SPONSORED BY

Welcome to this special Best of November issue of Talent Edge Weekly!

First, a shout-out to Amber Weaver, VP of Talent Acquisition at ADT, for referring new subscribers to Talent Edge Weekly. Thank you, Amber, for your support of this newsletter!

Not subscribed to Talent Edge Weekly? Subscribe here for free!  

PRESENTED BY Gloat

The Ultimate Guide to Becoming a Skills-Based Organization

Organizations are increasingly adopting skills-based talent practices, but the shift can bring unforeseen challenges.

Gloat's comprehensive 25-page guide offers practical insights, real-world solutions, and examples from leading companies like MetLife, HSBC, and Schneider Electric to help you overcome these hurdles.

Ready to accelerate your transition to becoming a skills-based organization?

Share your brand, product, or service with 43,000+ Talent Edge Weekly subscribers. Learn how to become a sponsor.

THIS MONTH’S CONTENT

This special Best of November issue includes 19 of the most popular resources from the November issues of Talent Edge Weekly.

They are organized into four themes:

1. WORKPLACE STRATEGIES. Chief HR Officer priorities and concerns, untapped talent segments, supporting caregivers, improving employee retention, implementing DEI practices, and hybrid work.

2. PERFORMANCE MANAGEMENT, TALENT REVIEWS, & SUCCESSION. Questions for evaluating year-end performance, identifying opportunities to enhance talent review practices, and strengthening succession planning.

3. SKILLS-BASED TALENT PRACTICES. Implementing skills-based practices, fostering cultures that support these strategies, and measuring their impact on organizational outcomes. 

4. AI IN THE WORKPLACE. Implications of AI in the workplace, including its effects on labor markets and job demand, upskilling initiatives, and four key GenAI scenarios to consider.

This deep dive issue includes several bonus resources.

✅ Prefer a quicker read? Check out an abridged version with just links.

CHIEF HR OFFICER

Mercer’s 2024 Voice of the CHRO Report | Mercer

Insights into the perspectives of CHROs on their key concerns, challenges, and opportunities.

The Chief HR Officer (CHRO) role is now among the top three fastest-growing C-suite positions, according to LinkedIn’s September 2024 Economic Graph Report. With this growth, CHROs are increasingly tasked with navigating complex workplace challenges, such as AI in the workplace and hybrid work strategies. Based on feedback from 183 global companies across 14 industries, this Mercer report offers perspectives on the key concerns, challenges, and opportunities facing CHROs. Among the insights, CHROs identified building leadership capabilities within their organizations as their top priority, ranking it first among their top three focus areas. Similarly, identifying and developing talent for critical succession roles emerged as a major risk. CHROs who see this as a significant risk also reported more frequent engagement with their Boards of Directors (BoD) compared to previous years, suggesting that this topic is gaining increased scrutiny from BoDs. With this in mind, I'm resharing a 14-page report by EY and Corporate Board Member, How Boards Can Champion a Resilient Talent Strategy, which provides insights into how BoDs are engaging in aspects of talent strategy. Returning to the Mercer report, page 15 outlines six actions that CHROs should consider as they navigate opportunities and challenges ahead.

Read Mercer report

WORK TRENDS

Glassdoor Worklife Trends 2025 | Glassdoor's Economic Research

Highlights 5 worklife trends for 2025 and beyond, including greater access to mental health and well-being benefits.

As we near the end of 2024, reports forecasting workforce and workplace trends for the new year are gaining traction. Glassdoor Economic Research recently highlighted five work-life trends for 2025 and beyond, drawn from their extensive data. One notable trend is the growing employer emphasis on holistic well-being, with access to mental health care benefits increasing by 18 percentage points between 2019 and 2024—the second-largest increase among benefits, after work-from-home options. Despite this progress, nearly half (48%) of employees surveyed by Glassdoor report finding it harder to prioritize their mental health at work compared to five years ago. This result highlights the need not only for accessible mental health benefits but also for strategies that encourage their use. For instance, a randomized controlled trial study involving 2,400 Novartis employees across four countries demonstrated that sharing personal mental health stories among colleagues significantly reduced stigma and increased participation in mental health programs by up to 8%. Organizations may benefit from complementing mental health programs with cultural initiatives that normalize discussions and encourage employees to use these resources.

