人力資源領(lǐng)袖月刊：“每天都大膽”策略、衡量福利投資成效+HR+Leaders+Monthly：Everyday+Bold

EVERYDAY

InsightsFromReimagineHR2023

February2024

Editor’sNote

Muchofournewresearchfocuseson

theroleofmanagers,whohavetakenon

moreresponsibilitiesintheevolvingworkenvironmentandfacenewchallengestotheirperformance.Inthisjournal,welookathowtoanticipateandreducetheriskofmanagerfailure,aswellashowtoimproveHRtechnologyandservicedeliveryby

focusingonmanagers’userexperience.Inaddition,wetakealookatHRleaders’topprioritiesfor2024andhowtheycanget

startedonthepathtoachievingtheirkeygoalsforthecomingyear.

JonahShepp

ThisissueofHRLeadersMonthly

highlightsjustafewofthewiderange

ofinsightspresentedatReimagineHR,

coveringavarietyoftopicareasincluding

HRstrategy,talentmanagement,total

rewardsandHRtechnology.Weexplore

If2023wasayearofcontinuousdisruption,expandingresponsibilitiesandnewchallengesforHRleaders,2024promisesmuchofthesame.Thegoodnewsisthatmanyofthelessonsofthepastyeararereadily

applicabletothescenariosHRleadersarefacingcurrently.AtGartner’s2023ReimagineHRconferences,ourexpertspresentedourlatest

researchintosomeofthemostpressingissuesHRleadersfacedinthepastyearandcontinuetoface.TheseinsightschallengeHRleaders’

assumptionsandencouragenewwaysofthinkingaboutsolutionstolongstandingandemergingproblems.

howHRleaderscanembracethe

expandingboundariesoftheirrolesand

unlockperformancethroughaforward-

thinkingapproachtoHRwecall“everyday

bold.”O(jiān)therresearchpresentedinthis

issuediscusseshowtomanagechange

proactively,measuretheeffectivenessof

well-beingprograms,andbuildorrebuild

employees’trustinpayequity.

HRLeadersMonthly-February2024|2

Contents

EverydayBold:HowHR

LeadersCanUnlockHuman

PerformanceinAnyContext

FocusonManagersto

ImproveHRTechnology

andServiceDelivery

29

4

54

37

HowtoAddressthe4Warning

SignsofManagerFailure

45

ReduceEmployeeFatigueby

PromotingPsychologicalSafety

ManagetheContextSurrounding

PaytoImprovePayEquityPerceptions

Top5PrioritiesforHRLeadersin2024

12

MeasuringtheEffectivenessofWell-BeingInvestments

21

QuantCorner:MaturityGaps

inHigh-PriorityHRActivities

28

MetricsoftheMonth:HowHR

LeadersPlantoElevateEVPStrategy

andStrengthenLeadershipin2024

63

ExecutiveSponsorPeterAykens

EditorinChiefJonahShepp

ManagingEditorCarolinaValencia

AssociateEditorTessLawrence

ContributingEditorCharlieBeekman

Design

WalterBaumann

TimBrown

CarolineHollowayAmandaKing

Editor

IanWhiteley

ProjectManagers

LaurenAbel

LindsayKumpf

HRLeadersMonthly-February2024|3

Authors

SwagatamBasuBrentCassell

AtrijitDas

ChiefEtheridge

ZacharyFriedmanAnnikaJessen

TessLawrence

KaelynLowmasterJonahShepp

CarolinaValencia

HowHRLeadersCan

UnlockHumanPerformance

inAnyContext

Everyday

Bold:

ReimagineHR2023

Keynote

byAnnikaJessen

HRleadershaveexpandedthetraditionalboundariesof

theirrolesinthepastthreeyears.Tocontinuetobreak

boundariesandhelptheirorganizationsunlocknewlevels

ofhumanperformanceamidthechallengesthatlieahead,

HRleadersmustadoptanewapproach:“EverydayBold.”

