2025年首席人力资源官人才战略指南 2025 CHRO Talent Strategy Guide

AmbitiousgrowthgoalsinaVUCAenvironmentputpressureontalentstrategies

Regardlessofheadwinds,CEOsarestillprioritizinggrowth,withtalent,peoplemanagementand

cultureastheirtopchallengestoleadandgrow.

Asthepressureforgrowthmounts,CHROs

mustdeveloparobusttalentstrategythatsteersorganizationsthroughthecurrentvolatile,uncertain,complex,ambiguous(VUCA)headwindsandfuelsgrowth.Thisguidesharesbestpracticesacross

fourinitiativestoshapeaneffectivetalentstrategy.

1.Delivercurrentandemergingskillsneeds.

2.Developtransformationleadersandmanagers.

3.Sustainworkforcemoralethroughtransformation.

4.Enablethegrowthofthehuman/techaugmentedworkforce.

CEOs’mostcriticalchallengeswhenleading,growingandscalingtheenterprise

CodedresponsesTalentandworkforce

Cultureandpeoplemanagement

Strategy,communicationandalignment

Operationalefficiency/operatingstructure/synergiesCostmanagement,capital,financials,profitability

Growth,sustainablegrowth,meetinginvestorexpectations

Marketandcompetition

TechnologyandinnovationRegulatoryandcompliance

Externalfactors/geopolitics/climate/inflationAbilitytoscale,M&A,integration

23%

13%

13%

9%

7%

7%

5%

4%

4%

4%

3%

O%25%50%

n=456,allrespondents

Q.Whatarethetwomostcriticalchallengesyoufacewhenleadingandgrowingalarge-scaleorganization?Source:2025GartnerCEOandSeniorBusinessExecutiveSurvey

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2025CHROTalentStrategyGuide2

1.Acceleratingskillsgaps-

Challengesthatmakeitdifficulttodevelopaneffectivetalentstrategyin2025

Talentstrategyimperatives

By2027,31%of

employeeswillseejobchanges.

Only43%ofhiring

managerswillagreethattheirrecenthireshave

skillspreparedness.

57%ofCHROssaytheydon’tknowhowto

predictfutureessentialskillsforinvestment.

Delivercurrentandskillsneeds.

emergingDeveloptransformational

leadersandmanagers.

SustainworkforcemoraleinEnablethegrowthofa

VUCAtimes.human/techworkforce.

Challenges

2.

Deficit

infuture-readyleaders3.Employeechangefatigue-4.MismatchedAIexpectations

Only1in2HRleaders

aresatisfiedwithseniorleaders.

Employeesexperience5xmoreorganizationalchangesthan8years

CEOsexpectAIto

boostproductivityby17%in12to18months.

Only1in5areconfidentinfutureleadership

potential.

Only28%ofsuccessorsforkeyleadershiprolesareready.

ago.

Only44%ofemployeessupportrecentorg

changes,downfrom74%adecadeago.

Butonly8%of

employeesfully

leveragegenerativeAI(GenAI)tools

forproductivity

andqualitygains.

Source:Gartner

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alseskillsgapsandanticipatefuture

skillsneeds?

“Wedon’tknowhowtopredictwhichskillswillbeimportanttoinvestinforthefuture.”

PercentageofCHROs

25%

19%

n=242CHROs

Gartner2025HRPrioritiesSurvey

57%

Agree

Disagree

Neutral

CEOsandboardsidentifytalentshortagesastheprimaryrisktogrowth

strategies,increasingpressureonCHROstoeffectivelyequiptheir

organizationswithfuture-readyskills.Asrolesandskillrequirementsevolve,CHROsmustguidetalentleadersinpinpointingandinvestingincrucial

workforcecapabilitiestomeetlong-termstrategicgoals.However,CHROsoftenstruggletoprioritizetimeandinvestmentseffectivelyinarapidlychanging,complexanduncertainenvironment.

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1

GartnerAnswer

Leveragetargetedstrategicworkforceplanning

In2025’sVUCAenvironment,CHROsmustguidestrategicworkforceplanning(SWP)effortstotargetthemostacuteskillriskstostrategicobjectives.Bydoingso,CHROscanhelptalentmanagementleadersmaketoughtrade-offsandprioritizethemostcriticalinvestmentsinskillsintelligenceandsolutionstoclosecapabilitygaps.

Takeaction:WatchtheGartnerwebinar,

3StepsCHROsCanTaketoInitiateaStrategicWorkforcePlan.

TargetedSWPinvestments

●

●

Impactontalentreadiness

●

●

●

●

●

●

Concentratingskillsintelligenceinvestmentsonasmallsetofroleswithhighbusiness

criticalityanddynamism.

●

High

●

+10%ontalentreadiness*

3stepstoinitiateSWP:

1.Definerolesandresponsibilitiesforbettercollaboration.

