Focus on enhancing employee experience, navigating legislative changes and upskilling your workforce, advises Emma-Claire Kavanagh
As business leaders grapple with new legislation, evolving technology and customer demands, they’ll be relying on their Chief People Officers (COPs) to build a workforce that can adapt to market changes in the year ahead.
Stepping into the CPO role demands strong HR expertise, but also a deep understanding of an organisation’s long-term goals and the confidence to advise the board at every turn. This article explores what should you be thinking about as your plan your first year as CPO.
Success as a new CPO in 2025 will ultimately depend on how well you prioritise your people and support them through any change
Digital understanding
It’s no secret that tech developments are causing digital skills gaps across businesses. The HR department is no exception, but we’re expecting businesses to ramp up their investment in 2025 to give HR leaders more room to focus on people-oriented tasks.
From automation of manual work to data-driven decision-making and enhancing the employee experience, the introduction of emerging tech is reshaping how the HR function operates. Digitally minded CPOs will excel in their roles as this increases; one-third are even expecting digital skills to be a priority for their success in coming years.
If you’re a new CPO, ensure you have familiarised yourself with evolving technology and specifically how other organisations are using it successfully. Use CPO networking events, and online resources to build your knowledge – this will give you an edge when you start your role and may offer you some inspiration for ways to stand out and drive growth in the HR function.
New regulations
As the deadline for the EU’s Pay Transparency directive draws closer, and Labour’s Employment Right Bill is implemented, CPOs will find themselves spending more time on the gritty side of HR.
The changes coming can’t be ignored, and CPOs must be equipped with a strong understanding of employment law and compliance legislation to avoid hefty business fines and reputational damage. Many CPOs are under-skilled in this area, so it’s likely interim employment law experts will find themselves in high demand as compliance pressures increase.
Changes to employer national insurance contributions (NICs) may also trigger wider restructuring programmes as companies re-evaluate their balance between permanent and interim employees. This will require contractual expertise, and strong emotional intelligence when handling workforce concerns and frustrations.
Upcoming CPOs should carefully study legislative changes and plan ahead as much as possible. These won’t be overnight projects; they’ll require your full attention for much of 2025.
Plan for change
Transformation is becoming a constant for many businesses, and 82% of senior leaders expect this to continue in 2025.
A culture of continuous learning will help the workforce adapt to change. Think about creating personalised development programmes and providing opportunities for employees to use their new skills. Not only does this support employee growth and build trust, but it also ensures employees are exposed to new technology before transformation begins. Though uncertainty can be expected, a culture that encourages development should help to limit any fear.
CPOs will also need to clearly communicate transformation plans to the workforce and address any concerns that arise, while supporting middle management. Transformation can only be successful if well-received, so taking these steps will ensure the workforce believes in the purpose of the proposed changes.
Success as a new CPO in 2025 will ultimately depend on how well you prioritise your people and support them through any change.
Next steps
Focus on improving the employee experience, preparing for upcoming legislation shifts, and building the right skills among your workforce, and you’ll be in a great position to support the business – and the team – through whatever transformations lie ahead.
Emma-Claire Kavanagh is Managing Director, People & Culture Leadership Practice at BIE
