信息技术研究与顾问咨询公司高德纳(Gartner)近日发布2019年人力资源领导者三大优先事项，指出人力资源领导者将专注于培养关键技能，加强领导团队，改善员工体验。

　　根据Gartner对人力资源领导者的2019年人力资源未来情况调查，发展业务将成为2019年企业最高目标，提高运营绩效和业务转型也非常重要。人力资源领导者希望支持这些企业目标，调查显示他们在2019年的三大关键举措将是：

　　1.为组织培养关键技能和能力

　　2.加强现有的、未来的领导力量

　　3.改善员工体验

　　人力资源管理者面临的全球劳动力趋势

　　首席人力资源官和其他人力资源领导者的这些优先事项来自四个主要的全球趋势：

　　1. 劳动力市场火爆。全球失业率继续下降，市场对于关键角色的争抢尤其激烈，其中许多与数字化技能有关。随着劳动力形势的变化和不同的技能组合的出现、演变和消亡，战略性劳动力规划正在呈现出新的紧迫性。

　　2.数字化颠覆。首席执行官们正在寻求数字化举措，以抓住机遇并避免被抛弃。在Gartner数字企业2020调查中，67%的企业领导者同意如果他们的公司到2020年没有更加显著的提高数字化程度，那么它将不再具有竞争力。人力资源管理者面临着引领公司数字化转型的极大压力。

　　3.社会和政策变革。为了实现业务增长，人力资源需要高效的员工队伍。薪酬不公平和#MeToo运动等结构性和社会性挑战直接影响了员工的保留和士气，并重塑了高管的雇佣合同。

　　4. 自发努力意愿降低。员工敬业度已经很低。如今，很多员工都很不安分、无所事事，很少有公司能声称自己的员工投入了大量的心血或意愿。

　　为了应对这些趋势并支持企业的业务目标，人力资源战略需要将重点放在改善关键杠杆上。

　　调查显示，66%的人力资源领导者和85%的学习与发展负责人都把培养关键技能作为优先考虑事项。

　　对于60%的人力资源领导者和78%的人才管理领导者来说，建立领导班子是首要任务。问题的焦点在于高潜力员工、继任管理和领导力发展——这些目前都比较滞后。

　　总体而言，在人力资源领导者中，47%表示他们的组织难以培养出有效的领导者，45%表示他们的领导团队缺乏多样性，45%的继任管理流程未能在需要时培养出合适的领导者。2018年，管理者的培训支出中值为419美元/人，44%的组织预计2019年将增加这一数值。

　　“组织期望在五年内有超过40%的领导角色发生显著的变化。” 51%的人力资源领导者和62%的多样性和包容性负责人表示，改善员工体验是他们的首要任务。这将要求人力资源部门解决文化、员工价值主张和员工敬业度等关键因素。

　　“支持员工的价值主张，而不仅仅是他们需要的东西，这能将员工绩效提高20%。” 只有29%的员工认为“HR真正理解我需要什么和想要什么。”在接受调查的人力资源领导者中，40%承认，他们的组织很难在员工的日常工作中让员工的价值主张变成现实。

　　人力资源部门之间需要团队合作。不足为奇，个别人力资源领导者倾向于优先考虑与其负责职能相关的计划——无论是多样性和包容性，还是人才分析——但调查显示，这三大计划在2019年都将对人力资源的各个角色产生至关重要的影响。这为人力资源领导者之间的跨职能合作创造了重要的机会。

　　Gartner Top 3 Priorities for HR Leaders in 2019

　　HR leaders in 2019 will focus on building critical skills, strengthening the leadership bench and improving employee experience.

　　Growing the business will be the top enterprise-level business objective in 2019, along with improving operational excellence and executing business transformation, according to HR leaders responding to the Gartner 2019 Future of HR Survey. As HR leaders look to support these corporate ambitions, the survey shows their top three key initiatives in 2019 will be to:

　　1. Build critical skills and competencies for the organization

　　2. Strengthen the current and future leadership bench

　　3. Improve the employee experience

　　HR faces global workforce trends

　　These priorities for chief human resource officers (CHROs) and other HR leaders come amid prevailing headwinds from four key global trends:

　　1. The hot labor market. Global unemployment rates continue to decline, and the market is especially fierce for critical roles, many of them related to digital capabilities. Strategic workforce planning is taking on new urgency as the complexion of the workforce changes and different skill sets emerge, evolve and expire.

　　2. Digital disruption. CEOs are pursuing digital initiatives both to capture opportunity and to avoid being “Amazoned” away. In the Gartner Digital Enterprise 2020 Survey, 67% of business leaders agreed that if their company did not become significantly more digitalized by 2020, it would no longer be competitive. HR is under extreme pressure to lead the digital transformation of their company.

　　3. Social and political change. For the business to grow, HR needs a productive workforce. Structural and social challenges such as pay inequity and the #MeToo movement are directly affecting employee retention and morale and reshaping executives’ employment contracts.

　　4. Declining discretionary effort. Employee engagement is already low. Much of today’s workforce is restless and disengaged, and few companies can claim high levels of discretionary effort or intent to stay among their employees.

　　To counter these trends and support corporate business ambitions, the HR strategy will need to focus on key levers of improvement.

　　The survey showed that building critical skills and competencies is a priority for 66% of HR leaders overall and 85% of heads of learning and development (L&D).

　　Building the leadership bench is a priority for 60% of HR leaders overall and for 78% of talent management leaders. At issue are high-potential employees, succession management and leadership development — which is currently lagging.

　　Among HR leaders overall, 47% said their organization struggles to develop effective leaders, 45% reported their leadership bench lacked diversity and 45% said their succession management processes didn’t yield the right leaders at the right time. In 2018, the median development spending per leader was $419 — a number that 44% of organizations expect to increase in 2019.

　　“Organizations expect more than 40% of leadership roles to be significantly different within five years”

　　Fifty-one percent of all HR leaders and 62% of heads of diversity and inclusion said it is a priority to improve employee experience. That will require HR to address key elements of culture, the employee value proposition and employee engagement.

　　“Supporting what employees value, not just what they need, increases employee performance by 20%”

　　Only 29% of employees agree that “HR really understands what people like me need and want.” Among surveyed HR leaders, 40% conceded that their organization struggles to bring the employee value proposition to life in employees’ day-to-day work.

 

　　Teamwork needed among HR functions. Not surprisingly, individual HR leaders tend to prioritize initiatives aligned with their subfunction — whether that is diversity and inclusion or talent analytics — but the survey showed these top three initiatives to be critical across HR roles in 2019. This creates significant opportunity for cross-functional cooperation among HR leaders.