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• Process Automation | In the future, successful HRM organizationswill transfer a large part of the automatable administrative HRM tasks to dark processing through robotic process automation (RPA). An estimate of 80% of all HR tasks will be digitized by the year 2030.
• Data Mining & Analytics | In the future, successful HRM organizationswill use extensive data mining and data analytics to learn from and to make better HRM decisions with more impact. HR-Data mining & analytics will increasingly be merged with the data infrastructure of the organization and integrated with other areas, causing a separate HR-Data function to no longer exist in the future.
• Artificial Intelligence | In the future, successful HRM organizationswill use artificial intelligence across the board, e.g., to highly automate the traditional HRM fields of action and design, to personalize employee learning or to improve employee self-service capabilities.
• Infrastructure Consolidation & Cloud Computing | In the future, successful HRM organizationswill have consolidated the HRM system landscapes and moved HRM tools and systems into the cloud, allowing anyone with access to HR data to reach them from anywhere. This offers innovative, flexible and more cost-effective application possibilities and reduces its complexity in such a way that the user experience for employees delivers customer-grade quality and meets the increasing expectations of employees.
• Data Security, Privacy & Ethics | In the future, successful HRM organizationswill deal intensively with the topic of data security, privacy and ethics in handling HRM-related data, which requires a high degree of sensitivity with regards to possible problem areas.
• Social Media | In the future, successful HRM organizationswill rely heavily on digital, social media (YouTube, Xing, LinkedIn, Facebook, etc.) in their interaction with internal and external people and thus take into account the changed communication behaviour of relevant target groups.

• Taking Ownership of the Organizational Culture | In the future, successful HRM organizations will be playing a vital role in actively establishing and steering a collaborative culture that matches customers’ expectations and will have dedicated roles in HRM that focus on purpose and culture.
• Creating a Learning Organization | In the future, successful HRM organizations will play a vital role in creating learning organizations, meaning actively enhancing the people’s commitment to learning, taking on a systemic perspective of the organization, fostering openness, experimentation, and knowledge transfer.
• Being a Change Agent & Transformation Partner | In the future, successful HRM organizations will be facilitators of change on the individual, team and organizational level. They will be advisors for “how to change”, resulting in the need to be resilient in managing change and agile in terms of responding to external and internal change.
• Providing an External View | In the future, successful HRM organizations need to keep a close eye on external social and economic trends, customer demands and competitive situations to be able to adapt change accordingly.

• Driving the Agile (global) Organization | In the future, successful HRM organizationswill be central drivers of organizational agility and will break the agile model down for the entire organization, encouraging more integrated and collaborative work practices across technical functions and business lines.
• Becoming an Agile (HRM)-Organization | In the future, successful HRM organizationswill build on adaptable organizational platforms rather than hierarchies. They will foster collaboration both inside and outside the organizational boundaries, shared (matrix) decision-making, agility and speed of response, as well as inclusive leadership.
• Integrating HRM into the Business | In the future, successful HRM organizationswill be integrated more closely into the business functions and operational teams (including the purposes of cross-company governance and the sharing of facilities).
• Driving HRM-Innovations and Customer Centricity | In the future, successful HRM organizationswill continuously test new practices across the HRM portfolio: collaborative work environments, new organizational models, new reward and recognition systems, training programs etc., using a “test & learn” approach supported by data mining and analytics.
• Being an Enabler & Referee for New Ways of Working | In the future, successful HRM organizationswill be an arbiter for compliance with organizational rules - for example for compliance with agile management and control mechanisms, for cross-departmental cooperation.
• Managing Networks & Relationships | In the future, successful HRM organizationswill deal extensively with the creation of social networks and the creation of relationships in the company - not only within the area of HRM but within and between the business areas.

• Systemic & Transformative Leadership Model | In the future, successful HRM organizations will be responsible for defining and implementing a transformative and systemic leadership model, for ensuring that this model is lived in the organization by executives who have been empowered and who are determined to get people engaged and stimulate the most committed employees of the organization.
• Redesigning Leadership Roles | In the future, successful HRM organizations will be responsible for redesigning individual leadership jobs and roles in a way that leaders can focus more on supporting their employees to foster creativity, commitment, motivation and affective well-being.
• Managing the Employee Experience | In the future, successful HRM organizations will set employee experience as a strategic priority for the entire organization. Seeing the employee as a customer includes a broad perspective that encompasses the work that a person does, the tools they are provided with, the environment they are surrounded by and especially the kind of leadership they are led with.
• Taking Engagement Responsibility | In the future, successful HRM organizations will no longer just be responsible for the analysis of engagement, but for the engagement of the employees themselves (because this is largely influenced by the leadership) and offer individual solutions (no more one-size-fits-all solutions).