HR for HR: Who are today's workers and how can HR support them?

In the modern workplace, the idea of a "typical employee" has disappeared. For organisations, adapting to this shift requires more than policy updates - it demands a complete overhaul of how people are supported, managed and trusted. Caroline Green asks HR professionals how employers should rethink their approach to respond to increasingly varied workforce needs.

Workers now are more individual, values-driven and vocal about what they need in order to perform at their best. Naomi Turner, Head of People and Culture, feels that organisations being more person-centred is key, as "the modern worker doesn't fit a single mould anymore and that's probably the biggest shift of the last decade".

She adds that the workforce "is more values-led, more informed and more intentional about what good work looks like. People are thinking differently about flexibility, wellbeing, progression and purpose. Work is no longer just something you do, it has to fit alongside life, not compete with it."

Modern expectations

Today's workforce expects more than standardised policies; they want to be recognised and supported holistically as individuals.

Tracey Salisbury, HR Director, explains: "Modern workers need more than policies and documentation. They need work-life balance, wellbeing support and the ability to be themselves at work." Beyond the human value, this also improves performance, output and retention.

One contributor, who wishes to remain anonymous, notes that modern workers also expect autonomy. They are "capable, know how to seek help and who from… and are not afraid to do so". This requires managers and leaders who empower rather than control, supported by a culture of trust.

As Shona Hamilton, founder and CEO of an HR consultancy, puts it: "HR's role in this is to help managers and business leaders create a culture of trust and accountability. But this can only be achieved when business leaders believe in it." This is potentially a big shift.

Flexible working

Flexible working remains one of the biggest areas of workplace debate. As Melanie Folkes-Mayers, founder of an HR consultancy, puts it: "I don't think a typical employee exists. Some employees want to be in the office five days a week, for others once a month will do."

Naomi says of her own case: "As a full-time working mum of four flexibility isn't a 'nice to have', it's what makes work sustainable." She adds that her company's hybrid and four-day working models "aren't just progressive policies, they're practical responses to real lives. They recognise that people can be deeply committed to their work and need work to flex around family, energy and wellbeing."

However, flexibility brings risks for workers. Visibility is now about contribution and impact rather than physical presence, which can disadvantage less visible employees. The challenge is making it work in practice. Those who are more confident navigating digital spaces or self-promotion may benefit, while others risk being overlooked.

The Employment Rights Act 2025 is putting flexible working firmly on the desks of modern organisations - further legislative changes are due to be implemented in 2027. But how do you actually make it work?

For Tracey, communication is key: "There are so many benefits of hybrid working/home working. The essential factor is communication - understanding what motivates employees, how they need to communicate, what their learning and development areas are, and regular reviews of productivity can help."

Melanie emphasises results over presence: "The focus for employers needs to be on outcomes and deliverables, as opposed to presenteeism. HR can help by ensuring that measurable objectives are set and monitored. Old-school managers need training on how to lead a hybrid workforce and develop a coaching style of management, so that they can get the best out of their team members."

Dr Adele Currie, Group Director HR & People Development, agrees: "Focus on outputs not presenteeism. I do worry for women trying to progress their career without being in the office. I learned by listening, making myself available to attend meetings, overhearing, volunteering."

Shona further highlights some of the possible downsides if employees are unsupported: "The modern workplace is where employer boundaries and employee rights are stretched to their limits. Hybrid working has incredibly positive impacts on work-life balance and employee wellbeing, but a detrimental impact on learning, in my opinion. Teams calls and instant messaging can't replace the impromptu 'can you just show me where to find x?' conversations that happen in person."

Flexibility can take different forms. Naomi notes that while hybrid working may suit head office roles by "offering flexibility while still protecting collaboration, connection and shared learning", nursery staff - for whom remote working arrangements are less of an option for obvious reasons - might instead benefit from "a four-day working week… designed to reduce fatigue, protect wellbeing and make roles more sustainable". The model may vary, but the principle is consistent: flexibility must support both performance and development.

