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1、HR Technology Planning Imperatives for 2023 and BeyondGartner for HRGartner,Inc.|G00782092Page 1 of 18HR Technology Planning Imperatives for 2023 and BeyondHR technology leaders face a balancing act for 2023.While mostorganizations continue to navigate a talent shortage,challengingeconomic condition
2、s are limiting their budgets.This researchpresents the HR-technology-related considerations that 138organizations are prioritizing for 2023.OverviewKey FindingsForty-four percent of survey participants stated that driving better businessoutcomes(revenue growth and profitability)was the No.1 strategi
3、c priority for HRtechnology transformation over the next three years.According to survey participants,the three most important HR technologies for thecoming year are:skills management,learning experience platforms and internaltalent marketplaces.The three HR domains on which HR technology leaders pl
4、an to focus most in thecoming year are:reporting and analytics,recruiting(i.e.,talent acquisition),and coreHR or HR information systems.Only 15%of survey participants say their HR technology landscapes will include anyon-premises applications by 2025.Gartner,Inc.|G00782092Page 2 of 18Strategic Plann
5、ing AssumptionsSurvey ObjectiveThe 2022 Gartner HR Technologies Client Survey sought to understand organizations priorities concerning HR technology.Consequently,the results of this survey will benefit HR technology leaders as a guide to what peers are doing and thinking as we head into 2023.This re
6、search includes results and analysis concerning HR technology strategy,user experience,and HR and IT collaboration.Target technology investment on those that provide clearly defined and measurablebusiness value to help the organization weather worsening economic conditions.The mantra for successful
7、HR technology leaders in 2023 and beyond is“achievestrong business outcomes and improve HRs effectiveness and efficiency tonavigate through times of economic uncertainty and talent scarcity.”Allocate at least 10%of the HR technology budget for innovation to spur skillsdevelopment and internal mobili
8、ty and improve the learning experience.Keep pace with peers by investing the bulk of the HR technology budget in reporting,recruitment and core HR technology.Work to decommission any remaining on-premises applications in the next three tofive years to reduce technology debt and deliver increased bus
9、iness agility andvalue.By 2025,60%of global midsize and large enterprises will have invested in a cloud-deployed human capital management(HCM)suite for administrative HR and talentmanagement.However,they will still need to use other solutions for 20%to 30%oftheir HR requirements.By 2030,95%of global
10、 midsize and large enterprises will have fully migrated tocloud and have no remaining on-premises HR applications.Only organizations withexceptional requirements(e.g.,military,government)will retain any on-premises HRapplications.RecommendationsHR technology leaders overseeing their organizations HR
11、 technology transformationsshould:Gartner,Inc.|G00782092Page 3 of 18With a faltering global economy,HR technology leaders must anticipate greater levels ofaccountability and greater demand for measurable outcomes to justify new investmentsand their wider technology strategies.The top three prioritie
12、s identified by HR leaders fortheir HR technology transformation strategies are:better business outcomes(such asrevenue growth and profitability),growth in headcount and skills,and cost optimization(see Figure 1).Figure 1:No.1 Strategic Priority for HR Technology TransformationData InsightsTechnolog
13、y Strategy1.Top Priorities for HR Technology TransformationGartner,Inc.|G00782092Page 4 of 18Organizations should not move to the cloud primarily to find cost savings;such effortsrarely succeed.While cloud deployments do help organizations avoid the large capitalexpenditure(capex)purchases associate
14、d with on-premises deployments,they usuallycome with significantly higher operating costs,which eliminate any proposed costsavings.Our research also indicates that a similar(if not greater)number of full-timeequivalents(FTEs)is needed to manage cloud applications compared to on-premisesapplications.
