All i4cp Boards Cross-Functional Virtual Discussion - 2025 Priorities & Predictions

Meeting Details

The Jan 2025 All Boards meeting focused on the Predictions from the i4cp 2025 Priorities and Predictions Report: 

1. Top companies will extend their lead by operationalizing AI while low performing organizations sit on the sidelines 
2. Until companies shift their culture, efforts to scale skills-based marketplaces will stall 
3. Older workers go from overlooked to overtly courted 
4. DE&I was under fire the last couple of years. In 2025, the pressure intensifies. 

Setting the Stage for the Call: Kevin Martin—i4cp chief research officer—kicked things off with a brief overview of each Prediction and i4cp’s decision to highlight them.  Kevin emphasized  the interconnectedness  of labor talent supply, fair access to growth opportunities, and the impact of AI on the future of work. He also highlighted the challenges faced by older workers and the importance of culture in facilitating the movement of talent within organizations. He also mentioned the need for organizations to identify where AI can make the greatest impact based on business needs and how AI, in addition to older workers and internal talent marketplaces, are offer capability that should be leveraged strategically by organizations.    

Board Chair perspectives: A leader from each i4cp Board then shared two minutes of perspective on the Prediction that stood out most to them:

• Chief Learning and Talent Officer Board (John Cone, Board Chair) - John agreed with Kevin's points and emphasized the need for a shift from having an AI strategy to having AI as an integral part of the business strategy. He also noted the rapid pace of change required for this shift. Click here for a transcript of John’s perspective.
• Chief HR Officer Board (Skip Spriggs, Board co-Chair) - Skip echoed John's sentiments, emphasizing the importance of speed in adapting to the changing landscape.  Laser-focused on a couple of key aspects, Skip emphasized how unprecedented business uncertainty will require CHRO’s and their teams to be more agile and tightly aligned with both short- and long-term business strategies.  And, in addition to environmental, economic (e.g., tariffs), and technological uncertainly, the change in US Presidential administrations (in particular) will have numerous impacts on DEI (including immigration).  HR must not only be highly attuned (both internally and externally) to sentiment, but also to how the organization communicates its position (to all stakeholders) on DEI.  Click here for a transcript of what Skip shared.
• Chief Diversity Officer Board (DC Wright, Member co-Chair) – DC emphasized the need for HR organizations to be agile and nimble to adapt to these changes. She also highlighted the importance of demonstrating measurable results in DEI efforts to positively affect business strategy and economics.  Also mentioned was the potential long-term impact of the current assault on DEI initiatives, and the need for companies to evolve and iterate with a risk mitigation lens.  Click here for a transcript of what DC shared.
• Future of Work Board (David Hooton – Board advisor) – David noted the importance of rapid insight development and actionable experiments in navigating the future work world. He emphasized the need for organizational agility and the role of HR and CHROs in developing skills for rapid prototyping.
• Talent Acquisition Board (Dani Monaghan – Board Chair) – Dani discussed the relevance of AI to talent acquisition, highlighting the curiosity and appetite for investigation among TA leaders. She noted the potential for AI to create smaller, more specialized recruiting teams and improve candidate quality, but also acknowledged the need for careful consideration of potential risks and biases. Dani noted areas where AI can be implemented in talent acquisition to drive impact, such as faster time to hire, while acknowledging the importance of maintaining human touch for certain roles.
• Total Rewards Leader Board (Pete Manias – Board Chair) – Pete outlined priorities around managing healthcare costs, adopting new technologies like AI, and auditing pay transparency. He emphasized how AI can enable personalized rewards programs and foster cross-functional collaboration in HR.  Click here for a transcript of what Pete shared.
• People Analytics Board (Patti Phillips – Board Chair) – Patti differentiated AI from people analytics, noting that building a skills-based talent marketplace driven by culture is more immediately important for people analytics, although AI has significant implications. She stressed leveraging data to provide insights for enabling a skill-based culture across the enterprise.

