Tag: business

What the Latest Research Tells Us About Remote, Flexible and Hybrid Working

In an ever-evolving business landscape shaped by emerging technology, changing personal and generational preferences, and an increased focus on personal wellbeing, flexibility has emerged as a cornerstone of employee satisfaction and retention, and increasingly of organisational success.

Certainly since the Covid-19 pandemic, the structure of work has transformed, with flexibility continually emerging as a non-negotiable expectation among workers, especially younger generations. This shift has revealed generational differences about how, when and why we work, and also led to growing demands for a different approach to work-life balance.

When it comes to trying to make sense of the latest trends and innovations, one of my go to people is experienced HR Leader, author, researcher, lecturer – and friend – Gemma Dale. We recorded a podcast chat almost 2 years ago about the then emerging trends, and I recently invited Gemma back to the HR Means Business podcast so that we could talk through some of the latest research and thinking.

The Rise of Flexibility as a Workforce Demand

Recent surveys have found that nearly half of graduates will dismiss job offers that lacking a hybrid or flexible structure. This trend is particularly strong among Gen Z, who increasingly prioritise flexibility and autonomy over traditional workplace values. Unlike previous generations, they are unwilling to subscribe to the classic “9-to-5” mindset, with its promise of advancement through sheer time, effort and presence in the office. They are motivated not just by career progression but by achieving an acceptable work-life balance and sense of autonomy in their roles. This change marks a clear departure from past norms, challenging senior leaders to rethink what engagement, productivity, and presence look like in the modern workplace.

During my chat with Gemma we talked about the increasing use of the expression “organisational nostalgia” which has grown as a way to describe some leaders’ longing for the traditional, fixed location work model. This nostalgic view is often rooted in comfort with established routines and the in-person culture.

However, attempts to return to these traditional models clash with the evolving preferences of younger generations, which means leaders must try to align with these shifting dynamics to remain relevant – and retain talent.

Historical Perspective: Old Concepts, New Realities

The idea of remote and flexible work isn’t new. Back in 1975, NASA scientist Jack Nilles coined the concept of “teleworking” as a solution to the American oil crisis. He envisioned smaller, localised work hubs to save on commute costs and time. By the 1990s, the concept had evolved, though it continued to face cultural resistance from managers and leaders who preferred physical attendance as a way to manage workflows.

Scepticism and bias seem to have long plagued our attitudes to remote work, mainly through managers fearing reduced productivity and accountability when workers aren’t physically present. Despite all the technological advancements the workplace has seen over the last 20 years or more that make remote and flexible work highly feasible, these biases remain.

This scepticism manifests in what many commentators call “flex shaming,” where remote workers are sometimes viewed as less committed or hardworking. Such perceptions are counterproductive, especially as the data shows flexible work boosts morale, mental health, and retention rates. Today’s employers need to address these biases directly to foster a healthy, trusting workplace culture.

Flexibility as a Retention Strategy

Research also consistently demonstrates that employees prioritse flexible working conditions, to the point of considering it nearly as valuable as an 8% salary increase. The competition for top talent has intensified, with 72% of UK hiring managers reporting that they’ve lost employees to firms offering more flexible options. This trend isn’t limited to specific industries; it’s a universal preference, spanning generations and career stages – flexibility isn’t just about physical location.

Increasingly, many organisations are beginning to recognise that offering flexibility isn’t just about meeting employee demands – it’s a strategic decision that can enhance recruitment and retention. By supporting remote and hybrid work, businesses show respect for workers’ autonomy and trust, fostering loyalty and long-term engagement.

On the other hand, companies that resist flexibility – like Amazon’s recent high-profile mandating a five day in-office policy – risk alienating employees and facing a talent drain.

Mental Health and WellBeing Benefits

Research tells us that flexible working arrangements also provide profound mental health benefits. Remote work allows people to reclaim commuting time for personal pursuits, like exercising, cooking, or spending time with loved ones. The cumulative effects of these small shifts can have a significant positive impact on mental health and wellbeing.

Employees report reduced stress and improved satisfaction when they have more control over their schedules, enabling them to balance personal responsibilities more effectively.

