Reflections from the frontlines at CIPD Festival of Work

What a buzz at the CIPD Festival of Work! A clear emphasis on technology, organisational culture and HR transformation strategies ran through the programme, with expert panels exploring how to better connect, empower and retain talent.

From the moment the doors opened, it was clear this wasn’t just another event. Leaders, innovators, and people professionals came together with a shared urgency: navigating a workforce in constant flux.

Legislation is shifting. HR teams are stretched. Line managers are overwhelmed. But amid these pressures, one message stood out. This is HR’s opportunity to lead strategically, proactively and boldly to shape the future of work.

Abuzz on the stand: empower®

For those of us exhibiting, especially those laser-focused on transforming employee relations (ER), empowering managers, and freeing up HR capacity, it was inspiring to see a blend of strategic insight, innovation and inclusive engagement.

Our stand was constantly alive, buzzing with critical conversations. From people grappling with new responsibilities under the Employment Rights Bill (ERB) to those seeking practical ways to elevate line manager capability and streamline ER processes, the appetite for genuine solutions was loud and clear.

empower® stood at the centre of these conversations. The simplicity of the message resonated powerfully: Free up HR to do what matters most by giving managers the tools, knowledge and confidence to lead better day-to-day relationships.

We heard firsthand accounts of the daily struggles managers face and shared how empower® could translate challenges into proactive, positive conversations. It was incredibly rewarding to see people’s faces light up as they envisioned empowered managers and a less reactive, more strategic future for HR.

Employee relations in the spotlight

ER transformation has long taken a backseat to areas like engagement, culture and talent strategy. But at the Festival, the narrative shifted.

ER was finally recognised for what it is: a foundational element of a healthy, high-performing organisation. Transforming ER is central to building resilient workplaces, strengthening trust and reducing risk.

Hidden costs of legacy ER processes

The truth is, legacy ER processes can cause widespread, hidden problems, such as:

• A rise in employment tribunals;
• Increased absenteeism;
• Declining performance;
• Spiralling costs;
• Damaged reputations.

Together, these severely impact the employee experience and drive up employee churn. Yet much of this remains invisible until it’s too late.

At the root of the problem are unprepared and untrained line managers who rely heavily on HR to manage conflicts, handle grievances, address mental health concerns, spot people risks, and engage employees. This dynamic is a recipe for burnout within HR and, frankly, a breakdown in the entire system.

To turn things around, HR teams must go beyond acknowledgement and actively demonstrate how investing in ER transformation can empower managers and free up valuable HR resources.

Transforming employee relations is vital

We’re at a critical turning point. The Employment Rights Bill is a wake-up call, pushing employee relations to the top of the agenda and underscoring the urgent need for meaningful change.

Right now, too many line managers are expected to handle performance issues, resolve conflict, and navigate sensitive situations, often without the skills, confidence or tools to do so effectively.

As a result, HR teams are pulled into reactive problem-solving, drawn away from their strategic priorities. Modernising ER changes the dynamic. It enables:

• Confident, capable managers who can lead daily relationships;
• Strategic HR functions focused on culture, capability, and business growth;
• Trust-driven cultures where early intervention replaces escalation;
• Reduced risk exposure from tribunals, poor performance, or misconduct.

These outcomes are within reach, but only through deliberate, well-supported transformation.

Empowering HR and line managers need to be a non-negotiable moving forward.

Skills HR needs for ER transformation

Many organisations expect their HR teams to expertly navigate legal changes, cultural shifts, and policy updates. However, HR often lacks the crucial support needed to free up their capacity from routine people management tasks.

We heard from experts from leading organisations about the critical skills HR professionals need to drive successful employee relations (ER) transformation:

• Root cause analysis: The ability to delve deep and understand underlying workforce issues.
• Active listening and empathetic communication: Creating an environment where employees feel heard and understood.
• Resilience and perseverance: The drive to champion and sustain change.
• Collaborative problem-solving: Approaching challenges with a shared, solutions-oriented mindset.

Download this E-book | People priorities 2025: The future of HR for more insights

Priorities people teams must act on now

Here are some key takeaways that HR need to act on now.

1. The Employment Rights Bill is coming fast

This Bill is more than just a legal update; it’s going to drive a meaningful shift in how we approach our workplace cultures. And that’s where HR’s role must evolve to become true leaders in the face of change. Key actions include:

• Reviewing and aligning ER processes with evolving legislative requirements to ensure compliance and mitigate risk;
• Proactively upskilling managers and updating internal frameworks for confident, compliant leaders;
• Embedding two-way dialogue across all levels to drive stronger engagement, accountability and trust;
• Building true partnerships to bridge gaps in ER expertise, external support is vital where external academic training falls short;
• Driving outcomes through relationships, sustainable results come from trust, respect, and shared ownership, not control.

The Bill is approaching quickly, potentially as early as this summer. Preparation must begin now, and this is our opportunity to shape a stronger, more inclusive, and more resilient future of work. Stay up to date with our digital training below.

Digital training session | The Employment Rights Bill unpacked and tribunal trends

2. Make ER capability a business imperative

Investing in ER capability is vital. Risk is reduced through empowering managers if they have the right tools and resources to manage people matters in the moment, in a confident and compliant manner. This includes:

• Equipping managers with practical, legally sound coaching and guided journeys;
• Providing tools for self-serving day-to-day people matters without HR intervention;
• Establishing early resolution processes that reduce ER case escalation.

Line managers are the first line of defence in maintaining healthy workplace relationships. Giving them the skills for open dialogue, early intervention, and collaborative conflict resolution is a strategic imperative.

