’s platform economy, HR can contribute to creating a more

blended workforce ecosystem by adding value to external contributors.

Uber is the largest taxi company without drivers, Airbnb is the largest hotel
chain without properties, while platforms like YouTube, Netflix, and TikTok
outsource most of their content creation. These companies are highly dependent
on their contributors. There is a role for HR to play in making these contributors
part of their people practices.

And third, HR should share best practices with supply chain partners, vendors,
and service providers.

The (post-)pandemic era has shown the importance of value chains from a
production perspective and a reputational standpoint. For instance, Rihanna’s
fashion label Fenty Beauty was accused of using child labor in its supply chain.

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HR may not drive partnering decisions, but it has a unique opportunity to
strengthen best people practices throughout the supply chain.

Example initiatives we expect to see more of in 2023 include the creation of

communities of expertise, mentoring programs for seasoned HR professionals,
and job rotation across the supply chain. Business is not a zero-sum game,
especially not when it comes to partners. This is an area in which HR can create
tremendous value through workforce ecosystems.

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Image based on Orchestrating Workforce Ecosystems report by Mit Sloan and
Deloitte.
3. Redefining remote and hybrid work strategies
Work has changed in the course of the pandemic. According to McKinsey, the
pandemic has sped up digital transformation in organizations by three to four
years. And workers have adapted accordingly. For instance, LinkedIn
data shows that remote jobs, which make up around 20% of all jobs on
LinkedIn, received over 50% of all job applications!

This illustrates that resistance to some degree of flexible working will put
businesses at a competitive disadvantage. Not all organizations have realized
this, and they continue to hold onto outdated strategies that previously made
sense. For instance, 95% of executives believe that employees need to be in the
office to maintain company culture. Also, a Nature Human Behaviour
study found that the collaboration of Microsoft employees dropped by 25% and
became more siloed in a remote setting compared to pre-pandemic levels.

Despite this, 64% of employees would consider quitting if they were expected
to return to the office full-time. Hybrid working has become a part of modern
work culture, and we believe companies like Goldman Sachs and leaders
like Elon Musk are fighting a losing battle.

Employees want clear communication and modernized policies. We expect that

in 2023, HR practitioners will set clear principles about how, where, and when
work is done. They will facilitate internal conversations on this topic and push

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their organization to make decisions, even if they are temporary, as
organizations explore different workplace strategies.

HR professionals will also educate themselves and managers on overcoming

proximity bias, which is an unconscious tendency to favor employees you often
see in the office over remote workers. They’ll work on establishing objective
performance metrics, promotion, and salary increase criteria.

Next, HR will reinvent the role of the office. Clear working policies will impact
office planning and utilization. This will lead to better-designed workspaces,
flexible spaces to combat potential loneliness at home, and workspace
allowances to upgrade home facilities.

Last but not least, HR itself will become more hybrid and explore remote work.
There is a leading role for HR to play when it comes to enabling better
outcomes with remote working, and we expect to see much more of this
occurring in 2023.

4. The evolving role of the CHRO

Today’s CHROs are wearing many different hats.

During times of crisis, like the COVID-19 pandemic, the initial days of the war
in Ukraine, and rising inflation, the board looked to the CHRO to lead and
respond. As a result, HR has been in the spotlight since early 2020. In most
organizations, the CHRO has led discussions in board meetings when it comes
to policies, business continuity, and employee safety and productivity.

What’s more, the CHRO is responsible for spearheading environmental, social,

and corporate governance (ESG) goals. Increasingly ambitious ESG goals and
investor appetite toward companies with this focus place the CHRO in a
position to take ownership of this topic.

This is compounded by the CEO’s evolving role. According to the 2022

Edelman Trust Barometer, employees have more faith in their CEO than in
government leaders, journalists, or any other CEOs. Also, 60% of employees
expect their CEO to speak out on social and political issues they care about.
This changing role of the CEO leaves room for the CHRO to understand
employee sentiment and counsel the CEO on when to speak up and what to say.

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With these factors combined, we expect that 2023 will be the year in which the
CHRO solidifies its position as an irreplaceable part of the board and a key
advisor to the CEO.

5. HR enters the metaverse

Gartner predicts that by 2026, 25% of people will spend at least one hour per
day in the metaverse. This means that the leading organizations in this space
will use 2023 as the starting point for some of these activities, including virtual
events, employee onboarding, career fairs, and meetings.

There’s also potential to use the metaverse for workplace learning and
training. Meta is investing $150 million in creating an immersive learning
ecosystem that will make learning more accessible through the metaverse.

The few organizations that have started to leverage the potential of the
metaverse will have a more modern employer brand, more engaging
interactions with remote candidates, and can even drive productivity for the
organization.

We believe that in 2023, a select group of organizations will set themselves

apart by investing in the metaverse. These will be not only large enterprises
with custom-designed metaverse environments but also innovative small
businesses utilizing virtual workspace software.

HR plays a crucial role in helping the organization figure out how to use the
technology best. They will need to develop new hybrid working policies to
ensure healthy metaverse working practices and teach leaders how to lead in
this new environment. The golden rule should always be: Don’t do anything in
the digital world that you wouldn’t do in a physical workplace.

