人力資源工具包：2024未來工作的9大趨勢+HR+Toolkit：9+Future+of+Work+Trends+for+2024

HRToolkit:9Futureof

WorkTrendsfor2024

Keyinsightsandactionablestrategiesfor

HRleaderscraftingorganizationalresilience

2024bringsanotherwaveofchallengesandopportunitiesforthefutureofwork.

Organizationsfaceunprecedenteduncertaintywithglobaltalentshortages,controlling

risingcostsandmeasuringriskytechnology’sproductivityreturns—andwillneedto

tackle2024’sninetrendstosetandachievestrategicworkforceandtechnologygoals.

ThistoolkitprovidesinsightsandactionsforHRleadersastheyassesshowthefuture

ofworkwillimpacttheirorganizationinthefaceofheightenedexpectations.

9FutureofWorkTrendsfor2024

TheCost-of-Work

CrisisReachesa

BreakingPoint

EmployeeConflict

ResolutionIsthe

NewMust-HaveSkill

forManagers

ClimateChange

ProtectionBecomes

theNewIn-Demand

EmployeeBenefit

AICreates,Not

Diminishes,Workforce

Opportunity

GenAIExperiments

WillYieldHardLessons

andPainfulCosts

DEIDoesn’tDisappear,

ItBecomestheWay

WeWork

Four-Day

WorkweeksGo

FromRadical

toRoutine

SkillsOvertake

Degreesasthe

PaperCeiling

Crumbles

CareerStereotypes

CollapseintheFace

ofWorkforceChange

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

Thecost-of-workcrisisreachesa

breakingpoint

Whileworkingfromhomeduringthepandemic,manyemployeesexperienced(often

forthefirsttime)whatworkcanbelikewithoutbearingallthecosts—financial,

timeandenergy—associatedwithgoingintoanofficedaily.Unsurprisingly,manyemployeeswanttocontinueworkinginahybridand/orremotesettingpermanently.Yet63%ofemployersincreasedthenumberofrequireddaysintheofficeinthelast12months.Inthefaceofemployersmandatingremoteemployees’returntotheofficeafterlongperiodsofremotework,employeesnowhaveasharperawarenessofwhatthey“spend”togotowork.

Whatwasoncelargelyassumedbyemployersandemployees—employeesbearthecostofworkwhentheyagreetotakeajob—cannolongerbetakenforgranted.Goingintotheofficeeverydayissimplytoocostlyformanyemployees.1Combinethatwithabeliefthattheycandotheirjobperfectlywellawayfromtheofficeandyouhavetheingredientsforsustainedpushback.Thecostofwork,whobearsitandwhy,isnowupfordiscussion,andreturn-to-office(RTO)strategieswithoutfullresolutionofthesequestionswilllikelyremaincontentious.

Inthecomingyear,organizationslookingtoattractandretaintalentwillnotjusttrytofindtheperfecthybridstrategy,butwilllooktotacklethecostofworkhead-on.Organizationscandothisinoneoftwoways:1)bysharingthetangibleandintangiblecostsofreturningtotheoffice,or2)byfindingwaystoreducethetotalcosts.Thesemayinclude:caregivingbenefits,housingsubsidies,financialwell-beingprograms,on-sitekennelsortheabilitytobringyourpettowork.Forexample,Walmart,TysonFoods,andNumishaveinvestedinon-sitechildcareandearlylearningcenters.IKEA,Samsung,CookMedical,Disney,JBS,DeloitteUKandothercompanieshavebuilt

housingspecificallyfortheiremployeestorentorbuybelowmarketrates.

TakeAction:

TacticstoBringEmployeesBack-to-OfficeWithoutDisengagingThem

HRprofessionalscanusetheseinsightstoattracttalentandensurethereturntothe

officeiscompellingandalignedtoaspecificworkobjective.

1BenchmarkWithGartner:Well-BeingCrisis,TeamCohesion,ReturntoOfficeandWork-Life

(23September),n=70.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

AIcreates,notdiminishes,

workforceopportunity

AGartnersurveyfoundthat22%ofemployeesexpectAItoreplacetheirjobinthenextfiveyears.DespitetheanxietyandsignificantdiscussionaroundhowGenAIwillimpactjobs,intheshorttomediumterm,GenAIwillreplacefewjobs.Manyjobsheavily

impactedbyGenAIwillberedesigned.TheywillhavenewresponsibilitiesincludingcraftingpromptsforGenAItoolsandreviewingandapplyingtheoutputofthesetools.

