In today’s evolving talent landscape, HR professionals are increasingly re-evaluating traditional hiring practices to foster fairness, inclusivity, and effectiveness.

One such practice under scrutiny is whether to provide interview questions to candidates in advance. While this approach may seem unconventional, it’s gaining traction as organizations strive to create more equitable and insightful recruitment experiences.

The Case for Transparency

1. Reducing Candidate Anxiety Interviews are inherently stressful. Sharing questions ahead of time can ease this pressure, allowing candidates to engage more authentically. A relaxed candidate is more likely to demonstrate their true personality and capabilities – qualities that are often masked by nerves in high-pressure settings.
2. Supporting Inclusive Hiring Providing questions in advance can be a game-changer for neurodivergent candidates or those with anxiety disorders. Traditional interviews often disadvantage individuals who struggle with spontaneous communication, despite having the right skills. This practice levels the playing field and aligns with inclusive hiring goals.
3. Encouraging Deeper Preparation When candidates know what to expect, they can prepare more thoroughly. This leads to richer, more thoughtful responses that reflect a deeper understanding of the role and the organization. It also allows candidates to align their experiences with the job requirements more effectively.
4. Enhancing Consistency and Reducing Bias Standardizing interview questions and sharing them with all candidates promotes fairness and consistency. It minimizes the influence of unconscious bias and ensures that every candidate is evaluated against the same criteria.
5. Exploring Value Alignment Pre-set questions can go beyond skills and experience to explore alignment with company values. This helps hiring managers assess cultural fit and long-term potential, not just technical proficiency.

The Challenges to Consider

1. Risk of Over-Preparation One concern is that candidates may rehearse overly polished responses that don’t reflect their real-time thinking or problem-solving abilities. This can make it harder to assess authenticity and adaptability.
2. Potential for Misrepresentation With access to external help—or even AI-generated responses—candidates might present answers that don’t accurately reflect their own knowledge or experience. This could lead to mismatches post-hire.
3. Loss of Spontaneity Interviews are often used to assess how candidates respond under pressure. Providing questions in advance may dilute this aspect, especially in roles that require quick thinking and adaptability.
4. Risk of Rigidity A fully scripted interview can feel impersonal and may limit candidates from showcasing unique strengths or experiences that fall outside the predefined questions.
5. Stale Content If interview questions aren’t regularly updated, candidates may find generic answers online, turning the process into a mechanical exercise rather than a meaningful conversation.

A Balanced Approach: The Hybrid Model

To harness the benefits while mitigating the drawbacks, many HR leaders are adopting a hybrid approach:

• Preview, Not Full Disclosure: Share themes or sample questions rather than the exact list. This reduces anxiety while preserving the element of spontaneity.
• Structured + Adaptive: Begin with pre-shared questions to establish comfort and consistency, then follow up with tailored or situational questions to assess adaptability and critical thinking.
• Real-Time Tasks: Incorporate live problem-solving exercises or behavioral scenarios to evaluate how candidates think on their feet.
• Regular Review: Keep interview content fresh and relevant to avoid predictability and ensure alignment with evolving business needs.

Final Thoughts

Ultimately, the goal of an interview isn’t to “catch out” candidates – it’s to understand who they are, what they bring to the table, and how they align with your organization’s mission and culture.

By thoughtfully reimagining the interview process, HR professionals can create a more inclusive, insightful, and effective hiring experience that benefits both candidates and companies alike.

The role of HR has never been more prominent. Battling the likes of a global pandemic, the ever present threat of burnout, and the emergence of a ‘quiet quitting’ mindset are just a few examples of the storm that HR has been weathering these past few years – and yet, just when it seems all hope is lost, HR proves it is immortal in the face of adversity.

This is why this month we have chosen to read Marc S. Miller’s book Immortal HR: The Death and Resurrection of Ms H. (Harriet) R. (Rose) Job.

Marc S. Miller is a well-known HR and HR Technology consultant, keynote speaker, lecturer, and author. He is considered by clients, cohorts and peers to be an industry insider and exceptional thought leader, known for his New York style, fun, creativity and attitude.

And this certainly comes across in his book, as Marc introduces us to the fictional character of Harriet Rose Job (also known as HR Job), whom some readers may already be familiar with. In his previous book, The Death of HR: Who Killed H. (Harriet) R. (Rose) Job?, Marc depicted HR Job as being done away with by her organization for being an ‘obstacle to progress’ and ‘non-strategic’.

However, in his latest book, HR Job experiences a resurrection, prompted by the challenges of the COVID-19 pandemic – who, in this story, is aptly personified as Ms Connie Vid. This crisis thrust HR into a central role, requiring rapid adaption to support remote working, ensure employee wellbeing, and implement new policies.

