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1、HR Toolkit:Tackling 2023 Future of Work TrendsActionable guidance for CHROs and their leadership teams2 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608COVID-19 continues to have a lasting impact on the future of work.Organizations face historic challenges with a competitive

2、 talent landscape,an exhausted workforce and pressure to control costs and will need to tackle the following nine trends in 2023,as they set strategic workforce and talent goals.This toolkit provides insights and actions for HR leaders as they assess how the future of work will impact their organiza

3、tion in the immediate and long-term future.9 Future of Work Trends in 2023Hybrid flexibility reaches the front linesOrganizations push DEI forward amid growing pushbacksGetting personal with employee support creates new data risks Algorithmic bias concerns lead to more transparency in recruiting tec

4、h Managers are sandwiched by leader and employee expectations Pursuit of non traditional candidates expands talent pipelines Healing pandemic trauma opens a path to more sustainable performanceGen Z skills gap reveals workforce wide erosion of social skills“Quiet hiring”creates new avenues to snag i

5、n-demand talent1234567893 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608“Quiet hiring”creates new avenues to snag in-demand talent01Despite worries about forthcoming recession and a wave of tech companies announcing layoffs in late 2022,the labor market remains hot.Gartner

6、 benchmarking research shows that more HR leaders are becoming optimistic about the market cooling off in the next six months,but a majority still expect it to get more competitive,not less.Organizations find themselves with a unique challenge:keeping the in-demand talent they have and finding the c

7、ompetitive talent they need when staff budgets are contracting or staying flat.Fighting for new headcount will be challenging,so organizations will have to get creative.Anyone on LinkedIn will remember the viral wave of“quiet quitting”headlines from the second half of 2022:the idea of employees refu

8、sing to go“above and beyond and doing the minimum required in their jobs.When employees“quiet quit,”organizations keep people,but lose skills and capabilities.These trends mean organizations are finding it harder to obtain new talent as well as to get more out of their current employees.To combat th

9、e tricky combination of an economic slowdown and the talent market squeeze,the best HR leaders will turn to“quiet hiring”acquiring new skills and capabilities without acquiring new full-time people.We will see this manifest in a few key ways:New focus on internal talent mobility to ensure employees

10、are deployed to the priorities that matter most and the opportunities that engage them best without fluctuations in headcount.Renewed emphasis on stretch assignments and upskilling for existing employees to provide growth opportunities while meeting evolving organizational needs,as well as employees

11、 career aspirations.Experimentation with alternate employment and sourcing models(including alumni networks,gig and contract work)to flexibly bring in new talent without relying exclusively on full-time employees.When they quietly hire,organizations first look internally for the skills they need,the

12、n experiment with alternate employment models to obtain what they cant find in-house.This approach can help keep payroll costs low,assist with retention and cultivate skills internally.Take Action:Advancing Internal Mobility to Fill Skills Gaps and Engage Talent HR leaders can use these insights to

13、help implement and revise internal mobility strategies that optimize talent outcomes.4 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608Hybrid flexibility reaches the front lines 02Entering a more permanent era of hybrid work for desk-based employees,organizations are struggl

14、ing to find an equitable flexibility for frontline workers,such as those in manufacturing and healthcare.Only two in five hourly frontline workers say employees at their organization are fairly rewarded and recognized,and only three in five say their organization has consistently treated them well.3

15、Organizations are increasingly aware of the disparate experiences of desk-based and frontline workers.As a result,many have sought to make the workforcewide experience fair by simply making it equal:mandating on-site work for those who could work elsewhere.More than six in ten organizations have som

16、e sort of on-site requirement for employees whose work can be done remotely.4 But this approach limiting flexibility in the name of fairness only serves to make everyone unhappy.In 2023,smart organizations will turn back from rigid return-to-office mandates and instead pursue formal strategies for m

17、ore flexibility for the frontline workforce.A Gartner 2022 Candidate Survey of 680 frontline candidates found that the job characteristics most likely to attract them to roles are:More control over their schedules More paid leave More stability in work schedulesFifty-three percent of hourly frontlin

18、e workers say that flexibility over their working hours is important to them,and 46%say that flexibility over the days they work is important.Hourly frontline workers are also interested in obtaining other types of flexibility,including flexibility in what they work on,who they work with and the amo

19、unt they work.5Investing in frontline worker flexibility can also improve business performance goals more managers at organizations investing in frontline worker flexibility believe their organizations have met or exceeded quality improvement goals,than those at organizations not investing in frontl

20、ine worker flexibility.6 While desk-based and deskless workers will never have the same experience of flexibility,the best organizations will invest in maximizing flexibility where they can for all types of workers.3 2021 Gartner Hybrid and Return to Workplace Sentiment Survey,n=3,500 4 Benchmark wi

