2025年人力资源管理监测报告

HR Monitor 2025June 2025This report is a collaborative effort by Julian Kirchherr and Vincent Bérubé, with Charlotte Seiler,Kira Rupietta, Kristina Störk, Marlene Senst, and Simon Gallot Lavallée, representing views fromMcKinsey’s People & Organizational Performance Practice. ContentsCHAPTER 1INTRODUCTIONCHAPTER 2CHAPTER 3CHAPTER 4CHAPTER 5 Rethinking HR: Aligning people,strategy, and technology in a timeof changeAbout the authorsRethinking talent acquisition:Adapting hiring strategies to achanging labor marketEmployee development:From a fragmented approach toan integrated strategyEnhancing employee experience:A strategic priority for engagementand retentionTransforming HR services:How SSC and gen AI are reshapingHR operating modelsStrategic workforce planning:Why it’s more critical than ever432111622276Preface3 PrefaceHR leaders often know the ins and outs of their workforce intimately. But the field lacks relevant, comparablebenchmarks for best practices and metrics that track HR changes over time, the reaction of departmentsacross companies to business changes, and the evolving expectations and needs of employees.To help HR leaders compare their functions with others’ and benchmark their progress accordingly, we’verepeated and expanded ourHR Monitorreport. Last year’s report covered Germany’s HR landscape. This year,to create a robust set of meaningful indicators across the HR topics most relevant to European organizations,we gathered data from 1,925 companies and insights from more than 4,000 employees across Europe and,for comparison purposes, the United States. The survey data was gathered at the end of 2024, spans multiplesectors, and has been enriched by more than 50 interviews with HR professionals and insights from expertsin McKinsey’s People & Organizational Performance Practice. This data set forms the basis for detailed HRbenchmarking, including country- and industry-specific comparisons.This year’s report highlights developments in both what HR delivers—such as strategic workforce planning,talent acquisition, and employee development—and how it operates, including the use of technologies such asgen AI. It also sheds light on employee trends, especially those related to employee experience and the factorsthat influence attraction and retention. TheHR Monitoraims to support HR professionals with up-to-datemetrics to enable more data-driven decisions and strengthen the management of HR functions.Thank you for your interest in theHR Monitor. We strive to improve and expand this effort in the years ahead.Julian KirchherrPartner, Berlin Kristina StörkAssociate Partner, MunichVincent BérubéSenior Partner, Montréal 3HR Monitor 2025 Rethinking HR: Aligningpeople, strategy, and technologyin a time of changeThe gap is widening between what is needed from an efficient, effective HR function and what mostorganizations currently offer. Enhancing employee experience is widely seen as a cornerstone duty of HR,but about 36 percent of employees across Europe and the United States are not satisfied with their currentemployer. And most HR departments are still far from making full use of the tools and practices available tothem, including gen AI, which has been applied at scale to only a small number of HR departments.This report highlights five trends that HR leaders in Europe must recognize and act on to close the gapsamong business expectations, employee needs, and HR delivery.1.Workforce planning is not approached strategically enough.As organizations try to keep up withrapid changes driven by gen AI and shifting skill needs, workforce planning must move beyond short-term staffing forecasts to include a longer-term view and future-scenario planning. While 73 percentof surveyed organizations conduct full operational workforce planning, only a small share link theirstrategies to future skill needs. For example, in the United States, only 12 percent of HR leaders say theydo strategic workforce planning with at least a three-year focus. 4HR Monitor 2025 2.Talent acquisition is becoming more complex.The increase in layoffs across sectors and risingunemployment rates suggest that the labor market is easing in many regions, but hiring remains achallenge. The results of McKinsey’s 2025HR MonitorSurvey show that offer acceptance rates are low(56 percent in the countries studied), 18 percent of new hires leave during their probationary period, andoverall hiring success stands at just 46 percent in Europe. These difficulties call for a more strategic andcoordinated approach to attracting and hiring talent.3.Employee development continues to be highly fragmented.Employee development is imperative fororganizational success, but many organizations still segment it into silos. Surveyed HR professionals andemployees report clear areas for improvement: 26 percent of employees say they received no feedbackin the past year, some employees spent as few as six days on training, and only about one-third of criticalroles ar