What Will Drive 2025?

L&D and HR trends that will impact the year ahead.

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Although 2024 is in the rearview mirror, several learning and development (L&D) and Human Resources (HR) trends will continue to accelerate in 2025. Artificial intelligence (AI) continues to drive many of the predictions for this year, particularly those pertaining to employee training/development/upskilling, recruiting/hiring, and how to move from AI implementation to measuring and realizing the value of AI. Companies also are continuing to bring their workforces back to the office, while at the same time looking to bridge the generational divide and dialing back on some of their diversity, equity, and inclusion (DEI) efforts.

Here, industry experts and researchers identify and explore the L&D and HR trends they believe will most impact 2025:

FLEXJOBS 2025 REMOTE WORK STATS & TRENDS REPORT

FlexJobs’ Remote Work Stats & Trends Report provides a by-the-numbers look into the broad impact of remote work on key areas including return-to-office mandates, financial impacts, employee well-being and productivity, flexible schedules, and more.

2025 State of Remote Work Overview

  • According to FlexJobs’ State of the Workforce Report, 81 percent of respondents said remote work is the factor they consider most important in a job, followed by salary (77 percent) and having a flexible schedule (72 percent).
  • The vast majority of workers agree that a fully remote (65 percent) or hybrid (34 percent) job is their ideal work arrangement moving forward.
  • 58 percent would accept a pay cut for the option to work remotely from anywhere.

RTO vs. WFH: Talent Retention and Attrition

  • FlexJobs and MyPerfectResume’s State of the Job Search found the majority of candidates are more willing to apply to a role if it offers remote work (87 percent) or flexible schedules (72 percent).
  • Unclear remote work arrangements (60 percent) is one of the top reasons workers say they would pull out of an interview process.
  • A survey from MyPerfectResume found 83 percent of recruiters believe the rise in remote work opportunities has improved the quality of the applicant pool.
  • Results from FlexJobs’ Workforce Report showed that nearly 1 in 4 workers (23 percent) faced return-to-office mandates in the past year.
  • 35 percent of people said they know someone who has quit or is planning to quit because their employer is requiring them to return to the office.
  • 57 percent said they would “absolutely” look for a new job if they were not allowed to continue working remotely in their current position.
  • 67 percent of workers said they plan to change jobs in the next six months, but 34 percent said the ability to work remotely would prevent them from leaving.

Remote Work and Employee Well-Being

  • In FlexJobs’ Workforce Wellness Report, the vast majority of working professionals agreed that remote and hybrid work is the best work arrangement for their mental health, with 56 percent saying a remote only environment is best, and 43 percent choosing a hybrid workplace.

Financial Impacts of Remote Work

WFH Schedule & Location Flexibility

  • According to FlexJobs’ Workforce Wellness Report, 70 percent of workers said companies should rethink the 40-hour workweek.
  • 89 percent of respondents were in favor of more flexible working arrangements such as four-day workweeks.

Generational Support Remote Work

  • FlexJobs’ Generations at Work Report revealed that 52 percent of Baby boomers are working from home full-time, vs 46 percent of Gen Xers and 38 percent of Millennials.
  • The majority of Millennials (61 percent), Gen Xers (61 percent), and Baby Boomers (67 percent) want a remote job moving forward. Some 39 percent of millennials, 38 percent of Gen X, and 32 percent of Baby Boomers prefer hybrid work. 

LATTICE 2025 STATE OF PEOPLE STRATEGY REPORT

Surveying more than 1,000 HR professionals and functional managers, this year’s report finds people management is harder than ever, with challenges including lower engagement among employees, growing skills gaps, constant change management, and uncertainty around AI’s role in the workplace. Engagement leads HR teams’ priorities for the year, but performance management is close behind for 40 percent of teams. However, only 15 percent of respondents said diversity, equity, inclusion, and belonging (DEIB) programs are a priority—an all-time survey low, and a 2 percent decline from last year’s results.

Other key findings include:

  • High-performing HR teams recognize the value of the HR-manager relationship. Some 43 percent of managers view HR as an advocate—both for employees and themselves. There’s a virtuous cycle at play: 91 percent of high-performing HR teams are meeting most or all of managers’ needs.
  • HR needs to reinforce its strategic positioning within the organization. More than a third (38 percent) of managers still view HR’s function as administrative—a process-led department, rather than a strategy-led one. Likewise, almost a fifth (19 percent) of managers see HR as an extension of senior leadership, carrying out orders from the top. It’s an image problem but one HR leaders and teams need to solve if they’re going to build a stronger partnership with their managers.
  • HR needs better AI solutions. Only 15 percent of HR teams have moved from AI evaluation to implementation since last year. The most popular use cases are related to content generation, such as writing job descriptions (56 percent), performance reviews (46 percent), and employee handbooks (44 percent). Far fewer organizations have implemented AI in a more advanced analytical capacity, with just 25 percent of HR teams using AI to identify biases in handbooks, reviews, or compensation decisions. An even smaller portion (20 percent) are using predictive insights to identify opportunities for a raise or promotion, mostly among larger companies.

meQuilibrium’s STATE OF THE WORKFORCE REPORT

Analyzing survey responses from 6,724 employees and 248 HR executives, meQuilibrium’s State of the Workforce Report found that while Gen Z has the most familiarity with change, they are much more likely to experience change anxiety and have lower emotional stability than their older colleagues. meQ’s research also found that the well-being advantages held by remote/hybrid workers have eroded; and psychosocial risks—hazards in the work environment that can cause psychological harm—are pervasive, especially among managers who are at higher risk of burnout and turnover than the people they manage.

