Talent Edge Weekly - Issue 349 - Best of May 2026

The top 15 articles and resources—plus bonus resources—from the May 2026 issues of Talent Edge Weekly.

Author

Brian Heger
May 31, 2026

SPONSORED BY

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

A shout-out to Kanika Bhatia, Talent Director at GSK, for referring new subscribers to Talent Edge Weekly. Thank you, Kanika, for your support of this newsletter!

🗞️ Not subscribed to Talent Edge Weekly? Subscribe now and immediately get 5 of my PDF cheat sheets!

PRESENTED BY Draup

Most enterprises treat skilling as a training initiative. The companies pulling ahead in the AI era have done something different. They have built skilling into the operating model itself.

Draup's latest paper breaks down exactly how leading companies—such as Microsoft, JPMorgan Chase, and Schneider Electric—are making this shift, drawing from 10 interlocking principles.

The paper also includes a seven-point leadership agenda showing why shared ownership across the CEO, CHRO, CTO, and business unit heads is what unlocks skilling programs that actually scale.

THIS MONTH’S CONTENT

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

  • HR Impact and Chief HR Outlook. How HR creates stakeholder value, linking HR results to business outcomes, and Chief People Officer sentiment on global labor market conditions.

  • Talent Practices. Performance management and assessing potential, redesigning entry-level jobs, skills-based profiles for +30 roles, AI fluency as a skill, unlocking workforce capacity, and strategic workforce planning.

  • AI and the Future of Work. Factors that unlock AI's business value, AI's reshaping of corporate functions, assessing AI's near-term impact on jobs, and research on AI's impact on the future of work.

There are bonus resources, such as information about company layoffs and movement in and out of the Chief HR Officer role.

Let’s dive in. 

THIS MONTH’S EDGE

I. HR IMPACT & CHIEF HR OFFICER OUTLOOK

How HR creates stakeholder value, linking HR results to business outcomes, and Chief People Officer sentiment on global labor market conditions.

HR CREATING STAKEHOLDER VALUE

A new open-access 338-page ebook across 61 chapters featuring 85 global thought leaders on how HR can create stakeholder value.

The field of HR has grown immensely, not only in terms of the value it creates for stakeholders, but also in the sheer number of areas within its remit. That volume and complexity can make it challenging to connect HR's work in an integrated way, which is why frameworks that cluster the work around a few vital capability areas are so useful. This new open-access Ebook, edited by Anthony Nyberg, Rebecca Kehoe, Dave Ulrich, and Patrick Wright, does exactly that: helping HR practitioners think more strategically about how HR creates value for employees, customers, investors, and communities. Organized around four human capability domains (talent, leadership, organization, and the HR function), it brings together 85 global thought leaders in the HR space and includes 61 chapters spanning seven themes: business context, business agenda, talent, leadership and organization, culture, the HR function, and personal growth for HR leaders. It covers everything from succession planning and workforce analytics to culture as competitive advantage, the CHRO as business leader, building organizations ready for agentic AI, and so much more. A special thanks to all contributors who helped bring this excellent resource to the field. And for those in my private community for internal HR practitioners, Talent Edge Circle, I'm looking forward to Dave Ulrich joining us in July for a discussion on creating stakeholder value through talent, leadership, organization, and the HR function.

HR IMPACT

My slide that can help HR leaders and their teams reflect on mid-year accomplishments and assess whether the work underway is connected to the business outcomes that matter most.