Thenet-netisthatGenAIwillexpandopportunitiesfortheworkforce,notreduce

them.AtthesametimethatimplementingGenAIwillcreatetheneedfornewroles,

itwillalsoallowemployerstoreducethetimetoahighproficiencywithsoftwareandtechnology,easingthenecessityofhiringtalentalreadyhighlyskilledintheseareas.GartnerpredictsthatGenAIwillplayarolein70%oftext-anddata-heavytasksby2025,upfromlessthan10%in2023.Theimpactwillbeseenacrossorganizationsinvariousbusinessunits,includingbusinessoperations,softwaredevelopment,sales,marketing,andcustomerservice.

Executivesshouldbepreparedtoiterateandadapttheirplansandexpectations

forGenAIastoolsevolve,rolesandworkflowschange,andemployeeproficiency

improves.Atthemoment,however,onlyone-thirdofemployeesreportthattheir

organizationhascommunicatedhowitsplansforusingtechnologymayimpact

theirjobinthefuture.BusinessleadersshouldworkwithHRtoassesshowGenAI

investmentsshouldchangetheirteams’rolesandworkflowsandhowbestto

communicatethesemessagestoemployees.HRcanalsoassistwiththeimpact

onhiring—specifically,identifyingwhichtechnicalrequirementsandassessmentsarenowunnecessaryforopenandupcomingrolesandevaluatingpotentialinterviewquestionstoassesstalentagainstnewskillsneeds.

TakeAction:

WhatGenerativeAIMeansforYourTalentStrategy

HRleadersshouldshapetheirtalentstrategiesusinganewframeworkfor

understandinggenerativeAI’simpactontheworkforce.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

Four-dayworkweeksgofrom

radicaltoroutine

Ashiftinthecadenceoftheworkweekisunderway.Previouslyconsideredaradicaldeparturefromthetraditionalfive-dayworkweek,afour-dayworkweek(4DWW)hasbecomeacenterpieceoflarge-scalestudiesinperformance,unionnegotiationsandthepreferencesofmanyworkers.InarecentGartnersurvey,63%ofcandidatesrated“four-dayworkweekforthesamepay”asthetopnewandinnovativebenefitthatwouldattractthemtoajob.2Withatalentshortageputtingpressureonattractingandretainingemployees,organizationsareshiftingtowardflexibleworkmodelstomeetgrowing

employeedemands.

Embracinga4DWWwillrequireorganizationstorethinkthecadenceoftheworkweek.Notjustin-officetime,butallworkingtimewillneedtobeorganizedthoughtfully

andwithaneyetowardgettingthemostoutofthetimeemployeesaretogether.

Thismeansbeingmoreexplicitaboutwhenfocus-timeisscheduledandwhenandwherecollaboration,brainstormingandfeedbacksessionstakeplace.Thisintentionalapproachtotimenotonlyfacilitatesa4DWW,italsoallowsorganizationstobenefitfromsharedexpectationsforwhendifferenttypesoftasksmightbedone,reducingtheburdenonmanagersandemployeestomanageuptosettheseexpectations.

Organizationsthathaveimplementeda4DWWareexperiencingbusinessbenefits.Accordingtosomestudies,inadditiontoimprovingwell-being,a4DWWalsoincreasesemployeeperformanceandengagement.3Byreexaminingthewayswework,

organizationsareidentifyinginefficienciesthatcanbeimproved,suchasmeeting

managementandadministrativetasks.

TakeAction:

TheRoadmaptoImplementingaFour-DayWorkweek

HRleaderscanusethisguidancetolearnhowtoimplementacrawl-walk-runfour-day

workweekplan.

22022GartnerCandidateSurvey,n=3,621.

32023GartnerAchievingHighPerformanceEmployeeSurvey,n=139.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

Employeeconflictresolutionisthenewmust-haveskillformanagers

Thereisanastonishingamountofpotentialforemployeeconflictcurrently,including

geopoliticalcrises,laborstrikes,climatechange,pushbacktoDEIefforts,andupcomingelectionsforhalfoftheglobe.Asideologicaltensionsintensify,only26%ofemployeessaythatmembersoftheirteamsharesimilaropinionsonsocio-politicalissues.4Conflictbetweenemployeesatalllevelswillsignificantlydamagebothindividualandteamperformance.Thisperformanceimpactwillhavealongtail,asmanyconflictsdirectlytietohowpeopleseethemselvesandwillcastashadowoninterpersonalrelationshipsbetweenemployeesthatstretchesfarlongerthan2024itself.

