The Australian and New Zealand Readers’ Choice
Awards for HR

AI’s promise is high, but HR readiness still trails     

• Why it matters now: AI adoption is accelerating, but many HR teams lack the readiness and governance structures to maximise its value. Without a strategic plan, the technology risks adding complexity instead of solving problems.

Australia: 86% of HR professionals expect AI to significantly impact operations in 2025, yet only 68% feel prepared to implement it effectively.  

New Zealand: 93% expect a significant impact, with 57% increasing AI tech budgets this year, up from 40% in 2024.  

Globally, GenAI adoption in HR is rapidly increasing, with the share of leaders actively planning or already deploying GenAI jumping from 19% in 2023 to 61% by January 2025, according to Gartner research. 

BGIS’s Novelli says there’s real value in liberating HR from the transactional and pulling it closer to the operational core. 

“AI and automation are enabling us to build intuitive, self-service experiences that empower managers to lead confidently within policy and process, without HR as a bottleneck,” she adds. “This shift frees HR to focus on workforce planning, capability building, and shaping human/tech strategies that will define the next generation of performance.” 

Oakley notes that emerging technologies, such as AI and automation, are reshaping the HR function itself. By streamlining transactional tasks, such as payroll, compliance and recruitment screening, these tools free HR professionals to focus on strategic priorities such as workforce planning, culture and leadership development.  

“Predictive analytics and AI-driven insights enable data-led decision-making around turnover, talent pipelines and engagement, giving HR greater influence at the executive table,” notes Oakley. 

Skills-first strategies move to the core of HR planning      

• Why it matters now: With AI and automation changing the skills mix, hiring for credentials alone is becoming a liability. Skills mapping, targeted upskilling and internal mobility programs are now strategic imperatives.

Australia: 37% of HR leaders cite AI skills as a top workforce priority for 2025, up from 25% last year.  

New Zealand: 32% identify upskilling and reskilling employees as their biggest workforce challenge.  

HRD Readers’ Choice voting patterns reinforce this trend. A large proportion of participants (42%) came from non-traditional or unspecified roles, showing that skills development strategies must account for diverse career pathways, not just conventional HR tracks. The reader vote also drew from a broad cross-section of HR decision-makers and influencers, with senior HR and executive roles having a core presence. 

Boast says AI is amplifying the urgency. “AI isn’t replacing HR, it’s replacing bad HR. By automating the transactional, we have more bandwidth to focus on strategic, human work: shaping culture, developing leaders and solving high-value business problems. The future HR leader will be both human-centric and tech-fluent, equally comfortable with empathy and algorithms.” 

While most companies have invested in AI, just 1% believe they are at maturity, according to McKinsey’s 2025 Superagency in the Workplace report. Its research found the biggest barrier to scaling is not employees – who are ready – but leaders who are not steering fast enough.  

Retention hinges on culture, recognition and wellbeing       

• Why it matters now: In a tight market, pay alone doesn’t keep people. Engagement, leadership visibility and meaningful recognition are critical retention anchors. 

Australia:       

• Engagement stands at 70% (bottom 49% globally), according to the January 2025 Culture Amp Australia Benchmark survey.

• eNPS = 16 (top 41%)

• 69% favourability for “leaders demonstrate that people are important to the company’s success”

• 72% for “the company is a great place to contribute to my development”

New Zealand:       

• Engagement is 67% (bottom 44% globally), according to the January 2025 Culture Amp New Zealand benchmark survey.

• eNPS = 9 (bottom 39%)

• 65% and 70% on the same two measures  

Novelli warns against chasing HR schemes, such as four-day workweeks, AI pilots, unlimited leave and radical flexibility, at the expense of what matters most to employees.  

“The temptation is to chase trends, but true leadership is about cutting through the clutter and making moves that are relevant, sustainable and aligned to business imperatives,” she says. “That means grounding decisions in data, understanding the culture and knowing when to say ‘no’ to what’s fashionable in favour of what’s right for your organisation.” 
 

 

Reward Gateway | Edenred

Edenred is an all-in-one employee engagement platform that gives HR leaders the tools to attract, retain and recognise talent while fostering a culture of appreciation.  

By combining technology with personalised implementation and best-in-class support, the platform delivers:        

• a stronger employee value proposition
   

• lower turnover
   

• healthier workplaces
   

• enhanced workforce connection 

The implementation process is deliberately collaborative, with Reward Gateway’s team working alongside HR and business leaders to uncover what truly drives their people, from the recognition moments that resonate most, to the ways employees prefer to connect and communicate.  

