Gartner：2024年三步解锁人力资源技术商业价值：首席人力资源官指南报告（英文版）

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3 Steps to Unlock

HR Technology

Business Value

A CHRO Guide

HR technology seems to have failed to

deliver on its transformative promise

Organizations worldwide are asking HR for more

strategic support. Seventy-four percent of HR staff

report that business leaders depend on HR to enable

organizational strategy. CHROs know this new scope

has the potential to propel HR’s trajectory toward

becoming a more value-generating function, but also

know that with constrained resources, they will not be

able to grab this opportunity without the help of

technology. Unfortunately, current HR technology

strategies so far seem to have failed to deliver on its

transformative promise, leaving HR unable to fully

realize their new role and business impact.

This CHRO guide details three ways organizations are

overcoming current HR technology shortcomings with

research-backed insights and next step action items to

create impact in your organization.

Source: 2024 Gartner Driving Impact Through Technology HR Leader Survey

HR Leaders’ Doubts About Current Technology Approach

Demand for

HR Strategic

Support

HR Capacity

to Deliver

Technology

potential is

untapped

Only 35% of HR leaders

are confident their

approach to technology is

helping them achieve

business objectives.

Nearly 2 out of every 3

HR leaders agree that if

they don’t take action to

improve HR’s approach

to technology, their

function’s effectiveness

will decrease.

Typical approach: Using technology

to free up capacity

HR’s primary actions

Technology selection:

Consistently focus

on reinforcing the foundations.

Equipping the team:

Train HR staff on new tech

functionalities.

Drive system adoption:

Improve user experience of

each solution.

Weaknesses — Areas where value is trapped

Foundations “vicious cycle”

Investing in HR productivity falls into chasing marginal efficiency gains to win

over stakeholders, but this limits their trust in, and support for, HR’s

investment in more transformative technologies.

More HR leaders select functional efficiency as their key HR technology goal above all others. Most HR

functions are using their technology to automate traditional tasks so they can create capacity for the

higher value strategic activities. However, looking at this challenge through a capacity-driven lens alone is

preventing HR from achieving actual business impact from its technology efforts in the following ways.

Only 1/3 of HR leaders receive

substantial support for tech that

does not directly drive efficiency.

Only 25% of HR leaders agree

their staff thinks about how tech

can change HR for the future.

69% of employees report at

least one barrier when using

HR tech in the last 12 months.

A capacity-focused HR technology strategy:

Preservation mindset within HR team

HR staff misunderstands technology’s potential — worrying that it

threatens parts of their jobs that they enjoy instead of engaging them to

evolve their work to combine with technology to deliver value in new ways.

Competing solutions dilemma

Because of HR silos, end-user employees and managers struggle to

navigate a disjointed landscape of HR technology solutions causing many

to go underutilized —wasting investment and effort.

79% of HR leaders agree that

technology’s main role is to free

up staff capacity for strategic work.

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