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1、 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2068424Gartner for HR LeadersHR Operating Model Transformation Guide 2Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideNew Global Challenges Are Shifting HRs Top PrioritiesNew HR Pri
2、oritiesMore Flexible and AgileMore Strategically Aligned With the Business More Operationally EfficientTodays Global LandscapeNew Hybrid Ways of WorkingIncreasingly Complex Stakeholder ExpectationsNew Dynamic Talent LandscapeNew Adoptions of Technology and AutomationFaster Pace of BusinessTodays fas
3、t-paced,ever-changing business landscape requires an evolved approach from the organization including internal functions such as HR.The combined impact of new ways of working,changing employee expectations,digitalization and faster velocity has exposed the limits of the standard three-pillar HR oper
4、ating model.Only 30%of HR leaders believe their current structure allows them to adapt to changing business priorities.In response,chief human resources officers(CHROs)are looking to rebuild for the HR operating model of the future,one that enables HR to operate with agility,strategic alignment with
5、 the business and operational efficiency.of HR functions have restructured in the past two years,are currently restructuring or plan to restructure in the next two years.of HR leaders believe their current HR structure allows HR to adapt quicky to changing business priorities.of HR leaders believe t
6、heir current HR structure separates transactional and strategic HR tasks appropriately.84%Only34%Only40%Source:Gartner3Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideIntroducing the HR Operating Model of the FutureHead of HRStrategic Talent Leader
7、sHR Problem-Solver PoolNext-Generation COEsHR COOHR Operations and Service Delivery TeamShared ServicesHuman Capital IntelligencePeople Relations ManagersHR Technology TeamCHROs are embracing a new HR operating model by driving four imperatives:1.Building a robust HR operations and service delivery
8、team.A centralized,dedicated team,led by an HR COO,serves employees and managers with infrastructure and processes to carry out day-to-day HR operations.2.Reinventing the HR business partner(HRBP)to be to be a strategic talent leader.HR leaders align with specific business units to serve as their de
9、 facto CHRO,and partner with business leaders to address the units strategic talent priorities.3.Creating a dynamic pool of HR problem solvers.The heart of the HR function,problem solvers apply project management and critical thinking skills to short-term HR-related projects.4.Providing agile suppor
10、t with next-generation centers of excellence(COEs).As problem solvers deliver timely agile solutions and technology meets employee needs,COEs will become smaller and bring on contractors and consultants as needed for deep HR expertise.Source:Gartner4Gartner for HR Leaders Follow Us on LinkedIn Becom
11、e a Client HR Operating Model Transformation GuideAccess the Full Playbook SeriesThis is the third and final part of a series of guides for HR leaders undergoing such transformation.The first two parts,Playbook for Upgrading HRs Operational Efficiency and Playbook for Increasing HRs Strategic Impact
12、,provide step-by-step guidance for actions HR leaders can take to get started on their transformation journeys.Figure 1.Steps to Successfully Plan and Execute Your HR Operating Model TransformationSource:Gartner Build your HR transformation narrative.Create a long-term master plan for the implementa
13、tion.Manage the change with open communication along the way.Successful HR Operating Model Transformation5Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideComponent 1:Build your HR Operating Model transformation narrative The first step to leading a
14、 successful transformation is to identify the why,what and how.This means understanding your transformation vision and goals,the actions necessary to achieve them and ways to communicate with both C-suite stakeholders and employees to generate buy-in and ensure a smooth transition.Figure 2.Build You
15、r HR Operating Model Transformation NarrativeSource:GartnerWhy Why change?Whats the vision?What What do we do today?What stays the same?What will change?Constantly Communicate HowHow can you help?1 16Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation Guide
16、Figure 3.HR Vision Statement TemplateThe“Why”:Define the direction of the HR Operating Model transformation Defining the direction for the transformation means understanding the impetus for the change in the first place,as well as the organizational or business context that drives it.Is your company
17、 facing new growth,and does it need to expand HR services to keep up?Is your organization rightsizing,and as a result,does your HR function need to become more agile and lean?Answering these questions will help you create a vision statement a concise description of how HR intends to support the busi
18、ness and employees.It should be grounded in your company context,and should outline HR values and examples to help bring this vision to life.Making these examples easy to understand and explain will help secure buy-in from key stakeholders,and ensure open communication.Source:GartnerWe foster an env
19、ironment that helps each employee live their best life.We do this by revolutionizing the employee experience to deliver market-leading business results that establishes company as a global employer of choice.Access this HR Vision Statement Template in full as a Gartner client.HR Vision StatementHR V
20、alues and ExamplesCommunicate and collaborate in a way that is transparent and respectful,trusting each other.Simplify and automate,building consistent and transparent systems and processes across the HR organization.Partner with business leaders and other stakeholders to think and act more strategi
21、cally,co-delivering the company goals.ConnectInnovateEngageThe overall vision statement offers a concise description of how HR intends to support the business and employees.The vision should include a shortlist of the most important values for HR.The vision should include specific,easy-to-consume ex
22、amples of how HR will deliver.17Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideThe“What”:Identify the necessary activities to get you there What steps do you need to take to make your vision happen?Many HR leaders want to improve both operational
23、efficiency and strategic impact.The optimal path is to first upgrade HRs operational efficiency which frees resources,reduces duplicate efforts and provides more space for strategic thinking and then increase strategic impact.After identifying activities to pursue in the transformation,develop a lis
