Why High Performers Leave Organisations and What You Can do to Retain Them

Top performers are often the backbone of organisations. Whilst everyone within the business has an important role to play in delivering on the organisational promise and outcomes, it’s often the top performers who are looked to for driving innovation, productivity, and growth.

However, retaining them increasingly needs more than competitive salaries, perks and recognition; it demands a more intentional approach to leadership that contributes to an environment in which high performers feel valued and motivated, that they matter, and are committed to staying.

I’ve looked at some recent research from author, researcher and professor Zach Mercurio, Ph.D., whose book ‘The Power of Mattering’ is published next year. I see 4 ways in which leaders can achieve this:

Notice and Acknowledge Top Performers

Top performers often operate under the radar because they can consistently deliver results without creating problems – which can lead to feelings of invisibility, especially if they’re not being recognised for their efforts.

Leaders should actively notice all the people within the organisation – for high performers they need top make time for regular, meaningful check-ins that go beyond transactional updates. Questions around workload, and the offering of support, will often be noticed. Zach suggests something called “stoplight check-ins”-  where employees share their current energy levels (green, yellow, or red), which can provide real insights into how they feel about their wellbeing.

Provide Specific and Meaningful Feedback

Generic feedback – think back to old school reports with advice like “good work” or “keep it up” which offered encouragement to many but not might seem genuine for top performers. Leaders should be able to offer more detailed affirmation that highlights their specific contributions and impact. This means that feedback should be precise:

  • Describe the context: Highlighting a specific project or situation where their contributions stood out
  • Name the behaviours: Specify what they did that made a difference
  • Explain the impact: Share how their actions have positively affected and impacted the team, organisation, or clients.

Meaningful feedback doesn’t just motivate high performers but can also reinforce their sense of purpose and belonging to the business.

Show Them They’re Needed

High performers often operate at their best levels when they know their work is indispensable. Leaders should try to help them understand their value by linking their efforts to measurable outcomes. For example, data  van be used to demonstrate how their contributions have driven results – eg. higher customer satisfaction scores or increased revenue.

Find simple yet powerful phrases that acknowledge how their skills and perspectives are critical to their teams’ success.

Strengthen Personal Connections

The relationship our people have with their managers and leaders often play a pivotal role in employee retention. High performers want to feel understood and supported by their managers and leaders. Ways to engage with them on a more personal level to help improve this are:

  • Prioritising wellbeing: Showing genuine concern for their mental and emotional health
  • Sharing your own experiences: Open up about your own challenges or anxieties can create an important bond
  • Being accessible: Let them know they can approach you with concerns or ideas anytime

Retaining top performers – in fact, retaining all your people – is not about grand gestures but about consistent, intentional actions that make them feel noticed, affirmed, and needed.

By investing in these relationships, and reinforcing their importance to the business, you can create an environment where your best talent chooses to stay and thrive.

HR Challenges and Opportunities for 2025

Organisations are facing growing challenges, all of which are making the role of an HR professional increasingly complex and multi-faceted. As business navigates economic uncertainty, whilst supporting their employees’ mental health and wellbeing, we see almost daily debates online about evolving work models and working arrangements, and how to manage the emerging Gen Z workforce. That’s before we mention the role of AI and how it might impact – positively – the HR workload.

I’ve been looking at some recent research from the team at McKinsey & Company that identified five key areas that are contributing to this workload, but which also present opportunities for a better way of working. With stress on the rise, and some workforces complaining of ‘change fatigue’ it’s time to build trust within our teams and offer real support and enablement for our people.

Increasing Workload and Demands

The responsibilities on HR teams have escalated with modern HR departments not only tasked with traditional hiring, onboarding and compliance but also with addressing the more complicated areas that I outlined in the introduction – mental health and wellbeing support, remote/flexible/hybrid work policies, and a general dissatisfaction with the overall employee experience.

This increase in workload creates a dual tension, with HR teams managing a broader spectrum of demands while ensuring the wellbeing and retention of their people. The need for effective and supportive people management is stronger than ever, but with limited resources and growing tasks many HR teams find themselves stretched thinly.

Pressure of Strategic Involvement Without Necessary Authority

Whilst HR has historically, and wrongly, often been seen as more of a ‘support’ role, today’s organisations increasingly need their HR teams to be strategic partners. However, while they are called upon to influence company culture and policy more strongly, the main question is – do they have the authority to drive real change?

This can leave HR teams in a frustrating position – advisors on transformative strategies but lacking the decision-making authority to oversee their strategies fully realised for real change. HR needs to be part of the strategic conversation from the start, with the authority to influence and make impactful strategic decisions.

Battling ‘Change Fatigue’

Organisations are in a constant state of adaptation be it addressing remote & flexible work transitions, engaging and retaining the Gen Z workforce, building meaningful experiences and implementing AI effectively.

Change is necessary for most organisations, but can also create “change fatigue” among employees and managers if not implemented effectively. For HR teams, who are responsible for implementing and explaining these shifts, it could feel like an endless cycle of implementation without the time to let one change settle before the next is introduced.