TableofContents

ReimagineHR2023

Keynote

ManyHRleadershaveexperiencedmoreinnovationin

thepastthreeyearsthaninthepreviousdecade.HRhastakenastandonthemostcontroversialissuesoftheday,implementedaonce-in-a-generationshifttohybridandremoteworkandinvestedinthewell-beingofemployeesduringatimeoftremendousstressandanxiety.HR

hasalsoaccessedpreviouslyuntappedpoolsof

nontraditionalcandidatesandadoptednewtechnologiestomakeitallwork.

ThisexpandedlandscapeofopportunityandresponsibilityhasfundamentallychangedHR.Eighty-threepercentof

HRleaderssaytheyareexpectedtodomore,74%saytheirorganizationreliesonthemmoreheavily,and70%say

theyhavemoreopportunitiesforimpact.1Thisalsocomeswithgreateraccountabilityforshapingthedirectionof

theorganization,as58%ofHRleaderssaytheyhavemoreauthoritytodeterminestrategicpriorities.1HRleaders

areinabetterpositionthaneverbeforetohelptheir

organizationbreakboundariesandunlocknewdimensionsofhumanperformance.

HRleaderswillneedtofullyleveragethisnewpositionto

effectivelyleadthroughtheinternalandexternalchallenges

thatcontinuetoemergeintheworldofwork.However,

82%saythey’refacingsignificantpressuretoscaleback

orreversetheirrecentinnovations.1Tosucceedinthis

unchartedterritory,HRleadersmustembraceanew

posture:“EverydayBold.”

EverydayBoldiscreatingthe

conditionsnow,today,toconfidently

andcompetentlybreakboundaries

whennecessaryinthefuture.It’snotjust

theactitself,itisthepreparationbefore

theactthatdefinesEverydayBold.

TableofContents

HRLeadersMonthly-February2024|5

70%

35%

0%

ReimagineHR2023

Keynote

Thisapproachpreparesorganizationstosucceed;

employeesoforganizationsthatembraceEverydayBoldaresixtimesmorelikelytobetopperformers(seeFigure1).2

TocreatetheconditionsforEverydayBold,

HRleadersmust:

BuildStability

Createstablehandholdsthatenableyour

workforcetoremainanchored,evenasthingschange.

InitiateTrust

Unlockperformancebytrustingyouremployees

beforetheytrustyou.

ForgeAhead

Reachnewopportunitiesbylettinggoofexistingassumptionsandprocesses,evenwhenthey’veservedyourorganizationwell.

?Figure1:ProbabilityanEmployeeIsaTopPerformer

EmployeesatEverydayBold

organizationsare6xmorelikelytobetopperformers

LowEverydayBoldnessHigh

n=3,540employees

Source:2023GartnerReimagineHREmployeeSurvey

TableofContents

HRLeadersMonthly-February2024|6

ReimagineHR2023

Keynote

BuildStability

Perhapsparadoxically,stabilityisthefirstingredienttoachievingEverydayBold.WhileHR’sinnovationover

thepastthreeyearshasledtoenormousopportunity,

italsocanleadtoemployeesfeelingdisorientedand

disconnected.RecentGartnerdatashowsonlyabouta

quarterofemployeessaytheyfeelconnectedtotheirownorganization’scultureiftheyarehybridorremote,andonlyabout16%ofemployeessaytheyknowwhattoexpectof

theirorganizations.3,2Whenemployeesaredisconnectedfromtheirorganizations,theycan’tfullyengageintheircurrentwork,letalonecontinuetopushboundariesandaccomplishboldgoals.

HRleadersmusthelptheirorganizationmakesomekey

commitmentsthatserveasstablehandholdsanddefineaclearpathforemployeesasorganizationalstrategiesandevenemployees’jobschange.Whenorganizationsactivelybuildpointsofstability,employeescanbemoreconfidentintheirwork,astheycanclearlyseehowtheirworkis

connectedtotheorganization’scurrentandfuturegoals.