24、t of comprehensive criteria to evaluate each implementation step along the way.For example:Alignment with business strategy Criticality for business success Financial requirements and ROI Change barriers Urgency caused by inefficiencies or risks Defining implementation successFigure 4.HR Functional
25、Maturity MatrixSource:GartnerOperational ExcellenceLow Operational and Strategic MaturityHigh Operational and Strategic MaturityOperational EfficiencyStrategic Impact2HighLowLowHigh118Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideThe“How”:Secure
26、buy-in and communicate constantly and openly Understanding the how of building your HR operating model transformation narrative involves clear communication to two major stakeholder groups:Align with the C-Suite to Prioritize Criteria Align with stakeholders across the C-suite to bolster your implem
27、entation criteria identified and help prioritize them in the mid-to long-term.Use this as a sounding board for ideas to strengthen your transformation plan and secure buy-in for the initiative.Make the Vision Clear to Employees Once you have C-suite support for the implementation steps,its time to c
28、omplete your HR operating model transformation narrative with a clear vision of the change endgame.Keep messaging simple,clear of jargon and consistent.A simple technique to help clarify the transformation narrative is to use a“from-to”model defining the bookends of transformation to paint a clearer
29、 vision of success.Consider the following examples:From working in silos to collaborating across HR From being reactive to being proactive From being right the first time to seeking options and opinions to iterate19Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Trans
30、formation GuideComponent 2:Create a long-term plan for the implementation Divide the implementation into manageable steps considering dependencies.Take your top transformation activities and split them into manageable steps to avoid wasting resources,effort and time.Set a realistic timeline consider
31、ing your developed guidelines.With the activity steps in mind,align with relevant stakeholders,and estimate the implementation time for each step using conservative timelines.Plot your activity steps on a roadmap using the example on the right to get you started.Figure 5.Agile Transformation Roadmap
32、Source:GartnerAdopting AgileImplementing Product ManagementScaling the Agile Product Model Organizational ChangeManagementTeams and SkillsCross-Team CoordinationInitiate the Transformation and Define Key GoalsDesign Product TeamsImplement DevOps and Continuous Delivery CapabilitiesManage Team Perfor
33、mance Adapt Governance for AgileEstablish Agile and Product RolesBuild Agile Skills and CompetenciesPromote Agile Mindset and CultureImplement Agile PilotsRedesign Funding and Resourcing ModelsBuild Stakeholder Understanding and Commitment to AgileAccess this roadmap template in full as a Gartner cl
34、ient210Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideComponent 3:Manage the change with open communication along the way Develop a comprehensive communication concept.Outline the internal and external stakeholder groups affected by each step in t
35、he transformation.Consider how these groups may be affected by the transformation,what role they can play and how their teams may operate differently.Provide opportunities for employees to engage with the change.Enable employees to react to change by facilitating two-way communication.One way to fos
36、ter this communication is to facilitate workshops after the change is communicated and allow them to express any initial frustrations.Equip managers to lead through the change.Equip managers and team leaders with the tools they need to communicate and discuss the change with their teamas,adapt their
37、 teams priorities in response to the change and support their teams to own how they will implement the change.Ensure managers discuss the change openly and empathetically with their teams,so they can understand the change and feel supported moving forward.Figure 6.Change Reaction Workshop AgendaSour
38、ce:GartnerWorkshop Agenda:Introduce Change and Case for Change Pairs Discussion:Response to Change Name a time when you felt excited,apprehensive,anxious or frustrated about a change at work.What was the most productive thing you did(or could have done)to manage the change?How does that change compa
39、re to this one?Group Discussion Debrief Based on your discussion in pairs,what tips would you offer on handling a change?What traps would you warn people about?Closing Self-Reflection Exercise What did you learn about your own reactions to change?For this initiative to progress more effectively,what
40、 do you think could be done differently or better by the company,by your department and by you?Start by acknowledging employees fears and worries to allow them to separate their emotions from their rational response to the change.Encourage the team to take control of finding solutions ad addressing
41、necessary behavior change together.311Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideKey Recommendations To drive a successful HR operating model transformation,HR leaders should:Build a transformation narrative by defining the why,what and how of
42、 the transformation.Create a long-term master plan for the implementation by breaking down activities into manageable steps,considering dependencies and setting a realistic timeline.Manage the change with open communication along the way,driving employee engagement and equipping managers to lead thr
43、ough the change.12Gartner for HR Leaders Follow Us on LinkedIn Become a Client HR Operating Model Transformation GuideResearchThe Evolving HRBP Role in the HR Operating Model of the FutureCreate a more efficient and flexible HR function that is strategically aligned to the business.Download NowPlayb
44、ookPlaybook for Increasing HRs Strategic ImpactA four-step framework for HR leaders to upgrade their strategic impact and move toward the HR operating model of the future.Download PlaybookeBookLeadership Vision for 2023:Chief HR OfficerSet and execute a winning vision for 2023.Download eBookPosition
45、 your HR organization for success.Explore these additional complimentary resources and tools for HR leaders:Actionable,objective insightAlready a client?Get access to even more resources in your client portal.Log InPlaybookPlaybook for Upgrading HRs Operational Efficiency A four-step framework for H
46、R leaders to upgrade their operational efficiency and move toward the HR operating model of the future.Download NowConnect With UsGet actionable,objective insight to deliver on your mission-critical priorities.Our expert guidance and tools enable faster,smarter decisions and stronger performance.Con
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