2024年人才管理领导者的前三大战略优先事项+Top+3+Strategic+Priorities+for+Talent+Management+Leaders

Leadership

Visionfor2024

Top3StrategicPrioritiesforTalentManagementLeaders

Gartner

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LeadershipVisionforTalentManagementLeadersin2024

Keyquestionsaddressed:

Whatarethemajortrendsaffectingtalent

managementleaders?

Howshouldtalentmanagementleaderspreparefortheyearahead?

Whatskillsandcapabilitiesdotalentmanagementleadersandtheirteamsneedtosucceed?

An“unsettled”employee-employerrelationship,skills

shortages,transformativetechnologyandpressurefor

efficiencyareshapinghowthebestorganizationswill

managetheirtalentin2024.

Inthiscontext,talentmanagementleaders'toppriorities

for2024are:

•Leaderandmanagerdevelopment

•Promotinginternalmobilityandcareergrowth

•Deliveringanemployeeexperiencethatretainskeytalent

Talentmanagementleaderscanusethisresearchtostay

aheadofmajorworkforcetrendsandleadtheirteams

towardasuccessfulfuture.

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TrendsImpactingTalentManagementLeaders

“Unsettled”

Employee-Employer

Relationship

Persistent

Skills

Shortages

Transformative

Technology

Innovations

Pressurefor

Operational

Efficiency

Source:Gartner

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“Unsettled”Employee-EmployerRelationship

Organizations

•75%haveanon-siteattendancerequirement.

•26%reporttheiremployeesfullycomply.a

58%areconfidenttheycanmeettheirperformancetargetsinthecomingyear.c

Theaverageannualnumberofenterprisechangeshasincreasedfrom2to10since2016.d

63%trusttheiremployees.e

Employees

FlexibilityControversy

ProductivityAnxiety

TransformationDeficit

Mutual

Mistrust

Almosthalfsaythecostsofgoingtotheofficeoutweighthebenefits(only12%disagree).b

45%worrytheycan’tsustaintheircurrentlevelofperformanceoverthenextyear.c

43%arewillingtochangetheirbehaviortosupportorganizationaltransformation(downfrom74%).d

53%trusttheirorganizations.e

aSource:2022,BenchmarkWithGartner:HowHRLeadersNavigateReturntoWorkplacePressuresandOtherChallenges,November16,n=51

bSource:2022GartnerHybridCollaborationSurvey,n=3,524

cSource:2023GartnerAchievingHighPerformanceSurvey,n=228remotecapableemployees

dSources:Gartner2016WorkforceChangeSurvey,n=6,686employees;Gartner2022WorkforceChangeSurvey,n=3,548employees;GartnerOrganizationalEffectivenessandHR

ProfessionalsKeyPrioritiesSurvey,n=3,497employees

eSources:2023GartnerReimagineHRHRLeaderSurvey,n=287HRleaders;2023GartnerReimagineHRHRLeaderSurvey,n=3,540employees

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PersistentSkillsShortages

SeverityofDamagetoBusinessOutlook

PercentageofCEOs’RankingFactorasMostDamaging

TalentShortage

Inflation

Recession

SupplyChainProblems

RisingInterestRates

EnergyCosts

30%

n=312CEOsandseniorexecutives

Q.Rankthesixitemsinorderoftheseverityoftheirimpactontheoutlookforyourbusiness,frommostdamagingtoleastdamaging.

Source:2023GartnerCEOandSeniorBusinessExecutiveSurvey

22%

22%

9%

9%

26%

12%

15%

0%

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PerceptionsofSkillsShortage

PercentageofHRLeaders

83%ofHRleaderssaytheystruggle

tofindenoughtalentwiththeskills

theyneed.

57%ofHRleaderssayskills

shortagesareunderminingtheirabilitytosustaincorporateperformance.

n=59HRleaders

Source:2023BenchmarkWithGartner:AffirmativeAction,ApprenticeshipsandCandidateExpectations(23August)

MoreDisruptive

TechIsImminent

93%ofHRleadersagreethatnew

flashtechtrendswillbemorefrequent

inthenextthreeyears.c

ButHRInvolvementRemainsLimited

LeadersExpect

ImplementationofAI

68%ofexecutivesagreethatthebenefitsofAIoutweightherisks.b

TransformativeTechnologyInnovations

Employees

ExpecttoUseAI

170million+people

wereimmediateusersof

ChatGPTathome.a

Only22%ofHRleaders

arehighlyengagedin

enterprisewidediscussions

onGenAI.d

aSource:GartnerGenerativeAI:TheBasics

bQ.DoyoubelievethebenefitsofgenerativeAIoutweightherisks?

