Talent Edge Weekly - Issue #299 - Best of May 2025

Here are the most popular articles and resources from the May issues of Talent Edge Weekly. An abridged version is also available.

Author

Brian Heger
June 04, 2025

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

A shout-out to Jessee Williamson, AVP, Talent Management at Lincoln Financial, for referring new subscribers to Talent Edge Weekly. Thank you, Jessee, for your support of this newsletter!

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THIS MONTH’S CONTENT

This Best of May issue includes 18 of the most popular resources from May.

The resources are organized into four sections:  

  1. AI in the Workplace. Focuses on how AI and digital agents are transforming work by restructuring tasks, redefining roles, and increasing productivity.

  2. Talent Practices and Tools. Shares future-of-work reports and their implications for talent practices, followed by tools to support goal alignment, measure skills-based strategies, improve 1:1 discussions, strengthen talent reviews and succession planning, assess internal mobility, and surface overlooked talent segments.

  3. Workforce Needs and Expectations. Explores how evolving employee needs—such as caregiving responsibilities, wellbeing, and flexibility—are reshaping the psychological contract between employers and workers.

  4. Chief HR Officers. Highlights the evolving CHRO role, boardroom engagement, and the strategic influence of HR in shaping future-ready organizations.

This issue has many bonus resources beyond the 18 featured resources!

You can also view an abridged version, which just includes links.

Let’s dive in.  

THIS MONTH’S EDGE

I. AI in the Workplace

Focuses on how AI and digital agents are transforming work by restructuring tasks, redefining roles, and increasing productivity.

AI AND WORK DESIGN

A new article by Ravin Jesuthasan outlines how organizations can unlock AI-driven productivity by deconstructing work tasks and redeploying them across humans and machines. I share my bonus template.

As organizations seek to unlock productivity gains through AI, it will take more than simply layering new technologies onto existing work models. Instead, it requires an intentional evaluation of the work tasks that need to be performed, redeploying those tasks across humans and machines based on capability, and reconstructing entirely new ways of working. In this article, Ravin Jesuthasan outlines five actions for doing so: 1) Start with the work itself—not the technology—by identifying which tasks can be substituted, augmented, or transformed; 2) Use AI as a force multiplier across the tech stack rather than a standalone solution; 3) Look beyond AI to holistically redesign work structures; 4) Plan ahead for how freed-up capacity will be used to create value; and 5) Make work design a core capability across leadership teams. A case study highlights how a global financial services firm overhauled its customer order process using this approach, resulting in a 59% workload reduction and 40% cost savings. To help teams begin this process, I’m resharing my one-page template that prompts users to identify critical tasks, how those tasks are currently performed, how AI might execute them in the future, and the level of change expected. While a simple tool like this isn’t scalable, it’s a powerful way to jumpstart meaningful conversations about how AI could transform task execution, reshape roles, and influence broader workforce strategies.

AI ADOPTION

A new 19-page report on the state of AI integration in the workplace. I expand on the change management component of the discussion.

Amazon Web Services (AWS) recently released its Global Generative AI Adoption Index, based on a survey of 3,739 senior IT decision-makers across nine countries and multiple industries. While the 19-page report includes a range of insights—from AI deployment trends to evolving talent strategies—one point that stood out to me was around change management. Nearly half of the respondent organizations have moved beyond proof-of-concept and are transitioning to production or fully integrating generative AI into workflows. Yet only 14% currently have a change management strategy in place to support adoption—a figure expected to rise to 76% by 2026. As organizations face multiple overlapping changes—not just those related to AI—I believe HR leaders and their teams will need to play an increasingly critical role in addressing change fatigue: when the pace and volume of change exceed employees’ capacity to adapt, leading to performance risks. One suggestion I’d offer is to map all active and proposed change initiatives, identify the most disruptive ones, and assess employees’ ability to absorb the cumulative “change load.” These insights can guide leadership in adjusting the timing, sequencing, or scope of change efforts. Not looking at all changes collectively is like trying to manage a personal financial budget by focusing on just one or two expenses without seeing the full picture; this approach doesn’t reveal whether overall spending is sustainable. The same applies to change—taking a holistic view helps manage the total impact more effectively and increases the likelihood of achieving desired outcomes.