Gartnerfoundthat57%ofmanagerssaytheyarefullyresponsibleformanagingconflictsfortheirdirectreports.5Managerswhocaneffectivelynavigateandmanageinterpersonalconflictamongemployees,bothovertandcovert,willhaveanoutsizepositiveimpactontheirorganizations.Buthowmanyreallyfeeltrainedandpreparedtodoso?Conflictresolutionisnotaboutsuppressingdissentorbanningconversationsaboutcontentioustopics.Itrequiresactivelyworkingthroughchallengingmoments,pullingemployees

backfromostracizingcolleagueswithopposingviewpointstofocusonareasofmutualrespect,oratleastneutrality,andensuringthatasemployeesnavigateglobalcrises

thepotentialimpactofthesecrisesisrecognized,notjustininternalcommunicationbutalsoinflexibleexpectations.

Successfullynavigatingapolarizingworkenvironmentthatrequiresmanagers

tobeincreasinglyadeptatconflictresolutionpresentsamajorchallengeformanyorganizations.Organizationsthathavetriedtoavoidcontentioustopicsmaystart

thisprocessbehindthecurve,particularlyasconflictresolutionisnotanintuitiveskill.Tohelpmanagersapproachsituationswithempathy,organizationsshouldconsiderincorporatingdedicatedconflictmanagementtrainings,creatingshadowingand

coachingopportunitiesfornewmanagerstoseehowexperiencedleadersresolve

employeeconflicts,andfindingwaystorecognizeandrewardeffectiveconflict

resolutionatalllevelsoftheorganization.

TakeAction:

EvolveCultureandLeadershipfortheHybridWorld

Leveragethis12-monthroadmaptohelpreshapecultureandleadershipfor

asustainablehybridworkplace.

42022GartnerLeadershipSuccessintheNewEnvironmentEmployeeSurvey,n=3,392.

52023GartnerBuildinganOrganizationofGreatManagersManagerSurvey,n=3,186.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

GenAIexperimentswillyieldhard

lessonsandpainfulcosts

Accordingtothe2023GartnerHypeCycleforEmergingTechnologies,generative

AIhasalreadyreachedthePeakofInflatedExpectations,andwillnextenterthe

TroughofDisillusionment—atwo-tofive-yearperiodduringwhichitwon’tliveuptooverinflatedexpectations.Thisdoesn’tmeanthatGenAIwon’tbesuccessfulinsolvingbusinesschallengesorprovidesignificantbenefits;itmeansthattheworkgetsharderfromhere.Enthusiasm,hypeandastrongfearofmissingoutorbeingleftbehindaredrivingexecutivestopushfortheimplementationofGenAIwithintheirteamsandorganizations.However,withoutsufficientriskmanagement,GenAIdeploymentwilllikelyyieldhardlessonsandpainfulcostsatmanyorganizations.

Evenorganizationsnotimplementingstand-aloneGenAI-basedtoolswilllikelybe

deployingGenAI-enabledassistantsorcopilotsaspartoftheirexistingtechnology

stack.Mostofthesetoolsarebeingdeployedwithpromisesofincredibleproductivity

returnsiforganizationsapplythemtotheirinternaldataanddocuments.However,

theseinternaldocumentsandfilescomewithamajorrisk.Accessandfileclassificationpolicieshavelongbeenminimallyobserved,ifnotneglected,atmostorganizations.WhenGenAI-enabledassistantsaredeployedagainstanorganization’sinternalfiles,thiscouldmeanthatanemployeecanasktheassistant“Whofiledharassment

complaintsinthelastyear?”or“WhatarethesalariesandbonusesforeveryoneVP

andabove?”andgetananswer.

Inadditiontotheissuesofgovernance,theoutputofGenAIisnotinfallible,creating

astrongneedforqualitycontrolandgoodemployeejudgment.Organizationswill

needtoassignexplicitresponsibilitiesforqualitycontrolortheywillrisksignificant

reputational,regulatoryandlegalissues.

Theserisksdon’toutweighthepotentialbenefitsofGenAIingeneral,oreven

GenAIdeployedagainstanorganization’sinternaldocuments,buttheydorequire

organizationstoactivelymanagethem.Regardlessofwhetheranorganizationhas

officiallypermittedtheuseofGenAI,orwheretheyareinimplementation,leaders

shouldensuretheirteamshaveaccesstotrainingtodevelopjudgmentaroundnot

justinformationvalidity,butalsohowandwhentouseGenAI.

