Thorough analysis allows HR professionals to play a critical role in shaping the success of a merged organization. Ignoring these key factors, however, can risk the entire future of the business.

The numbers speak for themselves: Over 70% of acquisitions fail to deliver their value goals, according to HBR. Deloitte reports that cultural integration issues lead to failure in nearly one in three M&As. And PwC highlights the value lost when employees leave after a transaction.

Don’t fall into these traps. This guide will show you how HR’s involvement in early due diligence can help identify human capital risks, unlock value, and ensure a smooth and successful post-merger integration.

Contents
What is HR due diligence?
What does HR due diligence involve?
Why is HR due diligence essential?
How to conduct HR due diligence
Common challenges in HR due diligence
Free HR due diligence checklist

What is HR due diligence?

Due diligence is the thorough review, conducted by a potential buyer, of a business (the ‘target’) being considered for a merger or acquisition. Its purpose? To evaluate the company’s assets and liabilities to determine its value and attractiveness.

When it comes to HR due diligence, this entails a meticulous and systematic review of a target company’s human capital, with regard to its people and culture. 

This involves a deep analysis of compensation and benefits structures, talent profiles, organizational culture, compliance with labor laws, and existing HR policies and practices. Its purpose is to uncover potential risks, liabilities, and integration challenges, as well as identify opportunities for synergy and value creation related to the company’s workforce, to help inform decisions on whether the acquisition or merger should proceed. 

So, who conducts HR due diligence? 

It’s primarily performed by the acquiring company’s HR team, often augmented by external HR consultants who bring specialized expertise and an objective perspective. Collaboration with legal counsel is also vital to ensure compliance and mitigate legal risks. 

Close coordination with the Finance department is also essential to assess the financial implications of HR-related findings, including potential severance costs, pension liabilities, or the cost of harmonizing benefit plans, because these insights can directly inform valuation, negotiation strategy, and the success of post-merger integration.

Merger vs. acquisition: The HR due diligence approach

Adapting your HR due diligence process to the specific transaction type matters because the strategic emphasis and HR priorities will differ significantly depending on whether the deal is a merger or an acquisition:

In a merger:

• Two similarly-sized companies join to form a new entity. HR due diligence emphasizes harmonizing two distinct cultures, policies, and talent pools into a unified organization.
• This means assessing compatibility for co-creation, blending cultures to form a new one, and defining new roles, visions, and values that serve a shared purpose. 
• The power dynamic in mergers is typically more balanced, demanding collaborative integration and the co-creation of new structures and policies.

In an acquisition: 

• One company buys another, integrating the acquired entity into its existing identity, structure, culture, and policies. 
• Beyond the standard pre-transaction HR due diligence, the focus is on integration. This often means the acquiring company imposes its framework, yet it still requires diplomacy, strategic talent retention, and careful management of staffing changes, such as layoffs or recruitment for new roles aligned with the acquirer’s brand. 
• The emphasis shifts to strategic talent leverage – assessing how the acquired talent can be maximized within the acquirer’s existing framework and developing targeted retention plans to preserve the unique value that made the acquired company attractive.

What does HR due diligence involve? 

HR due diligence is all about digging deep and paying close attention to detail to uncover both opportunities and risks in human capital. Here’s where to focus your efforts:

1. Talent analysis: Take a close look at the workforce. Understand demographics, skill sets, key talent segments, and capabilities critical to the combined company’s future growth. Identify high-value employees, potential talent gaps, or redundancies.
2. HR policies and procedures: Review the company’s HR framework, including handbooks, onboarding processes, performance management systems, disciplinary procedures, and training programs. This will help reveal how efficient the policies are, whether they comply with regulations, and any challenges in merging or improving them.
3. Compensation and benefits: Examine salaries, bonuses, equity plans, and employee benefits like health and retirement plans. Look for discrepancies, unvested liabilities (like stock options or bonuses payable later), harmonization costs (e.g., aligning salaries or benefits), and possible impacts on morale and retention after the merger.
4. Culture and values: While intangible, the company culture is vital to success. Analyze the prevailing norms, communication styles, decision-making processes, and employee engagement levels. When you understand the principle of ‘how things are done around here, you can better anticipate post-deal integration friction points and strategize for cultural alignment.
5. Risks and liabilities: Investigate existing or hidden risks such as lawsuits, discrimination claims, union issues, compliance violations (e.g., wage violations), or underfunded pension obligations. Identifying these early can help avoid costly surprises later.
6. Leadership capabilities and succession planning: Evaluate the leadership team’s experience, capabilities, and alignment with the acquiring company’s vision. Identify critical roles to be retained, potential leadership gaps or overlaps, the overall depth of leadership talent, and succession plans for key positions. This helps you plan for any leadership changes or talent shortages post-acquisition.
7. Employment contracts and agreements: Review key employment contracts, non-compete and non-solicitation clauses, and intellectual property agreements. This ensures clarity on obligations and protects the company’s proprietary information.
8. HR technology and systems: Examine the company’s HR tech stack, including HR software, payroll systems, and talent management tools. Identify challenges with system integration, data migration, and the costs of consolidating or upgrading to a unified platform.

Why is HR due diligence essential?

In mergers and acquisitions, your HR diligence analysis can make or break the deal. Here’s why it’s so important:

• Improved risk management: The human element in any business poses a significant risk. Pitfalls, such as hidden legal liabilities, undisclosed compensation obligations, or the critical danger of losing key talent post-deal, can all severely impact finances. For example, discovering an undisclosed class-action lawsuit after the acquisition could significantly inflate costs and damage the company’s reputation. A proactive review also highlights the risk of losing key talent, which can impact projections and earnings.
• Smoother integration process: Early insights into any cultural differences, varying HR policies, and structural mismatches between organizations are invaluable. Being armed with this foresight allows your HR team to proactively build communication strategies, align teams, and implement effective change management programs to minimize post-merger friction.
• Accurate valuation: HR due diligence ensures a clear financial picture and stronger negotiations. Labor costs, pension obligations, equity considerations, and benefits alignment all play a big role in determining the true value of the company.
• Alignment of HR strategy: If the target’s existing HR approach, talent philosophy, and operational capabilities don’t align with the acquiring company’s strategic priorities, it indicates a significant overhaul is necessary.
• Optimized workforce planning: Analyzing crossover skillsets identifies areas where combined capabilities create greater strength, as well as potential overlaps. Careful planning is crucial to prevent costly layoffs, maintain morale, and align your new workforce structure with strategic objectives. For instance, merging two sales teams without clear role definitions can lead to a mass exodus of top performers from both sides, often driven by fear and uncertainty.

How to conduct HR due diligence

While it’s true that HR due diligence is a structured and formal process, it’s certainly not a check-box exercise. Your findings will directly shape the pivotal decisions of evaluating deal viability, assessing the true value of human capital and culture, and forecasting the success of post-deal integration. Follow these steps to guide your analysis:

Step 1: Define your scope

Outline which HR areas need assessment, keeping your deal goals in mind. The target company’s industry can impact HR risks, such as compliance issues in healthcare or finance, or challenges with hiring and retention.

Workforce size affects HR system complexity, unionization risks, and post-acquisition integration efforts. Geographic presence may bring legal and cultural factors into play. Focus on the areas that matter most.

Step 2: Assemble your expert team

Engage internal HR experts for organizational context and external M&A HR consultants for specialized expertise, objective benchmarks, and identification of overlooked risks. If your target operates in foreign jurisdictions, seek the help of local labor law experts and professionals. 

Step 3: Gather documentation

Request and review pertinent HR materials, including organizational charts, employee contracts, policy handbooks, compensation and benefits summaries, collective bargaining agreements, compliance records, and audit reports. This data is the critical foundation of your analysis.

Step 4: Financial scrutiny

Quantify the monetary impact of human capital by assessing direct liabilities, such as underfunded pensions, deferred compensation, and true benefit costs. Evaluate financial exposure from current or pending litigation, misclassified employees, and any anticipated severance costs. This exercise is vital to ensuring an accurate valuation and preventing costly post-deal surprises.

Step 5: Conduct strategic interviews

Interview key HR leadership and functional heads for qualitative insights into informal practices, unwritten rules, underlying people risks, and challenges that are not visible on paper.

Step 6: Analyze workforce data

Examine headcount trends, turnover and retention rates, compensation structures, and diversity data. Assess the current workforce, talent pipeline, and succession plans to understand leadership and capability gaps or overlaps.

Step 7: Evaluate legal and compliance risks

Review the target’s litigation history to unearth liabilities. Check compliance with local and international labor laws, including wage and hour, workplace safety, and anti-discrimination statutes. For global deals, scrutinize visa and immigration processes to avoid fines, disruptions, and reputational damage. 

Step 8: Assess HR technology and processes

Review the target’s HR systems for payroll, performance management, and recruiting. Assess the current HR tech stack’s scalability, security, and integration potential.

Step 9: Review organizational culture

Identify core values, management styles, key cultural elements, and unspoken rules. Speak to employees and observe behaviors to get a clear notion of ‘how business is done’ and uncover potential synergies or clashing working styles. This critical analysis will inform your post-deal integration strategy.

Step 10: Identify and report risks

Consolidate your findings and highlight any red flags, inconsistencies, and liabilities. Where feasible, suggest actionable strategies to tackle challenges.

Step 11: Support integration planning

Post-deal integration can mean the difference between success and failure in mergers and acquisitions, so use the insights you’ve collected to inform your planning. Design onboarding, align benefits, and develop employee communication strategies for a smooth transition and effective operations.

Step 12: Appoint a dedicated post-deal lead

Designate an individual or cross-functional team to focus solely on post-deal alignment, cultural assimilation, and talent retention. This singular focus is needed to ensure your human capital integration is a success.

Step 13: Continuous monitoring

Implement a framework for continuous monitoring of human capital after the acquisition, adapting your strategies as integration progresses and new challenges emerge.

Step 14: Post-mortem and lessons learned

After the deal closes and integration is complete, review the HR due diligence process itself. What was missed? What was over-emphasized? This feedback will help you refine your future capabilities.

Common challenges in HR due diligence

Despite your best planning efforts, HR due diligence is rarely a straightforward process, so don’t let unexpected roadblocks derail your project. By anticipating these common obstacles, you’ll be better equipped to overcome them:

Limited access to information

Target companies may restrict access to sensitive data due to confidentiality concerns or a lack of preparedness. 

Tip: Establish clear, robust NDAs at the outset and be clear on the strategic necessity for each data request to build trust and show your professional rigor.

Inconsistent or disorganized data

The HR data you need from the target might be spread across various systems, incomplete, or lack standardization. 

Tip: Provide the target with clear data request templates and offer support in extracting and organizing information by deploying your own junior analysts to assist under supervision, where possible.

Intense deal timelines

M&A processes often operate under tight deadlines, pressuring HR due diligence to be completed with limited access to information and highly compressed review periods. 

Implement a rigorous prioritization framework, focusing your resources on areas with the highest potential financial or integration risk (such as critical talent retention, major compliance liabilities, and cost audits). If your budget allows, leverage specialist M&A HR consultants to help expedite complex data analysis and accelerate insights delivery.

Resistance or lack of cooperation 

Target company employees, including HR, might be uncooperative due to fear of job loss or general uncertainty. 

Tip: Emphasize the strategic importance of cooperation for a smooth transition for all employees. Maintain open, empathetic communication channels, and get explicit buy-in from target leadership.

Cultural nuance misinterpretation

Understanding an ingrained (and often unspoken) organizational culture from a distance can be challenging. This can lead to misjudgments about potential integration ease or friction.

Tip: Conduct empathetic interviews with a diverse cross-section of employees to identify consistent themes and unspoken rules that define the true cultural landscape.

Navigating global complexity

Assessing international operations can involve navigating unfamiliar local labor laws, benefits, and cultural norms. 

Tip: Engage reputable local legal counsel and HR experts in each key jurisdiction early in the process for specialised and accurate insights.

Uncovering undocumented liabilities

Some critical risks, like informal discriminatory practices or unaddressed grievances, won’t appear in official documents.

Tip: Complement data review with confidential, structured interviews and anonymous employee surveys (where feasible and ethical) to uncover these hidden issues. Alternatively, consider having management complete sworn affidavits to affirm the absence of liabilities, if they are willing to do so.

HR due diligence checklist

Carrying out HR due diligence is a hefty task, but using this downloadable checklist makes it easier. Why? Because we’ve put in the work to help streamline the process and make sure you don’t miss any important steps.

To wrap up 

M&A processes often run on tight deadlines as buyers and sellers work to close their deals. For HR leaders, it’s crucial to handle human capital due diligence with a clear and organized approach. Using a detailed checklist helps bring structure to the process, ensuring all key steps are completed and the deal moves forward on a solid foundation.

The post 2025 HR Due Diligence Checklist & Guide for HR Leaders appeared first on AIHR.

HR leaders must understand where the organization stands before implementation begins. A change readiness assessment delivers this insight, revealing whether employees understand the change, have the skills to adapt, and trust the process. It also reveals warning signs like hidden resistance, unclear communication, leadership misalignment, limited capacity, or gaps in time, tools, and other resources that could undermine progress.

When used at the right time – between planning and rollout – a change readiness assessment gives you the clarity to act decisively, prioritize support, and lead change that actually sticks. In this article, we break down how a change readiness assessment works, what it reveals, and how to use it to drive real, actionable change.

Contents
What is a change readiness assessment?
Key aspects of a change readiness assessment
When is it best to conduct a change readiness assessment?
Benefits of a change readiness assessment
7 steps to conduct a change readiness assessment
Examples of change readiness assessment questions
Change readiness assessment template

What is a change readiness assessment?

A change readiness assessment is a practical tool HR leaders use to evaluate how prepared their organization, teams, and individuals are to adopt and sustain a proposed change. Whether you’re rolling out new technology, restructuring a business unit, or transforming workplace culture, success doesn’t hinge on the plan alone – it depends on whether your people are ready to act on it.

Unlike a change impact assessment, which maps out what will change and who it will affect, a readiness assessment evaluates capability, mindset, and alignment, helping HR leaders to identify resistance points, skills gaps, communication blind spots, and cultural hurdles before they derail the initiative. Your aim shouldn’t be to predict every challenge but to know where you stand so you can tailor your support, training, and engagement strategies accordingly.

Research consistently shows that organizations with strong, ongoing change management practices are far more likely to achieve successful and lasting results. Change readiness is not a one-time checkpoint, but an ongoing process that must be embedded throughout the change journey, which is where HR leaders like yourself come in.

Key aspects of a change readiness assessment

A change readiness assessment focuses on seven key aspects that determine whether your organization is truly prepared to move from planning to action. These aspects align closely with established models like Prosci’s ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) and Kotter’s 8-Step Change Model, which both highlight the human and organizational elements that make or break change initiatives.

1. Awareness and understanding

Do people know what’s changing and why? This is the foundation of any successful change effort. In both the ADKAR model and Kotter’s early steps (creating urgency, building a guiding coalition), awareness is essential to drive buy-in.

A readiness assessment gauges whether employees understand the change’s purpose, scope, and urgency, or whether confusion, misinformation, or silence are creating resistance.

HR pro tip: Make change communications clear and consistent, and use multiple channels (emails, FAQs, town halls) to ensure everyone understands the reasons and benefits of the change. You can also gather employee feedback to check for understanding and address confusion early.

2. Motivation / Desire

Even if people know what’s changing, do they want it? The assessment explores employee attitudes and appetite for change, asking whether people believe the change is necessary and whether they trust that it will lead to positive outcomes. This maps directly to the ‘Desire’ component in ADKAR and is critical to sustaining momentum beyond launch.

HR pro tip: Link the change to company values and vision by clearly showing how the change supports the organization’s goals to increase buy-in and reduce resistance.

3. Capability / Know-how

Do employees and leaders have the skills, behaviours, and knowledge to operate in the new environment? This echoes the ‘Knowledge’ and ‘Ability’ stages in ADKAR and also touches on Kotter’s call to empower broad-based action.

A readiness assessment identifies gaps in training, confidence, and role clarity so that you can address them before they become implementation failures.

HR pro tip: Invest in targeted, practical training and offer workshops, e-learning, and mentoring to build confidence and adaptability. From there, you can assess existing skills and plan for upskilling where gaps exist.

