The Big Interview
The HR landscape is evolving rapidly, with artificial intelligence, diversity and inclusion challenges, and generational shifts reshaping the profession. As businesses navigate these changes, HR professionals must adapt to new technologies, ethical considerations, and employee expectations. Dr Aaron Taylor, head of school for human resource management at Arden University, offers insights into these transformations, drawing on over 20 years of experience in HR education and training.
In this exclusive HRreview interview for the first of our Big Interview series, Dr Taylor explores how artificial intelligence (AI) is revolutionising recruitment and workplace productivity, dispelling common misconceptions about automation in HR. He also discusses the importance of ethical AI usage, ensuring that technology complements human decision-making rather than replacing it. Beyond technology, he delves into pressing issues such as EDI rollbacks, intergenerational workplace dynamics and the evolving expectations of employees in an increasingly digital world.
With a strong focus on HR education, Dr Taylor highlights the need for businesses to future-proof their talent strategies through reskilling, leadership development and developing inclusive workplace cultures. He provides a roadmap for HR professionals seeking to balance technological advancements with the essential “human” elements of their roles, ensuring that workplaces remain adaptable, engaged and forward-thinking.
AI is transforming recruitment, so how do you see it changing HR education and the skills HR professionals will need in the future?
The ‘human’ part of human resources is more important now than ever before. By automating repetitive tasks such as resume screening, scheduling interviews and even initial candidate queries, AI frees up HR teams to focus on more strategic, value-added responsibilities. Empathy, emotional intelligence and strong interpersonal communication will be crucial – these vital human emotions will make sure that technology doesn’t alienate your employees.
After all, even those who say ‘a job is just a job’, I’d argue still want to connect with the role, the business and its people in some shape or form, even if they don’t want to admit it themselves.
A supportive and positive work environment, with good relationships with colleagues and supervisors, is crucial for feeling connected and happy. Being connected to your workplace helps with your wellbeing as it gives you a better purpose than ‘a job is just a job’.
This means the future HR professional will need to hone in on their human — interpersonal — skills to ensure that employees are connected at work. In turn, when this is done right, people are likely to stay in their role for longer, positively impacting the business’s bottom line – a HR win-win.
This fusion of technological competence with emotional intelligence will redefine what it means to be an HR leader, driving the profession toward a more forward-thinking and inclusive future.
AI is also a game changer when it comes to data. It can crunch through mountains of information to spot patterns, predict hiring needs and figure out which candidates are the best fit. This means recruitment can be way more precise and efficient.
As a result, data analysis skills will play a critical role as HR practitioners will rely on insights derived from AI to make informed decisions. Ethical AI practices will also be a must-have skill, as HR professionals need to ensure that AI is deployed without bias and in ways that respect candidate privacy and fairness.
What are the biggest misconceptions about AI in HR, and how can HR leaders ensure it enhances, rather than replaces, human decision-making?
One of the biggest misunderstandings is the fear that AI will steal jobs. People imagine robots replacing HR teams entirely, but that’s simply not the case. AI is a tool that can be used to assist HR professionals, not replace them. It’s there to do the heavy lifting on repetitive tasks like sorting CVs or answering basic candidate questions, so people can focus on the more creative and personal aspects of HR.
Adding to this is the myth that AI will make HR impersonal. Technology lacks the emotional intelligence and nuanced judgement that HR professionals bring to the table. As mentioned earlier, when used correctly, AI can enhance personalisation by tailoring candidate experiences.
On the flip side, another misconception is that AI is flawless or completely objective. It’s important to remember that AI is only as good as the data it’s fed. If biases exist in that data, they’ll carry over into the outcomes. Many think AI tools don’t require ongoing oversight, but they need regular monitoring, updates and adjustments to ensure they remain effective and unbiased.
To enhance our human decision-making, I think the first step is being clear about how AI will be or is being used. This will help you to determine a relevant strategy for its use. It’s also important here to clearly communicate the role of AI in HR to employees, addressing any concerns and building trust.
Focusing on ethical AI use is just as important. HR teams need to be trained to utilise AI so they can confidently and regularly audit AI tools to root out biases and ensure they’re fair and inclusive.
But perhaps the most vital point is to always keep a human touch. AI can analyse data and provide insights, but the final decisions should sit with people who can add empathy and context to the mix.
For instance, you can use AI to analyse employee sentiment, identify areas for improvement and suggest strategies for boosting engagement. But it will be the HR professional who will need to decide if the suggestions are relevant and how to implement change. Humans aren’t simple creatures – we are very nuanced – so you certainly can’t expect it to solve all our problems.
