Gerardo (Jerry) Guerrero, CPA, MBA

Excited about this new Workday research on the need to modernize #federal #technology! We are seeing a generational shift in the focus on the need to modernize federal tech and that focus needs to include #HR. Result? Efficiency, cost savings, and enhanced #government services. "Federal HR leaders dedicate almost *half their time (48%)* to system workarounds, error correction, data reconciliation, and manual tasks." Learn the key recommendations to accelerate HR transformation and empower the federal workforce in this new research report: https://w.day/42UDM9x

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If you couldn’t make it to the HR Tech conference in Las Vegas this year, you missed an exciting event. But Jen Colletta did a phenomenal job of covering the main tent sessions, including my opening keynote, “HR Agents: Myths, Mayhem and Monumental Moments.” She captured all the highlights such as the IBM HR AI transformation journey and our five lessons learned. She also included the common AI myths that I think as HR leaders, we must bust. The first? Domain expertise is no longer critical. Yes, AI will handle the rote, mundane tasks, but when it comes to real expertise– technology is not going to take that away. Domain expertise is more important than ever as AI becomes increasingly prevalent in our companies. What do you think is a common AI myth that should be busted? #AI #GenAI #transformation   https://lnkd.in/e23mVDD2

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Is female representation on the rise on corporate boards? According to our latest Women on Boards and Beyond report, women now hold 27.3% of board seats, an increase of 1.5 percentage points from last year. While we saw an increase in board gender diversity, corporate leadership remains largely male-dominated. See our report to learn where change is happening—and where gaps remain. http://ms.spr.ly/6049qETNh #womenonboards #IWD2025

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💡EXECUTIVE INSIGHTS: On talent shortages, AI, and the shift to skills-based strategies. Why It Matters: In Workday's latest report - The Global State of Skills - 2,300 leaders share insights on skills strategies amid talent shortages and AI growth. ➡️ Download the report: https://bit.ly/4ilNd6y ❓Which insight resonates most with you? Comment below! Never short on words, now the team made me into an actual talking head 🤦‍♂️ #skillstransformation #AI #leadership #futureofwork #skillsbasedorganization #talentdevelopment #hrtech #workday

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This morning in Davos I joined a CHRO, CIO and CTO roundtable hosted by Cisco at the World Economic Forum. What stood out was not the sophistication of the technology, but how intentionally the conversation stayed anchored in human choice. The first theme that really stayed with me was the need to be deliberate about how our agents represent our culture and values in the work they undertake. Agents do not operate in a vacuum. They reflect the outcomes we optimize for, the signals we reinforce, and the trade offs we quietly accept. They simply scale the intent we have built into them, which means humans remain responsible and accountable for the outcomes they produce. The second was how much we are already learning from the agents we have deployed in our own organisations. Not just about efficiency, but about our processes, our biases, and where human judgement still really matters. It also raised a practical question about ownership. Who continues to own and steward agents as they scale, evolve, and become embedded in everyday work. Finally, the conversation kept circling back to questions we do not yet have clear answers to, but need to start addressing now. 1. What does good management look like when people are increasingly managing agents rather than tasks? 2. If agents take on more execution, how do humans continue to develop judgement in context? 3. Who decides what should and should not be automated? 4. As judgement becomes more important than execution, how do we develop it, assess it, and reward it meaningfully? 5. If we expect judgement from humans, what is the equivalent standard we should expect from agents? None of these are technical questions. They are leadership questions. And the answers will shape how effective, trusted, and human our use of AI ultimately becomes. My thanks to Francine Katsoudas and Keith Ferrazzi for organising.

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The role of the CHRO has never been more complex or more critical. At the Gartner CHRO Inner Circle in New York this week, my colleague Catie Brand and I had the privilege of spending time with over 75 CHROs. The conversations were candid, and the patterns were hard to miss. Here’s some highlights that surfaced again and again: - AI’s real opportunity is long-term The focus should be on unlocking AI’s long-term potential. Coaching and recruitment stood out as the areas where AI can have the biggest impact, scaling access and insight, but only if it remains human-led and tech-enabled. - Change fatigue is hitting harder than ever LHH research shows 56% of leaders are burned out, and 75% want more support. I heard similar observations from the CHROs at this event: nonstop transformation is draining trust and energy. At LHH we see that the organizations that get change right prioritize investing in their leaders. They give them the development support to build the hard and human skills to manage change with confidence. And they create a coaching culture within the organization that makes it safe to talk honestly, learn quickly, and keep energy through disruption. - Reinvention is the new normal We spoke about how forces like AI, economic shifts, and demographics are reshaping careers, not just jobs. LHH research shows 58% of people in transition moved into completely new occupations in the last year. What we see making a big difference in talent management is companies adopting skills-based hiring, investing in upskilling on the job, and providing mobility or outplacement programs that help people spot transferable skills and step into new careers with confidence. The conversations at Gartner confirmed what our data shows daily: the future of work won’t be solved by one-off fixes. It will be built by CHROs who design systems that are adaptable by design and where talent strategies turn disruption into opportunity. A sincere thank you to the CHROs I met during this session. Your candor and insight were invaluable and a reminder of the depth of expertise driving this profession forward.   #FutureOfWork #CHRO #Leadership #AI