NASAprovidesagreatexample

ofbuildingstablehandholdsin

arapidlyevolvingtechnological

landscape.NASAtookonan

organizationwideefforttobuild

anaction-orientedfutureofwork

strategy,resultinginasetofcore

principlestogoverntheworkthe

agencydoesnowandwilldointhe

future.Theprinciples,basedon

collectiveinputfromemployees,

representthebestideasformaking

NASArelevant,competitiveanda

greatplacetowork,andgovernhowtheorganizationmakesstrategic

decisions.Onetheme,forexample,

isunleashingalgorithms,analytics,AIandautomation.HRleadersatNASAdon’tknowexactlyhowgenerative

AI(GenAI)willdeveloporimpact

theirworkforce,butemployeesknowtheseprincipleswillbeguidingandshapingallfuturestrategy.

Amazonisanotherexampleof

buildingstablehandholdsfor

employees’futurecareersthroughreskilling.AspartofitsUpskilling2025pledge,Amazonmakes

graduate-leveltrainingfreefor

employeesthroughthecompany’s

MachineLearningUniversity.Amazonalsohasdedicatedprogramsaimedatfulfillmentcenterassociatesand

othernontechnicalemployeesto

helpthemgetthecertifications

theyneedtomoveintoevolving

technicalroles,regardlessoftheir

background.Theseevencomewith

paidstudytimeduringtheworkweek.

Amazonnotonlybuildsitsowntalent

pipeline,butalsogivesemployees

stabletoolsthat,evenastechnology

evolvesorautomationbecomes

moreprevalent,allowthemto

continuetheircareers.4

Stabilityisasignificantaccelerator

ofemployeeengagement.

Organizationsthatofferthese

stablehandholdsreportemployee

engagementlevels61%higherthan

atorganizationsthatdonot.2

TableofContents

HRLeadersMonthly-February2024|7

ReimagineHR2023

Keynote

InitiateTrust

EverydayBolddependsonafoundationofmutual

trustbetweentheworkforceandtheorganization,but

organizationstodayareexperiencingatrustcrisis.Only

abouthalfofemployeestrusttheirorganization,whilefourin10organizationsdon’ttrusttheiremployees.1Thishas

seriousconsequencesfororganizationsaspiringtorealizeanEverydayBoldapproach:2

?EverydayBoldrequirescommitment,butemployeeswhodistrusttheirorganizationsare3.3timesmorelikelytoleave.

?EverydayBoldrequireshardwork,butemployeeswhodon’ttrusttheirorganizationsdisplaylowerlevelsof

discretionaryeffort.

?EverydayBoldrequiresnewideas,butemployeeswhodon’ttrusttheirorganizationsarelesslikelytoshare

thoseideaswiththeirmanagers.

Thistrustgapcannotberesolvedthroughgoodintentions

alone:Organizationsmustbethefirstmoverstoactivelysignaltrustintheiremployees.Whenorganizations

demonstratetrust,evenbeforeemployeestrustthem,theyunlocknewlevelsofperformance.

TruckingcompanySchneider

initiatestrustinitsemployeeswith

itsFreightlinerCascadiaSemi-Trucksandallthecargoeachtruckcarries.Schneiderinvestsinmonitoringto

makesuredriversdeliverontime

andtokeepdriverssafe,notdue

tosuspicionortoreplacetrust.

Schneider’struckscontainforward-facingdashcamerasandcameras

undertheirrearviewmirrors.Thesecamerasdonotrecordanythingintheactualcab,andSchneideralso

disclosestheuseofthistechnologytoallpotentialapplicantsonits

careerspage.Assuch,thecompanysignalstrustindrivers’abilityand

reliability,therebybenefitingdriversandSchneider.5

BostonConsultingGroup(BCG)

demonstratesconfidencein

employeesfirstwiththeenormouspowerandpotentialoftechnology.BCGrecentlyvolunteered800of

itsconsultantstoparticipateinanacademicstudywheretheywouldbegivenfreereintoexperiment

withGenAI.Consultantscould

leverageGenAIonsmallprojectslikestreamliningexpensereports,aswellasmajorworkstreamslikedesigningnewproductsforunderserved

markets.Whenconsultants

partneredwithAI,theycompletedmoretasks,morequickly,athigherlevelsofquality.Moreimportantly,BCGactivelysignaledtrustinits

employeesbyusingGenAIto

augment,notreplace,talent.6

Whenorganizationstrusttheir

employees(evenbeforetheir

employeestrustthem)theycan

increasediscretionaryeffortby39%.2

Athigh-trustorganizations,79%of

employeesbringnewideastotheir

managers,comparedtojust17%of

employeesatlow-trustorganizations.2

Byencouragingemployeesto

innovate,tocreate,andtobring

newideastotheirteamsandtheir

managers,trustbecomesanessential

elementofEverydayBold.