The book goes on to introduce us to a smattering of other familiar characters as it follows HR Job’s transformation. These include Mr. Tali Managementi (Talent Management), Mr. Bebe Boomer (Baby Boomers), Mr. Mel Lenial (Millennials), Ms. Jennifer Zee (Gen Z), Mr. Gene Exer (Gen X), Mr. Chet G. Petee (ChatGPT), and Ms. Anna Lytics (Analytics). Together, they navigate the complexities of introduced by the pandemic, leading HR Job onto the path to immortality.

Marc combines this storytelling component with over 400 pages of commentary, research, opinions, forecasts, fun facts, and cartoons from HR and various HR technology leaders to bring his HR allegory to life.

This book is an absolute must-read for those employers who want to gain a deeper understanding of the current state and future possibilities of HR so that its capabilities can be fully utilized as a strategic business partner.

If you would like to discuss how we can offer fractional or full time HR support to your company, please get in touch with us today!

And in the meantime, be sure to grab a copy of Immortal HR – you can purchase it here in the US and here in the UK.

Pride Month is not only a celebration, it’s also a powerful reminder of how far we have come and how much promise lies ahead.

Many organizations now celebrate inclusivity with vibrant campaigns and visible support for the LGBTQ+ community…but the real opportunity for transformation lies beyond the rainbow bunting: it’s in the boardroom.

Authentic LGBTQ+ representation in leadership isn’t just about visibility – it’s about empowering influence. When leadership teams reflect the diversity of their workforce and wider society, inclusion becomes a core value rather than a campaign.

While only 0.4% of Fortune 500 CEOs currently identify as LGBTQ+, and nearly half of LGBTQ+ employees remain closeted at work, this gap presents a powerful opening for progress.

With approximately 7% of the U.S. adult population identifying as LGBTQ+, there is enormous untapped potential to elevate new voices into senior roles.

One of the keys to unlocking this talent is recognizing the unique strengths and experiences LGBTQ+ professionals bring. Many have honed adaptability, empathy, and resilience, which are all essential qualities for modern leadership. Yet, many still feel pressure to downplay their identities in professional settings.

Organizations have the chance to shift this narrative.

By fostering cultures where authenticity is not just accepted but championed, employers can create environments where LGBTQ+ professionals feel empowered to lead as their whole selves. Cultural transformation – not just policy – is the foundation.

Rethinking how leadership potential is identified is another area ripe for innovation. Traditional pipelines often rely on informal networks and subjective criteria, which can unintentionally sideline diverse candidates. By reassessing these processes with inclusion in mind, businesses can widen access and support emerging LGBTQ+ talent.

Even in inclusive environments, some LGBTQ+ groups face distinct challenges. But this awareness opens the door for targeted support and leadership development tailored to their experiences. The goal is not to place the burden of representation on any one person, but to ensure diverse voices are heard and valued at the top.

Genuine LGBTQ+ leadership is not a symbolic gesture, it’s a strategic asset. Studies consistently show that diverse executive teams are more innovative and financially successful. Inclusive leadership drives better decisions, stronger cultures, and greater business impact.

So how can organizations turn intention into impact?

Here are some practical steps to build momentum:

• Audit Promotion Pathways – spot where promising talent stalls and intervene early with support.
• Champion Queer Mentorship – create mentorship and sponsorship opportunities with senior leaders, both LGBTQ+ and allies.
• Celebrate Queer Leadership – share stories of LGBTQ+ leaders in internal communications and industry events.
• Redefine ‘Executive Presence’ – expand leadership norms beyond traditional models to embrace authenticity and difference.
• Enhance DEI Metrics – encourage self-identification, respect privacy, and use this data to track and accelerate progress.

The future of leadership is diverse, and inclusive C-suites are better equipped to respond to today’s challenges with empathy and agility.

This Pride Month, let’s not only celebrate progress – let’s accelerate it. By championing LGBTQ+ representation at the highest levels, C-suite professionals can unlock innovation, deepen belonging, and lead with purpose.

If you’re ready to transform your leadership culture and build a more inclusive future, then get in touch with us today!

In January 2025, Southern California faced a devastating series of wildfires, including the Palisades and Eaton fires, which collectively destroyed over 18,000 structures and resulted in 30 fatalities. The economic impact was staggering, with insured losses estimated between $35 billion and $45 billion, making it the most expensive wildfire disaster in U.S. history.

Whilst this may not seem directly related to the everyday life of an employee, it does raise the question: what did those employees who lived in Southern California do?

Did they have the right insurance in place to ensure that they could recover from an unexpected natural disaster?

