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1、 2022 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_1819587Playbook for Increasing HRs Strategic ImpactGartner for HRGartner for HR Follow Us on LinkedIn Become a Client Playbook for Increasing HRs Strategic Impact2New Global Challenges Are Shifting HRs Top PrioritiesNew HR Priorities
2、More 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 fast-paced
3、,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 operating m
4、odel.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 the bu
5、siness 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 their cu
6、rrent HR structure separates transactional and strategic HR tasks appropriately.84%Only34%Only40%Gartner for HR Follow Us on LinkedIn Become a Client Playbook for Increasing HRs Strategic Impact3Introducing the HR Operating Model of the FutureHead of HRStrategic Talent LeadersHR Problem-Solver PoolN
7、ext-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 team.A centralized,dedic
8、ated 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 facto CHRO,and partner
9、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 support with next-generation c
10、enters 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.Gartner for HR Follow Us on LinkedIn Become a Client Playbook for Increasing HRs Strategi
11、c Impact4Achieving the HR Operating Model of the FutureHR Functional Maturity MatrixHigherOperational ExcellenceHR Operational and Strategic MaturityThe HR Operating Model of the FutureLowerLow Operational and Strategic MaturityStrategic Partnership With the BusinessLowerHigherOperational Efficiency
12、Strategic Impact12The optimal path to achieving the HR operating model of the future involves first upgrading HRs operational efficiency which frees resources,reduces duplicate efforts and provides more space for strategic thinking and then increasing HRs strategic impact.It will be easier to redesi
13、gn roles and introduce new teams after HR has a more stable foundation for operational excellence in place.This playbook focuses on the second phase of HR transformation:increasing HRs strategic impact.See the first phase,Playbook for Upgrading HRs Operational Efficiency,here.Gartner for HR Follow U
14、s on LinkedIn Become a Client Playbook for Increasing HRs Strategic Impact5Four Areas to Increase HRs Strategic Impact Evaluate HRs effectiveness against HRs goals.Evaluate HRs effectiveness against the goals of the business.Refocus your goals and establish criteria for successful strategy execution
15、.Outline strategically focused HRBP roles and responsibilities.Assess HRBP skills,abilities and interests.Evolve strategic competencies.Provide strategic HRBPs with time and support for strategic activities.Further separate HRBP responsibilities into distinct,specialized roles.Define the value propo
16、sition for next-generation COEs.Reevaluate COE activities based on end-user value.Update COE staffing to drive efficiency and impact.Use agile ways of working to run next-generation COEs.Determine the objectives,parameters and staffing necessary for the team.Define the teams roles,competencies and s
17、ubject matter expertise needs.Create a project charter and project prioritization method.Develop the team and establish pathways for skill development.Realign Your HR Strategy Reimagine HRBPs to Increase Strategic PartnershipProvide Agile Support With Next-Generation COEsImplement an HR Problem-Solv
18、er Pool1234Gartner for HR Follow Us on LinkedIn Become a Client Playbook for Increasing HRs Strategic Impact6Sample Actions to Realign Your HR StrategyEvaluate HRs effectiveness against HRs goals Benchmark your HR strategic effectiveness against your HR strategy goals.Review HRs strengths and weakne
19、sses in talent planning,functional effectiveness and functional strategy.Use this as a baseline to identify gaps between the current capabilities of the HR function and what you want to achieve.Why its importantBenchmarking HRs current performance reveals areas of inefficiency against HRs strategic
20、goals.This initial baseline provides a benchmark to later understand where changes can allow for greater strategic impact and can also be used to create a sustainable roadmap to drive growth.Evaluate HRs effectiveness against the goals of the businessEvaluate the businesss perspective of HRs strateg
21、ic impact and effectiveness through interviews,focus groups,surveys or metrics.Determine the product offerings,investments,services and capabilities that would best help achieve business objectives going forward.Why its important Understanding what the business expects from HR and creating alignment
22、 between organizational and functional strategic plans are essential to helping the business meet its goals.Assessing gaps in business priorities and HR priorities helps identify high-priority improvement areas.Refocus your goals and establish criteria for successful strategy executionUse the data y