15、The decision to move to cloud should instead be driven by a desire for:2.The Top Three Hurdles for HR TechnologyMany HR functions have been investing in HR technology;however,investment intechnology doesnt automatically equate to adoption of these tools.Hence,it isunsurprising that the top hurdle fo
16、r HR technology leaders is ensuring ongoing employee,manager and HR function adoption of the technologies in which they have invested(seeFigure 2).For mature organizations that already have most of their HR applications on thecloud,cost optimization is possible through consolidation of vendors(typic
17、ally withan HCM suite vendor).However,some compromise will be needed in terms offunctionality.For organizations yet to move the majority of their HR applications to the cloud,reducing operating cost will be impossible without severe sacrifices.Increased scalability and mobilityReduced need for manua
18、l intervention(for example,data duplication and transfer)Simplification of budgeting as a result of switching from an operating expenditure(opex)payment modelInnovation offered by cloud servicesBuyers will find that investment in HR technology may deliver the desired revenue growthand profitability
19、as well as growth in headcount and skills.However,achieving costoptimization is more challenging and will depend on where an organization is on its cloudHR journey:Gartner,Inc.|G00782092Page 5 of 18Figure 2:Top Three Hurdles for HR TechnologyWithout adoption,technology is a dead weight,providing zer
20、o value while incurring ongoing costs.Moreover,employees who reject an HR technology spend time finding workarounds,which leads to work friction and inefficiency(see Designing Work to Unlock a Responsive Culture).HR technology leaders should therefore actively drive adoption of the technologies they
21、 introduce.This requires the application of end-user feedback to improve the technology incrementally,change management and stakeholders digital maturity.HR technology leaders must also focus on using data to improve the related resources and the process flows of the most frequently used technologie
22、s.Gartner,Inc.|G00782092Page 6 of 18The employee and manager self-service capabilities of newer HR technologies offer significant benefits,distributing effort while empowering end users.To take advantage,HR technology leaders should focus on improving user confidence in self-service by ensuring ther
23、e is clarity,credibility and confirmation of the underpinning processes and user journeys.For further research on investment justification,see Justify Investment in Innovation by Addressing the Inherent Uncertainty.For further research on developing a strategic roadmap for HR technology transformati
24、on,see 2022 Strategic Roadmap for HCM Technology Investments.3.The Future HR Technology LandscapeSeventy-five percent of HR technology leaders expect that their HR technology landscapein 2025 will be consolidated around a core cloud HCM suite.This group is then split:themajority will have more than
25、three additional applications from third parties to augmentmission-critical capabilities,and a minority will have fewer than three additionalapplications from third parties(see Figure 3).Gartner,Inc.|G00782092Page 7 of 18Figure 3:Planned HR Technology Landscape for 2025Anecdotally,the first cohort o
26、rganizations that expect more than three additionalapplications from third parties tend to be larger,complex and global.This cohort mayhave transitioned from an on-premises and/or fragmented state,during which theyaccumulated substantial experience with cloud talent point solutions.Because of thishi
27、story combined with their inherent complexity,this cohorts expectations for talentmanagement module features and functions are greater than those of organizations witha fully consolidated core cloud HCM suite.The first cohort will have deployed an HCMsuite for core HR,headquarters-country payroll an
28、d the most suitable talent modules(typically,performance and goals,career development and succession planning).However,other payroll localizations,analytics and workforce planning deployments willbe still in process.Learning,talent acquisition and advanced capabilities such aspredictive analytics an
29、d talent marketplaces will be often deployed outside the suite.Gartner,Inc.|G00782092Page 8 of 18With only 15%of respondents indicating they planned to host at least some applications on-premises by 2025,we are way past the halfway point in the transition from on-premises to cloud.HR technology lead
30、ers with on-premises applications must make immediate plans to migrate to the cloud in order to deliver business transformation and reduce risk(as almost all on-premises applications approach end of life).Composable HR applications frameworks(CHAF)represent a potential successor of the cloud HCM sui
31、te(see Innovation Insight for Composable HR Applications Frameworks).We predict CHAF technology will emerge by 2030 as a dominant deployment approach for HR technology.In the meantime,CHAF is likely too nascent for many organizations to derive business value from it without significant investment,cu
32、stomization and experimentation.4.HR Technology Leaders FocusAt least within this sample,much of the decision making has been completed forrequirements setting and vendor selection as part of the HR technology strategy.The bulkof the work next year will be spent on the deployment and optimization of
33、 existingtechnology decisions(see Figure 4).Gartner,Inc.|G00782092Page 9 of 18Figure 4:Planned Allocation of Time for Strategic ObjectivesIts important to remember the continued management and attention cloud applicationsrequire to deliver ongoing value to the organization.Most cloud applications ge
