HR’s Contribution to Business Growth 2025: Insights and Experiences from the Field
Transforming HR: Adapting to Technology, Global Trends, and Evolving Employee Expectations – 2024 – 2025.
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Human Resources today has transitioned into a strategic role, driving business growth by aligning workforce initiatives with organisational goals. Employee well-being and psychological safety are central, with HR prioritising mental health support, inclusive practices, and safe environments to enhance productivity and engagement.
The integration of advanced technology, including AI and automation, is revolutionising HR processes such as recruitment, training, engagement, and performance evaluations, while retaining a human-centric focus. Data-driven decision-making allows HR teams to forecast workforce needs, identify trends, and make informed choices, increasing organisational efficiency.
Talent management now focuses on adapting to the expectations of a multi-generational workforce, balancing the innovation of younger employees with the experience of older staff. Sustainability is a core priority, requiring HR to implement environmentally and socially responsible practices for long-term planning.
High employee turnover is a critical issue, addressed through strategies to retain talent by fostering supportive cultures and offering clear career pathways. HR is central to cultural and organisational development, shaping adaptable environments aligned with market demands and employee needs.
Leadership development and succession planning are vital for long-term success, as HR identifies and nurtures future leaders. Compliance with data protection laws, equal pay, and ethical practices ensures integrity, securing HR’s role as a key driver of organisational excellence.
The key topics in focus
- Integration of Technology in HR: Emphasising the adoption of AI and automation to enhance human resources management and organisational development.
- Sustainability in Business Practices: Prioritising sustainable solutions that incorporate diverse perspectives and meet organisational needs.
- Psychological Safety and Inclusion: Measuring and prioritising psychological safety and inclusivity alongside financial performance metrics.
- Employee Health and Well-being: Implementing HR strategies that provide access to mental health support, flexible working hours, and personal development programmes.
- Evaluation of Current HR Arrangements: Assessing whether existing company provisions meet evolving employee expectations and industry standards.
- Adapting to New Generational Expectations: Aligning talent management strategies to accommodate the expectations and demands of emerging workforce generations.
- Leadership Development in HR: Recognising the importance of HR professionals in leadership roles and advocating for their involvement in top executive positions.
- Data-Driven Decision Making: Utilising data and analytics to inform HR strategies and business growth initiatives.
- Employee Engagement and Retention: Developing strategies to enhance employee engagement and reduce turnover through effective HR practices.
- Compliance with Data Protection Laws: Ensuring that data management within HR systems adheres to Danish and European data protection regulations.
Last updated: June 4, 2025 at 16:06 pm
HR’s Contribution to Business Growth: Insights and Reflections from the Field
I hope you’ve settled well into 2025—ready to embrace the opportunities and challenges it brings. My goal here is to reflect on the lessons of the past few years and share insights on where I believe our focus should lie in the year ahead. Let’s jump right in.
The past years have been a whirlwind of transformation, particularly in the realms of Human Resource Management, talent development, and organisational growth. These areas are no longer just support functions; they are the backbone of strategic and operational success in any enterprise. And the progress made? Nothing short of remarkable.
HR professionals have navigated increasingly complex landscapes with dedication and resilience, achieving significant advancements in a remarkably short time. These insights come from my hands-on experience working with over 122 organisations in 2024—ranging from small startups to large corporations, unemployment funds, and trade associations. As an HR advisor and strategic problem solver, I’ve seen firsthand how tailored interventions and innovative approaches can drive meaningful change. Work processes that have driven increased revenue. They have created a smoother workflow in the critical day-to-day operations, leading to better productivity and efficiency, which in turn has resulted in profit improvements of between 6 and 19 percent. So yes, HR work can deliver better results, also on the bottom line.
But let’s not sugarcoat it: every organisation is unique. Contexts vary, needs differ, and there’s no one-size-fits-all solution. That’s why this reflection isn’t just about sharing observations—it’s about sparking critical thinking. How far have we come by the end of 2024? And how do these insights align with your organisation’s reality?
As we look back on 2024, it’s also time to look forward. What emerging priorities demand our attention? What unresolved challenges need strategic focus as we move deeper into 2025? These are the questions I’ll explore, offering actionable insights to help you navigate the year ahead with confidence.
Note
Let me be clear: this isn’t an attack on anyone, nor is it meant to be negative. It’s simply what I’ve observed—and what the data reveals. Truth can be hard to swallow, especially when it doesn’t paint the rosiest picture. There’s a lot to address, particularly when we compare ourselves to countries in Asia, which are often leaps ahead of what we see here in Denmark. It’s a tough pill to swallow, but it’s a reality we need to face head-on.
That said, there’s immense opportunity for growth. By focusing on the right areas, we can transform the atmosphere, improve the working environment, boost profitability, and achieve better results. As a seasoned CEO once put it: “It all comes down to focus. Treat the everyday as critical, and then decide how hard you want to push the accelerator.”
A quick but important note: the staff turnover rates I’ve mentioned are specific to the context we’re discussing. These rates can vary wildly—from country to country, region to region, city to city, and even across job categories. That’s why it’s crucial to conduct your own analysis. Compare your figures to local benchmarks and assess them against data from multiple companies. Keep in mind, turnover rates can also differ significantly between departments and teams. If your rate climbs above 8-9%, it’s definitely an area worth addressing.
Tasks within HR, Talent Management, and Organisational Development in 2024 – 2025
In 2024, the world of human resources management, talent management, and organisational development continued to be shaped by the lingering effects of the pandemic and rapid technological advancements. Hybrid work models became the norm, but creating a balanced and cohesive employee experience in this new reality proved to be a complex challenge. It required rethinking leadership, motivation, and follow-up, while also introducing new hurdles in data management—where to store it, how to access it, and, crucially, how to secure it, especially in remote work settings.
As remote and flexible work arrangements solidified, companies had to redefine what culture and belonging meant in a dispersed workforce. Many invested in clear frameworks to support employees, no matter where they were, while adapting to growing expectations around flexibility and autonomy. In Denmark, the Working Environment Authority introduced new rules and responsibilities, adding to the workload for many organisations.
