improve your experience - ordre | crha€¦ · n = 101 (percentage is based on total number of...
TRANSCRIPT
Download the presentation Ask questions
Rate this presentationTurn up your device’s volume.
Improve your experience
Ask your questions
Download the presentation
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
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.
5© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
6© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
7© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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?
8© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
PRIORITY 1: HR DIGITALIZATION
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.
1. HR Digitalization
Improve HR operations, employee
experience, and productivity.
Stay On Track in These 3 Aligned Priorities with the CEO
Calibrate Alignment of These 2 Priorities with the CEO
9© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
10© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
11© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
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.
12© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
n = 101 (Percentage is based on total number of CHROs who are pursuing digital initiatives).Source: CEB 2018 Future of HR Agenda Poll.
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.
13© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
GETTING SUPPORT FOR HR DIGITALIZATION
Two Solutions To Support Your Initiatives At An Enterprise-level
Priority Challenge Solution
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.
Source: CEB analysis.
14© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
SOLUTION 1: PRIORITIZE VALUE CREATION
Key Goals to Creating Value for Your Business and Customers
Priority Challenge Solution
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.
Source: CEB analysis.
Customize Products and Services
to Customers’ Preferences
Deepen Relationships
with Customers to Build Loyalty
15© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
SOLUTION 2: BUILD YOUR BUSINESS CASE WITH
SMALL WINS
Kick Off with Smaller Initiatives to Gain the Support You Need for Transformation
Priority Challenge Solution
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).
Source: CEB analysis.
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
16© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
PRIORITY 2: CONTINUOUS PERFORMANCE
MANAGEMENT
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
17© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
CONTINUOUS PERFORMANCE MANAGEMENT A
PRIORITY
Priority Challenge Solution
n = 379.Source: CEB 2016 HR Agenda Poll.
Source: CEB analysis.
Source: CEB analysis.
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
18© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
MANAGER OBSTACLES ARE IMPEDING PROGRESS
Performance Management Processes Halt at the Manager LevelTop Manager Obstacles Cited by CHROs
Priority Challenge Solution
“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
19© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
SIMPLIFY CONTINUOUS PERFORMANCE
MANAGEMENT FOR MANAGERS
Key Solutions to Making Continuous Performance Management Easier for Managers and Their Employees
Priority Challenge Solution
Source: CEB analysis.
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.
20© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
SOLUTION 1: PROVIDE TRAINING TO MANAGERS AND
EMPLOYEES
The Leader-Coach and Team Member Complete the Same Training
Priority Challenge Solution
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
21© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
Priority Challenge Solution
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
Drive Manager Accountability
Through Activity Metrics
Manager MBOs
■ Monthly feedback
conversations
■ Number of direct reports
with updated
performance and
development plans
Source: Cargill Incorporated; CEB analysis.
22© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
Real-Time Performance
Feedback
Qualitative Feedback on
Performance Behaviors
Manager Employee
Traditional Approach
Drive Manager Accountability
Through Activity Metrics
Manager MBOs
■ Monthly feedback
conversations
■ Number of direct reports
with updated
performance and
development plans
Source: Cargill Incorporated; CEB analysis.
Priority Challenge Solution
SOLUTION 2: PRIORITIZE CONVERSATION
QUALITY OVER FREQUENCY (CONT.)
Drive Accountability Through Qualitative Feedback, Not Compliance
Cargill’s Approach
Drive Manager Accountability
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
23© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
Source: CEB analysis.
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
Priority Challenge Solution
SOLUTION 3: FOSTER A FEEDBACK ECOSYSTEM
Tactic: Leverage More Sources Of Feedback To Help Managers
24© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
Priority Challenge Solution
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
Source: CEB analysis.
SOLUTION 3: FOSTER A FEEDBACK ECOSYSTEM (CONT.)
Tactic: Leverage More Sources Of Feedback To Help Managers
25© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
PRIORITY 3: EMPLOYEE EXPERIENCE
1. HR Digitalization
Improve HR operations, employee
experience, and productivity.