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“Go big or go home.” I couldn’t agree more, Kunal Sethi! Kunal and I had a fantastic conversation at Workday Rising about what it takes to transform the way we work with AI. His team at Medtronic has 200 agentic AI use cases in motion, and they’ve set an ambitious goal to have 80% of their HR processes AI-enabled in the next three years. Here are three learnings from Medtronic’s journey: 🌟 Look for the interconnectivity. Instead of implementing one-off solutions, think about how AI can connect entire processes. For example, Kunal talked about how an AI agent can support the entire performance management cycle: nudging employees to set their goals, pulling in data such as accomplishments and feedback, and alerting managers when it’s time to review. The real power isn’t about improving one small step, but transforming the journey. 🌟 Build east-west relationships. Bring stakeholders from across the enterprise together to share your vision for AI. Using tangible examples, demonstrate the value AI can deliver for each function, and show how that value can either be reinvested in things they weren’t able to do or given back to the business. 🌟 Keep humans in the loop. Create a clear vision for how humans and agents will work side-by-side, communicate often about what you’re trying to accomplish, and articulate the opportunity for agents to elevate the entire talent life cycle. It’s always inspiring to hear from our customers about how they’re innovating with technology to drive performance and create a great experience for their people. Thank you, Kunal! #WDAYRising

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I had the opportunity to join a group of Chief HR leaders last week at the @Hansell Tierney Executive Dinner in Seattle—a roundtable of some of the most innovative HR colleagues across a range of industries. Our conversation was thoughtful and inspiring. It’s clear that the road ahead for HR will be complex: the nature of a post-pandemic workforce is still taking shape, and we’re all confronting the implications of AI in real time. I left the evening with fresh perspective and several insights I’m bringing back to my work at @Delta Dental of Washington—and wanted to share a few here:  🔹 AI is here to stay—and HR will shape its future.  HR leaders will be responsible for how AI is implemented, from ethics and transparency to impact on people and productivity. We’re not just adopters—we’re the architects of responsible integration.  🔹 Equity and inclusion still matter—deeply.  The conversation around representation, belonging, and mental health is evolving, but the need hasn’t gone away. If anything, it’s become more urgent. A supported, flexible, and healthy workforce is essential to long-term success.  🔹 Peer connection is more valuable than ever.  In today’s hybrid and remote environments, learning from others outside your organization is one of the most effective ways to stay sharp, solve challenges, and grow as a leader. I’m grateful to the Hansell Tierney team for creating space for these important conversations—and to the leaders in the room who brought such curiosity and candor. What are you seeing in your own organization when it comes to AI, inclusion, or connection across teams? Let’s keep the conversation going. 

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What skills do my people—and my business—need to thrive in the AI economy? Our new report shows that the organizations best positioned to answer that question share one approach: talent velocity. Talent velocity means charting a new path built on real-time skills data and acting with the confidence that comes from skills clarity. Leaders who embrace talent velocity are finding untapped capabilities, tuning into employees’ ambitions, and guiding people to career progress aligned with business growth. I hope you’ll explore the report and find your talent velocity advantage. https://lnkd.in/eaE_VkiS #TalentVelocity

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“In this article, we describe actions CEOs can take to develop an optimal operating model “fingerprint”—defined as the unique combination of design choices CEOs make across all 12 elements—that can deliver their strategy and create value. Our research shows that the operating model is one of the most significant enablers of performance within a CEO’s direct control. Before embarking on this journey, however, chief executives should identify the root causes of their strategy-to-performance gap, consider how broadly to redesign their operating model, and chart a course to lead the deep change required.” #strategy #7Smodel #management #leadership #ceo #organisations

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