1、 2022 Gartner,Inc.and/or its affiliates.All rights reserved.Gartner is a registered trademark of Gartner,Inc.or its affiliates.This presentation,including all supporting materials,is proprietary to Gartner,Inc.and/or its affiliates and is for the sole internal use of the intended recipients.Because

2、this presentation may contain information that is confidential,proprietary or otherwise legally protected,it may not be further copied,distributed or publicly displayed without the express written permission of Gartner,Inc.or its affiliates.Leadership Vision for 2023Top 3 strategic priorities forRec

3、ruiting LeadersKey Questions AddressedWhat are the major trends affecting recruiting leaders?How should recruiting leaders prepare for the year ahead?What skills and capabilities do recruiting leaders and their teams need to succeed?Leadership Vision for RecruitingLeaders in 2023Amidst economic unce

4、rtainties and cost pressure,and withtalent both scarce and expensive,recruiting leaders mustunderstand how the trends impacting the workforce andbroader organization will shape their priorities in 2023 andbeyond.In this climate,it is critical recruiting leaders take action toincrease the positive im

5、pact that they and their teamshave on the organization.Recruiting leaders can use this research to respond tomajor trends impacting the workforce and improve theirown personal impact and effectiveness.Organizations Face Uncertain and Confusing TimesSource:2022 Gartner CEO and Senior Business Executi

6、ve Survey;2021 Gartner CFO Capital Allocation Survey;Gartner webinar poll:CFOs 2022 Playbook for Enhancing Profitability and Driving Digital Acceleration;Attracting and Retaining Critical Talent While Preparing HR for Disruption(July 2022);2023 Gartner HR Priorities SurveyThe Triple-SqueezeThree Com

7、pounding Pressures that Most Executives Have Likely Never ExperiencedMarginsRising Inflation23%23%of CFOs are specifically increasing employee pay to compensate for consumer price increases.90%90%of CEOs expect a significant rise in inflation within the next 12 months.1Scarce Expensive Talent 50%50%

8、of HR leaders expectincreased talent competition over the next 6 months.46%46%of HR leaders anticipate attrition will remain high for in-demand roles in 2023.2Global Supply Constraints 48%48%of CFOs believe supply-chain volatility and shortages will last beyond 2022.3Workforce Is Increasingly High P

9、riority for CEOsn=410,all respondentsQ:Please tell us about your organizations top five strategic business priorities for the next two years(2022-2023).Source:2022 Gartner CEO and Senior Business Executive SurveyTop 10 CEO Business Priorities,2022 and 2023Percentage of Respondents Including in Their

10、 Top Three Mentions,Coded Responsesqq-8%32%Up From Fifthin 2020qq-5%qq-5%qq-27%43%26%292%77%51%51%34%34%31%31%29%29%20%20%15%15%15%15%9%9%9%9%6%6%0%30%60%GrowthTech-RelatedWorkforceCorporateFinancialProducts&Services Customer EnvironmentCostSalesqq-24%Shifts in Employee Expectations Are Here to Stay

11、New Employee Expectations Impacting Retention and AttractionFlexibilityn=3,500 employeesSource:2021 Gartner Hybrid and Return to Workplace Sentiment Survey52%of employees say flexible work policies will affect the decision to stay at their organizations.Shared Purposen=5,000 employeesSource:2021 Gar

12、tner EVP Employee Survey53%of employees want their organizations to take actions on issues they care about.Person-First Experiencen=5,000 employeesSource:2021 Gartner EVP Employee Survey82%of employees say its important for their organization to see them as a person,not just an employee.Well-Beingn=

13、77 HR leadersSource:2021 Gartner EVP Benchmarking Survey70%of companies have introduced new well-being benefits or increased the amount of existing well-being benefitsThree New Realities of Todays Labor MarketImplications of Rapidly Evolving Labor Market U.S.job demand over 50%higher than prepandemi

