The 2025 HR conversation was dominated by data, change, AI, culture, & wellbeing

Data is no longer a supportive tool but the backbone of strategic workforce planning and fairness. Frederic Patitucci, Chief People and Culture Officer, Philip Morris exemplifies this with PMI's groundbreaking ‘Bank of Skills,’ a global initiative mapping the skills of all 83,000 employees. This data-driven approach is central to what he calls ‘people sustainability,’ ensuring employees are upskilled for future roles within the company's transformation.

Meanwhile, Uxio Malvido, the CHRO of the World Economic Forum brings a scientist's standpoint to HR, saying “I’m not afraid of spreadsheets.” He is methodically re-linking performance, career, and reward through data, moving HR from an administrative function to one that informs strategy with clear metrics.

Similarly, Pauline Holroyd, Group HR Director, Network Rails uses data to track the impact of cultural initiatives at Network Rail, noting that ED&I metrics have surged an average of 60% after introducing new systems and training.

Cast your mind back not so long ago and leading decisions with what the numbers say would not have held so much sway, yet in 2025 decisions for senior HR leaders are very much data led and in some ways easier to be guided by over the heart.

Navigating large-scale change is a core competency, requiring a balance of strategic vision and human-centric leadership. Pauline Holroyd is steering one of the most significant public sector reforms, transitioning Network Rail into Great British Railways. Her approach is nothing short of ‘all-in’ - “You learn by immersing yourself,” she says, having worked night shifts and ridden in train cabs to understand the operational reality.

Frederic Patitucci managed the monumental pivot of PMI away from cigarettes. He acknowledges the human difficulty of change, having to let people go who didn't fit the new culture, while simultaneously rebooting the organisation's core values through a global "trade show for culture." Uxio Malvido emphasises managing one's own psychology during change. During a destabilising crisis at the WEF, he learned to “reframe my emotions and turned down my empathy” to avoid being overwhelmed while steadfastly supporting others. For all these CPOs change is not easy but being fully present and leading the charge by making the sometimes difficult decisions in the face of fear they have pivoted their organisations.

Far from people pleasing, decisions haven't always been popular with everyone - but were the right path for their organisations.