However, these benefits depend on supportive organisational policies. Companies that offer flexibility in name only, while imposing a more rigid – and distrustful – oversight, risk creating a negative environment that undermines employee wellbeing. Encouraging open dialogue and supporting flexible work policies are key to cultivating a healthy, productive culture.

The New Workplace? : Coffee Squatting and Four-Day Weeks

The nature of the modern workplace is still evolving to meet the increased demands for remote, flexible, hybrid and asynchronous working patterns. Concepts like the four-day workweek are gaining traction, with a growing movement advocating for shorter weeks without reducing pay. While this model is still under research, some early trials have shown promise, suggesting that reduced hours may improve employee satisfaction and productivity.

One of the many new trends that the research found was that of “coffee squatting” – where remote workers spend extended hours working from coffee shops. While this arrangement provides a casual and enjoyable workspace, particularly for those who have little – or no – dedicated space at home, it has led to challenges for local businesses that rely on customer turnover, leading to some coffee shops implementing policies to address the strain.

Embracing Change for Future Success

The conversation around remote, flexible and hybrid work is far from over. Leaders who lean into this shift and adopt a mindset of openness and adaptability will be better equipped to navigate the challenges and opportunities of the modern workplace and increasing demands for flexibility from the emerging workforce.

Flexibility isn’t just a trend; it’s a fundamental change in how people work and live. As businesses continue to adapt, the organisations that embrace these dynamics are likely to attract the most engaged, productive, and innovative talent, setting themselves apart in a rapidly evolving world.

You can listen to my full conversation with Gemma Dale here – https://www.hrhappyhour.net/episodes/the-evolution-of-remote-flexible-working-practices/ – or by clicking on the image below

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 –

How Senior HR Roles Are Evolving

The roles of the Chief Human Resources Officer, Chief People Officer, or even plain old HR Director, have undergone significant transformation over recent years. What once may have been seen as a more ‘junior’ position in the C-suite, is now increasingly being seen as a role that is vital to organisational success.

About a month ago I speculated on some of the upcoming priorities and challenges for HR in my newsletter ‘Prioritising Wellbeing and Retention in a Tight Job Market’ and today I want to look at some of ways that senior HR roles are themselves evolving – and even transforming – to meet strategic business demands.

Our businesses face a number of challenges. From AI integration and adoption to upskilling in the digital era, global workforce management and technology transformation, the responsibilities of senior HR operatives have expanded. So how is the senior HR leader’s role itself evolving, and what are the implications and priorities for businesses today and in the future?

Addressing People Challenges and Talent Shortages

Organisations are grappling with a number of people-related challenges. The shift to more of a hybrid/remote/flexible/asynchronous way of working has left many organisations struggling to balance flexibility with productivity. The workforce is demanding more from their employers in terms of salary, benefits, flexibility and work-life balance. They are more aware of their own wellbeing and personal priorities, which puts the emphasis on remodelling traditional employer/employee relationships into something more fluid. The role of senior HR professional is becoming more crucial than ever in navigating these complexities and competing priorities.

Ongoing talent shortages further exacerbate these challenges. On a global level, lower fertility rates and a significant portion of the workforce retiring, means that companies are and will continue to find it increasingly difficult to attract and retain talent. The more traditional “hire to grow” model is under threat, particularly in new, fast-growing tech sectors that are prone to cycles of rapid hiring and then layoffs. CHROs must find innovative ways to shift the focus towards enhancing productivity and internal mobility, fostering a culture of growth from within.

Organisational Redesign and Global Operations

The past few years have seen a growing shift in organisational structures from rigid functional hierarchies towards more dynamic and cross-functional models. Some leading businesses are pioneering a more ‘dynamic’ organisational model – emphasising agility, a faster time-to-market, and enhanced collaboration. HR leaders are at the forefront of this transformation, tasked with redesigning job architectures, pay practices, managerial roles, and performance management systems to align with new organisational paradigms.

A more globalised approach further complicates the HR role. With remote and flexible working becoming more normalised, businesses have to navigate the complexities of global labour regulations and practices, as well as understanding different regional talent markets. This gives HR leaders a chance to input into more strategic planning around where to hire and locate operations. This further requires a deeper and more nuanced understanding of diverse cultural and regulatory landscapes, giving HR leaders an opportunity to influence global business strategy.

