Rigorous research on the workforce challenges that matter most — written for senior HR executives who make decisions, not academics who publish papers.
Most HR research is produced for an audience of HR practitioners, academics, or technology vendors. PPI research is produced for one audience: the senior HR executive who is responsible for translating workforce complexity into organizational performance. That distinction shapes everything — the questions we ask, the methodology we use, and how we communicate findings.
Enterprise HR leaders are navigating a paradox — more workforce technology than ever before, with adoption rates that suggest fundamental misalignment between what vendors build and what operators actually need. This report examines the structural reasons behind that gap, and what the next generation of HR technology must do differently to earn genuine enterprise adoption.
Download ReportHow AI is reshaping the CHRO's toolkit — from predictive attrition to workforce planning — and what separates adoption that drives performance from adoption that drives noise.
Why enterprise HR technology fails to reach its adoption potential, and what the structural conditions for genuine adoption look like from the operator's perspective.
How the role of the Chief Human Resources Officer is evolving — its relationship to the board, to the CEO, and to the broader question of organizational performance.
How leading organizations are rethinking talent architecture, skills-based hiring, and organizational structure in response to rapid technology change.
The growing intersection of financial wellness infrastructure and workforce performance — and what HR leaders can do to close the gap between benefits offered and benefits used.
How capital is flowing into HR technology — which categories are over-funded, which are under-resourced, and how operator insight can improve investment outcomes.
A quantitative study of enterprise HR technology adoption rates across platform categories — with analysis of what separates high-adoption from low-adoption environments.
How senior HR leaders are building AI capability within their teams — skills, governance, vendor selection, and the organizational conditions that enable real fluency versus surface-level adoption.
How the relationship between senior HR leadership and the board has evolved — and what CHROs who navigate it most effectively do differently.
A practitioner's guide to workforce planning when the skills landscape is shifting faster than traditional planning cycles can accommodate.