Next-generation HR leaders: what sets rising stars apart in today’s junior talent market

When I think about what makes a rising star in HR, I’m reminded of the privilege we have at Frazer Jones. For almost thirty years, we’ve helped HR professionals and businesses grow, supporting careers from those first junior roles right through to the most senior Chief People Officer and CHRO appointments. Our network is unique – some of the most senior HR leaders we work with today started out as junior candidates in our database decades ago.

Spotting the next generation of HR leaders has become almost second nature to us. We see the same spark in today’s high-potential candidates that we saw in those who are now shaping the future of work at the very top. It’s a reminder that the HR professionals making an impact early in their careers are often the ones who go on to drive business strategy, lead transformation and inspire the next wave of talent.

Whether you’re a client looking to build a high-performing HR team or a candidate eager to stand out in a competitive market, understanding what sets rising stars apart is essential. For clients, it’s about recognising the skills and qualities that signal future HR leadership – not just technical ability, but adaptability, emotional intelligence and a strategic mindset. For candidates, it’s about developing those same skills, embracing continuous learning and being proactive in building relationships and business acumen.

In this article, I want to share what I’ve learned about what sets these rising stars apart, and why investing in junior HR talent is investing in the future of human resources.

Embracing technology and AI

Technology is transforming the HR function. Junior HR professionals who are comfortable with AI, automation, people analytics and applicant tracking systems (ATS) are already ahead. From my experience in financial services, boutique firms in private equity often adopt new tech faster than larger institutions thanks to their agility and openness to change. The best HR teams now use AI tools to streamline recruitment, improve employee experience and support business strategy. Candidates who can demonstrate adaptability and a strong skill set in these areas are in high demand.

Eliza Mackenzie, HR Generalist, captures this perfectly:
“HR is far more strategic, and data driven than ever before. The demand for accurate numbers and stats to back up meetings with senior stakeholders is at an all-time high but with the advancements of AI and HRIS, this has become easier and more reliable. Junior/mid-level HR professionals have progressed up the ranks surrounded by this advancing technology, enabling them to streamline processes, create automation and improve overall employee experience. Confidently using AI and data has equipped me with the necessary skills to meet these demands and provide the crucial people statistics senior management need. Although, despite this need for accurate numbers, HR will always require a high level of people skills and genuine engagement. I truly believe HR professionals are some of the most adaptable, flexible, and capable people within the workforce, so being able to combine data skills with the crucial people management skills, has definitely enabled me to be successful in my career so far.”

For clients, it’s important to look for candidates who are not only comfortable with technology but are also curious about new ways of working. For candidates, being able to talk confidently about how you have used AI or data-driven tools in your HR role will help you stand out.

Building stakeholder relationships

As HR professionals take on more responsibility, stakeholder management becomes essential. It’s not just about sending emails or joining video calls – it’s about building genuine relationships, often face to face. Looking someone in the eye and having an honest conversation is still at the heart of great HR leadership. Whether you’re working with business leaders, the C-suite or your own HR team, strong partnerships are key to driving employee engagement and retention.

The pandemic robbed many junior professionals of a year or two of university networking, making in-person connections even more valuable. I’ve seen HR rising stars stand out by being proactive in their communication, listening carefully and showing empathy. These are the qualities that help build trust and credibility across the business. Strategic partners in HR are those who step away from their computers, meet stakeholders in person and build networks that last.

Catherine McClure, HR Business Partner, shares her experience:
“Curiosity has been the biggest driver of my career progression and it’s also what’s made me adaptable. Working across different industries and countries has taught me how to navigate change effectively, build relationships in new environments, and stay open-minded. Staying curious means I keep learning, asking questions, and evolving my approach, which helps me adapt quickly and support change with confidence. The combination of curiosity and adaptability has enabled me to move from being a reactive HR practitioner to a forward-thinking business partner.”

For clients, prioritise candidates who show initiative in building relationships, even early in their careers, and who are comfortable networking beyond the screen. For candidates, seek out opportunities to meet stakeholders in person, attend industry events and use platforms like LinkedIn to expand your network.

