In the midst of leading a large-scale downsizing project, I have seen firsthand the critical difference a high-EQ (Emotional Intelligence) approach makes during redundancy conversations.

I have been handling multiple outplacement meetings on behalf of a client organization undergoing significant transformation. The feedback we’ve received? Unanimously positive – despite the challenging circumstances.

But what makes a high-EQ outplacement process so impactful?

Redundancy is never easy. For those being let go, it’s a moment of vulnerability, fear, and sometimes anger. For those left behind, it’s often a mix of confusion, guilt, and anxiety – so much so that one survey found that 74% of employees who kept their jobs after layoffs said their productivity declined. Emotions run high on both sides, and without care and compassion, an organization can severely damage its morale and its employees’ engagement.

This is where emotional intelligence comes in. When done well, emotionally intelligent redundancy conversations don’t just soften the blow – they preserve dignity, foster trust, and protect company culture.

In this particular project, we have seen how involving an external team can help lighten the emotional load. Managers within the business – many of whom are having redundancy conversations for the first time in their careers – found it deeply difficult. The emotional toll of delivering such news to a long-time colleague or friend cannot be understated.

Outsourcing these conversations to an external, neutral party offers benefits for both the departing employee and the internal team. The individual being made redundant can direct their frustration or sadness to a neutral third party, rather than someone they work closely with. Consultants trained in emotional intelligence are also better equipped to stay composed, read non-verbal cues, and steer conversations away from blame and toward constructive closure.

A high-EQ facilitator will know that tone, timing, and language matter. It’s about more than just the words you say, but how you say them, how you listen, and how you respond to unspoken emotional cues. You must notice when someone’s voice catches, or when their shoulders stiffen, and you must respond with empathy, not platitudes.

This is why I am constantly encouraging my team to reflect on their delivery. Do they sound scripted? Nervous? Detached? These micro-signals can be deeply off-putting to someone receiving life-altering news. I also highly recommend roleplay, trial and error, and constant reflection to build skill and confidence in emotionally intelligent communication, as these will all lend to ensuring those difficult conversations have that oh-so-needed human touch.

In our increasingly AI-assisted workplace, this human skill is more vital than ever. While AI can help draft scripts or talking points, redundancy conversations require EQ, which is a fundamentally human trait.

Another key element of high-EQ redundancy processes is anticipation. Emotionally intelligent leaders think several steps ahead. What phrases could escalate tension? How can we frame information to preserve the employee’s sense of value and dignity?

It’s about maintaining a compassionate tone and controlling the emotional temperature of the conversation. You need to use your head, but also your heart and instinct.

The pandemic accelerated remote working, and today, many redundancy discussions happen via video call. This adds another layer of complexity, as you lose access to much of the body language and subtle social signals that help guide emotional tone. As only a fraction of non-verbal communication comes through a screen, high EQ becomes even more essential.

In an era where employer branding and employee experience are under constant scrutiny, investing in emotionally intelligent outplacement is not just the right thing to do – it’s a strategic imperative. If you would like to discuss how we can help you with this, please get in touch with me at therese@orgshakers.com

Financial well-being programs are no longer a niche employee perk. For employers in both the US and UK, they have become a strategic investment that can improve productivity, reduce absenteeism, and strengthen retention.

As the cost of living continues to squeeze households on both sides of the Atlantic, companies that offer meaningful financial support stand out in competitive job markets. This support goes beyond salary – it’s about equipping employees with tools, resources, and structures that help them manage their money confidently and plan for the future. By prioritising financial wellbeing, businesses can address the root causes of stress that impact performance, while fostering a culture of loyalty and trust.

New tools are introduced to the market to offer instant access to cash interest free mid-month from salaries and more financial wellbeing benefits are being launched globally, in this article we explore the benefits of implementing a financial wellbeing program into your organisation.

Boosting Productivity

Money worries can consume a surprising amount of mental energy during the workday. When employees are distracted by financial stress, they’re less able to focus, make decisions, or produce quality work. Financial wellbeing initiatives — such as debt management guidance, budgeting workshops, or earned wage access — can help to ease those concerns. The result is a workforce that’s more focused and engaged, with a noticeable uptick in productivity.

In both the US and UK, the impact is similar: when workers feel financially stable, they are more likely to apply their full attention to the job in front of them. This isn’t just theory; employers report improvements in project turnaround times, customer service ratings, and innovation when financial stress is reduced. Addressing these stressors gives employees mental clarity, allowing them to shift from a survival mindset to one where they can think creatively and strategically.

Reducing Absenteeism In An Organisation

For businesses, fewer absences mean smoother operations and lower costs associated with temporary cover or lost productivity. UK employers, for instance, may also benefit from reduced Statutory Sick Pay liabilities, while US businesses can avoid overtime costs from covering absent staff. By proactively supporting employees’ financial resilience, companies address a root cause of absenteeism before it escalates into a chronic issue.

How to Improve Employee Retention? Can Financial Wellbeing perks help?

In competitive job markets, salary alone is rarely enough to keep top talent. Employees are increasingly seeking workplaces that value their wellbeing holistically, and financial support plays a key role in that perception. Benefits such as employer-matched savings programs, help-to-save schemes, or financial coaching can be a deciding factor when employees weigh up staying or leaving.

The long-term payoff for businesses is significant. Reduced turnover means less money spent on recruitment and training, and more institutional knowledge retained. For US firms, this can also mean lower unemployment insurance costs; in the UK, it means avoiding the time and expense of recruiting in a candidate-short market. Employees who feel supported financially are more likely to develop long-term loyalty and invest their energy in helping the company succeed.

Strengthening Employer Brand

In an era where employer review sites and social media can quickly shape public perception, offering financial wellbeing programs can significantly boost a company’s reputation. Prospective hires increasingly research how businesses treat their staff, and visible commitments to financial health can tip the scales in your favour. This applies equally in the US and UK, where jobseekers value transparency and genuine care over superficial perks.

