Tag: Leadership

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 Yet many leaders are still looking backward, focusing on office returns and outdated structures, metrics and roles, while the ground beneath them is moving.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.

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:

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/

Return to Office Mandates : Why Gen Z Isn’t Buying In

Hopefully you’ve been following the ‘From X to Z’ podcast series on Purple Acorn in which myself and Danielle Farage talk about the world of work – and workplace trends and issues – from the perspective of two very different generations!

Last week we had a good conversation about RTO mandates and what managers and leaders often don’t understand (or in some cases don’t want to understand) about why the Gen Z workforce are less likely to buy in.

I’ll share the full conversation at the end of this newsletter, but here’s my blog on the key takeaways from our conversation.

The Great RTO Push and the Generational Divide

With companies increasingly pushing for return-to-office (RTO) mandates, employees – particularly Gen Z – are pushing back. Leadership teams – which are often composed of older generations – often argue that physical presence is essential for productivity, collaboration, and culture. And probably don’t often mention that they are used to managing and supporting people who are sat in front of them!

However, the overall workforce’s expectations have shifted dramatically, and Gen Z, in particular, is questioning whether the traditional office model still makes sense.

The reality is that remote work existed before the pandemic – it just wasn’t mainstream. In the chat I reference research that myself and Matt Alder did in partnership with Kelly back in 2017/18 in which we found around two-thirds of the 18,000 jobseekers surveyed saying that they preferred to work (and believed they had the tools and support to work) remotely, and didn’t feel the need to be in a physical location to feel seen.

The forced shift to remote work during COVID-19 didn’t create a preference for flexibility; it simply validated that many jobs can be done efficiently outside of a traditional office environment. Now, as employers attempt to reinstate old norms, younger workers are finding it difficult to justify why they should comply.

Does Gen Z Hate the Office?

It’s a common misconception that Gen Z wants to work entirely from home. In truth, only about 10% of Gen Z workers want to be in an office full-time, but that doesn’t mean they reject in-person collaboration altogether. Many prefer hybrid work models, where they can maintain flexibility while still engaging in face-to-face interactions when necessary.

What Gen Z does resent is the idea that office attendance equals productivity. Unlike older generations who learned workplace skills by shadowing colleagues in a physical setting, Gen Z workers have grown up in a world where information is instantly available, and they have access to what they need to know as and when they need to know it.They don’t rely on being physically present to learn or contribute meaningfully, and instead value efficiency, autonomy, and meaningful work over rigid attendance policies.

The Productivity Paradox: Is RTO Actually Helping?

One of the most glaring issues Gen Z seems to have with return-to-office mandates is the lack of clear reasoning behind them. Many employees find themselves returning to the office only to sit in virtual meetings all day – meetings they could have attended just as effectively from home. This begs the question : If in-person collaboration is the goal, why are so many workers spending their office days glued to video calls?

Productivity should be measured by output, not location. If employees can complete their work efficiently from home, forcing them into an office for the sake of optics feels counterproductive. Younger workers, in particular, are questioning the logic of spending time and money commuting just to do the same tasks they could accomplish remotely.

Economic Realities: The Cost of Showing Up

For many Gen Z workers, the financial burden of returning to the office is another major concern. Wages have stagnated, while the cost of living – especially housing – has skyrocketed. Unlike previous generations who saw home ownership as a feasible goal early in their careers, many young professionals today struggle to afford rent, let alone save for a house.

Given these economic realities, the traditional corporate incentives – such as promotions and pay rises tied to office visibility – hold less appeal. If young workers don’t see a direct financial benefit to commuting, they are less likely to buy into the RTO narrative.

Moreover, the old model of employer loyalty is breaking down.

Previous generations stayed at one company for decades because they were rewarded with pensions, bonuses and long-term job security. Today, those benefits are rare. As a result, Gen Z sees no reason to sacrifice their personal wellbeing for a system that doesn’t prioritise them in return.

Rethinking Workplace Incentives

If companies want to attract and retain young talent, they need to rethink the benefits they offer. Traditional perks like office snacks, breakout rooms – and ping-pong tables! – don’t hold much weight in a world where employees value work-life balance over performative engagement. People need a reason to return a fixed location, and one that makes sense to them.

Companies need to consider relevant and much needed benefits that directly address employees’ real-life needs, such as:

  • Covering commuter costs – subsidised travel, help with petrol/gas, or parking reimbursement
  • Providing meal stipends for days spent in the office
  • Offering gym memberships or wellness programs to support employee health
  • Prioritising professional development with mentorship opportunities and skills training tailored to their particular career goals and interests.

