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1、Photo by Margo Stahl Kearney,New YorkOvercoming disruptive pressures through cultural resilienceContentsIntroduction 1Five crucial items on the CHRO agenda 2Chapter 1 Making the workplace more meaningful 3Chapter 2 Helping the organization through economic uncertainty 5Chapter 3 Leading the workforc

2、e through challenging technology change 7Chapter 4 Strengthening HRs impact through AI integration 9Chapter 5 Predictions for talent strategy in 2025 11Conclusion 14The introduction to our previous CHRO compendium noted that the days of business as usual are gone,and we continue to see the ongoing i

3、mpact of external forces as well as internal movements such as the growing adoption of AI and other technologies.Never before have employees experienced so many challenges;forces such as geopolitical tensions,trade wars,regulatory shifts,AI advancements,and even increasing return-to-office mandates

4、are making workers feel uncertain,unempowered,and even under-skilled.As a result,these coming years will see HR play an even more significant role as it transforms itself with tech innovation while continuing to support employees.Resilience and the ability to manage change are a must in this new env

5、ironment,and we now offer Kearneys perspectives on the most important items on the CHRO agenda for 2025.The coming years are laden with uncertainty for businesses as external forces and evolving corporate strategies are combining to bring great change.Getting through will require resilience,with hum

6、an resources leaders playing a vital role in instilling the fortitude needed to adapt.While human resources has always focused on the people side of the business,HR leaders have advanced in recent years to make themselves invaluable through their efforts to build and strengthen leaders across the or

7、ganization.In doing so,theyve helped to create employee buy-in and an organizational culture that is resilient to changeeven in turbulent times like the present.IntroductionThese coming years will see HR play an even more significant role as it transforms itself with tech innovation while continuing

8、 to support employees.1Overcoming disruptive pressures through cultural resilienceAgenda item#3:leading the workforce through challenging technology changeAI is being used throughout the business to enhance productivity and fuel workflow transformations.HR is playing a major role in the piloting,imp

9、lementation,adoption,and governance of AI and automation by developing new organizational designs,redefining roles,and uplifting skills and talent.Agenda item#4:strengthening HRs impact through AI integrationAI and other technologies are bringing a number of benefits to HR,including streamlined proc

10、esses to allow people to focus on higher-value tasks,increased personalization,and decreased bias.Doing so improves training programs,the hiring process,and performance management.Agenda item#5:predictions for talent strategy in 2025Workplace policies have evolved toward hybrid models,and AI and aut

11、omation are charting new paths forward.Looking ahead,we expect to see more technology integration,a more strategic approach to workforce planning,more employers requiring more time in the office,continued pressure on middle management to maintain and enhance the culture,and even potential culture re

12、sets to overcome new challenges.In the following five chapters,we delve into each of these CHRO agenda items and provide advice on how to approach them strategically based on our experience helping leading companies through a variety of challenges.Change is constant.And HR continues to help lead org

13、anizations through change while undergoing significant change itself.The next several years will challenge every business through macroeconomic and political pressures that will require new strategies and tactics,continued advancements in AI,new approaches to shared services,and more.Those that can

14、adapt best will come out ahead,and CHROs and their teams will play a leading role in the continued business evolution.Based on our ongoing dialogues with HR leaders across industries and around the globe,we have formed perspectives on five of the most crucial items on the 2025 CHRO agenda.Agenda ite

15、m#1:making the workplace more meaningfulWhile businesses continue to vary in their stances around how much time employees should be required to be in the office,attention should also be paid to making the workplace a site for purposeful connection and collaboration.Agenda item#2:helping the organiza

16、tion through economic uncertaintyA number of intertwined forces have taken the post-pandemic global economy on an unforeseen trajectory,creating uncertainty around the economic and employment outlook.HR leaders will help guide their companies through the impending uncertainties by building readiness