AI AGENTS

Shares how AI agents are automating repetitive, behind-the-scenes administrative tasks to free up capacity for higher-value work.

Organizations continue to explore how AI agents can free up capacity for humans to perform higher-value work. This new article explores this opportunity through what it calls an “administrative revolution,” powered by AI agents—systems or programs that autonomously perform tasks on behalf of a user or another system. According to the research, nearly two-thirds (63.04%) of use cases fall into administrative, repetitive categories such as data collection, document verification, compliance support, internal reporting, and process documentation. For example, in finance, AI agents can match invoices to ledger entries and flag discrepancies. In HR, they can verify payroll data against contracts to reduce fraud and improve compliance. In audit, they can perform reconciliations and low-complexity reviews. To get started, the article recommends: 1) identifying 3–5 rule-based workflows, 2) testing AI agents in a sandbox environment, and 3) forming cross-functional teams to guide adoption and governance. As a bonus, I’m including two related reads: 1) a McKinsey article on AI agents, and 2) Microsoft’s AI at Work, which explores how AI agents can serve as digital collaborators within teams.

AI AGENTS

Explores how AI agents are becoming digital teammates, not just tools that support human work, presenting implications for workforce strategy.

As AI agents—autonomous software programs that can perform tasks, make decisions, and interact with systems or people—become more advanced, they’re evolving from support tools into digital teammates and a new category of talent. As pointed out in this new article, this shift requires HR and procurement leaders to develop an operational playbook for integrating AI into hybrid teams and workforce strategies. The authors outline seven actions to guide this transition: map work to outcomes to determine the ideal mix of human and AI contributions; build a catalog of AI capabilities linked to key tasks; clarify roles and escalation points in hybrid teams; redesign workforce models to include leasing or outsourcing digital labor; establish legal and ethical guardrails; create feedback loops to refine the AI-human mix; and invest in human skills like creativity, judgment, and relationship-building. They also provide guiding questions to navigate emerging challenges—such as “When AI is trained on your proprietary data, who owns the resulting capabilities—you or the AI provider?” As digital labor becomes increasingly embedded in business models, this article offers valuable insights to consider.

II. Talent Practices and Tools

Shares future-of-work reports and their implications for talent practices, followed by tools to support goal alignment, measure skills-based strategies, improve 1:1 discussions, strengthen talent reviews and succession planning, assess internal mobility, and surface overlooked talent segments.

FUTURE OF WORK

Includes 5 reports from Deloitte, World Economic Forum, LinkedIn, and Oliver Wyman Forum on different aspects of the workplace, ranging from the future of recruiting to skills-based frameworks.

I’ve continued receiving requests for recent reports on the future of work, so I’ve curated five that I’ve shared since the start of the year—each with practical insights for HR practitioners and business leaders. 1) 2025 Global Human Capital Trends Report (Deloitte) – This report highlights key workforce trends; one topic I found particularly helpful is how organizations can free up worker capacity to boost productivity. 2) The Future of Recruiting 2025 (LinkedIn) – Explores how AI is reshaping talent acquisition, with trends such as skills-based hiring, quality of hire, the evolving recruiter role, and responsible AI adoption. 3) Future of Jobs Report 2025 (World Economic Forum) – A 290-page report on shifts in job roles and skills, offering data and forecasts that help guide workforce strategy. 4) Workforce Transformation in the AI Era (Oliver Wyman Forum) – Includes an insightful article (p. 34) on the evolving workplace and AI’s impact. 5) Global Skills Taxonomy Adoption Toolkit (World Economic Forum) – A 47-page guide for implementing a shared skills language to support skills-based practices. Whether you're seeing one of these for the first time or want a refresher on a previous read, hopefully, this list provides easy access to the resource you find most helpful.

PERFORMANCE MANAGEMENT

My one-page infographic with practical actions to help leaders, managers, and employees realign their goals for the next few months of the performance year.