Source:BeyondtheHype:EnterpriseImpactofChatGPTandGenerativeAIWebinarPolls,21April2023,n=1,079

cQ.Pleaseindicatetowhatextentyouagreewiththefollowingstatements.Thenumberofnewflashtechnologytrends(e.g.,generativeAI,metaverse,blockchain,etc.)arisingwillbecomemorefrequentwithinthenextthreeyears.Pleaseindicatetowhatextentyouagreewiththefollowingstatements.Asaresultofflashtechnologytrends(e.g.,generativeAI),IamnowhavingtomakedecisionsonwhethertoadoptandimplementitintoHRornot.

Source:31May2023GartnerBenchmark:PersistentTalentShortages,SustainingDEIandOtherEmergingIssues,n=74

dQ.AsanHRleader,howengagedareyouinenterprisewidediscussionsarounduseofGenAI?

Source:21June2023GartnerBenchmarkSpecialEdition—NavigatingtheWorkforceImpactofGenerativeAI,n=167

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2021

2023

PressureforOperationalEfficiency

PrevalenceofEfficiency-RelatedKeywordsinS&P100EarningsCalls

360

180

0

Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3

2022

Productivity

Efficiency

Reduction

ImplicationsforHRLeaders

•PressuretojustifythevalueofHRinvestments

•Workforceproductivity,thedominantsuccessmeasure

•Riskoftalentsupplydisruptions

n=855earningstranscripts

Source:AnalysisofallS&P100CompanyEarningsCallsTranscripts,Jan1,2021–Aug31,2023

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TopFocusAreas

1LeaderandManagerDevelopment

2CareerManagementandInternalMobility

3EmployeeExperienceMeasurementandDelivery

4TalentManagementStructureandStrategy

TM

Leaders

5SuccessionandHIPOManagement

6WorkforceandTalentPlanning

7OrganizationalCulture

8ChangeManagement

9HRTechnology

10Recruiting

n=52HeadsofTalentManagement

Leader

andManager

Development

Measurementand

Delivery

CareerMgmt

andInternal

Mobility

EmployeeExperience

HeadofTalentManagementPrioritiesfor2024

executinginthenext12-18monthsand

Q:Inyourownwords,pleasetellusthetop3prioritiesyouareresponsiblefor

Q.[Foreachofthreecustomprioritiesshared]Pleaseselectthetwokeyareasinwhichyouwillfocustosupportthatpriority

Source:2024GartnerHRPrioritiesSurvey

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ManagersAreOverwhelmed

IncreaseinResponsibilities,ComparedtoBeforethePandemic

PercentageofRespondentsReportinganIncrease

IndividualContributorsManagers

60%

30%

0%

N/A*

53%

53%

49%

35%

41%

28%

25%

22%

18%

Numberof

Numberof

Numberof

Numberof

Complexityof

DirectReports

DecisionsThat

TasksThat

ResponsibilitiesThat

ResponsibilitiesThat

ThatIManage

INeedtoMake

INeedtoDo

IAmAccountablefor

IAmAccountablefor

n=2,812individualcontributors;3,544managers

Source:2022GartnerBuildinganOrganizationofGreatManagersEmployeeSurvey

*Manageronlyquestion

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Facilitatepeer-to-peer

skillssharingontheirteam.

Connectemployeestobest-fitpeople

andopportunities.

ConnectorsMaketheJobMoreManageable

ConnectorsMakeThreeConnections

TheEmployeeConnection

TheTeamConnection

TheOrganizationConnection

Overinvestinemployeediagnosis.

Takesthepressureoffofmanagerstoalwaysbetheexpertateveryskill.

Savestimeformanagersbydistributingthe

responsibilityofdevelopingemployees.

