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Over 20 years of HR subject-matter expertise

Leah Johnson is a Principal Executive Advisor with CEB now Gartner, where she leads the Executive Education function for HR leaders and is currently the co-leader for our digitalization research series. Ms. Johnson has worked exclusively on HR industry research (Leadership, Engagement, Performance Management, HR Business Partners, Succession Management, Diversity, Millennials, Change, HIPO, Culture and more).

Ms. Johnson has led over 800 national and international meetings for HR executives and hosted more than 1000 webinars. She is also a keynote speaker at many industry conferences and for CEB now Gartner’s ReimagineHR annual conference.

The Future of HRResults from CEB, now Gartner’s 2018 Annual CHRO survey

Leah Johnson

Principal Executive Advisor

CEB_HR

Connect with Leah on

https://twitter.com/CEB_HR

https://www.linkedin.com/in/leahhaunzjohnson/

4© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185

Future of HR Survey: Key Statistics

100+ participating heads of HR

150+ data points collected per head of HR

20+ countries represented

All major industries represented

Major Areas of Investigation

■ Key talent trends and HR priorities for 2018

■ HR’s role in digital transformation

■ Board and CEO expectations around talent

■ Cross-functional partnerships and initiatives

CEB, now Gartner’s 2018 Future of HR Survey

We surveyed heads of HR from organizations around the world to assess their priorities and expected

challenges in 2018.

ABOUT THE SURVEY

Source: CEB analysis. Source: CEB analysis.


CHROs ARE FOCUSED ON A RANGE OF PRIORITIES

CHROs: Which Initiatives Are the Most Important for You to Implement in 2018?

Top 10 Priorities for 2018

Percentage of

CHROs Prioritizing

1. Digitalize HR 43%

2. Replace Episodic with Continuous Performance Management 37%

3. Create a People Analytics Team to Provide Business Consulting 33%

4. Reinvent L&D to Provide On-Demand, Collaborative Learning Experiences 32%

5. Take a Holistic Approach to Enhancing the Employee Experience 30%

6. Advance D&I Efforts to Better Leverage the Benefits of Workforce Diversity 28%

7. Redesign Organizational Structures to Support Collaborative Work 26%

8. Create a Compelling Candidate Experience 16%

9. Enable Talent Mobility 12%

10. Customize HR-Employee Interactions 9%

n = 107.Source: CEB 2018 Future of HR Agenda Poll.


HOW CHROs’ AND CEOs’ PRIORITIES ALIGN

Top 5 Priority Initiatives Reported by CHROs

1. Digitalize HR

2. Replace Episodic with Continuous

Performance Management

3. Create a People Analytics Team to Provide

Business Consulting

4. Reinvent L&D to Provide On-Demand,

Collaborative Learning Experiences

5. Take a Holistic Approach to Enhancing the

Employee Experience

Top 5 CEO Talent Priorities As Reported by CHROsa

1. Advance D&I Efforts to Better Leverage the

Benefits of Workforce Diversity

2. Digitalize HR

3. Replace Episodic with Continuous

Performance Management

4. Redesign Organizational Structures to Support

Collaborative Work

5. Take a Holistic Approach to Enhancing the

Employee Experience

Source: CEB analysis.

a See percentage of CEOs prioritizing each in the appendix.

3 of your 5 Priorities are Aligned with the CEO’s Talent Priorities

Calibrate Alignment of these 2 Priorities with the CEO


EVALUATE YOUR PRIORITIES FOR 2018 SUCCESS

1. HR Digitalization

Improve HR operations, employee

experience, and productivity.

2. Continuous Performance

Management

Replace episodic with continuous

performance management.

4. D&I

Advance D&I efforts

to better leverage the benefits of

workforce diversity.

3. Enhance Employee

Experience

Create a holistic (i.e. end to end)

approach to enhancing the employee

experience.

5. Organizational Redesign

Redesign organizational structures to

support collaborative work.