4. Support / Leadership

Is leadership aligned, visible, and actively championing the change? People look to leaders for cues, and if managers are disengaged or inconsistent, the rest of the organization will hesitate

Readiness assessments evaluate whether leaders are communicating a unified message, demonstrating commitment, and removing obstacles, reinforcing Kotter’s emphasis on guiding coalitions and enabling action.

HR pro tip: According to Gartner, 82% of HR leaders believe managers are not fully equipped to lead change, and 77% report employee fatigue. It’s therefore critical to prioritize manager training and empower them to detect and address resistance early.

5. Resources and capacity

Do we have the time, tools, and bandwidth to make the change happen? This practical layer is often overlooked until change initiatives stall under the weight of everyday demands. Readiness assessments examine whether teams are stretched too thin, whether systems support the shift, and whether dedicated resources have been made available.

HR pro tip: Conduct a stakeholder analysis to ensure all affected groups are identified and have the tools, time, and support needed to succeed, and use it to guide engagement and resource allocation.

6. Culture and communication

Is there trust in the organization? Is communication two-way, clear, and credible? Change readiness is deeply influenced by culture: if people feel safe to raise concerns, ask questions, and offer feedback, they’re more likely to engage. This aspect of the assessment looks at organizational openness, past change legacies, and how effectively messages are being received and understood.

HR pro tip: Co-create change strategies with employees by building psychological safety and inviting employees to participate in shaping change, which helps prevent fatigue and increases engagement.

7. Commitment

Will the change stick? Finally, readiness assessments explore whether the organization is set up to reinforce and sustain the change. This includes looking at incentive structures, accountability, performance metrics, and reinforcement plans, which are all closely tied to the final step in ADKAR, “Reinforcement,” and Kotter’s final steps around embedding change in culture.

HR pro tip: These seven aspects don’t just measure current readiness; they guide what to focus on next. If the data shows people are motivated but underprepared, the strategy shifts to training. If leadership is aligned but communication is lacking, it becomes a messaging issue. Treat change readiness assessments as a focused, evidence-based path to support successful change.

When is it best to conduct a change readiness assessment?

The best time to conduct a change readiness assessment is before you launch your change initiative, not after you’ve already started rolling it out. This is the moment when HR has the greatest opportunity to shape outcomes, influence leadership alignment, and proactively support employees before resistance sets in, confusion spreads, or momentum stalls.

Too often, organizations move from planning straight into execution under pressure to act quickly, but skipping the readiness step is like building on uncertain ground. A change readiness assessment gives HR a powerful diagnostic tool between strategy and rollout, when the direction is clear, but before people, processes, and systems are in motion. That’s when you need to know:

• Do employees understand what’s coming and why it matters?
• Are leaders ready to model and reinforce the change?
• Do teams have the skills, resources, and capacity to execute?
• Are there warning signs (fatigue, mistrust, misalignment) that could compromise success?

The earlier HR can uncover barriers or blind spots, the more targeted and effective the response can be. Think of the change readiness assessment as your early warning system: it doesn’t delay progress, but it gives you the insight to tailor training, communication, leadership support, and resource allocation with precision.

Benefits of a change readiness assessment

Organizations that regularly conduct readiness assessments and adapt their change strategies accordingly tend to experience lower levels of change fatigue, higher employee engagement, and improved project outcomes over time.

Let’s take a look at the additional benefits of conducting change readiness assessments.

1. Improved chances of a smooth rollout: Readiness assessments surface resistance points, skill gaps, and engagement risks early, letting you take action before issues escalate. This proactive insight increases the likelihood that the change will land well, have longevity, and achieve its intended outcomes.
2. Stronger employee involvement: When employees feel informed, heard, and supported from the outset, they’re more likely to take ownership of the change. Readiness assessments give people a voice and signal that their experience matters, which builds trust and commitment.
3. Lower risk of delays or derailments: Many change initiatives fail not because of the strategy but due to poor execution. A readiness assessment reduces the risk of costly rework, delays, or stalled momentum by ensuring key conditions for success are in place before rollout.
4. Clearer communication and teamwork: Readiness assessments often reveal misalignments in messaging or siloed teams, and acting on these insights supports better collaboration, improves internal communication flows, and helps avoid confusion during implementation.
5. Better resource allocation: By identifying where support is truly needed, whether it’s training, leadership alignment, or extra capacity, you can allocate budget, time, and personnel more effectively to avoid overspending in some areas while neglecting critical ones in others.
6. Evidence-based decisions: Instead of relying on assumptions or anecdotal feedback, HR and project leads get data-driven insights to inform their change strategy, which leads to better decision-making and strengthens the business case for people-related investments.
7. Enhanced employee wellbeing and morale: By identifying anxiety, confusion, or burnout risks upfront, you can put the right support structures in place to protect employee wellbeing during periods of uncertainty and reduce turnover during critical transition phases.
8. Stronger compliance and governance: Especially in highly regulated environments, readiness assessments help ensure that changes are rolled out in a controlled, compliant manner with proper documentation, oversight, and risk mitigation embedded into the process.

7 steps to conduct a change readiness assessment

Having a clear, structured approach to your change readiness assessment keeps you focused on the right questions and avoids missed blind spots. It turns the process from a box-ticking exercise into a practical tool you can actually use to shape your strategy and support people through the change.

1. Clarify the purpose and scope

Start by defining what the change is, and what it isn’t. Are you rolling out a new HR system, merging departments, shifting organizational values, or launching a new operating model? The scope defines the boundaries of your assessment and helps avoid wasted effort or vague results.

→ Try this: Draft a one-page change summary that clearly outlines what is changing, why it matters, who it affects, and what success looks like, and use this document to align your HR, project, and leadership teams before moving forward.

2. Map out key stakeholders

Identify everyone who is directly and indirectly affected, including senior leaders, managers, frontline employees, union representatives, project sponsors, and even external partners if applicable.

→ Try this: Conduct a stakeholder analysis that lists all groups affected by the change (including informal influencers) and classify them by level of impact – the degree to which the stakeholder group (employees, in this case) will be affected by the change.

3. Gather data for the assessment

Use a mix of qualitative and quantitative methods to get a well-rounded picture. Consider:

• Surveys to measure awareness, attitudes, and confidence levels at scale.
• Interviews or focus groups to explore underlying concerns or organizational history.
• Observation or process reviews to assess how work is currently done and where the gaps might lie.

→ Try this: Design a short readiness survey or interview guide aligned with key change factors. Frame your questions around the core dimensions of readiness: awareness, motivation, capability, leadership support, culture, communication, resources, and commitment.

4. Analyze the results

Sift through your findings to identify patterns: Where are the readiness gaps? Are there groups that feel left out or leaders who are unprepared? Is there a mismatch between executive confidence and employee understanding? Look for both risks and strengths, particularly areas where the organization is already well-positioned to support the change.

→ Try this: Identify the top three readiness gaps and top three strengths using a simple heatmap or RAG (Red-Amber-Green) rating system. Look for patterns across teams, roles, or locations that may indicate systemic challenges or enablers.

5. Prioritize issues and opportunities

Not everything needs fixing at once. Categorize your findings into:

• Immediate blockers that must be handled before rollout.
• Planned actions that should be built into the overall change plan.
• Quick wins that can boost momentum early on.
• Long-term opportunities that help strengthen future readiness.

Rank them based on risk, scale of impact, and ease of resolution.

→ Try this: Plot your findings in a 2×2 grid (impact vs. urgency) to decide what to tackle first. Flag anything marked “high impact + urgent” as a priority action in your change strategy.

6. Develop a change management plan

Based on your assessment, build or adjust your change management plan to address the specific gaps you’ve identified. This might include targeted training, leadership alignment sessions, communication strategies, or adjustments to workload and timelines.

→ Try this: Update your change plan (or create one) by directly tying interventions, like training, communications, or leadership alignment, to the readiness gaps identified, and make sure each action has a responsible owner and timeframe.

7. Communicate findings and next steps

Be transparent and share the results of the readiness assessment with key stakeholders, explaining how their input is being used to shape the change effort. It’s important to clarify what will happen next, who owns each step, and how progress will be monitored.

→ Try this: Prepare a short slide or briefing pack that summarizes the assessment results and outlines the next steps and use it to engage leaders and keep stakeholders informed and aligned.

Examples of change readiness assessment questions

As we’ve unpacked, there are seven key aspects of a change readiness assessment. Here are sample questions you can use in your surveys using a Likert scale (e.g., 1 = strongly disagree, 5 = strongly agree) to gather quantifiable data.

Change readiness assessment template

This change readiness assessment template is designed to help HR leaders and change managers quickly evaluate how prepared your organization is to implement a planned change. It gives you a structured, evidence-based way to assess key readiness factors across all levels of the business.

The template contains:

• Change readiness assessment summary template to compile your ratings, observations, priorities, and recommended actions across all readiness areas and use as your reference point for planning and stakeholder updates.
• Stakeholder analysis template to identify who is impacted by the change and assess the level of influence and support of each stakeholder group.
• Change readiness questionnaire to use as the basis to design surveys, interviews, or focus group questions that explore key readiness factors like awareness, motivation, leadership support, and capability.
• Prioritization matrix template to organize the insights from your readiness assessment into categories like immediate blockers, planned actions, quick wins, and long-term opportunities.

Tips for using this template

Treating the readiness assessment as a living tool and repeating it before each major milestone and adjusting your plan as needed ensures your change management approach remains proactive and responsive to real-world conditions. It’s also an essential way to embed change in your organization.

Here’s how top HR teams make the most of change readiness assessments:

• Tailor questions to your specific change initiative: Adjust language and focus areas to reflect the nature, scope, and context of your change. A system implementation will require different readiness indicators than a cultural transformation or structural reorganization.
• Gather input from across the organization: Include a diverse mix of roles, departments, seniority levels, and geographies. Readiness varies widely across teams, so it’s important to capture perspectives from those leading the change and those impacted by it.
• Base scores on actual data, not assumptions: Use survey results, interviews, focus groups, and other evidence sources to inform your ratings. Remember, the goal is to make informed decisions, not to guess or base the assessment on leadership opinions alone.
• Use the template to guide action: Don’t treat it as a static checklist aimed at reflection. Revisit and update it regularly to inform decisions, adjust tactics, and stay aligned as the change unfolds.
• Follow up on gaps with specific action plans: Where the assessment shows low readiness (e.g., low awareness or leadership misalignment), plan targeted interventions like leadership briefings, training, or improved communication.
• Share findings and next steps transparently: Use the completed template to guide informing stakeholders and build alignment by communicating what was assessed, what was learned, and what’s next to increase trust and reinforce engagement.
• Look for patterns, not just scores: A single low rating might not signal trouble, but consistent patterns across teams or departments often reveal systemic risks that need to be addressed before rollout.
• Repeat the assessment before each major phase: Conduct another readiness check before key milestones (e.g., go-live, behavioral rollout, policy enforcement) to ensure momentum and preparedness at every stage.
• Link findings to your broader change plan: Don’t let the readiness assessment sit in a silo. Use the insights to shape your change management plan, training roadmap, communication strategy, and leadership engagement efforts.
• Document lessons learned for future change: Readiness assessments offer valuable insight into how your organization responds to change, so capture lessons learned to improve future readiness, even after this initiative ends.

Over to you

You now have a clear, practical roadmap for conducting a change readiness assessment that goes beyond gut feel and gives you real visibility into how prepared your people, systems, and leaders are to embed a transformation. By using this process, HR leaders can identify resistance before it spreads, address capability gaps before they affect performance, and ensure leadership is genuinely aligned and equipped to lead from the front.

Your next step is to take the template provided, adapt it to your context, and make it a living tool in your change planning process. Start small if you need to — pilot it with a single business unit, or use it to test readiness for an upcoming initiative. Share your findings with stakeholders, build your change management plan around real data, and keep tracking readiness as you go. The most successful transformations aren’t just well-planned; they’re responsive, people-centred, and led by HR professionals who know how to turn insight into impact.

The post How To Conduct a Change Readiness Assessment [+ Template] appeared first on AIHR.

On the other hand, negative experiences—feeling excluded, ignored, or misunderstood—are like withdrawals, slowly eroding trust. Psychologist Dr. John M. Gottman adds to this idea with the “magic ratio” of five to one. For relationships to thrive, there needs to be at least five positive interactions for every negative one.

Now, apply this to your team. Every positive moment—a shared laugh, successful collaboration, or acknowledgment of someone’s input—builds trust and goodwill. These deposits add up over time, improving team dynamics.

Seen this way, team-building activities are more than just fun. They’re deliberate opportunities to build trust, improve communication, and boost morale. By investing in these emotional bank accounts, you lay the foundation for stronger teamwork, better connections, and a more engaged and effective HR team.

Contents
Why organize an HR team-building event?
19 HR team-building activity ideas
– New year kick-off team-building activities
– Fun team-building activities
– Outdoor team-building activities
– Indoor team-building activities
– Virtual team-building activities
– Quick team-building activities
– Year-end wrap-up team-building activities
Free HR team-building activity generator

Why organize an HR team-building event?

As an HR leader, you know how important it is to have a connected and engaged workforce. But don’t forget about your own team! Investing in team-building activities for your HR department isn’t just about boosting morale – it delivers real benefits: 

• Team activities help your colleagues understand each other’s communication styles, leading to more effective interactions on HR matters. 
• Shared experiences build trust and strengthen relationships, creating a more supportive and collaborative culture. 
• A well-connected team works more efficiently, tackles challenges together, and shares knowledge more easily. 
• When your HR team is aligned and engaged, they can better promote your company’s values and initiatives across the organization.

Consistency matters

To see lasting benefits, team-building shouldn’t be a once-a-year event. Instead, make these activities a regular part of your department’s routine. Strengthening relationships and maintaining those connections will create a positive, cohesive HR team that’s better prepared to support your organization’s goals.

19 HR team-building activity ideas

Build your HR team’s cohesion without breaking the bank. Here are 19 affordable and engaging activities to boost morale, teamwork, and positivity.

New year kick-off team-building activities

1. HR aspirations and intentions

Start the year with an HR team meeting instead of diving right into work. Each person can share one professional goal or aspiration for the year, such as a skill they want to learn, a project they’d like to lead, or how they plan to contribute to the team. 

Keep it simple and positive. This will set a forward-looking tone, encourage individual goal-setting, and build excitement for the year ahead.

2. Team time capsule

As a team, discuss and write down predictions for the HR landscape and your department for the upcoming year. Seal these predictions in a “time capsule” (a box or jar) to revisit later. 

This activity fosters creative thinking, lets team members showcase their insights, and creates a fun opportunity to reflect on your predictions for the future. For added interest, track predictions over two or three years to see how the team’s ideas evolve over time.

Fun team-building activities

3. HR meme mayhem

Challenge your team to create or find funny, relatable, and work-appropriate HR memes to bring some laughs to your team. 

Share the memes with the team and let everyone vote on the funniest or most accurate one. The winning memes can become inside jokes for your department to enjoy throughout the year. It’s a simple and effective way to boost morale.

4. HR absurdity

Each team member shares three ridiculous HR stories—two true and one made up. The rest of the team asks questions to figure out which story is the lie. 

Bonus points go to those who can keep a straight face while telling their stories. For inspiration, introduce the team to the BBC show, ‘Would I Lie To You?’.

5. Improve HR scenarios

Split your team into smaller groups and give them humorous or exaggerated HR scenarios to role-play. Examples might include handling unusual employee requests or solving bizarre workplace issues. 

This activity helps build quick thinking, adaptability, and problem-solving skills in a fun and relaxed environment. To set the tone, you could show a few clips from the improv show, ‘Who’s Line Is It Anyway?’.

Outdoor team-building activities

6. Scavenger hunt

Teams explore a designated area using clues to find items or complete tasks, encouraging problem-solving, communication, and teamwork. Adding fun twists, like answering a silly HR riddle to get the next clue, can make the activity even more engaging.

For example, clues can be hidden around your office, each leading to a specific location, such as “Where do new hires gather on their first day? Find the document that guides their way.” (This could lead to HR onboarding materials or a policy handbook.) At each stop, teams might answer an HR-related question to move forward. The goal is to promote teamwork, strategic thinking, and friendly competition in a relaxed environment. 