As we enter June, HR teams may be reflecting on what they have accomplished so far this year and how those accomplishments are creating value for the organization and the stakeholders they serve. It is also a good time to reflect on the work ahead, where we are relative to achieving our objectives, and to determine any adjustments needed to set ourselves up for success in the second half. To help HR leaders and their teams pause and reflect at this point in the year, I am sharing a one-page slide I originally created for year-end to organize accomplishments by the business outcomes they enabled. While I tend to use it toward year-end, I also find it a useful ongoing tool for checking whether what we are working on is connecting to real business outcomes. I am sharing it here for those who want to reflect now, reset, and use it as a springboard for the work ahead. The slide shows an example of how HR results can be linked to five business outcomes (Revenue Growth, Profitability and Margin Improvement, Operational Efficiency, Customer Satisfaction and Experience, and Strategic Agility and Speed to Market) but you can easily adapt it to focus on the outcomes most relevant to your context. As a bonus, I am resharing my additional one-page slide, Framing Talent Initiatives in Business Context, which helps shift the narrative from "here is the HR initiative" to "here is the business problem we are solving/opportunity to unlock, why it matters, and what is at stake if we wait or do not act." Both slides are excerpts from additional resources in my private community, Talent Edge Circle.

CHIEF HR OFFICER OUTLOOK

A new 19-page report tracks Chief People Officer sentiment on global labor market conditions across three areas.

The World Economic Forum released its updated Chief People Officers' (CPO) Outlook, a report that tracks shifts in sentiment on global labor market conditions by regularly surveying short-term expectations around talent availability and job creation among CPOs. The May 2026 edition (based on a survey of more than 140 global CPOs between January and March 2026) covers three areas: 1) an appraisal of global and regional labor market sentiment, 2) current workforce strategy trends with a particular focus on AI deployment, and 3) the workforce impact of increased geopolitical and geoeconomic fragmentation. One finding is that while half of the surveyed CPOs expect talent availability in their industry to improve over the next 12 months, there is significant variation across geographic regions, with stronger talent availability expectations in East Asia, China, and Europe, and more cautious outlooks in Sub-Saharan Africa and parts of Latin America. When CPOs were asked which workforce and talent planning actions they will prioritize in the next 6–12 months in response to geoeconomic disruption, strengthening local talent pools through internal mobility and rapid redeployment capabilities ranked first, cited by 50% of respondents; this is one signal that organizations are increasingly looking at ways to redeploy internal talent more effectively rather than depending on an uncertain and uneven external labor market. With this in mind, I am resharing three of my cheat sheets designed to strengthen internal mobility. You can get all three of them in the Best of April 2026 issue of Talent Edge Weekly. See resource 9.

II. TALENT PRACTICES

Performance management and assessing potential, redesigning entry-level jobs, skills-based profiles for +30 roles, AI fluency as a skill, unlocking workforce capacity, and strategic workforce planning.

PERFORMANCE AND POTENTIAL

Marc Effron provides a review of performance management and assessing potential, along with specific actions to strengthen each.

Two talent practices that enable business strategy execution are performance management (PM) and organizational talent reviews (OTR). On one hand, PM ensures strategy gets translated into the right goals at the right levels and executed with accountability. On the other, OTR identifies those with the greatest potential to take on bigger or more complex roles and puts the right development in place to accelerate their readiness. A new article by Marc Effron offers a candid assessment of both. Among the various insights, two I want to highlight. First, while PM can serve many purposes (development, engagement, compensation decisions), it can only do one thing really well. When PM tries to solve multiple purposes at once, it tends to serve none of them well. Second, on assessing potential, decades of research show consistent findings about high-potentials demonstrated capabilities (e.g. cognitive ability, learning velocity), just grouped and expressed in slightly different language by different firms. As Marc notes, since the science on potential is well established, the bigger challenge for most organizations is often the execution (e.g., developing identified talent, holding managers accountable for their growth) rather than the potential model itself. For those in my private community, Talent Edge Circle, you can access two of our separate discussion replays in our resource library: one we had with with Marc on PM and one with Allan Church, Ph.D. on assessing potential. And as a bonus, here is one of my cheat sheets on talent reviews.

PERFORMANCE AND DEVELOPMENT

My cheat sheet with 9 scenarios that can undermine performance, along with tactics to identify and address each.

