“When people, organisations, and communities give generously, opportunities and support for women increase,” says IWD. “Giving is not a subtraction, it’s intentional multiplication. When women thrive, we all rise.”

Across the technology sector it can be hard to see beyond this traditionally male dominated space. However, Alex Rumble, CMO and AI Ambassador at strategic technology partner HTEC thinks the key is in allowing people to express themselves: “Giving starts with slowing down enough to actually hear people,” she says. “In tech, where the pace is relentless, listening is undervalued. From that foundation, you can help women clarify their strengths, connect their work to wider goals, and lead with confidence rather than second-guessing.”

We must act now to prevent setbacks and ensure gender equality progresses.”

Rumble is however clear that individual action is not enough. “Organisations need to give real access, not good intentions,” she says. “Sponsorship over mentorship, because sponsorship combines advocacy with influence and opens doors that mentorship alone cannot. Transparent career pathways, flexible working, and genuine leadership development. These remove the barriers that persist even when capability is not in question.”

“We need more women in tech, and leaders must lead by example to address gender imbalances,” asserts Simone Mink, Product Operations Lead at application development platform, Mendix: “While the EU Pay Transparency Directive is a step in the right direction, I’m deeply concerned about the anti-DEI movement in the US. We must act now to prevent setbacks and ensure gender equality progresses. Therefore, it’s crucial to hold our companies and governments accountable for advancing and safeguarding gender equality.”

Grace Ensell, Sales Manager at data storage company Western Digital UK explains equality isn’t about diminishing the achievements of any gender but about creating an equitable environment where everyone has the same opportunities and responsibilities in their careers and personal lives. “This is not to ignore the still existing challenges faced by women in the technology industry, especially those balancing professional success with motherhood,” she notes.

Ensell speaks from personal experience in balancing her job and family. “I am fortunate to have a fantastic network,” she says. “They say it takes a village to raise a child, and I have found that village with my teammates, my friends and family and my partner. This support has allowed me to combine both worlds and get the best out of both.

Allyship operates at the level of daily interaction, not annual declarations.”

“On this International Women’s Day, I want to accelerate action by acknowledging and celebrating our networks around us,” she adds. “We still have a long way to go to achieve full gender equality, but I want to encourage everyone to take part in it.”

There are undoubtedly some steps forward being made in achieving equity, but as Alex Rumble points out the work in hand cannot limited to just one day: “Allyship operates at the level of daily interaction, not annual declarations,” she concludes.

In one finding 58% of surveyed leaders expect AI to be a major growth engine over the next two years, with 32% believing it will fundamentally reshape operations as they scale these technologies enterprise-wide.

According to EY’s Global Talent Attraction & Acquisition Leader, Irmgard Naudin ten Cate, the report reflects a shift in mindset with leaders increasingly viewing AI, not just as a technology upgrade, but as a fundamental driver of growth and enterprise transformation.

“We’re already seeing this in practice,” she says, “with AI reducing administrative tasks and giving our people more time for higher‑value work that accelerates organisational agility and elevates the employee experience.”

Importantly Irmgard notes that AI creates most value when paired with purposeful investment in people. “Scaling AI enterprise‑wide requires new skills, redesigned roles and a workforce that feels confident working alongside intelligent technologies,” she says, “which means its long‑term growth potential will only be realised by organisations that invest equally in technology and talent.”

Leaders recognise that AI is not about reducing headcount, it’s about augmenting human strengths and realising the potential of our teams.”

Guillaume Delacour, VP – Global Head of People Development at ABB questions what is meant by growth in this context – and therefore how AI might impact. However he also highlights the need for a change in thinking by employers: “In ABB we support and encourage our people to make a mindset shift, moving from using AI as a tool, to collaborating with AI to increase their impact through productivity, exploration and self-development,” he says. “If you get all your employees doing this, for sure you will be in a much better place to compete, to innovate and grow your company. And if you do so, you will generate growth and likely hire more employees.”

Andrea Guerzoni, Global Vice Chair EY-Parthenon, adds: “Despite the hype around outsized AI gains, the reality for CEOs is much more complex. AI is meeting and somewhat exceeding expectations for many CEOs, but only a standout 20% are capturing breakthrough returns, and they will be in a strong position to forge ahead, making AI more of an engine than an experiment.”

