Tag: Management

Recogdemption: Turning Recognition into Retention and Real Loyalty

Most organisations try to recognise their people, but fewer are successful converting that recognition into loyalty though. That conversion moment is what recognition and reward specialists BI WORLDWIDE EMEA call Recogdemption – the point where recognition, the redemption of a meaningful reward, and employee retention & performance, all intersect to create a self-sustaining cycle of engagement.

It’s actually a deceptively simple idea with big implications: if employees are recognised but rarely redeem or receive anything of value, their emotional momentum stalls. If they can redeem or receive something that feels really worthwhile – and are able to do so early and often in their time with an organisation – then a positive loop accelerates: I feel seen → I can act on it → I feel valued → I want to stay and contribute more.

I’ve written, researched and spoken a lot about recognition and retention over the years, and I’m really interested in the concept of Recogdemption, which is based on behavioural analysis from almost 1 million employees across more than 100 countries. It certainly feels a lot like the flywheel concept popularised in the book ‘Good to Great’ – putting the employee at the centre.

So What Exactly is “Recogdemption”?

Keeping with the flywheel concept, if Recognition is the spark, then redemption is the action that turns the spark into movement, and retention is the forward motion that compounds value.

When recognition and redemption are designed to connect, then the flywheel keeps spinning. When they’re not, you’re left with isolated “thank-yous” and small rewards that feel good in the moment but fade quickly and offer no lasting impact.

I see three design truths at the heart of the Recogdemption concept:

  1. Timing matters. Early recognition – especially in the first six months – has an outsized impact. It anchors belonging before habits (good or bad) harden.
  2. Redemption isn’t trivial. Being able to redeem something meaningful soon after recognition is what makes the experience tangible. Research points to a “first redemption” sweet spot: something not so small that it feels tokenistic, but also not so large that it seems unattainable. The exact number and size will vary by market and pay bands, but the principle holds – make the first conversion both visible and achievable.
  3. Not everyone redeems the same way. Some people are spenders who redeem more frequently after a handful of recognitions; others are savers who wait longer and prefer bigger, more aspirational rewards. Treating everyone like a spender – or everyone like a saver – may leave value on the table, so all redemption patterns and aspirations should be catered for.

Why Does Recogdemption Matter Now?

There are three emerging business realities that I think make Recogdemption more than just a clever label, but a concept that needs to be embraced.

Firstly, retention pressure has shifted from something that happens periodically to becoming something more structural. Labour markets are tightening, there are rising skill shortages, and employee absence is increasing. The impact of losing the people you want to keep puts more pressure on the business and its leaders. Recognition alone might not fix that – but recognition that converts can.

Secondly, employee expectations have matured, and so have their expectations from recognition. People don’t just want to accumulate points; they want proof – clear signals that their efforts are seen, and that they can translate into something tangible, such as choice, experiences, time or money-equivalents.

Thirdly, budgets are under scrutiny. HR needs a line of sight from spend to outcomes. Recogdemption can give you the measurables that leaders care about: early-tenure recognition rates, time-to-first redemption, redemption frequency by segment, and the retention differential for frequent redeemers.

How Recogdemption Should Work in Practice

  1. Front-load recognition. It’s a mistake to wait for periodic, or annual, cycles. Try to design onboarding and early-tenure routines in a way that encourages contributions quickly – eg. peer shout-outs, manager notes, cross-team “thank yous”. These should be tied to points or credits that can actually be redeemed.
  2. Engineer the first redemption. It’s important to build clear – and easy to use – pathways from recognition to action. Nudges like – “You’re 20% away from your first reward” – are useful encouragers. Also aim for a meaningful first redemption within the early months – enough to feel real, but not so high it becomes a distant mirage.
  3. Segment redemption behaviour – identifying spenders and savers early. For spenders: you should keep the catalogue fresh, accessible, immediate – low friction, quick delivery, everyday delight. For savers: make aspiration visible – progress bars, limited-time goals, experiences or higher-value items that justify waiting.
  4. Mix frequent recognition with occasional signal rewards. Small, frequent wins are useful for maintaining momentum. Periodic high-signal rewards – which are fewer but more meaningful – can help emotionally (eg. “you really matter here”)
  5. Enable managers to try and normalise the habit. Programmes don’t deliver; managers do. You should give managers and leaders prompts, examples and a short monthly routine to follow: eg. “Who went above and beyond? Who helped onboard faster?” Recognition should be specific, timely and authentic – and also connected to values or outcomes.
  6. Measure more than clicks. Looking beyond “how many points issued” to track metrics like time-to-first recognition, recognitions in first six months, time-to-first redemption, redemption frequency, repeat redeemers, and especially monitor the retention rate of high-frequency redeemers versus others.

