The role of HR seems to be undergoing a fundamental shift, potentially driven by a deeper re-examination of what organisations owe their people and what people owe their work. As expectations around wellbeing, psychological safety and leadership maturity rise, HR is increasingly being asked to hold two truths at once: that workplaces must be more human, and that performance still matters. Energy Collective Co argues that the future of HR lies in navigating this tension with greater clarity, courage and nuance, moving beyond administrative function toward a more system-aware steward of organisational performance and culture.
According to Jade Donegan, founder of Energy Collective Co, changing workplace dynamics, generational shifts and the integration of artificial intelligence are influencing how organisations operate and how individuals engage with their roles. “Leaders are also becoming more cautious in how they make decisions, especially when legal and ethical issues overlap,” she says. “It’s creating an environment where people hesitate not because they doubt their abilities but because they’re juggling so many competing priorities.”
As these competing lenses become more prominent, their influence can be seen in how decisions unfold. Jade notes that concerns around potential claims, particularly in relation to workplace conduct, can extend decision timelines and dilute direction. Alongside this, organisations aim to act in alignment with both regulatory requirements and internal values, while maintaining operational effectiveness. The result, as Jade notes, is a nuanced balancing point, where the intent to act responsibly sits alongside the need for timely and effective action.
This interplay may also shape workforce dynamics. Jade observes that the relationship between what organisations provide and what employees contribute continues to evolve, influenced in part by broader cultural shifts. “Expectations around flexibility, progression and fulfilment are now part of employment conversations, while businesses continue to operate within commercial realities that require consistency and output,” she explains. Jade adds that this creates a space where expectations on both sides benefit from clearer articulation.
As expectations shift on both sides of the employment relationship, Jade believes that leadership is placed under additional pressure to navigate performance conversations with care and precision. “Leaders may sometimes feel a bit restricted when they need to address sensitive topics, especially when they’re trying to balance being supportive with being clear,” she says. “In those moments, having a simple framework to lean on can help keep the conversation grounded and respectful while still moving things in a constructive direction. It just gives everyone a little more clarity about what the discussion is aiming to achieve.”
The importance of structure becomes more evident when considering the psychosocial dimension of work. According to a report, more than 840,000 deaths each year are linked to psychosocial risks such as long working hours, job insecurity and workplace harassment. The report also highlights how the design, organisation and management of work influence both health outcomes and organisational performance.
“These findings show us that workplace conditions extend beyond immediate tasks. They shape how individuals think, respond and perform over time,” Jade states. This connection is further reflected in research, which estimates that burnout costs Australian businesses approximately $39 billion annually through lost productivity, absenteeism and turnover, highlighting the broader organisational impact.
Understanding these impacts raises further questions about how HR is positioned within organisations. According to Jade, HR is sometimes viewed through a narrower lens, focused primarily on compliance or administrative processes, and emerging HR trends of what businesses should do to be successful. In some cases, initiatives may be introduced without full alignment to operational realities, which can limit their effectiveness. For example, programmes designed without consideration of workforce composition or role-specific demands may struggle to deliver meaningful outcomes. Similarly, engagement surveys can capture sentiment without fully identifying the underlying drivers of behaviour.
This gap between insight and action is where Energy Collective Co directs its focus. Its work examines the root causes of performance by considering how work is designed, how leadership is enacted and how individuals manage their capacity. Central to this is its framework, which includes physical, mental, emotional and spiritual factors.
“I’ve found that performance is shaped by far more than someone’s skills or how hard they try,” Jade shares. “There’s also often a noticeable gap between the wellbeing practices discussed at an executive level and how they play out for people across the wider workforce. Noticing that gap can be an important step in understanding what really supports people day to day.”
Linking organisational design with individual responsibility may introduce a more balanced view of performance. At Energy Collective Co, leaders are encouraged to create environments where expectations are clearly defined, while individuals are empowered to take ownership of both performance and, where necessary, transition decisions.
Jade shares one example, wherein a structured performance improvement process led to the majority of individuals choosing to exit on their own terms, illustrating how support and accountability can operate together within lawful and ethical processes. Jade explains, “If we give people the space to reflect with honesty, they can find their own direction. That moment of ownership can be more constructive than any imposed outcome.”
This perspective also reframes the role of HR within the organisation. Jade notes that HR decisions can become more closely linked to business outcomes while maintaining alignment with regulatory frameworks. This shift, she observes, intersects with the increasing presence of automation, where roles continue to evolve alongside technological capability. Jade emphasises that in this environment, individuals who understand how to manage their energy and sustain focus are better positioned to contribute effectively, while organisations that invest in human performance and resilience may strengthen their adaptability over time.
Jade’s educational background in cultural and political change informs this perspective, offering insight into how broader patterns influence people’s behaviour within organisations. “Workplaces reflect the people they operate within,” she states. “We can better align performance when we know what drives those people and what stops them.”
The direction forward points towards a balance between empathy and accountability as organisations continue to adapt. Clear frameworks, open conversations and practical tools may provide a way to navigate complexity without oversimplifying it. This perspective recognises the shared nature of the challenge, where both leaders and employees contribute to outcomes. Through this lens, performance and wellbeing become interconnected elements that, when aligned, support environments where both businesses and individuals can progress with purpose.