The Future of Work: Adapt or Lose Talent

Companies that insist on rigid return-to-office policies without clear benefits are at risk of losing their best talent to competitors that embrace flexibility. Gen Z isn’t just rejecting the office – they’re rejecting outdated workplace norms that prioritise presence and an element of control over trust, and also presence over productivity.

Instead of enforcing blanket mandates, leaders should ask themselves: What is the real goal of returning to the office? If the answer is collaboration, mentorship, and culture-building, those goals can be achieved through intentional, flexible policies rather than strict attendance requirements.

In industries like manufacturing, healthcare, transportation and construction, where remote work isn’t usually a viable option, companies need to rethink how they attract young workers. Higher wages, better career development opportunities, and improved working conditions will be necessary to prevent talent shortages.

The workplace is evolving, and so are employee expectations. Companies that adapt will thrive, while those that cling to outdated models will struggle to attract and retain top talent. The choice is clear: Listen to your workforce, or risk losing them to those who do.

Check out my full conversation with Danielle Farage here:

Addressing People Problems in the Workplace: A Human-Centric Approach for HR

Modern work environments can be complex. When you mix remote/hybrid teams, multi-generational workforces, varied worker relationships (from fractional and contract to consulting and full-time employment) and technology, it’s clear that addressing people problems within the business will require much more than traditional HR protocols.

However, one of the key themes in my latest podcast conversation HR and The Complexity of People Problems – with award winning author, speaker and coach Zena Everett 🎤 – was that whilst these complexities have the potential to create misunderstandings and miscommunications, they also present modern HR professionals with an opportunity to foster and champion a more human-centric approach to dealing with people – an approach that emphasises emotional intelligence, open dialogue, and strategic coaching.

Zena and I talked about her latest book – Badly Behaved People – and some of the key findings and learnings from her research.

The Problem: Communication Breakdowns in a Busy World

One of the most significant challenges in modern workplaces is what Zena calls the pervasive “crazy busyness” that dominates daily routines. All the workforce – and their leaders and managers alike – find themselves constantly rushing between tasks and meetings often leaving little room for meaningful dialogue. This culture of busyness, coupled with the complexities of remote work and asynchronous communication, easily creates the foundations for misunderstandings and poor performance.

This chaotic environment leads to behaviours that can result in poor communication and understanding, allowing issues to fester. When people are too busy to talk, minor miscommunications can quickly escalate into conflicts. To mitigate this, HR should encourage their organisations to prioritise deliberate, meaningful interactions.

Looking Beyond the Role: Understanding the Whole Person

A common issue that Zena identifies is that managers often don’t fully understand the individuals behind the roles. Employees are not just job titles or numbers on a spreadsheet; they are complex human beings with personal challenges that inevitably influence their work behaviours.

For instance, an employee struggling with external stresses, such as caregiving responsibilities, might react uncharacteristically under pressure. Managers, unaware of these contexts, might misinterpret the behaviour as incompetence or defiance.

HR’s role is to foster an environment where leaders take the time to get to know their team members as individuals, not just as workers. Encouraging genuine conversations can help managers build trust and empathy. However, it’s crucial to approach this sensitively, respecting personal boundaries while showing authentic concern. An important point Zena makes is that effective listening involves not only hearing what is said, but also recognising what is remaining unsaid.

The Power of Dialogue: Moving Beyond Box-Ticking Exercises

Our workplace conversations are too often reduced to perfunctory check-ins or box-ticking exercises. Real dialogue, however, requires emotional intelligence and a genuine commitment to understanding others. HR should promote a culture where conversations are not just about task completion but also about emotional well-being and personal development.

Many workplace conflicts arise not from any malicious intent but from misunderstandings. People behave defensively when they feel misunderstood or threatened. By encouraging open dialogue, HR can help managers create a safe space where team members feel comfortable sharing their concerns and perspectives.

Enquiry-Driven Leadership: Asking the Right Questions

One of the most effective strategies in addressing people problems is enquiry-driven leadership. Unlike traditional, autocratic management styles, enquiry-driven leadership focuses on asking the right questions to encourage self-awareness and problem-solving.

Instead of trying to provide quick answers or solutions, leaders should engage their teams by asking questions that encourage thought and self-reflection. This approach not only empowers employees but also helps foster a greater accountability. When team members feel that their input is valued, they are more likely to take ownership of their tasks and collaborate effectively.

It goes without saying that clear communication of expectations, boundaries, and team vision is essential from leaders and managers. Once these foundations are established, leaders can then transition to a more inquiry-driven approach, allowing employees to think more creatively and solve problems independently.

Coaching Managers: HR’s Strategic Role

HR professionals play a crucial role in equipping managers with the skills needed to navigate complex people problems. This means  coaching managers not just to solve issues but to understand the role they play in team dynamics.