2. Continuous Performance
Management
Replace episodic with continuous
performance management.
3. Enhance Employee
Experience
Create a holistic (i.e. end to end)
approach to enhancing the employee
experience.
4. D&I
Advance D&I efforts
to better leverage the benefits of
workforce diversity.
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
26© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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?”
Priority Challenge Solution
n = 101 (Percentage is based on total number of CHROs who are pursuing digital initiatives).Source: CEB 2018 Future of HR Agenda Poll.
ENHANCE THE EMPLOYEE EXPERIENCE HOLISTICALLY
27© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
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.
28© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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?”
Source: CEB analysis.
Priority Challenge Solution
Fragmentation Inconsistency
29© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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?
Sample Discussion Questions:
■ 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?
Sample Discussion Questions:
■ 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?
Source: CEB analysis.
Priority Challenge Solution
33© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
PRIORITY 4: DIVERSITY AND INCLUSION
4. D&I
Advance D&I efforts
to better leverage the benefits of
workforce diversity.
1. HR Digitalization
Improve HR operations, employee
experience, and productivity.
2. Continuous Performance
Management
Replace episodic with continuous
performance management.
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
34© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
Today Tomorrow
Versus
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
35© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
36© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
37© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Source: CEB analysis.
Priority Challenge Solution
Implementation Guide: Visit CEB, now Gartner’s Ignition Guide on Inclusive Workforce Planning to ensure
your D&I strategy fosters inclusion.
38© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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
Priority Challenge Solution
39© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
Priority Challenge Solution
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).
40© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
PRIORITY 5: ORGANIZATIONAL REDESIGN
1. HR Digitalization
Improve HR operations, employee
experience, and productivity.
2. Continuous Performance
Management
Replace episodic with continuous
performance management.
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
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.
41© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
Priority Challenge Solution
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 = 107.Source: CEB 2018 Future of HR Agenda Poll.
n = 101 (Percentage is based on total number of CHROs who
are pursuing digital initiatives).
Source: CEB 2018 Future of HR Agenda Poll.
42© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
Source: CEB analysis.
Priority Challenge Solution
43© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
Priority Challenge Solution
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.
Source: CEB analysis.
44© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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.
Source: CEB analysis.
Calibrate Alignment of These 2 Priorities with the CEO
Stay on Track in These 3 Aligned Priorities with the CEO
KEY TAKEAWAYS
Source: CEB analysis.
Ask your questions
Watch our MUST SEEwebinar on-demand Preparing HR for GDPR
With less than two months left to bring operations into compliance, many HR executives are still struggling to determine any implications for the collection and use of employee data.
Hear from an expert panel about:• The overall GDPR requirements that your
organization is preparing for,• Details of GDPR that matter to your HR function,
and• Steps to create an action plan to ensure HR
alignment with GDPR compliance efforts.
76% of HR teams are expected to participate in GDPR compliance efforts.
Watch the on-demand webinar >>
See how executives are thinking about and responding to today’s trends, and what their expectations are for the future of work.
Explore data-driven ways to build your digital talent profile and reveal new opportunities to find digital talent.
Download additional resources to stay-ahead
Download the excerpt >>
Download the e-book >>
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
Download the presentation Ask questions
Rate this presentation
Before you go
Tell us what you think!
45© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
Appendix
46© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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%
$3 to $5 billion 13%
$5 to $10 billion 9%
$10 to $20 billion 10%
$20 to $50 billion 6%
Greater than $50 billion 7%
Market Region Respondent Percentage
NA 64.5
EMEA 23.4
ANZ 6.5
ASIA 5.6
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
47© 2016 –2018 Gartner, Inc. and/or its affiliates. All rights reserved. CLC175185
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%
n = 107.Source: CEB 2018 Future of HR Agenda Poll.
n = 107.Source: CEB 2018 Future of HR Agenda Poll.