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

A shout-out to Laura Nardi, Sr. Manager of Global Talent Management at Delta Air Lines, for referring new subscribers to Talent Edge Weekly. Thank you, Laura, for your support of this newsletter!

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2026 Skills Impact Report

2026 marks a turning point for skills, job readiness, and workforce strategy. The question isn’t whether skills will disrupt how organizations plan their workforce, but whether leaders are ready.

Roles are evolving faster than job frameworks, skills are expiring sooner than expected, and static HR models are struggling to keep up.

The 2026 Skills Impact Report cuts through the noise with a clear roadmap for tackling what’s ahead and fully harnessing the power of skills.

THIS MONTH’S CONTENT

This Best of January issue includes the 15 most popular resources from the January issues of Talent Edge Weekly. They span three areas:

I. Future of Work, AI, and Strategy. Brings together research and tools that help leaders anticipate how AI and broader talent trends may reshape jobs and work while strengthening talent planning under uncertainty through scenario planning.

II. Talent Practices. Resources to help practitioners act on core talent practices by assessing whether ways of working and wellbeing practices support performance goals, enabling timely talent decisions, strengthening succession and development pipelines, improving internal mobility, and applying skills-based approaches.

III. Chief HR Officer. Addresses topics such as how the CEO–CHRO pay ratio signals CHRO influence, and what boards value most when evaluating CEO candidates—providing insights for Chief HR Officers on how to support the process.

This issue has many bonus resources, including information about company layoffs as well as movement in and out of the Chief HR Officer role.

I. FUTURE OF WORK, AI, & STRATEGY

Brings together research and tools that help leaders anticipate how AI and broader talent trends may reshape jobs and work while strengthening talent planning under uncertainty through scenario planning.

FUTURE OF WORK SCENARIOS

Four Futures for Jobs in the New Economy: AI and Talent in 2030 | World Economic Forum

A 20-page white paper explores how AI advancements and talent trends could lead to four distinct future-of-work scenarios, with insights and actions recommended for each.

Over the past year, I’ve written several posts on scenario planning as a critical tool for envisioning possible business futures and informing talent strategies. Building on those resources, this new 20-page paper explores how AI advancements and talent trends, and their potential trajectories through 2030, could reshape the future of jobs. It outlines four future-of-jobs scenarios informed by two dimensions: 1) AI advancement: the pace and scale of progress in the capability and autonomy of AI technologies, and 2) Workforce Readiness: the availability of skills that prepare workers for an AI-driven economy. Together, these make up four distinct scenarios: 1) Supercharged Progress, 2) The Age of Displacement, 3) Co-Pilot Economy, and 4) Stalled Progress. While you’ll need to read the report to gain the full context for each scenario, one example is Supercharged Progress: AI advances at an extraordinary pace, reshaping industries, business models, and workflows as productivity and innovation accelerate through widespread adoption of advanced, agentic AI. While many jobs disappear, broad workforce readiness enables new roles to emerge and scale quickly, with humans increasingly orchestrating intelligent systems as governance, ethics, and social safety nets struggle to keep pace. Regardless of the scenario, page 16 provides nine “no regrets” moves, such as starting small, building fast, and scaling what works, that can help organizations prepare for multiple scenarios.

Read paper

FUTURE OF WORK WITH AI

Microsoft New Future of Work Report | Microsoft’s New Future of Work Initiative

A recent 74-page report provides research-backed insights from multiple sources on how AI is shaping work.

This recently released 74-page report by Microsoft’s New Future of Work Initiative provides research-backed insights from multiple sources on how AI is shaping, and has the potential to shape, work. It examines six core areas: 1) Adoption and Usage, including adoption patterns, key drivers, challenges, and gaps; 2) Impact on Work and Labor Markets, covering productivity, job evolution, employment and wages, where agents may reshape markets, and the roles of automation and augmentation; 3) Human–AI Collaboration, exploring how interactions with AI are changing and how collaboration can be improved across modalities and time frames; 4) AI for Teamwork, focusing on how AI can support teams and be effectively integrated into group workflows; 5) Thinking, Learning, and Psychological Influences, considering impacts on cognition, learning, and well-being, and whether AI can make people smarter, not just more productive; and 6) Specific Roles and Industries, detailing how AI is changing work for software engineers, program managers, researchers, and others. While there are too many insights to cover here, the section beginning on page 22 within Impact on Work and Labor Markets highlights that as AI advances, human judgment becomes increasingly critical, particularly in recognizing improvement opportunities and choosing the right actions under ambiguity, areas tied to context, ethics, and creativity where AI still struggles. With this in mind, I am resharing a December 2025 World Economic Forum report, New Economy Skills: Unlocking the Human Advantage, which outlines the human-centric skills that will remain essential in an AI-enabled world.