Well-being took centre stage in 2024. With three generations now sharing the workplace, the focus shifted beyond physical safety to mental health, involvement, participation, and social interaction—all recognised as essential to a healthy working life. Communication styles between generations, particularly as more Gen Z employees entered the workforce, added another layer of complexity. This wasn’t a negative trend but rather a reality that required organisations to adapt and accommodate diverse needs.
The year revolved around a central question: Who should adapt to whom? HR departments rolled out comprehensive mental health programmes, focusing on stress reduction, psychological safety, and work-life balance. Advanced analytical tools were introduced to measure well-being and engagement in real-time, enabling proactive interventions. Yet, not all organisations fully leveraged these insights, leaving the question of adaptation unanswered.
Building social cohesion and fostering employee participation became a growing priority. In 2023, Denmark’s labour market saw unprecedented job mobility, with employment reaching a record high of 2.98 million people. However, turnover rates in certain industries were alarming, exceeding 40% within six months and 50% within a year. Reactions like, “That’s terrible,” were common—and justified. Yet, little has been done to address it.
High turnover comes at a steep cost—not just financially, but in lost knowledge, expertise, and efficiency. It impacts sales, customer retention, and more. So why hasn’t more been done? I see three main reasons: lack of time, the absence of immediate financial returns, and the sensitivity of the issue. After all, high turnover indirectly questions a company’s ability to lead, motivate, and inspire—a tough topic to broach.
As a long-time client once put it: “It’s a grey area, something no one wants to talk about because it reflects on leadership.” While there’s truth to that, it shouldn’t stop us from striving to improve. Addressing this issue requires honesty, effort, and a willingness to face uncomfortable truths—all in the pursuit of building stronger, more resilient organisations.
Talent Management and Leadership Development in 2024
In 2024, talent management became all about future-proofing the workforce. With the right competencies, knowledge, skills and experience increasingly hard to come by, employee development took centre stage. But let’s be honest—it’s been a slower process than many expected, and it’s going to remain a top priority well into 2025 and beyond.
Leadership training was a major focus in many countries, though Denmark seemed to lag behind. Elsewhere, organisations were proactive, identifying future leaders and crafting tailored development programmes to meet individual needs and career aspirations. It was a forward-thinking approach that paid dividends.
Diversity and inclusion also took a leap forward, moving from lofty ideals to concrete action. Progressive organisations rolled out targeted recruitment strategies and internal initiatives to foster a more inclusive environment. Mentorship programmes, training schemes, and other efforts ensured diverse groups felt both represented and supported. While Norway and Sweden made significant strides in this area, Denmark’s progress was notably slower—almost absent, in fact.
The Unseen Bias: Why Experienced Talent Over 55 is Overlooked
It’s worth noting that, as a HR advisor, I often see age discrimination playing out in real time. Many candidates over 55 are going through outplacement programmes—job search initiatives—and it’s clear they face significant challenges in securing new roles. This is a deeply flawed practice that needs addressing, especially since this age group often brings decades of experience in solving problems and a proven ability to get things done. Yet, again and again, these experienced candidates are overlooked.
We’ve conducted analyses on this, and the results are stark, focusing on the reasons behind these decisions. But let’s be honest: this is a grey area, something few are willing to discuss openly. As a HR advisor, though, you often gain insights that aren’t readily available within companies.
Here’s what I hope happens: organisations start asking themselves, “Why did we choose this particular employee?”—and then truly listen to the answer. I won’t share all the signals and statements we’ve gathered, but it’s worth reflecting on why these highly experienced candidates aren’t being hired.
The Directive on equal treatment in employment and occupation (2000/78/EC) was adopted in 2000. It aims to combat discrimination on grounds of religion or belief, disability, age or sexual orientation in the workplace.The Directive on the implementation of the principle of equal opportunities and equal treatment of men and women in matters of employment and occupation (2006/54/EC) was established in 2006. This directive consolidates and modernises previous legislation on gender equality in employment.The Directive implementing the principle of equal treatment between men and women in the access to and supply of goods and services (2004/113/EC) came into force in 2004. It extends the principle of gender equality beyond the workplace.
An Cultural Sociologist I work with suggested that it’s due to the fear of bringing more skilled people into the organisation, and he made a reference to something he described as “related to the Law of Jante“.
Another friend, a lawyer, believes it’s because companies are afraid of hiring employees who might invoke the law on discrimination.
EU Link:
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=celex%3A32000L0078
https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A32006L0054
DK Link:
https://www.retsinformation.dk/eli/lta/2024/399
https://www.retsinformation.dk/eli/lta/2024/942
But one would likely have to describe these as thoughts based on hypotheses, assumptions, and speculation.
Navigating Change: How AI and Automation Will Shape HR in 2025 and Beyond
Let’s gaze into the crystal ball: 2025 is set to be a transformative year for human resources management, talent management, and organisational development. Driven by deeper tech integration, a stronger focus on sustainability, and alignment with global trends, the landscape is evolving faster than ever.
Automation, robotics, and bot solutions are reshaping the workforce. The focus is sharpening on what individuals do, the value they bring to their teams, and the tangible results they deliver. This shift is especially pronounced in organisations transitioning from small, entrepreneurial setups to larger, specialist-driven entities. Task execution is becoming the name of the game.
HR management is going increasingly data-driven, with artificial intelligence playing a central role in decision-making. This isn’t just a passing trend—it’s the future. AI will become a cornerstone of daily operations and strategic planning, moving us from assumption-based decisions to ones grounded in hard data.
But let’s not get ahead of ourselves. While AI will strengthen work methodologies, there will still be gaps between its recommendations and human implementation. AI is only as good as the data it’s trained on, and people often adapt slower than systems expect. Some advancements will take time to fully materialise.
New AI tools are emerging, but many feel rushed. Some, like website bots, have already fallen short, failing to meet user needs or deliver focused solutions. It’s clear that many of these tools haven’t been thoroughly tested before rollout.
Four independent analyses point to a clear truth: well-defined frameworks and rules lead to happier employees, which in turn drives higher organisational efficiency. While interpretations may vary, the data consistently backs this up. Of course, outcomes differ based on location, context, and where an organisation is in its development journey.
