Skills, Security Clearance and AI: How Do You Plan a Workforce in a Rapidly Evolving Environment?,  brings together a panel of experts to identify and discuss the challenges and potential solutions public sector organisations can use to create a maintain an effective workforce.

This discussion comes at a time when organisations – particularly across government and defence – are under increasing pressure to deliver more with less. Demand for skills and pressures on the talent pool means workforce planning is becoming significantly more complex while rapid advances in AI, together with the constraints of security clearance are reshaping how talent can be accessed, deployed, and developed.

Despite the pressures organisations need to effectively plan and build a workforce that is secure, skilled, and adaptable and this event will bring together HR and Talent leaders operating within secure and regulated environments to explore how they can respond to these challenges in a practical and sustainable way.

The discussion is set to address:

• How to anticipate and plan for rapidly evolving skills needs in the age of AI
• Strategies to navigate the impact of security clearance requirements on talent availability and workforce flexibility
• The balance between immediate delivery pressures with long-term capability and workforce development
• How to leverage AI to support workforce planning, productivity, and decision-making
• Building resilient, future-ready workforce models across government, defence, and the wider public sector

The evening will also provide an opportunity for attendees to connect with peers over drinks & canapés in an informal setting.

Alongside this collaborative discussion, the session will provide clarity on the transition from the Apprenticeship Levy to the Growth and Skills Levy, and what the changes mean for your talent pipelines. As AI and technological change reshape job roles and expectations, early‑career employees need strong foundational, digital and future‑focused skills to thrive and employers need confidence that their workforce is ready for long‑term success.

Join us to explore how organisations can build the digital capability, early‑career pathways and sustainable skills needed to remain competitive in an increasingly digital world.

The current status and possible future for the HR function came under close examination at a webinar hosted by The HR World and sponsored by Cezanne. At a time of great change and turbulence in the workplace – disruption and change brought about through technology, legal and compliance issue and more – this seems to be a moment when HR has the opportunity to surge ahead and become a strategic and critical part of senior business leadership. However, making this step forward requires focus and commitment from HR professionals themselves.

The webinar’s panel – Simon Mounsey, Interim Chief People Officer & HR Transformation Specialist; Erica Farmer, Professional Speaker, Trainer, Author & Podcast Host. Quantum Rise Talent Group & EricaFarmer.ai and Caroline Gleeson, Chief Transformation Officer at Cezanne discussed the topic from diverse viewpoints.

While the need to adopt and adapt to technology and AI in particular is unavoidable the panel made clear it was important that HR should remain a ‘human first’ function. Despite the need for efficiency and cost effectiveness in the business, organisations still need to be human centred and appreciate the value of being so. Erica Farmer put forward the idea of HR professionals as being change architects – the people who would design and manage the workforces of the future – it’s a task which many HR professionals are well placed to take up, but need to take the initiative to realise.

The use of data and analytics can also play an important part in securing a clear future for HR. Simon Mounsey and Caroline Gleeson both highlighted how data and metrics can not only demonstrate the impact of HR’s work but become predictive in areas such as recruitment and employee engagement. Through this the function can have a marked impact on efficiency and productivity.

Overall, the webinar clearly shows that HR does have the potential to reach and succeed at C-suite level within businesses without having to redefine itself. HR certainly has a critical part to play in the future, but it will not come automatically and HR leaders need to be bold and confident and demonstrate the impact they can have within the companies they serve.

As such the webinar is vital viewing for anyone who wants to realise their full potential in the profession and who wants to ensure HR takes a leading role in the future of the workplace.

A few months ago, the National Forum for Health and Wellbeing at Work launched their AI Report on the potential benefits and obstacles of AI in the workplace. Surprisingly, it found that many believed it could enable them to do more of the ‘important things’ at work, relieving them of the more mundane aspects of their job. There were concerns, of course, over their job security, but not as worrying or serious as I had anticipated. I suspect this is because we don’t know about the extent of AI’s capabilities in the long term.

The worry is that technology goes even further in undermining the in-person aspects of HR.”

