Why HR strategy needs to be built for 2035, not 2025

As the year kicks off, many HR leaders are laser-focused on rolling out 2025 agendas—and striving to meet the goals contained within. However, SC Johnson CHRO Kimberly Hauer says it’s important for HR strategy to have a broad foundation—to be built not just around what’s to come in the next few months but rather the next few years.

“As I’ve evolved my approach to planning and problem-solving, I now focus on longer time horizons, looking beyond 2025 to the years leading up to 2035,” says Hauer, a recently inducted Fellow of the National Academy of Human Resources.

Hauer, who joined SC Johnson in 2016 after a nearly 20-year career at Caterpillar, says the transition represented a shift from a public company “focused on quarterly results and investor expectations” to a privately held company with a “long-term vision.”

“At Caterpillar, the focus was on short-term results, which often involved cost-cutting. At SC Johnson, we prioritize doing what is right for the long term,” she says. This can mean making “short-term sacrifices” to do what’s best for the organization 20 or even 30 years down the road. “This long-term perspective allows us to stay true to our values, foster a strong culture, care for people and remain dedicated to our mission of creating a better world.”

Taking this long-term perspective, Hauer identifies three primary shifts in the world of work that will most impact HR strategy as leaders plan for the next 10 years:

1. Changing employee skills

The still-materializing post-pandemic workplace will continue to shift in the coming years, creating the “biggest challenges” HR will face, Hauer says. Among them will be a talent pool that is less adept at interpersonal communication, potentially impacting the leadership pipeline.

“With so many people in hybrid roles coming out of the pandemic, it’s going to continue to be challenging to find individuals who know how and are willing to lead and handle difficult in-person conversations,” she says.

2. Work location preferences

As remote and hybrid work settings have risen in the last few years, so too has employees’ resistance to commuting or relocating for work. These shifts, Hauer says, will continue to challenge talent leaders in the coming years.

“Overcoming this challenge, especially when seeking individuals with global experience, will be essential,” she says.

3. The need for values-driven leadership

While HR leaders of the future will need to stay keyed in to industry trends, especially as these trends rapidly shift in the next decade, Hauer says, principles can’t get lost in the pursuit of success.

“From my perspective,” she says, “this means staying true to SC Johnson’s culture and values, clearly positioning them as unique and desirable to attract the right talent that makes our company special.

Related: Read more HR strategy insights from the 2024 Fellows of the National Academy of Human Resources.