We’re only a few weeks out from the start of a New Year—one that many experts predict will be filled with change, uncertainty and even more change for HR leaders.
HR Executive recently connected with a handful of HR leaders deep in the planning phases for their 2025 HR strategy. From embracing artificial intelligence to navigating culture and integration efforts of mergers and acquisitions, these CHROs shared what will be top of mind when the calendar flips to 2025.
Melissa Werneck, global chief people officer, The Kraft Heinz Co.
“Something that’s top of mind for me as we look to 2025 is ensuring we are being ambassadors for the responsible implementation of generative AI at work. Our commitment to ethical AI includes putting humans in the loop as a principle, ensuring that AI enhances rather than replaces human decision-making.
“Technological advancements—like AI—are revolutionizing our HR landscape, and we’re exploring if and how they can help us achieve a level of sophistication and effectiveness that aligns with our commitment to innovation.
“This includes thinking about how generative AI can be used to enable Kraft Heinz to leapfrog to the next stage of HR: creating a more holistic, efficient and strategic HR environment so we can be one step ahead.”
Business and culture integration
Kaleen Love, chief people and culture officer, U.S., Philip Morris International
“One is continuing our journey of integration. We have acquired Swedish Match in the U.S., and we’ve created one U.S. business. We are working toward building that common culture, a common platform, a common set of processes and policies. That takes time; we’re moving in that direction, but it is still a work in progress.
“Given that we’ve come from these different legacy backgrounds, we’re thinking about how do we have a fair and consistent performance management process that really values differences and acknowledges the fact that the businesses have been evolving and growing. We’ll be working to get to a good, fair, consistent process to acknowledge all the value that people have been adding.
“Last but not least, we are an organization that is growing.
“In my chief people and culture officer role for the U.S., I’m going into the planning cycle for next year thinking about how we are going to grow in a compliant way, where we have all the right capabilities in place and we are really emphasizing the culture we need in order to be a strong organization.”
Talent enablement during public company spin-off
Stacey Walker, chief HR officer, Fortive
“We’re in a unique position, having just announced a public company spin. Certainly, top of mind for us is establishing our goals in a way that enables success for both the spin company and the remain company. There will be shifting business priorities within the remain company as we focus more on recurring revenue, different kinds of business models and a number of other things. It’s about ensuring the support and success related to both companies—very much focused around talent and talent enablement.”
Transformation amid AI and other tech changes
Laila Gillies, head of HR, Hiscox
“Digital advancements, AI, automation, emerging technology—and the impact they’re going to have on the workplace. We’re focused on designing effective operating models that reflect the reengineering of work and the skills that become more relevant with workforce plans to embed them proactively. Like all plans, these will over time, but that’s going to be priority No. 1.”
Performance management and feedback
Dayna Perry, chief people office, Conga
“We are active in M&A, and we know that bringing together companies is always a little bit of a challenge, so it’ll be really important how we do that. That will be a focus for us in 2025.
Additionally, we’ve been driving a bunch of changes with respect to our performance feedback and evaluation frameworks. A lot of that is in the auspice of driving much greater transparency for our colleagues. We think it’s really important that they know what’s expected of them, how they’re doing, how that’s going to translate to pay and all the things that matter. We’ve been laying the groundwork, and a lot of that change will take place in Q4 and Q1. Next year will really be making that muscle memory within the organization.”
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