Tag: business

Rethinking HR – Building a New Operating Model for the 2020s

For more than two decades, HR has been guided by variations of the Ulrich model – a structure that helped professionalise the function, but one that now struggles to keep pace with today’s complexity. I recently interviewed Perry Timms, Founder and Chief Energy Officer of People & Transformational HR Ltd, on my HR Means Business podcast, to talk about the concepts outlined in his new book The HR Operating Model.

Perry believes that the HR profession needs a blueprint built for the world we actually work in – not the one we used to. “It still feels like HR is an order-taking, administrative function. We’ve been knocking on the strategic door for a long time. It’s time to redesign the house.”

From Function to System: A Holistic Redesign

Perry’s new model doesn’t simply tweak existing structures – it reimagines HR as an interconnected system, built around four intersecting circles – Systems, Products, Science, and Technology – reflecting how people, processes, and performance actually interact inside modern organisations.

At its heart sits People Experience – a concept that connects every stage of the employee journey, from candidate to alumni. It’s not about engagement as a “soft” idea, but about creating value at every touchpoint. As Perry puts it, “People experience isn’t a supercharged version of wellness. It’s high performance, but sustainable — evidence-led, inclusive, and grounded in business outcomes.”

From Data to Decision

One of the model’s key intersections is People and Performance Analytics. HR leaders have talked about data for years, but Perry’s approach brings it into the operating system itself. The idea isn’t to build separate analytics teams, but to embed insight everywhere – translating data into business intelligence that guides decisions in real time.

This shift moves HR beyond reporting on “what happened” toward understanding “why it happened” — and ultimately shaping “what happens next.”

Redefining High Performance

In the previous model, high performance would often meant results at any cost. Perry argues for a more complete definition – one that includes social, human, and intellectual indicators.

“High performance shouldn’t be one-dimensional,” he says. “It’s about thriving teams who deliver results and sustain themselves through learning, balance, and purpose.”

The outcome is regenerative performance – where success fuels energy and capability, rather than exhaustion and turnover.

Technology as a Collective Responsibility

Technology, in Perry’s view, must move from being an HR project to being an HR practice. The most effective organisations he studied didn’t silo innovation; they built open, participatory infrastructures that tested tools in real use cases, gathered feedback, and aligned technology with the data they actually needed.

AI plays a role here too – not as a disruptor, but as a smoother of operations. When automation handles routine, rule-based work, HR professionals can focus on relationships, creativity, and context – the human edge that technology can’t replicate.

The Meaning Maker: HR’s New Purpose

One of the model’s most powerful ideas is the Meaning Maker role — a function dedicated to ensuring organisational purpose remains alive and visible.

“The purpose of an organisation ought to make people think, ‘I’m glad I’m here because I believe in this’” Perry explains. That sense of meaning is the new psychological contract.

In a world of automation and flux, meaning-making becomes HR’s bridge between strategy and soul – helping employees understand why their work matters.

Getting Started: From Products to Purpose

For HR teams wondering where to begin, Perry offers some clear guidance – start small, but start differently

“Think of your HR services as products,” he says. “Ask: if people had to buy this service for the value it provides, would they?” Then build it to that standard.

This product mindset signals seriousness, relevance, and innovation – and begins to shift how the rest of the business perceives HR.

HR at the Front, Not the Back

Perry’s challenge to boards is equally direct: Let HR Lead. “You can’t ask HR to deliver what you want when you don’t know what you need,” he says. “In uncertain times, HR should be out front – interpreting signals, shaping workforce strategy, and helping organisations prepare for what’s next.”

The Future: Adaptive, Human, and Purposeful

The new HR operating model isn’t just a redesign of roles and processes. It’s a cultural transformation – one that blends systems thinking, human science, and technology to build organisations that are fit for the 2020s and beyond.

And the journey doesn’t end here. “If HR can get ahead of the curve for a change,” he says, “we can help build organisations that are adaptive by design — not just efficient, but alive.”

You can listen to my full conversation with Perry Timms here – https://www.hrhappyhour.net/episodes/creating-a-new-operating-model-for-hr/ – or through the image below:

Designing Job Search Tools That Work for Neurodivergent Candidates (and Everyone Else)

AI is transforming the job search, but without intentional design, it can just as easily raise barriers as remove them. If you want to attract – and fairly evaluate – neurodivergent talent, the mandate is simple: teach people how to use AI well, make the journey accessible, and build trust at every step.

At the HR Technology Conference & Exposition I was at a session run by my friend Crystal Lay, MBA MScIOP – an award winning Global Employer Brand & I/O psych executive – in which she talked through her research, and shared what AI reveals about hiring, bias and belonging. She highlighted a study with over 450 participants. Some of the key findings included men’s higher confidence in technology, women’s underestimation of their skills, and the importance of familiarity over gender in AI adoption. Neurodivergent individuals, particularly women, showed higher AI usage and developed skills.