Read the Microsoft report

SCENARIO PLANNING

Assess What Is Certain in a Sea of Unknowns | MIT Sloan Management Review

Shares how scenario planning can be augmented by also clarifying certainties rather than just uncertainties.

As noted in Deloitte Insights’ recent article, Six Workforce Strategies to Plan for a Future You Can’t Predict, scenario planning remains an important tool for building more flexible workforce plans. I’ve also shared several resources, including my cheat sheet on how scenario planning can enable a more fluid and agile approach to workforce and talent planning. While scenario planning helps leaders and their teams prepare for uncertainty, there is something equally critical that often gets overlooked: what is knowable about the future. In this article, Cynthia Selin argues that a stronger strategy doesn’t come from imagining endless possibilities, but from explicitly identifying the certainties, enduring realities, and forces already shaping what is possible. Practically, this means grounding workforce and talent planning in what is relatively stable before exploring what might change, allowing leaders to better prioritize talent investments and make smarter workforce decisions. To make this practical and simple to start applying, one question to consider is: What elements of our workforce planning would persist across multiple future scenarios? This matters because it helps teams see which workforce decisions apply across multiple futures and which should remain flexible as conditions change. As a bonus, I am sharing one of my templates, which helps to identify a base scenario (what we expect will occur and plan for) alongside alternate scenarios.

Read MIT article

TALENT STRATEGY & SCENARIOS

Using Business Triggers to Anticipate Talent and Workforce Shifts | Brian Heger

My cheat sheet helps leaders identify business triggers that serve as leading indicators of when talent strategy adjustments may be needed.

I recently shared my cheat sheet with 12 examples of talent tactics that might underpin a talent strategy, ranging from talent redeployment and automation to upskilling, along with guidance on when each tactic works well or not and examples in practice. But once strategies are set, business conditions often shift throughout the year, requiring reassessment of whether talent strategies still align with the business. To support those discussions, I’m sharing a one-page PDF I developed. The first column provides examples of Business triggers (events, signals, or trends indicating a meaningful or imminent shift in the business environment), followed by Tripwires or Thresholds (the measurable point at which leaders agree action is required), and Talent implications (likely effects on workforce size, capability, structure, deployment, or priorities). For example, a surge in new business wins (business trigger) and a more than 20 percent quarterly increase in volume (tripwire/threshold) may prompt talent implications such as ramping up recruitment, expanding onboarding capacity, or fast-tracking internal mobility. The 9 examples on my cheat sheet are intended to spark initial thinking rather than serve as a prescriptive list; teams should focus on identifying triggers most relevant to their own context. The goal is to envision possible business scenarios and talent responses so teams can adjust confidently as conditions evolve. For members of my private community for internal HR practitioners, Talent Edge Circle, our resource library includes additional pages to this document to help you identify triggers for your organization, along with a worksheet to document your thinking.

Access my cheat sheet

II. TALENT PRACTICES

Resources to help practitioners act on core talent practices by assessing whether ways of working and wellbeing practices support performance goals, enabling timely talent decisions, strengthening succession and development pipelines, improving internal mobility, and applying skills-based approaches.

PERFORMANCE MANAGEMENT

2026 Objectives Setting is Underway. Will Your Ways of Working Enable the Performance Outcome? | Brian Heger

My cheat sheet to help teams assess if their current ways of working will enable 2026 performance objectives.