With the world becoming increasingly susceptible to all manner of natural disruptions, now may be the time where offering catastrophe insurance as an employee benefit could make all the difference for a vast majority of people.

Catastrophe insurance provides financial protection against significant natural disasters, such as wildfires, hurricanes, and floods. Traditional insurance policies may not cover all damages from such events, which can leave employees vulnerable. By offering catastrophe insurance as an employee benefit, companies can help ensure their workforce has the necessary support during crises.

And not only will this benefit the recipient, but it has many benefits for the business, too:

• Enhanced Employee Wellbeing – providing comprehensive insurance coverage can alleviate stress and financial burden on those employees who are affected by disasters.
• Improved Retention and Recruitment – employees are much more likely to stay with – and be attracted to – companies that can offer robust support systems in a time of crisis such as this.
• Demonstrated Corporate Responsibility – offering such benefits showcases a company’s commitment to its employees’ holistic wellbeing, consolidating your business’ reputation as one that cares about the community it operates in.

When it comes to the actual implementation of catastrophe insurance into a benefits package, be sure to assess the actual needs of the employees (for instance, conducting a survey to gain a better understanding of the specific risks that employees may be facing based on their locations).

In addition, employers should ensure that they are partnering with reputable insurers who have experience in catastrophe coverage so that they will be able to offer tailored plans to their team members.

The increasing frequency and severity of natural disasters, as evidenced by the recent California wildfires, highlights the necessity for employers to proactively support their employees. Integrating catastrophe insurance into employee benefits not only provides essential protection but also reinforces a company’s dedication to its workforce’s safety and wellbeing – two things that contribute greatly to a higher retention rate.

If you would like to discuss how we can help you embed catastrophe insurance into your benefits package, please get in touch with us today!

Change has become an almost commonplace thing in the modern workplace, and with the increasing pace of change comes the increasing pace of the workforce, too. It’s no wonder, therefore, that a concerning trend seems to be emerging amongst employees – ‘holiday hoarding’.

This phenomenon occurs when employees become increasingly hesitant to utilize their full annual leave. Recent studies reveal that a significant portion of the workforce is not taking full advantage of their entitled leave. According to Breathe’s 2024 Holiday Report, only 35% of UK workers use all their allocated holiday days, with 17% having five or more unused days annually. Similarly, research by FRS Recruitment found that over 40% of employees did not utilize their full holiday entitlements, with nearly 20% leaving a week’s worth of leave unused.

Whilst this may not seem like a huge cause for concern, an employee’s reluctance to take time away from work can stem from many potential root causes that may signify a deeper issue that needs to be addressed. Here are just some potential factors that could be contributing to this reluctance to take time off:

• Staff Shortages and Increased Workload – Breathe’s Holiday Report discovered that 42% of employees cite understaffing as a primary reason for not taking leave, fearing that their absence would overburden remaining staff or disrupt operations.
• Perceived Negative Impact on Career – approximately 26% of workers worry that taking holiday might negatively impact perceptions of their productivity or commitment, leading them to forgo their entitled leave.
• Lack of Encouragement from Employers – only 37% of employees feel their organization encourages them to disconnect during holidays, leading to a culture where taking leave is not actively promoted.
• Desire to Avoid Work Backlog – many employees choose to work during their holidays to prevent a backlog upon return. In fact, 57% admit to working either ‘sometimes’ or ‘often’ while on annual leave.

Employees who actively neglect taking some time off vastly increase their risk of burning out, which snowballs into decreased job satisfaction and lower overall productivity. Employers therefore need to be addressing this epidemic of holiday hoarding head on, and there are a variety of ways they can do this:

• Promote a Culture of Rest – encourage leadership to model taking time off and openly discuss the importance of rest for productivity and wellbeing.
• Implement Clear Leave Policies – ensure that leave policies are transparent, accessible, and supportive of employees taking their full entitlement without guilt or fear of negative repercussions.
• Address Staffing Issues – work towards adequate staffing levels to reduce the pressure on employees and make it feasible for them to take leave without overburdening colleagues.
• Regularly Monitor Leave Balances – keep track of employees’ leave balances and proactively encourage those who consistently underutilize their leave to schedule time off.

By understanding and addressing the underlying causes of holiday hoarding, employers can foster a healthier work environment that values rest and recognizes its critical role in employee performance and satisfaction.

If you would like to discuss how we can help ensure that holiday hoarding doesn’t get the chance to snowball into an issue for your company, please get in touch with us today!

HR leaders today face an urgent challenge: adapt their workforce strategies to navigate economic uncertainty or risk losing talent to career stagnation.

