I met a founder last month who said something that stuck with me.
‍
“We’re scaling fast,” he said. “HR is finally strategic.”

So I asked, “What does that mean?”

He pulled up a slide with words like Talent Architecture, AI-driven Insights, and Employee Journey Mapping.

Then I asked how far out their workforce plan went.

He said, “We plan quarter to quarter.”

That’s not strategy. That’s glorified scheduling.

McKinsey just dropped its HR Monitor 2025 and the data confirms it:

Only 12% of HR leaders in the U.S. plan their workforce beyond three years. Less than half of hires in Europe are successful. Almost one in five new hires quits during probation. And 26% of employees didn’t get a single piece of feedback all year.

We built entire departments around managing people, and yet most companies still operate like they’re guessing. It’s not that HR is lazy. It’s that HR has become reactive theater. A department optimized for compliance, not clarity.

Most HR teams still measure effort, not outcomes. They brag about “time to fill,” but never measure quality of fit. They pilot AI tools in pockets but never redesign the core. And they’re terrified of making the wrong call, so they hide behind process.

The result? Bureaucracy disguised as best practice.

I saw this up close in a past life.

We spent six months hiring a senior engineer. Ten interviews, three panel loops, one “final-final” round. By the time we made the offer, our top two candidates had joined competitors. We celebrated filling the role, but we’d lost the race before we even ran it. Hiring wasn’t slow because it was complex. It was slow because no one owned the decision. Here’s the punchline: HR is the weakest link in most growth engines. Not because the people are bad, but because the system is designed for safety, not truth.

McKinsey’s data is a mirror.

It’s telling leaders:

- You can’t plan your way to alignment one quarter at a time.

- You can’t build culture through compliance.

- You can’t scale without feedback loops.

HR doesn’t need another “transformation.”
‍
It needs a spine.

The future of HR isn’t more dashboards or policy rewrites.

It’s HR built for decisiveness.‍

Strategic workforce planning that looks three to five years ahead.

Hiring that prioritizes fit over formality.

Feedback systems that are constant, not quarterly.

And leaders who treat people decisions like product decisions; fast, data-driven, and accountable. That’s what separates companies that grow from companies that coast. Because at some point, every founder learns:

You don’t lose talent because you can’t find it.

You lose it because your system isn’t built to see it, decide on it, or develop it in time