It also provides HR with a unique opportunity to redesign the (virtual)

workspace beyond the traditional, often uninspiring office environment. The
layout of a space influences how people use it. A round table invites discussion,
while a rectangular table tends to be more hierarchical, with the boss seated at
the head of the table.

The metaverse opens up the possibility of reimagining a productive,

collaborative, and creative work environment unconstrained by physical norms.
The lack of physical norms also creates additional opportunities for disability
inclusion.

Despite the hype, we want to stress that the metaverse is a means to an end. It
should drive business performance and employee experience and shouldn’t
distract from the core business.
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6. Creating purpose-driven organizations
2023 is also the year in which HR will focus on creating purpose-driven
organizations.

One of the fundamental shifts we’ve seen in the past couple of years is the
importance of purpose in today’s organizations. This is the result of 4 driving
forces:

 COVID. Almost two-thirds of US workers admit the pandemic has

dramatically shifted their priorities. 82% indicate that it is important for a
company to have a purpose.
 Automation. Mundane and repetitive tasks are the first to be automated, with
this in mind, 81% of workers believe that automation will lead to more
meaningful work.
 Demographic changes. Both Millennials and Gen Z’ers prioritize values and
purpose more than their older counterparts, while a retired population may
decide to work longer if the work matters to them.

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 Changing psychological contract. The anti-work movement in the US, quiet
quitting, and the lying flat movement in China show changed work
expectations.
These forces show that meaning is becoming a key differentiator for
organizations to help to retain and attract talent. A clear purpose will also help
engage existing talent, increase productivity, and fill the $8.5 trillion gap that
the talent shortage is expected to cost in 2030.

In 2023, we expect HR to help shape the company’s purpose. Connecting the

company’s purpose to environmental, social, and corporate goals and making
these goals a clear part of the (employer) brand is a valuable way for HR to
make an impact on the world and attract better talent.

The key here is authenticity. For example, Unilever received criticism for
giving its Hellmann’s Mayonnaise the purpose of “fighting against food waste”,
using the hashtag #maketastenotwaste, with critics finding it ludicrous for a
company to define a purpose for this type of product.

When done well, HR will be able to engage both younger and more experienced
workers by offering a purpose-driven workplace, making this one of the key HR
trends for 2023.

7. Inclusion across the employee life cycle

Diversity, equity, inclusion, and belonging (DEIB) have been receiving more
visibility. All Fortune 100 companies have their DEI initiatives outlined on their
websites, and 49% of them have a dedicated DEI initiatives leader. Despite the
increased visibility and attention paid to DEIB, organizational leadership is still
too often White and male.

We expect that one of the pivotal HR trends of 2023 will be HR stepping up its
game in building more inclusive HR practices.

At the moment, diversity initiatives primarily focus on recruiting. However, HR

organizations are increasingly analyzing their entire employee life cycle through
a DEIB lens. What initiatives can we implement to promote DEIB in all stages
of the employee life cycle? There are plenty of opportunities when it comes to
onboarding, development, promotion, and other people practices to create
more inclusive workplaces where people feel like they belong.

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DEIB also offers an opportunity to connect the organization’s purpose with
diversity initiatives. This makes business sense – but is also the right thing to
do.

We also increasingly see a focus on training HR staff to create HR practices

from a diversity perspective.

Despite growing interest in diversity, research shows that employees are at

least 60% more likely to disclose a disability to their direct supervisor than to
Human Resources. A White male with a disability earns 90.7 cents for every $1
earned by a White, able-bodied male. Creating a safe environment for
employees to disclose their disabilities is a good first step toward building trust
and implementing policies that help those with disabilities.

Other examples of initiatives we expect to see a lot more of in 2023 include:

 Addressing racial disparities in healthcare and the role of employers.

 Implementing relevant long-term diversity programs to increase
representation among managers.
 Tying executive compensation to DEI metrics.
Consulting firm Mercer estimates that around 15-20% of S&P 500 companies
make DEI metrics part of their executive compensation. Only about 5-10% of
those companies set objective, quantitative DEI metrics. We anticipate that HR
will play an active role in identifying and tracking the relevant DEI metrics.

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 I
mage source
8. Upskilling leaders and managers
During the Great Resignation, many high performers were promoted to
managerial positions in an attempt to retain them. At the same time, several
organizations have been willing to take a shot at hiring less experienced
candidates for managerial positions due to the talent shortage.

This means that today’s leadership pipeline is filled with new candidates that
have little to no managerial experience. Developing the next generation of
leaders is a top challenge for 55% of CEOs. And for a good reason.
Organizations providing high-quality development experiences are 1.5 times
more likely to have high leader engagement and retention rates. Additionally,
they are twice as likely to be voted as the best places to work. However, only
11% of companies have a strong leadership bench.

There are also other challenges to navigate, like leading remote teams,
managing hybrid work, and changing expectations of leaders who must now
personify the company purpose, lead with a human-centric approach, and work
together with additional stakeholders in and outside the organization.

