2. HR systems and automation: A push for efficiency
A striking number of organisations across all sectors reported reviewing or implementing new HRIS platforms. Across the board, the driving factors are clear: automate to reduce cost, improve efficiency and enhance people analytics.
One organisation ran an internal and external user survey to test satisfaction with their current system. They ultimately decided to retain it, as feedback showed the platform was “better than perception suggested.” This data-led approach was echoed elsewhere, where new systems are tied to broader business transformations around grading, performance and benefits.
Employer report automation being embedded into broader business transformation strategies – supporting job evaluation, performance management and even reward redesign. One employer is now offering interest-free housing loans to younger workers, which is a modern benefit enabled by streamlined systems.
Importantly, automation is not just about efficiency. Organisations are also using tools like Copilot or Teams to transcribe ER meetings, with trade union agreement, improving transparency and freeing up HR capacity for higher-value work. The long-term vision is clear: reduce manual admin, empower line managers with insight and create space for HR to be more strategic.
3. Recruitment and retention: The war for talent continues
Recruitment struggles are widespread and whilst the challenges vary by sector, a shortage of key skills is prevalent; employers report a ‘talent war’ and the ‘poaching’ of skilled workers.
Retention, not just attraction, is the bigger concern for many sectors, particularly in those with high turnover. Workshops debated whether poor induction processes, lack of clarity around career progression and uninspiring job descriptions were contributing to the churn. Apprenticeships and early career strategies were frequently raised as critical retention levers.
Organisations debated how to address ‘polygamous working’, which is a growing trend where employees hold multiple jobs to supplement income or achieve flexibility. One employer is exploring flexible job shares and income guarantees in response. Outlined in Personnel Today, they suggest employees are increasingly motivated by flexibility, income diversification and purpose — not just stability.
4. Performance, recognition and career development
Performance-based pay, recognition platforms and structured career pathways were hot topics, particularly in sectors striving to modernise legacy structures. In some sectors structured reward for individual contribution is emerging, while others are rethinking performance related pay at the CEO level.
Recognition initiatives remain varied. From unsung hero awards and cash/vouchers for employees tied to outstanding performance to more organisation-wide events to drive employee engagement, such as summer barbecues and team lunches. Recognition came through strongly in sectors facing retention challenges, with organisations updating or enhancing Long Service Awards.
Several sectors are investing in values-based recognition and exploring new tools to boost financial wellbeing, inclusivity and mental health. There is a growing interest in how these schemes and appreciation frameworks can support inclusion, neurodiversity and wellbeing.
Career progression was also under the spotlight and diversity in leadership remains a challenge — especially bringing more women into senior roles. Several firms are investing in training for “accidental managers” to ensure progression doesn’t outpace capability. Organisations are increasingly focusing on early careers strategies, succession planning, and leadership training to tackle this long-term.
