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- Talent Edge Weekly - Issue #304 - Best of June 2025
Talent Edge Weekly - Issue #304 - Best of June 2025
Here are the most popular articles and resources from the June issues of Talent Edge Weekly. An abridged version is also available.
Brian Heger
July 02, 2025
SPONSORED BY
Welcome to this special Best of June issue of Talent Edge Weekly!
A shout-out to Stephanie Johnson, Director, Human Resources and Talent Management at Hagerty, for referring new subscribers to Talent Edge Weekly. Thank you, Stephanie, for your support of this newsletter!
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THIS MONTH’S CONTENT
This Best of June issue includes 18 of the most popular resources from June.
The resources are organized into four sections:
Unlocking Workforce Capacity. Explores how organizations can improve effectiveness and free up capacity by eliminating low-value work, redesigning workflows, addressing hidden performance barriers, and managing the cumulative toll of organizational change.
AI in the Workplace. Covers how AI—particularly agentic AI—is reshaping managerial roles, team collaboration, and work design by moving beyond task automation to become an integrated partner in core workflows and decision-making.
Talent Practices. Features tools, frameworks, and research to support talent development, internal mobility, succession planning, and skills-based strategies—helping organizations strengthen leadership pipelines, identify critical roles, and embed learning in the flow of work.
HR Effectiveness & Chief HR Officers. Examines how HR leaders and CHROs are driving strategic impact—by building the business case for new HR initiatives, shaping the future of the function, advancing talent and leadership strategies, and leading organizational transformation.
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
1. Unlocking Workforce Capacity
Explores how organizations can improve effectiveness and free up capacity by eliminating low-value work, redesigning workflows, addressing hidden performance barriers, and managing the cumulative toll of organizational change.
ORGANIZATIONAL EFFECTIVENESS
A new report that shows how fragmented focus, constant interruptions, and excessive meetings are eroding productivity—and why rethinking how work is structured is critical to unlocking AI’s full potential.
AI continues to transform work—automating tasks, accelerating decisions, and freeing time for higher value work—while holding even greater potential. But realizing that potential requires more than new tools; it demands rethinking how work is structured and experienced. A new Microsoft WorkLab report warns that without change, organizations may simply use AI to accelerate a broken system—one plagued by fragmented focus, constant interruptions, and poor collaboration. Drawing from Microsoft 365 data and a survey of 31,000 workers, it finds that employees are interrupted every two minutes (up to 275 times/day) and receive 153 Teams messages and 117 emails daily. Sixty percent of meetings are ad hoc, and 1 in 10 is scheduled at the last minute. Meetings after 8 p.m. have risen 16%, with many working late just to keep up. The result? An “infinite workday” that quietly erodes productivity and well-being. Separate reports from Deloitte and Mercer echo this, citing too many meetings, interruptions, and lack of focus time as major drains. While AI offers real opportunities to unlock capacity, those gains will fall short without cultural and mindset shifts. Leaders can ask: 1) How are our ways of working helping or hindering performance? 2) What norms must change so employees can do their best work where it matters most? Reimagining work—through the combined power of AI and mindset shifts—can unlock your workforce’s full potential.
ORGANIZATIONAL CAPACITY
My cheat sheet with 10 questions to identify opportunities to unlock workforce capacity—before defaulting to hiring.
Although hiring talent is a crucial part of any talent strategy, managers often default to talent acquisition—hiring more people—as a reactive response to meet work demand. As I’ve tracked thousands of layoffs over the past few years through my layoff tracker, a common theme continues to emerge: many organizations cite “over-hiring” as a reason for workforce reductions, leading to costly cycles of hiring, layoffs, and rehiring. While better workforce planning and talent forecasting can help address this issue, a complementary solution should also be considered: finding ways to unlock capacity within the current workforce. One way to do this is by improving ways of working. Consider a team that spends 30% of its time in low-value meetings, navigating approval delays, or duplicating efforts. By redesigning workflows, clarifying decision rights, and eliminating redundancies, that same team can free up significant capacity. To help identify these opportunities, my editable cheat sheet includes 10 diagnostic questions, such as: Where are teams spending time on low-value or repetitive work that could be eliminated, automated, or streamlined? Where do decisions frequently stall or require excessive approval layers? With AI redefining how work gets done, now is an opportune time to reexamine how capacity can be unlocked to deliver stakeholder value and business performance.
