{"id":1653,"date":"2026-07-21T15:59:48","date_gmt":"2026-07-21T12:59:48","guid":{"rendered":"https:\/\/vireadvisors.ai\/?p=1653"},"modified":"2026-07-23T16:01:17","modified_gmt":"2026-07-23T13:01:17","slug":"hr-has-spent-100-years-renaming-itself-the-problem-is-every-new-name-described-yesterdays-job","status":"publish","type":"post","link":"https:\/\/vireadvisors.ai\/en\/hr-has-spent-100-years-renaming-itself-the-problem-is-every-new-name-described-yesterdays-job\/","title":{"rendered":"HR has spent 100 years renaming itself. The problem is, every new name described yesterday&#8217;s job."},"content":{"rendered":"<h2><strong>Personnel. Welfare Officer. Human Resources. Employment Relations. Talent Director. Chief Happiness Officer.\u00a0 People Ops. People &amp; Culture. Chief People Officer. People &amp; Organisation.<\/strong><\/h2>\n<p>Over the past 25 years I&#8217;ve personally held several of those titles. I&#8217;ve been renamed, re-titled and re-organised so many times that I&#8217;ve genuinely lost track. And I&#8217;ve started wondering. <strong>What if every single one of those names arrived too late?\u00a0<\/strong>Because when you look back over the last century, a pattern emerges. HR doesn&#8217;t predict where work is going. It renames itself after the business has already moved on. And looking at the recruitment adds at the moment, \u00a0I think that&#8217;s exactly what&#8217;s happening again.<\/p>\n<h2><strong>Every name was right. Every name was late.<\/strong><\/h2>\n<p>The evolution of our profession actually makes perfect sense. Early in the twentieth century, welfare officers focused on protecting factory workers and improving working conditions.<\/p>\n<p>After the Second World War came <strong>Personnel Management<\/strong>, responsible for employment administration, payroll, policies and industrial relations.<\/p>\n<p>From the 1970s onwards we became <strong>Human Resources<\/strong>, recognising that people weren&#8217;t simply a cost of doing business but an organisational asset worth investing in. Learning, leadership development and capability building became central to the function.<\/p>\n<p>When I entered HR over twenty-five years ago, one of the biggest debates centered around learning itself. Operational teams owned on-the-job development, while HR increasingly built central learning and development functions responsible for leadership programes, academies and organisational capability. The HR Development Manager and Learning &amp; Development Manager titles emerged.<\/p>\n<p>Then McKinsey popularised the phrase <strong>&#8221;The War for Talent&#8221;<\/strong>, and suddenly everything became talent.<\/p>\n<ul>\n<li>Talent Acquisition.<\/li>\n<li>Talent Reviews.<\/li>\n<li>Talent Management.<\/li>\n<\/ul>\n<p>Even today many specialist HR teams still carry those titles. Then came one of my personal favourite.\u00a0<strong>Chief Happiness Officer.\u00a0<\/strong>Thankfully, that trend never became mainstream outside technology companies and venture-backed start-ups. Because while organisations absolutely should care about employee experience, reducing an entire profession to making people happy was always missing the point and to me, in fact, totally diluted the profession from having a real impact to organising company breakfasts and off-sites. Not my favorite era at all.<\/p>\n<p>Eventually <strong>Chief People Officer<\/strong> became the accepted executive title. And with that, organisations have shifted again towards <strong>People &amp; Culture<\/strong> and increasingly <strong>People &amp; Organisation.\u00a0 <\/strong>Every one of those changes reflected something real happening inside organisations.<\/p>\n<p>But here&#8217;s the interesting part. <strong>Every single one arrived after the business had already changed.<\/strong><\/p>\n<h2><strong>The biggest myth we ever told ourselves<\/strong><\/h2>\n<p>I&#8217;ll admit something. <strong>&#8221;People &amp; Culture&#8221; never sat comfortably with me. <\/strong>Not because culture isn&#8217;t important, but because it is dilutional to think HR owns organisational culture. Leaders own culture. Managers create it. Teams reinforce it. HR enables it, measures it and occasionally influences it, but it doesn&#8217;t own it. Culture is created every day in thousands of conversations HR never attends.<\/p>\n<p>And, the same applies to engagement. I&#8217;ve never believed engagement is something HR creates. People don&#8217;t become engaged because HR launches another wellbeing initiative or recognition programme. They become engaged because they have a great manager, meaningful work, trustworthy colleagues and the ability to make decisions.\u00a0HR absolutely has a role to play, that I know for a fact. But the role is an enabling role, not an owning role. Which is why I actually welcome the move towards <strong>People &amp; Organisation.<\/strong> It&#8217;s probably the closest we&#8217;ve come to describing what the business really expects from us. But even that is now feeling slightly behind. Future of work and my predictions? Read on!