Building resilience and carefully pacing transformations are crucial for preventing burnout within HR teams.

Potential Trust Deficits Between HR, Employees, and Leadership

There is often a ‘trust gap’ in organisations between employees, HR, and leadership, with HR teams finding themselves in a delicate balance – representing the company’s priorities whilst advocating for employees. This balancing act could lead to a perception that HR is not genuinely aligned with employees’ needs – thereby damaging trust – or too aligned with senior management.

For HR to be effective mediators between employees and leadership, it is essential that organisations to prioritise transparent, honest communication and to help HR clearly demonstrate the organisational commitment to employee welfare.

Technology’s Role in HR: Efficiency or Extra Burden?

While technology has the potential to streamline HR processes, it sometimes adds additional layers of responsibility. Generative AI, for instance, holds promise for enhancing recruitment, data analysis, and even employee engagement, though has the potential to detract from some of the more creative tasks that our people enjoy doing. Without proper implementation, these technologies can also impose more administrative duties, detracting from the human-centred support HR is meant to provide.

For technology to be effective, it should ease, support and provide smoother experiences for our people, not increase the workload, allowing HR teams to focus more fully on strategic support and enablement to our people.

Turning Challenges into Opportunities

Despite these mounting pressures, HR professionals can take steps to mitigate them and foster a more supportive organisational climate. Prioritising authentic communication and trust-building practices can help bridge any gaps between HR, leadership, and employees. In the long run, enabling HR to work as a full strategic partner – and not be seen as a support or adjunct function – will help to empower the whole organisation to be more adaptive, resilient, and people-focused.

Today’s HR professionals are dealing with some of the most challenging dynamics the workforce has seen. Yet, with the right support and authority they have the potential to transform these into positive experiences, fostering a workplace where employees thrive, organisations adapt smoothly and successfully, and the true value of HR can be recognised and rewarded.

What HR Leaders Need to Know About AI, Employee Experience, and Burnout

As AI becomes more integrated into every area of our working lives, it is important that HR leaders understand how this technology will not just impact productivity, but also influence the overall employee experience. I recently had a podcast chat with Gabriela (Gabby) Burlacu, senior manager at the Upwork Research Institute, about their research in to how AI is reshaping work, and the resulting implications for productivity, job satisfaction, burnout, and skill development.

The Productivity Paradox: Why AI Alone Isn’t Enough

One of the key points we discussed was why, despite the increasing use of AI, organisations have not seen the expected leaps in productivity. This could be because AI has been layered onto existing work models without rethinking workflows, organisational structures, or roles, creating a “productivity paradox” – essentially where AI increases the speed of certain tasks but doesn’t translate into overall gains because companies are still operating with outdated processes.

For HR leaders, this highlights the need to think beyond simply adopting AI tools and shifting focus towards how work is organised. Introducing AI requires a holistic shift in how teams collaborate, how workflows are designed, and how outcomes are measured. Simply adding AI to existing frameworks risks overwhelming employees, leading to burnout rather than increased efficiency.

AI and Job Satisfaction: Balancing Automation with Meaningful Work

Another concern raised is the potential for AI to reduce job satisfaction. Many of the tasks that AI can now automate are those that employees find fulfilling. Whether it’s drafting a report, organising data, or managing small projects, these tasks often give workers a sense of accomplishment. Removing these elements could unintentionally strip away the aspects of work that keep employees engaged and motivated.

HR leaders should consider how to balance automation with opportunities for meaningful work. While AI can take over more repetitive tasks, it’s crucial to ensure that employees still feel a sense of purpose and contribution. Finding ways to engage employees in more strategic, creative, or interpersonal tasks can mitigate the potential downsides of automation.

The Double-Edged Sword of AI: Boosting Some Employees While Undermining Others

AI also has a unique impact on employee performance. Gabby Burlacu talks about how AI tends to boost the productivity of lower-performing employees, helping them match the output of higher performers. While this can be seen as a positive outcome for overall team performance, it can raise concerns for high performers who may feel their contributions are being diluted.

For organisations that have historically relied on developing high performers to drive success, this could lead to disengagement. HR leaders should begin to rethink how performance is measured and rewarded in an AI-enabled workplace. A high performer in an AI-driven environment may look very different from a high performer in the past. Performance metrics need to evolve to reflect creativity, strategic thinking, and leadership skills rather than just raw output.

AI and Skill Development: Are We Sacrificing Learning for Efficiency?

One of the more concerning impacts of AI could be on skill development. Many tasks that AI can now perform, such as basic data analysis or drafting reports, are traditionally entry-level tasks that help employees build fundamental skills. If these tasks are automated, early-career workers may miss out on critical learning experiences that help them build skills in how to prioritise, communicate, and problem-solve.

HR leaders need to address this skills gap by rethinking how learning and development (L&D) is structured. Rather than focusing solely on efficiency, organisations should ensure that employees are gaining the hands-on experiences they need to grow. This could involve creating new opportunities for skill development, maybe shifting focus toward more complex problem-solving tasks.

