2025年人力资源重点领域及如何在其中脱颖而出

Top 5 Prioritiesfor HR Leadersin 2025 Actionable insights to navigate challengesand drive business impact 01Leader andmanagerdevelopment Top 5 Priorities for HR Leaders in 2025 Gartner surveyed more than 1,400 HR leaders across 60+countries and all major industries to identify their prioritiesand challenges for 2025. Explore the top 5 priorities andget expert recommendations for impactful next steps. The largest share of respondents put leader and managerdevelopment on their list, but many HR leaders willalso prioritize organizational culture, strategic workforceplanning, change management and HR technology. What is driving these priorities? Labor market shifts putpressure on talent strategies AI aspirations confrontdeployment realities CEOs set sights on growthvia transformation CEOs overwhelmingly selected growth as theirtop strategic business priority for 2024-2025. Toprepare for growth, 79% of CEOs will have theirrevised postcrisis business strategies ready bythe end of 2024.1 61%of talent management leaders agree that newdemands exceed their capacity to deliver. In fact,85+ million jobs are projected to go unfilled globallyby 2030.5, 6 Business leaders expect a 23% improvementin functional productivity in the next 12 to 18months by generative AI (GenAI).4 Talent challengesMismatched skills Growth challenges AI challenges Workforce uncertainty Lack of integration Only28%of HR leaders agree that theHR strategic planning process is fullyintegrated with the business planningprocess.2 23%of global jobs will change in thenext five years due to industrytransformation, including AI.7 47%of employees using AI say theyhave no idea how to achieve expectedproductivity gains.4 Continuous transformation needed Employee demands Efficiency impact 87%of HR leaders agree that shiftingbusiness needs requires continuous HRtransformation.3 62%of candidates say they only applyfor jobs that meet the majority of theirEVP requirements.8 77%say these tools have actuallydecreased their productivity and addedto their workload.4 5Source: 2024 Gartner Modernizing Talent Management HR Leader Survey6Source: The $8.5 Trillion Talent Shortage, Korn Ferry7Source: The Future of Jobs Report 2023, World Economic Forum8Source: 2024 Gartner Voice of the Candidate Survey (Q2) 01Leader and managerdevelopment Common challenges for HR leaders: 75%of HR leaders report that managers areoverwhelmed with the expanding scope of theirresponsibilities. 70%of respondents believe that currentleaders and managers are not adequatelyequipped to effectively develop midlevel leaders. Traditional leadership development approachesaren’t cutting it Despite76%of organizations significantly updating their leadership programs and planning to increasespending, results remain lacking.9 •Only36%of HR leaders think their organization’s current leadership development programs areeffective at preparing leaders for future challenges.•Only23%of HR leaders are confident there are rising leaders who can meet the future needs ofthe organization.•Seventy-one percentof HR leaders don’t think they are effectively developing their midlevel leaders. Develop leaders via repeated connections acrossboth learning engagements and social points Tool to get started:12-Month Action Plan to ImproveManager Effectiveness It’s the method of leadership development programs that needs to be addressed. To support ongoingdevelopment, people need time to build lasting connections. Embedding relationship-building events afterleaders have had time to apply teachings from learning engagements to their day-to-day work strengthensconnections and supports navigating shared challenges. This approach creates thought-provoking, trusted, lasting peer connections that leaders feel they canleverage to support their ongoing development. Enterprise leaders lead their teams to high performance while contributing to leveragingthe performance of other teams Leaders who have utilizedpeer-connection-based learningexperiences are 18% more likelyto be enterprise leaders. Invest more time in networkingevents and team-building activitiesthat have apositive impacton bothenterprise and human leadership. Spend less time in seminars andlecturesthat have anegative impacton enterprise. Source: 2024 Gartner Leadership Development Leader Survey NEW IMPERATIVE IN ACTION How OCBC develops leaders by embeddingrepeated leadership peer connections OCBC takes an embedded approach to learningprogram design, interspersing core L&D-drivenlearning events with varied peer engagementactivities. More than 70% of the agenda is drivenby the learners to strengthen interpersonalconnection and support development. L&D sharesprompts before social touchpoints to primediscussions about shared challenges. Time between learning and social events allowsfor real-life application and challenge discovery. Repeating social connections after applicationperiods helps build trusted peer relationships andprovide