2024年招聘領(lǐng)導(dǎo)者的前三大戰(zhàn)略?xún)?yōu)先事項(xiàng)+Top+3+Strategic+Priorities+for+Recruiting+Leaders

Leadership

Visionfor2024

Top3StrategicPrioritiesforRecruitingLeaders

?2023Gartner,Inc.and/oritsaffiliates.Allrightsreserved.Thispresentation,includingallsupportingmaterials,isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesole

internaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,

distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.

LeadershipVisionforRecruitingLeadersin2024

Keyquestionsaddressed:

Whatarethemajortrendsaffectingrecruitingleaders?

Howshouldrecruitingleaderspreparefortheyearahead?

②Whatskillsandcapabilitiesdorecruitingleadersandtheirteamsneedtosucceed?

An“unsettled”employee-employerrelationship,skills

shortages,transformativetechnologyandpressurefor

efficiencyareshapinghowthebestorganizationswill

managerecruitingin2024.

Inthiscontext,recruitingleaders'topprioritiesfor

2024are:

?Recruitingfunctionalmanagement

?Branding,attractionandsourcing

?Recruitingtechnology

Recruitingleaderscanusethisresearchtostayaheadof

majorworkforcetrendsandleadtheirteamstowarda

successfulfuture.

2

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TrendsImpactingRecruitingLeaders

“Unsettled”

Employee-Employer

Relationship

Persistent

Skills

Shortages

Transformative

Technology

Innovations

Pressurefor

Operational

Efficiency

Source:Gartner

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“Unsettled”Employee-EmployerRelationship

Organizations

?75%haveanon-siteattendancerequirement.

?26%reporttheiremployeesfullycomply.a

58%areconfidenttheycanmeettheirperformancetargetsinthecomingyear.c

Theaverageannualnumberofenterprisechangeshasincreasedfrom2to10since2016.d

Employees

FlexibilityControversy

ProductivityAnxiety

TransformationDeficit

Mutual

Mistrust

Almosthalfsaythecostsofgoingtotheofficeoutweighthebenefits(only12%disagree).b

45%worrytheycan’tsustaintheircurrentlevelofperformanceoverthenextyear.c

43%arewillingtochangetheirbehaviortosupportorganizationaltransformation(downfrom74%).d

63%trusttheiremployees.e

53%trusttheirorganizations.e

aSource:2022,BenchmarkWithGartner:HowHRLeadersNavigateReturntoWorkplacePressuresandOtherChallenges,November16,n=51

bSource:2022GartnerHybridCollaborationSurvey,n=3,524

cSource:2023GartnerAchievingHighPerformanceSurvey,n=228remotecapableemployees

dSources:Gartner2016WorkforceChangeSurvey,n=6,686employees;Gartner2022WorkforceChangeSurvey,n=3,548employees;GartnerOrganizationalEffectivenessandHR

ProfessionalsKeyPrioritiesSurvey,n=3,497employees

eSources:2023GartnerReimagineHRHRLeaderSurvey,n=287HRleaders;2023GartnerReimagineHRHRLeaderSurvey,n=3,540employees

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PersistentSkillsShortages

SeverityofDamagetoBusinessOutlook

PercentageofCEOsRankingFactorasMostDamaging

TalentShortage

Inflation

Recession

SupplyChainProblems

RisingInterestRates

EnergyCosts

30%

n=312CEOsandseniorexecutives

Q.Rankthesixitemsinorderoftheseverityoftheirimpactontheoutlookforyourbusiness,frommostdamagingtoleastdamaging.

Source:2023GartnerCEOandSeniorBusinessExecutiveSurvey

22%

22%

9%

9%

26%

12%

15%

0%

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PerceptionsofSkillsShortage

PercentageofHRLeaders

83%ofHRleaderssaytheystruggle

tofindenoughtalentwiththeskills

theyneed.

