HR is experiencing a general lack of resilience coupled with a mental health crisis that is converging right now into an influx of resignations, Lawrence explains. Social media buzz does not help either, with trends like “quiet quitting” entering the lexicon.
“They say whenever you board a flight, you need to put on your own oxygen mask first,” Vig says. “I believe the root cause of burnout for any employee, HR or otherwise, is not knowing what truly recharges and gives them oxygen and then making sure that they get it. Businesses should focus on ensuring HR leaders have adequate support, whether that be through coaching, mentoring, resourcing, or peer support networks, to help these leaders navigate the growing demands of the HR profession.”
"As the job market has shifted, overall retention may be less of a concern, but retention of critical top talent remains as high as ever. Engagement and retention start with building the right infrastructure for employees to come in and do their best work by setting clear expectations, providing employees with opportunities for growth, recognizing their impact, and aligning them with managers who inspire and coach them to greatness."
CHRO Concern: Retaining HR LeadersWhile concern about retention among HR executives has fallen since 2022’s Top Concerns Report, it remains on the priority list for 54% of CHROs. While the unemployment rate remains low, a tight job market can make it more challenging for employees to find alternative opportunities. Ongoing economic and business uncertainty can exacerbate this, impacting employees’ willingness to leave their current employers.
“As the job market has shifted, overall retention may be less of a concern, but retention of critical top talent remains as high as ever,” Vig says. “Engagement and retention start with building the right infrastructure for employees to come in and do their best work by setting clear expectations, providing employees with opportunities for growth, recognizing their impact, and aligning them with managers who inspire and coach them to greatness.”
The City of Providence has taken a people-first approach to engagement and retention, anchored in listening, data, and transparency, Winspeare says. The team has implemented continuous listening strategies like pulse-oriented surveying, collaborative goal setting, exit data analysis, and learning system development across the employee lifecycle.
“Retention starts with relevance,” Razon says. “Are we helping people grow? Are we listening? Are we recognizing what matters to them? We’re focused on career mobility, meaningful recognition, and making sure every associate feels seen and supported.”
This means regular check-ins, open door policies, and leadership that’s genuinely interested in employee development. It also means equipping leaders with the tools and feedback they need to grow, since leadership is the foundation for retention.
Over the past year, Integris has transitioned to a remote-first workforce even as organizations across the country are bringing their employees back to the office. Lawrence says that business leaders asked employees what they wanted and acted on it. This is also true of RNDC, which has shifted to a hybrid model, Razon adds.
“We also have a robust time off policy that celebrates diversity and encourages personal time,” Lawrence says. “One of our biggest investments is in personal and professional growth opportunities, including access to learning content, easy understanding of career paths, and a focus on building internal skillsets rather than hiring externally.”
Keeping an Eye OutAmid a period of profound change, HR leaders are tasked with managing complex challenges and preparing their workforces for the future. To do this, HR must lean into innovation and foster a culture of adaptability. Below, HR officers share some concerns they see within their organizations and how they’re approaching them.
Humans should be at the forefront of AI transformation. RNDC is keeping a close eye on how AI and automation are reshaping roles and how the company can prepare for that shift. “It’s not just about tech adoption,” Razon says. “It’s about human adaptability.”
HR needs to proactively prepare for the future. “The future of work is now, and it requires HR to be anticipatory by building ethical frameworks, digital fluency, and resilient systems that can adapt to shifts in the world of work,” Winspeare says.
Return-to-office mandates may have negative repercussions. For some companies, RTO can result in reduced talent attraction, productivity, motivation, and retention, Vig says. “HR leaders must invest in the tools and infrastructure to demonstrate that employees continue to be just as productive, if not more, in remote-first environments.”
Connecting to the multigenerational workforce is paramount. “With four generations working alongside each other, it’s important to understand how they approach connection and collaboration, Lawrence says.