34、t two tofour major updates per year,with smaller patches happening in between.These updatesare included in the SaaS fee;however,by default,most are delivered but initially turnedoff.(After one or two future cycles,updates are forcibly turned on.)It is up to HRtechnology leaders and their system admi
35、nistrators to communicate updates in a clearand timely fashion so their organizations can benefit from new capabilities as they arrive.Additionally,the organizations requirements may change over time,a“set it and forget it”mentality can be extremely harmful and must be avoided.HR technology leaders
36、may findtheir investments have become an expensive technological debt if they are unable to keepup with changing requirements.This risk reinforces the importance of regular updates tothe HR technology strategy(at least annually)to ensure HR technology delivers thegreatest possible value for the orga
37、nization.Gartner,Inc.|G00782092Page 10 of 185.The Most Important Emerging HR TechnologiesHR technology leaders spend about 10%of their budgets to transform certain targetedareas of the business that they see as highly innovative.Skills management,learningexperience platforms and internal talent mark
38、etplaces are cited by HR technology leadersas the areas where they see the most important emerging HR technologies for the comingyear(see Figure 5).Figure 5:Top Three Important Emerging TechnologiesGartner,Inc.|G00782092Page 11 of 18Organizations have been facing a troubling skills gap for years,and
39、 the problem has compounded as the pandemic accelerated the adoption of digital technologies in all industries.External hiring remains a critical strategic component,but talent leaders are also looking beyond their traditional talent acquisition platforms and rethinking their approaches to identifyi
40、ng internal talent and skills gaps.One approach is realigning the organizations talent management strategies by prioritizing an intelligent skills management platform.HR technology leaders integrate this platform with existing learning platforms and internal talent marketplaces to reskill or upskill
41、 the workforce for future roles.Another critical emerging HR technology is AI in talent acquisition.Current market dynamics,the high volume of job applicants and the struggle to fill the current talent gap have inevitably increased the workload for hiring teams and recruiters.This drives recruiting
42、leaders to layer their recruiting technology with various AI-based point solutions to drive automation within talent sourcing,screening,marketing and interview scheduling.Organizations also need to use automation within critical talent management areas to drive targeted efficiencies.6.Top HR Domains
43、 in Focus for 2023In addition to investing 10%of their budgets in top areas of innovation,HR technologyleaders must continually upgrade their existing technology stacks to improve businessoperations.The top domains selected by HR technology leaders as their investmentfocuses for 2023 are reporting a
44、nd analysis,and recruiting(see Figure 6).Evolving skillsneeds,increasing skills gaps and unprecedented attrition levels are driving HR technologyleaders to augment their current recruiting technology stacks with various vendor pointsolutions.And as organizations advance their HR technology strategie
45、s at the enterpriselevel,HR technology leaders are increasing their spending on reporting and analyticsplatforms to connect HR system capabilities with key business and talent outcomes.Talent analytics initiatives can be expensive.To get the largest returns on their technology stack upgrades and dri
46、ve better business outcomes,HR technology leaders need to identify and prioritize key metrics that underpin their organizations goals.(See Benchmark the Top Metrics Talent Analytics Teams Report to Business Leaders for examples of such metrics.)It is also critical to have a strong core HR platform,w
47、hich was the third most selected domain in our survey.Organizations must maintain and enhance their core HR platforms to meet changing business requirements and drive efficiencies.Gartner,Inc.|G00782092Page 12 of 18Employee experience has also become a core tenet of the employee value proposition,ma
48、king it a valuable domain on which to focus.Delivering a superior employee experiencein a postpandemic,hybrid world is challenging.To manage and retain talent,HR leadersare prioritizing employee experience platforms as they seek to increase employeesatisfaction and create a modern experience.Figure
49、6:Top Five HR Domains Based on InvestmentFor more information on the distinction between investments in applications that deliver innovation and investments in existing applications and systems of record,see Use Pace Layers to Align Your Application Strategy With Your Business Strategy.Gartner,Inc.|
50、G00782092Page 13 of 18Although 43%of survey respondents indicated their employees would be satisfied with theHR technology operated by their organizations,the rest believed their employees wouldfeel either neutral or unsatisfied(see Figure 7).This is not a high satisfaction rateconsidering the time,
51、human effort and cost put into purchasing and implementing thesetechnologies.(This correlates with end-user adoption being identified as a top three hurdlein Section 2 of this research.)Figure 7:Employee Satisfaction With HR TechnologyThis dissatisfaction mainly results from a suboptimal end-user ex
