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.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
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