Recently, while backing my car out of a narrow parking space in a shopping center, 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, simply because we’re unaware it’s there, even when we think we’re paying attention. The same thing happens in organizations. We can miss critical issues or behaviors that are right in front of us simply because they fall outside our awareness. In the workplace, blind spots can undermine performance, relationships, and career growth if not recognized and addressed early. These scenarios can vary by context, such as being a first-time manager, being a new hire in an organization, shifting from an operational to a strategic role, or returning to a role after a career break. To help, here's my 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 address each. As you review it, consider asking a colleague, boss, or direct report: What's one thing you think I'm unaware of in how I work or lead that, if improved, could significantly and positively impact my own performance and that of my team? The answer may uncover a hidden opportunity to accelerate your growth, fuel team performance, and create stakeholder value.

PERFORMANCE MANAGEMENT AND AI

A new article argues that most organizations are using AI to produce more polished versions of the same flawed performance reviews rather than to fix the underlying information quality problem.

AI continues to influence how organizations implement various talent practices, including performance management (PM). However, a new HBR article by Boston University professor Chris Dellarocas suggests many may be scaling the wrong application of AI in PM. While companies like Citi, JPMorgan, and BCG have deployed AI to streamline performance reviews (with some reportedly cutting review-writing time by 40%), the author argues these are writing-efficiency tools that produce faster versions of the same flawed evaluations. The better use of AI is to surface direct evidence of performance, including decisions, problems solved, collaborators influenced, and contributions to team outcomes. The article offers three suggestions for making this shift. As HR practitioners think through practical implementation and implications, a few questions to consider: Has our organization developed a clear strategy for how, if at all, AI will be used in PM? What traditional PM problems would an AI-based solution help solve? Where will AI not play a role in PM? What evidence are we using to make these decisions? What risks could emerge, and how will we mitigate them? These are just a few of many questions that will need to be considered. For those of you in my private community for internal HR practitioners, Talent Edge Circle, you can catch the replay of our recent discussion with Dr. Anna Tavis, Clinical Professor and Chair of the Human Capital Management Department at NYU School of Professional Studies, and author of The Digital Coaching Revolution, where we discussed how organizations are using AI-enabled digital coaching to develop employees at scale.

ENTRY-LEVEL JOBS AND AI

Amy C. Edmondson and Tomas Chamorro-Premuzic share four tactics for redesigning entry-level jobs rather than eliminating them.

A few weeks ago, I shared the Stanford Institute for Human-Centered AI’s 2026 AI Index Report, one of the most comprehensive annual reports on the state of AI. While there was much to unpack in the 400+ page report, one finding I highlighted was that early-career workers in AI-exposed roles, such as software development and customer support, have experienced meaningful employment declines, while mid-career and senior workers in those same roles have held steady or grown. This matters because entry-level roles help people build the tacit knowledge, judgment, and leadership capabilities that senior roles eventually require. Organizations that automate away entry-level positions without rethinking early-career talent strategies may find their leadership pipelines weakening in the years ahead. In a new article, Amy C. Edmondson and Tomas Chamorro-Premuzic argue that the smarter path is to redesign entry-level jobs rather than eliminate them. They offer four tactics, including building critical thinking alongside AI use. One example they cite is banking, where junior analysts participate in “red teaming” exercises that require them to challenge AI outputs for incorrect assumptions, missing data, and logical flaws, and then defend their critique to senior colleagues. Amy and Tomas also cite research in Science showing that novices who accept AI outputs uncritically can perform worse than those who reason through problems themselves, reinforcing why building the capability to question AI outputs early matters. Do you have a strategy for redesigning your organization’s entry-level roles before the pipeline gap shows up in your leadership bench?

SKILLS

An open-access library of 30 employer-validated skill profiles co-created by organizations such as Walmart, Microsoft, Bank of America, and Accenture.

