Bridging generations, transforming workplaces: The HR imperative for 2025

The workplace of 2025 is a melting pot of generational expectations, technological advancements, and a growing emphasis on inclusivity and wellbeing. As employees continue to redefine their relationship with work—seeking greater alignment with purpose and flexibility—HR leaders are tasked with uniting these diverse perspectives under a shared vision.

In conversations with HRM Asia, industry experts highlighted the critical strategies needed to navigate this evolving landscape. Together, these approaches are shaping a workforce that is resilient, connected, and purpose driven.

Read on to find out more…

Aligning generations: Bridging purpose for a connected workforce

Welch Er, Head of HR, Singapore Land Group, “In 2024 and onwards, engaging a multi-generational workforce has become ever more essential yet increasingly challenging as employee expectations shift in response to recent workplace trends. From the new normal of flexible work arrangements to phenomena like ‘quiet quitting’ and the ‘big breakup’, employees have redefined their relationship with work, placing greater value on personal fulfilment and alignment with organisational purpose. The ‘big stay’ marks a new phase, with employees seeking deeper connections and stability amid economic uncertainties.”

“For HR, this evolving landscape means that linking employees across generations – from Gen Z to Baby Boomers – to a shared purpose is crucial to foster commitment and unity. However, with each generation holding unique priorities, linking employees to a unified purpose can be challenging. This requires a shift from a one-size-fits-all strategy to one that addresses the unique motivators of each generation and cultivates a sense of purpose that resonates across generations.”

The future of work: Hybrid or remote?

Dr Issac Lim, Founder, Anthro Insights, said, “In 2025, organisations will still be grappling with workplace arrangements, debating whether to return to the office, stay remote, or embrace hybrid models. HR professionals are central to finding a balance that works for both employees and the business. Collecting and analysing data on employee preferences, productivity, and the impact of different arrangements is key. Surveys, focus groups, and performance metrics provide insights that inform flexible work strategies, such as blending in-person, hybrid, and remote options.”

“The challenge lies in ensuring that all employees, regardless of their location, have equal access to training, career development, and opportunities. Addressing gaps in information, balancing flexibility with productivity, and overcoming traditional attitudes about work require thoughtful approaches.”

“This is where Anthro steps in. By helping organisations gather and interpret data, Anthro identifies what arrangements deliver the most value, enabling tailored solutions that enhance collaboration, employee satisfaction, and overall productivity.”

Building a high-performing, inclusive workforce

Cindy Tan, CEO, GMO Singapore, “As we approach 2025, one transformative trend shaping the HR landscape is targeted talent attraction through the lens of prioritising inclusivity and providing equal opportunities at the workplace. At GMO, fostering a culture where individuals from diverse backgrounds feel valued and empowered is not just a priority but also a necessity for long-term success. We believe diversity of through, knowledge, experience, and background leads to better results for our organisation and our clients.”

“We anticipate that organisations will increasingly focus on leveraging inclusive workplaces where psychological safety and equitable opportunities are paramount to attract the right talent for vacant roles. GMO is committed to doing our part to ensure our organisation, industry and communities experience diversity, equity, and inclusion. GMO has programmes in place to generate diversity in our talent practices and have established processes to ensure equity in compensation and development opportunities. This involves equipping our managers with tools to nurture a supportive environment, ensuring unbiased hiring practices, and implementing robust programmes that promote diversity in leadership roles.”

“We also embed employee wellbeing in the core of our strategy. With initiatives that support mental health and flexible work arrangements, we aim to empower our workforce to thrive. These actions align with our belief that a culture of care, coupled with a genuine commitment to inclusion, will drive innovation and resilience in the workforce of tomorrow.”

READ MORE: HR 2025: The human touch in the digital age

Accelerating innovation and wellbeing: HR’s dual focus for 2025

Wendy Foong, CHRO and Regional People Director, Inchcape Motors Asia-Pacific, “As we look ahead to 2025, the future of HR is being shaped by two key fronts: technology and employee wellbeing. The integration of the three A’s—analytics, automation, and AI—is transforming HR into a more data-driven and efficient function. Analytics empowers HR leaders with insights into employee performance, engagement, and retention, while automation streamlines administrative tasks, allowing HR professionals to focus on strategic initiatives. AI enhances decision-making by predicting trends and offering tailored solutions for talent management. Together, these technologies create a smarter, more agile HR function capable of responding to the evolving needs of a global and regional workforce.”

“However, technology alone is not enough. Employee wellbeing must be equally prioritised. A people-centric approach is critical. For us here at Inchcape, in alignment with our Accelerate Plus strategy, we focus on developing culture and capabilities. We are reminded that as we move at a pace to achieve our strategy, we need to build a culture of wellbeing, improve engagement, reduce turnover, and enhance productivity. Employees who feel supported, both personally and professionally, are more likely to thrive, contributing to the organisation’s long-term success.”

“HR leaders must recognise that the future of HR lies at the intersection of people and technology. Combining advanced tech with a focus on employee wellbeing will ensure organisations remain agile, resilient, and aligned to corporate goals.”

Empowering women in finance

Daphne Tan, Director of Business Development, CMC Markets Singapore, “The growing participation of women in the finance and investment industry continues to be a transformative trend influencing the workforce in 2025. My interest in this area developed from witnessing how often women were overlooked, particularly during my early days in the industry. I advocate for having more women in investment-related roles through CMC’s Women in Investing initiatives and by maintaining a visible presence in the industry, striving to challenge stereotypes and to spark conversations around these important issues.”

“At CMC Markets Singapore, we are committed to cultivating a more inclusive workplace that provides fair opportunities for women to advance their careers. Beyond helping clients achieve meaningful results and coaching younger colleagues to reach their potential, I also want to prove that women can be just as successful in the male-dominated finance industry. I hope to inspire and pave the way for women to excel in this industry. I firmly believe that our success is not confined by gender, but by our ambition and dedication.”

“Financial literacy is at the heart of this transformation. Beyond internal initiatives, we actively empower women to engage confidently with investing and financial management through targeted educational workshops and accessible platforms or resources designed to demystify investing.”