One decision that needs to be made quickly is determining who should take responsibility for AI. In the most forward-thinking companies we follow, this responsibility typically lies with HR, which then forms a collaborative team. This team includes IT, operations, and representatives from the areas where AI will be implemented. It’s a model we’ve seen work effectively.
However, it’s crucial to be aware that there are many aspects to consider. For the companies I’ve advised, this process has often raised a lot of questions that need answering. It’s a parallel workflow to the existing human workforce, and a key element is ensuring the right connection and processes between humans and bots.
Here’s a glimpse of the emerging focus areas (tools) on the horizon—and this is just the start. The list is set to grow rapidly:
40 Different Innovative AI Focus Areas for Human Resources and Organisational Excellence
These AI Focus Areas emphasise the transformative and innovative nature of the tools while aligning them with the professional context of HR and organisational development:
Automated Candidate Screening
AI-powered bots manage thousands of screening calls within hours, engaging candidates in structured conversations tailored to job requirements. These bots analyse candidate responses using natural language processing (NLP) to assess suitability, tone, and sentiment. AI generates detailed evaluations, scoring candidates against specific criteria and eliminating human biases. This allows recruiters to focus on top-performing candidates, reducing time spent on manual screenings while maintaining consistency and quality.
Bias Reduction in Hiring
AI minimises unconscious bias by focusing solely on candidate qualifications, skills, and experience. Algorithms are programmed to ignore identifiers like names, gender, and ethnicity during evaluations. AI tools also provide hiring managers with objective data and predictive analytics, ensuring diverse representation and fair hiring practices. By continuously refining these algorithms, organisations can avoid replicating systemic biases present in training data.
Compensation Benchmarking
AI analyses industry data, geographic trends, and internal salary structures to recommend competitive compensation packages. It identifies pay disparities and ensures compliance with equal pay regulations. Predictive analytics help organisations anticipate salary trends and allocate budgets effectively. By leveraging AI insights, HR can attract and retain top talent while addressing wage gaps proactively.
Conflict Resolution
AI tools analyse workplace communication patterns, such as emails or meeting notes, to detect potential conflicts. Sentiment analysis flags rising tensions, allowing HR to intervene early. AI also suggests tailored strategies for mediation and recommends team-building activities. This proactive approach reduces workplace disputes and fosters a more harmonious environment.
Cultural Fit Analysis
AI evaluates a candidate’s compatibility with organisational values through behavioural assessments and sentiment analysis. It compares candidate profiles with those of successful employees to predict long-term alignment. AI also analyses interview responses to identify traits like adaptability and collaboration, ensuring a good cultural fit that supports retention.
Diversity and Inclusion Efforts
AI ensures diversity by monitoring recruitment pipelines and analysing workplace representation metrics. It flags biases in job descriptions and suggests inclusive language. AI also tracks progress toward diversity goals and offers actionable recommendations to improve equity. These tools empower organisations to foster inclusive workplaces while meeting legal and ethical standards.
Employee Engagement Surveys
AI analyses survey results in real-time, identifying trends and correlations that traditional methods might miss. Predictive analytics forecast engagement levels and suggest targeted interventions. By integrating data from multiple sources, such as communication tools and productivity metrics, AI provides a holistic view of employee sentiment and engagement.
Employee Onboarding
AI streamlines onboarding by automating document submission, training schedules, and compliance checks. Virtual assistants guide new hires through company policies and role-specific resources. AI personalises the onboarding experience based on the employee’s background and role, improving early engagement and productivity.
Exit Interviews and Insights
AI analyses feedback from exit interviews to uncover patterns in employee attrition. By identifying recurring issues, such as dissatisfaction with management or limited growth opportunities, AI helps HR address underlying problems. Predictive insights enable organisations to develop retention strategies that target specific concerns, enhancing overall employee satisfaction.
Fraud Detection in Applications
AI verifies the authenticity of candidate credentials by cross-referencing data with public records, professional profiles, and academic databases. It flags inconsistencies or potential fraud, ensuring only legitimate candidates proceed in the hiring process. This automated approach reduces risks associated with fraudulent applications and builds trust in recruitment.
Gamification of Recruitment and Training
AI-powered gamified platforms create interactive assessments for candidates and employees. These simulations evaluate problem-solving skills, creativity, and teamwork. AI analyses performance data to identify strengths and areas for improvement, making recruitment and training more engaging and effective.
Global Recruitment Outreach
AI identifies talent pools across regions, optimising job advertisements to align with cultural and linguistic preferences. It analyses labour market trends and suggests recruitment strategies tailored to specific geographic areas. AI also evaluates the feasibility of hiring remote employees, broadening access to global talent.
Job Description Optimisation
AI enhances job postings by analysing content for clarity, inclusivity, and relevance. It suggests improvements, such as removing jargon or biased language, to attract a diverse and qualified candidate pool. AI also recommends keywords to improve search engine visibility, increasing the reach of job advertisements.
Knowledge Management
AI centralises organisational knowledge, categorising and indexing resources for easy access. It identifies frequently accessed documents, ensuring critical information is updated and accurate. AI-powered search tools enable employees to retrieve information quickly, improving decision-making and productivity.
Learning and Development
AI personalises employee learning paths by analysing performance data and recommending relevant training programmes. These tailored learning plans align with organisational goals and employee aspirations, fostering skill development and career progression. AI also tracks progress and provides feedback to enhance learning outcomes.
Leadership Development
AI identifies high-potential employees for leadership roles by analysing behavioural patterns, performance metrics, and peer feedback. It recommends customised development programmes to nurture leadership skills, ensuring a robust pipeline of future leaders. Predictive analytics also anticipate leadership gaps, enabling proactive succession planning.
Payroll and Benefits Administration
AI automates payroll processing, ensuring accuracy and compliance with tax regulations. It tracks benefit usage and suggests cost-effective adjustments to improve employee satisfaction. AI also provides predictive insights into benefits trends, allowing HR to optimise offerings and reduce administrative workloads.
Performance Management
AI monitors employee performance in real-time, offering actionable feedback and identifying improvement areas. It supports dynamic goal-setting, ensuring alignment with organisational objectives. By analysing performance trends, AI helps managers recognise top performers and address underperformance effectively.