Here are my main takeaways:

Start with skills, not slogans

Many candidates already use AI multiple times a day. Help them to use it well. Publish a plain-language “AI starter kit” on your careers site with:

  • Prompt guides for common tasks (CV tailoring, cover letters, portfolio curation, transcript summaries)
  • When/why to use AI for each role type and task
  • Advice and guidance on how to verify facts and use personal evidence
  • Personalisation tips (always begin with your own information, achievements, and voice)

When we show candidates how to work with AI – not like Google, but like a conversational partner – we lift the quality for everyone and reduce anxiety for people who benefit from structure and scaffolding.

Designing for neurodivergent accessibility

Language and layout matter. Use conversational copy, clear headings, white space, and short blocks that are easy to scan. Offer modal choices for high-stress steps:

  • If AI video interviews feel impersonal or confusing, provide equivalent alternatives: typed responses, audio-only, or off-camera options.
  • For screening tasks, let candidates choose between written or recorded submissions.

Accessibility isn’t about removing standards; it’s about providing multiple, comparable paths to demonstrate the same capability.

Put psychological safety on the record

Trust is earned, so state – explicitly – where ethical AI assistance is allowed (and where it isn’t), and describe your own use: how your teams rely on AI, how you review outputs, where humans stay accountable. Then maintain regular transparency updates: what bias tests you ran, what you found, and what you changed. When candidates see you’re on top of risk, they’re more willing to engage honestly.

Use AI where it helps – not everywhere

Not every step needs a bot. Prioritise bias-tested tools that add value at the right moment (e.g. prompt helpers embedded in the application form). Be cautious with practices candidates commonly flag as alienating – like automated video interviews – and make sure there’s a true opt-in alternative.

Fix the plumbing or don’t ship the chatbot

Your chatbot is only as good as the content you feed it. If your careers site or your knowledge base is thin, the bot will guess – and candidates will lose trust. Invest in a robust content layer (policies, FAQs, job frameworks) before you turn on AI. Screen vendor tools against your content footprint and accessibility requirements.

Co-design, don’t guess

Build with neurodivergent job seekers and other marginalised groups. Run iterative tests with mixed methods: qualitative sessions to hear what works and why, plus quantitative surveys to see patterns at scale. Test over time – accessibility is about repeatable ease, not a one-off demo.

Handle AI-written CVs thoughtfully

Yes, AI is in many applications. Treat detection signals as conversation starters and not auto-rejects – especially when writing isn’t the job’s core competency. For roles where original writing matters, be clear in the posting and request a supervised work sample. Blanket bans will disproportionately harm neurodivergent candidates for whom AI is a vital organisational support.

Keep supporting after day one

Onboarding is where equity becomes habit. Provide short trainings on ethical AI use, team norms, and verification practices. Create clear routes for reporting data or bias issues – frontline employees will spot problems faster than pre-scheduled audits – and close any loopholes with updates.

The Future of Work: From Jobs to Meaningful Work in a Tectonic Era

Work has always been one of the three pillars of human fulfilment – alongside relationships and health. When it’s organise and done well, meaningful work doesn’t just pay the bills; it keeps us healthier, helps us live longer, and fuels a sense of purpose. But the way we define, organise, and experience work is shifting faster than ever.

At O.C. Tanner‘s Influence Greatness conference this week I sat in a session by Rishad Tobaccowala, from the The Rethinking Work Platform, which got me thinking. The session was billed as ‘How to Lead in the Age of AI’ but his observations and research went much deeper than that.

He started with the observation that between 2019 and 2029, work has been – and is currently – projected to change more than it did over the previous 50 years. This is not just evolution – it’s a tectonic shift. Yet many leaders are still looking backward, focusing on office returns and outdated structures, metrics and roles, while the ground beneath them is moving. How forward thinking are todays business managers and leaders whilst the world of work around them shifts?

The Five Shifts Reshaping Work

  1. Demographics: Populations are shrinking in many developed countries, birth rates are falling, and societies are aging. This will create pressure to keep older workers engaged and to design flexible arrangements for those balancing work with caregiving. At the same time, generational attitudes toward work and capitalism are diverging sharply. Gen Z, in particular, wants independence, flexibility, and purpose – and not to replicate the lives of their parents.
  2. Technology: AI is widely misunderstood. Far from just hype, it will quietly strip the value of “knowledge for knowledge’s sake.” Around 20% of current work tasks can already be automated, saving up to 40% of time. This won’t eliminate work; it will change how we create and measure value. The winners will be those who redeploy saved time into innovation and new ideas.
  3. Marketplaces: Platforms like Uber, Etsy, Upwork, and Shopify are normalising side hustles and gig work. Increasingly, people will hold both W2 (earned income in the UK) jobs and 1099 income (unearned income in the UK) streams. Work is diversifying beyond traditional employment.
  4. COVID’s Legacy: The pandemic didn’t just change where we work – it changed why. Employees no longer want “bosses.” They want leaders, mentors, and guides. The authority of command-and-control is fading fast.
  5. Declassification of Work: Perhaps the most profound shift: jobs and work are not the same thing. There will be fewer jobs, but no shortage of work. Systems built around employment – healthcare, pensions, identity – must evolve as people assemble income from multiple streams.