17、 and resilience.Five crucial items on the CHRO agenda2Overcoming disruptive pressures through cultural resilienceChapter 1Making the workplace more meaningfulHow workplace strategies are changingA number of factors are fueling the changing nature of work.Here in the post-pandemic era,many assumption

18、s around when,where,and how work occurs have shifted.Technology in the workplace,particularly generative AI,is reshaping work and fueling collaboration.Some organizations are reviewing their work strategies and liberalizing work-from-home policies to tap into broader talent pools,allowing new hires

19、to work across state lines or even national borders to secure the best talent without requiring people to relocate.The need to optimize headcount in an era of increasing workloads also factors into the equation.Several broad trends are shaping the next generation of workplaces,demonstrating the impa

20、ct of technology.Asynchronous collaboration is helping workers make a seamless transition between working at home and in the office.Flexible,movable office technology contributes to office flexibility as devices create modular zones on the fly.Self-serve office navigation that requires minimal human

21、 intervention is helping workers find one another in an era characterized by hotelingallowing flexible reservation of meeting rooms and desks to accommodate employees across varying work schedules.Smart AI-powered technology is showing even greater opportunity in maximizing efficiency around the use

22、 of space and resources.Corporate sustainability initiatives are positively impacted via improved infrastructure that facilitates energy and cost-saving optimizations.Although many companies have worked through the return-to-office process,some are struggling to make the most of this in-person time.

23、Its time for the office to transform from a place to“go to work”into a magnet for purposeful connection and collaboration.Many companies continue to struggle to strike the right balance between work-from-home and in-office work.While many companies have reduced their office space and shifted to flex

24、 seating,others are still holding outinsisting that workers are more productive when everyone is under the same roof.Although no single solution will work for every company,it is clear that most businesses still expect employees to come to the office for a portion of the work week,according to what

25、works best for that company.Whats also clear is that this in-office time is taking on a new flavor,with expectations that people will come to the office to do more than simply work.During our discussions with CHROs,many have discussed the varied experiences that organizations face with work-from-hom

26、e and hybrid work policies regarding how leaders anticipate what the future of the workplace will look like.3Overcoming disruptive pressures through cultural resilienceAlthough individual companies are positioned along a broad spectrum of stances from fully in-office to fully remote,its clear that h

27、ybrid work models are here to stay.Smart,self-service,portable technologies driven by AI allow for seamless transitions from home to office and even to shared workplaces and client sites.AI assistants or wayfinding,for instance,can help employees know when and where to be in the office to maximize t

28、he value of collaboration.Building a better workplace value propositionWhile some employees clamored to return to the office,others have adapted well to working from home and are resistant to returning full-time,with some even displaying surprising behaviors when required to be in the office.For exa

29、mple,more employees are attending hybrid meetings from their in-office workstations even when others are gathered in a nearby conference room.Returning to long or stressful commutes to the office has made employees less emotionally and mentally present.Consensus has grown that no matter what the bus

30、inesss stance is on work-from-home and hybrid arrangements,more needs to be done to attach purpose to office visits.The office needs to become a magnet to attract employees,not just a mandated destination where work is expected to be performed.As employees in the office are increasingly mobile and w

31、orking from various locations within the office from day to day,the office is being repurposed as a place for teaming,socializing,and learninga flexible and responsive hub for hybrid collaboration.We see some companies relying on workplace aggregators such as talent hubs and innovation centers to pr

32、ovide office space for employees who cant commute to the main office but still need space where they can engage with coworkers in-person.Some are also transforming common spaces such as lobbies into full-service lounges to draw more employees to the office to interact and socialize.Adapting talent m

33、anagement processesThe movement to change the workplace into an inspiring collaboration hub brings ramifications around performance management and career progression that chief human resources officers(CHROs)and their teams must grapple with.Notably,performance management systems have to address the

34、 inherent proximity bias related to in-person contact that often leads to in-office employees receiving preferential treatment from management due to their physical presence day in and day out compared with remote workers.Leaders also need training in how to identify disengaged employees who are wor