Leveraging Freelancers and Non-Traditional Talent

As AI reshapes the workforce, another trend we see gaining traction is the use of freelancers and non-traditional talent to fill skill gaps. Freelancers often come equipped with up-to-date AI skills, providing organisations with the agility to implement AI without waiting for internal training programs to catch up. For HR leaders, this presents an opportunity to think creatively about workforce composition, leveraging a mix of full-time employees and freelancers to meet evolving business needs – an approach I often refer to as Total talent Thinking.

Co-Creating Metrics to Avoid Burnout

Finally, one of the most actionable insights from our conversation is the importance of including employees in discussions around productivity metrics. Gabby Burlacu points out that employees who have a say in how their performance is measured tend to feel less overwhelmed and more engaged. In an AI-driven workplace, where productivity expectations may shift rapidly, co-creating metrics with employees ensures that they understand what is expected and feel part of the process.

For HR leaders, this co-creation process is key to managing burnout. Instead of top-down mandates that employees may find unrealistic or unclear, HR can work with teams to develop productivity measures that reflect the realities of using AI. Using a more inclusive approach could help reduce stress and ensure that employees feel supported during the transition to AI-enhanced work environments.

Rethinking Work in the Age of AI

AI is undoubtedly a powerful tool, but its success depends on how effectively organisations can adapt their structures, workflows, and cultures to integrate it. For HR leaders, the key challenges lie in balancing the efficiency gains with the need to offer meaningful work, skill development, and employee wellbeing.

By rethinking performance metrics, fostering skill development, and engaging employees in co-creating the future of work, organisations can harness AI’s potential without sacrificing employee experience or burning out their workforce.

You can listen to the full conversation at https://www.hrhappyhour.net/episodes/will-ai-help-to-reduce-employee-burnout-or-to-increase-it/

Thoughts and Conversations From HR Technology Conference & Expo 2024

I thoroughly enjoyed the recent HR Technology Conference & Exposition. For me it was certainly the best of the 3 post-covid events and had a real energy and dynamism with lots of conversation and interaction. The Expo floor was full, and whilst certain topics (I’m looking at you AI!) seemed to dominate many of the chats there was – for me – a clear liveliness around making better workplaces, using data to gain real insights to help and support, and a focus on the role of leadership to guide during uncertain business – and political – times.

Five things stood out for me:

Retention as the New Recruitment

I see a noticeable shift toward focusing on employee retention rather than solely recruitment. Investment in employee experience, engagement, and well-being is now a major priority for organisations. I have been talking about this trend quite a bit this year and certainly those I spoke to at HR Tech agreed that their focus had shifted towards retention.

Upskilling and Enablement

Organisations are increasingly focused on supporting their employees’ development by providing opportunities for upskilling and enabling them to be their best selves at work, especially in a time of global uncertainty. People want access to what they need to know, as and when they ned to know it, and organisations are investing in this.

Impact of AI on Engagement

While AI can offer significant productivity and efficiency gains, I am concerned that it could diminish employee engagement by taking over tasks that people enjoy, potentially leaving them with less fulfilling work. We do need to be careful about how we use AI to replace creative and more human tasks.

AI’s Role in Sentiment Analysis

I see AI being increasingly used for sentiment analysis and gaining insights into how employees feel, which helps leaders and managers better understand the workforce’s mood and engagement. There is a definite shift towards gaining better understanding of who our people are thinking and feeling and the positive impact of tools such as recognition.

Putting the Humanity into Human Resources

This is something I’ve been speaking about this year and it was good to talk with attendees and vendors who see the need for a more personal, human approach to how we hire, engage and retain our people. I think that while we are still exploring ways in which AI can help us understand things like mood and sentiment, we need to be able to trust it, though I do remain a bit sceptical about potential over-reliance on AI for decision making without ensuring depth and understanding behind its recommendations.

During the event I was able to record a podcast episode on HR Happy Hour with my friends from H3 HR Advisors Trish (McFarlane) Steed and Steve Boese about what we had seen at HR Tech that had impressed us and what we thought the future might hold.

You can listen to our full conversation here:

Engaging and Retaining Gen Z: What Organisations Need to Know

If you enter the words Gen Z or Generation Z into an online search, a number of words will come back to you. Not all of them necessarily complimentary. Not all employers are tolerating laid back language and attitudes. Words like difficult in the workplace come up. If you do the search, they are demanding and they want culture change. I don’t think there’s ever been as much written about an emerging generation in the workforce as there is now, but in the digital era, Gen Z are under the microscope.

Certainly, if you go back through books and magazines on the history of work, I doubt you’ll find articles entitled ‘How to Hire a Hippie’ or ‘Why the punk rock generation will change your business forever’. But in the digital era, Generation Z are up for being put under the microscope.

The fact is, baby boomers are gradually and steadily retiring – although at slower rates than before – so for organisations hoping to remain competitive in a rapidly evolving market, knowing how to engage and retain Gen Z employees is crucial. However, the expectations of this digitally savvy, highly educated generation differ from their predecessors. Understanding their needs can make a significant impact on a company’s success.