Stay On Track in These 3 Aligned Priorities with the CEO

Calibrate Alignment of These 2 Priorities with the CEO

POLLING QUESTION

A. HR Digitalization

B. Continuous Performance Management

C. Employee Experience

D. Diversity & Inclusion

E. Organizational Redesign

How to participate

1) If you are in full screen mode – click Esc

2) The poll question is on the “Vote” tab

3) Please click the box to make your selection

4) Upon voting you will see the results

Q. Which initiative is most important for you to implement in 2018?

(please choose 1 answer)

A. HR Digitalization 28%

B. Continuous Performance Management 26%

C. Employee Experience 24%

D. Diversity & Inclusion 8%

E. Organizational Redesign 11%

Which initiative is most important for you to implement in 2018?

s.brault

Sticky Note

Unmarked set by s.brault


PRIORITY 1: HR DIGITALIZATION


Management



4. D&I

Advance D&I efforts



3. Enhance Employee

Experience



experience.










CHROs ARE FOCUSED ON DIGITALIZATION

Digital Transformation: The use of digital technologies and capabilities to improve processes, engage talent across the

organization, and drive new and value-generating business models.

94%of CHROs are

digitalizing HR

within 1–3 years

Priority Challenge Solution

0% 40% 80%

77%

60%

53%

HR Operations

Employee Experience

Employee Productivity

CHROs Use Digital Technology to Improve a Range of OutcomesPercentage of CHROs by Target Outcome of Their Digital Initiatives

5The average

number of digital

initiatives CHROs

are pursuing



Most CHROs Are Not Prepared to Manage Digital TransformationCHROs Reported Preparedness in Managing

Digital Transformation

Most CHROs Rate Their Organizations at Below Average Level of Digital AdvancementCHROs Reported Organization Level

of Digital Advancement

CHROs UNPREPARED

61%

of CHROs Are

Unprepared

73%

of CHROs Rate

Their Organization

Below Average





1. Poor Existing

IT Infrastructure

2. Insufficient

Funding

3. Competing

Organizational Priorities

RESOURCE CONSTRAINTS IMPEDE EFFORTS

Top Barriers to Digital Transformation

42% of CHROs agree

Capabilities

40% of CHROs agree

Money


36%of CHROs agree

Time

n = 101 (Percentage is based on total number of CHROs who are pursuing digital initiatives).Source: CEB 2018 Future of HR Agenda Poll.


ADDRESSING RESOURCE CONSTRAINTS IS PIVOTAL

Digitally Advanced Companies Are Less Likely to Cite Resource BarriersCited Barriers to Digital Transformation by Level of Digital Advancement

0%

30%

60%

0%

30%

60%

14%

57%

21%

47%

30%

40%

Insufficient Funding Competing Organizational

Priorities

Poor IT Infrastructure

Digitally Advanced

Digitally Less Advanced



Note: Level of digital advancement was determined by CHRO self-rating on a scale of 1-10. Less digitally advanced companies are between 1-4

and more digitally advanced are between 5-10.


GETTING SUPPORT FOR HR DIGITALIZATION

Two Solutions To Support Your Initiatives At An Enterprise-level


Solution 1:

Prioritize Value Creation for Your

Business and Customers

Solution 2:

Build Your Business Case with

Small Wins

Create a strategy the not only focuses on

business optimization but also creates value for

the business and its customers.

Accumulate early successes by piloting small

scale versions of your digital initiatives

within HR first.



SOLUTION 1: PRIORITIZE VALUE CREATION

Key Goals to Creating Value for Your Business and Customers


Key Steps:

1. Collaborate with leaders in the Marketing and Sales functions to better understand the customer journey.

2. Map out how HR services connect to the end-customer’s biggest pain points and opportunities.

3. Implement digital initiatives that will best position talent to serve end customers.


Customize Products and Services

to Customers’ Preferences

Deepen Relationships

with Customers to Build Loyalty


SOLUTION 2: BUILD YOUR BUSINESS CASE WITH

SMALL WINS

Kick Off with Smaller Initiatives to Gain the Support You Need for Transformation


Demonstrate the initiative’s:

1. Scalability—The initiative can be practically applied throughout a larger workforce and across disparate functions.

2. Cost-Efficiency—The initiative creates enough value to justify financial investment and optimally leverages company

resources.

