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 A 2024 Deloitte report found that 45% of employees and 42% of HR leaders believe job roles and descriptions are outdated.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!

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.

Let’s be honest. You’re not just screening candidates anymore. You’re screening AI personas.

It starts with the CVs. Clean, keyword-optimised, flawlessly tailored for your job spec…and 100% ChatGPT’d.

Then come the interviews. Confident, articulate, and oddly perfect answers. When you dig a little deeper, you realise they’ve been rehearsed, regurgitated, and rewritten by tools you have never even heard of.

And here’s where it gets weirder…

Some of us have already faced that unsettling feeling that something is off. The person on the video call isn’t reacting quite right. The voice sounds modulated, and the background looks too perfect. Because you are not just assessing skills anymore – in some instances, you are checking if the candidate is even real to begin with. And if you think this sounds absurd, already 17% of hiring managers in the US have encountered candidates using deepfake technology in video interviews.

And it’s not just deepfakes to be aware of now – candidates are using AI-generated headshots, voice modulators with pitch perfect, coached answers and having AI take personality tests in their place to ensure that their ‘personality’ aligns with the company they are looking to work for.

So, what does this mean for employers?

The rise of AI-enhanced applicants presents a whole new challenge: authenticity.

Recruiters have always looked for the candidate with the right blend of skill, experience, and cultural alignment. But when AI can craft perfect personas on demand, the traditional markers of competence are significantly distorted.

And this isn’t just about fraud, it’s about trust. If candidates are outsourcing their personalities to pass certain employment filters, are companies really hiring people, or hiring their algorithms?

In this new age of AI, employers need to be considering new ways of screening potential candidates:

• Rethink the CV – considerplacing less weight on static documents and instead start investing in task-based assessments and work simulations that are harder to fabricate.
• Double Down on Live Interactions – true AI avatars still struggle with nuance. Use video calls, unscripted follow-ups, and unpredictable questioning to get closer to real responses.
• Embrace the Tools, but Stay Human – yes, AI can help us too – in pattern recognition, in reducing bias, in automating screening processes, and so on. But human intuition still matters more than ever in this increasingly digital world.
• Update your Ethics and Policies – what is your stance on AI-enhanced applications? Where’s the line between smart prep and dishonest presentation? Now would be the time to create clear definitions and distinctions surrounding this, as right now, the waters are still somewhat murky.

The AI application isn’t a threat to employers, but it is a wake-up call. We are now entering into an era where authenticity is becoming a currency, and in this world, the best recruiters won’t just process managers, they will also be truth detectives.

If you would like to discuss how we can help your company create a robust hiring process that takes the everchanging landscape of AI into account, please get in touch with us today!

In today’s rapidly evolving talent landscape, traditional hiring practices are under increasing scrutiny.

The résumé, once the cornerstone of recruitment, is being challenged by more dynamic, skills-based approaches. At the same time, artificial intelligence (AI) is reshaping how organizations identify and evaluate candidates.

For HR professionals, this dual shift presents both opportunities and challenges.

Understanding how to balance innovation with human insight is key to building a more effective, inclusive, and future-ready hiring process.

The Decline of the Résumé and the Rise of Skills-Based Hiring

Research by TestGorilla reveals a growing consensus among employers and employees: 70% believe skills-based hiring is more effective than relying on résumés.

This shift is driven by the limitations of traditional résumés, which often fail to accurately reflect a candidate’s true capabilities.

Employers report difficulties in verifying résumé accuracy, assessing actual skills, and ranking candidates effectively.

Skills-based hiring offers a compelling alternative. By using cognitive ability tests, role-specific assessments, and work samples, organizations can evaluate candidates based on what they can do, not just what they claim to have done.

This approach not only improves hiring accuracy but also broadens access to diverse talent pools, helping companies move beyond degree inflation and traditional credentialism.

Moreover, hiring based on demonstrated ability reduces the risk of costly mis-hires – estimated to range from five to twenty-seven times an employee’s annual salary. While experience and qualifications still matter, integrating skills assessments into the hiring process can yield more reliable and economically sound outcomes.

The Double-Edged Sword of AI in Recruitment

While skills-based hiring is gaining traction, AI is also becoming a dominant force in recruitment. AI-powered Applicant Tracking Systems (ATS) promise efficiency by scanning résumés for keywords and qualifications. However, this automation comes with significant caveats.

Many recruiters lack a deep understanding of how AI works, leading to overreliance on tools that are far from infallible. ATS systems often miss qualified candidates simply because their résumés don’t contain the “right” keywords. These systems struggle with context, nuance, and potential – qualities that human recruiters are better equipped to recognize.

AI also inherits the biases present in its training data. If a company’s historical hiring practices favored certain demographics or educational backgrounds, the AI will likely replicate those patterns, perpetuating inequality. This can undermine diversity efforts and reinforce systemic barriers.

Another major concern is the opacity of AI decision-making. Often described as a “black box,” AI tools provide little insight into how hiring decisions are made. This lack of transparency frustrates candidates and prevents recruiters from offering meaningful feedback – worsening an already strained candidate experience.

Reclaiming the Human Element

Despite its capabilities, AI cannot replace human insight in recruitment. It cannot assess soft skills like communication, empathy, or cultural fit – traits that are critical to team dynamics and long-term success. Nor can it understand the context behind a résumé gap or the unique journey of a non-traditional candidate.

Overreliance on AI risks turning hiring into a mechanical process, where individuality is lost and authenticity is sacrificed. Candidates feel pressured to conform to algorithm-friendly formats, leading to generic applications that obscure true talent and creativity.

To counter this, HR professionals must strike a balance. AI should be a tool that supports, not supplants, human insight. Recruiters need to be educated on AI’s limitations and trained to interpret its outputs critically.

By combining the efficiency of AI with the insight and experience of human recruiters, organizations can create a more holistic and equitable hiring process.

Conclusion: A Smarter, More Human Future

The future of hiring lies in reimagining recruitment as a skills-first, people-centered process.

By embracing skills-based assessments and using AI responsibly, HR professionals can unlock new levels of talent, reduce bias, and enhance the candidate experience.

As we move forward, the challenge for HR leaders is clear: harness technology without losing humanity.

The most successful organizations will be those that innovate thoughtfully, prioritize potential over pedigree, and never forget that behind every application is a person – not just a profile.

To discuss how we can help optimize the hiring process in your organization, please get in touch with us.

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.

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

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

The Case for Transparency

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

The Challenges to Consider

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

A Balanced Approach: The Hybrid Model

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

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

Final Thoughts

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

How HR Leaders Can Accelerate Internal Mobility

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

Here’s how:

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

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

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

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

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

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

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