Last week, two of our colleagues, Alistair Shaw and Kirsty Mclardy, attended the CIPD Scotland Annual Conference 2025. The event featured rousing opening and closing speeches from Peter Cheese (CEO of CIPD), standout personal contributions from Colin Maclachlan (former SAS Soldier and Author) and Fern Brady (award-winning Scottish Comedian and Author), and insightful information sharing from a host of professionals within the sector. It was a truly thought-provoking day.
In his closing speech, Peter Cheese claimed that now is the most important time to be in the people profession, joking that he potentially says this every year! However, this is indeed true: HR has never been more central to business success than it is today. The results from our Future CEO report in 2024 highlighted that the number one concern keeping CEOs awake is workforce and culture – attracting, retaining and developing people to ensure prosperity and diversity. It is essential that the people aspects of business are invested in and focused on to ensure continued business success. From driving digital transformation to championing equity and sustainability, there are currently huge opportunities for the HR profession to capitalise on.
Kirsty Mclardy shares some of her key takeaways from the conference below.
A focus on wellbeing is critical
In many organisations there is already a strong focus on the wellbeing of employees, however, this is likely to come into focus even more over 2025 and beyond. Mental Health UK’s Burnout Report 2025 suggests that “while the proportion of people needing time off work due to poor mental health caused by stress remained constant at around one in five (21%)”, an increase in time off required due to stress could be seen in individuals aged 18-24, 25-34 and 35-44. An urgent focus on employees’ wellbeing and mental health is required to reverse this concerning trend.
Digital and technological transformation should not be ignored
AI, automation, and data analytics are not just IT concerns; they are HR imperatives. Whether it’s optimising recruitment with AI, using people analytics to shape workforce strategies, or championing digital adoption across teams, HR can unlock real value by harnessing tech to improve experiences and drive smarter decisions. Peter Cheese suggested we need a ‘just transition’, ensuring employees don’t get left behind in the transition into the AI age. It is also essential that we understand the evolving skills required for the future. A focus on these skills in recruitment and development will create a fairer and more equitable workplace.
Changing demographics and EDI strategy: building truly inclusive workplaces
Given the current political landscape, there has been some pushback in this area recently. However, this also presents an opportunity to reset, with HR and People professionals being extremely clear on the link of any EDI strategies and objectives to business outcomes. On the topic of inclusivity, Fern Brady shared an authentic account of her experience of being diagnosed with autism in adulthood. She shared the extreme challenges faced by neurodivergent employees and urged HR professionals and employers to consider what more we could do to support these employees, from workplace adjustments to more direct communication.
Championing the collective voice
An interesting panel discussion focused on championing the collective voice in order to boost engagement. Utilising and actioning employee surveys is one way to ensure everyone is heard, and that there is a collective responsibility across all levels of the organisation for affecting change. There is a difference between listening and hearing, and it was acknowledged that we all need to improve our investment in trust, engage more effectively with conflict, and focus on problem-solving in employee engagement.
Learnings from an SAS soldier
Finally, Colin Maclachlan taught us some valuable lessons from his time as an SAS Soldier. The SAS ethos is the continuing and unrelenting pursuit of excellence; something we could all channel in our workplaces and careers. Colin discussed the importance of having a plan but also having the ability to deviate with an immediate action when required – we need creative and critical thinkers in organisations. He rounded off his session by suggesting that it is not bravery or a lack of fear that drove him to act, but a consideration of the consequences by not acting – something that we should all consider in our day-to-day activities.
It is certainly a challenging landscape for HR and People professionals; however, there are huge opportunities to make a difference. Today’s challenges demand empathy, innovation and bold leadership, all strengths of effective HR professionals. With appropriate investment, and by embracing change and leaning into some of the areas discussed above, HR professionals can drive transformation not just within their teams, but across their organisations.
The future of work is being written now – and HR holds the pen.
At Livingston James Group, our purpose is to support our clients and candidates to realise their potential. If you are looking for advice from a client or candidate perspective, please get in touch with Kirsty Mclardy, Head of Research, at [email protected].
What’s Next for the People Profession? Key Takeaways From the CIPD Scotland Annual Conference 2025
Last week, two of our colleagues, Alistair Shaw and Kirsty Mclardy, attended the CIPD Scotland Annual Conference 2025. The event featured rousing opening and closing speeches from Peter Cheese (CEO of CIPD), standout personal contributions from Colin Maclachlan (former SAS Soldier and Author) and Fern Brady (award-winning Scottish Comedian and Author), and insightful information sharing from a host of professionals within the sector. It was a truly thought-provoking day.