Combining AI’s efficiency with human judgement ensures it complements HR processes in the best way. When used thoughtfully, AI isn’t a threat. It’s a powerful assistant that helps HR professionals work smarter, not harder.
This fusion of technological competence with emotional intelligence will redefine what it means to be an HR leader, driving the profession toward a more forward-thinking and inclusive future.
You’ve taught Human Resource Management at postgraduate level for many years. How has the curriculum changed to reflect the growing influence of AI and automation?
I think AI is still evolving in HR and we’re all gradually getting better at understanding it. Colleagues often use AI for generating ideas on new curricula before investigating them in greater depth.
From the student perspective, AI has been a rather double-edged sword. Whereas it has helped some develop their thinking and capacity for deeper research, others have misused it to write their assignments. Fortunately, staff and systems are aware of this development, but the positive aspect of AI is something that we continually need to leverage.
Beyond hiring, how is AI shaping workplace productivity and performance management? Should HR departments be concerned about over-reliance on automation?
AI is making waves in workplace productivity and performance management, far beyond just recruitment. It enables real-time feedback tools that allow employees to understand their performance instantly and make improvements without waiting for formal reviews.
AI also supports personalised development plans by analysing data on individual skills, preferences and career goals to suggest tailored growth opportunities. On top of that, it’s helping streamline workflows by automating repetitive admin tasks like scheduling, report generation or even workflow tracking, giving teams more time to focus on strategic areas of their roles.
That said, HR teams should be cautious about over-reliance on automation. While AI brings incredible efficiency, it’s not a one-size-fits-all solution. There’s a real risk of losing the human element if AI dominates workplace processes. For instance, heavy automation could leave employees feeling disconnected or undervalued if they sense decisions are being made solely by algorithms.
To use AI responsibly, HR departments should set clear boundaries on what should and shouldn’t be automated. For example, while AI can help identify performance trends, actual performance conversations should remain human-led to foster trust and understanding.
Transparency is another must – employees need to know how and why AI tools are being used, ensuring they feel included rather than monitored. There’s also the matter of data protection here. HR needs to work closely with IT teams to make sure their employee data is effectively protected, and that employees are fully aware of the information that is being imputed.
Finally, regular reviews of AI systems are essential to avoid blind spots, like biases or inefficiencies, developing over time.
We’re seeing high-profile equality, diversity and inclusion (EDI) rollbacks in the US, with major companies scaling back diversity programmes. Are you seeing any similar trends in the UK?
Not really. The UK hasn’t seen widespread rollbacks, but there is concern that trends from the US could influence British companies. Having said that, many leaders and experts in the UK stress the importance of maintaining EDI efforts, not just for ethical reasons but also for their proven business value. We also, thankfully, have different employment laws in place, protecting many employees from drastic changes that would set us too far backwards.
Of course, we still need to push and move forward with EDI in a way that progresses us, so I can see why many are concerned about the shift in the US moving over into the UK. I’d argue that UK businesses are generally holding steady in their commitment to EDI, though some may see a shift in focus or terminology, or perhaps some levels of tension due to conflicting opinions on policy. But the vast majority — 85% — of businesses have reported no significant changes in their organisation’s approach to EDI in recent months.
Adding to this, a survey found that while half of Britons believe scaling back EDI would be harmful, over a fifth either support or understand such moves. This reflects a divide in public sentiment, with younger and working-age individuals more likely to oppose rollbacks.
We can see this slight divide with some companies, like BT, reportedly removing EDI initiatives from bonus schemes for middle managers — though they claim to remain committed to diversity principles. The UK government and organisations like the Co-op, on the other hand, have reaffirmed its commitment to EDI, highlighting its benefits for fairness, trust and business performance.
To use AI responsibly, HR departments should set clear boundaries on what should and shouldn’t be automated.
As someone involved in HR education, how do you approach teaching EDI in a way that aligns with the needs of today’s workplaces?
I’ll start by explaining how we teach it within our curriculum. For our students, we make sure that inclusivity starts at the root of the curriculum – meaning the research, case studies and teachers include diverse viewpoints and experiences. We are a diverse university – the majority of our cohort are either mature students or people from underrepresented backgrounds. This naturally helps bring their voices and experiences to the forefront.
A really big part of our curriculum is authentic assessments – where our students do practical tasks that reflect the work they would do post-graduation. For example, assessments should emphasise identifying and mitigating unconscious bias, designing inclusive policies and fostering workplace cultures where everyone feels they belong. These elements go beyond theory; they equip our students to tackle real-world issues head-on.