14、c levels from July 2021 to June 20224%higher annual attrition for the organization due to hybrid and remote work48%of candidates who recently accepted an offer say they are still open to other offersContinued Surge in DemandNew Normal for AttritionCandidate AgencySource:U.S.Bureau of Labor Statistic

15、sNote:Prepandemic job openings set at February 2020 levels(7 million).Job openings have been over 10.5 million since July 2021.n=1,820 candidates Source:2022 Gartner Candidate SurveyNote:Data taken from candidates who recently accepted an offerSource:Gartner(April 2022)Note:Data derived from U.S.Bur

16、eau of Labor Statistics,2012 to 2021 Gartner Global Labor Market Survey,Gartner Talent Neuron.Recruiting Leaders Must Weigh Many Trade-OffsPotential Trade-Offs Facing HR Leaders in Uncertain TimesSource:GartnerThe first significant trade-off facing recruiting leaders is how to manageand optimize cos

17、t but secure the talent they need for today and tomorrow.This requires recruiting leaders to understand when to flex compensationversus other job offer attributes to be attractive in the market.They mustalso work creatively with leaders to think about different employmentmodels.The second trade-off

18、is around changing candidate expectations forpersonalization with the increasing automation of the recruiting process.Increaseddigitalizationandautomationwillmakeworkflowsandprocesses simpler,faster,and more cost-effective while also providing HRstaff with more time to focus on the activities that a

19、dd business value.Atthe same time,recruiting leaders must address business leadersconcerns and ensure the organizations EVP is clear and designed toattract and retain the right talent particularly people with critical skillswho may desire a more personalized candidate experience.Recruiting Leaders P

20、riorities for 2023RecruitingLeader&Manager EffectivenessOrganizational Design and Change ManagementFuture of WorkHR Technology Strategy and ManagementEmployee ExperienceDiversity,Equity and InclusionStrategy and Management of My FunctionTalent AnalyticsHR cost and budgetTop Business-Suppo

21、rting HR Initiativesn=72 Recruiting LeadersSource:Gartner 2023 HR Priorities SurveyQ:Please select the two key initiatives you need to concentrate on the most in your function to effectively support each of the priorities you ranked most critical to your organization.Recruiting LeadersRecruitingLead

22、er and Manager EffectivenessChangeManagementLeading in a Volatile Labor MarketTalent supply is low in traditional talent pools.Retaining talent in a hybrid and remote environment is more difficult.Candidates are harder to attract and convert.DemandAttritionAgencyBuild an Intelligence-Based Sourcing

23、CapabilityCreate an Equitable Internal Labor MarketBuild Onboarding for Engagement Find accessible,not just available,talent with labor market intelligence.Identify alternate skills,locations and roles that may be able to do the job.Use competitive intelligence to position EVP effectively.Create emo

24、tional proximity by connecting to the organizations mission.Tailor onboarding to the needs of the individual.Target potential in the internal,not just external,labor market first.Expand equitable opportunity in the internal market.Incentivize managers support for mobility.Source:GartnerThe labor mar

25、ket has fundamentally changed over the last couple of years.While some of the shifts are temporary,three shifts have changed how organizations acquire talent.Progressive recruiting leaders are re-designing how they approach key elements of the recruiting process to overcome the changes in talent sup

26、ply,attrition and candidate expectations.Recommended Actions for Recruiting Leaders Leading in a Volatile MarketAdapt hiring strategy using talent intelligence to respond to the changing competitive,sourcing and candidate landscape.Leverage labor market shifts to source talent across functions and l

27、ocations.Create an equitable internal labor market by democratizing awareness through technology,opening universal access to opportunities and incentivizing support for mobility.Increase engagement during onboarding by creating emotional proximity through connecting to the organizations mission and

28、tailoring onboarding to the needs of the individual.Leaders Need a New ApproachSource:GartnerCore Leader ResponsibilityRole Model BehaviorSupport TeamsDeliver ResultsPriorApproachProfessionalEnable workplace boundariesEmployeesAddress work needsEfficientManage standardized workflowsWorkEnvironmentSh