An employer brand built on authentic support not only attracts more applicants but also appeals to clients and investors who prioritise ethical business practices. When a company demonstrates it understands and responds to real-world employee challenges, it positions itself as forward-thinking and people-first — a message that resonates far beyond the internal workforce.

Why implement financial well-being programs?

Financial wellbeing programs are not just a compassionate gesture; they are a strategic business tool with measurable benefits.

From boosting productivity to reducing absenteeism and improving retention, these initiatives create a healthier, more resilient workforce. In both the US and UK, the business case is clear: employees who feel financially secure are more engaged, more loyal, and more capable of delivering results. Investing in their financial wellbeing is, ultimately, investing in the success of the organisation.

Thinking of implementing financial well-being programs into your organisation? Contact us today at OrgShakers, the global HR professionals, at hello@orgshakers.com

It’s 8:23 a.m. and the office is slowly coming to life. Some staff arrive flustered, having battled traffic or train delays; others are already on their second coffee, mentally preparing for a day of back-to-back meetings. 

But one team member quietly locks up their bike, cheeks flushed from fresh air, and heads in with a calm, clear mind. 

It’s a small detail, easy to overlook, but it captures something crucial about how we start our working day – and what that means for our performance, wellbeing, and long-term productivity.

These are all things that employers are always trying to improve, but often through the use of complex, system-wide strategies. But sometimes, the biggest impact can come from relatively simple interventions.

One such opportunity is Cycle to Work Day, which offers more than just a prompt for a social media post or a lunchtime ride. Instead, it can act as a catalyst for a broader workplace shift – one that supports employee health and demonstrates that leaders truly understand the evolving needs of their workforce.

Whether to work, to the shops, or for fitness, the benefits of cycling are increasingly well-documented. Regular cyclists take, on average, one fewer sick day per year. That’s not just a wellbeing win, as it also translates to meaningful gains in employee productivity. And when such a small reduction in absenteeism like this can save a business thousands annually, initiatives that encourage healthier daily habits suddenly become strategic assets.

This kind of initiative also taps into another important area of focus: sustainability. As organizations work to meet environmental targets and respond to growing expectations around ethical practice, visibly supporting sustainable travel can strengthen employer branding and contribute directly to their ESG initiatives. Over six million miles have been logged by Cycle to Work Day participants so far, helping to avoid vast amounts of carbon emissions. When an individual switches even one commute a week to a bike, the positive environmental impact adds up fast.

Of course, not every employee is in a position to cycle to work. Some live too far away, and others may have health conditions or caring responsibilities. But this doesn’t mean they can’t engage, as the scheme can be adapted to suit different lifestyles. Remote workers might choose to cycle during their lunch break; others may use the bike for weekend family outings. By broadening how the Cycle to Work initiative is framed, employers can make it more inclusive and more meaningful.

It’s also worth considering accessibility more broadly. Adaptive bikes, electric bikes, and inclusive messaging can ensure that those with disabilities or long-term conditions aren’t excluded from participating. 

Cycle to Work Day may be a single date in the calendar, but its potential impact spans far beyond that. When implemented thoughtfully, the scheme can form a key part of a holistic approach to wellbeing, sustainability, and cultureIf you would like support introducing or enhancing a Cycle to Work programme in your organization, or aligning it more closely with your wider people strategy, please get in touch with us today!

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

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

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

Gen Z’s New Expectations

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

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

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

Rethinking the Managerial Role

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

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

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

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

Developing Soft Skills Proactively

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

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

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

Embedding Wellbeing and Purpose into Leadership

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

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

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

A Moment for Transformation

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

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

On today’s start of Breastfeeding Week, we’d like to take some time to reflect on how we can support nursing parents in workplaces.

This week is about breaking down the stigma on breastfeeding, supporting households during parenthood, plus it is a time for organisations to reflect on how to continue providing support for nursing parents.

The contemporary workforce is evolving, with a growing recognition of the link between employee well-being and organizational performance. For HR professionals, understanding and proactively addressing the needs of working parents, particularly those who are breastfeeding, is a strategic imperative.

With more dual-earner households and women in the workforce, many employees manage complex caregiving responsibilities. Employers recognize the inevitable need for employees to take time away from work for health or family matters.

Employee preferences indicate a strong desire for sustained support; for example, 9 out of 10 job prospects prefer an ongoing childcare subsidy over a $10,000 cash bonus. This highlights that what was once considered a desirable perk is now a fundamental expectation for attracting and retaining top talent.

HR’s role shifts to strategically designing a supportive ecosystem that aligns with modern workforce realities, leveraging the inherent motivation of working parents.

Focus on Workforce Well-being and Parental Challenges

Neglecting employee well-being, especially for those balancing work with significant caregiving responsibilities, incurs substantial costs. Issues like burnout and high attrition translate into measurable financial burdens.

The healthcare sector illustrates this: a 2024/2025 survey showed 61% of nurses experienced extreme job strain, double the average across all occupations. This highlights that unmet employee needs drive talent away.

Neglecting health drains resources; poor health among healthcare workers accounts for 2% of total expenditure. Investing in employee health could unlock $11.7 trillion globally by 2025. Replacing workers typically costs 24-150% of annual wages, up to 213% for high earners. Short-term ‘savings’ from under-investing are quickly dwarfed by the long-term costs of a disengaged, unhealthy, and transient workforce.

Becoming a parent brings significant emotional, physical, and logistical challenges that can impact an employee’s well-being and performance. Research from 2024 indicates 74% of parents faced mental or emotional challenges, with over 4 in 10 experiencing postpartum depression or anxiety in the past three years. 61% reported physical health concerns related to pregnancy, with 50% reporting work-related concerns.

Time management (57%) and guilt (43%) are major challenges for working parents, especially women (50% vs. 38%). Working mothers frequently face work-family conflict.

