2025人力资源领导者的5大优先事项+Top+5+Priorities+for+HR+Leaders+in+2025

Gartner®

Top5Priorities

forHRLeaders

in2025

Actionableinsightstonavigatechallenges

anddrivebusinessimpact

5

01

Leaderand

manager

development

02

Organizationalculture

Top5PrioritiesforHRLeadersin2025

03

Strategicworkforceplanning

Gartnersurveyedmorethan1,400HRleadersacross60+countriesandallmajorindustriestoidentifytheirprioritiesandchallengesfor2025.Explorethetop5prioritiesandgetexpertrecommendationsforimpactfulnextsteps.

Thelargestshareofrespondentsputleaderandmanagerdevelopmentontheirlist,butmanyHRleaderswill

alsoprioritizeorganizationalculture,strategicworkforceplanning,changemanagementandHRtechnology.

04

Change

management

05

HR

technology

Source:2025GartnerHRPrioritiesSurvey

Top5PrioritiesforHRLeadersin2025

AIaspirationsconfrontdeploymentrealities

Labormarketshiftsput

pressureontalentstrategies

Whatisdrivingthesepriorities?

CEOssetsightsongrowthviatransformation

CEOsoverwhelminglyselectedgrowthastheirtopstrategicbusinesspriorityfor2024-2025.Toprepareforgrowth,79%ofCEOswillhavetheirrevisedpostcrisisbusinessstrategiesreadybytheendof2024.1

Growthchallenges

Lackofintegration

Only28%ofHRleadersagreethattheHRstrategicplanningprocessisfullyintegratedwiththebusinessplanningprocess.2

Continuoustransformationneeded

87%ofHRleadersagreethatshiftingbusinessneedsrequirescontinuousHRtransformation.3

1Source:2024GartnerCEOandSeniorBusinessExecutiveSurvey

2Source:HRScore1Q24–2Q24

3Source:HRleaders,2025HRPrioritiesSurvey

Businessleadersexpecta23%improvementinfunctionalproductivityinthenext12to18monthsbygenerativeAI(GenAI).4

AIchallenges

Workforceuncertainty

O

47%ofemployeesusingAIsaythey

havenoideahowtoachieveexpectedproductivitygains.4

Efficiencyimpact

77%saythesetoolshaveactually

decreasedtheirproductivityandaddedtotheirworkload.4

4Source:GartnerGenerativeAI2024PlanningSurvey

61%oftalentmanagementleadersagreethatnewdemandsexceedtheircapacitytodeliver.Infact,

85+millionjobsareprojectedtogounfilledgloballyby2030.5,6

Talentchallenges

Mismatchedskills

23%ofglobaljobswillchangeinthenextfiveyearsduetoindustry

transformation,includingAI.7

Employeedemands

62%ofcandidatessaytheyonlyapplyforjobsthatmeetthemajorityoftheirEVPrequirements.8

5Source:2024GartnerModernizingTalentManagementHRLeaderSurvey

6Source:The$8.5TrillionTalentShortage,KornFerry

7Source:TheFutureofJobsReport2023,WorldEconomicForum

8Source:2024GartnerVoiceoftheCandidateSurvey(Q2)

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

3

01

Leaderandmanager

development

CommonchallengesforHRleaders:

75%ofHRleadersreportthatmanagersareoverwhelmedwiththeexpandingscopeoftheirresponsibilities.

70%ofrespondentsbelievethatcurrent

leadersandmanagersarenotadequately

equippedtoeffectivelydevelopmidlevelleaders.

Source:Gartner

Top5PrioritiesforHRLeadersin2025

PROBLEMTODAY

Traditionalleadershipdevelopmentapproachesaren’tcuttingit

Despite76%oforganizationssignificantlyupdatingtheirleadershipprogramsandplanningtoincreasespending,resultsremainlacking.9

•Only36%ofHRleadersthinktheirorganization’scurrentleadershipdevelopmentprogramsareeffectiveatpreparingleadersforfuturechallenges.

•Only23%ofHRleadersareconfidenttherearerisingleaderswhocanmeetthefutureneedsoftheorganization.

