We’re now a quarter of the way through the 21st century. The last 25 years have seen immense change, from technological developments, to geopolitical change and environmental concerns, and I think we would all recognise that progress has been mixed. There’s a lot to do to ensure future prosperity in all its forms for current and future generations, and we all have a responsibility in that.
As I’ve often observed, this is a critical time and opportunity for our profession, and the positive impact we can make on organisations and on people's lives. But that we also need to step up, to invest in ourselves, building our capabilities, confidence and credibility as a profession to tackle some of the biggest challenges. Major priorities for us all include how to define, access and develop the skills needed both now and, in the years ahead. We must look at how to drive productivity and innovation as outcomes, of the ethical and responsible use of technology, of creating inclusive cultures that help everyone thrive, and of managing change as organisations continually adapt.
Our focus as the CIPD for the coming year is to help us all understand the capabilities needed to address these opportunities, to better connect us as a professional community to share in our learnings, and to help raise our voice and impact. This includes research, learning and career support programmes, working together with HR teams in organisations, and engaging with a wide network of partners, as well as with national and regional government to influence policy.
In doing these things we also address some of the headwinds too. From the very beginning of 2025 we find ourselves even more in a world of conflicting opinion, in the paradox of support for free speech but where the loud voices can suppress silent majorities and what is or isn’t truth.
Our profession is being challenged, and particularly at this time around equality, diversity and inclusion. Everyone has an opinion on HR and it can be an easy target for detractors. It touches everyone in some way, sometimes at the most difficult points in their lives. It can be personal, so it must be compassionate but also business driven and strategic. Perhaps it’s this balance of opposing perceptions that makes HR a subject of debate: for either being too empathetic or too rigid, when the reality is much nearer a middle ground where we can be both firm and fair. It is also about making sure we stay business focused, that we are principles led, evidence based, and outcomes driven – the mantra that lies at the heart of our Profession Map.
So let’s use these times of challenge, to see them as opportunity to affirm the position of our profession and the positive impact we can make but also reflect on what we need to change. The point about free speech is to listen to different views and acknowledge there’s usually some truth on all sides, but it’s nuanced and rarely binary. A challenge for everyone across our diverse societies to recognise.