Findings include:

  • Who is and isn’t change ready? meQ identified a significant vertical divide in change readiness among employee population groups.HR executives demonstrated the highest scores in emotional composure (83.3 percent), perceived personal benefits from change (63.4 percent), and goal clarity (82.6 percent). However, other groups did not fare as well in managing change. Managers displayed moderately positive attitudes but had notably lower scores than HR executives across all measures, with nearly a quarter (24 percent) reporting that change makes them unsure of how to proceed. Individual contributors reported the highest levels of anxiety toward change, with 34 percent expressing uncertainty about how to proceed during changes, while also expressing the lowest openness to change. By equipping employees with practical resilience skills—emotion control, work engagement, positivity, stress management, and sense of purpose—organizations can improve overall change readiness and increase manager effectiveness in mitigating psychosocial risk.
  • The Gen Z change readiness paradox. The report sheds light on a troubling trend among Gen Z employees, who have surpassed the number of Baby Boomers in the workforce. Despite their familiarity with change, Gen Z workers exhibited a startling 34 percent higher change anxiety and 25 percent lower emotional stability than their older colleagues. Gen Z employees are 64 percent more likely to struggle with morning motivation, 25 percent more likely to report burnout, and 50 percent more likely to experience high job stress compared to older colleagues.
  • The closing of the remote work gap. While remote and hybrid workers once enjoyed well-being advantages, those differences have dwindled. Systemic pressures—such as economic uncertainty, increased workloads, and an accelerated pace of organizational change—appear to be affecting workers regardless of their location. The well-being advantage held by remote/hybrid workers has eroded, with on-site workers reporting only slightly higher levels of physical discomfort (41.9 percent vs. 37.6 percent) and burnout (27.5 percent vs. 25.9 percent) than their remote/hybrid counterparts.
  • Psychosocial risk is endemic. meQ’s study found that psychosocial risks are pervasive, with more than half of employees reporting at least one significant psychosocial hazard at work. Specifically, 52 percent of workers said they struggle to get help from supervisors when needed, and 43 percent feel work is not distributed fairly. Meanwhile, managers, who are crucial to mitigating these risks within teams, face a “psychosocial risk paradox”—they experience nearly 40 percent higher quantitative demands than non-managers and 59 percent higher emotional strain.

Recommendations to Navigate Change

  1. Close the change readiness gap. Implement transparent two-way feedback mechanisms to bridge the gap between leadership and individual contributors.
  2. Support managers at the core. Provide targeted training and resources for managers to handle psychosocial risks and balance high emotional and workload demands.
  3. Foster workforce resilience. Focus on building emotional control, work engagement, positivity, stress management, and a sense of purpose through targeted resilience training and wellness programs.
  4. Conduct systematic psychosocial risk assessment. Introduce regular systematic psychosocial risk assessments and mitigation strategies focused on workload management and emotional demands.
  5. Support Gen Z workers. Build the specific resilience skills Gen Z lack in order to support their change-ready attitude. 

METAVIEW TRENDS REPORT

Built using Metaview’s Trends tool, the report analyzed more than 1 million job interviews across 2,000+ global companies. The findings demonstrate the rise of AI mentions across job departments, continued conversations about workplace flexibility, and the changing composition of discussions around company culture.
1. AI’s growing impact. Metaview’s report reveals that mentions of AI in interviews across job departments jumped more than 35 percent in 2024, peaking in November and December. From March, there was an uptick in the number of candidates proactively discussing AI-related skills without always being prompted by the interviewer. Discussions around “prompt engineering” increased across a growing range of departments in 2024. Also, discussion around buzzy “AI agents” overtook discussion of “AI assistants” earlier this year, with the highest frequency of mention happening in Engineering, Product, and Go-To-Market (including Sales and Marketing) interviews.

Metaview’s data also revealed that Python was mentioned more than twice as often as JavaScript in interviews, aligning with GitHub’s announcement in October that Python is now the most popular language on the platform due to the rise of Generative AI. This demonstrates the wider impact AI is having on skills across industries.

These trends are set to continue into 2025, with businesses increasingly relying on AI across their entire organization, demonstrating that AI and technical skills will continue to be a differentiator for top talent, no matter the role.

  1. The decline of DEI and the importance of cultural alignment. Workplace culture also dominated hiring conversations in 2024. Candidates and interviewers put particular emphasis on their preferences and expectations during the interview process. Mentions of diversity, equity, and inclusion (DEI) fell about 30 percent, following companies such as Boeing and Ford eliminating their DEI departments. As well, discussions about company culture surged, rising more than 40 percent last year and peaking in the summer.

The term, “cultural fit,” became the second most-used phrase by interviewers, while “work-life balance” was one of the top candidate phrases, highlighting the increasing importance of both candidates and interviewers making sure they have the same values and working norms. Mentions of “return to office” peaked in October, reflecting a rise in the number of companies looking to bring teams back on-site. At the same time, candidates continued to prioritize flexibility, with discussions about remote work consistently outpacing discussions of hybrid options.

Mentions of “adaptability”—identified as one of LinkedIn’s most in-demand skills last year—steadily increased throughout the year, as did “problem solving” and “resilience.” In positive news, mentions of terms such as “recession” and “layoff” hit their lowest point in interviews in the final months of the year, after peaking at the start of January. This shows growing employee confidence in job security and highlights the core competencies companies are looking for in today’s changing world as the economy shifts. 

QUALTRICS 2025 EMPLOYEE EXPERIENCE TRENDS REPORT

The UK’s employees would like to get back on task. According to the 2025 Employee Experience Trends Report from Qualtrics, drawing on insights from more than 35,000 employees in 23 countries around the world, years of chaotic changes to the workplace such as hybrid working arrangements and new technologies have employees yearning for a simpler, productive 9-to-5.