3. Effectiveness—The initiative contributes to the delivery of a business outcome (e.g. increasing employee productivity).


1. Pilot A Smaller-

Scale Version Of Digital

Initiatives Within HR

2. Build on Small

Wins to Attract Internal

Sponsors/Support

3. Scale Digital

Initiatives Across the

Enterprise


PRIORITY 2: CONTINUOUS PERFORMANCE

MANAGEMENT





Management



4. D&I

Advance D&I efforts



3. Enhance Employee

Experience



experience.







CONTINUOUS PERFORMANCE MANAGEMENT A

PRIORITY


n = 379.Source: CEB 2016 HR Agenda Poll.



Continuous Performance Management Is the Second Highest Priority for CHROs in 2018Top 5 Topics Reported by CHROs

Current Performance Management Is Failing

1. Digitalizing HR

2. Continuous Performance Management

3. People Analytics

4. L&D

5. Employee Experience

4%of HR leaders believe their organization

accurately assesses performance.

12% Impact on Employee Performance

Increasing the frequency of informal performance conversations

allows managers to provide more timely feedback to employees and to adjust

expectations with employees based on organizational changes or past

performance.

Provide Ongoing, Not Episodic, Performance Feedback


MANAGER OBSTACLES ARE IMPEDING PROGRESS

Performance Management Processes Halt at the Manager LevelTop Manager Obstacles Cited by CHROs


“Management complains that there

are so many other things to do that

performance management slips

through the cracks.”

“Our managers fear that giving

corrective feedback more frequently

will do more harm than good.”

“Enabling our managers to

develop skill in ongoing growth-

focused coaching as a way to

drive exceptional performance.”

Lack the skills to perform more

hands-on management

Lack the time to have more

frequent reviews

Manager

Are not willing to have tough

conversations


SIMPLIFY CONTINUOUS PERFORMANCE

MANAGEMENT FOR MANAGERS

Key Solutions to Making Continuous Performance Management Easier for Managers and Their Employees



Solution 1:

Provide Training to Managers and

Employees

Solution 2:

Prioritize Conversation Quality

Solution 3:

Foster a Feedback Ecosystem

Measure the effectiveness of

managers by the outcome and quality,

not the quantity, of their performance

conversations.

Foster an ecosystem

of feedback and coaching by

supplementing performance

management with input from

sources beyond the manager.

Provide managers and employees with

the same training to improve their

ability to conduct quality performance

conversations.


SOLUTION 1: PROVIDE TRAINING TO MANAGERS AND

EMPLOYEES

The Leader-Coach and Team Member Complete the Same Training


Source: eBay; CEB analysis.

Leader-Coach

Team Member

Review

Information

Review

Information

Preliminary

4QS

Talent

ReviewFinal

Matrix

Read Self-

Evaluation

Preliminary

Matrix

Final

4QS

Comp

Decisions

Meeting

Preparation

Preparing for the

Evaluations

Completing the

Preliminary Evaluation

Finalizing the

Evaluation

Putting It All

TogetherMeet Meet

1 10

1 5

2 3 4 5 6 7 8 9

2 3 4

Write Self-

Evaluation



SOLUTION 2: PRIORITIZE CONVERSATION

QUALITY OVER FREQUENCY

Drive Accountability Through Qualitative Feedback, Not Compliance

Cargill’s Approach

Drive Manager Accountability

Through Employee Outcome Measures

Real-Time Performance

Feedback

Qualitative Feedback on

Performance Behaviors

Manager Employee

Traditional Approach


Through Activity Metrics

Manager MBOs

■ Monthly feedback

conversations

■ Number of direct reports

with updated

performance and

development plans

Source: Cargill Incorporated; CEB analysis.


