CAHRS Top 10 October 2025
- Modern ER/IR Working Group Notes
Continuing the Conversation
ILR School
This CAHRS virtual working group was held as a follow-up to the Employee Relations in a Modern World consortium that took place in New York City in March 2025. The goal of the session was to dive deeper into the different dimensions of the new psychological contract at work and to examine how companies are managing the changes in worker expectations. The group identified two dimensions as currently most salient in their companies: (1) workers increasingly expect more voice, discretion, and say in the workplace; and (2) workers increasingly expect work-life balance that works. The group then spent time discussing some of the factors driving these trends and shared examples of how their companies have approached these changes in worker expectations.
If you missed the summary of the first meeting regarding this subject, have a look at “Employee Relations in a Modern World”.
2. Hybrid Work in Retreat?
Barely.
Gallup
Hybrid work remains the dominant model, with employees averaging 2.3 days in the office, while fully on-site and remote work have inched up slightly. Gallup finds hybrid schedules work best when set by teams, fostering fairness and reducing burnout, whereas self-determined schedules create more strain. Outside the federal government’s shift back on-site, hybrid has proven stable since 2022, with success hinging on trust, communication, and team coordination.
3. Strengthening Digital Security
Four Actions for CHROs
Gartner
As HR functions adopt AI and automation, cyber risks are becoming more frequent and damaging, making digital security a top priority for CHROs. Gartner highlights four key actions: embed cyber and data security into human resources (HR) strategy and technology planning; partner with information technology (IT) and cybersecurity teams to proactively audit and monitor threats; establish strong third-party risk management to safeguard data when outsourcing HR tasks; and foster a culture that encourages employees to raise security concerns without fear.
4. People
Supply-Chain Pros Forget About Them
A global survey shows companies are sidelining supply-chain workers, with only 12% setting goals tied to employee needs and just 3% investing in skills or conditions. Leaders are prioritizing AI and cost control, leaving teams undertrained despite growing complexity. Experts warn this short-term focus risks constant crises, while real supply-chain strength depends on pairing technical expertise with leadership and collaboration to turn operations into a competitive advantage.
5. Want Women Leaders?
Money Talks
Linking executive bonuses to gender diversity targets can raise women’s leadership ambitions. In a study of 2,000 women at a global telecom company, diversity commitments or goals alone had no effect, but when paired with executive incentives, women were nearly 12% more likely to aspire to management. Supporting experiments confirmed that financial incentives signal genuine support, motivating women to pursue leadership roles.
For a broader look at diversity, equity and inclusion, you may be interested in the working groups from the CAHRS Spring Working Group “Navigating the Evolving DEI Landscape”.
6. Innovation Teams
Building Them Across National Borders
MIT Sloan Management Review
Tightening immigration policies are disrupting multinational enterprises’ ability to allocate Research & Development (R&D) talent, pushing firms toward more geographically dispersed teams. Research on the United States H-1B visa cap shows that such restrictions reduce both the quantity and novelty of patents, especially in tacit-knowledge industries like biotech and semiconductors. Four approaches are identified to help firms maintain innovation capacity and agility despite barriers to global talent mobility.
7. C-Suite Playbook:
CAHRS Partner Company Offers 3 Simple Steps for AI Success
Workday
Artificial intelligence (AI) is now a business imperative, but success requires more than technology. Organizations should start with a clear vision linked to business goals, pilot small projects for quick wins, and prepare teams through training, reskilling, and strong data management. Using agile, iterative methods and tracking KPIs ensures progress, while scaling what works and adapting quickly sustains momentum. Long-term value comes from fostering a culture of learning, adaptability, and ethical responsibility.
8. Supporting Gig Workers:
How HR can Boost their Financial Wellness
HR Executive
Gig and other nontraditional workers are increasingly important to the United States workforce, but many of them face financial stress because they lack access to standard benefits like health insurance, retirement savings, and consistent pay. A high share are relying on multiple gigs or using nontraditional income sources just to make ends meet, and many express concerns about not having enough money to cover basic needs. Employers who listen to gig workers’ financial challenges and innovate policy for nontraditional employment are better able to retain them and maintain workforce well‑being.
9. Clarity Over Charisma:
Taking a Closer Look at Leading AI Teams in 2025
In 2025, leaders of artificial intelligence (AI)‑augmented teams are being pushed to prioritize clarity over charismatic leadership, emphasizing transparent goals, roles, and expectations as AI agents become part of the workforce. While charisma helps with vision and motivation, clarity is what allows human + AI teams to function smoothly and ensures accountability, alignment, and trust. To succeed, organizations are investing in leadership capability around understanding AI tools, facilitating human‑AI collaboration, and refining communication to reduce ambiguity.
10. Welcome Aboard
Four Tips for Improving Employee Onboarding
eCornell
Onboarding has a significant impact on the employee experience, with research showing it can boost new hire productivity by over 60% and decrease turnover likelihood by nearly 50%.
JR Keller, Associate Professor of Human Resource Studies at Cornell ILR School, and Beth Flynn-Ferry, Executive Director of the Center for Advanced Human Resource Studies, share insights into how effective onboarding enhances job satisfaction, confidence, organizational commitment, and employee well-being.
ILR School’s “Will AI Replace HR? Q&A With ILR School’s JR Keller” provides more commentary from the HR Studies Associate Professor in the above Keynote.