2025年人力資源市場格局展望：放眼數(shù)字之外面向前瞻型HR領導者的行動指南

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TheStateofthe

HRLandscapein2025

Beyondthenumbers:Anactionablereport

forforward-thinkingHRleaders

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Overview

Inrecentyears,HRhasundergoneaprofoundevolutionthathasinvolvedredefiningtraditionalwork

models,learningtomanageamultigenerationalworkforce,continuouslyadaptingtotherapidpaceofskillsdisruptionandbecomingbothmoretechnicalandstrategic.Now,HRisonthecuspofanotherwaveof

change—onethatissettotransformthewaybusinessesoperatefundamentallyandpromisestoopenapathofopportunitiesandinnovationforthefunction:artificialintelligence.

Thisseachangepresentedauniquechancetoconductaglobalstudythatofferedaclearviewofthe

currentlandscape,exploringthetrends,opportunitiesandchallengesthatHR,TalentAcquisitionandTalentManagementfunctionsfaceandwillcontinuetofaceduring2025.Thisreportrevealstheresultsofthatstudy.

Butitgoesbeyondexaminingthedata.Asaresultofourcontinuedpartnershipwithenterprise

organizationsfromallindustriesandregions,we’rewitnessingthistransformationfirsthand.SeeingHR

embraceanentrepreneurialspirit,we’veincludedpracticaladviceinspiredbyourcustomers’experiencestohelpyoulandontherightsideofthedisruption.

SIXKEYTAKEAWAYS

76%

oforganizationsareeitheradoptingorplanningtoadoptaskills-basedapproach,andtalent

acquisitionistheareawheremostprogresshasbeenmade.

71%

areactivelyinvolvedinorfullydriving

workforceplanning,signalingapositiveshifttowardstheroleofstrategicbusinesspartner.

53%

recognizethataligningworkforcecapabilities

withbusinessgoalsistheprimaryobjectiveof

workforceplanningintheirorganizations,but52%identifyaccuratelyforecastingworkforceneeds

astheirmainchallenge,signalingdifficultiestomakemeaningfulprogressinthisarea.

63%

agreethatleaningmorestronglyondatawillbethemainfactorcementingthefuturesuccess

ofHRefforts,reinforcingthefunction’songoingtransitiontoastrategicandadvisoryrole.

32%

considertheirrecruitingstrategiesvery

effectiveinattractingqualifiedcandidates,leavingsignificantroomforoptimizingTA

approaches.

42%

oforganizationsusingAIareseeingitincreaseproductivity,but27%areyettoseeitsimpact,showingapotentiallackofclearobjectivesordifficultiesinmeasuringAI’scontributions.

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AboutOurResearch

Thisreportdrawsoninsightsfromasurveyconductedwithover100HR,TAandTMleadersandpractitionersbetweenSeptemberandNovember2024.Thesurveyexaminedrespondents’roles,

responsibilitiesandorganizationaldemographics,revealingthatthemajorityofthem(61%)holdleadershippositions.

Respondents’mostcommonprimaryresponsibilitiesincludetalentacquisition/recruitment(64%)andHRtechnologyandsystems(60%),enablingthecollectionoftakeawaysspanningthestrategicandtechnicaldimensionsofmodernHRfunctions.

Nearlytwo-thirdsofrespondents(62%)areemployedatenterpriseorganizationswithmorethan10,000employees.Conductedonaglobalscale,thesurveyhighlightsdiverseperspectivesfromHRprofessionalsworldwide.

Question:Whichofthefollowingbestdescribesyourprimaryresponsibilitiesinyourcurrentrole?Pleaseselectallthatapply.