TableofContents

HRLeadersMonthly-February2024|8

ReimagineHR2023

Keynote

ForgeAhead

FormanyHRleaders,maintainingforwardmomentum

experiencinghalftheattritionofany

J.M.Smucker’sletsgoof

deployedameetingcostcalculator.

inthefaceofthepushbacktheyencounteristhemost

othercustomercarecenter.Thecall

preconceptionsofwhathybridwork

Thiscalculatorusesthenumberof

challengingpartofEverydayBold.

centeralsoachievesonboarding

speedtoproficiencyfasterthanany

shouldbetofinditsowncreativesolution.Insteadofmandatinga

attendees,theirsalaries,themeetinglengthandothermeetingresources

Forgingaheadrequireslettinggooflongstanding

othercallcenterandthehighest

certainnumberofdaysperweekin

tocalculatethemonetarycostof

assumptions,processesandbehaviors;notjustthebad

performancemetricsofanyof

theoffice,thecompanydesignated

eachgathering.Employeescansee

ones,ortheonesthatdidn’tservetheorganization.HR

Discover’scallcenters.7

afewcoreweeksthroughoutthe

thatathree-personmeetingfor30

leadersmustshifttheirmindsetonkeyHRquestionsandlet

yearduringwhichemployees

minutescancostthecompanyupto

goofpreviouslyheldbeliefsaboutwheretolookfortalent,

Leadingorganizationsarealsolooking

areexpectedtoworkin-person,

$1,600.11Thismakesiteasiertodecide

wherepeoplework,whoshoulddothework,andmore.

atwaystoletgooftraditionalhiring

scheduledwellinadvance.10

whichmeetingsareworththecostto

Theymusthelptheirorganizationsletgoofthesepreviously

qualificationstocontinuebroadening

Thissolutionmakestheofficea

keepandwhichtocancel.

heldbeliefstomakeroomtobreakthenextboundary.

hiringpools.Thegovernmentof

destinationandensuresthetime

Lettinggocanhelpanorganizationcontinuetoforgeboldly

Marylandofficiallyannouncedlast

employeesinvestthereiswell-spent.

Organizationslikethese,thatarebest

aheadinanumberofways.

yearthatitwillnolongerrequirefour-

atlettinggotoforgeahead,have

yeardegreesforthousandsofstate

Shopifytooktheradicalstepof

employeeswhoare10timesmore

Forexample,Discoverforgedaheadbylettinggoof

jobs;sincethen,otherU.S.states

lettinggoofworkthat’softennot

likelytosaytheirorganizationenables

traditionalcandidateprofilesandgoingtowherethetalent

includingPennsylvania,Utah,Alaska

criticaltobeginwith—meetings.

innovation,whichisacriticalaspect

was.Thecompanyacquireda100,000square-footvacant

andVirginiahavefollowedsuit.8,9

Thecompanytookallrecurring

ofEverydayBold.2

buildingontheSouthSideofChicago,anunderservedandunderrepresentedarea,andbuiltacustomercarecenter

meetingsoffthecalendar,then

there.Thiscallcenterisslatedtofill1,000positionswith

employeeswholivewithinfivemilesofit,anditisalready

TableofContents

HRLeadersMonthly-February2024|9

ReimagineHR2023

Keynote

?Figure2:ComponentsofEverydayBoldandTheirImpactonPerformance

MaxImpactonEmployeePerformance

50%

25%

0%

46%

+11%

+21%

+14%

BuildstabilityFosterTrustForgeAheadEverydayBold

n=3,540employees

Source:2023GartnerReimagineHREmployeeSurvey

Tocontinuetosucceedandevolvein

theparadigm-shiftingchallengesahead,

suchasGenAI,inclusiveworkforces,the

newworldofhybridwork,andmore,HR

leadersneedtoadoptEverydayBold.EachofthecoretenetsofEverydayBoldreturnsoutsizedboostsinemployeeperformance(seeFigure2).Employeeswhodoallthree,however,willseethelargestgains:a46%increaseinperformance.

