As we transition from 2024 to 2025, the impact of technological advancements and evolving workplace dynamics is becoming increasingly evident in the talent landscape. 2024 has been a pivotal learning period, highlighting organisations’ need to adapt and innovate in their talent strategies. With the rise of AI, automation, and hybrid work models, companies have begun to rethink their talent acquisition and development strategies.
Priyanka Anand, VP & Head HR, Southeast Asia Oceania and India, Ericsson speaks about the influence of digital transformation on the industries and the evolving work style. Priyanka says, “This year has underscored the critical need for organisations to embrace agility, foster continuous learning, and prioritise upskilling and reskilling to stay ahead in this fast-evolving landscape. At Ericsson, we have introduced programs such as EricssonEdge and the 5G Academy to address these challenges. These initiatives bridge the skills gap by equipping students and professionals with the expertise to thrive in an increasingly digital world while contributing to the broader evolution of the telecom industry. By focusing on continuous learning, we aim to foster a workforce ready to lead in terms of next-generation technologies.”
Priyanka also mentions how the integration of AI and automation into the HR processes has been the game changer for this year. “These technologies have not only optimised efficiencies but also enhanced employee experiences, allowing teams to focus more on strategic and creative endeavours.”
She mentions how Ericsson leveraged AI-driven solutions to personalise employee engagement and upskilling initiatives, ensuring that their workforce stays ahead in a rapidly changing industry.
“Another notable development has been the focus on hybrid work models. While the flexibility of remote work continues to be valued, the importance of in-person collaboration is being redefined. This has led to the emergence of dynamic workplace strategies that balance individual preferences with organisational goals, fostering productivity and innovation.”
Speaking on the outlook for 2025, Priyanka notes that HR will continue to be a strategic enabler for businesses, driving culture, innovation, and purpose in equal measure. “Together, we will shape a future-ready workforce equipped to meet the challenges and opportunities of the digital age.”
Balbir Singh, CEO, Great Place To Work India speaks on the trends for the IT and the IT-BPM industry. As per Balbir, IT-BPM organisations are reimagining their workplaces to meet the demands of an evolving workforce landscape. The convergence of technological advancement, changing employee expectations, and global market dynamics are pushing companies to adopt innovative strategies that ensure long-term sustainability and success.
Balbir writes down some of the key trends and strategic initiatives that are shaping the future of work in the IT & IT-BPM sector.
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The Rise of Hybrid Work: Bridging the Collaboration Gap
The traditional office paradigm has given way to a more flexible, hybrid approach to work. However, this transition brings unique challenges, particularly in fostering effective collaboration.
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Skills-First: The New Talent Paradigm
In response to persistent talent shortages, organisations are pivoting from conventional qualification-based hiring to a more nuanced, skills-focused approach.
- Purpose and Sustainability: The Engagement Multiplier
Today’s workforce seeks more than just competitive compensation; they desire meaningful work that contributes to a larger purpose.
- Feedback to Action: Building Trust Through Responsiveness
In an industry characterised by rapid change, employee feedback has become an invaluable compass for organisational direction. Best Workplaces stand out in this regard, with 83% of their employees reporting that action is taken on their feedback.
As per Balbir, the success of the IT and IT-BPM organisations will rely on their ability to lead the way and seamlessly integrate these trends into a unified workplace strategy.
Lulu Khandeshi, CHRO, ManpowerGroup India penned down some of the key skills for 2025. She opined that organisations must reimagine their talent acquisition to stay resilient and keep up in a competitive market.
She lists down some emerging trends and strategies for organisations to stay resilient:
1. AI and Automation as Enablers
Artificial Intelligence (AI) and automation are integral to talent acquisition. AI-driven tools revolutionise recruitment by automating tasks such as candidate sourcing, resume analysis, and interview scheduling at the same time. Additionally, they enhance human decision-making in hiring. Organisations must invest in training HR professionals to integrate these tools effectively while maintaining a focus on the human experience.