Jobmanageabilityis5xmoreeffectivethanskillproficiencyinimprovingmanagereffectiveness.

n=3,186managers;6,356employees

Source:2023GartnerBuildinganOrganizationofGreatManagersManagerSurvey;2022GartnerBuildinganOrganizationofGreatManagersEmployeeSurvey

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LowConfidenceinRisingLeaders

HowConfidentAreYouThatYourOrganizationHasRisingLeadersWhoCan…

…RespondtoUnexpectedEconomicChanges

…EnsureUninterruptedPerformanceofCurrent

OrganizationFunctionsandActivities

…TransitionIntoCurrentManagers

orEquivalentNextRole

.….AdjusttoChangingDemandsofTheirRoles

.….AssumeMoreThanOneDifferentRole

(e.g.,DifferentFunction,Market)

…MeettheFutureNeedsoftheOrganization

…FillUnexpectedLeadershipVacancies

…TransitionIntoNewlyCreatedorUnfamiliarRoles

PercentageofHRLeaders

n=62HRLeaders

Source:2022GartnerLeadershipDevelopmentHRLeaderSurvey-785306_C

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Gartner.

LeadersNeedaNewApproach

2024TrendsandTheirImpactonCoreLeaderResponsibilities

CoreLeaderResponsibility

PriorApproach

Role-ModelBehavior

Professional

Enablingworkplaceboundaries

SupportTeams

Employees

Addressingworkneeds

DeliverResults

Efficient

Managingstandardizedworkflows

Emerging

Anxiety,confusionandmistrustin

Blurringboundaries,fatigueand

Varietyin/transformationofworknorms

Challenges

theemployee-employerrelationship

uncertaintyasorganizationsgrapplewithskillsshortagesandproductivitydemands

asorganizationscopewithskillsshortagesandadapttodisruptivetechnologies

NewApproach

Personal

Enablingsafeself-expressionatwork

People

Addressinglifeneeds

Individualized

Managingtailored,flexibleworkflows

Source:Gartner

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TheHuman-CentricLeader

ComponentsofHuman-CentricLeadership

Authentic

Actwithpurposeandenabletrueself-expression,forboththemselvesandtheirteams.

+Empathetic

Showgenuinecare,respectandconcernforemployees’

well-being.

=

+Adaptive

Enableflexibilityand

supportthatfitteam

members’uniqueneeds.

HumanLeadership

Source:Gartner

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Plan

•Redesignyourtalentreviewprocesstoassessfuture

leadershippotentialbasedonhuman-centricleadership

principles.

•Buildbuy-inandsupportamong

theC-suiteandboardforachangeintalentassessment,intandem

withtheCHRO.

•Createachangemgmt.plantoenablefunctionalleadersto

embraceupdatednormsfor

assessingfutureleaderpotential.

Execute

•Rolloutupdatedtalentreviewprocessandupdateyourhigh-potentialandsuccession

managementpipelines.

•ResetmanagerroleexpectationstowardbeingConnectorsand

resiliencebuildersandremoveprocesshurdlesfacingthosebehaviors.

•Updatetheboardonprogressofrebuildingyoursuccession

managementpipeline,intandemwiththeCHRO.

RecommendedActionsforTalentMgmt.Leaders

Assess

•Reviewhuman-centricleadershipprinciplesagainstyour

organization'scurrentleadershipcompetenciesandexpectations.

•Audityourleadership

developmentprogramwiththeHeadofL&Dagainsthuman-centricleadershipprinciples.

•Evaluateyourmanager

enablementprogramwithSeniorHRBP(s)toidentifywhereyou

are/canbefocusingonjob

manageabilityratherthanskillproficiency.

Source:Gartner

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FocusingonVisibilityIntoCareerPaths

3%Neutral

3% DisagreeorStronglyDisagree

95%ofTalent

ManagementLeaders

agreeorstronglyagreethatunclear

careerpathsareabarriertodelivering

ontheirtoppriorities.

n=39TMLeaders

Question:Pleaseratetheextenttowhichyouagreeordisagreethat“Careerpathsatourorganizationareunclearformanyemployees”

willbeabarriertosuccessfullyexecutingonyourCareerManagement/InternalMobilitypriorities

Source:2024HRLeadersAgendaPoll

Note–Numbermaynotaddupto100duetorounding

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31%

31%

Toolsto

Experience

CareerOptions

19%

19%

Experience,NotVisibility,MattersMost

MaximumImpactofEachToolonEmployeeConfidenceinCareers

CareerManagementSupport

InternalNetworkingOpportunities

CareerSuccessStories

JobRotationPrograms

17%

15%

14%

Toolsto

ProvideInformation

AboutCareerOptions

VisualExamplesofCareerPaths

NewslettersAboutOpportunities

InternalJobFairs

3%

0%

InternalJobBoards

Limited

Impact

SelfServiceToolstoIdentify

HowtoBuildSkills

0%

20%

40%

Note:Q:“IamconfidentIwillhaveasuccessfulcareeratmyorganization.”