7. Culinary contributions to the picnic 

Ask team members to bring a dish with personal significance, like a family recipe or cultural favorite, to share with the group. This fosters personal connections, celebrates team diversity, and provides an opportunity for storytelling as everyone shares the background of their dish. 

For example, someone might bring their grandmother’s lasagna and share a story about family gatherings. The goal is to create a sense of appreciation and understanding among team members in a casual and enjoyable setting. 

8. Volunteering together

Plan a group volunteer activity, such as helping out at a local charity or participating in an environmental clean-up. 

This builds camaraderie through a shared purpose and strengthens social responsibility within the team. Volunteering also boosts engagement and provides a sense of fulfillment, making it a great way to bond while giving back to the community. The goal is to enhance team cohesion by working together towards a meaningful cause.

Indoor team-building activities

9. Workshop swap

Ask each team member to run a short, informal session (about 10 minutes) on a specific skill, tool, or area of HR expertise they’ve mastered. This could include tips on using an HR software feature or best practices for conducting exit interviews. 

The goal is to encourage knowledge sharing, showcase individual strengths, and promote cross-functional learning in an engaging way. As a manager, you can guide team members in identifying and developing these skills during one-on-one coaching sessions.

10. ‘What would you do?’ scenario game

Present the team with hypothetical or anonymized real-world HR challenges, from routine situations to more unique ones. For fun, you could include lighthearted examples, such as: “An employee’s doggy daycare floods, and they bring their two chihuahuas to the office—what do you do?” 

In small groups, the team brainstorms solutions, presents their ideas, and explains their reasoning. This activity sharpens problem-solving skills, highlights different perspectives, and creates a safe space to discuss various approaches to employee situations.

11. DIY vision boards

Provide supplies like magazines, markers, and poster boards, and have team members create visual boards representing their professional goals, team objectives, or workplace culture aspirations. 

Encourage them to identify personal changes they’d like to make to achieve these goals, such as dedicating more time to learning, listening to business or HR podcasts, or adopting healthier habits. Once completed, participants share their boards, sparking conversations about individual motivations, shared values, and how the team can work together to reach these goals. 

This activity helps align the team and boosts engagement around future objectives.

Virtual team-building activities

12. ‘Guess the baby’ photo game

You’ve probably seen this idea with celebrities on social media, but now it’s time to try it with your team. Each team member provides a baby or childhood photo anonymously. The photos are displayed, and everyone guesses who each picture belongs to.

Participants can also share happy memories from their childhood or talk about where they grew up. This fun, nostalgic activity encourages lighthearted interactions and storytelling, helping team members connect on a more personal level. 

13. Online escape room

In this activity, teams work together remotely to solve puzzles and decipher clues in a virtual escape room. The goal is to “escape” the digital room before time runs out. 

It’s a great way to strengthen problem-solving skills, practice effective communication, and foster teamwork, all while having fun. 

14. Home office show-and-tell

Building personal connections with remote team members can be a challenge. In this activity, team members take turns showing an item from their home workspace that has personal meaning or significance. It could be a favorite memento, a useful tool, or something that reflects their personality. 

Sharing these stories helps team members build rapport, spark informal conversations, and create a stronger sense of connection.

Quick team-building activities

15. Check-in circles

Kick off your meeting with a quick check-in. Each team member answers a simple prompt in one sentence. Prompts can range from light-hearted questions to work reflections, like: “What’s one small win or positive lesson you had this past week?” 

This short exercise helps build connection, gives everyone a chance to speak, and provides quick insight into each team member’s experiences.

16. Personality quizzes

Have your team take a quick personality or work style quiz focused on areas like communication or teamwork. Tools like 16 Personalities and Truity make it easy to share assessments. Afterward, host a casual discussion where team members share their results and any surprising or relatable insights. 

This activity promotes self-awareness, encourages conversation about individual differences, and helps build understanding in a fun, relaxed way. It’s especially useful for welcoming new team members.

17. Snap polls with a twist

Use interactive polling tools to ask your team quick, fun, or thought-provoking questions. Add a twist by showing anonymous results, encouraging short follow-up comments, or highlighting unexpected trends. 

For example, you could ask: “How clear is our current flexible work policy? A. Very clear, B. Mostly clear with some confusion, C. A bit unclear, D. Needs a complete overhaul.” Once results are in, follow up with: “For those who answered C or D, what specific part of the policy feels unclear?” 

This approach allows for fast, targeted feedback in a non-intimidating way, while also showing the team that their input is valued. It’s a simple way to encourage engagement and spark meaningful improvements.

Year-end wrap-up team-building activities

18. HR wins and lessons learned

Hold a meeting to review the past year’s key achievements and challenges. Go around the team and have everyone share one major ‘win’ (either individual or team success) and one important ‘lesson learned.’ Keep it positive—celebrate successes and identify areas for growth. 

This helps the team recognize their progress and fosters a culture of improvement.

19. Gratitude graffiti wall (virtual or physical)

Create a virtual whiteboard or set up a physical wall with sticky notes where team members can write what they’re grateful for from the past year—whether it’s colleagues who supported them, successful projects, or positive changes.  

This activity ends the year on a positive note, focusing on appreciation and reinforcing team accomplishments.

HR team building activity generator

Wrapping up

HR team-building activities improve communication, collaboration, and unity while building trust and goodwill among employees.

By experimenting with different activities, you can discover which ones work best and use them to boost morale and productivity across your organization.

The post 19 HR Team-Building Activities To Inspire You [+Free Activity Generator] appeared first on AIHR.

Contents
The importance of succession planning
What to include in your organization’s succession planning toolkit
How to put your succession planning toolkit to work

The importance of succession planning

Business continuity depends on people being ready to step into critical roles without delay or disruption. When key employees leave (whether suddenly or through planned transitions), organizations risk losing more than just capacity. They lose knowledge, momentum, and confidence, both internally and externally.

A clear succession plan ensures that future leaders are identified early and developed with intent, reducing the chaos and cost that often come with rushed replacements. It also signals to high-performing employees that their growth matters, which boosts engagement and retention. Without it, teams are left directionless, power struggles can emerge, and organizations risk falling behind.

Leadership transitions aren’t rare – they’re constant – and businesses without a succession plan will feel each one as a crisis. With the right preparation, however, these moments become smooth handovers, not emergencies. Planning ahead protects stability, preserves knowledge, and gives organizations the agility to keep moving forward, no matter who’s at the helm.

What to include in your organization’s succession planning toolkit

Effective succession planning starts with a solid strategy, but it’s brought to life through a set of practical tools and templates. Each one plays a different role depending on what you’re trying to achieve, from identifying successors to developing them over time.

In this article, we’ve gathered all the tools that every HR professional needs to create and implement strong succession plans across the business. Different situations call for different approaches: identifying potential successors, evaluating performance and potential, creating development pathways, or preparing for the transition of critical roles like the CEO.

A clear, well-organized toolkit ensures consistency, provides clarity across departments, and lets HR teams act quickly and confidently when change is on the horizon.

Here’s a range of succession planning tools and templates that you can mix, match, and adapt depending on your organization’s size, maturity, and strategic priorities.

Core succession planning tools

These are the foundational resources that help HR professionals identify key roles, track potential successors, and clarify the responsibilities of the critical roles. They bring structure and consistency to the planning process and support transparency and alignment across the organization, making it easier to map leadership pipelines and prepare individuals for advancement.

Simple succession planning template

Track and manage potential successors for key roles.

A simple succession plan template outlines a position, the current role holder, and the expected timeline for transition. It also captures the key competencies required, names of potential successors, their readiness level, and a brief overview of their development plan.

The template includes key performance metrics for each critical role and who to contact if the position becomes unexpectedly vacant. This format is especially useful for smaller organizations or teams beginning their succession planning journey, offering structure without complexity.

Best for: When you need a clear, accessible view of leadership pipelines and want to regularly assess the progress of potential successors.

CEO succession planning template

Ensure leadership continuity at the highest level.

A CEO succession planning template begins by clearly defining what the organization needs from its next CEO. This takes into account the company’s long-term strategy, upcoming challenges, and the skills required to navigate them. The template also outlines ideal characteristics, experience, leadership capabilities, and cultural fit.

The template also profiles potential successors, both internal and external, based on how well they meet these criteria and how ready they are to step into the role. Depending on the board’s assessment, it provides a plan for either recruiting or developing candidates and maps out the company’s operational direction over the next three to five years to align leadership selection with business priorities.

This type of template is particularly important for larger organizations or those facing significant transformation, where a thoughtful, deliberate approach to CEO succession is essential.

Best for: Boards of directors and executive teams seeking a structured, forward-looking approach to CEO succession that aligns with long-term business strategy and leadership needs.

Career progression framework template

Map out how employees can grow within an organization.

A career progression framework template defines job levels, outlines role expectations, and details the skills and competencies needed at each stage of an employee’s journey, from entry-level to leadership. It also includes clear performance benchmarks and identifies potential vertical and lateral career paths, giving employees and managers a shared understanding of what growth looks like.

This template supports succession planning by offering employees a visible path forward. It links career progression with learning, feedback, and advancement opportunities. The career progression framework can be particularly useful in organizations that want to build internal talent pipelines, reduce attrition, and create transparent, equitable pathways for growth. By aligning employee development with business needs, the framework helps HR teams manage skills gaps, improve engagement, and foster long-term retention.

Best for: HR teams designing internal career paths that support workforce development, succession planning, and retention across all levels of the organization. 

Roles and responsibilities template

Define what is expected from individuals and positions.

This practical document outlines the role title, reporting lines, department, and a summary of the role’s purpose, followed by a detailed list of key duties and expectations. It also includes the necessary skills, qualifications, and competencies to succeed in the role, which helps create clarity (for both the employee and employer) around job performance and accountability.

It’s especially valuable when establishing a new position, onboarding a new hire, supporting performance management, or preparing employees for internal mobility. In the context of succession planning, the roles and responsibilities template helps identify what future successors will need to take on, making it easier to spot gaps, set development goals, and prepare employees for more senior roles.

It also plays a crucial role during organizational restructuring, helping teams navigate change by clearly outlining evolving responsibilities. Used effectively, it supports alignment, reduces role confusion, and improves collaboration across functions.

Best for: HR professionals and team leaders who need to define, communicate, or adjust job expectations to support hiring, performance, restructuring, or workforce planning.

Evaluating and selecting potential successors

This set of tools supports objective, data-informed decision-making, helping HR teams and business leaders to assess readiness, performance, and leadership potential using structured methods and templates to identify high-potential individuals early, guide development efforts strategically, and make confident, fair succession decisions.

9 box grid

Map employees across performance and potential.

Using a 3×3 matrix, individuals are placed into one of nine categories based on how well they meet performance expectations and what their potential is

 The 9-box grid is a snapshot of where talent currently sits within the organization, from underperformers to future leaders, which is particularly useful during succession discussions. It highlights who is ready for advancement, who may need further development, and where support or intervention is required through an objective, data-driven evaluation that promotes fair, consistent talent conversations.

Best for: HR teams and leadership groups conducting succession planning and talent reviews across mid to senior-level roles.

Employee evaluation template

Assess individual performance.

By evaluating individual performance, managers and HR teams can track progress against goals and guide development conversations. Typically, the employee evaluation template includes sections for performance ratings, areas of excellence, and challenges.

Importantly, the template standardizes how feedback is captured and communicated across the organization and provides a consistent framework for performance reviews, ensuring evaluations are fair, actionable, and aligned with company objectives. Used regularly, these templates support open dialogue, reinforce expectations, and highlight growth opportunities, helping employees stay motivated and focused.

They also give HR teams the performance data they need to support decisions around promotions, training, and succession planning. The template’s flexibility means it can be adapted to different roles, departments, or review cycles, making it a core resource in any performance management system.

Best for: HR professionals and managers conducting structured performance reviews to support employee development, engagement, and organizational alignment.

360 feedback template

Collect performance feedback from a range of sources.

Together, peers, managers, direct reports, and sometimes external stakeholders, offer a well-rounded view of an employee’s strengths and development areas, which is where a 360 feedback template comes in handy. It typically includes both quantitative rating scales and open-ended questions, delivering a mix of measurable data and qualitative insights.

The template standardizes the feedback process, promotes fairness, reduces bias, and makes it easier to analyze feedback across teams and roles. This is especially valuable for succession planning and leadership development, as it brings forward perspectives that traditional top-down evaluations often miss.

Customizable by function or seniority, this tool supports a culture of continuous improvement and trust, and when used consistently, it enhances individual performance and strengthens collaboration and accountability across the organization.

Best for: HR teams facilitating leadership development, performance reviews, or talent development initiatives that require multi-source, well-rounded feedback.

Planning development and monitoring readiness

Once you’ve identified successors, these tools guide the development journey by helping HR teams and people leaders to define the skills, experiences, and support each individual needs to step confidently into future roles. This part of your succession planning toolkit ensures that successors are not only selected but fully prepared for their new roles when the time comes.

Training needs analysis template

Identify the specific knowledge, skills, and abilities.

What skills, knowledge, or abilities do employees need in order to improve their performance and meet business goals? Without a training needs analysis (TNA), training can be hit and miss, and individuals identified for succession may not meet a new role’s needs.

A TNA helps HR and L&D teams diagnose whether performance issues are caused by skills gaps and whether training is the right solution, or which gaps need to be filled by training to support a succession plan. The template typically includes fields for goals, desired job behaviors, skills required, current skill levels, and training recommendations.

It can be used at the organizational, team, or individual level to prioritize learning needs, plan targeted training programs, and ensure alignment with strategic objectives. By uncovering gaps early and focusing resources where they’ll have the most impact, a TNA template supports more efficient, tailored development initiatives and avoids wasting time and budget on irrelevant training, which is especially valuable during change, growth, or when new roles and technologies are introduced.

Best for: L&D and HR professionals assessing skill gaps to plan targeted, business-aligned training that supports individual and organizational performance.

Leadership development plan

Cultivate future leaders through skills, competencies, and experiences.

A leadership development plan outlines clear goals, learning activities, timelines, and evaluation methods tailored to each individual’s growth path, while aligning with the organization’s long-term priorities. This includes formal training, mentoring, job rotations, and stretch assignments to support experiential learning.

When used effectively, a leadership development plan engages high-potential employees, strengthens succession pipelines, and ensures your leadership bench is prepared for both current demands and future challenges.

It also builds accountability by clarifying expectations and tracking development over time among employees, managers, and senior leaders. Leadership development plans are most effective when they’re part of a culture of continuous learning and when supported by senior leadership involvement and measurable outcomes.

Best for: HR and L&D teams preparing high-potential employees for leadership roles and ensuring continuity in critical positions through structured, future-focused development.

Coaching plan template

Guide individual professional growth through structured coaching.

Designed to address skill gaps, performance challenges, or career development goals, a coaching plan aligns personal growth with organizational priorities while offering employees personalized support. It supports accountability by assigning clear roles and responsibilities, backed by regular check-ins, success metrics tracking, and feedback loops to keep progress on track and measurable.

Whether aimed at improving leadership capacity, addressing underperformance, or supporting new managers, a coaching plan builds confidence, sharpens capability, and strengthens engagement, and is especially effective when tailored to the employee’s role, learning style, and aspirations.

Best for: HR professionals and people managers creating structured, individualized development journeys that drive performance, support retention, and build a culture of continuous improvement.

How to put your succession planning toolkit to work

A succession planning toolkit is only valuable if it’s actively used to guide decisions, shape development plans, and support business continuity. Here’s how to apply these tools in practice, embed them in your HR processes, and ensure they deliver measurable impact.

1. Start by identifying critical roles and career paths

Begin by mapping out the roles that are essential to your organization’s ongoing performance and strategic direction. These are the positions that, if left vacant, would create significant disruption or knowledge loss. Think beyond the executive layer and include specialist roles, project-critical positions, and operational leaders.

Use the following tools:

• Simple succession planning template: Track successors for each key role, along with timelines and development status.
• CEO succession planning template: Guide executive leadership transitions with a structured, long-term approach.
• Roles and responsibilities template: Clearly define what each role entails so that successors are aligned with expectations.
• Career progression framework template: Map pathways to leadership across departments and job families to identify where talent can grow into critical roles.

Try this: Involve department heads early to validate which roles are truly business-critical and ensure buy-in on development paths.

