三步解锁人力资源技术商业价值：首席人力资源官指南+3+Steps+to+Unlock+HR+Technology+Business+Value：A+CHRO+Guide

3StepstoUnlock

HRTechnology

BusinessValue

ACHROGuide

©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,

isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,

proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.

HRtechnologyseemstohavefailedto

deliveronitstransformativepromise

OrganizationsworldwideareaskingHRformore

strategicsupport.Seventy-fourpercentofHRstaff

reportthatbusinessleadersdependonHRtoenableorganizationalstrategy.CHROsknowthisnewscopehasthepotentialtopropelHR’strajectorytoward

becomingamorevalue-generatingfunction,butalsoknowthatwithconstrainedresources,theywillnotbeabletograbthisopportunitywithoutthehelpof

technology.Unfortunately,currentHRtechnology

strategiessofarseemtohavefailedtodeliveronitstransformativepromise,leavingHRunabletofully

realizetheirnewroleandbusinessimpact.

ThisCHROguidedetailsthreewaysorganizationsareovercomingcurrentHRtechnologyshortcomingswithresearch-backedinsightsandnextstepactionitemstocreateimpactinyourorganization.

2©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Only35%ofHRleadersareconfidenttheir

approachtotechnologyishelpingthemachieve

businessobjectives.

Nearly2outofevery3

HRleadersagreethatiftheydon’ttakeactiontoimproveHR’sapproachtotechnology,their

function’seffectivenesswilldecrease.

HRLeaders’DoubtsAboutCurrentTechnologyApproach

HR

Technology

potentialisuntapped

HRCapacitytoDeliver

Demandfor

HRStrategic

Support

Source:2024GartnerDrivingImpactThroughTechnologyHRLeaderSurvey

Typicalapproach:Usingtechnology

tofreeupcapacity

MoreHRleadersselectfunctionalefficiencyastheirkeyHRtechnologygoalaboveallothers.MostHR

functionsareusingtheirtechnologytoautomatetraditionaltaskssotheycancreatecapacityforthe

highervaluestrategicactivities.However,lookingatthischallengethroughacapacity-drivenlensaloneispreventingHRfromachievingactualbusinessimpactfromitstechnologyeffortsinthefollowingways.

79%ofHRleadersagreethat

technology’smainroleistofree

upstaffcapacityforstrategicwork.

Acapacity-focusedHRtechnologystrategy:

1

HR’sprimaryactions

Technologyselection:

Consistentlyfocus

onreinforcingthefoundations.

2

Equippingtheteam:

TrainHRstaffonnewtechfunctionalities.

3

Drivesystemadoption:

Improveuserexperienceofeachsolution.

Weaknesses—Areaswherevalueistrapped

Foundations“viciouscycle”

InvestinginHRproductivityfallsintochasingmarginalefficiencygainstowin

overstakeholders,butthislimitstheirtrustin,andsupportfor,HR’sinvestmentinmoretransformativetechnologies.

PreservationmindsetwithinHRteam

HRstaffmisunderstandstechnology’spotential—worryingthatit

threatenspartsoftheirjobsthattheyenjoyinsteadofengagingthemto

evolvetheirworktocombinewithtechnologytodelivervalueinnewways.

Competingsolutionsdilemma

BecauseofHRsilos,end-useremployeesandmanagersstruggleto

navigateadisjointedlandscapeofHRtechnologysolutionscausingmanytogounderutilized—wastinginvestmentandeffort.

Only1/3ofHRleadersreceive

substantialsupportfortechthatdoesnotdirectlydriveefficiency.

Only25%ofHRleadersagreetheirstaffthinksabouthowtechcanchangeHRforthefuture.

69%ofemployeesreportat

leastonebarrierwhenusing

HRtechinthelast12months.

3©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Abetterapproach:Unlockingnewwaysof

doingHR’snewworkwithtechnology

CHROsneedtheirfunctionstousenewHRtechnologytoexecutetraditional,operational

workbutalsodeliveronthedemandformorestrategicimpact.TorealizeHRtechnology’s

transformativecapabilities,CHROsmustbuildanaugmentedHRfunctionthatunlocksnewwaysofdoingnewwork,ratherthanjustfocusingonfreeing-upcapacityforstrategicwork.

Whyitworks:

Toachievethis,CHROsneedtoenabletheirleadersandstafftotakethefollowing3actions:

Whendoneeffectively,thereisa

36%increaseinhowbroadlyHR

techisadoptedwhiledoubling

theHRtechnologybusinessvalue.