<\/p>\n<h2><strong>The next name will not include people<\/strong><\/h2>\n<p>Here&#8217;s where things become genuinely interesting.\u00a0 At this year&#8217;s <a href=\"https:\/\/www.festivalofwork.com\/\">CIPD<\/a> Festival of Work, one comment from the stage stuck with me.<\/p>\n<p><em>&#8221;We&#8217;re in a mad world where AI is applying for jobs while AI is deciding who gets the job.&#8221;<\/em><\/p>\n<p>That isn&#8217;t science fiction anymore. This is reality.<\/p>\n<p><a href=\"https:\/\/www.mercer.com\/insights\/people-strategy\/future-of-work\/global-talent-trends\/\">Mercer&#8217;s 2026 Global Talent Trends<\/a> report found that <strong>82% of executives believe HR will soon be managing human employees and digital agents side by side.\u00a0<\/strong>Not someday. Now.<\/p>\n<p><a href=\"https:\/\/theaiworld.org\/news\/bob-sternfels-mckinsey-adds-25000-ai-agents\">McKinsey<\/a> has publicly spoken about operating tens of thousands of AI agents alongside employees, with the ambition that eventually every consultant will work with AI colleagues. Job advertisements are already appearing for roles such as AI Workforce Manager. Agent Manager. AI Agent Specialist.<\/p>\n<p>Some organisations are openly talking about <strong>digital employees<\/strong>. At <a href=\"https:\/\/vireadvisors.ai\/en\/virtual-employees\/\">Vire Advisors<\/a> we&#8217;ve deliberately chosen a different term. We call them <strong>Virtual Employees or Virtual HR Coworkers. <\/strong>Not because it&#8217;s catchy, but because we see that that&#8217;s exactly how organisations will need to manage them. They need role descriptions, onboarding, access rights, training, performance expectations, maintenance, governance. Exactly like everyone else contributing to work inside an organisation.<\/p>\n<p><strong>Impactful HR function is no longer managing people, it enables effective management of\u00a0 work. <\/strong>And this is an entirely new maturity level for our profession. For decades we have been focusing around questions like &#8221;How many employees do we have?&#8221; but now it is becoming about &#8221;How many workers do we have?&#8221; And <strong>where some workers will have have employee IDs, some will have API keys.<\/strong> Increasingly, nobody will care. Because what matters isn&#8217;t whether work is performed by a human or an AI agent. What matters is whether the work gets done securely, ethically and efficiently. And whether somebody is accountable for the outcome. That isn&#8217;t people management. That&#8217;s workforce management.<\/p>\n<h2><strong>My prediction<\/strong><\/h2>\n<p>I don&#8217;t think the next generation of leading organisations will have a <strong>Chief People Officer, <\/strong>\u00a0more likely they will have a <strong>Chief Workforce Officer.\u00a0 <\/strong>Or perhaps <strong>Chief Capability Officer. <\/strong>The function won&#8217;t distinguish between humans and digital workers because increasingly that distinction won&#8217;t matter operationally. Its responsibility will be workforce composition. Questions like<\/p>\n<ul>\n<li>How much work is done by people?<\/li>\n<li>How much by AI?<\/li>\n<li>How do they collaborate?<\/li>\n<li>How do we train both?<\/li>\n<li>How do we govern both?<\/li>\n<li>How do we continuously improve both?<\/li>\n<\/ul>\n<p>are the ones that the business will expect us to facilitate and design. And aren\u2019t we already seeing hybrid executive titles emerge? Chief People &amp; AI Enablement Officer at <a href=\"https:\/\/www.servicenow.com\/company\/leadership.html\">ServiceNow<\/a> and Chief People &amp; Digital Technology Officer at <a href=\"https:\/\/www.modernatx.com\/about-us\/leadership\">Moderna.<\/a><\/p>\n<p>But back to my prediction, I don&#8217;t think these are the destination. \u00a0They&#8217;re simply transition titles. Eventually the word <strong>People<\/strong> itself becomes too narrow. Because the function is responsible for the entire workforce.<\/p>\n<p><strong>The organisations that will struggle most? <\/strong>One thing has become increasingly obvious to me and this is not prediction, but more of factual reality. The organisations still calling their function <strong>Personnel<\/strong>\u2014or in Finland, <strong>Henkil\u00f6st\u00f6<\/strong>\u2014often still operate exactly like personnel departments. Administrative, reactive, policy driven. Focused on transactions rather than capability. Not strategic, not creating value to the organisation not the workforce. AI won&#8217;t be their biggest challenge. Changing their mindset will and building the required capabilities. In reality, this transformation isn&#8217;t really about technology. It&#8217;s about redefining what the function is accountable for.<\/p>\n<p><strong>So what should we call ourselves?\u00a0 <\/strong>Maybe it&#8217;s Workforce Enablement or Capability Department. Maybe it&#8217;s Workforce &amp; Intelligence. Maybe something none of us has thought of yet. Personally, I wouldn&#8217;t be surprised if in LinkedIn we start seeing titles such as Chief Workforce Officer, Chief Workforce Strategy Officer and Chief Workforce &amp; Intelligence Officer.