The last few years have been transformative for workforce management. Remote and hybrid work models are now commonplace, artificial intelligence became deeply integrated into workflows, and multi-generational teams brought new complexities to team dynamics. Unsurprisingly, many managers are feeling overwhelmed by these expanding responsibilities.
Research by Gartner reveals that 75% of HR leaders believe their managers are struggling to keep up with their growing duties. As we step into 2025, three emerging challenges stand out – and preparation will be key.
1. AI-Driven Résumé Misrepresentation
Artificial Intelligence tools are making it easier than ever for candidates to craft flawless résumés. While polished applications are common, some may be entirely AI-generated, presenting a risk for hiring teams.
Michelle Volberg, CEO of Twill, notes that AI-generated résumés often showcase a perfect mix of required and ideal qualifications, overly uniform phrasing, and vague achievements. These can mislead hiring managers, resulting in wasted time and resources on mismatched candidates.
AI is often being used to attempt to counteract ATS systems scanning resumes. To counter this, managers can incorporate creative tactics, such as embedding unique keywords in job postings to filter out AI-generated responses. Additionally, in-depth interviews and skill assessments can help validate a candidate’s actual capabilities.
2. Growing Employee Resentment
In the aftermath of the Great Resignation, the job market has cooled, leaving many employees feeling trapped in their current roles. A recent Glassdoor report found that nearly two-thirds of surveyed professionals feel stuck in their positions, leading to rising dissatisfaction and declining company ratings. This has led to a new trend – “resenteeism.” This refers to a workers’ tendency toward low productivity because they’re resentful.
This disengagement can harm productivity and team morale over time. Daniel Zhao, Glassdoor’s lead economist, emphasizes the importance of acknowledging this issue early. Employers who fail to address growing resentment may face increased turnover when job opportunities improve.
While salary hikes or promotions may not always be feasible, organizations can still boost morale through internal mobility programs, skill development opportunities, and meaningful project assignments.
3. Conflict Over Skills-Based Hiring
Skills-based hiring gained significant traction in 2024, with a majority of recruiters prioritizing this approach. However, hiring managers remain hesitant, often favoring candidates with traditional experience.
Laurie Chamberlin, head of recruitment solutions at LHH, describes this conflict as an internal ‘tug-of-war.’ Managers may view non-traditional hires as risky, while HR teams see potential in diverse talent pools.
Bridging this gap will require clear communication and alignment on hiring priorities. Chamberlin recommends slowing down hiring processes to carefully evaluate what skills are genuinely necessary for success in each role and fostering collaboration between HR and hiring managers.
Preparing for the Year Ahead
The workplace is set for another transformative year in 2025. Managers who proactively address these challenges – by refining hiring practices, nurturing employee engagement, and fostering alignment between HR and team leads – will be best positioned to navigate the road ahead and drive organizational success.
By Heather Nezich, courtesy of SBAM-approved partner, ASE. Sources: inc.com; foxbusiness.com
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