According to Gartner’s latest insights, there are five key HR priorities that leaders should focus on as we close out the year and prepare for what’s ahead. Drawing from a survey of more than 500 HR leaders across 40 countries, it reveals the primary areas HR teams will focus on to drive organizational success. The top five priorities are:
💡 Leader and Manager Development
- 73% of HR leaders report that their managers are ill-equipped to lead change.
- 75% note that managers are overwhelmed by the growing scope of their roles.
The report underscores a significant gap between the responsibilities placed on leaders and their ability to manage these demands. Managers today are taking on 51% more responsibilities than they can effectively manage, which negatively impacts employee engagement and team performance. Traditional training programs alone are not enough. The report emphasizes evolving the job itself, focusing on simplifying managerial tasks, resetting role expectations, and building sustainable management habits. By making managerial roles more manageable, organizations can increase job satisfaction, effectiveness, and retention rates among leaders.
Organizations should invest in habit-building initiatives and rewire job roles to be more aligned with what managers can realistically handle. Managers need more than skills development—they require role adjustments and systems to help them cope with expanded responsibilities.
🌍 Organizational Culture
- 47% of HR leaders do not know how to drive the changes necessary to achieve their desired culture.
- 41% report that hybrid work has compromised employees' connection to their organizational culture.
As the hybrid work model becomes the norm, maintaining a strong and cohesive organizational culture has become more challenging. The report highlights that fewer in-person interactions and shrinking employee ecosystems have eroded the traditional experience of culture within organizations. The key to success in 2024 lies in intentionally fostering both the "rational" and "emotional" sides of culture. Employees must not only understand and believe in the company culture but also feel connected to it on a personal level. In hybrid environments, organizations must shift from relying on "connectedness by osmosis" (physical proximity) to intentionally fostering emotional proximity and microcultures.
HR leaders should facilitate "connectedness by intention" by implementing practices that allow employees to engage with culture wherever they work. Prioritizing small-group interactions, emotional connections, and purposeful engagement can significantly improve performance, retention, and job satisfaction.
🤖 HR Technology
- 56% of HR leaders acknowledge that their HR technology does not align with current and future business needs.
- 60% are uncertain about how generative AI and other emerging technologies will impact HR.
The HR technology landscape is becoming increasingly complex, with growing pressure to adopt emerging technologies such as AI. The report highlights that without the proper HR technology infrastructure, organizations will lag in both productivity and organizational success. However, many HR leaders are unsure of how to assess and implement these technologies effectively. The hype surrounding generative AI, while promising, has also created a layer of uncertainty regarding its real value and the ethical implications of its use. The framework provided encourages HR leaders to focus on four key areas—governance, workforce readiness, risks and ethics, and the vendor landscape—to evaluate and adopt technology strategically.
HR leaders should assess new technologies through a balanced framework, ensuring they align with business needs, mitigate risks, and provide real value. HR technology roadmaps should be revisited frequently to address both technological advancements and the evolving nature of the workforce.
🔄 Change Management
- 82% of HR leaders report that managers are not equipped to lead change.
- 77% believe employees are experiencing change fatigue.
With continuous changes within organizations, employees are experiencing burnout, lower performance, and reduced willingness to adapt to further transformations. This "transformation deficit" means that while the volume of change is increasing, the capacity of employees to handle it is diminishing. Only 8% of HR leaders feel confident in their plans to manage change fatigue effectively. The traditional approach of focusing on communication and training is no longer sufficient. Instead, organizations need to adopt a more holistic strategy that includes managing change fatigue as an inherent part of any transformation initiative.
HR leaders must incorporate fatigue management into their change plans by educating the workforce on fatigue drivers, equipping managers to identify areas of concern, and creating safe spaces for employees to discuss and manage their experiences. Proactively managing change fatigue can improve employee retention, responsiveness, and performance.
📈 Career Management and Internal Mobility
- 66% of HR leaders agree that career paths within their organizations are not compelling for many employees.
- 89% believe career paths are unclear for many employees.
The report highlights the growing inadequacy of traditional, static career paths. Employees now seek more dynamic and agile career trajectories that align with their personal and professional growth goals. In an environment where turnover is high and competition for talent is fierce, providing clear, adaptive career paths can make a significant difference in attracting and retaining top talent. Employees are no longer satisfied with rigid paths defined solely by job descriptions—they want flexible career options that allow for varied experiences and development.
HR leaders should shift from static to adaptive career models, offering employees opportunities to explore multiple career routes and build skills dynamically. Organizations can use career portfolios, satellite navigation models, and more frequent career touchpoints to help employees navigate their career growth and remain engaged.
Broader Implications for HR in 2024
Across all five priority areas, the overarching themes are adaptability, technology integration, and employee well-being. The pandemic has accelerated changes in how businesses operate and how HR teams function. In this landscape, leaders are required to be more responsive, proactive, and innovative in their approaches to leadership, culture, technology, and employee development.
For HR leaders, 2024 presents an opportunity to rethink long-standing practices and to adopt new strategies that meet the evolving needs of both employees and the organization. Investing in manager enablement, cultural alignment, cutting-edge HR technology, change management practices, and agile career development will be essential for companies to thrive in the years ahead.
By addressing these priorities with thoughtful planning and execution, HR teams can drive meaningful change, increase employee satisfaction, and position their organizations for long-term success.
At nuem, we’re excited to partner with companies that are ready to tackle these priorities head-on. Let’s build something great together! #HRTrends #LeadershipDevelopment #OrganizationalCulture #HRTech #ChangeManagement #CareerGrowth #2024to2025Success
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