35、king remotely and engage them to improve their sense of purpose and camaraderie.More companies are recognizing the need to formally train managers and executives on how to conduct“courageous conversations”discussions that can be difficult and uncomfortable to initiate but must be held to address cer

36、tain situations.Some organizations have found it challenging to attract new employees with essential and specialized skills to be open to working in-office.In such cases,theyre identifying these skill sets and preparing for upskilling to develop an in-house repository of talent.Gaining executive buy

37、-inAs with any new challenge that requires resources,the movement toward more meaningful workplaces may well require some additional guidance in the C-suite.But the workplace transition isnt optional;Gen Z workers in particular have resisted return-to-office mandates,and this fresh,talent-rich cohor

38、t is essential to businesses present-day and future success.A sound,data-driven business case is a must to ensure that these investments can be secured through executive buy-in and sponsorship.Neeti BhardwajPartner,Chicago Brunna SeabraPrincipal,New York Samantha CochranePrincipal,Toronto 4Overcomin

39、g disruptive pressures through cultural resilienceChapter 2Helping the organization through economic uncertaintyWhile every organization will face its own unique challenges over this time frame,the global environment needs to be accounted for by all executives,including CHROs.HR leaders need to play

40、 a vital role in guiding organizations through the impending uncertainties by building readiness and resilience.Moving toward economic stabilityThe current moment represents an inflection point for every economy across the world.Despite todays broad social discontent and polarization,we are optimist

41、ic that the global economy will stabilize over the next two to four years.At least for 2025,continued economic growth is likely,but geopolitical cohesion and technological disruption are two factors that will complicate the situation beyond this year.Global output is anticipated to average 2.7 perce

42、nt annual growth through 2028,but the actual economic outcomes could very well range from 1.3 to 4.1 percent,depending on which of the four scenarios described above play out.Uncertain times call for more resiliency efforts to weather the storm.One of the greatest sources of uncertainty moving forwa

43、rd is around the potential for the threat of tariffs to launch trade wars that will significantly reduce trade and increase inflation as companies that have long enjoyed the benefit of low labor costs abroad attempt to pivot toward domestic production.HR has a strong role to play in instituting thes

44、e resiliency efforts.CHROs play a vital role in guiding organizations by building readiness and resilience in the face of an uncertain macroeconomic and talent outlook.Inflation,shortages,and low unemployment are among the intertwined forces that have taken the post-pandemic global economy on an unf

45、oreseen trajectory.While the global economy appears to be stabilizing,a number of factors could profoundly change both the economic and employment outlook.Looking out from the present to 2028 through the dual lenses of geopolitical cohesion(the degree of cross-border cooperation and coordination)and

46、 technological disruption,we see four potential scenarios that will likely come to characterize these next four years:Under the Age of Transformation scenario,newly elected government officials will harness innovation and technological advances to tackle strategic challenges,resulting in stabilized

47、economies and rebounded growth.Another scenario,which we term Stopgap Solutions,would see leaders focus on short-term fixes,creating a temporary,non-systemic reprieve from geopolitical risk and technological disruption that brings tenuous economic stabilization and below-trend growth.Another possibi

48、lity is the Great Fragmentation,in which a combination of escalated geopolitical volatility and low levels of technology disruption destabilizes economies and slows growth.Finally,the Innovation Struggle would bring a surge in inequity and questionable economic stability due to aggressive competitio

49、n to secure position for next-generation technology in tandem with increased geopolitical volatility.5Overcoming disruptive pressures through cultural resiliencePreparing for geopolitical and technology shiftsWhile we believe the global economy is headed toward relative stability,the geopolitical an

50、d technology situations will almost certainly shift as circumstances evolveand potentially place that stability in peril.On the geopolitical end,stricter trade and immigration policies are likely to fuel inflation due to tariffs and reshoring and disrupt productivity as the population of low-wage wo