Breakthefoundations“viciouscycle”

Eliminatethepreservationmindset

Solvethecompetingsolutionsdilemma

1)Providetransformationalbuildingblocksto

2)ExpandHRstaff’sviewpointsonvalue:Broaden

3)Formalizesharedgoalsandnewroles:Align

stakeholders:Breakthetechnologyroadmapinto

theperspectivesofHRstaffonthevaluethey,along

HRprocessownersaroundacommonoutcomefor

smallerstepsthatconnectfoundationaltechwith

withthetechnology,canbringtothebusiness,to

technologyefforts—andcreatethemechanismsto

transformationaltomakeiteasierforstakeholderstosupport.

preventthemfromprotectingtheircurrentwork.

helpthemcoordinatetechnologyaroundit.

Engagesstakeholdersinnewvalue

prioritizationtowinstakeholdertrustand,consequentially,support

InspiresHRstafftoleanintotechnology’svalueandpursuenewusesfortechnology

HelpsHRleadstodesigncomplementarysolutionsthatgeneratenewvalue

Source:Gartner

4©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Getstarted:Createtransformationalbuilding

blockstogainstakeholderconfidence

Instructions:ThisCHROactionplandetailsrecommendedstepstobeginaugmenting

yourHRfunctiontomaximizebusinessimpact.

CHROactions:

EngagewithstakeholdersonyourHRtechnologyvisionto

ensureleadershaveconfidenceinandpatiencewithtechnologytransformation.

PrioritizeHRbusinesscapabilitiestofocusonkeyareasthataddmaximumbusinessvalue.

EvaluatethematurityofkeyHRfoundationaland

transformationaltechnologiestomapthetimingofpotentialroadmapbuildingblocks.

Buildanimplementationplanandcommunicateittorelevantstakeholderstoensurevisibilityandalignment.

Diggingdeeper

ReviewYourHRTechnologyRoadmap

ToolHighlight:2024-2026StrategicRoadmapforHRTechnologyInvestments

AvailabletoGartnerclients

HRleaderswanttoensuretheirtechnologydecisionsachievedesiredHRandtalentoutcomes.Thisstructuredframework

helpsleaderseffectivelyaligntechnologyexecutionwithvisionandbuildaroadmaptowardsthefuturewhileleveragingmarketadvancements.

5©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Getstarted:ExpandHRstaff’sviewpoints

toinspirethemtopursuenewvalue

Instructions:ThisCHROactionplandetailsrecommendedstepstobeginaugmentingyourHRfunctiontomaximizebusinessimpact.

CHROactions:

Targetmotivationalandmindsetdrivers,notjustskills,thatimpacttheabilityandambitionofemployeestobuilddigital

businesses.

Engageabroadergroupofstakeholdersto

gathermultipleperspectivesonfindingnewopportunitiesorbusinessimpactfromHRtechnology.

Identifykeyskills,mindsetshiftsandpriorityapplications

forAIinvestmentsinHR.

IdentifyareaswhereHRcareerscan

beimprovedthrough

human-technologypartnership.

Diggingdeeper

HowCHROsCanPromoteEmployees’DigitalDexterity

ToolHighlight:AIUse-CasePrismforHumanCapitalManagement+Toolkit

AvailabletoGartnerclients

CHROscanleveragetheprismtoprioritizeAIinvestmentsinHR.Usecasesspantalentacquisition,voiceoftheemployee,careerdevelopment,learning,HRservicemanagementandmore.Theprismplots20usecasesforAIinHRagainstbusinessvalueandfeasibilityaxes,invitingstrategicconversationsanddriving

investmentdecisionstochoosetherightusecaseswhendevelopingroadmapsoridentifyingcandidatestoexplorewhat’spossible.

6©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

Getstarted:Formalizesharedgoalsand

newrolestodrivecomplementarysolutions

Instructions:ThisCHROactionplandetailsrecommendedstepstobeginaugmentingyourHRfunctiontomaximizebusinessimpact.

CHROactions:

Prioritizeemployeeexperienceoutcomesthatmatterto

identifyandanalyzetechnologyoptionsthathelpachievethoseoutcomes.

EstablishanHRtechnologygovernanceframeworktoguidewaysofworkingbetweenleaderswithinHRandwithIT.

RemovestructuralbarrierstoHRtechnologybenefits—

Identifynewrolerequirementsandoperatingchangesneededtorealizetechnologybenefits.

PartnerwiththeCIOonsharedpriorities.