Real-Time Performance

Feedback

Qualitative Feedback on

Performance Behaviors

Manager Employee

Traditional Approach


Through Activity Metrics

Manager MBOs

■ Monthly feedback

conversations

■ Number of direct reports

with updated

performance and

development plans

Source: Cargill Incorporated; CEB analysis.


SOLUTION 2: PRIORITIZE CONVERSATION

QUALITY OVER FREQUENCY (CONT.)

Drive Accountability Through Qualitative Feedback, Not Compliance

Cargill’s Approach


Through Employee Outcome Measures

Approaches for Building Manager Accountability for Employee Value

■ Measurement:

– Engagement survey results reported at the manager and business levels, which

can serve as an indicator for manager effectiveness and quality of performance

discussions

– Direct employee feedback

■ Skip-Level Reinforcement: Business leaders holding their people managers accountable for practicing

everyday performance management

■ Recognition: Acknowledgment of high-performing managers and sharing of best practices

through production of videos and stories


Guidelines for Identifying the Right Peers to Review an Employee’s Performance

1. Use the box below to familiarize managers with possible sources of 360-degree feedback.

2. Share the checklist with managers to help them to identify peers who will provide the most helpful feedback on the

actual work done by an employee.


1. Possible Sources of Peers in Your Employees’ Networks

Enablers: Peers who have

the same roles/skills as the

employee and work on the

same projects as the

employee

Coaches: Peers who have

similar roles/skills as the

employee but work on

different projects

Collaborators: Peers

who make different

contributions to the same

projects the employee is

working on

Mentors: Peers

who have different

roles/skills than the

employee and work on

different projects

Possible

Sources of

360-Degree

Feedback


SOLUTION 3: FOSTER A FEEDBACK ECOSYSTEM

Tactic: Leverage More Sources Of Feedback To Help Managers


Guidelines for Identifying the Right Peers to Review an Employee’s Performance

1. Use the box below to familiarize managers with possible sources of 360-degree feedback.

2. Share the checklist with managers to help them to identify peers who will provide the most helpful feedback on the

actual work done by an employee.


2. Checklist for Managers to Identify Appropriate Peers to Evaluate Performance

If you answered “yes” to at least one of the above questions, consider this peer as a possible source of

performance feedback.

Managers must identify peers based on knowledge of employee’s work rather than employee’s formal

relationships. They should do so by considering the following questions:

1. Does the peer have regular work-related interactions with this employee?

2. Did the peer work with this employee on a shared project or toward a common goal?

3. Does the peer have a high degree of understanding of this employee’s work, skills,

and knowledge?

4. Does the peer have knowledge of the impact of this employee’s work?

5. Has the peer worked with this employee for a sufficient length of time?

NoYes


SOLUTION 3: FOSTER A FEEDBACK ECOSYSTEM (CONT.)

Tactic: Leverage More Sources Of Feedback To Help Managers


PRIORITY 3: EMPLOYEE EXPERIENCE





Management



3. Enhance Employee

Experience



experience.

4. D&I

Advance D&I efforts









Employee Experience: Employees’ perceptions and related feelings caused by the one-off and cumulative effect of interactions

with their employer’s customers, leaders, teams, processes, policies, tools and work environment.

60% of CHROs are

implementing digital initiatives

to enhance the employee

experience within the next 1–

3 years.

“How can we get very

independent, siloed departments in the

organization to take an enterprise-

wide approach to the employee

experience?”



ENHANCE THE EMPLOYEE EXPERIENCE HOLISTICALLY


ENHANCE THE EMPLOYEE EXPERIENCE

HOLISTICALLY (CONT.)