Predictive Recruitment Analytics
AI forecasts candidate success by analysing historical data, qualifications, and behavioural traits. This enables HR to prioritise candidates most likely to excel in their roles, reducing time-to-hire and improving retention rates. Predictive analytics also support workforce planning by identifying future talent needs.
Real-Time Compliance Reporting
AI tracks compliance with labour laws and company policies, generating reports instantly. It monitors organisational activities to ensure adherence to regulatory requirements, flagging potential risks. This reduces the likelihood of legal issues and streamlines audit processes.
Recruitment Marketing
AI optimises recruitment campaigns by analysing candidate personas and social media behaviour. It creates targeted advertisements and monitors their effectiveness, ensuring maximum reach and engagement. AI also identifies the most effective channels for reaching specific talent pools.
Retention Strategies
AI analyses employee engagement and performance data to predict attrition risks. It suggests tailored interventions, such as mentorship programmes or workload adjustments, to improve retention. Predictive insights help HR address potential issues before they escalate, fostering a more stable workforce.
Sentiment Analysis in Communication
AI evaluates employee sentiment through analysis of internal communications, such as emails or chat messages. It detects dissatisfaction or disengagement early, enabling HR to address concerns proactively. This fosters a more supportive and responsive workplace environment.
Shift Scheduling
AI optimises workforce scheduling by balancing employee availability, preferences, and workload demands. It ensures fair and efficient shift assignments, reducing scheduling conflicts and improving overall productivity.
Succession Planning
AI identifies potential successors for key roles by evaluating employee skills, career aspirations, and performance metrics. It provides recommendations for targeted development programmes, ensuring a seamless transition for leadership positions.
Talent Matching
AI matches candidates to roles by analysing both structured and unstructured data, including qualifications, experience, and keywords. This ensures a more precise alignment of talent to job requirements, improving hiring outcomes.
Talent Pipeline Management
AI tracks passive candidates, nurturing them through personalised engagement strategies until suitable roles arise. It ensures a steady flow of qualified talent, reducing time-to-hire and maintaining strong candidate relationships.
Team Collaboration Insights
AI analyses team dynamics by evaluating communication and collaboration patterns. It identifies strengths and areas for improvement, offering actionable recommendations to enhance teamwork and productivity.
Training Effectiveness Evaluation
AI measures the impact of training programmes by analysing engagement levels, feedback, and performance outcomes. It provides insights into what works and what needs improvement, ensuring continuous refinement of learning initiatives.
Virtual Reality (VR) for Training
AI enhances VR training by adapting scenarios based on participant responses. This creates immersive learning experiences that cater to individual needs, improving knowledge retention and application in real-world scenarios.
Voice and Sentiment Analysis in Interviews
AI evaluates verbal and non-verbal cues during interviews, assessing emotional intelligence, confidence, and cultural fit. These insights help HR make more informed and objective hiring decisions.
Workforce Analytics Dashboards
AI creates interactive dashboards displaying real-time data on employee performance, engagement, and satisfaction. These tools provide HR with actionable insights to monitor organisational health and drive strategic decisions.
Workforce Planning
AI forecasts workforce needs by analysing market trends, internal data, and historical patterns. It helps HR allocate resources efficiently and plan for future staffing requirements.
Well-being Programmes
AI supports employee well-being by analysing data from surveys, fitness trackers, and productivity tools. It recommends personalised wellness initiatives, such as mental health resources or flexible schedules, to improve work-life balance and reduce burnout.
Workplace Safety Monitoring
AI monitors workplace safety by analysing sensor data and identifying potential hazards. It provides real-time alerts and suggests corrective actions to maintain a safe working environment.
Workplace Trend Predictions
AI analyses global trends and predicts their impact on the workforce, helping organisations adapt strategies to remain competitive. This includes insights into emerging skills, remote work adoption, and technological advancements.
As we look ahead to 2025 and beyond, one thing is certain: data will be at the heart of everything. The focus will be on cleaning up existing data, deciding what data we need to collect to make informed and accurate decisions, and selecting the right AI systems to make sense of it all (if you haven’t already).
But it doesn’t stop there—implementation, training, and evaluation will be just as critical. The ultimate goal? Ensuring these systems work as intended, are user-friendly, and deliver real value to the organisation. Above all, they must enhance—not hinder—the customer experience and avoid creating friction in day-to-day operations.
Let’s be honest: much of this will be uncharted territory. Some solutions will feel too new, not delivering their full potential right away. That’s why requirement specifications need to be crystal clear—outlining timelines, expected value, and the flexibility to switch systems if needed. Data extraction and migration must be seamless, and compliance with Danish and European data protection laws is non-negotiable. As the saying goes, “This is not something that can be accomplished overnight.”
The Initial Ten Areas Where AI Will Revolutionise HR, Talent Management, and Organisational Development
Artificial intelligence is poised to revolutionise HR, talent management, and organisational development. One of the first areas to benefit will be candidate screening, where AI systems will analyse CVs and applications, identifying key competencies and matching profiles to job requirements with unmatched efficiency. Performance evaluations will also undergo a significant transformation, as AI delivers objective analyses of employee data, offering actionable insights and tailored recommendations for improvement.
AI will play a pivotal role in boosting employee engagement and well-being. By analysing feedback, surveys, and communication patterns, it can identify risks like burnout or dissatisfaction early on. Onboarding processes will become smoother, with automated platforms guiding new hires through their first steps and answering common questions without the need for human intervention. Talent development will accelerate as AI pinpoints employee strengths and recommends personalised learning paths and career opportunities.
Predictive analytics will redefine retention strategies, enabling organisations to anticipate potential turnover by analysing factors such as satisfaction levels, workloads, and historical trends. Salary and benefits administration will be automated, ensuring compliance with regulations and optimising compensation strategies using market and performance data. Recruitment will also evolve, with AI identifying the best channels and maintaining talent pipelines that align with organisational needs.
Organisational design and workforce planning will benefit from AI’s ability to simulate structural changes and predict their impact on productivity and efficiency. Finally, data-driven decision-making will be supercharged by AI-powered dashboards, providing real-time insights into HR metrics and enabling strategic initiatives grounded in actionable intelligence. These advancements mark the start of a profound transformation in how organisations manage their workforce and operations.