29、iftSocial and Political TurbulenceHigh stress and risk of controversyWork-Life FusionIncreasingly visible personal livesHybrid WorkMore variety in work patterns and normsNewApproachPersonalEnable safe self-expression at workPeopleAddress life needsIndividualizedManage tailored,flexible workflowsThe

30、shifting work environment has changed employee expectations and requires leaders to approach their core responsibilities in new ways by displaying“human-centric leadership”leading with authenticity,empathy and adaptivity.Recruiting leaders should understand the associated behaviors leaders must disp

31、lay to be effective as they work on defining hiring needs and recruit new leaders.Recommended Actions for Recruiting Leaders to Acquire Human-Centric LeadersUnderstand how the concept of human-centric leadership and associated behaviors aligns with your definition of leadership used in the hiring ne

32、eds definition process.Adapt the recruiting process to select leaders that represent human-centric leadership.Increase awareness around the human-centric leadership approach as part of internal mobility efforts.Identify leaders who display human-centric leadership and actively involve them in recrui

33、ting efforts,especially opportunities to brand the organization in in-person,virtual and social media events.Open-Source Change to Lead Through UncertaintySource:GartnerPlan ImplementationLeaders Own Implementation PlanningEmployees Own Implementation PlanningCommunicate and Sustain ChangeOrganizati

34、ons Roll Out Communication Campaigns Employees Talk Openly About ChangeSet the Strategy and Define the VisionLeaders Set the Change StrategyEmployees Co-Create Change DecisionsTop-Down ChangeOpen-Source Change81%of recruiting and HR tech leaders cite that their total spending on recruiting technolog

35、y will increase in the next year.Recruiting leaders should adopt an open-source change strategy by involving recruiters and hiring managers in implementing new technology,operations and processes.When employees are active participants with ownership in an open source-change strategy employees are 1.

36、5x more likely to be willing to change and overall change success is 14x more likely.The risk of change fatigue also drops as much as 29 percentage points.Recommended Actions for Recruiting Leaders to Lead Open-Source ChangeCollaborate across the HR leadership team to craft messages about change wit

37、h the entire workforce,including specific messages to help employees understand the impact of change on their work.Support recruiters through change by helping them understand the direction of change and how it influences their work.Involve recruiters in shaping the changes needed in the recruiting

38、function.Communicate openly about disruptions and changes with candidates.Track how change affects your recruiting goals.Assess how organizational change fits your current branding messaging.The Model of a World-Class Head of RecruitingGartner developed the model of a world-class head of recruiting

39、based on observations from client inquiry discussions and validated by heads of recruiting at the worlds top companies.The model outlines the four objectives of the role,the workstreams the best leaders focus on,and the foundational capabilities required for success.Recruiting leaders who effectivel

40、y meet the four objectives build their influence with executives and turn recruiting into a world-class function that attracts the talent the organization needs.Talent Advisor ModelSource:GartnerEffective talent advisors the highest performing recruiters are critical to any HR functions success.Tale

41、nt advisors are decision influencers,not order takers.They earn the right to influence staffing decisions because of their acute knowledge of the organization and deep expertise in external markets.Todays successful recruiters will not only influence hiring managers,but also coach candidates career

42、decisions.Actionable,objective insightPosition your organization for success.Explore these additional complimentary resources and tools for HR leaders:Already a client?Get access to even more resources in your client portal.Log InResearchTop 5 Priorities forHR Leaders in 2023Learn about actionable a

43、ndobjective insights to tackle yourtop HR challenges.ResearchBuild a Better Strategic Plan for Your FunctionTurn your strategy into actionwith our tools and templates.Resource HubFuture ofWork ReinventedReinvent where,when andhow we work to maximizeemployees engagementand productivity.Learn MoreJour

44、nalHR Leaders Monthly MagazineStay up to date on the latesttrends impacting your HR functionand best practices from the worldstop organizationsDownload ResearchDownload ReportDownload TemplateConnect With UsGet actionable,objective insight to deliver on your mission-critical priorities.Our expert gu

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