So, will AI alleviate the more routine or mundane task of HR professionals and senior HR leaders over the coming years? I think, if implemented appropriately, it certainly has the potential to deliver ‘more for less’, enabling HR managers and leaders to concentrate on more strategic issues (eg talent retention and attraction, workplace culture and wellbeing, real engagement, future proofing training in an AI world, etc.). The potential downside of this is that AI just increases our reliance on technology, to the extent that the world of HR becomes a virtual world where our face-to-face relationships decline as we try to free our time and efforts. We already see how online training apps in the health and wellbeing arena have created a relationship gap between employee and HR training providers. The worry, therefore, is that technology goes even further in undermining the in-person aspects of HR, as it confronts the challenges of engaging with employees with the fast moving AI world, job security, mental wellbeing, engagement, gender issues, and the like. 

HR has a real opportunity in the AI era to help organisations engage their staff for the next decade of more rapid and substantial change in the workplace. This means greater engagement in understanding and integrating AI, and future technologies, in our everyday lives without resisting change. Giving employees ownership in technological change, engaging with them closely, is critical here, which plays nicely into HR’s major contribution in this context. 

The challenge of initiating change

Change is rarely easy in organisations, as Machiavelli wrote in his book The Prince: “It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than initiating change. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who would prosper under the new.”

Senior HR leaders can be helped as early adopters of AI, so they can concentrate more on future-proofing AI and other strategic issues in the future, Leading by example, engaging staff in decision making and supporting those who are threatened is the job of HR leaders in a never fast-moving workplace. As the old euphemism goes “change is here to stay” so HR leaders have a significant role to play. Or, as Mark Twain once wrote: “If you always do what you always did – you’ll always get what you always got”.

I’ve always hated the career ladder metaphor. Often the main beneficiaries of a career ladder structure are those that fit the profile expectations of career progression. In this post pandemic, post Black Lives Matter, post MeToo, post Trump and especially Post AI – the career ladder is dead. Long live career uncertainty.  

​In the corporate vocab of the 20th century, the ‘career ladder’ was a comforting beast. It promised a predictable ascent: climb the rungs, be rewarded for effort and connections, wait your turn, and retire with a pension. That beast has been on life support for decades – especially if we view it through an Equity lens. Now, AI is preparing to pull the plug. For Human Resources often the most risk-averse species this presents a terrifying dilemma. They can continue to pantomime the rituals of old of promotion and progress – where do you see yourself in five years time – career ladder stuff. Or they can embrace a controversial truth: in the new world of work, progress is uncertain, the corporation is no longer a family. We now work in a dynamic ecosystem, uncertainty is the norm, the ladders are disappearing and AI is the new climate. 

 From my work on ‘Industry 5.0’ I would argue we are witnessing the end of the ‘job’ as a fixed bundle of duties – but now we’re moving into an even more flexible way of working. In this new landscape, relying on technical (in its broadest sense) competence alone is a fast track to obsolescence. AI has a massive impact on work – but to focus on Generative AI specifically, it really is unbundling jobs and job roles. This shift is also driven by the rapid commodification of white-collar skills. In my book Futureproof Your Career, in this world I say the goal is not to outrun the machine, but to build a relationship with it. We are moving towards Industry 5.0 an era not of replacement, but of Human-AI symbiosis.

The future of career management, then, is not about climbing a ladder, but navigating crisscross pathways.”

​Here lies the rub for HR. For years, the function has been an administrative shock-absorber, protecting the status quo of career progression – skills needed + skills in. I think this transactional approach misses the critical human element of how we workers make career changes. To survive now, HR must become an engine of ‘career resilience’. I remember last year – 2025 a very disappointed CPO of a global energy company. He was saying when he welcomed a cohort of new graduates saying in his welcome speech: “one of you may become our future CEO” but instead of thrilled faces of GenZers he met with a sea of faces that said – yeah we don’t buy into that career ladder thinking. 

The honest conversation to have with a recruit in 2026 is not, “We see a path to Director,” but rather, “We will help you build the human capabilities needed to activate your success and we respect that you need to have wellbeing in your work-life.” My research says this shift is about emphasis on empathy, ethical judgment, and complex problem-solving. As we know – these are skills that the algorithm cannot replicate.

 This is where the argument becomes thorny. If HR merely uses AI to optimise hiring and promotion based on historical data, it automates jobs and not careers. The future of career management, then, is not about climbing a ladder, but navigating crisscross pathways. It’s all about shifting patterns where (my research shows) agility and adaptive skill under uncertainty matters. 

