智能科技与人文关怀——人力资源的未来

KPMG. Make the Difference. Contents 01Executive summary04 02Setting the stage: The future of smartHR tech with a human touch 03The Changing HR Landscape:Forces Shaping the Future of Work07 04The HR Technology: Current MarketLandscape10 05Reimagining HR with AI-EnabledSolutions13 06A governance blueprint for AIenabled HR15 07Implementation Roadmap16 08Change management and Risks: Howto make the new ways of working stick17 09Conclusion and implications18 10Acknowledgements19 1.Executivesummary In an era defined by disruption, the role of Human Resources is undergoing a profoundtransformation. This KPMG in India HR Tech White Paper, Smart Tech with Human Touch,outlines a strategic roadmap for HR functions to evolve from fragmented, reactive operationsinto agile, insight-driven enablers of business value. This transformation is anchored in theconvergence of AI-powered technologies, human-centered design, and governed operatingmodels. HR’s Strategic Evolution A Governance Blueprint for AI-Enabled HR HR is shifting from a compliance-driven costcenter to a strategic intelligence hub. Thefuture-ready HR function is embedded inbusiness workflows, orchestrating experiencesand outcomes through predictive analytics,dynamic talent marketplaces, and purpose-driven systems. Strong governance is key to using AI in HRsafely and effectively. KPMG in Indiarecommends setting up an AI-in-HR Centerof Excellence (CoE), clear data ownership, andprompt standards. This helps ensure AI toolsare fair, explainable, and compliant—buildingtrust while enabling smarter, faster decisions. Changing HR Landscape Implementation Challenges and Roadmap The modern workplace is shaped by digital-first strategies, hybrid work models, and risingemployee expectations. HR is now a centerof intelligence—driving decisions on talent,performance, and workforce planning. Whileautomation handles routine tasks, humanempathy remains central, ensuring technologyaugments rather than replaces judgment. A 12-month roadmap guides organisationsfrom pilot to production. Key phases includemobilization, pilot build, scale-out, andindustrialization. Success hinges on productownership, data excellence, and predefinedgates for bias, explainability, and adoption. Change Management Successful change management in HRtransformation means helping people adapt tonew ways of working. This involves buildingthe right capabilities—like AI literacy for HRteams—and creating a rhythm for regularcheck-ins and updates. HRBPs are supportedto shift from routine tasks to more strategicroles. The HR Technology: Current MarketLandscape The HR tech market is projected to reach$76.4B by 20301. Organisations areadopting layered ecosystems comprisingHCM platforms, Learning ExperiencePlatforms(LXPs), Employee Experience(EX)tools and GenAI copilots. GenAI is alreadytransforming JD creation, onboarding, andperformance management. Enterprisesprioritise scalability and analytics, while mid-market firms seek cost-effective, AI-nativesolutions. 2.Settingthestage:ThefutureofsmartHRtechwithhumantouch High level narrative of HR’s evolution HR’sStrategicEvolutionfromKPMGinIndia’sLens For most of its history, HR oscillated betweencompliance engine and cost centre, but the lastdecade introduced a new challenge: constantdisruption. Skills shortages, hybrid work, anddigital overload left many HR functions in astate of flux2—fragmented, reactive, and tool-heavy. The next phase is flow: an operatingstate where HR is embedded in the business,experiences are frictionless, and insights guidedecisions in real time. KPMG In India frames thishallmark of leading HR organisations—thosethat integrate technology, analytics, and human-centered design to deliver value continuously,not episodically. Thus, HR’s evolution is nolonger about efficiency; it’s about orchestratingexperiences and outcomes at scale. KPMG International report2illustrate what future-readyHR looks like: 1.Business Strategyconnected to skillsthroughdynamic talent marketplaces. 2.Relational analyticsembedded in everydayworkflows for faster decisions. 3.Purpose and well-beingoperationalisedas part of thecore system, not sideprograms. Technologyasacatalyst Technology is the enabler, notthe destination. Cloud HCMplatforms, service management,and AI create the capacity andresilience for HR to deliverpersonalised, predictive services.Generative AI amplifies thisby automating content-heavytasks—job descriptions,onboarding workflows,performance summaries—while copiloting employee andmanager interactions. But withease of use of GenAI, there arerisks involved. Hence, valuematerialises only when workis redesigned, and responsibleAI governance is in place. KPMG’s Powered4 HR framework enables thisshift by combining a Target Operating Modelwith pre-configured processes and digital assets—accelerating transformation while preserving the20–30% of differentiation that drives competitiveadvantage. The human in the loop imperative Ge