Simplyreactingtothesechallengesisinsufficient,andorganizationswillmissthenextwaveofinnovationinwork.

HRleadersmustcreatetheconditions

todaybybuildingstability,initiatingtrust

andforgingahead,tocompetentlyand

confidentlybreakboundariesinthefuture.

12023GartnerReimagineHRHRLeaderSurvey.ThissurveywasconductedtounderstandhowHR

leaderscanpromoteEverydayBoldpoliciesintheir

organizations.Theresearchwasconductedonlinefrom28Junethrough19July2023andcontainsresponsesfrom287HRleaderswithrepresentationfromvariouscountriesandindustries.

22023GartnerReimagineHREmployeeSurvey.This

surveywasconductedtounderstandhowemployee

performanceandworkexperiencesvarydepending

onwhetheranorganizationis“boldeveryday.”The

researchwasconductedonlinefrom22Junethrough

14July2023andcontainsresponsesfrom3,540

employeeswithrepresentationfromvariousregions,

industriesandfunctions.

32022GartnerCultureinaHybridWorldEmployee

Survey.ThissurveywasconductedinDecember

2021.Itincludedresponsesfrom6,758employees.

Thesurveyfocusedonemployees’experiencesand

opinionsrelatedtotheirorganization’scultureandtheir

connectednesstoit,withrepresentationfromvarious

geographies,industriesandfunctions.

4

ReskillingintheAgeofAI

,HBR.

5

HowSchneider’sTruckTechnologyEnhancesVehicle

andDriverSafety

,Schneider.

6

CentaursandCyborgsontheJaggedFrontier

,One

UsefulThing.

7

BestPracticesforDEI:3CompaniesThatGetItRight

,HR

Morning.

8

MarylandWillNoLongerRequireFour-YearDegreesfor

ThousandsofStateJobs

,NPR.

9

StopRequiringCollegeDegreesforJobsThatDon’t

NeedThem

,Vox.

10

Smucker’sReturn-to-OfficePlanIsaFullEmbraceof

RemoteWork—WiththeBigCatch

ThatItCreatesanEntirelyNewKindofSuper-Commuter

,

YahooFinance.

11

HowShopify’sAnti-meeting,Anti-mandatory-office

ExperimentIsGoing

,FastCompany.

TableofContents

HRLeadersMonthly-February2024|10

MarkyourcalendartoattendtheupcomingpremierconferencesforCHROsandtheirHRexecutiveteams

JoinusatGartnerReimagineHRConferencetoconnectwithHRthoughtleadersanddiscovernewapproachestoprepareyourorganizationforthefutureofHR,technology,enhancedhumanperformanceandmuchmore.

GartnerReimagineHR

Conference

17–18September2024London,U.K.

28–30October2024

Orlando,FL

4–5December2024

Sydney,Australia

LearnMore

?2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.EVTM_NC_2650652

Organizationalculture

HRtechnology

Changemanagement

Careermanagementandinternalmobility

Source:Gartner

businesses.Toprovideinsightintowhatpeersare

prioritizingintheirHRagendasforthecomingyear,wesurveyed520HRleadersacross40countriesandall

majorindustries.1

Lookingtoward2024,HRleadersselectedthefollowingastheirtopfivekeyHRpriorities(seeTable1).

?Table1:TopfiveHRprioritiestosupport

theirorganizationalprioritiesin2024

Tpr5iorities

forHRLeadersin2024

byChiefEtheridge

PrioritiesforHRleadersin2024

InthisarticleweshareinsightsonHRleaders’topfiveHRprioritiesfor2024:

leaderandmanagerdevelopment,organizationalculture,HRtechnology,

Leaderandmanagerdevelopment

changemanagement,andcareermanagementandinternalmobility.