Interestingly, despite the large-scale shifts in workforce patterns seen globally, 79% of CEOs surveyed feel optimistic about their ability to attract and retain critical talent. Talent will play a key role in supporting AI transformation initiatives, and in developing teams that are equipped to navigate external macroeconomic and geopolitical pressures and uncertainties. Consequently two thirds (69%) of respondents believe investments in AI will lead them to maintain current levels of employment or hire new talent over the coming year. Notably, the proportion of CEO respondents who believe investments in AI will lead to a reduction in headcount reduced from 46% in January 2025, to 24% in December 2025.

The softening of opinion about the potentially negative impact AI might have on employee numbers is picked up by Irmgard: “Leaders recognise that AI is not about reducing headcount, it’s about augmenting human strengths and realising the potential of our teams,” she says. “While AI takes on time‑consuming tasks, the demand for judgement, creativity, relationship‑building and critical thinking remains essential. That means, for EY, attracting and retaining top talent remains a strategic imperative. The people we hire today will play a critical role in managing our AI-driven tools, so we need to ensure we’re empowering them with the skills to shape the future.”

For more on how ABB are introducing AI go here.

The Company is predicting that this year HR teams will restructure, coordinate with IT, and rapidly accelerate AI adoption. This move will see “superagents” automate many core HR processes. Indeed it appears that AI tools will evolve from assistants to workflow automation systems, requiring up to 30% fewer HR staff, while delivering dramatic improvements in employee services.

The research firm describes this move as nothing short of a revolution – one that will sweep aside lingering reservations about whether teams should deploy AI. In 2026, they say, AI will be everywhere: in our phones, computers, vehicles, and wearable devices. As a result, business leaders and professionals alike must understand its imperfections, architecture, and the quality of the underlying data. 

For CHROs, the implication is clear: the next few months must commence with a redefinition of HR’s corporate mission. This should include: training teams to use and build with AI, identifying high-value AI assistant, agent, and increasingly “superagent” use cases, and finally executing AI deployment strategies to drive growth.

These findings are explored in depth in a new report from The Josh Bersin Company, The Superworker Organization: AI Goes Enterprise—HR and Leadership Imperatives for 2026, which details multiple real-world organisational case studies and vendor roadmaps.

We believe agents and superagents will eliminate up to 30% of traditional HR roles, enabling HR professionals to spend time on hiring, coaching, and managing the AI infrastructure.

The thrust of the imperatives – the practical “to-do” list for HR leaders – can be understood by comparing AI’s rapid development to the evolution of the automobile. As with driving, that is roughly where we are with AI in HR today. But we are moving quickly toward “self-driving” systems that will take over many of the mechanical and administrative aspects of HR.

The study has identified no fewer than 100 agent applications across HR, which can be grouped into fewer core superagent families. In L&D alone, the study proves that 60–70% of the work currently being done by training and development teams can be automated.

11 Imperatives for the AI-Aware CHRO

1. Build a unified AI architecture
   No organisation wants to manage 100 agents from 100 vendors. Design a coherent, scalable AI ecosystem, use superagents to collect and consolidate agents.
2. Embrace the era of the corporate citizen developer
   AI will be built not just by coders, but by everyone, enabling the whole organisation to build apps, without waiting for vendors.
3. Plan for job transformation, not job destruction
   Some roles will disappear, many more will emerge. More than 30 new job titles have already appeared within HR and IT.
4. Put employee care at the centre
   As AI’s impact intensifies, employee trust, wellbeing, and fairness become critically important. Refocus on mission, purpose, and internal development.
5. Move beyond yesterday’s talent management
   Retire outdated models and usher in true talent density across the organisation, slow hiring and improve internal upskilling and performance.
6. Prepare for AI-powered digital leadership
   Virtual “digital twins” will coach, guide, and scale leadership in radical new ways, AI-driven leadership built from your own leaders.
7. Start an AI-driven learning revolution
   Continuous, personalised, AI-powered learning will be standard: move away from courseware toward dynamically generated learning and knowledge.
8. Integrate your recruitment AI investments
   Consolidate tools and fully connect the talent acquisition tech stack.
9. Expect major HR vendor disruption in 2026
   The market will reshuffle – be ready to identify and back the new winners. Some incumbents will vanish and many will be acquired.
10. Invest in LLM quality, not just access
    Large Language Models vary widely in value; invest in data labelling, quality, external validation, and internal data governance.
11. Lead the AI transformation
    Step beyond HR. Become the CHRO who drives AI adoption for the organisation’s broader success.