n=3,370Employees

Source:2022GartnerNewTalentLandscapeandCareerPathingSurvey

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LegacyWaysofOrganizingWork

AgileWaysofOrganizingWork:

1.Organizeteamsaroundoutcomes

2.Fastchangingskillsneeds

3.Careerportfolios

Focusonproject-basedinternalmobility

InternalTalent

Marketplacesplayan

increasinglyimportant

roleinfacilitating

mobility.

BuildExperiencesAroundProject-Based

Mobility

1.Organizeteamsaroundtasks

2.Stableskillsneeds

3.Careerladders

Focusonrole-basedinternalmobility

Employeeswhoagreetheirorganizationprovidesinternalmobilityare1.43xmorelikelytoreporthigherintenttostay

and2.46xmorelikelytoreporthigherengagement.

n=3,370Employees

Source:2022GartnerNewTalentLandscapeandCareerPathingSurvey

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RecommendedActionsforTalentMgmt.Leaders

Assess

•Assesshoweffectivelycareer

mgmt.supportatyourorganizationguidesemployeeshowto

experiencedifferentcareer

options.

•Findtherootcauseofemployeebarrierstounderstanding,applyingforandundertakinginternal

projects.

•Audityourskillsecosystemanddatasourcestodecidewhatmayfeedintomatchesand

recommendationsinaninternal

talentmarketplacepriortovendorevaluation.

Source:Gartner

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Plan

•Consultyourstrategicworkforceplantoidentifythemostcritical

skillstobuildviaproject-basedmobility.

•Buildachangemanagementplanfordrivingmanagerstoproactivelyconnecttheirteamswithcareer

opportunities.

•Evaluatetalentmarketplace

vendorsbyassessinguser

experience,abilitytoincorporatediversesourcesofdataandskillsontologies.

Execute

•Resetmanagerroleexpectationstocreatespaceforcareer

coachingandmeasureitinyourmanagers’performance

evaluations.

•Alignlearningofferingsto

organizationalskillsgapsidentifiedfromyourinternaltalent

marketplace

•Asitgetsadopted,marketyourproject-basedinternalmobilityasanessential,growth-focusedpartofyourdifferentiatedEVP.

Retention:ACriticalObjective

TopHeadofTalentManagementPrioritiesForTheNext12-18months.

SelectHeadofTalentManagementResponses

“Energizeemployees'”whyjoin

andwhystay"(retaintalent)."

“Increaseretentionofourtoptalent.”“Retentionthroughemployeeengagement.”

RetentionviaEXand

EVPisthemost

prevalentprioritycited

byHeadsofTalent

Managementintheir

ownwords.

“Enhancetheemployeeexperienceto

improveengagementandretentionoftalent.”

“Attractingandretainwomenin

operationalpositions/STEM.'

“Achieveattractionandretentionoftalentatdifferentlevelsoftheorganization”

“EnhanceourEVPtobetter

attractandretaintalent.”

n=52HeadsofTalentManagement

Q:Inyourownwords,pleasetellusthetop3prioritiesyouareresponsibleforexecutingSource:2023GartnerHRPrioritiesSurvey

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Headof

TM

inthenext12-18months.

Gartner.

Triggeredbyorganization

Triggered

byexternalenvironment

AFrameworkforUnderstandingAttrition

ReasonforSeekingAnotherPosition

PrimaryReasonGivenbyActiveJobseekers

“Thehouseneedsrepairing.”

25%

16%

“Thehousenolongermeetsmyneeds.”

“Theotherhouseslookbetter.”

“Iwanttoliveonaboat.”

ForSale

35%

25%

MostlyrelatedtoworkexperienceMostlyrelatedtopersonallifeexperience

n=397employeesactivelylookingforanewjobopportunity

Q:What'stheprimaryreasonyouarelookingforanotherposition?

Source:2023GartnerModernEmployeeExperienceandHIPODevelopmentSurvey

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Triggeredbyorganization

Triggered

byexternalenvironment

TalentManagementActionstoRetainTalent

FixWhat’sBroken

•Ensuremanagersgivetheirteamsproactivecareergrowthguidance.

