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 ReportsManaging the Changing Workplace: A Framework for HR
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.
Original research and expert analysis on the issues shaping HR today, from workforce safety and emerging technology to DEI and employee well-being.
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.
From rising absenteeism to safety risks, HRCI research reveals how extreme weather is reshaping workforce management and what HR can do now.
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.
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.
Every time another major employer changes course on their return-to-office policies, the same question seems to surface: Are we getting this right?
I understand the desire for a clear answer. Employees have grown accustomed to greater flexibility in where and how they work, while many executives are pushing for more time in the office. After looking closely at the research, I’m convinced there’s no across-the-board policy that will work for every organization.
The better question for leaders is: What problem are we trying to solve?
It’s easy to start with a solution, but before deciding where people should work, leaders need to be clear about what they are trying to accomplish.
Is productivity suffering? Are teams struggling to collaborate? Are client requirements harder to meet? Does the work itself require more face-to-face interaction?
Those are business problems, and a workplace location policy is only one possible response.
That distinction matters because the right answer may differ by organization, team, or even role. Some work requires employees to be physically present, while other work can be done effectively from almost anywhere. The experience of the past several years has given us plenty of evidence of both.
HR can help leaders separate assumptions about where work should happen from evidence about where it works best.
One of the hardest parts of developing workplace policies is the desire to make them feel fair. A single rule for everyone can seem like the simplest way to accomplish that, but treating every employee or role identically doesn’t necessarily produce the fairest or most effective outcome.
A customer-facing team may have different needs from a group of employees doing highly independent work. New employees may benefit from more in-person interaction than experienced colleagues. Some teams may genuinely collaborate better together, while others have developed effective ways to work across locations.
The goal is to understand what the work requires and build policies around those requirements.
Today’s remote and hybrid arrangements were born during the pandemic because organizations had little choice, but what we learned from that shouldn’t be discarded.
We discovered that many jobs can be performed effectively outside a traditional office. We also learned that remote work can introduce challenges around connection and culture. Some employees gained flexibility that made work more manageable alongside childcare, caregiving, and other responsibilities, while others missed the structure and interaction of an office.
There isn’t one lesson from that experience. There are many. Rather than trying to recreate the workplace of 2019 or preserve every practice that emerged during the pandemic, organizations can ask what worked, what didn’t, and what those experiences tell them about how work should be structured today.
Once you’ve identified the problem you’re trying to solve and developed an approach, it’s important to evaluate whether the policy is having the intended effect.
That means looking at the outcomes that prompted the decision in the first place. If productivity was a concern, has it improved? If the goal was better collaboration, are teams working together more effectively? Organizations can also look at retention, recruiting, employee feedback, client requirements, and other measures relevant to their business to understand how well the policy is working.
This is particularly important because workplace needs don’t stay the same. Business priorities and employee expectations change, and laws and regulations around flexible work continue to develop in different parts of the world. Organizations are also relying on a broader mix of employees, contractors, consultants, and seasonal workers, adding another consideration to decisions about where and how work gets done.
Organizations should revisit their policies periodically and be willing to make changes when the evidence supports doing so.
HR brings together perspectives that might otherwise be considered separately: what employees are experiencing, what managers need, what the data show, what the business is trying to accomplish, and what legal and workforce considerations need to be addressed.
Our new report, Managing the Changing Workplace: A Framework for HR, is designed to help HR professionals put that thinking into practice. It lays out five steps for developing evidence-based workplace policies, beginning with the business problem you’re trying to solve and continuing through testing, measurement, and reevaluation.
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