As HR practitioners help their organizations navigate the evolving skill demands across roles, this updated open-access resource includes employer-validated skill profiles for 30 roles representing 35 million U.S. workers. It was developed through the Skills-First Working Group, consisting of practitioners from organizations such as Walmart, Microsoft, Bank of America, Accenture, and others. Roles range from Project Management Specialists and Data Scientists to Financial Analysts and Software Developers. Each profile includes: 1) top skills for the role, 2) skill definitions describing how each skill is used in that specific role, 3) market trends showing which skills are rising or declining in demand, and what skills earn a premium in the market, and 4) proficiency standards defining what basic, intermediate, and advanced mastery look like. Clicking on any individual skill within a profile reveals more detail. For example, within the HR Specialist profile, HRIS skill demand has grown 31.8% over five years, Succession Planning carries an 18.4% wage premium, and Full-Cycle Recruitment has declined 15.4%. As a bonus, I'm including the Skills-First Implementation Playbook, published in September 2025, which provides the foundation for the updated skill taxonomy. For those in my private community, Talent Edge Circle, you can check out the replay (in our private platform) of our discussion with Ravin Jesuthasan on skills-based talent practices.

 AI FLUENCY AS A SKILL

A recent article by Tracy St. Dic, Global Head of Talent at Zapier, shares the company's V2 AI Fluency Rubric, offering a framework for defining and assessing AI fluency.

In resource 8 of this issue, I shared an open-access resource of employer-validated skill profiles for 30 roles, ranging from Project Management Specialists to Data Scientists. It’s from The Burning Glass Institute and developed through the Skills-First Working Group, including practitioners from Walmart, Microsoft, and others. Each profile includes: 1) top skills for the role, 2) skill definitions describing how each skill is used in that specific role, 3) market trends showing which skills are rising or declining in demand, and what skills earn a premium in the market, and 4) proficiency standards. Building on the theme of skills, here is another practical resource that addresses one of the most pressing skill-building challenges organizations are facing right now: AI fluency. The resource is Zapier's V2 AI Fluency Rubric, recently published by Zapier's Global Head of Talent, Tracy St. Dic. It offers HR practitioners practical ideas for defining and assessing AI fluency across their workforce, mapping it across four components: 1) Mindset: how someone approaches AI as a tool for their work; 2) Strategy: how they identify opportunities to apply it; 3) Building: whether they have developed repeatable systems rather than relying on one-off prompts; and 4) Accountability: whether someone critically evaluates AI outputs and takes ownership of the results. Thirteen functional-specific examples across Engineering, HR, Finance, Marketing, and other functions are provided, making it easier to apply to different roles.

WORKFORCE PLANNING

I share how SWP gaps show up in two costly ways: overhiring and premature AI-driven layoffs. I reshare an HBS tool to help assess how vulnerable specific jobs are to AI replacement versus augmentation.

Strategic workforce planning (SWP) is consistently rated a top HR priority among HR practitioners. Yet it also carries one of the largest gaps between importance and capability. I recently shared BCG's and WFPMA analysis of 28 workforce practices, which found SWP ranked fourth in terms of that gap, meaning organizations know it matters but have not built the muscle to do it well. That gap shows up in predictable ways. One of the most common is overhiring, in which organizations miscalculate how many people they need, and when workforce supply outpaces demand, resort to layoffs only to begin rehiring when demand returns. I recently addressed this cycle with my post and cheat sheet featuring eight questions to evaluate whether a vacant role needs to be backfilled. Another symptom is premature AI-driven layoffs, where roles are eliminated to fund AI investments before organizations fully understand how work is changing, what can be automated versus augmented, or which human capabilities will still be needed. Without that clarity, workforce decisions risk being undone at significant cost. Gartner predicts that by 2027, half of companies that cut staff due to AI will rehire for similar functions, often under different job titles. To help bring more clarity to these decisions, I am resharing an interactive HBS Working Knowledge tool that lets you gauge how vulnerable a job is to AI replacement versus augmentation. Use the dropdown filters by job category or keyword to see where occupations land on the spectrum, a useful starting point for more informed workforce planning.