“In 2026 we will see the most dramatic transformation of HR in my career, with hundreds of traditional processes automated,” said CEO Josh Bersin. “Ultimately, HR exists to make the rest of the company work better, and AI brings scale and value like no HR technology before.

“We believe agents and superagents will eliminate up to 30% of traditional HR roles, enabling HR professionals to spend time on hiring, coaching, and managing the AI infrastructure,” Bersin continues, “And many HR teams will become application developers, building and managing their own people management agents.

“For CHROs and HR leaders, this is the year to build a sound architecture, invest in skills, and learn how to operationalise this enormous new toolset for process improvement and autonomy. For HR Tech vendors, this is a disruptive time to think big and reinvent your products,” he concludes. “We will exit 2026 with higher performing companies, more engaged employees, and superworker businesses that generate even higher levels of revenue and profit per employee.”

• The report from The Josh Bersin Company marks a new way to interact with the company’s findings: AI Goes Enterprise – HR and Leadership Imperatives for 2026 is best accessed through the firm’s Galileo AI agent.

• This development creates the first-ever interactive and live research, continually refreshed within the Galileo platform. Unlike a conventional static PDF, organisations can now interact with embedded Galileo prompts – pausing, interrogating, and customising the findings – so the analysis is fully aligned with their unique, specific, time-sensitive HR initiatives in 2026.

Learn more about the 2026 imperatives at joshbersin.com/imperatives and access the research through Galileo Suite at getgalileo.ai.

A report from Empathy, a technology based company who help people plan for and navigate life’s toughest moments, has identified a looming crisis for employers around the support and wellbeing of employees experiencing bereavement.

‘The Cost of Loss: The UK’s Bereavement Burden’ shows that as the UK’s population live longer, there are more people caring for ageing parents while supporting their own families. As a result, a growing share of the workforce is now carrying an enormous bereavement burden. When a loved one dies, they are left to navigate months of administrative, legal, financial, and emotional strain, all while attempting to stay productive at work.

The report reveals that employers are struggling to keep pace with these rising pressures. Bereavement has become a defining challenge for UK workplaces, and the gap between what employees need and what organisations currently provide is fuelling a crisis in wellbeing, productivity, and retention.

Employers Risk a Talent Exodus

Employees increasingly expect meaningful support from their employers following loss. Empathy’s study showed that nearly half (48%) of people who have experienced loss would leave their job if the support received is inadequate – a figure that rises sharply among younger generations, to 57% of Millennials and 74% of Gen Z.

An overwhelming 92% of respondents said they place a high value on bereavement-related employee benefits, and nearly a quarter (23%) said this would influence their decision when considering a potential employer. Notably, every single Gen Z respondent (100%) placed high value on bereavement-related employee benefits, underscoring a generational shift in expectations around wellbeing at work.

When asked which benefits are most valuable when considering an employer, bereavement support (23%) came above parental leave (17%) Employee Assistance Programme (EAP) / counselling services (11%), or a gym membership and fitness benefits (5%).

The Hidden Cost of Inadequate Bereavement Support at Work

While it is accepted that bereavement impacts workplace productivity, Empathy’s report shows the full extent of this. It is widely understood that bereavement affects workplace productivity, but Empathy’s report reveals just how significant and long-lasting that impact can be.

In the year following a bereavement, almost a third (30%) said they regularly struggled to concentrate at work, and more than a quarter (27%) said they were less productive. Millennials were most affected overall, with 37% regularly struggling to concentrate, 35% reporting lower productivity, and 16% frequently missing work in the months after losing a loved one. This demonstrates a clear need for employers to provide specialised bereavement support to meet the current and next generation of talent.