<\/p>\n<p>If I had to place a bet today, Id put my money on HR being transitioned to <strong>Workforce and Intelligence<\/strong>. In reality, this is what the business and board of directors now expect from us and, holds us accountable for. Whatever the final title becomes, one thing is clear. It won&#8217;t simply be a rebranding, changing the name and updating the email signature. This time the operating model has to change first.<\/p>\n<h2><strong>The real lesson from 100 years of renaming HR<\/strong><\/h2>\n<p class=\"isSelectedEnd\">Looking back over the last century, I&#8217;ve come to one conclusion. The name has never been the story, the expectations have. Every new title reflected a different expectation from the business. Personnel managed administration. Human Resources built organisational capability. Talent focused on critical skills. People &amp; Culture tried to improve experience. None of those names changed the function on their own. They simply described what organisations had already started expecting from it. And that&#8217;s exactly why I believe the next evolution won&#8217;t start with another rebrand. It will start with a different level of accountability. Not accountability for policies nor accountability for engagement scores and not even accountability for people. But instead, <strong>accountability for organisational capability.\u00a0<\/strong><\/p>\n<p class=\"isSelectedEnd\">For designing a workforce that combines human talent, technology and AI intelligently. For helping organisations build the capabilities they need to grow. For ensuring work is organised in the smartest possible way, regardless of whether it&#8217;s performed by an employee or a virtual employee.Only then does the name become relevant.\u00a0For years I&#8217;ve argued that <strong>Impactful HR is not craftsmanship.\u00a0<\/strong>This is exactly what I mean. Real impact isn&#8217;t created by changing department names nor answering employee JIRA tickets over and over again. No is impact created by updating LinkedIn profile titles. It&#8217;s created when the HR function becomes indispensable to business strategy and enterprise value.<\/p>\n<p class=\"isSelectedEnd\">So perhaps the question isn&#8217;t what we&#8217;ll call HR next.\u00a0The better question is this.\u00a0<strong>What does the organisation need us to become and are we willing to become it before someone else renames us again?<\/strong><\/p>\n<p><em><strong>Curious what this could look like in your organisation?\u00a0<\/strong><\/em>If you&#8217;re exploring how your HR function can evolve from supporting the business to shaping it, or you&#8217;re interested in building Virtual Employees that genuinely increase your team&#8217;s capability and impact, I&#8217;d be happy to share how we&#8217;re helping organisations prepare for the next era of work.\u00a0<strong>Get in touch or book an introductory call: <\/strong>\ud83d\udce7 <a href=\"mailto:pirki@vireadvisors.ai\"><strong>pirki@vireadvisors.ai <\/strong><\/a>\ud83c\udf10 <a href=\"https:\/\/lnkd.in\/dJfbwZpJ\"><strong>https:\/\/lnkd.in\/dJfbwZpJ\u00a0<\/strong><\/a><\/p>\n<p><a href=\"https:\/\/vireadvisors.ai\/en\/virtual-employees\/\"><img loading=\"lazy\" decoding=\"async\" class=\"wp-image-1676 aligncenter\" src=\"https:\/\/vireadvisors.ai\/wp-content\/uploads\/2026\/07\/Different-types-of-virtual-coworkers_Vire-Advisors.webp\" alt=\"\" width=\"606\" height=\"341\" \/><\/a><\/p>","protected":false},"excerpt":{"rendered":"<p>Personnel. Welfare Officer. Human Resources. Employment Relations. Talent Director. Chief Happiness Officer.\u00a0 People Ops. People &amp; Culture. Chief People Officer. People &amp; Organisation. Over the past 25 years I&#8217;ve personally held several of those titles. I&#8217;ve been renamed, re-titled and re-organised so many times that I&#8217;ve genuinely lost track. And I&#8217;ve started wondering. What if [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":1654,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1],"tags":[345,344,357,350,349,361,347,354,341,343,358,340,356,360,296,342,362,353,138,351,352,142,346,359,348,355],"class_list":["post-1653","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","tag-ai-agents","tag-ai-in-hr","tag-ai-workforce","tag-chief-people-officer","tag-chief-workforce-officer","tag-digital-transformation","tag-digital-workforce","tag-enterprise-value","tag-future-of-hr","tag-future-of-work","tag-future-workforce","tag-hr","tag-hr-leadership","tag-hr-technology","tag-hr-transformation","tag-human-resources","tag-leadership","tag-organisational-capability","tag-organisational-design","tag-people-and-culture","tag-people-and-organisation","tag-vire-advisors","tag-virtual-employees-2","tag-workforce-intelligence","tag-workforce-management","tag-workforce-strategy"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.1 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>HR has spent 100 years renaming itself. 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