Empowered line managers shape culture, surface issues early and build the trust that sustains resilient organisations.

3. Reframe compliance as culture

Risk management is increasingly culture-led. Whether it’s updating harassment policies, conducting risk assessments, or managing sickness absence under new statutory guidelines, the most effective strategies integrate compliance with culture.

4. From technology to trust: Themes shaping the future of HR

Sessions throughout the event highlighted how technology is being embedded into wellbeing strategies, helping managers lead with empathy while reducing burnout.

The AI track captured overwhelming interest. Lively debates, case studies, and a live AI-powered team coaching demo demonstrated how quickly emerging technologies are reshaping HR practices. The appetite for real-world application was clear and growing.

AI is revolutionising HR, freeing teams from admin burdens and enabling greater human connection. This year’s festival painted a clear picture. HR is here to stay, and the future of work demands a people-centric approach where innovation, inclusion, and impact move in sync.

Leverage technology not to replace people, but to empower them.

5. Preventing sexual harassment: A widening compliance gap

Shockingly, few organisations have updated their sexual harassment risk assessments following the legal changes introduced in October. During one of the Festival talks, the audience was asked how many had implemented preventative sexual harassment training and updated their processes to comply with the new legislation and only a handful raised their hands.

With further reform on the horizon making organisations even more accountable for preventing harassment, this is a critical compliance failure. Organisations must urgently:

• Review and update sexual harassment policies and include them in inductions;
• Integrate training into onboarding and leadership development, and refresh it regularly;
• Require employee sign-off to confirm understanding and accountability.

This is both best practice and vital evidence to demonstrate that you protect your people.

On-demand walkthrough: Preventing sexual harassment eLearning

6. Statutory Sick Pay requires updates to contracts now

Take SSP seriously. Update contractual wording without delay and ensure robust absence management is in place. Review return-to-work processes and introduce clear steps to support wellbeing and reduce sick days.

Talk to our legal division to get it right

7. Inclusion: Support without assumptions

Inclusion took centre stage, from powerful panels on EDI leadership to often-overlooked topics like neurodiversity and menstrual health, with voices like Autism Unlimited challenging the status quo. Key takeaways for HR leaders include:

• Design inclusive policies that support safe disclosure of pregnancy, disabilities, and health conditions—clarity and compassion must be built in from the start.
• Build a culture of belonging by actively listening, challenging assumptions, and addressing microaggressions—remember, inaction can carry both cultural and legal risk.
• Equip managers with training and confidence to respond to disclosures appropriately, so support is embedded at every level, not just in policy.

HR must lead by enabling disclosure, not waiting for it.

8. Contracts and policies: It is time for a full audit

Your contracts and policies must evolve with your people. Ask yourself:

• Are they still fit for purpose?
• Is your employee handbook clearly separate from contractual terms?
• Have you built in flexibility for today’s working world?

A comprehensive audit now prevents costly issues later.

Request a policy review

9. Get redundancy and settlements right from the start

Redundancy processes must be handled correctly. With legal changes and evolving expectations, mistakes are costlier than ever. The recent example from Wilko’s stands as a warning to organisations to ensure their consultation processes are robust and compliant.

With one in four businesses expecting make redundancies this year, HR professionals will likely be managing more settlement agreements. Prepare now with clear procedures, legal support and documentation.

Explore how we can support redundancy programmes

10. Security is a culture problem

Cyber threats are constant, laws are evolving and employee expectations are rising. Waiting until disaster strikes is no longer an option. It is time to be proactive, not reactive to the threats every organisation faces from cyber-attacks. The recent high profile retail examples highlight the vulnerability of even the biggest brands, so we must all act now.

When attacks happen, too many organisations blame employees, the “weakest link”, instead of fixing broken systems and toxic cultures. Over 80% of attacks start with phishing, not due to carelessness, but because line managers and their people are unsupported and uninformed about the risks.

Blame culture comes from the top. When people feel ignored or afraid, they hide mistakes, and that’s when internal risks explode. Organisations need to consider:

• Are we building trust or breeding fear?
• Are we empowering or blaming?
• Are we protecting people or scapegoating them?

Recognition and psychological safety are not optional, they’re essential security controls. Without them, truth gets buried, breaches escalate, and whistle-blowers go outside the organisation.

The solution? Build people-centric security, lead better and start now.

10. Transformational leadership

Leadership needs to be rooted in empathy, courage and transparency.

Learn, educate and arm your people with facts and resilience. Understanding human emotions, investing in education and building emotional resilience during crisis protects your greatest asset: Your people.

Empower your team to say no to shortcuts and unsafe practices. Recognise that personal stress and external pressures can cause uncharacteristic errors, how are you safeguarding against that?

• Listen to hard truths;
• Support those who make mistakes;
• Train for the worst-case scenario, not just the easiest one to imagine;
• Lead with honesty when the pressure is highest.

The real question: Are you leading to protect your people, or punishing them for being human? Because until leadership takes responsibility and transforms culture from the top down, nothing will change, and the next breach will be just a matter of time.

HR’s role has never been more vital

Prepare for what’s coming, not what’s comfortable. Reflect deeply on your worst-case scenario. Plan for it. Train for it. Be transparent when the inevitable happens.

Whether it’s AI or ER, cyber risk or culture change, the future of HR is about people. Your people are your first line of defence, your source of innovation, and your biggest asset.

Lead with empathy.
Build with trust.
Prepare with courage.

That’s the path to a more inclusive, resilient, and people-powered future of work.

Explore our HR transformation solutions