With the new year well underway, many organizations are developing, refining, or beginning to implement their 2026 objectives. Although much time is spent aligning on goals, defining metrics and KPIs, and refining the performance management process, less attention is often given to the ways of working that enable or hinder the achievement of those objectives. For example, an organization may set a clear objective to accelerate product delivery, yet slow decision-making, unclear ownership across functions, or excessive approval layers can erode progress long before performance metrics reveal a problem. Put differently, you can have the right objectives and the right people focused on them, yet it is often the ways of working that ultimately determine whether objectives translate into the desired performance outcomes. To surface these issues early, I created a one-page cheat sheet that leaders and their teams can use to identify which current ways of working could detract from goal achievement if left unaddressed. It is anchored in a simple but powerful question: “If we were to fast-forward to the end of 2026 and see that we fell short of this objective, which ways of working would we say got in our own way and contributed most to that result?” From there, teams identify two to three actions they can take immediately to reduce the likelihood of that outcome. Early action matters because once results are off track, the window to materially change performance outcomes narrows quickly. Take this action now to turn ways of working into an execution advantage rather than a performance risk.

Access my cheat sheet

WELLBEING & PERFORMANCE

From Potential to Practical: Fueling Performance with Proven Workplace Health Interventions | McKinsey Health Institute

Synthesizes evidence from 115 workplace wellbeing approaches to identify high-impact, feasible practices that improve employee well-being and performance.

Employee health and wellbeing are recognized as important for many reasons, including their role in enabling organizational performance. Yet many organizations have far less clarity on which practices most improve employee wellbeing while also strengthening performance outcomes. A new analysis from the McKinsey Health Institute helps close that gap by systematically reviewing 115 evidence-based workplace approaches. These approaches are organized across four dimensions of health, physical, mental, social, and spiritual, and evaluated using published academic evidence to assess their impact on health and work outcomes such as productivity, presenteeism, engagement, and innovation, along with feasibility based on ease of adoption, scalability, and ability to embed into daily work. The research is paired with an interactive tool (see post image) that allows practitioners to filter and compare wellbeing practices by health dimension, workforce objective, organizational level, and impact versus feasibility. One point I continue to emphasize for improving both employee wellbeing and organizational performance is ways of working (see resource 5 in this issue). Ineffective ways of working, such as slow decision-making or unclear ownership, often compound and undermine both employee wellbeing and organizational performance. With this as the backdrop, I am resharing an article by Jeremy Legg, Chief Technology Officer for AT&T, where he covers how AT&T was able to save 3.6 million hours over three and a half years and helped the company avoid more than $230 million in costs by improving ways of working.

Read article

TALENT MANAGEMENT

Making Talent Decisions Without Waiting for Formal Talent Practices | Brian Heger

A companion resource to my cheat sheet with seven talent questions, adding indicators leaders can use to identify and act on talent decisions in real time.

Talent reviews and performance management are important talent practices that enable organizational performance. However, a common pitfall is treating these practices as scheduled process events, often confined to a specific time of year, rather than ongoing opportunities for proactive reflection and action. To promote this shift, I recently shared one of my cheat sheets with seven high-impact questions leaders can use to accelerate talent decisions at any moment, focused on areas such as upgrading talent in a critical role, identifying top retention risk, surfacing hidden talent, addressing ongoing subpar performance, creating stretch development, and unlocking workforce capacity. That resource helps leaders move from insight to action, where many talent efforts stall. To build on that cheat sheet, I’m sharing a complementary view to help identify which of those seven question areas present the greatest opportunity to act now. This view introduces sample indicators that signal where focus is most needed. For example, for Talent Upgrade in a Critical Role, the original question asks whether a critical role is filled by the best possible person, and what the next step should be taken. The added indicators include: A) There are known internal candidates who would likely outperform the incumbent, and B) If the role were vacant tomorrow, we would likely select a different and stronger candidate. These indicators help pinpoint where opportunities exist, and even one signal can highlight a talent decision that needs to be made.

Access my cheat sheet

SUCCESSION PLANNING

5 Succession Planning Resources Organized by the Questions They Help You Answer | Brian Heger

A curated set of five of my succession planning cheat sheets, each anchored in a practical question the resource helps you address.

