The year in HR, as told by the CPOs of British business

The Chief People Officers of Fever-Tree, Mollie’s Motel & Diner, and The Canal & River Trust, together with Principal Associate of Weightmans LLP, Paman Singh, reflect on the year in HR and employment law to reveal their 2025 highlights.

Ben Simonds-Gooding, CPO, Fever-Tree – ‘2026 must be a year of cohesion and shared values’

Be More Ted: Using the 2025 ‘Power Shift’ to the benefit of all

When asked to write about the HR highlights of 2025, it felt important first to look back at 2024. The most striking change in years has been the comprehensive shift in the employee-employer dynamic.

2024 was a year when, seemingly, all the cards were stacked in the employee's favour. The ‘Great Resignation’ was in full swing, and a wave of assertive employee demands landed at employers' doors. There were strong pushes for flexibility, and people felt confident that within a buoyant job market, they could easily find another role to suit their needs. Trust eroded, and relationships became more transactional.

Compounding this, a new swathe of mooted legislation further pushed the balance in favour of employees; they could call the shots.

2025 has seen a sea change, and the dynamic has reversed. We now live in a world of heightened economic and political turmoil, with much still unresolved. The great ‘Way of Working’ debate has also become clearer with more post-COVID time under our belts: total flexibility is not the answer, and a hybrid model - with more time together - delivers optimal team dynamics.

The job market has stagnated, making employees more nervous about leaving secure roles. Furthermore, some legislation has been rowed back in favour of the company.

In essence, 2024 and 2025 have been years of tension, where an emboldened employer stance on control has clashed with persistent employee demands for a more flexible, purposeful, and supportive work environment.

This presents an opportunity to level up. We must acknowledge that neither extreme of this power dynamic is right. A ‘Mr. Burns’ approach - exploiting the new landscape to squeeze every advantage - would be foolish and joyless.

Instead, 2026 must be the perfect time to create a win-win: a year of cohesion and shared values, with all working toward a clear, defined goal. Be less Mr. Burns and more Ted Lasso - embodying relentless optimism, deep empathy, emotional vulnerability, kindness, courage, and adaptability through active listening, trust, and support.

Here’s to 2026 and a true partnership.

Trudi Parr, Head of People Development, Mollie’s Motel & Diner – ‘Technology and AI have helped streamline processes’

This year, HR at Mollie’s has been about adaptation, innovation, and preparing for the future. With cost-of-living pressures impacting our teams, we’ve focused on financial health support - ensuring colleagues feel cared for while keeping our sites running smoothly.

Technology and AI have helped streamline processes. Looking to 2026, gamification will be a key focus to boost engagement and make learning stick. By creating interactive training experiences, we’re equipping our teams to thrive while keeping hospitality personal and human.

We’ve also been building agility and scaling for growth. Implementing a cross-functional support function ahead of our third site opening ensures HR, finance, operations, food, and sales work seamlessly to support front-line teams more effectively.

Beyond our teams, we’ve strengthened community partnerships, reaching school-age young people to change perceptions of hospitality as a career. By showcasing its variety, diversity, and potential, we aim to inspire the next generation and broaden access to meaningful opportunities.

Finally, with the Employee Rights Bill on the horizon, we’re preparing proactively to ensure our teams and systems are ready. Through all of this, our goal remains a workplace where people can flourish, feel valued, and bring their best to every shift.