UNLOCKING WORKFORCE CAPACITY

My cheat sheet with 10 diagnostic questions to help identify opportunities to unlock workforce capacity through more effective ways of working.

In a recent post, I shared my cheat sheet with eight questions to help determine whether a newly vacant role truly needs to be backfilled when the incumbent exits. The goal was to help move from reactive hiring—where newly vacated roles are often assumed to need a backfill— to being more intentional. Reactive hiring often leads to a costly overhiring cycle, where organizations miscalculate workforce needs, resort to layoffs when supply outpaces demand, then rehire when demand returns. A question I like to ask before deciding to backfill a role is: how can improved ways of working unlock trapped workforce capacity to accomplish more? Trapped capacity is time and effort spent on work that adds little value and could be eliminated, simplified, or redirected to higher-priority work. For example, a team spending 30% of its time in low-value meetings or navigating approval delays has significant capacity waiting to be unlocked. AT&T saved 3.6 million hours and over $230 million in three years by eliminating outdated processes, tools, and policies hindering effective ways of working. Shopify reclaimed 76,500+ meeting hours by cutting recurring meetings and completed 25% more projects. Where is there trapped capacity on your team and organization? My cheat sheet includes 10 diagnostic questions that can help identify opportunities to unlock workforce capacity through more effective ways of working. Consider it a topic for your next team meeting.

III. AI IN THE WORKPLACE

Factors that unlock AI's business value, AI's reshaping of corporate functions, assessing AI's near-term impact on jobs, and research on AI's impact on the future of work.

AI IN THE WORKPLACE

A new 29-page report with insights on the factors that disproportionately unlock AI's value.

Most would agree that unlocking AI's potential to deliver organizational value requires more than deploying tools and training individuals on them. It requires building the organizational conditions that disproportionately drive AI's impact. With this as the backdrop, Microsoft's new 2026 Work Trend Index Annual Report, drawing on a survey of 20,000 AI users across 10 countries, shares several insights worth examining. To identify which factors drive AI impact, the report first defined what AI impact means: employees reporting that AI helps them be more creative, do new kinds of work, produce higher-quality output, collaborate more effectively, and improve career opportunities. It then tested 29 factors across three categories: 1) organizational environment (culture, manager support, talent practices, governance, etc.), 2) individual mindset and behavior (AI mindset, usage sophistication, etc.), and 3) demographics, using multiple analytical models that produced consistent results across factors such as job level, industry, and market. One finding: organizational factors account for more than twice the impact of individual factors (67% vs. 32%), with organizational AI culture, manager support, and talent practices emerging as the top three. The report provides tactics across each of these areas to help guide investments toward those most likely to unlock AI's value faster. Since this reflects only one angle of the full 29-page report, I encourage you to read it in its entirety for additional context.

ORGANIZATION DESIGN & OPERATING MODEL

A new article explores how AI is reshaping corporate functions with implications for operating models, workflows, and talent.

Much has been written about AI's impact on the workforce, but a new article from BCG turns the lens specifically on corporate functions (finance, HR, legal, compliance, procurement, and technology). It contrasts where most corporate functions operate today (siloed departments, manual handoffs, and AI layered onto unchanged operating models) with where they need to shift, what BCG refers to as "Functions of the Future" (FoF): leaner, more automated corporate functions designed to perform at AI speed, with integrated workflows, flatter leadership structures, and digital fluency embedded into how work gets done. Although the article offers various insights for making this shift, one I want to zoom in on is digital fluency as a talent requirement for hiring, promotion, and leadership. In an FoF model, digital fluency is treated as a baseline expectation. A few questions HR leaders can help corporate functions think through: How is digital fluency defined in our organization, and are our hiring criteria reflecting that? Are we assessing it in promotion decisions? And since succession planning is a priority for most organizations, how will the future requirements of corporate functions, including digital fluency, change succession plans for successors who were identified based on criteria that may no longer reflect the new reality? These are questions worth raising now, before talent decisions fall further behind the pace of change.