Leadership Development, Technology and Transformation

Leadership development is also evolving. As organisational structures flatten, companies must cultivate leadership skills at all levels. HR professionals can play a leading role in identifying and nurturing leaders, and designing robust leadership development programs that can help organisational growth and resilience.

When it comes to technology, the vast array of tools and systems can be overwhelming, whilst many organisations still struggle with outdated HR systems. Senior HR leaders can find themselves overwhelmed by a multitude of tools for recruiting, training, scheduling, and compliance, whilst AI can offer promising solutions, but the implementation and integration of all these technologies require careful management.

The transformation of the HR function itself is also on the agenda with HR teams now acting as consultants, problem-solvers, and analysts. The link between employee engagement, employee experience and retention is strong with HR teams needing to foster a culture of development, recognition and meaningful experiences, to ensure skills and knowledge are retained within the business.

The Future of the Senior HR Role

The evolution of senior HR roles represents a call for action, reflecting the ongoing shifts in business and workforce dynamics. In today’s complex, technology-driven global marketplace, the HR’s responsibilities are rapidly expanding. Effective HR leaders need to be more than HR experts; they should be visionary change leaders and strategic business executives. Architects of organisational culture, catalysts of productivity, and  guardians of employee wellbeing.

In the future, I see HR’s influence continuing to grow. The role will encompass critical areas like facilities strategy, mental health and wellbeing, and innovative productivity initiatives. Organisations need to invest in cultivating the next generation HR professionals and leaders, equipping them with the training and support needed to excel in what is becoming a more multi-faceted position. As the business landscape continues to evolve, HR leaders will be pivotal in driving organisational success and resilience.

HR is becoming more important and complex than ever before. This transformation encompasses tackling talent challenges, taking a more global view, spearheading organisational design – and redesign – and shaping the future of work to build more resilient and dynamic workplaces.

Prioritising Employee Experience By Building a Culture of Engagement

In today’s competitive business landscape, the importance of employee engagement cannot be overstated. I have been writing and speaking about how employee experience and engagement are the key trends in retaining and developing the workforce of the future for some time. I have also been researching how organisations are addressing employee engagement and where there might be opportunities for improvement.

I was interested in a recent research report from MHR – who specialise in HR, Payroll and Finance – which looked at some of the key challenges businesses face in trying to get accurate and actionable feedback on employee experience, and how to go about fixing them and I hosted a podcast chat – Overcoming the Roadblocks to a Better Employee Experience – with MHR’s Kate Featherstone about the research.

We identified 6 key actions for HR leaders looking to improve employee experience:

1. Embracing a Culture of Feedback

HR teams know it’s important to get as much feedback on their employees’ experiences as they can, but often struggle to dedicate  enough time to both collect and – most importantly – analyse employee sentiment. Organisations must prioritise creating a feedback culture within the business by leveraging technology to streamline the feedback collection process. They should also implement a process of regular surveys and one-to-one check-ins to gather more insights into how their employees feel about their wellbeing, development needs, and overall satisfaction.

2. Investing in Technology

Technology plays a crucial role in understanding employee sentiment and identifying key trends. As the tech develops at pace, HR teams should start to leverage the potential of AI and natural language processing tools to properly analyse feedback data effectively. This can help the wider business to gain actionable insights into employee needs and preferences, which should help them to make better informed decisions when it comes to enhancing the employee experience.

3. Prioritising Wellbeing and Development

Employee wellbeing, and their development opportunities, are probably the most significant drivers of employee satisfaction and retention. Organisations should invest in wellbeing management tools that can give them the insights they need, and also learning software that supports employee growth and engagement effectively.

By providing employees with access to resources and opportunities for professional development, businesses can help foster a culture of continuous learning and improvement, which most research shows is essential to employee satisfaction.

4. Fostering Open Dialogue

Building trust and transparency within the organisation is a crucial cornerstone for creating positive employee experiences. Leaders must empower managers to have open and honest conversations with employees, to encourage feedback and help active participation. By fostering a culture of open dialogue, HR can address any concerns proactively, underlining their commitment to employee satisfaction and wellbeing, which in turn drivers greater engagement.