Organisations need to remember there is a duty of care for those who are effectively "lone workers" (including those working from home), ensuring they remain safe, connected and supported. Organisations must also be deliberate in how they create visibility, fairness and progression, especially in hybrid environments.

Development - for young workers and others

The modern workplace offers challenges as well as opportunities particularly for early-stage talent.

One contributor who wishes to remain anonymous points out: "First-time employees have a very difficult time. The combination of AI taking on some tasks that entry-level employees would have taken on, the increase in remote working and the fact everyone is so busy makes it extremely challenging."

For Tracey, another challenge is the loss of informal and work culture learning opportunities: "For young or first-job workers, a lot of informal communication is lost by hybrid work. Picking up the phone or logging on to Teams to ask a question seems much more formal than just turning to the person next to you. Learning to socialise professionally, picking up cues from colleagues and learning to communicate in a workplace are very hard skills to develop remotely."

Shona also points to mismatched expectations: "We are seeing an increasing amount of young people coming into their first jobs with our clients and struggling to adapt to a workplace that doesn't reflect what they see on social media."

In response, Naomi says organisations must be more intentional with learning and development opportunities, including:

• starting with structured inductions rather than informal ones;
• setting out clear role expectations instead of assumed knowledge; and
• providing planned coaching, mentoring and check-ins rather than accidental learning.

"This is especially important when flexibility looks different across roles," she says. "The learning has to be designed, supported and visible - it can't be left to chance."

Monitoring vs trust

Monitoring, like trust, works both ways. The focus should be on outputs rather than presenteeism, requiring a shift for leaders used to managing by visibility. Progress shouldn't favour those who are seen, nor should remote workers lack clarity or be over-monitored. Striking this balance is challenging. HR's role is to equip managers to lead effectively in this environment, keeping the emphasis on results regardless of where work happens.

Naomi explains: "When you trust people to manage their time and deliver outcomes, you don't lose performance, you gain loyalty, focus and longevity. As a working parent, that trust makes the difference between surviving work and truly contributing."

Shona highlights the challenge of a multi-generational workforce, shaped by differing experiences and expectations of work. "I think that the question around monitoring workloads without spying is representative of the lack of management training leaders have been given over the years. We have not prepared our managers for an environment which requires a large amount of trust.

"Whilst we have systems that allow transparency across workflows wherever employees are working, this is too tempting for the micro-managers to use to 'spy'. When you pair the lack of management ability and trust with the next generation of workers wanting more freedom, you can immediately see the disconnect."

Another anonymous contributor feels balance is needed: "Monitor output. Talk to employees, ask curious questions, create a psychologically safe workplace. Do not spy/monitor too closely."

Meanwhile, another emphasises the need for trust in working relationships. "Trust will become increasingly essential. It works both ways and it is for the leadership team, not HR, to model this from top down. Answer questions, tell it how it is, admit mistakes, bring people on the journey."

How HR can help

HR's role is evolving beyond policy into enabling trust, consistency and leadership capability.

Naomi explains: "HR's role has changed significantly in this new world of work. Policies, of course, matter but policies alone don't create trust." She highlights the need to:

• translate flexibility into fairness;
• support leaders to manage outcomes, not attendance;
• help managers navigate difference without inconsistency; and
• reinforce that autonomy and accountability go hand in hand.

Tracey adds: "HR can provide support to managers to have good conversations, processes that remind when to review, and an open-door policy that focuses on wellbeing and enables welfare concerns to be raised."

Ultimately, whatever aspect of the modern workforce we focus on, the relationship between employees, managers, leaders and HR is critical. While the workforce has changed, Naomi notes that commitment has simply evolved: "What's changed is not the commitment of the workforce - it's the definition of commitment. Presenteeism has been replaced by trust, outcomes and impact. People still want to do meaningful work - they just expect it to be designed with humanity in mind."