From AI to RTO, 15 HR leaders share their future of work predictions for 2025

People leaders have had their hands full this year. The return-to-work debate and concerns over artificial intelligence and employee retention have dominated many workplaces in 2024. As companies have imposed strict in-office policies—along with ongoing layoffs and other cost-cutting measures, in some cases—workers have been increasingly vocal about their frustrations. Some of them have resorted to quitting, while others feel a growing sense of detachment from their jobs.

In 2025, companies will continue to face their fair share of challenges when it comes to hiring and boosting morale among their employee base. Fast Company asked 15 chief people officers and HR leaders to share their predictions for how workplaces might evolve next year and which trends are likely to shape the way we work. As they look ahead to the new year, here’s what they expect employers will—and should—prioritize. Their responses have been edited for clarity and length.

Return to office and hybrid work

Hybrid is the dominant workplace model, but it’s far from static. Over the next year, organizations will refine their approaches, experimenting with models that best fit their cultures and workforce needs. Flexibility will remain a key driver—in a recent survey we conducted, 75% of leaders are planning to change their working styles in the next two years. As preferences shift across regions and workforce demographics, organizations’ ability to continuously adapt hybrid strategies will help them succeed in the long term. —Matthew Saxon, chief people officer, Zoom

Family-first companies will de-prioritize return-to-work initiatives, and instead concentrate on reengaging their workforce. We predict an emphasis on family-friendly programs (especially mental health initiatives), an expansion of private employer-paid parental leave policies, and a resurgent push for fully remote workplaces, especially for working mothers who are often disproportionately affected by RTO mandates. —Dirk Doebler, founder and CEO, Parento

Companies with RTO mandates will need to show their employees the positive impact of bringing people back together, and they must bring receipts. Companies that don’t show enough of a measurable benefit to both the business and individual employees run the risk of pushing their performers out the door and into the arms of companies with strong remote cultures. —Amy Rossi, chief people officer, Expel

After years of constant changes, employers will finally pick their lane and stay in it when it comes to their work arrangements. Although we at Confluent have always been remote-first with in-person options, we’ve seen a lot of employers changing the deal on their employees—allowing employees to be remote and then calling them back to the office. At this point, it seems everyone has settled into their preferred operating structure. Fully remote work opportunities will continue to be harder to find, making those roles exceptionally competitive. —Colleen McCreary, chief people officer, Confluent

There will be continued movement to get people back into the office. Companies are learning what does and doesn’t work for remote environments and are building playbooks for a highly productive and motivated workforce. In that, I expect that the great debate between which is better will fade. In 2025, companies will find that there’s room for multiple options, giving employees more choice over the type of the working environment that best suits them. —Ashley Alexander, chief people officer, Chronosphere

AI in the workplace

While more companies are integrating AI into employee workflows, and employees themselves are taking initiative to develop AI skill sets and experiment with AI applications, for the majority of employees AI is not radically redefining their work—yet. I predict that 2025 is a year when we will increasingly test out these tools, learn, and make decisions around where we can best employ AI to have the greatest impact. —Erica Fox, chief people and impact officer, Recursion

AI is set to disrupt every step of the employee journey, with HR operations at the top of the list. Companies in 2025 may be slow to adopt AI-powered tools because of tight budgets, security concerns, and natural skepticism, but that won’t stop their existing tools from evolving. Where companies really need to prepare for change is in the rapid adoption of generative AI tools like ChatGPT, Claude, Gemini, DALL-E, and Sora. We’re now in an era where most employees can benefit from GenAI to enhance how they work. They will use AI assistants for research, drafting documents, coding, business analysis, creative ideation, and more—whether their employers condone it for professional use or not. —Amy Rossi, chief people officer, Expel

When teams ask for new headcount, one of the first questions will likely be: What AI tools could we leverage to solve this problem instead? Employers will want to see proof of their teams strategically leveraging AI before they’re willing to explore releasing more budget for headcount. —Melanie Naranjo, chief people officer, Ethena

Forty percent of HR leaders say they don’t have, or are unsure if they have, an AI Acceptable Use Policy, putting organizations and their employees at risk. The growing adoption of AI in the workplace calls for well-defined policies to address ethical concerns, data privacy, algorithmic bias, etc. Organizations will revamp their approach to implementing AI, particularly in HR functions, by prioritizing greater investment in developing comprehensive policies around the technology and training employees to adhere to them. —Casey Heck, SVP of HR, Traliant

Nontechnical skills will be crucial in building resilient, AI-enhanced teams. In 2025, as AI handles more routine and data-focused tasks, companies will put an even bigger focus on developing human nontechnical skills like creativity and values-aligned thinking—qualities that machines simply can’t replicate. Focus on “human” and nontechnical skills will be reflected in everything from recruitment to training programs, with organizations striving to develop well-rounded teams that are not only proficient in using this new technology (and continually learning more about it), but can communicate clearly, collaborate effectively, and lead with empathy. —Jennie Rogerson, global head of people, Canva

Generative AI is transforming how we work, but it’s also reshaping the meaning of trust. In 2025, businesses will face a growing wave of security and trust challenges stemming from AI-powered scams and fraud, which are becoming increasingly sophisticated and harder to detect. Deepfake technology and AI-generated communications will infiltrate workplaces, leading to new forms of phishing attacks, impersonation, and other threats that target employees and businesses alike. This escalating risk will force leaders to rethink how trust and security fit into their workplace culture. The solution won’t come solely from investing in better tools or technologies; it will require a renewed emphasis on trust between employers and employees. —Renee Hunter, general counsel, corporate secretary, and head of people operations, Proof

