April reflections: lighter, sharper, and keeping an eye on the algorithms

There’s something about April that invites clarity. The clocks have settled, the mornings are bright, and there’s just enough warmth to earn a lighter jacket. Work feels more structured. Conversations shift from “where are we?” to “where are we heading?”

This month I’ve felt more energised - not just because of a personal health reset and a quick trip to Spain, but also because the HR landscape is starting to get louder on something that matters: AI regulation.

We’ll come back to that. But first, some thoughts on what April brought more broadly - not as a headline summary, but as the rhythm of a country slowly stretching into spring.

A quick tour of UK headlines: April 2025

April’s rhythm was shaped less by grand shifts and more by incremental tectonic movement. The government focused on stabilising, not reforming: fast‑tracking the Steel Industry Special Measures Act to rescue British Steel, recalling Parliament on a Saturday in mid‑April, while quietly advancing plans - like reviewing hundreds of public bodies - to bolster public‑sector efficiency. Alongside came fresh restrictions on asylum seekers with sexual‑offence convictions, and renewed talk of immigration tightening, signalling narrative‑driven headlines without explicit policy yet.

Economically, markets wobbled under Trump‑influenced tariffs: the FTSE slumped and shipping giants paused U.S. trade volumes. Domestically, a sharp rise in spring wildfires - from Cumbria to Dorset - underscored environmental vulnerability and pressing emergency response challenges . Social friction emerged too: Birmingham’s bin‑strike prompted military‑assisted clear-ups, and the Supreme Court’s biological‑sex ruling on gender definitions reignited heated public debate on single‑sex spaces and trans rights.

Then came the softer moments: the Royal Albert Hall hosted the 2025 Laurence Olivier Awards on 6 April - celebrating theatre and storytelling - and a whimsical art‑project pigeon with a miniature passport briefly baffled Heathrow staff. Wildflowers bloomed, spring temperatures nudged into the mid‑20s Celsius . Together, these stories sketched a UK leaning into spring, quietly recalibrating systems, norms, and narratives - while urging us to notice the small, the human, and even the absurd - qualities HR must mirror as we support people through change.

The real focus: AI regulation in HR

April brought growing clarity around AI regulation in the workplace. The UK Government is leaning into context-specific rules, and HR sits right in the middle of several emerging fault lines.

No new laws yet - but pressure is rising

There’s still no dedicated UK legislation governing how AI is used in recruitment, performance management, or HR analytics. But organisations are under growing pressure from regulators and campaigners to get ahead of the issue. The Equality and Human Rights Commission, the TUC, and several policy think tanks have called for tighter regulation around automated decision-making, especially when it directly affects people's livelihoods.

Key themes:

• Transparency - employees should know when AI is used in decisions about them.

• Explainability - employers should be able to describe in plain language how outcomes are determined.

• Fairness - systems must be audited to ensure they don’t replicate or amplify existing bias — especially in recruitment and promotion.

Tighter ICO expectations

The Information Commissioner’s Office (ICO) issued new guidance this month, warning that “black box” systems without human review likely breach data protection law. Critically, they made it clear that:

• You can’t outsource responsibility by buying a third-party tool.

• If a decision materially affects someone’s rights, it must include meaningful human involvement.

• The more opaque the tool, the higher the scrutiny expected.

This isn’t just legal hygiene. It’s an operational risk. HR leaders need to move from passive approval to active stewardship of AI systems. If you don’t understand how a tool works, or how it makes decisions, you shouldn’t be using it.

What good looks like… now

Some organisations are already treating AI as a serious governance issue. Not because they have to (yet), but because it’s the right thing to do - ethically, legally, and reputationally.

Examples of emerging good practice:

• Annual algorithm audits for fairness and consistency

• Publishing transparency statements in recruitment and progression processes

• Developing internal AI literacy for HR teams - so they can challenge as well as operate

• Embedding AI governance into EDI strategy and risk frameworks

At Pelwyn, our position is simple: if a system affects human decisions, it needs human accountability. That applies whether you built it yourself or bought it off the shelf. The tech is moving fast — but the obligation to treat people fairly hasn’t changed.

On a more personal note: a reset of my own

April’s also been a health reset for me. Nothing extreme. No fads. Just a quiet shift - more movement, better food, a little structure. And it’s made a difference.

Not just physically, though that’s been noticeable. But mentally. The head fog clears. Meetings feel easier. Thinking feels sharper. I’ve found myself more patient, more curious, and more able to step back when needed.

It reminded me just how easy it is to get pulled into volume and velocity - to focus on what’s urgent rather than what’s useful. HR work asks a lot of us. To be calm, clear, and fair under pressure. That starts with energy. And energy needs care.

So while I didn’t set out to go on a “weight-loss journey”, it’s become something that’s reshaped my focus. I’m carrying a little less. I’m holding a bit more. And I think that’s exactly what this kind of work needs.

Spain, friends, and the case for cocktails

And somewhere in the middle of all that fresh resolve... I went to Spain.

It was a short trip - a few days with friends, not overly planned. We talked, walked, swam, and occasionally indulged. I told myself I’d stick to the healthy habits. I mostly did. But the cocktails were too inviting to resist every time.

And that’s fine.

Getting away early in the year always resets my perspective. A different language, different pace, different light. It doesn’t need to be profound - just enough to loosen the grip of routine. And when you come back, the familiar feels a little more optional. Like you have a bit more choice in how the days take shape.

I didn’t solve anything big. I didn’t come back with a new five-year plan. But I came back rested, more grounded, and reminded that joy matters too. That’s enough.

A closing thought

April has been about alignment - between energy and effort, regulation and fairness, routine and intention.

The conversations around AI are only going to grow. So are the pressures on pace and performance. But it’s still possible - and maybe more essential than ever - to stay grounded. To make space for clarity. And to remember that good HR isn’t just fast or compliant. It’s fair, thoughtful, and human.

That’s the rhythm I’m holding as we move into May. With sharper thinking, lighter steps, and (hopefully) fewer cocktails. But I make no promises.