A New Worker Ecosystem

The workforce of the future will be more diverse than ever, with five types of workers:

  • Full-time employees
  • Contract workers
  • Freelancers
  • Fractionalized employees (working 60–80% of the time with prorated pay and benefits)
  • Agentic employees (self-directed workers who leverage AI and platforms for autonomy)

This new mix will make “headcount” a less meaningful measure. Instead, revenue per worker will become the key performance metric. Agility – through more flexible, ‘plug-and-play’ teams – will separate resilient organisations from those still organised around outdated hierarchies.

A Crisis of Leadership, Not Culture

Many leaders talk about “bringing people back to the office for culture.” But culture has never been confined to an office. Collaboration, learning, and relationship-building often happened elsewhere – off-sites, conferences, even restaurants. The water cooler myth has long been just that.

What’s really at stake is leadership. Bosses who allocate, monitor, and control are out of sync with today’s workforce. Leadership in the future looks more like jazz than a classical orchestra: improvisational, responsive, and collaborative. Leaders must create conditions for excellence, growth, and trust – not try to control every note.

How We Adapt: New Mindsets and Practices

Rishad was clear – the future won’t adapt to us; we must adapt to it. That means upgrading our “mental operating systems.” Just as our smartphones update every year, we must commit to learning daily – at least one hour a day – to stay relevant and resilient.

Equally important is adopting what he calls the ‘immigrant mindset’:

  • Think like outsiders, questioning assumptions and seeing opportunities others miss
  • Act like underdogs, prepared to disrupt established “castles and moats”
  • Invest long-term, trading short-term comfort for long-term gain

The Human Centre of the Future

For all the talk about AI and automation, the future of work isn’t really about technology. It’s about people. Companies don’t transform – people do. Organisations that invest in leadership, flexibility, and meaning will thrive.

Work, in its essence, is not disappearing – it is being redefined. The challenge for leaders, workers, and society alike is to uncouple work from jobs, embrace new worker types, and design systems that give people both purpose and flexibility.

The future is an undiscovered country. To navigate it, we’ll need adaptability, courage, and above all, leadership that sees people as the centre of every transformation.

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Happiness at Work: Why Leaders Hold the Key

Happiness is becoming one of the most discussed – and most misunderstood – topics in the modern workplace. We talk a lot about engagement, retention, and productivity, but beneath all of these lies a simple truth: people do their best work when they’re happy. And there is an undeniable link between how people are treated at work, and how happy they feel in other areas of their life.

Yet, despite the research, many organisations still treat happiness as a “nice to have.” The World Happiness Report consistently places the US lower than one might expect, and studies like the Global Flourishing Study reveal worrying patterns: young adults today are significantly less happy than previous generations. The workplace is not the sole reason, but it plays a powerful role.

In a recent episode of the #FromXtoZ podcast Danielle Farage and I talked about happiness at work and looked at research from the Global Flourishing Study and World Happiness Report. Here’s my take on our conversation….

The Shifting Landscape of Work and Happiness

For older generations, entering the workforce often meant joining an employer who invested in training, mapped out career paths, and offered stability. There was a sense of reciprocity: employees committed to their employer, and employers committed to developing their people.

Nowadays, many young professionals enter the workplace burdened by student debt, often competing for a smaller number of opportunities (especially in sectors disrupted by technology and, most recently, AI) and often navigating companies who are reluctant to invest until new hires “prove themselves.” Instead of stability, they are encountering uncertainty – and instead of development, they can often face a “sink or swim” mentality.

This lack of investment is more than a skills gap – it contributes directly to unhappiness, anxiety, and disengagement.

The Factors Behind Unhappiness

The Global Flourishing Study found that the unhappiness of young adults stems from a combination of:

  • Poor mental and physical health
  • Lack of meaning and direction in their careers
  • Financial insecurity
  • Weakened relationships

When these challenges are layered on top of work environments that lack support, training, and clear pathways, many employees start to feel adrift.

The Chicken-or-Egg Dilemma

Many organisations hesitate to invest in training and development because they fear people will leave. But as the old conundrum goes: “What if we invest in them and they leave? But what if we don’t and they stay?”

Leaders must accept that employee turnover is inevitable. What matters is whether your organisation earns a reputation as a place where people grow, thrive, and feel valued. A workplace known for investing in its people will always attract strong talent. A workplace that withholds investment creates a revolving door of disengagement.

The Role of Leaders: Parenting, Not Policing

Leadership plays a defining role in workplace happiness. The parallels between parenting and leadership are striking. Parents know that over-controlling, fear-driven rules often backfire, while support, guidance, and freedom to explore can build resilience and loyalty.

The same is true in the workplace. Leaders who cling to employees out of fear of losing them can often end up driving them away. Leaders who provide tools, training, and opportunities for growth — even if it means employees may one day leave — build trust and long-term commitment.

Culture and Colleagues Matter Too

Happiness is not just shaped by leaders, but by the culture and people employees interact with daily. A supportive team, a culture of recognition, and a sense of belonging can make the difference between a job that drains people and one that energises them.

Employees spend a large portion of their lives thinking about, or engaging with, their workplace, and if the culture is toxic or indifferent, unhappiness spills into life outside of work. Conversely, when people feel supported, trained, and valued, happiness at work enhances happiness in life.

Who Owns Workplace Happiness?