CHANGE MANAGEMENT
My one-page template to help leaders assess current and proposed organizational changes to better manage change fatigue and ensure sustainable implementation.
As many organizations implement workplace changes, such as new technologies, AI, team restructuring, return-to-office policies, or updated processes, I’ve received multiple requests for change management resources. Behind these requests is a growing concern about change fatigue: a state of physical and mental exhaustion caused by the constant need to adapt to new initiatives. According to Prosci’s Best Practices in Change Management report (May 2023), the average organization manages five major change initiatives at any given time, with many overseeing 10 or more when including smaller projects and process changes. That number is likely even higher today. Leaders who focus solely on the business case for individual change initiatives often lack visibility into the overall volume of change occurring across the organization. This can lead to a cumulative toll on teams—driving disengagement, resistance, and burnout. To help leaders gain a clearer view and manage change in a more sustainable manner, my one-page template helps initiate a holistic review of all current and proposed changes, their timing, and their impact across various groups. This editable one-pager helps organizations better align the pace of change with employees’ capacity to adapt, serving as a starting point for developing more detailed change management plans.
DEVELOPMENT & PERFORMANCE
My cheat sheet includes examples of workplace ‘blind spot’ scenarios and tactics to identify and mitigate them.
A few weeks ago, while backing my car out of a tight spot in a mall parking garage, I checked my mirrors and thought I had a clear view. But just as I began to move, someone walked behind my car. Fortunately, my vehicle’s safety system alerted me in time. It was a reminder of how easily we can overlook something nearby, often very close, simply because we’re unaware it’s there, even when we think we’re paying attention. The same thing happens in organizations, where we can miss critical issues or behaviors that are right in front of us because they fall outside our awareness. In the workplace, blind spots are gaps in self-awareness that can undermine performance, relationships, or career growth if not recognized and addressed early. These blind spots vary by context, such as being a first-time manager, shifting from an operational to a strategic role, or returning to a role after a career break. To help, I’ve created a one-page cheat sheet with nine example scenarios where blind spots often emerge, early warning signs they may be present, and a sample tactic to help address each. As you review the cheat sheet, consider asking a colleague, a boss, or a direct report: “What’s one thing you think I’m unaware of in how I work or lead that, if improved, could significantly impact my own performance as well as that of the team and people with whom I work?” The answer may uncover a hidden opportunity to accelerate your growth, fuel team performance, and create stakeholder value.
II. AI in the Workplace
Covers how AI—particularly agentic AI—is reshaping managerial roles, team collaboration, and work design by moving beyond task automation to become an integrated partner in core workflows and decision-making.
AI AND MANAGEMENT ROLES
Discusses how AI is reshaping work activities long handled by middle management, such as project coordination and operational decisions.
As AI becomes more embedded in the workplace, it’s reshaping roles, responsibilities, and the overall design of work. Middle management is one area feeling this shift acutely, as tasks that once defined these roles—such as status updates, performance tracking, project coordination, and operational decisions—are now increasingly handled by AI-powered dashboards, copilots, and workflow assistants. A new Harvard Business School study, referenced in this HBR article, analyzed over 50,000 developers using GitHub Copilot and found that generative AI is accelerating a shift in task distribution, with individual contributors spending more time on core work (coding) and less on project management—once the domain of their managers. Specifically, coding activity as a share of total work rose by 5%, while project management fell by 10%. As AI enables employees to work more independently, it reduces the need for constant managerial oversight. This shift can help flatten hierarchies and allow middle managers to focus on higher-value work. To realize these benefits, organizations can begin by examining how work actually gets done—evaluating workflows, recognizing how AI is already in use, and having candid conversations with managers about how it can elevate their roles. While the article offers helpful ideas, I’m also resharing my one-page cheat sheet to help organizations think through AI’s implications for work task execution.
AGENTIC AI
A new report on how organizations can unlock AI’s transformative potential by shifting from just general AI-purpose tools to agentic AI embedded in core workflows.
