Newsroom

Press Releases

ARLINGTON, Va., July 23, 2020

Gartner Survey Shows 63% of HR Leaders Are Taking Steps to Be More Agile

Yet Many HR Leaders Struggle to Create a Defined Agile Strategy

A Gartner, Inc. survey of 253 HR leaders reveals that 63% of respondents report already using some variation of agile methods and principles within the HR function. In fact, most HR leaders report their organizations are experiencing a large agile transformation broadly as a tool for improving organizational outcomes.

“While there is a growing consensus among HR leaders that HR should become more agile, there is an overall uncertainty about how to effectively apply the principles to HR,” said Caroline Walsh, vice president in the Gartner HR practice. “Recent Gartner research found that 78% of HR leaders have neither a defined strategy nor outcomes in place to guide their application of agile in the function.”

HR leaders are facing mounting pressure to cut costs, restore employee productivity, deliver on employee experience and execute the right policies for their employees. HR leaders have the opportunity to introduce agile principles through two main avenues: HR projects – by improving or creating new HR solutions, and the HR operating model – the formal and informal ways HR gets work done and delivers value to the business.

Gartner recommends HR leaders consider the following strategies when implementing agile:

Create Space for Strategic Thinkers to Solve Customer Problems

“The COVID-19 pandemic has stressed the need for all organizations to be able to quickly adjust to the changing circumstances,” said Mark Whittle, vice president of advisory in the Gartner HR practice. “Adopting agile methods will enable HR to provide more relevant support and better solutions to the organization at large.”

A 2019 Gartner HR Structure survey showed that less than two out of every five HR leaders believe their function separates transactional and strategic tasks appropriately. Though HR leaders want to spend more time on strategic work, the current operating model and processes don’t allow for this. Applying agile values require HR leaders to give strategic thinkers the space and tools necessary to solve high impact customer problems while minimizing or eliminating the need for these employees to work on operational tasks

Implement a Proactive, Customer-Sensing HR Model

Gartner research finds that only 29% of employees agree that HR understands their needs and expectations. Often, HR business partners work with the business and provide strategic support in understanding its needs, while trying to capture employee feedback in the moment. Despite HR’s attempts to better understand its customers via engagement surveys, exit surveys and pulse surveys – and even more experimental techniques such as data scraping – its efforts often fall short of truly sensing customer needs. HR leaders should re-think their HR structures in order to identify the shifts in customer needs and determine where HR will have the most strategic impact.

Manage Work as Investment Portfolio Rather Than a Set Agenda

Gartner’s 2020 Agile HR Function Survey showed that only one-third of HR leaders agree that projects are paused or stopped if they are no longer deemed strategic and/or valuable. Additionally, only 34% of HR leaders agree that resources are reallocated when there is insufficient support for employees to tackle priority work.

Rather than building an agile HR function based on a set agenda, HR leaders must manage work processes as an evolving investment portfolio. Doing so requires HR leaders to be more flexible and reassess priorities on a regular basis to ensure the highest priority projects receive the greatest investment.

“Progressive HR leaders are seeking new ways to ensure their functions provide value and drive results, and they are considering agile as a potential solution,” said Mr. Whittle. “Incorporating an agile approach within HR leads to tangible benefits for the organization and helps HR keep up with agile transformations occurring throughout the rest of the business.”

Gartner clients can read more in the Gartner report, “The Agile HR Function.”

CHROs and HR leaders can learn more about how to lead organizations through the disruption of coronavirus in the Gartner coronavirus resource center for HR, a collection of complimentary Gartner research and webinars to help organizations globally respond, manage and prepare for the next phase of COVID-19.

About the Gartner HR Practice

The Gartner HR practice brings together the best relevant content approaches across Gartner to offer individual decision makers strategic business advice on the mission-critical priorities that cut across the HR function. Additional information is available at http://www.gartner.com/en/human-resources/human-resources-leaders. Follow news and updates from the Gartner HR practice on Twitter and LinkedIn using #GartnerHR.

About Gartner

Gartner, Inc. (NYSE: IT) is the world’s leading research and advisory company and a member of the S&P 500. We equip business leaders with indispensable insights, advice and tools to achieve their mission-critical priorities today and build the successful organizations of tomorrow.

Our unmatched combination of expert-led, practitioner-sourced and data-driven research steers clients toward the right decisions on the issues that matter most. We are a trusted advisor and an objective resource for more than 14,000 enterprises in more than 100 countries — across all major functions, in every industry and enterprise size.

To learn more about how we help decision makers fuel the future of business, visit gartner.com.

Contacts