“Workplace wellbeing has evolved, and it’s now evident that standard policies alone are not enough,” says Clare Dodd, Empathy’s UK General Manager. “Organisations have a clear opportunity to step in with bereavement support that is both practical and genuinely human-centred.”

Empathy have just entered the UK market bringing their flagship product, Empathy Loss Support, to help families manage the full burden that follows a death. The pressures highlighted in the research reflect the growing need that informed Empathy’s decision to bring its offering to the UK. “Our goal is to raise the standard of bereavement care at scale, ensuring every employee feels guided, supported, and able to navigate one of life’s most challenging moments,” says Dodd.

Ron Gura, Co-Founder & CEO of Empathy, commented: “Launching in the UK is a significant milestone for Empathy as we expand our mission to one of the world’s most forward-thinking markets for employee wellbeing and insurance innovation. Since 2020, we’ve supported millions across North America through the practical, logistical, and financial challenges that follow a loss. Our focus now is to bring that same level of clarity, efficiency, and trusted support to families in the UK. By partnering with employers and institutions, we aim to raise the standard of bereavement care and ensure people have the guidance they need to navigate one of life’s most complex moments.”

Make no mistake, the HR function in 2025 has evolved. There is now more emphasis on strategy, leadership and delivering value through people than was the case 12 month’s ago. Some of these themes are further developments on existing themes, others ark new departures for the function. AI is still on the agenda, but HR now has the knowhow to push back, at least identifying and insisting on clear value from the technology rather than simply chasing the next best shiny thing. 

The HR World has been at the forefront of much of the debate, through its extensive webinar programme, round table discussions and more. We’ve welcomed articles from experienced and knowledgeable HR professionals, we’ve interviewed and featured inspirational HR leaders and we’ve given our readers front row seats for the latest – and very best – practice that clearly delivers for the function.

It’s hard to limit our review to a few highlights, but here are some content pieces we think you shouldn’t miss and should definitely return to as we head into the new year:

HR Mindshift

Born in administration, thriving in strategy – in this article we spoke with a range of HR professionals to chart how getting people side of businesses right was now a crucial part of success. From the importance of being data led to increasing its ability to collaborate, David Liddle, President of the People and Culture Association and CEO of The TCM Group said HR was at pivotal moment – either rising to become the most strategically important function within the modern organisation, or retreating to be little more than a transactional, administrative department. I think we know which we prefer:

The HR Mindset Shift Pt 1: How HR leadership can take the function further

Tech Takeover?

As AI and technology increased its role in business, HR is facing this challenge of the future. In this article we asked whether HR should now merge with the technology department? Certainly it is well placed to make the most of the technology available, but is this the best way forward for the function and the businesses it serves? As agentic AI takes more action within recruitment and assessment, this is a debate that will not go away any time soon.

HR & IT: A merged future for the good of everyone?

Different is Strong

Being aware of difference has presented a challenge on many fronts this year. Political arguments, legal battles and the tendency of AI to make inappropriate selections have all played their part in  making DE&I a little more tricky than before. Flying in the face of those who would scale back, Judy Gosnell, Vice President Human Resources, Telehouse Europe wrote about the benefits of being diverse, and of making diversity part of the life blood of her organisation.

Prioritising DEI in the data centre industry

Keep Moving 

“It’s never about standing still,” said Harvey Francis, then Executive Vice President – People, Communications, Customer Experience, Strategy & Planning, Skanska – NB now Chair of the Board. Listening to Francis’ career brought forward lesson after lesson in people practice and business practice and the areas where the two intersect. Harvey is now also a fully qualified executive coach, but readers can learn from him right here:

It’s never about standing still

Future Proof

Josh Bersin goes round the world telling people who to expect in HR and TA. The HR World managed to catch up with him for an interview full of insight as to what the future of Talent Acquisition would look like. Hot on the heels of The Bersin Company’s latest research Josh explained how and why the function was attracting so much interest from AI innovators – and what TA and HR professional had to do about this.

TA After AI: Josh Bersin describes how AI is changing the role of talent professionals

The IHR Awards 2025 offered a moment to recognise and celebrate that hard work. Across 25 categories, the evening showcased stories of perseverance and outstanding impact. From organisations driving transformative recruitment strategies to individuals championing DEI, the night highlighted the talent, creativity, and commitment that continue to fuel the industry.