Read Glassdoor report

TALENT ACQUISITION

Hidden Talent: Examples of Untapped Talent Segments | Brian Heger

My infographic with 8 examples of talent segments that might get overlooked and signs that an organization might miss out on these talent sources.

HR teams are constantly seeking ways to help their organizations gain a talent advantage. One underutilized strategy is tapping into "hidden workers"—individuals with valuable skills who are often overlooked due to hiring practices, policies, and technology. Coined by researchers from Harvard Business School in their report Hidden Workers: Untapped Talent, the term includes talent segments ranging from caregivers to people with disabilities. While many segments fall into the category of hidden workers, my infographic shows eight examples, each with descriptions. In addition to the description, you can hover your mouse pointer over each number to view an example of how organizations might overlook a segment. For instance, the Long-term Unemployed—people out of work for an extended period—might be excluded by algorithms filtering candidates with employment gaps. Another segment is Career Changers—professionals transitioning between industries or occupations. One barrier to recognizing them is a hiring process that prioritizes industry-specific or role-specific experience over transferable skills. Organizations can use this infographic as a starting point to identify and discuss strategies for tapping into overlooked talent pools, unlocking opportunities to gain a talent advantage.

Access infographic

LEADERSHIP AND CULTURE

Your Employees Are Also Caregivers. Here’s How to Support Them | Harvard Business Review

Highlights strategies organizations can implement to better support their workers who are caregivers.

Recognizing the challenge of attracting and retaining critical talent, many organizations are increasingly focusing on caregivers—a growing segment of the workforce who provide care and support for family, friends, or others in need. In the U.S. alone, 73% of employees report caregiving responsibilities. Despite 80% of workers acknowledging that caregiving responsibilities significantly impact their productivity at work, only 24% of employers recognize it as a workplace issue. As caregiving demands grow, workers often reduce hours or leave their jobs due to conflicts and high caregiving costs. Those who remain in the workforce may face financial insecurity or experience stalled career growth due to reduced workloads or shifts to part-time roles. This article explores strategies to support caregivers, emphasizing that caregiving extends beyond childcare (e.g., eldercare) and advocating for a “care leave for all” culture to reduce stigmas. Leaders are encouraged to self-identify as caregivers, as well as those who typically don’t disclose caregiving roles, such as men and younger employees, to normalize caregiving conversations and foster a more supportive workplace.

Read article

EMPLOYEE RETENTION

Why Employees Quit | Harvard Business Review

Highlights research on how employee retention tactics fall short and offers suggested practices for improving retention. I share a bonus resource.

Employee retention, especially in critical areas, is vital to talent management. While many organizations implement retention tactics to keep their talent, this new article highlights a significant shortcoming: these efforts often fail to create meaningful work experiences that drive lasting engagement and satisfaction. The authors argue that employees’ decisions to leave are shaped by “push” factors—negative workplace experiences—and “pull” factors, such as appealing opportunities elsewhere. Regardless of which factors prompt an employee to consider leaving, identifying retention risks early is essential to prevent unwanted turnover. To build on the tactics from this article and help managers proactively address retention risks, I’m resharing my one-page template. This tool encourages managers to assess key questions about their team members: Are they high performers? High potentials? Do they hold critical positions? Are they a retention risk? How would their departure impact the organization? Managers can then prioritize conversations and actions based on these evaluations. While a template isn’t necessary, it can foster critical thinking about retention risks and guide actions.