2. Evaluate internal talent

Once key roles are defined, assess who in the organization could potentially step into them. Focus on both current performance and future potential. This step ensures you’re building your pipeline based on evidence, not assumptions.

Use the following tools:

• 9-box grid template: Visually map employees based on performance and potential to identify rising stars and those needing support.
• Employee evaluation template: Standardize performance reviews to ensure fair and consistent feedback across roles and teams.
• 360 feedback template: Gather input from peers, direct reports, and managers to provide a full picture of an individual’s leadership readiness.

Try this: Make talent evaluation a cross-functional conversation involving both HR and business leaders to avoid bias and surface hidden talent.

3. Plan development and track progress

Identifying successors is only the first step. The next step is preparing them. A structured development plan bridges the gap between where someone is now and what the future role requires. This includes building skills, offering stretch assignments, and tracking progress against clear goals.

Use the following tools:

• Training needs analysis template: Identify gaps between current skills and future role requirements.
• Leadership development plan template: Create customized learning pathways for high-potential employees.
• Coaching plan template: Provide tailored, one-on-one support to help individuals grow into leadership roles.

Try this: Regularly review and update development plans in partnership with line managers. Link progress to measurable outcomes like project delivery, team feedback, or role-specific competencies.

4. Support the process with software tools

Software helps you gather, organize, and use the data you need for succession planning effectively. When your succession planning toolkit is supported by digital tools, it becomes easier to keep information current, spot gaps, and involve the right people in the process.

Here are a few types of tools that can support your work:

• HRIS (Human Resource Information Systems): Maintain up-to-date records on employees, roles, and reporting structures, giving you a clear overview of the organization.
• ATS (Applicant Tracking Systems): Help evaluate external candidates alongside internal successors, particularly for leadership roles.
• LMS (Learning Management Systems): Link development plans to actual learning activities and track progress across leadership competencies.
• Competency management tools: Help define and assess the skills needed for each role, making it easier to evaluate and develop successors consistently.
• Succession planning software: Provides dashboards, talent maps (such as 9-box grids), and alerts for review cycles to keep succession planning visible and on track.

Try this: Before adding new tools, look at what you already use for performance, learning, or workforce planning. Often, the information you need is already there—it just needs to be organized to support your succession efforts.

5. Make succession planning an ongoing process

Succession planning shouldn’t be a one-off exercise. To be truly effective, it must be embedded into your workforce strategy and reviewed regularly. Treat it as a dynamic process that evolves with your business.

Do this:

• Encourage managers and teams to use the templates in their own planning conversations, rather than just relying on HR.
• Review succession plans and development roadmaps quarterly or biannually, particularly during strategic planning or performance review cycles.
• Store all templates and completed plans in a central, accessible location, ideally within your HR platform or shared drive.
• Promote transparency where appropriate. Letting employees know they’re being considered for future roles boosts motivation and engagement.
• Align succession planning with broader workforce planning, talent reviews, and leadership development programs.

Over to you

An effective succession planning toolkit gives HR the structure and flexibility needed to prepare for change, develop internal talent, and reduce business disruption, but the real value lies in using it consistently across teams, over time, and in response to changing organizational needs. By integrating the right tools into your everyday processes and building a culture of proactive talent development, you position your organization to thrive through every transition.

The post The Ultimate Succession Planning Toolkit for HR Leaders [Free Templates] appeared first on AIHR.

In this article, we’ll explore the best online Human Resources courses and HR classes to help you enroll in the right one for you. 

Contents
Why do an online HR course?
Top online HR courses to enroll in
1. HR certificate programs (AIHR)
2. Introduction to Modern Human Resource Management (Alison)
3. Human Resource Associate Professional Certificate (HRCI/Coursera)
4. Human Resources Essentials Certificate Program (eCornell)
5. Various HR courses (OpenLearn)
6. Certificate in Human Resource Management (Oxford Home Study Centre)
7. HR Management and Analytics (Wharton Online)
8. BernieU (BerniePortal)
9. HR Skills® Fundamentals (MindEdge)
10. International Human Resources Management: An Introduction (Coventry University/FutureLearn)
11. HR Fundamentals (CIPD/FutureLearn)
12. Human Resource Certificate Program (Corexcel)
FAQ

Why do an online HR course?

There are many benefits to completing online HR courses and HR certificate programs:

• Flexible learning: Online courses make it possible to learn from anywhere in the world. Self-paced courses allow you to plan your learning journey around your current job or commitments, while live courses online courses mimic the energy and community of a real-life classroom.
• Cost-effectiveness: Many online HR courses offer enrollment at a fraction of the cost of a formal degree. These courses are shorter in duration and enable you to specialize in the areas of HR that interest you.
• Long-term access: Many of these HR courses online will include long-term or even lifetime access to the content, which means you can revisit specific modules any time you need a refresher.
• Building self-discipline: Completing an online, self-paced course requires motivation and discipline, which are great qualities to develop and carry with you throughout your career. 
• Getting financing from your employer: If you’re already employed as an HR professional, there’s a strong chance you can get your organization to pay for you to complete an online HR course or certification. Employers want to invest in you because, in the long run, this is an investment in the business.

Top online HR courses to enroll in

Please note that this list is compiled based on publicly available information. We have not tried the courses ourselves, with the exception of AIHR’s courses.

1. HR certificate programs (AIHR)

For any aspiring or existing HR professionals looking to complete a Human Resources certification online, The Academy to Innovate HR offers enticing certificate programs and courses. AIHR’s offering includes upskilling in numerous areas of HR, from the HR Generalist Certificate Program to certificates in HR metrics, compensation & benefits, and more.

What you’ll get

Providing a mix of on-demand video lessons, downloadable guides, and access to a supportive community of HR professionals around the globe, AIHR’s online certificate programs are designed to help you deliver a tangible business impact. You’ll also earn a digital certificate upon completion. The most popular programs include:

• People Analytics
• HR Business Partner 2.0
• Organizational Development
• Learning and Development
• Artificial Intelligence for HR.

AIHR is recognized as an accredited HR program provider with the Society for Human Resource Management, the HR Certification Institute, the Human Resources Professionals Association, and the Chartered Professionals in Human Resources.

2. Introduction to Modern Human Resource Management (Alison)

Alison is a platform featuring free online courses from the world’s leading experts across a wide range of industries and business sectors, including HR. Their HR courses online cover specialist areas including organizational behavior, talent acquisition practices, and understanding and preventing sexual harassment in the workplace.

What you’ll get

Alison’s Introduction to Modern Human Resource Management course helps learners strategically manage their HR responsibilities, maximize employee performance, and contribute to meeting the short and long-term objectives of the business. 

In this course, students will identify the main responsibilities of HRM managers, outline the recruitment and selection process, describe current and future HR needs as technology transforms the world of work, discuss how diversity plays an important role in organizational success, and cover the need for shifting strategic plans and goals as internal and external environments change. 

Alison’s course is CPD-accredited and takes between 1.5 and 3 hours (on average) to complete.

3. Human Resource Associate Professional Certificate (HRCI/Coursera)

Coursera offers 100% online learning from the world’s best universities and companies, through a mix of online courses, professional certificates, university certificates, specializations, and guided projects. HR-related courses include people analytics, generative AI in HR, and Human Resources management and leadership. One of the most popular courses is the Human Resource Associate Professional Certificate by HRCI.

What you’ll get

HRCI Human Resource Associate Professional Certificate is the perfect beginner-level online course for anyone looking to launch their HR career – no degree or previous experience required. It’s a series of five courses including talent acquisition, learning and development, compensation and benefits, employee relations, and compliance risk and management. 

Through a mix of engaging videos, interactive activities, and peer-reviewed projects, learners can complete the course at their own pace, earn a certificate from HRCI, and build credit toward an eligible degree. By committing just hours of learning a week, students can complete the course in 5 months.

4. Human Resources Essentials Certificate Program (eCornell)

Online university eCornell has Human Resources certificate programs developed by faculty from Cornell University’s ILR School. The courses within these programs bring together the insights and work of leading academic researchers with instruction grounded in practice and focused on real-world application.

Cornell has a professional certificate to match the career objectives of HR professionals, whether they are new to HR, an accomplished HR practitioner, or an HR leader or business partner. Programs include HR essentials, HR management, and diversity and inclusion.

What you’ll get

eCornell’s Human Resources Essentials certificate program is perfect for anyone new to HR or looking for a deeper understanding of HR functions. You will learn how to align employee performance with organizational goals, counter bias in the workplace, foster a coaching culture, listen actively and process feedback, interview effectively, and address workplace behavior issues. 

The program is completely online and self-paced, with the option to participate in small facilitated discussions with industry peers. It can be completed within 3 months based on 3-8 hours of study each week.

5. Various HR courses (OpenLearn)

OpenLearn is an initiative from the Open University. They’re on a mission to break down barriers to education by reaching millions of learners each year through free educational resources, including courses on all things HR.

Learners can take free courses and earn a digital badge or statement of participation as evidence of their learning. Courses range from introductory to advanced.

What you’ll get

Available HR online courses include:

• Developing your skills as an HR professional
• Employee relations and employee engagement 
• Hybrid working
• Workplace learning (coaching and mentoring)
• Diversity and inclusion in the workplace
• Risk management.

Each course has clear learning outcomes, is split into manageable modules, and contains a list of suggested additional resources. Learners can go through the content at their own pace, track their progress, and upon completion receive a statement of participation.

6. Certificate in Human Resource Management (Oxford Home Study Centre)

OHSC is a private online college and the leading specialist provider of distance learning professional courses in the U.K. The institute provides accredited home study courses across the world and is set up by a team of professionals with over ten years of experience in delivering home-based study programs. They offer several online HR courses.

What you’ll get

Their Certificate in Human Resource Management QLS Level 2 and Level 3 courses are designed for professionals looking to begin or advance their career in HR, working in any sector at any level. Recommended study hours are 125 hours and 200 hours, respectively, and students can enroll at any time.  

A digital OHSC certificate of completion will be awarded to students who successfully complete the program.

7. HR Management and Analytics (Wharton Online)

Wharton Online is part of the Wharton University of Pennsylvania. The platform offers courses to millions of learners who use them to advance their careers in a variety of fields, including HR. Wharton Online courses are taught by the same world-renowned thought leaders and scholars who teach in Wharton’s on-campus programs.

What you’ll get

If you’re looking for online HR management courses, Wharton’s HR management and analytics program might be suitable for you. The program combines theory with practical application via video lectures, real-world examples, applications to data sets, and debriefs of learnings. 

Modules include:

1. Intro to people analytics and performance evaluation
2. Motivation and reward
3. Tasks, jobs, and systems of work
4. Strategic staffing
5. Collaboration networks
6. Talent management and analytics
7. Managing your career as an HR professional.

It’s suitable for mid- to senior-level HR and learning development professionals, general managers, business heads who crossover into HR management, and business performance professionals. This self-paced online program requires 4-6 hours of study per week over two months. 

8. BernieU (BerniePortal)

BernieU offers a collection of free online HR certification training programs, all of which are pre-approved for HRCI and SHRM credits. Their aim is to provide high-value HR tools and resources that help employers build great places to work. 

What you’ll get

Courses on offer include:

• HR ethics
• HRIS technology and tools
• Payroll basics for employers
• HR hiring guide
• Retention essentials
• Benefits administration.

Each course requires no more than 90 minutes of study and can be enrolled in and completed at any time. Each course is split into a series of smaller lessons, making the content easy to digest. 

9. HR Skills® Fundamentals (MindEdge)

MindEdge is an online learning company that offers professional development and continuing education courses across a wide range of fields. Founded by educators and digital learning experts, MindEdge focuses on flexible, accessible online learning designed to help individuals gain practical skills and knowledge. Their catalog includes a variety of courses for HR professionals.

What you’ll get

The HR Skills® Fundamentals Certificate is an online, self-paced program that combines 8 courses covering hiring, interviewing, onboarding, HR law, training and development, and more. It’s perfect for anyone who wants to explore a career in HR or managers who supervise employees. Students who commit 1-10 hours of study per week can expect to complete the program in 2 weeks, but they will have 720 days to complete it.

10. International Human Resources Management: An Introduction (Coventry University/FutureLearn)

FutureLearn offers online courses, certifications, and degrees from over 200 world-class institutions and educators, such as UCL, Cambridge, and the CIPD. HR courses include HR fundamentals, green HR, how to become an HR manager, HR analytics, employment law, and more.

What you’ll get

The International Human Resources Management course by Coventry University is 100% online and self-paced, requiring just 3 hours of study per week over 2 weeks to complete. The course covers an intro to HR, the role HR takes in a business setting, the HR practices of multinational companies, and a peer review of an international business’s HR practice. It serves as a great introduction to HR for anyone who wants to study HR management at a higher level.

As part of the International Business and People Relations program, this course contributes to the BA in International Business degree.

11. HR Fundamentals (CIPD/FutureLearn)

Also hosted through FutureLearn, the CIPD’s HR Fundamentals program offers an introduction to the field of Human Resources and helps people develop the skills they need to become successful HR professionals. 

What you’ll get

The course includes an exploration of what HR means, HR practice, people and strategy, performance and engagement, and recruitment. By the end of the program, learners will understand the importance of HR and the key role it plays in organizations, apply basic principles of workforce planning, and know how to get the best out of employees. 

This online course can be completed in five weeks with three hours of study per week, and all students who complete the program will receive a digital certificate. 

12. Human Resource Certificate Program (Corexcel)

Corexcel offers a range of online courses, employee assessments, certifications, and facilitator materials for both employees and employers to help people develop and excel in their careers. They offer a range of online HR courses, including a certificate in HR management, an introduction to HR management, and detailed explorations of HR specialities including compensation and benefits, employee rights, and performance management. 

What you’ll get

The Human Resource Certificate Program combines seven individual courses and covers key areas of HR, including HR management, compensation, data, employee selection, equal employment opportunity, performance management, and talent management.  

This is a fully online, self-paced program that can be enrolled in at any time. It includes professional videos with transcripts for learning, interactive review exercises, and an ask the expert features where students can submit questions directly to the program experts. 

A final word

So, how do you select the right HR course for you?

The best online HR course for you depends on your current career status, your budget, and your desire to grow. 

For example, if you’re an aspiring HR professional who currently works in a different industry, you might value a free introductory course that requires a small hourly commitment each week. On the other hand, if you’re currently already working in HR, you might be looking for a course that includes certification, and you may be able to get your organization to pay for your training, in which case, you can enroll in a more premium offering. You might also be an HR practitioner looking to specialize in a particular field; therefore, completing a course within this field would make the most sense. 

Take time to research the options we’ve rounded up above, contact companies for more information about each program’s features, and make the decision that feels right for you.

FAQ

The post 12 Best Online HR Courses To Take in 2025 appeared first on AIHR.

At Credit Suisse, predictive analytics helped identify employees at high risk of leaving by analyzing patterns across engagement, performance, and compensation data. This gave managers a chance to intervene early, adjusting workloads, offering development, or addressing concerns. The strategy improved retention and saved the company an estimated $70 million annually in turnover-related costs.

That kind of impact is only possible when HR has the analytical capability to connect the dots. And that starts with embracing data, developing new skills, and seeing AI as a practical partner in the work, not a far-off concept.

Contents
Why you should have an HR data strategy
What to include in your HR data strategy
How to build an HR data strategy
HR data strategy examples from practice

Why you should have an HR data strategy

An HR data strategy is a structured approach to collecting, managing, analyzing, and using workforce data to drive business outcomes. It defines how data collected across the employee life cycle supports broader business priorities by setting clear priorities for what data to collect, how to interpret it, and how to embed those insights into decision-making.

A well-developed HR data strategy ensures consistency, accuracy, and governance. It also addresses the tools, systems, and talent needed to support data literacy and effective decision-making in HR.

Implementing a robust HR data strategy delivers numerous measurable benefits, including:

• Improved decision-making by providing HR leaders and business stakeholders with real-time, evidence-based insights rather than relying on instinct or anecdotal evidence.
• Better problem-solving by identifying patterns and root causes of issues like high turnover or low engagement.
• Increased business impact, positioning the HR function as a partner in driving productivity, profitability, and workforce agility.
• Stronger compliance with data privacy laws and ethical standards is critical in managing sensitive employee information.
• Improved workforce planning, better talent forecasting, and stronger alignment between people strategy and organizational performance.