Implementation specialists then tailor the platform to align seamlessly with those insights. Whether it’s rewards and recognition, wellbeing, benefits or communication, every program is designed to feel authentic to employees while reinforcing broader strategic objectives. 

 

“The result is a solution that feels like a natural extension of the organisation, authentic to its people, reflective of its culture and backed by proven technology and best practice,” explains director of consultancy, Kylie Terrell. “For HR teams, that means confidence in both the impact today and the measurable results tomorrow.” 

That impact is evident in what clients say about the platform.         

• “A personal care worker I spoke to literally breathed a sigh of relief knowing she could save on groceries regularly. Countless people I’ve spoken to have updated their washer/dryers or TVs with the added discounts.”
   

• “Perks at Work is really helping to provide a simple, accessible, 21st-century navigable solution. When our people say, ‘My company is looking after me and helping me as well,’ that’s when I know we’re doing something right.”
   

What makes the platform stand out? 

• Personalisation and customisation: Unmatched flexibility allows clients to build programs that are 100% reflective of their employer brand. The focus on aligning the employee journey to the employer value proposition is demonstrated across clients in APAC and globally.
   

• Tailored recognition and reward moments: Peer-to-peer recognition, instant awards, organisation-wide visibility and easy redemption options create meaningful, impactful reward experiences.
   

• Social and community features: Social feeds, reactions and leaderboards drive adoption and connection. Engagement rises when employees feel seen and connected, a core part of the user experience.
   

• Strategic onboarding: Implementation is a culture change as much as a tech rollout. Guided launches, manager toolkits, diverse internal communications and 24/7 support ensure smooth adoption.
   

• Executive sponsorship enablement: Leaders are trained to model recognition behaviours by using playbooks, nudges and reporting tools that make recognition frequent and effective.
   

• Continuous client success: Local success managers, quarterly reviews and benchmarking against industry peers keep programs evolving and delivering measurable results. 

As employee expectations evolve around recognition, wellbeing and flexibility, Reward Gateway continues to adapt. 

“A single, unified destination cuts through tool fatigue and accelerates adoption,” Terrell notes. “As the world of work evolves at an unprecedented speed, SaaS solutions must keep pace with shifting employee expectations. For culture to scale effectively, consistency is non-negotiable, which is why our platform continues to flex and adapt to the full employee journey.”  

Recognised with the Readers’ Choice Award for HR, Reward Gateway sees the role of a centralised hub for recognition, communications, benefits and wellbeing as mission critical.  

Its insights also highlight clear generational shifts: younger employees expect holistic support, experiential learning and engagement that feels seamless and authentic. An “always on” approach to recognition and feedback is fast becoming the norm, and organisations that equip leaders to deliver it at scale will drive lasting alignment.  

“With our own tools and over 40 ready-to-deploy integrations, our all-in-one platform meets employees where they are, giving them easy access to what they need, whenever and wherever they work,” Terrell adds. 

Frontier Software

Frontier Software’s longevity in payroll and HR technology is unusual in a sector shaped by consolidation and frequent ownership changes. For over 40 years, the privately owned company has charted a stable path, developing its ichris platform into a system that can manage some of the most intricate workforce environments in the world. 

ichris, short for International Comprehensive Human Resource Integrated Software, combines payroll, HR and workforce management in one secure platform. It is deployed by organisations ranging from mid-sized firms to enterprises with more than 100,000 employees.

 

Frontier Software’s CEO, Nick Southcombe, says the company’s DNA has always been tuned to environments where payroll and HR are multi-layered, not mechanical.  

“When we say ichris is ‘built for complexity,’ we’re speaking directly to the realities HR leaders face every day – environments where payroll and HR aren’t just transactional, they’re strategic, multi-layered, and constantly evolving,” he explains. 

That complexity appears in many forms:   

• workforce structures that cut across borders
   

• local compliance regimes that demand constant vigilance
   

• integration of multiple systems  

What makes the platform stand out?    

• Handles complexity: Manages intricate terminations, historical adjustments, multiple contracts and nuanced rules such as state-based long service leave.
   

• Accuracy at scale: Supports position-based processing, bulk changes with validation and date-effective records across multiple jurisdictions.
   

• Beyond payroll: Covers recruitment, onboarding, performance management, learning and remuneration reviews.
   