Despite advances, significant barriers persist for working mothers in career progression due to gender stereotypes. They are more likely to adjust careers for parenting, and childbirth significantly reduces women’s advancement, unlike for men. 40% of the ‘promotion gap’ is explained by differences in working hours. Working mothers report lower career progression satisfaction (76%) compared to fathers (81%).

How to provide Comprehensive Parental Support in the Workplace.

The Power of Paid Parental Leave

Paid parental leave is more than a benefit—it’s a signal of an organization’s values. It helps retain talent, improve productivity, and attract high-caliber employees. When paid leave is offered, especially at full wage replacement, parents are far more likely to return and remain with the same employer. In California, even in lower-income roles, 83% of mothers came back after using paid leave. It’s no surprise that 74% of adults say they prefer living in states with paid family leave policies. And with over 80% of employers now offering it—often at full pay—it’s becoming a standard expectation, not a luxury.

Flexible Work Arrangements

Flexible schedules and remote work options when possible are vital not just for convenience but for dignity. Nearly half of all working parents are seeking greater flexibility to better align with caregiving responsibilities. A four-day workweek is among the most valued options. Data shows productivity improves when families are supported—firms offering paid leave saw a 5% bump in output, while nearly all reported neutral or positive effects on morale and efficiency. Beyond stats, flexibility sends a deeper message: “We trust you.”

Investing in Childcare Solutions

The lack of affordable, accessible childcare remains a silent crisis. In December 2024 alone, 1.3 million workers—mostly women—missed work because of childcare challenges. Over half of working parents report difficulty arranging care, and fewer than 1 in 10 have access to subsidies. Yet the solution is clear: 90% of parents would choose an ongoing childcare subsidy over a large bonus, and most would commit to staying at their job longer if this support were in place. Investing in childcare isn’t just compassionate—it’s strategic.

Centering Mental Health and Emotional Well-being

Parenthood can be overwhelming, isolating, and emotionally taxing—especially when support is lacking. A 2024 study found that 74% of parents encountered emotional or mental health struggles during their parenting journey. Over 40% reported postpartum depression or anxiety. These aren’t isolated cases—they’re systemic indicators that parents need more than wellness webinars. Employers must offer comprehensive, continuous behavioral health support that normalizes the emotional complexity of caregiving and ensures help is readily available, not buried in an app.

Fighting the Stigma Around Working Parenthood

Beyond policies and benefits lies a deeper cultural issue: the stigma attached to parenthood, especially motherhood, in the workplace. Too often, women are viewed as “less committed” when they have children, particularly if they need to leave early, pump milk, or take time off for caregiving. This perception can quietly undermine careers.

But intentional, stigma-free cultures—where parental responsibilities are respected rather than judged—make all the difference. Family-friendly flexible working arrangements have been shown to level the playing field for men and women alike, improving internal promotion rates and reducing gender bias. What’s needed now is not just structure, but solidarity.

Workplace Accommodations for Breastfeeding Parents: Compliance and Best Practices:

Providing appropriate workplace accommodations for employees who are breastfeeding is a legal requirement in some jurisdictions, but more importantly, it’s vital for parental support.

Federally, the PUMP Act (2023) requires reasonable break time and a private, shielded space (not a bathroom) free from intrusion for up to one year after the child’s birth, to support breastfeeding.

For instance, New York State (June 2024) mandates 30 minutes paid break time for breastfeeding, regardless of employer size. New York employers must provide a private room near the work area (not open to others, with a lock or ‘in use’ sign), including a chair, table, light, electrical outlet, and clean water access, for breastfeeding. Refrigerator access for storing breast milk is also required if available.

Colorado’s Act requires reasonable unpaid or paid break time for up to two years after birth, in a private location other than a toilet stall, to support nursing.

Returning to work is a significant barrier for continued breastfeeding, exacerbated by shorter maternity leave, higher workload, and lack of occupational policies.

Conversely, supportive policies, dedicated space, breaks for nursing, and positive coworker/supervisor attitudes facilitate breastfeeding. Notably, ‘nursing benefits’ are offered by 90% of ‘best place for working parents’ businesses in 2024.

Conclusion: Building a Resilient & Fair Workforce

The evolving work landscape demands addressing working parents’ needs, particularly those who are breastfeeding. Organizations investing in comprehensive parental support encompassing thoughtful accommodations for breastfeeding, alongside broader policies like paid leave, flexible work, childcare, mental health services, and equitable career paths are strategically positioning themselves for enhanced talent attraction, superior retention, increased productivity, and greater financial success.

Neglecting employee well-being leads to burnout, attrition, and economic burdens. Parenthood, while motivating, presents challenges that, if unsupported, hinder performance and career progression, especially for women. Strategic policies are essential drivers of retention, productivity and employee satisfaction in the workplace.

Addressing the ‘motherhood penalty’ is crucial for gender equity. Compliance with legal requirements for breastfeeding accommodations is fundamental, but true support fosters well-being and enhances retention. The financial returns are quantifiable, showing improved revenue, profit, and human capital ROI.

HR professionals can champion these initiatives by:

• Conducting Internal Audits: Identify specific gaps in breastfeeding and parental support and benchmark best practices.
• Developing Comprehensive Benefit Packages: Design holistic offerings for breastfeeding and working parents.
• Fostering a Supportive Culture: Cultivate empathy, flexibility, and psychological safety.
• Educating Managers: Train on supporting breastfeeding parents and mitigating biases.
• Measuring Impact: Track policies’ effects on HR and business metrics to demonstrate ROI.

A proactive, evidence-based approach to parental support, particularly for breastfeeding employees, builds a more resilient, engaged, and productive workforce. This strategic investment enhances employee well-being, ensures long-term organizational sustainability, fosters diversity, and provides a significant competitive edge.

The business landscape is undergoing a profound transformation, driven by the accelerating pace of technological change. For human resources professionals, this new environment presents a critical mandate: moving beyond traditional skill-building to champion what’s known as “skills velocity” – the speed at which employees can acquire and adapt to new capabilities. This strategic shift is proving to be a key differentiator for top-performing companies and positions HR to lead organizations into a future defined by AI integration.

