The HRCI Research Hub brings together original studies, workforce polling, reports, and expert analysis, so you can act on what's happening now and prepare for what's next.
The State of HR Featured ReportsRecovery as a Workforce Strategy
Drawing on HRCI research, workforce data, and expert insight, this report examines the workplace impact of substance use disorder and the practical steps HR can take to strengthen culture, manager readiness, benefits, policies, and recovery support.
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Original research and expert analysis on the issues shaping HR today, from workforce safety and emerging technology to DEI and employee well-being.
From return-to-office decisions and hybrid work to contractors and other non-traditional workers, this HRCI report explores the latest research and how HR can use data to make more informed, evidence-based workplace decisions.
From career paths to culture, this research identifies what actually separates HR professionals who are just getting by from those who are truly fulfilled—and what leaders can do to close that gap and build a more committed team.
This research uncovers where professional development is falling short, from misaligned training priorities to gaps in AI readiness, and what it takes to build a workforce equipped for what's next.
From bullying, political tension to substance use and violence prevention, this research covers workplace safety—what the data reveals, what's at stake, and what you can do to reduce risk and build a more resilient organization.
The State of HR
Based on HRCI’s survey of thousands of HR professionals, the State of HR report examines the issues defining the profession today. From AI and workplace culture to talent, leadership, and career growth, the report reveals how HR teams are adapting to change and preparing for the future. Explore the data, trends, and insights shaping the world of work below.
Download the Full ReportState of HR Spotlight Reports
Half of HR professionals work in environments marked by polarized viewpoints, and 4 in 10 describe their stress as extreme or high. Find out what the data reveals about conflict, mental health, and what it means for your organization.
HR professionals are broadly optimistic about their field — but over 4 in 10 are considering careers outside of it. Explore what's driving both the enthusiasm and the tension, and what it takes to build a team of true HR believers.
71% of HR professionals use AI regularly, yet more than half say implementing new technology is the area they feel least prepared to handle. See where the preparation gap is widest and what needs to change now.
83% of HR professionals believe remote work benefits organizations—but the debate is far from settled. Get the data on where HR stands on flexibility, productivity, and the return-to-office conversation.
More Insights for HR Professionals
Explore the issues shaping HR today and get the data you need to lead with confidence, make informed decisions, and move the profession forward.
Recovery friendly workplaces reduce absenteeism, improve retention, and strengthen workplace culture—yet most organizations haven't made meaningful progress. This HRCI and Fors Marsh research reveals why: stigma, undertrained HR teams, and weak leadership buy-in top the list. Understand where the gaps are and what organizations that get it right do differently.
Earning an HRCI certification builds earning power. Within four years, the median HRCI certificant earns 33% more than they did before getting certified. That's double the salary growth of comparable HR professionals over the same period. See what the data shows about the career and financial impact of HRCI certification.
HR is ready to lead, but is the organization ready to let it? This 2024 HRCI and MindEdge research report surfaces a striking disconnect: while 88% of HR professionals believe HR should drive business strategy, only half say leadership agrees. Add in underfunding, understaffing, and persistent burnout, and the case for rethinking HR's role has never been stronger.
AI is reshaping the workplace, and HR professionals are watching closely. This HRCI and MindEdge survey of HR practitioners reveals how the profession is navigating AI adoption, persistent burnout, rising turnover, and the evolving push and pull of remote work. Find out where your peers stand, and what the data means for the work you do every day.
Browse our complete library of research reports, guides, and frameworks. Whether you're building a business case, navigating a workforce challenge, or staying ahead of what's next, the intelligence you need is here.
From rising absenteeism to safety risks, HRCI research reveals how extreme weather is reshaping workforce management and what HR can do now.
Over three-quarters of HR professionals use AI weekly, but most have had little to no training. Learn how to build real confidence and capability starting today.
Explore how HR can turn AI adoption into a strategic advantage—balancing innovation with ethical responsibility.
This research-backed guide gives HR professionals the data and practical steps to build a recovery-friendly culture that reduces risk and supports your people.
The report explores the realities of managing DEI programs in today’s climate—where values alignment, stakeholder trust, and business performance are all on the line.
This report provides critical insights and actionable strategies for HR leaders to foster a more harmonious and productive work environment.