I recently had an insightful podcast chat with Gen Z and Future of Work Influencer Danielle Farage, who is a Harvard Business Review and Forbes featured editor, and also helps organisations to bring neurodivergent thinking into the organisations. We talked about the six key factors that organisations should focus on:

1. The Workforce is Changing: A Need for Fresh Talent

For organisations looking to replenish and up skills their workforce, the focus is naturally on how to attract and retain the emrging generation – Gen Z. However this cohort is different in terms of its expectations and needs.

They are entering the workforce with high levels of education and technological know-how, but then often find themselves faced with outdated workplace practices that don’t align with their skills, beliefs and aspirations. Organisations that fail to adapt risk losing out on the fresh talent they need to sustain growth.

2. Embracing Technology and Modern Work Tools

Gen Z is the first generation to grow up entirely in the digital age, having had smartphones and high-speed internet for most of their lives. As Danielle Farage points out during our conversation, this exposure has conditioned them to expect a workplace that is both technologically advanced and flexible. They are not interested in working with outdated systems or for organisations that resist change.

Companies looking to attract and retain Gen Z talent need to ensure they have current, intuitive technology, and be open culturally to digital transformation, and an environment of innovation. This approach helps to improve efficiency and performance, and also caters to the tech-driven mindset of the emerging workforce.

3. Focus on Guidance, Not Micromanagement

While Gen Z wants to grow and develop within their roles, they resist the notion of being micromanaged. They desire autonomy in how they approach their work and appreciate leadership that guides rather than controls.

I often write and speak about how traditional management styles that centred on direction and control, are giving way to a more supportive model focused on superior and enablement. Gen Z expects their leaders to act as mentors who can facilitate their growth through advice, access to resources, and opportunities to learn. Employers who offer this type of support are more likely to foster loyalty and retention among Gen Z employees.

4. Redefining the Employer-Employee Relationship

Unlike previous generations, who may have expected to work for the same company for decades, Gen Z views employment as a two-way relationship. This generation is much more likely to ask: “What can your company do for me?” while also offering their skills and talents.

Danielle Farage highlights that this change reflects a broader shift in the employer-employee dynamic. Gen Z wants meaningful work that aligns with their values, and they expect opportunities for both personal and professional development. Companies that understand and respond to this desire will stand out as employer of choice amongst emerging talent.

5. Career Flexibility is Key

Gen Z doesn’t envision a singular, linear career path. Instead, they anticipate having multiple careers across different industries over their lifetime. This means they are likely to prioritise roles that allow them to develop transferable skills and explore their various interests.

Businesses should be open to providing diverse learning opportunities and career progression paths. Encouraging employees to explore new roles within the company not only retains talent but also strengthens internal mobility and innovation. Gen Z will look for opportunities and support for up-skilling and re-skilling, so providing these will help engage and retain what has become a flexible and career-fluid workforce generation.

6. Prioritise Mental Health and Work-Life Balance

Gen Z are highly aware of the importance of mental health and of the need to maintain a healthy work-life balance. Unlike previous generations that may have embraced more of a ‘hustle culture’, many of the Gen Z workforce will actively push back against the notion that they need to sacrifice personal well-being for career success.

This generation advocates for mental health support, flexible working hours, and the right to disconnect outside of office hours. Companies that provide these benefits are more likely to retain young workers who value balance and wellbeing.

There’s no two ways about it, organisations are going to have to adapt much of their culture and purpose to attract, engage, retain and adapt to the evolving expectations of the emerging workforce.

Embracing new technologies, offering flexible career paths, and focusing on mental health and wellbeing and creating an environment that fosters growth, autonomy, and respect for work-life boundaries, means that organisations will not only engage Gen Z talent but also secure their loyalty in the long run. The future of work might depend on adapting to the needs of this emerging generation!

You can check out our full conversation here:

Creating the Future of Talent Acquisition and Hiring

In the rapidly evolving landscape of talent acquisition and hiring, there are a number of key trends emerging that will re-shape how we attract, hire and develop our future talent. Some of these trends could be game-changers for business leaders and HR professionals, as they represent a shift in workforce dynamics, whilst shaping the future of work and potentially leading to a rethink of traditional HR practices.

My close friend, co-author and co-collaborator Matt Alder has been writing and documenting these shifts through our co-authored books, and his research for podcast interviews and online courses, and I recently had a conversation with him on my HR Means Business podcast to better understand how some of these emerging trends will impact the future of hiring and retention.

We identified and discussed five main trends.