57%ofHRleaderssayskills

shortagesareunderminingtheirabilitytosustaincorporateperformance.

n=59HRleaders

Source:2023BenchmarkWithGartner:AffirmativeAction,ApprenticeshipsandCandidateExpectations(23August)

MoreDisruptive

TechIsImminent

93%ofHRleadersagreethatnew

flashtechtrendswillbemorefrequent

inthenextthreeyears.c

ButHRInvolvementRemainsLimited

LeadersExpect

ImplementationofAI

68%ofexecutivesagree

benefitsofAIoutweightherisks.b

TransformativeTechnologyInnovations

Employees

ExpecttoUseAI

170million+people

wereimmediateusersof

ChatGPTathome.a

Only22%ofHRleaders

arehighlyengagedin

enterprisewidediscussions

onGenAI.d

aSource:GartnerGenerativeAI:TheBasics

bQ.DoyoubelievethebenefitsofgenerativeAIoutweightherisks?

Source:BeyondtheHype:EnterpriseImpactofChatGPTandGenerativeAIWebinarPolls,21April2023,n=1,079

cQ.Pleaseindicatetowhatextentyouagreewiththefollowingstatements.Thenumberofnewflashtechnologytrends(e.g.,generativeAI,metaverse,blockchain,etc.)arisingwillbecomemorefrequentwithinthenextthreeyears.Pleaseindicatetowhatextentyouagreewiththefollowingstatements.Asaresultofflashtechnologytrends(e.g.,generativeAI),IamnowhavingtomakedecisionsonwhethertoadoptandimplementitintoHRornot.

Source:31May2023GartnerBenchmark:PersistentTalentShortages,SustainingDEIandOtherEmergingIssues,n=74

dQ.AsanHRleader,howengagedareyouinenterprisewidediscussionsarounduseofGenAI?

Source:21June2023GartnerBenchmarkSpecialEdition—NavigatingtheWorkforceImpactofGenerativeAI,n=167

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2021

2023

PressureforOperationalEfficiencyPrevalenceofEfficiency-RelatedKeywordsinS&P100EarningsCalls

360

180

0

Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3

2022

Productivity

Efficiency

Reduction

ImplicationsforHRLeaders

?PressuretojustifythevalueofHRinvestments

?Workforceproductivity,thedominantsuccessmeasure

?Riskoftalentsupplydisruptions

n=855earningstranscripts

Source:AnalysisofallS&P100CompanyEarningsCallsTranscripts,Jan1,2021–Aug31,2023

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RecruitingLeaders’Prioritiesfor2024

Top

1

2

3

4

5

6

7

8

9

10

FocusAreas

RecruitingFunctionalManagement

Branding,AttractionandSourcing

RecruitingTechnology

CandidateExperience

EVPStrategy

Diversity,EquityandInclusion

EmployeeExperience

LearningandDevelopment

TalentManagement

AssessmentandSelection

入

E6iciency

novations

個(gè)

S

Recruiting

Functional

Management

Branding,

Attractionand

Sourcing

Technology

Recruiting

RecruitingLeaders

Q

n=32HeadsofRecruiting

Source:2024GartnerHRPrioritiesSurvey

Note:Rankingsarebasedonthefrequencyofinitiativesmentionedinrecruitingleaders’open-textdescriptionsoftheirtopthreeprioritiesfor2024.Eachprioritycouldbelinkedtouptothreeinitiatives.

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PressuretoBoostROIofRecruitingInvestments

PressuresonRecruitingCapacityandCapabilities

ConstrainedCosts

81%ofHRleadersanticipatecost-saving

measuresinthenextthreemonths,including

recruitingbudgetcutsandhiringfreezesorslowdowns.

n=97HRleaders

Q.Whichofthefollowingtalentcost-savingmeasuresdoyouANTICIPATEyourorganizationtakinginthenextthreemonths?

