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!

There has long been a disconnect between the immense value midlife employees can offer and the actual opportunities available to them. That’s why the recent announcement by the French government – a national campaign to boost employment for workers over 50 – feels both revolutionary and long overdue.

France’s labor minister, Astrid Panosyan-Bouvet, captured it perfectly:

“The underemployment of the over-50s is a real economic, human, and social waste.”

She’s right, and not just economically, but socially and ethically too.

France is tackling the issue head-on with three interlinked priorities: changing attitudes, policy, and practice.

1. Changing Attitudes
   A nationwide communication campaign will launch to challenge age-related stereotypes and promote the career stories of older workers. What’s especially encouraging is the emphasis on visibility for older women, who are an often doubly marginalised group in the labour market. This isn’t just feel-good PR, but a necessary cultural shift to remind employers that experience is not a liability – it’s an asset.
2. Changing Policy
   Legislation is coming in June to support these goals. The bill will include mid-career interviews, more flexible end-of-career arrangements, and a new ‘Experience Enhancement Contract’ to support jobseekers over 60. These are tangible steps that give structure to what has too often been overlooked in other countries.
3. Changing Practice
   France Travail (formerly Pôle Emploi) will provide personalised support, training and retraining opportunities under the Atout Seniors programme, which is being rolled out nationwide. It’s practical, local, and human-centred, which is exactly the kind of approach need if we want to see real change.

For the US, UK, and many other countries with ageing populations, this initiative should serve as both a wake-up call and a blueprint.

We already know the demographics: people are living and working longer. And yet, many over-50s face diminishing prospects despite their wealth of experience. That’s not just a personal tragedy, it’s an economic misstep. If other countries are serious about addressing productivity gaps, skills shortages and even social inequality, integrating older workers into the heart of their talent strategy is essential.

Whilst employers bide their time for similar action to take place in their countries, they must be leading the charge for this inclusivity initiative in their own organizations. This means auditing recruitment processes for age bias, actively offering mid-career development plans, and endeavouring to create flexible paths to retirement that support contribution rather than exit.

France’s campaign is bold, pragmatic, and above all, it’s hopeful. OrgShakers prides itself on being a company that is age inclusive – so much so that half of our team are midlife workers – and so with firsthand experience of these inclusive practices, we are experts in helping companies cease the opportunities that this group of untapped talent can provide. If you would like to discuss just how we can help you do this, please get in touch with us today!

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

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

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

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

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

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

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

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

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

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

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

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

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

In 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.