Some leaders will argue that happiness is ultimately a personal responsibility. They provide the platform and environment…and employees must bring their own positivity. There is some truth to this — no one can outsource their happiness entirely. But leaders cannot ignore their influence.

The reality is that organisations shape many of the factors tied to happiness: financial stability, growth opportunities, meaning in work, community, and recognition. Leaders may not be responsible for every aspect of happiness, but they are undeniably responsible for creating the conditions in which happiness can thrive.

So How Can Leaders Foster Real Happiness at Work?

If you want to foster real happiness at work, then here’s a plan:

  1. Start Development on Day One Give every new hire a clear onboarding plan and at least one formal training opportunity within their first 90 days. Pair them with a mentor or buddy so they feel supported and can learn informally as well as formally.
  2. Make Career Conversations Routine Schedule quarterly career check-ins that focus on growth, not performance ratings. Ask questions like: “What skills do you want to build this year?” and “Where do you see yourself in two years, and how can we help you get there?”
  3. Give Recognition Weekly, Not Annually Make it a habit to acknowledge good work in real time — a quick thank-you, a public shout-out, or a personal note goes a long way. Encourage peer-to-peer recognition so appreciation comes from all directions, not just the top down.
  4. Check the Pulse Regularly Use short pulse surveys or informal check-ins to understand how people are feeling — about workload, culture, and well-being. Act on feedback quickly so employees see that speaking up makes a difference.
  5. Be Transparent About Challenges Don’t gloss over tough realities (economic shifts, AI disruption, restructuring). Acknowledge them honestly, explain the “why,” and share how you’re supporting employees through them. Even a simple “I know this is a difficult time, here’s what we’re doing to help” builds trust.

Happiness at work isn’t a perk or a slogan. It’s the outcome of deliberate choices leaders make every day — to invest, to listen, to support, and to trust. Employees don’t expect perfection, but they do expect authenticity and care. And when leaders get that right, happiness follows.

Check out our full podcast chat here : https://www.youtube.com/watch?v=jJkwto14YlA or through the image below….

…and check out more episodes of #FromXtoZ here – https://www.purpleacornnetwork.com/shows/from-x-to-z

How HR Can Drive Real Culture Change

Culture is often described as “how we do things around here.” It defines how employees interact, collaborate, and make decisions, shaping everything from day-to-day working relationships to an organisation’s reputation in the market.

My recent HR Means Business podcast chat with Jivan Dempsey FCIPD GMBPsS, Director of HR Transformation at FiveRivers Consulting, and author of The HR Change Manager’s Handbook, was about shifting company culture whilst preserving core organisational values and identity, and the critical role HR leaders play in shaping and shifting company culture.

During our conversation Jivan was quick to point out that culture isn’t about posters on a wall or catchy slogans in onboarding decks. It’s about how people behave when no one’s watching, and how an organisation responds when things get tough.

Yet many culture initiatives fail because they treat culture as a project rather than a practice. HR leaders are uniquely positioned to move culture work from surface-level campaigns to meaningful, sustainable change. Here’s how.

HR as Custodian and Amplifier of Culture

HR has a unique vantage point because it sees across all functions – from how people are hired to how they’re rewarded and developed. But being a custodian of culture doesn’t mean policing behaviours; it means amplifying what’s healthy, inclusive, and aligned with business strategy.

HR’s role starts with listening – understanding what employees and leaders actually value day to day, and where misalignments exist between stated values and lived experience. For example, if “innovation” is a core value, are employees empowered to take risks without fear of blame? HR must help bridge that gap through policies, leadership support, and recognition programs that make desired behaviours visible and celebrated.

Balancing Core Values with Evolving Behaviours

A common mistake is to treat culture as static – something defined once and left alone. In reality, culture is dynamic and adapts to external shifts (new technology, customer expectations, societal changes) and internal shifts (new leadership, growth, or restructuring).

Jivan emphasised the need to distinguish between core values, which remain stable, and behaviours, which can and should evolve. For instance, collaboration may remain a core value, but how collaboration happens in a hybrid or AI-augmented workplace will look different than it did five years ago. HR’s job is to help employees understand what stays the same and what must change – and why.

Avoiding Common Pitfalls in Culture Change

Many culture initiatives fail because they start with communications campaigns rather than focusing on behavioural change.

Slogans, posters, and value statements are easy; changing how managers give feedback or how decisions are made is harder – but it’s also where culture is truly shaped.

Another pitfall for HR is trying to tackle too much at once. Sweeping cultural transformations often stall because employees don’t see how the vision connects to their daily work. Instead, HR leaders should focus on a few critical behaviours – or “moments that matter” – where culture is most visible, such as team meetings, hiring decisions, and performance conversations.

Engaging Leaders and Overcoming Resistance

No culture initiative succeeds without leaders modelling the change. Yet leaders can be resistant – especially if the current culture has served them well. HR needs to treat leaders as both role models and co-creators.

This means coaching leaders on why change is necessary, showing them how it connects to performance and engagement, and equipping them with the skills to lead by example. It also means having difficult – but courageous – conversations when leaders’ behaviours are misaligned with the desired culture – a challenge HR must be ready to meet head-on.