In this article, we explore the idea of “replacement” from AI, including the question of “can AI replace HR?”.

We aim to present a different argument, how AI can boost skills velocity within an organisation and how AI might change the HR landscape within a business without introducing changes to recruitment. 

Boosting Skills Velocity with AI

The importance of skills velocity is underscored by the sheer speed of innovation. Recent research highlights that the half-life of professional skills has fallen dramatically, now estimated at around five years. This rapid obsolescence means that the abilities that were valuable just a few years ago may now only retain half their market value. 

Forward-thinking companies, referred to as “pacesetters” recognize this reality and are actively investing in their workforce’s adaptability. These organizations are not only performing well financially, but also demonstrate stronger customer satisfaction, are recognized as leaders in innovation, and have a more resilient employer brand.

For these pacesetting companies, a successful skills strategy is built on six key components:

• AI for Growth, Not Just Efficiency: AI’s true value extends beyond cost-cutting; it’s a tool for boosting innovation and enhancing customer outcomes.
• Continuous Innovation as Standard: Skills development is no longer a one-time event, but an ongoing process that must evolve with the needs of every role.
• Work Redesign for Productivity: Modern organizations are rethinking workflows to better align with skills and capabilities, disrupting traditional hierarchies.
• Talent Density Over Quantity: These companies focus on building teams with complementary, evolving skills, creating a pipeline for employees to move into more advanced roles.
• Change Management for Agility: Pacesetters leverage skills velocity to change quickly and be more agile in the market.
• AI-Powered Systemic HR: These organizations deploy AI-enabled HR systems to bring agility to talent, skilling, and recruiting strategies.

A central theme in this skills-based revolution is the evolving relationship between humans and technology. The introduction of AI has led to concerns about job displacement, with some reports predicting significant job losses. However, a deeper look at the data reveals a more nuanced picture. 

A 2024 study by SHRM found that most organizations using AI are seeing it transform jobs rather than eliminate them, and a McKinsey survey from the same year indicated that organizations that redesign workflows around AI are seeing the most positive impact.

Historically, new technologies have often acted as “co-workers” rather than replacements. The introduction of ATMs in the late 1960s, for example, did not eliminate bank tellers. Instead, it freed them from routine transactions, allowing them to focus on higher-value customer services. This historical parallel provides a powerful framework for understanding the role of AI today. 

As organizations integrate AI tools, they will increasingly look to HR professionals to act as coaches, guiding employees on how to interact successfully with new technology to optimize their abilities.

This new reality requires a new approach from HR. Instead of simply managing talent, HR must become a strategic partner in managing the human-technology co-existence. A 2025 report from the World Economic Forum suggests that while some entry-level jobs are at risk of automation, AI can also democratize access to jobs by making it easier to build technical skills. This presents an opportunity for HR to harness AI as a tool for training the next generation of professionals and ensuring a robust talent pipeline. 

By demonstrating how AI can help employees free up time from administrative tasks for more meaningful work, HR can not only enhance employee morale and productivity but also secure a company’s reputation as an innovator in a rapidly changing world.

So, Are HR Professionals being replaced by AI?

While AI is automating a growing number of administrative HR tasks – from resume screening and interview scheduling to answering common employee queries – it is not replacing the core function of the HR professional. Instead, it is redefining it. Research from 2025 confirms that the global impact of AI on jobs will be neutral, with new roles emerging as others are transformed. 

The human skills that AI cannot replicate, such as emotional intelligence, critical thinking, strategic planning, and fostering a positive workplace culture, are becoming more important than ever. HR professionals are moving from a transactional role to a more strategic one, using AI as a tool to gain deeper insights and free up time to focus on complex people-centered challenges. The future of HR belongs to those who can master the use of AI to enhance human capabilities and drive organizational value.

How can AI be used in HR?

The applications of AI in HR are rapidly expanding across the entire lifecycle, making processes more efficient, data-driven, and personalized. In recruitment and talent acquisition, AI tools are automating resume screening, drafting job descriptions, and conducting initial interviews through chatbots, which can reduce time-to-hire by an average of 50%. This frees up recruiters to focus on building relationships with top candidates and making strategic hiring decisions. 

For learning and development, AI provides personalized learning paths by analyzing an employee’s skills and performance data, then recommending specific courses to close skill gaps. In performance management, AI helps in real-time tracking of goals and provides managers with data-driven insights to offer more timely and objective feedback. 

Employee engagement and retention are also being transformed, with AI analyzing feedback and sentiment from surveys to predict turnover risks and recommend proactive interventions. 

Finally, in HR administration and compliance, AI systems handle repetitive tasks like payroll processing, benefits administration, and policy compliance monitoring, reducing errors and ensuring the organization stays current with evolving regulations.

Conclusion

The age of AI is not a threat to be feared, but a seismic shift to be embraced. The success of today’s leading organizations is intrinsically linked to their ability to foster a culture of skills velocity, one where employees and the organization as a whole can rapidly adapt to new technologies and market demands. There is a chance in the HR world for HR and AI to go hand-in-hand and boost productivity. 

For HR professionals, this means stepping into a new, more strategic leadership role. By acting as a guide and a partner, HR can help the workforce navigate the integration of AI, ensuring that technology serves to augment human potential rather than diminish it. This proactive approach will not only drive business success but also ensure that organizations remain agile, innovative, and deeply human in an increasingly automated world.

Want to discuss how best to utilise AI in your organisation from a HR standpoint? Get in contact with OrgShakers today.

In today’s hyper-connected business world, cybersecurity is no longer solely the domain of IT. As cyber threats escalate in sophistication, driven significantly by advancements in Artificial Intelligence (AI), the Human Resources (HR) function is emerging as a critical partner in building a resilient organizational defense. HR’s unique position as the custodian of employee well-being and organizational culture makes it indispensable in mitigating risks and fostering a security-aware workforce.