​For HR, the mandate is clear but demanding. Stop nurturing the illusion of stability. Instead, build an infrastructure of psychological safety where workers feel secure enough to experiment, fail, and relearn in order to progress in the matrix. Embrace the uncertainty too. You do not futureproof a career by hiding from change, but by building a relationship with it. Honestly speaking the ladder is gone. The safety net is gone. HR’s job is enable people manage themselves in this matrix/maze/crisscross career pathways – and to ensure the footing is fair.

For years, workplace security has been treated as a back-office issue – keycards, PIN codes and sign-in sheets quietly doing their job in the background. Yet these familiar tools have long influenced how we manage people, time and trust. They’ve also created hidden challenges for HR teams responsible for fairness, compliance and employee experience.

It’s time to view security differently – not as a barrier, but as a partner that helps HR protect people and strengthen workplace culture. Artificial intelligence (AI) and biometrics are transforming human capital management. While some worry that this feels like “Big Brother,” I see it as “Little Brother” – a supportive guardian that ensures people are who they say they are, safeguards sensitive data and promotes fairness across the workforce. This isn’t just about new technology; it’s about building a culture of trust.

More problems than solutions

Many HR teams still rely on keycards and PIN codes to track attendance, manage access and process payroll. But these outdated systems often create more problems than they solve. When cards are lost, shared or “buddy punched,” businesses lose both money and trust. Time fraud alone costs organisations up to 7% of payroll each year – funds that could otherwise support wellbeing initiatives, development programmes or culture-building activities. Beyond the financial hit, outdated methods expose organisations to risk. A cloned keycard or shared password can compromise not only data but employee safety. For HR, that risk strikes at the core of its mission: protecting people.

No one can borrow time or access privileges, and everyone is recognised for their actual contribution.

Biometric technology, such as facial recognition or fingerprint scanning, links identity directly to the individual, making it nearly impossible for someone to misrepresent themselves. For HR, this creates a foundation of fairness and accuracy. No one can borrow time or access privileges, and everyone is recognised for their actual contribution. Payroll accuracy improves, compliance is simplified and administration is reduced. In this way, security becomes an enabler – helping HR ensure consistency and fairness for all.

Of course, trust remains essential. Employees need to understand how their personal data is used and protected. Biometric systems don’t store images; they store encrypted mathematical patterns that can’t be reverse-engineered into photos. Combined with transparent communication and clear consent processes, biometrics becomes a tool for protection, not surveillance. When HR leads open conversations about how and why the technology is used, scepticism turns into confidence. People feel reassured that their information is safe and that fairness is the goal.

AI at the edge

AI is taking biometrics and HR technology even further. At the hardware level, ‘AI at the edge’ allows devices to process data locally, so systems continue to operate securely even if connectivity is lost. On the software side, AI can analyse large volumes of HCM data to uncover insights in real time. Imagine asking your HR system natural-language questions like “Which departments have the highest overtime?” or “Where are we seeing attendance anomalies?” and getting clear, immediate answers. This reduces administrative burden and frees HR leaders to focus on engagement, development and culture – the work that truly drives organisational success.

At its best, AI-powered biometrics help HR achieve its most fundamental goals: ensuring fairness, maintaining compliance and protecting people. It supports data security regulations, ensures payroll accuracy and strengthens workplace safety – all while reinforcing trust as a shared responsibility between employer and employee. That’s what I mean by ‘Little Brother’. It’s not about control; it’s about care. It gives HR the tools to build workplaces where security and trust go hand in hand.

The future of HR belongs to those who embrace this balance – where people feel protected, processes are fair and technology quietly supports the best of human potential.

The Responsible AI Summit, which I’ve attended since 2023, has grown from a small gathering of less than 100 people into a global event. What started out as a fringe notion for turning AI ethics into business language is now coming together as a full-blown Responsible AI (RAI) profession.

For HR leaders, trying to define clearly what skills and qualifications are needed could feel like an annoying burden. But I’m seeing RAI professionals as important allies for HR leaders, providing ammunition for why the whole gamut of policies and practices that support people are not ‘woke nonsense’ but actually vital for business success.

This year some companies that had embraced Environmental, Social, and Governance (ESG) and Diversity, Equity, and Inclusion (DEI) principles are facing significant pressure to scale back these initiatives. We’re seeing some organisations quietly remove ESG from their communications – Currys recently scrapped their Board level ESG Committee – whilst others are scaling back DEI programs in response to the US administration’s changed remit.

If you are concerned that this is a retrograde step, seek out RAI professionals to collaborate with. They can provide the necessary data and assurance to demonstrate why these initiatives are not just ‘feel-good’ exercises, but critical to identifying and reducing risks associated with AI use.