TalentAcquisition/Recruitment

HRTechnologyandSystems

HRStrategyandPlanning

TalentManagement,WorkforcePlanningandOrgDesignOnboarding

PeopleAnalytics

HROperations/SharedServicesLearningandDevelopment

OrganizationalDevelopmentDiversity,EquityandInclusionEmployeeRelations

Other

CompensationandBenefits

●HumanResourcesBusinessPartner

64%

60%

18%

17%

17%

15%

12%

12%

8%

6%

6%

5%

5%

3%

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TableofContents

SettingtheCourse:HR’sPrioritiesinaChangingBusinessEnvironment 5

HR’sEvolvingRole:PuttingaTalentLensonBusinessStrategy 9

AmplifyingHR’sBusinessImpactThroughWorkforcePlanningForManyHRTeams,TechStillImpedesAgilityandEfficiency

TheDataImperative:TheRoleofDataLiteracyinHRTransformation

FromPromisetoReality:TheAIPanorama 18

Skills-BasedApproachesAreGainingMomentum 21

RecruitingEfficiencyandBest-in-ClassSolutionsGoHandinHandInternalMobilityCouldBenefitFromaTech-PoweredBoost

TacticstoSecureSkillsVary

SkillsDevelopmentOpportunitiesAreExpanding

EndupontheRightSideoftheDisruption 30

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SettingtheCourse:HR’sPrioritiesinaChangingBusinessEnvironment

Aschallengingasitmayseeminsucharapidlyevolvinglandscape,weaskedHRleadersandpractitionerstoreflectontheirmainprioritiesforthenextonetotwoyears.Here’swhattheyhighlightedingeneral:

Question:Thinkingaboutyourcurrentorganization,whatarethetopthreeHRprioritiesforthenext1-2years?

StreamliningHRprocessesandworkflowswithautomationandAI

60%

45%

42%

Acquiringtoptalent

Addressingskillsgapsandworkforceplanning

Employeeretention

30%

23%

17%

Replacingtechnologythatisnotbest-in-classIncreasingbusinessagility

15%

15%

12%

9%

DemonstratingROIonHRinitiativesEnhancingDEI

ManagingemployeeperformanceandproductivityEnhancingtraininganddevelopmentprograms

#1.StreamliningHRprocessesandworkflowswithautomationandAI

With60%ofrespondentsidentifyingthisastheirtoppriority,theresultshighlightacleardrivetoenhanceefficiency,particularlythroughtheadoptionofautomationandAI.

Positively,whenweaskedaboutthebiggestimpactAIhashadinthoseorganizationswhereit’salreadybeingused,anencouraging42%ofrespondentssaidthemainbenefitthey’veseenwasaround

productivity(moreonthatlater),meaningthehighhopesforAIinrelationtoefficiencycantranslateintotangibleresults.

#2.Acquiringtoptalent

Talentisalimitedcommodity,andHRisultimatelyresponsibleforensuringthatthebusinesshastheskillsitneedstodrivegrowthandsuccess.So,it’snosurprisethat45%ofrespondentsconsider“acquiringtoptalent”atoppriority.Whenexaminingresponsesbyrolesandresponsibilities,thisnumberjumpsupto53%forthosewhoarepredominantlyfocusedontalentacquisition.

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Thesechallengesaffectrecruitingteams,buttheycanalsorippleacrosstheorganizationandimpactbusinessperformance.

Currently,themajorityofrespondents(58%)describetheirtalentattractioneffortsas“somewhateffective,”underscoringasubstantialopportunitytooptimizetheirapproaches.

Diggingdeeperintotheeffectivenessofrecruitingstrategies,wefoundthatonlyaroundone-thirdof

respondentsbelievetheirtalentattractionstrategiesare“veryeffective.”Inadedicatedsectionofthis

report,we’llexplorethespecificfactorsthatmostaffectrecruitingsuccessandprovidebestpracticesforovercominglimitations.Yet,wecananticipatethattechnologyplaysapredominantroleinthisaspect.

Question:Inyouropinion,howeffectiveareyourorganization’srecruitingstrategiesinattractingqualifiedcandidates?

32%

Very

effective

58%

Somewhateffective

8%

Neutral

2%

Somewhatineffective

KeithGolden

ChiefInformationOfficer,RGP

“Thewarontalentisover,andtalenthaswon.”

#3.Addressingskillsgapsandworkforceplanning

Skillsgapsandworkforceplanningaredeeplyconnected.Workforceplanningidentifiesanorganization’scurrentandfuturetalentneedswhileaddressingskillsgapstoensuretheworkforcehasthecapabilitiesrequiredtomeetthoseneeds.Awell-executedworkforceplanshouldthereforeassessexistingskills,

anticipateevolvingdemandsandalignstrategiestoclosegapsthroughtargetedhiring,upskillingandreskilling.