Dynamism

●

2.Narrowtheplan’sscopetoavoidcomplexity.

3.Promoteflexibilitythroughregularreviewsandadaptability.

●

Low

●

Low

●

High

Businesscriticality

●

Source:Gartner

●

*Talentreadinessisdefinedastheworkforce'sabilitytorespondtochangingbusinessneedswheneverandhowevertheycome.

●

●

●

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2025CHROTalentStrategyGuide5

●

●

●

●

changes

1

Yourpeersinaction:

WoltersKluwer

WoltersKluwer’sjobimpacttierdecisiontree

123

WoltersKluwer’sHRteamemploysatargetedSWPstrategyfocusingon“dynamic”jobs.Insteadof

questioning“if”ajobischanging,theyask“how”and“howmuch.”Theyfoundthat25%ofroles

Businesschange

Isthechange

criticaltothe

business’svalueproposition?

No

Deprioritizeskillsintelligence.

YesJobfamily

YesBusinesschange

Isthechange

segmentation

Isthejobfamilyimpacted?

criticaltothe

business’svalueproposition?

are“dynamic”(changingintasksandoutcomes),while75%are“steady”(methodschange,butthejobitselfremainsconstant).

ByfocusingtheirSWPeffortson“dynamic”

No

Deprioritizeskillsintelligence.

Job

Tier1DynamicJobsHRaction:

Highinvestmentinskills

intelligencetoupdatejobprofiles

Tier2SteadyJobsHRaction:

Lowinvestmentinskills

intelligenceforhighimpact

1

jobs,theWoltersKluwerteamisabletomakemoretimelyandimpactfulbuild,buy,borrowinvestments.

Waysof

change

working

2

GartnerclientscanaccessadditionalSWPcasestudiesontheclientportal.

LearnmoreaboutbecomingaGartner

clienttoday.

AdaptedfromWoltersKluwer

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2THaleoneeparerisingleadersforan

uncertainfuture?

Gartnerresearchhighlightstheneedforhumanandenterpriseleadership,yetHRleadersarelessclearonhowtogetthatleadership.Although

76%oforganizationshavesignificantlyrevised

leadershipprogramsrecently,resultsarelacking.Only36%ofHRleadersfeeltheireffortsprepareleadersforfuturechallenges,andjust23%trusttheirorganization'sabilitytodevelopemergingleadersforfuturedemands.

Defininghumanleadershipandenterpriseleadership

Leader

Asorganizationsevolve,leadersmustadaptbyintegratingbothenterpriseandhumanleadership.

EnterpriseleadershipHumanleadership

Defineswhatleadersachievebyaligningteamandorganizationalgoalstodrivecollective

performance.

Defineshowleadersachievebybuilding

meaningfulconnectionsandunderstandingwithintheirteams.

IndividualleadershipNetworkleadershipAuthenticEmpatheticAdaptive

Source:Gartner

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arctntedevelopmentusingthe

7Gartnerhallmarks

GartnersurveyedleadersandHRprofessionalstoidentifysevenkeyhallmarksforacceleratingleadershipdevelopment.OncetheC-suiteagreesonessentialleaderskillsandattributes,CHROscanenhancetheirleadershipbenchbyassessingdevelopmentprogramsagainstthesehallmarkstopinpointhigh-ROIimprovements.

7hallmarksofeffectiveleadership

7.Facilitatevisible

self-investmentforleaders

7

6.Prioritizedevelopment

supportforhigh-risk,.high-stakesmoments

3

4

5.Buildexperientiallearning.intoexistingroles

4.Includehardaccountabilityforapplication

Source:Gartner

3.Creatediverselearning

cohortsfollowedbyreflectionwith“truepeers”

1.Reservein-persondevelopmentonlyforconnection

2.Intersperseconnectionandtrainingovertime

6

2

5

1

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7HallmarksofEffectiveLeadershipDevelopment.

."Topmomentswhere·

leadersneedtargeted:developmentsupport:

1.Leadingtheirteamthroughamajororganizationalchange.

:2.Managingahigh-risksituation.

3.Adaptinginresponsetoasignificant

changeintheirroleexpectations.

2025CHROTalentStrategyGuide8

ouCrpaction:

OCBCintegrateslearningwithpeerengagement,lettinglearnersdriveover70%oftheagendatoenhanceconnectionsanddevelopment.L&Dprovidespromptsbeforesocialinteractionstoguidediscussionson

commonchallenges.Timebetweenlearningandsocialeventsenablesreal-lifeapplicationandchallengeidentification.Repeatedsocialinteractionsafterapplicationperiodsfostertrustedpeerrelationshipsandoffersupportinovercomingchallenges.

