（2020年1月8日，/HRoot.com/）2020年，人力資源領(lǐng)導(dǎo)者將專注于采取具體行動(dòng)，使人力資本管理更好地與企業(yè)的總體目標(biāo)增長(zhǎng)保持一致。
根據(jù)信息技術(shù)研究與顧問(wèn)咨詢公司高德納（Gartner）的分析，只有9％的首席人力資源官相信他們的組織已為未來(lái)做好準(zhǔn)備，因此人力資源行業(yè)將在新的一年中優(yōu)先考慮以下五種轉(zhuǎn)型策略。包括：
高德納人力資源咨詢顧問(wèn)副總裁Leah Johnson表示：“2020年人力資源領(lǐng)導(dǎo)人的優(yōu)先事項(xiàng)反映了各組織為了在當(dāng)今不確定的條件下成功運(yùn)作而需要解決的關(guān)鍵需求?！?/p>
人力資源領(lǐng)導(dǎo)者將如何在2020年應(yīng)對(duì)變革？
1.確保員工具備未來(lái)所需的技能
據(jù)高德納的一項(xiàng)研究顯示，近一半（46％）的人力資源領(lǐng)導(dǎo)者表示，他們的員工缺少現(xiàn)在和未來(lái)幾年推動(dòng)業(yè)務(wù)績(jī)效增長(zhǎng)所需的關(guān)鍵技能。據(jù)稱，公司正在努力提高員工熟練掌握自動(dòng)化和數(shù)字化技術(shù)的技能。
高德納分析師建議：“為確保員工具備所需的技能，人力資源主管應(yīng)與業(yè)務(wù)主管合作，以了解并保持新興、現(xiàn)有和傳統(tǒng)技能的適當(dāng)平衡。”
“人力資源部門還需要與業(yè)務(wù)管理人員合作，以向員工展示他們?nèi)绾瓮ㄟ^(guò)發(fā)展需求技能來(lái)實(shí)現(xiàn)個(gè)人成長(zhǎng)，并將員工與現(xiàn)有職務(wù)以外的技能培養(yǎng)機(jī)會(huì)聯(lián)系起來(lái)。”
2.不斷增長(zhǎng)的需求使領(lǐng)導(dǎo)者獲得成功
高德納表示，盡管近年來(lái)領(lǐng)導(dǎo)者的責(zé)任和期望“迅速增長(zhǎng)”，但據(jù)報(bào)道，許多領(lǐng)導(dǎo)者“裝備不足，無(wú)法擔(dān)當(dāng)起角色的需求”。
據(jù)調(diào)查，45％的人力資源主管面臨著發(fā)展中層管理人員的挑戰(zhàn)。另一方面，超過(guò)三分之一的公司缺乏有效的高級(jí)領(lǐng)導(dǎo)。因此，需要改進(jìn)的領(lǐng)域之一就是領(lǐng)導(dǎo)力發(fā)展。
高德納分析師建議：“為了培養(yǎng)強(qiáng)大的領(lǐng)導(dǎo)者，人力資源部門應(yīng)該采用一種‘互補(bǔ)型領(lǐng)導(dǎo)’模型，該模型可以使領(lǐng)導(dǎo)者與伙伴一起共同承擔(dān)基于互補(bǔ)性技能集的責(zé)任。這些領(lǐng)導(dǎo)者的伙伴關(guān)系使每位領(lǐng)導(dǎo)者都能專注于核心技能，發(fā)展所需技能并在關(guān)鍵領(lǐng)域發(fā)揮領(lǐng)導(dǎo)作用?！?/p>
據(jù)高德納的數(shù)據(jù)顯示，遵循“互補(bǔ)型領(lǐng)導(dǎo)”策略的領(lǐng)導(dǎo)者團(tuán)隊(duì)績(jī)效增長(zhǎng)了60％。
3.通過(guò)組織設(shè)計(jì)和變革管理使工作更輕松
根據(jù)高德納的研究，平均而言，有57%的員工在日常工作中遇到“重大障礙”，而這些障礙通常是由于員工沒(méi)有充分準(zhǔn)備而造成的。
2019年，員工平均經(jīng)歷了12次組織變革，從重組和執(zhí)行領(lǐng)導(dǎo)過(guò)渡到較小但仍具有影響力的變革，例如分配新經(jīng)理、團(tuán)隊(duì)或項(xiàng)目。
高德納分析師建議遵循“開(kāi)源變革方法”，在這種方法中，人力資源主管應(yīng)聘請(qǐng)合適的員工作為決策或變革管理過(guò)程的積極參與者。
高德納表示，與“傳統(tǒng)的自上而下的方法進(jìn)行變革”相比，讓員工參與變革過(guò)程可將員工的倦怠幾率降低50％。
4.縮小人才差距以推動(dòng)數(shù)字業(yè)務(wù)轉(zhuǎn)型
在過(guò)去的幾年中，“數(shù)字化轉(zhuǎn)”型已成為人力資源行業(yè)的流行語(yǔ)，但有43%的人力資源負(fù)責(zé)人承認(rèn)其組織缺乏清晰、一致的戰(zhàn)略。35％的受訪者表示需要合適的人才推動(dòng)變革。
面臨這些挑戰(zhàn)，高德納建議人力資源主管率先擁抱變革。變革策略包括：
成為數(shù)字業(yè)務(wù)方面專家：與領(lǐng)導(dǎo)者協(xié)作以實(shí)現(xiàn)數(shù)字化目標(biāo)，并確保它們與組織的戰(zhàn)略保持一致。
利用人才流程：追蹤員工技能，以開(kāi)發(fā)和完善組織的數(shù)字計(jì)劃并防止執(zhí)行盲點(diǎn)。
提供職能支持：激勵(lì)人力資源團(tuán)隊(duì)為數(shù)字業(yè)務(wù)轉(zhuǎn)型做出有意義的貢獻(xiàn)，并積極審查人力資源戰(zhàn)略，與不斷變化的需求和員工及企業(yè)領(lǐng)導(dǎo)者的期望保持一致。
5.通過(guò)員工經(jīng)驗(yàn)投資獲得更高的回報(bào)
企業(yè)一直在尋找提高員工體驗(yàn)的方法。然而，高德納的數(shù)據(jù)顯示，將近一半的員工（46％）仍然表示對(duì)工作失去興趣。
高德納建議：“為了提高員工體驗(yàn)的滿意度，組織不僅需要專注于對(duì)員工體驗(yàn)的投資，還應(yīng)著重塑造員工對(duì)此的態(tài)度。
如果人力資源領(lǐng)導(dǎo)者花時(shí)間向員工傳達(dá)真正的關(guān)懷信息，可能會(huì)使員工感到更滿意并忠于組織。
Top HR transformation strategies for 2020
(Jan.8, 2020, /hrtechnologynews.com/)Forget the buzzwords that cloud your idea of digital transformation.
