Jenny talks about what it really takes to succeed in the world of reward, highlighting that it’s not just about technical expertise, but also about understanding people. She offers practical reflections on building influence, managing change, and staying relevant in an evolving landscape. 

How do you break into and succeed in reward roles today? 

Jenny believes to succeed in reward HR leaders need to combine technical understanding with strong interpersonal and critical thinking skills. While tools and AI are changing the way we work, how can we keep the human touch? Jenny suggests that we: 

• Focus on core skills: analytical thinking, attention to detail, and listening  
• Learn from experienced professionals through observation and questions  
• Build foundational knowledge in data, models, and reward structures  
• Develop understanding of behavioural science and human motivation  
• Use AI as a tool but validate outputs with critical thinking and an AI structured framework 

What are the biggest challenges in a reward career? 

The most difficult challenges involve high-stakes decisions, stakeholder tension, and managing people dynamics. According to Jenny, HR leaders can avoid these challenges by: 

• Making decisions with real human impact 
• Navigating conflicting priorities between executives, boards, and stakeholders  
• Managing emotionally charged topics like pay, fairness, and value perception  
• Leading diverse teams with different perspectives and working styles  
• Maintaining resilience and objectivity under pressure  

What makes a career in reward meaningful and rewarding? 

The most rewarding part of this work comes from making a real impact on people and seeing tangible change across the organisation. Reward has a direct influence on employees’ experiences, which makes the work feel meaningful day to day. In some cases, the consequences can be deeply personal. “We make decisions that are going to change somebody’s life,” Jenny says, this highlights the emotional weight that often sits behind pay, benefits and fairness decisions.  

There’s also a lot of value in coaching and developing future leaders, as well as gaining broader perspectives through international experience. Jenny notes that designing policies that genuinely improve people’s lives, and then seeing that reflected in employee feedback and engagement data, is what makes it especially worthwhile. 

How do reward professionals balance business and people priorities? 

Success comes from aligning commercial outcomes with employee experience through strong partnerships, especially with finance. Reward sits at the intersection of cost and value and must be able to: 

• Build mutual respect and curiosity with finance teams  
• Understand business performance, investor expectations, and strategy  
• Use data and evidence to support reward decisions and proposals  
• Develop clear business cases for people initiatives  
• Combine data with storytelling to influence decision-making  

What is the future of the reward and performance function? 

The future of reward lies in strategic partnership, enabled by AI to provide personalised employee experiences. While administrative tasks will reduce significantly, the need for human skills in navigating emotive issues and challenging business leaders will increase. Jenny notes that the profession must adapt to increasing transparency and a shift toward skills-based compensation models. 

If you want to hear the full conversation and dive deeper into these insights, listen to this episode of The People Agenda podcast. It’s packed with real-world perspective you won’t get from theory alone. If you want support on how to build an effective reward strategy check out our Reward and performance services page to learn more. 

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Why do organisations design incentive programmes? 

Organisations use incentives to help align employee behaviour with business strategy. When employees can clearly see how their performance connects to rewards, they are more likely to focus on the priorities that matter most to the organisation.  

Well-designed incentive plans support strategic objectives and motivate employees to achieve measurable outcomes, such as increasing revenue, improving productivity, or supporting strategic change. They also encourage accountability by tying rewards directly to performance.  

If organisations start to see a disconnect between performance goals and the rewards employees receive, they often review or redesign their incentive plans. In practice, the most effective programmes usually include a mix of short-term and long-term incentives to balance immediate results with long-term success. 

What types of incentives do organisations typically use? 

Short-term incentives are often used across broader employee populations, while long-term incentives are usually reserved for senior leaders or critical talent roles. Below are some incentives organisations typically use: 

• Short-term incentives: annual bonuses linked to financial or operational targets 
• Long-term incentives: multi-year rewards tied to sustained performance 
• Cash incentive plans: common in smaller or private companies 
• Equity-based plans: shares or share options used in larger or listed organisations 
• Sales incentives: targeted schemes designed for revenue-generating roles 

What makes an incentive plan effective? 

Effective incentive plans work best when they are closely aligned with an organisation’s strategy and clearly understood by employees. The design should support the behaviours and outcomes that leadership wants to prioritise. 

However, over time, incentive plans can gradually move away from their original strategic purpose, especially as business priorities change. Regular reviews help ensure that these plans continue to support the organisation’s evolving goals. This raises an important question: how can organisations make sure their incentive programmes remain effective? 

• Incentives should directly support business strategy and key performance metrics 
• Targets must be measurable, achievable, and clearly communicated 
• Reward outcomes should feel fair and transparent to participants 
• Organisations should balance multiple incentives as part of a wider reward strategy 
• Periodic reviews help prevent misalignment between incentives and business goals  

Incentive design sits at the heart of an effective reward strategy. When done well, it aligns people, performance, and business outcomes in a powerful way. If you want to hear the full discussion and deeper insights from reward experts, listen to this episode of The People Agenda podcast for practical examples and real-world perspectives on designing incentives that work. 

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Why isn’t having a seat at the table enough? 

Having a seat at the C-suite table is no longer the primary challenge, influence is. Our research shows that while 64% of leaders say HR is actively involved in shaping decisions, a quarter (25%) say HR is considered but not central to the decision-making process.  

In many organisations, CEOs and CPOs interact infrequently, limiting alignment on strategic priorities, while CFOs and COOs undervalue HR’s contribution to business-wide outcomes. HR is often viewed as functionally strong but commercially light and transformation leadership is still, in some cases, perceived as operational rather than people led. 