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Thiscloseconnectionisreflectedinthesurveyresults:amongtheorganizationsthathaveadoptedaskills-basedapproach,asignificantmajority(80%)haveapplieditto“talentacquisition,”followedby“traininganddevelopment”(69%)and“internalmobility”(46%).Laterinthisreport,we’llexploretherealitiesofskills-

basedapproachesandworkforceplanninginfurtherdetail.

Whenanalyzingthenuancesinresponsesbasedonroles,wenoticedvariancethatalignswiththetypicalresponsibilitiesofeachgroup.Inresponsetoaquestionabouttheirorganization’sprioritiesoverthenextonetotwoyears,HRISprofessionalsweremorelikelythantheirTApeerstochoose“replacingtechnologythatisnotbest-in-class”(28%vs.9%).

Question:Thinkingaboutyourcurrentorganization,whatarethetopthreeHRprioritiesforthenext1-2years?

TA

HRIS

61%

47%

53%

42%

44%

61%

Addressingskills

gapsand

workforceplanning

Acquiringtoptalent

StreamliningHR

processesand

workflowswith

automationandAI

18%

11%

19%

12%

9%

14%

EnhancingDEI

DemonstratingROIonHRinitiatives

Enhancingtraining

anddevelopment

programs

35%

25%

Employeeretention

12%

11%

Managingemployee

performanceand

productivity

23%

16%

Increasing

businessagility

28%

9%

Replacingtechnology

thatisnot

best-in-class

Whenaskedabouttheirorganizations’topchallenges,HRISprofessionalsweremorelikelytoselect

“streamliningHRprocessesandworkflowswithautomationandAI”thanTAprofessionals(68%vs.54%).

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Question:Whatareyourorganization’stopHRchallenges?Pleaseselectuptothree.

TA

HRIS

68%

68%

46%

26%

28%

21%

18%

54%

49%

44%

Acquiringtoptalent

StreamliningHR

processesand

workflowswith

automationandAI

Addressingskills

gapsandworkforce

planning

Employeeretention

DemonstratingROIonHRinitiatives

19%

16%

18%

12%

12%

14%

7%

7%

7%

18%

Increasingbusinessagility

EnhancingHR

Relianceon

technologythatisnotbest-in-class

Enhancingtraining

anddevelopment

programs

Managingemployee

performanceand

productivity

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HR’sEvolvingRole:PuttingaTalentLensonBusinessStrategy

Almosttwo-thirdsofrespondentsnotedthattheHRfunctionhasundergonesignificantorcompletechangeoverthepastfiveyears,withanadditionalquarterdescribingthechangeasmoderate.Thisnear-unanimoussentimentunderscoreshowdifferentHRlookstodaycomparedto2020.

Question:Inyouropinion,towhatextenthastheroleofHRchangedoverthepastfiveyears?

10%

Completely

55%

Significantly

24%

Moderately

4%

Slightly

2%

Notatall

5%

Idon’tknow

Whenaskedabouttheaspectswherethechangehasbeenmorepronounced,twooptionsrosetothetop:

Transitioningfromasupportfunctiontodeliveringstrategicpartnershiptothebusiness.

Increasingtheuseofdataanalytics,AIandadvancedHRtechnology.

Thesechoicesaligncloselywithoneofthemostsignificantshiftswe’veobservedthroughour

collaborationwithHRteamsinrecentyears:theroleofHRinstrategicworkforceplanningisgrowing.

AmplifyingHR’sBusinessImpactThroughWorkforcePlanning

WhileHR’sactiveparticipationinworkforceplanninghasn’talwaysbeenthenormformanyorganizations,weweredelightedtoseethat71%ofourstudyrespondentssaidthatHRiseither“activelyinvolved”in

workforceplanningor“fullyresponsibleforleadingtheprocess”attheircompanies.

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Question:HowinvolvedisHRintheoverallworkforceplanningprocessatyourorganization?

9%

62%

21%

4%

2%

2%

Fully

Actively

Somewhat

Minimally

Notinvolved

Other

responsible

involvedwith

involved

involved

atall

andleadsthe

other

process

departments

Astheconnectionbetweentalentandcompanysuccesshasstrengthened,HR’sincreasedinvolvementinworkforceplanninghassignificantlyamplifieditsbusinessimpact.