(Selectallthatapply)

Source:BenchmarkWithGartner:AffirmativeAction,Apprenticeshipsand

CandidateExpectations

(23August2023)

Under-ResourcedTeams

47%ofrecruitingleaderssaytheirrecruiting

staffhavetheresourcesneededtobe

successfulattheirorganization.

n=60recruitingleaders

Source:2023GartnerRecruitingExecutiveKPIBenchmarkingSurvey

InflexibleOperatingModels

27%ofrecruitingleadersagreethattheir

operatingmodelenablesthemtorespondtochangesquickly.

n=60recruitingleaders

Source:2023GartnerRecruitingExecutiveKPIBenchmarkingSurvey

9

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Volume

High

Always-On

Continuousefforttoattractadequate

volumeofhigh-qualitycandidates

?Staffing:Dedicatedrecruiters,outsourcing

?Process:Streamlined

assessmentandselection

?Technology:Automation

?Staffing:Sourcing,brandingteams

?Process:Proactivesourcing

?Technology:Labormarketanalytics

?Staffing:Coordinatorsupport

?Process:Compliancechecks

?Technology:Simpletoolsformanagers

?Staffing:Flexibleteams,sourcingexperts

?Process:Agilesprints

?Technology:Hiringteamcollaborationtools

Agile

Iterationwith

businesstoclarifyneedsandsourcing

strategies

TailorResourcingtoRole-SpecificHiringNeeds

RecruitingOperatingModelSegmentationFramework

Standardized

Simplifiedprocess

andstructuretoboostefficiency

Business-Led

Processsupportto

enablemanagerself-service

Low

LowComplexityHigh

Source:Gartner

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CommunicateRecruiting’sStrategicValue

Ifyourcompany

istryingto…

AchieveDouble-DigitGrowth

Accelerate

Digitalizationof

Products,ChannelsorOperations

IncreaseCross-

FunctionalAgilityandResilience

ReduceCosts

OptimizeCore/

Foundational

Operations

Yourvaluestoryforrecruiting

shouldbe…

Competingforhigh-qualitytalentin

criticalsegments

Supportingkey

technology

operationsand

investments

Enablingstrategicprojectsand

businessoutcomes

Successfully

controlling

upfrontcosts

Achievingefficient,high-quality

interactions

Yourscorecard

shouldinclude…

?Talentpipelinevolume

?Offeracceptancerateforcritical

talentsegments

?Percentageofcandidateshiredfromhigh-valuecompetitors

?Timetofillfordigitalroles

?Percentageofnewtalentacquired

withdigitalskillset

?Costoflaborby

talentsource(e.g.,FTE,contingent)

?Percentchangeinhiringvolumeperbusinessarea

?Talentpipeline

healthinemerginghubsfortarget

skills

?Early-careertalentacquiredinareasoffutureneed

?Vendorcost

containmentandagencycost

reduction

?Reducedcostsperhireratio

?Vacancycostcalculations

?Timetofillbyhiringstage

?Candidatedropoutrateperhiring

stage

?Interviewsperhiredcandidate

?Volumeof

candidateinquiresaddressedbytech

Source:Gartner

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RecommendedActionsforRecruitingLeadersQ顯

Assess

?Evaluatetherecruitingprocess,partnershipwiththebusinessandqualityofhiretoidentifypotentialimprovementareas.

?Benchmarkrecruitingfunctionalperformanceagainstpeers.

?Consultfrontlinerecruiterstoidentifytheirchallengesandresource/trainingneeds.

Source:Gartner

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Plan

?Exploreborrow,buildandbot

optionstoshiftroutinetasksawayfromrecruiters.

?Alignresourcestokeyfunctionalcapabilitiesneededtohirecriticaltalentsegments.

?Advocateforresourcesby

communicatinglabormarket

realities,aswellasthestrategic

andoperationalrisksofaslow-to-scalerecruitingfunction.

Execute

?Communicatethefunction’s

strategicvaluebyshowinghowitishelpingtheorganizationachievestrategicgoals.

?Establishservice-to-requisition

volumeagreementswithbusinessunitleaderstoformalize

expectations.

?Deployhiringmanagerstodriverecruitingtaskswheretheyaretrustedmostbycandidatesto

improverecruitingefficiencyandeffectiveness.