TakeAction:

AIinHR:AGuidetoImplementingAIinYourHROrganization

UsethisguidancetounderstandthevalueofAIsolutionsandplanfortheimpactthey

willhaveontheHRfunctionandworkforce.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

Skillsovertakedegreesasthepaper

ceilingcrumbles

Collegedegreesarethetoprequirementofyesterday’sjobdescriptions—not

tomorrow’s.Organizationstodayareincreasinglyshreddingthepaperceiling—theinvisiblebarrierworkerswithoutdegreesface—andembracingskills-basedhiring,6evenforsomecorporatejobslongconsidereddegree-dependent.Majorcompanies,includingGoogle,DeltaAirlines,ZohoandAccenture,havealreadyremovedmanyoftheirdegreerequirementsfromjobpostingstoattractqualifiedtalentwithoutarbitrarilylimitingthemselves.Stateandlocalgovernmentsarealsoembracingthisapproach

globally.ThisallowsorganizationstoachievethesameresultsbuthirefromamuchbroadertalentpoolthatincludesbothinternallydevelopedtalentandworkersSkilledThroughAlternativeRoutes(STARs).7TheseSTARs—veterans,underrepresentedtalentandotherskilledworkerswithoutcollegedegrees—representamajorportionoftheglobalworkforce.

Thisshiftisbotharesponsetothetightlabormarketandapreemptiveadjustmenttoalonger-termreality—withundergraduatedegreecompletionratesdeclining,employersmustconsidernewavenuestofindorbuildthetalenttheyneed.Organizationslike

Target,AmazonandEYincreasinglytouttheirin-houseuniversitiesandbusinessschoolsastailoredcredentialprogramsthatpreparetalentwiththespecificskillsthey’llneedtoadvance.Siemens,IBM,HPandothercompanieshaveexpandedtheirregisteredapprenticeshipprogramsintheU.S.,whileintheEUtherehasbeenariseinshared

apprenticeshipprogramswheresmallerorganizationsthatcannotmeetthetrainingrequirementsaloneshareapprenticestocreateacompleteprogramfortrainingtalentwiththetargetskills.

TakeAction:

3BestPracticesforSourcingUnderrepresentedTalent

Utilizetheseinsightstobuildaneffectivediversityrecruitmentstrategythatremoves

hiringprocessbarriersandincreasesworkforcerepresentation.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

Climatechangeprotectionbecomes

thenewin-demandemployeebenefit

Thepastyearbroughtnewvisibilitytohowclimatechangeimpactsworkforces

worldwide.EmployeesstruggledwithcripplingheatwavesinEurope,flashfloodsinIndiaandwildfiresmokeintheU.S.andCanada—allthreatstophysicalsafety,materialsecurityandlong-termemotionalhealth.MoreemployeesworkedfromofficeswithairconditioningduringrecentsummerheateventsinLondon.Over40%ofEuropeanorganizationsprovideddiscountschemesoradjustedpaytooffsetenergypricespikesduringthewinterof2022.

Assevereclimatechange-relatedeventsshiftfromlocalizedandepisodicto

widespreadandpersistent,executiveswillfindnewwaystonavigatetheimpact

onemployeeproductivity,retentionandrecruitment.Organizationswillseizethe

opportunitytomaketheirresponseplansandsupportmoreexplicitandtransparent

toenhancetheiremploymentvalueproposition.

In2024andbeyond,organizationswillhighlightandpromotedirectclimatechange

protectionsasakeypartoftheirbenefitofferings.Thesemightinclude:

.Explicitcommitmentstophysicalsafety.Organizationsmaydevelopproactiveplanstooffershelter,energyandprovisionswhennaturaldisastersarrive.Thoughmanyorganizationsbuiltsomeofthisinfrastructureduringthepandemicorinresponsetorecentweatherevents,themostaggressivewillactivelyandtransparently

communicatetheirresponsecapabilitiestotheirworkforces.

.Compensationtoimpactedemployees.OrganizationsmayofferdesignatedPTOormonetarybenefitstothosewhoexperiencehardshipduetoclimate-relatedevents.Subsidiesforshort-termhousing,relocationassistance,disaster-relatedleave,or

stipendsforspecializedsafetyequipmentcouldbecomemoreexplicitcomponentsoforganizations’benefitspackages.

.Mentalhealthsupport.Whilemanyorganizationshavealreadyexpandedemotionalwell-beingofferings,somemaybegintoofferaccesstogriefcounselorstohelptheirworkforcesworldwidecopewiththeuncertaintyofachangingclimate.

