Building workplace resilience: Resetting strategic HR priorities
In 2025, HR teams and line managers are facing unprecedented challenges. A recent Gartner® report* reveals a startling reality: “75% of HR leaders report that
managers are overwhelmed with the expanding scope of their responsibilities.”
Ever-evolving employment laws, such as updates to sexual harassment prevention requirements, collective consultation laws and the upcoming Employment Rights Bill, demand proactive action for compliance.
At the same time, financial pressures are mounting. Minimum wage increases and higher employer NI contributions are forcing organisations to rethink their workforce strategies. Finding the right balance between employee engagement and business efficiency has never been more crucial.
Without the right training and support, organisations risk burnout, high turnover, and declining morale. To stay ahead, HR must evolve beyond traditional support roles and become a strategic driver of business success. This requires leveraging fit-for-purpose technology to empower managers, using data-driven insights for smarter decision-making, and implementing sustainable cost-saving strategies.
*Gartner®, Top 5 Priorities for HR Leaders in 2025, 10 October 2024. https://www.gartner.com/en/human-resources/trends/top-priorities-for-hr-leaders. GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.
How are organisations managing growing responsibilities and financial pressure?
As organisations in the UK face new legal and financial responsibilities, responses have varied widely. Some organisations are being proactive, reviewing policies and implementing changes ahead of time, while others are taking a more reactive stance, waiting to see how the landscape unfolds.
Unfortunately, some are yet to respond at all, adding unnecessary layers of complexity for line managers and HR teams.
A proactive approach: Preparation is key
Organisations that are proactive are reviewing and updating their policies on sexual harassment, bullying, and discrimination, with a strong focus on prevention.
Martin Cornforth, Director of Litigation at Halborns, explains, “We’re seeing a big increase in demand for bespoke training programmes on topics like driving performance. Businesses are recognising that effective training can prevent issues from escalating.”
Many employers are also preparing for the introduction of day-one rights to claim unfair dismissal. “Organisations are overhauling probation periods now to ensure they’re ready,” Martin adds.
Policy audits, independent reviews of grievance procedures, and enhanced manager training are all part of this proactive strategy. However, these measures require significant investment, which can be challenging in the current economic climate.
Nevertheless, the investment is worth it for long-term financial benefits, including stronger compliance, improved workplace culture and reduced legal risks which bring costs down.
A reactive approach: Waiting and seeing
On the other side of the spectrum, some businesses are opting for a ‘wait and see’ approach, responding to legal issues only when they arise. While this might seem like a cost-saving strategy, it often leads to greater financial and operational strain.
Martin highlights, “The risk of a reactive approach is that it actually ends up being more costly. Issues that could have been addressed early become far more complex and expensive to resolve.”
This places extra pressure on HR teams to handle sensitive and difficult situations.
The dangers of a tick-box mentality
Another challenge is the risk of treating compliance as a box-ticking exercise.
“There’s a danger that organisations focus on policy reviews but fail to embed those changes into workplace culture. This gap between policy and practice can become painfully obvious when incidents occur, making it harder for HR teams to manage employee expectations and workplace dynamics”, Martin adds.
The impact on HR teams and managers
As budgets tighten, HR teams and line managers are expected to do more with less resources. The emotional toll on HR professionals can be significant, as they juggle admin changes while supporting employees through uncertainty. Managers, too, feel the strain, often lacking the necessary training to manage new and growing responsibilities in times of change.
Without proper training, technology, and support, organisations risk burnout, high turnover and a decline in overall morale, overall impacting the employee experience which can be detrimental in the long run.
Looking ahead: HR as a strategic business partner
To meet today’s challenges, organisations must take bold action, prioritising the upskilling of managers and equipping HR teams with the resources needed to transform people management processes.
HR can no longer afford to be just a support function. It must evolve into a strategic business partner that empowers managers and drives employee success. This requires prioritising targeted leadership training, adopting the right technology, and cultivating a culture of resilience. Focusing on long-term cost-saving strategies and efficiency gains is crucial to positioning the organisation for future success.
“As businesses face increasing complexity, prioritising leadership development and strategic HR planning is non-negotiable. This shift may demand HR to step outside traditional boundaries and take calculated risks. But the payoff is clear: stronger leadership, a more engaged workforce, and a culture of compliance that delivers long-term value”, says Martin.
Download our E-book ‘People priorities 2025: The future of HR’ for more insights.
Investing in a future-ready workplace
Something’s going to have to give to enable organisations to deliver sustainable futures. Despite financial constraints, organisations can still equip managers with the skills they need without excessive spending. Sam Wengenroth, Senior Coach and Head of Programme Development at Working Transitions, shares practical strategies:
- Trust managers to lead – Many managers are promoted based on technical skills rather than leadership experience. These ‘accidental managers’ can struggle, particularly in hybrid work environments. “HR teams need to prioritise targeted development programmes focused on real-world management challenges. Training should cover managing probation periods in light of new day-one rights, effective communication, conflict resolution, and constructive feedback, with emphasis on leading with empathy”, says Sam.
- Redefining leadership – The future of work demands leaders who connect with their teams on a human level, building psychologically safe environments where employees feel valued and engaged. “This is about being strategic,” Sam explains. “Compassionate leadership drives engagement, leading to greater efficiency and lower talent turnover.”
- Leveraging technology wisely – The right technology can empower managers by streamlining repetitive tasks, providing easy access to learning resources and policies, and ensuring consistent processes. However, Sam cautions, “With so many digital solutions available, it’s easy to get distracted by the latest trends. The key is investing in technology that simplifies work rather than just adding complexity.”
- Recognising and rewarding effective leadership – Performance measurement should go beyond data-driven targets. Sam argues that organisations must “recognise and reward managers who demonstrate strong leadership qualities, reinforcing that these skills are just as vital for business success as hitting financial goals.”
Don’t let your organisation fall behind. Stay ahead by making the right investments today, setting your organisation up for future success, adaptability and resilience, with HR as a true business partner.
Get in touch to discuss your challenges and explore tech-enabled, expert HR solutions, or catch up on our ‘People priorities 2025’ webinar series which explores practical HR solutions with experts across the Empowering People Group.