• Workforce tools: Delivers time and attendance tracking, scheduling and award interpretation, along with serf-service portals for employees and managers to access their data securely.
   

• Local expertise: Implementation, hosting and support provided by Australian-based teams, with data stored in-country.
   

• Proven continuity: Long client relationships, stable staff tenure and ongoing reinvestment backed by ISO, SOC and ASAE certifications. 

Clients confirm the impact.      

• “Frontier Software’s ichris solution has revolutionised our payroll operations, enabling us to modernise our technology, enhance security and improve work-life balance for our team.”
   

• “The flexibility to set up and view our data exactly as we want has streamlined our processes and improved our overall efficiency. It’s the unified, cost-effective solution our board envisioned.” 

For HR leaders, Southcombe argues, that adaptability means they can expand into new markets, respond to legislative change or redesign processes without fearing their technology will fall behind.  

That track record explains why organisations stay, with client partnerships averaging more than 12 years, supported by staff whose average tenure exceeds eight.  

“Our team’s average tenure means clients work with professionals who bring deep expertise, institutional knowledge and a genuine understanding of their business. That continuity builds confidence,” he adds. 

Consistency in delivery reinforces that foundation. Frontier Software’s solutions are fully integrated, end-to-end, and avoid the need for external integrators. The company keeps close contact with its client base, running regular satisfaction surveys, providing updates and maintaining open feedback channels. That feedback is used to refine helpdesk structures, update training programs and improve onboarding workflows. 

Security and compliance anchor those relationships. The company conducts independent audits, maintains ISO and SOC2 certifications, and pursues SOC compliance as an extra measure beyond carrier or client audits.  

“Our commitment to security, compliance and transparency is unwavering,” Southcombe says. 

In practice, that means clients work with people who understand their regulatory environment, cultural context and business challenges. That approach contrasts with global vendors that often outsource or offshore support. Frontier Software’s clients get direct access to professionals embedded in the same operating environment, which accelerates resolution and reinforces accountability.  

Independence is another differentiator. In a market where ownership changes can disrupt continuity, Frontier Software’s stability offers reliability that many HR leaders value. 

Reinvestment rounds out the model, with resources directed into product development to evolve ichris in line with regulatory changes, client demands and market shifts. Features, such as AI-powered chatHR, are examples of how Frontier Software integrates new tools to simplify user interaction while keeping the system aligned with client needs. 

The result is a rare formula: a system that thrives on complexity, delivered by teams that stay with clients over the long haul. For HR leaders managing sensitive data, compliance demands and ever-changing workforce structures, that model has practical weight. 
 

HRD invited three industry leaders to weigh in on the trends set to accelerate, where HR leaders should focus their investment, and the challenges and opportunities that will shape next year’s Readers’ Choice results:       

• Karly Boast (KB), vice president of people at LawVu
   

• Sarah Novelli (SN), executive director of people and culture at BGIS
   

• Lisa Oakley (LO), director and lead consultant/mātanga hāpai at People Associates NZ 

HRD: What trends do you expect to accelerate in HR over the next 12 months? 

KB: “We’ll see HR accelerate towards platform thinking, building integrated ecosystems where culture, capability, performance and analytics live in one adaptive layer. The focus will shift from fragmented point solutions to People Operating Systems that are predictive, personalised and increasingly powered by Agentic AI.  

Global workforce capability strategies will mature beyond training calendars into live skills intelligence, continuously updated maps that guide hiring, mobility and succession planning. Underpinning it all, leadership culture will remain the make-or-break factor because the best systems in the world fail without leaders who role model the values, adapt quickly and create trust in the change.”  

SN: “I suspect as platforms become integrated and connect learning, performance and wellbeing, there will be a real focus on personalised employee experiences rather than blanket approaches to offerings. I also feel there will be a reskilling to address skills shortages and future-proof talent. Both of these are underpinned by that ongoing focus of people analytics, ensuring HR decisions are evidence-based and linked to productivity.”  

LO: “The acceleration will be in integrated workforce platforms, global workforce capability and employee wellbeing as a performance driver. We’ll also see specialist partnerships, such as employment relations, change management and leadership development experts, remain critical as businesses want the benefits of integrated systems but still need niche expertise for complex challenges.”  

HRD: Where should HR leaders focus their investment to stay competitive in 2025 and beyond? 

