For the first time in over 14 years, the new Labour government in the UK will get to set the employment law agenda after their landslide victory on 4^th July 2024.

In the lead up to the election, a large component of their manifesto was the proposed extensive reforms to UK employment law as part of their Plan to Make Work Pay: Delivering a New Deal for Working People. Upon their win, it was said that Labour would begin introducing new legislation within the first 100 days of taking office, but does not specify which particular measures will be introduced over this period. However, despite the promise of a swift turnaround, the standard implementation periods will still apply for any new laws, so we likely won’t see any of these changes go into effect for another 6-12 months.

Despite this, those employers who are aware of the impending changes can begin preparing for them sooner rather than later. Here’s a list of some of the key legislative changes to expect in the coming year:

• Unfair Dismissal – employees will be entitled to unfair dismissal rights from day one of employment instead of after two years. This helps to ensure that new hires are not terminated without cause (however, employers will still be able to operate probationary periods).
• Fire and Rehire – the practice of an employer making an employee redundant and then re-engaging them on reduced terms and conditions will be banned. The previous code of practice that was coming into effect on 18^th July 2024 from the previous government will be replaced with a ‘strengthened’ code.
• Single Enforcement Body – Labour plans to establish a single enforcement body to enforce workers’ rights going forward, to include not only equality and human rights but other areas such as health and safety, minimum wage, and worker exploitation (trade unions and TUC will have representation in this new body). The body will have strong powers to undertake targeted and proactive enforcement work, such as unannounced inspections and following up on anonymous tips.
• Tribunal Claims – extending the time limit for bringing claims in an employment tribunal from three months to six months.
• Collective Grievances – employees will have the ability to raise grievances collectively about conduct in their workplace directly to Acas.
• Equal Pay and Action Plans – UK employers with more than 250 staff are currently required to report and publish their gender pay gap data each April, but now this will be extended to reporting and publishing data on the ethnic and disability pay gap as well. Large employers are also going to be required to develop and implement action plans to close their gender pay gaps, and must now include outsourced workers in their pay ratio reporting. These employers are also required to produce Menopause Action Plans that highlight how they will support employees going through the menopause.
• Sexual Harassment and Whistleblowing – there will be a duty to take all reasonable steps to prevent sexual harassment in the workplace, and this will be extended to third parties. Women who report sexual harassment at work will also be covered by the same protections from dismissal and detriment as whistleblowers, whose protection is also set to be strengthened for this very reason.
• Family Leave Rights – Labour plans to make various enhancements to family leave rights, including making parental leave available from day one of employment, making it unlawful to dismiss a woman during pregnancy or within six months of her return from maternity leave, and clarifying and extending bereavement leave to all employees – as well as plans to review the potential benefit of paid carer’s leave.
• Zero-Hour Contracts – ‘exploitative’ zero-hour contracts will be banned, and workers will have the right to a contract that reflects the number of hours they regularly work based on a twelve-week reference period. Workers will also receive reasonable notice of any change in shifts or working time, with compensation offered that is proportionate to the notice given for any shifts cancelled or curtailed.
• Right to Switch Off –workers will have the ‘right to switch off ‘from work outside of working hours, meaning that employers wouldn’t be allowed to contact employees outside of working hours unless under extenuating circumstances. This is to help ward off burnout and the prospect of the home becoming a 24/7 office.
• Right to Flexible Working – requesting flexible working recently became a day one right in the UK, but Labour have stated that flexible working will be made default for all workers from the first day of employment except where not reasonably feasible.
• Trade Unions – employers will be required to inform workers of their right to join a trade union. Industrial action ballot requirements will also be eased, and limitations on union workplace access will be lifted.
• National Minimum Wage – age bands will be removed from national minimum wage so that all workers are paid the same regardless of how young they are. There are also plans to expand the remit of the Low Pay Commission (which reviews and makes recommendations on the minimum wage rate) to ensure that the wage takes into consideration the cost of living.