HRCI webinars go beyond the basics. Each session unpacks the trends, data, and real-world strategies HR professionals need to lead with confidence today and adapt to what's coming next.
News and perspectives on the issues driving the HR profession forward.
When it comes to managing politics in the workplace, many HR professionals are uneasy.
In a recent HRCI survey, more than half (55%) of respondents say they are somewhat, minimally, or not at all prepared to handle politically charged discussions at work. Almost half (49%) say they do nothing specific to address such conversations. And 86% say there is no policy in place.
“It’s clear that, in today’s polarized world, political discussions present a challenge,” said Dr. Amy Dufrane, CEO of HRCI. “But there is much that every company can do to manage these situations. Resolving conflicts, whether they arise over politics or other workplace issues, is a vital function at every company.”
By working together, Dufrane said, HR and leadership can ensure a harmonious workplace where differences are resolved constructively—maintaining productivity, minimizing turnover, and enhancing organizational culture.
To help facilitate that process, HRCI queried more than 7,200 human resources professionals around the world about their practices and procedures. Our new whitepaper, Managing Political Polarization in the Workplace, explores this research and how HR professionals are impacted by political conflict in the office and what companies can do to manage political differences.
While many companies understandably shy away from politics—HRCI surveys show 36% discourage political discussion—employees do need opportunities to discuss political problems when they arise in the workplace. Forcing employees to “file a complaint” should not be the only avenue to constructive resolution.
Accessible channels, like third-party mediation or company-appointed ombudspersons, can be effective and may seem more personal. Conducting training to help employees understand conflict styles and resolution techniques can also go a long way to prevent explosive arguments.
While you may not need a formal policy on politics, set the expectation that all workplace communication will be respectful and appropriate. There are many ways to do this, including onboarding, company town halls, team-building events, and even meeting structure. It will look different at every organization, but the goal should be to communicate clearly and repeat often.
“Setting a tone and expectation that communication will be inclusive and respectful is important,” Dufrane said.
While it is common for executives to delegate conflict management to HR, effective resolution should involve both HR and management working in tandem, Dufrane said.
While HR can provide the necessary training and guidelines on effective communication and conflict resolution, the primary responsibility lies with managers, who interface daily with their teams. Managers are directly responsible for ensuring team members adhere to behavioral standards and commitments. Without their accountability, conflicts are bound to escalate.
Dufrane’s co-authored book, Alchemizing HR: Your Formula for the New Era, notes that communication should “demonstrate partnership, aid decision-making, air individual grievances, and act as a channel for collective bargaining.” A healthy culture can develop from the ripple effect of modeled behaviors from the C-suite.
Navigating political conflict can be more complex for organizations whose functions lie in politics and advocacy. Thousands of companies lobby at the federal, state, and local levels to protect their interests, shape regulation, support or oppose legislation, and impact policy. This is how the American system is designed to work, and so long as companies stay within the law—and most do— there is nothing inherently wrong with that.
In recent years, however, the waters have muddied as to whether it is advisable for organizations to declare positions on social issues. While it was once axiomatic to avoid commenting on divisive topics for fear of alienating stakeholders, many businesses have stated their positions in recent years—with widely varying results.
“A company that is taking positions on polarizing issues is going to have a harder time managing value disparities in the workforce because they are injecting these issues directly into the office,” Dufrane said. “Employees are going to discuss it.”
If your company is involved in social issues, take these steps to mitigate office impact.
Fully explain the company’s position. Do not announce positions without first explaining them internally and providing context. Reiterate how the position relates to the company’s business and aligns with its corporate and cultural values, and how those values are demonstrated in the workplace.
Keep an open dialog. Understand that, no matter what position your company takes, there will be employees who disagree. Ensure there are forums where employees can be heard, have questions answered, and feel engaged despite differing viewpoints.
Be wary of overt partisanship. While many issues will be perceived as partisan, actual partisan behavior such as endorsing a candidate or a political party can be a much louder statement. Although it may be advantageous for your industry, such activities (and their internal implications and contingency plans) should be carefully considered.
“Many companies have to get involved in politics and policy, it is just the nature of their business,” Dufrane said. “But it is smart to consider the internal implications. Companies that manage the internal impact in advance have far fewer problems later on.”