51、rkers is reduced,combining to dampen growth prospects.A surge in merger activity and shareholder activism is likely to occur if campaign promises to relax financial regulations are kept.Sustainability initiatives may well stall out should governments roll back climate regulations and green energy in

52、centives.Geopolitical instability and fiscal debt threaten to raise overall risk for certain nations,which would make for a highly challenging business environment.In terms of technology,phenomena such as digitization,automation,AI,and hyper-personalization will reshape work across industries.Automa

53、tion and AI are likely to impact the workforce by replacing repetitive roles with smarter,technology-driven solutions.Advancements in natural language processing technology may enable seamless,AI-powered customer engagement.Data-driven insights have the power to bring about hyper-personalization tha

54、t will fuel intense competition for the best data talent and technologies.Much of this reshaping will be expedited through continued AI developments and refinements.However,cyber-threats will likely be of growing concern,forcing digital security teams to scramble to keep up.HR leaders can try to sta

55、y ahead of geopolitical challenges by keeping abreast of immigration policies in order to ensure they have the talent needed to meet the future.On the technology front,CHROs need to focus on AIs evolving capabilities to boost employees productivity and performance,ensuring that AI is poised to assis

56、t employees rather than replace them.AI augmentation that allows employees to focus on higher value work should be the goal when introducing new AI applications.HRs role in the face of changeHR leaders and team members have a crucial role to play in helping their organizations address the upcoming c

57、hanges while continuing to focus on the culture and other organizational priorities.For example,teams focused on talent will need to support the growing need to ensure that technology-driven roles remain staffed while also staying ahead on policy shifts and employee support models.HR will also need

58、to help steer the organization through changes around offshoring,outsourcing,governance,the talent strategy,the need to instill a sense of community at work,compensation,and more.Times of change also call for change management to help the organization adapt to new ways of working.Because cross-funct

59、ional alignment is essential to the success of change management efforts,CHROs will need to purposefully partner with other company leaders,especially the IT and technology chiefs,to ensure complete alignment throughout the process.Erik PetersonPartner,Washington,DC Jasleen BhasinPrincipal,San Franc

60、isco Jeff PostmaPartner,Chicago Sydney HurstConsultant,Atlanta 6Overcoming disruptive pressures through cultural resilienceChapter 3Leading the workforce through challenging technology changeGuiding the organization with transparency HR leaders need to be transparent as they educate the workforce on

61、 the use of AI and its effects on employees and the business.This is not uncharted territory for HR,of course;there are some clear parallels between the degree of change brought by the emergence of AI and automation today and previous disruptions such as the rise of ERP platforms,BPO,and offshoring.

62、However,the pace of disruption driven by AI outstrips that of previous technological advances,requiring organizations to be exceptionally well-prepared to navigate these changes.Once again,companies are grappling with considerations around the impact these new phenomena will bring to the workforce,i

63、ncluding how to be transparent and reassuring to employees,how ways of working will change,and what impacts they will have on the talent management process.To cite one emerging example on the need to adapt to AI,organizations are concerned that AI will generate incorrect output,so enhanced contextua

64、l reasoning skills training around the need to trust but verify AIs output will be needed.Of course,prior to AI employees would not be asked to talk to only one person or rely solely on a single online source for research,so the AI age will be no different insofar as it provides data points for empl

65、oyees to build upon.Understanding how to interpret AI outputs is a key example of the new and elevated skills that will be required as companies seek to realize value from AI.HR leaders have a vital role to play in how well organizations integrate constantly changing technologies,especially AI and a

66、utomation.Reaping the benefits and mitigating the risks of AI will require transparency as well as active involvement in the change.Companies worldwide are experimenting with AI and automation.Nearly all Fortune 100 companies are already using generative AI,and the vast majority of businesses report