The signals I’m receiving from my clients indicate that the focus will be on delivering better results on multiple fronts. Significant funds will be needed to implement new legislation and AI initiatives, so the focus will increasingly shift towards achieving better outcomes—much of which will depend on employees. For example, if we look at the directive and law for the Directive on Pay Transparency, some of my clients estimate that this legislation will increase their payroll costs by between 7% and 18%, and these funds will need to be found somewhere. “Such amounts, as we know, don’t just sit in a cardboard box on the floor”—they need to be sourced from operational budgets.
On top of this, there are expected to be substantial investments in AI, along with the associated costs of implementation, adjusted workflows, training, and adaptation. The good news is that these funds can often be found within operational budgets, as we’ve seen with those who have already started working on this. And we’re back to my focus on ensuring you have the right workforce to drive and improve results. This will place a strong emphasis on daily tasks and work processes.
The Directive on Pay Transparency
The new EU regulations on equal pay and adjustments are known as the Directive on Pay Transparency, which was adopted in 2023. This directive aims to enhance transparency in pay structures and combat gender pay gaps. In Denmark, a new law has been introduced to implement this EU directive, called the Act on Pay Equality and Pay Insight. This law came into force in 2024 and requires companies with more than 100 employees to publish information on pay and gender pay gaps. Additionally, companies must conduct pay reviews and adjustments to ensure equal pay for work of equal value.
The Directive on Pay Transparency was established to address the persistent issue of gender pay inequality across the European Union. By mandating that organisations disclose their pay structures, the directive seeks to promote accountability and encourage fair compensation practices. The Act on Pay Equality and Pay Insight in Denmark aligns with this directive by imposing specific obligations on larger companies to report their pay data publicly.
The deadline for full compliance with these regulations is set for 7 June 2026, allowing organisations time to adapt their practices accordingly. This initiative is part of a broader effort within the EU to foster a more equitable labour market and ensure that all employees receive fair remuneration for their work.
- EU Directive on Pay Transparency: https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A32023L0970
- In Danish: Danish Act on Pay Equality and Pay Insight: https://www.retsinformation.dk/eli/lta/2019/156
Building Sustainable Futures: Prioritising Psychological Safety, Inclusion, and Generational Adaptation in HR Strategies for 2025
At its core, the goal is simple yet ambitious: to create sustainable solutions that seamlessly weave together diverse perspectives and address the multifaceted needs of both the organisation and its people. In 2025, psychological safety and inclusivity won’t just be buzzwords—they’ll stand shoulder-to-shoulder with financial performance as key priorities. HR strategies will increasingly leverage advanced tools and resources to support employee health and well-being. Think comprehensive mental health support, flexible working arrangements that adapt to individual needs, and personalised development programmes that align with career aspirations.
Already, organisations are asking the hard questions: Are we doing enough to meet these evolving demands? The answer will come through systematic evaluations, uncovering gaps and highlighting areas for improvement.
Talent management in 2025 will revolve around one undeniable truth: the workforce is changing. A new generation is stepping into the spotlight, bringing fresh expectations and priorities. For some, this shift might feel uncomfortable or even disruptive, but it’s essential to recognise that this generation isn’t just the future—they’re the now. Organisations that thrive will be those that adapt, not just to attract top talent but to keep it in an increasingly competitive market. By aligning strategies with generational priorities, businesses can build resilient, inclusive, and forward-thinking teams ready to tackle whatever tomorrow brings.
Related information
Here are the areas I believe will gain momentum and be significantly prioritised for takeover or strong support by AI.
The accelerating demands of 2025 and beyond necessitate a robust and comprehensive approach to change management. This transcends mere deployment of new technologies or implementation of updated processes; rather, it is an intricate, multi-dimensional strategy that seeks to align organisational objectives with the nuanced realities of human adaptability. Effective change management ensures a harmonious evolution of employees, systems, and workflows, fostering resilience and positioning organisations for sustained growth amidst an increasingly volatile landscape.
Preparation and Requirement Specifications: Establishing a Strategic Foundation
The genesis of effective change management lies in meticulous preparation. Organisations must craft precise requirement specifications that elucidate desired outcomes, the methodologies to achieve them, and the metrics for success. This necessitates a rigorous evaluation of existing capabilities, identification of gaps, and the establishment of actionable priorities. Early stakeholder engagement is critical; it fosters transparency, builds trust, and engenders collective ownership. When stakeholders perceive alignment between strategic goals and their individual roles, resistance diminishes, and the foundation for successful transformation is fortified.
Planning and Implementation: Bridging Strategy with Execution
Strategic planning functions as the conduit through which visionary objectives are translated into operational realities. This involves the articulation of structured timelines, optimal allocation of resources, and the delineation of responsibilities at every organisational echelon. Implementation must be approached incrementally, allowing for systematic assimilation and mitigating the potential for disruption. A phased rollout not only enhances operational continuity but also facilitates iterative refinements, ensuring that emerging challenges are addressed proactively. Crucially, this approach underscores the inherent disparity between the rapid adaptability of technological systems and the comparatively measured pace of human adjustment, demanding a balanced execution strategy.
Training and Adoption: Cultivating Competence and Confidence
The efficacy of any transformation is contingent upon the workforce’s capacity to internalise and operationalise new paradigms. Training must transcend procedural instruction to encompass contextual understanding, equipping employees to appreciate the strategic imperatives underpinning organisational change. This demands the deployment of pedagogically diverse training methodologies tailored to accommodate varied learning preferences. Adoption is inherently a longitudinal process; it requires sustained reinforcement and the establishment of a supportive ecosystem that cultivates both competence and confidence. By aligning training initiatives with organisational goals, leaders can engender a workforce that is not only technically adept but also intrinsically motivated.
Evaluation and Continuous Optimisation: Institutionalising Reflexivity
Post-implementation evaluation serves as the linchpin of effective change management. Through methodical analysis of impact metrics—spanning efficiency, employee satisfaction, and operational outcomes—organisations can derive actionable insights that inform continuous optimisation. Such reflexive practices institutionalise a culture of iterative learning, enabling the organisation to evolve dynamically in response to emergent challenges and opportunities. Evaluation, when coupled with transparent feedback mechanisms, enhances stakeholder confidence and consolidates the legitimacy of transformative initiatives.