At a time of hiring freezes, budget constraints, and layoffs, external recruitment slows – but internal mobility must accelerate. This is because history shows it’s the organizations that redeploy and upskill their workforce internally which not only survive disruption … they emerge stronger.

Yet many organizations have typically prioritized external hiring over internal progression, leaving employees feeling like their best career move is to exit rather than grow within. Indeed, a Deloitte study found that 65% of companies report it’s easier for employees to find opportunities outside rather than inside the company. In today’s climate, that kind of talent loss is unsustainable.

That’s why internal mobility is no longer just a retention strategy – it’s a business imperative. As Josh Bersin notes, “internal mobility and project work are now central to success” in agile organizations. When employees feel empowered to explore new roles within their company, organizations unlock engagement, innovation, and resilience.

How HR Leaders Can Accelerate Internal Mobility

For internal mobility to thrive, HR teams must break down the cultural and operational barriers that prevent employees from moving across the organization.

Here’s how:

1. Establish a Talent Marketplace: Traditional internal hiring processes are slow, opaque, and discouraging. Leading companies are now driving internal mobility by creating AI-powered talent marketplaces that match employees with projects, stretch assignments, and full-time roles based on their skills and aspirations. Platforms like Gloat and Fuel50 offer similar solutions, ensuring businesses optimize workforce agility while keeping employees engaged. And the latest psychometric profiling tools, such as Prism, can give visibility to untapped talent at an organizational level.

2. Incentivize Internal Moves: Employees need clear motivation to explore opportunities within their organization. Progressive organizations are now tracking and rewarding employees who take on stretch assignments or internal gigs. Even small gestures, like internal “gig completion” badges or leadership shoutouts, reinforce the value of internal growth. HR should spotlight employees who embrace mobility, making them role models for others.

3. Challenge Outdated Talent Ownership Norms: One of the biggest hurdles to internal mobility is managerial resistance. Many leaders still operate under the outdated belief that they “own” their employees rather than developing them for broader success within the company. To address this, some organizations are implementing policies which allow employees to apply for any internal job after two years – with no manager vetoes. Initiatives such as this make talent development a shared priority across the organization rather than something managers habitually block.

4. Measure and Communicate Impact: Data makes the case for change. HR leaders should present measurable outcomes to business executives, such as reduced turnover among employees participating in internal mobility programs, cost savings from decreased external hiring, and faster project completion rates. When internal moves are linked to business outcomes like saved recruiting costs or improved workforce agility, they shift from being an HR initiative to a core strategic advantage.

Economic uncertainty has made internal mobility more than a trend – it’s now a necessity. Organizations that actively develop their people rather than relying on external hires will build a workforce that is resilient, engaged, and prepared for future challenges.

By embracing internal mobility, HR leaders don’t just fill roles – they signal to employees that growth happens here. That investment in talent will pay dividends well beyond the current downturn.

If you would like to discuss how we can help leverage the benefits of internal mobility in your organization, please get in touch with us today!

In zombie movies, it’s easy to spot the danger: the slow, single-minded march of the undead, blindly following one another into chaos.

But in the workplace, the threat of a herd mentality is far less obvious…but can be just as frightening!

When every idea gets a unanimous ‘yes’; when meetings feel more like echo chambers than collaborative spaces; and when dissent is quietly discouraged even in subtle ways, your culture may be at risk of slipping into conformity.

And while alignment is often a sign of strong teams, unchecked agreeability can actually stifle creativity, innovation, and psychological safety in the long run.

So, how do we strike the balance? How do we build cultures that value both collaboration and courageous thinking?

Psychologically, humans are wired for belonging. In high-pressure environments, especially those recovering from change or crisis, the instinct to ‘stick with the group’ can feel like the safest move. No one wants to be the person who speaks up with a ‘what if’ when everyone else is already moving forward. And what can sometimes happen because of this is the unintentional reinforcement of this behaviour through celebrating harmony over healthy debate and hiring for culture fit rather than culture add.

And before long, employers have a workplace full of the walking agreeable – well-meaning, hard-working people who no longer feel that they can challenge the status quo.