“Yearsago,talentwasn’treallyinthe

discussionsatthebeginningofanything.Webuiltprojectsaroundassetsand

infrastructure.Now,peoplearethe

requirementtodeliver.Sowe’vehadtochangethatconcept,andtakeittothetopleveltomakesurethattheyengageandinvolveHR.Otherwise,thesuccesswillnotbethere.”

AndrewDennan

HeadofVolumeRecruitment,Emirates

BridgingtheKnowing-DoingGapinWorkforcePlanning

Thesurveyrevealsasignificantgapbetweenwhatorganizationsaimtoachieveinworkforceplanning

andthechallengestheyencounterinexecution.While53%ofrespondentsidentified“aligningworkforcecapabilitieswithbusinessgoals”astheprimaryobjectiveofworkforceplanning,52%cited“accurate

forecastingofworkforceneeds”astheirorganization’sbiggestchallenge.

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Thisdiscrepancyhighlightsacoredilemma:itisdifficulttoalignworkforcestrategieswithbusinessgoalswithoutareliableunderstandingoffutureworkforceneeds.

QUESTION:Whatistheprimaryobjectiveofworkforceplanninginyourorganization?

53%

Aligningworkforce

capabilitieswithbusinessgoals

8%

Divingorganizationalagility

4%

Reducinglaborcosts

10%

Boostingproductivity

8%

Idon’tknow

3%

Other

8%

Enhancingworkforcediversity

6%

Improvingemployee

engagementandretention

QUESTION:Whatisthebiggestchallengeyourorganizationfacesinworkforceplanning?

23%

Addressingskillsgapsandtrainingneeds

1%

Managingworkforce

diversityandinclusion

Accurateforecastingofworkforceneeds

10%

Integratingworkforceplanningwithbusinessstrategy

4%

52%

10%

Idon’tknow

Other

Short-TermOptimizationvs.Long-TermTransformation

Insightsfromorganizationsatvaryinglevelsofworkforceplanningmaturitysuggestthatthisgapoften

stemsfromafocusonshort-termoptimization.Manycompaniesprioritizemeetingimmediate,time-sensitivedemandsoverembracinglong-termagilityandtransformation.Thisisreflectedinthesurveyfindings:only8%ofrespondentsselected“drivingorganizationalagility”asakeyworkforceplanningobjective.

Therelianceontraditionaljobarchitecturesandrolesmaybelimitingorganizations’abilitytoshift

towardskills-basedplanning,whichisessentialforadaptabilityinthelongrun.However,wepredictthatasworkforceplanningcapabilitiesmature,therewillbeanoticeablepivottowardmid-andlong-term

strategiesthatemphasizeagilityandtransformation.

Organizationsthatsuccessfullyintegrateworkforceplanningwithbusinessagilityofferapromisingglimpseintothefuture.Amongrespondentsalreadydrivingagilitythroughworkforceplanning,71%creditedtheuseof“effectiveworkforceplanningstrategies”fortheirsuccess.

APathForward

Inacontextwherethelifespanofskillswillmostlikelycontinuetoshrink,weanticipatethatdataanalyticsandtalentintelligencewillbeinstrumentalinovercomingthechallengesofaccurateforecastingand

enablingadaptability.Inparticular,advancedAItoolswithpredictivecapabilitiesholdenormouspotentialtoenhanceworkforceplanningatscalebyprovidingtalentteamswiththeinsightstheyneedtoalign

capabilitieswithevolvingbusinessgoals.

Webelievethatasorganizationsleanmoreonsmarttechnologiestosupporttheirworkforceplanningefforts,theshiftfromreactive,short-termapproachestoproactive,long-termstrategieswillonly

accelerate.ByleveragingAIandtalentintelligencetools,organizationscannotonlybridgethegap

betweenknowinganddoingbutalsobuildaworkforcethatthrivesinarapidlychangingenvironment.

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ForManyHRTeams,TechStillImpedesAgilityandEfficiency

WealsosoughttounderstandHRdepartments’viewsontheoverallabilityoftheircurrenttechnologytomeettheirorganization’sneeds.While53%ofrespondentsreportedbeing“somewhatsatisfied,”onlyastrikinglylow10%expressedbeing“verysatisfied.”