Common Recogdemption Failures (and how to avoid them)

There are 5 common types of failure

Tokenism – If employees need dozens of recognitions to reach anything redeemable, they’ll disengage. Ensure the first redemption is within reach

Catalogue fatigue – A static selection erodes excitement. You should rotate items, add experiences, and localise choices. Also give people some agency in different types of gift cards, charitable options, or time-off equivalents

Manager inertia – Leaders often “mean to” recognise and then get busy and distracted. Bake recognition into cadence – such as one agenda item in team meetings, a monthly reminder, prompts tied to project milestones.

Equity blind spots – If only extroverted, customer-facing work gets recognised, you’ll end up amplifying inequity. Use peer nominations, manager audits and analytics to ensure that invisible work (eg. documentation, mentoring, maintenance) gets its share of spotlight.

No pathway to meaning – Recognition without redemption feels like applause without an encore. Make the path obvious, the steps short, and the win will be felt.

Why Recogdemption is a strategic lever – not a “nice to have”

When Recogdemption is designed well, you will get more than happy moments. You build predictable retention effects that can be seen in the data – frequent redeemers stay longer, contribute more, and advocate louder.

You can also build a culture that catches and amplifies people doing the right things – early and often – so that standards rise without burnout. And you earn credibility with Finance by linking budgets to measurable outcomes: reduced turnover cost, faster ramp-up, fewer hiring cycles, stronger productivity.

In short, Recogdemption reframes recognition from acts of kindness to acts of design. It’s the shift from “we thank people sometimes” to “we’ve engineered a culture where being seen leads to taking action, which leads to feeling valued, which leads to staying.” In a labour market where loyalty has to be earned – not assumed – that design advantage is hard to copy and even harder to ignore.

If your organisation already invests in recognition but isn’t seeing the retention lift you expect, don’t scrap the effort – connect it. Make the path from recognition to redemption short, meaningful, and visible. Segment it for spenders and for savers. Give managers a simple habit to follow. Then measure what matters and scale what pays back.

Recogdemption is how you can turn appreciation into advantage.

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.

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

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/

How Senior HR Roles Are Evolving

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

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

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

Addressing People Challenges and Talent Shortages

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

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

Organisational Redesign and Global Operations

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

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

Leadership Development, Technology and Transformation

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

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

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

The Future of the Senior HR Role

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

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

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

Prioritising Employee Experience By Building a Culture of Engagement

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

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

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

1. Embracing a Culture of Feedback

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

2. Investing in Technology

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

3. Prioritising Wellbeing and Development

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

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

4. Fostering Open Dialogue

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

5. Implementing Regular Touchpoints

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

6. Embracing a More Holistic Approach

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

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

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

The 12 Principles of Creating Better Workplace Experiences

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

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

Understand Holistic Wellbeing

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

Embrace Courage and Creativity

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

Achieve Work-Life Balance

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

Taking a Scientific Approach to Health

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

Using Data-Driven Insights

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

Recognise Cultural Sensitivity

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

Maintain a Duty of Care

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

Remarkable Work Experiences

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

Take Actionable Steps

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

Focus on Consistency and Prioritisation

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

Future-Proofing Initiatives

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

Adopting a Growth Mindset

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

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

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

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

Prioritising Wellbeing and Retention in a Tight Job Market

I’ve been focused on research around the Future of HR recently as I prepared for two International keynote sessions and whilst most of my writing and research has been around employee experience and the link with retention and engagement, it has become clear that HR has a major role to play in how our people are hired, developed, supported, enabled, rewarded and cared for in the ever evolving world of work.

I have written a few times that ‘Retention Is The New Recruitment’. Whilst AI may be the new kid on the block for HR to get their heads round and integrate into the way we work and the output we produce, there will doubtless be more.

For example, with layoffs in the Talent Acquisition sector will TA “Move into higher-value HR work” (as suggested by an RL100 member in this interesting post from Jamie Leonard)?

