Where will HR be in five years’ time?

Rita Dora, director of human capital, Crown Castle UK:

“I believe that if HR isn’t recognised for adding value in a commercial sense, then it will disappear as a strategic function and certainly lose its place on management boards.”

Paul Renshaw, group HR director, David McLean:

“I think it should get back to some of the basics, such as employee welfare and staff satisfaction. Many practitioners seem to have either forgotten about this or don’t feel it’s important for HR today.”

Tom Lea-Wilson, HR director, Higham Group:

“It will stop doing ‘HR’ things and start studying business and psychology seriously. It will start learning that to have a high-performance culture, you need to have a high celebration of success. It will also stop trying to copy what everyone else is doing and start using its own analysis and imagination to create what is right for its own business.”

Simon Marshall, director of recruitment, Metropolitan Police Service:

“Demographic changes will mean that HR policies will have to be radically overhauled to achieve a positive position in what will be an extremely competitive recruitment market. The workforce is getting older, while younger people are seeking short-term training and development opportunities, rather than careers for life.”

David Webber, head of HR, Workers’ Education Association (WEA):

“People will increasingly be recognised as the only real competitive advantage, and HR will become, and be seen to be, even more key in leveraging that.”

Liz Fraser, HR director, Weber Shandwick:

“There will be more emphasis on commercial experience in the HR role at senior level and less on paper qualifications.”

Robbie Wheeler, group HR director, Land Securities Trillium:

“European influence will make it necessary for HR professionals to develop greater consultative skills. HR will be called upon to impact more effectively on organisational design and structure, and also to be more creative in the race to recruit and retain the top talent.”

Mark Byard, HR director, LA Fitness:

“Downsizing of many support functions is inevitable, and will lead to more pressure on HR functions to deliver more value for less cost. This could result in a more multi-skilled HR culture and more HR generalist roles.”

Nazneen Razi, chief HR officer, Jones Lang LaSalle:

 “In most organisations, HR will be involved in all key business decisions. More heads of HR will serve on corporate boards and play strategic roles within the businesses.”

Peter Wilkinson, head of HR, Criminal Cases Review Commission:

“There will be a move away from current models (experts, shared services, business partners) back towards integrated teams with as much HR in the line as possible.”

Lorraine Mercer, HR manager, Meridian Healthcare:

“HR roles will continue to embrace legal changes as employment legislation dominates the agenda. HR will have to have a heightened awareness of the changing landscape.”

Garry Martin, group HR manager, Millbrook Industries:

“The increasing legislation will create a greater need for an in-depth understanding of employment law.”

Linda Moore, regional HR manager, Mazars:

“HR admin will become less visible with increasing automation through technology. Line managers will be more empowered and HR will be recognised as a full, strategic business partner.”

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