One-third of 2025 is behind us—but that means two-thirds of the year still lies ahead, presenting a significant opportunity to accelerate progress and drive meaningful performance outcomes. This is a pivotal moment to pause, realign, and accelerate progress toward performance goals. With intentional focus, leaders, managers, and employees can maximize the impact of their energy, time, and resources by: 1) revisiting and realigning key goals and priorities, 2) ensuring everyone is clear on what matters most, and 3) channeling efforts into the highest-impact activities. To support this effort, my one-page infographic outlines practical actions for leaders, managers, and employees to help realign and accelerate progress on 2025 goals. For instance, leaders can conduct a quick review of current resource allocation—including time, budget, and talent—and redirect them to areas that will deliver the greatest impact. Managers can use one-on-one meetings with direct reports to focus on key actions and priorities. Employees can push back on tasks, requests, or distractions that don’t align with what matters most. As organizations look to refresh their mid-year performance efforts, feel free to use this infographic if it aligns with your goals.

PERFORMANCE MANAGEMENT

My cheat sheet with questions managers and direct reports can use to help get more value from their 1:1 discussions.

Performance management (PM) is one of the most effective practices for driving organizational, team, and individual performance. While technology and process play important roles, one of the most overlooked drivers of PM is the quality of regular 1:1 discussions between managers and direct reports. I previously shared my one-page infographic, which includes 24 sample questions, to support these conversations. When done well, 1:1s help clarify priorities, remove roadblocks, and sustain momentum. But when underutilized, even small missed opportunities—though seemingly minor on their own—compound over time, quietly undermining performance. With the first five months of the year behind us, there’s still time to reset and use 1:1s as a performance differentiator for the remainder of the year. To help, here are eight reflection questions managers and direct reports can use to identify ways to improve the impact of their 1:1s, such as: Are we consistently holding them, or do they get delayed or deprioritized? Are we spending most of our time on what matters—performance, priorities, and development? Is this a space for honest, two-way feedback—not just tactical updates? While the fundamentals of PM may not feel exciting, consistently executing them at a high level often makes the biggest difference. Even experienced leaders may have untapped opportunities to elevate their 1:1s. Use these questions to unlock them.

SKILLS-BASED TALENT PRACTICES

A 28-page report on how talent practitioners can measure the impact of skills-based talent practices at their companies.

This 28-page report offers practical recommendations for quantifying the impact of skills-based talent practices. Developed through a collaboration between Business Roundtable member company leaders and expert partners as part of the Multiple Pathways Initiative, participating companies include American Express, Chevron, Medtronic, Target, and Walmart, among others. One of the report’s key features is a framework of 10 critical questions organizations should answer to evaluate the impact of skills-based practices—each paired with suggested metrics. The questions are grouped into three categories: 1) practice adoption, 2) employee impact, and 3) business impact. For example, under practice adoption, one question asks: Are we actually hiring more people based on skills? A corresponding metric might be: the percentage of new hires without a 4-year degree out of total job postings that do not require one. Additional ideas are also explored. As a bonus, I’m resharing another Business Roundtable paper, Cultivating a Skills-Based Culture, which highlights early lessons from companies working to embed skills-based practices. A key takeaway is the need to clarify the “why” behind skills-based practices. Without a clearly defined purpose, these efforts risk being deprioritized or perceived as performative rather than strategic.

TALENT MANAGEMENT

A one-page worksheet to help practitioners evaluate opportunities to improve the impact of talent reviews.

As organizations prepare for talent reviews, I’ve created this editable worksheet to assist practitioners in identifying opportunities to enhance the impact of their talent review practices. 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). This resource aims to foster discussions that generate actionable insights for improving talent review practices. And in case you missed it, here is my infographic, Talent Reviews: Eight Example Questions and Why They Matter. 

SUCCESSION PLANNING

A new article highlighting gaps in succession planning. I reshare two of my cheat sheets on succession.

In one of my previously shared infographics, I outlined three core succession challenges: 1) lack of succession depth, 2) insufficient successor readiness, and 3) turnover in the successor pool. A new article from the Harvard Law School Forum on Corporate Governance reinforces these issues and highlights additional concerns among next-generation C-suite leaders. Survey insights reveal key gaps, including: 1) only 36% of participants in a succession process felt it was transparent; 2) just 52% report access to development opportunities that support their growth; and only 34% believe their current role provides a clear path to the C-suite. 3) While coaching and mentoring are seen as two of the most impactful development tools, only 45% have access to coaching, and just 27% receive mentoring. These findings suggest that even when leadership development is happening, it may be misaligned with what high-potential leaders actually need. 4) From a retention perspective, the stakes are high—71% of next-gen C-suite leaders that were part of this research are considering a move, and those who feel misaligned with leadership culture are 1.5x more likely to leave. To help identify where you can strengthen your succession efforts and address these challenges, I’m resharing my one-page cheat sheet with 10 guiding questions, 12 metrics to track progress, and 9 trigger events that may prompt a reassessment of succession plans. While succession planning involves more than what’s on the sheet, this tool helps streamline critical elements to support focused discussions and better decisions.