In his closing speech, Peter Cheese claimed that now is the most important time to be in the people profession, joking that he potentially says this every year! However, this is indeed true: HR has never been more central to business success than it is today. The results from our Future CEO report in 2024 highlighted that the number one concern keeping CEOs awake is workforce and culture – attracting, retaining and developing people to ensure prosperity and diversity. It is essential that the people aspects of business are invested in and focused on to ensure continued business success. From driving digital transformation to championing equity and sustainability, there are currently huge opportunities for the HR profession to capitalise on.
Kirsty Mclardy shares some of her key takeaways from the conference below.
A focus on wellbeing is critical
In many organisations there is already a strong focus on the wellbeing of employees, however, this is likely to come into focus even more over 2025 and beyond. Mental Health UK’s Burnout Report 2025 suggests that “while the proportion of people needing time off work due to poor mental health caused by stress remained constant at around one in five (21%)”, an increase in time off required due to stress could be seen in individuals aged 18-24, 25-34 and 35-44. An urgent focus on employees’ wellbeing and mental health is required to reverse this concerning trend.
Digital and technological transformation should not be ignored
AI, automation, and data analytics are not just IT concerns; they are HR imperatives. Whether it’s optimising recruitment with AI, using people analytics to shape workforce strategies, or championing digital adoption across teams, HR can unlock real value by harnessing tech to improve experiences and drive smarter decisions. Peter Cheese suggested we need a ‘just transition’, ensuring employees don’t get left behind in the transition into the AI age. It is also essential that we understand the evolving skills required for the future. A focus on these skills in recruitment and development will create a fairer and more equitable workplace.
Changing demographics and EDI strategy: building truly inclusive workplaces
Given the current political landscape, there has been some pushback in this area recently. However, this also presents an opportunity to reset, with HR and People professionals being extremely clear on the link of any EDI strategies and objectives to business outcomes. On the topic of inclusivity, Fern Brady shared an authentic account of her experience of being diagnosed with autism in adulthood. She shared the extreme challenges faced by neurodivergent employees and urged HR professionals and employers to consider what more we could do to support these employees, from workplace adjustments to more direct communication.
Championing the collective voice
An interesting panel discussion focused on championing the collective voice in order to boost engagement. Utilising and actioning employee surveys is one way to ensure everyone is heard, and that there is a collective responsibility across all levels of the organisation for affecting change. There is a difference between listening and hearing, and it was acknowledged that we all need to improve our investment in trust, engage more effectively with conflict, and focus on problem-solving in employee engagement.
Learnings from an SAS soldier
Finally, Colin Maclachlan taught us some valuable lessons from his time as an SAS Soldier. The SAS ethos is the continuing and unrelenting pursuit of excellence; something we could all channel in our workplaces and careers. Colin discussed the importance of having a plan but also having the ability to deviate with an immediate action when required – we need creative and critical thinkers in organisations. He rounded off his session by suggesting that it is not bravery or a lack of fear that drove him to act, but a consideration of the consequences by not acting – something that we should all consider in our day-to-day activities.
It is certainly a challenging landscape for HR and People professionals; however, there are huge opportunities to make a difference. Today’s challenges demand empathy, innovation and bold leadership, all strengths of effective HR professionals. With appropriate investment, and by embracing change and leaning into some of the areas discussed above, HR professionals can drive transformation not just within their teams, but across their organisations.
The future of work is being written now – and HR holds the pen.
At Livingston James Group, our purpose is to support our clients and candidates to realise their potential. If you are looking for advice from a client or candidate perspective, please get in touch with Kirsty Mclardy, Head of Research, at [email protected].
Can we help?
If you are looking for leadership advisory or recruitment support, please get in touch with our team of experts.
More Articles...
The New Executive Mandate: Making High-Performance Sustainable
In our latest Knowledge Academy block, our discussions centred on “The Art of Impossible”, a book by Steven Kotler; using its ideas on motivation, focus, and sustained peak performance as a catalyst for deeper reflection on what it truly takes to thrive in fast-moving, high pressure environments such as ours.
The HR-CEO Paradox: Right Skills, Wrong Pathways
Despite possessing skills increasingly valued in modern leadership, such as emotional intelligence, change leadership, and organisational capability, HR leaders rarely progress to CEO roles. Livingston James Director, Ali Shaw recently shared insights from our latest research report in association with EY: The Future CEO Report, and how these findings can support succession planning for HR leaders.
Livingston James is Delighted to Partner with East Park to Appoint Chief Executive
East Park is a well‑established Scottish charity delivering specialist education and care services for children and young people with complex support needs. The organisation has a long history of providing safe, nurturing environments that enable young people to develop, grow, and prepare for adulthood.
The Chief Executive will lead the organisation overall, setting clear strategic direction and overseeing day‑to‑day delivery, while working closely with the Board to secure East Park’s long‑term sustainability and positive impact.