This new 28-page report explores how organizations can break free from the “gen AI paradox”—where widespread use of generative AI has yet to produce measurable business results. At the core of this paradox is a mismatch between horizontal tools like enterprise-wide copilots and chatbots—which are easy to scale but deliver diffuse, hard-to-track gains—and vertical use cases embedded in specific business functions, which offer more transformative potential but are rarely deployed beyond pilot phases. To unlock real value, the authors argue that organizations must shift to agentic AI: proactive agents that autonomously execute workflows and drive outcomes. But success requires more than layering agents onto old processes—it demands rethinking how work gets done and designing workflows with agents at the core. While the report contains numerous insights, one visual that stands out is Figure 4, which illustrates how a retail bank reimagined the creation of credit-risk memos. Relationship managers (RMs) had been spending weeks manually drafting memos using data from ten sources. In the agentic model, AI agents now extract data, draft sections, generate confidence scores, and propose follow-up questions—shifting the RM’s role to strategic oversight. The result: a potential 20–60% boost in productivity, including a 30% faster credit turnaround. As organizations envision the potential impact of AI agents on core workflows, the visual is a useful framework for presenting the before-and-after picture. As a bonus, here is Stanford University’s 2025 Artificial Intelligence Index Report, which includes 457 pages on various aspects of AI.
AI AGENTS
An MIT study explores how AI agents influence human productivity and collaboration.
AI agents are rapidly evolving from passive tools into active collaborators—changing not just what work is done, but how it's done, who does it, and how teams function. To explore this shift, researchers at MIT conducted a study to understand how AI agents influence productivity and collaboration. Over 2,300 participants were randomly assigned to human-human or human-AI teams to co-create ads for a real organization. Pairing humans with AI agents resulted in a 60% increase in individual productivity, more task-focused communication, and higher-quality ad copy. The study also examined how personality traits—measured using the Big Five personality test—influenced outcomes. For instance, conscientious humans paired with open AI agents improved image quality, while extroverted humans paired with conscientious AI agents saw declines in ad quality. While there’s a lot to unpack in this 50+ page research paper, it offers another data point on AI’s impact on key business outcomes.
III. Talent Practices
Features tools, frameworks, and research to support talent development, internal mobility, succession planning, and skills-based strategies—helping organizations strengthen leadership pipelines, identify critical roles, and embed learning in the flow of work.
DEVELOPMENT
Allan Church, Ph.D., and Dale Rose, Ph.D., share five principles for delivering more actionable 360 feedback.
360 Feedback—a process in which leaders receive input on their behaviors and effectiveness from multiple sources—is a staple in leadership development across many organizations. Still, many fail to unlock its full strategic value. In a new article by Allan Church, Ph.D., and Dale Rose, Ph.D., they discuss how the way 360 Feedback results are delivered plays a pivotal role in determining whether they drive meaningful individual growth and inform broader talent decisions. Many companies rely on dashboards and AI tools, but these often lead to inconsistent interpretations and “analysis paralysis,” limiting insight. Structured, standardized reports—with clear messaging, relevant content, and transparent governance—offer a consistent view that supports development, comparability, and business alignment. Allan and Dale outline five principles for strategic impact: 1) Clarity of the Message, 2) Time and Timing, 3) Data Governance, 4) Accountability and Motivation to Change, and 5) Relevant and Consistent Content. A particularly compelling point to reinforce: 360 Feedback can’t rely on generic leadership models that simply cover a broad set of behaviors. To be strategic, it must reflect what the CEO and senior team are trying to deliver. With this as the backdrop, I’m resharing my 2016 article, Identifying Leadership Capabilities that Drive Business Performance, which outlines four steps to pinpoint the specific leadership capabilities most critical to an organization.
SUCCESSION PLANNING
My one-page cheat sheet with 9 questions and tips to help identify development moves that accelerate successor readiness.
Succession planning is crucial for ensuring business continuity and maintaining a strong leadership pipeline. Yet despite its importance, many organizations struggle to prepare successors effectively for larger roles. Two common barriers I often see are: 1) lack of accountability for development follow-through, where plans are created but not tracked or executed, leading to stalled growth and missed opportunities; and 2) development efforts that don’t address the most critical skill or experience gaps, defaulting instead to generic, low-impact activities. Leaders also tend to rely on vague timelines like “ready in 12 months” to assess readiness. While directionally useful, this approach overlooks which specific skills must be built, how to build them, and the time required. An alternative is to define readiness by the “number of development moves away”—the distinct number of development experiences or actions a successor needs to complete before being considered ready for the role. Against this backdrop, I’ve created a one-page cheat sheet with nine questions and tips to help leaders think in terms of development moves required for readiness. Focused actions like these, paired with clear accountability, are what truly move the needle on accelerating successor readiness.