With succession planning continuing to be a top priority among Talent Edge Weekly readers, this post brings together five of my succession planning templates, bundled here for easier access. Each is anchored in a core question the resource helps you answer: 1) How can we tell if our succession plan is “just names on a page,” and what practical steps can we take to fix it? (Five common warning signs, plus actions to address them.) 2) Which events should trigger an off-cycle review of our succession plans so they remain aligned with business realities? (Nine example trigger events that may warrant a faster reassessment.) 3) How should we reevaluate which roles belong in our succession planning pool as strategy, technology, and expectations evolve? (A one-page template to assess whether roles and successors still fit.) 4) What level of transparency about successor status is right for our organization? (Includes reflection questions to help you decide whether limited, partial, or full transparency is right for your organization.) 5) How can metrics help tell a more complete story about the health and impact of our succession plan? (24 example succession metrics across eight areas, including retention and internal mobility.) If resources like these are helpful and you want to go deeper with me and other internal HR practitioners to advance your most critical talent priorities faster and with less friction, apply to my private community for internal HR practitioners, Talent Edge Circle.

Access my 5 resources on brianheger.com

DEVELOPMENT & SUCCESSION

When High-Impact Development Roles May Signal a Need for Talent Movement | Brian Heger

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. These positions often 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 supply) 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.

Access my slide

INTERNAL MOBILITY

A Better Way to Manage Internal Talent Markets | Harvard Business Review

A new article based on a larger study presents a few findings on internal talent marketplaces, including the importance of information quality and context in enabling better internal matches. 

Internal mobility, the movement of employees across roles and opportunities within the same organization, is a critical component of talent management. In many organizations, internal mobility is enabled through an internal talent marketplace (ITM), often a technology-powered platform that uses AI to match employees and their skills and career preferences to internal roles and opportunities. In my work on skills, AI, and ITM, including my book chapter in SIOP’s Strategic Workforce Planning: Best Practices and Emerging Directions, I’ve outlined the benefits and challenges practitioners need to consider and plan for when implementing an ITM. A new HBR article builds on this topic by asking a central question: how do organizations best balance employee preferences for roles and development with business needs? The article is based on a study published in Management Science, which examined outcomes when employees selected opportunities based on their preferences versus when leaders assigned roles based on business priorities. While the article surfaces several findings, one worth highlighting is that employee decisions in ITMs were shaped primarily by the quality of information and context available to them. When employees lacked feedback on their strengths, signals about role requirements, and visibility into organizational priorities, they were less likely to pursue or be matched to roles where their skills could deliver near-term business value. To address this, the authors point to a hybrid approach in which employees can express interest in opportunities while the organization provides a clearer context on why a role may or may not be a good match. Other ideas are discussed.

Read the HBR article

TALENT MARKETPLACE & PROJECTS

The Project-Driven Organization | Harvard Business Review

Covers how organizations can unlock the full potential of project work by moving beyond an operational mindset; plus one of my cheat sheets to support execution.

Many organizations are increasingly moving toward becoming project-driven, where project-based work sits at the center of how companies are structured and how value is created. Yet, as Antonio Nieto-Rodriguez notes in his article, too many organizations approach projects with an operational mindset that prioritizes hierarchy, control, stability, and efficiency. To unlock the value of complex project work at scale, we need to go beyond an operational mindset, which requires a shift in three main areas: 1) Organizational Design (shifting culture, structure, and governance), 2) Leadership (rethinking how priorities are set, talent is deployed, and performance is measured), and 3) Value Creation (changing how operations and execution enable fast, high-impact project delivery). While insights and examples are provided for each of the three areas, one I want to reinforce deals with lever 2 - Leadership, specifically related to how projects are prioritized and talent and resources are deployed against those areas. This is why I’m resharing one of my templates and posts that helps leaders make explicit project and resource trade-offs, so fewer, higher-value projects get prioritized and talent and decision-making are aligned to what matters most. This becomes even more critical as many organizations invest in internal talent marketplace tech, where projects are a primary source of work demand, and leadership prioritization determines whether that demand translates into real value.

Read article

INTERNAL MOBILITY

Unlocking Internal Mobility Across the Organization | Brian Heger

My one-page PDF highlights internal mobility considerations, from manager behaviors that get in the way of talent movement to metrics for measuring progress.