The five UK employee experience trends for 2025 are:

  • 2025’s best employers will make work less chaotic. The pace of change is putting pressure on employees, and they need organizational support to stay engaged and maintain their well-being. Some 39 percent of employees report feeling pressure to increase their productivity. They primarily attribute this to keeping up with the pace of change (40 percent), as well as strategic changes to the business (39 percent), external economic pressures (34 percent), and the introduction of AI (23 percent).
  • Young employees are (surprisingly) optimistic…for now. Workers under 25 years old are highly engaged and have a positive outlook on the success of their company and their own careers. Workers under 25 years old are highly engaged. They want to drive changes and have an overall positive outlook on their company’s future, as well as their own. However, in the UK, it’s clear that older employees do not feel as capable of bringing change to the workplace, with fewer workers over the age of 25 believing they can challenge the way of doing things (59 percent) or have seen positive change as a result of employee surveys (59 percent). The one metric where young workers trail older generations is their intent to stay with a company for three or more years, even when they feel their employer exceeds their expectations. More than half (56 percent) of young people who have their expectations exceeded still do not plan to stay with the company longer than three years. By comparison, only 24 percent of workers 25 and older have no long-term plans to leave when their expectations are exceeded.
  • Employee experiences are being ruined by entry and exit. Employees rank the application and interview process as the worst part of the employee journey, risking company reputations. In fact, the candidate experience is rated lowest among several significant phases in the employee journey, such as onboarding, changing roles, or applying for a promotion.
  • Prioritizing short-term gains is costing long-term trust. Two-thirds (66 percent) of employees believe their senior leaders are both competent and act consistently with the organization’s values, but only 52 percent believe they will choose employee well-being over short-term gains.
  • PSA: Your people are outpacing you on AI.Only about half of employees say they have training and ethical guidelines around using AI at work. Meanwhile, nearly a quarter (24 percent) of those employees are using AI tools that they found themselves, as opposed to tools provided by the company, meaning they likely have not been approved by IT or security teams and may not have safeguards to protect company or customer data. More than a third (39 percent) of employees say they are using AI daily or weekly.

TOP EMPLOYERS INSTITUTE’S WORLD OF WORK TRENDS REPORT 2025 

The report highlights five key trends that are reshaping and impacting the global workforce for 2025, including:

  • Sustainable workplaces: Integrated partnership between society and organizations
  • New belonging: Networking beyond to connect with various jobs, industries, and networks
  • Transforming experiences: “New collar” jobs
  • Neuroinclusion: A competitive advantage
  • AI-powered leadership: Balance between human intuition and AI’s analytical power

TOP WORKPLACES

  1. Manager burnout and overwork. One of the most pressing challenges is the growing prevalence of manager burnout. Research shows that 67 percent of managers report struggling with heavy workloads, while 35 percent experience burnout, the highest rate among all job levels.

Many are responsible for managing large teams, juggling competing demands from senior leaders and employees, and attending a substantial number of meetings, with some managers coordinating more than 250 one-on-one discussions annually. This strain not only affects managers’ well-being but also impacts team morale and productivity.

Employers can combat these issues by reducing team sizes, streamlining workflows, and cutting back on unnecessary meetings. Offering leadership training, flexible work arrangements, and access to coaching services can further support managers and enhance their effectiveness.

  1. Generational differences in workplace satisfaction. Generational diversity in the workforce is becoming increasingly pronounced, with distinct trends shaping workplace satisfaction.

Older employees, particularly those age 65 and above, report significantly higher levels of loyalty, pay satisfaction, and work-life balance compared to their younger colleagues. For instance, 82 percent of older employees expressed loyalty to their organization, while only 57 percent of employees under 25 shared this sentiment.

Younger employees, in contrast, prioritize growth opportunities, fair compensation, and meaningful work.

To address these differences, employers should tailor benefits, development programs, and recognition efforts to resonate with each generation’s unique priorities, ensuring a workplace where employees at every stage of their career feel valued.

  1. Addressing pay and benefits concerns. Pay and benefits remain critical areas for improvement. Employee surveys reveal dissatisfaction with compensation, with only 64 percent agreeing their pay is fair, and many expressing concerns about stagnant wages, high healthcare costs, and inadequate retirement contributions.

Benefits are another source of frustration, with just 56 percent of employees satisfied with their packages.

To address these issues, organizations must ensure that pay structures are competitive, transparent, and equitable, especially amid rising living costs. Enhancing benefit offerings, such as affordable healthcare plans, paid sick leave, and better retirement contributions also can significantly boost employee satisfaction and loyalty.

  1. Communication and transparency. Clear and transparent communication is another area requiring attention in 2025. Only 69 percent of employees feel well-informed about important decisions, often citing a lack of context or notice regarding organizational changes.

This disconnect can breed uncertainty and mistrust, especially when employees learn about major announcements through external sources before hearing from leadership.

To improve, employers should prioritize open communication by delivering timely updates, explaining the rationale behind decisions and encouraging feedback through multiple channels. Empowering managers to discuss these changes with their teams can further bridge gaps and align employees with organizational goals.

  1. Leveraging employee feedback. The importance of listening to employees cannot be overstated. Surveys are more than a tool for gathering insights; they demonstrate that employees’ voices matter.

When organizations act on feedback—whether by addressing burnout, improving pay, or enhancing benefits—they build trust, loyalty, and engagement.

In 2025, organizations must go beyond simply gathering data. They should commit to creating actionable strategies that respond to employee concerns, ensuring workers feel heard and valued in the process.