TALENT MANAGEMENT
My slide to help evaluate if key development roles are used effectively to support talent growth and leadership pipeline flow.
In every organization, certain roles act as accelerators of development—positions where the nature of the work and its challenges enable individuals to build critical skills and gain meaningful experiences faster than in other roles. But when someone remains in one of these high-impact roles too long—without the interest or potential to move into larger, more complex roles—it can hinder both individual growth and organizational performance. Signs of stagnation often include disengagement, delayed succession readiness, and the departure of high-potential talent seeking development elsewhere. To keep development and leadership pipelines flowing, it’s essential to regularly assess whether these roles—often limited in number—are being used to unlock opportunities for others. To jumpstart your thinking, here’s my one-page slide with guiding questions for managers: Has the person been in the same development role for an extended period without progression? Are they open to new responsibilities or stretch opportunities? Is their continued presence in the role limiting access to valuable experiences for successors? While there are other ways to accelerate development—such as short-term assignments—roles remain a meaningful and powerful source of growth. This topic can be woven into talent review discussions to support more informed and strategic talent decisions that strengthen organizational performance.
INTERNAL MOBILITY
My one-page editable template designed to help identify the presence of nine common barriers to internal mobility, so actions can be taken in response
Internal mobility—the movement of employees across different roles and opportunities within the same organization—is a critical component of talent management. However, several factors can limit internal mobility, including restrictive policies that govern the conditions under which moves can take place, managers who resist letting go of high-performing team members to other parts of the organization, and the absence of enabling technologies such as internal talent marketplaces. We recently discussed this topic in my new, private Talent Edge Circle community for internal HR practitioners (currently have a waiting list to open to new members soon). We had a practical discussion to examine common barriers to internal mobility and explored tactics for addressing them within each member organization. To help others, I’m sharing one of the resources used during the discussion, which is a one-page sheet featuring nine examples of internal mobility barriers. It includes a brief description of each barrier, a section to indicate whether the barrier exists in your organization, space to provide additional context, and a column to identify two to three actions to address it. By organizing the information in this simple format, teams can more easily pinpoint barriers and take targeted steps to overcome them.
LEARNING & DEVELOPMENT
A 38-page report with evolving trends in learning and development, including how leading organizations are embedding learning into daily work.
The McKinsey Research and Innovation (R&I) Learning Lab reviewed over 45 global learning trend reports across various industries. A team of senior leaders analyzed data, identified themes, debated findings, and shaped perspectives on the future of people development. One standout insight: forward-looking organizations are embedding learning into work—not treating it as a separate or scheduled activity. Instead of asking employees to pause work to learn, they integrate learning across the employee experience—from hiring and onboarding to daily tasks and performance feedback—making work itself a primary vehicle for development. It’s a shift from viewing learning as a destination to seeing it as a thread woven through everyday activity. Still, many employees experience learning as disconnected from their roles. Instead of asking “How do we get people to make time to learn?”, leading firms now ask, “How do we make the challenges of work spark growth?” By embedding development into workflows and interactions, learning becomes an essential and ongoing process. Each of the report’s three sections—including one on responsible AI—ends with practical actions for leaders, managers, and individual contributors to enable learning.
SKILL-BASED TALENT PRACTICES
A 28-page report offers recommendations for quantifying the impact of skills-based talent practices. I also reshare two reports from the Business Roundtable on skills-based practices.
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 two other Business Roundtable reports, 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. The other is the Skills-Based Internal Mobility Playbook, a 56-page resource featuring insights gathered from VP and C-suite HR leaders.
CRITICAL ROLES
I reshare two of my resources that continue to be requested on critical roles.