Read article

DIVERSITY, EQUITY, INCLUSION

How Integrating DEI Into Strategy Lifts Performance | MIT Sloan Management Review

Provides a framework for bundling eight different types of DEI practices to achieve better outcomes. Bonus resources shared.

Diversity, equity, and inclusion (DEI) remain top priorities for many organizations, yet organizing DEI efforts into a cohesive strategy and narrative remains challenging. This new article offers a framework for grouping eight types of DEI practices to create a more unified approach and achieve better outcomes. Among the areas highlighted are: Strategy Bundle, which integrates DEI into the organization’s mission and goals, with policies and plans that embed DEI in functions like talent management and customer engagement; Governance Bundle, which emphasizes leadership and accountability, including roles like DEI councils empowered to implement DEI practices; and Recruitment Bundle, which focuses on attracting diverse applicants through outreach to minority-serving institutions, partnerships with professional organizations, and targeted advertising in underrepresented communities. For more resources on DEI, check out my DEI playlist, which features five articles and resources, including a 61-page report from the World Economic Forum with various examples of how organizations approach their DEI practices.

Read article

HYBRID WORK

One Company A/B Tested Hybrid Work. Here’s What They Found | Harvard Business Review

Shares findings from a study on hybrid work and its impact on performance, productivity, and employee retention.

This new article by Nick Bloom and his colleagues shares findings from a study conducted at Trip.com, a leading global travel company, analyzing how hybrid work impacts various outcomes. In a six-month A/B test, 1,600 China-based employees in marketing, finance, accounting, and engineering were randomly assigned to either a five-day or three-day office schedule. After the experiment, performance reviews and attrition data were tracked over the next two years. While the study found no significant differences in productivity, performance review ratings, or promotions between the groups, it did show notable improvements in job satisfaction and a 35% reduction in quit rates among hybrid employees—particularly for women, non-managers, and those with long commutes. This reduction saved millions in recruitment and training costs. The article highlights three key components behind Trip.com’s successful hybrid work implementation, including coordinated in-office schedules on Mondays, Tuesdays, and Thursdays. If you missed it, check out several resources, including academic research presentations on remote and hybrid work from the October 9-11, Implications of Remote Work Conference.

Read article

PERFORMANCE MANAGEMENT

Performance Calibration Discussions: 10 Questions to Help Managers Reflect on Employees’ Year-End Performance | Brian Heger

My infographic with sample questions to help managers evaluate performance.

As we are in the final month of the year, many organizations are preparing for or conducting performance calibration discussions—critical meetings where managers from across the company collaborate to ensure consistency and objectivity in employee performance evaluations. One aim of these sessions is to promote fairness by addressing discrepancies caused by “tough graders,” who hold employees to exceptionally high standards, and “easy graders,” who provide overly generous evaluations. When done effectively, these discussions result in more accurate performance differentiation. To help managers prepare for these sessions, here’s my infographic featuring 10 example questions. While not exhaustive or tailored to every organization, these questions serve as a starting point and can be adapted to align with an organization’s performance management philosophy and program. Questions range from Goal Achievement: “What were the employee's most significant accomplishments during the performance period?” to Obstacle Navigation: “What were the most significant obstacles this employee faced in achieving their objectives? How did they overcome them?” By reflecting on questions like these, managers can approach evaluations more thoughtfully, leading to more objective performance differentiation. Employees can also use these questions to reflect on their contributions and performance throughout 2024.

Access infographic

PERFORMANCE MANAGEMENT

Research: Performance Reviews That Actually Motivate Employees | Harvard Business Review

Research on how performance review formats, particularly narrative feedback, impact perceptions of fairness. Includes bonus resources.