67、 that they expect AI to significantly impact how they operate.While some view AI as a way to enhance productivity,others anticipate using it for business workflow transformationsand many companies see it as a way to do both.Because AI and automation are reshaping work,it is crucial for organizations

68、 to understand and manage their impact on the workforce.Long viewed as a distant technology of the future,AI has become a present-day reality that has and will continue to transform the workforce,with many organizations still in the listening-and-learning or early experimentation mode.From efforts s

69、uch as developing new organizational designs,redefining roles,and uplifting skills and talent,CHROs and their HR teams have a major role to play in the piloting,implementation,adoption,and governance of AI and automation.We have discussed the changes and challenges that AI will bring to businesses i

70、n general and HR in particular with a number of HR leaders and also delved into what they anticipate HRs role to be throughout this evolution.7Overcoming disruptive pressures through cultural resilienceAugmenting,not eliminating,workers Many corporations are looking at AI and automation as tools for

71、 strategic augmentation of their workforce,not as a way to eliminate human roles.Among the benefits of AI in the workplace is that it and automation can take on low-value tasks,freeing people to tackle more strategic work.Companies are investing in AI along a spectrum that ranges from spot solutions

72、 to boost productivity to more strategic use cases and even some nascent examples of full AI-enabled business workflow transformation.As for the use of AI in HRs realm,the most common emerging use cases are focused on areas such as productivity uplift in talent acquisition,where companies are using

73、AI platforms such as Phenom and Talent Neuron for tasks such as writing job descriptions,enhancing communications,and elevating the candidate recruiting experience.There has also been deployment of strategic use cases in talent management through the creation of internal talent marketplaces,as seen

74、with Verizon.AI has the potential to make an impact across the entire employee life cycle,ranging from productivity enhancements such as rsum screening to use cases such as personalized learning journeys.Keeping“the human touch”As more organizations work with AI and automation,the right stakeholders

75、 need to be involved in workflow and role design to preserve the human element in key processes and customer and employee interactions.High-impact use cases for AI cannot be built without an understanding of current-state tasks and how processes work,so functional experts have to be involved in sele

76、cting use cases,redesigning work,and managing AI augmentation and adoption.HRs involvement is also crucial in this process to alleviate concerns around topics such as skills uplift and job displacement.Organizations will need to strike a balance between using AI and automation and ensuring that indi

77、viduals still think independently and have the necessary knowledge and experience to perform their jobs,especially when exceptions present themselves in the midst of a task.Compliance and legal teams should be engaged to help develop governance for responsible AI use and ensure that the pace of tech

78、nology adoption and evolution is supported with comprehensive governance mechanisms to mitigate potential risks.Fostering a culture open to AI and automation HR leaders can help pave the way for the adoption of AI and automation by fostering a culture that engages with and embraces these new technol

79、ogies.Driving this openness to AI and automation adoption is a much broader task than can just be handled through a one-time training,of course.It requires the development of a comprehensive scaffolding of upskilling and reskilling,establishing new ways of working,and a robust change management effo

80、rt to better equip employees to embrace a digital mindset.Ultimately,HR needs to serve as the stewards for a culture that engages with and embraces AI and automation.It has a unique role to play as both a driver of the organization-wide transformation and a function undergoing its own digital transf

81、ormation.The biggest challenge HR faces around AI and automation,ultimately,is the need to learn,act,and leadall at the same time.Leading the organization through the challengeAI and automations impact on the workforce is a vital challenge that nearly every organization is grappling with today.While

82、 corporations work through regulatory implications,the ethical use of AI is in our individual hands.CHROs have a key role to play in this regard.To help guide the business through this challenge,HR leaders will need to view AI as a tool for augmentation,ensure its ethical use,and be transparent in t

83、heir approach to assess and navigate its impact on organizational capabilities and employees.Neeti BhardwajPartner,Chicago Bharath ThotaPartner,Chicago Natalie ShieldPrincipal,Toronto Eva OngeriPrincipal,New York 8Overcoming disruptive pressures through cultural resilienceChapter 4Strengthening HRs