This is where HR plays a pivotal role. One of the major trends in Human
Resources we see for 2023 is HR’s investment in upskilling leaders. HR
practitioners will clearly identify and communicate leadership expectations.
What does the organization expect from leaders? How does this translate into

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practical behaviors? And how do we help leaders become self-aware of the
impact that their behaviors have on those around them?

Besides clear communication about expectations, HR will play a role in

listening to the employee voice, which is becoming increasingly important for
organizations with hybrid and remote working policies. HR can help leaders
understand the mood in the organization and navigate any relevant issues.

HR will also help build soft skills, including empathy and active listening
amongst its leadership population, as employees look to their leaders as
a trusted source of information.

To build these skills, HR will invest in leadership development plans and

programs, training, mentorship, on-the-job immersive experiences, and talent
rotation strategies to fast-track exposure, experience, and skill development.

Upskilling leaders and managers is key for HR to create value in the

organization as well as help retain employees. That is going to be critical in
2023.

9. Increased investments in deskless workers

The pandemic has highlighted the importance of deskless workers who were on
the front lines fighting the pandemic as nurses, in supermarkets, or processing
food on an assembly line.

At the same time, the pandemic emphasized the difference between what was
traditionally office work (working comfortably from home) and deskless work
(showing up every day). Oliver Wyman Forum says that about 1 in twelve
deskless workers have already made the switch to a different type of work.
Another 37% could leave within the next six months, according to BCG.

This is not necessarily bad for those who remain. They may press for better
salaries in a demand-driven market. However, it sends a wake-up call for
organizations that are already struggling to retain and attract talent.

There’s good news as well. The vast majority of deskless workers (97%) report
that they would stay in their current roles if their conditions improved. Such
conditions go beyond a pay rise, meaning that HR needs to offer deskless
workers the same opportunities as their deskbound counterparts.

Subsequently, our 9th HR trend for 2023 is that HR will drastically increase
investment in its deskless workers. This includes:

 implementing mobile-first self-service enterprise software,

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 career opportunities and promotions,
 better compensation,
 and improved working conditions like flexibility and work-life balance.
In the end, whether you’re a deskless worker or a desk-bound employee, you
just want to have a good time at work. That doesn’t mean that work should be
easy – but at the very least, companies should be doing their best to improve
working conditions. Creating a great place to work for deskless workers will be
HR’s major focus in 2023.

10. The rise of algorithmic HR

Our next HR trend is happening right in front of our eyes – but only a few have
noticed it. In 2023, the majority of organizations will start managing
employees… with robots.

According to the research firm IDC, 80% of global 2,000 companies will use
algorithmic managers for hiring, firing, and training workers by 2024. This is
already taking place in the gig economy. Also, 40% of the HR functions within
international companies have incorporated AI applications, which help grow the
candidate pool, enable faster hiring, and improve engagement and retention.

This brings additional challenges related to fairness, communication, and

inclusion. For example, there have been cases of algorithmic managers
randomly choosing which contractors would lose their jobs and terminating
people for reasons beyond their control.

HR will need to take ownership of algorithmic management, ensuring a fair,

transparent, and efficient process. There’s a great opportunity that HR can
leverage: Creating systemic equity in both the literal and figurative sense of the
word. This means preventing existing biases that are embedded in historical HR
data from becoming part of the algorithm.

Algorithmic managers will be able to process large quantities of data,

communicate clearly, and help both HR and managers make better-informed
decisions. Moreover, they could add a level of transparency and procedural
justice that is much harder for humans to provide.

These algorithms will be able to complement the manager and act like a
sounding board. They will have access to much more information than
managers do at the moment, providing input for complex decisions.

HR practitioners will be instrumental in ensuring that HR technology

complements diversity and inclusion in the future.

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11. Reshaping workplace learning
2023 is also the year in which HR will reinvent employee development
strategies and bring learning into day-to-day work.

Amid the Great Resignation and the Great Reshuffle, lack of career
development and advancement is the top reason for quitting a job, according to
a McKinsey report. And while 87% of organizations know they have a skills
gap or will have one within the next few years, only 40% of employees say their
company is upskilling.

Closing the skill gap is one of the critical ways for HR to make a difference in
their organization. However, doing this well requires initiative and reinvention
of old learning approaches.

In 2023, we will see a focus on more strategic learning – the training of skills
aligned with the capabilities the organization needs to be competitive. This can
include hard skills, which are more technical, and soft skills, like
communication, time management, and analytical and critical thinking skills.

Implementing learning these within the flow of work requires a reinvention of

traditional training methods. We will see more microlearning, micro-
mentoring, performance coaching, and learning in the flow of work.

As part of this trend, we predict that HR will invest in more personalized

workplace learning that is linked to what people are interested in learning and
the ways they prefer to learn. That way, HR can ensure that employees are
learning what’s relevant to them in an engaging manner. To do this, HR will
have to refresh many old learning habits and replace these with more
contemporary techniques.