What to include in your HR data strategy

A well-designed HR data strategy gives HR professionals the tools to turn workforce data into timely, focused insights. Think of it as your practical framework for using workforce data in ways that directly support organizational goals.

However, before you can build an HR data strategy, it is important to identify the different components that you will need to address across your organization. Let’s take a look.

Strategic objectives and business alignment

According to Gartner’s global survey of over 1,400 HR leaders, strategic alignment is a core driver of successful HR transformation, with the most effective teams leveraging data to support broader organizational priorities.

Begin by clearly articulating what the HR data strategy must achieve, whether the focus is on improving workforce planning, supporting DEI outcomes, optimizing recruitment, or enhancing employee engagement. This alignment ensures that data-driven insights are relevant, actionable, and prioritized according to business needs and that your strategy is rooted in broader organizational goals.

Data collection methods

Detail where your workforce data will come from and how it will be collected. This includes structured data from HRIS and payroll systems, ATS platforms, performance management tools, and learning systems, as well as unstructured data from employee surveys, engagement platforms, and feedback channels. A successful strategy captures data across the entire employee life cycle to provide a 360-degree view of the workforce.

Data governance and privacy

Define your governance framework and make sure that data is collected, stored, and used ethically and securely. A successful framework assigns data ownership across the HR function, establishes access controls, and develops policies that comply with local and international privacy regulations like GDPR.

Data quality and integrity protocols

High-quality data is the foundation of credible analysis, so implement processes for data validation, cleaning, deduplication, and enrichment. Without consistent data hygiene practices, even the most sophisticated analytics tools will yield misleading results, so schedule regular audits to assess the accuracy and completeness of your datasets.

Advanced analytics and data modelling

Outline how your organization will move beyond basic reporting into deeper analysis and achieve higher HR analytics maturity. This includes the use of descriptive analytics (what happened), diagnostic analytics (why it happened), predictive analytics (what might happen), and prescriptive analytics (what to do about it).

Invest in data science capabilities — internally or through external partners — to develop models that support forecasting, scenario planning, and decision simulation. It’s worth the effort and investment. 

McKinsey’s research into people analytics found that organizations that embed analytics into talent processes outperform their peers across multiple dimensions, including talent acquisition efficiency, employee retention, and leadership development. In fact, McKinsey recommends using data to benchmark performance, uncover bias, and directly link talent strategy to business impact, all goals central to this element of your HR data strategy.

AI and intelligent automation

According to Deloitte’s recent Global Human Capital Trends research, high-performing organizations are more likely to use predictive tools for workforce planning and performance optimization, and they tend to achieve stronger financial results, including improved stock performance. Increasingly, AI’s role is growing beyond isolated use cases, becoming a key enabler of boundaryless HR, helping HR move from a siloed function to an integrated discipline embedded across the business.

AI and machine learning can support this transformation by powering scalable, real-time people analytics; informing workforce planning based on live skills data; and supporting cross-functional collaboration. Organizations can also use AI to screen candidates, identify attrition risks, analyze employee sentiment, and match skills to shifting roles.

However, deploying AI in the people function requires clear governance. It’s critical to be transparent about how algorithms are trained, monitored, and tested for bias, especially in areas involving people’s decisions. The shift to boundaryless HR starts with a new mindset, but it’s brought to life through the intentional use of AI, new metrics, and business-aligned people strategies.

Reporting and communication frameworks

Develop a consistent approach for delivering insights across the business, including real-time dashboards for operational use, as well as executive-level reports that track key HR metrics and their impact on business performance. Effective reporting should display data, tell a story and offer insight into what actions should be taken.

Technology infrastructure and tools

Specify the systems and platforms that will support your data strategy. Focus on your core HRIS, cloud-based analytics tools like Tableau or Power BI, data warehouses, and integration platforms that connect disparate data sources and prioritize tools that support scalability, real-time analytics, and ease of use for HR and business users.

Data literacy and capability building

Even the best tools are ineffective without people who can use them, so commit to upskilling HR teams in data interpretation, storytelling, and basic analytical methods. It’s also a good idea to partner with Learning and Development to roll out foundational and advanced training that equips HR professionals to work confidently with data and engage in evidence-based decision-making.

Ethical use of data and AI

Address the growing need for ethical standards in how data — and especially AI — is applied in HR. The entire HR function should be transparent about how data is used to make decisions, from hiring to performance evaluation. Establish checks to prevent misuse or bias and ensure that employees understand their rights in relation to how their data is collected, analyzed, and applied.

Scalability and future-readiness

Finally, as business models evolve and new technologies emerge, your HR data strategy should be able to accommodate additional data sources, new regulatory requirements, and the growing need for real-time insights. It’s therefore important to design your strategy to be flexible and future-proof, laying the foundation today that can support the strategic ambitions of tomorrow.

How to build an HR data strategy

Here’s how you can start building your HR data strategy step by step.

Step 1: Establish clear objectives aligned with business priorities

Begin with clarity. What are you trying to achieve with your HR data strategy? Whether the goal is to reduce turnover, improve workforce planning, or identify skills gaps, your objectives must directly connect to business challenges and opportunities.

Do this:

• Meet with executive leadership to understand top business priorities and where HR can provide support through data.
• Define three to five core HR objectives (e.g., “Improve leadership pipeline visibility,” “Predict and reduce voluntary attrition”).
• Use these objectives to guide which data you collect, which metrics matter most, and how success will be measured.

HR OKRs can help translate these priorities into measurable outcomes. AIHR’s HR OKR Playbook offers a practical framework for setting clear goals and tracking the impact of your data strategy in a way that aligns with business needs.

Step 2: Audit existing data and identify gaps

You can’t build a strategy without knowing what you’re working with. Most organizations already hold a wealth of people data, but it’s often fragmented, outdated, or underused. Auditing your existing HR data sources gives you a clear view of your current capabilities and uncovers opportunities for integration and improvement.

Do this:

• Map all current HR data sources (HRIS, ATS, payroll, engagement tools, exit interviews, etc.).
• Assess data types (structured vs. unstructured), quality, and accessibility.
• Identify gaps where key data is missing (e.g., skills inventory, training ROI, internal mobility data).
• Document duplication or inconsistencies across systems need to be addressed later.

Step 3: Build a governance and privacy framework

A sound HR data strategy requires strong foundations in data governance and compliance to ensure accuracy, clarity of ownership, and protection of employee privacy. Governance builds confidence in both your team and your stakeholders that the data being used is reliable and ethically managed.

Do this:

• Define data ownership: who is responsible for maintaining what data?
• Set standards for accuracy, storage, retention, and version control.
• Ensure compliance with data privacy regulations.
• Establish access levels so that only authorized personnel can access sensitive data.

Step 4: Ensure data quality and consistency

No matter how advanced your tools are, poor data quality will undermine everything because inconsistent or inaccurate data leads to bad decisions, reduced trust in HR, and wasted effort. Start with data hygiene as your foundation and make this an ongoing practice.

Do this:

• Create data validation and cleaning routines to remove duplicates, correct errors, and standardize fields.
• Build a data dictionary so key terms (e.g., “high performer”) are defined and used consistently across systems.
• Run monthly or quarterly audits to maintain data health.

Step 5: Integrate disparate data sources for a unified view

To uncover meaningful insights, you need a complete picture of the employee life cycle, not a disconnected set of spreadsheets. Integrating systems gives HR professionals access to richer analysis and supports predictive modelling that drives real value.

Do this:

• Choose an integration approach (e.g., API connections, data warehouses, or middleware tools).
• Prioritize integrating critical systems first (e.g., HRIS, performance, learning).
• Work with IT or an external partner to ensure scalability, security, and clean architecture.

Step 6: Upskill HR in analytics and data literacy

Building HR’s analytical capabilities is essential. A strong strategy means little if the team lacks confidence in using the data, so make sure your team has the training and knowledge to ask the right questions, interpret results accurately, and use insights in decision-making.

Do this:

• Assess current data literacy levels across your HR team.
• Provide training in data interpretation, storytelling, basic statistics, Excel, and business intelligence tools like Power BI.
• Encourage the use of data in team discussions, planning sessions, and decision-making processes.
• Nominate internal “data champions” to lead by example.

Step 7: Invest in the right technology, tools, and people

Technology is a critical enabler, but it’s only effective when paired with the skills to use it, so choose platforms that support your strategic objectives, and don’t neglect the human capability to extract real value from these tools.

Do this:

• Select tools based on the problems you’re solving, and don’t be swayed by features you won’t use.
• Invest in platforms that support dashboarding, analytics, visualization, and forecasting (e.g., Tableau, Power BI, Visier).
• Ensure you have support (internal or external) to configure and maintain the tools effectively.
• Allocate budget for training, ongoing support, and upgrades.

Step 8: Operate with ethics and transparency at the core

As HR increasingly uses AI and predictive analytics, ethical use of data becomes a business-critical issue. Employees must trust that their data is handled responsibly and that algorithms are not making unfair or biased decisions.

Do this:

• Establish clear ethical guidelines for how employee data and AI tools are used.
• Regularly test algorithms for bias or unintended consequences.
• Be transparent with employees about what data is collected and why.
• Ensure consent is obtained and data is anonymized when appropriate.

Step 9: Collaborate across departments for holistic insights

HR data doesn’t exist in a vacuum. Partnering with Finance, Operations, IT, and business units unlocks richer insights and ensures data is used in cross-functional planning, not just HR reporting.

Do this:

• Set up regular touchpoints with other departments to align on goals and share data.
• Identify common challenges (e.g., absenteeism, productivity, turnover costs) where joint analysis adds value.
• Use shared dashboards or reports that show HR metrics in business context (e.g., cost per hire linked to revenue growth).

Step 10: Turn insights into actionable strategies

The goal isn’t just insight, it’s impact. Your HR data strategy should culminate in better decisions and smarter action, which means translating data into stories and recommendations your stakeholders can understand and use.

Do this:

• Build dashboards that show trends and provide context and suggested actions.
• Present data with recommendations, not just charts.
• Use insights to inform real policy or program changes (e.g., revamped onboarding, internal mobility programs).
• Track what actions were taken and evaluate the results to build a feedback loop.

Step 11: Communicate progress and value to stakeholders

To maintain momentum and funding, your data strategy must be seen as valuable, so show how HR data has led to better decisions, saved money, or improved outcomes, and tailor this message for each audience.

Do this:

• Report on outcomes (e.g., reduced turnover, faster hiring, higher engagement) tied to data initiatives.
• Create stakeholder-specific reports or presentations (e.g., what matters to the CFO vs. the COO).
• Share quick wins and use them to build confidence in long-term goals.

Step 12: Review, evolve, and stay ahead

A data strategy is a living framework. As new business questions arise, systems develop, or your workforce changes, your strategy should adapt too, so treat this as a continuous improvement process.

Do this:

• Set quarterly or biannual reviews of your strategy and tools.
• Collect feedback from HR, IT, and business users.
• Stay updated on new technologies, AI tools, and compliance changes.
• Adjust your roadmap and retrain your team as needed.

HR data strategy examples from practice

Case study #1: Empowering managers with data at Shutterstock

Shutterstock, a global creative platform, launched a transformative journey to bridge the gap between employer and employee data. Under the leadership of Max Iacocca, Head of Global People Operations, the company identified two primary challenges: a lack of actionable insights from existing data and a top-down approach to employee engagement that limited managerial autonomy.

To address these issues, Shutterstock prioritized standardizing data definitions and reporting periods, ensuring consistency across departments. This initiative was strengthened by close collaboration between HR and finance teams, aligning workforce planning with cost allocation strategies.

Recognizing the important role of managers in driving engagement, Shutterstock shifted its culture to empower them with accessible data analytics tools. Managers overseeing teams of five or more were granted access to detailed engagement data, helping them to make informed decisions and create a more inclusive work environment.

A significant milestone in this transformation was the overhaul of the employee engagement survey process. Transitioning from a traditional, top-down model, Shutterstock implemented a more agile and inclusive approach, integrating engagement data with broader workforce metrics. This supported more nuanced insights into retention, collaboration, and autonomy, ultimately boosting organizational health.

The key takeaway: Through these strategic initiatives, Shutterstock successfully democratized data access, empowered its managers, and cultivated a high-performing, engaged workforce

Case study #2: Making people analytics operational at CBRE

CBRE, the world’s largest commercial real estate services firm, transformed its HR strategy by embedding people analytics into its decision-making processes. Led by Méline Van Slyke, Director of Human Resources at CBRE Limited (Canada), the HR team partnered with HireRoad to align analytics with business needs, particularly in recruitment and workforce planning.

Initially, CBRE lacked the tools to track its “Strategic Recruitment Initiative” effectively. By implementing tailored dashboards, they gained visibility into recruitment trends, supporting data-driven talent conversations. This shift helped the identification of gaps and informed decisions beyond intuition.

Recognizing the unique performance metrics in sales roles, CBRE collaborated with HireRoad to integrate revenue and commission data with demographic insights and gain a better understanding of sales performance, which was crucial for a company in constant recruitment mode.

The HR team tackled the challenge of comparing performance across different offices by developing side-by-side analytics for key metrics like support staff ratios and demographic breakdowns. This gave market leaders a clear view of how their teams stacked up and the data they needed to take targeted action.

The key takeaway: By aligning people analytics with specific business needs and making insights directly actionable for leaders, CBRE moved beyond static reporting to a more dynamic, operational use of HR data, supporting smarter decisions in recruitment, workforce planning, and team performance management.

To sum up

The value of HR data lies not in the numbers themselves, but in how people use them to inform decisions, build trust, and act with intention. From analyzing the impact of learning on promotion rates to equipping managers with real-time insights to support their teams, the message is clear: data becomes transformational when it is relevant, accessible, and aligned to outcomes people care about. HR professionals who treat data as both a cultural and operational priority are better positioned to drive measurable business value.

Of course, a well-designed HR data strategy alone isn’t enough. Effective execution depends on cross-functional collaboration, clear governance, continuous upskilling, and a strong commitment to quality and ethics. 

The most successful HR teams do more than report on trends; they connect data to action, using it to shape policy, improve performance, and elevate the employee experience. As you plan your next steps, your priorities should be to invest in capability, build credibility with stakeholders, and ensure the systems you build today can flex to meet the needs of tomorrow.

The post 12 Steps To Build an HR Data Strategy [+ Examples] appeared first on AIHR.

This has led to 74% of companies evaluating candidates’ skills in new ways, 68% rewriting job descriptions, and 20% removing degree requirements altogether.

This article discusses how to write a recruitment policy and what to include in one. It also provides a free recruitment policy template to help you strengthen your organization’s recruitment process.

Contents
What is a recruitment policy?
Why is a recruitment policy important?
11 things to include in a recruitment policy
The benefits of using a recruitment policy template
Key elements of a recruitment policy template
Free recruitment policy template
9 steps to write a recruitment policy
4 recruitment policy examples

What is a recruitment policy?

A recruitment policy (or recruitment and selection policy) is a formal document that defines how a company attracts, evaluates, and hires new employees. It acts as the blueprint for every stage of the recruitment process, from identifying talent needs and advertising vacancies to evaluating candidates and making final hiring decisions.

Why is a recruitment policy important?

A recruitment or hiring policy defines how an organization gains new hires by mapping out a straightforward, consistent process that guides every step, from identifying vacancies to making informed hiring decisions. Instead of letting each department or manager navigate these steps individually, it provides a standardized approach that supports efficiency and good judgment.

A good recruitment policy ensures that the company treats all candidates fairly by using the same objective criteria to assess them and treat them with respect and integrity. Having a detailed recruitment policy to follow also helps hiring managers and recruiters comply more easily with relevant labor laws and treat all applicants equitably.

This policy also supports organizational culture, values, and reputation. Also, it makes sure hiring decisions are based on merit and objective criteria, creating a more inclusive workplace that values diverse perspectives.

Without a good recruitment policy, hiring can be inefficient and fragmented due to unclear expectations, inconsistent evaluation standards, bias, and misaligned decisions. This raises the risk of unfair treatment or discrimination, which negatively impacts the candidate and employee experience and employer brand. This can also expose the organization to legal risks.