Absorption and Adaptation: Pillars of Organisational Resilience
Organisational resilience is predicated on two interdependent capacities: absorption and adaptation. Absorption entails the systematic integration of new knowledge, methodologies, and technologies into organisational workflows, fostering operational coherence. Adaptation, conversely, denotes the agility to recalibrate strategies and structures in response to shifting external and internal variables. Together, these capacities form the bedrock of sustainable transformation, enabling organisations to navigate complexities with dexterity and foresight.
The Temporal Dimension of Implementation: Synchronising Human and Technological Trajectories
The disjunction between the rapid progression of technological advancements and the inherently gradual pace of human adaptability presents a critical challenge. While technological systems are designed for seamless scalability and immediate deployment, human behavioural adjustment necessitates a temporally sensitive approach. Overly expedited implementation risks engendering disengagement, resistance, and suboptimal utilisation of resources. Conversely, a deliberate, phased strategy that prioritises human resilience enhances the likelihood of sustained success, ensuring that technological innovations are effectively harmonised with workforce capabilities.
Cultural Integration of Change Management: From Initiative to Imperative
For change management to transcend episodic application, it must be woven into the organisational ethos. This requires the institutionalisation of change management as an enduring organisational imperative. Leadership must exemplify a commitment to adaptability and inclusivity, establishing a cultural precedent that values reflexivity and innovation. By embedding change management within the organisational fabric, companies can cultivate an environment of psychological safety, collective accountability, and proactive engagement, thereby fostering a resilient and future-ready workforce.
Envisioning the Path Forward: Reframing Change as an Opportunity
As the velocity and complexity of organisational challenges intensify, change management emerges not merely as a functional necessity but as a strategic opportunity. Organisations that embrace this paradigm—prioritising preparation, planning, training, and iterative learning—position themselves to thrive amidst uncertainty. By recognising the interplay between technological innovation and human adaptability, and by fostering a culture of inclusivity and reflexivity, change management can serve as a transformative force, catalysing organisational excellence and sustainable growth.
The text in the link is in English, but you can translate it via Google
Link: https://translate.google.com/?sl=da&tl=en&op=websites
Demographic Headwinds in the EU and the World
This analysis from the Danish Chamber of Commerce examines the demographic challenges facing the EU and globally. It likely discusses aging populations, declining birth rates, and their potential impacts on labor markets and economic growth.
Year: 2023
https://www.danskerhverv.dk/politik-og-analyser/analyser/2023/september/demografisk-modvind-i-eu-og-verden/
International Employees Have Increased Prosperity by 100 Billion DKK Since 2008
The Danish Employers’ Confederation report highlights the significant economic contribution of international workers to Denmark. It quantifies the positive impact of foreign labor on Danish prosperity over a 15-year period.
Year: 2023
https://www.da.dk/politik-og-analyser/beskaeftigelse/2023/internationale-medarbejdere-har-oeget-velstanden-med-100-mia.-kr.-siden-2008/
Regional Development and International Planning Cooperation
This knowledge sheet from the University of Copenhagen’s Knowledge Service likely discusses demographic trends in the context of regional development and international planning. It may cover topics such as population movements and their effects on urban and rural areas.
Year: Updated regularly
https://videntjenesten.ku.dk/planlaegning_og_friluftsliv/regional_udvikling_og_internationalt_plansamarbejde/internationalt_plansamarbejde/videnblad_05.02-19/
EURES Answers Your Top Questions on Labour Shortages and Surpluses in Europe
This EURES article addresses key questions about labor market imbalances across Europe. It likely discusses demographic factors contributing to shortages and surpluses in different regions and sectors.
Year: 2023
https://eures.europa.eu/eures-answers-your-top-questions-labour-shortages-and-surpluses-europe-2023-10-11_da
We are also witnessing a world that is changing significantly in reality, and we are seeing many new ideas about how collaboration across regions and countries will look. There are many differences that need to be addressed through dialogue. We see countries changing governments, countries facing economic challenges, and more wars. We hope solutions will be found for some of these issues, but all of this will shape 2025, both directly and indirectly affecting businesses and daily life at various levels. However, we must be prepared for such scenarios.
In recent weeks, we’ve also seen a new variant of COVID-19 slowly emerging. Naturally, we hope it doesn’t escalate, but there are many signs pointing to a less stable 2025.
The primary sources are gathered information and experiences throughout 2023 and 2024, but these are also supported by a wealth of data from various reports and analyses, both conducted with clients and confirmed through hundreds of dialogues. Here follow several links I believe are worth reviewing—remember that the concept of employee turnover rate varies from industry to industry, and from city to city.
Employment and unemployment statistics for Denmark
This page from Statistics Denmark provides comprehensive data on employment and unemployment in Denmark, including wage earners, self-employed individuals, and unemployment rates across different sectors and demographics.
År: Opdateres løbende
https://www.dst.dk/en/Statistik/emner/arbejde-og-indkomst/beskaeftigelse-og-arbejdsloeshed/loenmodtagere
From Praise to Profits: WorkHuman Gallup Report EMEA
This report by WorkHuman and Gallup explores the connection between employee recognition and business outcomes in the EMEA region, offering insights into how praise can impact profits and employee engagement.
År: 2024
https://www.workhuman.com/resources/reports-guides/from-praise-to-profits-workhuman-gallup-report-emea/?utm_source=google&utm_medium=cpc&utm_campaign=2220111&utm_content=65tFOFchvb2imjfS1FpYwI&utm_term=emea_WH_SEM_BR_Consideration_Reports_NORDICS_PHR_PROS_~employee-turnover~&gad_source=1&gclsrc=ds
Economic Forecast: Highest Growth in 27 Years Curbed by Labour Shortage
This analysis from the Confederation of Danish Industry discusses Denmark’s economic growth prospects and the challenges posed by labor shortages, providing insights into the country’s economic landscape.
År: 2021
https://www.danskindustri.dk/english/latest-from-di/analyses-reports/2021/11/economic-forecast-highest-growth-in-27-years-curbed-by-labour-shortage/
Deloitte Impact Report – Social
Deloitte Denmark’s social impact report outlines the firm’s initiatives and achievements in areas such as diversity, inclusion, and community engagement, offering a perspective on corporate social responsibility practices.