1. Skills-Based Hiring

Hardly a brand new development, but skills-based hiring is definitely a growing trend amongst Talent Acquisition and HR teams as organisations increasingly recognise the limitations of traditional hiring practices that prioritise previous experience over potential. Skills-Based hiring focuses on hiring individuals based on their current skills, and on their ability to develop new ones, rather than rely on their past job titles or educational background. There are 3 key benefits to this approach:

  • Broader Talent Pools: By focusing on skills, organisations can tap into a more diverse talent pool, including candidates from different industries and backgrounds
  • Enhanced Diversity: Skills-based hiring promotes diversity by reducing biases associated with traditional hiring criteria
  • Future-Proofing Workforce: This approach aligns closely with the evolving nature of work, which we see as increasingly valuing skills and competencies over specific experiences

2. Total Talent Thinking

Total talent thinking is about breaking down the silos within HR departments and approaching talent management holistically. It involves integrating talent acquisition, talent management, and learning and development, to create a cohesive strategy that comprehensively addresses an organisation’s skills needs. There are certain key components that you need for a Total Talent Thinking approach:

  • Collaborative HR Functions: This approach relies on different HR functions working together seamlessly
  • Strategic Workforce Planning: Identifying and planning for the skills that will be needed across the organisation to achieve commercial goals
  • Flexibility and Adaptability: Building a workforce that can adapt to changing business needs and technologies

3. Impact of Generative AI

Whatever you think about Generative AI there is little doubt that it’s transforming Talent Acquisition by both automating various aspects of the hiring process, and also providing new tools for both employers and job-seekers. Generative AI’s full potential is still developing and unfolding, but its current applications are already making significant impacts:

  • Increased Efficiency: AI can streamline the recruitment process by automating routine tasks such as CV screening and initial candidate assessments
  • Enhanced Decision-Making: AI-powered tools can provide insights and analytics to help HR professionals and hiring managers to make better hiring decisions
  • Job Seeker Empowerment: Candidates are using AI to craft tailored CVs and applications, which can increase their chances of getting noticed, provided they use it as a tool to help support their job applications, rather than rely on it to be the application

4. Future-Casting and Strategic Foresight

Matt and I have been talking about Future-casting for a few years. Basically it involves anticipating and planning for future trends and disruptions in the workforce. It requires HR and Talent professionals to adopt more strategic foresight tools and methodologies to try and predict – and so be prepared for – changes that might shape their organisation’s future talent strategies. There are 3 component parts:

  • Trend Analysis: Identifying and analysing the macro and the micro forces that are driving change in the workforce
  • Scenario Planning: This calls for HR and Talent professionals to develop – and prepare for – multiple future scenarios so they can remain agile and responsive
  • Embracing Uncertainty: Recognising and planning for unknowns and uncertainties, such as technological disruptions, economic shifts or – as in the case of Covid – factoring unforeseen epidemics

5. Smart Automation

Automation, powered by AI and other technologies, is set to redefine many aspects of work – not least in the attraction, hiring and onboarding of talent. Smart automation goes beyond simple task automation and includes more complex processes and decision-making functions:

  • Redefining Job Roles: Automation will change the nature of many jobs, requiring employees to adapt and develop new skills, and HR to develop enhanced role profiles
  • Efficiency Gains: Automated processes can lead to significant efficiency improvements and cost savings
  • A Focus on Higher-Value Work: As routine tasks are automated, employees can focus on more strategic, creative, and value-added activities and processes.

You can find out more about how we see the future of Talent Acquisition – and our approach to Total Talent Thinking – on this episode off the HR Means Business podcast –

The Impact of Remote and Hybrid Work on Innovation and Creativity

The increasing adoption of remote, flexible and hybrid working arrangements has reshaped the way many organisations operate. They are able to offer flexibility and improved work-life balance to their employees – which brings significant advantages to them.However it also raises concerns around innovation, creativity and co-operation. Many organisations are now concerned that working from home and hybrid models may negatively impact their ability to foster creative thinking, collaboration, and new ideas.

I’ve seen recent research from the University of Chicago that looked at how these different work arrangements are affecting innovation – and the results are both complex and insightful – so I’m sharing my thoughts on some of the key themes.

1. Innovation in the Age of Remote Work

One key concern amongst businesses is that innovation could suffer under remote and hybrid work arrangements. Innovation thrives on collaboration, spontaneity, and the exchange of diverse ideas – all elements that can be harder to achieve in a virtual environment.

Whilst tools like Zoom and Teams facilitate communication, and some potential collaboration, they are no substitute for the natural, spontaneous, human interactions that occur in a traditional office.

Random coffee machine conversations, or impromptu brainstorming sessions, are often a valuable source of breakthrough ideas, but are nearly impossible to replicate online or virtually.

Research indicates that virtual communication methods tend to inhibit the generation of creative ideas. This is particularly problematic for fostering the kind of weak ties – valuable connections with people that are outside of one’s immediate circle – that are critical for innovation. Strong ties within teams can often lead to homogeneous thinking, whilst weak ties are more likely to introduce fresh perspectives and novel information.

With remote work, these weak ties tend to diminish, weakening the spread of diverse ideas and limiting opportunities for creative exploration.

2. Focus Time and Idea Quality

One of the few benefits of working from home is the ability to carve out uninterrupted focus time. Without the constant barrage of in-office distractions – water cooler chats, random or surprise meetings and catch-ups, and casual interruptions – employees can dedicate more time to deep, focused work. Which, in theory, can lead to higher-quality ideas, as workers have time and space to think more critically and creatively without distraction.

However, the research shows a more nuanced picture. While employees working remotely do continue to suggest ideas at a similar rate, the quality of these ideas often declines. It seems that although individuals may find it easier to focus, the lack of collaboration and feedback during the idea development process limits the refinement of those ideas.

