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ISSUE 250 – Synopsis – August 2025
Recognising and tackling abuse (Domestic/workplace)
In this issue, we ask how can HR & People leaders create a culture of awareness and prepare managers, team leaders and colleagues to recognise and respond to signs of abuse? How should organisations position tackling abuse integrally, as part of the culture? With the further complexity that online abuse brings, how can HR build awareness and equip employees with the knowledge and confidence to recognise signs of abuse and take supportive and appropriate action? Abuse – whether at home or in the workplace, physical or online – can manifest in subtle ways, such as changes in behaviour, unexplained absences, visible injuries, withdrawal or reduced performance. But while it’s not the role of managers to diagnose, what training is required so that managers can spot the signs and respond compassionately and practically? What practical guidance is required to recognise the emotional, physical, financial and digital abuse and how can managers and team leaders be trained to sensitively initiate conversations, respect confidentiality and signpost to internal and external support systems? Equally important is creating an environment where employees feel safe to disclose, so how should HR leaders review and update policies to ensure they explicitly support victims of abuse, including flexible working arrangements, time off for legal or medical appointments and access to mental health resources. Additionally, what partnerships with specialist organisations can be forged, such as domestic abuse charities, to provide valuable resources and referral pathways? Embedding support into the culture is vital and an integral part is to establish workplace champions or trusted points of contact and internal communications, to reinforce zero tolerance for abuse, Abuse is often hidden in silence and so this issue is devoted to helping our readers develop an informed, compassionate and proactive culture.
Evolving leadership
In today’s volatile, fast-paced business landscape, leadership is no longer defined by seniority or technical expertise alone. The complexity of global operations, digital disruption, stakeholder scrutiny and rapid societal changes are demanding a new kind of leader – agile, emotionally intelligent and purpose-driven. For HR, this evolution presents both a challenge and a strategic opportunity. So how can HR change the traditional leadership models – often built on hierarchical thinking and static competencies – and cultivate adaptive leaders that can navigate ambiguity, foster innovation and inspire diverse teams across boundaries. So how must HR reimagine how leadership potential is identified, developed and supported and how should leadership criteria be defined? How can leadership mindsets be shifted from corporate objectives at all costs, to a greater emphasis on emotional resilience, learning agility, inclusive mindset and ethical judgement and embedding these traits in recruitment, succession planning and performance frameworks? Equally, how must HR effectively partner with the business to ensure leadership capability aligns with strategic priorities? What are the future skill requirements for leaders and how should leaders be prepared and developed to meet the ongoing challenges of digital transformation, informed by ESG values and managing hybrid teams? Technology can of course play a key role to play, so how can HR utilise data analytics to track leadership effectiveness and identify gaps early? HR must develop a culture that supports modern leadership, one that values collaboration over control, learning over perfection and trust over hierarchy. In this new era, leadership is not just about leading others – it’s about leading change and HR leaders who champion this evolution will position their organisations not only to survive uncertainty, but to thrive in it.
Recruitment strategy
The talent and skills market has undergone a seismic change. Skills shortages, changing candidate expectations, digital disruption and demographic shifts are reshaping how organisations attract and secure talent. For senior HR leaders, this demands a bold rethink of recruitment strategy – moving from transactional hiring to a strategic, data-informed, future-ready approach. To remain competitive, recruitment must be aligned directly with business goals and long-term workforce planning. So how can HR leaders gain a grip on the organisation’s future capability needs – not just today’s vacancies, but the emerging skills required to drive innovation, transformation and resilience? How should practitioners forge closer links with business leaders across the business, to forecast these needs and embed them into a dynamic talent acquisition strategy? In short, what does a modern recruitment strategy that embraces flexibility and agility look like, as the traditional one-size-fits-all approach no longer applies? How should organisations utilise diverse talent pipelines impactfully – returners, freelancers, gig workers, underrepresented groups and globally remote candidates – while strengthening employer branding to appeal to evolving candidate priorities, such as purpose, wellbeing, inclusion and career development? Technology plays a central role, so how can AI and analytics be leveraged to enhance sourcing, reduce bias and improve time-to-hire and candidate experience? Aside from the tech, a truly competitive strategy is underpinned by strong candidate engagement, personalised communication and authentic storytelling about the organisation’s values and culture. Internally, talent mobility must be a priority, so how can HR encourage upskilling, reskilling and internal progression, not only to fill critical roles, but also drive retention and engagement? How can a culture of learning be supported and championed to ensure internal recruitment processes are as robust and visible as external ones? Lastly, measurement is key – recruitment must be continuously evaluated against clear metrics, such as quality of hire, cost per hire, time to fill and long-term retention – to ensure effectiveness and adaptability in a fast-changing environment. In today’s landscape, talent is not just a resource, it is a competitive differentiator and a proactive, strategic stance is required to build and support recruitment capabilities that don’t just fill jobs, but power the future of the business.
Managing Employee mobility
Mobility used to be an exception and now it is a confusing mix up of working in an office, all remote or hybrid. Add to this the fact that, if an employee wants to work in another country, there are complex labour rules and tax positions to name but two factors. Then there is the complicated issue of salary expectations, when seconded staff expect the same salary they received in a city hub HQ, when they move to a regional office. So, is the design of mobility evolving to answer these opportunities? Tactically, HR has less time top manage complex ex pat situations and so, as the “work anywhere” workplace evolves, so too must the way we approach employee mobility. Today’s employees no longer view careers through the lens of linear progression or long-term tenure with a single employer. So how can HR recalibrate to support the changing mindset about work, career and life aspirations and turn challenge into opportunity for a wider talent pool? What needs to be considered to create more flexible, personalised mobility strategies that meet individual needs, while aligning with organisational goals? Employee mobility has traditionally been about promotions and relocations, but in the modern workplace, it encompasses a broader spectrum of possibilities – lateral moves, skill-based development, gig roles, project-based work and even hybrid or remote positions. So how must HR leaders approach this shift and manage mobility in a way that allows employees to build dynamic careers that fit their evolving personal and professional priorities? The first step is understanding that career development is no longer a one-size-fits-all approach, employees today seek more control over their career trajectories, with greater emphasis on personal growth, work-life balance and meaningful work. So how should HR create pathways for employees to explore diverse career experiences – whether through cross-functional projects, mentorship programmes or job rotations – while ensuring these experiences align with the organisation’s talent strategy? HR must not just manage mobility, but enable it in ways that empower employees, through aligning career development with personal aspirations. In this issue, we will be asking what are the trends in managing mobility and what is working?
As with all of our subjects in issue 250, we welcome your expert knowledge and ideas for potential articles, to shine a light on the future challenges and opportunities that our readership faces in 2025.
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