There are many ways to mitigate risk in cybersecurity, but at OrgShakers, we believe training and HR’s role in training is vital for cybersecurity risk mitigation.

Recent data underscores the urgency of this collaboration. According to 2024 figures from the Office for National Statistics, cybersecurity is a high priority for senior management in 75% of businesses and 63% of charities. Despite this heightened awareness, the threat remains substantial: half of all businesses (50%) and approximately a third of charities (32%) in the UK reported experiencing a cyber security breach or attack in the 12 months leading up to April 2024. The average cost of a data breach globally reached an all-time high of $4.88 million in 2024, with business disruption and post-breach customer support driving a 10% cost jump from 2023. These figures highlight that technical solutions alone are insufficient; the human element, which accounts for 68% of breaches when excluding malicious privilege misuse, is the most significant vulnerability and the first line of defense.

The Evolving Threat Landscape: AI’s Dual Impact

AI has dramatically altered the cybersecurity landscape, posing both new challenges and opportunities. While AI-powered tools are being leveraged by defenders for threat detection, automated response, and predictive analytics, cybercriminals are also harnessing AI to craft more convincing and scalable attacks. This “AI vs. AI” dynamic is pushing the cybersecurity field towards an arms race.

For HR professionals, the implications are profound. AI-driven attacks have made traditional phishing exercises far more potent. Scammers can now use AI to clone voices from short audio clips or generate “deep fakes” – fake photos and videos – to make social engineering tactics incredibly convincing. This means employees are facing increasingly sophisticated attempts to trick them into revealing sensitive information or installing malware. For instance, fake contracts of employment, complete with company logos and relevant information extracted from public websites, are now being used in highly authentic-looking scams. Social media also presents an added risk, with new hires often targeted by phishing scams as they are perceived as less familiar with internal processes.

Considering Cybersecurity for HR Professionals

HR and Cybersecurity has an opportunity to go hand-in-hand. HR’s involvement in cybersecurity initiatives is not merely beneficial; it is imperative. By integrating cybersecurity into various HR functions, organizations can significantly bolster their defenses:

• Strengthening Recruitment Protocols: Robust recruitment processes should include evaluating a candidate’s understanding of cybersecurity principles, making cyber hygiene as crucial as professional skills. This helps fortify the organization against both internal and external threats from the outset.
• Policy Formulation and Enforcement: HR is key in developing and enforcing clear, comprehensible policies on password management, personal device usage, and data handling. These policies are foundational in reducing the risk of security breaches.
• Encouraging Responsible Digital Behavior: Promoting a culture of accountability regarding digital actions is paramount. This includes regular reviews and updates of cybersecurity protocols, emphasizing adherence to established procedures.
• Employee Exit Management: A meticulous offboarding process is essential when employees leave. HR must ensure timely revocation of access rights and the return of company assets to prevent former employees from misusing sensitive information.
• Collaboration with IT Department: A cooperative relationship between HR and IT is crucial for promptly addressing employee needs and concerns related to cybersecurity, ensuring a secure and resilient digital infrastructure.
• Addressing Insider Threats: Insider threats, whether malicious or unintentional, remain a substantial risk. HR can mitigate this through thorough background checks, strict access controls based on the principle of “least privilege” (each user gets the minimum access necessary), and vigilant monitoring for anomalous employee behavior. The ability to identify behavioral changes or patterns, such as conflicts with colleagues or non-compliance with training, can be crucial early warning signs.
• Confidentiality and Data Protection: As custodians of sensitive employee information, HR must uphold stringent data protection measures. Encrypting HR data, restricting access based on roles, and conducting regular audits are vital in maintaining trust and preventing breaches.
• Fostering a Reporting Culture: Employees must feel empowered to report suspicious activities without fear of reprisal. HR can establish clear reporting mechanisms and assure employees that their concerns will be addressed promptly and discreetly. This proactive approach contributes to a strong security posture.
• Proactive Risk Management: By conducting regular risk assessments and audits, HR contributes to identifying and evaluating potential human-factor risks, thus enhancing organizational resilience.

Building an Engaged and Effective Cybersecurity Training Program

Despite the critical need, a significant gap exists in employee cybersecurity education. A 2024 global poll revealed that 40% of employees have never received cybersecurity training from their organization, and only 27% believe their organization’s security measures are very secure. Even when training is offered, engagement can be low due to a “it won’t happen to me” attitude or a lack of understanding of the seriousness of threats. This oversight can be devastating, as demonstrated by incidents like the 2022 NHS phishing campaign that compromised over 130 email accounts.

To truly “land” cybersecurity training, HR professionals must adopt a continuous, engaging, and relevant approach:

• Move Beyond Generic, Infrequent Training: Training is often too technical, not aligned with specific job roles, or fails to keep pace with evolving threats. Cybersecurity should be a continuous process, not a one-time requirement.
• Embrace Mixed-Media and Interactive Learning: Traditional, passive training methods often lead to low retention. Incorporate interactive and gamified learning, such as phishing testing tools with leaderboards (without “naming and shaming”), and real-life scenarios through videos, case studies, and round-table discussions. Tailoring the approach to different learning styles is crucial.
• Communicate Consequences Clearly: Employees need to understand why cybersecurity is relevant to them, both personally and professionally. Highlighting the potential financial losses, reputational damage, and legal implications of breaches can significantly increase engagement. The average cost of a data breach in the UK was £5,900 in 2024.
• Adapt Training Based on Feedback: Soliciting employee feedback on training tone and content ensures it resonates with the company culture and specific workforce.
• Involve Line Managers: Line managers are instrumental in reinforcing the importance of mandatory training. Devolving responsibility to them, and linking training completion to performance reviews or progression, helps embed a culture of security.
• Offer Flexible and Bite-Sized Learning: Time constraints are a primary barrier to upskilling for nearly half of employees (47%). Providing dynamic, flexible, and bite-sized learning modules, accessible remotely and on the go, can significantly improve completion rates and retention. Adding elements of rewards and interactive competition can further enhance enjoyment and impact.