•Seventy-onepercentofHRleadersdon’tthinktheyareeffectivelydevelopingtheirmidlevelleaders.

Source:Gartner

Constraintsoftypicalleadershipdevelopmentprogramdesigns

Longlagtimebetweenlearningeventandlearningapplication

·:Real-lifeapplication;>

One-offorganicconnection-buildingactivitiesfailtobuildrelationshipsfordevelopmentsupport

9Source:2024GartnerLeadershipBenchStrengthandLeaderLearningHRLeaderSurvey;2025GartnerHRPrioritiesSurvey

5

Learningapplicationstops

Socialtouchpoint

Applicationchallenge

Learningengagement

△

△

NEWIMPERATIVE

Developleadersviarepeatedconnectionsacrossbothlearningengagementsandsocialpoints

Top5PrioritiesforHRLeadersin2025

Tooltogetstarted:

12-MonthActionPlantoImproveManagerEffectiveness

It’sthemethodofleadershipdevelopmentprogramsthatneedstobeaddressed.Tosupportongoingdevelopment,peopleneedtimetobuildlastingconnections.Embeddingrelationship-buildingeventsafterleadershavehadtimetoapplyteachingsfromlearningengagementstotheirday-to-dayworkstrengthensconnectionsandsupportsnavigatingsharedchallenges.

Thisapproachcreatesthought-provoking,trusted,lastingpeerconnectionsthatleadersfeeltheycanleveragetosupporttheirongoingdevelopment.

Enterpriseleadersleadtheirteamstohighperformancewhilecontributingtoleveragingtheperformanceofotherteams

Spendlesstimeinseminarsand

lecturesthathaveanegativeimpactonenterprise.

Source:Gartner

Investmoretimeinnetworking

eventsandteam-buildingactivitiesthathaveapositiveimpactonbothenterpriseandhumanleadership.

Leaderswhohaveutilized

peer-connection-basedlearningexperiencesare18%morelikelytobeenterpriseleaders.

Source:2024GartnerLeadershipDevelopmentLeaderSurvey

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

6

NEWIMPERATIVEINACTION

HowOCBCdevelopsleadersbyembeddingrepeatedleadershippeerconnections

Top5PrioritiesforHRLeadersin2025

OCBCtakesanembeddedapproachtolearningprogramdesign,interspersingcoreL&D-drivenlearningeventswithvariedpeerengagement

activities.Morethan70%oftheagendaisdrivenbythelearnerstostrengtheninterpersonal

connectionandsupportdevelopment.L&Dsharespromptsbeforesocialtouchpointstoprime

discussionsaboutsharedchallenges.

Timebetweenlearningandsocialeventsallowsforreal-lifeapplicationandchallengediscovery.

Repeatingsocialconnectionsafterapplicationperiodshelpsbuildtrustedpeerrelationshipsandprovidesupportnavigatingchallenges.

o•>

Relationshipbuiltwithpeernetwork

Learning

engagement

Relationshipbuiltwithpeernetwork

Relationshipbuiltwithpeernetwork

Learning

Real-life

application

Real-life

application

△△

engagement

Learning

engagement

Social

touchpoint

Social

touchpoint

Applicationchallenge

Social

touchpoint

Applicationchallenge

AdaptedfromOCBC

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

7

02

Organizationalculture

CommonchallengesforHRleaders:

57%ofHRleadersagreethatmanagersfail

toenforcethedesiredvisionofculturewithintheirteams.

53%ofHRleadersreportthattheirleaders

don’tfeelaccountablefordemonstratingthedesiredculture.

Source:Gartner

Top5PrioritiesforHRLeadersin2025

PROBLEMTODAY

Organizationsarestrugglingtoactivateculturesuccessfully

Ninety-sevenpercentofCHROswanttochangesomeaspectoftheirorganization’sculture.It’snot

thattheydon’thaveaclearvisionoftheirdesiredcultureorthatemployeesaren’tinvestedinit,butorganizationsarestrugglingtoalignthedreamwithrealityandbringculturetolifeinday-to-daywork.

