8 Learnings from Gartner’s Hype Cycle for HR Transformation

The Gartner Hype Cycle™ for HR Transformation is a curated list of must-have capabilities needed to transform the HR function. This year’s edition dives into the trends and capabilities that span the HR operating model, team competencies and technology. Ahead, find eight standout trends from four stages of the cycle.

• Within five to ten years, HR technologists will be an essential enabler of HR transformation. They have technical expertise, experience in managing complex projects and can identify gaps in HR technology offerings and develop roadmaps. Finding the right candidates, determining who they will report to and charting a career path for those in this role will be the biggest challenge for HR leaders.

• It should come as no shock that with its ability to automate and improve operations, transform user experience and provide insights for better decision making, AI will be transformational for HR.

• Hyperautomation, which provides the opportunity to improve efficiency and reliability across manual workflows like payroll, workforce management and recruitment, is among the top emerging technologies for HR. The biggest barrier? HR teams’ limited expertise with this complex technology. 

• Talent data and insights are critical to business decisions, and leaders across the enterprise look to HR to provide data-backed advice. But HR isn’t prepared for this responsibility. Data judgment, or a strong ability to understand and interpret data, is thus an important capability for HR organizations to invest in.

• There is a growing urgency for HR professionals to become strategic consultants who address complex problems and help mitigate potential talent risks. But HR employees struggle to keep up with the skills required for this, and HR’s perceived strategic value is stagnant — business leaders have rated it six out of 10 for about 10 consecutive years. 

• A compelling employee experience is a differentiator for organizations, and as such, EX-driven HR (employee-experience-driven HR) is a necessity. HR must identify moments that matter to employees at home, at work and out in the world to shape a strategy. However, senior leaders often fail to understand, much less buy into this.

• HR process governance is critical as the priorities of and the function itself become more complex. Without effective process governance, HR can’t make quick decisions or rapidly innovate. Governance is one of the top 3 factors that impact HR’s operational efficiency.

• People relations managers are dedicated full-time resources who support employees and address issues that impact attrition: respect, manager quality and work-life balance. They play a critical role in ensuring strategic HR success and that HR business partners can focus on the organization’s most pressing strategic talent needs.