Employee engagement

A big challenge I see for HR as we move into 2025 is a familiar one, but also one that is taking on new dimensions: driving employee engagement. We all know that when your people thrive, your business thrives—but HR teams are facing some real obstacles to implementing and executing impactful programs. Our 2025 State of People Strategy report outlined that only 39% of HR teams are executing action plans for engagement, leaving 61% of teams without resources or support to make meaningful progress. In 2025, HR teams must be prepared to take a firmer stance to get leadership buy-in, and that means they will need to bring more tangible metrics to the table that demonstrate why putting resources behind engagement is not a nice-to-have, but a must-have for the business. —Sarah Franklin, CEO, Lattice

Whether we see a continuation of The Big Stay or a shift towards another Great Reshuffle in 2025, companies will need to continue to examine their learning and development, career pathing, and lateral movement opportunities to encourage employee growth and engagement, especially for employees that have more tenure. —Carmen Amara, chief people officer, Yelp

This will likely be another year of low voluntary turnover for salaried roles and in order to raise employee engagement, employers will invest more in learning and development programs—whether that be technical skills and training for things like AI or new technologies, soft skill development, or more structured opportunities to try new roles within the company. —Colleen McCreary, chief people officer, Confluent

We’ve seen recent volatility in the job market impact employee preferences, with the Great Resignation shifting to the Great Stay. In 2025, I think we will see talent gravitate toward employers well-positioned to respond to change, work that makes them feel fulfilled, and workplaces that support development, overall well-being, and community. —Aimee George Leary, chief people officer, Booz Allen Hamilton

In 2025, familiar and engaging social media–inspired visual formats will become important tools when it comes to communicating across hybrid teams. People and internal comms teams will need to lean into the use of punchy and bite-size formats such as short videos, GIFs, slideshows, and infographics to cascade information and make it easier to share ideas and updates with distributed teams, as workplaces prioritize engaging communications. Interactive tools will also be important when it comes to how teams collaborate in a hybrid environment, with the adoption of AI-infused polls, quizzes, and interactive charts set to become part of everyday team meetings and town halls. —Jennie Rogerson, global head of people, Canva

Companies will invest more in internal comms to make hybrid and remote work successful. In talking with fellow chief people officers—and in my own experience—there’s agreement that making hybrid and remote work effectively relies on great internal communication. From high-quality all-hands, newsletters, and messaging from executive teams and leadership to in-person cross-functional touchpoints, internal comms will be an area targeted for greater investment. —Ashley Alexander, chief people officer, Chronosphere

Workplace culture and DEI

I think we’ll start to see companies rolling back some of the DEI initiatives they previously championed. Budgeting and headcount behind these initiatives will continue to go down, and buy-in for DEI will get harder. ERG budgets and DEI-specific roles will likely see cuts, [as well as] DEI-centric initiatives that require time and budget to help facilitate diversity of new hires. —Melanie Naranjo, chief people officer, Ethena

Culture needs frequent and intentional investment. It will be critical for companies to clearly define and communicate goals (so teams know what to focus on when things around them change); hire and develop high-quality managers (so employees are aligned and supported even as team composition evolves); employ consistent people practices (so employees know what to expect); and expand knowledge management approaches (so information enables company growth, rather than the search for it creating friction and drag). —Erica Fox, chief people and impact officer, Recursion

[We] intentionally talk about equity, inclusion, and diversity in that order because we know that a truly inclusive and diverse workplace can’t be achieved without first prioritizing equity—and we’ll continue to ensure this is a foundational part of our employee experience. Companies that stay committed to building equitable, inclusive, and diverse workforces are proven to perform better, confirmed by research year after year. —Amy Rossi, chief people officer, Expel

The era of one-size-fits-all benefits is over. Employees need personalized options that reflect diverse family structures, priorities, and healthcare needs. Companies offering inclusive, tailored benefits will attract top talent and lead in the evolving healthcare landscape. For example, companies gain by offering Folx as a benefit, providing affirming, expansive care to their LGBTQIA+ talent. Similarly, startups like Thatch.io are utilizing individual coverage Health Reimbursement Arrangements to deliver personalized healthcare solutions. —Greg Sottolano, chief people officer, Folx Health

Five distinct generations coexist in today’s workplace, and in 2025, HR teams must shift from merely acknowledging generational differences to harnessing the strengths each cohort brings. Cornerstone’s recent Skill Economy Report found Gen X and boomers lead the pack in the share of individuals showcasing soft skills, such as demonstrating responsibility (34%), communication (20%), and interpersonal collaboration (11%). As baby boomers approach retirement, passing on their wealth of experience to younger generations will be crucial. Organizations that cultivate a culture of mentorship and prioritize continuous learning, including from each other, will transform generational diversity into a strategic advantage. —Carina Cortez, chief people officer, Cornerstone

On the heels of states like California and New York passing workplace violence prevention laws, and with the continued rise in workplace violence, we’ll see HR leaders investing more heavily in workplace violence prevention plans, including more robust training. These prevention programs will aim to protect employees’ physical, mental, and emotional well-being by teaching employees how to recognize early warning signs of violence, how and when to report concerns, how to deescalate potentially dangerous situations, and how to protect themselves in the event of a workplace violence emergency. —Casey Heck, SVP of HR, Traliant

2020 and 2021 brought a major focus for companies on diversity, equity, inclusion, and belonging efforts. Companies were investing in this area in a way like never before. This year we have seen an aversion to DEI programs, with companies moving away from additional investment in hopes they can hire the right talent for the job in an equitable way without more focus. In 2025, there will be a pendulum swing back toward the center on this issue. While I don’t foresee a return back to COVID levels, companies who really see the value in diverse workforces will ensure that they have both the structure and processes to build a diverse pipeline and support those employees. Not everyone will do this, but I believe data will show that it’s in the company’s best interests to invest in and support a more diverse team. —Ashley Alexander, chief people officer, Chronosphere