Will HR stop fretting over digital narrative trends like ‘Great Resignation’ and ‘Work from Home’ and get back to improving work for their people with initiatives like Living Wage, Safe Environments,Improving Social Mobility and Diversity, as Neil Morrison suggests?

Or what about Perry Timms’ Mosaic of the New as a new way to ‘do’ HR? Or Jeanne C M.‘s 13 HR jobs for the future?

I recently delivered a keynote and a masterclass at the Global HR Summit & Exhibition in Istanbul – and in August will be doing the same at the HRInnovation & TechFest in Johannesburg – so I have been trying to collect my thoughts on how exactly work is changing and what HR’s ongoing role will be.

Here’s my take:

Prioritising Wellbeing and Retention in a Tight Job Market

HR has clearly undergone significant transformations over recent years. From being staunch advocates for employees and their development, to overseeing potential cost-cutting and adopting more agile approaches, and now an increasing focus on prioritising employee wellbeing, ensuring retention and preventing burnout, whilst helping to support leadership through increasing digitisation.

Here’s a few ideas how HR can navigate current challenges and reshape its future role.

Strengthen Employee Advocacy

In the late 20th century, HR’s primary role was to advocate for employees, ensuring fair pay, benefits, and development opportunities. However, economic downturns shifted focus towards cost-cutting and streamlining. The job market is tightening, and the need to fill positions and retain skills, knowledge and talent within the business is paramount. HR must re-shift focus to advocating for better compensation, more comprehensive up-skilling, and enhanced career development. This shift supports employee well-being and also enhances job satisfaction and loyalty.

Transparency of True Costs

One of HR’s critical tasks is to reveal the hidden costs of current practices. Creating detailed dashboards that showcase turnover rates, absenteeism, reasons for quitting, and engagement levels can provide compelling evidence to management. These metrics highlight the financial impact of poor employee management and underscore the value of investing in people. Showing the true cost of employee turnover – which often exceeds simplistic figures once training costs, decreased performance, and recruitment efforts are factored in —can drive management to reconsider existing policies.

Addressing Employee Stress

Workplace stress is growing for both frontline and clerical/professional workforce, fuelled by overwork, fear of layoffs, potential lack of advancement opportunities and, more recently, anxiety about the extent to which AI may start replacing tasks and jobs. HR can mitigate this stress by fostering open communication and addressing uncertainties head-on. Reassuring employees about the gradual integration of AI and involving them in the process can help alleviate concerns. Transparent communication about restructuring and development plans can also prevent the spread of speculation and rumour, reducing overall stress and maintaining productivity.

Decentralised Restructuring

Traditional restructuring often disrupts employees’ lives and raises stress levels, negatively impacting mental health and performance. A decentralised approach, where companies create smaller, more flexible units, can help mitigate the negative effects. This model also allows organisations to adapt to changing market demands and expectations without organisational shifts or layoffs – avoiding disruption by compartmentalising change.

Building Talent Labour Markets

Establishing proper internal mobility within organisations enhances flexibility and can provide clear pathways for career advancement. Internal job mobility had been underutilised for several years, although with the advent of improved talent intelligence and AI driven internal platforms is again boosting the number of roles filled from within, significantly reduce turnover and training costs. Retraining initiatives that allow employees whose roles are under threat to train for new roles, repay investment and can help build resilience in the workforce.

Strengthening DEI Efforts

Diversity, equity, and inclusion initiatives are more critical than ever in fostering a sense of belonging and loyalty – even if recent anecdotal trends indicate that they are not as prevalent. By ramping up DEI efforts, HR creates a more inclusive workplace that values diverse perspectives and experiences, which boosts morale, innovation and problem-solving capabilities, and ensures employees feel valued and supported. Which in turn boosts engagement and retention rates.

The future of HR may lie in a balanced approach that prioritises employee wellbeing while meeting organisational goals. By returning to employee advocacy, providing transparent cost analyses, addressing workplace stress, adopting decentralised restructuring, building internal talent markets, and strengthening DEI efforts, HR can navigate the challenges of a tight job market. This holistic approach will not only enhance employee satisfaction and retention but also drive organisational success in the evolving landscape of work.

(A version of this post originally appeared in my HR Means Business newsletter – subscribe here to receive regular updates)