Performance management and performance reviews are critical for driving business results. However, a new article highlighting a study in Academy of Management Discoveries reveals that review format significantly influences how feedback is received. Involving simulated reviews with 1,600 U.S. workers, the study found that narrative feedback—rich in context and personalized analysis—was viewed as the fairest, particularly for employees with room to improve.  Narrative feedback allows managers to highlight strengths and development areas, fostering understanding, while numerical ratings tied to bonuses are also seen as fair for their clarity on performance-reward links. In my experience, many organizations already combine ratings with narratives. As organizations continue to improve their performance management capabilities, they can focus on driving excellence in the fundamentals, such as helping employees and managers set a few challenging goals, articulating why those goals are important to the organization and how they help to deliver stakeholder value, using quality metrics to measure progress, and providing high-quality ongoing feedback that drives goal achievement. Regarding ongoing feedback, I’m resharing my infographic with 24 questions managers can draw from to enable more effective one-on-one performance check-in discussions with direct reports.

Read HBR article

TALENT REVIEWS

Does Your Talent Review Process Need a Review of Its Own? | Brian Heger

My template to help practitioners identify opportunities to enhance the impact of their talent review practices. Includes two bonus resources.    

As I continue to receive requests for resources on the organizational talent review process, here is my editable template to assist practitioners in identifying opportunities to enhance their talent reviews. The first column includes a few considerations for practitioners to assess aspects of their talent review, such as defining the purpose of the review, establishing criteria for measuring potential, and ensuring managerial accountability. Subsequent columns allow practitioners to gauge the ‘gap’ between current and desired states, with color-coded checkboxes indicating areas for improvement (clicking the box applies a color code automatically). The final column can be used for documenting possible actions for addressing the areas with the greatest opportunity for improvement. I encourage practitioners to tailor the example statements in column 1 to fit their talent review’s purpose (the first statement in the column). As a bonus, here is the Talent Strategy Group’s 2024 High Performer and High Potential Development Report, which provides various insights relevant to talent reviews. In addition, here is an article by Allan Church and Janine Waclawski on identifying leadership potential.

Access template

SUCCESSION PLANNING

Succession Planning: Tackling 3 Critical Challenges | Brian Heger

My new infographic addresses three fundamental challenges in succession planning, such as lack of succession depth.

Over the past few months, I've shared various resources on succession planning (SP), including sample questions and metrics to design and evaluate an organization's SP. While metrics are valuable, their true power lies in generating actionable insights that drive improvement. Here is my new infographic that addresses three fundamental challenges in succession planning: 1) Lack of succession depth, 2) Lack of successor readiness, and 3) Turnover in the successor pool. For each challenge, I've outlined sample metrics that help identify potential issues, along with actionable recommendations. For instance, a lack of succession depth (not enough successors) could be indicated by a low percentage of critical roles with a succession plan, a low average number of successors per role, or a low percentage of critical roles with at least one ready-now successor. One potential action is to reevaluate the role’s success criteria by focusing on core skills and experiences, prioritizing essential qualifications over non-essential ones that may limit the successor pool. Since the infographic provides only a few examples, use it as a starting point to consider the challenges relevant to your organization and explore recommended actions.

Access infographic

SUCCESSION PLANNING

Succession Planning Diagnostic Template | Brian Heger

My worksheet to identify improvement opportunities in 10 areas of succession.

According to Gartner's 2025 Top 5 Priorities for HR Leaders Report, only 23% of HR leaders are confident that their organizations have rising leaders capable of meeting future needs. In my view, one contributing factor to this gap is succession planning (SP). To help organizations identify opportunities to improve SP, here’s my one-page diagnostic covering 10 sample SP areas. While not exhaustive, these criteria offer a starting point for identifying potential SP improvements. Practitioners can review each statement and select one of three rating categories, such as Needs Attention (significant opportunity for improvement). For example, one of the 10 criteria is Business Strategy Alignment: "Our SP process is aligned with the organization’s long-term strategic goals and regularly reviewed to adapt to changing business needs." Another is Integration with Talent Processes: "SP is integrated with other talent management processes, such as the talent review process, to ensure alignment in identifying, assessing, and developing key talent." Upon completing the assessment, a visual snapshot highlights overall results using color-coded boxes (green, yellow, red) based on selected ratings. These 10 areas are examples; use them as a starting point and modify them as needed.