Conclusion

The convergence of HR and cybersecurity strategies is not just beneficial; it is a strategic imperative for organizations navigating the increasingly complex digital landscape. As AI empowers cybercriminals with more sophisticated attack vectors, the human element becomes simultaneously the greatest vulnerability and the most potent defense. HR professionals, by leveraging their expertise in talent management, policy development, and cultural influence, are uniquely positioned to transform employees from potential weak links into a robust, security-aware human firewall. At OrgShakers, we recognize the critical synergy between HR and cybersecurity. By fostering a collaborative environment, strengthening recruitment protocols, implementing clear policies, championing continuous and engaging training, and proactively addressing insider threats, HR can significantly enhance an organization’s overall cybersecurity posture. We are committed to helping you usher in a new era of collaboration between HR and cybersecurity teams, synergizing your efforts to strengthen defenses and build a future where the security and well-being of your organization are mutually reinforced. If you would like to discuss creating a comprehensive cybersecurity roadmap in conjunction with your HR function, ease get in touch with us today!.

Loneliness is often described as a ‘silent’ epidemic, but in the workplace, it’s becoming harder to ignore – and rightly so.

As employers, we must not only acknowledge the growing sense of disconnection among employees but also view this as a pivotal opportunity to reimagine belonging at work.

Recent research discovered that 53% of employees reported feeling lonelier now than before the pandemic. And what’s even more concerning is that 39% say they don’t have a single friend at work, a stark contrast to the age-old wisdom that workplace friendships are the glue of engagement, resilience, and retention.

We wanted to dig a bit deeper into this notion, so we turned to our LinkedIn community and asked if they believed that loneliness was a significant issue in their organization. Of the respondents, 70% recognized it as an issue of concern in their organization, whilst only 16% could say for sure that it wasn’t. These results are more than just numbers…they are a call to action.

Loneliness at work doesn’t just mean physically being alone. It manifests as:

• Feeling emotionally disconnected in hybrid or remote setups.
• Lacking meaningful recognition or support from managers.
• Missing out on team camaraderie in fast-paced or siloed environments.

While these realities are sobering, they also offer employers a unique opportunity to design workplaces that don’t just operate but connect.

Instead of viewing loneliness as a threat to productivity, it needs to be viewed as a signal that something in the culture, structure, or leadership style needs to evolve. Here’s how employers can begin:

• Build ‘Social Infrastructure’ Into the Workday – team building shouldn’t be confined to quarterly events. Employees need micro-moments of connection, and these can come in the form of regular coffee check-ins, peer mentoring or collaborative wins to create the kind of informal interactions that forge real bonds.
• Prioritise Purpose and Belonging – when employees understand why their work matters and feel seen for who they are, they are less likely to feel adrift. Purpose-driven conversations and inclusive recognition can help employees feel rooted and valued.
• Train Managers to Spot (and Prevent) Disconnection – managers are on the front line. A simple question like, “How are you, really?” can open the door to support. Employers should ensure they are equipping their leaders not just with targets, but  with the empathy and tools to notice when someone’s slipping through the cracks.
• Create Safe Spaces for Real Talk – whether it’s a virtual support group, a Slack channel for neurodiverse colleagues, or open-door hours with HR, giving people spaces where they can speak openly about struggles without stigma builds trust and reduces isolation.

Yes, the loneliness crisis is real. But it also presents an opportunity to humanise work in a way that hasn’t been done before. Connection is no longer a ‘nice to have’ – it’s a critical pillar of workplace wellbeing. And in nurturing it, we can turn a crisis of isolation into a movement of inclusion.

If you would like to discuss how we can help embed inclusion and camaraderie strategies into your workplace, please get in touch with us today!

As climate change accelerates the frequency and severity of natural disasters, the impact on employees and business operations is becoming increasingly tangible.

From wildfires in California to flooding in Texas, China, and Europe, extreme weather events are no longer isolated incidents – they are persistent threats to workforce stability and organizational continuity.

In response, HR professionals are rethinking traditional benefit structures and exploring innovative solutions like catastrophe insurance to support employees in times of crisis.

This article synthesizes recent developments and research to present a compelling case for integrating climate-related protections into employee benefits.

The Rising Tide of Climate Disruption

In 2024 alone, economic losses from natural disasters reached $368 billion globally, driven by hurricanes, floods, and severe storms. The U.S. experienced 27 major climate disasters that year, contributing to a cumulative $3 trillion in losses since 1980. These events are not only financially devastating but also deeply disruptive to employees’ lives – affecting housing, health, and the ability to work.

Mercer’s 2025 survey revealed that 76% of employers reported their workforce had been affected by at least one extreme weather event in the past two years, with flooding and wildfires being the most common. This growing exposure has prompted HR leaders to expand their benefits offerings to include climate-related support mechanisms.

Catastrophe Insurance: A Strategic Employee Benefit

Traditionally used to protect business assets, catastrophe insurance is now being considered as a direct employee benefit. This coverage provides financial protection against disasters such as wildfires, hurricanes, and floods – events that standard insurance policies often inadequately address. By offering catastrophe insurance, employers can:

• Enhance Employee Wellbeing: Immediate financial support helps employees recover faster, reducing stress and promoting mental health.
• Improve Retention and Recruitment: Employees value organizations that proactively safeguard their wellbeing, especially in high-risk regions.
• Demonstrate Corporate Responsibility: Offering climate-related benefits signals a company’s commitment to holistic employee care and community resilience.
• A Gartner survey found that 37% of employers experienced severe workforce disruption due to environmental risks, underscoring the need for proactive planning. Moreover, only 17% of global CEOs have a strategy to protect employees from climate impacts, despite 63% of workers believing their organizations are falling short.

