Great Lakes Wire

The workforce landscape has seen significant changes in recent years, with remote and hybrid work models becoming the norm, artificial intelligence being integrated into workflows, and multi-generational teams adding complexity to team dynamics. As a result, many managers are feeling overwhelmed by their expanding responsibilities.

According to research by Gartner, 75% of HR leaders believe that managers are struggling to keep up with their growing duties. As we enter 2025, three emerging challenges have been identified as crucial for managers to address.

The first challenge is AI-driven résumé misrepresentation. Artificial Intelligence tools now enable candidates to create flawless résumés easily. While polished applications are common, some may be entirely AI-generated, posing a risk for hiring teams. Michelle Volberg, CEO of Twill, explains that AI-generated résumés often present a perfect mix of required and ideal qualifications with overly uniform phrasing and vague achievements. This can mislead hiring managers and lead to wasted time on mismatched candidates. To counter this issue, managers can use creative tactics like embedding unique keywords in job postings and conducting in-depth interviews and skill assessments.

The second challenge is growing employee resentment following the Great Resignation. A Glassdoor report found that nearly two-thirds of surveyed professionals feel stuck in their positions due to a cooled job market, leading to dissatisfaction and declining company ratings—a trend known as "resenteeism." Daniel Zhao, Glassdoor’s lead economist, stresses the importance of addressing this issue early on. Organizations can boost morale through internal mobility programs and meaningful project assignments even if salary hikes or promotions aren't feasible.

The third challenge involves conflict over skills-based hiring. Although skills-based hiring gained traction in 2024 with recruiters prioritizing this approach, hiring managers remain hesitant about non-traditional hires. Laurie Chamberlin from LHH describes this as an internal 'tug-of-war,' where HR teams see potential in diverse talent pools while managers view such hires as risky. Bridging this gap requires clear communication between HR and hiring managers about necessary skills for success in each role.

Managers who proactively address these challenges by refining hiring practices and nurturing employee engagement will be well-positioned for success in 2025.