Access template

SKILLS-BASED CASE STUDY

Cisco's Skills-First Success: A Powerful Playbook for the Private Sector | OneTen

A new 22-page paper examines Cisco's efforts to adopt a skills-first hiring approach.

Many organizations report an increasing focus on skills-based hiring, prioritizing candidates’ skills over traditional credentials such as academic degrees. However, as I've shared previously, recent studies on the impact of removing degree requirements from job descriptions show mixed results. One reason for these outcomes is that simply removing degree requirements is insufficient by itself to bridge the gap between the intent and impact of skills-based hiring. Stated differently, without proper support, managers are likely to rely on degrees as a proxy for skills. This new 22-page paper examines Cisco's efforts to adopt a skills-first hiring approach, highlighting how the organization equips managers to make more effective skills-based hiring decisions. Some of these tactics include: 1) centralizing the budget for the first 100 hires in the skills-based hiring initiative to reduce the risk for managers and build robust evidence of the program's success (see page 7); 2) socializing the program internally through a communication roadshow to engage key stakeholders and identify roles within their units that could be a good fit for skills-based hiring (refer to exhibits 1 and 2 in the appendix); and 3) equipping hiring managers with the necessary resources and mindsets to succeed, such as skills-based job descriptions and interview guidelines (exhibit 3 includes a communication to managers outlining various resources). Other ideas are discussed.

Access paper

CULTURE AND SKILLS

Cultivating a Skills-Based Culture | Business Roundtable

Shares lessons from companies that have worked to cultivate a culture that supports skills-based talent practices.

As more organizations adopt skills-based talent practices, many focus heavily on technical enablers like skills taxonomies and technology. While important, a critical yet often overlooked element is the supportive culture that enables these practices to thrive. This paper shares early lessons from companies cultivating cultures to support these practices. A key takeaway is the need to clarify the “why” behind skills-based practices. Without a clear purpose, initiatives risk being deprioritized or seen as performative rather than integral to business strategy. The paper also notes that adopting skills-based practices doesn’t automatically shift company culture. For example, a study I previously shared analyzed 11,300 roles and the impact of removing degree requirements—a highly touted skills-based practice. On average, fewer than four additional candidates without degrees were hired per 100 job postings, but 37% of Skills-Based Hiring Leaders achieved nearly a 20% increase in hiring workers without degrees. This result shows that skills-based practices require cultural and mindset shifts to succeed. The latest Business Roundtable paper covers several other ideas, including page 10, which provides 10 questions and suggested metrics to help organizations align efforts with their culture.

Access latest paper

MEASURING SKILLS

Measuring Skills in the Age of Agile Work | Mercer

Shares insights on approaches for validating skills within a workforce.

This article outlines three ways organizations are validating skills but suggests combining these approaches for a more comprehensive view: 1) Inferred Skills Method: AI-based software tags skills from data like job history and profiles, sometimes estimating proficiency; 2) Rated Skills Method: Employees, managers, and possibly peers rate skill proficiency; 3) Validated Skills Methods: Includes measures assessing behavioral skills, and methods allowing skills demonstrations in simulated or real environments, often for technical skills. Each approach has unique considerations, with organizations choosing based on their need for directionally accurate versus absolute measures. Drawing on findings from a pilot study featured in my recent book chapter for the SIOP Professional Practice Series, Strategic Workforce Planning: Best Practices and Emerging Directions, I noted that AI-based inferences can serve as an effective starting point—especially with valid data sources—as they broaden the scope of identified skills and provide a scalable way to initiate skill identification. However, it’s important for managers and employees to validate these inferred skills, enhancing accuracy. For more on skills validation, I am resharing a 56-page playbook by the Business Roundtable Multiple Pathways Initiative, with Chapter 2 detailing workforce skills assessment.