Fostering a culture of independent thinking doesn’t mean encouraging rebellion for the sake of it. It means creating an environment where people feel safe to ask questions, challenge assumptions, and explore new paths, while still working towards shared goals. Here are some ways of doing this:

• Rethink How You Facilitate Meetings – instead of defaulting to open-floor discussions, consider rotating facilitators to ensure that a range of voices are being heard. Or, employers could incorporate a ‘devil’s advocate’ role in brainstorms to normalize constructive criticism.
• Build Psychological Safety Into the Culture – train leaders to respond to disagreement with curiosity rather not defensiveness. Celebrate moments where challenging the norm led to a better outcome, even if it was slightly uncomfortable at first, as this will help to normalize and encourage this behaviour!
• Diversify the Voices at the Table – hire for diversity of thought, background, and perspective. Then, make sure those voices are empowered to speak and are genuinely heard.
• Invite Feedback and Listen to It – are your employees regularly invited to give input on strategy, policy, or operations? Is their feedback acknowledged and acted upon? Make it clear that every voice matters – not just the loudest or most senior.
• Model It From the Top – when leadership demonstrates openness to being challenged, it sets the tone for the rest of the organization. Leaders admitting when they’re wrong (or even just unsure) can be one of the most powerful cultural shifts.

It’s tempting to equate agreement with progress, but real progress comes from the friction of ideas and the courage to question.

In a world that sometimes feels like it’s moving on autopilot, the organizations that thrive will be the ones who can think independently without losing their sense of connection. Because culture isn’t about creating clones, it’s about building a community where differences are not just accepted, but celebrated.

So let’s leave the herd behavior to the zombies!

If you would like to discuss how we can help build psychological safety into your workplace culture to encourage healthy dissent, please get in touch with us today!

Every team has its share of diverse personalities, but managing a narcissistic employee can pose a unique set of challenges. On the surface, narcissistic individuals may appear confident, ambitious, and even charismatic. Beneath the surface, however, their behaviors can erode trust, disrupt team dynamics, and create an emotionally draining work environment.

As employers, it’s vital to understand what you’re dealing with, set clear boundaries, and lead with both empathy and accountability.

Understanding Narcissism in the Workplace

Narcissism isn’t just about egotism. Narcissistic employees often:

• Crave constant validation and admiration
• Exaggerate their accomplishments
• Take credit for others’ work
• React defensively or even aggressively to criticism
• Deflect responsibility and blame others
• Undermine peers to elevate themselves
• Lack genuine empathy

It’s also important to note that narcissism exists on a spectrum. Some employees may exhibit occasional traits under stress, while others may demonstrate a consistent pattern of disruptive behavior.

Covert narcissists, in particular, can be more difficult to spot. They may initially come across as cooperative or even vulnerable. Then their manipulative tendencies only become clear once they feel their ego is threatened.

Why It Matters

Unchecked narcissistic behavior can lead to:

• Declining team morale
• Loss of high-performing staff
• Toxic conflict
• Disruption of collaborative workflows
• Legal or reputational risk, particularly if behaviors cross into bullying or harassment

Managing these employees requires a strategic, informed approach. Left unaddressed, their conduct can cause more damage than their contributions are worth.

Signs You May Be Managing a Narcissistic Employee

Watch for consistent patterns like:

• Disregard for team efforts or overemphasis on individual recognition
• Gossiping, undermining peers, or triangulating colleagues against one another
• Refusal to take accountability or persistent victimization
• Inflated sense of entitlement or “special rules” mentality
• Resistance to feedback or excessive defensiveness

These behaviors may not be obvious at first. Often, narcissistic employees perform well in the early stages, winning trust with confidence and apparent drive. The problems often surface when they are asked to collaborate, follow leadership, or accept critique.

Strategies for Employers and Managers

1. Set Clear, Firm Boundaries

Establish performance expectations, behavioral norms, and communication standards early—and reinforce them consistently. Don’t shy away from difficult conversations. Narcissistic individuals often test limits, so clarity and consistency are essential.

2. Provide Direct and Documented Feedback

Avoid sugar-coating or overly emotional responses. Be factual, specific, and professional. Document all key interactions, especially those involving behavioral correction or conflict resolution. This protects your team and your organization.

3. Avoid Ego Confrontations

Narcissists often view criticism as a personal attack. Frame feedback around business outcomes rather than personal shortcomings. For example, instead of “You’re not a team player,” say, “This project requires collaboration – here’s how your individual work impacts the group.”

4. Reinforce Team Values

Create a culture where teamwork, empathy, and respect are visibly recognized and rewarded. A narcissistic employee may be less likely to act out if they see that individualism and self-promotion are not the keys to advancement.

5. Coach – But With Limits

Some narcissistic traits can be softened with coaching, especially if the employee is open to change. Focus on emotional intelligence, perspective-taking, and communication. However, don’t invest indefinitely. Know when the behavior is a pattern, not a phase.

6. Monitor Team Impact

Check in regularly with other employees. Are they feeling marginalized, undermined, or stressed? Don’t let one employee’s behavior diminish the performance or wellbeing of others. Maintain respect for all members of the team and avoid name calling or labelling that can isolate team members or encourage destructive gossip.

