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

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

Reflections on Peter Cheese’s Opening Keynote at the CIPD Annual Conference 2025 The 2025 CIPD Annual Conference has always been more than a gathering — it’s a pulse check on the profession. This year, in Manchester Central, Peter Cheese, CEO of the CIPD, opened the 76th edition with a call that resonated deeply: “Champion people, transform work.” His message was both reflective and forward-looking — a synthesis of gratitude for the profession’s progress and urgency about what lies ahead. A Time of Profound Change Peter began by reminding delegates that never before have so many forces converged on the world of work: political uncertainty, economic instability, social change, rapid technological progress, shifting legal frameworks, and intensifying environmental pressure. The old PESTLE model has never felt more alive. In his words, “In over 40 years in business, I’ve never seen so much going on in all of these dimensions.” Globalization has given way to protectionism, supply chains ar

Lessons from Ben Redshaw (Orchard Tree Consulting) HRPro is member of the EAPM, the European Association of People Management. CIPD extended an invitation to hrpro members to attend the conference in Manchester. One of the standout sessions of this year's conference explored how artificial intelligence is transforming the HR function — and what comes next. The session, chaired by Haifa Modi, Senior Policy and Practice Advisor for Technology at CIPD, featured Ben Redshaw, founder and director of Orchard Tree Consulting, Chartered Fellow of the CIPD, and member of the CIPD AI Advisory Group. This was his core message: AI in HR has reached an inflection point — and now it’s our time as a profession. Here"s an impression of that session. From IT-led to HR-owned For much of the past decade, the introduction of AI in organisations has been led by IT teams. Their focus was necessarily technical: ensuring systems were secure, compliant, and stable. But as AI tools increasingly shape the work i

Reflections from the HRPro Conference — October 17, 2025 Speaker: David D’Souza, CIPD Director of Profession Report by HRPro.be. On October 17, 2025, leaders and practitioners from across Belgium and beyond gathered in Brussels for the HRPro Conference, a moment to reflect not only on what is changing in the world of work, but also on what this means for the HR profession itself. Among the voices on stage was David D’Souza, Director of Profession at the CIPD, who offered a provocative and generous exploration of where HR stands today — and where it must go next. What follows is a reflection on the ideas he shared. How do we respond to change? The HR profession stands at a critical point. For years, we’ve talked about the future of work, the impact of technology, the evolving expectations of employees, and the pressure on organizations to adapt. Today, that future is no longer something distant. It is arriving — unevenly, unpredictably, and sometimes uncomfortably — but it is here. The