Read Mercer article

MEASURING SKILL IMPACT

Measuring the Impact of Skills-Based Talent Initiatives | Business Roundtable

A new guide to help organizations quantify the impact of skills-based talent initiatives.

This 13-page playbook by Business Roundtable provides practical recommendations for quantifying the impact of skills-based talent practices. The recommendations are organized into four priority areas: 1) aligning on skills-based goals and selecting priority metrics, 2) enhancing internal data reporting, 3) leveraging data for strategic change management, and 4) collaborating to report success at scale. For the first priority, page 6 suggests categorizing metrics into three areas: adoption of skills-based practices, employee outcomes, and business outcomes. To evaluate these metrics further, the playbook introduces three criteria: Effort, which refers to the time and resources required for data collection (rated as high, medium, or low); Timeframe, indicating how soon changes may be observed after adoption (categorized as short (< 6 months), medium (6–12 months), or long (> 1 year); and Frequency, referring to how often changes are tracked (classified as quarterly, semiannual, or annual). These criteria enable practitioners to more critically assess and select metrics that are feasible to track, ensuring they can demonstrate the impact of skills-based strategies. Other ideas are discussed.

Access playbook

AI IN THE WORKPLACE

Research: How Gen AI Is Already Impacting the Labor Market | Harvard Business Review

Shares findings from a study on how Gen AI is impacting labor markets, skills, and demand for certain jobs.

The rapid advancement of Gen AI, such as ChatGPT and image-generating tools, is transforming labor markets and reshaping workforce planning, talent acquisition, and employee development. The article highlights research, forthcoming in Management Science, analyzing over a million job posts and found significant declines in demand for automation-prone jobs like writing (30%) and software development (20%) since the introduction of Gen AI tools. Similarly, graphic design and 3D modeling jobs declined by 17% within a year of tools like DALL-E entering the market. This drop in demand has intensified competition among freelancers, with more bids per job and an increased focus on AI-related skills. The study further reveals that Gen AI's impact goes beyond task replacement, increasing job complexity and requiring broader skill sets. For example, after ChatGPT’s launch, automation-prone job postings required 2.18% more skills than manual-intensive ones, indicating that while Gen AI may reduce demand for some roles, it simultaneously elevates the skill level required for others, underscoring the critical need for upskilling and reskilling in the workforce. With this as the backdrop, I am resharing an Accenture report, which includes a framework for categorizing four types of impacts that AI can have on jobs and work tasks.

Read article

AI AND UPSKILLING

Five Must-Haves for Effective AI Upskilling | BCG

Shares tactics for implementing AI upskilling efforts that drive meaningful business impact, including outcome measurement and practical examples.

As AI continues to reshape work, many organizations are evaluating the need to upskill their workforce. Yet, as noted in the 2024 LinkedIn Learning Report, large-scale upskilling programs often remain in the planning stages. To support organizations moving from planning to implementation, this BCG article emphasizes five key actions for effective AI upskilling: 1) Assess needs and measure outcomes, 2) Prepare people for change, 3) Build in incentives, 4) Position the C-suite as leaders, and 5) Use AI for AI-related upskilling. In terms of measuring outcomes, the article provides an example of a retailer that used A/B testing as part of its upskilling initiative, making its chain of over 500 stores more customer-centric. By focusing on business outcomes, underlying metrics (such as increased sales per square foot and improved customer feedback), and testing different upskilling methods, the company was able to identify the most impactful upskilling practices, resulting in a 150 basis point sales increase, doubled employee engagement, improved customer feedback, and increased sales per square foot. To further support measuring business outcomes and the impact of upskilling efforts, I’m also resharing another BCG article with specific metrics for assessing learning program effectiveness (see Exhibit 1).

Read article

AI IN THE WORKPLACE

Four Futures of Generative AI in The Enterprise: Scenario Planning for Strategic Resilience and Adaptability | Deloitte Center for Integrated Research

Shares 4 scenarios on the possible evolution of GenAI and its potential impact on organizations between now and 2027.

