Gartner HR Transformation Hype Cycle 2023: 8 Key Learnings
source link: https://www.gartner.com/en/articles/8-learnings-from-gartner-s-hype-cycle-for-hr-transformation
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The innovation trigger: Emerging trends to investigate — and pilot
Within five to ten years, HR technologists will be an essential enabler of HR transformation. They have technical expertise, experience in managing complex projects and can identify gaps in HR technology offerings and develop roadmaps. Finding the right candidates, determining who they will report to and charting a career path for those in this role will be the biggest challenge for HR leaders.
- It should come as no shock that with its ability to automate and improve operations, transform user experience and provide insights for better decision making, AI will be transformational for HR.
The peak of inflated expectations: Promising capabilities that haven’t yet achieved widespread adoption
Hyperautomation, which provides the opportunity to improve efficiency and reliability across manual workflows like payroll, workforce management and recruitment, is among the top emerging technologies for HR. The biggest barrier? HR teams’ limited expertise with this complex technology.
- Talent data and insights are critical to business decisions, and leaders across the enterprise look to HR to provide data-backed advice. But HR isn’t prepared for this responsibility. Data judgment, or a strong ability to understand and interpret data, is thus an important capability for HR organizations to invest in.
Amid the rapidly changing technology landscape and the need to advance the digital employee experience, 47% of HR leaders plan to increase their HR technology budgets, making it the most prevalent investment area.
Source: Gartner
The trough of disillusionment: Trends that struggle to demonstrate expected benefits
There is a growing urgency for HR professionals to become strategic consultants who address complex problems and help mitigate potential talent risks. But HR employees struggle to keep up with the skills required for this, and HR’s perceived strategic value is stagnant — business leaders have rated it six out of 10 for about 10 consecutive years.
- A compelling employee experience is a differentiator for organizations, and as such, EX-driven HR (employee-experience-driven HR) is a necessity. HR must identify moments that matter to employees at home, at work and out in the world to shape a strategy. However, senior leaders often fail to understand, much less buy into this.
Slope of enlightenment: Mature, scalable and widely adopted capabilities
HR process governance is critical as the priorities of and the function itself become more complex. Without effective process governance, HR can’t make quick decisions or rapidly innovate. Governance is one of the top 3 factors that impact HR’s operational efficiency.
- People relations managers are dedicated full-time resources who support employees and address issues that impact attrition: respect, manager quality and work-life balance. They play a critical role in ensuring strategic HR success and that HR business partners can focus on the organization’s most pressing strategic talent needs.
The story behind the research
From the desk of Seyda Berger-Böcker, Gartner Director Analyst
“CEOs continue to place a high priority on talent to drive growth. However, achieving growth targets becomes difficult as organizations must navigate through continued disruption, shifting employee expectations, hypercompetition for talent and lagging digital investments. These challenges, combined with the aftermath of the pandemic, have brought CHROs into the spotlight and given HR a newfound prominence on the CEO agenda. Their mandate? Future-proofing the HR function among the changing rules in a yet-to-be-imagined future.”
3 things to tell your peers
Anticipate — don’t react to — innovative capabilities needed to successfully transform the HR function.
Be selective when choosing emerging and more established capabilities to pilot, reexamine or scale.
Develop short- and long-term roadmaps that enable the HR function to successfully implement established capabilities and then pursue evolving trends.
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