Starting Small and Building Momentum

Culture change doesn’t have to start with a big-bang initiative. In fact, Jivan argues that starting small – focusing on one or two behaviours and piloting them in parts of the organisation – will often work better.

For example, if the goal is to build a more feedback-oriented culture, HR can start by training a single department in new feedback techniques, measuring the results, and then scaling what works. Early wins create stories and champions that help the broader organisation see what’s possible.

Making Culture Change Stick

The hardest part of culture work isn’t starting – it’s sustaining it. Many organisations see early momentum fade because behaviours aren’t embedded into processes and systems. HR must ensure cultural goals are built into how people are recruited, onboarded, rewarded, and promoted.

This also means measuring culture change, not just through engagement surveys but also through observable behaviours. Are leaders spending time differently? Are employees collaborating in new ways? Are recognition programs aligned with new priorities?

When culture goals become part of performance metrics and business outcomes, they stop being “HR’s project” and start being everyone’s responsibility.

The Bottom Line

Culture change is messy, human, and rarely linear – but it’s also where HR can have the biggest strategic impact. By moving beyond posters and slogans and focusing on real behaviours, HR leaders can guide organisations through change in a way that’s authentic and sustainable.

The work starts with listening, balancing stability with evolution, engaging leaders, and starting small. Most importantly, it requires persistence – because culture change isn’t a campaign; it’s a commitment.

You can check out my full conversation with Jivan here – https://www.hrhappyhour.net/episodes/hrs-role-in-shaping-company-culture/ – or through the image below, and let me know how you approach culture change in the comments.

The AI Effect on Entry-Level Jobs and Career Progression

“Using ChatGPT might make you stupid.” That bold statement – based on a study – appeared on a number of news sites and in business journals recently. The article was accompanied by brain scan images suggesting that AI erodes critical thinking.

It’s the kind of story guaranteed to spark outrage – particularly among older generations who see technology as a shortcut rather than a skill. Needless to say it was a topic ripe for discussion between me and Danielle Farage on our #FromXtoZ podcast!

And also needless to say – the truth is far more complex, and raises bigger questions about how AI is reshaping not just how we work, but how we learn and progress in our careers.

The Disappearing Entry-Level Job

For decades, entry-level jobs were designed around repetitive, and often quite menial, tasks. Interns summarised files, created reports, and performed groundwork that provided valuable context and an understanding of how things fit together. While boring at times, those tasks were the building blocks for developing judgment and critical thinking. They helped you learn how to spot patterns, understand stakeholders, and prepare for more senior responsibilities.

Today, those very tasks are being done by AI in seconds. Need a summary? ChatGPT delivers one instantly. Need a cover letter? AI can generate multiple versions faster than you can type your name. For employers, this is a productivity boost. For graduates, juniors and interns, it means fewer “easy” tasks to start with – and potentially fewer opportunities to learn by doing.

Learning Gaps and Lost Context

One of the risks we talked bout is that when AI handles entry-level tasks, people may lose valuable context. The act of digging through files, for example, could teach you how information is structured, help to learn what’s important, and why things are done a certain way.

Without these experiences, new hires may have less foundational knowledge – and therefore slower long-term development opportunities – which echoes a common complaint among Gen Z workers that either they have little to do, or they are immediately thrown into complex tasks without the understanding that entry-level work used to provide.

That jump can accelerate learning for some, but for others, it can create stress and lead to potential skill gaps.

Shifting Skill Priorities

If AI can handle repetitive tasks, what skills will matter more?

Soft skills are rapidly rising to the top of the list – communication, collaboration, creativity, and emotional intelligence. Critical thinking is still essential, but it may shift away from basic data gathering and toward making strategic connections and asking better questions.

For example, instead of summarising a document, a junior analyst might now be expected to analyse AI’s summary and extract what’s missing or misleading. Instead of drafting a cover letter from scratch, they might focus on personalising and contextualising AI’s output in a way that resonates with their employers.

Changing Brains, Changing Learning

Our conversation also touched on how our brains – and our learning habits – are changing. Gen Z (and AlphaGen) have been exposed to technology and gamified learning from childhood so have different cognitive expectations. Tasks requiring deep focus and delayed gratification (like writing reports or doing long-form research) can feel more challenging when our brains are wired for quick dopamine hits from apps, games, and social media.

This is more than just a workplace issue; it’s a societal one. As technology accelerates, how we teach, train, and even design work needs to adapt to different cognitive baselines. Should we be worried about critical thinking decline? Or should we embrace the fact that tools like ChatGPT free up mental energy for deeper and more analytical thinking? The answer likely depends on how organisations and educators adapt.

Rethinking Entry-Level Work

The old career ladder was built on predictable steps: you start with basic tasks, learn the ropes, then climb upward as you gain experience. AI is dismantling some of those steps. That’s not necessarily bad – many interns now handle complex projects far earlier in their careers than previous generations ever did – but it requires intentional design. Employers need to:

  • Redefine entry-level roles to focus on applied problem-solving, creativity, and human interaction.
  • Provide context in new ways—mentorship, job shadowing, and structured learning can fill gaps left by disappearing grunt work.
  • Invest in soft skill development as AI takes over technical routine tasks.