Top Five Digital Employee Experience Initiatives for CHROs Within 1–3 Years

0% 30% 60%

54%

54%

41%

36%

30%

Implementing “Micro-Learning

Platforms,” to Provide Employees with Just-In-

Time, Content Chunks

Using Collaboration Technology to Facilitate

Teamwork and Knowledge-Sharing

Continuously Tracking Employee Sentiment to

Quickly Identify and Respond to Changes in

Engagement

Using Gamification to Help

Employees Learn and Retain New

Competencies More Effectively

Engaging Employees in

Organizational Decision-Making

Through Digital Feedback Systems


n = 61 (Percentage is based on total number of CHROs pursuing digital initiatives for enhancing the employee experience).Source: CEB 2018 Future of HR Agenda Poll.


DIFFICULT TO IDENTIFY “MOMENTS THAT MATTER”

A multitude of different interactions, processes, and people across the enterprise shape the employee experience. This

complexity makes it difficult to identify the “moments that matter” and opportunities to intervene.

Main CHRO Pain Points in Creating an Holistic Approach to Enhancing the Employee Experience

“How do you implement change

when your current systems and

processes are so fragmented?”

“How do you reconcile

multiple approaches and

practices from legacy

companies?”



Fragmentation Inconsistency


SYSTEMATICALLY ASSESS AND SHAPE THE

EMPLOYEE EXPERIENCE

Step 1:

Conduct Focus Groups with

Employees Across the

Enterprise

Step 2:

Share with Other

Business Leaders

Step 3:

Implement and Iterate on

Interventions

Sample Discussion Questions:

■ What are the most common

employee experience pain

points?

■ What are the most important

factors that compose their

employee experience?

■ What do employees want most out

of their work experience?


■ What are consistent or

inconsistent themes?

■ To what extent are findings

generalizable across functions?

■ What are the unified employee

experience principles that can be

applied across the enterprise?


■ Who are the key change agents who

can most effectively

implement these new principles?

■ How can managers best

intervene and solicit feedback at these

“moments that matter”

■ What iterative design principles can

HR adopt to improve upon the

employee experience?




PRIORITY 4: DIVERSITY AND INCLUSION

4. D&I

Advance D&I efforts







Management



3. Enhance Employee

Experience



experience.







13%of CHROs report it will be

important within 3–5 years.

CHROs Report D&I DisinvestmentImportance of D&I Initiatives in 2018 and Beyond

Few CHROs Believe Workforce Diversity Is Important to Business OutcomesPercentage of CHROs Who Agree that Significantly Changing Diversity of the Workforce Will Drive

Business Growth Over the Next Three Years

D&I NOT CURRENTLY IN THE CHRO TOP 5

28%of CHROs report that “creating an

inclusive workplace to better leverage

workforce diversity” is important to

them now.

Only 27%

of CHROs believe

that significantly changing

workforce diversity is

important to business

outcomes.

n = 153 CHROs.Source: CEB 2018 CEO 20 Future of Work Survey


Today Tomorrow

Versus



0.00

1.50

3.00

2.002.10 2.05

3.00

n = 4,397 leaders; 2,758 teams.Source: CEB 2016 Leadership Validation Survey.

Note: Inclusion is calculated as an average of individual ratings on questions about a team’s inclusion climate (see appendix). Per formance is calculated as an average of leaders’

perceptions of their teams’ performance on a scale of 1–5. To see how educational diversity is affected by inclusion, please refer to the appendix.

INCLUSION UNLOCKS DIVERSITY BENEFITS

Inclusion Improves Performance on Diverse TeamsOverall Team Performance, as Rated by Team Leaders (Scale of 1–5)

Low Gender Diversity High Gender Diversity

Low Team Inclusion

High Team Inclusion

Team Gender Diversity

Team

Perf

orm

an

ce



n = 6,686 employees.Source: CEB 2016 Workforce Change Survey.

n = 5,891 employees.Source: CEB 2016 Workforce Change Survey.

n = 58.Source: CEB 2018 D&I Priorities Survey.