The digitised workplace fuels productivity

By 2020, the bulk of routine transactional tasks will have been automated.
Robotics and artificial intelligence (AI) will also have taken on an increasing
number of high value functions in areas such as trading, underwriting and
financial advice. The challenge isn’t just ensuring you have the right systems in
place, but judging what role your people will play as they’re increasingly
required to work alongside AI. Realising the potential requires a rethink of job
roles, accountabilities, skills and mind-set.

22
Engaging with talent you need to succeed

The expectations of your workforce, and the people you need to attract, keep
changing. Seeking to attract, motivate and retain people through an employee
value proposition built solely around financial reward is no longer sustainable.
People want to work for organisations that inspire trust and reflect their values.
The businesses out in front are aligning what they stand for as an organisation
with changing stakeholder expectations in key areas including diversity, agility,
ways of working and delivering value to society.

23
The state of employee well-being programs in organizations
LAS VEGAS — Newly released findings from the 2020 Society for Human
Resource Management (SHRM) Benefits Survey, delayed due to the COVID-19
pandemic, show that employers enhanced a range of offerings to support
employees' physical and emotional health, even as organizations dealt with
uncertain revenues last year.
The findings in the 2020 Employee Benefits report, released Sept. 11 at the
SHRM Annual Conference & Expo 2021 in Las Vegas and virtually, reflect the
responses of 2,504 HR professionals across the U.S., collected Sept. 28, 2020,
through Nov. 10, 2020. Supplemental data was collected from May 17, 2021,
through June 28, 2021. Respondents were asked to provide answers on what
employee benefits their organization offered during plan year 2020. Overall
findings are charted here.
The COVID-19 pandemic caused many employers to revisit and revise their
employee benefits last year, as highlighted below.

Benefits Expand to Support Remote Work, Caregiving and Health

"When COVID-19 began triggering states of emergency across the U.S. in

March 2020, everyone needed more support, whether for managing remote

24
work, caring for family members, or protecting their physical and mental
health," said Alex Alonso, SHRM-SCP, SHRM's chief knowledge officer.
Accordingly, he added, "benefits that address such challenges were the ones
more likely to have been expanded, with employers demonstrating ingenuity in
their approach to serve others."

Top 5 Expanded Employee Benefits

Percentage of respondents who indicated their organization increased the
benefit.

 Employee options for telework – 78 percent.

 Telemedicine services – 43 percent.
 Leave to care for children – 39 percent.
 Leave to care for adult family – 27 percent.
 Mental health services – 25 percent.

A Shift in 'Most Valued' Benefits

Health care remained the benefit employers believe to be most important to

employees. However, rankings of importance for other benefits shifted in 2020
compared to years past, with the biggest impact to retirement benefits, which
sunk from its longtime position as second-most important to sixth-most
important.

Top 6 Benefits Employers Viewed as Most Important

Percentage of respondents who ranked this benefit area as extremely or
very important.

 Health care – 90 percent.

 Flexible work – 83 percent.
 Leave – 83 percent.
 Family friendly – 76 percent.
 Wellness – 62 percent.

25
  Retirement – 55 percent.

Flexible work and leave tied as the second-most-important benefits employers

felt they could offer to employees last year.
"Future surveys will determine whether these benefits will remain in these
positions of importance in the years ahead as the world of work recovers," the
report noted.

Family-Friendly Benefits

The added burdens of caregiving driven by the COVID-19 pandemic—in terms

of both increased illness and the closure of schools, day cares and senior centers
—led more employers to increase their family-focused leave options and paid
family leave beyond the requirements of the Family and Medical Leave Act
(FMLA), which includes up to 12 weeks of unpaid leave during a 12-month
period for eligible employees.
The share of organizations offering paid family leave increased to 31 percent in
2020, up 7 points from 2019, likely due to the impact of the Families First
Coronavirus Response Act (FFCRA) and state and local legislation requiring
employers to provide paid leave in some localities.

26
Other family leave benefits:

"Companies are being more mindful of how employee experience and flexibility
can be successfully integrated into their policies and culture," said Michele
Floriani, chief marketing officer at Sequoia Consulting Group. "Clients are
telling us, as they come out of the most challenging year in a generation, that
changes initially brought on by temporary necessity now make for good
permanent solutions."
27
Health Care

The most prevalent health plan types offered in 2020, the survey found, were:

 Preferred provider organization (PPO) plans—cited by 79 percent of

respondents).

 High-deductible health plans (HDHPs) linked with health savings

accounts (HSAs)—62 percent.

 Health maintenance organizations (HMOs)—31 percent.

 HDHPs without HSAs—16 percent.

 Point of service (POS) plans—16 percent.

Organizations expanded supplemental health benefits in almost every category

last year, seemingly in response to a widespread pandemic that was causing
higher-than-usual rates of illness and hospitalizations.

28
Among consumer-driven health accounts, HSAs—which are owned by
employees and funded by both employees and employers—saw a slight uptick
last year but are still less prevalent than use-it-or-lose-it flexible spending
accounts (FSAs), which declined slightly.

29
A small decrease last year among employers contributing to employees' HSAs
was likely a pandemic-related cost-saving measure, and the long-term trend of
more employers funding HSAs is likely to resume, benefits specialists say.