Poorlymanagedcultureleadstosignificantbusinessimpacts,including:

因Customersatisfaction

因Employeeperformance

因Retentionorturnover

因Profitability

Mostorganizationsarenotembeddingculture

Lessthanoneinfouremployeessaytheyunderstandthevaluesthatdrivetheculture.Theyknowthebehaviorstheyneedtodemonstratetolivetheculture,andtheprocessesthatgoverntheirworksupportit.

Source:2023StateofEmployeeExperienceSurvey

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

9

NEWIMPERATIVE

Embedcultureinorganizationalvaluestoactivateaccountability

Top5PrioritiesforHRLeadersin2025

Tooltogetstarted:

12-MonthRoadmapforDrivingCultureConnectedness

Thebestorganizationsunderstandthatthekeytoactivatingcultureliesinequippingleadersatalllevelsoftheorganizationtoembedcultureintothevalues,behaviorsandprocessesthatensure

accountabilityforall.

Tosuccessfullyembedculturewithintheorganization,leadersmust:

√Ensureemployeesknowthebehaviorstheyshouldbedemonstratingtolivetheculturetheywant

√Maketheprocessesthatgovernemployees’worksupporttheculturetheystrivefor

√Helpemployeesunderstandthe

valuesatthecoreofthecultureandwhatthosevaluesmeanforthem

+35%

Performance

+25%

Intenttostay

+63%

Engagement

Cultural

embeddedness

>>>

Theemployeeimpact

ofactivatingcultureviaculturalembeddedness

Source:Gartner

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

10

NEWIMPERATIVEINACTION

HowCMI’scultureappprovides“in-the-moment”managerguidance

Top5PrioritiesforHRLeadersin2025

Behavior:Responsibility—Ourourclientsandconsumersarealwaysattheforefrontofourdecisions.

Action:Focusonthecustomer.

Description:Leaveanemptychairtorepresenttheclientinleadershipmeetings.

Purpose:Preventthe

organizationfromfocusingonitself.

Benefit:Thechairactsasaphysicalreminderofthecustomer.

It’snotenoughforleaderstohelptheirteamsjustsetthecourse.They

alsoneedtoknowhowtoreactandguidebehaviorinthemomenttoensurecultureisembedded.

CMImakesitseamlessformanagerstonavigateday-to-dayscenarioswithanappwheremanagerscanaccessmorethan100specificexamplesof

Must:

Beactionable

Requireloweffort

HaveimmediateimpactBevisible

Inciteanemotionalreaction

actionable,low-effortbehaviorsthattheirpeersuseandthattheycanembedimmediatelyintoday-to-daysituationstohaveapositiveimpactontheculture.

Clearandvisibleactions,withimmediateemotionalimpactthatcostnothingforthemanager,canstarttoshiftthewaypeoplethinkabouttasksinawaythatfostersacultureofresponsibility.

AdaptedfromCMI

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

11

03

Strategic

workforceplanning

CommonchallengesforHRleaders:

66%ofHRleadersagreetheirworkforceplanningislimitedtoheadcountplanning.

61%ofHRleadersagreetheirworkforceplanningeffortsarelimitedtoaone-yearplan.

Source:Gartner

Top5PrioritiesforHRLeadersin2025

PROBLEMTODAY

Today’srealitiesdemandworkforceplanningfocusedoncapabilities

Knowingwhatgoodstrategicworkforceplanning(SWP)lookslikecanbeoverwhelminganddifficult.HRorganizationsoftenapproachworkforceplanningthroughanarrow,tacticallens,suchasfocusingspecificallyonheadcountplanning.AninconsistentandnonscalableprocesslimitsHR’sabilitytoplanforandrespondtochangingcircumstances(e.g.,competitormoves,M&A,recession,pandemics,etc.)andlimitsHR’sabilitytoalignwithbusiness-criticalinitiatives.