INTERNAL MOBILITY

My cheat sheet with questions to help organizations more critically evaluate aspects of their internal mobility policies.

Internal mobility (IM)—the movement of employees across different roles and opportunities within the same organization—is critical to effective talent management. While many companies are investing in technology to enable internal talent movement, it’s equally important to consider the non-technological factors that can either enable or hinder this movement. One of the most significant of these is internal mobility policies and guidelines. Although such guidelines are intended to streamline processes, ensure compliance, and minimize business disruption, they can also create unnecessary barriers by over-regulating the conditions under which internal moves occur. The key is to ensure these policies are thoughtfully crafted to support both organizational goals and employee growth. To help organizations, I’ve created this cheat sheet that highlights examples of six common internal mobility policy factors (such as tenure requirements, manager approval, level restrictions) and questions to help organizations think through each aspect of that policy. The output can help leaders determine when a policy may be warranted and when it could unnecessarily create barriers to internal mobility.

INTERNAL MOBILITY

My one-page diagnostic to help managers identify and address behaviors that may unintentionally limit internal mobility within the organization.

I shared my cheat sheet to help organizations evaluate whether their internal mobility policies and guidelines support or hinder talent movement. While some policies are necessary, others may create unintended barriers by over-regulating how and when internal moves occur. For example, some organizations require employees to remain in a role for a set period before applying elsewhere or mandate manager approval for internal applications. Beyond policy, “talent hoarding” can also block movement—when managers discourage high performers from pursuing internal opportunities. Since many managers may not realize they’re exhibiting these behaviors, self-awareness is a critical first step. To support this, here’s my one-page diagnostic with 10 reflection statements to help managers assess their talent-sharing mindset. As many organizations are preparing for talent reviews this time of year—where talent movement is often discussed—this cheat sheet can be a timely reference to help managers self-assess whether they are enabling or hindering internal mobility. This awareness could help promote greater talent sharing, bringing shared benefits to both the organization and individual employees.

TALENT ACQUISITION

My one-page infographic highlights eight segments of hidden workers, with descriptions and red flags that may signal your hiring process is unintentionally excluding these overlooked talent pools.

Talent acquisition teams are constantly seeking ways to identify new sources of talent. One underutilized strategy is tapping into ‘hidden workers’—individuals with valuable skills who are often overlooked due to gaps in hiring practices, policies, or 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 groups fall into this category, my infographic highlights eight examples, each with a brief description. In addition to the descriptions, I include a “red flag” for each segment—signs that your hiring process might be excluding these candidates. For instance, the long-term unemployed—individuals out of work for an extended period—may be filtered out by algorithms that screen for employment gaps. Another group is career changers—professionals transitioning between industries or roles—who may be overlooked when hiring processes overemphasize industry-specific experience rather than transferable skills. This infographic can serve as a starting point to help organizations identify and address gaps in their talent acquisition strategies—unlocking opportunities to tap into overlooked talent pools and gain a competitive advantage.

III. Workforce Needs and Expectations

Explores how evolving employee needs—such as caregiving responsibilities, wellbeing, and flexibility—are reshaping the psychological contract between employers and workers.

CULTURE & EMPLOYEE WELLBEING

A new study shows that employees who disconnect from work, such as after normal work hours, are sometimes penalized in promotion decisions.

Employee health and well-being are top priorities for many organizations. According to the World Economic Forum’s Future of Jobs Report 2025, employee well-being is now the leading strategy for attracting talent, rising from 9th place in 2023. While wellness programs and related initiatives support these efforts, organizations often overlook how elements of the work environment—especially the signals sent by managers—can influence well-being. A new study highlights a ‘detachment paradox’: although managers recognize that psychological detachment—mentally switching off during non-work hours through actions like setting out-of-office replies, taking vacation days, or turning off work devices—boosts well-being and performance, they often penalize employees who engage in these behaviors when evaluating them for promotions or new roles. Across 16 studies, employees who detached were seen as less committed, even when their performance matched or exceeded that of their peers. The penalty remained even when detachment was for virtuous reasons, like caregiving. However, the study found that formal policies—such as discouraging weekend emails—reduced this bias. One question for managers: Who am I rewarding—those who are ‘always on’ and constantly available, or those who are most effective? Reflecting on questions like this can help managers and leaders create a culture where well-being is supported and performance can thrive.

