How digital fluency and HR operations are reshaping senior HR careers

In a recent conversation between Frazer Jones’ Nick Croucher and James Baker, the evolving landscape of senior HR careers came into sharp focus. From the rise of digital transformation and automation to the strategic importance of HR operations, the discussion revealed how HR leaders are adapting to a market shaped by technological advancements, shifting expectations and a renewed focus on employee experience.

Movement at the top: curiosity, change and agility

At the CHRO and CPO level, organisations are showing increased confidence and a desire to advance their HR strategy. Many HR professionals are reconsidering their career paths, opting for roles in more agile environments rather than waiting for top positions in large multinationals. This reflects a broader trend of adaptability and strategic decision-making among senior leaders.

Nick described a “growing sentiment of movement,” with organisations recognising the need for change and senior leaders feeling ready for something new. There’s a noticeable shift toward talent acquisition strategies that prioritise agility, transformation and impact.

This curiosity is driving a wave of data-driven conversations at the C-suite level. Leaders are asking: What’s out there? Are people moving? What would captivate someone to change roles right now? These questions reflect a deeper interest in how HR functions can evolve to meet new business demands.

HRLT and the rise of digital capability

At the HR leadership team (HRLT) level, James highlighted a surge in demand for professionals with strong digital literacy and experience in HR technology. Organisations are seeking individuals who have led HRIS implementations, driven change management initiatives and can leverage AI tools and algorithms to optimise HR processes.

This shift is not just about tools, it’s about competencies. The ability to use data analytics and digital tools to enhance employee engagement, streamline performance management and support workforce planning is becoming essential. As James noted, “There’s such a great acceleration around this need for expertise in AI tools that can really drive tangible value.”

Looking ahead, the future of HR will be shaped by leaders who embrace continuous learning, upskilling and reskilling to stay ahead of the curve. These capabilities are already influencing data-driven decision-making and helping HR teams align more closely with business goals.

HR operations: the new strategic partner

One of the most compelling themes was the transformation of HR operations into a critical role within the HR function. Once seen as a back-office necessity, it’s now a hub for automation, digital HR initiatives and real-time optimisation of systems and processes.

James and Nick discussed how HR operations is often the largest holder of HR budgets and where HR departments are investing in new technologies like generative AI, chatbots and self-service platforms. These tools are helping organisations streamline operations and improve employee satisfaction, but only if the underlying systems are properly optimised.

James pointed out that many organisations are still “building on top of a wobbly foundation” when it comes to HR systems. Until those systems are fully utilised, the promise of AI-powered solutions remains limited. This underscores the importance of strong HR management and the need for HR teams to focus on foundational excellence before layering on innovation.

Career development through HR operations

For HR professionals looking to grow, HR operations offers a unique opportunity to gain exposure to technology, team leadership and strategic delivery. It’s also one of the few areas where senior leaders can manage large teams, especially in today’s matrixed models where business partner roles often lack direct reports.

James noted that HR operations is “one of the hot areas” for gaining hands-on experience with automation, AI and digital transformation. It’s also a space where leaders can develop new skills, close skills gaps and build a roadmap toward future leadership roles.

Whether through training programmes, cross-functional projects or targeted interventions, this part of the HR function is becoming a proving ground for the next generation of HR leaders.

Global HR: translating strategy across borders

James also shared insights from his recent meetings in New York and Washington DC, where US law firms are expanding into Europe and Asia-Pacific. These firms are looking for HR professionals who can act as strategic partners, translating global strategy into local execution while navigating cultural nuances.

This “translation” capability is vital for firms managing human capital across regions. It requires not just language fluency, but a deep understanding of HR roles, interventions and stakeholder expectations in different markets. James described this as the ability to “work with a US-led firm and understand how to operate across the UK, Europe and Asia-Pacific.”

The broader impact: wellbeing, retention and onboarding

As firms scale and evolve, the pressure on HR teams to support employee wellbeing, drive retention and improve onboarding is growing. James noted that many US firms are now asking: How do we look after our people? How do we ensure they don’t burn out? These questions are central to building sustainable talent management strategies.

To attract and retain top talent, organisations are increasingly looking beyond traditional HR models. They’re investing in training programmes, bringing in expertise from outside the legal sector and using metrics to measure impact across the employee lifecycle.

This shift also raises important ethical considerations. As artificial intelligence becomes more embedded in HR processes, leaders must ensure that tools are used responsibly, transparently and in ways that support, not replace, human decision-making.

Final thoughts: disruption, opportunity and leadership

The conversation made it clear: HR operations is now one of the most disruptive spaces in human resources. It offers opportunities for HR leaders to manage large teams, lead digital transformation and drive strategic impact. For those planning their next move, gaining exposure to HR operations, automation and AI-powered tools is no longer optional, it’s essential.

As organisations continue to evolve, the demand for data-driven, digitally fluent and globally minded HR professionals will only grow. Whether it’s through training programmes, case studies, or hands-on experience, the path forward is clear: embrace change, invest in new skills and help shape the next chapter in the future of HR.

And if your LinkedIn feed is anything like ours, it’s already full of tools promising to revolutionise your workflow. But as James reminded us, the real transformation starts with getting the basics right and building from there.