AI’S IMPACT ON JOBS

A recent 32-page report argues that standard AI "exposure" measures alone are not sufficient to predict near-term job disruption and introduces a four-dimension framework instead.

As organizations assess AI’s impact on jobs and work, many rely on AI exposure rankings, or the percentage of job tasks AI has the technical capability to perform, as the primary lens for assessing job disruption risk. But this new 32-page report argues that AI exposure alone is not enough to predict near-term disruption. Instead, the researchers introduce a four-dimension framework: 1) technical capability, which the report views as AI exposure, 2) human necessity, or whether regulatory, relational, or physical factors require a human to remain in the role, 3) demand elasticity, or how demand for a job might change as AI lowers its cost, and 4) observed ChatGPT usage data, or how workers in those roles are already using AI in practice. Applied across nearly all US occupations, the framework and analysis classifies jobs into four archetypes: 18% face higher short-term automation risk, 24% will reorganize as task composition shifts but workers remain necessary, 12% could grow as AI lowers costs and unlocks latent demand, and 46% are likely to see less near-term change. One takeaway is that relying on AI exposure alone can lead to inaccurate assumptions about job loss risk, since many highly exposed jobs may be redesigned or expanded rather than immediately automated. For HR practitioners, the 24% of roles likely to reorganize may be one of the most practical starting points, since these roles create more immediate opportunities for role redesign, reskilling, workforce planning, and succession planning conversations.

AI IN THE WORKPLACE

A new synthesis from MIT IDE research scientists draws on three working papers on different aspects of the impact of AI. Links to all three papers are also provided.

As we continue to gain guidance from research-based insights on AI's impact, this synthesis from the MIT Initiative on the Digital Economy, based on research presented by MIT IDE Research Director Neil Thompson and colleagues at the April 2026 IDE Annual Conference, draws on three working papers, each examining a different aspect of how AI is affecting work. At a high level, the three papers explore: Paper 1: whether automation should be thought of as a spectrum rather than a binary choice (automate or do not automate); Paper 2: whether AI's workforce impact is arriving suddenly or gradually; and Paper 3: how automation affects the value of remaining human expertise. One I want to highlight further is the first paper, which frames automation not as a yes or no decision but as a spectrum across three categories: no automation, partial automation, and full automation. One added value of this research is that it introduces two factors that help determine where a given task falls on the spectrum: cost (the investment required to build and sustain the automation relative to the value it produces) and complexity (how much judgment, context, and tacit knowledge the task requires). As a bonus, I am resharing the recent AI Index report by Stanford Institute for Human-Centered AI, which is widely recognized as one of the most credible and comprehensive sources of AI data and insights.

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 announcements from May:

  • Cisco Systems (NASDAQ: CSCO). The networking and cybersecurity company announced plans to eliminate nearly 4,000 jobs, or approximately 5% of its roughly 86,000-person global workforce, beginning May 14. The cuts came the same day Cisco posted record quarterly revenue of $15.8 billion and are aimed at shifting investment toward AI, silicon, optics, and security.

  • Intuit (NASDAQ: INTU). The financial software company announced it will cut approximately 3,000 employees, or 17% of its global workforce, to reduce organizational complexity and accelerate its AI strategy, including new partnerships with Anthropic and OpenAI. The cuts span all four of its consumer brands — TurboTax, QuickBooks, Credit Karma, and Mailchimp — across seven countries.

  • Meta Platforms (NASDAQ: META). The social media company began laying off approximately 8,000 employees — about 10% of its global workforce — on May 20, as it restructures around AI and reallocates capital toward up to $145 billion in AI infrastructure spending in 2026. An additional 7,000 employees are being transferred into newly created AI-focused teams, and 6,000 open positions have been canceled.