In 2020, HR leaders will be focusing on concrete action that aligns human capital management better with the overall goal of the business: growth.
With only 9% of CHROs confident their organization is ready for the future, the HR industry is set to prioritize five transformation strategies in the new year, according to analysts from Gartner. These include:
“HR leaders’ priorities for 2020 reflect the critical needs that organizations need to tackle in order to successfully operate in today’s uncertain conditions,” said Leah Johnson, vice president of advisory in the Gartner HR practice.
How will HR leaders embrace change in 2020?
1. Ensure the workforce has the skills needed for the future
Nearly half of HR leaders (46%) report their workforce is missing critical skills needed in driving business performance now and in the years to come, a Gartner study revealed. Companies are purportedly struggling to upskill workers who are well-versed in automation and digitalization.
“To ensure employees have needed skills, HR leaders should partner with business leaders to understand and maintain the proper balance of emerging, existing and legacy skill sets,” analysts recommend.
“HR will also need to work with managers in order to demonstrate to employees how they will grow personally by developing in-demand skills and to connect employees to skill-building opportunities beyond their existing roles.”
2. Equip leaders for success with ever-expanding demands
While the responsibilities and expectations of leaders have “expanded rapidly” in recent years, many are reportedly “ill-equipped to take on their expanded roles,” Gartner says.
HR leaders (45%) face the challenge of developing midlevel managers. On the other hand, more than a third of companies lack effective senior leaders. One area for improvement is thus leadership development.
“To cultivate a strong leadership bench, HR should look to a ‘complementary leadership’ model that partners leaders together to share responsibilities based on complementary skill sets,” analysts recommend. “These leader partnerships allow each leader to specialize in core skills, develop needed skills and lead in critical areas.”
Leaders who follow the complementary leadership strategy reportedly witness a 60% jump in their teams’ performance, data from the firm suggest.
3. Make work easier through organization design and change management
On average, nearly three in five employees (57%) encounter “significant barriers” in their everyday tasks - and these roadblocks are often brought about by disruptions which workers aren’t fully prepared for, according to research from Gartner.
In 2019, employees saw an average of 12 organizational changes - from restructuring and executive leadership transitions to smaller, yet still equally disruptive, shifts such as being assigned to a new manager, team or project.
Analysts recommend following an ‘open source change approach’ in which HR leaders enlist the help of the right employees as active participants in the decision-making or change management process.
Getting employees involved reportedly decreases the chances of burnout among workers by 50%, compared with introducing change through a “traditional top-down approach,” Gartner says.
4. Close the talent gap to drive digital business transformation
Digital transformation has become a buzzword in HR circles in the past few years, yet more than two in five HR leaders (43%) admit their organization lacks a clear and consistent strategy for it. More than a third (35%) are also in need of the right talent to drive change.
Despite these challenges, however, Gartner recommends HR leaders be the first to embrace change. These strategies include:
Becoming experts in digital business: “Collaborate with leaders to address digital goals and ensure they are consistent with the organization’s strategy.”
Leveraging talent processes: “Track employees’ skills to develop and refine the organization’s digital plans and prevent execution blind spots.”
Delivering functional support: “Motivate HR teams to make meaningful contributions to digital business transformation and actively review HR strategies to stay consistent with the changing needs and expectations of employees and business leaders.”
5. Achieve higher returns from investments in employee experience
Businesses are constantly on the lookout for ways to enhance the employee experience. However, almost half of employees (46%) still report feeling unhappy and disengaged at work, data from Gartner shows.
“To increase employee experience satisfaction, organizations need to focus on not just investing in the employee experience but also shaping how employees feel about it,” the firm recommends.
Workers are supposedly more likely to be satisfied and remain loyal to the organization if HR leaders take time to deliver the message of genuine care to their employees.
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