5. Implementing Regular Touchpoints

Underpinning most of these actions is the need to have regular check-ins and feedback sessions, which are critical if you want to maintain open communication channels with employees. Organisations should establish a rhythm for regular feedback collection – often something like quarterly surveys and/or monthly check-ins – to ensure continuous engagement, alignment and to foster two-way conversation. Set reminders and prompts for managers and leaders so that the businesses is having meaningful conversations on a regular basis and can address any employee needs or concerns promptly.

6. Embracing a More Holistic Approach

Employee experience encompasses the entire employee journey within an organisation, from hiring through onboarding and development through to promote and exit or further promotion. Businesses must take a holistic approach to the employee experience, which is why factors such as wellbeing, development opportunities, and overall satisfaction are so important.

By prioritising employee experience at every touchpoint, organisations can create a supportive and engaging work environment where employees feel valued, supported, and empowered to reach their full potential, which will foster long-term employee loyalty and ultimately commercial success!

You can listen to my full podcast chat with Kate Featherstone here:

The 12 Principles of Creating Better Workplace Experiences

On a recent HR Means Business podcast episode I chatted with Nick Holmes – VP of Employee Experience at Avalere Health, and an Experience Architect at UNTHINK –  about today’s fast-paced work environment and why creating a supportive and engaging workplace experience is becoming more crucial than ever to attracting, engaging and retaining the people our businesses need. We had co-presented on this topic at HR Technology Europe in Amsterdam in May and our podcast conversation was a good way to wrap up our thoughts and insights.

Our conversation centred around the need for a more holistic approach to employee well-being which encompasses mental, physical, intellectual, and financial aspects, and ensures that employees are supported in all areas of their lives. Listening back, we outlined a number of actions that HR and people leaders could take, which I see as our 12 principles of creating better workplace experiences.

Understand Holistic Wellbeing

The foundation of a great workplace experience starts with addressing employee wellbeing comprehensively. It’s not enough to focus solely on physical health; mental, intellectual, and financial well-being are equally important. Organisations need to delve into the root causes of burnout and high stress levels, rather than just treating symptoms.

Embrace Courage and Creativity

HR teams must be brave in acknowledging areas that need improvement. This involves being candid about what’s not working and taking creative steps to address these issues. Maybe have some of your team dedicated as an ‘experience function’ that can lead by suggesting innovative solutions and then partner with relevant stakeholders to implement effective changes.

Achieve Work-Life Balance

Achieving a healthy balance between work and personal life is critical. Work and personal life are interconnected, and stress in one area can affect the other. Organisations should understand this balance and avoid merely adding activities like yoga sessions, which may not address underlying issues. Instead, they need to establish and then focus on what’s really causing stress and burnout for their people.

Taking a Scientific Approach to Health

Understanding the chemical reactions in the body, such as the roles of cortisol, serotonin, and dopamine, is vital. Organisations should help educate employees on health topics like sleep, nutrition, and fitness. This approach ensures that employees have the knowledge to make informed decisions about their own wellbeing.

Using Data-Driven Insights

The use of AI and health-related technology can help to revolutionise employee wellbeing by predicting and preventing burnout. Tracking health indicators like sleep patterns helps take proactive actions rather than reactive responses. This type of data-driven approach can significantly enhance and improve workplace wellbeing. However……

Recognise Cultural Sensitivity

While collecting personal health data can seem intrusive, it’s important to approach this sensitively. Organisations should articulate openly to their people the importance and benefits of improved wellbeing for overall health and also work performance. A more sensitive approach can help to create an environment where employees feel comfortable sharing this information.

Maintain a Duty of Care

Employers have a duty of care to their employees. The Covid pandemic highlighted this, showing that genuine concern for employee health can lead to higher engagement. By maintaining this level of care post-pandemic, organisations can continue to drive engagement and loyalty.

Remarkable Work Experiences

Creating memorable and meaningful work experiences is essential. Rather than having forgettable daily routines, organisations should focus on designing remarkable moments and experiences that resonate with employees. Gathering and acting on employee feedback will help with identifying and improving these key moments in the employee lifecycle.

