2025年全球人力资本趋势：将紧张转化为胜利，帮助领导者将不确定性转化为机遇

Table of contents02. . . Turning tensions into triumphs: Helping leaders transformuncertainty into opportunity11. . .Stagility: Creating stability for workers for organizations tomove at speed21. . .When work gets in the way of work: Reclaimingorganizational capacity31. . . AI is revolutionizing work. You need a human valueproposition for the age of AI.43. . . Closing the experience gap54. . . New tech. New work. Your old value case isn’t enough.66. . . What moves your people? Tapping into motivation atthe unit of one.78. . . Reinventing performance management processes won’tunlock human performance. Here’s what will.88. . . Is there still value in the role of managers? Turning tensions into triumphs:Helping leaders transformuncertainty into opportunity Our 2025 Human Capital Trends report aims to help leaders navigateincreasingly complex tensions in the worker-organization relationship forbetter business and human outcomes. Jason Flynn, Corrie Commisso, David Mallon, Yves Van Durme, Stephen Harrington, and Gaurav Lahiri Should we consider going bossless?Should we consider replacing some of our entry-level work with AI?Should we consider having people come back to work onsite?Should we consider investing in this new AI technology?Or ... should we not? When we’re surrounded byuncertainty it can be tempt-ing to slow-roll our deci-sion-makingand take await-and-see approach. Orto revert to simplified, oldways of thinking that lead to decisions focused onlyon bottom-line results. These approaches are understandable, consideringwe’re in an increasinglyboundaryless worldwherework and workforce-related navigation pointswe’ve traditionally used to chart a course of actionare disappearing. Hitting the pause button gives usmore time to gather information, test out ideas, getthe full picture before committing to something.And bottom-line thinking has been a solid go-to for Short-term results versus long-term value:It’s not an either/or proposition decades, especially when economic cycles shift and we often lackthe data to reasonably predict broader future outcomes. But what happens when the world is moving and changing so fastthat the decision tonotmake a decision actually puts us at a disad-vantage? When outdated thinking and indecision turn into missedopportunities and lost momentum? In last year’s Global Human Capital Trends report, we highlightedan emerging tension between business and human outcomes andturned our attention to how organizations could navigate thistension to drive human performance in an increasingly boundarylessworld of work. We defined the human performance equation as thecombination—or balance—of both businessandhuman outcomes,emphasizing that they are mutually reinforcing, and that focusing onthe human element is becoming one of the most important factorsin unlocking and sustaining organizational performance. These are the fundamental tensions (figure 1) that organizationalleaders everywhere are currently facing. And our 2025 GlobalHuman Capital Trends research (see “Methodology”) suggeststhat leaders are finding themselves stuck in a wait-and-see cycle,unsure how to navigate these tensions and make the complex choicesnecessary to balance the business and human outcomes that willmove their organizations forward. However, our research this year suggests that advancing this goalhas not been easy. Only 6% of respondents to this year’s survey saytheir organizations are making great progress in establishing humansustainability—the ability to create value for all people connectedto the organization—as a guiding business strategy. Finding balancebetween business and human outcomes can be challenging, as effortsto improve one can sometimes seem to come at the expense of theother. And it appears that some organizations may still be overindexing on business outcomes that yield short-term results insteadof human outcomes, where long-term value may take more timeto become evident. This year’s report aims to help leaders gain traction amid thetensions, exploring some key questions about which they will likelybe expected to make important choices in the near future, including: •How do I ensure the rightworkis being done, and in an opti-mal way?•How do I access, develop, and motivate the necessaryworkforce?•Do I have the rightorganization and culture to enableperformance? But this isn’t an either/or proposition. It’s a both/and proposition. In this year’s report, we take a deeper dive into some of the specifictensions that underscore the balance between business outcomesand human outcomes. As we discussed last year, these outcomes canbe mutually reinforcing, but they will require thoughtful decisionsacross a number of dimensions. How leaders answer these questions may be the key to an organiza-tion’s ability to stop waiting and start thriving in today’s fast-pacedand constantly changing work environment. For example, as your organization transforms, should you considercreating sources of stab