21、th Gartner:How HR Leaders Navigate Return to Workplace Pressure and Other Challenges,n=50 5 2021 Gartner Hybrid and Return to Workplace Sentiment Survey,n=3,500Case Study:A“Human Deal”for a Compelling Frontline EVPLearn how American Water created and communicated a compelling EVP for frontline emplo

22、yees through a“human deal”approach.Take Action:5 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_20806087 2022 Gartner Culture in a Hybrid World Employee Survey,n=3,8768 Benchmark with Gartner:How HR Leaders Navigate Return to Workplace Pressure and Other Challenges,n=50 9 2022 Gar

23、tner Leadership Success in the New Environment Leader Survey,n=1,000Managers are sandwiched by leader and employee expectations 03Low-and mid-level managers have a more critical role to play than ever before.For hybrid and remote workers,managers are now the primary if not the only colleagues their

24、direct reports interact with regularly.Furthermore,60%of hybrid employees say their direct manager is the most influential person they interact with in terms of connecting to their companys culture.7Managers feel“squeezed”from above and below,pushed to the breaking point while navigating conflicting

25、 mandates,expanding responsibilities,wider spans of control and accelerated turnover.Senior leaders direct managers to implement corporate strategy,particularly regarding hybrid work,productivity,and culture while their direct reports expect them to provide a sense of purpose,flexibility and career

26、opportunities and these two pressures do not always align.For example,a majority of organizations have some type of on-site work requirement for employees who can work remotely,but 60%of HR leaders report that employees simply see no compelling reason to come into the workplace.8 Fifty-nine percent

27、of managers think they need to be better at balancing multiple stakeholder interests compared to three years ago.9Management is a skill and for most people,it takes practice.Poor management,including reluctance to advocate for team members or micromanaging,has been amplified by the dual pressures of

28、 increased remote work(it is no longer possible to rely on direct observation as a performance management tactic)and employees evolving needs and expectations(its no longer enough to be present yet disengaged when you are your connection-starved employees primary connection to the organization).In 2

29、023,the best organizations will take two key actions to relieve pressure on managers.First,they will provide support and training to mitigate the widening managerial skills gap.The same approaches that were successful for managers in 2019 are ill-suited for the workforce of 2023.Second,HR leaders wi

30、ll clarify manager priorities,making it clear how managers should allocate their time when their responsibilities have increased dramatically and redesigning their roles where necessary.How to Effectively Leverage Managers Impact on Cultural ConnectednessUse this research as a guide for effectively

31、leveraging managers in building employees connection to culture.Take Action:6 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608Pursuit of nontraditional candidates expands talent pipelines 04For years,organizations have talked about the strategic value of expanding and divers

32、ifying their talent pipelines.Now,two confluent trends are forcing business leaders to walk the talk.On the supply side,employees are increasingly charting nonlinear career paths.Fifty-six percent of candidates report applying for jobs outside their current career,and we expect this figure to climb

33、further in the coming years.10 On the demand side,organizations can no longer meet their talent needs through traditional sourcing methods and candidate pools.Furthermore,hiring managers are less concerned with industry experience and technical skills than they were in the past.To fill critical role

34、s in 2023,organizations will need to become more comfortable assessing candidates solely on their ability to perform in the role,rather than their credentials and prior experience.This could include:Relaxing formal education and experience requirements in job postings.IBM and Merck,for example,are c

35、utting degree requirements from as many as 70%of their job descriptions.12 One key obstacle to making this change is getting hiring managers comfortable with hiring outside that traditional mold.Reaching out directly to internal or external candidates from nontraditional backgrounds who might not ha

36、ve access to certain professional opportunities or even be aware of them.Redesigning roles around tasks.Organizations can also create more opportunities for nontraditional candidates through role design.This could entail creating more generalist positions and splitting specialized tasks among them,o

37、r defining highly specialized roles that focus heavily on a small number of specific tasks but do not require extensive education in the general area of expertise to which those tasks pertain.10 2021 Gartner Candidate Survey;n=3,000 global candidates.12 Forbes,Todays Skills Shortage Could be Your Co

38、mpetitive Advantage-Eric Mosley,November 1,2021In 2023,many organizations will change the way they think and talk about hiring nontraditional talent,and those that succeed at recruiting and retaining outside-the-box candidates will have a significant leg up in the competitive talent market.Overcome

39、Hiring Manager Resistance to Nontraditional Candidates Leverage this guidance to change internal mindsets and reshape the hiring landscape.Take Action:7 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_208060813 https:/ 15 2021 Gartner EVP Employee Survey,n=5,000 16 2022 Gartner Rei

40、magineHR Employee Survey,n=3,479Healing pandemic trauma opens a path to more sustainable performance05Most current and incoming employees still experience pervasive mental health challenges as a result of the societal,economic and political turbulence of recent times.In 2022,employees stress and wor