Teaching EDI is a dynamic and evolving field, so I would always encourage an ongoing learning mindset. This might include promoting the value of continuous professional development in EDI, through certifications, workshops and self-reflection tools, to ensure that HR professionals remain adaptable to emerging trends and challenges.
This means for businesses, EDI definitely requires moving beyond the superficiality of tick-box exercises. It demands a proactive and engaging approach that roots inclusivity deeply within workplace culture. This begins with making EDI practical and relatable, using real-world case studies that directly connect to employees’ roles. For instance, sales teams might explore how unconscious bias impacts client interactions, while tech teams can unpack the innovative potential of diverse collaboration.
Finally, lasting impact requires ongoing reinforcement. Success stories, mentorship programmes and regular feedback loops ensure that EDI isn’t just discussed but practiced and improved over time. Measuring outcomes like improved leadership diversity and employee engagement turns training into a driver for sustainable cultural transformation. It’s this combination of practicality, engagement, and accountability that turns EDI training from a workshop into a workplace game-changer.
How can HR professionals make the business case for EDI, particularly in organisations where investment is under scrutiny?
Making the business case for EDI when budgets are tight can feel like an uphill climb, but it’s all about connecting the dots in ways that matter to decision-makers. Start by showing how EDI directly boosts business performance — companies with diverse leadership often outperform their peers.
Then I’d recommend flipping the script and talking about the cost of not acting: things like higher staff turnover, lower morale or failing to attract top talent can be eye-watering for the bottom line.
Tie EDI into the organisation’s overall goals too, like improving customer satisfaction or unlocking new markets; after all, diversity helps you better understand a wider audience. And don’t forget to name-drop competitors that are ahead of the curve thanks to their EDI efforts as that sense of ‘we can’t fall behind’ is a great motivator.
If you package this all up with a clear plan and tangible metrics, and you’ll be handing leadership not just a vision but a roadmap that works.
How are universities preparing future HR professionals to manage intergenerational workplace challenges?
Universities have such a key role in prepping future HR professionals to tackle intergenerational workplace challenges. It’s not just about teaching the theory but really focusing on adaptability and the art of great communication, so giving students the time and space to really practice their interpersonal soft skills is so vital.
Universities can create opportunities for students to practice navigating tricky, real-world scenarios like leading teams made up of diverse age groups or resolving conflicts rooted in generational gaps. And fostering a deeper understanding of different perspectives is crucial too.
Whether it’s through workshops, internships or collaborative projects, helping students see the value of every generation’s unique contributions sets them up to build thriving, cohesive workplaces. It’s all about teaching people-first skills that have a big impact.
One of the biggest pitfalls HR teams fall into when trying to future-proof their talent strategy is sticking too rigidly to today’s needs without looking at the bigger picture.
Flexible work, career expectations and leadership styles vary across generations. What’s the biggest mistake HR professionals make when trying to bridge these differences?
One of the biggest mistakes HR professionals make is trying to force a one-size-fits-all solution. It’s tempting to lump everyone together and hope for the best, but different generations have wildly varied ideas about what work should look like. Millennials and Gen Z might crave flexibility and purpose, while Boomers value structure and stability.
It’s the same story with career expectations. Some may want rapid career growth, while others may prioritise work-life balance. In fact, research has shown many are turning down hierarchical promotions, instead favouring upskilling opportunities.
And when it comes to leadership styles, what inspires one group could completely alienate another. The trick is to tailor your approach. Ask employees what matters most to them, listen — really listen — to their feedback, and be ready to adapt. Bridging these gaps isn’t about pleasing everyone all the time but rather creating options that empower people at all stages of their careers to thrive.
It’s important to note that workplace culture plays a really big role here. As I said, you can’t please everyone all of the time, but if you create a workplace that is empowering and supportive, you will find many staying with you.
Are generational stereotypes overblown, or do they have real HR implications? What should HR professionals be aware of when managing multigenerational teams?
I wouldn’t say they’re overblown. The younger generation certainly has different expectations and what we have seen is that they handle things in a different manner. We’ve seen the rise of ‘quit-tok’, for example, where disgruntled employees film their managerial reviews, or them quitting or even them getting laid off work. This approach means that even more eyes are on HR. If processes are handled poorly, it may impact how many people would want to apply to your organisation in the future, for instance.
Having said that, it’s really important to remember that not all Gen Z employees are glued to TikTok, and not every Boomer resists change. For HR professionals, the trick is to avoid boxing people in based on their age and instead focus on their individual needs, motivations and strengths.