According to LinkedIn’s Workforce Learning Report 2025, more than 48% of organizations are making internal mobility a higher priority this year, reflecting a renewed push to develop and move talent from within. As HR practitioners help their organizations actually mobilize internal mobility, I’ve created a one-page PDF that highlights four areas that can be used to identify opportunities for unlocking mobility: 1) Manager behaviors that get in the way of talent movement, 2) Policies that unintentionally minimize talent sharing, 3) Organizational barriers that limit access and visibility to opportunities, and 4) Internal mobility metrics that help track progress. Regarding internal mobility metrics, one example included is Net Exporter of Talent, defined as the extent to which a leader or department develops more high-performing employees who move on to roles elsewhere in the organization. This metric is important because it highlights where a philosophy of talent sharing is truly practiced versus where talent hoarding may be occurring, helping organizations better target subsequent actions and strategies. The goal of this cheat sheet is to help you identify where internal movement is getting stuck and where targeted changes can unlock faster, more effective talent mobility across the organization.

Access my cheat sheet

SKILLS

Skills-First: Policy and Impact | Institute for Adult Learning Singapore 

A new 52-page working paper providing insights into how skills-first principles are being put into practice across policy design, implementation, and impact.

This new 52-page working paper provides insights into how skills-first principles are being put into practice across policy design, implementation, and impact. While the report includes many useful insights, section six, beginning on page 30, features visual tables that outline what it takes to move from readiness to adoption across different aspects of skills-first practices. The section assesses three dimensions: Prerequisites (what is required to enable the capability), Coordination (the level of effort needed to mobilize the capability), and Capability maturity (the overall level required to achieve meaningful impact). For example, for Skills Validation Infrastructure, prerequisites include an established, frequently updated national jobs-skills-tasks taxonomy and clear regulatory frameworks to build employer confidence in digital credentials. Coordination requirements are high, involving sector agencies, industry partners, and training providers working together to build and sustain sectoral or occupational skills validation infrastructure and supporting regulation. Capability requirements are also high, as a robust skills validation system must be professionally managed with strong assessment, quality assurance, and data management. Beyond the specific framework presented in the paper, practitioners can apply a similar approach to clarify what is needed to advance their own skills-first initiatives. As a bonus, I am resharing a popular resource, the Skills-Based Internal Mobility Playbook by the Business Roundtable, which addresses several aspects of skills-based practices.

Read paper

III. CHIEF HR OFFICER

Addresses topics such as how the CEO–CHRO pay ratio signals CHRO influence, and what boards value most when evaluating CEO candidates—providing insights for Chief HR Officers on how to support the process

CHIEF HR OFFICER COMP

What CHRO Compensation Tells Us About a Firm’s Human Capital Strategy | Harvard Law School Forum on Corporate Governance 

A new article examines how the CEO–CHRO pay ratio signals CHRO influence and relates to workforce and business outcomes.

The growing importance of human capital continues to elevate the role of the Chief Human Resource Officer (CHRO). However, the title alone does not indicate how much influence or strategic weight the role carries, as the scope and decision-making authority of the CHRO role vary widely across companies. A new article asks a central question: when do organizations move beyond rhetoric and actually treat human capital leadership as a strategic priority? To explore this, the study examines how differences in how firms position and compensate their CHRO relate to outcomes inside the organization, using the CHRO’s compensation relative to the CEO as a ratio-based indicator of influence. The authors find that organizations with higher CHRO pay ratios manage their workforce more intentionally, including higher turnover that reflects active talent upgrading, stronger hiring from competitors, and weaker matches exiting, along with more positive employee experiences. These workforce shifts are associated with stronger market performance. While the CHRO pay ratio is only one measure, it offers boards and leaders a practical way to assess whether CHRO influence and incentives align with stated human capital priorities. One practical question leaders can ask is: looking back at the most consequential business decisions made over the last 12 months, where did the CHRO meaningfully shape the direction or trade-offs, and where did they not? The answer often reveals whether CHRO influence is symbolic or truly embedded in critical decision-making that creates stakeholder value.

Read article

CHIEF HR OFFICER & BOARD

What Boards Expect of CEO Candidates | BCG

A new article that clarifies what boards value most in CEO candidates, offering practical insight for Chief HR Officers supporting the process.