There is a lot of change on the horizon, and so keeping in stride with it to remain legally compliant can sometimes prove tricky. If you would like to discuss the support services we can offer in implementing these legislative changes, please get in touch with me at therese@orgshakers.com

The HR industry is experiencing a profound transformation driven by innovative tech startups. These companies are redefining how organisations manage talent, from recruitment and onboarding to employee engagement and performance management.

In an era where businesses strive to become more agile, inclusive, and efficient, HR tech startups offer solutions that address modern workplaces’ evolving needs. By integrating advanced technologies such as artificial intelligence, machine learning, and behavioural science, these startups are improving HR processes and contributing to a more dynamic and supportive work environment.

Highlighted below are some of the most promising HR tech startups, showcasing their groundbreaking innovations and real-world applications that reshape the HR landscape.

• Humu: Nudge Theory in Action

Humu, co-founded by former Google HR head Laszlo Bock, leverages behavioural science to enhance workplace culture and productivity. The platform uses “nudges”—small, science-backed suggestions delivered to employees and managers—to encourage positive behaviours and improve engagement. For instance, Humu might nudge members to give more frequent feedback if a team struggles with communication. This personalised approach drives meaningful change without overhauling the entire culture.

Learn more about Humu: Humu Official Website

• Pymetrics: Bias-Free Hiring with Neuroscience

Pymetrics uses neuroscience-based games and AI to match candidates with roles where they are most likely to succeed. It aims to reduce hiring biases by focusing on cognitive and emotional traits instead of traditional resumes. Significant companies like Unilever have adopted Pymetrics, leading to more diverse and effective hiring outcomes. Pymetrics’ innovative approach helps organisations build stronger, more inclusive teams.

Read about Pymetrics: Pymetrics Official Website

• HiBob: Modern HR Management for SMBs

HiBob is a comprehensive HR platform for small to mid-sized businesses (SMBs). Its intuitive interface and robust features, including employee onboarding, time tracking, and performance reviews, streamline HR processes. HiBob’s data-driven insights help HR teams make informed decisions regarding employee retention and development, making it a valuable tool for growing companies.

Discover HiBob: HiBob Official Website

• Gloat: Internal Talent Marketplaces

Gloat’s AI-powered internal talent marketplace enables employees to find new organisational opportunities, such as project-based work, gigs, and new roles that align with their skills and career aspirations. Companies like Unilever and Schneider Electric use Gloat to foster internal mobility and retain top talent. Gloat’s innovative approach helps organisations maximise the potential of their existing workforce.

Explore Gloat: Gloat Official Website

• Lattice: Enhancing Performance and Development

Lattice provides tools for performance management, employee engagement, and career development. The platform facilitates continuous feedback, goal setting, and performance reviews, helping managers and employees stay aligned and focused on growth. Companies like Slack and Asana use Lattice to maintain a high-performance culture and support employee development, making it a crucial tool for fostering organisational growth.

Learn about Lattice: Lattice Official Website

• Lever: Next-Generation Recruiting Software

Lever is an advanced recruiting platform that combines applicant tracking and CRM functionalities. Its collaborative features and powerful analytics enable recruiters to manage the entire hiring process efficiently, from sourcing candidates to making offers. Leading companies like Netflix and Shopify use lever to streamline their recruitment efforts and improve candidate experiences, showcasing its effectiveness in enhancing hiring processes.

Check out Lever: Lever Official Website

• Eightfold AI: AI-Driven Talent Intelligence

Eightfold AI uses deep learning and artificial intelligence to help companies find, retain, and develop talent. The platform’s comprehensive talent intelligence capabilities analyse billions of data points to match candidates with the right roles and provide personalised career path recommendations for employees. Organisations like Tata Communications and Nutanix, which optimise talent management strategies with remarkable precision and insight, adopt Eightfold AI.

Visit Eightfold AI: Eightfold AI Official Website

The HR tech landscape is buzzing with innovation, driven by startups at the forefront of transforming how companies manage their workforce. By leveraging advanced technologies like AI, neuroscience, and behavioural science, these companies address critical HR challenges and pave the way for a more efficient, inclusive, and engaging work environment.

These startups are improving HR processes and enabling organisations to create more dynamic and supportive workplaces. Their solutions offer significant benefits, such as reducing biases in hiring, enhancing employee engagement, fostering internal mobility, and providing data-driven insights for better decision-making.

As these startups continue to grow and evolve, their impact on the HR industry will undoubtedly become even more profound. They are setting new standards for human resource management, driving further advancements, and helping companies better navigate the complexities of the modern workforce. Adopting these innovative HR technologies can be a crucial driver of success for organisations looking to stay ahead in the competitive business landscape.

Every year, 12 billion working days are lost worldwide to depression and anxiety, costing the global economy $1 trillion, predominantly due to the debilitating effects they have on productivity.

As we continue to see employers make strides towards creating psychologically safe workplace cultures, a key component for supporting the immediate needs of employee wellbeing is an employee assistance program (EAP). EAPs are outsourced mental wellbeing services that are designed to support employees who are facing personal or professional issues, and will tend to offer services such as counselling, a 24/7 support line, work-life balance support, legal and financial advice, referral services, and manager training.

With the importance of mental wellbeing continuing to rise, what should HR consider when selecting an EAP for their organization?

Firstly, it’s essential to assess the scope of services offered by the EAP, which should be as broad as possible to include more complex support such as substance abuse assistance and crisis intervention services. By offering diverse services, employees are more likely to find the support they need, enhancing their overall wellbeing and, in turn, reducing absenteeism.

In addition, HR needs to consider the accessibility of the service. Employees should be able to easily access the support they need when needed, whether through phone consultations, online resources, or in-person counselling sessions. Having this user-friendly platform and streamlined referral process will encourage employees to utilize the program and seek assistance without hesitation.

The privacy and confidentiality policies of the EAP provider should also be considered. It’s important that employees feel comfortable seeking help without fear of their personal information being disclosed to employers or team members, as this will help to build trust with the program and ensure that it is properly utilized.

Another consideration would be the cultural competence of the provider. A diverse workforce requires culturally sensitive support services that are inclusive and respectful of different backgrounds and beliefs. Partnering with an EAP provider that understands and respects these cultural nuances ensures that all employees are receiving appropriate and effective assistance tailored to their unique needs.

Lastly, HR needs to be cost-effective when choosing an EAP. While investing in employee wellbeing yields long-term benefits (such as improved productivity and engagement), it’s essential to evaluate the return on investment of different program options.

Once a program has been selected, don’t hesitate to gauge employee satisfaction with it. Ask those employees who have used the services and get a sense of whether it is making a difference for them – and identify areas where it could be improved. An EAP should evolve and adapt to meet the changing needs of the workforce, and having consistent feedback helps to ensure it remains a valuable investment.

If you would like to discuss how we can support your company with choosing the best EAP – or any other wellbeing support you may need – please get in touch with us.

In the first part of this article, I gave a brief introduction to what agile methodology is and how this can be applied to the HR practice – however, before you launch into creating squads and inviting everyone to be part of your new way of working, let’s check in on the potential limitations or obstacles you might face so you can work through how to overcome them, and/or ensure that the outcome you strive for will benefit from an agile approach.

Firstly, there may be some growing pains when it comes to teaming people up. We must remember that the concept of ‘teamwork’ has evolved dramatically since the pandemic. With the mass adoption of hybrid and remote working styles, using new tools such as Miro, Trello and other interactive job management and collaboration tools, will be new to most people and will take some time to get used to. In-person teams and individual collaboration may also be a skill some have yet to flex their muscles in – especially in a context where each member of the team is very reliant on the other to ensure that the project can continue moving forward at pace.

Squads can also suffer from friction between members if they approach the work by ‘protecting their territory’. As teams are multi-disciplinary, there will be a healthy sharing of views with some team members making suggestions and interjections on aspects of the activity set that is outside their domain. This can be perceived badly if the squad has yet to move from storming to norming. The fusion of skills is the entire reason the process is so successful, as it allows for obstacles to be worked through quickly and carefully so that valuable insight and innovation can be embraced and used.

The size of the squad can be another enabler if the members are chosen well. It can be difficult to avoid upsetting someone who had wanted to be part of the squad when trying to stay within the 8–10-member limit. However, squads that are over-representing a particular insight or skillset can run the risk of having conversations dominated. Therefore, having equal representation will help to avoid this and keep things running smoothly.

Ambition can be another obstacle to overcome if you want to succeed. It’s not easy to set goals that are realistic and can be achieved within the determined timeframe. Agile is all about delivery of components of a larger goal in shorter timeframes, and includes lots of insight, trial, and error. Sprints are in short bursts so that, as a squad, you can present your findings, receive feedback, and venture into a second sprint with valuable lessons learnt, progress made, and knowing that you are on track to deliver something the customer will benefit from.

In HR, we have been guilty in the past to have operated in the same way the technology function can be guilty of, and that is to squirrel away on developing a tool/process that is best in class, but has no function in your organisation, or creates more work and less value for leaders and staff. Agile brings about amazing opportunities for a different way to ensure the tool/process is fit for purpose and harnesses all skills, strengths, and passion from the right people.

A watch out for pushing your squads too hard, however, comes in the form of deploying squads on multiple sprints. Operating sprints back-to-back may increase the risk of team members burning out, and it can be easy to get caught up in the progress being made and want to set even more ambitious goals for each sprint period. Agile methods require each member of the squad to be on top form throughout the sprint, and preferably without distraction from other work, as each member is reliant on the other for the flow of the work to continue and the goal to be achieved in the allotted timeframe. Therefore, it is advisable to have a small break in between sprints so team members can recalibrate before their next burst.

Agile working could be a game-changer for HR, from delivering projects and programmes that create value for teams and organisations, to HR team members being a part of other functional squads. It’s unlikely agile would work in the reactive operational environment, or indeed when HR partners are needed to be close to leaders and managers on a daily advisory basis. But HR can reap rewards from this way of working with a considered and managed approach; balance, transparency, and cohesiveness are key.

If you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com

Traditionally, HR workstreams could be organised into four sections: cyclical activities such as engagement surveys; reactive client focused work such as performance management; proactive business improvement such as organisational design and learning initiatives; and projects such as change programmes and process improvements. Often, as the speed of organisations influence the ability to deliver well, HR is left wanting in non-operational areas.

However, agile HR methodology may be a solution to keeping pace.

Agile in HR is quickly gaining traction across the globe, proving particularly popular in countries such as Australia and New Zealand. Essentially, agile methodology aims to achieve a unifying, specific goal in a much shorter amount of time. This is often done by combining a team of multi-disciplinary individuals from across the company and having them each take on activities that together, create momentum behind the activity that is broken down into smaller components of a larger goal. This group, known as a ‘squad’, will exchange and update their progress on a regular basis, gathering stakeholder feedback along the way so they can adjust their work real time, and deliver an outcome that more closely matches the needs of the recipients. This way of working is conducted in short cycles, or ‘sprints’, and keeps the squad focused, energised, and on the right track.

Whilst agile methodology will look different depending on the desired goal, there are a few staple factors of this methodology that will be consistent no matter what the intent:

• Multi-Disciplinary Teams – when forming a squad, it is important to identify all the relevant perspectives you will need to be represented in the team. The idea is to bring different perspectives and skillsets together to operate more efficiently, and to consider all perspectives in order to achieve the desired outcome. Within the HR function, a multi-disciplinary team might include various members of the HR sub-functions as well as stakeholders and external consultants.
• Stricter Timeframes – sprints will typically be between two weeks to a month. The idea of agile is that the squad rapidly deploys an outcome, so the roadmap is precise and regularly updated based on feedback and progress. This is different from traditional project management, in that everyone sees and hears about progress on a much more regular basis and can influence the next steps in real time. Goals can be achieved at a much faster rate due to the mix of skillsets, viewpoints, and feedback collaborating towards a common outcome. There are clear roles, responsibilities, and deadlines.  
• Transparency – part of the process involves everyone being honest about what they have and can complete within the timeframe the squad is working within. This requires transparency, vulnerability, and trust. As a multi-disciplinary squad, it is therefore important that everyone knows exactly what they are responsible for and the deadline for delivery. Many people new to agile can find it difficult to be so transparent and fear they are letting the squad down if they don’t complete their tasks. However, what happens in a squad that has pushed through this obstacle is that everyone supports each other, as the common goal overrides everything else.

So, might Agile be what HR has been looking for to help deliver timely solutions that create value for their client groups?

Check back here tomorrow for Part 2 where I outline the potential limitations or obstacles you might face and how you can overcome these when using agile methodology.

In the meantime, if you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com

In the latest episode of Dr. Jim Kanichirayil’s podcast, Engaging Leadership, OrgShakers’ very own Brittany Burton sat down with him at the HR Transform in Las Vegas to delve into the nuances of talent strategy within high-growth organizations.

Brittany hones in on the importance of recognizing and nurturing emergent leaders within a company, especially in the context of start-ups. She discusses how identifying and developing these individuals is essential for innovation and growth, emphasizing the personalized nature of effective talent development.

Listen to the full episode below:

Ever feel like your HR department is lost in a jungle of software solutions? You’re not alone. In today’s dynamic business landscape, navigating the maze of HR technology can feel like an overwhelming task. But don’t fret! With a strategic mindset and expert guidance, organizations can turn this challenge into an opportunity for growth.

Let’s start by demystifying the problem. HR software sprawl – the proliferation of disparate software solutions within HR departments – is a common headache for organizations worldwide. From recruitment tools to performance management platforms, the array of options can be overwhelming. Recent studies reveal that organizations are managing anywhere from 15 to 50 different HR technologies, highlighting the magnitude of the challenge.

But what does this mean for businesses? Beyond the logistical nightmare of managing multiple systems, HR software sprawl carries significant costs and risks. Fragmented data, duplicated efforts, and underutilized software licenses are just the tip of the iceberg. Shockingly, research shows that a staggering 83% of HR leaders regret recent tech buying decisions, underscoring the urgency for a strategic overhaul.

Fortunately, there’s a solution. Organizations can tame the HR tech beast by adopting a strategic approach to tech investment. This entails streamlining technology stacks, meticulously evaluating vendor solutions, and aligning tech investments with organizational goals. But it doesn’t stop there – another crucial aspect is streamlining HR business practices.

This involves reevaluating processes, automating repetitive tasks, and empowering employees with self-service tools. AI-powered solutions like Rippling, Copilot, and Harriet can revolutionize HR operations by speeding up processes, providing new insights, and uncovering trends. By leveraging AI and corresponding tools, organizations can unlock unprecedented efficiency and effectiveness in HR management.

Amidst the tech revolution, it’s also crucial to recognize the value of the employee data your organization collects. People data is vital to understanding employee performance, engagement, and satisfaction. And by harnessing the power of people’s data, organizations can make data-driven decisions that drive business success and foster a culture of continuous improvement.

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.

At OrgShakers, we’re passionate about empowering organizations to thrive in the digital era. Our wealth of experience and collaborative ethos empower HR leaders to make informed decisions and drive meaningful change. Whether it’s optimizing tech stacks, vetting vendor solutions, streamlining HR business practices, or leveraging AI and people data, we’re here to guide you every step of the way.

So, whilst the HR software sprawl may seem like an insurmountable challenge, it’s also an opportunity for innovation and growth. With a strategic mindset, the right partners, and cutting-edge technology, organizations can navigate the complexities of HR technology and emerge stronger than ever. With OrgShakers by your side, you can simplify HR, realign your practices, and embrace the future of HR technology with confidence.

To discuss this topic in further detail, please get in touch with me at sayid@orgshakers.com

“I can’t change the direction of the wind, but I can adjust my sails to always reach my destination.”

He may have achieved fame as a country music singer in the 1960’s, but Jimmy Dean’s observation could easily have been about the current state of organizational change.

The winds of change have been howling through the working world; the disruptive forces of new technologies, generative AI, the broadening scope of diversity, equity, and inclusion and the assimilation of hybrid and remote working have created a HR hurricane.

These changes are all potentially positive for business, but they are happening at a pace that has been exponentially accelerated by the pandemic. What would have been a gradual integration of the hybrid working format became a sudden and forced shift to remote working which companies either had to adapt to or be left behind.

And yet, although lockdown posed a situation where employers were forced to adjust their sails, the changes that we are seeing now can be best navigated not just by responding to the direction of the wind – but also by anticipating its patterns so to be one step ahead of it.

Here lies the big question: is your organization ready for change?

A recent report from Gartner discovered that 82% of HR leaders believe their managers are not equipped to lead change – and this is exacerbated by the fact that 77% of employees are suffering from change fatigue.

Change fatigue occurs when the volume and pace of change becomes overwhelming for employees. This can have detrimental affects on employee wellbeing and productivity, but despite this only 8% of workers feel confident in their plan to manage their fatigue.

The pace of change in the working world is not predicted to slow, so for those organizations looking to keep in stride – and get ahead of – this new pace, they need to be building change fatigue prevention strategies into their equation for organizational transformation success.

Currently, most employers will integrate change through clear communication paired with good training. But as we watch the corporate world evolve, so do our approaches to how change is implemented. Weaving change fatigue management into this equation ensures that managers are better equipped to coach their teams on how to effectively identify fatigue drivers, fix any that arise, and start to look at how they can be prevented altogether (this looks like normalizing rest, microbreaks, employee involvement, creating a psychologically safe space, etc.).

What is critical to these prevention strategies being successful is understanding that there isn’t a one-size-fits-all approach to mitigating change fatigue. Different types of employees are going to need different wellbeing support – and if employers are able to look at wellbeing needs through an intersectional lens, then they will be able to efficiently support their people through the intensity of these changes.

An example of this is midlife workers; many of our established wellbeing programs are centred around younger workers (parental leave, childcare support, etc.) whereas older workers will have entirely different needs to this (menopause support, working carers support, etc.). Bridging the wellbeing gap will strengthen your efforts when managing change fatigue and ensure that the other 92% of employees feel confident in their ability to manage their change fatigue as they will have the right support in place.

This will see your business set sail on the high seas of profit, productivity, and employee satisfaction.

If you would like to discuss how we can help implement strategies around wellbeing and change fatigue, please get in touch with me at david@orgshakers.com

David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.

Have you met Harriet?

Co-founders Cecily Motley and David Buxton have recently created ‘Harriet’, an AI tool that is designed to automate human resources processes. It has been specifically created to be smoothly integrated into a company’s Slack channels so to provide certain HR-related services.

AI assistants are not necessarily new – especially if Siri, Alexa, and Cortana have something to say about it. But what sets Harriet apart from these helpers is that it is able to scan users’ data – as well as the organizations policies and best practices recommendations – to answer HR-related questions and complete admin-based tasks. For example, she can pull up a specific payslip or book time off on behalf of an employee.

What is even more interesting is that all messages to Harriet from employees are kept anonymous, and the tool does not store any employee data for training. If Harriet deems that it cannot sufficiently deal with a situation, it will loop in a human HR worker (if granted permission by the employee).

Virtual assistants are continuing to increase in popularity, especially in the working world. With generative AI becoming more and more common in the workplace, and many employers eager to incorporate it into their business practices, it is no surprise to see tools like Harriet begin to make their way into HR’s territory. And considering it is very likely that the next generation of workers (Generation Alpha) will expect to have a virtual assistant, ‘Harriet’ may be the beginning of the era of AI helpers.

However, before companies can unlock all the potential of an AI assistant, they first have to ensure that they are offering appropriate learning and development opportunities to their teams around AI so that its use can be effectively optimized.

Whilst it can seem relatively straightforward to interact with a chatbot and with generative AI tools such as ChatGPT, knowing how to create content that evades potential biases will help to generate the strongest materials.

If you would like to discuss how we can help with developing your company’s knowledge surrounding generative AI and virtual assistants, please get in touch with us.

It might be a new year, but one thing that hasn’t changed is the ever-growing importance of effectively navigating hybrid and remote working. That’s why this month we have been reading Remote, Not Distant: Design a Company Culture That Will Help You Thrive in a Hybrid Workplace by Gustavo Razzetti.

Being the creator of the Culture Design Canvas – a framework that helps organizations map, assess, and design their culture – it’s no surprise that Gustavo’s latest book aims to explore the secrets behind successful remote workplace cultures.

After spending years studying businesses like Amazon, Volvo, and Microsoft, Gustavo addresses the multiple key areas that are crucial for organizations to be able to operate effectively in remote and hybrid settings. This includes examining culture, how to keep a team connected, asynchronous communication, facilitating conversation, and finding and defining the right hybrid model for your business.

Gustavo outlines the five key mindset shifts that companies need to make in order to reset their workplace culture and optimize their remote working environments:

1. Intentionally design workplace culture – this will see the active involvement of employees in this design process, and will require employers to be open to experimentation. If they are finding that something isn’t working, they shouldn’t be afraid to go back to the drawing board and adjust. Involving the team in the process means you will create a culture that works for everyone – and highlight how valued your employees’ opinions are!
2. Prioritize impact over input – working long hours and being readily available at all times are not the defining factors of an employee; performance should be measured on the results achieved! This shift in mindset will see employers encouraging employees to showcase their accomplishments rather than perpetuating the outdated ways of presenteeism.
3. Forget traditional work-life boundaries – remote work blurs the lines between home-life and work-life, and in order to successfully operate remotely, employees need to be allowed to embrace the messy reality it can sometimes bring. Normalize interruptions from children or furry friends, and be more lenient to dressing down when working at home. This helps ensure the home remains a sanctuary that still symbolises comfort and rest.
4. Collaboration doesn’t have to be synchronous – in hybrid workplaces, it’s important to acknowledge that everyone works according to their own timetables. Embracing this flexible and autonomous approach allows individuals to optimize their productivity and discover their peak working hours.
5. Delegate decision-making to empower teams – get your teams involved with creating their hybrid working policies and empower them to have a say in how and where they work. This solidifies the culture of autonomy that threads through all these mindset shifts and helps to create a more fulfilling workplace experience.

And this is just the tip of the iceberg. Throughout the book, Gustavo explores why the ‘office’ doesn’t equal ‘culture’, and how to build psychological safety in a hybrid working world.

Our OrgEssentials team specializes in start-up and transformation, and so if you would like to discuss how we can help bring these remote working practices to life in your workplace, please get in touch with us!

And if you would like to get your hands on a copy of Remote, Not Distant, you can head over here for the UK and here for the US.

After discussing the world of HR consulting with Sarah Hamilton-Gill on her podcast, Leap Into HR Consulting, we moved onto looking at the four fundamental shifts that I predict we will be seeing in the near future that HR professionals need to be preparing themselves for.

The first of these shifts was the Workforce Cliff, and the second was the importance of the relationship between humans and technology. This leads me onto my third fundamental – the redefining of the workplace.

The COVID-19 pandemic has led to a fundamental reappraisal of both the Place and Time of work. Pre-pandemic, we were seeing the workplace boundaries of time and geography begin to evaporate as businesses were responding to the increasing pace of organizational change. The pandemic, however, catalysed this shift even further and has seen it accelerate on a global scale.

The most obvious impact has been to the Place of work – pre-pandemic, it was relatively unusual for workers to be working remotely, with Pew Research Center discovering that before early 2020 just 7% of workers worked from home full-time. Now, over one-third (35%) are working remotely on a full-time basis, with many more employed on hybrid contracts.

This forced reinvention of the Place of work has now spawned a reappraisal of Time of work. Before lockdown workers synchronized their time with colleagues by working the same set office hours which would be punctuated by face-to-face meetings. However, with the introduction of home working came the ability for these individuals to flex their working hours to accommodate their personal schedules.

This led to the realization that asynchronous work – work that is done independently from others – was not only possible, but often more productive.

So, what are the implications of Place and Time for HR?

As Lynda Gratton explores in her book Redesigning Work, there is no one-size-fits-all solution to optimizing Place and Time in the workplace. Instead, HR needs to assess the positives and negatives of each to determine the opportunities that can be created – and the trade-offs that would be made.

And now, as Place and Time become more flexible, so do the importance of policies that are applicable on a global scale. With the boundaries of Place and Time being broken down by remote work, employees can now operate from anywhere in the world, meaning that asynchronous working patterns may soon become the normal style of work. Therefore, employers who are actively engaged with optimizing their Place and Time, as well as harnessing AI-driven technologies to help employees become their best selves, are the ones who will find themselves at a more comfortable distance from the edge of the Workforce Cliff. If you would like to discuss how to begin strategizing – and optimizing – the Place and Time of your workplace, please get in touch with me at david@orgshakers.com

David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.

Learning and development (L&D) opportunities are a vital ingredient for employers when it comes to attracting and retaining top talent. Research from the IMC confirms this, with 92% of job candidates using L&D opportunities as a deciding factor when considering job offers, as well as 52% of employees citing that they left a role due to a lack of personal and professional development opportunities.

One skillset that many workers are keen to learn is generative AI skills, with more than 50% of employees stating they were eager to acquire those skills, according to Randstad’s Workmonitor Pulse. However, only one in ten workers were offered any AI training in the last year.

Pair this with Access Partnership’s survey which found that an overwhelming 93% of employers expect to use generative AI in the workplace in five years, and what you begin to see is that employees want to learn to master AI, employers want to implement AI…but there is a significant lack of L&D training opportunities around AI.

In the past year, we have seen generative AI platforms like ChatGPT take the working world by storm – but the narrative surrounding its uses in the workplace have been inconsistent. While some view this technological change as something that will replace certain jobs altogether, others view it as a tool to be collaborated with [AS1] to improve and perfect the human skills that are paired with it.

In order to start getting the most out of AI and offering L&D opportunities that allow for this skill development, employers need to first get a good and clear understanding of what generative AI can do for their specific business and in what areas it should begin to be implemented. While this could be a very effective time-saving tool – freeing up time for employees to focus on more meaningful work – it doesn’t necessarily have to be used just for the sake of using it. Identifying its strengths and weaknesses will allow organizations to create a clear roadmap for navigating generative AI, unlocking its full potential.

But a key part of this journey is offering the appropriate training to employees on how to use these new tools. It can be daunting to attempt to use generative AI without having a proper understanding of it; if employers are able to provide the essential training, suddenly all the myths surrounding AI will begin fading away, along with that initial fear of misusing it. As an example, take a look at this infographic on how best to communicate your requests to ChatGPT in order to get your desired results:

As the tools at our disposal continue to expand, it is important for companies to keep in stride with this burgeoning toolkit and offer L&D opportunities that allow for the development of these new skills that are quickly becoming essential ones.

And it is of the utmost importance that these opportunities are made available to all workers; unconscious bias around age can perpetuate the idea that older workers are less tech-savvy and so will be given less opportunities to grow their technological skillset, but as proven by our recent article, this isn’t the case!

This holiday season, one of the best gifts you can give your team is the gift of nourishing their hunger for opportunities to learn and develop! Those employers who do will have the strongest talent as they venture into the year ahead. If you would like to discuss how we can help provide training and workshops around generative AI in your workplace, please get in touch with me at andy@orgshakers.com