7. Avoid Rewarding Toxic Success

A narcissistic employee may drive results—but if it comes at the cost of culture, collaboration, and retention, the price is too high. Evaluate their impact holistically, not just through KPIs.

8. Enforce Consequences When Needed

If boundaries are repeatedly crossed or behavior escalates to harassment or bullying, follow disciplinary processes clearly and promptly. Narcissists will often push back—expect deflection, denial, or even retaliation—but holding your ground sets the tone for your leadership.

When It’s Time to Let Go

If all efforts at coaching, boundary-setting, and accountability fail, it may be in the best interest of your team – and your business – to exit the employee. Make sure you’ve documented everything, followed fair process, and consulted legal or HR support to minimize risk.

Final Thoughts

Managing a narcissistic employee is not easy, but with awareness, consistency, and firm leadership, it can be done. The key is to avoid personalizing their behavior; being manipulated by charm or blame-shifting; and sacrifcing team wellbeing for short-term results.

If you would like to discuss how we can help build a healthy workplace that is built on mutual respect and shared goals, please get in touch with me at amanda@orgshakers.com.

For centuries, the concept of a “job” – a defined set of responsibilities assigned to an individual – has shaped how organizations operate, how work is allocated, and how employees are managed. However, the traditional job structure is becoming increasingly obsolete as technological advancements, globalization, and shifting workforce dynamics accelerate the pace of change. Organizations are now recognizing the need for a more fluid and adaptable approach to work – one that prioritizes skills over rigid job descriptions.

Why the Traditional Job Model is No Longer Enough

Historically, jobs have been the foundation for every aspect of workforce management -from hiring and compensation to career progression and performance evaluation. However, this standardized, function-driven approach is now proving to be a hindrance to agility, innovation, and inclusivity. By confining workers to predefined tasks within hierarchical structures, organizations limit their ability to quickly adapt to evolving business needs and capitalize on the full potential of their workforce.

Research indicates that while organizations acknowledge the benefits of a skills-based approach, there is still a significant readiness gap – only 20% of employers feel fully prepared to transition away from job-based work models. Additionally, legacy mindsets remain a major obstacle, with 46% of companies citing traditional practices as the main barrier to adopting skills-based work strategies.

The Skills-Based Organization: A New Operating Model

To meet the demands of a rapidly changing business landscape, organizations are shifting toward a skills-based operating model. This transformation involves moving away from viewing employees as “job holders” performing predefined tasks and instead recognizing them as dynamic individuals with unique and evolving skill sets.

HR professionals will play a crucial role in leading this shift by redefining how work is allocated and ensuring that skills – not job titles – drive workforce decisions. This requires:

• Breaking Down Work into Tasks or Projects: Work should be deconstructed into individual tasks or broader challenges to be solved, allowing workers to contribute based on their specific skills.
• Integrating Human Skills, AI, and Automation: Organizations must determine the optimal combination of human capability, artificial intelligence, and automation to achieve desired outcomes efficiently.
• Redefining Workforce Engagement Models: Employment models should become more flexible, incorporating freelancers, alliances, and project-based work to align with business needs.
• Allowing Skill Flow Over Fixed Structures: Instead of rigid hierarchies, employees should be encouraged to fluidly move to work that matches their skills, interests, and aspirations.

The Expanding Definition of Skills

A key pillar of the skills-based organization is recognizing that skills extend beyond technical competencies. While hard skills such as coding, data analysis, and accounting remain essential, human capabilities – including emotional intelligence, critical thinking, and leadership – are equally vital. Moreover, organizations must embrace potential – the latent abilities and adjacent skills that can be developed to foster future success.

As businesses adopt this new framework, “skills” will become shorthand for defining workers as multidimensional individuals, each possessing a unique blend of strengths, passions, and motivations. This approach not only enhances workforce agility but also fosters a more equitable, human-centric work experience.

HR’s Role in the Transformation

HR leaders must spearhead the transition from traditional job structures to skills-based organizations by educating executives, challenging outdated mindsets, and implementing new workforce strategies. By embracing this shift, companies can better align talent with work, improve employee satisfaction, and drive innovation – all while preparing for the future of work.

The end of jobs doesn’t mean the end of work; rather, it represents a new beginning – one where individuals are empowered to maximize their potential and contribute meaningfully based on their unique abilities. The time for HR to lead this evolution is now.

It’s Learning at Work Week, and this acts as the perfect reminder that development isn’t a one-off training session, but rather an opportunity to be seized on a daily basis. Indeed, a LinkedIn study found that a massive 94% of employees said they would stay longer with an employer who invested in their learning and development!