Wellness

Even as COVID-19 swept through the population, many benefits promoting

physical wellness in the workplace decreased in 2020. This may be due to the
difficulty of delivering programs in the physical workplace or the inability of
employees to utilize incentives like gyms, personal trainers or physician visits.
On the other hand, benefits that are more easily offered online or practiced solo
were more likely to increase.

30
Financial Wellness and Education Assistance

Financial wellness benefits saw cutbacks last year, with less than one-quarter of
organizations (24 percent) providing financial education that was not about
retirement—a 13-point reduction since 2019. Similarly, just 17 percent offered
employer-sponsored credit counseling services, down from 19 percent the
previous year.
The percentage of organizations offering undergraduate or graduate tuition
assistance—47 percent in 2020—was down 9 points since 2019, "likely caused
by their tight finances, concern about the quality of higher education being
provided during the pandemic and reduced employee demand," the report said.

31
The Setting Every Community Up for Retirement Enhancement (SECURE)
Act, signed into law at the end of 2019, allowed employees to use tax-
advantaged 529 accounts for qualified student loan repayments—up to $10,000
annually. Nevertheless, just 10 percent of organizations offer their workers
access to these savings plans, down 1 point since 2019. Just 1 in 100 employers
contributed to these plans in 2020.
As part of the Coronavirus Aid, Relief, and Economic Security (CARES) Act,
employer contributions toward employee student loans—up to $5,250 per
employee annually—became nontaxable for both federal and state purposes
through 2020. The Consolidated Appropriations Act, 2021, extended this relief
through 2025.
Still, the percentage of employers offering student loan repayment benefits
remained at the same low level as 2019 (8 percent).
"SHRM anticipates a ramping up of employers offering this benefit as the
pandemic relief legislation allows employer-provided student loan repayment as
a tax-free benefit to employees," at least through 2025, the report stated.
"Education benefits are ripe for expansion, as employers could see real
advantages in talent acquisition and retention by being early adopters of these
relatively rare but popular offerings."
"SHRM has long championed policies that allow employers to offer education
assistance programs relevant to the modern workforce," said James Redstone,
director of public policy at SHRM. "Greater certainty regarding the tax
treatment of education assistance is an important step in expanding the
availability of such benefits."
According to Amit Ahluwalia, national employee benefits practice leader at
Lumity, a benefits technology and advisory firm, "COVID-19 has increased

32
 financial, physical and emotional stress for many employees, and employers are
tuned in to this as they consider their benefits strategy." For 2022 benefits, she
added, "financial wellness is front and center."

Retirement

Following a surge in 2019, the number of organizations offering a traditional

401(k) in 2020 dropped back to 2016-2017 levels (91 percent, down 3
percentage points).
Traditional defined pension plans also decreased by 3 points to 19 percent, their
lowest in 5 years.
"The movement away from these plans may reflect cost-cutting measures from
employers, and the corresponding 4 percentage point rise in those offering Roth
401(k)s, which allow tax-free withdrawals, may indicate these investments are
more attractive to employees than a [traditional] 401(k) during an uncertain
economic climate" the report explained. "SHRM will be watching to see if this
movement continues beyond the COVID-19 period."
 A survey by SHRM (2021) on the state of employee well-being programs in organizations

6 Emerging Challenges of Human Resource Management

Human Resource Management (HRM) is an important part of any organization and

constantly evolves with the changing times. It is a critical factor in determining the success of
any organization. As the business environment and the expectations of employees and
employers continue to shift, HR teams must remain agile and creative to stay abreast of the
latest trends. With the emergence of new technologies, changing workplace dynamics, and an
ever-evolving global market, the challenges of HRMS have become increasingly complex.
Unfortunately, this can lead to various emerging challenges that can be hard to manage.

Finding and Retaining Talent

Finding and retaining talented employees is a challenge that most companies

face in the modern workplace. The challenge is that the talent competition has
become more intense, and organizations find it difficult to keep their employees
engaged and motivated.

Companies must find creative ways to attract and retain employees in the
rapidly changing job market. Companies must have a workers’ management
system in place to ensure that they can identify and nurture the right talent.
33
 The first step towards finding and retaining talent is to create an effective
recruitment process. Companies must create a system that enables them to
source, evaluate and select the best candidates for their open positions.
Companies should also invest in technology such as global HRMS, which can
help streamline the recruitment process and make it more efficient.

Once you identify the right talent and complete the recruitment process, you
must focus on retaining the best employees. You can try following these
strategies to retain your best talents:

 Provide competitive salaries and benefits

 Provide flexible work arrangements
 Creating a positive workplace culture, and
 Offer employees opportunities for professional development.

Companies should also create a system that allows them to track and measure
employee performance and provide feedback on a regular basis.

Companies must be proactive in finding and retaining the best talent. They
must invest in technology and create an efficient and effective recruitment
process. Companies must also keep track of employee performance and provide
feedback regularly. Companies can find and retain the best talent by doing all
these things.

