Tag: Leadership

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.

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 –