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

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

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

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

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

So what’s holding them back?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Rise of Super-Commuting

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

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

The Challenges Facing Super-Commuters

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

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

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

How HR Can Support Super-Commuters

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

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

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

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

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

Conclusion

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

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

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

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

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

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

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

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

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

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

Generation Alpha: The Next Wave of Innovation

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

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

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

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

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

Bridging the Generational Divide

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

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

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

Looking Ahead: A Call to Action for HR

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

To prepare, HR professionals must:

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

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

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

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

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

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

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

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

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

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

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

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

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

Employers are now well-versed in recognizing the signs of burnout: exhaustion, cynicism, and declining performance.

But what if the problem isn’t burnout at all? What if it’s rustout – the quieter, often invisible cousin?

Rustout has been coined as the ‘boring side’ of burnout. It stems not from being overwhelmed, but from being under-challenged, under-valued, and disengaged. And this slow erosion of energy, enthusiasm, and meaning in one’s role is a growing trend.

Where burnout melts down from overexertion, rustout creeps in through monotony and stagnation. You might see it in employees who:

• No longer speak up or offer feedback
• Decline invites to development sessions, team socials, or skip ‘lunch and learn’ sessions
• Attend everything – but seem withdrawn or even disruptive
• Start falling ill more often (which is a physical response to chronic stress and low morale)
• Stop volunteering for new projects, especially if they were once keen contributors

At first glance, these behaviours may seem like burnout, but the distinction matters.

Burnout demands recovery and relief.
Rustout demands re-engagement and renewed purpose.

Rustout ties back to internal mobility (or a lack of it). When employees feel there is nowhere to grow, they may stop trying, and the job they do becomes nothing more than a loop of routine tasks, done without passion, with no prospect of change.

Company managers and supervisors might make the mistake of assuming an employee is ‘fine’ because they are hitting targets. But underneath, they could be quietly quitting, doing the bare minimum while suffering from a deep sense of disillusionment. The negative emotional toll of rustout is real, even if it doesn’t capture our attention as dramatically as burnout.

How can an employer address rustout?

Leaders need to rethink how they assign work based on employees’ strengths, not just skills and past accomplishments. Skills are things we are good at. Strengths are things that energize us. It is possible for an employee to excel in spreadsheets or project management for example, and find little to no joy or meaning in those tasks.

In this scenario, the employee may appear successful on the surface, but is not well-positioned for job satisfaction or long-term engagement. When an employee is performing but not thriving, this disconnect erodes motivation over time.

Building on this, employers need to:

• Recognize the signs – encourage managers to look beyond performance metrics. A disengaged star performer may be suffering in silence.
• Reignite purpose – create space for meaningful conversations about passion, interests, and career direction. Ask: What energizes you at work?
• Audit internal mobility – how easy is it for employees to try new things, grow and learn, or pursue a fresh challenge? A rigid structure can stifle even the most talented teams. Mobility can include stretch assignments and lateral movement; avoid limiting it to promotions.
• Tailor learning and development – training and upskilling efforts should not only enhance skills but align with personal strengths and values. Organizations with learning cultures often experience higher levels of professional excellence and sustainable productivity.
• Promote psychological safety – a culture where employees feel safe to express disengagement or ask for change is vital in catching rustout early. It also promotes innovation, motivation, and longevity.

Rustout isn’t laziness or lack of talent, it is a signal that someone’s potential is going unused. And in today’s world of work – where retention and wellbeing are more important than ever – ignoring rustout is a risk employers cannot afford to take.

Let’s not wait until a crisis strikes to take action. If you would like to discuss how we can help your company create a workplace where people thrive, please get in touch with me at amanda@orgshakers.com

If you are reading this in the northern hemisphere, then the Summer Solstice is upon us.

But as the temperatures rise, maintaining employee productivity can become a pressing concern for some employers.

Recent research by the Global Payroll Association (GPA) highlights this challenge, revealing that nearly a third (31%) of workers are inclined to clock off early during heatwaves, with 34% likely to take extended lunch breaks, and one in ten considering calling in sick on particularly hot days.