11 things to include in a recruitment policy

Here’s what you should include in your recruitment policy to ensure it covers the entire recruitment process:

1. Scope and objectives of the policy: State the policy’s purpose and the hiring activities it covers. Explain how it supports goals like workforce growth, diversity, and talent development so HR, hiring managers, and candidates understand its role.
2. Roles and responsibilities: Define what HR, hiring managers, and others are responsible for. For instance, HR might write job ads and post them, while hiring managers handle interviews and make final decisions.
3. Legal and ethical hiring guidelines: Follow employment laws and ethical standards. Reference relevant labor laws and international hiring guidelines to ensure fair and legal practices.
4. Steps in the recruitment process: Outline key steps in the hiring process. You don’t need to include every single detail, but include an overview with key points and a link to guides or templates for more information.
5. Equal opportunity and DEIB commitment: Show commitment to fair hiring, diversity, and inclusion. This can include diverse interview panels and inclusive job ads that go beyond just meeting legal requirements.
6. Use of recruitment tools: List the required systems for job postings, tracking applicants, and assessments. Provide training or guides so that all hiring managers can use them confidently.
7. Internal versus external hiring considerations: Clarify when to post roles internally, externally, or both. If you intend to prioritize internal candidates, state so clearly to support transparency and internal mobility.
8. Data protection and candidate privacy: Explain how your company will collect, store, and delete candidate data in accordance with relevant data privacy laws and organizational ethical standards.
9. Pre-employment checks and assessments: State which checks are required (e.g., background, references, or skills tests) and explain that you’ll obtain express candidate consent beforehand.
10. Use of external recruitment partners: Set rules for working with external recruiters. Make sure they follow your legal, ethical, diversity, and privacy standards.
11. Appeals or candidate feedback process: Offer a way for candidates to request feedback or raise concerns. This builds trust and helps HR and hiring teams improve the process.

The benefits of using a recruitment policy template

A recruitment policy template can offer HR professionals practical advantages and long-term value, including benefits such as the following:

• Saves time and effort: A solid template gives you the full structure, so you can focus on tailoring the content to your organization instead of starting from scratch.
• Ensures consistency across HR teams: A shared template keeps recruitment processes consistent across departments and locations.
• Helps smaller teams start faster: Small teams can adopt a structured approach more quickly without having to rely on ad hoc methods.
• Reduces legal risks by covering essential components: Good recruitment policy templates cover legal basics, helping you stay compliant and avoid missing key rules.
• Easier to tailor to company-specific needs: Because templates are customizable, you can easily adapt them to fit your company’s culture, industry, and goals.
• Supports training and onboarding of HR staff: New HR team members can quickly get up to speed using the policy as a guide, flattening the learning curve and driving a seamless transition during onboarding.
• Encourages regular policy reviews: When laws or hiring needs change, you can update specific sections easily without redoing the entire policy.

Key elements of a recruitment policy template

If you’re keen on using a template to help create your recruitment policy, here are the essential components of a good template you should know about:

The company’s recruitment philosophy

The recruitment philosophy sets the tone for an organization’s talent acquisition approach. It reflects the company’s beliefs about its people, how it evaluates potential, and how it balances skills, experience, and cultural fit. Write a concise statement reflecting your organization’s definition of great talent and the qualities it prioritizes in team-building. 

Recruitment framework

This outlines the structure for hiring activities, detailing the steps, stakeholders, and decision points involved. It brings consistency to the recruitment process while allowing flexibility for different roles and departments. Develop a visual or written process flow mapping all the recruitment stages, so all involved parties understand their responsibilities.

Job requisition and approval process

Formalizing how the company identifies, documents, and approves hiring needs ensures precise business requirements, not ad hoc decisions, drive its recruitment process. This helps control costs, maintain headcount, and prioritize critical roles. Create a standard requisition form and approval workflow, including justifications for each role and necessary budget approvals.

Advertising and sourcing channels

Specifying channels and methods for attracting candidates promotes efficiency and reach. Depending on the role and target audience, these may include job boards, professional networks, or recruitment agencies. Refer to an updated list of preferred job boards, sourcing platforms, and recruitment partners tailored to different role types and seniority levels.

Interviewing and selection procedures

Develop and link to structured interview guides and scoring rubrics aligned with your recruitment framework’s competencies and values. Standardize interviewing and selection processes to ensure fair, consistent candidate assessment. Lay out clear procedures to guide interview formats and selection criteria, reduce unconscious bias, and improve hiring quality.

Background and reference checks

Incorporating checks into the recruitment process adds due diligence, verifying candidate qualifications, experience, and suitability. Clear guidelines also protect the organization from compliance risks and poor hiring decisions. Define roles needing specific checks and their timing, and ensure you obtain candidate consent beforehand.

Offer management and documentation

A transparent process for preparing, approving, and delivering job offers ensures accurate, consistent terms aligned with company policies and promotes a positive candidate experience. I recommend the use of a standard offer letter template reviewed by legal counsel and the establishment of a procedure for internal approvals before extending offers.

Equal opportunity and anti-discrimination clauses

Include these clauses to reinforce the organization’s commitment to fair hiring practices and clear compliance with legal and ethical standards. Review the clauses to ensure they reflect current legislation and are consistently applied throughout recruitment communications and procedures.

Review dates and policy ownership

Assign ownership of the recruitment policy and set review dates to ensure the document stays updated and meets the organization’s needs as it grows or adapts to market changes. Identify a policy owner—typically an HR leader—and schedule a formal review annually or biennially (or whenever significant changes occur in employment law or business strategy).

Resources

List and link to available resources relevant to the recruitment process, such as your company’s employee referral program or the application process for current employees looking to fill open roles via internal hiring.

Free recruitment policy template

If you need a starting point to help create your recruitment policy, download AIHR’s free recruitment policy template. It’s also customizable, so you can tailor it to match your organization’s hiring requirements.

9 steps to write a recruitment policy

Here are nine steps you can take to write a solid recruitment policy:

Step 1: Define your recruitment goals

Clarify what you want the recruitment policy and process to achieve for the organization. Setting clear, measurable goals will shape subsequent decisions. Align goals with business priorities, consider practical objectives, and engage leadership to confirm that the goals align with long-term organizational needs.

Step 2: Gather input from HR, legal, and leadership

Collaboration ensures the policy is comprehensive, practical, and compliant. Consult your HR team for insights on recruitment challenges, and involve legal advisors early to ensure compliance. Ask for leadership input to align the policy with company values and strategic objectives, and use structured interviews or workshops to gather meaningful feedback.

Step 3: Map your existing hiring process

Familiarize yourself with the current recruitment framework before making improvements. Document every stage, from job requisition to onboarding, and identify who makes decisions for each one. Additionally, create a process map or workflow diagram to visualize the full recruitment cycle and note any variations between departments or teams.

Step 4: Identify gaps or compliance risks

A clear view of weaknesses will help you address potential problems using the new policy. Look for inconsistencies or delays in the current process, identify potential bias or unfair practices, and ensure legal compliance. This will allow you to identify and address areas for improvement in the current process and refine it in the new policy.

Step 5: Choose a recruitment policy template

A good template provides structure and saves time. Select a recruitment policy template that includes essential components like recruitment philosophy, approval processes, and compliance standards. Look for templates recommended by HR professionals or industry bodies, and ensure the template allows easy customization.

Step 6: Customize the template to fit your company’s values

Tailor the template to reflect your organization’s hiring approach. Adapt language and tone to suit company culture and clarify procedures for key steps like job requisition, advertising, and selection. You should also incorporate DEIB hiring commitments and ensure consistency with other internal policies and documents.

Step 7: Review with stakeholders

Collaborative review leads to a stronger, more practical policy. Share the draft with HR, legal, leadership, and hiring managers, and request specific, constructive feedback from them. Based on this, revise the policy to address concerns and suggestions while maintaining clarity and consistency. After this, all stakeholders should approve the final version before implementing it.

Step 8: Train hiring managers on the policy

Training ensures the policy is understood and applied correctly. Provide training sessions or workshops to explain the recruitment framework and hiring policy, with practical examples and scenarios to clarify expectations. Additionally, they distribute written guides or quick-reference materials and offer follow-up support for managers who may need further guidance.

Step 9: Update the policy regularly

Keeping the policy current maintains its relevance and effectiveness. Assign responsibility to someone in HR leadership to oversee this and set up a review schedule (annually or after major legal or organizational changes). Update the policy to reflect new laws, technologies, or strategic priorities, and be sure to communicate these updates clearly to all relevant teams.

4 recruitment policy examples

Below are four real-life company examples of successful recruitment policies:

Example 1: The University of York

The University of York’s recruitment policy revolves around meritocracy, equal opportunities, and professionalism, ensuring an inclusive recruitment process. It bases its recruitment decisions on merit, with structured procedures to identify the best candidate for each role. It also supports candidates with disabilities, making necessary adjustments for a fair recruitment experience.

Example 2: CUTS International

CUTS International emphasizes a transparent, merit-based recruitment approach, ensuring equal opportunities for all candidates. The organization has established clear procedures to ensure it provides equal employment opportunities and avoids discrimination based on race, gender, sexual orientation, nationality, age, and other immutable personal characteristics. 

Example 3: Google

Google’s recruitment process aims to identify and hire individuals who are aligned with the company’s mission and values, emphasizing fairness, consistency, and a commitment to diversity and inclusion. It also handles candidate information per its Applicant and Candidate Privacy Policy, ensuring confidentiality and compliance with data protection regulations.

Example 4: Microsoft

Microsoft’s recruitment process is designed to identify individuals who not only meet technical and behavioral requirements but also align with the company’s disciplined, systems-focused approach to problem-solving. Hiring at Microsoft plays a critical role in reinforcing a data-aware culture driven by leadership accountability and structured collaboration.

To sum up

In light of the shift toward skills-based hiring, HR leaders must ensure their recruitment policy reflects current realities. A well-defined policy supports consistent decision-making, compliance, inclusivity, and a stronger candidate experience, especially in hybrid and remote environments where processes can easily become fragmented.

Your policy should go beyond just listing steps — it should reflect your organization’s recruitment philosophy, clarify responsibilities, and integrate compliance, equity, and digital tools. When built correctly, it provides the structure needed for high-quality, bias-aware hiring decisions and helps your HR team scale talent acquisition strategically.

The post [Free Template] Your 2025 Guide to Writing a Recruitment Policy appeared first on AIHR.

This article explores how HR can lead to AI integration while preserving these human foundations of work.

Contents
The hidden risks of the growing AI adoption
Why HR needs to lead AI integration and capability efforts
What a human-centered workplace looks like in an AI world
Making human-centered work a strategic priority for HR

The hidden risks of the growing AI adoption

It is easy to get swept up in the excitement of AI’s promise. The technology is already reshaping how work gets done, from generative AI tools that write job descriptions to algorithms that screen resumes in seconds. However, while the benefits are significant, so are the risks, especially if we focus solely on efficiency and ignore the broader implications for people and jobs.

While concerns about bias and unethical AI use are valid, the conversation must include more systemic implications of how AI shapes our organizations and society.

Productivity gains may come at the cost of engagement

Globally, AI could displace up to 300 million jobs, with 47% of workers in the United States alone at risk of being affected by AI-driven automation. One in four CEOs anticipates job cuts due to generative AI in the near future, while 30% of workers are concerned about their jobs.

Despite AI’s potential to boost productivity, we must also remain mindful of its impact on the meaning people find in their work. Global employee engagement levels are already in decline, and if AI is implemented without intentional design, businesses risk creating future roles that lack challenge, purpose, and fulfillment. The result could be a workforce that is more efficient but less inspired and invested.

“I’ve seen the pictures—and you have too—of robots on Amazon lines, moving large packages from one conveyor belt to another, being able to track their movements precisely. They’re part of the supply chain now. They’re not human; they don’t talk, they don’t call in sick, and they show up every day. I think that’s resonating with leadership. One company said, ‘We’ll make the $70,000 investment—this pays for itself in a year or two. We don’t have to pay benefits.”

Professor Marc Miller

Short-term decisions are backfiring

OrgVue’s research reveals that many CEOs are experiencing AI regret, second-guessing decisions made to replace human work with artificial intelligence. In the UK, two in five businesses (39%) reported making redundancies as part of their AI adoption efforts. Yet, over half of those organizations (55%) now admit that those decisions were misguided.

Many companies have faced unintended consequences rather than unlocking the anticipated gains in efficiency and innovation, such as internal confusion, increased employee turnover, and a decline in productivity. These outcomes highlight a critical lesson: AI decisions must be guided by long-term thinking and organizational foresight, not short-term cost-cutting or hype-driven expectations.

AI risks increasing inequality and anxiety

Beyond the headlines, we also need to understand that displacement due to AI is rarely evenly distributed. Younger workers, lower-income employees, and workers of colour are disproportionately worried about the future. The promise of AI has, for many, become entangled with feelings of insecurity, inequality, and exclusion. 

This is especially important as AI adoption risks deepening existing inequalities. In contrast, in high-income countries, as many as 60 percent of jobs are considered automatable, compared to just 26 percent in low-income economies, leading to increased anxiety related to AI’s impact on skilled labor. 

These disparities are not just societal concerns. They have direct implications for how organizations adopt and scale AI. If left unaddressed, they risk breaking down trust between employees and employers, leading to increased fear and anxiety towards AI and undermining the goals AI is meant to serve. This is where HR’s role becomes critical.

Why HR needs to lead AI integration and capability efforts

HR is uniquely positioned to play a critical role in how AI is adopted in organizations. No other discipline holds the mandate to align technology with people or the responsibility to balance organizational priorities with workforce wellbeing. As AI becomes embedded in how organizations hire, manage, develop, and engage people, HR must lead its adoption, not just for productivity gains but to preserve the human essence of work.

HR’s role is to drive the implementation of AI solutions that improve efficiency and service delivery while safeguarding employee experience, trust, and inclusion. The challenge lies in ensuring that innovation serves people, not the other way around.

“It’s the human aspects—the organization has to be human-centered. It has to be the kind of environment that makes someone want to join the company. And HR sits right at the center of that through recruiting and branding.”

Professor Marc Miller

What a human-centered workplace looks like in an AI world

The term human-centered is often misunderstood as opposing performance or technology. However, a truly human-centered workplace does not reject AI; it integrates it thoughtfully to protect psychological safety, amplify purpose, and deepen connection. 

HR is the custodian of this balance. It must set the tone for how AI is introduced, communicated, and experienced across the organization, balancing decisions to drive business results with human implications. A truly human-centered HR function uses AI to enhance, rather than replace, the human aspects of work. This involves applying technology thoughtfully to reduce friction, support better decision-making, and personalize employee experiences, all while preserving human connection.

For instance, AI can efficiently manage repetitive tasks such as scheduling interviews or analyzing employee feedback data. By automating these routine activities, HR professionals can focus on high-impact, high-touch efforts like coaching leaders, facilitating inclusion dialogues, and shaping experiences that build a sense of purpose and belonging.

However, when AI is applied without consideration for the human experience, the consequences can be counterproductive. Some organizations, for example, have experimented with using AI to replace managers fully in the performance review process. These initiatives often backfire. Employees resisted being evaluated solely by algorithms and strongly preferred maintaining a human relationship with their managers. They see AI as a tool that should assist managers by reducing bias and supporting better insights, not as a substitute for human judgment and connection.

Making human-centered work a strategic priority for HR

For HR to lead AI in a human-centered way, you need to embed five key principles within all HR activities. Each of these supports the broader goal: making sure technology supports people, not the other way around.

1. Build psychological safety into your AI strategy and address fear proactively

Across all AI efforts, HR should aim to create psychological safety for individuals. This means that employees feel that they have the space to voice their concerns, process disruption, and participate in shaping the future. HR can enable open dialogue and create forums for listening, allowing employees to express their fears and concerns. 

Transparency and proactive communication also play a critical role in building psychological safety. Research shows that only 32 percent of employees feel their organization has been transparent about how AI is used. This lack of openness undermines trust and reinforces anxiety.

Employees want to understand how AI is being used, who benefits from it, and what safeguards are in place to ensure ethical, fair, and inclusive practices. That’s why HR should avoid vague or overly technical messaging in employee communication and involve teams early through pilots and feedback sessions.

