As we approach 2025, the future of work is coming into sharper focus. I have been proud of the ChapmanCG team for the work done this year to bring the Global HR Community together with more than 1,200 leaders connecting in more than 27 cities.
The conversations we have had with colleagues and industry leaders paint a clear picture: HR is at a pivotal crossroads. With AI advancing rapidly and operational tasks increasingly being offshored, reshored, or automated, the function is being reshaped – whether we like it or not. This is an exciting opportunity, but it also raises critical questions: What will the role of an HR leader look like? How do we prepare for rapid change without knowing the timeframe? And is the function ready for what is next?
AI: Augmenting, Not Replacing IF it Can be Integrated
Listening to our global HR community, AI is transforming HR, but it’s not about replacement—it’s about augmentation. Tools that automate administrative tasks, provide data-driven insights, and enhance coaching and development are already delivering significant efficiency gains.
However, the risks are data validity - do we really have the right accurate data to build on? And how will we integrate the new automation opportunities into the existing operating model?
In addition - what do we do with the time that is saved? For HR, the answer lies in focusing on what machines cannot do: driving thoughtful discussions, fostering relationships, and planning for long-term success.
The Changing Role of HR Leadership – Enabling Employees
We see the HR function as an evolving world. For many, the focus on optimisation and business goals dominates. For others there is a true intention to enable employees and explore the workforce of the future and what work will be. Caring for employees remains central, but it is shifting. Wellness and mental health are no longer fringe benefits—they are critical components of a sustainable workplace. At the same time, navigating the fine line between providing care and respecting boundaries is exactly the kind of nuance we see HR leaders taking a lead role in.
Many leaders we speak to point towards a post-COVID rebound with less focus on wellness and health of the employees. Not a lack of activity just a reduced focus. With more time given back due to automation we predict this will be an area of focus again for organisations that recognise ROI around retention, productivity and quality of work is all improved with happier, healthier employees.
This evolution means HR leaders must redefine their purpose: partnering closely with the business, managing change, leveraging data for decision-making, and guiding talent strategies in a way that aligns with broader organisational goals.
Are We Ready? Can Everyone Adapt and Learn to Change?
Fast-paced change is the reality for every industry, and many are seeing the landscape shift as their own companies change. But HR has a unique role in helping organisations and employees adapt. Are we equipping ourselves with the skills we need? Are we helping our teams build the resilience and agility required to thrive?
The truth is, not all organisations are fully prepared. As HR tech advances, leaders need to upskill and redefine priorities to ensure they can make the most of the opportunities ahead.
Talking to leaders in organisations that already have well embedded automation and technology they are devoting a lot of their time to instil and inspire better change and agility capabilities into their employees. Can everyone do it? That is the question for all of us as we take on the next evolution of work and the role of any leader in guiding employees and achieving business objectives.
Looking Ahead
We see the future of HR as not just about technology—it is about time. With automation freeing up time once spent on administrative work, HR has a chance to focus on what matters most: building a workforce that is skilled, motivated, and aligned with the organisation’s goals.
Planning and prioritisation will be key as we step into this next chapter. The future is full of potential, but it requires us to be thoughtful, adaptive, and ready to embrace the change. Many other areas of corporate life are in the same situation. Optimise, integrate, and find your most powerful way to impact the company goals, for people and culture functions our long-term view is it will land on talent, the people and capabilities including agility and learning.
2025 isn’t just around the corner—it’s here. The question is, how will we adapt and take advantage of the advantages more data insights and more time will give us?
Keep up with the latest HR trends