År: Opdateres årligt
https://www2.deloitte.com/dk/da/pages/about-deloitte/impactreport/social.html
Employee Turnover Rates by Industry
This blog post from Reward Gateway provides an overview of employee turnover rates across different industries, offering insights into retention challenges and potential strategies for improvement.
År: Opdateres løbende
https://www.rewardgateway.com/blog/employee-turnover-rates-by-industry
Employee Turnover in 2024: Lessons & 2025 Outlook
This LinkedIn article by Juan Jimenez discusses employee turnover trends observed in 2024 and provides insights and predictions for turnover patterns in 2025, offering valuable information for HR professionals and business leaders.
År: 2024
https://www.linkedin.com/pulse/employee-turnover-2024-lessons-2025-outlook-juan-jimenez-shrm-cp-i8wpe/
These articles and links are influential, but there are likely adjustments needed from a global or regional focus to a focus on Denmark, yet they are definitely worth studying.
Opinion: Outdated policies block international talent and slow down economic growth
This article discusses how Denmark’s current policies are hindering the attraction and retention of international talent, potentially impacting economic growth. It highlights the need for policy reforms to remain competitive in the global talent market.
År: 2024
https://cphpost.dk/2024-05-29/life-in-denmark/opinion/outdated-policies-block-international-talent-and-slow-down-economic-growth/
Denmark claims 5th spot in ranking of global attractiveness for talents
The article reports on Denmark’s high ranking in global talent attractiveness, showcasing the country’s strengths in areas such as quality of life, career opportunities, and innovation. It provides insights into factors contributing to Denmark’s appeal for international talent.
År: Opdateres løbende
https://investindk.com/insights/denmark-claims-5th-spot-in-ranking-of-global-attractiveness-for-talents
Denmark faces significant decline in ability to attract and retain digital talent
This piece examines Denmark’s challenges in attracting and retaining digital talent, highlighting potential reasons for the decline and its implications for the country’s digital economy and innovation landscape.
År: Opdateres løbende
https://www.digitalhubdenmark.dk/post/denmark-faces-significant-decline-in-ability-to-attract-and-retain-digital-talent
Deloitte Impact Report – Management Commentary
Deloitte Denmark’s management commentary provides insights into the firm’s performance, strategies, and impact on clients and society. It offers a perspective on how professional services firms are adapting to changing business environments.
År: Opdateres årligt
https://www2.deloitte.com/dk/da/pages/about-deloitte/impactreport/management-commentary.html
Global Talent Trends
Mercer’s annual study on evolving talent landscapes provides insights into global trends shaping the future of work, including employee expectations, skills development, and organizational strategies for talent management.
År: Opdateres årligt
https://www.mercer.com/insights/people-strategy/future-of-work/global-talent-trends/
2024 Talent Management Review
This LinkedIn article offers a comprehensive review of talent management trends and strategies for 2024, providing insights into best practices and emerging challenges in the field of talent acquisition and retention.
År: 2024
https://www.linkedin.com/pulse/2024-talent-management-review-talent-insight-group-lb6we/
10 Key HR Strategies to Power Business Growth and Success
Link: https://www.compassoffices.com/en/about-us/blogs/hr-strategies-business-growth/
HR’s New Role
Link: https://hbr.org/2024/05/hrs-new-role
The roles of the HR function: A systematic review of tensions, continuity and change
Link: https://www.sciencedirect.com/science/article/pii/S1053482223000372
The Relevance of Human Resources Management to Today’s Business Environment
Link: https://www.researchgate.net/publication/380383280_The_Relevance_of_Human_Resources_Management_to_Today’s_Business_Environment
New requirements for registration of working hours adopted by the Danish Parliament
This article discusses new legislation in Denmark requiring employers to systematically record daily working hours for each employee, aimed at ensuring compliance with working time rules.
År: 2024
https://www.grantthornton.dk/en/insights/articles/news-2024/new-requirements-for-registration-of-working-hours-adopted-by-the-danish-parliament/
Employment & Labour Laws and Regulations | Denmark
A comprehensive guide to employment and labour laws in Denmark, covering various aspects such as employment contracts, working conditions, and employee rights.
År: Opdateres løbende
https://www.globallegalinsights.com/practice-areas/employment-and-labour-laws-and-regulations/denmark/
Danish Act on Working Hours
PwC’s article on the new Danish Act on Working Hours, explaining the implications for employers and employees, including record-keeping requirements and potential penalties for non-compliance.
År: 2024
https://www.pwc.dk/en/articles-publications/2024/danish-act-working-hours.html
Executive Order on the Performance of Work
Official document from the Danish Working Environment Authority detailing regulations on systematic health and safety work in Danish workplaces.
År: Opdateres løbende
https://at.dk/en/regulations/executive-orders/systematic-occupational-health-safety-work-65/
Danmark taber stadig tusindvis af job
Rapporten fra Dansk Arbejdsgiverforening beskriver, hvordan Danmark har mistet 35.700 job på seks måneder, samt at 22% af rekrutteringsforsøg har været forgæves.
År: 2024
https://www.da.dk/politik-og-analyser/beskaeftigelse/2024/danmark-taber-stadig-tusindvis-af-job/
Danmarks Statistik – Arbejde, indkomst og formue
Officiel statistik om beskæftigelse, ledighed og arbejdsmarkedsforhold i Danmark.
År: 2024 (opdateres løbende)
https://www.dst.dk/da/Statistik/emner/arbejde-indkomst-og-formue
Beskæftigelsesministeriet – Publikationer
Officielle rapporter og analyser om arbejdsmarkedet i Danmark.
År: 2024 (opdateres løbende)
https://bm.dk/arbejdsomraader/udgivelser/
Dansk Arbejdsgiverforening – Analyser
Aktuelle analyser af arbejdsmarkedet fra arbejdsgivernes perspektiv.
År: 2024 (opdateres løbende)
https://www.da.dk/politik-og-analyser/
Arbejderbevægelsens Erhvervsråd – Analyser
Økonomiske analyser, herunder arbejdsmarkedsanalyser.