  • PayPal (NASDAQ: PYPL). The online payments company plans to cut approximately 20% of its global workforce — more than 4,500 positions — over the next two to three years as part of a broad restructuring under new CEO Enrique Lores. The plan targets at least $1.5 billion in savings and is focused on removing organizational layers and reinvesting in core technology infrastructure.

  • Standard Chartered (LSE: STAN). The international banking group announced plans to eliminate approximately 7,800 positions — more than 15% of its corporate functions workforce — by 2030, as AI and automation replace back-office roles in HR, risk, and compliance. The cuts, disclosed by CEO Bill Winters at an investor day in Hong Kong on May 19, are concentrated in back-office hubs across India, Malaysia, Poland, and China.

  • Wix.com (NASDAQ: WIX). The website-building platform announced plans to cut approximately 1,000 jobs, or about 20% of its workforce, in the largest round of layoffs in the company's history. CEO Avishai Abrahami cited two converging pressures: the strengthening Israeli shekel, which has increased the cost of the company's Israel-based workforce, and the need to rebuild around AI-native roles as artificial intelligence reshapes how software companies operate.

CHIEF HR OFFICER MOVES

In May, I tracked 72 hires, promotions, and resignations in the Chief HR Officer (CHRO) role through CHROs on the Go, my subscription-based digital platform that monitors movement in the CHRO role.

A few headlines from May:

  • GSK (LONDON) [NYSE: GSK / LSE: GSK] — a global biopharma company — appointed Roanne Parry as Chief People Officer, succeeding Diana Conrad, who retired after seven years in the role. Parry joins from CSL, where she served as CHRO since January 2024. Prior to CSL, she spent more than two decades at GSK, holding multiple senior leadership roles including SVP HR – R&D, SVP HR – Global Pharma Commercial, and VP HR – Emerging Markets.

  • Honeywell​ (CHARLOTTE, NORTH CAROLINA) [NASDAQ: HON] — a global industrial technology company focused on automation, the future of aviation, and energy transition — announced the elevation of​ Jennifer Reilly​ as Chief HR Officer, effective July 1, 2026. Jennifer replaces Karen Mattimore, who has been the company’s Chief HR Officer since June 2020. Reilly has been with Honeywell since 2023, most recently serving as VP of HR and Communications for Safety & Productivity Solutions.

  • LendingTree, Inc. (CHARLOTTE, NORTH CAROLINA) [NASDAQ: TREE] — a leading online financial services marketplace — announced that Lisa Williams will assume the role of SVP of Human Relations and lead the HR organization, succeeding Jill Olmstead, who exits the role on May 31. Williams has been with LendingTree since 2019 and is based in Charlotte. Olmstead, who joined LendingTree in 2018, will transition into a consulting role through March 2027.

  • Uber Technologies (SAN FRANCISCO) [NYSE: UBER] — a global technology platform connecting riders, drivers, couriers, and merchants — announced that Nikki Krishnamurthy has stepped down as Chief People Officer and will serve as an advisor during a transition period. Jill Hazelbaker, previously Chief Marketing Officer and SVP, Communications & Public Policy, has been appointed President and Chief Corporate Affairs Officer, effective immediately, assuming Krishnamurthy's former HR responsibilities as well as oversight of Uber's Safety Operations.

Join CHROs on the Go to access all detailed 72 announcements from May and +4,800 archived announcements. Monthly + annual subscriptions available.

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

My Community for Internal HR practitioners

If you’re an internal HR practitioner who wants to go deeper with me and other internal HR practitioners on talent topics tied to your most critical priorities, learn about my private community, Talent Edge Circle.  

🗓️ June 17, Adam Gibson, author of Agile Workforce Planning, will join Talent Edge Circle for a discussion on strategic workforce planning.

🗓️ July 22, Dave Ulrich, professor at the Ross School of Business (University of Michigan) and co-founder of The RBL Group, will join Talent Edge Circle for a discussion on creating stakeholder value through HR.

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 regular issue!

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

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