{"id":4843,"date":"2025-04-18T15:36:09","date_gmt":"2025-04-18T13:36:09","guid":{"rendered":"https:\/\/hrintelligence.it\/?page_id=4843"},"modified":"2026-04-20T08:49:42","modified_gmt":"2026-04-20T06:49:42","slug":"hr-strategic-foresight-2-2-2","status":"publish","type":"page","link":"https:\/\/hrintelligence.it\/en\/hr-strategic-foresight-2-2-2\/","title":{"rendered":"HR strategic foresight"},"content":{"rendered":"\t\t
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We bring the strategic foresight approach (trend, scenario planning & backcasting, anticipatory risk management...) to HR strategy setting. In this way, we help HR to define more resilient and anticipatory strategies with regard to future scenarios. Training in foresight methodologies applied to HR domains as part of the HR competency toolkit.<\/p><\/div><\/div>\n <\/section>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Methodology<\/span><\/h3><\/div>\n <\/section>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"Strategic <\/div>\n <\/div>\n \n
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Strategic Foresight<\/h4>\n
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We usually reason about the future by projecting the past to short-term (2-3 years) scenarios. Let us overcome the limitations of this approach, distinguishing between Forecast (short-term future) and Foresight (medium- to long-term, uncertain and discontinuous future). Through hands-on exercises, we experience the challenges of using Foresight, focusing on high-impact, low-predictability scenarios.<\/p> <\/div>\n <\/div>\n <\/div>\n

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Scenario Planning Workshop<\/h4>\n
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We delve into future scenarios relevant to the organization and the HR function, analyzing key trends (technological, demographic, social, industry and world of work, etc.) and identifying the elements of greatest uncertainty and impact. We use cognitive activation techniques (narratives, images and videos) to explore and make tangible such future scenarios.<\/p> <\/div>\n <\/div>\n <\/div>\n

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Retro-Planning<\/h4>\n
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The exploration of scenarios enables retro-planning to define actions that can be taken to support the addressing of desirable futures, prepare for inevitable futures or reduce the likelihood (or impact) of dystopian futures. A number of decisions (or proposed decisions) are translated from this exercise placed in a multi-year vision<\/p> <\/div>\n <\/div>\n <\/div>\n

