In an exclusive interview with Rudolph Wontumi FCIPD, a seasoned HR professional, we delve into the insights and expertise of an industry leader with over 25 years of experience. Unveiling the key priorities for HR leaders in 2024, this interview provides a comprehensive outlook on navigating the evolving landscape of human resources. Get ready to explore the essential strategies and considerations shaping the future of workforce management.

RSL: Can you briefly introduce yourself and share your background in HR?

Rudolph: For more than 25 years, I have been a practitioner in the field of human resources, driven by a profound passion for people and their pivotal role in driving business success. As my career has evolved, my areas of specialisation have expanded to include developing HR strategies that are aligned with business objectives, leading organisational change, enhancing the impact of employer branding, facilitating corporate restructures, and fostering employee engagement to enable a positive workplace experience and drive organisational growth. My professional achievements span various industries and consulting endeavours in both Europe and Africa. I am a Chartered Fellow of the Chartered Institute of Personnel and Development UK, a certified Myers Briggs Type Indicator (MBTI) practitioner, a certified Level III Trainer and a certified Executive Coach.

RSL: What are some of the priorities HR leaders must be focusing on in 2024?

Rudolph: 2024 has begun with a hangover of the challenges and opportunities of 2023, and indeed the couple of years preceding it. The challenging economic situations for both businesses and individuals have made the role of the people function even more critical to the success of organisations.  Some of the areas that I will focus on in 2024, and which I think HR leaders must prioritise, include:

• Workplace Culture: Cultivating a positive and inclusive workplace culture is key to employee experience. HR leaders must drive this by focusing on open and effective communication, alignment of organisation’s brand values with the expected employee behaviours and fostering a sense of community among employees by ensuring that these values are lived by all employees and inspired by the leaders.
• Diversity, Equity, and Inclusion (DEI): Creating diverse, equitable, and inclusive workplaces remains a top priority for HR leaders in 2024. As the definition and scope of DEI expands and have legal implications in some cases, organisations must continue to prioritise this. HR leaders play a key role in creating awareness, educating managers, addressing systemic biases, promoting diversity at all levels, and creating inclusive cultures.
• Employee Well-being: The focus on employee well-being and mental health has been growing in recent years. HR leaders must prioritise initiatives that support employees’ mental and emotional well-being, especially in the context of remote work and the challenges posed by the cost-of-living crisis. This need is constantly evolving so every resource invested in it is well worth it.
• Remote Work and Hybrid Models: The pandemic accelerated the adoption of remote work, and many organisations have explored hybrid work models as an option. Where this has been adopted, it has come with some issues including challenges around onboarding new starters, productivity, trust, and communication. HR leaders must equip managers with the skills and tools to effectively manage issues related to employee engagement, communication, and performance management in distributed teams. HR must regularly check in with managers to ensure that any new issues are highlighted and proactively addressed.
• Talent Acquisition and Retention: The challenge of attracting and retaining quality talent remains a priority for HR leaders in 2024. HR leaders must be sensitive to the evolving talent market and adapt accordingly. Strategies for attracting, retaining, and developing top talent must consider the multigenerational workforce and what is important to them in a job and their prospective employer. This ties back in with having a workplace culture where people feel they can thrive and are valued.
• Learning and Development: Continuous learning and upskilling are crucial for workforce development, talent retention and succession management. With the increasing channels for learning and development, HR leaders must prioritise designing and implementing effective learning and development programmes, which addresses not only skills gaps but are also accessible and inclusive of various learning abilities.
• Digital Transformation and HR Tech: The integration of technology in HR processes, such as the use of artificial intelligence, machine learning, data analytics, and automation, continues to be a significant trend. HR leaders must make every effort to be abreast with latest HR technologies, how they can be leveraged to enhance efficiency and decision-making, and also manage the inherent challenges and risks. Data privacy and security is one of the core areas of concern.
• Adapting to Regulatory Changes: the legal environment is constantly changing, and HR professionals must be up-to-date with changes in labour laws, compliance requirements, and other regulations that may impact employment practices. HR leaders must ensure that they review current policies and programmes regularly and assess if they are still complaint with the related laws. New policies must be created both with reference to what the organisation wants to achieve and the related law.
• Agile and Adaptive Leadership: As the business world continues to evolve, organisations must be agile in their workforce planning, leadership and adapting to changing business needs and economic conditions. HR leaders should spearhead the development of agile and adaptive leadership practices to enable organisations to navigate change effectively to achieve business success.

The list above is not exhaustive. Keep in mind that businesses and people are dynamic. For HR to be a valued partner, HR leaders must be creative and agile in addition to being strategic to enable them to steer their organisations through 2024 and beyond.