41、ry grew above even 2020 peaks nearly 60%of employees are stressed at their jobs every day.13 Even if employees dont personally identify as traumatized,the collective impact will continue to echo in organizations in 2023.In an uncertain and rapidly changing business environment,grappling with the pan

42、demics personal toll becomes not just an issue of employee well-being,but of overall organizational performance.Most organizations arent yet well-prepared to treat these complex challenges,so borrowing guidance from the principles of trauma-informed care could help organizations support their employ

43、ees recovery and ultimately contribute to more sustainable performance moving forward.Eighty-two percent of employees now say its important that their organizations see them as a whole person,rather than simply an employee.15 In the coming year,the best organizations will:Institute a wide variety of

44、 strategies to support proactive rest for employees helping employees maintain their emotional resilience and performance rather than offering rest as a recovery solution after both have plummeted.When organizations offer proactive rest,they see a 26%increase in employee performance.16 Increase disc

45、ussion venues for employees to discuss challenges and difficult topics without judgment or consequences.Provide trauma counselors or other mental health support,especially when the workforce includes large populations of frontline or essential workers.This could not only help address individual empl

46、oyee challenges,but also create an opportunity to coach managers on navigating the new needs of their teams.Evolve Culture&Leadership for the Hybrid Workplace:A 12-month roadmap for CHROs and their leadership teamThis action plan lays out a roadmap to reshape culture and leadership for a sustainable

47、 hybrid workplace.Take Action:8 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_208060817 Gartner 2021 Human Deal Benchmarking Survey,n=3,516 18 The 2022 Gartner Leadership Success in the New Environment Leader Survey,n=1,000Organizations push DEI forward amid growing pushbacks06As

48、 organizations attempt to bolster their DEI(Diversity,Equity,and Inclusion)efforts,they are confronting greater resistance from some of their employees.Forty-two percent of employees say their organizations DEI efforts are divisive,and another 42%even resent their organizations DEI efforts.17 This r

49、esistance is amplified by political and ideological trends that characterize DEI as social engineering or discrimination against historically favored groups.Gartner experts define employee resistance to DEI efforts as pushback.This pushback often from dominant groups invalidates,disrupts or disconne

50、cts the workforce from programs meant to enable marginalized groups.It can be obvious or subtle,and it can be deliberate,but is often unintentional.This is a fraught moment for DEI.DEI leaders are exhausted and unsure of how to approach stalled momentum around their initiatives.Many organizations ig

51、nore employee pushback due to fear of validating it as legitimate,and managers may also be afraid to get too involved,even though they are on the front lines.Forty-four percent of leaders say their actions are more scrutinized now than they were three years ago,which could result in reluctance to fo

52、rcefully defend DEI initiatives.18 Unchecked pushback can result in decreased workforce engagement and inclusion,along with lower levels of trust,which can negatively impact workforce performance and retention.In 2023,organizations and leaders will need to engage with resistant employees whose pushb

53、ack,whether subtle or obvious is an obstacle to DEI efforts.Organizations must diagnose the level of pushback and provide managers with tools and strategies to address the pushback early before it evolves into more disruptive forms of DEI resistance.This is crucial for maintaining the momentum of DE

54、I efforts toward greater maturity and strategic impact.Navigating Pushback to Diversity,Equity and Inclusion Efforts Leverage this framework for understanding the most common forms of pushback,which D&I leaders can use to identify pushback and learn how to address it proactively.Take Action:9 2023 G

55、artner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608Getting personal with employee support creates new data risks 07Organizations in 2023 will operate at the intersection of two important trends.First,there is a growing sense of organizational accountability for employees well-being.A

56、fter years of collective upheaval and a workforcewide reassessment of the importance of work,most organizations are grappling with a new mandate to better support the human needs and unique contexts of their employees.This presents a particular challenge when individual needs can vary widely.Second,

57、the post-COVID-19 explosion of remote and hybrid work has led to a commensurate HR tech boom.Organizations have invested more in adopting and advancing technologies to help employees collaborate,navigate a hybrid environment and track their work.Those two trends can,in theory,support one another.Org

58、anizations are increasingly using emerging technologies(including AI assistants,wearables,and more)to collect more data on employees health,family situations,living conditions,mental health and even sleep patterns in order to respond more effectively to their needs.But this also creates a looming pr

59、ivacy crisis.Organizations technological capabilities are expanding more quickly than leaders can fully understand and control the impacts on their employees.Becoming more human means knowing more about employees as people,not just employees a shift that has the potential to violate boundaries aroun

60、d what was once considered deeply personal and private information.Employers must prioritize transparency around how they collect,use and store employee data,as well as to allow employees to opt out of practices they find objectionable.2023 is a great time to start building an employee data bill of

61、rights to support your employees need for healthy boundaries in addition to overall well-being.Practical Privacy-Managing HR DataLeverage this guidance to actively administer HR applications and associated vendor risk by enforcing minimal and deliberate processing practices.Take Action:10 2023 Gartn