Cross-Board Breakout Discussion Groups (key takeaways) – Board members then split into self-selected breakout groups to discuss a single prediction in depth. Noted are the key points reported by each group from their discussions:

Prediction: Top companies will extend their lead by operationalizing AI while low performing organizations sit on the sidelines:

1. Slow but Transformative Progress: Organizations are in the early stages of integrating AI into workflows, with initiatives like using AI for career pathing and co-pilot pilots gaining traction. Progress is deliberate due to complexities in understanding and managing associated risks.
2. Experimentation and Integration: Companies are experimenting with AI tools such as co-pilot, which integrates with platforms like PowerPoint and Excel to enhance productivity. These pilots highlight the transformative potential of AI while helping organizations prepare for broader adoption.
3. Risk Management and Governance: The primary challenge is managing risks such as cybersecurity, intellectual property, and compliance, particularly in highly regulated industries like finance. Developing robust governance frameworks is crucial to overcoming these hurdles.
4. Leadership and Workforce Training: Only 20% of companies train most or all employees on generative AI. Training leaders to model AI usage and foster a culture of continuous learning significantly impacts workforce readiness and organizational adoption.
5. Evolving Roles in Workforce Readiness: AI implementation aligns with a broader shift from focusing solely on learning to encompassing workforce readiness. This transition highlights the importance of leaders enabling employee growth and adaptability.

Prediction: Until companies shift their culture, efforts to scale skills-based marketplaces will stall:

1. Dynamic Learning and Skilling Culture: The conversation emphasized shifting the focus from "skills" as static to "skilling" as an ongoing process. It highlighted  the need for environments where employees continuously learn, unlearn, and relearn, supported by dynamic technology platforms.
2. Role of Technology and Talent Mobility: Advanced technology plays a crucial role in building effective talent marketplaces, enabling gig opportunities, career acceleration, and skill updates. Some companies showcase how organizations institutionalize talent mobility to benefit both employees and business goals.
3. Rewarding and Motivating Learning: Discussions explored how to incentivize learning, whether through monetary rewards or other formats. Encouraging employees to view learning as integral to their success is essential for sustaining engagement and growth.
4. Leadership as Talent Developers: Leaders must evolve from being talent holders to talent developers, creating environments where employees thrive and grow without requiring constant HR intervention. This shift is essential for fostering a culture of accountability and innovation.
5. Change Management and Strategic Workforce Planning: Implementing skills-based marketplaces requires thoughtful change management. Future readiness involves not just AI integration but also cultivating adaptable workforces and leaders who align with strategic goals.

Prediction: Older workers go from overlooked to overtly courted:

1.  Demographics and Talent Gap: By 2031, over a quarter of workers in G7 countries will be aged 55 or older, contributing significantly to the global talent shortage of 85 million jobs by 2030. Engaging this demographic can address up to 35% of the gap in countries like the US and UK.
2. Diversity and Inclusion Considerations: Older workers represent an underutilized talent pool, with many companies lacking specific hiring strategies for this group. Addressing age diversity involves not only attraction but also creating a culture and work environment that supports older employees.
3. Tailored Support for Older Workers: Assumptions about older workers’ needs, such as prioritizing healthcare benefits, may be incorrect. Flexibility, predictability, and meaningful roles are often more valued, highlighting the importance of listening to this demographic.
4. Reintegration and Apprenticeships: Programs like apprenticeships can be reimagined to bring experienced older workers back into skilled and professional roles, leveraging their expertise in fields such as engineering and science.
5. Economic and Organizational Impact: With decreasing fertility rates and aging populations, reintegrating older workers is crucial for economic vitality and workforce sustainability. Aligning workforce strategies with this demographic ensures organizational resilience and competitiveness.

Prediction: DE&I was under fire the last couple of years. In 2025, the pressure intensifies:

1. Talent and Retention Focus: Retaining diverse talent and addressing their unique needs is critical for organizational success. Listening to employees, understanding their perspectives, and acting on their feedback ensures that DEI initiatives drive engagement and impact.
2. Global Perspective and Nuance: DEI efforts must account for regional differences and industry-specific challenges. Tailoring strategies to local contexts and organizational needs, whether in government, B2B, or consumer markets, ensures relevance and effectiveness.
3. Data-Driven Approach: Leveraging data from engagement and demographic surveys is essential. Breaking down feedback by diverse attributes (e.g., ethnicity, gender, caregiving status, disabilities) helps identify areas for improvement and maintain accountability through follow-ups.
4. Well-being of DEI Practitioners: DEI professionals and teams face burnout due to the emotionally taxing nature of their work. Organizations must support these individuals to sustain their contributions and ensure the long-term effectiveness of DEI efforts.
5. Alignment with Values and Risk Management: DEI strategies must align with organizational values to maintain trust and credibility. Balancing visibility and actions in DEI require a measured approach to avoid reputational risks while fostering innovation, talent quality, and long-term organizational health.(opens in a new tab)