Relationshipbuiltwithpeernetwork

Learning

engagement

engagement

o.>

Applicationchallenge

AdaptedfromOCBC

△

Relationshipbuiltwithpeernetwork

Relationshipbuiltwithpeernetwork

Learning

engagement

Applicationchallenge

Real-life

application

Real-life

application

Social

touchpoint

Social

touchpoint

Social

touchpoint

Learning

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3THaleontwStrgageachange-fatiguedworkforce

ingrowthinitiatives?

Manyorganizationsstrugglewiththedizzyingspeedofchangeandthe

relatedchallengesinimplementationandemployeeexperience.EmployeesfacesignificantshiftsinaVUCAenvironment,undergoinganaverageof13enterprisewidechangesannually—5xmorethaneightyearsago.Ambiguity,inparticular,is1.5xmorelikelytochallengeemployeesthaneachoftheotheraspectsofVUCA.

Stacked,constantchangescauseworkforcedisruptionandhighchangefatigue,reducingsupportfororganizationalchange.Suchanenvironmentthreatenstheemployeeexperienceandkeybusinessoutcomes,increasingrisksofburnout,attritionandproductivityloss.

Employees’willingnesstosupportorganizationalchange:

2016vs.2024

74%

44%

40%

0%

20162024

n=6,686employees;n=3,529employees

Source:2016GartnerWorkforceChangeSurvey;Source:2024GartnerOrganizationStructureandLeadershipTrustSurvey

41%reduction

inwillingnesstochange

80%

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3

GartnerAnswer

Involveemployeesinchangeprocessestohelpnavigateambiguity

Insteadoftakingatop-downapproach,HRleadersshouldmakesurechangehappenswithemployees,nottothem,inordertoreduceattritionandchangefatigue.Bydevelopingeffectivechangeleaders

andempoweringemployees,CHROscanfosteraculturethatembracesnewinitiatives.Activelyinvolvingemployeesinthechangeprocesscantransformitintoapositiveexperience,benefitingtheentireorganization.

Leadingachange-readyworkforce

>>

Empowermanagerstobuildchange

resilience

Source:Gartner

Equipemployeestobechange

influencers

Prioritizechangebasedonimpactandreadiness

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StrategiestoBuildReadinessforTransformationalChange.

o•o。

●

。o

Howtoengage".

employeesinchange

processes:

•Targetkeyemployeegroupstosupportinitiatives.

•Involveemployeesinplanningandimplementing.

•Encourageemployees’questionsand

opinions,avoidingatop-downapproach.

●

●

●

2025CHROTalentStrategyGuide11

●

●

●

●

3YAoulrle

Allstateusesanenterprisewidechangemodeltofacilitatehorizontalemployeeengagement,speedingupexecutionandadoption.

Theyidentify"changeinfluencers"withstrong

peerconnectionstodiscusschangesacross

forums.Anetworkanalysishelpsfindemployees

withbroadnetworksofrelationshipstoactas

changeinfluencers.Opennominationsidentify

employeeswhoaretrustedsourcesforinformationandfeedbackonchanges.

Thisnetwork-drivenapproachenhances

awarenessandcomfortwithchange.Allstateemployeesgainabetterunderstandingofandconfidenceintheirroleasco-creatorsofthechange,leadingtoincreasedengagement,advocacyandadoption.

Networkmodelforchangeplanningandexecution

Enterprisechangeenablementteam

Allstatechange

Leadandmanage

CCoPandACNby

providingconsultingresourcesfor

strategicinitiatives

√Identifybestpractices

√Buildchangeconsistency√Informchangeleaders

AdaptedfromAllstate

influencernetwork

√ImproveawarenessImprovemotivationCo-createchange

Changecommunityofpractice

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4THaleontwStrnslateAIpromiseintoproductivity?

CEOsanticipatea17%productivityboostfromAIwithin12to18months,butmostorganizationsfacea

significantgapbetweenexpectationsandreality.CHROsandHRteamsarecrucialinstrategizingtobridge

thisusageandproductivitygap.

Accessto,andfrequentusageof,GenAItoolsdoesnotguaranteehigherproductivity

47%

GenAIaccess

fullycapture

15%

Donotexperiencespeedandqualityimprovements

toolsoften,

1%

andexperience

speedandqualityimprovements.

NoGenAIaccessorunsure

n=3,405knowledgeworkers

Q.WhichofthefollowingaretrueaboutGenerativeAItoolsthatyouuseatwork?Selectallthatapply.Source:2024GartnerRedefiningProductivityEmployeeSurvey

Note:Percentagesmaynotsumto100%duetorounding.