CandidatesIncreasinglyHardtoEngage

ShiftsinCandidateAttractionandConversion

ExpectingMoreFromEVP

87%ofcandidatesreportexitingahiringprocess

duetoatleastonemismatchinEVP

preferences.

n=3,468candidates

Source:2023GartnerVoiceoftheCandidateSurvey(Q1)

PrioritizingPersonalLife

47%ofemployeessaythattheywanttospendmoretimeontheirpersonallife.

n=3,493employees

Source:2023GartnerModernEmployeeExperienceandManager

DevelopmentSurvey

ReluctanttoCommit

51%ofcandidatesrecentlyacceptedanofferbutlaterbackedoutbeforestarting.

n=3,421candidates

Source:2023GartnerVoiceoftheCandidateSurvey(Q2)

Source:Gartner

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Wedo

innovativework.

HowcanImakea

differencewiththe

workIdo?

BrandingFailstoConnectWithCandidatesDisconnectBetweenEmploymentBrandingandCandidateNeeds

Wearethebest

companytoworkfor.

Source:Gartner

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Howwillthis

jobfitwith

mylife?

ExploreFitWithIndividualNeeds

Feel

Explore

BuildCandidate-CentricEmploymentBrandingBrandingforConnectionFramework

Feelthe

Day-to-DayExperience

Trust

TrustinCompanyTransparency

Source:Gartner

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Plan

?Redefineyouremploymentvalueproposition(EVP)todrivea

motivatingandauthenticemployeeexperience.

?EmbedkeyEVPattributesinthecandidateexperience.

?Designbrandexperiencesthat

helpcandidatestofeel,explore

andtrustwhattheirexperiencewillbelikeattheorganization.

Execute

?Engagehiringmanagersandemployeestocommunicatedirectlywithcandidates.

?Trainrecruitersonhowtocoach

candidatecareersandnegotiateoffers.

?Useanalyticstoevolvemessagesbasedonhowtheyresonatewithcandidates.

RecommendedActionsforRecruitingLeaders

Q顯

Assess

?Understandkeytalentattractorsforyourcriticaltalentsegments.

?Assesscandidateperceptionsoftheorganization’scurrent

employmentbrand.

?Audityourcurrentbrandingmessagesforalignmentwithcandidatepreferences.

Source:Gartner

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GrowingComplexityofTATechnologySolutions

ChangesintheTalentAcquisition(TA)TechnologyLandscape

BurgeoningTechnologies

“SeedFinancingGoing

TowardToolsand

PlatformsAimedat

FillingJobs”

Source:TheseAreTheSectorsWhereHotSeed-StageStartupsAreClusteringIn2023,CrunchbaseNews(22June2023)

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PressureonTechDecisions

60%ofHRleadersagreethatthey

mustnowmakedecisionsonwhether

toadoptandimplementflashtechnologytrends.

n=74HRleaders

Q.Pleaseindicatetowhatextentyouagreewiththefollowing

statements.Asaresultofflashtechnologytrends(e.g.,GenerativeAI)IamnowhavingtomakedecisionsonwhethertoadoptandimplementitintoHRornot.

Source:BenchmarkWithGartner:PersistentTalentShortages,

SustainingDEIandOtherEmergingIssues(31May2023)

Complex“FrankenSolutions”

56%ofHRtechnologyleaderssay

theirvendorhassuggestedpreferredintegrationorthirdpartiestoworkwithforchangesorintegrationswiththeirHCMsystem.

n=48HRtechnologyleaders

Source:2023GartnerHRTechnologyLeaderSurvey

ScopePotentialofKeyEmergingTechnologies

GartnerHypeCycleforTATechnologies

Source:Gartner

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Phaseof

HypeCycle

theTechnologyIsPlacedin

TroughofDisillusionmentandSlopeof

Enlightenment

PlateauofProductivity

?Optimize

?Sharelessonslearned

?Systemofrecord—pointofintegration,datasource

?Improveexperience

?Update,followreleasecycle

Actionsfor

These

Technology

Options

?Monitorandimprove

?Forfirstimplementations,compareonfunctionality,costandchoice

?ReviewyourATS/TASuiteofferingsandcomparewithpointsolutions

?Driveadoption

IncorporateHypeCycleIntoTATech

Strategies

ActionsBasedonPlacementofTechnologyonGartnerHypeCycleforTATechnologies

InnovationTriggerand

PeakofInflated

Expectations

?Experimentandinnovate

?Failfastandlearn

?Proofofconcept

?Monitormarketshiftsclosely

?Co-create

?Avoidlock-in

?Prioritize

Source:Gartner

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RecommendedActionsforRecruitingLeadersQ顯

Assess

?Mapcandidate,recruiterandhiringmanagerjourneystofind

inefficienciesandpainpoints.