84、impact through AI integration The power of AI to avoid bias and improve the HR strategy implementation As AI programs mature,HR can employ them to strengthen new processes,databases,and decision frameworks.HR leaders note that they are using AI to boost performance and enhance personal interactions

85、on their teams.Some forward-thinking HR teams have focused on intentionally developing internal AI databases to ensure that biases are not built in.This can be done by emphasizing data diversity,algorithmic transparency,and ethical considerations throughout the process.An AI development team drawn f

86、rom a wide range of backgrounds can also help ensure that the team reviewing and enforcing these guidelines has the right level of context and understanding.Because many organizations are still in the early days of their AI journey and focusing on how it can be used for optimization,streamlining,and

87、 training,they havent yet considered AIs potential intersections with the HR strategy and the opportunity for more personalization.As organizations reap the benefits from AIs initial efficiency gains,they should use the expanded capacity of their teams to focus on more advanced uses for the technolo

88、gy.Once they reach this stage,many organizations will be able to zoom out and consider how AI can help with overall governance and advance their organizations HR strategy.AI and other technologies are bringing a number of benefits to HR,including streamlined processes to allow people to focus on hig

89、her-value tasks,increased personalization,and a decrease in race-and gender-related bias.As AI is introduced into corporate functions,its showing the potential to bring a wealth of benefits to HR,especially across recruiting,training and development,and the employee experience.As we discussed with a

90、 number of HR leaders,three core areas have the biggest opportunities:personalization(such as customized learning),streamlining(such as rsum screening),and avoiding bias(such as in hiring practices).The greatest immediate potential is in rsum screening,where AI can both simplify and personalize the

91、candidate selection process while avoiding bias.Training programs can be streamlined as well as personalized through AI to reduce bias.AI can also bring similar benefits to the performance management process.9Overcoming disruptive pressures through cultural resilienceAIs value in data-driven decisio

92、n-makingAlthough the hype around AI might make it tempting to go all-in immediately,checks and balances need to be put in place as the technology is refined and as more use cases emerge.Data underpins all AI work,and too often,this data is flawed because it is inaccurate,incomplete,outdated,or diffi

93、cult to access due to system structure issues.Relying on AI to make decisions rather than using it to support or redefine existing processes creates risk for the organization,leaving the technology to act without essential human touchpoints.For example,AI can simplify many processes in recruitment a

94、nd evaluations,but it cannot replace the understanding of an individual people manager,the depth of understanding of the role to be filled,or the collective experience and culture of the company itself.Similarly,bias avoidance requires extensive human touch and the elimination of AI“hallucinations”t

95、hat generate incorrect or misleading results.Ensuring that these technologies are used to support and enhance rather than replace individuals who have deep knowledge is important.Augmentation,focused on enhancing systems,processes,and workflows,is the much safer choice for using emerging technologie

96、s such as AI.As we continue to understand the implications of AI and how it can be used in the workforce and across HR processes,its good to keep in mind that every company is facing the same questions around AI and every company is at a different level of advancement.But those that make strategic e

97、arly moves around it will unlock a competitive advantage through new efficiencies and better decision-making.Ensuring that these technologies are used to support and enhance rather than replace individuals who have deep knowledge is important.Neeti BhardwajPartner,Chicago Dominique HarrisPartner,Chi

98、cago Sydney HurstConsultant,Atlanta 10Overcoming disruptive pressures through cultural resilienceChapter 5Predictions for talent strategy in 20251.Technology integrationSeeking enhanced productivity and other benefits,companies invested heavily in generative AI,automation,and other emerging technolo

99、gies in 2024.In addition to highlighting exciting possibilities,these ventures reinforced the realization that the talent strategy implications of technology cant be overlooked.In response,CXOs in 2025 will focus on building the people components required to harness technologys full potential.In thi

