Language in HR: More than just a rebrand?

HR language is evolving. Terms like ‘People and Culture’ are replacing traditional HR titles, while ‘talent acquisition’ is overtaking ‘recruitment,’ skills-based hiring is gaining traction, and concepts like digital body language (interpreting employee or candidate behaviour from online interactions) are entering everyday HR conversations.

The words we use to describe our people and roles can signal culture, purpose, and identity. But is this transformation meaningful – or just an expensive rebrand?

Take Accenture, for example. A Financial Times report on 30 November 2025 highlighted the company’s rebranding of its 800,000-strong workforce as “reinventors.” This coincides with a strategic pivot to AI and the creation of a restructured division, “Reinvention Services,” combining strategy, consulting, creative, technology and operations.

This isn’t just cosmetic. It’s designed to reshape how employees see their role in driving transformation, supporting the ambition to be clients’ “reinvention partner of choice,” and implicitly anticipating upskilling these reinventors in AI capabilities.

Other examples of evolving language in the workplace:

• IT teams becoming ‘IT Experience’ or ‘Business Technology’ teams, emphasising partnership over back-office functions.
• Diversity and inclusion functions evolving into ‘Culture’ or ‘People and Belonging’ teams, reflecting a broader focus on employee experience.
• Disney calls employees “imagineers,” signalling creativity and innovation.
• Amazon refers to “ninja coders,” implying technical mastery and an agile, high-performing culture.

What’s the big idea? Why it matters

• Terminology can strengthen belonging, purpose, and culture, helping companies stand out and appeal to talent who value creativity and meaning.
• It can help align roles and departments with evolving business strategies, reinforcing engagement and employee experience internally.
• Thoughtful language signals that employees’ contributions are valued beyond transactional terms, supporting motivation, retention, wellbeing, and personal development.

When words aren’t enough

• Language must reflect real structural, cultural, or behavioural change—otherwise it risks being seen as superficial.
• Legal precision remains important; policies and contracts must retain accurate, enforceable terminology.
• Overly creative labels may alienate staff or be perceived as corporate jargon.

As Andre Spicer, Executive Dean at Bayes Business School, warns, jargon can “increase confusion, undermine trust and foster a sense of corporate absurdity.” Likewise, Deborah Cameron, former Professor of Language and Communication at Oxford, notes that the key question is whether employees feel comfortable adopting new labels like “reinventors,” or find them obscure or pretentious.

The bottom line

Language in HR can be more than semantics. When chosen thoughtfully, it can reinforce culture, inclusion, engagement, and a sense of purpose. When done poorly, it risks confusion or cynicism. Meaningful culture is lived daily through actions, decisions, relationships, and organisational practices, not just through words on a wall.

At People Business, we help organisations navigate these challenges – reviewing internal terminology, updating policies, and embedding meaningful cultural change. If you’re considering refreshing how your people are described and engaged, we can guide the process to align with best practice, legal clarity and genuine culture-building.

💡 Question for you: How has your organisation used language to reflect culture, identity, or purpose? We’d love to hear your thoughts. Get in touch to talk to one of our consultants.