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<\/h5>

Applications and case studies<\/span><\/h3><\/div>\n <\/section>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Events<\/div>\n\t\t\t\t
\n\t\t\tFrancesco Venturini\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tBetween AI Adoption, Change Management and Behavioral Science: Our Takeaways from the HRI 2026 Labs\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Change is not managed: it is designed. And AI is not adopted by mandate: it is enabled. The HRI 2026 Labs recap, at the intersection of behavioral science and AI adoption.<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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Research and development<\/div>\n\t\t\t\t
\n\t\t\tFrancesco Venturini\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tAI in the Enterprise: From Experimentation to Scale. What CEOs and HR Leaders Need to Create Real Impact\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Why So Many AI Initiatives Stall at the Pilot Stage \u2014 and How to Create Real Impact: Processes, Data, Governance, and Metrics<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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Case Studies<\/div>\n\t\t\t\t
\n\t\t\tMario Molinari\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tHR Analytics Maturity Model: Challenges, Opportunities, and Why It Matters\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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A maturity model helps bridge gaps in skills, tools, and processes, turning data analysis into a strategic lever.<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\tMario Molinari\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tStrengthening the HR Analytics approach, between challenges and opportunities\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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HR Analytics turns data into strategic value for organizations. Discover a real-life case from the Utilities sector, featuring practical tools and actionable insights.<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\tFrancesco Venturini\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tBuilding an HR Analytics capability: from data collection to informed decision making\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Find out how to build an effective HR Analytics capability, with maturity models, common obstacles and processes to obtain values from data.<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tDesigning Organizational Development process management platforms with a user-centric approach\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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We had the opportunity and privilege to work alongside a software house dedicated to a specific sector, to help it define how to evolve the features of its management platform with respect to the Modules dedicated to HR processes of Organizational Development (performance management, training, skills mapping and analysis, strategic workforce planning), adopting an approach that puts the user, his experience and needs at the center, starting from the initial phase of listening and defining requirements.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tHR Operational Excellence: best practices for operational excellence in HR\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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As seen in the context of a case study we recently described, HR Operational Excellence in human resources is a strategic approach that aims to improve HR processes and ensure that they operate as efficiently and effectively as possible.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tBehavioural Economics for Continuous Change: an HRI workshop on the future of change management\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Discover HRI\u2019s survey on change management: the current state, organizational contexts, and the challenges and opportunities of behavioral economics.<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe evolution of organizational models: a look into the future under the banner of agility\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Currently, most organizations adopt a hierarchical organizational model and within which each role is carefully defined and occupies a certain position in the corporate organizational chart. While such a model is the most common solution, it does not allow for drawing on high levels of organizational flexibility and agility, and strongly inhibits the ability to make decisions quickly, elements of fundamental strategic importance in the context of a VUCA (or BANI) reality<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tChange management to the test of continuous change\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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In recent years, the transformations undergone by the global competitive environment have generated a landscape in which organizational change can no longer be approached as an episodic and discrete event.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\tBarbara Valentini\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tRetail Excellence from an organizational perspective: a skills-based approach\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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What is retail excellence Retail Excellence is a concept that refers to excellence in the management and execution of retail activities. In practice, it means achieving the highest operational and customer experience standards in a store or chain of stores. But how to build an operating model that can bring companies to this milestone? Let’s look together at the path that led us to structure, for a client in the fashion industry, an organizational model that is efficient, flexible and able to support the professional development of key resources in the organization. Challenges to achieve high standards of retail excellence In more detail, the challenges that were to be answered were aimed at achieving: A flexible model that can adapt to the evolution of the network in terms of size (number of stores) and type of store (flagship store, outlet store, mall store, downtown store) A model that can enhance and enable the professional growth of key resources (career path for retail resources) A cost-effective and headcount-efficient model. The stages of the project The project approach involved the Retail Operations, Organizational Development and HR Business Partner functions working together. Two phases were conducted, a Co-design phase of the organizational model, and a subsequent Skill Gap Analysis and People Match phase. As part of the co-design sessions of the organizational model, the following were defined: The “task-based” and consequently “skill-based” organizational model (which we will explain in a moment) and the consequent association of existing stores with the proposed types of organizational model by Store type The coordination mechanism with back-end processes (commercial planning, logistics and procurement, returns management, …) The skill assessment & career development model for retail resources. Next, in the Skill Gap Analysis and People Match phase were: Map the skills held by people Verified skill gap between<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tHuman Centered Design and UX for HCM platforms: what opportunities?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Can an interface, experience, or product be designed directly from the user’s needs, preferences, and desires?<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tLet’s discover Key Behavioral Indicators (KBI) and why they are so essential\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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It is often difficult for us to understand why specific performance is or is not achieved in the company; Key Behavioral Indicators, or KBIs, are critical to this understanding and achieving ever-better results. Let’s see what they are and how to leverage them in HR.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tPurpose bottom-up\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Introduction In this article we illustrate a business case of bottom-up purpose creation implemented by HRI. In the coming weeks we will publish within the \u201cprojects\u201d section of our blog our other real cases and application projects.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tDebiasing AI: Using Artificial Intelligence for an Ethical and Inclusive Future\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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AI used in recruiting processes is based on natural language processing (NLP), capable of analyzing texts to draw inferences or make decisions. However, the models it employs also inherit implicit biases. Is this a limitation that can be overcome?<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tEfficiency and Control: The HRI Platform That Revolutionizes Logistics\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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In the logistics industry, the ability to monitor personnel performance, both internal and external, and track activity efficiency in real-time is crucial to ensuring quality service, reducing operating costs, and optimizing resource allocation.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\tBarbara Valentini\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tProfessional Skills Management: what it is and how to use it in managing critical skills\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Professional Skills management reveals its full potential when it becomes key to planning decisions, training and development, and compensation elements. In this light, it can be an essential competitive advantage in an era of remarkable evolution of the critical skills needed within organizations.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tIn the future, will it still make sense to talk about knowledge and skills in the workplace?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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We are professionals working in the field of Human Resources, believing that in this field more than in others, foresight thinking is necessary, because generating change and impact in people management is often a process that takes years.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tChange Management: What It Is and the Challenges to Overcome\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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In an increasingly complex and dynamic business environment, and besieged by technological innovation, organizations are challenged to constantly change and adapt their activities to changing circumstances.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tHR and Digital Transformation: What It Is, Technologies, and Benefits for Businesses\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Technological innovation is accelerating like never before, and the effects can be felt daily in every aspect of our lives. The professional sphere is no exception, where HR is also facing this challenge: seize the opportunities offered by Digital Transformation, or surrender to obsolescence, not only of tools, but also of processes and organizational culture models.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\tMario Molinari\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\n\t\t\t\tHR Analytics: What It Is, How It Works, Benefits, and Examples\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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What are HR Analytics? HR Analytics (HRA) can be defined as the application of statistical methodologies and data science algorithms to analyze data related to a company’s workforce.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tA foresight perspective for designing the HR strategy\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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There are eight people around the table. Their decisions depend on opportunities for the professional growth and development of hundreds or even thousands of people.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe Future of HR Begins Today: Why Foresight Is a Key to Success\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Designing strategies from the perspective of the future (instead of the past): foresight is a key success factor for companies. Over the past few weeks we have had the opportunity to speak with more than 50 HR professionals about the importance of adopting a foresight approach to guide actions in the present and near future.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tEmployee engagement: how to measure employee involvement\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Employee engagement is a key factor in the success of organizations. You can read about it in a lot of research, and since so many people say so, we took the opportunity of a recent project to share with you some thoughts on the subject.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tArtificial Intelligence: how to use it to support HR?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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On Monday, March 25, the workshop \u201cHuman and Artificial Intelligence – New Models of Integration in Organizations, a Quantitative Approach\u201d was held, during which, in collaboration with the HR Innovation Practice Observatory, we deepened the themes of the Observatory’s March 19 workshop entitled \u201cHR and AI: The Evolution that passes through Human Resource Management.\u201d<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe role of Human-to-Human relationships in the digital age\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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The spread of increasingly advanced technological tools contributes to the increasing importance of Human to Human relationships within organizations.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tArtificial Intelligence and Human Resources from ChatGPT Onwards\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Around the table, to discuss Artificial Intelligence and Human Resources, were companies from very diverse sectors.
What united us was the desire to better understand this “hot” and much-debated topic, which in many ways remains little understood.<\/p>\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe ChatGPT interview: how professions and the workplace are changing\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Introduction The ChatGPT interview: how professions and the workplace are changing You might ask why do an interview with ChatGPT. Well, in recent weeks the undisputed star of news reports, online blogs, and TV news is not a movie diva or a politician but a complex algorithm.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tDE&I in Italy: where are we?\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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In this article we try to talk about DE&I in Italy: where do we stand? Let’s start with an example: housekeeper, if “the” we think of a governor, if “the” we think of the lady who helps us keep the house in order. Are you surprised by this?<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tBudgets plans and resolutions: the value of the new year\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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The year 2023 has just begun and it is time for budgets, plans, and resolutions: the value of the new year, however, is what we are most interested in. Looking back serves only to look forward with greater clarity.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tVirtual reality for new educational experiences\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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The application of virtual reality for new training experiences is rapidly gaining popularity. The new frontier is soft skills training. HRI believes the most interesting developments are in DE&I, leadership and coaching.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tEmployer Branding and Talent Acquisition\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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A heartfelt topic at last night’s HR Intelligence digital aperitif, October 5, 2022: Employer Branding and Talent Acquisition: how recruiting strategy evolves in the face of new trends in the world of work.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tStrategic management of critical skills\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Introduzione In the “Thinking Space” on Thursday, February 24, we discussed the topic of critical competencies and questioned whether it should be approached tactically, when the need arises, or whether strategic management of critical competencies is not appropriate-if not indispensable.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tZoomers and Big Quit\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Great Resignation or Big Quit What is the relationship between Zoomers and Big Quit? Let’s try to understand if and what relationships exist between under-30s and the voluntary resignation phenomenon in the U.S. and the role of HR in all this.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tSpaces for Thought: 5 Digital Meetings\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Spaces for thinking, comparing, sharing and possible solutions We take the space to reason about concrete cases and experiences and share doubts, questions, ideas, views and proposals. Let’s discover together how to understand phenomena and anticipate solutions!<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tHR Process Innovation: The Innesti Experience\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Why do companies struggle to innovate on HR processes? Our experience with Grafts by Open Innovation – Future@work taught us a lot. Here’s what we learned.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tDigital Aperitif 11-25-21: Real Cases and Workshop Results\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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To enable the HR function to be more effective and incisive, dialogue with business functions must be improved through a Data-Driven approach. We explored how to do this in our digital aperitif! With about thirty \u201centhusiasts,\u201d including business managers, executives, and members of the HR function, we took the opportunity to delve into this topic, and some interesting considerations emerged.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tData-Driven HR \u2013 The Value of Data for Human Resources\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Data Driven HR Data Driven HR (DDHR), means using data intelligently and deriving valuable information (insight) to make decisions that not only improve the performance of people within the company (including the HR function), but also contribute to the overall success of the organization.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tThe Value of Data for HR Strategy \u2013 Digital Aperitif\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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Event Type: Online Date and time: Thursday, November 25, 2021, 5:00 p.m. – 7:00 p.m. Event link: https:\/\/us02web.zoom.us\/j\/86491334899?pwd=ZFNqd0xzMkRrWTR6WHFiMHROWDRSQT09<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t