År: 2024 (opdateres løbende)
https://www.ae.dk/analyser
Styrelsen for Arbejdsmarked og Rekruttering – Publikationer
Officielle rapporter om rekruttering og arbejdsmarkedstendenser.
År: 2024 (opdateres løbende)
https://star.dk/om-styrelsen/publikationer/
Det danske arbejdsmarked kører i et højt gear
Detaljeret analyse af arbejdsmarkedets dynamikker med fokus på beskæftigelsesrater, sektorfordeling og fremtidsperspektiver. Rapporten undersøger de seneste trends inden for rekruttering, løndannelse og strukturelle ændringer på det danske arbejdsmarked.
År: 2024
https://www.ae.dk/analyse/2024-05-det-danske-arbejdsmarked-koerer-i-et-hoejt-gear
Arbejdsmarkedet i tal – Årlig statusrapport
Omfattende gennemgang af kvantitative nøgletal for det danske arbejdsmarked, herunder beskæftigelsesgrader, branchefordeling og demografiske forskydninger. Rapporten giver en grundig analyse af de strukturelle ændringer og udfordringer i den danske erhvervssektor.
År: 2024
https://www.da.dk/analyser/arbejdsmarkedet-i-tal/
Status på arbejdsmarkedet: Udfordringer og muligheder
Dybdegående analyse af de aktuelle udfordringer på det danske arbejdsmarked, med særligt fokus på digitalisering, kompetenceudvikling og den demografiske sammensætning. Rapporten identificerer kritiske indsatsområder for at sikre fortsat vækst og omstillingsparathed.
År: 2024
https://www.regeringen.dk/nyheder/2024/status-paa-arbejdsmarkedet-det-gaar-godt-men-saerligt-%C3%A9n-gruppe-halter-efter/
Beskæftigelsesministeriets kvartalsvise arbejdsmarkedsrapport
Grundig gennemgang af de seneste beskæftigelsestal, med detaljeret analyse af branchespecifikke tendenser, ledighed og rekrutteringsudfordringer. Rapporten inkluderer fremskrivninger og anbefalinger til politiske og erhvervsmæssige indsatser.
År: 2024
https://bm.dk/arbejdsomraader/udgivelser/rapporter-publikationer/2024/status-paa-arbejdsmarkedet-februar-2024
Demografiske forskydninger på det danske arbejdsmarked
Omfattende analyse af de demografiske udfordringer, herunder aldring af arbejdsstyrken, indvandreres rolle på arbejdsmarkedet og fremtidige kompetencebehov. Rapporten belyser de langsigtede konsekvenser af befolkningsudviklingen for beskæftigelse og produktivitet.
År: 2024
https://www.dst.dk/da/Statistik/emner/befolkning-og-befolkningsfremskrivning
Jobskabelse i Danmark – Status 2024
Rapporten analyserer jobskabelsen i Danmark med fokus på sektorer med høj vækst og de faktorer, der påvirker rekrutteringen. Den diskuterer også barrierer for jobskabelse og anbefalinger til politiske tiltag.
År: 2024
https://www.danskindustri.dk/analyser/jobskabelse-i-danmark-status-2024
Udfordringer ved rekruttering i den offentlige sektor
En dybdegående rapport om rekrutteringsproblemer i den offentlige sektor, herunder årsager til høj personaleomsætning og strategier for at forbedre fastholdelsen af medarbejdere.
År: 2024
https://www.foa.dk/publikationer/rekruttering-offentlig-sektor
Arbejdsmarkedsforhold under COVID-19
Analyse af hvordan COVID-19-pandemien har påvirket arbejdsmarkedet i Danmark, herunder ændringer i personaleomsætning og rekrutteringsmønstre.
År: 2023 (seneste opdatering)
https://www.dst.dk/en/Statistik/emner/corona
Den digitale transformation af arbejdsmarkedet
Rapporten undersøger hvordan digitalisering påvirker jobtyper, kompetencebehov og personaleomsætning i forskellige sektorer i Danmark.
År: 2024
https://www.danskindustri.dk/analyser/digital-transformation-af-arbejdsmarkedet
Fremtidens arbejdsplads – Trends og tendenser
En undersøgelse af fremtidige tendenser inden for arbejdspladser, herunder fleksible arbejdsmønstre og deres indflydelse på personaleomsætning. Rapporten diskuterer også medarbejdernes forventninger til arbejdsgivere.
År: 2024
https://www.ae.dk/analyser/fremtidens-arbejdsplads-trends-og-tendenser
Kvindernes rolle på det danske arbejdsmarked
Rapporten belyser kvinders deltagelse på arbejdsmarkedet, herunder personaleomsætning og barrierer for ligestilling i forskellige sektorer.
År: 2024
https://www.kvinfo.dk/artikel/kvindernes-rolle-paa-det-danske-arbejdsmarked
Effekter af arbejdsmiljø på personaleomsætning
En undersøgelse der ser på sammenhængen mellem arbejdsmiljøforhold og personaleomsætning i danske virksomheder, samt anbefalinger til forbedringer.
År: 2024
https://www.asta.dk/publikationer/effekter-af-arbejdsmiljoe-paa-personaleomsaetning
Rekrutteringsstrategier i en tid med arbejdskraftmangel
Rapporten analyserer hvordan virksomheder tilpasser deres rekrutteringsstrategier for at imødekomme den nuværende arbejdskraftmangel i Danmark.
År: 2024
https://www.danskindustri.dk/analyser/rekrutteringsstrategier-i-en-tid-med-arbejdskraftmangel
Arbejdsmarkedsforhold for unge
En analyse der fokuserer på unge arbejdstageres situation på det danske arbejdsmarked, herunder udfordringer med høj personaleomsætning blandt unge medarbejdere.
År: 2023 (seneste opdatering)
https://www.ae.dk/analyser/unge-og-arbejdsmarked
Evaluering af arbejdsmarkedsinitiativer
Denne rapport evaluerer effekten af forskellige initiativer rettet mod at forbedre beskæftigelsen og reducere personaleomsætningen blandt udsatte grupper på arbejdsmarkedet.
År: 2024
https://bm.dk/publikationer/evaluering-af-arbejdsmarkedsinitiativer