ZETY 2025 FUTURE OF WORK REPORT 

  1. AI’s impact on job security. Despite a number of AI-related job losses, employees recognize the importance of AI training and upskilling in 2025. Zety’s AI in the Workplace Report found that 1 in 4 people have lost a job due to AI, hitting younger generations the hardest:
  • 43 percent of people 25 or younger (most likely to be in an entry-level position) have lost a job due to AI.
  • 27 percent of people between the ages of 26 and 40 have lost a job due to AI.
  • 19 percent of people over the age of 41 have lost a job due to AI.

With the rapid integration of AI across industries, the workforce is not only adapting but also preparing to navigate an increasingly AI-driven job market. When asked about AI use and interest in upskilling:

  • 71 percent say they utilize AI at work.
  • All respondents (100 percent) reported an interest in improving their AI skills.
  • 95 percent currently are participating in training or taking other steps to improve their AI skills.

The push for AI literacy and skill development is only expected to grow this year. These trends suggest a workforce entering 2025 equipped with stronger AI expertise and a readiness to adapt to technological disruptions.

2. HR’s opinions on AI in the job search. As AI technology continues to shape hiring processes, Zety’s HR and AI Recruitment Report shows that the majority of HR professionals approve of candidates leveraging AI for essential job search tasks, including:

  • Resume creation (66 percent)
  • Cover letter writing (66 percent)
  • Applying to jobs (59 percent)

With 58 percent of HR managers viewing AI use as ethical and 42 percent disagreeing, candidates will need to navigate this divide carefully, balancing innovation with authenticity to align with differing recruiter expectations.

  1. Employee comfort levels with HR reporting. Zety’s HR Interactions Report shows that while the majority of employees feel supported by (87 percent) and trust (85 percent) their HR department, many do not feel empowered to express their concerns freely. The study reveals a troubling silence around critical workplace issues:
  • 43 percent wouldn’t report witnessing discrimination.
  • 42 percent wouldn’t report witnessing sexual harassment.
  • 38 percent wouldn’t report being a victim of sexual harassment themselves.

JASON DELSERRO, CHIEF TALENT ACQUISITION OFFICER, ADP

The employee experience and well-being are ongoing business priorities for 2025. Remote work and the evolution of technology have made it possible for us to have about five to six different ways to communicate with each other at any given time. Sometimes this is great, but it also means we are more connected than ever. This can greatly impact mental health and employee stress because work and life are now so integrated and intertwined. One of the best things leaders can do is help employees set boundaries that will give them more balance and ultimately result in better employee well-being. 

TIFFANY DAVIS, CHIEF INCLUSION AND DIVERSITY OFFICER, ADP

Skills have emerged as a strong indicator of employee success. It’s important for employers to lean into what skills and experiences their candidates and employees have. Whether these have come through other work experiences, military experiences, volunteer experiences, or something else, those experiences matter. Employers also may want to evaluate the language of their job postings if they want to lean into a skills-based approach to hiring. Are they using the descriptor “degree preferred,” and, if so, why? Is a degree truly needed for the role? If not, why is it “preferred?”

JASON ALBERT, GLOBAL CHIEF PRIVACY OFFICER, ADP

New laws are shaping how AI is developed and used in employment decisions. We expect to see more laws requiring employers to disclose the use of AI in employment decisions. We should continue to monitor new legislation, comply with new laws on the development of AI systems and use AI effectively and responsibly at work.

MERYL GUTTERMAN, SENIOR COUNSEL, ADP

Pay equity and pay transparency remain business priorities. Understanding your pay data and benchmarking your pay can help you monitor pay equity issues and market competitiveness. Communicating effectively about those issues can improve your relationship with employees and build trust.

NAOMI LARIVIERE, CHIEF PRODUCT OWNER, VICE PRESIDENT, PRODUCT MANAGEMENT, SHARED SERVICES, ADP

Generative AI continues to revolutionize HR, jobs and the workforce. Businesses with 1 to 49 employees may not yet fully realize the potential productivity boosts generative AI can offer. There’s significant untapped value in exploring what this technology can bring to the table for small enterprises. Businesses with 50 to 999 employees generally say they need to understand the technology better. They don’t always know what it is but believe it could help them and are interested in learning more. When I talk to businesses with 1,000 or more employees, I usually speak to their C-suite information officers and data scientists. These companies have the experts, tools, and person power to utilize generative AI.

AMIN VENJARA, CHIEF DATA OFFICER, ADP

Firms are looking to expand skills to benefit from emerging technologies. Skills break down what’s necessary to perform a job. They help organizations define success so everyone knows how to create value. However, embedding skills in HR processes from hiring and training to evaluation and promotion requires HR teams and systems to rethink how they capture and communicate work processes.

ALLISON SHELTON, DIRECTOR, INSTRUCTIONAL DESIGN, CODEWORD

  1. Brands increase their involvement in consumer education and upskilling. Changes in the job market, growing skills gaps, and increasing career transitions will push brands to take a more active role in education, both for their employees and for their customers. In a world where personalized tech experiences have become the norm, brands will have to go beyond traditional corporate training modules and develop upskilling programs that keep people’s interest and feel deeply relevant to their needs. By investing in authentic educational content that digs into workers’ career goals, life aspirations, and desire for connection, brands can empower their audiences to build confidence while building loyalty. Plus, programs that genuinely teach users, rather than simply marketing to them, ultimately will have a stronger ROI.
  2. The decline of the learning management system (LMS) and the rise of the educational “third space.” In 2025, AI in the LMS space will be a necessary factor in creating hyper-personalized courses tailored to individual brands’ needs, goals, and users. At the same time, newer learners and workers are craving more connection in the form of peer-to-peer learning, collaborative projects, and knowledge exchange. In 2025, we’ll see a shift toward more robust social learning hubs that blend the personalized power of AI with the vibrancy of human connection.