This article explores four potential scenarios for integrating AI into the workplace, each with distinct implications for people, culture, and talent practices. Using a 2×2 matrix, the four scenarios examine the Degree of AI Adoption on one axis and AI’s Impact on the Business Model on the other. While there are several insights offered for the four scenarios, one key takeaway is the potential risk of reducing entry-level opportunities for the early-career workforce as AI becomes more integrated. As organizations adopt AI to streamline operations and improve efficiency, they may unintentionally limit traditional entry-level roles. As a result, organizations will need to reevaluate their entry-level and early career talent strategies with questions such as: Which entry-level roles within our organization are most impacted by AI? How can we redesign entry-level roles to ensure early-career workers gain the skills and experiences needed to thrive in an AI-enhanced environment? How will we measure the effectiveness of our early-career talent strategies in light of AI changes, and what adjustments will be necessary over time? By understanding these impacts and preparing accordingly, organizations can shape their people and culture strategies to navigate AI adoption successfully.

Read article

JOB CUTS AND LAYOFF TRACKER

Here is my tracker, which includes announcements from a segment of organizations that have announced job cuts and layoffs since the start of 2023.

A few firms that announced job cuts in November include:

• Bosch (NSE: BOSCHLTD). The German engineering and technology giant plans to lay off 5,000 employees. The planned job cuts come as German auto companies push to reduce costs to stay competitive in the international market. 3,800 of the job cuts are to be made in Germany.

• Dropbox (NASDAQ: DBX). The company is laying off 20% of its global workforce, the equivalent of 528 roles. Dropbox will be making cuts to the parts of its business where the company is “over-invested or underperforming” while working toward a “flatter, more efficient” team structure.

• Freshworks Inc (NASDAQ: FRSH). The customer-engagement software company announced it is cutting 13% of its global workforce, affecting approximately 660 employees by the end of the year.

• HSBC (NYSE: HSBC). One of the world's largest financial institutions will implement a major restructuring plan affecting hundreds of its senior bankers. As part of the restructuring, hundreds of managers will need to reapply for positions in its newly created corporate and institutional banking division.

• Marriott International (NASDAQ: MAR). The world’s largest hotel company announced plans for corporate-level job reductions, largely to be implemented by the end of Q1 2025.

Access tracker

CHIEF HR OFFICER MOVEMENT

71 Chief HR Officers were hired, promoted, and/or resigned in November. A few headlines include:

• Gucci (MILAN, ITALY)—a global leader in luxury fashion—announced that Francesco Falai will be promoted to Chief People Officer, effective January 1, 2025. Currently serving as SVP of Global People Retail and Business, Falai has been with Gucci since 2017. Falai will succeed Luca Bozzo, who is departing at the end of December.

• Humana (LOUISVILLE, KENTUCKY) [NYSE: HUM]—a leading health and well-being company—announced the appointment of Michelle O'Hara as Chief Human Resources Officer, effective January 1, 2025. She joins Humana from Science Applications International Corporation (SAIC), where she served as the company’s Chief HR Officer for the past 15 years.

• NIKE, Inc. (BEAVERTON, OREGON) [NYSE: NKE]—the world's leading designer, marketer, and distributor of athletic footwear, apparel, and equipment—announced the appointment of Treasure Heinle as EVP and Chief Human Resources Officer, effective January 6, 2025. Heinle, who joined NIKE in 2012, most recently served as the company’s Chief Talent Officer. She succeeds Monique Matheson, who is retiring after a 26-year career with the company.

Never miss another Chief HR Officer announcement. Subscribe to my CHROs on the Go subscription and gain immediate access to +4000 (and growing) CHRO announcements, including hires, promotions, resignations, and board appointments.

If you are already a subscriber to CHROs on the Go, log in here.