8 core hr challenges until 2025

And how to overcome them.

Do you also feel like most consulting companies talk too much about the aspirational goals they will help you achieve without truly understanding the severity of the real-life challenges that you have to deal with on a daily basis? If so, you’re not alone. In fact, most leaders we speak to on a daily basis feel this way when they’re looking for training providers.

Since we’re living in a culture that is characterised by quick fixes, most consulting firms have adapted to that trend instead of focussing on finding the root cause of the problems their clients face on the surface.

That’s because identifying the systemic issues that underlie the challenges that leaders experience on a daily basis are often difficult to identify due to the high complexity of the modern (business) world. We spent time to save you time and identified what the underlying reasons for the problems many business leaders experience today could be.

The 8 Core Challenges of our time (and related Problem Statements that likely sound familiar to you) include:

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“We tried that ’71 – didn’t work.”

Challenge: Catalyzing Culture Change

Many organisations do very efficiently the wrong things. Whilst efficiency is about‚ how you do something‘, effectiveness focuses on‚ what you do‘. In the context of business transformation this means that many companies have established sophisticated structures and procedures around how to foster change, but few of them dare to innovate their innovation approach itself by asking: „What are we actually doing here?”

“The good ones go (elsewhere).”

Challenge: Attracting and keeping talents

If you’re not Google or Facebook, you likely struggle to find and bind top talents as an organisation. Countless HR meetings might have already been devoted to finding out why young and/or highly skilled people don’t come to work for you – or worse, leave the company. What is it that you’re doing wrong?

3_Our leadership has to change but I'm not gonna make the frist step_small web

“Our leadership has to change. But I’m not going to make the first step.”

Challenge: Re- and Upskilling like a pro

Probably you’ve heard about the famous saying from Mahatma Gandhi who claimed that we have to be the change we want to see in our world. Well, the same applies to our organisations. Of course, this is easier said than done. There can be a lot at stake for leaders when they start to do different things and do things differently since they challenge the prevailing mindset and code of conduct of the company which can create tension. However, one of the key characteristics of good leader- ship is to take risks. If leaders as key figures of the organisation are not willing to work on themselves and start embodying the desired changes as role models for others to follow, the business will remain stuck.

“Healthy snacks in the office don’t serve burned-out people.”

Challenge: Keeping your people healthy

The importance of health has gained a whole new level of attention since the Covid-19 pandemic. Whilst the virus was a direct threat to our physical health, the World Health Organization (WHO) states that the effects of the pandemic on many peoples’ mental health is likely the bigger and more complex challenge that leaders will have to navigate over the years to come.

“We’re not here for fun. We’re here to get shit done.”

Challenge: Collaborating across generations

Do you sometimes catch yourself thinking that young people today simply have no idea how work ‘works’? If so, it’s important to re- member that every generation has its doubts about the younger generation’s way of doing things. However, approaching generational differences with a blame mentality only fosters conflict, confusion and derision towards groups such as the Millennials or Generation Z instead of focusing on growth-oriented solutions. Especially in the context of the strong War for Talent that dominates the economy, it is essential for leaders to bridge the gap between old and new ways of thinking and behaving to harness the power of diversity.

“My home is not longer my castle. It’s my office now.”

Challenge: Fostering remote productivity

The pandemic caused millions of people to transition into home office from one day to the other. In fact, the average organisation moved from having 16% to 65% of their staff working from home. Since ‘work as usual’ was no longer possible, we had to develop new ways of managing and leading ourselves, others and business at a distance. Whilst many appreciate the flexibility that comes with remote work in terms of being able to follow one’s own schedule, saving time, money and mental energy from not having to commute, and enjoying the comfortable atmosphere of being at home, others feel frustrated. Nowadays, work is there when we wake up, have meals, spend time with our family and friends, exercise, and go to bed.

“I don’t need data, I’m an expert!”

Challenge: Adopting a data-driven Mindset

Technology is disrupting business as usual. Thus, leaders have to build digital capabilities, processes, products and assets that allow for greater efficiency, customer value, mitigation of risk and generation of new revenue opportunities. However, many encounter big issues with big data. A recent study by MIT Sloan (2019) found that only 9% of executives believe that leaders in their organisation have the right skills and know-how to effectively navigate the digital economy. In other words, relying on the expertise of IT and data specialists whilst wearing sneakers at the office will not be enough to be considered a tech-driven company.

“We train our people – for what, I don’t know.”

Challenge: Mastering people development

Despite extensive efforts, many organisations still fail to implement the type of training opportunities and learning culture that will truly elevate business performance and provide significant returns on investment (ROIs). While most leaders state that they believe training is essential for the company’s success, they typically consider the design and implementation of L&D initiatives in their organisation to be less than effective. If you also feel like your business has unsuccessfully outsourced learning to HR and seems to simply train people for the sake of it, you will likely face some key issues that often underlie this situation.

DOWNLOAD the full report for free!

Based on 200+ interviews that we conducted with diverse HR Leaders over the last 12 months, as well as cutting-edge research from thought-leading organisations, we curated this Problem Statement Report (38 pages) to provide you with valuable insights and practical tips for navigating core HR challenges until 2025.

The world needs more than great management

It needs human-centered innovation. Diversity and liberated workplaces. More dialogue than discussion. Digital and technological savviness. Responsibility beyond profits. System thinking and agility. Culture consciousness. The creativity of all.

triangility is a vibrant community of Leadership & OD Experts as well as Learning Designers who empower organisations to succeed in the 21st century by equipping people with the principles, competencies, and practices of New Leadership and New Work.

Following an interdisciplinary education approach rooted in agile experience design, triangility turns traditional leadership programs into integrated Learning Journeys that foster sustainable transformation through peer-to-peer and on-the-job learning. 

By replacing the classroom context with hybrid spaces for collaboration and co-creation, leaders are invited to learn however they choose whilst being guided and supported by our coaches and consultants at every step of the change process. Through the various generations, areas of expertise, experiences, cultures, and industry backgrounds that merge in the triangility network, each Learning Journey is inspired by Diversity of Thought, carefully curated based on the specific needs of each customer, and delivered in a human-centric format that allows for deeply transformative training experiences.