23、ouve gathered from evaluating HRs effectiveness against HRs own goals and the goals of the business to identify high-priority services and refocus your goals on delivering those services.Seek to close these gaps and even consider rebuilding your HR function around the delivery of these services.Why
24、its important Refocusing HRs delivery capabilities on critical services will help the HR function become more strategically aligned to HRs own goals and the goals of the business.Establishing clear criteria for successful strategy execution helps HR measure progress,identify potential bottlenecks an
25、d focus efforts to maximize performance.1Note:The above are sample recommended actions.For the full list,contact your Gartner representative.Gartner for HR Follow Us on LinkedIn Become a Client Playbook for Increasing HRs Strategic Impact7Sample Actions to Reimagine HRBPs to Increase Strategic Partn
26、ershipOutline strategically focused HRBP roles and responsibilities Align what it means to be“strategic”with the goals you outlined in the previous section.Clarify strategic roles and responsibilities for HRBPs by using examples encountered in their day-to-day work,including performance management,t
27、raining and development,employee relations,talent acquisition and other relevant fields.Why its importantBy understanding which HRBP activities constitute strategic work,HR leaders can drive strategic impact by having some of their HRBPs devote their time to more strategic endeavors.This exercise wi
28、ll help HR leaders and their HRBPs stay focused on whats most important to driving strategic impact and specializing accordingly.Assess HRBP skills,abilities and interests Conduct surveys,analyze central HR data and have candid career conversations with your current pool of HRBPs and HR generalists
29、to diagnose their skills,abilities and interests.Think about the future roles your HRBPs can move toward more strategic or more operational roles.Why its importantAssessing HRBP skills,abilities and interests is the first step to moving them to new HR roles.For HRBPs to take on more strategic roles,
30、they need to express interest in doing so and begin understanding what to expect.Evolve strategic competencies Among your HRBPs who are capable of and want to become more strategic,train them to develop their expertise in data and analytics,technology and business acumen.Provide HRBPs with a singula
31、r,easy-to-find source of data and analytics,and train them to understand,interpret and make decisions based on this.Why its importantProviding training to HRBPs who are capable and want to become strategic to upskill and prepare them for more strategic HR roles makes HR a stronger partner with the b
32、usiness.Strategic HRBPs need to eventually be entrusted by HR leadership to think critically and make difficult talent decisions that drive to strategic goals.2Note:The above are sample recommended actions.For the full list,contact your Gartner representative.Gartner for HR Follow Us on LinkedIn Bec
33、ome a Client Playbook for Increasing HRs Strategic Impact8Sample Actions to Provide Agile Support With Next-Generation COEsDefine the value proposition for next-generation COEs Next-generation COEs reflect an evolution in how HR delivers effective and efficient subject matter expertise.Consider how
34、your COEs can continue to provide deep HR expertise while operating with more flexibility;this may mean flexing more contracted,external work and shrinking the number of dedicated COE staff,as well as instilling new forecasting models to help COE resourcing be more dynamic and well-timed.Why its imp
35、ortantDefining a clear value proposition for next-generation COEs helps demonstrate how HR can address these two challenges and promote stakeholder buy-in.By scaling down COEs and making them more dynamic against uneven demand,as well as creating greater role delineation and clarity,COEs can operate
36、 more efficiently and effectively.Reevaluate COE activities based on end-user value Apply a customer-centric lens to identify high-value and low-value COE tasks.Ask end users,“What is most important to you?”and assess activities against these valuations.If COE time spend is greater than the value to
37、 customers,consider eliminating or automating the task.Why its importantUnderstanding COE value and effectiveness can help inform areas to optimize,outsource,automate or eliminate.Use this as a baseline to inform your COE transformation.Update COE staffing to drive efficiency and impact To make COE
38、teams leaner and more flexible,reduce your COE staffing.Some team members can be redeployed to the HR problem-solver pool,or other areas within or even outside of HR.Encourage the head of each COE to find external sources of expertise where possible,such as contractors,consultants and other experts.
