“It’s been a tough year for HR … [b]ut we’re also seeing something powerful: HR finally getting the recognition it deserves…”
Context
Laura Fink, people and culture director at HR technology platform HiBob, made the remark in response to new research revealing the growing pressure on HR leaders to deliver change across UK organisations.
The study found that nearly two-thirds of UK HR professionals are now expected to lead organisational transformation, despite shrinking team sizes and expanding remits. At the same time, 63 percent of respondents described their role as akin to a “personal crisis hotline” for employees, highlighting the emotional and operational toll.
The research was based on a survey of 600 HR professionals across a range of sectors and seniority levels.
Meaning
Fink’s statement captures a dual reality facing HR today: rising expectations on the one hand and long-overdue recognition on the other. Her phrasing implies that visibility at board level is no longer a bonus but a strategic necessity, and that people teams are increasingly central to how organisations manage change, resilience and performance.
The line also signals a cultural change. Where HR was once seen primarily as a support function, it is now being positioned as a partner in business strategy, leadership alignment and employee wellbeing. Recognition “at the top table” suggests that HR input is being sought earlier and more often in organisational decisions.
Implications
Fink’s quote shows the need for employers to properly resource their HR teams if they want to see meaningful outcomes from transformation programmes. With roles spanning learning and development, AI integration, wellbeing, retention and performance, people teams must be equipped with both strategic authority and operational support.
Experts say the quote reflects growing investor and C-suite interest in human capital reporting and workplace culture as key indicators of organisational health. It also points to new pressures on HR to balance support for employees with clear business outcomes.
Where HR departments are empowered and involved in shaping organisational direction, the gains can include higher trust, stronger leadership alignment and more resilient teams. But when HR is under-resourced or sidelined, the risk is burnout, high attrition and missed opportunities for growth.
Fink’s comment ultimately serves as both a recognition of progress and a reminder that influence must be matched with investment if HR is to sustain its impact in 2026 and beyond.
