forbes.com
HR Leadership in 2025: Overwhelmed Managers and the Need for Connection
A Gartner survey of HR leaders reveals that 75% report managers are overwhelmed, while 69% feel managers lack change-leadership skills; this necessitates focusing on connection, coaching, and emotional intelligence to enhance leadership and improve organizational performance in 2025.
- What is the most pressing leadership challenge facing HR in 2025, and how does it impact overall workforce performance?
- Gartner's July 2024 survey revealed that 75% of HR leaders reported their managers are overwhelmed, and 69% believe managers lack the skills to lead change in 2025. This signifies a critical need for new leadership strategies focusing on connection to improve performance and engagement.
- How can HR leaders address the growing workload on mid-level managers while simultaneously fostering a culture of connection and engagement?
- The survey highlights a disconnect between increased management workload and insufficient leadership training, particularly concerning the ability to adapt to change. This emphasizes the importance of focusing on human aspects of work, such as emotional intelligence and employee well-being, to foster a connected and productive workforce.
- Considering the limitations of traditional leadership training, what innovative approaches can effectively build a connected and high-performing culture in 2025?
- The need for self-leadership and autonomy is growing as management roles shrink. HR leaders must shift from task-oriented training to coaching that develops emotional intelligence and cultivates a sense of connection, focusing on the human element to drive engagement and improve performance, rather than solely relying on AI or process-based training.
Cognitive Concepts
Framing Bias
The article frames the challenges of 2025 through the lens of HR leaders' concerns. While acknowledging employee perspectives, the narrative prioritizes the difficulties faced by managers and the need for HR to address them. This framing might unintentionally downplay employee agency and contributions to a positive work environment, focusing more on the management response to employee needs.
Language Bias
The language used is generally neutral, although phrases like "hot take" and "challenged to do more with less" introduce informal and potentially subjective tones. The overall tone is analytical but leans towards emphasizing the challenges, which might subtly influence reader perception towards pessimism or concern.
Bias by Omission
The analysis focuses heavily on the challenges faced by HR leaders and managers in 2025, particularly concerning workload and leadership development. However, it omits discussion of potential solutions or strategies from perspectives outside of HR, such as those from employees or other departments. The lack of employee voices might skew the analysis towards management-centric concerns and neglect the broader workforce experience.
False Dichotomy
The article presents a false dichotomy between technological solutions (AI, apps) and human connection as ways to improve workplace culture and engagement. It implies that technology alone is insufficient, without fully exploring the potential of technology to enhance, rather than replace, human connection. The framing suggests that technology is inherently isolating, while human interaction is the only true solution, oversimplifying a complex issue.
Sustainable Development Goals
The article focuses on improving workplace culture and employee engagement, which directly contributes to increased productivity and economic growth. Strategies like coaching and focusing on employee well-being lead to a more engaged and productive workforce, boosting economic output and individual employee success. The emphasis on self-leadership and autonomy empowers employees, fostering innovation and higher performance.