39、Evaluate current COE teams to ensure they have the right balance of specialist skills and expertise to be agile.Why its importantTo promote agile ways of working,COE teams need to be sourced differently;specifically,HR will need less in-house COE support and more problem solvers.As COEs grow smaller
40、 and leaner,they will rely more on external expertise.This specialist expertise can be flexed to meet fluctuating demand and help ensure HRs COEs are efficient.3Note:The above are sample recommended actions.For the full list,contact your Gartner representative.Gartner for HR Follow Us on LinkedIn Be
41、come a Client Playbook for Increasing HRs Strategic Impact9Sample Actions to Implement an HR Problem-Solver PoolDevelop the team and establish pathways for skill development Build your HR problem-solver pool from both internal or external sources and focus on adding consultative skills such as proje
42、ct management,teamwork and communication.Establish skills development pathways,such as a skills inventory,to cultivate HR staff skills and further their careers.Keep track of employee skills,development areas and projects.Why its importantSourcing more general consulting or project management skills
43、 to your HR problem-solver pool,as opposed to more HR-centric skills,may seem counterintuitive but will ultimately lead to more critical thinkers and collaborative team members,who can learn more about HR on the job.They can complement a team of HR subject matter experts and provide diverse viewpoin
44、ts.Define the teams roles,competencies and subject matter expertise needsRoles may include a head of the problem-solver pool,a project management office,project leaders,project staff,subject matter experts and people managers.Staff working in these roles can“double-hat”and continue to work in their
45、previous role concurrently.Problem solvers can be sourced internally from HR,externally with an HR background or from non-HR backgrounds.Why its importantDefining roles and competencies for the HR problem-solver pool helps outline responsibilities for assembling project teams,as well as provides com
46、pelling career opportunities to drive engagement.Create a project charter and project prioritization method An HR problem-solver pool helps dynamically deploy HR staff to various projects.Before creating this group,consider the objectives,parameters and staffing needed for the team.Why its important
47、These considerations will help HR leaders plan their HR problem-solver pool and provide a foundation for it to grow in the future.4Note:The above are sample recommended actions.For the full list,contact your Gartner representative.Gartner for HR Follow Us on LinkedIn Become a Client Playbook for Inc
48、reasing HRs Strategic Impact10How Gartner Is Helping HR Leaders Adapt and Stay Ahead Example of HR strategy initiative support as a Gartner client:Diagnose current state Evaluate the effectiveness of your HR function to prioritize areas of development using the HR Score diagnostic.Benchmark your org
49、anizations HR investments in HR staffing cost,compensation and more using the HR Budget&Efficiency Benchmarks.Benchmark 85 key HR metrics on topics,such as HR expense,staffing,structure,activities,workforce measures,functional cost and compensation.Develop your plan Develop an HR strategy aligned to
50、 your organizations overall strategy and goals,with 5 Steps to Building an HR Strategy.Identify gaps between the organizations business objectives and HRs current capabilities using the Gap Analysis Matrix and Investment Guidance Tool.Build a clear summary of your HR strategy with the customizable“H
51、R Strategy on a Page”Template.Execute and drive change Understand how to move beyond the three-pillar operating model,with The HR Operating Model of the Future.Identify and communicate your HR strategy to key stakeholders with the Stakeholder Communication Planning Template.Design a dashboard to sup
52、port decision making by reviewing and modeling examples from other clients in the HR Dashboard Library.The decisions HR leaders make today can impact their company brand for the next five years.Its critical to have trusted support.With our insights,actionable tools and advisory,we help HR leaders ad
53、apt their strategies across a variety of mission-critical priorities to set up their organization for success.Diagnostics and benchmarksGuides and toolkits Expert inquiryExpert researchIn-person eventsPeer connectionsCase studies and best practices Live webinars and online learning eventsDocument re
54、viewsGartner for HR Follow Us on LinkedIn Become a Client Playbook for Increasing HRs Strategic Impact11ResearchThe Evolving HRBP Role in the HR Operating Model of the FutureCreate a more efficient and flexible HR function.ResearchThe HR Operating Model of the FutureRethink HRs structure to be more
55、agile.ResearchLeadership Vision for 2022:Chief HR OfficerSet and execute a winning vision for 2022.Virtual BriefingTransform the HR Function to Lead the BusinessSupport HR transformation beyond the structural decisions.Download ResearchDownload ResearchDownload ResearchWatch NowAlready a client?Get
56、access to even more resources in your client portal.Log InExplore these additional complimentary resources and tools for HR leaders:Actionable,objective insightConnect With UsGet actionable,objective insight to deliver on your mission-critical priorities.Our expert guidance and tools enable faster,s
57、marter decisions and stronger performance.Contact us to become a client:U.S.:1 855 811 7593 International:+44(0)3330 607 044Become a ClientLearn more about Gartner for HR connected to the latest insightsAttend a Gartner conference View Conference 2022 Gartner,Inc.and/or its affiliates.All rights res
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