CULTURE & RETURN-TO-OFFICE

A new article on how broken trust and expectations in the employer-employee relationship fuel return-to-office tensions.

Return-to-office (RTO) mandates have dominated headlines over the past two years. However, as highlighted in this new article, the real issue runs deeper: a breakdown in the psychological contract—the implicit, trust-based understanding of what employees owe their company and what the company owes them. While the article explores the origins of this concept, one of its central points is that leaders often apply an “ethics of justice” approach—creating uniform policies—while employees increasingly seek an “ethics of care” that recognizes individual needs and contexts. This disconnect can lead to frustration and eroded trust, especially when RTO policies lack flexibility. The authors suggest empowering managers to adapt policies to local and individual circumstances. This post isn’t about which RTO decision an organization should make; rather, it’s to emphasize that how those decisions are made and implemented has broader implications for the employee-employer relationship. For those interested in the RTO conversation, I’m resharing two articles: 1) Does Returning to the Office Support Your Company’s Strategy? and 2) a Microsoft WorkLab article on setting in-person expectations based on “moments that matter”—where in-person connection offers unique advantages.

WORKING MOTHERS

Shares research on the career cost of dual-caregiving for working mothers, underscoring the need for employers to integrate caregiving support into their workforce strategies.

This report explores the growing impact of dual-caregiving—supporting both children and aging parents—on working mothers. It reveals the significant career, financial, and emotional toll on this fast-growing employee segment and highlights the urgent need for employer action. Among the findings: 51% of sandwich generation moms have left a job due to caregiving demands; 66% say employer benefits don’t meet their adult caregiving (66%) and childcare (68%) needs; and 64% of their sick and PTO days are used for caregiving, with nearly 70% dipping into savings to support their families. The report also notes that 61% of ‘sandwich moms’ have been in their caregiving role for five years or less, while 56% of all moms surveyed anticipate entering a dual-caregiving role—indicating this is a growing workforce trend. While the report focuses on working moms, others across the workforce face similar dual-caregiving demands, making the issue even more widespread than the data suggest. Employers that want to access this growing talent segment must integrate caregiving into their workforce strategy—through flexible work arrangements, caregiver leave, and accessible support programs. These decisions can significantly impact talent acquisition and workforce planning strategies, both now and in the years to come. To supplement this report, I am resharing the 2024 Women in the Workplace report, published by McKinsey and LeanIn in September 2024.

IV. CHIEF HR OFFICERS 

Highlights the evolving CHRO role, boardroom engagement, and the strategic influence of HR in shaping future-ready organizations.

CHIEF HR OFFICER & THE BOARD

A new article on how CHRO-board engagement is evolving at publicly traded companies in the US and Europe.

Boards of Directors are placing greater emphasis on human capital and capability topics. Yet, a November 2024 survey published by Directors & Boards of 500+ board members shows that only one-third believe their boards are effective in this area. A key reason cited is the volume of data and lack of context, which hinders strategic discussions. This is where the Chief HR Officer (CHRO) can add significant value. In a new article by Matteo Tonello of The Conference Board, he explores the evolving CHRO role in the boardroom. One section notes that “Boards and CEOs expect CHROs to act as enterprise leaders who align human capital strategy with financial, operational, and risk priorities and drive workforce strategy, succession planning, M&A, and transformation in collaboration with the wider C-suite.” However, a CHRO’s impact depends on two factors: 1) the strength of their CEO partnership and 2) the depth of their board engagement. Those strong on both can shape strategy and drive transformation; those who aren’t risk being underleveraged. The article also outlines ways CHROs can boost board influence and avoid four common derailers. It’s a valuable read for CHROs, aspiring heads of HR, and HR team members supporting board-facing efforts. I’m also resharing The Conference Board’s paper, Telling the Human Capital Management Story, which offers ideas for tailoring human capital narratives to boards and other stakeholders.