Few Managers Foster an Inclusive Environment in the WorkplacePercentage of Employees Who Agree Their

Manager Fosters an Inclusive Environment

The Workforce Isn’t Held Accountable for Inclusion Contributions

Perception of Inclusion Much Higher at the Top of the OrganizationPercentage of Employees Who Agree Their Manager

Fosters an Inclusive Environment, by Career Level

EMPLOYEES PERCEIVE A LACK OF INCLUSION

0%

30%

60%

53%

38%36%

40%

Agree

Only 26%

of Organizations Include

D&I Objectives in Their

Workforce’s Individual

Performance ReviewsSenior

LeadersMid-Level

Managers

Frontline

Employees



REASSESS INVESTMENTS AND STRATEGIES TO

FOSTER INCLUSION

Assess progress in cultivating inclusion

and whether investments in training are

paying off

Tips for Assessment

■ Assess inclusion across the employee

journey and identify major problem

areas.

■ Add inclusion measures to employee

engagement or other employee

surveys.

■ Measure and compare levels inclusion

between groups that have and have

not received training.

■ Visit CEB, now Gartner’s Ignition

Diagnostic for Diversity &

Inclusion.

Speak to CEO to align on progress

made and objectives for 2018

Tips for CEO Alignment

■ Reconcile your D&I priorities with

those of the CEO and find common

ground to prioritize.

■ Understand D&I urgency drivers

from the perspective of the CEO in

an age of increasing transparency.

■ Visit CEB, now Gartner’s

presentation on how Merck & Co.

worked with their CEO to support

D&I priorities.

Solution 1: Train

Leaders to Create

Inclusive Team

Environments

Develop the leadership

behaviors that best foster

an inclusive and safe

team climate.

Solution 2: Design

Processes That Foster

Inclusive Behaviors

Design work processes

that guide leaders to act

inclusively.

Step 1:

Assess Current State

Step 2:

Align with CEO

Step 3:

Execute New Solutions



Implementation Guide: Visit CEB, now Gartner’s Ignition Guide on Inclusive Workforce Planning to ensure

your D&I strategy fosters inclusion.


n = 4,397 leaders; 2,758 teams. Source: CEB 2016 Leadership Validation Survey.

Note: Behaviors were identified through multi-level modeling, while controlling for

organizational characteristics. The above behaviors were determined as predictors of

inclusion variance.

n = 2,758 teams. Source: CEB 2016 Leadership Validation Survey.

Companies Have the Opportunity to Strengthen

Inclusivity Through Productive Conflict

But Few Managers Resolve Conflicts Productively

Percentage of Teams Reporting That Their Leader

Demonstrates Productive Conflict

SOLUTION 1: TRAIN LEADERS TO BUILD INCLUSIVITY

Train Leaders to Create Inclusive Team Environments

Productive Conflict

■ Effectively resolves conflicts about team roles and

responsibilities

■ Leverages conflict to enhance team performance

■ Ensures that task conflicts are resolved in ways that

leave all team members feeling respected and heard

52%

High Productive

Conflict



SOLUTION 2: DESIGN PROCESSES THAT FOSTER

INCLUSIVE BEHAVIORS

Tactic: Implement An Open Decision-making Process To Reinforce Inclusion

Leaders are accountable for making open decisions, even when it is hard, because:

■ Employees demand it—Everyone at Red Hat is onboarded with the Open Decision Framework. All employees are accountable for

knowing Red Hat’s strategy and listening and engaging with their peers and leaders about it.

■ Peers demand it—Other leaders expect explanations of how decisions are made. Leaders must defend and explain their choices to

their peers.

“Red Hat strives for change

management to happen during the

decision process, not during

execution.”

Jim Whitehurst

Red Hat CEO

Slower decision making leads to more

effective and faster results because:

■ All levels of employees are involved,

■ Responsibilities are clearer, and

■ Reasons for the project are understood and

accepted, if not always liked.