2. Prioritising Diversity, Equity, and Inclusion (DEI)
Diversity, equity, and inclusion remain vital pillars in building workplaces that are both modern in their approach and thriving. In today’s competitive landscape, DEI-centric hiring is no longer a progressive choice but a critical element for achieving sustainable, long-term organisational success. Organisations are actively revisiting and transforming their hiring strategies to attract and retain diverse talent from varied backgrounds. This involves implementing AI tools designed to eliminate bias, proactively engaging with underrepresented communities, and fostering inclusive cultures that reflect a commitment to equity.
3. Remote Work Becoming a Standard Process
Hybrid and remote work models are now a permanent fixture in the workplace landscape, prompting organisations to adopt a global perspective in talent acquisition. This evolution demands addressing challenges such as maintaining engagement, fostering team cohesion, and creating a consistent employee experience across diverse work environments, hence, adapting to this shift becomes essential for attracting and retaining top talent in an ever-changing workforce landscape.
4. Candidate Experience as a Key Differentiator
Delivering a positive candidate experience is a critical factor in attracting and retaining top talent. Simplifying the application process, maintaining clear and timely communication, and providing transparency at every stage not only enhances the candidate’s experience and journey but also strengthens an organisation’s brand and reputation in the competitive talent market.
5. Leveraging Data-Analytics for Smarter Hiring Decisions
HR professionals are leveraging data analytics tools to make smarter, more informed hiring decisions. Predictive analytics enable organisations to forecast workforce requirements, while real-time metrics ensure recruitment strategies remain aligned with evolving business objectives.
Strategies for Future-Proof Recruitment Process
Embrace Technology: Equip HR teams with cutting-edge tools to streamline recruitment processes. Cloud-based platforms for tracking applicants and managing onboarding will be crucial for efficiency.
Enhance HR Skills: Periodic training for recruiters to leverage new technologies and extract valuable insights from data, helping them stay competitive in a rapidly evolving market.
Integrate Sustainability in Hiring: Align recruitment strategies with broader environmental and social governance (ESG) objectives to attract talent that shares your organisation’s values.
Build Agility in Processes: Cultivate a flexible mindset within teams, enabling them to quickly adjust hiring strategies in response to market shifts or technological advancements.
Staying ahead in talent acquisition is all about building a resilient and innovative workforce that aligns with long-term organisational goals. These trends resonate strongly with any organisation’s approach and focus on prioritising investments in technology, DEI, and refining candidate experiences to stay ahead in the evolving talent landscape. As we move into 2025, these strategies not only align with market demands but also establish organisations as employers of choice in an increasingly competitive world.
Amit Prakash, CHRO, Marico Limited talks about believing in challenging the status quo and evolving with the ever-changing market dynamics.
“To stay ahead of the curve we’ve embarked upon creating our unique identity- the Marico Way. It brings together our purpose, ethos and refreshed values, and steers us towards building a successful Marico 3.0.”
Amit speaks of the achievements of the year including embracing AI-driven analytics tools, diversity, equity, inclusivity, capability building, sustainability, and holistic well-being. He writes, “Companies must ensure these values are woven into every aspect of their operations, guiding decisions and actions at all levels.”
“Employee well-being remains a global HR trend. Companies recognise that staff health directly impacts productivity and satisfaction. The focus on employee welfare, including mental health programs and flexible work environments, is becoming standard. In line with our people-first ethos, Marico since its inception has maintained an open-door policy that promotes transparent communication across the organisation.”
Amit shared Marico’s philosophy of Leaders as Wellness Coaches. He cites, “Over the last 20+ years, we have also partnered with the best-in-class Employee Assistance Program (EAP) providers, designed to support members effectively through various life stages, managing personal challenges, job performance and any other aspects which impact their overall well-being. Through our partnership with our EAP partners, our members gain access to wellbeing assessments, knowledge resources, fitness challenges and wellbeing programs.”
Speaking on his plan for 2025, Amit puts emphasis on the business growth. As for him, business growth is directly linked to the growth of their members.
“It’s about proactively creating resilient, future-ready organisations that can thrive in the year ahead and beyond. The gig economy and project-based roles are redefining the way we approach talent management, necessitating more flexible and adaptive systems. Our priorities will be to deepen our efforts in capability building, drive sustainable practices across the organization, and continue fostering a culture where every Mariconian thrives. We will further reinforce our refreshed values, empowering our members to align their actions, decisions, and the organisation’s direction with a clear sense of purpose.”