Diggingdeeper

PlaybookforIncreasingHR’sStrategicImpact

ToolHighlight:SampleInternalTalentMarketplaceAdoptionRoadmap

AvailabletoGartnerclients

HRleadersmustuseastructuredapproachtounderstand

employeeexperienceoutcomesthatmatterandanalyze

techoptionstohelpachievethem.TosuccessfullyadoptandrealizebenefitswithITMtechnologies,aholisticroadmapis

critical.Thisexampleroadmapcaptureskeystrategy,selection,businessreadiness,datareadiness,technologyimplementation,

businesstransformation,andongoingmaintenanceandoptimizationinitiatives.

7©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

AugmentedHR—Howyourpeershave

drivenimpact

Gartneranalyzedscoresofcompaniestofindthosethataredoingsomethingdifferentthanothersandachievingmuch

betterresults.PreviewtheseexamplesofhowotherorganizationshavetakenactiontocaptureaugmentedHRvalueandmaximizeHRtechnology’sbusinessimpact.

Transformationalbuildingblocks

CaseinPoint:HR

TechnologyAccelerationBuildingBlocks

TEConnectivity’sLegal&Compliancefunctionwas

lookingtowardalong-termgoalthatwouldresultinatransformationoftheirfunction:a100%automated

contractreviewandnegotiationprocess,wheretherewouldbeacustomerportalforcontractsthatwouldbecompletelyreviewedwithouthumans.Toget

stakeholdersonboard,theycreatedtheirtechnologyroadmapbystartingwiththeendgoalandworked

backwardtoshowstakeholdershowtheywouldincrementallyachievethegoal.

Bybreakingthetransformationintoincremental

buildingblocksandgettingstakeholdersonboard,TEConnectivitywasabletoreducecontractdraftingandreviewcycletimebynearly50%.

ExpandHRstaff’sviewpointsonvalue

CaseinPoint:Wow

MomentstoCreateNew

ValueWithHRTechnology

AsCMPCbegantobringinHRtechnologyplatforms,theyrealizedtheirprocesseswereoutdatedand

unequippedtodeliverrealvaluetotheorganization.

However,theydidnotwanttofocusonjustimprovingtheexperienceofthecurrentprocesses,asthiswouldhinderHRstaff’sabilitytoinnovatewiththetechnologytocreatenewexperiences.

ByexpandingHRstaff’sviews,CMPCidentified

morethan80new“wowmoment”opportunitiesfortechnologytoaddvalue.HRidentifiesthatasmuchas42%ofcurrenttaskshavethepotentialtobe

potentiallyautomatedordigitallyperformed,butCMPC

protectsHR’snewadded-valuemomentsinitstransformation.

Formalizesharedgoalsandnewroles

CaseinPoint:UniversalOutcome-AlignedHR

TechnologyDesign

WhenCoca-ColaEuropacificPartners(CCEP)beganimplementingnewHRtechnologycapabilitiesand

platforms,theystruggledwithlowadoptionand

thereforeminimalbusinessvalueimpact.Todrivetheadoptionnecessarytohavetangibleimpact,they

neededallHRtechnologyinitiativestoalignwitha

sharedgoalthatwoulddriveaholisticemployeeexperience,ratherthanfocusingonindividual

processareas.

TheirrevisedstrategyresultedinimprovedHR

technologyadoptionandalignmenttotheholistic

employeeexperience.Withtheseadjustments,CCEPhasmanagedtosavemanagersmorethan4.5

millionhourssince2019.

ConnectwithaGartnerrepresentativetolearnhowtheseorganizationsachievedtheirresults.

8©2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.

HowGartnerishelpingHRleadersadaptandstayahead

ThedecisionsHRleadersmaketodaycanimpacttheir

companybrandforthenextfiveyears.It’scriticaltohavetrustedsupport.Withourinsights,actionabletoolsand

advice,wehelpHRleadersadapttheirstrategiesacross

avarietyofmission-criticalprioritiestosetuptheirorganizationsforsuccess.

Diagnosticsand

benchmarks

Peer

connections

Guidesandtoolkits

Casestudiesandbestpractices

Expertinquiry

Livewebinarsandonlinelearning

events

ExpertIn-person

researchevents

Documentreviews

HRtechnologystrategysupportyoureceiveasaGartnerclient*:

Diagnosecurrentstate

Stayaheadinfast-movinganddisruptive

businesscontextsbyunderstandingHow

CHROsLeadHRDigitalTransformations.

Learnabouttheunintendedconsequencesofacapacity-focusedtechnologyapproachand

uncoverhowtoescapethemwithon-demandwebinarinsights.

Developyourplan

DesignanHRfunc