Open Decision Making

Inviting diverse

perspectives and ideas

Managing expectations

Explaining requirements,

constraints, and trade-offs

Engaging potential

detractors (early and often)

Staying engaged with those who

reject solutions

Remaining open to new

information and ideas

Working together to get stuff

done

Giving everyone a vote

Trying to please everyone

Ignoring requirements and

constraints

Avoiding uncomfortable

conversations

Having endless debates

Failing to execute

Achieving consensus

Source: CEB analysis; Rebecca Fernandez, “Open Decision Framework,” Red Hat, accessed

May 2016, http:/ /redhat.slides.com/rfernand/deck-1-3-3-4-6#/; Jim Whitehurst, The

Open Organization: Igniting Passion and Performance (Boston: Harvard Business Review

Press, 2015).


PRIORITY 5: ORGANIZATIONAL REDESIGN





Management








4. D&I

Advance D&I efforts



3. Enhance Employee

Experience



experience.



CHROS LESS CONCERNED ABOUT ORGANIZATIONAL

REDESIGNFew CHROs are Pursuing Technology to Redesign their Organizations Within 1–3 YearsPercentage of CHROs Who Intend to “Drive

Innovation via Collaboration Across Internal

Boundaries”

Few CHROs Are Redesigning Organizations to Foster CollaborationPercentage of CHROs Who Intend to “Redesign

Organizational Structures to Support

Team-Based Work”

Percentage of CHROs Who Intend to “Drive

Innovation via Collaboration Across External

Boundaries”

Only 26%

of Chros Intend

to Redesign

Organizational

Structures in 2018

18%

of CHROs

14%

of CHROs


n = 101 (Percentage is based on total number of CHROs who

are pursuing digital initiatives).

Source: CEB 2018 Future of HR Agenda Poll.


STRUCTURES DON’T ALIGN WITH HOW WORK GETS

DONE

Employees Have to Work Around Existing Tools and Processes to Get Their Work DonePercentage of Employees Agreeing

n = 10,531.Source: CEB 2014 Enterprise Contribution Workforce Survey.

17%

Disagree

31%

Neutral

52%

Agree

Aspects of Today’s Work Environment That

Make Work Difficult:

■ Fast Pace—The environment changes quickly.

■ Unpredictable—Predicting who should do what in

advance is difficult.

■ Overload—There is too much work, too many

people, and too many relationships.

Pitfalls of Current Organizational Structures

Management tools and rules add bureaucracy, slowing down work.

Structural changes, although often necessary, occur too infrequently to keep up with change because they are so resource-

intensive and disruptive.




REASSESS ORGANIZATIONAL DESIGN STRATEGY

Step 1: Assess Current State

Action: Assess current organizational structure’s

impact on employee journey, and identify any pain

points

Focus: Hone in on moments of the employee journey

where organizational structures impede employee work

Step 2: Align with the CEO

Action: Discuss with the CEO to align on organizational

design strategy and objectives for 2018

Focus: Reconcile organizational design priorities with

those of the CEO and find common ground to prioritize

Step 3: Pilot Experimental Designs

Action: Pilot different organizational structures

designed around employee work

Focus: Consider the most relevant stakeholders and

colleagues employees need to collaborate with most to

accomplish work.

Step 4: Refine and Iterate on Designs

Action: Assess the effect of new

structures against initiatives or employee work that

require cross-functional collaboration, agile work

practices, and innovation to determine the best design

for your organization.

Focus: Draw feedback from managers and employees

alike to assess impact on workforce productivity.


Implementation Guide: Visit CEB, now Gartner’s Organizational Design Topic Center to assess your current organizational

design and learn how to better develop a new one.



HR Digitalization

1. CHROs Are Focused on Digitalizing HR.

2. But CHROs Aren’t Prepared to Transform Their

Organizations.

3. Resource Constraints Are Impeding Digitalization Efforts.

4. Build a Business Case That Will Gain the Support Your Digital

Initiatives Need to Succeed.

