As the workplace continues to evolve post-pandemic, a notable shift is occurring in what defines effective leadership. Technical expertise and hard skills still matter, but they are no longer enough. Increasingly, success hinges on soft skills – empathy, adaptability, emotional intelligence and vulnerability. These “power skills” are becoming essential, particularly with Generation Z entering the workforce with fresh expectations around wellbeing, transparency and purpose.

Traditionally, hard skills were seen as more valuable, often because they appear more measurable and difficult to acquire. Yet, soft skills are far from simple. They are fluid, context-dependent and deeply human. They require constant development and self-awareness, and when applied well, they can dramatically reshape how teams function and how individuals lead.

A 2024 report from the McKinsey Global Institute predicts a 24 percent increase in the demand for social and emotional skills by 2030. Emotional competence, once considered optional, is now directly linked to better decision-making, higher employee engagement and improved team performance. Leaders who embrace these capabilities are better positioned to respond to the complex, people-centered challenges of today’s workplace.

Gen Z’s New Expectations

Generation Z is accelerating this shift. Having grown up with social media and digital transparency, Gen Z employees tend to value authenticity and purpose over hierarchy and titles. Deloitte’s 2025 Global Gen Z and Millennial Survey revealed that fewer than 6 percent of Gen Z workers prioritize leadership roles in the traditional sense. Instead, they seek environments that allow them to lead with meaning, maintain personal wellbeing and contribute to social good.

This generation is entering the workforce at a time when many traditional management structures are strained. Burnout among middle managers is widespread – 71 percent report feeling exhausted – raising valid concerns for younger workers about whether leadership is worth pursuing. Gen Z sees managers stuck between translating executive demands and supporting teams without adequate resources, recognition or authority. It’s no wonder they are skeptical of climbing the same ladder.

Yet, they are not rejecting leadership altogether. Gen Z is highly entrepreneurial. The 2023 Rose Review of Female Entrepreneurship reported a 24 percent increase in incorporated businesses founded by women aged 16 to 25 over a four-year period. Rather than chasing formal titles, Gen Z wants to lead on their own terms—autonomously, ethically and with impact.

Rethinking the Managerial Role

For HR professionals, this presents both a challenge and an opportunity. The traditional management model is not just uninspiring to Gen Z—it’s unsustainable for everyone. By redesigning what it means to manage, organizations can better align with modern values and improve performance across generations.

One of the most effective steps is to strip away administrative tasks that add little value. Auditing managerial responsibilities and automating where possible gives leaders the time and space to focus on people, not paperwork.

Providing genuine flexibility – beyond remote or hybrid setups – allows teams to create their own working rhythms, boosting both wellbeing and productivity.

Equally important is structured support. Research from the AllBright Future of Work report found that middle managers with strong peer networks report 40 percent less burnout. Building these networks creates psychological safety and reduces isolation, especially in roles with high emotional load.

Developing Soft Skills Proactively

Developing leadership capabilities should start well before someone is promoted. Emotional intelligence, setting boundaries, and navigating difficult conversations are not innate – they must be taught and practiced. The 2025 AllBright report also found that 56 percent of women want urgent development in leadership and management skills, viewing them as vital to career advancement.

Soft skills gaps are particularly pronounced in Gen Z. A 2024 study by the British Council revealed that 70 percent of employers perceive Gen Z graduates as lacking interpersonal and communication competencies. This finding is echoed globally: a recent scoping review of employer expectations found that communication, teamwork and adaptability are among the most sought-after but often underdeveloped skills in younger professionals.

Addressing these gaps doesn’t mean dismissing Gen Z as unprepared – it means offering them the structured mentorship and experiential learning they often missed during formative years impacted by the pandemic. Harvard research shows that mentorship can boost earnings and job readiness by as much as 15 percent for young adults.

Embedding Wellbeing and Purpose into Leadership

To attract and retain Gen Z talent, wellbeing must be built into leadership culture—not just offered as a perk. That includes setting measurable goals around manager wellbeing and rewarding those who model sustainable work habits. It also involves helping managers connect their work to a clear sense of purpose, which can make even routine tasks feel more meaningful.

Offering ‘leadership light’ roles—projects or teams that allow emerging leaders to gain experience without full accountability – can also provide low-risk entry points into management. These stepping-stone roles allow Gen Z to develop confidence and skills before taking on larger responsibilities.

Ethical and transformational leadership styles are especially effective. Research shows that when Gen Z sees leaders acting transparently, making values-driven decisions and involving teams in problem-solving, engagement and performance rise significantly. Trust, openness and shared purpose are not luxuries – they are prerequisites for modern leadership.