You’ll find that a Gen Z and Gen X colleague might share a desire for clear communication or opportunities for growth. The magic happens when you foster collaboration and respect between generations, encouraging them to build on each other’s strengths rather than getting hung up on their differences. A little curiosity and flexibility can go a long way in making sure your multigenerational team thrives.
Mental health initiatives are growing, but are they actually working? What should HR teams be measuring to assess their effectiveness?
This is a big question for HR teams and the answer lies in what you’re keeping an eye on. Think about engagement levels; are employees feeling more connected and supported? Then there’s absenteeism — is it trending downward as mental health support improves?
Don’t skip collecting regular, honest feedback either; surveys or one-on-one chats can reveal how well initiatives are landing and what might need tweaking. And, of course, keep an overall pulse on well-being across the team. Are people showing signs of better focus, collaboration or even just looking a bit less stressed?
These metrics together paint a clearer picture, so you can make sure those initiatives aren’t just there for show but are giving everyone the support they need to thrive.
From your perspective as an HR educator, what key hiring trends should HR professionals prepare for?
As I briefly touched on above, I think employer branding will be a key trend, especially as employees are more likely to voice their concerns outside of the business and online via social media. People want to work for organisations that reflect their values, so crafting an authentic and appealing presence is only going to grow in importance.
As well as this, as budgets tighten for businesses as the NI (National Insurance) changes take effect, we may see a hold in hiring. What we don’t want are current employees ‘quiet quitting’ or holding space in empty roles because your company can’t give them what they need to feel connected to the workplace. So the onus will very much be on HR teams to keep employees motivated and connected to their work.
And of course, with AI coming in full force, we will continue to see tools that can streamline candidate screening, so brushing up on how to leverage them effectively is a must. It’s also important to make sure the right questions are asked during interviews in case candidates have also used AI during the application process.
While we don’t want to scrutinise or unfairly mark down those who have used the technology, we need to make sure that they can do what their AI-generated CV has told us they can do.
I’d argue that UK businesses are generally holding steady in their commitment to EDI, though some may see a shift in focus or terminology
The skills gap continues to widen. Do you think employers are doing enough to invest in reskilling and upskilling their workforce?
The skills gap is a growing challenge, and honestly, I think many employers are doing what they can – especially in the current economic climate.
I think what needs to happen is a shift in how we look at reskilling. It’s not just about ticking the box with a couple of training sessions here and there; it’s about creating proactive, forward-thinking programmes that really align with where the business is headed.
Smart companies are the ones building a culture of continuous learning, where upskilling and reskilling aren’t just buzzwords but part of the everyday mindset. This really helps them stay ahead of the game, as their employees are ready to adapt and learn to keep on top of all the changes.
Businesses need to be questioning if teams are learning the skills they’ll actually need for future roles and whether or not employees feel supported in their growth journeys. When businesses invest in people like this, it’s not just the workforce that wins — it’s innovation, retention and overall success.
What’s the biggest mistake HR teams make when trying to future-proof their talent strategy, and what advice would you give?
One of the biggest pitfalls HR teams fall into when trying to future-proof their talent strategy is sticking too rigidly to today’s needs without looking at the bigger picture.
It’s easy to get caught up in solving immediate skill gaps, but the future demands adaptability and a focus on long-term development. The real key? Building strategies that evolve with the business and the workforce. Think about fostering skills like creativity, critical thinking, and adaptability that’ll stay relevant no matter how roles shift, and get your employees involved.
When you work with them to shape their growth paths, you create not just engaged team members but a workforce that’s ready to take on whatever the future throws at them. Stay flexible, invest in potential, and you’ll set yourself (and your team) ready for success.
AND FINALLY, how do you see HR evolving over the next five years?
Apart from the obvious impact of AI which we’ve discussed, I believe we will see greater emphasis on flexible working. I can envisage that the conflict between managers wanting employees to return to work (RTO) and employees wanting to work from home is going to intensify with the stiffening of the Flexible Working Regulations and introduction of a default right to work a four-day week, albeit as a compressed week.
Engagement, satisfaction, productivity and retention in businesses that enforce RTO and a five-day model will decline. I also think HR will be characterised by data-driven decision-making processes.
The availability of vast amounts of employee data will enable HR professionals to make informed choices related to talent acquisition, performance management and employee engagement. Predictive analytics will help organisations identify potential issues and take proactive measures to address them, contributing to a more agile and responsive HR function.