Hybrid work, where employees split time between the office and home, presents a similar challenge. Although the quantity of ideas might decrease slightly with this arrangement, the expected increase in quality doesn’t materialise, suggesting that physical presence in the office remains a key factor in driving idea quality.

3. The Importance of Network Ties for Innovation

Innovation doesn’t happen in a vacuum – it thrives on networks of diverse ideas and information. Research has historically highlighted the importance of weak ties in fostering creativity. These connections – often with people outside of one’s immediate team – can provide access to different perspectives, expertise, and knowledge, which can ultimately lead to innovative breakthroughs. In contrast, it has been shown that strong ties within teams or closed networks may limit creativity by encouraging conformity and group think, stifling new approaches.

Unfortunately, remote, flexible and hybrid working models tend to weaken these ties. When employees work remotely, they are less likely to engage with colleagues outside of their immediate circle, reducing opportunities for the cross-pollination of ideas. There is evidence that remote work can lead to a significant reduction in network ties, with hybrid work only partially regenerating them. Without these diverse interactions, innovation may become more challenging, as teams lose access to fresh perspectives and the ideas that can drive creative breakthroughs.

4. Challenges in Co-ordination and Productivity

One of the major drawbacks of remote work is the increase in co-ordination costs. While employees may have more focus time, they often also spend more time in meetings and co-ordinating tasks across virtual platforms. This can reduce productivity and slow down the innovation process. In a hybrid work setting, these co-ordination challenges can be even more pronounced, as employees may not always know when their colleagues are either in the office, commuting, or working from home.

This uncertainty around colleagues’ availability can make collaboration more difficult, shifting communication to less effective methods like email or asynchronous messaging, which not only might reduce the immediacy of feedback, but can also lead to missed opportunities for creative problem-solving and idea generation.

For employees working on time-sensitive projects, the lack of real-time collaboration can hinder progress and ultimately affect the quality of work produced.

5. Gender Differences in Innovation

Interestingly, the research also highlighted a gender disparity in how remote and hybrid work affects innovation. Male employees tended to experience less of a decline in idea generation compared to their female counterparts. The reasons for this difference were not entirely clear from the research.

One possible suggestion was that women may face additional demands when working from home (eg family responsibilities) which could reduce their ability to engage fully in creative tasks, whilst another was that women may have different work patterns under hybrid schemes. Although these points were raised, it’s fair to say that there was little, if any, overall evidence in the research that supported either theory.

Conclusion

We have a lot of evidence – factual, analytical and circumstantial – that remote, flexible and hybrid work models offer clear benefits in terms of flexibility and work-life balance. However they may also pose significant challenges to innovation and creativity. The reduction in spontaneous collaboration, the weakening of weak ties, and the coordination challenges inherent in virtual work environments all contribute to a more difficult landscape for fostering new ideas.

As businesses continue to adapt to new ways of working, they need to find strategies to mitigate these challenges. This should include creating opportunities for in-person collaboration, fostering diverse networks, and rethinking how innovation can thrive in flexible work environments.

Whilst the way in which we embrace and implement remote, flexible, hybrid and asynchronous working continues to evolve, organisations need to be mindful of how this might impact one of their most important assets – the ability to innovate.

Improving Hiring Through Better Interviewing

How reliable is a job interview for predicting fit and future potential in a candidate? Over the years HR and Talent leaders have embraced and adopted a wide variety of different approaches to try and ascertain if job candidates can do the role they are being considered for – from a skills and experience angle – or if they have the potential to acquire the necessary skills. Even in the current AI-driven digital age job interviews are still the benchmark.

Yet how reliable are they? There has been much research over the years both in support of traditional interviewing, and looking at alternative approaches, yet little consensus on what could replace the interview to ascertain future performance. I came across a recently published meta-analytic review on the validity of interview-based assessments in establishing how reliably future performance and potential can be predicted in a current edition of Psychology Today and wanted to share some of the insights.

They started with a thought experiment, imagining an experienced chef being asked to judge a cooking competition not by tasting the dishes they were judging, but instead interviewing the contestants on the recipes they used. Initially this would seem ridiculous, but their point was that this is how most interviews are approached – with the research showing that traditionally constructed job interviews do not reliably predict future performance in the role.

There are four main reasons why:

The Illusion of Accuracy

One of the fundamental issues with traditional interviews is the illusion of accuracy. Many hiring managers believe they can gauge a candidate’s potential based on a 60-minute conversation. However, interviews account for only about 9% of the variance in future job performance. This highlights that 91% of what determines job success is missed during interviews. An over-reliance on interviews might be leading to misjudgments and costly hiring mistakes.

Does the Perfect Interview Question Really Exist?

A common misconception is that asking the right questions can uncover the truth about a candidate’s potential. While behavioural questions, situational judgment scenarios, and technical assessments are used to reveal insights, in reality they are falling short. Both structured and unstructured interviews show low levels of accuracy in predicting future performance. Interviews are equally ineffective in assessing task-specific skills and broader, more nuanced contextual behaviours. making them too blunt an instrument for diverse job requirements.