These awards served not only as a celebration of achievement but also as a testament to the relentless dedication required to overcome the challenges faced across the profession every single day. Every finalist demonstrated a willingness to push boundaries and make a tangible difference within their organisations and the wider talent acquisition community.

As the celebrations draw to a close, the industry now looks ahead with excitement and optimism.

Here’s to the 2025 winners and finalists, and to all the talent acquisition professionals who make great hiring happen. They remain the heart of this industry, and their impact cannot be overstated.

👉 View the 2025 winners here. https://www.inhouserecruitment.co.uk/awards/ihra-2025-winners/

👉 Want to be part of next year’s celebration? Register your interest for the 2026 IHR Awards. In-house Recruitment Supplier Awards – In-house Recruitment

“The Chancellor has further raised employment costs for business but not done enough to articulate how to encourage growth and investment and boost productivity across the economy,” said Peter Cheese, chief executive of the CIPD. “Measures to boost growth and support businesses have never been more important, in light of strong headwinds to recruitment and investment in workforces.

“Employment costs have increased across the board in the past year but there is still no coherent plan from the Government on how it will work with employers to improve productivity across the economy, to help businesses invest in skills and support technology adoption,” he added.

Cheese welcomed the Chancellor’s support for the UK industrial strategy’s key high growth and green energy sectors but said there was little in the way of support for employers to improve skills development, opportunities and productivity outside these chosen industries. “Unless this is addressed, it’s hard to see how there will be sustained improvement to economic growth or living standards,” he said.

Cheese also said the 8.5% rise in the National Minimum Wage for young workers, risked further reducing job opportunities for the group, who were already hard hit by last year’s Budget changes.

The main event for HR remains the Employment Rights Bill.”

“The announcement of additional support for SMEs to take on an apprenticeship through subsidising the cost of training is welcome and should encourage more small firms to take on an apprentice,” he said. “The further support set out for the Government’s Youth Guarantee is also a positive step. However, these measures are still not enough to address the collapse in apprenticeship provision for young people in recent years or tackle high and rising levels of young people not in employment, education or training. With long-term unemployment for young people at a 10-year high, we need bolder action on skills to prevent a lost generation,” he said. 

Rising costs

Laura Darnley, partner at Ward Hadaway also noted the additional costs for employers as a result of the increase to the National Minimum Wage to £12.71 per hour for workers aged over 21.

She added that changes to salary sacrifice rules for pension contributions represented another significant revision, with the cap on tax free pension contributions of £2,000 being effective from April 2029. “According to the BBC, a third of private sector employees and a tenth of public sector workers use salary sacrifice for their pension savings,” said Darnley. “This could discourage pension savings. Many employers will need to assess whether they need to change their pensions arrangements with employees which is likely to require contractual/policy changes. Employers will need to think carefully about how these changes are communicated and implemented to avoid complaints/disputes.”

Nikki Lidster, Head of SME at Zurich was also concerned about the impact the Chancellor’s moves would have on pension take up. ”Whilst today’s announcement will land in 2029, the prospect of paying national insurance on employer pension contributions for the country’s SMEs will force some businesses to look at how they can improve efficiencies and costs,” said Lidster. “As the increases announced in the 2024 Budget are just starting to feed through to their balance sheets, one of the key catalysts pushing insolvencies to a 30-year high, so planning ahead will be crucial for businesses across the country. This, coupled with mounting supply chain costs and ongoing cost-of-living increases, continues to weigh heavily on consumer confidence. This is a challenging time for small business owners across the UK.”

ERB remains main act

While these issues will cause some need for action and consideration from HR, Darnley – and others – are still clear that the main event for HR remains the Employment Rights Bill. Darnley says there is still an amount of anticipation for both the final Act and the enacting legislation/full regs to be published. She adds that employers would like certainty over what the changes will be and when they will be enacted, so they can plan effectively.