Thesebenefitswillbeparticularlyimpactfulfororganizationswithlocalizedoperationsoralimitednumberoflocations,wheremost,ifnotall,oftheiroperationswillstallintheeventofdisaster.

TakeAction:

HowMajorShocksAffectEmployees—andHowYouCanSupportThem

HRleaderscanleveragethisguidancetodevelopaplantosupportemployees,

communicatekeyinformationandplanforthefuture.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

DEIdoesn’tdisappear,itbecomes

thewaywework

Afterafloodofcorporateattentionin2020,thepastcoupleofyearshaveseena

growingsenseofdisillusionmentwithDEI.Insomeplaces—theU.S.inparticular—there’sevenasenseofdirectpushback.

Twoinfiveemployeesreportfeelingalienated

bytheirorganization’sDEIstrategy.

8Butthecriticalneedfordiverse,equitableandinclusiveworkforcesremains,leavingorganizationsuncertainaboutwhattodonext.

GiventheleadershipcommitmenttoDEIprogramsandinitiatives,companieswillbegintopivotfromDEIexistinginasilotohavingitembeddedthroughouttheorganization.ThisnewapproachwillchangehowbusinessleadersinteractwithDEI,positioningit

notas“what”theydo,but“how”theyachievehighperformanceintheirkeyobjectives.

This“embeddedDEI”modelwillunlockthispotential,withthelong-termgoaloffullyintegratingDEIvaluesintobusinessobjectives,dailyoperationsandcultureacrossanorganization.

DEIleaderswilldirectlyconsultwithfunctionalleaders,employingaDEIlensto

co-createsolutionstotheirmostpressingchallenges.Withthisparadigmshift,

procurementleaders,forexample,willseeDEIasacriticalpartoftheirstrategytomaximizeimpactinsourcingsuppliers,whileproductmanagerswillemphasizewhichdemographicpopulationscomprisedmarketresearchandwhethertheirtechnologyisaccessibleforpeoplewithdisabilities.Inthisnewmodel,DEIshiftsfromadedicatedfunctiontoasharedwayofworkingasleadersleverageDEIprinciplestopursuetheirtopstrategicgoalsasamatterofcourse,becauseoftheclearandpersonallyrelevantbusinessvaluemorediverse,equitableandinclusiveorganizationsproduce.

TakeAction:

2023ReimagineHRConferencePresentation:ThinkLikeaCFO:HowDEILeaders

CanLeadWithAuthorityandManageDiversity

UsethisReimagineHRConferencedeep-divepresentationtodevelopaplantolead

andmanageDEImoreeffectivelyamiduncertainty.

82021GartnerHumanDealBenchmarkingSurvey,n=5,000.

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?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.CM_GBS_2508943

Careerstereotypescollapseinthe

faceofworkforcechange

Careersusedtobedefinedbypromotion-basedprogressionandincreasing

specializationuntilretirement.Butnotanymore.Manyemployeesprefernottoretireatallordosoafteracareershiftthatmayinvolvelesslucrativework.Manymidcareeremployeesaresteppingoutofthepermanentworkforce,takingabreakorembracingcontingentwork.Notably,in2023,morethanaquarterofsurveyedemployeessaid

theywouldliketomakeasignificantchangetotheircurrentworkcircumstancessuchasworkinginanewindustryorchangingcareers.9

Employeesalsofaceinvoluntarycareerdisruptionsduetoeconomiccycles,naturaldisastersandemergingtechnologies.Asatypicalcareerpathsgomainstream,thestereotypesthatunderpinmostorganizations’talentmanagementstrategieswillbedetrimentaltotalent

acquisitionandretention.Organizationsmustadapttothesechangesby:

.Breakingthestereotypeofcareercontinuitybyofferingnontraditionalemployment

modelsandopportunities.Thisincludesbringingbackretiredemployeesasgigworkersormentorsandfacilitatingtemporaryworkforcedepartureswithmidcareerleave

programsandreturnships.GoldmanSachsandJohnson&Johnsonprovidereturnshipsforpeoplereenteringtheworkforce.

.Lettinggooftheprogressivecareertrajectorybydecouplingexpertiseandtenure.

Thinkofyoungemployeestakingonleadershiprolesbecauseoftheirexpertisein

nicheterrains,ortenuredprofessionalstakingupinternshipsintheirareasofinterest.T-MobiletargetshighschoolstudentswithanaptitudeforcybersecuritywithitsExplorerPrepProgram.

.Preparingfortheimminentretirementofexperiencedworkersbycross-trainingyoungandmidcareeremployees.Organizationsshouldincreasinglyofferinternalrotation

sothatanyon