Within those educational “third spaces,” we’ll see more interactive 3D environments (with and without virtual reality headset connections) and AI-powered simulations and games that offer scenarios and personalized feedback while trying to capitalize on the social interaction of online role-playing games (a different kind of “Halo effect” if you will). Brands also will create robust, hyper-personalized, interactive AI agents that act as collaborative learning companions, which could change the game in learning design.

  1. A competing “slow learning” movement. Like the desire for more connectivity, the ongoing slow food movement, and the return to in-person shopping, there also will be a fair amount of interest in curated learning that emphasizes depth of knowledge, mindful engagement, reflection, and a focus on quality over quantity. This reflects the current socio-economic climate, along with a growing fatigue toward excessive marketing, tech, and algorithms. While most educational tools and brands probably will keep charging forward on the AI-enhanced microlearning treadmill, the brands that embrace trends in reflective learning design research will find an extremely receptive niche market of workers who want to upskill in ways that slow down and foster well-being and resilience.

JACOB LITTLE, HEAD, GLOBAL SOCIAL IMPACT, CORNERSTONE

The key to common-sense DEI initiatives: With the incoming Trump administration, SHRM’s decision to remove equity from its L&D labeling, and a spate of companies rolling back their commitments, diversity, equity, inclusion, and belonging (DEIB) will continue to face scrutiny and backlash. Organizations that recognize its value amid shifting political ideologies will focus on integrating equity as a core element in key talent processes and programs. Equipping HR and business leaders with data to support decision-making around talent and talent programming holds the key to ensuring that common-sense solutions to inequities retain support and efficacy. Lack of diversity is a symptom of inequity, and data enables companies to transform their talent processes to create access to opportunities that are fair, objective, and inclusive.

CARINA CORTEZ, CHIEF PEOPLE OFFICER, CORNERSTONE

The Great Generational Divide and AI for workforce development: Five distinct generations co-exist in today’s workplace. In 2025, HR teams must shift from merely acknowledging generational differences to harnessing the strengths each cohort brings. Cornerstone’s recent Skill Economy Report found Gen Xers and Baby Boomers lead the pack in the share of individuals showcasing soft skills, such as demonstrating responsibility (34 percent), communication (20 percent), and interpersonal collaboration (11 percent). As Baby Boomers approach retirement, passing on their wealth of experience to younger generations will be crucial. Organizations that cultivate a culture of mentorship and prioritize continuous learning (including from each other) will transform generational diversity into a strategic advantage.

In 2025, HR teams will harness the power of AI to drive workforce development. HR teams can utilize AI to analyze an entire workforce’s skills and identify skills gaps more efficiently, then put into place the learning opportunities needed to grow employees’ skills. AI-driven learning pathways integrated into training programs can support personalized employee growth and suggest training with interactive content that meets employees’ specific needs, without adding to HR team workloads.

CHANO FERNANDEZ, CO-CEO, EIGHTFOLD AI

  • According to a new report from Eightfold AI, 35 percent of the leaders surveyed plan to adopt AI for cross-skilling and reskilling, which correlates to the 20 percent of respondents who said aligning upskilling programs to business objectives was one of the most important factors in their ability to achieve business objectives. In 2025, HR must find the balance between getting the technology needed to increase the department’s efficiency and productivity and meeting candidates’ and employees’ expectations. This year, we’ll see more companies move away from out-of-date HR technology suites and investing in AI-powered skills intelligence and talent intelligence platforms for improved organizational efficiency and employee satisfaction. The role of AI in automating repetitive HR processes is a game-changer, freeing HR to focus on more strategic functions such as career development and employee engagement, leading to a more efficient and effective HR department.
  • Eightfold AI’s Talent Survey emphasizes that 82 percent of all employees admitted to looking for a new job in the past 12 to 18 months, citing that current HR and corporate initiatives don’t meet their needs. Additionally, 53 percent of employees feel leaders fail at internal mobility, and 47 percent believe their company doesn’t promote it. This year, we’ll see more companies turn to AI to help them solve increasing staffing challenges and help improve the HR function. AI-powered talent intelligence can go beyond recruiting to give HR and leaders a complete view of the talent life cycle. That includes actionable insights based on skills insights that can help manage talent. These implementations can and will improve employee satisfaction and retention.
  • A new report from Eightfold AI reveals that only 18 percent of HR departments effectively coordinate business strategy development, C-suite collaboration, and talent strategy alignment. Going into 2025, HR needs skilled talent. Employees want better opportunities. And the business needs people to drive objectives. Strategic alignment is within reach—and the answer comes down to skills intelligence. To bridge this gap in the year ahead and beyond, HR needs to have a full understanding of their current workforces’ skills makeup—and the skills gaps they need to fill to support the business. The benefits will be many: reduced skills gaps, a more satisfied and motivated workforce, and slashed external recruitment costs with minimal staff turnover.

SCOTT VOIGT, CEO AND FOUNDER, FULLSTORY

In 2025, companies will prioritize not only upskilling employees with AI training but also fostering an AI-friendly culture. This shift will encourage curiosity, collaboration, and innovation, creating a safe space for experimentation. Teams will be empowered to make data-driven decisions and collaborate closely with data scientists, business leaders, and experts to align AI initiatives with strategic business goals. This approach will maximize AI’s impact across functions, ensuring that both the technical and cultural foundations for AI readiness are strong and adaptable.

MONA MOURSHED, FOUNDING GLOBAL CEO, GENERATION

There are a few big trends converging to reshape our work landscape in 2025. No doubt it’s top of mind for many people, but the continued rollout of AI is just starting to be felt in the workplace. The majority of employers in both the U.S. and Europe say they will begin deploying AI tools within the next year, but there’s often a bit of a disconnect between their ambition and the reality of their preparations.