52、perience.Employees from organizations that recently implemented new HR platforms or are still stabilizing new systems are likely to have a seamed and unsteady user experience.User Experience7.Employee Satisfaction With HR TechnologyGartner,Inc.|G00782092Page 14 of 182.Insufficiently communicating th
53、e change and value of HR technology,so employeesdont have technology awareness3.Inadequate change management particularly when business leaders andmanagers fail to develop a robust change strategy that includes an ongoing internal“sales and marketing”campaign4.Excluding employee,manager and other no
54、n-HR-user input from the technologyselection process5.Attempting to fit a custom and complex process into a product designed for simplerneeds rather than drastically streamlining the process to fit the product(preferred)ordeploying a product that can accommodate the existing processHR and IT Collabo
55、ration8.The State of Collaboration for HR Technology InvestmentsThirty-nine percent of surveyed HR technology leaders indicated they tend to lead insetting their own HR technology strategies,with support from IT.Another 45%indicatedshared leadership(see Figure 8).Based on conversations with our clie
56、nts,Gartner has identified the causes of low end-user adoption to be:1.Misjudging employees digital maturity or misaligning employees needs andpreferences with HR technologiesGartner,Inc.|G00782092Page 15 of 18Figure 8:How HR and IT Work Together on HR TechnologyThese data points confirm that levera
57、ging IT expertise and support is necessary.Although many HR organizations try to fully own HR technology strategy planning,the HR team alone is not likely to have all the skills and knowledge needed to define a holistic,comprehensive HR technology strategy.HR,the functional domain expert,has the nec
58、essary HR and business process insights,and it aims to improve functional efficiency and employee experience.IT has technological expertise and can validate that the HR technology strategy is feasible and actionable at scale.Due to their different areas of expertise,HR and IT must be mindful of thei
59、r respective roles in each task(e.g.,integration challenges)and tailor their expectations,responsibilities and deliverables accordingly.Gartner,Inc.|G00782092Page 16 of 18HR technology leaders clearly indicate that central IT has become less involved in HR-technology-related activities,such as build
60、ing a business case or setting HR technologyrequirements,when HR and HRIT reside in the same function.Organizations that haveformed a dedicated HRIT team within HR actively put a mechanism in place to improvethe partnership between HR and IT over time.As this team setup helps break operatingsilos an
61、d foster and retain HR technology expertise within HR,central IT no longer needsto be fully involved in every step of HR digital transformation and management.Central ITis therefore more responsible for support,logistics,integration and assessment activitiesinstead of more cutting-edge decision maki
62、ng about technology use and innovation(seeFigure 9)(see Note 1).For HR technology employees seated in IT,our 2022 HR Technology Leader Surveyindicated that system integration,managing releases for cloud applications,andassessing strategic roadmaps and updates were the three most important roles andr
63、esponsibilities.1Figure 9:Owner of HR Technology Activities9.Ownership of Key ActivitiesGartner,Inc.|G00782092Page 17 of 18Evidence2022 HR Technologies Client Survey:This survey was conducted online from 5 October through 21 October 2022.In total,138 clients participated.Clients from North America(n
64、=94),EMEA(n=24),Asia/Pacific(n=14)and Latin America(n=3)responded to the survey.Of the 138 clients who participated,21%identified as chief HR officers,6%as chief people officers,12%as HR vice presidents,24%as HR directors,2%as HR IT vice presidents,12%as HR IT directors and 23%as“other.”Eight percen
65、t of respondents were from organizations with more than 50,000 employees,22%from organizations with 10,001 to 50,000 employees,12%from organizations with 5,001 to 10,000 employees,40%from organizations with 1,001 to 5,000 employees,12%from organizations with 501 to 1,000 employees,4%from organizatio
66、ns with 251 to 500 employees,1%from organizations with 101 to 250 employees,and 1%from organizations with 1 to 100 employees.In terms of industry sector,client participants were from the following:financial services(16%);technology(14%);manufacturing,materials and heavy industry(9%);professional ser
67、vices(8%);and healthcare(7%).Note:the results of this study are representative of the respondent base and not necessarily the market as a whole.Endnotes1 2021 Gartner HR Technology Leaders Survey:This survey included responses from HR executives at more than 40 organizations across different countri
68、es,industries and sizes.Countries:U.S.(56%),Albania(3%),Australia(6%),Canada(9%),India(3%),Kuwait(3%),Netherlands(3%),Norway(3%),Saudi Arabia(3%),South Africa(3%),Switzerland(3%),U.K.(3%).Industries:construction(3%),consumer goods(3%),education(6%),financial services(13%),food,beverage and tobacco(3
69、%),government(3%),insurance(3%),manufacturing,materials and heavy industry(16%),media,news and entertainment(3%),nonprofit/nongovernmental organization(3%),oil&gas,mining and forestry(3%),pharmaceuticals(6%),professional services(3%),real estate(6%),technology(19%),other(6%).Median number of full ti
70、me employees:6,500Note 1:Further Reading on HR-IT PartnershipTo learn more about building an effective partnership between HR and IT,see Essential HR Tech Roles and Resources for Implementing Cloud HCM Suites and 5 Principles for Productive HR-IT Partnership.Some resources only accessible by Gartner
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