As we step into 2025, it’s essential for HR leaders to be equipped with the insights and tactics needed to navigate the transformative shifts ahead. The close of 2024 brought several trends top the forefront, namely, the integration of AI into HR, the importance of employee wellbeing, and the emergence of data-driven decision making as a must-have.
At Airvet, we’re fortunate to collaborate with an exceptional Advisory Board of future-focused HR leaders. To help prepare for what’s next, we asked 5 experts their perspective on the opportunities and challenges awaiting the field of HR in 2025.
As AI sweeps multiple industries, it’s important for HR leaders to remain up to date and aware of the capabilities and limitations of this new tool. From recruitment to performance management, AI empowers leaders to make data-driven decisions that improve outcomes for both employees and organizations. As Nishita Sethna, VP of Global Total Rewards at Braze, explains, “Integrating AI into HR processes to enhance decision-making and efficiency” is a critical step for forward-thinking HR teams.
However, the rise of AI brings its own challenges. HR leaders must ensure that automation doesn’t come at the expense of meaningful human connection. Sethna emphasizes the importance of “striking a balance between leveraging technology and AI with maintaining a human touch,” highlighting the need to pair technological advancements with empathy and personal engagement.
David Landman, an Advisor and former Head of Global Talent Development at Goldman Sachs, underscores the transformative potential of AI in HR: “The rise of AI is, and will continue to, dramatically change how we do our jobs and spend our time at work. This presents an outstanding opportunity for HR practitioners to redefine what our craft means and how we add value to the business.” By embracing AI thoughtfully, HR can move beyond traditional practices to drive deeper strategic impact.
As HR evolves alongside AI, the focus will remain on blending innovation with humanity, ensuring that technology enhances, rather than replaces, the core values of the profession.
In 2025, employee well-being will remain a top priority for HR leaders, with a focus on holistic strategies that address not just work-life balance but the entire spectrum of mental, physical, and financial health. As Jen Moyer, CHRO of Astrix, puts it, employers must demonstrate care for the “mind, body, soul, and wallets of our workforces.” This comprehensive approach ensures that employees feel supported both professionally and personally.
One key trend is the shift away from one-size-fits-all benefits toward offerings that accommodate diverse family structures, generations, and lifestyles. “HR products that improve and allow for customized employee experiences,” Moyer adds, are essential in meeting the evolving needs of today’s workforce.
Nishita Sethna, VP of Global Total Rewards at Braze, echoes this sentiment, emphasizing the need for “developing holistic, globally-adaptable benefits and well-being strategies, including family-formation benefits, childcare, petcare, and financial wellness.” By tailoring benefits to fit all employees and their families, HR leaders can foster greater engagement and loyalty while addressing the unique challenges of a multigenerational workforce.
Addressing employee well-being as a whole person initiative is not just a trend—it’s a business imperative. Organizations that prioritize customized, thoughtful approaches to well-being will be better positioned to attract and retain top talent in the years ahead.
Data is no longer just an operational tool—it is a strategic asset. As HR evolves, the ability to harness data effectively has become a cornerstone of successful decision-making. Critical competencies such as data analytics, adaptability, storytelling, and business acumen are increasingly essential for HR leaders to navigate a rapidly changing landscape. Roger Brown, Deputy Chief Human Capital Officer at the U.S. Department of Homeland Security, highlights the importance of “data-driven decision making, technological proficiency, adapting to technological advancements” as the foundation for impactful HR leaders.
Alisa Fiser, SVP of Global People & Culture at Coca-Cola, underscores this point, stating, “We need to get better at using the data that is available to us as well as identifying what we still need.” This highlights the dual need for refining current skills while seeking new opportunities to drive progress.
The strategic application of data also enables HR to align people initiatives with business outcomes. David Landman, Advisor and former Head of Global Talent Development at Goldman Sachs, stresses the importance of “making targeted investments, ‘big bets’ on people initiatives that directly provide ROI on business outcomes (e.g., improving revenue by employee through reduced absenteeism).” By linking data-driven HR initiatives to measurable business value, organizations can demonstrate the tangible impact of their strategies.
At the core of effective decision-making is the ability to synthesize data into actionable insights. Jen Moyer, CHRO at Astrix, emphasizes the role of HR in “bringing resources together and helping establish an appropriate framework for stakeholders to make better-informed decisions.” By connecting the dots across multiple data points and stakeholders, HR leaders can build frameworks that empower organizations to thrive in a competitive and dynamic environment.
HR’s future depends on embracing innovation while keeping people at the center. By embracing new technologies and strategies while prioritizing the well-being and needs of their people, HR leaders can create resilient, thriving organizations.
