员工绩效管理趋势有什么新变化？

Top 5 Prioritiesfor HR Leaders Actionable insights to navigate challengesand drive business impact 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 and The largest share of respondents put leader and managerdevelopment on their list, but many HR leaders willalso prioritize organizational culture, strategic workforce What is driving these priorities? CEOs set sights on growthvia transformation AI aspirations confrontdeployment realities Labor market shifts putpressure on talent strategies CEOs overwhelmingly selected growth as theirtop strategic business priority for 2024-2025. Toprepare for growth, 79% of CEOs will have their 61%of talent management leaders agree that newdemands exceed their capacity to deliver. In fact,85+ million jobs are projected to go unfilled globally Business leaders expect a 23% improvementin functional productivity in the next 12 to 18 Growth challenges AI challenges Talent challengesMismatched skills Workforce uncertainty Only28%of HR leaders agree that theHR strategic planning process is fullyintegrated with the business planning 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 expected Continuous transformation needed Employee demands Efficiency impact 62%of candidates say they only applyfor jobs that meet the majority of their 87%of HR leaders agree that shiftingbusiness needs requires continuous HR 77%say these tools have actuallydecreased their productivity and added Source: 2024 Gartner Modernizing Talent Management HR Leader SurveySource: The $8.5 Trillion Talent Shortage, Korn FerrySource: The Future of Jobs Report 2023, World Economic ForumSource: 2024 Gartner Voice of the Candidate Survey (Q2) 01Leader and manager 75%of HR leaders report that managers areoverwhelmed with the expanding scope of their 70%of respondents believe that currentleaders and managers are not adequately PROBLEM TODAY Traditional leadership development approaches Despite76%of organizations significantly updating their leadership programs and planning to increase •Only36%of HR leaders think their organization’s current leadership development programs are •Only23%of HR leaders are confident there are rising leaders who can meet the future needs of •Seventy-one percentof HR leaders don’t think they are effectively developing their midlevel leaders. Develop leaders via repeated connections across 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 after 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 likely Invest more time in networkingevents and team-building activitiesthat have apositive impacton both Spend less time in seminars andlecturesthat have anegative impacton enterprise. 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 interpersonal Time between learning and social events allowsfor real-life application and challenge discovery. Repeating social connections after applicationperiods helps build trusted peer relationships and 02Organizational 57%of HR leaders agree that managers failto enforce the desired vision of culture within 53%of HR leaders report that their leadersdon’t feel accountable for demonstrating the PROBLEM TODAY Organizations are struggling to activate culture Ninety-seven percent of CHROs want to change some aspect of their organization’s culture. It’s notthat they don’t have a clear vision of their desired culture or that employees aren’t invested in it, but Most organizations are not embedding culture Embed culture in organizational values to The best organizations understand that the key to activating culture lies in equipping leaders at alllevels of the organization to embed culture into the values, behaviors and processes that ensure To successfully embed culture within the organization, leaders must: Ensure employees know the behaviorsthey should be demonstrating to live Help employees understand thevalues at the core of the culture and NEW IMPERATIVE IN ACTION How CMI’s culture app provides “in-the-moment” It’s not enough for leaders to help their teams just set the course. They