Also, executive leaders should openly discuss their plans for adopting AI and influencing jobs in the future, as well as their plans for reskilling or transitioning employees.

2. Build an AI-ready workforce

With 120 million workers expected to retrain in the next few years, HR must lead the development of new learning pathways and career transitions. It’s essential to go beyond the intent and principle of reskilling and be more specific in terms of:

• Which jobs will be in focus, and how the organization is segmenting and prioritizing workers who are currently in those jobs
• What skills will be required in the future, and what paths to develop these skills entail
• What the investments required to transition the workforce into these opportunities are, and if the organization is willing to invest these numbers into its workforce.

Upskilling and reskilling efforts haven’t always prioritized AI. According to a TalentLMS and Workable report, only 41% of companies include AI skills in their upskilling programs, and just 39% of employees say they use those skills in their roles. This gap highlights the need for a more holistic approach—one that goes beyond training to include opportunities for real-world application, alignment with business needs, and clear links to growth and recognition.

We discussed the future of the workforce and HR with Professor Marc Miller. See the full interview below:

3. Audit AI systems for fairness and inclusion

HR needs to partner with the Risk Management, Compliance, and Legal teams to conduct realistic audits of AI systems to evaluate them for fairness and inclusion. The results of these audits should show how AI initiatives are intentionally inclusive and highlight where AI initiatives might be unintentionally excluding specific groups.

For example, how AI is adopted can lead to exclusion and perceived unfairness. A global financial services firm adopted AI tools for client insights and productivity, which were rolled out first to senior consultants and head office teams, giving them a significant edge in performance and visibility. Meanwhile, regional teams and junior staff received delayed access and minimal support, limiting their ability to benefit from the same tools. This uneven implementation widened internal inequalities, creating a digital divide within the organization.

4. Redefine the value of work

AI can help eliminate low-value tasks. HR should use this opportunity to elevate roles focused on creativity, empathy, and collaboration, the parts of work that technology cannot replicate. HR should rethink work design and intentionally design for meaningful work that improves engagement, wellbeing, and job satisfaction. 

Meaningful work also balances the individual’s need to be challenged and feel like they are contributing to work that adds value to the business objectives and strategies.

AI offers a great opportunity to completely reinvent work design, and HR needs to lead the efforts to ensure the responsible adoption and implementation of these principles.

5. Create guiding principles for ethical AI use

Establish internal policies that prioritize consent, transparency, and data dignity. Data dignity means treating people’s data with the same respect as the individuals themselves, ensuring they have visibility, control, and fair benefit from how their data is used.

These principles should guide all decisions around AI deployment in the workplace. While most AI policies today focus on basic compliance, HR has an opportunity to go further by helping shape policies that are grounded in human-centered thinking, not just minimum standards.

The future of HR and work is more human, not less

There is a growing narrative that the future of work is digital, fast-paced, and AI-powered. That may be true, but it is incomplete. The future of HR must also be deeply human.

As technology becomes more powerful, HR’s responsibility is not to abandon the human side of their work but to amplify it. This means using AI to unlock time, insights, and possibilities; not to replace judgment, empathy, and connection. 

AI is an opportunity to elevate the human aspects of work, not replace them. HR is key in shaping authentic human-centered organizations, making sure that as AI is integrated, connection, thoughtful work design, and values like dignity and inclusion remain at the core.

The post Putting the ‘Human’ Back into Human Resources: How HR Can Protect the Human Side of Work appeared first on AIHR.

This article discusses the importance of employee motivation and the role HR plays in driving and maintaining it. It also shares 31 employee motivation ideas for increasing and maintaining a high level of motivation at your organization.

Contents
Why is employee motivation important?
31 employee motivation ideas to keep your workforce happy
– Recognition
– Growth and development
– Work-life balance
– Culture
6 steps to develop employee motivation strategies

Why is employee motivation important?

Employee motivation fuels energy, creativity, and commitment at work. When people feel motivated, they perform better, stay longer, and contribute more to innovation and a healthy culture. Without it, companies face burnout, low productivity, and high turnover.

Motivated teams are also more adaptable. They’re quicker to embrace change, take initiative, and solve problems without being pushed. This is critical in fast-moving industries, where you need flexibility and ownership to ensure your organization remains competitive in the long term.

HR’s role in employee motivation

HR plays a central role in motivation by managing the full employee experience. Key responsibilities include:

• Shaping company culture, communication, and total compensation (three pillars of motivation)
• Launching programs to support employee development, recognition, and wellness
• Gathering and analyzing employee feedback to understand what motivates them
• Partnering with team leads to tailor motivation strategies to employee needs — this is especially important in remote work setups
• Fostering a positive work environment that encourages collaboration, respect, and inclusion.

31 employee motivation ideas to keep your workforce happy

Pay and benefits matter — but they’re not the only motivators for employees. Here are 31 employee motivation ideas to inspire your own approach to building a motivated workforce:

Recognition

Employee recognition validates staff efforts and connects them to organizational success. This gives them a sense of purpose and belonging, and motivates them to continue performing well. In fact, 83.6% of employees say recognition influences their motivation to succeed at their jobs.

1. Acknowledge small wins

Acknowledging small wins shows staff that their daily work makes a difference. Encourage managers to watch for and promptly acknowledge individual and team performance improvements, useful ideas and solutions, and landmark progress toward goals.

2. Public praise

When leaders visibly recognize individual, team, and company-wide accomplishments, it models a culture of appreciation that sees and values hard work. Advocate for frequently broadcasting praise in large group meetings and through the company’s digital channels. 

3. Employee of the month awards

A monthly award for exceptional team or individual performance gives employees something to aspire to and contend for while increasing engagement. Work with managers to set measurable, unbiased, and transparent criteria for earning the award.

4. Peer recognition programs

Supportive peers inspire one another to perform at their best for mutual benefit. Peer recognition also builds camaraderie among colleagues. Implement it via dedicated company platforms and regular informal shoutouts during team meetings.

5. Commemorate personal milestones

Commemorating staff birthdays, work anniversaries, and educational goals or professional certifications makes employees feel valued. Honor these milestones with handwritten notes, small gifts, or announcements on internal communication platforms.

6. Make rewards worthwhile

To be truly motivational, rewards must be authentic, meaningful expressions of appreciation. Consider various ways to accommodate different staff preferences, such as gift cards, personalized plaques or trophies, PTO, and team parties or outings.

Growth and development

Growth and development opportunities offer employees a sense of direction — 80% believe learning gives their work purpose. Workers who have access to such opportunities will likely improve their skills, discover new strengths, take on job enrichment, and gain confidence.

7. Regular one-on-one check-ins

Schedule regularly one-on-one meetings between employees and supervisors to allow them to share their thoughts and receive feedback, coaching, and practical advice. This motivates them by building rapport and trust and helping them navigate challenges. 

8. Goal-setting

Help staff set individual goals that align their efforts with the organization’s vision. This signals their work’s impact, motivating them to continue doing well. Reaching milestones and achieving goals will also lead to greater job satisfaction and further motivation.

9. Personalized development plans

Offer tailored development plans to give employees a structured path for professional growth, and show that the organization values them and their potential. Being able to envision a future with the company creates a sense of belonging and incentivizes staff to do well. 

10. Training and upskilling opportunities

Provide training and upskilling opportunities to improve employees’ job performance. When employees expand their capabilities, they build the competence, confidence, and motivation necessary to perform at a higher level and take on new challenges.

11. Company-paid learning 

Making external educational resources available to staff is a great way to motivate them, as it shows the company wants to invest in their development. This typically entails covering the cost of courses, study materials, certifications, seminars, and conferences.

12. Cross-training

Being able to fill more than one role opens people up for new opportunities, increasing their professional value and preparing them for potential advancement. A cross-training program can support this and motivate staff to focus more on their professional growth.

13. Internal promotions

Hiring internally, primarily through promotions, shows that career advancement is possible. Support this by initiating internal candidate precedence — establish a policy that prioritizes qualified internal applicants for open roles before recruiting externally.

Work-life balance

61% of workers find it highly important to have an employer that respects the need for a healthy work-life balance. Clear boundaries between their personal and professional lives give employees the energy and motivation they need to perform at their best in their jobs.

14. Flexible working hours

Giving employees control over how they work allows them to expend maximum effort without neglecting personal obligations. If possible, incorporate flexible work choices, such as self-scheduling, staggered office hours, condensed workweeks, and job-sharing.

15. Remote work options

Offer remote or hybrid work wherever possible, as employees appreciate the autonomy and flexibility it offers them. In fact, 69% of employees have changed or considered changing jobs in the past year, with 67% citing remote work options as the top factor.

16. Discretionary time off

Grant employees paid days off to use at their discretion, as this allows them time away from work to handle their other responsibilities and needs. Not only does this contribute to a better work-life balance, but it also supports employees’ mental health and wellbeing.

17. Wellness initiatives

Investing in employee wellbeing can drive retention and motivation. Advocate for wellness resources that go beyond work, such as stipends for fitness wearables, healthy cooking classes, financial advisory seminars, and incentives for cycling to work.

Culture

Organizational values and practices shape company culture. A positive, supportive culture is likely to increase employee retention, motivation, and engagement. As an HR professional, you have the power to influence organizational culture via its impact on employee experience. 

18. Coherent communication channels

Managers and leaders who communicate clearly and promptly build trust in employees. Be sure to inform all new hires of all internal communication channels and collaboration platforms, and use tools like pulse surveys to encourage open dialogue and feedback.

19. Transparency from leadership

Leaders motivate employees when they’re accessible, approachable, and relatable. Have them take part in townhalls and Q&A sessions, and make major announcements. This inspires confidence in staff and helps them feel more connected to leadership.

20. Celebrate workplace traditions

Customary events and celebrations that employees can look forward to and take pride in unite them with a shared purpose and sense of community.  To encourage this, help organize events such as:

• Company milestone celebrations (i.e., founding anniversary, revenue goal achievement, new product launch, winning an industry award)
• Employee achievement award ceremonies/parties
• Holiday and seasonal festivities
• Annual group excursions
• Community service projects.

21. Employee resource groups

Employee resource groups motivate staff by providing emotional support, networking opportunities, and career development resources. Establish such groups to connect those with common identities or interests, and promote a sense of belonging.

22. Up-to-date equipment and tools

It’s hard to be motivated at work if slow, outdated equipment and tools hinder your ability to perform tasks. Work with leadership to get your organization to invest in software and tools that can optimize employees’ output and motivate them to keep improving.

23. Discreet correction and discipline

Publicly criticizing employees embarrasses them and makes others uncomfortable. Train managers and your HR team to conduct corrective feedback and discipline privately to maintain a culture of respect and discretion, and motivate employees to improve.

24. Stand by employees

Employees in customer-facing roles need assurance that the company will advocate and protect them in adverse circumstances. Arrange training not just for staff on handling unreasonable customers but also for managers on supporting employees in these situations.

25. Avoid nepotism

Family or other close personal relationships that lead to special privileges or unqualified hires and promotions drain employee motivation. To avoid this, your recruitment policy must clearly detail the company’s interview, hiring, and selection processes, and apply the same criteria to all candidates.

26. Fairness and neutrality

Employees become discouraged when treated unfairly. To ensure fairness, use objective employment criteria, be impartial in conflict resolution, engage in transparent and equitable salary practices, and enforce stringent non-discrimination policies.

27. Team-oriented environment

Conscientious, enthusiastic collaboration can ease individual burdens and result in team successes. To ensure consistent, effective teamwork, encourage leaders to build teams with diverse perspectives, complementary hard and soft skills, and a strong work ethic.

28. Determine demotivating factors

Reinforce employee motivation by finding out what demotivates employees. Use feedback and workplace behavior observation (e.g., diagnostic tools, anonymous surveys, exit interviews) to identify and address demotivation factors and failing systems.

29. Stick with what works

Significant alterations to workflows and processes can take their toll on employees’ efficiency and demotivate them. Make sure organizational changes are absolutely necessary and will help improve both workforce and business outcomes in the long run.

30. Avoid surprises

Springing major announcements on employees with no prior information leads to employee resistance and demotivation. To avoid this, prepare them gradually for transformation by sharing information promptly and in clear, sufficient detail.

31. Safeguard culture

Creating a workplace culture that motivates employees is not enough — you must also safeguard it. Model behaviors and attitudes that support the culture, gather employee feedback to monitor its pulse, and make necessary adaptations to keep it going strong.

6 steps to develop employee motivation strategies

Here are some steps you can take to develop dynamic and effective employee motivation strategies:

Step 1: Identify motivation drivers

Use employee surveys or feedback sessions to determine the collective sources of motivation within your workforce. Be sure to consider both intrinsic (internal satisfaction) and extrinsic (external incentives) motivators, so you can decide on the ideal combination to boost motivation. 

Step 2: Segment the workforce

Blanket motivation techniques are unlikely to be effective throughout your organization. Customize your strategies to meet the needs of different individuals, teams, and departments. This shows them the company is invested in their wellbeing and motivates them to do well.

Step 3: Set clear goals

Decide what makes your employee motivation strategies successful, and how to measure this success. You can tie it to performance, retention, and engagement metrics, which should give you a clear picture of how well your strategies work and where they may need improvement.

Step 4: Keep motivation efforts organized

Use a calendar, spreadsheet, or software to systematically manage ongoing activities, such as monthly or quarterly recognition, feedback surveys, and events. Setting up automated reminders and generating reports is especially helpful in keeping your efforts organized.

Step 5: Track what works

Use data to assess the impact of your organization’s employee motivation initiatives. To monitor motivation levels, look at employee engagement scores, turnover and absenteeism rates, performance metrics, and participation rates in the motivation initiatives.

Step 6: Stay flexible

Based on relevant data and employee feedback, adapt your approach and tweak strategies. A strategy that may have worked very well initially may not be as successful a few months later, so it’s important to constantly monitor the impact of your initiatives and adjust them when needed.

To sum up

Motivation isn’t a one-off effort but a continuous process that needs attention and consistency. While salary and benefits are important, employees also want to feel recognized, trusted, and supported in their growth. Employers who meet these needs typically have an engaged, high-performing workforce.

As an HR professional, you play a critical role in shaping that environment. Use the ideas and advice in this article to figure out what works for your teams and fine-tune your approach to cater to your workforce better. Beyond successfully completing tasks, motivated employees also help drive the entire organization forward.

The post 31 Employee Motivation Ideas To Increase Engagement & Retention appeared first on AIHR.

This article discusses core values in the workplace, their importance, 27 examples of such values, and how you can help promote them in your workplace to drive workforce morale and positive business outcomes.

Contents
What are core values in the workplace?
Why are core values necessary in the workplace?
27 examples of core values in the workplace
How to promote core values in the workplace: 5 HR tips

What are core values in the workplace?

Core values in the workplace (also called organizational values) are the fundamental beliefs and guiding principles that define how people in an organization interact with one another, make decisions, and achieve business goals. They are shared beliefs that inform everything, from leadership style to how a company handles conflict or responds to market changes.

Core values can influence strategy by guiding long-term planning, decision-making, and setting expectations for teamwork and communication. Values like transparency or empathy directly impact customers’ perception of and interaction with your company. Core values also set the workplace’s cultural tone, from onboarding to offboarding.

Why are core values necessary in the workplace?

Core values in the workplace are necessary for the following reasons:

• Consistency and trust: When your workforce knows what the company stands for, they can trust that decisions are made thoughtfully and fairly. As such, there’s less second-guessing, and staff feel more secure in their roles.
• Stronger employee alignment and performance: Employees who connect with organizational values and understand their role in the company’s bigger picture are more likely to be engaged and collaborative.
• Conflict resolution and prevention: Strong core values provide a solid basis for resolving disagreements. These values can offer direction in conflict, challenges, and uncertainty.
• Improved reputation and employer brand: Having strong core values and living up to them helps your company build a stronger, more authentic brand, which can attract and retain more top talent.