A Moment for Transformation

The growing emphasis on power skills is more than a generational trend—it’s a structural change in how leadership must function. As emotional intelligence and vulnerability move to the forefront, HR professionals are in a position to design leadership pathways that are not only more inclusive but also more effective.

By rethinking the role of the manager, developing soft skills early and embedding wellbeing into everyday practices, organizations can meet the needs of Gen Z and strengthen their workforce as a whole. The goal isn’t to make young people adapt to outdated models but to transform those models to unlock their creativity, passion and potential. In doing so, we create environments where every generation can thrive.

In today’s evolving workplace, where employee expectations are shifting and retention is more critical than ever, one leadership trait is emerging as a powerful differentiator: approachability.

Far from being a soft skill or a sign of weakness, approachability is now recognized as a strategic asset that drives employee engagement, loyalty, and performance. So, for HR professionals, cultivating and supporting approachable leadership is no longer optional – it’s essential.

Why Approachability Matters

Recent research underscores a longstanding and compelling truth: employees don’t leave companies – they leave managers.

According to SHRM’s 2024 Talent Retention Report, dissatisfaction with leadership and toxic work environments were among the top reasons employees quit, ranking higher than compensation. Conversely, a positive culture, strong leadership, and work-life balance were cited as the most influential factors in why employees choose to stay.

Forbes’ 2025 analysis echoes this, revealing that companies with high retention rates – such as Southwest Airlines and NVIDIA – share a common thread: leaders who foster trust, transparency, and personal connection. These organizations prioritize psychological safety, shared purpose, and meaningful relationships, all of which are nurtured through approachable leadership.

The Core Elements of Approachability

Approachability in leadership can be cultivated through intentional behaviors and cultural practices. Here are the key components:

1. Breaking Down Hierarchies

Simple gestures like greeting employees by name, making eye contact, and engaging in casual conversation can significantly enhance a leader’s accessibility. Leaders who consistently recognize their team members are 63% more likely to retain them. These small acts signal that people matter and help dismantle the invisible walls that often separate leadership from staff.

2. Authentic Connection

Knowing your team goes beyond job titles. Great leaders ask open-ended questions, show genuine interest in employees’ lives, and share their own experiences – including failures. This mutual vulnerability fosters trust and encourages open communication. Harvard research confirms that asking questions increases likability and strengthens interpersonal bonds.

3. Open-Door Mindset

An open-door policy – both literal and figurative – invites dialogue and signals that leaders are available and willing to listen. This accessibility helps surface issues early, reduces the risk of miscommunication, and builds a culture of transparency.

4. Nonverbal Communication

Body language plays a crucial role in approachability. Relaxed posture, nodding, smiling, and maintaining eye contact all contribute to a welcoming presence. Leaders must be mindful of how their physical demeanor aligns with their verbal messages.

5. Feedback and Self-Awareness

Approachable leaders actively seek feedback on how they are perceived, especially under stress. This self-awareness helps close the gap between intention and impact, ensuring that assertiveness is not mistaken for unavailability.

6. Trust and Ethical Leadership

Trust is the foundation of approachability. Leaders must handle sensitive information with integrity and demonstrate consistent, ethical behavior. When employees trust their leaders, they are more likely to engage, innovate, and stay.

The Business Case for Approachability

The benefits of approachable leadership extend beyond employee satisfaction. Gallup’s 2024 report found that engaged employees are 87% less likely to leave their organizations. Moreover, companies that invest in leadership development and employee experience outperform their peers in productivity, innovation, and financial performance.

SHRM’s 2025 predictions highlight that employee experience is becoming a strategic edge, with organizations moving beyond engagement metrics to focus on holistic wellbeing. Approachability is central to this shift, as it directly influences how employees experience their workplace on a daily basis.

Practical Strategies for HR Leaders

To embed approachability into leadership culture, HR professionals can:

• Train leaders in emotional intelligence and communication skills.
• Encourage regular check-ins and informal conversations.
• Implement mentorship and peer coaching programs.
• Promote transparency in decision-making and feedback loops.
• Recognize and reward inclusive, empathetic leadership behaviors.

Conclusion

Leadership is a competitive advantage. It’s not about being everyone’s friend – it’s about being present, human, and trustworthy. HR leaders have a pivotal role in shaping this culture by equipping managers with the tools and mindset to lead with openness and empathy. By championing approachability, organizations can build workplaces where people don’t just stay – they thrive.