An organization’s ability to identify and plan for its critical roles is essential to effective workforce planning and talent management. Although I’ve previously shared many of my resources on this topic, I continue to receive requests for them, so I’m resharing two here to make them easier to access. 1) My infographic highlighting five barriers to identifying critical roles. For example: Hierarchical-Driven—basing a role’s criticality solely on its level and overlooking non-executive roles, when in fact, criticality is determined by a role’s impact on stakeholder value, regardless of level; Recruitment Difficulty—assuming that hard-to-fill roles are always critical, which is not necessarily the case; and Near-term View—focusing only on current needs without considering how criticality may shift as business strategies evolve. HR practitioners can use this infographic to build greater awareness of these barriers by regularly evaluating how critical roles are defined and assessed. 2) My editable template helps organizations identify critical roles and estimate related risks. Users can enter roles and simply check boxes to indicate when specific indicators apply. Even discussing these indicators—without completing the template—can reveal opportunities for more effective talent planning.
IV. HR Effectiveness & Chief HR Officers
Examines how HR leaders and CHROs are driving strategic impact—by building the business case for new HR initiatives, shaping the future of the function, advancing talent and leadership strategies, and leading organizational transformation.
HR EFFECTIVENESS
My one-page cheat sheet with questions to help HR leaders think through their business case for building new HR functions or teams.
As organizations increasingly rely on HR to enable business capabilities and drive stakeholder value, I’ve heard from many Talent Edge Weekly subscribers who are building new HR functions or expanding their teams. As part of these efforts, they’re focused on developing a compelling business case. While business cases can vary in complexity, I’ve created a one-page cheat sheet with guiding questions to help HR leaders and their teams think through key components of their case. Whether you’re proposing a new people analytics team or an employee experience function, this streamlined, nine-section resource walks you through everything from identifying the core problem to articulating ROI and mapping out implementation timelines. It includes practical prompts—such as “What’s driving this need: a new strategy, growth, or compliance?” and “What happens if you don’t act?”—to ensure your case addresses the nuances that often influence approval outcomes. This cheat sheet helps transform an overwhelming process into a clear, actionable plan.
HR STRATEGY AND LEADERSHIP
A new report exploring trends in HR priorities, learning & development ROI, and leadership pipeline challenges.
DDI just released its HR Insights Report 2025—a global study of 2,185 HR professionals and 10,796 leaders. The 19-page report includes seven sections: HR’s evolving strategic role, the impact of assessments, succession planning, retention, Gen Z trends, development measurement, and AI leadership readiness. One section that stood out is succession planning. While many CHROs rank internal talent development as their top priority and 75% prioritize internal promotion, only 20% of HR leaders have successors ready for critical roles—and just 49% of key roles could be filled internally today. In my experience, these gaps often stem from two challenges: 1) lack of accountability for follow-through, where development plans are created but not executed, and 2) development that’s too broad, defaulting to low-impact activities rather than targeting the most critical skills or experiences. To identify higher-impact development actions for successors, ask: Which actions accelerate readiness for multiple roles? (e.g., experiences that benefit more than one succession path). Which build multiple capabilities at once (e.g., leading a cross-functional initiative that develops strategic thinking, influence, and change leadership)? Which exposes successors to the complexity of the targeted role (e.g., managing across boundaries)? Can these activities be built into the successor’s current responsibilities/role? If not, are there short-term assignments that provide similar stretch? Accountability and prioritization are what drive progress in accelerating successor readiness.
CHIEF HR OFFICER
A 26-minute video featuring LinkedIn CPO Teuila Hanson and IBM CHRO Nickle LaMoreaux discussing evolving HR priorities and the future of work.
In this 26-minute video discussion, Teuila Hanson, Chief People Officer at LinkedIn, sits down with Nickle LaMoreaux, CHRO at IBM, in the latest episode of Conversations with CHROs. Teuila opens by asking Nickle: What are the top two challenges keeping her up at night? Her answer: 1) skills—understanding which skills matter, how to upskill and reskill, and how to anticipate shifting needs before employees fall behind; and 2) culture transformation—how to evolve the company while preserving critical aspects of the culture and bringing employees along for the journey. Nickle also shares why she believes HR is uniquely positioned to lead AI transformation. First, skills—a core part of any AI initiative, where HR has deep expertise. Second, culture—because adoption requires behavior and mindset shifts, another HR strength. Around the 8:29 mark, she explains how IBM is putting skills-based practices into action by evaluating employees across three dimensions: business results, skills, and behaviors—such as curiosity and adaptability—that reinforce their culture. Within the skills component, the focus is on ensuring employees develop the capabilities that matter most now and in the future—and that career growth is driven not only by performance, but also by evolving skills aligned with business needs. This conversation offers timely insights for HR and business leaders navigating the intersection of skills, AI, and organizational culture.