Widenyourscopefortalentplanning

Strategicworkforceplanning

√Capabilities-focusedplanningtoprepareforfuturetalent

Successionplanning

√Focusingona

1-to2-yearplantofillcriticalroles

Headcountplanning

√1-yearplantoaccountfor

Only15%oforganizationscurrently

practicestrategicworkforceplanning.

needs2+yearsinadvance

immediatestaffing

Source:2024GartnerQ2CHROSurvey

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

13

NEWIMPERATIVE

OvercomeSWPcomplexitybybreakingstrategydowntoachievablephases

Whilethecommonmisconceptionisthatstrategicworkforceplanningshouldbeanorganizationwideinitiative—it’sactuallymuchsimplerthanthattobesuccessful.Themostsuccessfulorganizationsimplementaphased“crawl,walk,run”approachtoachievingmaturityinSWP—graduallyexpandingthescopeandcomplexitythroughsmall“phases”orpilots.

Toimplementthisphasedapproach,HRleadersmustconsiderthefollowingfourcategories:

•Deliverables—Whatispromisedtothebusiness,andwhatgoalsaretobeachieved?

•Data—Whatdatawillbeused,andhowadvancedwillthepredictiveandriskassessmentapproachbe?

•Talentstrategies—Howwillcapabilitygapsbeclosed(build,buy,borrow,

etc.)?Atwhichlevel(businessunitorenterprise)areapproachesfeasiblefor?

•Staffing—WhatstaffsupportisneededinHRandthebusinessunittocompleteeachphase?

Top5PrioritiesforHRLeadersin2025

Tooltogetstarted:

GuidetoReinventingYourTalentStrategytoCloseSkillsGaps

Example:AprojectplanforaphasedapproachtoSWP

Launchpilots

Business,

competitive,talent

FTEs,L&D,contingentlabor

COE,SWPHRand

businessroles

ExpandSWP

+

Trends,skills,labor

+

Redesign,automate

+

COE,SWP

HRbusiness/tech/D&A

roles

Scaleandintegrate

+

Job,

sentiment,location

+

Internaltalentmarketplace

+

COE,SWP

HRbusiness

partners/tech/D&Aroles

Source:Gartner

PhasesDeliverablesDataTalentstrategiesStaffing

3

2

1

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

14

NEWIMPERATIVEINACTION

HowMerckprioritizesSWPneedsbyrelevanceandactionability

Top5PrioritiesforHRLeadersin2025

AERSK

SWPteamsoftenstrugglewiththecomplexityofwheretofocustheirefforts.Betweenstakeholdersnotfullyunderstandingwhatstrategicworkforce

planningisandtheirroleinit,toomanyinputsandaconstantfuturestateinflux,SWPtendstogetstuck.

AtMerck,theSWPteamaddressesthisbyaskingleadersacrossthe

Criteria1:

Strategicrelevance

organizationtosubmitproblemstatementsrelatedtoworkforcechallenges.Insteadoftryingtoexecuteonallinitiatives,theSWPteamevaluateswheretoinvesttimeandresourcesbyreviewingthestrategicrelevanceofa

potentialproject,ensuringitisimportanttothebusiness’goals.

Next,Merck’steamfocusesonthefeasibilitytosolvetheproblemwithstrategicworkforceplanningbyunderstandingtheirabilitytotakeactionwiththe

Criteria2:

Abilitytotakeaction

availabledata,skillsandtools.

Insteadofstrivingforperfectionandgettingstuckgatheringeverypieceofinformationavailable,Merck’sSWPteamreducesthecomplexityofSWPby

narrowingtheirteam’sfocustosolvingaproblem,enablingthemtotakeactionanddriveimpact.

Businessunitproblemstatements

•Macroenvironmentaleventsimpactingworkforce

•Organizationalgoals

•Recentorgchanges

>

>

•Availabilityofstakeholders

•Availabilityofdataagainsttheproblem

Potentialproject:Transferstoaccommodatesmartmanufacturingdemand

AdaptedfromMerck

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

15

04

Change

management

CommonchallengesforHRleaders:

74%ofHRleaderssaymanagersarenotequippedtoleadchange.

73%ofHRleadersagreethatemployees

arefatiguedfromchange.

Source:Gartner

Top5PrioritiesforHRLeadersin2025

PROBLEMTODAY

Changefatigueisharmingperformanceandcontribution

Thevolumeofyearlyenterprise-levelchangehasgrownexponentiallyinresponsetocultureshifts,remoteandofficeworkmandates,andnewtechnology.Traditionalchangemanagementpracticesdon’taccountforstacked,incompatiblechangewherethereisn’ttimeforemployeestocompleteadoptionofonechange

beforeanotheronebegins.