62、er,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608Algorithmic bias concerns lead to more transparency in recruiting tech 08Algorithmic bias concerns will lead to more transparency in recruiting tech.As more organizations have begun using artificial intelligence in recruiting,the ethical

63、 implications of these practices for fairness,diversity,inclusion and data privacy have become more salient.In the coming year,we expect this issue to come to a head,particularly as governments begin subjecting AI in hiring to more scrutiny.For example,a new law in New York City that comes into effe

64、ct on January 1,2023,will limit employers use of AI recruiting tools,as well as require them to undergo annual bias audits and publicly disclose their hiring metrics.The White House has proposed an“AI Bill of Rights”that would impose new standards of transparency,privacy and safety,in addition to pr

65、otections against“algorithmic discrimination”and abusive data practices in hiring,credit assessments,healthcare and other areas where AI is increasingly used in decision making.The European Union is also considering legislation to protect citizens against harms caused by AI systems.Organizations tha

66、t use AI and machine learning in their hiring processes as well as the vendors they rely on for these services will face pressure to get out ahead of new regulations and be more transparent about how they are using AI,publicize their audit data,and give employees and candidates the choice to opt out

67、 from AI-led processes.Top Trending Recruiting(Talent Acquisition)Technology InvestmentsUse this research on top trending technology investments to inform a review of the TA technology stack/strategy/roadmap.Take Action:11 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_208060823 T

68、he National Society of Leadership and Success,How the Pandemic Impacted Gen Zs Soft Skills,February 15,2022,https:/www.nsls.org/blog/how-the-pandemic-impacted-gen-z-soft-skills 24 2021 Gartner State of Learning Culture Employee Survey n=3,544.Park,L.S.,&Martinez,L.R.(2022).An“I”for an“I”:A systemati

69、c review and meta-analysis of instigated and reciprocal incivility.Journal of Occupational Health Psychology,27(1),721.https:/doi.org/10.1037/ocp0000293Gen Z skills gap reveals workforcewide erosion of social skills 09Since Gen Z began to enter the workforce about five years ago,business leaders hav

70、e voiced concern that this extremely online generation lacks the social skills necessary to thrive in the workplace.The social isolation brought about by the pandemic has hit young people particularly hard.Forty-six percent of Gen Z-ers say the pandemic made pursuing their educational or career goal

71、s more difficult,and 51%say their education has not prepared them to enter the workforce.23 At the same time,the workforce Gen Z is entering has profoundly changed over the past three years.Remote or hybrid work is commonplace,so many new-to-the-workforce employees have had few in-person opportuniti

72、es to observe norms,pick up on professional nuances,develop casual relationships and gather evidence about what is appropriate or effective within their organizations.The expectations of managers when it comes to new hires“soft skills”may simply not align with the experiences theyve had available to

73、 them,at a time when most employees think these very skills are becoming more critical to succeed in the workplace.24However,organizations need to recognize that everyones social skills have eroded since the beginning of the pandemic,not just Gen Z.Burnout,exhaustion and career insecurity all fueled

74、 during the pandemic erode performance.No one,from any generation,has cracked the code for navigating our new shared professional environment.Focusing exclusively on Gen Z will not adequately address this challenge;organizations must redefine professionalism for their entire workforce.Take Action:De

75、veloping Skills for the Hybrid WorldLeverage these insights to develop a strategy for promoting soft skills development.Volatility will continue to increase in 2023 amid continuing changes around hybrid work,employee expectations and technology adoption.Leaders across the organization should be mind

76、ful of and get out ahead of these trends if they wish to retain employees,maintain business continuity and achieve strong performance.Position your HR organization for success.Explore these additional,complimentary resources and tools:Actionable,objective insightAlready a client?Get access to even m

77、ore resources in your client portal.Log InResource HubFuture of Work ReinventedReinvent where,when and how you work to maximize employees engagement and productivity.Learn MoreToolkitHR Transformation Toolkit Explore actionable guidance and tools to drive HR operational excellence and strategic impa

78、ct.Download NoweBookEvolve Culture&Leadership for the Hybrid WorkplaceA 12-month roadmap to help HR leaders reshape culture and leadership for a sustainable hybrid workplace.Download Now eBook2023 Gartner Leadership Vision for CHROsExplore three strategic priorities for CHROs in 2023.Download NowCon

79、nect With UsGet actionable,objective insight to deliver on your mission-critical priorities.Our expert guidance and tools enable faster,smarter decisions and stronger performance.Contact us to become a client:U.S.:1 855 811 7593International:+44(0)3330 607 044Become a clientLearn more about Gartner for HR connected to the latest insights 2023 Gartner,Inc.and/or its affiliates.All rights reserved.CM_GBS_2080608