However, we know that getting people genuinely engaged in learning can sometimes be a bit tricky. With deadlines looming and inboxes overflowing, learning opportunities can often get pushed to the bottom of the to-do list.

So, the question is, how do we make learning stick?

Here are five simple (and realistic!) ways we have found that really boost engagement with learning at work:

1. Make It Bite-Sized and On-Demand – gone are the days when learning had to mean a full-day workshop. Microlearning – think 10-minute videos, quick quizzes, or short articles – fits more naturally into busy schedules. Employees are far more likely to engage when learning feels like a small step rather than a big leap.
2. Link Learning to Real Goals – people engage more with learning when they understand why it matters. Whether it’s developing leadership skills to prepare for promotion or brushing up on AI tools to stay ahead of industry trends, learning becomes more meaningful when tied to personal or team objectives. A great way to ensure this is happening is by utilizing time during one-to-ones to help employees connect activities to their career aspirations or challenges they are facing.
3. Celebrate the Learnings – we you may know, recognition goes a long way. Therefore, make the effort to celebrate people who take part in learning initiatives, whether that’s a quick shoutout in a team meeting or even a ‘Learner of the Month’ award to promote quick buy-in.
4. Involve Managers Early – team leaders are often the missing link when it comes to learning engagement. If a manager values and models continuous learning, their team is far more likely to follow suit. Therefore, employers should be equipping managers with a simple learning conversation toolkit (such as questions they can use during check-ins to prompt learning reflection and planning).
5. Make Learning Fun – it can be good to remember that learning doesn’t always have to be formal. Peer-led sessions, ‘lunch and learn’s’, or even friendly learning challenges can create a buzz and encourage collaboration.

The key thing to takeaway is that learning at work shouldn’t feel like homework. It should feel like progress, growth, and even a bit of fun. Which means not simply offering resources, but by creating a culture where curiosity is rewarded and development is genuinely supported.

If you would like to discuss how we can help craft a workplace culture that promotes an engagement with learning, please get in touch with us today!

In today’s workplace, supporting employees with their mental health isn’t just a matter of ticking compliance boxes…it’s a moral imperative and a business-critical issue.

According to mental health charity Mind, one in six workers experiences mental health problems such as anxiety or depression. Yet, many employees still feel hesitant to disclose these struggles or take necessary time off.

For those who do take mental health-related leave, the journey back to work can be delicate, and the role of their employer is pivotal in shaping a smooth, supportive return.

When planning for this, leaders need to be considering how they can structure their support before, during, and after the employee’s return to work to ensure that that support remains consistent throughout this process.

Before the Return – Laying the Foundation

The return-to-work process begins long before the employee steps back into the office. Maintaining respectful, open communication during their absence is key, but with mental health this requires a degree of sensitivity.

Some managers may worry that reaching out might feel intrusive or heighten anxiety – this is where clear communication is vital! Ask the employee what they would find helpful. Would they prefer a weekly check-in, or just a simple ‘thinking of you’ message every now and then? It’s about defining expectations rather than assuming.

Where available, Occupational Health professionals can act as intermediaries, helping both parties understand the best route forward. They can assess what reasonable adjustments may be needed and provide reassurance to managers who might feel uncertain about falling into the trap of ‘saying the wrong thing’.

Additionally, consider ways to keep the employee connected without pressure. Invitations to team socials or virtual catch-ups can help maintain a sense of belonging. But again, ask first. What feels inclusive to one person may feel overwhelming to another. It’s not about inclusion by default, it’s about inclusion by design!

During the Return – Supporting the Transition

The actual return to work can be a fragile moment. Structuring a phased return and allowing the employee to gradually ease back in is often a helpful and fruitful approach – in fact, one study found that 70% of employees who had been offered a phased return to work after a leave of absence felt that this facilitated a quicker return to work.  

In addition to this, remember that timing is everything. If possible, align the return with the beginning of a new project or work cycle, rather than dropping them into the middle of a chaotic period, as this can offer the mental space to reorient themselves.

On their first day back, be there. Don’t schedule their return for a day when you are working remotely or in back-to-back meetings. A simple ‘Welcome back, it’s really good to see you’ can make all the difference. Don’t overdo it, but don’t underdo it either.

And when it comes to check-ins, think about the quality of your questions. Instead of a generic ‘How’s it going?’, try:

• What went well for you this week?
• Is there anything that made today easier or harder?
• What can I do more or less of to support you?

These kinds of questions invite honest, reflective answers and show that you are actively listening, not just ticking a wellbeing box.

After the Return – Continuing Care

Support doesn’t end after the first week. Continue the regular check-ins, and don’t assume everything is fine just because the employee is physically present.

