Putting people at the centre of HR practice and creating ‘good work’ for all, emerged as key themes in this year’s HR Most Influential survey.
Practitioners who took part in the research designed to support the annual ranking reported that the people who stood out in 2024 demonstrated a human-centred, pro-planet, fair and just approach. Comments from respondents described influential practitioners as those who “constructively challenge working practices for the greater good of our colleagues and our industry,” and are “shaping workplaces for future generations that put the health and wellbeing of people at their heart”.
Another participant added that influential practitioners were “brave and willing to stand up for what is just and right, which often means calling out and taking action against wrongdoing”.
The survey painted a positive picture of levels of HR influence over the past year, with 56% saying that HR was ‘very influential’ in their organisation. This was followed by 39% who described the HR function as playing an ‘influential’ role.
The top barriers to HR increasing its influence where needed were cited as lack of business/strategic awareness and weak relationships at senior level. This was followed by lack of data to support recommendations.
This year’s survey included some specific questions around employee wellbeing during the cost-of-living crisis. Over half of respondents said employee emotional wellbeing was their key wellbeing priority for the coming year. A quarter (25%) cited financial wellbeing as their prime concern.
Several respondents suggested that the two elements – emotional and financial wellbeing – were inextricably linked.
“More financially stressed employees mean employees who are less able to focus on their work.” And “As leaders, I believe we have a duty of care to ensure our team are not just surviving, but thriving,” were among the comments.
Just over half of respondents said they had a formal strategy for supporting employee financial wellbeing, suggesting there is scope for more focus on this area. Initiatives to bolster financial wellbeing included financial education, support programmes and resources to help employees manage financial stress.
Burnout – both among employees and HR itself – also emerged as an area of concern, with 68% of respondents saying HR was ‘partly equipped’ to deal with this issue in the workplace.
Respondents suggested that strategic workforce planning and capacity building were being used to manage workloads and prevent burnout. Encouraging open discussions about burnout and stress within teams was also seen as a key priority. Practitioners need to develop policies that are “heart-led and people-focused that really help people both inside and outside of work”, said one respondent.
Others suggested that improving communication channels to ensure employees felt heard and supported was key. Recognising the limits of what employees can handle, and adjusting expectations accordingly was also seen as crucial. However, there was a feeling that HR should be prepared to “dig deep to get to the crux of the issue”, rather than simply implementing feel-good interventions.
One participant suggested that although HR should take the lead role, it should not be a ‘lone wolf’, and needed to use its insight and influencing skills to get leadership teams on board. Others suggested that HR could only ever play a supportive role.
“It cannot be responsible for fixing every issue ... but it can create an environment where everyone can access support and feel psychologically safe,” said one respondent. Another added a concern that “sometimes HR might overstretch its brief on mental wellbeing ... and find itself dangerously out of its depth.”
There was an acknowledgement that while focusing on others, HR professionals often overlooked their own propensity for burnout.
“HR professionals are people too. We are not immune to the same pressures and stressors that others experience. Community is important to support each other and understand what we are all going through,” said one respondent.
Nadine Page is senior associate dean – research, for Hult International Business School