?Identifyuntappedopportunitiesforoptimizationbymappingexisting

TAtechnologiesagainsttheTAmarketlandscape.

?DeterminethematurityofyourTAtechnologysolutionstodrive

productivity.

Source:Gartner

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Plan

?Comparevendorproductoptionsinprioritizedopportunityareas.

?Evaluatetechnologysolutions

againstcriteriasuchaseaseof

integration,cost-effectivenessandtimetoproductivitytoprioritizethebest-fittechnologiesfor

investment.

?IncludeendusersofTA

technology(e.g.,recruiters,hiringmanagers)inplanningand

implementation.

Execute

?ReachoutbeyondtheTA

functiontoconnectTAtechnologyobjectivestotheorganization’s

overallskillandtalent

supplygoals.

?Document“asis”recruitment

processworkflowstoseekvendorrecommendationsforsimplifyingexistingtechnologysolutions.

?Continuallyreviewstrategy

againsttheorganization’schangingneeds.

TwoFocusAreasforCapabilityDevelopment

RecruitingLeader

Recruiting

Team

Source:Gartner

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Outcomes

createdby

therole

Objectivesoftherole

AligntheTotal

HiringTeam

Managerecruiting

narrativewithexecutives.

Optimizehiring

managerengagement.

Co-createcandidate-

centricbranding.

Co-designcandidateandnewhireexperience.

RecruitingTechnicalAcumen

Understandrecruitingpractices,processes,

regulationsandtechnologies.

InterpersonalAcumen

Demonstrateemotionalintelligence,collaborationandinfluenceskillsinworkingwithnetwork.

andconfidence.

Driveteamperformance

throughdata.

Buildacompellingcareerbrandforrecruiting.

DriveaHigh-

PerformanceTeam

Optimizeprocess

Buildteam

roleanddesign.

capability

Recruiting

Leader

Workstreamsoverseenbytherole

Foundationalcapabilities

requiredfor

therole

ModelofaWorld-ClassHeadofRecruiting

DriveBusinessResults

Attractandacquirehigh-quality

talentneededtodrivebusinessresults.

BuildaScalableOperatingModel

Develophiringforecastsandcapacitymodels.

Developanagile

resourcingapproach.

Prioritizetechnologyandautomation.

Manageandadvocatefortherecruitingbudget.

BusinessAcumen

Understandthebusinessmodel,financials,

externalmarketsandcustomers.

DataJudgment

Buildknowledgeofkeydatatrendsanduseittoinfluencefunctionandbusinessstrategies.

Surfaceandinfluencewithlabormarketinsights.

Definecriticalskills,talent

poolsandworkmodels.

Customizeattraction

andsourcingstrategies.

Definediversityand

internalhiringstrategies.

DefinetheStrategytoWinTalent

Source:Gartner

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Goal

Candidate

CareerCoach

HiringStrategy

Consultant

ProcessChangeAgent

Keyroles

?Maintaincontactwith

high-qualityprospects.

?Frameinformation

abouttherolearound

candidatecareerpathsandinterests.

?Showcandidateshowskillscantranslateintodifferentroles.

?Tailoroutreachtohowactiveorpassive

candidatesare.

?Uselabormarketdatatoproposechangestohiringstrategy.

?Showhiringmanagershowskillrequirementsimpacttimetofill.

?Showhownonobviouscandidatescanbe

developedintherole.

?Sharethe

organization’slong-termskillneeds.

?Recommendwaystechandprocessautomationcanfreeupcapacity.

?Makerecommendationstosupporteffectivetechimplementation.