Reskilling the Workforce Starts with HR

In 2025, human resources teams across Australia and New Zealand are focused on building adaptable, people-first workforces amid rapid technological change. With 73% of HR leaders prioritising employee experience, 67% investing in leadership development, and 54% committed to learning and development (L&D), the landscape is being reshaped by an emphasis on retention, upskilling, and data-driven strategy.

The shift is as strategic as it is cultural. Career development, well-being, and purpose-driven work are increasingly central to HR frameworks. Employees are not just looking for jobs—they are seeking environments that foster growth, offer flexibility, and align with personal values. This focus is reflected in the growth of mentorship programmes, peer learning, and bite-sized education formats designed to accommodate individual career goals.

Artificial intelligence (AI) is playing a major role in this evolution. In both countries, HR teams are leveraging AI to streamline recruitment, automate pre-screening, personalise learning pathways, and enhance workforce planning. But the move toward tech isn’t about removing the human element—it’s about amplifying it. HR leaders are ensuring that as systems become smarter, people strategies become more targeted and inclusive.

With reskilling now a strategic imperative, HR professionals at all levels must blend digital fluency, stakeholder communication, and workforce analytics to navigate a dynamic future. The goal is not just to manage talent—but to enable it.

“We’re really seeing that true shift from transactional activity to people leadership.”

In conversation with people2people Specialist Recruitment Manager Leanne Lazarus, Adeline Rooney, Chief People Officer at Cancer Council Queensland, and Samantha McCall, Recruitment Consultant at New Zealand Health Group, shared a deep dive into what’s driving HR priorities in 2025.

Rooney identified employee experience as a key pillar. “That well-being and purpose-driven work is becoming central to HR strategy,” she said. She described a strong focus on flexible work, personalised development, and the integration of mentoring and peer-led learning to support retention and internal mobility.

McCall echoed this from the New Zealand perspective. “We do want to put that emphasis on ongoing career development,” she said. Her team is investing in leadership programmes, mentorships, and in-house certifications to empower both internal staff and support workers. “The higher the qualification, the more they can do… it’s about building capability.”

When it comes to L&D, both leaders are shifting toward modular, technology-enabled learning. “We’re really looking to move away from one-off training to personalised solutions,” Rooney explained. Her team is piloting micro-credentialing and AI-powered learning platforms to create flexible, data-informed development pathways. McCall added: “It’s not one-size-fits-all… we’re working with people individually on their goals.”

Digital upskilling is a consistent theme. Rooney emphasised the need for junior professionals to master data interpretation and communication. “Digital literacy is fundamental,” she said. Senior HR leaders, meanwhile, face their own learning curve. “We’re going to be challenged to reskill and relearn, especially around emerging technology.”

For McCall, the challenge lies in adapting established ways of working. “I myself was quite resistant to change,” she admitted. “But I’ve embraced it… AI has really helped us manage our remote workforce and scheduling.” Real-time updates and automation have dramatically reduced inefficiencies in client and employee communications.

AI's impact is especially visible in talent acquisition and workforce planning. Rooney noted that automation is streamlining tasks such as resume screening and interview scheduling. “Predictive analytics and candidate matching are really changing the way we hire,” she said. Yet, with opportunity comes risk. “We need to be thinking about bias mitigation, data privacy, and change management,” she added.

Looking ahead to 2030, both leaders predicted an HR function that is agile, global, and skills-based. “We’ll see a move away from traditional qualifications,” Rooney said. “HR may shift toward coordinating a network of employees, contractors, and AI agents.” McCall reinforced this with a focus on retention. “It’s all about the why… why people stay, why they leave, and how we keep talent in New Zealand.”

Practical Takeaways for HR Leaders in 2025

• Centre your HR strategy on personalised learning, mentoring, and well-being to drive retention and employee experience.

• Embrace modular, tech-enabled L&D formats that support individual career goals and flexible schedules.

• Upskill HR teams in digital literacy, data interpretation, and AI tools to enhance workforce planning.

• Leverage AI for recruitment and administration—but build safeguards to ensure fairness and data integrity.

• Prepare for a future defined by skills, agility, and cross-functional talent models—not just traditional roles.