Encourage ongoing access to resources – whether it’s wellbeing apps, employee assistance programmes (EAPs), or flexible working arrangements. Sometimes, it’s not one big thing but the accumulation of small supports that creates a genuinely mentally healthy work environment.

This can also be a good time for some self-reflection as a leader. Are you role modelling the kind of behaviour you want your team to adopt? Are you taking breaks, setting boundaries, and demonstrating vulnerability when needed? If the work culture itself contributed to the employee’s struggles, are you addressing it?

Finally, it’s important to remember that supporting someone returning from a mental health absence can also be challenging for managers. They may feel pressure to get it right and fear about getting it wrong. It’s essential that managers also have access to support during this process, too.

Helping someone return from mental-health-related absence isn’t about following a script, it’s about compassion, communication, and clarity.

By taking the time to understand what each individual needs before, during, and after their return employers can create workplaces where people not only recover but thrive.

If you would like to discuss how we can help with this, please get in touch with me at anya@orgshakers.com or get in touch with us through our website.

Ever feel like your HR department is lost in a jungle of technology solutions?

You’re not alone.

HR professionals today face a dual challenge: leveraging technology – particularly artificial intelligence (AI) – to drive efficiency, while avoiding the pitfalls of creating an HR “techno-sprawl” … the proliferation of disparate technologies and systems.

To put this into context, organizations are currently managing anywhere from 15 to 50 different HR technologies leading to fragmented data, duplicated efforts, and soaring operational costs. Studies show that this leads to a staggering 83% of HR leaders who regret recent tech buying decisions due to a lack of integration or misalignment with business needs.

However, AI presents a transformative opportunity … if implemented strategically.

The AI Advantage in HR

Generative AI is reshaping HR by automating repetitive tasks, synthesizing insights, and enabling seamless employee interactions.

AI-driven solutions can optimize talent acquisition, performance management, employee engagement, and workforce analytics, reducing administrative burdens and allowing HR professionals to focus on strategic priorities.

By implementing AI strategically, HR teams can streamline processes while maintaining a cohesive technology stack. For example, the following use cases demonstrate how AI can enhance efficiency without adding unnecessary complexity:

1. Communication – AI-driven chatbots enhance employee engagement by providing instant access to HR knowledge bases. These tools can guide employees through personalized learning journeys, assist with benefits inquiries, and even offer career development recommendations. One global software company, for instance, uses an AI chatbot to provide employees with individualized learning suggestions based on skill gaps, fostering continuous development.
2. Concision – AI can extract insights from unstructured data sources to streamline performance management. By synthesizing employee feedback, performance ratings, and engagement data, AI enables HR professionals to make informed decisions quickly. Some organizations use AI-powered platforms to provide real-time sentiment analysis and development recommendations, ensuring a more objective performance appraisal process.
3. Content Creation – AI-powered tools can generate job descriptions, personalized candidate communications, and even recruitment avatars to enhance hiring processes. For example, AI can formulate job postings based on skill profiles and tailor them to different contexts, allowing recruiters to attract top talent with minimal manual effort.
4. Coding and Analytics – AI can interpret vast amounts of HR data, generating valuable insights for workforce planning. Companies are leveraging AI-powered analytics to assess attrition risks, identify workforce trends, and improve decision-making. By integrating AI with HR data sources, organizations can enhance predictive modeling without adding unnecessary software complexity.

Balancing AI Implementation with Strategic Simplification

To harness AI effectively while avoiding “techno-sprawl”, organizations should:

• Streamline HR Tech Stacks – Evaluate current platforms and eliminate redundant systems before integrating AI-powered solutions.
• Prioritize Scalable AI Applications – Choose AI tools that integrate workflows rather than introduce disconnected platforms. For example, integrated solutions such as Rippling can revolutionize HR operations by speeding up processes, providing new insights, and uncovering trends.
• Optimize Data Usage and Security – Ensure AI-driven analytics are embedded into core HR functions with centralized data management. Equally important is that this data – much of it personally identifiable information (PII) – is securely stored and processed in accordance with local data protection legislation. Here network security specialists like ditno can help manage the potential security risks presented by systems using multiple applications and databases.
• Emphasize Human Interaction – AI should free up HR professionals to focus on strategic engagement, rather than replacing human connection.

A Future-Proof Approach

By aligning AI investments with organizational goals and ensuring seamless integration, HR can embrace AI-driven efficiency without succumbing to software sprawl.

With the right balance, AI can transform HR from a fragmented function into a streamlined powerhouse, driving business success while maintaining human-centric employee experiences. To find out how OrgShakers can help, please get in touch at hello@orgshakers.com.