How HR can prepare for the future of work: Navigating disruption, dispersed teams, and organisational change

HR in a world of constant disruption

Carl opened the conversation by highlighting the rapid changes occurring politically, economically, and socially. “We’re facing more challenges than we’ve ever faced,” he said. With many organisations now operating across multiple geographies, it’s more important than ever for HR leaders to understand what their employees are experiencing.

This includes tuning into individual needs and moving beyond a one-size-fits-all approach. “We’ve got a responsibility to step up and support employees at quite an individual level,” Carl shared, noting the additional workload this brings to HR teams. Whether it’s responding to regional events or supporting people during personal hardship, empathy and care are more than values – they’re retention tools.

Building a human-first work environment

Carl shared powerful stories of businesses showing up for their people during crises – from offering flexible support during hurricanes to transforming office space into emergency accommodation during wildfires. Reflecting on his own career, Carl recounted supporting colleagues and their families in India during the pandemic. “Those acts of care and that showing up genuinely is probably one of the most effective retention tools that an organisation can have these days.”

This human-first approach is becoming an expectation, not an exception – particularly in industries like tech and media, where employee experience and emotional intelligence are increasingly tied to commercial success. “Empathy and kindness can positively impact the bottom line,” Carl noted. “It is a commercial decision. But it also comes from a place of care.”

Rethinking organisational design and development

When it comes to global workforce planning, organisational design has never been more important. HR professionals are now asking: What do we manage centrally? What do we manage locally? And how can we create structures that enable inclusion, flexibility, and strategic alignment?

In Carl’s words: “Understanding how you, as an HR professional, directly enable your organisation’s 25-year strategy – or even just this financial year – through very targeted investment in headcount, is critical.” This includes thoughtful role design, particularly in regions where the business is expanding or offshoring. Carl highlighted examples of tech firms establishing hubs in South Africa and India, navigating new legislation and compliance while maintaining speed.

The shift towards specialist roles in HR

One major shift Carl has observed is the growing demand for specialist roles, particularly in organisational development and employee relations. Businesses are moving away from broad HR generalist roles and instead focusing on areas like learning and development, employee engagement, and strategic HR support. “It’s very reflective of organisations navigating organisational design and development with much more care and reflection than they have in the past,” he said.

For Aseel, this trend also reflects an investment in retention and culture. “It’s a great indicator of that organisation really caring about retaining the right people in the right roles.”

Creating a culture of learning and adaptability

To thrive in this environment, Carl emphasised the importance of continuous learning. “The organisations of the future will be the ones that build a true culture of learning. If we’re not constantly learning, we’re going to fall behind.” With new technologies like artificial intelligence and machine learning changing how we work, Carl shared that he’s been investing time in understanding their potential – not as a data scientist, but as an HR leader who needs to stay current.

Organisations investing in talent development are “putting the right foot forward,” he added – particularly when it comes to long-term resilience and adaptability.

Embracing new technologies and AI-powered tools

The role of new technologies and AI-powered tools in transforming HR functions is significant. Automation and data-driven decision-making are becoming integral to HR strategies, enabling more efficient workflows and real-time insights. AI tools can help HR teams make informed decisions, improve performance management, and enhance employee engagement.

Addressing the skills gap and upskilling initiatives

With the rapid pace of technological advancements, addressing the skills gap is crucial. Upskilling and reskilling initiatives are essential to ensure employees have the necessary competencies to thrive in the future of work. Investing in skills development is key to retaining top talent and preparing for new opportunities.

Promoting employee well-being and work-life balance

Employee well-being and mental health are paramount in today’s work environment. HR leaders need to create flexible work models that support work-life balance. Flexible work arrangements and hybrid work models are essential for maintaining employee well-being and retention.

Advice for HR professionals

So, what should HR professionals focus on in this evolving world of work? For Carl, the answer is simple: “Listen.” He encouraged HR professionals to develop a deep understanding of each team they support, and to stay connected with leaders around role design and workforce needs.

“Being present and showing up genuinely has never been more important,” he said. “Knowing your world inside out will help you build the right, stable, and likely profitable organisations for the future.”

How Frazer Jones can help your HR

As we navigate 2025, organisations must remain agile, informed and strategic in their approach to reward structures. While salary growth may moderate, the emphasis on benefits, wellbeing and career progression will continue to shape the job market.

At Frazer Jones, we are committed to staying ahead of these trends and providing insights that empower both employers and candidates. For more information on navigating the evolving reward landscape, get in touch with our team today.