For instance, have they spoken with their employees and discussed how their plans will affect team roles and workflows? Many of their employees still don’t understand what will really change in their day-to-day at work.

More broadly, AI will continue to fundamentally reshape the job market, creating an entirely new category of “new collar” roles that combine technological skills with traditional workplace abilities. Businesses will need to anticipate the emergence of AI-driven job roles that don’t yet exist, and plan how to integrate these new roles into their training and their teams. There also will be roles that go away, and the balance of the two remains to be seen.

We’ll continue to see further shifts in the demographics of the labor force—people are working longer, and mid-career and older individuals are a growing share of workers. This means more intergenerational teams in the workplace and an end to traditional career paths, where employees rise up the ranks and retire at the peak of their career.

In 2025, we can expect to see older workers step into their second act. With workers in their 50s and older increasingly choosing to embark on “second careers” in new fields, we’re likely to see a significant push toward initiatives such as intergenerational training programs, with a focus on providing older workers opportunities to reskill and enter new roles, especially in the AI and technology sectors.

Combined, these changes in technology, demographics, and hiring paint a complex picture—challenging market conditions for workers that could amplify existing biases around gender, ethnicity, age, and more, but also a rise in new roles and skill and development needs that offer an opportunity for career shifts or progression. People of all ages who embrace technology, have a growth mindset, and stay apprised of trends in their sectors and beyond will be best poised to navigate these changes.

DAN PICKEL, DIRECTOR, CERTIFICATION AND ACCREDITATION, NATIONAL FIRE PROTECTION ASSOCIATION

How Certifications Create a More Confident Workforce

  • Employers across the fire and life safety industry will focus on certifications to ensure that new hires and existing workers are well-qualified for their roles, leading to other long-term benefits for employers. Making professional development an organizational priority and cultivating a talent pool that holds industry-recognized certifications will improve a company’s credibility in 2025. Moreover, employers that support their workers’ professional development are more likely to have engaged and loyal employees and reduce costs associated with turnover.
  • Specialized certifications will become more commonplace among skilled trades professionals to meet the needs of the ever-changing environment. Certifications such as NFPA’s Wind Turbine Technician I certification can provide a benchmark for organizations striving to achieve sustainability targets and build a competitive advantage among their workforces.

BARTHOLOMEW JAE, DIRECTOR, EDUCATION & DEVELOPMENT, NATIONAL FIRE PROTECTION ASSOCIATION

Prioritizing Training to Upskill the Workforce

  • Organizations that create a culture of upskilling their workforce will attract top talent, as employees increasingly seek organizations who prioritize professional development and career growth. Workers, specifically from younger generations, prioritize career development when choosing an employer. Organizations that offer pathways for skill advancement and continuous learning are more likely to attract ambitious talent eager to build their careers.
  • As the skilled trades evolve, there will be an increasing demand for specialized and technical training. Predictive analytics, virtual simulations, and hands-on experiential learning will become especially valuable as they allow employees to gain real-world expertise in safe and controlled environments. Companies investing in diverse training modalities will build a more adaptable workforce, not only capable of reacting to changes but also proactively preparing for the future in an increasingly competitive and tech-driven landscape.

CHRIS HERBERT, CHIEF CONTENT OFFICER, PLURALSIGHT 

  1. Technologists and candidates for tech roles will continue to seek hands-on learning opportunities such as labs and simulations. Surveys have shown that most professionals need interactive experiences such as labs and simulations to learn something new. Most tech professionals feel that simply using a training product or service or doing their own research entails a significant time commitment, and it’s likely not the most efficient way to learn. Curated labs and simulations are so popular with learners because they allow them to get hands-on experience with no risk or additional expense, as well as guidance from experienced practitioners, and the convenience of starting and stopping the labs at their leisure.
  2. There is an increasing need for threat intelligence and reverse engineering roles. In 2025 and beyond, cybersecurity threats will be on the rise, and brands can suffer devastating financial and reputational harm when they occur. No one wants to see their company in the headlines as the victim of a costly cyberattack. As the cybersecurity skills gap continues to impact workforces, technologists need a properly trained team to help them keep up with the evolving cybersecurity landscape. As AI is increasingly relied on to help automate cybersecurity processes, there is a downside: Threat actors can use AI to enhance their attacks. While expertise in coding, cloud, DevOps, and other areas will remain crucial, more advanced skills such as threat intelligence and reverse engineering have emerged as the most valuable advanced cybersecurity skills in the future. Furthermore, roles such as cybersecurity data scientist and exploit developers will become more prevalent and will offer more opportunities for technologists to refine their skills and stay relevant in their current roles.
  3. A strategic approach to organizational workforce development is needed. As technology evolves, organizations focused on growth must adopt new tools, platforms, and processes to maintain a competitive edge and succeed. To achieve this, leaders must view technology strategy and talent development as core components of their business strategy, and they must assess if their teams have the right skills to compete. As digital transformation revolutionizes how business is done across industries, academia, and every level of government, organizations that don’t want to be left behind need workforces that are intent on building new skills. Going forward, engaging an organization in tech workforce development requires a strategic approach that aligns the company’s goals with the skills of its employees. To achieve this, organizations can’t settle for crowd-sourcing courses—they need a trusted partner to deliver highly curated content developed by technology experts. By assessing and identifying skills gaps, establishing relationships with key stakeholders, and developing personalized training programs, leading upskilling providers can engage organizations in tangibly beneficial workforce development.
  4. Ignore the AI hype but not the need to train for it. There is a lot of hype around AI. The biggest winners so far in the AI arms race might be PR professionals! Instead of focusing on crafting the perfect message to tell the market how you’re using AI, organizations need to focus on ensuring that their people understand what AI is and how they can use it responsibly to innovate. AI upskilling programs can teach:
  • Knowledge workers how to be more efficient in their daily jobs.
  • Leaders how to develop a real AI strategy with tangible benefits.
  • Builders how to build solutions that address real problems.
    Labs and simulations are a great addition to an AI upskilling program, as they provide learners a safe way to practice their skills and try new things.