Take Actionable Steps

Using data from engagement surveys and listening exercises to inform actions is crucial. Organisations should implement a framework of simple improvements (effectively quick wins to boost employee engagement) mixed with longer term initiatives to drive continuous improvement in the employee experience.

Focus on Consistency and Prioritisation

Consistency and discipline are key to successfully implementing changes. Organisations should try to prioritise the most impactful actions and avoid spreading their resources too thin. Focusing on key initiatives and seeing them through to completion should help to ensure meaningful progress.

Future-Proofing Initiatives

Designing initiatives that align with long-term organisational goals and can adapt to changing conditions is also important. This future-proofing ensures that wellbeing strategies remain relevant and effective even as external circumstances evolve.

Adopting a Growth Mindset

Adopting a growth mindset by asking “What’s missing?” rather than focusing on problems will help to foster positive and proactive approaches. Being open, honest, and transparent about successes, and also about the areas and actions that need improvement, will encourage continuous development and engagement.

By embracing these twelve principles, organisations should be able to create better workplace experiences that support holistic employee wellbeing. The more comprehensive approach that we talked about not only helps to enhance individual health and happiness, it will also ultimately drive organisational success and innovation.

Moving forward, it’s crucial for employers to start prioritising the wellbeing of their workforce, creating environments where employees can thrive both personally and professionally.

You can listen to our full conversation on this episode of HR Means Business

Can The MagicOfFit Help Improve Quality of Hire and Candidate Experience?

Talent challenges remain high on the corporate agenda. From my research and conversations with stakeholders I can see that identifying, assessing, hiring and retaining the people and skills we need to help our businesses thrive and grow is no longer simply about reviewing CVs and applications, with a standard set of experience and knowledge based interview questions to follow.

Instead it is more about getting a better understanding of a candidate’s unique competencies – their fit and suitability – and discovering as much as we can about the core competencies and traits of the people we are assessing. Too many interview processes can be generic, asking a series of candidates the same questions whilst hoping for a range of illuminating answers.

But what if we could personalise our interviews? Ask our candidates questions that are tailored to their own competencies and unique traits? And leverage the power of AI to get real insights into those competencies and workplace traits? And to find out who would really fit with our business? Find out more about their positive personality traits and workplace competencies like creativity, innovation, and problem solving?

That would certainly improve the candidate experience – and there’s a lot of data that shows a great candidate experience is key to hiring the right people. How they are treated during the application and interview stages will usually determine whether or not they accept an offer. Were they able to showcase their knowledge and capabilities? Did they feel treated well?

The keys to giving a great candidate experience are to empower them, give value, allow candidates to showcase their skills, knowledge and capabilities, and to make the process informative and authentic. Historical data shows that up to 87% say a great candidate experience can change their mind about a company or role they weren’t sure of.

Which is why I’m really interested by Instant Fit! It’s a new candidate screening solution from Fama Technologies Inc. that uses online signals to identify candidate fit by highlighting positive personality traits and workplace competencies like creativity, innovation, and problem solving.

It also generates personalised, science-backed interview questions to help hiring teams understand which candidates will be an Instant Fit. It’s a compliant and frictionless process – there are no tests, and no candidate drop off, just screening with questions that are relevant to the candidate’s own skills, knowledge and competencies.

Looking forward to finding out more on their upcoming webinar hosted by CEO Ben Mones on 26th June – you can join me and the Fama Technologies Inc. team by signing up here – https://fama.io/resource/be-an-ai-superhero-with-instant-fit – and all attendees will get a free Instant Fit report!

Choosing a finalist from a handful of candidates is the most human part of hiring and in this webinar, I’m hoping to find out Instant Fit can help evolve the Talent Acquisition team’s toolkit:

  • How the evaluation of workplace traits and competencies is evolving
  • With the power of AI, understanding how we can get insight into a candidates workplace traits and competencies frictionlessly and compliantly. No tests, so no drop-off.
  • Increase candidate quality by unlocking online language to get valuable insights on how a candidate may interact in the workplace