2025 Global Human Capital Trends

As disruption becomes the norm and traditional sources of stability for workers fall away, organizations should identify new anchors to adapt and thrive.

As current efforts to rethink unnecessary work appear to be falling flat, how can leaders and workers come together to reclaim organisational capacity for enhancing human performance?

It’s about more than optimising performance and resources for current work. It’s about reclaiming worker capacity for net new work, improved well-being, and better responsiveness to

market changes and challenges.

Organisations will need to think through the ways they can help their people thrive in a world where AI is reshaping work and how we do it. An organisation’s employee value proposition (EVP) crystallises the reasons people come to an organisation and stay with it. Revising the EVP for a new, AI world of work will likely be essential to realising both human and business outcomes.

Organisations struggle to find talent with the experience they need—just as workers struggle to find foothold roles where they can gain it. How can we bridge the gap?

In the face of a changing tech and work landscape with a myriad of new work and workforce technologies emerging daily, leaders likely need a new calculus to identify the metrics, approaches, and governance needed to create a value case that will realise human and business outcomes.

What’s the last mile of realizing human performance?

Understanding and capitalising on what makes the people in your organisation tick—at an individual level.

While performance management processes enable business and talent decisions, engineering human performance takes more than a process.

For most organisations, the value isn’t found in eliminating the role—or ignoring the need for change. There’s a third path: reinvention. And AI can help.