Question:LookingatyourcurrentHRtechnologystack,howsatisfiedareyouthatitmeetstheneedsofyourorganization?

10%

53%

17%

15%

5%

Very

Somewhat

Neutral

Somewhat

Very

satisfied

satisfied

dissatisfied

dissatisfied

Buildingonourearlierexplorationofworkforceplanningandagility,weshiftedfocustothetechnologicaldimensionandtriedtouncoverwhetherthesystemsorganizationsrelyonenablethemtoreactquickly

tochangesandopportunities.Thefindingsshowthatamere6%ofrespondentsbelievetheirtechnologystack“fullysupports”organizationalagility.Evenmorealarming,nearlyone-quarter(22%)admittedthattheircurrentinfrastructure“somewhatorcompletelyhinders”theirabilitytoremainagile.

Theseinsightsunderscoreacriticalgap:agreatnumberofHRdepartmentsaretrappedusingsolutionsthatarenotfitforpurpose.Inthissense,ourdiscussionswithHRleadersrevealtwokeyfactorsasthemaincausesofthisseriousissue:

Therelianceonlegacysystemsthataretoorigidtoenableadaptabilityandinnovation.

What’sworse,theyusuallydeliverpoorstakeholderexperiencesthataffectengagementandcanhaveadetrimentalimpactonproductivityandconversion.

Historically,HRhashadlimitedcontroloveritstechnologicaldirection,withcriticaldecisionsoftendictatedbyIT.EvenwhenHRhasbeeninvolved,thetwofunctionshavefrequently

struggledtoaligntheirpriorities,resultingindecisionsthathaven’talwayseffectivelymetHR’sneeds.

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ThechartbelowsuggeststhatHRdepartmentsareactivelyseekingtoaddresstheshortcomingsoftheir

currenttechnologies,with62%ofrespondentsforecastinganincreaseininvestmentoverthenextthreeyears.

Question:Howdoyouexpectyourorganization’sinvestmentintechnologytochangeinthenextthreeyears?

5%DecreaseIdon’tknow8%

62%

Staythesame

Increase

25

%

“Ourlegacysystemshamstrungus.We

hadthepeopleandtherelationships,butwelackedtheoperationalsupportfromatechnologystandpointtofullyunlockourpotential.”

KeithGolden

ChiefInformationOfficer,RGP

“Thereisreallythatdisconnectbetween

thetwofunctionsbecausewhilethe

businesshasagoodunderstandingof

whattheyneedtodo,veryoftentheydon’treallyunderstandhowtechnologycan

helpthemworkbetter.Andontheotherhand,ITisoftenverystructuredbutdoesnotreallyunderstandthebusinesssideoftheequation.”

TimPr?hm

VicePresidentofDigitalTransformation,Kelly

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However,challengesremain.Despitethepositiveoutlook,concernsabout“integrationwithexistingsystems,”and“resourcesandtimeconstraintsforimplementation”persist,with34%and31%of

respondentscitingtheseissues,respectively.

YOURMOVE

OurConsultantsandAccountManagershaveidentifiedfivekeypracticesthatsuccessfulHRteamscommonlyadopttoovercomethelimitationsoflegacysystems:

1.Replacelegacysolutionswithconfigurable,scalableandhighlyflexiblesystemsthatfuture-proofyourtechnologystack.

2.Lookatthetalentlifecycleholistically,safeguardyourecosystemwithabigger-picture

approachtotechnologyandensurethedatarunsseamlesslyacrosstheorganizationtodeliveragilityandpowerfulinsights.

3.FollowaMinimumViableProduct(MVP)approachtoimplementationthatprioritizesquickwinsbyaddressingthemostpressingneedsfirst.Thiswillallowyoutogenerateimmediatevaluewhileminimizingriskandresourcestrain.

4.Adoptacontinuousimprovementmindsettostayattunedtoevolvingmarketdemandsand

technologicaladvancementsandensurethatyourtechnologyevolvesalongsideyourbusiness.

5.Focusonchangemanagement.Resistancetochangeisnormal,especiallywhenmovingawayfromdeeplyrootedwaysofworking.Engagingtherelevantstakeholdersandincorporatingtheirfeedbackcanincreasebuy-inandensureasmoothtransition.

