A call to action from the PARE Conference in Tallinn On April 23, David Ducheyne took the stage at the PARE Conference in Tallinn in his capacity as Vice President HR of the European Association for People Management (EAPM). His message was direct and uncompromising: HR stands at a defining moment, and the profession's future depends on the choices its practitioners make now. A Profession Both Thriving and Threatened HR has rarely mattered more, Ducheyne argued — and rarely been more at risk. Organizations need the function as never before, yet that need coexists with a real danger: that HR, if left unattended, drifts toward automation, irrelevance, and even resentment. The answer to that paradox, he insisted, is not defensive. It is constructive. HR must build itself into a stronger profession, one that looks forward rather than backward, helps organizations master change rather than merely react to it, builds capabilities rather than accumulates policies, and ultimately helps people

David Ducheyne Algorithms are quietly reshaping how organisations manage performance. From real-time dashboards and predictive analytics to automated feedback and rankings, algorithmic performance management is becoming reality. The promise is compelling: more objectivity, greater efficiency, and decisions based on data rather than gut feeling. But there is a catch. Recent research shows that the success of algorithmic performance management has far less to do with the quality of the algorithm than with the quality of leadership around it. The Myth of the Neutral Algorithm Algorithmic systems are often introduced as neutral and objective tools. By analysing large volumes of data (KPIs, behavioural patterns, productivity metrics) they are supposed to remove bias and standardise decision-making. Yet employees rarely experience these systems as neutral. Algorithms are typically not very transparent. People do not know exactly how decisions are made, which data points matter most, or how m

By David Ducheyne — President of HRPro.be Every few years, someone declares that HR is over. And yet, somehow, HR never seems to go away. This time, it’s The Economist that sounds the alarm. Their recent article observes that HR has been on an impressive rise—both in numbers and influence. In the past decade, the number of HR professionals in the U.S. grew by 64%, far outpacing overall job growth. CHROs now earn about 70% of what other senior executives make (up from 40% in the early 1990s), and many are even moving into CEO roles. The reason is clear: the world of work has been in constant flux. A decade of turbulence has given HR a central role in helping organizations navigate it all—MeToo, the pandemic, hybrid work, wellbeing, DEI, and a flood of new regulations on everything from minimum wages to workplace conduct. The shortage of skilled talent and the relentless pace of change have only strengthened HR’s strategic position. But The Economist sees storm clouds on the horizon. Lay

Insights from the CIPD Annual Conference Panel At this year’s CIPD Annual Conference in Manchester, one of the most thought-provoking sessions looked at the future skills the UK economy will need to drive growth. The discussion brought together Gemma Marsh (Deputy CEO, Skills England), Fiona Aldridge (Chief Executive, Skills Federation), and Jeremy Lane (VP Growth Marketing, Dayforce) — three people at the intersection of government policy, industry insight, and HR technology. The conversation, chaired under the “Future Skills” stream, tackled a central question: how can the UK build a workforce that’s ready for the next decade of technological and social change? 1. A Complex Skills System in Need of Simplification Gemma Marsh opened with a candid reflection on the UK skills landscape: “The skills system is very, very complicated.” Skills England — a relatively new government body — has been tasked with making sense of it all. Its mission is simple to say, complex to achieve: “Better s

To remain competitive in the future, a blend of advanced soft skills, digital literacy, and adaptability is essential. Research consistently highlights that soft skills—such as critical thinking, problem-solving, creativity, communication, adaptability, and emotional intelligence—are increasingly valued alongside technical and digital skills. These human-centric abilities are difficult to automate and are crucial for navigating complex, technology-driven environments (Poláková et al., 2023; Westover, 2025; Li, 2022; Zhang et al., 2024). Digital literacy and the ability to work with emerging technologies (e.g., AI, data analysis, programming) are also vital, as technological change continues to reshape job requirements (Johnson et al., 2021; Li, 2022; García-Pérez et al., 2021; Usmar et al., 2025; Bera et al., 2024). The most competitive individuals will possess a balanced mix of both digital and soft skills (Poláková et al., 2023; Li, 2022; Zhang et al., 2024). Lifelong learning and th

At the CIPD Annual Conference, Matthew Maynell from the UK Cabinet Office shared the story of how the Civil Service built a learning and development (L&D) strategy and professional standards for line management. His presentation offered both a case study and a broader reflection on one of the most persistent challenges in organisational life: how to engage line managers and equip them to succeed. The Persistent Problem: Promoting Without Preparing Across sectors, the same pattern repeats itself. Individuals who perform well in technical or specialist roles are promoted into management — often without any formal preparation or training. Mayo began by asking the audience how many had become line managers without prior training; most hands went up. The consequences are familiar. Line managers find themselves improvising leadership, teams experience inconsistency, and organisations lose coherence between their strategic intent and day-to-day practice. The Civil Service, with more than 100,