Executiveleadersmustunderstandhowthisgrowingvolumeofchangeleadstochangefatigue,howitaffectsbusinessoutcomesandhowtomanageitduringperiodsoftransformation.

Impactofchangefatigueonkeyemployeeoutcomes

EngagementIntenttostayPsychologicalsafety

35%

44%

Fatiguedemployeesarelesslikelytobeengaged.

Fatiguedemployeeshavelowerintenttostay.

Fatiguedemployeesarelesslikelytohavepsychologicalsafety.

44%

Source:Gartner

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

17

NEWIMPERATIVE

Empowerchangeinfluencerstobuildstrongchangeimplementationandsustainbusinessperformance

Top5PrioritiesforHRLeadersin2025

Tooltogetstarted:

PreparingYourWorkforceforChange

Whilethreeinfourorganizationsuseatop-downmodelofchangemanagement,onlyone-thirdofthem

aresuccessfulatachievingtheirstatedgoalsforthechange.Instead,successfulorganizationsunderstandthattransformativechangehappensthroughemployees,nottothem.Bypartneringwithemployeesand

leaderstoidentifyareaswhichwillacceleratechangeadoption,HRleaderscancreatesustainablechangeledfromwithintheorganization.

Source:2022GartnerWorkforceChangeFatigueSurvey

1

Prioritizechangeinitiativesbasedonimpactandreadiness

√Collaboratewithleadershiptoevaluate

changeimpact,readinessandvalueattheonsetofplanningtoensureearlybuy-in.

Stepstonavigateacomplexchangelandscape

2

Encouragemanagerstobuildtheirteam’schangeresilienceinsteadofchampioningchangeinitiatives.

√Managerswhoencourageemployeestoownchangeboostsustainable

performancebyupto29%.

Source:GartnerSource:2024GartnerOrganizationStructureandLeadershipTrustSurvey

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

3

Identifyandamplifythetruechange

influencersatyourorganizationtoboostchangeadoption.

√Conductanorganizationalnetwork

analysistolookathowpeopleinteractthroughdigitalcommunicationandfindpeoplewhoarehighlyconnected.

18

NEWIMPERATIVEINACTION

HowAllstateusesnetworkstoimprovechangeadoption

Top5PrioritiesforHRLeadersin2025

Allstatedeploysanenterprisewidechangemodeltohelpemployeesengagewith

changehorizontally,makingexecutionquickerandthechangeeasiertoadopt.

Allstateidentifies“changeinfluencers”with

strongpeerconnectionswhocanproactivelytalkaboutthechangeacrossforums.Anetworkanalysishelpslookforemployeeswithabroadnetworkofrelationshipswhocanoperateinachange-influencercapacity.Allstateholdsopennominationstofindsuchemployeeswhootherswouldgotogetinformationandsharetheir

feelingsaboutchange.

Thisnetwork-drivenapproachleadsto

quickerchangeawarenessfromaplaceof

comfort.Allstateemployeeshaveanimprovedunderstandingofthechangeandincreasedconfidenceintheirvalueandabilitytoshapethefuture.Thisleadstogreaterengagement,advocacyandadoption.

AdaptedfromAllstate

Networkmodelforchangeplanningandexecution

Allstatechange

influencernetwork

Enterprisechangeenablementteam

Leadandmanage

ImproveawarenessImprovemotivationCo-createchange

CCoPandACNby

ImproveawarenessImprovemotivationCo-createchange

Changecommunityofpractice

providingconsultingresourcesfor

strategicinitiatives

Identifybestpractices

Buildchangeconsistency

√Informchangeleaders

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

19

05

HR

technology

CommonchallengesforHRleaders:

55%ofHRleaderssaytheircurrent

technologysolutionsdonotcovercurrentandfuturebusinessneeds.

51%ofHRleadersagreethattheycannot

measurethebusinessvaluedeliveredbyHRtechnologytransformation.