Thinking strategically

What differentiates junior and mid-level HR professionals from senior leaders? It’s the ability to think strategically and contribute to business strategy. Strategic HR professionals understand how talent strategy and workforce planning fit into the bigger picture. They know that HR is not just about policies and processes – it’s about supporting the organisation’s goals and driving culture change.

As Abigail Benham put it:
“The best HR Business Partners are those who can connect people initiatives to commercial outcomes. These are the candidates who will become the senior talent we keep in our network and see grow.”

This mindset is what sets future HR executives, Chief People Officers and CHROs apart. Rising stars are always looking for ways to add value, whether that’s through succession planning, performance management or leadership development initiatives.

Pavan Babrah, Head of HR, offers a client perspective:
“As a HR leader, I look for junior professionals who combine intellectual curiosity with disciplined execution. Exceptional talent anticipates needs, acts proactively and demonstrates a growth mindset grounded in continuous improvement. In an era where AI is reshaping how we work, emotional intelligence and human insight have never been more critical. I value individuals who actively seek feedback, leverage senior expertise and translate data insights into best-in-class delivery. The ideal candidate shows initiative, balancing independence with collaboration. Ultimately, good looks like someone who combines self-awareness and accountability with a relentless drive to learn and elevate performance across the organisation.”

For clients, look for candidates who ask questions about the future of the business and who show an interest in business strategy. For candidates, develop your critical thinking skills and look for ways to step away from day-to-day admin to get involved in projects that impact the wider business.

Data-driven decision making

The future of HR is data-focused. Rising stars in human resources are those who thrive in environments where metrics matter. If you’re savvy with Excel or other analytics tools, you’ll stand out from the crowd. High-performing HR teams use data to inform performance management, succession planning and leadership development initiatives. It’s not just about collecting data – it’s about using it to drive continuous learning and improve the employee experience.

Operational HR roles are increasingly data-focused, and candidates who can demonstrate strong business acumen and a data-driven approach are highly valued by employers. Critical thinking is essential here – it’s not just about the numbers, but about interpreting them to support talent management and career development.

For clients, seek out candidates who can talk about how they have used data to drive decisions or improve outcomes. For candidates, look for ways to build your confidence with data, whether that’s through upskilling, mentoring or learning and development programmes.

The importance of mentoring and continuous learning

Mentoring plays a vital role in developing the next generation of HR leaders. Whether you’re learning from senior leadership or supporting peers, a culture of continuous learning and upskilling is essential. The pandemic has accelerated new ways of working, from hybrid work to a greater focus on well-being and work-life balance. HR professionals who embrace these changes and champion an inclusive culture will be best placed to succeed.

I’ve seen mentoring initiatives help junior HR professionals build confidence, develop new skills and prepare for future leadership roles. Many rising stars use LinkedIn to find mentors, share insights and build their personal brand. These connections support both learning and development and long-term career development.

For clients, encourage mentoring and leadership development initiatives within your HR team. For candidates, be proactive in seeking out mentors and take every opportunity to learn from those around you.

Adaptability and the future of work

Adaptability is more important than ever. The pandemic has shown us that the future of work is unpredictable, and HR professionals need to be ready for anything. Rising stars are those who can adapt quickly, embrace new ways of working and support their teams through change. Whether it’s implementing new HR management systems, supporting remote and hybrid work or driving sustainability initiatives, adaptability is a key skill for the next generation of HR leaders.

High-potential candidates are those who see change as an opportunity. They are often the ones who volunteer for new projects, champion human capital initiatives and help their HR team stay ahead of the curve. Vice Presidents and Chief People Officers often tell us that these are the individuals who become trusted strategic partners and future leaders.

For clients, look for candidates who have demonstrated adaptability in their career so far. For candidates, don’t be afraid to step outside your comfort zone and take on new challenges – it’s often where the most valuable learning happens.

The HR function is at a crossroads. As we look ahead, it’s the rising stars – those who combine business acumen, adaptability and a passion for people – who will shape the next generation of HR leadership. By focusing on technology, data, relationships and continuous learning, today’s junior HR professionals are building the foundations for a successful career in human resources and human capital management.