Finally, Michael Carter, Partner and head of incentives team, Osborne Clarke has identified some good news from the budget in the form of the expansion of EMI (Enterprise Management Incentive) employee share schemes, which he says is one of the most effective tools for attracting and keeping talent. “Up until now, companies that had more than 250 employees and/or gross assets of over £30 million were excluded from benefiting from EMI,” he notes. “With effective from 6 April 2026, these limits will be increased to 500 employees and £120 million respectively, significantly increasing the number of growing companies that can benefit from this vital incentive.”

At least there may be one aspect of the budget HR can use to make their employees feel better.

Michael Page has released its 2026 Salary Guides, offering insights into key trends in the UK hiring market, the most in-demand roles, and including priorities HR professionals are seeking in their next positions. The report analyses data from thousands of placements and conversations with hiring managers and professionals in 18 guides across 15 sectors, highlighting recruitment demand and key trends.

Headline importance for the HR profession is that nearly half (45%) of UK HR professionals surveyed are now actively seeking new roles. Alongside this 31% of hiring managers say they are struggling to fill critical positions. Overall, the report suggests there is a ‘wait-and-see’ workforce operating for both organisations and individuals: it appears everyone is waiting for the perfect match to come along before they’ll commit to a new placement.

It may come as no surprise in these times of ‘job hugging’ that candidates are reluctant to move unless they’re certain of their next move, however for businesses this is a question of cost. Faced with tighter budgets and the risk of costly mis-hires, hiring decisions are not being taken lightly.

HR professionals are now looking for greater clarity on purpose, well-being, and work-life balance.”

Reacting to the report, Kate Shoesmith, REC Deputy Chief Executive, said: “The story of the jobs market over the last two years has been: is now the right time to stick or twist? HR professionals know their skills are in demand but, as this data shows, many will wait for exactly the right opportunity before moving roles. 

“That is where a first-rate recruitment process can make all the difference,” she adds. “After years of intense change, it is understandable that each of us will seek stability and clarity about how a new position supports our career ambitions, as well as our life outside of work.”

There can be no doubt that as UK businesses navigate economic shifts, changing workplace dynamics, and the increasing integration of AI, HR professionals are essential in ensuring these changes work positively for everyone. The impact of these challenges mean HR talent is being focused into more specialised roles such as Total Reward Manager and L&D Manager. This represents a shift from last year’s Salary Guides report, where leadership-focused and generalist roles, like HR Manager and People Director, drove demand.

At the same time, core HR roles, including HR Business Partner, HR Advisor, and Head of People, remain in demand as employers balance the need for specialised expertise with essential HR competencies. The report found regional hotspots for hiring HR talent such as London, the Midlands, and the South-West and Wales.

Most in-demand HR roles:

• HR Business Partner
• Total Reward Manager
• HR Advisor
• Head of People
• L&D Manager

Most in-demand HR skills:

• Change Management
• Employee Relations
• HR Data & Analytics
• Leadership Learning & Development
• Total Reward Strategy

A significant 93% of HR professionals rate work-life balance as their top priority, while two-thirds would consider turning down a promotion if it compromised their wellbeing. In comparison, only 33% say salary is the top reason for looking for a new opportunity.

“In today’s market, HR recruitment continues to be shaped by a considered approach to permanent headcount decisions and a rise in interim roles,” commented Sophie Gorvett, Operating Director at Michael Page HR. “Amidst a ‘wait-and-see workforce’, where hiring managers are becoming more strategic and candidates are holding out for roles that truly tick all their boxes, we continue to see creative and holistic approaches to hiring. In today’s economic climate, offering competitive salaries is key to attracting top talent and convincing them to make the leap – but this is just one piece of the puzzle.

“HR professionals are now looking for greater clarity on purpose, well-being, and work-life balance. Companies that look beyond salary and offer holistic packages will be the ones to secure the talent they need,” Gorvett concludes.

Proposed changes to the Graduate Route visa are creating uncertainty and challenges for employers who may previously have looked to this source for early talent. The subject of deliberation and alteration by previous Governments, overseas students are currently able to access a two-year visa giving them permission to stay in the UK and work for an employer without meeting conditional skill or remuneration thresholds. 