JAYNEY HOWSON, SVP AND HEAD, GLOBAL LEARNING AND DEVELOPMENT, SERVICENOW

The biggest challenges HR leaders face in 2025 is capitalizing on the speed of AI and innovation. How do we use technology to change the way people learn? This shift can be challenging, particularly for employees. HR professionals must not only champion AI upskilling but also guide employees through fear and bring them along on the journey. We need to courageously and confidently focus on educating our people on how AI can fuel their learning, growth and development.

Additionally, we’ll see more and more organizations abandon the one-size-fits-all training model for learners. At ServiceNow, not only are we encouraging this internally, but we are helping our customers implement personalized, predictive learning—driven and supported by AI. Historically, L&D teams have operated in a systematic and structured way. Today, leaders are waking up to the fact that learning has to be agile, active, and people centric. Learning needs to be a strategic driver of business success, providing employees with the skills they need right at the point that they need them for both their personal growth and the growth of the company.

Finally, leaders will emphasize human-centric skills as much as—if not more than—technical skills, amplified and accelerated by emerging technologies. AI fundamentally changes the way we learn and the way we measure impact. Embracing confidence, courage, and curiosity is increasingly crucial to remain relevant and influential in the coming year.

BRANDON ROBERTS, GROUP VP, PEOPLE ANALYTICS AND AI, SERVICENOW

In 2025, HR leaders will need to move from AI implementation to a focus on realizing the value of AI. HR leaders spent 2024 building use cases and implementing technology, but the conversation typically stopped there. It’s important to remember that technology implementation isn’t the end goal, maximizing value is. AI will create approximately 10 to 20 percent capacity for most organizations over the next three to five years, so in 2025, it will be essential to think critically about how to reallocate that capacity to capture and create value. Capacity in and of itself is not valuable to organizations, reallocating resources to something strategically important is. Ultimately, I believe there’s a simple journey from identifying an AI use case to getting real value from it.

First, organizations need to measure the capacity created by their AI solutions and create capacity reallocation plans. This involves building a workforce plan and assessing the impact of your AI solutions on roles and skills. Determine what skills you’ll need more of; what skills will go away; and what your strategy is for building, buying, or borrowing the skills you need to achieve your organization’s objective. Then execute on that plan, implementing training, reskilling, and new hiring strategies to ensure your talent is aligned to key strategic priorities and that capacity is reallocated to building new revenue streams and/or increased margins. If we can do that, we’ll be able to achieve the promise of a human renaissance that AI offers—focusing people on leveraging their uniquely human abilities such as innovation and creativity.

HR will evolve at the speed of AI, which isn’t slowing down in 2025. As stewards of company culture, HR teams will be the real drivers of impact. By fostering these strengths, organizations will remain competitive and resilient in a rapidly changing landscape.

RJ FRASCA, VP, CHANNELS & PARTNERSHIPS, SHIELD SCREENING

  1. A hiring rebound will drive demand for speed and precision. Stronger hiring intentions in 2025 mean HR teams can expect growing pressure to manage large-scale recruitment and onboarding in a modern way that’s more efficient and accurate. Traditional, manual screening processes won’t meet this new required pace. In 2025, organizations will continue the adoption of technology-driven screening solutions that leverage automation, deliver must-have updates in real-time, and streamline vetting processes to support hiring speed and quality. Advanced tools will incorporate modern drug testing and continuous monitoring to secure reliable, qualified hires who align with an organization’s values.
  2. A return to in-person work will reshape HR priorities. Anticipated return-to-office initiatives will demand refreshed hiring approaches from HR departments. Thorough background screening will be foundational for building safe, productive, and collaborative work environments for organizations making the switch. Businesses also will need to address state-specific regulations for background checks and drug screening, particularly for geographically dispersed workforces with offices across the nation.
  3. Mental health and wellness will take center stage. With OSHA increasing its focus on workplace mental health, employers will need to go beyond physical safety measures to create comprehensive occupational health programs. This includes offering mental health resources, wellness initiatives, and benefits that proactively address employee well-being.

Screening platforms can be valuable partners in getting started, helping organizations implement these resources into their existing screening process. With wellness-focused tools in place, employers can better support their workforce and support higher retention rates.

  1. Anticipating compliance updates will be crucial. HR professionals should be prepared to face a complex regulatory landscape in 2025, with anticipated updates at the local, state, and federal levels. Shifting requirements in areas such as data privacy laws, fair chance hiring practices, and state-specific mandates for background checks and onboarding will require a corresponding increase in vigilance.

Advanced screening techniques that prioritize staying up to date with compliance updates will be critical for businesses to stay ahead of these changes. By partnering with providers offering customizable, automated checks, businesses can feel confident that their hiring practices are efficient, compliant, and tailored to their needs. In a year projected to see a hiring rebound, maintaining legal compliance will be essential for avoiding expensive disruptions.