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

In today’s rapidly evolving workplace, Emotional Intelligence (EQ) has emerged not as a “nice to have,” but as a critical business imperative. Once dismissed as a soft skill, EQ is now recognized as a foundational capability for leadership, innovation, resilience, and organizational performance. For HR professionals, understanding and leveraging EQ is essential to building empowered, adaptable, and high-performing teams.

Why Emotional Intelligence Matters More Than Ever

The World Economic Forum’s Future of Jobs 2023 report placed emotional intelligence among the top 10 most important skills for the future of work. As organizations navigate the complexities of hybrid work, AI integration, and generational diversity, EQ enables leaders and employees to manage change, foster collaboration, and maintain psychological safety.

Recent research underscores this shift. A 2025 systematic review published in Canadian Psychology found that emotional intelligence significantly enhances collaborative problem-solving by improving team cohesion, trust, and performance. Moreover, EQ moderates the effects of team diversity, helping diverse groups work more effectively together.

In the age of AI, EQ is also a key differentiator. While machines excel at data processing, they lack the nuanced understanding of human behavior. EQ enables employees to “read the room,” adapt communication styles, and build rapport—skills that are increasingly valuable as automation reshapes job roles.

The Business Case for EQ

EQ is not just about interpersonal harmony—it drives tangible business outcomes:

• Innovation Premium: Organizations with emotionally intelligent leaders are more likely to foster cultures of empowerment, risk tolerance, and psychological safety—key ingredients for innovation.
• Resilience and Adaptability: EQ supports resilience by helping individuals manage stress, remain composed under pressure, and stay focused on solutions rather than blame.
• Performance and Retention: TalentSmart research shows that individuals with high EQ earn an average of $29,000 more annually than their lower-EQ peers. Additionally, 75% of managers use EQ as a criterion for promotions and salary increases.

EQ in Action: Building Resilient, High-Performing Teams

The traits that define emotionally intelligent teams—candor, resourcefulness, empathy, and humility—are also the hallmarks of resilient organizations. These teams engage in open dialogue, support one another, and collaborate effectively under pressure. As highlighted in Harvard Business Review, such characteristics are essential for navigating uncertainty and driving sustained performance.

Moreover, EQ is the “delivery system” for IQ. It enables individuals to apply their cognitive abilities more effectively by regulating emotions, communicating clearly, and responding constructively to feedback. This is especially critical in leadership, where the ability to motivate, empathize, and inspire is often more impactful than technical expertise alone.

EQ Is Measurable and Developable

Contrary to the belief that EQ is innate, decades of neuroscience research confirm that it can be developed throughout life. Brain plasticity allows individuals to build new emotional and behavioral patterns through deliberate practice and coaching. Tools like the EQ-i 2.0 assessment provide actionable insights into areas for growth, enabling HR professionals to design targeted development plans.

Effective EQ development involves:

• Empathy: Understanding others’ perspectives and responding with compassion.
• Self-regulation: Managing impulses and maintaining composure.
• Self-awareness: Recognizing and understanding one’s emotions and their impact.
• Social skills: Building rapport, resolving conflicts, and fostering collaboration.
• Motivation: Cultivating a drive to achieve and a commitment to goals.

The HR Imperative

For HR leaders, embedding EQ into talent strategies is no longer optional. It should inform recruitment, leadership development, performance management, and organizational culture initiatives. EQ coaching, peer feedback, and experiential learning can all play a role in cultivating emotionally intelligent workplaces.

As AI continues to transform the nature of work, the human skills that EQ encompasses—empathy, adaptability, and ethical judgment—will only grow in importance. Investing in EQ is not just a strategy for individual growth; it’s a blueprint for organizational resilience and competitive advantage.

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

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 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!

In the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

For HR professionals tasked with fostering high-performing, healthy workplaces, a new paradigm is gaining traction: the 85-15 rule.

Rethinking Peak Performance

The 85-15 rule proposes that individuals should operate at approximately 85% of their capacity, reserving the remaining 15% for recovery, adaptability, and personal wellbeing.

Far from promoting laziness or underperformance, this approach is rooted in the science of optimization and sustainability.

The concept draws inspiration from elite athletes like Olympian Carl Lewis, who trained and competed with the philosophy of not exhausting himself completely. His coach believed that holding back slightly allowed for better pacing, form, and endurance—principles that translated into nine Olympic gold medals.

Similarly, actor Hugh Jackman has cited this rule as a key to maintaining longevity and excellence in his career.