Headinginto2024,HR’sscopeofworkcontinuestoexpand.CHROsfaceincreasingorganizationaldemandstoprovidegreaterandmorecomplex

typesofsupportwithlimitedadditionalresourcesandafatiguedworkforce.Organizationsnow

taskCHROswithaddressingissueslikecreatingamorehuman-centricemployeevalueproposition,increasinghybridworkproductivityand

augmentingprocesseswithAI.Theseareallnewresponsibilitiesthatrequireuniqueexpertise.

Thesegrowingdemandscoincidewithlarger

organizationaltrendsimpactingHRstrategy,

suchasuneasyemployee-employer

relationships,persistentskillsshortages,

disruptivetechnologyinnovationsandpressure

toincreaseoperationalefficiency.

Tonavigatethisnewenvironment,CHROsmust

proactivelysetprioritiesfortheirfunctionsand

goalsforthemselvesinalignmentwiththeir

TableofContents

HRLeadersMonthly-February2024|12

TableofContents

StateFarmunderstoodtheincreasingexpectationsformanagersandsoughttohelpthemlearnandpractice

newpeoplemanagementbehaviors.Ratherthansimplyupskillingmanagersonpeoplemanagementskills,theorganizationcreatedREALPerformance.ThisprogramenablesStateFarmmanagerstoroutinelypractice

andbuildbetterleadershiphabitsintotheirwork,like

consistentlyaskingforfeedbackduringemployee

check-ins.Afterimplementingtheprogram,employeesreportedanimprovementintheirmanagers’people

managementbehavior.

StateFarm’sREAL

PerformanceProgram

CaseinPoint

StateFarm

。

PriorityNo.1:

LeaderandManagerDevelopment

Leaderandmanagerdevelopment,2023’stoppriorityforHRleaders,continuestobeamajor

concernforHR.Inrecentyears,organizations’and

employees’expectationsofmanagersevolvedastheyaskedmanagerstomanagehybridteams;address

concernsaboutdiversity,equityandinclusion;protect

employeewell-beinganddeliveramorehumanemployeeexperience.

Thesegrowingexpectations,comingfromboth

executiveleadersandtheirownteams,areputtingunsustainablepressureonmanagers.Seventy-

fivepercentofHRleaderssaytheirmanagers

areoverwhelmedbythegrowthoftheirjob

responsibilities.1Iforganizationsfailtoidentifywaystoalleviatemanagers’workloads,theyriskineffectivemanagementthatcandirectlyimpactemployees’

performanceandtheirintenttostayattheorganization.

Organizationstendtoapproachleaderandmanager

developmentbyinvestinginmanagers’skills,whetherbyupdatingtheircompetencymodelsorofferingnewtrainingontopicslikecoachingandempathy.Butthese

skills-focusedapproachesarenotworking.Infact,

threeoutoffourHRleadersbelievetheirdevelopmentprogramsareineffective.2Whileskillshelpmanagers

buildexpertise,theydonotreducetheworkload,drivemotivation,changeprocessesaroundthejobordrivelong-termbehavioralchangerequiredforthejob.

PriorityNo.2:

OrganizationalCulture

Hybridworkischanginghowemployeesexperienceorganizationalculture,andastheylookaheadto

2024,HRleadersarestrugglingwithhowtomeasureanddriveculture.Hybridandremoteworkersspend65%lesstimeinofficesthanbeforetheCOVID-19

pandemic,meaningorganizationscannolongerrelyonin-personinteractioninofficestoconnectemployees

withculture.3Inthishybridenvironment,HRleadersmustfindwaystoalignandconnectemployeestoorganizationalcultureiftheywanttosucceed.

HRleaderscandetermineiftheyaresuccessfully

drivingemployees’culturalalignmentandconnectionbyassessingwhetheremployeesknowwhatthe

organization’scultureis,believethecultureisrightandidentifywiththeculture,amongotherkeycomponents.