A Transitional Phase

Ultimately, we’re currently in a transitional phase. Entry-level jobs are not disappearing, but they are transforming. The work experience of someone starting out today looks nothing like it did even five years ago. That can feel unsettling, but it’s also an opportunity – to design jobs, education, and career pathways that prepare people not just to survive in an AI-driven workplace but to thrive.

The big question is not whether AI is making us “stupid” – it’s how we will redefine learning, working, and progression in a world where machines handle the basics and humans focus on what truly requires a human touch.

You can check out the full podcast conversation here : https://www.youtube.com/watch?v=cu6W-UqLj2Q

Or through the image below

And let us know what you think in the comments…..

Intergenerational Harmony: Navigating Multigenerational Workplaces

I’ve always been interested in workplace dynamics. I’ve had, in some respects, an unusual career in that I started off professionally qualifying as an accountant and over the years have been through marketing, sales, HR and writing, and in all the different sectors and organisations I’ve worked in, I’m always most interested in how we collaborate and co-create, the relationships we build, and where there’s things maybe not working in the workplace, what causes friction and internal disruption.

What interests me most at the moment is the number of different generations in the workplace. When I started work, there were very few people in my company who were over the age of 55, let alone 60 or 67 (which is the standard retirement age in Europe) so it was it was quite different. Whereas now we’ve got people working longer –  there was a big piece in the Financial Times in Europe only a few weeks ago where they’re interviewing people in their 80s who are still working, pretty much on a full time basis, because they’re fit and healthy, and they enjoy it.

Something has changed: the structure, dynamics, and meaning of work have transformed. That’s what I explore on a regular basis with Danielle Farage on our From X to Z podcast series – and it’s why intergenerational harmony is more critical (and more possible) than ever.

It was an honour to be invited on to Adam Posner‘s Pozcast recently to talk with Rhona Barnett-Pierce about my thoughts on Intergenerational Harmony. You can listen to the whole conversation here – https://www.thepozcast.com/mervyn-dinnen-understanding-gen-z-the-future-of-work-live-from-unleash-2025/ – and these are the key things I talked about

1. A Lifetime of Learning Workplace Relationships

From ‘humble’ beginnings as a trainee accountant ticking off bank statements to navigating marketing, HR, sales, and writing, my journey has always centred around one question: how do people collaborate within organisations? Friction, alignment, mentorship, and teamwork – these dynamics really define our experience of work. And the more varied your background, the richer your insight into what drives co-operation, or causes a breakdown in internal relationships.

2. Generations: From Homogeneity to Multigenerational Workplaces

When I joined the workforce decades ago, your co-workers typically shared similar stages in life. Now, you routinely find 18 and 80 year-olds on the same Zoom call. That shift reshapes how we learn, mentor, lead – and think about opportunity. The diversity of life stages has created a complex, vibrant workplace with both promise and growing pains

3. Friction Is Nothing New (But a Different Flavour Now)

Young, aspirational hires have always challenged the status quo. I recall reluctantly ticking off bank statements as a trainee – it seemed a fairly menial thing to do after passing my first exams – until I realised (or was helped to realise!) that it was essential for mastering the job. Today’s younger employees bring a sharper dose of self-confidence, often backed by deep digital understanding and fluency. They’re less likely to accept “that’s just how we do it” – and more likely to say, “I can actually help with that.”

4. Gen Z’s Mindset: Driven by Flexibility, Not Just Pay

It wasn’t like this for Gen X. The blueprint was straightforward: work → overtime → promotion → house → family. Indeed, salary growth roughly matched the cost of living back then – meaning real progress was achievable. The maths is broken now: property prices have risen 30x while incomes only 10x. For Gen Z, traditional markers of financial stability are less attainable and are more likely to come from family support/inheritance, so instead they look for purpose, autonomy, and meaning in their roles.

5. When Tech Becomes a Generational Advantage—and a Challenge

Younger generations enter workplaces already fluent in digital tools, often surpassing seasoned managers and leaders. Add AI into the mix, and the resulting power shifts can be jarring if not handles well. Leaders may need help adapting – not because they lack authority, but because the toolkit they rely on has evolved. The trick? Recognise those new dynamics and harness them for innovation.

6. Gen X: The “Sandwich” Generation Under Pressure

If Gen Z is reinventing what work means, Gen X is struggling with identity at work. Often caring for aging parents and facing increased competition (even from freelance boomers staying in the mix), they feel squeezed. Neither at the top nor ready to retire, they’re redefining their place – experimenting with flexible work, consulting, or fractional roles. This volatility can fuel misunderstanding across generations.

7. Redefining Retirement: A Choice, Not a Deadline

Life expectancy keeps climbing, but state retirement ages aren’t keeping up. Many older professionals are choosing – or needing – to continue working well into their 70s and beyond. And if that pushes younger workers out of certain roles? It’s not malice – it’s a symptom of changing life arcs. For Gen Z, this adds competition; for Gen X, it’s both risk and opportunity.