100、s context,engaging employees in the process of AI adoption will be essential.Effective training,co-design,and validation initiatives can educate employees on the benefits of AI deployment and overcome the obstacles of distrust of technology and anxiety surrounding change.Such initiatives will become

101、 especially important as automation moves beyond routine back-office functions to take on increasingly sophisticated tasks such as analytics and content creation.To take full advantage of these game-changing capabilities,CXOs must redesign roles and reconsider workflows to accommodate new technology

102、,thereby enabling true transformation for their businesses and employees(see sidebar:How AI is redefining job roles and skills).A look at 2024s top talent strategy trends and whats ahead for 2025The past year offered those who work in the talent strategy ecosystem much to mull over.With workplace po

103、licies evolving toward hybrid models,and with AI and automation charting new paths ahead,2024 can be characterized as a year of transition.Looking ahead,here are five top talent strategy trends we expect to see in 2025.How AI is redefining job roles and skillsSmart technology is redefining a wide ra

104、nge of professions.Salespeople,for example,can leverage AI to automate customer performance tracking and generate insights into strategic accounts.AI-based analytics on store order history and consumer behavior deliver sharper insights more quickly,while machine-based order processing and handling o

105、f routine customer requests enhance productivity and enable teams to focus on strategic tasks.While theyve traditionally relied upon experience to define customer objectives and craft negotiation strategies,in the future sales and business development teams will increasingly need to incorporate AI-e

106、nabled scenario models that enhance negotiation postures.The time-honored task of poring over spreadsheets to glean nuggets of insight into customer behavior,meanwhile,will be replaced by the validation and interpretation of AI-generated findings.11Overcoming disruptive pressures through cultural re

107、silience2.Strategic workforce planningIn recent years,talent plans were often short-term and ad hoc in nature,reflecting the“lets get through the next quarter”mindset that characterized the pandemic and its aftermath.In 2025,we expect leading CXOs will take a multiyear view that addresses the long-t

108、erm implications of technology integration,structural changes in labor markets,and potentially dramatic changes in immigration policy.This strategic perspective will enable the development of agile,proactive talent strategies that combine the impacts of technology and hybrid work policies with effec

109、tive change management.Organizations will rethink and reshape job roles in anticipation of how automation and AI will continue to transform the employment landscape.One specific imperative confronting enterprises is filling the gaps created by the massive numbers of workers who will reach retirement

110、 age over the next five years.To avoid the perils of this“talent cliff,”CXOs must ensure collaboration between the business and HR to enable effective workforce engineeringnamely,forecasting and scenario planning around skills shortages and requirements.3.Return to officeThe balance between remote w

111、ork and in-person collaboration remained a significant topic in 2024.Most organizations took a firmer stance on requiring an office presence,in some cases creating friction with employees who had become accustomed to alternative routines and more flexibility.In 2025,we expect work wardrobes to make

112、a strong comeback,as consensus develops around the need to return to the office in some manner.Various forms of hybrid models will emerge as CXOs seek the right balance between business requirements and employee expectations.While the approaches will vary,implementing a sustainable hybrid work model

113、 will continue to pose a challenge.Specifically,navigating the nuances that characterize individual work arrangements will require a balance of accommodating immediate needs,addressing a wide range of concerns,and aligning with long-term objectives(see sidebar:Hybrid work models:finding the fine bal

114、ance).Hybrid work models:finding the fine balanceThe specifics of work policies and hybrid office models can have a wide range of impacts andoften unanticipatedrepercussions.While many executives consider in-office presence essential to team building and productivity,a mandate to be in the office fi

115、ve days a week can risk the loss of top talent who will have options to find other employers.Allowing remote work only to certain roles and functions,meanwhile,can create a classist mindset of haves and have-nots,while investing in in-office perks such as daycare facilities for working parents can s

