Six HR Personas to embrace the future of work

Author: Dr. Dieter Veldsman and Dr. Marna van der Merwe

HR has come a long way from its origins in labor relations and personnel management to becoming a strategic business partner deeply integrated within organizations. Looking toward the future, the global disruptions facing organizations will once again require HR professionals to evolve their role and contribution to the business.

This article delves into six emerging HR personas, highlighting the evolving contributions of HR professionals to business success and sustainability.


The six personas of future HR professionals

Thinking about HR through the lens of HR personas helps us clarify how HR’s contributions align with the needs of the business and stakeholder landscape. While personas are not necessarily mutually exclusive, they outline the expectations held of HR professionals and also guide how to navigate HR careers. We use our T-shaped HR competency model to define these personas and what is required for success.



A diagram showing the six personas of future hr professionals

The Service Champion

The Service Champion is dedicated to ensuring operational excellence in HR service delivery. This persona is responsible for managing the core HR processes—recruitment, payroll, benefits, compliance, and employee relations—efficiently and effectively. Their focus on operational excellence reduces friction in HR processes, improves employee experience, reduces administrative costs, and enhances compliance with regulations.


The following roles are typically associated with this persona:

  • HR Operations Manager
  • Payroll Manager
  • Employee Relations Specialist
  • HR Generalist


The Business Advisor

Business Advisors offer strategic counsel that helps leaders make informed people decisions. Their ability to understand the business context and HR dynamics allows them to offer guidance that enhances productivity, drives engagement, and supports growth. This persona is highly skilled at relationship management, negotiation, and navigating the complexities of organizational politics.

Roles that are typically associated with this persona include:

  • HR Business Partner (HRBP)
  • Talent Acquisition Partner
  • Senior HR Consultant
  • Employee Relations Manager


The Solution Architect

Solution Architects provide businesses with scalable, innovative HR solutions that improve employee performance, experience and engagement. By integrating technology and data-driven approaches, they streamline HR processes, increase efficiency, and contribute to a more dynamic organization. This persona is adept at leveraging digital tools, data analytics, and creative approaches to build efficient systems.

The typical roles associated with this persona include:

  • HR Systems Analyst
  • Talent Management Specialist
  • HR Technology Lead
  • Organizational Effectiveness Consultant


The Digital Integrator

The Digital Integrator leads the charge in transforming HR by adopting advanced technologies such as artificial intelligence, automation, and data analytics. This persona actively explores new tools that streamline HR processes, improve decision-making, and enhance efficiency. Digital Integrators are at the forefront of digital transformation, helping the organization stay competitive in an evolving tech landscape.

These roles are typically associated with the Digital Integrator persona:

  • HR Technology Specialist
  • People Analytics Lead
  • AI-Driven Recruitment Manager
  • Digital Transformation Officer (HR)


The Humanitarian Activist

The Humanitarian Activist champions employee well-being, diversity, inclusion, and ethical practices. This persona focuses on creating a compassionate, people-centered work environment where all employees feel valued and included. They advocate for organizational initiatives prioritizing mental health, work-life balance, and social responsibility, ensuring that the workplace is safe and supportive for all.

Roles within HR that typically represent this persona include:

  • Diversity, Equity, and Inclusion (DEI) Manager
  • Employee Well-being Coordinator
  • Corporate Social Responsibility (CSR) Specialist
  • Workplace Ethics Officer


The Strategist

The Strategist is responsible for aligning the people strategy with business goals. They understand internal business dynamics and external market forces, enabling them to integrate HR initiatives that supports long-term organizational success. Strategists are forward-thinking, using data and insights to make informed decisions that drive competitive advantage. The Strategist adds business value by ensuring that HR is not a standalone function but an integral part of the business strategy.

The typical roles associated with the Strategist persona include:

  • Chief Human Resources Officer (CHRO)
  • HR Director
  • VP of People and Strategy
  • Organizational Development Leader


The role of mindset, heartset and purpose

While each persona may require specific skills, success in the future of HR will depend on developing the right mindset, heartset, and purpose.

  • Mindset: HR professionals must be curious, adaptable, and able to navigate complexity. Those with a growth mindset will lead the way in a world that demands agility.
  • Heartset: Courage and self-belief are the foundations of the HR heartset. HR professionals must challenge the status quo, even when faced with resistance. This drives meaningful change.
  • Purpose: Every HR professional must understand why they chose HR as a profession and the impact they wish to make. This purpose guides every action and decision of HR professionals.


Embracing the Future

The future calls for HR to discover its true potential, amplify its voice, and broaden its influence beyond traditional boundaries. However, this transformation is not based on skills alone. It must be anchored in the right mindset, courage and purpose that aligns HR professional with the impact they wat to create.

Author Bios


Dr. Dieter Veldsman is the Chief HR Scientist at the Academy to Innovate HR. He is an organizational psychologist with 15+ years of experience across the HR value chain and lifecycle, having worked for and consulted with various organizations in EMEA, APAC, and LATAM. He has held the positions of Group Chief People Officer, Organizational Effectiveness Executive, Director of Consulting Solutions, and Chief Research Scientist. He is a regular speaker on the topics of Strategic HR, Future of Work, AI in HR, Employee Experience and Organizational Development.


Dr. Marna van der Merwe is an Organizational Psychologist and HR Subject Matter Expert at AIHR. She has over 13 years of experience in Human Resources, Organizational Effectiveness, and Strategic Talent Management. She is a researcher, published author, and regular conference speaker on talent management, experience design, and the changing nature of careers. Marna holds a PhD in Organizational Psychology, specifically focused on talent management and careers in the future of work.


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 

Your Ultimate Pre-Conference Checklist for the CPHR Alberta 2025 Conference!

By Marina Perkovic • July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!

An Update from your Board of Directors - June 2025

By Marina Perkovic • July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
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