人才多元宇宙：你的选择定义未来——2025年人才趋势报告执行摘要

“ executivesummary. As we celebrate 10 years ofTalent Trendsresearch, our global in-depth survey ofworkforce and C-suite sentiments, theevolution of talent leadership and the worldof work are clear. While some prioritiesremain constant, businesses haveexperienced a decade of unprecedenteddisruption, global crises and shiftingexpectations. And with these changes,the roles and goals of talent leaders havebeen disrupted, too. “When people speak of traveling tothe past, they worry about radicallychanging the present by doingsomething small, but barely anyonein the present thinks they canradically change the future by doingsomething small.” ― — Barbara R. Nelson , author Ten years ago, talent leaders told us theirpriorities were claiming their seat at thetable, harnessing data to guide talentdecisions and overcoming talent scarcity.During the last decade, you’ve not onlymastered many of these goals, but alsoembraced a truly critical role in leadingyour organization through thechallenges of a global pandemic,and economic and social disruption.You’ve taught your business what itmeans to put people first, creating anew social contract with your workforce.Now, the future demands that youreimagine work in the age of AI,balancing ethical applications andoptimal efficiencies, while understandinghow to skill and supercharge yourworkforce to gain the greatest potentialfrom both people and technology. 90% say HR’s role continues to elevate andbecome more strategic in theirorganization, but 69% believe HR is still brought into business/operational strategy discussions too late. That is why the Randstad EnterpriseTalent Trends research seeks tounderstand both the strategic thinkingand the impassioned drives of businessleaders. Our 2025 research includes asurvey of 1,060 C-suite and talentleaders in 21 markets around the globe,conducted in the fourth quarter of 2024.The findings, and this report, offer a clearunderstanding of the plans and actionsthat your peers and competitors aretaking to determine their own futures. the talent multiverse Now is an opportune time to reflect:What decisions have you made overthe past ten years that have shaped thetalent leader you are today? How havethose choices impacted people and yourbusiness? And looking ahead, how willthe choices you make today impact whoyou are as a talent and business leaderover the next ten years? A talent multiverse lies ahead of you, andthe opportunities are limitless. While noone knows precisely how the world andwork will change, there is much in yourhands. You will decide what your valuesare as a talent and business leader. Youwill use those values — and the lessonsyou’ve learned over the past 10 years —to shape the way businesses approachwork, skills, technology, data and people. Our data shows no single challengeis dominating the attention of talentleaders; rather, they are coping with amyriad of developments. As you knowfirst-hand, the current climate ofeconomic, political and social disruptionrequires you to create and sustainvalue for your internal customers at atime when budgets are finite. At thesame time, many organizations aretransforming, complicating efforts tofulfill talent ambitions. What kind of leader do you want to be?What choices — big or small — will youmake to get there? And, mostimportantly, what will happen if you donothing? The future is yours to define. While some of the top-reportedchallenges of 2025 have persisted overthe last decade, new priorities have alsoemerged. Examining top-reportedchallenges, 38% of survey respondentssay inflation negatively affected theirorganization or is one of their biggestpain points (slightly down, however, from40% last year). Economic uncertainty,which has been a top concern for thepast three years, remains so, with33% believing it weighs negatively ontheir business. Similarly, 32% cite talentscarcity or skills shortages as ahindrance; a challenge that has beenat the top of employers’ concernsconsistently over the last decade. On the other hand, survey respondentsare enthusiastic about big developmentsin the world of work. Most (82%)positively regard the proliferation of HRtechnology, AI, automation and robotics;79% feel this way about the digitalizationof HR. While some are pulling back fromtheir equity and inclusion initiatives, 78%say they’ve had a positive impact on theirbusiness. A large majority are alsoexcited about their talent retentionstrategies (77%), embedding a coachingculture (77%) and internal mobility (75%). Now, more than ever in the history ofour Talent Trends research, talent leadersbelieve the work they’re doing ispreparing their organizations for thefuture (90%). The same number (90%)report they seek to have a measurableimpact on business performance.And, despite challenging economicconditions, 84% tell us they are morefocused on value creation for theorganization than cost savings this year.This is not only the highest percentagefor this response in Talent Trendshisto