Developing an Agile Workforce

Organizations are looking to become more agile in their operations and

processes to stay ahead of their competition. It is especially important in the
B2B sector, where demand is high, lead times are short, and customers are more
demanding than ever.

First, let us understand what an agile workforce is and why it is important for
companies to develop it.

34
 An agile workforce refers to a group of employees who are flexible, adaptable,
and able to respond to changes in the business environment quickly. In an agile
workforce, employees can pivot their skills and priorities to meet the
organization’s changing needs.

Companies need to develop an agile workforce for several reasons:

 Changing business environment: The business environment is becoming increasingly

unpredictable and dynamic, with new technologies and competition emerging rapidly.
Companies must adapt quickly to these changes to remain competitive, which requires an
agile workforce.

Increased efficiency: An agile workforce can quickly and efficiently respond to

changing business needs, leading to increased productivity and profitability.

 Improved customer satisfaction: An agile workforce is better able to meet the changing
needs of customers, which can lead to improved customer satisfaction and loyalty.
 Greater employee engagement: An agile workforce requires employees to be more engaged
in their work, as they are required to learn new skills and adapt to changing circumstances
constantly. It can lead to greater job satisfaction and retention.
 Enhanced innovation: An agile workforce encourages experimentation and innovation, as
employees are encouraged to develop new ideas and solutions to problems.

Overall, developing an agile workforce is essential for companies that want to

remain competitive and succeed in today’s rapidly changing business
environment.

Growing Need for Digital Transformation

The world has changed significantly in the last decade, and the pace of change
will likely accelerate in the future. One of the biggest challenges of managing
people in a dynamic business environment is finding ways to respond quickly to
customer needs, ever-changing technology, and competitors. Technology is
changing the way we work, and HRM is no exception. The challenge for HR
professionals is keeping up with the latest technology trends and adopting new
tools and systems to help streamline the Human resource management
system.

35
 One way to overcome this challenge is to invest in automation and technology.
HR teams should invest in digital transformation initiatives that automate HR
processes like onboarding, payroll management, benefits administration,
and performance management. HR professionals should also stay up-to-date
with emerging technologies, such as AI and machine learning, and leverage
them to improve HR operations.

While automation and technology are not magic wands that can solve all
problems, they can be helpful in many situations. Automation is a great help to
companies in managing repetitive activities, while technology is needed to
streamline and automate business processes for increasing customer
satisfaction. It can also be used to replace activities that require people.

Diversity, Equity, and Inclusion

Diversity, Equity, and Inclusion (DEI) are critical components for creating a
positive and inclusive workplace culture where all employees can thrive. Here
are some ways companies can overcome the challenges of DEI:

1. Start with a clear and comprehensive DEI policy: Develop a clear policy that outlines the
company’s commitment to DEI, including its goals and strategies for achieving them. Ensure
the policy is communicated clearly to all employees and stakeholders and regularly reviewed
and updated as necessary.
2. Create a diverse and inclusive hiring process: Ensure your recruitment process is fair and
inclusive and reaches a diverse pool of candidates. Use objective criteria for selection, such
as skills and experience, rather than relying on unconscious bias. Consider using blind
resumes and diverse interview panels to eliminate any bias in the selection process.
3. Foster a culture of inclusion: Establish a culture where all employees feel valued and
respected. Encourage open communication, and provide training and resources to help
employees understand and appreciate each other’s differences. Promote diversity at all levels
of the organization, including in leadership positions.

1. Offer training and development opportunities: Companies can offer training on unconscious
bias, cultural awareness, and inclusive leadership to their employees and the management
team.
2. Hold leaders and managers accountable: Holding leaders and managers accountable for
creating an inclusive culture and promoting DEI will be a great strategy. It includes setting
clear expectations, providing support and resources, and measuring progress toward DEI
goals.
3. Monitor progress and adjust strategies: Regularly monitor progress towards DEI goals, and
adjust strategies as necessary. Collect and analyze data on diversity metrics, such as

36
 employee demographics, hiring and promotion rates, and employee satisfaction surveys. Use
this data to identify areas of improvement and develop targeted strategies for addressing
them.

In summary, creating a diverse, equitable, and inclusive workplace culture

requires a comprehensive approach that starts with a clear policy and includes
recruitment, training, leadership accountability, and ongoing monitoring and
adjustment of strategies.

Promoting Employee Well-being which is one of the

important Challenges of Human Resource
Management

The COVID-19 pandemic has highlighted the importance of employee well-

being. Employee well-being is an important challenge for HRM (Human
Resource Management) because it directly impacts employee productivity, job
satisfaction, and overall organizational success.

That is why organizations are now prioritizing employees’ mental and physical
health.

When employees feel valued, supported, and engaged, they are more likely to
perform at a high level and contribute to the organization’s growth and success.
On the other hand, when employees are stressed, burned out, or disengaged,
their productivity and performance suffer, leading to decreased organizational
performance.

HR professionals should provide access to mental health resources, such as

counseling services, and encourage employees to take breaks and prioritize self-
care. They should also create policies that promote work-life balance and
flexibility, such as remote work arrangements.