CHIEF HR OFFICER SKILLS

A new report explores how the CHRO role is evolving—and what it will take to succeed in the years ahead.

This new report explores how the Chief HR Officer (CHRO) role is evolving—and what it will take to succeed going forward. Based on interviews with global CHROs and analysis of public companies across regions, it examines how the role is broadening, who the next generation of CHROs will be, and how leaders can prepare. A few key insights: Future CHROs Will Have Broader, Cross-Functional Experience. Only 26% of new CHROs in 2024 came from traditional HR tracks, with many rising through operations, governance, or even the CEO track. Implication: Career paths into the CHRO role are diversifying, making rotational experience—especially in business-facing HRBP or regional roles—increasingly important. AI is Redefining Work—and the CHRO Role. CHROs will play a key role in AI integration, workforce redesign, and emerging roles like “AI Workforce Architect.” Implication: CHROs must build HR tech fluency, partner with tech leaders, and lead reskilling and change initiatives. Other implications are also discussed. As a bonus, I’m resharing Deloitte’s recent article, Reimagining CHRO Roles and Responsibilities for Strategic Growth, based on 748 CHRO job postings and interviews across 20 industries. It highlights how the CHRO role is expanding in scope and complexity, requiring mastery in analytics, regulatory acumen, and business management.

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.

Partial view of tracker

A few firms that announced job cuts in May include:

  • Estée Lauder (NYSE: EL). The US-based luxury beauty and skincare company announced it is laying off 2,600 employees as part of a broader plan to cut 7,000 jobs amid declining sales.

  • IBM. (NYSE: IBM). The tech giant has announced plans to lay off approximately 8,000 employees, many from its Human Resources division, as part of a strategic shift towards integrating AI into its operations.

  • Microsoft (NASDAQ: MSFT). The tech giant is cutting nearly 3% of its global workforce—about 6,000 employees—including roles at LinkedIn. The layoffs are part of broader efforts to streamline operations, reduce management layers, and boost agility amid major investments in AI infrastructure.

  • PwC. The Big Four professional services firm announced it has laid off 1,500 U.S. employees—about 2% of its workforce—primarily in audit and tax roles, citing low attrition and the need to restructure.

  • UPS (NYSE: UPS). The parcel delivery giant announced plans to cut 20,000 jobs, impacting just over 4% of its workforce, as part of a major cost-cutting and network reconfiguration strategy.

CHIEF HR OFFICER MOVEMENT

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

  • Grainger (CHICAGO, ILLINOIS) [NYSE: GWW]— the leading broad line distributor of maintenance, repair and operating (MRO) products serving businesses and institutions—announced that Melanie Tinto has been appointed as SVP, CHRO. She joins Grainger from WEX, a financial technology solutions provider, where she served as CHRO for the past seven years.

  • Omnicom Group (NEW YORK, NEW YORK) [NYSE: OMC]— a leading provider of data-inspired, creative marketing and sales solutions—announced the appointment of Susan Catalano as Chief People Officer for the U.S. Catalano joins from WeWork, where she served as Chief People Officer & Chief Administrative Officer for the last six years.

  • Pizza Hut—and the Yum! Brands family  (PLANO, TEXAS) [NYSE: YUM]— has named Tara Shawel Chief People Officer. Tara joins from Walgreens Boots Alliance, where she most recently served as VP, HR for Retail and Consumer business. During her nine-year tenure with Walgreens Boots Alliance, and prior to that, almost 15 years with Walgreens, she held several HR roles, including HR Business Partner across multiple areas as well as organizational development roles. 

  • Xerox (NORWALK, CONNECTICUT) [NASDAQ: XRX]—a leader in office and production print technology—announced that Kim Kleps has been named Chief People Officer. Kleps, who has been with Xerox for 11 years and most recently served as SVP, People, Talent, Culture, & Diversity, will join as a member of the Executive Committee as part of Xerox's $1.5 billion acquisition of Lexmark International, Inc. The acquisition is projected to close in the third quarter of 2025. ​

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I look forward to sharing more resources with you throughout June.

Have a great month ahead, and I’ll see you in next week’s issue!

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Talent Edge Weekly is written by Brian Heger, a human resources practitioner. You can connect with Brian on Linkedin and brianheger.com.