8. Practical Steps for Multigenerational Harmony

  • Respect structure—but question rigidity: Hierarchies exist for a reason, but flexibility can unleash creativity.
  • Balance freedom with clarity: Autonomy works best when expectations and goals are clear.
  • Invest in intergenerational dialogue: Bring diverse voices into strategy and culture conversations.
  • Design flexible career paths: From gig roles to portfolio careers, accommodate evolving life stages.
  • Focus on shared purpose: Work aligned behind meaningful goals unites all ages.

Let me know what you think….and check out the full Pozcast chat here:

Gen Z’s Approach to Work Isn’t the Problem – It’s the Wake-Up Call!

Sensationalist headlines about generational differences in the workplace continue to take up loads of space on social and digital media platforms. I see a lot of it when I’m sifting through the latest articles and research for my weekly podcast chat with Danielle Farage on From X to Z on the Purple Acorn platform.

The episode that I’m writing about this week centred around articles on how Gen Z look for flexibility in their schedules and in the way they structure their working day – effectively challenging traditional work norms and redefining ‘professionalism’ by stretching boundaries such as talking a more flexible approach – also known as “going to the gym during work hours”! Add to this open conversations around mental health, and the questioning of traditional work structures – in particular challenging the ‘that’s the way we’ve always done things here’ narrative which leads to feelings of being  judged, misunderstood, or even dismissed.

The truth is that no generation is the problem. But the work itself is changing – and Gen Z is accelerating that change. Rather than clashing, organisations have a real opportunity to better understand each other, learn from one another, and build a more inclusive and fulfilling future of work.

1. Purpose Over Paycheque Isn’t Entitlement – It’s Evolution

Gen Z aren’t just chasing a salary – they want meaningful work aligned with their values. They want their jobs to have impact – and aren’t shy about saying it. This is often at odds with more experienced workers who usually found purpose after they had established some form of career and skill stability. Gen X and Boomers often had to take what they could get, keep their heads down, and climb the ladder. It was more about resilience and creating a longer term impact.

The Gen Z approach underlines that work is about more than survival – it can be meaningful as well.

2. Mental Health Isn’t a Weakness – It’s a Strength

Gen Z talk openly about anxiety, burnout, and needing time to recharge. They’re setting new standards and boundaries for workplace wellbeing and have a greater understanding of how, when and where they can thrive, and the support and guidance they might need.

This is at odds with Gen X and Boomers who tended to have to ‘push on through’ and leave more personal issues behind when they stepped into the workplace. They might admire Gen Z’s openness but might also see it as a sign of weakness or lack of resilience.

Organisations need to offer space for honest conversations – something that Gen Z expect – so that everyone in the basin less can help with coping strategies and supporting health without sacrificing performance.

3. Challenging Hierarchy Isn’t Disrespect – It’s a Desire to Contribute

Gen Z want to be heard. They want to understand how and why things are done in a certain way, and expect collaboration and support – not command and control. Gen X may see this as pushing back on organisational structures – and also impatience and a lack of respect.

The opportunity here is to support Gen Z with mentorship and context, and to work together to restructure outdated systems and practices. Mutual respect can lead to more successful outcomes.

4. Technology Is a Tool For Smarter Working

Gen Z have grown up in a digital world. They are quick to learn and adopt, and use technology intuitively and efficiently. The rapid development of workplace tech can be overwhelming for more experienced workers and can lead to misconceptions over the quality of Gen Z’s people skills, ability to interact.

The workplace needs a balance. Gen Z can show new ways to work smarter, faster and more effectively whilst older generations can emphasise the importance of real conversation, interpersonal nuance and collaboration.

5. Setting Boundaries Isn’t Laziness

Gen Z have watched older generations burn out – and they aren’t willing to sacrifice health or identity for hustle culture. This is often sharply at odds with older workers who have historically been rewarded for going above and beyond – usually by working long hours and overtime. Whilst there was often a personal cost involved, they are more likely to see Gen Z as slackers.

Another example of mastering the art of learning to work smarter – Gen Z can challenge the concept of extra hours leading to better outcomes with strategies to work smarter and more effectively, whilst more experienced workers can also point to how dedication  and loyalty brings results for everyone

6. All Generations Want the Same Thing: A Better Way to Work

At their core, Gen Z workers aren’t rejecting notions of hard work and dedication – they are trying to redefine it in a way that works for everyone. Asking the questions that older generations may have asked quietly – or never had the opportunity to ask at all.

And Gen X and Boomers aren’t stuck in the past – they’ve adapted through recessions, technology revolutions, and workplace upheaval. They know the value of grit and determination, and they want to pass that on through mentoring opportunities.

The Future of Work Is Intergenerational

Work isn’t just changing. It’s evolving. And we’re all part of the change. Building a workplace that embraces generational differences – and thrives because of them. A workplace where people feel seen, heard, respected, and whole.https://www.youtube.com/watch?v=FIE06FmiFEU&list=PLmQi8Zify99xWaqop_IOTo44aa_X17f4b&index=12

Why Starting a Career Feels Tougher Than Ever for Young Professionals

Today’s emerging workforce are facing challenges that previous generations didn’t. Entry-level opportunities – and other early career pathways – are getting fewer, and those that exist might seem harder to access. Traditional routes such as trainee roles, apprenticeships and trial periods appear to be getting harder to access. For many of the younger Gen Z group starting a career, or even finding interesting or challenging work, is becoming harder.

