As emerging technologies and global disruptions accelerate, HR is feeling the pressure to keep pace.
Andrea Gibbons shares how she and her HR team are tackling these challenges. Gibbons is CHRO of the Depository Trust and Clearing Corporation (DTCC), a company based in Jersey City, New Jersey, that provides post-trade services for financial services institutions such as clearing, settlement and data management.
People development is becoming more important as emerging technologies require organizations to upskill employees. How is HR helping to upskill employees on emerging technologies?
As new technologies like AI keep changing the workplace, we’re investing in upskilling through tailored learning platforms and development programs that match our evolving business needs.
We work with business leaders to spot key skill gaps and create learning programs that build both technical and leadership skills. This includes promoting a culture of continuous learning, where employees are encouraged to take charge of their development and explore new growth areas.
To support this, we use peer learning forums and experimentation opportunities that spark curiosity and speed up the adoption of new technologies. These platforms not only boost knowledge sharing but also build confidence in using new tools in real-world situations.
Our goal isn’t just to keep up with technological changes, but to empower our people to lead them.
Given the recent global changes, how do you see the role of HR changing, and what skills do you believe are now essential for HR leaders?
The role of HR is changing fast due to global shifts like tech disruption, workforce decentralization and higher expectations around employee well-being and purpose. HR isn’t just a support function anymore—it’s a key driver of organizational resilience and transformation.
Today’s HR leaders need a mix of business acumen, digital fluency and people-focused leadership. Skills like making data-driven decisions, managing change and fostering inclusive, agile cultures are now essential. As stewards of talent and culture, HR leaders are in a unique position to shape the future of work by aligning people strategies with innovation and long-term growth.
How is HR using technology, specifically AI, and data to enhance how it delivers for the business and employees?
HR is using AI and data to improve how we add value to the business and our people. AI is making recruiting and onboarding easier by helping talent advisors find qualified candidates faster and helping job seekers find roles that match their skills.
We’re also looking into AI-driven tools to make the candidate and hiring manager experience better during pre- and onboarding, with personalized communication, predictive insights and simpler workflows. Inside the company, AI is making us more efficient by cutting down on manual tasks, so HR can focus more on strategic partnerships and applying our expertise.
Looking ahead, we’re exploring how AI and data can help with workforce planning, identifying skill gaps and personalizing development to prepare employees for the future of work. Our goal is to use technology not just to automate, but to enhance the employee experience and deliver smarter, more flexible HR solutions.
What about supporting leaders? How are you building a bench of competent and inspiring leaders?
At DTCC, we’re building a strong leadership pipeline by spotting high-potential talent and giving them targeted development opportunities like leadership programs, stretch assignments and mentorship. We’re also investing in leadership development frameworks that focus on inclusive leadership, emotional intelligence and adaptability—skills that are essential for today’s dynamic environment.
Through regular talent reviews and succession planning, we make sure we’ve got a bench for critical roles. By fostering a culture of continuous learning and feedback, we help leaders grow through real-time experiences and peer learning.
Our goal is to develop diverse, capable leaders who inspire teams and lead with purpose.
What are the biggest drivers of employee engagement and retention?
Our annual engagement survey helps us understand what matters most to our employees. The insights we gather spark meaningful conversations at both the functional and team levels, guiding targeted action planning that drives real impact.
Areas that matter include challenging, meaningful work that supports growth and strong manager relationships built on trust and support. Other key areas include fair and respectful treatment that makes employees feel valued and sense of belonging that fosters inclusion and connection.
By focusing on these areas and acting on employee feedback, we create an environment where people feel engaged, supported, and motivated to grow with DTCC.