HRLeadersMonthly-February2024|13

NotAllRelationshipsShouldBeGreen

“Forinstance,legalandengineering

don’tneedconstantcollaboration.Theirrelationshipshouldbetransactional,adhoc,andhence,yellow.”

CaseinPoint

Infinera

Infinera’s

Organizational

TrustMatrix

Infinera,atelecommunicationscompanybased

inCalifornia,struckabalancebetweencultural

alignmentandconnectionbyusinga“trustmatrix”

toimproveitsorganizationalcultureacrossfunctions(seeFigure1).TrustisakeycomponentofInfinera’sculture,andinanefforttomaketrustastangibleaspossible,thematrixrequiresleaderstocapturethe

healthoftheirrespectiverelationshipswithother

leadersandtheirteams.Thegoalofassessingcross-functionaltrustistocultivatebettercommunication,asthetrustmatrixencouragesconversationsabouttrust-erodingbehaviorsthataffectcultureandhowtocollectivelyaddressandfixthem.

jlnfnera

?Figure1:Infinera’sOrganizationalTrustMatrix

Illustrative

Q1

Engineering

Sales

Services

HR

Operations

Finance

IT

Engineering

X

W

G

W

W

W

W

Sales

W

X

G

G

W

W

W

Services

G

G

X

G

W

W

W

HR

W

G

G

X

G

T

G

Operations

W

W

W

G

X

W

G

Finance

W

W

W

T

W

X

T

IT

W

T

W

G

G

W

X

OrganizationalTrustCriteria

G

Good

8-10

Teamsareworkingtogetheratthehighestlevelwithtrust,collaboration,empathyandimpactfulresults.

W

Warning4-7

Trustistransactional,inconsistentpositiveintent,andoutcomesneedtobebetter.Actionneededhere.

T

Threat0-3

Needsignificantworkinallcriteria.

Source:AdaptedFromInfinera

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HRLeadersMonthly-February2024|14

H

R

Governance

Workforce

readiness

Risksand

ethics

Vendor

landscape

ologyeria

techncrit

PriorityNo.3:

HRTechnology

HRleaders’prioritizationofHRtechnologylikelystems

fromtheoverenthusiasmandunrealisticprojections

aroundAIanditsabilitytoaugmentanddisrupttheHR

function.ThishypehasmadeHRleaderseagertoleverageAI,specificallyGenAI,withintheirorganizations.MostHRleaders(76%)agreetheywillbelagginginorganizational

successiftheydonotadoptandimplementGenAIinthenext12to24months.4

However,astechnologyrapidlyevolves,HRleadersmustuseacalculatedapproachtoevaluatingandassessing

whethertoadoptnewtechnologies—andifso,when.

Thereareseveralkeyareastoconsiderandmeasure

againstwhendecidingwhethertoadoptAIoranyothertechnology.Everyorganizationwillhavedifferentcriteria,butHRleadersshouldconsiderfourareasinparticular:

workforcereadiness,vendorlandscape,risksandethics,andgovernance(seeFigure2).

Workforcereadinessiscriticaltoaccountfor,as

investmentinnewtechnologywillimpactemployees’andteams’workflowsindifferentways.

?Figure2:KeyHRTechnologyQuestionstoConsiderandMeasureAgainst

?Whowillown,maintainandmanagethetechnology?

?Canweeasilyidentifykey

triggerpointsofnegative

consequencesthatwouldwarrantdirectlyinterveningtoamendorcancelthe

technology?

?Canwetolerateanyrisksthatareassociatedwithit?

?Aretheethicalriskseasilymitigated?

?Shouldwekeepinbeta,

educate,embraceregulation?

Source:Gartner

?Howwillthisimpactcurrent

versusfuturewaysofworking?

?Whatistheimpactonskills,

roles,responsibilitiesanddigitaldexterity?

?Whatishappeninginthe

vendorlandscape?Canwewait,orshouldwebuildourown

solution?

?Cansimilarbenefitsbeachievedwithpreexistingtechnology?

TableofContents