I discussed this with Danielle Farage during one of our recent From X to Z podcast chats. Despite what some more senior level professionals might think, this isn’t a problem bought about by a lack of ambition or drive amongst the emerging workforce, but instead a result of the way businesses now tend to be structured, resulting in four main challenges that early career workers now face:

➡️ Fewer career levels: There just aren’t as many steps to climb. An increase in flatter organisational structures means reduced opportunities for progression or promotion

➡️ Rising pressure to move fast: Digital channels and social media platforms fuel comparison and motivation to move ahead quickly, but then so do real economic pressures – like stagnant salaries in a time of rising inflation, and increased housing costs.

➡️ Wages that don’t reflect reality: Salaries for early-career roles haven’t kept up with inflation, meaning companies are offering less than they paid for the same entry level roles a few years ago.

➡️ Fewer entry-level roles: Some companies are cutting back on junior roles, or beginning to replacing them with AI. On top of that, many young professionals complain of poor management and limited mentorship opportunities, which can further stall development.

The result? A generation hungry to grow, but often stuck without support.

You can listen to our conversation or watch it below, and let me know what you think and how you’re seeing businesses support the emerging workforce:

Rethinking the Future Workforce: AI, Work Design, and the Human Element

The evolution of how, when and where we work continues apace – driven by technological innovation, changing worker expectations, and an increasingly decentralised workforce that wants agency in how, when and where they work, and access to information and tech support as and when they need it.

To try and make sense of the many of shifts happening in the workplace, I recently invited Andrew Spence – a workforce futurist and author of the weekly Workforce Futurist newsletter in which he shares the latest research and thinking around the world of work – on to the HR Means Business podcast for a conversation to unpack what the future may look like, and which current trends leaders should be tracking.

1. AI Is Useful — But Let’s Not Get Carried Away

AI is no longer new, but the recent explosion in natural language tools like ChatGPT has made it feel fresh, and potentially game-changing. even magical. Andrew’s view is that whilst AI is incredibly useful (acting as a solid “6 or 7 out of 10” assistant) it’s not necessarily intelligent in the human sense. We’re often seduced by the friendliness of the interface and assume these tools are more capable than they are. In reality, he sees them as very fast data processors.

The risk in overhyping AI is it can give the impression that entire professions and specialisms might disappear overnight. He points out that tools still need human oversight, creativity, and interpretation. AI can certainly enhance productivity, but won’t replace the value humans bring to the table – especially when that value lies in empathy, context, or nuance.

2. HR Needs to Own the Work Design Agenda

Today’s workforce includes a wide range of permanent employees, freelancers, fractional workers, along with increasing automation and AI agents. In this new reality, the real opportunity for HR lies in designing how work gets done — not just who does it.

This means thinking beyond organisational charts and job titles to start looking at which outcomes are necessary, and how best to achieve them. Could a blend of full-time hires, freelance consultants, and AI tools deliver more value than a conventional team?

It’s time for HR to become architects of work, not just custodians of headcount.

3. Decentralised Workforces Are Here — and Growing

Andrew’s research points to a growing shift toward non-traditional work structures. From gig platforms to fractional executives, people increasingly want to work flexibly and globally. During COVID, millions experimented with side hustles and online platforms – a mix that they kept afterwards.

This rise of the decentralised workforce poses significant challenges for HR. How do you maintain compliance, cohesion, and culture when a manager might hire a freelancer halfway across the world without the organisation even knowing? Our traditional systems and structures aren’t usually built for this – and work tech needs to evolve accordingly.

4. Loneliness at Work Is Real — and Rising

As more people work remotely or flexibly, loneliness is becoming a quiet crisis. Surprisingly, research shows that under-30s (primarily Gen Z) are the loneliest demographic – even more so than the elderly. While being alone doesn’t always mean being lonely (thanks to digital entertainment and online communities) there are real implications for engagement and productivity.

This presents both a challenge and an opportunity for HR. Organisations that can create meaningful, human-centred experiences – offering opportunities for connection, belonging, and purpose – may find a competitive edge in attracting and retaining talent.

People don’t just want a job; they want to feel part of something.

5. The Future HR Function: Smaller, Smarter, and More Strategic

Looking ahead, Andrew envisions a more specialised HR function, consisting of smaller teams, but with deep expertise in compliance, workplace technology, and strategic workforce planning. Much of the traditional ‘people management’ he sees shifting  to team leads, AI agents, and decentralised systems.

The central HR function will focus on ensuring that all these moving parts work together — ethically, efficiently, and in line with business goals.

In other words – HR’s role isn’t disappearing. It’s transforming!

The future of work isn’t just about technology, but is about reimagining how value is created, how work is designed, and how people connect. As AI and decentralisation reshape the landscape, HR has a unique chance to lead – not by holding onto outdated models, but by helping create a new era of work.

It’s not just about adapting to the future. It’s about designing it.

Check out the full conversation for more of Andrew’s thoughts and insights on how work – and HR – is evolving here https://www.hrhappyhour.net/episodes/hrs-role-in-managing-and-developing-the-workforce-of-the-future/