The Science Behind the Strategy

Research supports this approach. A 2019 study found that learning and performance peaked when individuals operated at about 85% difficulty. This “zone of proximal difficulty” aligns with long-standing psychological theories that suggest optimal growth occurs when tasks are challenging but not overwhelming.

This balance is not just about avoiding burnout—it’s about creating the conditions for continuous improvement.

When employees are pushed to their absolute limits, the risk of errors, disengagement, and mental fatigue increases. Operating at 85% allows room for reflection, creativity, and resilience.

Implications for the Workplace

For HR leaders, the 85-15 rule offers a compelling framework for shaping workplace culture and expectations. Encouraging employees to maintain a sustainable pace can lead to:

• Reduced burnout: With over 40% of workers in the US and UK reporting burnout, it’s clear that the “always-on” culture is taking a toll. The 85-15 rule helps normalize the idea that it’s okay—not just acceptable, but wise—to preserve energy.
• Improved consistency: Employees working at a sustainable pace are more likely to produce consistently high-quality work, rather than peaking and crashing.
• Enhanced wellbeing: By keeping some energy in reserve, employees are better equipped to manage responsibilities outside of work, from caregiving to personal development.
• Greater retention: A workplace that values balance and mental health is more likely to retain top talent in a competitive market.

From Theory to Practice

Implementing the 85-15 rule doesn’t mean lowering standards—it means redefining them.

HR professionals can lead this shift by:

• Promoting realistic workloads and discouraging overwork as a badge of honor.
• Encouraging regular breaks, time away from screens, and flexible scheduling.
• Training managers to recognize signs of burnout and support sustainable performance.
• Fostering a culture where rest and recovery are seen as integral to success, not obstacles to it.

A Strategic Shift for the Future of Work

As the nature of work continues to evolve, so too must our understanding of what drives performance. The 85-15 rule offers a forward-thinking, evidence-based approach that aligns with the needs of modern employees and the goals of progressive organizations.

For HR professionals, embracing this mindset is not just about protecting employee wellbeing—it’s about unlocking long-term productivity, creativity, and engagement.

In a world that often demands more, the smartest move might just be doing a little bit less—on purpose

If you would like to discuss how we can help coach the 85:15 rule in your workplace, please get in touch with us at: hello@OrgShakers.com.

The days of one-size-fits-all training are rapidly fading. In a world where skills become outdated in months—not years—organizations are turning to AI-powered learning and development (L&D) strategies to keep their teams sharp, agile, and future-ready. And the impact isn’t just incremental—it’s transformational.

Traditional L&D models have long relied on static content, mass webinars, and annual compliance training delivered uniformly across job roles and experience levels. But with the integration of AI, learning is becoming far more dynamic, intelligent, and personal. Adaptive learning systems now tailor content based on individual skill gaps, preferred learning styles, and career aspirations. Whether it’s a junior analyst needing support in core technical areas or a senior manager preparing for strategic leadership, AI ensures that every learning moment is relevant and impactful.

This evolution extends beyond personalization. AI-driven predictive analytics are helping organizations look ahead, forecasting which roles are most at risk of becoming obsolete, identifying skill gaps before they become business risks, and highlighting which individuals are ready for advancement or targeted development. This forward-looking capability shifts L&D from being a reactive cost center to a strategic growth engine—one that aligns tightly with organisational priorities and workforce planning.

Crucially, AI agents are now playing a hands-on role in learning delivery. These intelligent systems act as personalized learning coaches, recommending content based on performance and goals, setting development milestones, and offering well-timed nudges to encourage continuous microlearning. In many cases, AI agents go further—guiding individuals through simulated workplace scenarios such as conflict resolution, leadership challenges, or high-stakes decision-making. It’s immersive, immediate, and deeply relevant.

The business benefits are already clear. Organizations that embrace AI in their learning strategies are experiencing faster onboarding, improved engagement with training platforms, and stronger retention through continuous, self-directed development. But perhaps the greatest shift is in how employees themselves experience learning. No longer a mandatory tick-box exercise, learning becomes a personal growth journey—one that meets individuals where they are, and grows with them as their roles evolve.

It’s important to note that AI is not replacing L&D professionals—it’s augmenting their capacity. With AI managing the heavy lifting—tracking progress, personalizing learning, and analyzing results—L&D teams are freed to focus on higher-value priorities such as leadership coaching, cultural transformation, and embedding behaviors that drive long-term performance.

As AI continues to advance, learning will increasingly become embedded in the flow of work—intuitive, data-informed, and seamlessly integrated into day-to-day experiences. In this new era, the question for organizations is not whether to adopt AI in their L&D strategy, but how quickly they can adapt to leverage its full potential.