Expertise on tap

By cultivating a strong RAI function the HR department will also benefit from having expertise on tap as you increasingly rely on AI tools to save your team time, reduce human bias in hiring, and improve the overall candidate experience. Your RAI professional can help evaluate and ensure that your AI-powered recruitment tools, for example, are genuinely fair and transparent, rather than reinforcing existing biases. This strengthens the integrity of your HR processes and boosts employee trust in the organisation’s commitment to fairness. This is a pragmatic, business-critical approach.

But who are these RAI folk? It’s a melting pot of backgrounds – from law to computer science, social sciences to data science. This diversity is a major strength, bringing different perspectives to the complex challenges of ethical AI implementation. However, it also means there are no clear career paths or standardised training yet. It’s a bit like data protection was 20 years ago. As a profession, RAI is still finding its formal structure and boundaries. This means RAI professionals needs you help because most organisations lack consensus on where RAI functions should sit, what authority they should hold, and how they should interact with development teams. This creates inconsistent implementation and makes accountability difficult to establish.

Formal certifications emerging

The good news is that we are starting to see the development of formal certifications to address these gaps. Bodies like the IAPP and IEEE have created certifications for AI governance and AI ethics. These programmes aim to provide a more structured pathway into the profession by offering training on everything from ethical frameworks to regulatory compliance. Some of these certifications are designed to align with global regulations, including the EU AI Act and the UK’s approach to AI governance.

If you are recruiting people into AI governance-related roles, look for people who can combine technical literacy with strong analytical skills, and the ability to build consensus and influence organisational culture. An RAI professional isn’t just a gatekeeper; they need to be an orchestrator who brings together experts from different departments to ensure AI is used responsibly. You can help them by establishing a clear mandate and a direct reporting line to senior leadership, giving them the authority they need to drive change.

Grow your own

And there aren’t enough people with these skills so you may need to ‘grow your own’ by cultivating talent in-house. Avoid only looking to compliance or IT and instead give opportunities to employees with diverse backgrounds from data science, project management or customer-facing roles, who possess strong skills in influencing colleagues. A critical step is to provide them with structured training programmes and invest in educational pathways that develop both technical and ethical competencies. By allowing employees to take on RAI duties in hybrid roles, you can build a resilient in-house capability and empower individuals to become the orchestrators who bridge the gap between technical teams and ethical principles.

I am certain that, for the UK to become a global leader in AI, we must cultivate a robust RAI professional community. And HR is at the heart of this. By investing in educational pathways and talent pipelines, you’ll be building the human infrastructure that ensures AI development is not only innovative but also aligned with our societal values.

On this virtual round table discussion from The HR World, led by Dan Gallagher, Founder, The Intersection Network, HR and TA experts came together to discuss their current position with regard to AI, how it was impacting on their work and where it might go in the future.

But the discussion went further than that. As the title suggested, Gallagher drew from his own experience and reflected on that of fellow round table attendees to identify productive and measured ways forward in using AI, a progression which would ensure the technology has a strong positive impact for people, reducing bias and maximising efficiency.

The current state of play seems to suggest there are more ‘business-wide’ AI initiatives than HR specific projects. To some extent this maybe due to a lack of knowledge around how to use the technology but there was also a sense of wariness around the lack of transparency in some solutions offered.

Where the technology is being introduced there are clear guardrails being deployed to protect the organisation, people & data affected and there is recognition of the need for regular communication & education to show that the technology doesn’t need to be considered ‘scary’ but can be used effectively by anyone.

One major question raised around AI however is why is it being used in the first place. This reason needs to be clear, front and centre: is it for time saving, for efficiency or to do something else? Without clarity around this issue the value of deployment and adoption can be compromised.

While bias with AI operation was discussed, so too was access to AI and how this may impact equality among candidates and employees. While one phrase surfaced: ’AI won’t take your job, but you might lose it to someone who can use AI’, it was also noted that there is a gender imbalance around this technology use as well as a danger that it may contribute to an increasing socio-economic gap.

Ultimately while there may still be a lack of frameworks for moving ahead with AI, there is a clear desire to making the technology work positively for organisations and employees. To this extent the current users and adopters of AI are still on a path of discovery, understanding how it can work and the implications of it use.

To this extent organisations, and HR in particular, must proceed with caution as well as excitement.