Gartner Identifies Five Areas HR Leaders Must Address That Will Impact the Future of Work

Senior HR Leaders Come Together at Gartner ReimagineHR in Orlando to Address the Most Pressing Topics of Today and the Future

ORLANDO, Fla.–(BUSINESS WIRE)–#CHRO–Only 9% of chief human resources officers (CHROs) agree that their organization is prepared for the future of work, according to Gartner, Inc. To drive future performance – of the organization, employees and the community at large – senior HR leaders must focus on five areas of work.

Gartner analysts are discussing talent issues and the role of HR in reimagining the future of work to drive performance across the organization in front of more than 1,700 CHROs and senior HR executives at the Gartner ReimagineHR conference, which is taking place here today through Wednesday.

“Tackling this next phase – the future of work – involves planning for and leveraging the changes in the way work gets done over the next decade, influenced by social, generational and technological shifts,” said Brian Kropp, chief of research for the Gartner HR practice. “Rather than looking at the various aspects of work, like AI, the gig economy and the multigenerational workforce, in silos, HR leaders should focus on the big picture of what the future of work can and should look like in their organization.”

Gartner has identified five areas that deserve deeper consideration as work continues to evolve:

Developing an AI ethics strategy

Data is increasingly used to make work-related decisions in talent acquisition and management and even workplace design. Gartner research finds that 75% of organizations are dramatically increasing their investment in analytics; in fact, the budget line item associated with talent analytics is the fastest-growing within the typical HR organization. This increasing focus on talent analytics has led senior HR leaders to question how to collect data in an ethical way, and also how to ethically use the data that is collected.

These questions are particularly important given the increase in AI in the workplace. Going forward, HR must drive an ethical AI and analytics strategy that trains leaders on real-world employee data misuse and builds roles focused on data and AI decision ethics.

Rethinking how employees develop skills

Gartner research shows 73% of CHROs say building critical skills and competencies is a top priority. At the same time, the skill sets needed are changing significantly – nearly two-thirds of job postings had more than 25% of their required skills change compared to five years ago. On-the-job training is the primary method being used to develop employees’ digital skills. However, 47% of on-the-job learning opportunities are at risk of being automated and eliminated by AI.

To ensure that employees still have the learning opportunities needed to develop the critical skills required for today and tomorrow, organizations must audit existing learning strategies to understand the dependence on on-the-job training. Then HR must reimagine how skills development can and should be done to best leverage new technology while still providing employees opportunities to develop.

Building an internal transparency strategy

The rise of sites like Glassdoor and Fairygodboss means there is more information on employers and workplaces than ever before. For candidates, this is a good thing – Gartner research found nearly 60% of candidates feel like they are well-informed about the company they’re going to apply to before they apply. However, employees don’t feel as informed as they’d like, with 71% stating they think employers should increase transparency.

To meet employees’ growing expectations for information transparency, employers must develop a strategy that goes a step farther than the current culture might allow. In addition, managers must be trained on how to operate in a more transparent environment where employees are privy to more information and the balance of power is shifting.

Overhauling the role of managers for a new era

Gartner research shows that in 2010, the average company spent $471 per manager on training, which equates to more than $5,000 per manager over the last 10 years. These efforts have achieved zero net improvement in the effectiveness of managers. Progressive organizations are now asking how is technology fundamentally changing what it means to be a manager. In fact, 69% of what a manager currently does will be automated by 2024. This includes tasks like approving expenses, reviewing a project’s status, even onboarding new employees.

Gartner recommends HR leaders focus on three things as organizations overhaul their manager roles in this new era of work:

  1. Determine which management tasks should be automated
  2. Establish new expectations for managers
  3. Design career paths for growth with fewer management opportunities

Using AI to create access to jobs for those who have been left out of the labor market

AI deployment is widespread with more than nine out of 10 companies reporting to Gartner that they have already made significant investments in the implementation of AI across the last couple of years. A recent Gartner survey revealed that 70% of CHROs expect investments in AI to replace jobs in their organization within the next three years. While there are jobs that will be lost as new technology is implemented, technology will also enable access to jobs for people who have not historically had access.

To enable access to new talent pools, HR first needs to audit internal systems and practices for potential barriers to success. Then, the organization should look to implement technology that can create an enabling work environment for new entrants to the labor market.

“Organizations can achieve competitive advantage by thinking through and preparing for the future of work across these five dimensions, which will enable better talent acquisition and management,” added Mr. Kropp.

About the Gartner HR Practice

The Gartner HR practice brings together the best, relevant content approaches across Gartner to offer individual decision makers strategic business advice on the mission-critical priorities that cut across the HR function. Additional information is available at https://www.gartner.com/en/human-resources.

About Gartner ReimagineHR

Gartner experts will provide additional insight into the labor and talent issues at the Gartner ReimagineHR Conference, taking place October 28-30 in Florida. Gartner ReimagineHR is the premier event for HR leaders around the world. Join Gartner and senior HR executives to hear key insights and learn actionable strategies necessary to support organizational performance. Follow news and updates from these events on Twitter using #GartnerHR.

About Gartner

Gartner, Inc. (NYSE: IT), is the world’s leading research and advisory company and a member of the S&P 500. We equip business leaders with indispensable insights, advice and tools to achieve their mission-critical priorities today and build the successful organizations of tomorrow.

Our unmatched combination of expert-led, practitioner-sourced and data-driven research steers clients toward the right decisions on the issues that matter most. We are a trusted advisor and objective resource for more than 15,000 organizations in more than 100 countries — across all major functions, in every industry and enterprise size. To learn more about how we help decision makers fuel the future of business, visit gartner.com.

Contacts

Mary Baker

Gartner

mary.baker@gartner.com

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