Tag: change-management

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the speed of certain tasks but doesn’t translate into overall gains because companies are still operating with outdated processes.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/

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.