Continuous Performance Management

1. CHROs Are Replacing Episodic with Continuous

Performance Management.

2. However, Manager Obstacles Are Impeding Progress.

3. Make the Continuous Performance Management Process

Easier for Managers and Employees.

Employee Experience

1. CHROs Want to Take a Holistic Approach to Improving the

Employee Experience.

2. It Is Difficult to Identify the “Moments That Matter” Across the

Employee Lifecycle.

3. Systematically Assess the Employee Experience to Develop a

Holistic Intervention.

4. Test and Iterate on New Employee Experience Interventions.

Diversity & Inclusion

1. CHROs Are Not Prioritizing Workplace Inclusion.

2. Yet, Inclusion Unlocks Diversity Benefits.

3. Employees Don’t Feel That Companies Are Fully Realizing the

Benefits of Inclusion.

4. Reassess D&I Investments and Strategies with the CEO to

Foster Inclusion.

Organizational Redesign

1. CHROs Are Not Prioritizing Organizational Redesign.

2. Current Structures Are Growing Increasingly Out Of Sync

With How Work Needs To Be Done.

3. Reassess Organizational Design Strategy To Improve

Employee Productivity.



Stay on Track in These 3 Aligned Priorities with the CEO

KEY TAKEAWAYS


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https://www.cebglobal.com/talent-management/talent-neuron/resources/roadmap-to-discover-digital-talent.html


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ReimagineHR 28 - 30 October | Orlando, FL

The Next Frontier: HR’s Role in Leading Digitalization

More than 80% of CEOs are focused on driving the digital transformation of their

business. They are increasingly turning to their HR leaders to make this

transformation. Historically HR was asked to attract, develop, and retain the talent

that is required to achieve this goal. Now, their remit has expanded. HR is now

tasked with leading their organization through this transformation by fundamentally

rethinking their approach to the workforce, work, and the way their organization

needs to operate to drive organization success:

HR Digitalization

Continuous Performance Management

Holistic Approaches to Improving the Employee Experience

Fostering Diversity & Inclusion in the workplace

Organizational Design Strategy to Improve Employee Productivity

Save $375 with code: CHRUSWEB

Find out more about ReimagineHR.

5 - 6 September | London, UK

https://www.gartner.com/events/na/identity-access-management

https://www.gartner.com/events/

https://www.gartner.com/events/calendar/hr.jsp

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Appendix


SURVEY DEMOGRAPHICS

Survey Participants by Industry Survey Participants by Region

Survey Participants by Organization SizeTotal Revenue

Industry Percentage

Financial Services 25%

Other (Please Specify): 11%

Insurance 8%

Government 7%

Manufacturing 7%

Oil and Gas/Mining 6%

Technology 6%

Healthcare 5%

Retail 4%

Transportation 4%

Consumer Goods 3%

Professional Services 3%

Distribution, Delivery and Storage 2%

Leisure/Hospitality 2%

NGO and Non-Profit 2%

Pharmaceuticals 2%

Aerospace and Defense 1%

Construction 1%

Media and Entertainment 1%

Telecommunications 1%

Revenue Percentage

Below $1 billion 25%

$1 to $3 billion 30%





Greater than $50 billion 7%

Market Region Respondent Percentage

NA 64.5

EMEA 23.4

ANZ 6.5

ASIA 5.6





SURVEY DEMOGRAPHICS

Survey Participants by Current and Anticipated Contingent Workforce

Survey Participants by Employees Served

Contingent Workforce Now Future

10% or less 56% 49%

11–20% 23% 29%

21–30% 7% 7%

31–40% 5% 4%

41–50% 1% 3%

More than 50% 8% 8%

Employees Percent

0–1,000 14%

1,001–4,999 30%

5,000–9,999 15%

10,000–19,999 20%

20,000–29,999 7%

30,000+ 15%



improve your experience - ordre | crha€¦ · n = 101 (percentage is based on total number of...

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