I previously shared an article from Russell Reynolds Associates on why CHROs are playing a more active role in CEO succession. For CHROs already supporting boards with CEO assessment and selection, a new article from Boston Consulting Group adds a practical lens on what boards actually value—and how early candidates need to prepare. The article highlights three areas boards consistently assess: 1) how candidates run the business (a repeatable performance record, sound strategic judgment, and increasingly, evidence of AI-driven value creation), 2) how they lead people (building teams, developing talent, and retaining key leaders through change), and 3) how they show up with the right balance of humility and gravitas in high-stakes settings. It also shows how expectations shift across three time horizons (five years out, three years out, and during the selection process), reinforcing a critical implication for CHROs: CEO succession is not a last-mile evaluation exercise, but a multi-year capability-building effort that requires intentional role design, exposure, feedback, and development well before the board is making a decision. And in case you missed it, I’m resharing a 25-page report from the CHRO Association (formerly HR Policy Association) and the Center for Executive Succession, CEO Succession: 10 Pitfalls Boards Must Avoid—and the CHRO Practices That Help, which complements this perspective by highlighting where boards most often stumble and how CHROs can proactively reduce risk.

Read article

JOB CUTS 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 January include:

• Expedia Group (NASDAQ: EXPE). The online-travel company disclosed a fresh round of layoffs, though it did not specify the number of jobs cut. The reductions are part of a restructuring to simplify the organizational structure, reduce layers, and shift focus toward future skill needs, including AI and enterprise initiatives.

• Nike (NYSE: NKE). The athletic-apparel company disclosed that it is cutting approximately 775 jobs across its U.S. distribution centers in Tennessee and Mississippi as part of a “Win Now” strategy to consolidate operations, streamline its supply chain, and invest in automation and technology. The company aims to improve efficiency, flexibility, and long-term profitability.

• Pinterest (NYSE: PINS). The social-media company disclosed that it is cutting about 700 jobs, roughly 15% of its workforce, as part of a restructuring plan to shift resources toward AI-focused roles and products. The company expects to complete the plan by the end of Q3 2026.

• UPS (NYSE: UPS). The package-delivery company disclosed that it will cut about 30,000 jobs in 2026 as it winds down its partnership with Amazon and implements cost-saving measures, including automation and building closures. The company expects $3 billion in savings and plans to achieve the reductions largely through attrition and voluntary separation programs.

• Vimeo Inc. (NASDAQ: VMEO). The video-hosting platform announced global job cuts as part of a restructuring effort following its $1.38 billion acquisition by Bending Spoons, aiming to streamline operations and refocus on core creator tools amid slowing growth and rising costs.

Access all announcements

CHIEF HR OFFICER MOVES

In January, I tracked 62 hires, promotions, and resignations in the Chief HR Officer (CHRO) role through CHROs on the Go, my subscription-based platform that monitors movement in the CHRO role. A few headlines from January:

• Albertsons Companies, Inc. (BOISE, IDAHO) (NYSE: ACI)—a leading food and drug retailer in the United States—announced that Allison Pinkham will join the company as EVP and Chief HR Officer, effective February 16, 2026. Pinkham joins Albertsons from Galderma, where she has served as Chief HR Officer since 2021.

• Chipotle Mexican Grill (NEWPORT BEACH, CALIFORNIA) [NYSE: CMG]—an American multinational chain of fast casual restaurants—announced that Ilene Eskenazi, Chief HR Officer, has been appointed Chief Legal and HR Officer, succeeding Roger Theodoredis, who has transitioned out of his role of Chief Legal Officer and General Counsel.

• Kyndryl (NEW YORK, NEW YORK) [NYSE: KD]—a leading provider of mission-critical enterprise technology services—announced that CHRO Maryjo Charbonnier plans to retire from her role on March 31 and remain at Kyndryl as an Executive Advisor until the end of August. She will be succeeded by Mark Paulek as CHRO effective April 1. Mark has been with Kyndryl since 2022, where he currently serves as SVP, HR.

• WideOpenWest (WOW!) (ENGLEWOOD, COLORADO) [NYSE: WOW]—a leading provider of fiber-broadband internet services and advanced connectivity solutions—announced the appointment of Kristine DiFiore as SVP of HR, where she will lead the HR function. This follows the completion of its take-private acquisition by affiliated investment funds of DigitalBridge Group, Inc. (NYSE: DBRG).

If you want the easiest way to stay current on movement in and out of the Chief HR Officer role, including accessing all detailed 62 announcements from January and +4500 archived announcements, join my CHROs on the Go subscription. Both monthly and yearly subscriptions are available.

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

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