These findings highlight the need for proactive strategies that will ensure both employee wellbeing and sustained productivity as temperatures begin to elevate. Here are some strategies that employers should consider:

Implement Flexible Working Arrangements – flexibility is key during extreme heat, as allowing employees to adjust their start and finish times can help them avoid the hottest parts of the day. Remote working is another effective measure, as offering working options during heatwaves can enhance trust and culture within organizations, as employees appreciate the autonomy to manage their schedules and environments.

Prioritize Workplace Comfort – ensuring a comfortable work environment is crucial. The Chartered Institute of Personnel and Development (CIPD) recommends providing fans or air conditioning, ensuring access to cold water, and relaxing dress codes to help employees stay cool. In buildings prone to overheating, these measures can significantly impact employee comfort and productivity.

Encourage Regular Breaks and Hydration – regular breaks and proper hydration are essential during hot weather, so employers should be encouraging employees to take short breaks to cool down and stay hydrated throughout the day. Providing accessible water stations and reminding staff to drink water can also help to prevent heat-related illnesses and maintain concentration levels.

Adjust Workloads and Expectations –extreme heat can affect cognitive function and energy levels. Therefore, adjusting workloads and setting realistic expectations during heatwaves can help alleviate stress and prevent burnout. This approach demonstrates empathy and understanding, which in turn will foster a supportive work environment.

Communicate and Plan Ahead – developing and communicating a clear heatwave policy ensures that employees are aware of the measures in place to support them. This policy should outline flexible working options, dress code adjustments, and health and safety protocols. Proactive communication like this reinforces the organization’s commitment to employee wellbeing.

Heatwaves present unique challenges for maintaining productivity. By implementing these strategies during the hotter months, employers can ensure that productivity is sustained whilst at the same time helping to enhance employee morale and loyalty.

If you would like to discuss how we can help you create a robust and sustainable heatwave policy, 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 the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

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

Rethinking Peak Performance

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

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

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

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

The Science Behind the Strategy

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

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

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

Implications for the Workplace

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

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

From Theory to Practice

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

HR professionals can lead this shift by:

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

A Strategic Shift for the Future of Work

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

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

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

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

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.

It all started with a jar of jellybeans.

Years ago, I placed one on the corner of my desk – not as a strategic move, just as a cheerful offering. I figured a splash of color and a sugar boost couldn’t hurt. What I didn’t expect was the traffic. People I hadn’t spoken to in weeks popped by ‘just for one’. Conversations flowed like never before: project updates, weekend plans, even the occasional rant!

That jar of jellybeans turned into a powerful point of connection.

And it made me realise something we often overlook – it’s the small, sweet touches that often have the biggest impact on culture and collaboration.

When we talk about employee experience, the conversation usually revolves around big-ticket items: compensation…remote work policies…health benefits…and rightly so. But amid these weighty discussions, it’s easy to forget the value of the jellybean moments.

According to a survey by Glassdoor, 56% of employees said that company culture is more important than salary when it comes to job satisfaction. What shapes that culture? Not just policies or mission statements, but the daily experience, and that’s where micro-perks come in.

These could include free snacks or drinks in the office, birthday recognitions, surprise appreciation gifts, flexible start times on Fridays, or even a Slack channel dedicated to sharing memes or pictures of pets.

These aren’t just frivolous extras, they are signals to your team that say, ‘We see you, we value you, and we care about your experience here’.

And the great thing about offering small perks is that they don’t cost much, but they pay off in big ways:

• Boosted Morale – the American Psychological Association found that 93% of employees who feel valued are more motivated to do their best work.
• Reduced Burnout – a Gallup study showed that employees who feel cared for at work are 71% less likely to report burnout.
• Better Retention – perks that build a sense of belonging can decrease the risk of turnover significantly, and act as a consistent reminder of how continuously valued employees are to the company.

When employees feel cared for through these little moments of kindness, they are more likely to stay, contribute, and grow in their job.

To be clear, jellybeans alone won’t solve disengagement or systemic issues. Small perks are not a substitute for fair pay, clear career development, or inclusive policies. But they can be a complement – the sugar that helps the more serious medicine of work life go down.

Culture isn’t built overnight, and it’s not just built from the top down. It’s cultivated in the everyday moments. Those spontaneous, human exchanges that say ‘this is a good place to be’.

So go ahead. Put out the jellybeans.

You never know what connections and conversations they might spark.

To discuss how we can help boost culture and collaboration in your workplace, please get in touch with us.

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

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

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

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

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

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

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

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