KB: “Time, budget and talent should back initiatives that scale, learn and adapt. That means investing in leadership culture at the same time as technology, because when leaders are aligned, accountable and engaged, every other investment pays back faster.”

SN: “Leaders should focus their investment on real-time insights and predictive data to help them enhance the employee experience. Equally important is reskilling and upskilling, equipping employees for new ways of working, particularly in digital, AI, tech, etc. Also, driving a culture of innovation where team members are encouraged to explore new ideas and better ways of working.”       

LO: “HR leaders should invest in three areas:         

• Technology: integrated platforms and AI-driven analytics
   

• Capability: upskilling leaders in coaching, resilience and leading through change
   

• Culture: embedding wellbeing, diversity and trust as cornerstones of competitive advantage” 

HRD: What emerging challenge or opportunity do you think will most influence 2026’s Readers’ Choice results? 

KB: “The biggest differentiator will be which organisations can operationalise AI while elevating and not eroding the human experience. The opportunity is to use AI agents to remove friction, connect silos and free leaders to spend more time on people and performance.  

The challenge is cultural: if leadership behaviours don’t keep pace with technology, adoption will stall. The organisations that balance tech enablement with a strong, adaptive leadership culture will win.” 

SN: “Organisations that leverage AI to enhance decision-making and personalise employee experiences will be recognised for impact. That said, we need to continue to focus on human-centric leadership for engagement.” 

LO: “The most influential factor will be the effectiveness of organisations in aligning human capital strategy with business resilience and sustainability goals. Those that manage to integrate employee wellbeing, digital transformation, and environmental/social governance into a coherent people strategy will set the benchmark for the future.”  
 

    

• Partnership as the differentiator
  The 2025 winners demonstrate that HR leaders want partners who step into their world, solve everyday challenges and stay invested in the bigger picture of culture and strategy.
   

• Performance through experience and capability
  Performance depends on how employees feel at work and whether they have the skills to succeed. Leaders are turning to platforms and partners that support wellbeing, build capability and keep organisations competitive in a global talent market.
   

• Proof through data and expertise
  Trust comes from evidence. Standout vendors demonstrate their value with data and predictive insights HR leaders can take to the executive table. In addition, specialists remain vital when challenges demand depth as well as breadth.

 

The Australian and New Zealand Readers' Choice Awards for HR

 

• 
  Frontier Software
  Payroll Solutions, Time & Attendance Solutions
   
  
• 
  Reward Gateway | Edenred
  Discount Program, Reward & Recognition Platform
   
  
• 
  WTW Australia
  Salary Benchmarking & Forecasting
   
  

 

• ACT Safety
• ADP
• AGSM
• AIM
• Aon
• Auckland University
• Australian Business Lawyers & Advisors
• BeSafe Training
• Black Dog Institute
• Charles Sturt University
• Cornerstone OnDemand
• Corrs Chambers Westgarth
• Coursera
• Culture Amp
• Dayforce
• Deakin University
• Deel
• Diversity Partners
• EAP Services
• ELMO
• Employment Hero
• EY
• FBG Group
• Go1
• Great Place to Work Australia
• Harmers Workplace Lawyers
• Hays
• headspace
• HiBob
• Ingeus Australia (trading as Assure Programs)
• JobAdder
• Knowhow
• Korn Ferry
• Linkable
• LinkedIn Learning
• Massey University
• Mauve Group
• Melbourne University
• Mercer
• Mission and Rhythm
• Monash University
• Oracle
• PageUp
• PeopleCheck
• Perkbox
• Phillip Yip & Associates
• Positive HR
• Queenstown Immigration
• Randstad
• Referoo
• Remote
• Rippling
• RMIT University
• Roam Migration Law
• Robert Walters
• SAP SuccessFactors
• Sonder
• Springday
• Swinburne University
• Workday
• Workpro

 

 

Methodology

The survey for the inaugural Readers’ Choice Awards 2025 took place between 19 May and 13 June 2025. HRD Australia and New Zealand opened service provider nominations to create an impressive list of vendors and suppliers in the HR community from across the country and compiled the list based on the team’s knowledge and additional research within each area. 

Readers were invited to cast their ballots through an online survey and responses were completely confidential. Survey participants were invited to select up to a certain number of organisations, depending on the category. A participant could nominate additional organisations that did not appear on the list if they thought they should be considered. 

Three nominees (including ties) who received the highest number of overall votes in each category were awarded the Readers’ Choice designation.