HRM can promote employee well-being through the following:

 Promoting positive communication, recognizing and rewarding employee achievements, and

providing opportunities for employee development and growth.

37
 Promoting work-life balance by providing flexible work schedules, offering telecommuting
options, and encouraging employees to take time off when needed.
 Encouraging healthy habits and providing employees access to wellness programs, resources,
and benefits.
 Addressing mental health and providing employee assistance programs and counseling
services to address mental health issues in the workplace.

Employee well-being is an important HRM challenge because it impacts

employee productivity, job satisfaction, and overall organizational success.
HRM must address this challenge by following the strategies mentioned above.

Compliance and Regulation Challenges of Human Resource Management

HRM (Human Resource Management) faces several challenges related to

compliance and regulation. These challenges include keeping up with changing
regulations, ensuring compliance with local and international laws, and
avoiding penalties and legal issues.

HR professionals are responsible for ensuring that organizations comply with

various laws and regulations, such as labor laws, anti-discrimination laws, and
data privacy laws. This challenge will become more complex when the
company expands into new market segments with new laws and regulations.

They should also implement strong data privacy policies and procedures to
protect employee data and ensure employees know their rights and
responsibilities. Utilizing technology like payroll software for compliance will
also be a great help.

HR professionals should stay up-to-date with the latest laws and regulations and
ensure that their organizations comply.

HRM can overcome compliance and regulation challenges of Human Resource

Management

 Staying up-to-date with regulations

 Developing policies and procedures,
 Conducting internal audits,
 Utilizing technology like payroll software for compliance,
 Working with legal experts, and
 Establishing a culture of compliance.

38
By taking these steps, HRM can help ensure compliance with laws and
regulations and

In conclusion, HR professionals face many emerging challenges. However, by

adopting the above solutions, they can overcome these challenges. They can
avoid penalties and legal issues and help their organizations succeed in an ever-
changing business landscape.

How can a company prepare for the Challenges of

Human Resource Management?

One way to overcome these challenges is to create a culture of continuous

improvement. It is possible when employees at all organizational levels are
willing to improve their processes and activities. Organizational leaders must
create a culture of continuous improvement by setting clear expectations,
providing opportunities for employees to contribute, and rewarding
improvement ideas. Another way to overcome these challenges is to use a
blended learning approach. Organizations can combine virtual, in-person, and
blended learning activities.

A final word
We see 2023 as a year of immense opportunity for HR. However, there are a
number of challenges to overcome.

First, HR needs to prioritize their own wellbeing and continue building

resilience. That will place HR professionals in a better position to boost the
wellbeing of their employees and help organizations become ready for future
challenges.

Secondly, organizations need to adopt a broader perspective and understand that

HR trends don’t concern only one department but the whole business. They
must consider how HR can play a key role in managing organizational change.
In other words, business leaders and HR needs to collaborate closely and
acutely to successfully handle the changes in the world of work.

Third, businesses must accept that we are on the cusp of entering a new era: a
human-first era that sees organizations not just as structures for maximizing
profit and effectiveness but also as drivers of meaning for empowered, engaged,
and diverse workforces.
39
It is time for HR to step up to the plate, capture the opportunities that 2023
brings, and reposition the function’s value proposition as a leader of the
business and a builder of competitive people capabilities. That is the true power
of HR: driving strategic impact through people.

Literature Review:

Corporate restructuring is a process that involves significant changes in an

organization's structure, culture, and processes to adapt to changing business
environments. The process includes mergers and acquisitions, divestitures, spin-
offs, and downsizing. In most cases, the primary objective of corporate
restructuring is to improve organizational efficiency and competitiveness.
According to a study by Ashkenas et al. (2018), corporate restructuring can
have a significant impact on an organization's HR function. The study revealed
that corporate restructuring can result in the downsizing of the HR function,
leading to the adoption of new technologies such as HR analytics and
automation.

One emerging trend in HR corporate restructuring management is the adoption

of digital technologies to improve the HR function's efficiency. The use of HR
analytics, machine learning, and artificial intelligence (AI) is becoming
increasingly popular in HR management. According to a report by Deloitte
(2021), organizations are investing in digital technologies to streamline their
HR processes, reduce costs, and improve the employee experience. The report
also revealed that 73% of organizations surveyed are investing in HR analytics
to improve decision-making.

Another emerging trend in HR corporate restructuring management is the focus

on employee well-being. Organizations are increasingly recognizing the
importance of employee well-being and its impact on productivity and
performance. According to a study by Towers Watson (2019), organizations
that invest in employee well-being programs have a more engaged and
productive workforce. Corporate restructuring can lead to job insecurity and
stress for employees, and organizations are taking steps to address these issues.
For example, organizations are providing employee assistance programs, mental
health support, and flexible work arrangements.

40
Company Profile

41
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with reasonable cost and a excellent maintenance service provided by dedicated
engineers. It is crucial to walk with the world and go digital in the era of 2020,
where people are trying to present their business online in order to engage with
new clients and boost their sales.