KARIE WILLYERD, CLO IN RESIDENCE, SKILLABLE

As we move into 2025, the role of CLOs and Learning leaders will be redefined by the rapid pace of AI advancement and the increasing need to align training with real-world performance. Here are the key shifts to watch:

  1. Unlearning as a foundation for learning. While upskilling grabs the headlines, unlearning outdated approaches and preconceptions will be critical. To thrive in an AI-driven landscape, organizations must foster a culture and environment that challenge mental models and encourage continuous adaptation. This requires creating spaces where employees can safely explore new ideas and let go of old presumptions, especially when it comes to technical, complex skills where failing to learn the skill well can threaten business continuity and data privacy.
  2. From knowledge to practice. Traditional knowledge-based training is no longer enough. With 40 percent of IT professionals reporting that current training isn’t helping them do their jobs better, and 67 percent wanting more opportunities to practice, the future of technical learning lies in hands-on, immersive experiences such as sandboxes and labs. Leaders will innovate with solutions that allow employees to practice skills safely in real-world scenarios without risking production environments or exposing sensitive data.
  3. Validating skills in the age of AI. AI’s ability to perform creative and complex tasks challenges our understanding of what makes a workforce “ready.” CLOs must embrace performance validation methods that go beyond rote knowledge testing. Proof of skill, demonstrated in real-world or simulated environments, will ensure employees are prepared to tackle the complexities of modern roles—and it is validation AI can’t fake.
  4. Rethinking creativity and complexity. AI has upended expectations by excelling in creative and complex tasks, sometimes better than humans. Learning programs must evolve to help employees master adaptive systems thinking, creative problem solving, and collaboration with AI tools.
  5. Avoiding “Arrested Development.”Practice without guidance can lead to stagnation. Scalable training programs must integrate coaching and feedback mechanisms to ensure learners progress effectively. Blending self-guided hands-on experiences with expert guidance will prevent skill plateaus and foster continual improvement.

Learning leaders in 2025 will need to rethink the way training is delivered, measured, and scaled. The organizations that succeed will prioritize adaptability, foster a culture of unlearning and relearning, and invest in immersive, validated training that prepares employees for an AI-powered future.

CASEY HECK, SVP, HR, TRALIANT

When it comes to HR, the adoption of AI has changed the landscape immensely. AI is not only being used to automate daily tasks—by aiding in employee onboarding, resource allocation, and more—but also is facilitating improved employee engagement, internal communications, and overall productivity.

However, even with this increase in AI usage across HR functions, many organizations lack the proper training and monitoring to ensure its safety and compliance. A recent Traliant survey uncovered that while almost all HR professionals (94 percent) currently are using some form of AI in operations, they don’t have or are unsure if they have an AI Acceptable Use Policy (AUP), putting organizations and their employees at risk.

To be successful in 2025, organizations need clear policies addressing the potential challenges of AI, including ethical concerns, data privacy, algorithmic bias, and potential job displacement. These policies should define AI tool usage, data access protocols, and processes for handling negative consequences.

HR departments also need to take the lead in educating employees on the responsible use of AI. Holistic and interactive training programs will play a major role in the successful implementation of AI because it shows employees in a digestible way real-life situations where they can put the protocols surrounding AI to use and more easily understand the risks and benefits of using the technology.

AI will only continue to spread across HR functions in 2025, so it’s likely we’ll see a shift in how HR departments are putting a bigger focus and investment into developing thoughtful policies around the technology and training employees on those policies.

SHANNON JURDANA, CEO, VIMLY BENEFIT SOLUTION

  • The hiring snap back. As the job market rebounds in 2025, employers will face fierce competition for talent, particularly in industries such as technology, healthcare, and professional services. Many organizations paused hiring or downsized during economic uncertainty, creating pent-up demand for skilled workers. To secure top talent in the first quarter, companies need to prioritize a competitive benefits program that aligns with employee needs and expectations. Streamlining benefits enrollment through user-friendly tools will be essential to ensure a seamless experience for both HR teams and employees. By simplifying access to personalized benefits—such as mental health resources, flexible coverage options, and family focused solutions—employers can stand out in a crowded hiring market. Building a strong employee value proposition that emphasizes comprehensive support and meaningful benefits will not only attract high-performing candidates but also help retain them in the long term.
  • Mental health as a must-have.Mental health resources are no longer optional for employers—70 percent of workers rank them as a top priority when evaluating job offers. This trend reflects an enduring shift in employee expectations post-pandemic, where stress, burnout, and work-life balance took center stage. To meet this demand, companies must offer comprehensive mental health support, including Employee Assistance Programs (EAPs), on-demand counseling, and mental health days. Simplifying access to these resources through benefits platforms that prioritize ease of use can enhance adoption and employee satisfaction. Employers that foster a culture of openness and prioritize mental wellness as part of their total benefits package will see improvements in retention, productivity, and overall well-being.
  • Return to office (RTO).With 9 in 10 companies mandating a return to office by 2025, employers risk losing top talent unless they address flexibility concerns. To offset this shift, organizations should enhance benefits strategies that reinforce work-life balance, such as commuter stipends, hybrid schedules, and mental health programs. Providing seamless access to tailored benefits through intuitive platforms can improve satisfaction, helping employees feel supported during this transition. Additionally, companies that position the office as a hub for collaboration—through mentorship programs, skill-building opportunities, and community-driven initiatives—can strengthen engagement and retention. Clear communication on the value of RTO and how benefits meet evolving employee needs will be key to maintaining trust and morale.
Edited by Lorri Freifeld
Lorri Freifeld is the editor/publisher of Training magazine, owned by Lakewood Media Group. She writes on a number of topics, including talent management, training technology, and leadership development. She spearheads two awards programs: the Training APEX Awards and Emerging Training Leaders. A writer/editor for the last 30 years, she has held editing positions at a variety of publications and holds a Master’s degree in journalism from New York University.