Gartner surveyed more than 800 HR leaders across industries and regions to identify their priorities for 2021. Building critical skills and competencies tops the list, but many HR leaders will also prioritize workforce and work (re)design, leadership and employee experience — as well as navigating ongoing shifts in work trends.

Building Critical Skills and Competencies for the Organization

Traditional ways of predicting skill needs aren’t working. Employees need more skills for every job, and many of those skills are new. Many employees aren’t learning the right new skills — for their personal development or the benefit of the organization.

What’s needed is a dynamic approach to reskilling and redeploying talent in which all impacted stakeholders work together to sense shifting skill needs and find ways to develop skills at the time of need. Currently, only 21% of HR leaders say peers share accountability or partner with HR to determine future skill needs.


Organizational Design and Change Management

Work design, focused for years on efficiency, has left many organizations with rigid structures, workflows, role design and networks that don’t meet today’s needs or flex with fast-changing conditions. Employees suffer the effects in various forms of work “friction.”

Future-forward work design is what’s needed to ensure employees can be responsive — that is, in sync with customer needs, in a position to anticipate changes in those needs, and adapt their approach and activities accordingly. It’s up to HR leaders to adapt work design strategies to unlock responsiveness at scale across the workforce and build organizational resilience


Current and Future Bench Strength

Only 44% of employees say they trust their organization’s leaders and managers to navigate a crisis well. Confidence and trust in leadership is also undermined by the lack of diversity.

Networking is a great way to provide support for employees, but networks often lack diversity in role, skill level and experience — and have limited involvement from senior leaders. Intentionally creating growth-focused diversity networks supports underrepresented talent and yields benefits for individual employees, leadership and the organization.


Future of Work

The COVID-19 pandemic will have a lasting impact on the future of work. The question for HR leaders is how much these trends have and will alter pre-pandemic strategic goals and plans, and what immediate action and longer-term adjustments must be made as a result.

One global manufacturer, for example, screens for relevance, impact and opportunity. Whatever the methodology, this type of exercise is critical to strategic planning and scenario planning for the HR function.


Employee Experience

Amid the shift to remote work and hybrid workforce models, HR must preserve company culture and ensure employee experience keeps up with employees’ expectations and needs.

Hybrid workforce models aren’t only about selecting one location over another; they provide an opportunity for employers, managers and employees to share ownership of location decisions around a common expectation that employees can switch locations dynamically depending on what makes the most sense to drive the highest levels of productivity and engagement. To improve employee experience, organizations have to support and enable this approach throughout the employee life cycle.


Look ahead: Key themes emerge for 2021

The New World of Remote: HR must move beyond simple questions of how remote work operates. An effective hybrid workforce model requires HR to develop and evolve critical managerial and leadership roles and responsibilities, new organization structures and virtual HR strategies.

Efficient Resilience: HR leaders now realize that efficient organizations are actually fragile organizations. Rather than striving for efficiency, leading HR organizations recognize they need to build resilient organizations, leaders and employees so they are able to bounce back and thrive during disruptions.

Building a Diverse Leadership Bench: Despite the attention placed on building a more diverse workforce, progress has been slow and halting. The workforce and the communities in which organizations operate expect more. The pace of progress must speed up.

The New EVP: Employees’ expectations of their employers have shifted. Mental health, purpose and social responsibility are now critical components of the value proposition. HR executives must navigate the new realities of the labor market to meet their talent needs and the expectation of their employers.


The report is available HERE.


Source: Gartner

Publié le 08 décembre 2020