Gartner Newsroom

Key Takeaways

• Many times in life those painful moments and experiences serve a greater purpose, but we have to take the time to dig within to find what we personally can gain from the experience.
• We should all aim to appreciate all of our colleagues and all of the uniqueness they bring to the table. 
• “We need a culture where people can voice their opinions, they can voice their experiences, and it’s not falling on deaf ears, but there’s sympathy, empathy and action."

Key Takeaways

• “Change fatigue was HR leaders’ #1 change-related priority in 2019, and we are right to remain concerned in 2020, because across the last year the risk of change fatigue has doubled.”
• “The amount of change employees can absorb without fatigue — that is, negative reactions to change such as burnout, frustration, or apathy —  has plummeted at a time when more change is precisely what organizations need in order to make it through the current environment and move forward.”
• “Day-to-day changes, like moving to a new manager or team, are significantly more damaging than large-scale transformations, like a merger or acquisition.”
  
• “This is an opportunity to rethink where you and your team invest time, attention, and energy to manage change.”
  
• High trust increases the ability of employees to absorb change. Employees have 2.6 times more capacity to absorb change when they have high trust in the organization. 
• High team cohesion increases the ability to absorb change, as employees in these situations have 1.8 times capacity to absorb change.  
• “Viewing change through an employee experience lens opens up lots of new opportunities for HR leaders to acknowledge change impact at all levels, build trust, and support cohesion, as well as to empower employees in understanding and shaping that experience.”

Learn more in the Gartner press release "Gartner Cautions HR Leaders That the Risk of Change Fatigue Among Employees has Doubled in 2020."

Key Takeaways

• “In the United States, employees spend, on average, upwards of one hour per day consuming political news at work.”
• A 2020 Gartner survey conducted in July found that 60% of U.S. employees report that the topic of the U.S. presidential election has impacted their ability to get work done.
• “Three in 10 U.S. employees report that the presidential election has led them to argue about politics with co-workers. Four in 10 U.S. employees report that that same topic has led them to avoid talking to or working with a co-worker because of their political views.”
• To turn employee unrest into engagement during times of political uncertainty, HR leaders need to do three things: 
  • Give employees the tools and the guidance that they need to manage negative emotions.
  • Create safe spaces for productive conversations.
  • Identify ways to take action.

Key Takeaways

• “We are trying to build data partnerships between our organizations and employees, specifically an employee centric data approach, where the employee understands what data is collected, why it is collected, how it will be used and by whom.”
  
• “When we asked employees about their data experience in their organization, we found that only 18% of employees agreed that their organization treats them as a data partner. ”
  
• “An Employee Data Bill of Rights helps organizations balance business needs and employee privacy.”
  
• “The Employee Data Bill of Rights includes: The Right to Purpose, The Right to Minimization, The Right to Fairness, and The Right to Awareness.”
  
• “If there’s a reason not to share specific data, you as an organization should also be able to explain why you can’t share it.”
  
• “Commit to using the Employee Data Bill of Rights as an input to your organization’s data ethics strategy.”