•Makethemanagerjobmanageable.

•Develophumanleaders.

HumanizeYourEVP

•Usegoalsettingandongoing

feedbacktocreatesharedpurpose.

•Supportmanagersandleadersdevolveautonomytoteams.

SelectivelyOutcompete

•Usetalent/workforceplanningreviewstoidentifyandtargetcriticaltalent

segments.

•Updateemployeelisteningtocaptureengagementdriversforhybridwork.

Double-DownonRecruitingEfforts

MostlyrelatedtoworkexperienceMostlyrelatedtopersonallifeexperience

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Assess

Execute

•EngageyourHIPOsandfutureleadersviacareerconversationstohumanizeyourtalent

managementeffortswithcriticaltalent.

•Alignlearningofferingsand

developmentprogramsforcriticaltalentsegmentswiththeareas

whereyouwilloutcompeteyourcompetitors.

•Audityourcoretalent

managementprocessesfor

employeepainpointsthatshouldbefixedtoimproveEX.

•Evaluateyourorganization’sEVPbasedontheemotionalresponseemployeesgainfromworkingat

yourorganization.

RecommendedActionsforTalentMgmt.Leaders

Plan

•Embedtalentriskassessmentsintotalentplanningandtalent

reviewprocessestosurfacecriticalretentioninterventions.

•Assessandidentifymanager

populationsmostatriskoffatigueandunderservingtheirteams.

Source:Gartner

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TalentManagementIsaTangledWebofActivities

TalentManagementActivitiesThroughouttheOrganization

ManagingHigh-PotentialEmployees

AcquiringSpecific

TalentSegments

Managing

Organization

Design

ManagingSuccession

AnalyzingL&D

Needsand

Investments

Managing

Employee

Performance

Source:Gartner

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Managing

Diversity

andInclusion

Managing

Employee

Value

Proposition

Managing

Change

Developing

Leaders

Buildinga

Total

Rewards

Strategy

ldentifyingAcquisition

TalentNeeds

Assessingand

HiringTalent

ldentifyingandManaging

Competencies

Recruiting

Executives

Designingand

BuildingL&D

Solutions

ConductingTalent

Reviews

ImplementingL&DSolutions

Managing

Employee

Engagement

DevelopingCriticalTalentSegments

SourcingTalent

ldentifying

CriticalTalent

Developing

Organizational

Capability

Managing

Mobilityand

CareerPaths

Gartner

NewDemandsMoveTMBeyondTraditionalScope

TypesofIssuesArisinginHRandTM’sExpandedScope

OutsideHR

WhoDeliverstheWork?

MostlyHR

MentalHealthandIntegratedWorkWell-Being

Human-CentricEVP

Hybrid-WorkProductivity

Frontline-WorkerFlexibility

DigitalWorkplace

Office-WorkDesign

AIAugmentation

OutsideHR

MostlyHR

WhoHastheExperience?

Source:Gartner

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TraditionalScope

(e.g.,Payroll,Compliance)

InitialStrategicExpansion(e.g.,Performance

Management,LeadershipDevelopment)

CurrentScope

ExpandedMandateCreatingConflictandConfusion

Prioritization

Whatinitiativesandworkstreamsshould

weprioritize?

Ownership

Whatshouldweownvs.influence?

Services

Whatcore“services”shouldweprovide

—andhow?

“Istruggletocommunicatewhoweare,

whatwedoandwhyitmatters.”

HeadofTalent,GlobalManufacturer

25

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ModelofaWorld-ClassTalentManagementLeader

DriveBusinessResults

Thebusinesshasthetalentitneedsforperformanceandgrowth.

DefineaFlexibleTalentManagementStrategy

BuildanIntegratedTalent

ManagementOperating

Model

DeliveraCompellingEmployeeExperience

DriveGrowthWithTalentandPerformance

ActivatetheTalent

ManagementEcosystem

Definetheorganization’stalent

philosophy.

Connectinterrelatedtalent

processes.

InfluenceEVPand

employmentbranddesignand

delivery.

Optimizeperformance

managementdesignand

delivery.

Buildatalent-centricmanagementculture.

Senseandforecast

workforcecapabilityneeds.

Embedanagile,employee-

centricproduct

managementapproach.

G