8%

Experiencespeedandqualityimprovements

productivitygainsbyusingGenAI

22%

Infrequentlyusetools

Only8%ofemployees

24%

Usetoolsoften

100%

Employees

Neverusetools

53%

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4GTaarte-firstAIapproach

ExecutivesoftenstruggletodriveadoptionofGenAIbecausetheyneglectitsimpactonemployees.Only14%ofHRleaderssayemployeeshaveavoiceintechnologydecisions.TomaximizeAI'svalueandboostadoptionandproductivity,CHROsshouldguideHRleadersinadoptingahuman-firstAIapproach,

ensuringemployeesfeelcomfortableandconfidentusingit.

Bytakingahuman-firstAIapproach,employeesare1.5xmorelikelytobehighperformersand2.3xmorelikelytobeengaged.

Source:Gartner

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Takeaction:WatchtheGartnerKeynote

webinar,MakingWorkBetter:TheReset-ReadyOrganization.

。•

●

●

。s

。"Actionstoworkwith

●

oC-suite/HRleaders:

1.First,identifywhatemployeesaretryingtoaccomplishandthenhowthetechcansupportthem.

2.Prioritizeinitiativesbasedonproductivityimpact.

3.Findemployeechampionstolead

thediscoveryoftechnology’simpactonjobs.

2025CHROTalentStrategyGuide14

●

●

●

●

4

Yourpeersinaction:

Vizientvizient.

AIbecomesmeaningfulforthebusinesswhen

itbecomesmeaningfultoemployees.Vizient

adoptedahuman-firstapproachbyinvolving

employeesincreatingtheirownempathymaps,gaininginsightsintotheirperspectivesonAI's

impactontheirdailyworkandprofessional

identity.Sinceemployees'viewsontheirwork

influencetheirbehaviors,understandingtheseviewsiscrucialforencouragingbehaviorchangesneededtoharnessGenAI'svalue.

Asaresultofthishuman-firstapproach,Vizientsawa3xincreaseinthenumberofemployeestrainedinGenAItoolsanda2.5xincreaseinthenumberofemployeesusingGenAIdailyintheirwork.

Sam:Vizient’ssoftwareengineerempathymap

Partialrepresentation

Coding/development

25%

Codereviews

10%

Refactoring

5%

Documentation

5%

Agileceremoniesandmeetings

10%

Planninganddesign

10%

Problemsolving/debugging

10%

Innovationtime

10%

Admintime

15%

AdaptedfromVizient

WhoisSam?Samisasoftwareengineerinanagileteam.Hisdailyactivitiesarecenteredaroundcodingnewfeaturesandmaintainingexistingcode.Hetacklesavarietyoftasks,fromimplementingnewuserstoryacceptancecriteriatooptimizingandrefactoringthecodebase.

WhatareSam’sgoals?Learnandexperimentwithnewtechnologiesandmethodologies.

•Samwillfocusonhigher-orderdesignaspects,problem-solvinginsteadofrepetitivecodingtasks.

•Samshouldfocusmoreonqualityvs.codewriting.

•Samwillhavetoidentifytaskswhereheneedstobethe“human-in-the-loop.”

•Fromexecutor-of-codetoenhancer-of-code.

Samgetsanhouradaybackforpersonaldevelopmentorpersonaltime.

HowSamspendshisday%ofworkHowwillGenAIchangeSam’sdayjob?

HowwillGenAIshiftSam’swork-lifeschedule?

HowwillGenAIimpactSam’sidentity?

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ReinventYourTalentStrategy

Impactofaddressingthe4talentstrategychallenges

Talentstrategyimperatives

Delivercurrentandskillsneeds.

emergingDeveloptransformational

leadersandmanagers.

SustainworkforcemoraleinEnablethegrowthofa

VUCAtimes.human/techworkforce.

Challenges

Deficitinfuture-readyleaders

Acceleratingskillsgaps

EmployeechangefatigueMismatchedAIexpectations

Gartnersolution

1.TargetedSWP-

10%increaseintalentreadiness

2.Sevenhallmarksof

leadershipdevelopment

Upto2.4xmorelikelytocreateenterpriseleaders

Upto1.8xmorelikelytocreatehumanleaders

3.Buildachange-ready-workforce

Reducechangefatigueupto29%

Increasewillingnesstochangeby1.5x

3.Human-firstAI-

2.5xincreaseinthenumberofemployeesusingGenAIdailyintheirwork

Employees1.5xmorelikelytobehighperformersand2.3xmorelikelytobeengaged

Source:Gartner

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16

HowGartnerishelpingHRleadersadaptandstayahead

ThedecisionsHRleadersmaketodaycanimpacttheirorganization’sbusinessoutcomesand

brandforyearstocome.It’scriticaltohave

trustedsupport.Withourinsight,actionabletoolsandguidance,wehelpHRleadersadapttheir

strategiesacrossavarietyofmission-critical

prioritiestosetuptheirorganizationforsuccess.

Diagnosticsandbenchmarks

Peerconnections