HR’s role in promoting core workplace values

Promoting a company’s values is a key HR function that allows you to add significant value to your organization. HR’s role in promoting core workplace values includes the following responsibilities:

• Hiring: Include core values in job descriptions and interview questions to give candidates an indication of what’s essential to your company. This can increase your chances of attracting talent aligned with those values.
• Onboarding: Introduce values early and explain their relevance in day-to-day work to help new hires better understand company culture, give their work greater meaning, and highlight the importance of embodying such values.
• Training and development: Reinforce values through ongoing learning programs. Interactive training can help employees better understand the company’s core values and why they matter in their daily job activities. 
• Performance management: Define goals and expectations and recognize and reward behaviors aligned with values. This will help reinforce core values, increase staff morale and performance, and motivate and engage employees.
• Culture leadership: Model the values yourself. It’s critical to lead by example and champion leaders who do the same. If employees don’t see their leaders modeling the values, they are unlikely to do so themselves.

27 examples of core values in the workplace

The following 27 examples of core values in the workplace can inspire your approach to determining and driving your organization’s principles. Each value includes a real-life company example to illustrate how that organization embodies the value in question.

Example 1: Integrity

Integrity means doing the right thing consistently, even when it’s difficult or unpopular. Companies that lead with integrity build stronger relationships with employees, customers, and partners because this shows people can count on them to be honest and accountable.

Real-life example

Patagonia uses sustainable materials, promotes fair labor practices, and urges customers to buy only what they need — even if it means lower sales. It’s transparent about its supply chain and environmental impact, and has donated its $10 million tax cut to environmental groups. The brand has also transferred ownership to a trust to ensure future profits support climate causes. 

Example 2: Innovation

Innovation involves encouraging creativity, experimentation, and continuous improvement to stay ahead of the current and competitive. It also allows companies to adapt and thrive in changing environments, and motivates employees to learn and develop on the job.

Real-life example

Google cultivates a culture of innovation with its “20% time” initiative, which lets employees spend part of their workweek on passion projects. Many of these have led to breakthrough products like Gmail—developer Paul Buchheit began working on it during his 20% time, and it eventually became one of the world’s most widely used email services.

Example 3: Teamwork

Teamwork is about strengthening and prioritizing collaboration, mutual support, and collective success over individual gain. It creates synergy and improves problem-solving processes, as well as stronger relationships among team members and team leads.

Real-life example

Atlassian embodies this core value with products like Jira, Confluence, and Trello, which enable better collaboration, communication, and project management. Internally, it promotes a strong team culture through cross-functional collaboration. Its Team Playbook reflects its belief in transparency and offers strategies to improve team health and performance.

Example 4: Accountability

Accountability is about taking responsibility for your actions and results and holding others and yourself to high standards. While mistakes are unavoidable occasionally, what matters is taking responsibility for your part in them and learning from them to avoid repetition.

Real-life example

Amazon uses leadership principles like ownership to instill a strong sense of accountability in employees at all levels. Employees are expected to take full responsibility for their work and results, while teams set clear goals, track progress with data, and fix problems at the root. Everyone is expected to deliver on promises and own both successes and failures.

Example 5: Customer focus

Customer focus prioritizes understanding and exceeding customer expectations. It creates loyalty and long-term relationships.

Real-life example

Zappos empowers employees to go above and beyond when serving customers, even if it means going off-script. Its support team is available 24/7, with no scripts or time limits, and is encouraged to do whatever it takes to make customers happy, including sending flowers or helping with non-Zappos purchases.

Example 6: DEIB

DEIB (Diversity, Equity, Belonging, and Inclusion) promotes a workplace that celebrates differences and helps a diverse workforce thrive. It ensures that all staff feel valued, respected, and empowered regardless of immutable traits like ethnicity, gender, or sexual orientation.

Real-life example

Salesforce invests heavily in DEIB programs and regularly publishes diversity reports, aiming for equity at all levels. It created an Office of Equality, supports employee-led groups, and practices inclusive hiring. It also tracks progress with data tools like equality dashboards and works to improve representation across the company.

Example 7: Sustainability

Sustainability entails environmentally conscious operations that prioritize conservation. It requires accountability for and transparency on governance, as well as environmental and societal impact. This includes carbon emission reduction, ethical resource use, and fair treatment of workers and communities.

Real-life example

Ben & Jerry’s integrates environmental and social missions into its business model, advocating for climate justice and sustainable sourcing. It uses fairtrade-certified ingredients, supports sustainable farming, works to reduce its carbon footprint through eco-friendly packaging and cleaner energy, and partners with non-profits to help drive climate action.

Example 8: Respect

Respect ensures individuals treat one another with dignity, listen actively, and appreciate different viewpoints. This core value is essential in the workplace as it builds trust, improves teamwork, and creates a positive environment where everyone feels valued and heard.

Real-life example

Microsoft emphasizes a respectful, inclusive company culture that supports open dialogue and psychological safety. It supports diverse perspectives through inclusive hiring and employee resource groups. The company also sets clear standards for behavior, addresses bias, and creates a workplace where everyone feels valued and heard.

Example 9: Empathy

Empathy involves understanding and sharing others’ feelings, leading to stronger interpersonal relationships and a more compassionate workplace. It helps employees feel safe and supported, making them more likely to share their opinions and any issues they may face.

Real-life example

LinkedIn strongly emphasizes practicing empathy, particularly when managing teams and responding to employee needs. It encourages leaders to listen, understand challenges, and lead with compassion. The company offers one-on-one coaching to all employees, not just executives, helping staff navigate challenges like burnout and impostor syndrome.

Example 10: Growth mindset

A growth mindset embraces challenges, sees failure as a learning opportunity, and values continual development. This value is important because it encourages learning, resilience, and continuous improvement, helping teams adapt and succeed in changing environments.

Real-life example

Netflix fosters a high-performance culture that encourages learning and adapting quickly to change. Its famous “freedom and responsibility” approach empowers teams to make decisions and learn from outcomes rather than fear mistakes. This mindset helps Netflix stay innovative and competitive in the streaming industry.

Example 11: Transparency

Transparency involves open communication, honest information sharing, and building trust through transparency in decision-making. It also inspires confidence in employees and leadership, leading to better collaboration and business outcomes.

Real-life example

Buffer is known for radical transparency, openly sharing company information — including salaries, revenue, and internal decisions — online with both employees and the public. It maintains a public salary calculator, publishes diversity reports, and discusses challenges and mistakes on its blog, reinforcing a culture of honesty and clarity.

Example 12: Excellence

Excellence drives high performance, continuous improvement, and pride in one’s work. It means setting high standards, paying attention to detail, and always striving to improve (both individually and collectively). This leads to better results and long-term success.

Real-life example

Apple’s laser focus on product design and user experience reflects a relentless pursuit of excellence. The company is known for its keen attention to detail, from product engineering to packaging, and encourages a culture of precision and craftsmanship. It also pushes employees to challenge limits and constantly improve, with a strong focus on quality over convenience.

Example 13: Curiosity

Curiosity inspires learning, innovation, and problem-solving. It involves asking questions, exploring new ideas, and being open to different perspectives. Curious employees are more likely to find better solutions, adapt to change, and help their teams grow.

Real-life example

3M focuses on curiosity to drive innovation, with its 15% Culture encouraging employees to dedicate 15% of their time to experimental projects. This policy has resulted in the invention of breakthrough products like Post-it Notes and Scotch Tape, which became two of 3M’s most prominent products and significantly boosted its innovation portfolio.

Example 14: Cost-consciousness

Cost-consciousness helps companies use resources wisely, avoid waste, and stay financially healthy through awareness of expenses and spending decisions. It also means finding ways to do more with less, supporting long-term growth, and keeping businesses competitive.

Real-life example

IKEA makes its products affordable and sustainable through smart design, flat-pack packaging, and efficient supply chains. It also encourages employees to find low-cost solutions to help the business stay lean while offering customers value. As part of its commitment to maintaining low costs, frugality is a key part of IKEA’s culture, from travel policies to product development.

Example 15: Adaptability

Adaptability helps teams stay effective amid change by ensuring they’re open to new ideas, can handle unexpected events, and can quickly adjust to shifting priorities. Adaptable employees keep businesses flexible, resilient, competitive, and ready to grow.

Real-life example

Zoom adapted rapidly during the COVID-19 pandemic, scaling operations and addressing new customer needs virtually overnight. It also improved its security features. Internally, Zoom supports flexible work and encourages teams to respond quickly to feedback as part of a company culture that embraces change and continuous improvement.

Example 16: Empowerment

Empowerment gives employees the confidence and authority to make decisions, solve problems, and take ownership of their work. It entails providing the right tools and support and encouraging initiative, leading to better engagement, performance, and team morale.

Real-life example

Spotify uses agile Squads, Tribes, Chapters, Guilds, Trios, and Alliances to give teams autonomy to make decisions and manage their own projects, fostering ownership, experimentation, and speed. This structure encourages creativity, fast problem-solving, and a strong sense of responsibility, helping the company stay agile and innovative.

Example 17: Collaboration

Collaboration unites people to share ideas, solve problems, and achieve common goals more effectively. This means working as a team, communicating openly, and respecting each other’s strengths, which leads to better results and a stronger, more connected work culture.

Real-life example

Slack’s product fosters collaboration, and the company culture is designed around cross-team interaction and shared goals. It uses its own product to promote open communication, cross-team alignment, and quick decision-making. This focus on seamless, transparent collaboration helps both its employees and customers work better together.

Example 18: Responsibility

Responsibility reflects a company’s commitment to doing what’s right for its employees, customers, community, and environment. It ensures everyone, especially leadership, follows through on their tasks, owns their actions, and contributes to overall business success.

Real-life example

Through its Sustainable Living Plan (USLP), Unilever prioritizes social and environmental responsibility. The plan sets clear goals (e.g., cutting greenhouse gas emissions, using sustainable raw materials, and supporting fair labor practices), and Unilever publishes regular progress reports to demonstrate taking responsibility for its social and environmental impact.

Example 19: Trust

Trust builds strong working relationships, encourages open communication, and helps teams work smoothly. This value is vital, as being honest, keeping promises, and relying on one another to do the right thing typically leads to a more positive and productive environment.

Real-life example

The Motley Fool trusts its employees by allowing them to manage their schedules, work remotely, and take unlimited vacations. The company encourages open communication and shares business information transparently. This culture of trust helps employees feel valued and motivated, leading to strong performance and loyalty.

Example 20: Wellbeing

Prioritizing physical, mental, and emotional wellbeing creates a happier, more productive workforce. This typically involves making a healthy work environment, offering support (e.g., flexible schedules and mental health resources), and encouraging work-life balance.

Real-life example

SAP ensures employee wellbeing with flexible work options, mental health support, and wellness programs focused on physical and emotional health. It provides resources like counseling, fitness benefits, and regular check-ins to support employee needs. SAP also promotes a culture of balance and care, recognizing that healthy employees are key to long-term success.

Example 21: Learning

A learning culture promotes continuous education, skills development, and knowledge sharing, helping employees grow their skills, stay up to date, and adapt to change. This often involves training, feedback, and new challenges, leading to stronger teams and business success.

Real-life example

Deloitte University is a central hub for employee learning and development (L&D), offering in-person and virtual training programs to build leadership, technical, and soft skills. It allows all employees to grow through hands-on learning, collaboration, and mentorship. This reflects Deloitte’s commitment to investing in its people and preparing them for future challenges.

Example 22: Passion

Passion drives motivation, creativity, and a strong commitment to doing quality work. It entails caring deeply about your role, taking pride in what you do, and bringing energy that inspires others, leading to better results and a more engaged team.

Real-life example

Nike embodies this value by inspiring employees and customers through its commitment to sport, innovation, and empowerment. It encourages employees to channel their love for sports and creativity into bold, innovative ideas and products, creating a workplace that channels passion into better performance and business outcomes.

Example 23: Courage

Courage empowers people to speak up, take smart risks, and face challenges head-on. It involves being honest even when it’s difficult, doing the right thing (and encouraging others to do the same), and pushing for change. This helps teams grow stronger and more resilient.

Real-life example

Airbnb shows courage by supporting refugees and immigrants through its Open Homes program. It launched Airbnb.org to provide shelter for people in crisis, and offered free stays to those affected by the 2017 U.S. travel ban. The company also pledged to house 100,000 refugees, and partners with groups like the International Rescue Committee to make it happen.

Example 24: Humility

Humility helps people stay open to feedback, learn from mistakes, and value others’ ideas. It means putting team success ahead of ego, admitting when you’re wrong, and always looking to grow. This often results in better collaboration and stronger leadership.

Real-life example

Shopify encourages humility through a culture where learning and growth matter more than ego. It encourages employees to ask questions, admit when they don’t know something, and improve through feedback. Leadership emphasizes servant-style management, where managers support their teams rather than control them, reinforcing a humble and team-first mindset.

Example 25: Efficiency

Efficiency is crucial in the workplace because it helps teams get more done with less time, effort, and resources. It entails working smart, staying focused, and streamlining processes to reduce waste, leading to better results, faster progress, and lower costs.

The Toyota Production System (TPS) has revolutionized efficiency through lean manufacturing and continuous improvement (Kaizen). Through this system, Toyota focuses on making only what’s needed, when it’s needed, and reducing anything that doesn’t add value. This helps the manufacturer build high-quality cars quickly and cost-effectively.

Example 26: Purpose-driven

Being purpose-driven entails aligning daily work with a larger mission. This boosts engagement, guides decision-making, and helps teams stay focused on long-term impact. It also gives employees a clear sense of meaning and motivation beyond profits.

Real-life example

TOMS practices being purpose-driven by building its business around social impact. It started with its One for One model, which involved donating a pair of shoes for every pair sold. Though the program is now defunct, the company has since expanded its mission to support mental health, access to education, and equity initiatives, giving a third of its profits to grassroots efforts.

Example 27: Fairness

Fairness entails treating people equally, making decisions based on merit, and consistently and transparently applying rules, opportunities, and rewards. Doing so builds trust, reduces conflict, and helps everyone feel respected and valued, increasing employee morale.

Real-life example

Accenture ensures fairness through equal opportunity, pay equity, and inclusive hiring. Additionally, it helps clients design transparent, unbiased, and inclusive AI systems and has developed frameworks to detect and reduce algorithmic bias. It also trains its teams on ethical AI practices to ensure fair AI use that benefits all users, not just a select few.

AIHR’s core values

Like the companies mentioned above, AIHR has its own set of clearly defined core values that have helped shape the company’s culture and guide its approach to all aspects of the business. These five core values and what they entail are:

• Ownership: Taking initiative, owning both successes and failures, and proactively solving problems. It also means celebrating the initiative and not just the outcome, delegating authority and enabling colleagues, and leading by example.
• Excellence: Aiming to over-deliver by always giving 100% and refusing to settle for anything besides the best. This value also involves taking pride in one’s work, and continuously improving work processes.
• Data-driven: Being data-driven entails using data to make unbiased, informed decisions, and sharing data that leads to conclusions. At the same time, it’s important to challenge available data to ensure it’s accurate and up-to-date.
• Trust: Delivering on commitments, trusting one another to make the right decisions, and always assuming good intentions. AIHR models this by encouraging autonomy, transparent communication, and openness about vulnerabilities.
• Hunger to grow: The hunger to grow involves continuously improving daily, fueling the desire to learn, being unafraid to fail and celebrate mistakes, and being proactive in sharing feedback and keeping one another accountable.

How to promote core values in the workplace: 5 HR tips

Here are some key actions you can take to promote core values in the workplace:

1. Integrate values into hiring: Use behavioral interview questions to assess each candidate’s alignment with company values. This ensures you don’t just hire for skills but also for cultural fit and contribution.
2. Recognize and reward aligned behaviors: Publicly recognize and reward employees who demonstrate core values, and tie recognition programs to specific value-based behaviors.
3. Mention values in daily operations: Reinforce values in staff meetings, emails, and performance reviews to keep them at the top of everyone’s mind.
4. Offer training tied to core values: Develop training sessions that build skills and behaviors around each value (e.g., empathy, leadership, or teamwork.
5. Create a strong value statement: Write a strong and clear value statement that forms the foundation of your company’s work culture. Define your mission, determine your values, use clear language, and embed the values across the board.

To sum up

Whether you need to add to your culture or are just starting to define it, core values in the workplace are more than just corporate slogans; they influence your work environment and employer brand.

Start by understanding why core values are important, identifying the right ones for your business, and intentionally promoting them through hiring, training, and daily behavior. This will help you create and support a workplace where both employees and the business thrive.

The post 27 Examples of Core Values in the Workplace To Help Inspire & Promote Yours appeared first on AIHR.