For organizations ready to explore how AI can elevate their learning and development strategy, the team at OrgShakers would be happy to advise.

In today’s dynamic world of work, reducing turnover and improving employee retention remain top priorities for HR leaders.

But as the workforce evolves, so too must our strategies. One of the most promising approaches to retention is embracing the rise of non-linear career paths … or what some now call “squiggly careers”.

The term “squiggly career” was coined by Helen Tupper and Sarah Ellis in their book of the same name, to describe a career that rejects the rigid, upward-only corporate ladder in favor of a more flexible, exploratory journey. It’s a career full of change, challenge, and opportunity – where professionals are encouraged to grow in multiple directions, not just climb.

For HR professionals, this shift presents both a challenge and an opportunity: how can organizations retain top talent in a world where career paths are no longer straight lines?

The answer lies in creating “squiggle room” – intentional space within roles and organizations that allows employees to explore, evolve, and thrive without needing to leave.

Why Non-Linear Careers Are Gaining Ground

Several powerful trends are fueling the rise of squiggly careers:

• Longer Working Lives: With people potentially working into their 70s, the idea of staying in one role or industry for 40+ years is increasingly unrealistic – and uninspiring.
• Shifting Work Values: The pandemic reshaped how people view work. A Gartner survey found that 65% of employees now prioritize meaning, flexibility, and personal growth over traditional advancement.
• Rapid Workplace Evolution: As technology transforms industries, today’s in-demand skills may be obsolete tomorrow. This has led to a rise in skills-based hiring and greater openness to career switchers.

These shifts are especially pronounced among younger generations. One study found that Gen Z is 53% more likely to pursue an unconventional career path, showing far less anxiety about abandoning the traditional ladder.

The Business Case for Squiggle Room

From an employer’s perspective, encouraging squiggly careers might seem risky. After all, doesn’t that mean employees are more likely to leave?

In fact, the opposite is true.

When organizations create squiggle room – space for employees to explore new skills, take on different responsibilities, or even pivot within the company – they reduce the need for talent to look elsewhere. This approach not only boosts engagement but also builds a more resilient, adaptable workforce.

Here’s how squiggle room supports retention and performance:

1. Alignment with Purpose: Non-linear paths allow employees to align their work with their evolving values and interests. This alignment is critical for long-term satisfaction—especially when we spend over 90,000 hours of our lives working.
2. Growth Through Diverse Experiences: Encouraging employees to explore different functions or projects fosters richer development and cross-functional collaboration. It also helps build a workforce with broader, more versatile skill sets.
3. Resilience Through Adaptation: Life isn’t linear—and neither are careers. Whether it’s a health issue, caregiving responsibility, or a desire for change, squiggle room allows employees to adapt without exiting the organization.

How to Build Squiggle Room Into Your Culture

Creating a culture that supports squiggly careers doesn’t require a complete overhaul. Here are practical ways HR leaders can start:

• Encourage Job Crafting: Allow employees to shape their roles around their strengths and interests. This might mean adjusting responsibilities, exploring side projects, or integrating personal passions into their work.
• Support Internal Mobility: Make it easy for employees to move laterally, not just upward. Promote internal gigs, secondments, or cross-functional shadowing opportunities.
• Invest in Transferable Skills: Offer training in soft skills like communication, leadership, and problem-solving—skills that transcend roles and industries and empower employees to grow in multiple directions.
• Redefine Success: Move beyond traditional metrics like titles or tenure. Recognize and reward creativity, collaboration, and personal growth as valid markers of success.

A Culture That Welcomes the Squiggle

The data is clear: 54% of workers say they would leave a job if they didn’t feel they belonged. Squiggle room fosters a culture of inclusion—where people are valued not just for what they do, but for who they are and who they’re becoming.

And it’s not just for the non-linear thinkers. Even those on a traditional path benefit from a culture that accommodates life’s inevitable twists and turns—whether it’s raising a family, managing health, or simply seeking balance.

Final Thoughts

In a world of rapid change and extended careers, the ability to adapt, pivot, and reinvent isn’t just a nice-to-have—it’s essential. By embracing squiggly careers and building squiggle room into your organization, you’re not just retaining talent. You’re empowering people to grow with you, not away from you.

The future of work isn’t linear. It’s squiggly—and that’s a good thing!

To discuss how we can help you create a squiggly culture in your workplace to improve retention rates, please get in touch with us.

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.