Having examined this scheme for possible abuse, the current Government are now proposing to reduce the time allowed to stay on this visa to 18 months. Following expiry, graduates will usually look to remain in the UK via the standard work permit route. Importantly for employers, this requires a minimum salary of at least £33,400 p.a.. This is a  discounted salary threshold that applies to individuals being at the start of their careers. It is worth noting that, in some cases, the minimum salary required to be eligible for a work permit could exceed this amount – this will depend on the job which the graduate is doing. Employers will also incur the costs of sponsorship when they switch onto a work permit; these fees are likely to be several thousand pounds for large employers.

Employers may also face potential difficulties with this new time scheme, as many post-graduate schemes last for two years. The existing visa matches this time scheme perfectly with employers able to consider and indeed to plan for the uptake of graduate talent into permanent positions on completion of such schemes. The reduction to 18 months creates something of a mismatch: the graduate may not have completed the scheme by this time, meaning employers are faced with finding the finance to pay the costs of sponsorship and ensuring the employees are paid the minimum salary to meet the legal requirements. This may not be a cost the employer wants to incur for someone who is arguably not yet fully contributing to the organisation.

Planning times

Moreover, there is a tendency for organisations to plan for 12 month periods rather than for half years. Again the 18 month amendment would seem to put overseas post-graduate talent out of step with ongoing strategic HR thinking. 

Research from the Institute of Student Employers (ISE) suggests the changes could have a marked impact on the propensity for employers to engage with this talent. More than half (56%) of employers in responding to their survey reported that the already increased salary thresholds for work visas have impacted on their recruitment of international students with 30% of employers noting a reduction in the number of international students hired, and 18% reporting rescinding existing job offers as a result of the changes made. With overseas talent entering the workplace equally via both Graduate and Skilled Worker visas, the shift to an 18 month cut off may decrease the attraction of employing overseas graduates further.

According to Laura Darnley, partner in the Employment Department of Ward Hadaway, this is a keen issue for employer clients who are already considering how this will impact their recruitment and strategic workforce planning. Organisations outside of London, and in the SME space are likely to be hit particularly hard by the changes. Worryingly, if the reduction in the length of the visa means that employers start refusing to take on individuals on Graduate visas, they could face increased claims of discrimination as a result; where a business has decided not to take someone on because of their visa status this could result in claims for indirect discrimination on the grounds of nationality.  

However employers react, the overall impact could be a decrease in overseas students applying to UK universities. The ability to attract candidates with the promise of a qualification and the start of a career will be less attractive. The consequent fall in applications would not just be an issue for universities but may also have a negative knock-on effect for UK employers themselves who can no longer benefit from access to the very best talent coming out of higher education.

For more on immigration and employment sign up for The HR World’s free webinar with Borderless at 11am on Tuesday 23rd September. To register click here. 

Are HR specific qualifications essential to build or prove business leading performance from HR?

The second edition of Understanding the Landscape of HR Leadership in the UK, a report from The HR World in collaboration with Wilson and Henley Business School, presents an analysis of HR career progression and educational trends within the HR profession. Taking Wilson’s analysis of qualifications among HR throughout their careers, and combining this with the experience and opinions of those working at the top of the profession, this report challenges the notion that function specific qualifications automatically denotes high performance or should be regarded as the only way to the top.

“HR needs to focus much earlier in developing system thinking, commercial and change management skills.” – Professor Nick Kemsley

“Many HR roles are some of the more complex in businesses, with judgement and dilemma management skills being increasingly critical.” – Professor Nick Kemsley

Indeed, for a profession that welcomes entry from diverse sources, academic, non-academic, a range of functions and roles, there may be a danger that reliance on function specific qualifications as part of a career progression restricts the development of HR professionals and compromises the value the function can deliver. Ultimately, direct management experience and more general business related qualifications can offer great value to those working in HR since they widen their scope of reference and encourage a more thorough understanding of how the wider business works. This level of knowledge and skill can consequently enhance the performance of the people function.

“There is real value in staying in a role long enough to be able to assess whether what you are doing has been successful.” – Harvey Francis

Achieving and retaining a c-suite position

Ultimately this report gives a new insight into the route towards high level performance within the HR profession and suggests that while there isn’t a right or wrong way to achieve high status within the profession, an emphasis on direct business knowledge and skills could be key to achieving a permanent place and role at the c-suite level.

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