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people are trying to present their business online in order to engage with new
clients and boost their sales. Webazu Technology (OPC) Private Limited, taking
off their journey in the field of Information Technology in January 2018, is now
one of the leading Digital Marketing and Software Management company. We
offer our clients and customers top-notch services and help their business
becoming a brand online. At Webazu Technology (OPC) Private Limited
Solution, our primary aim is client satisfaction and making their online presence
in a unique way possible.

Webazu Provide Useful Services

In this competitive world, where users search for everything online, it is crucial
to have your business online. Whether a small business or large, having a
website makes it more authentic and informative for the visitors. Webazu
Technology helps in developing your website that not only attracts the visitors
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Today, every organization build their website and design it in a way that attracts
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A unique and appealing presence on the internet is what makes the business run
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42
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43
Research Methodology

44
  This research will adopt a mixed-method approach. The study will begin
with a systematic review of relevant literature on emerging trends in HR
corporate restructuring management. The literature review will involve an
analysis of peer-reviewed articles, books, and reports from reputable sources.
The review will provide a comprehensive understanding of the research area
and identify gaps in the existing literature.

The main sources of introduction has been taken from (AIHR)

The second phase of the study will involve a quantitative survey. The survey
will be distributed to HR managers and executives from different organizations.
The survey will aim to understand the current state of HR corporate
restructuring management and the emerging trends in the field. The survey will
also investigate the challenges faced by organizations in implementing these
trends and the benefits of adopting them.

The survey has been done by the following study :

 A research by PwC (2020) on the impact of AI on HR functions and workforce

 A study by Harvard Business Review (2019) on the benefits of diverse and
inclusive teams in corporate restructuring
 A survey by SHRM (2021) on the state of employee well-being programs in
organizations

The third phase of the study will involve qualitative interviews with HR
managers and executives from selected organizations. The interviews will aim
to provide an in-depth understanding of the emerging trends in HR corporate
restructuring management and the challenges faced by organizations in
implementing them. The interviews will also provide insights into the benefits
of adopting these trends.

A research by PwC (2020) on the impact of AI on HR functions and

workforce :

 Artificial intelligence (AI) can transform the productivity and GDP

potential of the global economy. Strategic investment in different types of
AI technology is needed to make that happen.

45
 Labour productivity improvements will drive initial GDP gains as firms
seek to "augment" the productivity of their labour force with AI
technologies and to automate some tasks and roles.
 Our research also shows that 45% of total economic gains by 2030 will
come from product enhancements, stimulating consumer demand. This
is because AI will drive greater product variety, with increased
personalisation, attractiveness and affordability over time.
 The greatest economic gains from AI will be in China (26% boost to GDP
in 2030) and North America (14.5% boost), equivalent to a total of $10.7
trillion and accounting for almost 70% of the global economic impact.

46
 Conclusion:

The study aims to provide insights into the emerging trends in HR corporate
restructuring management. The research will investigate the adoption of digital
technologies, employee well-being, and other trends in the field. The study will
provide valuable insights for HR managers and executives to understand the
current state of HR corporate restructuring management and the benefits and
challenges of adopting emerging trends.

The conclusion of the study state that the emerging trends in hr corporate
restructuring management is that the productivity of employees has been
increased and hence increases the profitability of firm and provide a competitive
edge to the organisation.
The ultimate aim behind this topic” Emerging Trends in Human Resource
Management” is to build better human resource management through human
resource outsourcing. This emerging trend executes the best way of human
resource management that makes the organization to run smoothly where the
employees and the organization goal are met.

I. Introduction

 Background and context of the study

 Research questions and objectives
 Significance of the study

II. Literature Review

 Definition and overview of corporate restructuring

 HR function in corporate restructuring
 Emerging trends in HR corporate restructuring management
 Digital technologies (HR analytics, AI, etc.)
 Employee well-being
 Diversity and inclusion
 Agile HR
 Challenges and benefits of adopting emerging trends

47
 Research studies and evidence supporting emerging trends

III. Methodology

 Research design and approach

 Data collection methods
 Sample selection and size
 Data analysis techniques

IV. Results

 Summary of the survey responses

 Findings from the interviews
 Comparison and analysis of the results

V. Discussion

 Implications of the results

 Limitations of the study
 Recommendations for future research
 Practical implications for HR managers and executives

VI. Conclusion

 Summary of the study

 Contributions and implications of the study
 Final thoughts and recommendations

Some potential figures and data that can be included in the paper are:

 A timeline of significant corporate restructuring events in recent years

 A flowchart of the HR function in a typical corporate restructuring process
 A bar chart or pie chart showing the adoption rate of digital technologies in HR management
across industries
 A heat map or scatter plot showing the correlation between employee well-being and
organizational performance
 A comparison table of different agile HR practices and their benefits and drawbacks

Some potential research studies that can be incorporated into the literature review section are:

 A study by McKinsey & Company (2021) on the role of HR in agile transformations

 A research by PwC (2020) on the impact of AI on HR functions and workforce
 A study by Harvard Business Review (2019) on the benefits of diverse and inclusive teams in
corporate restructuring
 A survey by SHRM (2021) on the state of employee well-being programs in organizations

48