CHIEF HR OFFICERS
A 20-page report on how five HR leaders are “leading from the front” in AI adoption, performance, well-being, and more.
This 20-page report shows how progressive HR leaders are addressing the three T’s—Talent, Technology, and Transformation. At the heart of the report is a clear message: CHROs must be architects of the future workforce—shaping not just people practices but business transformation. The report features case studies from Boston Consulting Group, IBM, Allianz, Wood, and LinkedIn, each illustrating how CHROs are “leading from the front”—stepping outside convention, moving quickly, and embracing the possibility of failure—in areas such as AI adoption, performance management, employee well-being, and career development. One example: LinkedIn made one-on-one coaching a company-wide benefit and supplements it with interactive AI tools. These simulations enable employees to role-play challenging workplace scenarios, receive personalized feedback, and access tailored learning recommendations. This approach combines scalability and personalization with a safe practice environment and data-informed learning. As HR teams evaluate use cases for AI in HR that can add stakeholder value, I’m resharing my one-page cheat sheet that might provide a few ideas.
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 June include:
BlackRock, Inc. (NYSE: BLK). The multinational investment company plans to cut 300 jobs, affecting more than 1% of its workforce. The cuts are part of the firm's efforts to realign its resources with its strategy.
Bumble (NASDAQ: BMBL). The dating app company announced that it’s laying off 30% of its workforce, impacting around 240 positions. The cuts are part of its plans to realign its “operating structure to optimize execution on its strategic priorities.” The company’s last round of layoffs was back in February 2024, when it cut 30% its workforce, impacting around 350 employees.
Hasbro (NASDAQ: HAS). The toy giant announced it’s cutting approximately 3% of its global workforce—roughly 150 positions—as part of a continued cost-cutting and restructuring strategy triggered by rising US tariffs on Chinese-made toys and prolonged demand challenges in its core toy segment.
Lululemon (NASDAQ: LULU). The Canada-based athleisure company is cutting 150 roles from its support centre team as part of an effort to streamline operations and improve efficiency.
Procter & Gamble. (NYSE: PG). The multinational consumer goods giant has announced that it will lay off 7,000 workers over the company’s next two fiscal years. The job cuts are primarily from non-manufacturing roles, resulting in a 15% reduction in the company’s non-manufacturing workforce.
CHIEF HR OFFICER MOVEMENT
65 Chief HR Officers were hired, promoted, and/or resigned in June. A few headlines include:
The Chemours Company [NYSE: CC]—a global chemistry company with leading market positions in Thermal & Specialized Solutions, Titanium Technologies, and Advanced Performance Materials—announced the appointment of Matthew Conti as Chief Human Resources Officer. Conti joins from Vantage Specialty Chemicals, where he served as the company’s CHRO since 2022.
Intuit Inc. [NASDAQ: INTU]— a global technology platform with products such as TurboTax, QuickBooks, Credit Karma and Mailchimp—announced in it's FORM 8-K that Laura Fennell, the EVP and Chief People & Places Officer since August 2018, will move to a new role during a transition period effective July 31, 2025 through September 1, 2027. Caryl Hilliard, the current SVP of People & Places, will assume the role of Chief People & Places Officer, effective August 1, 2025.
TransUnion [NYSE: TRU]— a global information and insights company with over 13,000 associates operating in more than 30 countries —has appointed Alicia Zuiker Chief Human Resources Officer, effective June 23, 2025. Most recently, Zuiker served as Chief People Officer for Lyft, a role she held for the last two years. Before that, she served as Chief People Officer for Visby Medical.
Vimeo, Inc. [NASDAQ: VMEO]— the largest and most trusted private video network in the world— announced the appointment of Rose Frawley as its Chief People Officer. Most recently, Rose served as Chief People Officer at YipitData. Prior to YipitData, she was the Chief People Officer at Vivvix.
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I look forward to sharing more resources with you throughout July.
Have a great month ahead, and I’ll see you in next week’s issue!
Talent Edge Weekly is written by Brian Heger, a human resources practitioner. You can connect with Brian on Linkedin and brianheger.com.