Expanding the Climate Benefits Portfolio

Beyond catastrophe insurance, employers are implementing a range of climate-related benefits:

• Mental Health Support: Addressing “eco-anxiety” through counseling and therapy apps is becoming more common, with 30% of employers offering such support.
• Paid Leave and Relief Funding: Dedicated leave for disaster recovery and streamlined access to emergency funds help employees navigate crises more effectively.
• Physical Safety and Evacuation Plans: Some organizations repurpose corporate real estate as emergency shelters and provide evacuation assistance.
• Administrative Navigation: Employers are simplifying access to federal, local, and internal support programs by assigning benefits navigators.
• These offerings mirror the expanded support systems seen during the COVID-19 pandemic, setting a precedent for climate-related employee care.

Closing the Protection Gap

Aon’s 2024 report highlights a 75% global protection gap – meaning most disaster-related losses are uninsured.

This gap presents a critical opportunity for employers to step in where public systems may fall short. As federal funding for disaster recovery becomes less predictable, private sector solutions like employer-sponsored catastrophe insurance are increasingly vital.

Conclusion

Climate change is redefining the employer-employee relationship. HR professionals must evolve their benefits strategies to address the growing risks posed by natural disasters.

Catastrophe insurance and related climate benefits are not just reactive measures – they are proactive investments in workforce resilience, organizational stability, and long-term employee loyalty. By championing these initiatives, HR leaders can position their organizations as forward-thinking, compassionate, and prepared for the challenges ahead.

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!

‘Safe workplaces’ is a phrase that evokes the image of well-lit offices, inclusive signage, ergonomic seating, and perhaps a weekly wellness initiative. But beneath the polished exterior, the question of what ‘safe’ really means is becoming increasingly urgent.

Does safety mean physical security? Does it mean freedom from conflict? Or does it mean something deeper…a place where people can bring their full selves – including their pain, their fears, and their histories – without fear of punishment or erasure?

It can be worth employers asking themselves whether some of their ‘safe spaces’ are actually too safe. Not in the sense of being overly protective, but in being overly cautious to the point that real stories of trauma, burnout, and exclusion are never truly heard. In many cases, efforts to be trauma-informed can unintentionally morph into trauma-avoidance, and that silence can come at a cost.

Research shows that over 70% of employees remain silent in the workplace due to fear of negative consequences, even when they perceive their organization as psychologically safe. In the UK alone, more than 7.5 million workers (roughly 22%) struggle with mental health concerns but do not feel comfortable discussing these challenges with their employer. If we zoom out to get a global idea, you will find that anxiety and depression contribute to the loss of an estimated 12 billion workdays every year. These statistics aren’t just a sobering reality check, they are an invitation to rethink what workplace safety could actually mean.

Rather than viewing this as a failure, employers should see it as an opportunity. Every moment of silence is a missed connection, but also a space they can fill with empathy, trust, and change. A truly trauma-informed workplace doesn’t smooth over discomfort. Instead, it creates the conditions in which discomfort can be expressed and met with care (that doesn’t mean turning every meeting into a therapy session, but it does mean making room for honesty!).

Creating this kind of culture begins with simple but powerful shifts. Leaders who are willing to show vulnerability by acknowledging stress and admitting mistakes help to normalize emotional expression. When emotional honesty becomes a shared value rather than a risk, psychological safety grows.

And this isn’t just good for morale, it’s good for performance, too. Studies have shown that teams with high psychological safety are 50% more innovative, experience 25% less burnout, and have 40% lower employee turnover. In other words, when people feel safe to be real, they do better work.

Another key part of building a trauma-informed culture is equipping managers – not to act as therapists, but to act as empathetic witnesses. Unfortunately, despite 76% of managers feeling that their staff’s wellbeing was their concern, only 22% has ever had any form of mental health training. But this training doesn’t have to be overwhelming. Organizations can empower managers with simple tools like active listening techniques, a basic understanding of trauma responses, and permission to hold space without having all the answers.

These efforts can be supported by embedding micro-moments of safety throughout the organization. These don’t have to be big or flashy; a five-minute check-in at the start of a meeting, a culture of peer-to-peer appreciation, or an internal newsletter featuring real employee stories can quietly shift norms over time. After all, the goal is not perfection – it’s connection.

At its heart, a trauma-informed workplace is not about eliminating difficulty. It’s about responding to it with courage, compassion, and a willingness to grow. The most powerful kind of safety isn’t about avoiding pain, but instead making sure no one has to face it alone.

If you would like to discuss how we can help ensure that your workplace is trauma-informed and safe for all employees psychologically, please get in touch with us today!

In today’s evolving work environment – marked by hybrid models, remote flexibility, and increasing mental health awareness – employee procrastination has emerged as a critical challenge for HR professionals.

While occasional delays are natural, chronic procrastination can significantly hinder productivity, morale, and organizational performance.

Understanding its root causes and implementing targeted interventions is essential for fostering a high-performing, psychologically safe workplace.

Understanding the Psychology Behind Procrastination

Procrastination is more than a time management issue; it is a complex psychological behavior rooted in emotional regulation and self-control.

Neuroscience reveals that procrastination stems from a conflict between the brain’s limbic system, which seeks immediate gratification, and the prefrontal cortex, responsible for planning and decision-making. When stress or anxiety overwhelms an individual, the limbic system often wins, leading to avoidance behaviors.

Recent research underscores that procrastination is frequently linked to psychological inflexibility – the inability to accept and manage negative emotions.

A 2024 study from the University of Helsinki found that interventions aimed at increasing psychological flexibility, such as Acceptance and Commitment Therapy (ACT), significantly reduced procrastination when combined with time management training. This dual approach helps individuals acknowledge discomfort without avoidance, enabling them to act in alignment with long-term goals.

The Organizational Impact of Procrastination

Procrastination in the workplace manifests in missed deadlines, reduced output quality, and disrupted team dynamics. A 2024 study published in the IOSR Journal of Economics and Finance found that procrastination is often driven by anxiety, unclear goals, and environmental distractions. These factors not only diminish individual performance but also affect team cohesion and project timelines.