“Oneofthechallengeswithimplementinginanagilewayisthatyouareliveinthe

systemwhileyou’vestillgotitemsto

deploy.You’vegotrecruitersusingit,andnewrequirementsarecomingup.So,wemustworkquicklywithourrecruitmentmanagersandbetransparent:‘These

arealltheitemswe’vegot.Thisisthecapacitythatwehave,’anddevelopastandardprioritizationmatrix.”

SarahPosselt

PeopleSystemsandProcessManager,Bupa

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“I’veseensomefailedtransformationsovertheyearsbecausetheyweren’t

adoptedbytheindividualsthatwere

beingaffectedbythem.AndIthink

oneofthemajorreasonsisthatthe

organizationalchangemanagement

approachwasflawedinthatitdidn’tgo

farenoughupstreamandstayconsistentallthewayalong.”

SeanMorris

PrincipalandTalentTransformationLead,DeloitteUS

TheDataImperative:TheRoleofDataLiteracyinHRTransformation

Beyondworkforceplanning,HRleadersareincreasinglyfocusedonadoptingamoredata-drivenapproach,leveragingdatatosubstantiatetheirinsightsandprovideinformed,strategicguidancetotheC-suiteatthedecision-makingtable.Sixty-onepercentofrespondentshighlighted“increaseduseofdataanalytics,AI

andadvancedHRtechnology”asoneofthemostrelevantchangestotheroleofHRthat’soccurredoverthepastfiveyears.

YOURMOVE

Legacytechnologyandsystemssiloshavehistoricallyhinderedtalentfunctions’accesstothe

dataneededtobecomemorestrategic,ashaveoutdatedoperatingmodelsinwhichHRandtalentorganizationsplayedareactiverole.

Ifpossible,adoptaholistictechnologyarchitectureandreducethenumberofpointsolutionsinfavorofmorecomprehensivebest-in-classsuites.Thiswillenableseamlessdataflowand

connectivitybetweendifferentfunctions,unlockingpowerfulinsightsforsharperandmoreagiledecision-making.

“Ifyouaregoingbestinclassasan

approach,you’reabletoconnectthedotsandleverageaconsistencythatyou’re

buildingintothosetoolssothatyoucangetwhatyouneed,getthedataandgettheinsightsoutofit.”

LoriWoodcock

SeniorVicePresidentofTalent

Technology,McCannWorldgroup

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“Whatmakesourliveseasierisreally

aligningourlandscapefromatech

perspectiveandalsoadataperspective.

Oncethat’sharmonized,itopenssomanyopportunitiesforus.”

MeredithWellard

VPofTalentAcquisition,LearningandGrowth,DHLGroup

WealsosoughttounderstandthefactorsrespondentsconsidercriticaltothesuccessoftheirHRefforts.Rankedfromlowertohigher,42%emphasized“enhancingHR’scapabilitytoadopt,utilizeandmanage

next-gentechnologyeffectively,”followedby43%whohighlighted“betteraligningHRstrategieswith

businessgoals.”Leadingtheway,63%selected“usingdataforinformedHRdecisions,”underscoringthepivotalroledataliteracyplaysinHR’sgrowingstrategicinfluence.

Question:WhichthreefactorsdoyoubelievearemostcriticaltothefuturesuccessofHReffortswithinyourorganization?

UsingdataforinformedHRdecisions

63%

BetteraligningHRstrategieswithbusinessgoals

43%

EnhancingHR’scapabilitytoadopt,utilizeandmanagenext-gentechnology

42%

29%

25%

ImprovingHRefficiency

Managingorganizationalchanges

Transformingfromanoperationaltoastrategicfunction

21%

Developingastrongemployeridentifyandvalueproposition

20%

SuccessfullyupskillingHRteamsDevelopingandmotivatingemployees

14%

12%

Lookingahead,theroleofdatawillonlygrowstronger,andsoshouldHRteams’dataliteracy.Over

thenextfiveyears,respondentsanticipateHRwillcontinuetoevolveinthreekeyareas:“prioritizing

people-centeredresponsibilitiesastechnologyalleviatesadministrativetasks”(54%),“increasingrelianceondata-drivendecision-making”(47%),and“focusingmoreonpersonalizingemployeeexperiencesandcareerdevelopment”(44%).

Thesetopchoicesresonate