The Bias Problem

Interviews are susceptible to unconscious biases, which can significantly skew hiring decisions. Even with structured formats, factors like a candidate’s appearance, speaking style, or perceived familiarity can influence judgments. The halo effect, where one positive attribute colours the entire impression of a candidate, can further complicate this.

A strong response early in an interview can overshadow subsequent weak answers, while an awkward moment or silence can unfairly impact perceptions. This bias often leads to hiring individuals who are good at being interviewed but not necessarily good for the fundamentals of the job they are being considered for.

The “Fit” Fallacy

Modern interviews are very focussed on establishing ‘cultural fit’ with the team and organisation. It’s quite logical to try and hire someone who aligns with company values and team dynamics but that can lead to uniformity of thinking rather than diversity, resulting in teams that think, act and even look alike, negatively impacting creativity and innovation. It also risks prioritising ‘fit’ over establishing potential and performance.

Taking a Different Approach to Interviewing

So, if traditional job interviews are limited in their ability to predict future performance and potential, how can we improve hiring. The research suggests a different approach to interviewing:

1. Focus on job-related tasks

Incorporating a wide array of job simulations, work sample tests, and skills assessments mean that candidates can be evaluated on job-related tasks, which should provide a more accurate measure of their capabilities. Examples that businesses already use include asking sales candidates to make a mock sales call, and getting software engineers to undertake a coding challenge.

2. Focus on Past Performance

Examine a candidate’s concrete accomplishments and especially how they achieved them. Past performance is usually a strong indicator of future success, so to get a clearer insight into their potential try and understand how they have handled challenges in previous roles, led projects, or achieved their goals.

3. Structured Interviews with Flexibility

While completely unstructured interviews are problematic, overly rigid ones – especially those tied to a ‘script’ – can also miss important nuances. Semi-structured interviews, that allow for flexibility in the questioning, can strike a balance, and maintain consistency across candidates, who tend not to feel comfortable with scripted interviews.

4. Leverage Technology

AI-driven assessments can help reduce human bias and provide data-driven insights into a candidate’s potential. Tools that analyse language patterns, facial expressions, and other non-verbal cues can offer additional layers of evaluation, making the process more objective.

5. Look for Cultural Contribution Over Fit

Don’t look for candidates who fit the culture – look for those who can contribute to and enhance it. This can encourage diversity of thought and help foster an environment where new ideas and perspectives can thrive. Evaluate how a candidate’s unique experiences and skills can add value to the organisation as a whole.

The next game-changing employee might not be the one who interviews best, nor has the ‘perfect’ CV, but is likely to be the one whose true potential is waiting to be discovered. Diverse assessment approaches, flexible interviews, technology and a focus on culture can help HR and Talent leaders make more informed and effective hiring decisions.

Retaining Human Skills in an AI World

I think that the integration of AI into our daily working lives is probably something of a double-edged sword – offering both significant opportunities and many challenges. While AI can certainly enhance productivity, increase demand for skilled labour, and maintain stable employment structures, it also risks draining employee engagement, reducing job satisfaction, stifling creativity, and diminishing authentic communication.

There’s a lot of focus on employee engagement and retention. I’m preparing for 3 conferences over the next couple of months where I’ll be speaking about creating meaningful experiences, building cultures of retention, maintaining engagement and much more, so whilst most of the digital narrative around AI is understandably positive and hopeful, I’ve been trying to look at some of the ways in which AI may detract from the overall employee experience.

I’ve written previously about whether AI may be an employee experience exterminator, and how we need to preserve the Humanity in Human Resources, and I think there are four potential key areas around experience that we need to focus on:

Draining Employee Engagement

Focusing too much on efficiency and performance through AI can drain employee engagement. When organisations begin to prioritise automation over meaningful work experiences, employees may start to feel disengaged and undervalued. It is crucial for businesses to strike a balance between leveraging AI for efficiency and maintaining a focus on creating fulfilling and engaging work environments.

Reducing Job Satisfaction

AI has the potential to automate tasks that provide employees with a sense of satisfaction and gratification, and therefore take some of the joy out of work. Tasks that are rewarding and fulfilling for employees should not be fully automated, as this can lead to decreased job satisfaction and morale. Organisations need to understand the tasks and projects that bring feelings of satisfaction and fulfilment when considering which tasks to automate and which to preserve for human workers to ensure a positive work experience.

Stifling Creativity

AI can kill creativity if it is being used to replace rather than enhance creative tasks. Creative processes benefit significantly from human intuition, innovation and inspiration which are all aspects that AI can’t replicate. Businesses should use AI to support and augment creative tasks and projects rather than replace them, and preserve human creativity to thrive alongside technological advancements.

Diminishing Authentic Human Communication

An over-reliance on using AI for tasks like writing notes, e-mails and cover letters, recognition messages and internal messages, might lead to a diminishing of authentic human communication. Using AI to generate internal messages, reports and emails is likely to lack both the personality, humour, friendship and emotional resonance that human communication and human connection thrives on. To maintain genuine interactions and relationships, it is important to balance AI use with human input, especially in areas requiring personal engagement, support and connection.