Chronic procrastination can lead to increased stress, burnout, and even higher turnover rates. Moreover, the economic cost of procrastination is substantial. Delayed tasks can cascade into broader inefficiencies, reducing profitability and innovation. Employees who frequently procrastinate may also miss out on professional development opportunities, further limiting organizational growth.

Strategic Approaches to Mitigation

There is no one-size-fits-all solution to workplace procrastination. However, HR leaders can adopt a multi-pronged strategy tailored to their workforce’s needs:

1. Management-Led Interventions

Managers can proactively shape the work environment to reduce procrastination without explicitly labeling it as such. This includes:

• Setting clear goals and intermediate deadlines.
• Reducing ambiguity in task expectations.
• Offering economic incentives for timely performance.

These structural changes help create a sense of urgency and accountability, especially for employees who struggle with self-regulation.

2. Employee-Led Initiatives

Empowering employees to take ownership of their productivity can also be effective. Providing access to resources – such as guides on time management or self-assessment tools – allows individuals to address procrastination autonomously. However, this approach may be less effective for those lacking intrinsic motivation or awareness of their behavior.

3. Joint Responsibility Models

The most balanced and sustainable approach involves collaboration between management and employees. For example, managers can explain the rationale behind setting intermediate deadlines and encourage employees to co-create their schedules. This fosters autonomy while maintaining structure – a critical balance, as too much or too little autonomy can both exacerbate procrastination.

Practical Tools and Techniques

Several evidence-based practices can support these strategies:

• Microbreaks: Encouraging short, regular breaks helps employees recharge and reduces cognitive overload. These breaks, when framed positively, can prevent guilt associated with downtime and improve overall engagement.
• Task Segmentation: Dividing the workday into “happy work” (tasks employees enjoy) and “work-y work” (routine or administrative tasks) can help maintain motivation and reduce avoidance.
• Time Management Training: As shown in the ACT-based study, structured training in prioritization and scheduling significantly reduces procrastination.
• Psychological Safety: According to the APA’s 2024 Work in America survey, employees who feel psychologically safe are more productive and less likely to experience burnout. Creating an environment where employees can express concerns without fear of judgment is essential for addressing procrastination rooted in anxiety or fear of failure.
  
  

Rethinking Delay: Not All Postponement Is Procrastination

It’s important to distinguish between harmful procrastination and strategic delay.

Employees may postpone tasks for valid reasons, such as prioritizing more urgent responsibilities or waiting for additional information. Similarly, non-work-related activities like socializing or brief relaxation can serve as recovery strategies that enhance long-term performance.

Conclusion

Procrastination is a multifaceted issue that requires nuanced, empathetic, and evidence-based responses. By understanding its psychological underpinnings and implementing flexible, supportive interventions, HR professionals can transform procrastination from a productivity drain into an opportunity for growth and engagement.

The path forward lies in fostering environments that balance structure with autonomy, encourage emotional resilience, and prioritize mental well-being. In doing so, organizations not only mitigate procrastination but also cultivate a more motivated, innovative, and resilient workforce.

If you would like to discuss detailed strategies about boosting productivity and engagement by tackling employee procrastination, please get in touch with us.

Not long ago, internships were a rite of passage.

An essential first step into certain segments of the workforce, they offered a safe space for young talent to learn the rules of a workplace, absorb the culture, and acquire the protocols that can’t be taught in a classroom. Internships were more than just résumé builders – they were career ladders, giving aspiring professionals a chance to learn by doing.

But that first rung is disappearing.

With the rapid rise of artificial intelligence across industries, we are seeing routine, monotonous, and admin-heavy tasks – the kinds typically assigned to interns – being automated out of existence. As AI systems increasingly take over scheduling, data entry, report formatting, and even basic customer service interactions, companies are finding they no longer ‘need’ interns for this kind of work.

At first glance, this might seem like efficiency in action. But from an HR standpoint, it could be a cause for concern.

According to a recent SHRM report, AI poses a growing threat to both interns and new graduates, largely because it is eroding the stepping-stone roles that once helped people successfully enter the workforce. Entry-level positions and internships were never just about productivity; they were about potential. By removing the lower rungs of the ladder, employers risk cutting off a key path for fresh talent.

The issue is not that AI is taking over everything, because it isn’t, as AI still struggles with nuance, creativity, and contextual decision-making. What it can do, however, is an increasing amount of foundational work. And here’s the catch: employers now expect junior employees to come in with experience or expertise that would previously have been learned through internships. But if those internships no longer exist, where is that experience supposed to come from?

Employers are inadvertently creating a paradox: they want new hires who can do what AI does, but they are removing the very mechanisms (like internships) that allow people to build those skills. The result? A growing skills gap at the base of the workforce pyramid.

This isn’t just an operational issue, it’s also a talent pipeline and equity issue. Internships have historically served as access points for students and recent graduates from underrepresented backgrounds to gain meaningful workplace exposure. Without them, employers run the risk of deepening socioeconomic divides in the job market.

AI is not the enemy, but thoughtless adoption of it is. If we allow automation to expand without intentional strategies for talent development, we may soon find ourselves facing a workforce that is efficient but brittle. Internships must be reimagined, not eliminated. They can still exist, but perhaps with new responsibilities, shadowing opportunities, mentorship, and training in areas where human learning is essential. Knowledge capture, transfer, and sharing is a critical part of the new internship paradigm.

The broader trend of AI-related job displacement is happening now. But displacement doesn’t have to mean disconnection. As employers and HR professionals, we must advocate for AI to be used intentionally – not accidentally – especially when it comes to cultivating future talent.

It’s time we ask: are we investing in AI at the expense of investing in people? Because if we remove the first rung, we may find no one is left to climb.

If you would like to discuss how we can help you optimize the internship and your use of AI, please get in touch with me at amanda@orgshakers.com