European HR tech innovators: Lessons from BBC, Netflix and IKEA

Against the backdrop of tightening labour markets and recent AI regulatory framework rollouts, the second annual HR Tech Europe conference was a crucial touchpoint for European leaders navigating unprecedented workplace transformation.

Organisations across the world are strategically leveraging technology to drive learning initiatives, operational efficiency and talent growth—particularly vital as Europe confronts looming skills gaps in crucial sectors and its lowest unemployment rates in decades, according to EU stats.

The conference highlighted distinctive approaches to workforce innovation, acknowledging the unique complexity of managing global, multi-national or multi-regional workforces under varying regulatory frameworks. As workplace realities are expressed differently across European nations, HR leaders are developing sophisticated strategies that balance compliance with competitive talent acquisition in an increasingly borderless digital economy.

The HR tech buying environment

Opening keynote speaker Josh Bersin set the tone for the conference last week by describing the current era as a “major replacement cycle of technology,” framing it not as a disruption but as a “growth story” fundamentally reinventing HR tech. His message was clear: Technology should not be used merely to replicate existing processes but should instead be leveraged to purposefully reimagine them, enabling organisations to solve business challenges more effectively and ensure organisations remain agile in the face of rapid change.

A central theme emerged throughout the discussions, challenging the widespread tendency to apply AI in a superficial, incremental way. Wendy Van lerschot of talent and culture consultancy VIE People offered a provocative perspective, stating, “Most organisations are just AI-ifying what humans already do,” suggesting that many organisations are failing to seize the deeper opportunities AI presents. Rather than automating existing workflows, she implied that organisations should be pushing the boundaries of what AI can achieve, fundamentally rethinking work itself.

This holistic mindset was also evident in how HR tech vendors present their products to buyers. Matthew Sharp from the HR and recruiting platform iCIMS urged HR leaders to shift their mindset when adopting new technologies. He emphasised that “the objective is not to buy tech, but to solve problems,” encouraging organisations to focus on meaningful, results-driven innovation rather than getting caught up in the allure of new tools for their own sake.

Industry analyst Rebecca Wettemann added a practical dimension to the conversation, offering a measured approach to navigating AI adoption. She advised organisations to “prioritise in a way that is unemotional and unpolitical,” emphasising the importance of making technology decisions based on strategic value rather than hype or internal pressures.

Learning as the new work paradigm

Rather than viewing work as a static set of tasks, experts highlighted the growing emphasis on continuous learning as an integral part of professional life. Sam Schlimper from talent advisory firm Randstad Enterprise captured this transformation during a panel discussion, predicting that “work will become learning, instead of doing.” Her insight suggests that adaptability and knowledge acquisition will increasingly define success in the workplace.

This perspective was further reinforced by El Iza Mohamedou from the international policy organisation OECD Centre for Skills, who stressed the vital role HR professionals must play in fostering a culture of lifelong learning. She highlighted the need for organisations to embrace continuous skill development and leveraging emerging technologies, such as AI, to make learning more accessible and personalised. As organisations and employees navigate an evolving job ecosystem, Mohamedou pointed to the necessity of integrating education into everyday work, ensuring that the skills of today’s workforce remain relevant in an increasingly automated and knowledge-driven economy.

Purpose-driven leadership in the digital age

Several leaders emphasised the critical need to uphold human-centric values as organisations navigate the complexities of technological transformation. They cautioned against allowing efficiency and innovation to overshadow the core principles that define workplace culture and employee wellbeing.

Uzair Qadeer, Chief People Officer at the BBC, reinforced this statement with a powerful reminder: “Don’t let performance drive purpose.” His words serve as a call to action for organisations to remain intentional about their mission, ensuring that technology enhances human potential rather than dictating the values that guide decision-making and organisational growth.

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Therése Götsten, from global home goods retailer IKEA, emphasised the importance of leveraging “data and tech as a force for good,” highlighting how technology can drive meaningful change beyond business efficiency. She spoke about the organisation’s commitment to actively “designing new behaviours” rather than merely creating new products, underscoring the role of innovation in shaping more sustainable, inclusive and customer-centric experiences.

HR leaders were not the only speakers urging that humans be kept front and centre—some revealed how culture is born at a systemic level, particularly for learning. Dr Jo Ritzen, a veteran European education leader, called for a “new compact between government and employers” to prioritise reskilling as a fundamental cultural shift rather than just a short-term workforce initiative. He stressed that continuous learning and upskilling must be a reliable element of society to ensure long-term economic resilience and social stability.

Building organisational trust and adaptability

Several European HR leaders underscored the critical role of trust, communication and change management in navigating an era of relentless motion. Melissa Shelley Höjwall from global fashion retailer H&M Group offered a profound perspective: “It’s not always the concern that needs to be solved; it’s often that people want to be heard.”

Her insight highlights a fundamental truth: While technology may drive efficiency, the human experience must remain at the heart of every organisational shift. Employees seek validation, understanding and inclusion, making active listening and empathetic leadership essential for any successful transformation strategy.

Industry analyst Anna Carlsson of HR Digi reinforced this theme with a bold prediction: “All organisations will be kind of digital in the future.” Her statement encapsulates the conference’s overarching message—that the organisations best positioned for the future will seamlessly integrate technology while maintaining a strong sense of purpose, human connection and continuous learning.

Key takeaways from HR Tech Europe 2025

The gathering showcased the dynamic intersection of technology, workforce strategy and organisational development at a time when organisations are scrambling to adapt to post-pandemic workplace realities. Here are some of the top takeaways from the event:

• AI should solve problems, not just automate existing processes.
• Learning is becoming synonymous with work.
• Purpose must drive performance, not the reverse.
• Trust and human connection remain paramount.
• Strategic, unemotional technology adoption is crucial.
• Reskilling is a societal and organisational imperative.

About the Author: Jill Barth is HR Tech Editor of HR Executive, where this article was first published.