116、tir resentment among non-parent employees.CXOs need to think through the cost,productivity,and morale implications of these policies in advance of implementation.12Overcoming disruptive pressures through cultural resilienceKristen EtheredgePartner,Dallas 4.Leadership and cultureIn 2024,many organiza

117、tions navigated turbulent large-scale transformations,workforce reductions,and bumpy transitions from remote to hybrid work.In these environments,middle managers evolved beyond their traditional focus on performance assessment to play a crucial role in influencing workplace culture.In 2025,these mid

118、-level“people leaders”will become increasingly important change agents,as CXOs rely on managers across levels to link corporate strategy to day-to-day action,specifically in terms of overseeing the implementation of technology-driven transformation.Anticipating that more periods of significant chang

119、e lie ahead,CXOs will make long-term investments to harness the unique ability of middle managers to impact connectedness,collaboration,and other key cultural aspects that can improve both employee and business performance.Such initiatives will reinforce the realization that strengthening middle man

120、agement performance is essential to workforce success.5.The culture resetIn 2024,many organizations struggled to align their cultures with strategic business goals as well as the diversity of their workforces.In 2025,internal and external stressors such as return-to-office mandates and the rollback

121、of DEI initiatives are impacting employees,forcing leaders to consider culture resets that address some basic questions about what theyre aiming to achieve.For example,what types of behaviors should employees emulate?How can leaders create an environment that truly embraces diverse perspectives?How

122、can they ensure that disagreements dont impact collaboration or productivity?Such initiatives will require that CXOs align company culture with strategic business purpose and leverage the role of culture in maximizing employee impact and achieving value from transformation.Some will pursue formal,ex

123、ecutive team-led culture reset initiatives designed to commit and recommit to behaviors that strengthen the organizations cultural ambitions.These desired behaviorsdefined at leadership levels via working sessionsare tested and down-selected with the full organization via focus groups and surveys fo

124、r organization-wide ownership.Use cases designed to“teach”the organization how to embody the new behaviors,meanwhile,aim to ensure that the inclusive culture is a lived experience(see sidebar:Creating a culture of collaboration and contribution).Creating a culture of collaboration and contributionWh

125、ile most company leaders believe their organizational culture values input and idea generation,employee contributions are often ignored.To make the aspiration a reality,CXOs must consciously promote idea generation at all levels and among all groups.Continual follow-ups to ensure that contributions

126、are acknowledged and heard,meanwhile,are essential to encourage people to continue to provide input.As 2025 unfolds,developments around the key trends of technology integration,return to office,leadership,workforce planning,and culture will continue to shape the exciting future of work.Staying one s

127、tep ahead will be crucial for thriving in this evolving landscape.The clock to future-proof your talent strategy is ticking.Dominique HarrisPartner,Chicago Natalie ShieldPrincipal,Toronto Crystal ChalkConsultant,New York 13Overcoming disruptive pressures through cultural resilienceThe coming years w

128、ill test every business as they face new socioeconomic challenges,endeavor to adopt and adapt to new technologies that will bring new ways of working,and attempt to obtain and develop the best possible talent.Its a heavy lift,and HR will play a vital role to make it all happen.But year after year,we

129、 see HR overcome new challenges and level up,becoming stronger and more capable as a result of their hard work.We expect that CHROs and their teams will continue to succeed and serve as key contributors to the business by coaching executives,improving processes,and designing and implementing new pro

130、grams that keep people at the center of the business.ConclusionYear after year,we see HR overcome new challenges and level up,becoming stronger and more capable as a result of their hard work.14Overcoming disruptive pressures through cultural resilience15Overcoming disruptive pressures through cultu

131、ral resilienceFor more information,permission to reprint or translate this work,and all other correspondence,please email .A.T.Kearney Korea LLC is a separate and independent legal entity operating under the Kearney name in Korea.A.T.Kearney operates in India as A.T.Kearney Limited(Branch Office),a

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