I see the most effective uses of AI will involve combining it with skilled human workers. This synergy can enhance productivity and performance, with AI handling routine tasks and humans tackling more complex and nuanced aspects, hence underscoring the continued importance of human skills in an AI-driven world.

I’d be interested in your perspectives – let me know what you think.

Helping HR Leaders to Spot and Support Employee Burnout in the Workplace

Burnout is a growing concern in today’s fast-paced, technology driven 24/7/365 work environment, which impacts employees’ mental health, productivity, and overall wellbeing, both in and outside work. As HR leaders, it’s vital to recognise the signs of burnout early and provide the necessary support to maintain a healthy, engaged, and productive workforce.

I recently had a podcast conversation with The Burnout Beater – Colin Minto about his personal experiences and current work consulting with organisations and individuals to identify the signs of burnout, and offering practical steps to help support individuals and teams. I’ve tried to summarise the key points and takeaways from our conversation.

Understanding Burnout

Burnout is a state of physical, emotional, and mental exhaustion caused by prolonged stress. It can manifest in various ways, often leading to decreased productivity, disengagement, and serious health issues. Recognising the early signs of burnout in yourself and your employees is the first step in addressing this issue.

Potential Signs of Burnout to Look Out For

Emotional and Physical Exhaustion

Employees may appear constantly tired, lack energy, and exhibit signs of stress or anxiety. Physical symptoms can include headaches, stomach issues, and muscular-skeletal problems.

Reduced Performance and Productivity

Burnout often leads to a noticeable decline in work quality, efficiency and effectiveness. Mistakes become more frequent, and employees may being to struggle to concentrate or complete tasks.

Increased Absenteeism

Frequent absences or late arrivals might be a potential red flag. Employees experiencing burnout might take more sick days or show a pattern of leaving work early.

Changes in Communication and Behaviour

Look for changes in how employees interact with colleagues. Signs can include irritability, mood swings, withdrawal from team activities, or reduced participation in discussions.

Decreased Job Satisfaction

Employees may express dissatisfaction with their roles or show a lack of enthusiasm for their work. This can lead to disengagement and generally a negative attitude towards the workplace.

Relationship Strain

Burnout can cause friction in workplace relationships, with employees potentially becoming more argumentative or isolated as a result, which can have a big impact team dynamics and collaboration.

How HR Leaders Can Support Employees

  1. Promote Open Communication Encouraging a culture of open communication is vital. Regular check-ins and one-on-one meetings provide opportunities for employees to share their concerns. Leaders and managers need to create safe spaces where employees feel comfortable discussing their mental health without fear of judgment or repercussions.
  2. Implement Employee Assistance Programs (EAPs) EAPs offer confidential counselling services to employees dealing with personal or work-related issues. Promote these programmes regularly to ensure employees are visibly aware of the available resources and support. It’s important to also provide training for managers on how to refer employees to these programs discreetly and effectively.
  3. Establish Employee Resource Groups (ERGs) Employee Resource Groups are playing increasingly importantly roles within organisations to both help support people and give them a voice. Groups focused on mental health and wellbeing can provide peer support and foster a sense of community. Encourage employees to participate in these groups – it’s important to have leader and senior manager participation to champion these initiatives to demonstrate organisational commitment.
  4. Offer Mental Health Training Training sessions on stress management, resilience, and mental health awareness can equip employees with the tools to manage their stress levels effectively. As well as sharing stories and experiences internally, it’s crucial to also bring in external speakers to share personal stories and provide expert advice on dealing with burnout.
  5. Encourage Work-Life Balance Promoting a healthy work-life balance by encouraging employees to take regular breaks, use their vacation days, and disconnect from work outside office hours, is also important. Flexible work arrangements, such as remote work, hubris schedules or flexible hours, can also help employees better manage their personal and professional lives.
  6. Monitor Workloads and Set Realistic Expectations Regularly review workloads to ensure employees are not overwhelmed. Make sure that goals are clear and achievable, and deadlines are agreed and realistic. Encourage a collaborative approach to workload management where team members can support each other during peak times.
  7. Foster a Positive Work Environment Create a supportive and inclusive workplace culture where employees feel valued and appreciated. Recognition, encouragement and meaningful rewards are vital to helping employees see that value of their efforts and contributions. A positive work environment can significantly reduce stress and prevent burnout. This is particularly true of the frontline workforce, many of whom are often not included in recognition initiatives, and can be left feeling isolated and unsupported.
  8. Utilise Mental Health First Aiders Train selected employees as mental health first aiders who can provide immediate support and guidance to their colleagues. These individuals can act as the (discreet) first point of contact for employees experiencing mental health issues and can help direct them to appropriate resources and support initiatives.

Addressing burnout is not just about reacting to crises; it’s about creating a proactive and supportive environment where employees can thrive. By recognising the signs of burnout and implementing strategies to support mental well-being, HR leaders can ensure a healthier, happier and more productive workforce.

Listen to my podcast conversation with Colin here: