In today’s fast-paced, hybrid, and AI-augmented workplace, the most effective leaders are not just those who work the hardest – but those who manage their time and relationships with strategic intent. For HR professionals guiding leadership development, the convergence of time mastery and soft skill cultivation is no longer optional – it’s essential.

The Time Dilemma: From Reactive to Proactive Leadership

Time is the most finite resource in an executive’s toolkit. A 2025 Harvard Business Review study of 30 CEOs revealed a stark misalignment between where leaders think they spend their time and where they actually do. Most time was consumed by meetings, board interactions, and investor relations, with little left for customers or frontline employees. This disconnect not only hampers productivity but also signals misplaced priorities across the organization.

To counteract this, leaders must shift from a reactive to a proactive time management model. The “proact/react” ratio is a useful diagnostic: Are you initiating strategic conversations, or constantly responding to crises?

Leaders who operate in “proact mode” carve out time for reflection, vision-setting, and meaningful engagement with their teams. One practical tactic is the “thinking hour” – a weekly, interruption-free block of time dedicated to strategic thought. Former U.S. Senator George Mitchell famously protected this hour, allowing interruptions only from his wife or the President.

Delegation is another cornerstone of proactive leadership. Trusting a capable team not only frees up executive bandwidth but also empowers others to grow. As HBR notes, the most effective CEOs amplify their impact through indirect influence – by shaping culture, strategy, and talent – not by micromanaging.

The Hidden Cost of Poor Time Management

Poor time management doesn’t just affect the leader – it cascades down the organization. According to a 2025 SHRM survey, 84% of employees believe poorly trained managers create unnecessary work and stress, with time mismanagement being a major culprit.

Common pitfalls include overloading teams without understanding their capacity, last-minute requests, and lack of availability for support or feedback. These behaviors erode trust, morale, and performance.

The Soft Skills That Sustain Leadership

While time management is foundational, it must be paired with emotional intelligence and interpersonal finesse. Forbes’ 2024 and 2025 leadership research highlights five critical soft skills for modern leaders: emotional intelligence (EQ), change management, resilience, tech literacy, and creativity. These are not just “nice to have” – they are directly linked to employee engagement, innovation, and organizational agility.

Emotional intelligence, in particular, has emerged as a defining trait of successful leaders. A 2024 study published in Revista de Gestão Social e Ambiental found that leaders with high EQ foster more positive organizational cultures and higher job satisfaction. EQ encompasses self-awareness, empathy, relationship management, and the ability to communicate with authenticity.

Other essential soft skills include:

• Active Listening: Going beyond hearing words to understanding intent and emotion.
• Self-Compassion: Embracing vulnerability and imperfection, which fosters psychological safety.
• Empathy: Understanding others’ perspectives to build trust and loyalty.
• Honesty and Vulnerability: Being transparent about challenges and inviting collaboration.
• Curiosity and Intuition: Navigating ambiguity with open-mindedness and gut-informed judgment.

These skills are not innate – they can be developed through intentional practice, coaching, and feedback. Journaling, for instance, is a powerful tool for reflection and emotional growth. It helps leaders process experiences, identify patterns, and cultivate the self-awareness needed to lead with clarity and compassion.

Building a Culture of Leadership at All Levels

Leadership is not confined to the C-suite. As one article aptly notes, “everyone can be a leader at their own level.” HR professionals should encourage leadership behaviors across the organization by promoting feedback loops, mentorship, and continuous learning. Tools like performance management platforms can facilitate real-time feedback, helping individuals track their growth in both hard and soft skills.

Conclusion: The HR Imperative

For HR leaders, the message is clear: developing great leaders requires a dual focus on time mastery and emotional intelligence. Equip your executives with the tools to manage their calendars with intention, and the coaching to lead with empathy, honesty, and resilience. In doing so, you’ll not only enhance individual performance – you’ll shape a culture of trust, agility, and sustainable success.

If you need further guidance on how to start tackling your time, you can get in touch with us here.

In a world that is ever-changing, it can sometimes feel daunting to take risks – especially from an HR perspective. But it is not more than every that HR need to be bold, and this is why this month we have chosen to read Bold: A New Era of Strategic HR by Katarina Berg.

Katarina spent 12 years as Spotify’s Chief Human Resources Officer (CHRO) and is gearing up to take on this role with the athletic shoe and performance sportswear company On. Prior to this, Katarina held HR roles in various multinational companies, such as Swedbank, 3 Scandinavia, and Kanal 5. She also holds a Masters of Art in Human Resources Management and Development in Behavioral Science from Lund University, and has brought all of this knowledge and experience together in her debut book.

Bold is a sharp, personal, and thought-provoking exploration of modern leadership in a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA). Katarina uses her deep experience to argue that today’s leaders must move beyond traditional models of control and stability, and instead, they should embrace curiosity, humility, empathy, and decisiveness – even when certainty is out of reach.

The book is part memoir, part leadership manifesto, and part practical guide. Katarina draws on her years of experience at Spotify and beyond to explore how boldness can coexist with vulnerability, how to foster cultures of psychological safety, and why courage and compassion are indispensable in driving innovation. Each chapter blends personal anecdotes with observations on organizational behaviour, leadership challenges, and workplace culture (particularly within fast-moving, global tech environments).

At its core, Bold is a call to action for leaders to lean into discomfort, make values-driven decisions, and to centre people over process. It challenges the myth of the heroic, all-knowing leader and instead elevates the power of diverse teams, authentic conversations, and continuous learning.

What’s great about the book is that Katarina doesn’t claim to offer a blueprint. Instead, she offers something much more useful: a mindset. Her emphasis on vulnerability, emotional intelligence, and inclusive leadership feels both timely and timeless. In an era when burnout is high and trust in leadership is often low, Bold encourages a more sustainable and human approach to leading others.

And while the book may resonate most strongly with HR professionals, tech leaders, and those in fast-paced industries, its insights are universal. Anyone interested in building a more compassionate, creative, and courageous work culture will find something to take away.

If you would like to discuss how we can help ensure your HR department is implementing the right level of boldness into their work to produce the best results, please get in touch with us today!

In today’s fast-paced, digitally driven work environment, small talk may seem like a quaint relic of the past. Yet, for business leaders navigating hybrid teams, remote onboarding, and evolving communication norms, small talk is more than just filler – it’s a strategic asset.

As the nature of workplace interaction continues to shift, mastering the art of small talk can significantly enhance employee engagement, collaboration, and organizational culture.

Why Small Talk Still Matters

Small talk – those seemingly trivial exchanges about the weather, weekend plans, or a recent event – serves a deeper purpose in professional settings. It helps build rapport, eases social tension, and lays the groundwork for trust and collaboration. Research shows that small talk fosters positive emotions in the workplace, which in turn boosts organizational citizenship and morale.

For HR professionals, encouraging small talk can be a subtle yet powerful way to promote inclusivity and psychological safety. It signals openness, approachability, and a willingness to connect beyond transactional interactions.

The Post-Pandemic Communication Shift

With the rise of remote and hybrid work, many employees now operate in environments where informal interactions – once common in office hallways or break rooms – are rare.

According to a 2024 Forbes report, asynchronous communication and shortened attention spans (now averaging just 47 seconds on screen) have become the norm. This shift has made spontaneous small talk more difficult, yet more necessary than ever.

Barriers to Small Talk—and How HR Can Help

Many employees avoid small talk due to fear of saying the wrong thing or appearing awkward. A survey conducted by the emotional support charity Samaritans as part of their “Small Talk Saves Lives” campaign revealed that nearly half of British adults actively avoid small talk, with 22% citing anxiety about making social missteps. These concerns are amplified in professional settings, where the stakes feel higher.

Business leaders can play a pivotal role in normalizing and facilitating small talk by:

• Creating psychologically safe spaces where informal conversation is welcomed.
• Modeling inclusive communication during meetings and onboarding sessions.
• Encouraging open-ended questions that invite dialogue, such as “What projects are you excited about right now?” or “How did you get into your current role?”

Adapting Small Talk for Remote and Hybrid Teams

Remote work doesn’t have to mean the end of casual conversation. In fact, research from Rutgers University shows that small talk can be effectively taught and practiced via telehealth and virtual platforms, with comparable outcomes to in-person interactions.

This suggests that digital environments can still support meaningful social exchanges—if intentionally designed to do so.

Business leaders can foster virtual small talk by:

• Starting meetings with light, non-work-related questions.
• Creating dedicated Slack or Teams channels for casual conversation.
• Scheduling virtual coffee chats or ‘watercooler’ sessions to mimic in-office spontaneity.

Communication in the Mobile Era

Today’s workforce expects communication that is human, brief, and mobile-friendly.

A 2024 Forbes article emphasizes that employees increasingly prefer text-based updates and reminders over formal emails. This trend underscores the need for HR to rethink how and where small talk happens—perhaps through mobile messaging platforms or short video check-ins.

Conclusion: Small Talk as a Strategic HR Tool

In a world where efficiency often trumps connection, small talk remains a vital tool for building relationships, easing transitions, and strengthening workplace culture.

For business leaders, investing in small talk is not about encouraging idle chatter – it’s about cultivating a more connected, resilient, and human-centered organization.

By embracing small talk as a strategic communication skill, leaders can help bridge the gap between digital efficiency and emotional connection – ensuring that even in a remote-first world, people still feel seen, heard, and valued.

If you would like to discuss how we can help build greater connection in your organization, please get in touch with us today!

In today’s dynamic and often unpredictable work environment, coaching and mentoring have emerged as essential tools for employee development, engagement, and retention.

As organizations strive to navigate the complexities of hybrid work, generational diversity, and evolving employee expectations, HR professionals are uniquely positioned to champion these developmental practices.

This article synthesizes recent insights and research to explore how coaching and mentoring can be effectively balanced and integrated to drive meaningful outcomes at individual, team, and organizational levels.

The Distinct Yet Complementary Roles of Coaching and Mentoring

While often used interchangeably, coaching and mentoring serve distinct purposes in the workplace:

• Coaching is typically time-bound, performance-driven, and focused on developing specific skills or achieving defined goals. It is often evaluative and structured, with the coach – frequently a manager or external expert – guiding the process.

• Mentoring, by contrast, is long-term, non-evaluative, and mentee-driven. It supports holistic development, career navigation, and personal growth through the sharing of experiences and wisdom from a more seasoned professional.

Understanding these differences is crucial for HR professionals designing development programs. However, the real power lies in blending both approaches – a strategy increasingly supported by recent research.

Building Managerial Confidence in Coaching

Despite the proven benefits of coaching – 99% of coached employees report satisfaction and 96% would repeat the experience – many managers remain hesitant to adopt a coaching mindset. Common concerns include discomfort with vulnerability, fear of asking the wrong questions, or confusion between coaching and mentoring.

To address this, simplifying the coaching process is key. Tools like Michael Bungay Stanier’s The Coaching Habit offer accessible frameworks, such as his seven essential questions, that help managers guide developmental conversations without needing to be professional coaches.

A practical approach for managers is to begin with coaching – encouraging employees to define their challenges, explore options, and identify action steps – and then transition into mentoring by sharing relevant experiences. The critical nuance is in how advice is offered: avoiding prescriptive language like “you should” and instead framing insights as “something to consider.”

The Strategic Value of Mentoring

Mentoring is increasingly recognized as a strategic lever for talent development and retention. According to 2025 research from MentorcliQ, 98% of Fortune 500 companies now have mentoring programs, and those with such programs report more than double the median profits compared to those without.

 Moreover, employees with mentors are significantly more likely to feel valued, engaged, and committed to their organizations.

Mentoring also plays a vital role in addressing the skills gap. With 69% of companies reporting significant skill shortages, mentoring offers a personalized, experience-based method for upskilling and reskilling – especially when digital learning alone falls short.

Integrative Approaches: The Future of Development

Recent academic research underscores the growing trend toward integrative coaching and mentoring models. A 2024 synthesis published in the Journal of Managerial Psychology highlights the need for developmental relationships that are flexible, inclusive, and responsive to the post-pandemic workplace.

Key themes include:

• Virtual and hybrid delivery: The normalization of remote work has made digital coaching and mentoring not only viable but essential. Virtual formats offer flexibility and accessibility, especially for global or dispersed teams.
  
  
• Emotional and psychological support: In a world that is increasingly connected yet lonely, developmental relationships provide critical human connection, enhancing well-being and resilience.
  
  
• Diversity and inclusion: Programs like reverse mentoring and intergenerational mentoring foster inclusive cultures by bridging generational and hierarchical divides.

Measuring Impact and Ensuring Quality

One of the persistent challenges in coaching and mentoring is evaluating their impact. While outcomes may not always be immediate or easily quantifiable, recent studies show promising results. For example, a 2025 study in the healthcare sector found that virtual coaching significantly improved well-being and teamwork among professionals, leading to better service delivery.

To ensure effectiveness, HR professionals must focus on:

• Tailored program design: One-size-fits-all approaches rarely work. Programs should be customized to the needs of different employee groups and organizational contexts.

• Training and support: Coaches and mentors need guidance, resources, and ongoing development to maintain quality and consistency.

• Strategic alignment: Developmental initiatives should be embedded in broader talent strategies and aligned with organizational goals.

Conclusion: A Call to Action for HR Leaders

As the workplace continues to evolve, coaching and mentoring are no longer optional—they are strategic imperatives. HR professionals must lead the charge in cultivating a culture where both practices are not only accessible but seamlessly integrated into the fabric of organizational life.

By equipping managers with coaching skills, expanding mentorship opportunities, and embracing hybrid delivery models, organizations can unlock the full potential of their people. In doing so, they not only enhance performance and retention but also foster a more connected, resilient, and future-ready workforce.

If you would like to discuss how we can help build coaching and mentoring into your organization, please get in touch with us today!

The age of AI has arrived, and with it an urgent question for eco-conscious organizations: how can they embrace the productivity gains of generative AI while staying true to their environmental values?

There has been a growing awareness about the environmental cost of advanced technologies. Generative AI tools like ChatGPT, for example, consume significant computing power, so much so that it is estimated that training a large language model like GPT-3 consumed 1,287 MWh of electricity and resulted in over 550 metric tons of carbon emissions.

This is roughly equivalent to flying a single passenger round-trip from New York to San Francisco over 550 times!

This may sound daunting, but in reality, it’s a call to action.

Here’s the positive truth: for every challenge generative AI presents there’s an opportunity to lead with impact. One area that employers can really influence more than they may realise is with sustainable finance – particularly around employee retirement plans and investment choices.

Company pension schemes represent trillions in global assets. In the UK alone, pension funds control around £3 trillion in investments, yet many of these funds remain tied to carbon-intensive industries. What if employers flipped that? What if, alongside AI adoption strategies, they built green pension pathways as part of their sustainability agenda?

The same opportunity exists in the US, where 401(k) plans hold over $7.4 trillion in assets. Despite this scale, fewer than 3% of U.S. 401(k) plans offer a dedicated ESG (Environmental, Social, Governance) fund option. That’s an enormous missed opportunity… but also a wide-open door!

Employers can collaborate with benefits providers to introduce ESG-aligned investment options into 401(k) menus, allowing employees to consciously invest in renewable energy, green tech, and companies with strong environmental performance. And this is not just good for the planet, it can be good for the company, too. An analysis by Morningstar found that ESG funds outperformed their non-ESG counterparts in more than half of all asset classes over the previous 10 years.

Environmental action isn’t just a box-ticking exercise, it’s culture-defining. Employees, especially Gen Z and Millennials, increasingly expect their employers to reflect their values, and according to Deloitte’s 2025 Global Gen Z and Millennial Survey, 70% of respondents said they consider a company’s environmental policies to be important when evaluating a potential employer. And this is coming from the two demographics who now make up the vast majority of the current workforce.

That gives leaders an incredible opportunity transform AI anxiety into purpose-led action by building green AI roadmaps, encouraging responsible digital practices, and involving employees in eco-conscious decision-making.

Of course, none of this is easy. AI will continue to evolve, and so will its energy demands. But leaders are uniquely placed to unite people, policy, and purpose.

By viewing the rise of AI as a catalyst for greener practices – from pension reform to digital literacy – employers are not just responding to a challenge. They are building the kind of businesses the future needs: innovative, ethical, and environmentally aware.

If you would like to discuss how we can help build eco-conscious policies into your business structure to offset the environmental impacts of increased AI integration, please get in touch with us today!

In today’s evolving workplace, paid time off (PTO) is no longer just a checkbox on a benefits package—it’s a critical component of employee well-being, productivity, and retention. Yet, despite its importance, many organizations still struggle to create a culture where employees feel empowered to truly disconnect. For HR professionals, the challenge lies not only in offering PTO but in ensuring it serves its intended purpose: rest, recovery, and rejuvenation.

The Disconnect Between Policy and Practice

Research by QuickBooks Time reveals that while 84% of employees in the US have access to PTO, 65% don’t use all of it – and 60% worked during their time off. Furthermore, a staggering 89% reported going to work sick, and one in three admitted to experiencing unhealthy levels of stress.

These figures point to a troubling disconnect: employees may have PTO on paper, but cultural and operational barriers prevent them from using it effectively.

This issue is compounded by a lack of trust. Over half of employees admit to lying about why they need time off—often citing mental or physical health reasons—because they fear judgment or repercussions. This behavior reflects a deeper problem: employees don’t believe their mental health is genuinely valued by their employers.

The Cost of Ignoring Mental Health

The consequences of this disconnect are significant. Poor mental health costs U.S. employers an estimated $225 billion annually due to reduced productivity and increased absenteeism.

SHRM’s 2024 research underscores this, revealing that 51% of workers feel emotionally drained, and 44% report burnout. Alarmingly, 52% feel pressured to prioritize organizational needs over their own well-being.

Moreover, Mental Health America’s 2024 “Mind the Workplace” report found that 90% of employees in unhealthy workplaces say work stress affects their sleep, compared to just 44% in healthier environments .

Psychological safety—defined as the ability to express oneself without fear of negative consequences—is a key differentiator. Employees in psychologically safe environments report higher job satisfaction, better relationships with managers, and improved mental health.

Redefining PTO: From Policy to Practice

To bridge the gap between policy and practice, HR leaders must rethink how PTO is structured and supported. It’s not enough to offer days off; organizations must ensure those days are truly restorative. Here’s how:

1. Create a Culture of True Time Off

Employees often cram work before a vacation or return to a backlog, negating the benefits of time away. To combat this, employers should:

• Assign coverage: Like understudies in theatre, every employee should have a backup who can step in during absences.
• Set communication boundaries: Use IT tools to block work-related messages during PTO and redirect them to designated colleagues.
• Provide re-entry briefings: A short update upon return can ease the transition and reduce anxiety.

2. Offer Flexibility and Customization

While 61% of employees would reject a job without PTO, 74% would prefer a raise over more time off. This suggests a need for customizable benefits. Consider offering:

• PTO-for-pay conversions: Let employees trade unused PTO for bonuses.
• Flexible PTO packages: Allow staff to choose between more vacation days or higher pay, depending on their personal needs.

3. Foster Psychological Safety

According to the American Psychological Association’s 2024 survey, psychological safety correlates strongly with productivity, engagement, and retention. HR can promote this by:

• Encouraging transparent communication.
• Training managers to be supportive and fair.
• Offering feedback mechanisms and inclusive decision-making opportunities.

4. Support Mental Health Proactively

Only half of workers feel comfortable accessing mental health resources at work 1. To change this, organizations should:

• Normalize mental health conversations.
• Provide access to counseling and wellness programs.
• Recognize and reward employees who prepare for their time off, especially in smaller teams where coverage is limited.

A Call to Action for HR Leaders

The data is clear: offering PTO is not enough. HR professionals must champion a culture where time off is respected, mental health is prioritized, and employees feel safe to disconnect.

By aligning policies with practice and fostering psychological safety, organizations can unlock the full potential of their workforce—boosting morale, productivity, and long-term retention.

In future, the most successful companies will be those that understand this simple truth: when employees are well, business thrives.

If you would like to discuss PTO policies and workplace culture strategies, please don’t hesitate to get in touch with us at: hello@OrgShakers.com.

In the first article of this series, we explored the HR multiverse – a planning model that prepares for multiple simultaneous futures in an unpredictable world. In the second, we looked at how internal mobility allows talent to flow in response to shifting business needs, preventing bottlenecks and boosting retention.

In the third and final instalment in this series chronicling how to respond to uncertainty, we zoom out even further and ask: what kind of organizational structure allows this flexibility to happen on a large scale?

In most companies today, the formal organization chart is still king. But in a landscape defined by ambiguity – new tariffs, AI acceleration, climate-driven supply risks – rigid hierarchies are no longer fit for purpose. What employers need instead is a structure that’s flexible, fluid, and skills-based.

And many companies are already evolving in this direction. A 2024 Deloitte report found that 45% of employees and 42% of HR leaders believe job roles and descriptions are outdated. Meanwhile, the shift to skills-based organizations, where roles are defined by capabilities rather than titles, is beginning to accelerate across industries.

One powerful example of this agility in action is Volvo’s implementation of an agile teams methodology across 700 teams and 9,000 employees. Their internal assessments found not only greater speed to innovation but also improved employee engagement as team ownership and purpose increased.

For employers, this structural transformation means shifting their own practices, such as:

• Quarterly talent reviews instead of annual ones.
• Performance systems that assess contribution across projects, not just in-role.
• Learning platforms that push on-demand development, aligned with shifting skills needs.
• Career paths that look more horizontal rather than vertical.

It may initially sound a bit chaotic but, in reality, it’s controlled, strategic flexibility – and it works. Agile organizations outperform their peers in both innovation and employee satisfaction, especially during volatile periods.

Ultimately, structure is strategy. The way employers organize their people says everything about how ready they are to adapt. And when uncertainty is the norm, fluidity needs to become the foundation that leaders are working from.

So as we close out this series on thriving in the HR multiverse, here is the core truth: we may not know exactly what the future holds, but we can build systems, structures and cultures that let us respond with confidence, creativity and efficiency.

If you would like to discuss how we can help you achieve this, please get in touch with us today!

In the first part of this article series, we explored the concept of the HR multiverse. This is the idea that in today’s volatile business landscape, employers must be working with HR to plan for multiple possible futures at once. With shifts like the recent U.S. tariffs disrupting global flows and introducing economic uncertainty, adaptability becomes a strategic necessity.

In this article, we take that idea further by asking: how do we ensure the people within our organisation are as agile as our business strategies?

One answer lies in the crucial choice between internal mobility and talent hoarding.

In uncertain times, it’s natural for managers to hold on to their top performers, but this protective instinct can backfire. When talent is hoarded, it can’t move to where it’s needed most, which results in stalling projects, slowing innovation, and ultimately undermining organizational flexibility.

According to a Lever report, 61% of employees say they’d consider leaving a company if there’s no clear path for internal movement. In addition to this, Gloat’s 2024 Talent Agility report found that 74% of HR managers are piloting internal gigs programs, while 63% of employees want visibility into lateral opportunities. Despite this, only 6% of companies believe they are achieving effective internal mobility.

So what’s holding them back?

In many cases, it’s culture. Traditional performance systems reward managers for keeping top talent, not for sharing it. Internal vacancies are often poorly advertised, and career development conversations tend to focus on upward movement, not lateral growth or project-based gigs.

But in the HR multiverse, talent needs to flow across functions, geographies, and different clusters of skill. Here are some ways employers can start making this shift:

• Build transparent talent maps that show employees where they could move, short-term or long-term.
• Train and reward managers for supporting mobility, not just retention.
• Reframe careers around experience and capability-building, not static ladders.
• Use skills intelligence platforms to match internal talent with emerging needs in real time.

Not only does this make the business more agile, it also boosts retention. And in unpredictable times such as these, giving employees internal options creates a sense of safety and purpose.

More than just a workforce strategy, internal mobility is a mindset with one root argument: movement is strength. Instead of locking talent down, employers need to unlock it, giving people opportunities to stretch, grow, and contribute in new ways, even as the business adapts.

As employers navigate the HR multiverse, they need to make sure that their talent can navigate it with them, and this is where OrgShakers can help. If you would like to discuss how we can help identify and optimize internal mobility opportunities in your workplace, please get in touch with us today!

The world has never felt more uncertain. From geopolitical shocks to AI disruption, the pace and unpredictability of change has created a complex challenge for every business: how do we plan when the future refuses to sit still?

This is where the concept of the HR multiverse comes in, a way of thinking that accepts multiple potential futures as equally viable. It’s not about picking one path forward and hoping you are right – it’s about designing HR strategies that can flex, pivot, and adapt, no matter which version of reality takes shape.

Take, for example, the recent round of U.S. tariffs introduced in early April 2025. Introduced almost overnight, these tariffs are already reshaping global supply chains, vendor strategies, and resourcing models. For employers, this isn’t just a trade issue, it’s a workforce one. Talent plans tied to static business models now look vulnerable…global mobility policies may need rewriting…learning budgets might be redirected toward upskilling in unexpected areas.

The old approach to strategic planning was largely linear: forecast, plan, execute. But in this new multiverse, scenario planning becomes a new superpower. Employers must work with HR to explore multiple versions of the future at once and then design frameworks that can stretch between them.

This isn’t about being vague or non-committal, but instead being intentionally agile. For instance, rather than defining strict job roles, we shift toward skills-based architectures that let talent move as business needs evolve.

Critically, this approach isn’t just about risk mitigation, it’s about unlocking new opportunities. When we plan for multiple futures, we become better at spotting early signals, responding to market shifts, and staying ahead of the curve. It empowers employers and HR to be less reactive and more strategic, resulting in accurate, sustainable decisions being made.

It also fosters resilience in our people. When employees know that their organisation is prepared for uncertainty – and that their own development is part of a broader, flexible strategy – they feel more secure, more engaged, and more willing to contribute creatively.

We may not be able to control what happens next in the global economy, but we can control how ready we are for it. The HR multiverse mindset helps us step into this uncertainty not with fear, but with confidence. Because in this new world, it’s not about knowing the answer. It’s about being ready for all of them.

If you would like to discuss how we can help your company create a multiversal risk mitigation model to ensure business sustainability, please get in touch with us today!

As hybrid work continues to reshape the modern workplace, a new category of employee has emerged: the super-commuter. These individuals travel 90 minutes or more – each way – to reach their workplace.

For HR professionals, understanding the dynamics of super-commuting is essential to supporting employee well-being, maintaining productivity, and adapting to evolving workforce expectations.

The Rise of Super-Commuting

Super-commuting is not a new phenomenon, but it has become more visible and widespread due to shifts in work patterns. According to the U.S. Census Bureau, “extreme commuting” has been on the rise since at least 1990. The pandemic accelerated this trend, as remote and hybrid work enabled employees to relocate further from urban centers, a pattern described by Stanford researchers Arjun Ramani and Nicholas Bloom as the “donut effect” – the hollowing out of city centers in favor of suburban and exurban living.

Research conducted in the UK by Trainline supports this shift, revealing that 47% of current super-commuters adopted their long-distance travel patterns during or after the pandemic. Hybrid work made this feasible, allowing employees to travel to the office only a few times per week. However, with return-to-office (RTO) mandates on the rise super-commuters are facing renewed challenges.

The Challenges Facing Super-Commuters

1. Financial Strain
While super-commuting is often driven by the desire to reduce housing costs, it introduces new financial burdens. Maintaining two residences or covering frequent travel expenses can quickly erode any savings. As one super-commuter noted, rising hotel costs in urban centers forced him to rely on friends for accommodation – an unsustainable solution over time.

2. Career Development Concerns
Remote and hybrid work offer flexibility, but they may also limit access to informal learning and networking opportunities. Younger employees, in particular, benefit from in-person mentorship and visibility. Employers may also question the long-term commitment or availability of employees who live far from the office, potentially impacting promotions and project assignments.

3. Personal and Family Strain
Long commutes can take a toll on personal relationships. Studies from Sweden and Germany have linked long-distance commuting to higher separation rates and emotional challenges for children. For employees with families, extended time away from home can disrupt routines and strain support systems.

How HR Can Support Super-Commuters

Despite these challenges, HR leaders have a unique opportunity to support super-commuters and harness the benefits of a geographically diverse workforce.

1. Embrace Flexible Work Models
Flexibility remains the cornerstone of successful hybrid work. Allowing employees to work from home more frequently – or to count travel time as part of their workday – can reduce stress and improve work-life balance. With mobile technology and widespread connectivity, employees can be productive from trains, buses, or remote locations.

2. Redefine Productivity Metrics
Shift the focus from hours spent in the office to outcomes achieved. By emphasizing deliverables and performance over physical presence, HR can create a more inclusive environment for super-commuters and remote workers alike.

3. Offer Travel Support and Resources
Consider providing stipends for travel or temporary housing, partnering with travel services, or offering flexible scheduling to accommodate long commutes. These benefits can help offset the financial and logistical burdens of super-commuting.

4. Foster Connection and Inclusion
Ensure that super-commuters are not left out of team dynamics. Use digital tools to facilitate collaboration and schedule in-person meetings thoughtfully to maximize their impact. Mentorship programs and virtual networking opportunities can also help bridge the gap.

Conclusion

Super-commuting is a growing reality in today’s workforce, driven by the interplay of housing affordability, hybrid work, and evolving employee preferences. While it presents clear challenges, it also offers opportunities for HR professionals to innovate and lead with empathy.

By embracing flexibility, supporting career development, and fostering inclusive practices, organizations can turn the super-commuting trend into a strategic advantage – one that supports both employee well-being and organizational success.

If you would like to discuss how we can help your business optimize your working styles in a way that drives both individual and collective productivity, please get in touch with us today.

The workplace is undergoing a profound transformation, driven not only by technological advancements and global events but also by the emergence of new generations with distinct values, expectations, and skills.

While Generation Z is already reshaping the workforce, Generation Alpha is waiting in the wings, poised to bring even more change.

For HR professionals, understanding and preparing for these generational shifts is essential to building resilient, inclusive, and future-ready organizations.

The Rise of Generation Z: Digital Natives with a Global Outlook

Born between 1995 and 2009, Generation Z is the first cohort to grow up entirely in the digital age. Their lives have been shaped by smartphones, social media, and AI, making them exceptionally tech-savvy and globally connected. Currently representing 27% of the workforce – a figure expected to rise to 31% by 2035 – Gen Z is already influencing how work is structured and experienced.

Gen Z values flexibility, empowerment, and purpose. While salary remains important, they prioritize work-life balance, remote work options, and flexible leave policies. They view traditional career ladders as outdated, preferring dynamic, skill-based career paths that allow for frequent changes and continuous learning. Many are likely to switch jobs up to 10 times before the age of 35.

This generation also expects employers to demonstrate genuine commitments to social and environmental causes. Over half of Gen Z candidates research a company’s sustainability practices before accepting a job, and a significant number have changed jobs due to climate concerns. They want a voice in shaping the future of their organizations and seek platforms where they can challenge the status quo and contribute meaningfully.

Generation Alpha: The Next Wave of Innovation

Following closely behind is Generation Alpha – children born between 2010 and 2024, primarily to Millennial parents. Expected to be the largest generation in history, with over 2 billion individuals globally, Gen Alpha will enter the workforce in the next decade with a radically different set of experiences and expectations.

Having grown up during the COVID-19 pandemic, many Gen Alphas began their education online, making digital learning second nature. This early exposure to technology will likely lead them to specialize earlier in their careers, gravitating toward niche roles – many of which don’t yet exist.

Innovation will be a core trait, and employers who offer opportunities for job crafting and creative exploration will be especially attractive to this cohort.

Gen Alpha’s social interactions are predominantly digital. A significant portion prefers online communication over in-person interaction, a trend that will likely extend into their professional lives. They will expect seamless digital networking and collaboration across time zones, making global teamwork a norm rather than an exception.

Recognition and validation will also play a critical role in retaining Gen Alpha talent. Growing up in a world of likes and shares, they will respond well to structured recognition and reward systems that affirm their contributions and foster a sense of belonging.

Bridging the Generational Divide

As Gen Z continues to rise and Gen Alpha begins to emerge, HR leaders face the challenges – and opportunities – of integrating a multigenerational workforce. This includes five generations working side by side, each with unique strengths and communication styles.

Creating intergenerational harmony is essential. Gen Z’s digital fluency can be a valuable asset to older, less tech-savvy colleagues, while experienced employees can mentor younger workers, sharing institutional knowledge and professional wisdom.

Notably, some Gen Zs are already in managerial roles, sometimes leading teams that include older generations. This dynamic requires thoughtful leadership development and inclusive workplace cultures that value diverse perspectives.

Looking Ahead: A Call to Action for HR

Every generation leaves its mark on the workplace. From Baby Boomers to Millennials, each has redefined norms and expectations. Gen Z and Gen Alpha are no different—but their impact may be even more profound due to the pace of technological change and the global challenges they face.

To prepare, HR professionals must:

• Embrace flexibility in work arrangements and career development.
• Invest in digital infrastructure that supports global collaboration and remote work.
• Prioritize sustainability and social responsibility in employer branding.
• Foster inclusive cultures that support intergenerational learning and leadership.
• Design recognition systems that resonate with younger workers’ values.

By understanding and adapting to the needs of Gen Z and Gen Alpha, organizations can not only attract top talent but also build a more innovative, resilient, and future-ready workforce.

If you would like to discuss how we can help you Integrate Gen Z and Gen Alpha into YOUR workplace, please get in touch with us today! Or, if you need some instant and tailored advice, feel free to set up a meeting with one of our seasoned HR consultants through our OrgShakers CL!CK service.

The UK’s climb to 22nd place in the 2025 Coursera Global Skills Report marks a significant improvement in our national skills proficiency – a huge leap from 45th position a year ago!

For HR professionals and business leaders alike, this is both welcome news and a reminder of the urgent, ongoing work required to future-proof our workforce.

Drawing on data from over 170 million learners across 100+ countries, Coursera’s annual report provides a unique lens into how individuals are developing skills through the platform’s 350+ university and industry partners. While the UK’s improved ranking now places them ahead of leading economies such as the USA and China, it also reveals how dynamic the global skills landscape is, and how quickly others are adapting.

One of the most striking trends shaping this evolution is the explosion in demand for advanced digital capabilities. According to the World Economic Forum’s Future of Jobs Report 2025, the UK has seen a 319% increase in roles for Big Data Specialists and a 151% rise in demand for AI and Machine Learning Specialists in the past year alone. Meanwhile, 85% of UK employers anticipate becoming fully AI-driven by 2028, with 75% predicting that generative AI (GenAI) will significantly reshape their operations within five years.

This shift is already impacting recruitment, L&D strategies, and long-term workforce planning. Organizations are seeking agile, tech-savvy talent who can adapt quickly and embrace new tools, but this requires not only upskilling current employees but also a strategic re-evaluation of how to attract and grow future talent.

OrgShakers’ Founder and CEO David Fairhurst, who is a former Commissioner for the UK Commission for Employment and Skills, welcomes the UK’s upward movement in the global rankings. Reflecting on his time appointed by the government from 2011 to 2015, he commented:

“This progress is a testament to the incredible resilience and adaptability of the UK workforce. During my time as Commissioner, we consistently emphasised the importance of aligning skills development with the future needs of the economy. It’s encouraging to see that message starting to bear fruit. But now is the time to accelerate, not ease off. If we want to lead in the age of AI, we must continue investing in people, technology, and inclusive access to lifelong learning.”

David’s insight echoes what many HR leaders are recognising: the skills transformation journey isn’t just about catching up, it’s about staying ahead. The rapid advancement of GenAI and emerging technologies means the bar is constantly rising. As AI reshapes roles, we need to think beyond technical skills and foster adaptive thinking, collaboration, and ethical decision-making.

At a time when productivity growth and global competitiveness are under scrutiny, skills development isn’t just an HR issue – it’s a national imperative. The good news? We’ve proven that with focus and commitment, progress is very much possible!

The challenge now is to sustain this momentum and ensure no one gets left behind.