When approached by a manager with a team-related issue, HR should resist the temptation to offer immediate solutions; instead they should coach managers through a series of reflective questions, such as:

  • What do you think is the underlying cause of this issue?
  • Have you had a direct conversation with the team member involved?
  • How could your leadership style be influencing the situation?

By guiding managers through these questions, HR can help them develop the self-awareness needed to address issues more effectively.

Self-Awareness: Recognising Behavioural Impact

Self-awareness is a cornerstone of effective leadership. Zena’s research and insights find that leaders often underestimate the impact their behaviour has on team dynamics – whether it’s a manager’s mood influencing team morale, or non-verbal cues impacting virtual meeting energy, leaders’ actions are contagious

HR can facilitate self-awareness through feedback mechanisms, leadership training, and coaching sessions. Helping leaders to recognise how their actions and words influence team dynamics will enable them to adjust their behaviour, ultimately fostering a more positive workplace culture.

Conclusion: A Human-Centric Approach to People Problems

Addressing people problems in today’s workplace requires HR to champion a human-centric approach. This will involve:

  • Promoting emotional intelligence and genuine dialogue
  • Encouraging enquiry-driven leadership
  • Coaching managers to reflect on their influence
  • Fostering self-awareness at all levels of leadership

By embracing these strategies, HR can help their organisations to navigate the complexities of modern work environments, ensuring that people problems are addressed with empathy, understanding, and strategic insight.

We are in a period of rapid change in the workplace – and the workforce – leading to constant ‘busyness’. HR’s role as a strategic partner is now more critical than ever. By focusing on emotional intelligence, open dialogue, and enquiry-driven leadership, HR can transform people problems into opportunities for growth and collaboration.

You can listen to full podcast conversation here

Are Workplace Friendships the Secret Ingredient to Employee Retention?

Employe Attrition – or rather worsening Employee Retention – is top of mind for most businesses. Over the last 2 to 3 years there definitely seems to have been an increase in employee mobility, whether through a post pandemic reaction to our relationship with work, or because the workforce feel they now have more agency in choosing when, where and how they work….and who for and with.

Award winning and best selling author Michael Arena has done some research into this, sparked by Gallup research that indicated 51% of the US workforce were either actively – or keeping a watch – looking for new roles. The three reasons that consistently surface for job mobility are poor pay and rewards, lack of career growth opportunities, and the need to find more flexible working arrangements.

However what if there was another reason, not often talked about? Less expensive and more human?

One of my main research areas recently has been the concept of keeping Humanity in an AI world. Or rather, putting the Humanity into Human Resources in an AI driven world. Research increasingly indicates that workplace friendships can play a pivotal role in employee retention. Employees who have strong social connections with colleagues are significantly more likely to stay, creating a unique opportunity for HR professionals to reimagine retention strategies.

So how can businesses harness the power of workplace friendships to build – and retain – a more connected, engaged, and loyal workforce?

There are four areas that need attention.

Creating Opportunities for Employees to Connect

To develop the relationships that will lead to a settled and productive workforce we need to start by looking at the opportunities for interaction and support. Certainly in-person and virtual meet up sessions can be very useful for this – whether it’s interest or hobby based meet-ups, or collaborative projects based on current work priorities.

Employee led interest groups are a great way to develop this. Many years ago, when social media was a relatively new concept, I started a weekly lunchtime get together at the business I was with for colleagues interested to find out more about social media channels, how to use them for friends, family or personal interest, and how to build connections.

It was a loose arrangement – so there was no compulsion to attend – but it certainly helped people within the business connect, especially if they worked in different areas.

Look For Collaborative Project Opportunities

Again, these can be work related or personal interest based, but getting collaboration between colleagues who work in different areas, and rarely get the opportunity work together, can lead to a settled and harmonious culture within the business. It also gives colleagues who don’t work in the same area a chance to understand the full range of skills, knowledge and perspectives from people around the business. Any project can be work related, environment related, or mutual upskilling or knowledge sharing.

Strengthening Workplace Connections

Organisational network analysis can help to evaluate workplace relationships – strong and weak – and, most importantly, can identify anyone at risk of being isolated or disassociated from the organisation culturally. Employee surveys can often help with this, and any measure of group participation in activities that help engagement.

Fostering an Inclusive Culture of Belonging

Creating a sense of belonging is essential. One way to help promote this is through Employee Resource Groups, particularly those that support colleagues in areas such as DEI & B. These can provide spaces for individuals with similar backgrounds or interests to connect.

Getting leadership support – and sponsorship – is usually crucial to building successful ERGs to show that leaders are taking issues seriously and are making sure that their people get the support they need. These programmes should be designed to be open to everyone within the organisation, accommodating all neurotypes and physical abilities.

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.