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\n\t\t\t\n\t\t\t\tPeople come first. It\u2019s that simple\t\t\t<\/a>\n\t\t<\/h3>\n\t\t\t\t
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People come first. First, there is the person, then the \u201cvalue\u201d they can bring as professionals. First, there is Giovanna, with her toddler struggling with first grade. Tommaso and his mad passion for gaming.<\/p>\n\t\t<\/div>\n\t\t\n\t\t\n\t\t\tREAD MORE\t\t<\/a>\n\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/article>\n\t\t\t\t<\/div>\n\t\t\t\t\t\n\t\t\t\t<\/i>\t\t\t<\/span>\n\t\t\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

We bring the strategic foresight approach (trend, scenario planning & backcasting, anticipatory risk management…) to HR strategy setting. In this way, we help HR to define more resilient and anticipatory strategies with regard to future scenarios. Training in foresight methodologies applied to HR domains as part of the HR competency toolkit. Methodology Strategic Foresight We […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"templates\/page-builder-content.php","meta":{"footnotes":""},"class_list":["post-4843","page","type-page","status-publish","hentry"],"rankMath":{"parentDomain":"hrintelligence.it","noFollowDomains":[],"noFollowExcludeDomains":[],"noFollowExternalLinks":false,"featuredImageNotice":"The featured image should be at least 200 by 200 pixels to be picked up by Facebook and other social media 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