- March 2026
Key findings
- One-third of organizations still lack systematic HR data integration, limiting their ability to generate actionable skills and talent insights
- 43% of executives report a lack of HR-IT expertise as their top barrier to further technology adoption
- 80% of HR leaders see high strategic value in their HR technology, but only 14% actually connect to and act on the data generated by AI and analytics tools
Based on insights from 414 senior HR leaders across Europe, the study explores how organizations are using and often underusing workforce data, skills intelligence, and HR technology to drive strategic impact.
As organizations face accelerating skills shifts, talent shortages, and rising productivity pressure, HR is expected to play a more decisive role in business performance. While investments in HR technology are widespread and value perceptions are high, the study reveals a persistent gap between ambition and execution. Many organizations generate data but struggle to integrate it across systems, turn insights into decisions, and embed those decisions into everyday workforce management.
Organizations now have access to more workforce data than ever before, but data alone does not create value. Our research shows that the real differentiator is the ability to translate skills and talent data into concrete decisions. This requires strong data foundations, integrated technology, and new capabilities across HR and the business.
Tobias Liebscher, Partner at BearingPoint
From ambition to execution
Although two-thirds of organizations claim to use data insights in HR steering, 35% still lack systematic reporting, and many rely on manual, disconnected processes for skills assessments, workforce sizing, and talent mapping. Without reliable and integrated data, organizations struggle to leverage AI, predictive analytics, and scenario-based workforce planning.
The most frequently cited obstacles include limited HR-IT expertise, insufficient analytics capabilities, and difficulties integrating legacy systems. As a result, many critical workforce decisions are still made based on incomplete or experience-based information rather than evidence.
Take action
The study concludes that organizations have reached a critical turning point. Technology investments alone are no longer sufficient. From BearingPoint’s experience, six critical strategic steps distinguish organizations that successfully translate HR technology into measurable business performance, spanning strategy and governance to enabling HR capabilities for data-driven decision-making.
The report outlines concrete initiatives to help organizations move from fragmented HR technology landscapes to skills-powered, evidence-driven workforce management.
Organizations that succeed take a holistic approach. They connect strategy, data, technology, and people. By designing HR around skills, evidence, and human-centered experiences, they turn workforce transformation into a sustained source of competitive advantage.
Olivier Parent Du Chatelet, Partner at BearingPoint
What you will learn
The complete BearingPoint workforce transformation study includes deeper executive insights on:
- Why data capability determines workforce transformation success
- The ambition-execution gap in turning workforce data into actionable insights
- What is missing to leverage HR technology for business impact fully
- How managers and employees benefit from human-centered HR tech
- How organizations can build evidence-based, skill-powered operating models
