Redefining retention: how culture, coaching and capability are shaping HR in 2025
As we move further into 2025, the conversation around talent retention, employee experience and workplace culture is evolving rapidly. In a recent discussion between Abigail Benham, Manager and Georgie Procter, Senior Consultant, the two explored the shifting expectations across HR roles – from junior professionals to senior leaders – and what businesses must do to stay ahead in a changing business environment.
Culture and retention in leaner teams
The start of 2025 has brought a noticeable shift in hiring trends, particularly across the buy-side boutique market. “Teams are incredibly lean,” Abigail noted. “They’re working super hard… but what that does mean is businesses are being slightly more cautious around burnout.”
This renewed focus on employee well-being and employee engagement is driving organisations to rethink their approach to development. Talent management, succession planning and learning initiatives are no longer optional – they’re essential. “There has been an emphasis on hiring in talent and development and a lot of coaching around senior leadership,” Abigail added.
These efforts are not just about retention – they’re about building a positive culture that supports long-term organisational success and protects the bottom line.
What junior HR professionals want
Georgie, who focuses on the junior end of the HR market, highlighted that early-career professionals are eager to get involved across the full HR function. “They don’t want to be pigeonholed,” she said. “They want to roll up their sleeves and get stuck in.”
While hybrid work and flexible work remain considerations, many junior candidates are open to being in the office – especially in financial services – because they value learning directly from experienced HR professionals. “You’ve got to be sat next to them. You’ve got to listen to them,” Abigail emphasised.
This speaks to a broader shift in the future of work, where adaptability, continuous learning and exposure to new ways of working are becoming core competencies for top talent. It also reinforces the critical role of onboarding and early development in shaping long-term employee satisfaction and performance.
Leadership that listens
The role of leadership is also evolving. Empathetic leadership, trust and autonomy are now central to effective people management. “People really do need something different from their senior leaders,” Georgie explained. “It’s really important that we’re still focusing on that trust and autonomy element.”
Timely, honest feedback and tailored coaching are key to building a strong work environment. Leaders who empower their team members and provide clear development paths are seeing the benefits in both performance and retention.
This shift also reflects HR’s role in shaping company culture and supporting mental health, wellness and work-life balance – all of which are increasingly important to today’s workforce.
The rise of operational capability
Another trend gaining momentum is the demand for operational HR specialists. As teams become leaner, roles are merging – and candidates are expected to understand both the front and back end of systems like Workday and SuccessFactors. “There’s much more of a deeper dive now when we’re hiring,” Abigail said.
This shift is also reflected in the growing interest in data, systems and metrics. HR professionals are increasingly expected to bring data-driven insights and automation awareness alongside traditional people skills. This blend of technical and interpersonal competencies is becoming critical to HR strategy, performance management and decision-making.
Strategic employee relations
Employee relations is also undergoing a transformation. “We’ve not seen a huge shift in employee relations over the past 18 months,” Abigail noted, “but now we’re seeing more strategic roles emerge.”
Rather than focusing solely on casework, today’s employee relations leaders are helping define business strategy, coach line managers and streamline HR processes. These roles are working in harmony with people advisory and regulatory teams, reflecting a more integrated approach to human resources.
This evolution highlights the pivotal role of HR leaders in change management, open communication and continuous improvement. It also requires strong partnerships with business leaders and business partners to ensure alignment and buy-in across the organisation.
Looking ahead
As Georgie and Abigail concluded, the outlook for 2025 is positive. “We’ve gone into 2025 incredibly positive,” Georgie said. “It’s not just about recruitment – it’s about advising businesses.”
With a strong network, a personalised approach and a deep understanding of the financial services market, Frazer Jones is well-positioned to support clients through this next phase of change. Whether it’s redefining leadership, investing in employee development or building operational capability, the message is clear: retention starts with culture – and culture starts with people.
In a post-pandemic world shaped by technological advancements and disruptions, HR teams are playing a more strategic role than ever. From employer branding to human capital planning, and from remote work policies to training programs, HR’s role in driving organisational culture and enabling high-performance teams is central to long-term success.