Source:Gartner

Top5PrioritiesforHRLeadersin2025

PROBLEMTODAY

Capacity-focusedHRtechnologystrategiesfailtodeliverontransformativepromises

OrganizationsareaskingHRformorestrategicsupport.Unfortunately,currentHRtechnologystrategieshavenotdeliveredontransformativepromises.MostHRfunctionsareusingtechnologytoautomate

traditionaltaskstofreeupcapacityforhigher-valuestrategicactivities.However,thislimitedcapacity-drivenlenspreventsHRfrommaximizingbusinessimpact.

HR’sprimaryactionsWeaknesses—Areaswherevalueistrapped

1.Technologyselection:

Consistentlyfocuson

reinforcingthefoundations.

2.Equippingtheteam:

TrainHRstaffonnewtechfunctionalities.

3.Drivesystemadoption:

Improveuserexperienceofeachsolution.

Foundations“viciouscycle”

InvestinginHRproductivityfallsintochasingmarginalefficiencygainstowinoverstakeholders,butthislimitstheirtrustin,andsupportfor,HR’sinvestmentinmore

transformativetechnologies.

PreservationmindsetwithinHRteam

HRstaffmisunderstandstechnology’spotential—worryingthatitthreatenspartsoftheirjobstheyenjoyinsteadofengagingthemtoevolvehowtheyworkwithtechnologytodelivervalueinnewways.

Competingsolutionsdilemma

BecauseofHRsilos,end-useremployeesandmanagersstruggletonavigatea

disjointedlandscapeofHRtechnologysolutions,causingmanytogounderutilized—wastinginvestmentandeffort.

Only1/3ofHRleadersreceivesubstantialsupportfortechthatdoesnotdirectlydriveefficiency.

Only25%ofHRleadersagreetheirstaffthinksabouthowtechcanchangeHRforthefuture.

69%ofemployeesreportatleastonebarrierwhenusingHRtechinthelast12months.

Source:2024GartnerDrivingImpactThroughTechnologyHRLeadersSurvey

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

21

NEWIMPERATIVE

SetstrategytoensureemergingHRtechnologyinvestmentsdeliver

Top5PrioritiesforHRLeadersin2025

Tooltogetstarted:

CHROGuide:UnlockHRTechnology’sBusinessValue

HRtechnologyleadersmustoptimizeHR’sbusinessvalueamidchallengingeconomicandlabormarket

conditions,whileassessingtherisksandbenefitsofemergingtechnologiessuchasGenAI.HRtechnologyispoisedtobecomethecatalystofchangethroughoutHRprocessesastechnologynowtouchesevery

aspectofemployees’workandHRoperations.

2

IdentifygreatestpotentialopportunityfromGenAI

Considerthetop3GenAIusecasesinHRinthenextsixto12months:

√Employeefacingchatbot√Documentgeneration

√Jobdescription/skillsdata

3strategicworkflowsforcriticalsuccesswithHRtechnology

1

UnlocknewwaysofdoingHR’snewwork

√Providetransformationalbuildingblockstostakeholders

√ExpandHRstaff’sviewpointsonvalue√Formalizesharedgoalsandnewroles

Source:Gartner

GartnerforHR

FollowUsonLinkedIn

BecomeaClient

3

Getvaluefromnewtechinvestments

√ManageacomplextechportfoliowithoutcompromisingUX

√Evaluatecurrentandfuturehumancapitalmanagementcapabilities

√Useagileimplementationtoallowtimeforculturalchangesrequiredforinnovation

22

NEWIMPERATIVEINACTION

Top5PrioritiesforHRLeadersin2025

HowtheCityofSydneygeneratesvalueviatransparentvendorpartnerships

CityofSydney(CoS)introducedanewHCM

systembutfoundthatoncethiswasinplace,therewaslimitedchangeinHRstaffproductivityor

behavior.CoSrealizeditonlyengagedwithitsHCMvendortofixproblemsand“fightfires.”

CoSpivoted.Bydevelopingamoretransparent

partnershipwithitsvendor—agreeingonmore

regularandproactivemeetingcadenceswitha

broaderandmorestrategicagenda—thevendor

hadmorevisibilityintoHRleaderandend-user

context.CoScouldthenleveragevendorexpertisetoprioritizetechnolo