How can CPOs speak the language of the C-suite? 

Despite HR’s growing presence at the top table, influence can still stall. 41% of leaders say HR is seen as reactive or lacking measurable impact, limiting its ability to shape strategic outcomes at the highest level. CPOs need to connect people strategy directly to commercial outcomes. Influence grows when HR leaders speak the language of finance, operations, and growth not just culture and engagement. They can strengthen their impact by: 

• Framing culture initiatives in terms of productivity, margin, and risk mitigation. 
• Presenting workforce investments with quantified ROI ranges and cost-benefit clarity. 
• Tailoring communication style to the audience 
• Shifting from “employee experience” language to business value creation. 

When CPOs are able to align their message with business metrics, their credibility rises significantly. 

What makes C-suite collaboration difficult? 

Collaboration at the C-suite level often breaks down because leaders are structurally incentivised to focus on their own performance rather than shared outcomes. When finance, operations, and HR each have KPIs that pull in different directions, silos are created before the conversation even starts.  

Leadership updates tend to be delivered function by function, with success measured individually instead of against business-wide goals. Over time, this can drive defensive behaviour, as executives protect their metrics rather than lean into collective accountability. 

If incentives reward competition, collaboration will struggle. To shift this dynamic, our guest discuss: 

• How organisations can introduce shared business metrics alongside functional goals. 
• Tie a portion of executive reward to collective performance. 
• Structure leadership meetings around strategic priorities instead of departmental update. 
• Assign joint ownership of key transformation initiatives.  

When collaboration is built into the system, it becomes far more likely to show up in behaviour. 

Tune in to this episode of The People Agenda podcast to hear the full discussion and start redefining HR’s role in business transformation. Want to know more takeaways from our research then download our whitepaper “From implementer to influencer”.

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What is the SWP Summit 2026? 

The SWP Summit 2026 is a one-day, implementation-focused conference designed to help organisations take immediate action on SWP. Taking place on 19 March 2026 at The Brewery, it brings together HR leaders, finance leaders, and cross-functional decision-makers who shape workforce strategy. This mix of attendees reinforces the message, SWP isn’t just an HR initiative, it’s a business-wide capability. The agenda is centred on practical insights and real-world application, with a focus on what organisations can implement now rather than long-term theory. 

What makes this summit different from other SWP events? 

The summit’s agenda places a strong emphasis on “implement tomorrow” takeaways, with practical insights that can be applied straight away. There are planned networking sessions which encourage meaningful peer exchange, and the content is tailored to support organisations at varying levels of SWP maturity.  

Why is cross-functional buy-in a central theme? 

SWP requires organisation-wide change, not isolated HR initiatives. On the agenda there is a session from Mark Jackson, Head of Future Workforce at Nationwide, sharing how to build cross-functional coalitions that turn workforce transformation from an HR initiative into a business priority. Mark’s section will cover: 

• Moving SWP from an “HR issue” to a board-level priority 
• Launching pilot programmes before scaling organisation-wide 
• Building credibility with measurable outcomes 
• Securing executive sponsorship early 
• Managing organisation-wide change at pace 

The main takeaway? Without senior alignment and financial backing, SWP stalls. 

How will the summit address skills-based workforce transformation? 

The summit tackles how to operationalise a skills-first planning model at scale. In his session Taiwo Ojo, CEO from Alluvium will focus on how organisations can build strong operational foundations for skills-based transformation. This can be achieved by: 

• Governance models to support skills architecture 
• Workflow design to embed skills planning 
• Avoiding common early-stage mistakes 
• Scaling from pilot to enterprise adoption 
• Managing the pace of transformation without losing stakeholder trust 

How does the summit address the impact of AI and technology? 

The summit treats AI as a "constant catalyst" that complicates SWP by shifting the definitions of necessary skills and roles. Opinions on AI range from total workforce replacement to it being overhyped. The summit provides a space for experience-sharing to find current best practices rather than relying on unproven theories. 

How will leaders prove ROI and speak the language of the CFO? 

Proving ROI is positioned as a core requirement for SWP credibility at board level. On the agenda is a session on ROI and workforce planning, focusing directly on engaging CFOs and quantifying business impact. CPO’s can prove the return of investment for SWP by: 

• Building data-backed business cases 
• Translating workforce risk into financial language 
• Defining measurable ROI metrics 
• Monitoring transformation performance 
• Communicating workforce risk in CFO terms 

HR leaders need to quantify workforce risk and value in order to secure investment. 

SWP is shifting from conceptual ambition to operational necessity. Listen now to hear the full conversation about the upcoming summit and dive deeper into these strategic workforce topics. If you would like to attend the SWP summit, you can book your place here. 

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Is the traditional job application dead? 

The traditional application process is not dying, but it is undergoing an evolution. Gemma and Adele acknowledge organisations still need structured filtering when handling thousands of applicants, but this is leading to a reliance on technological screening over manual sifting. This evolution has been building for 20 years, with AI now serving as the primary catalyst for changing how talent acquisition functions operate. 

How should companies balance AI and human interaction? 

Organisations should use AI for speed and consistency in early stages, then introduce human interaction at critical evaluation and relationship-building points. Candidate experience drops sharply if no real person appears before final decisions. 

Organisations can achieve this balance by: 

• Using AI for initial screening, scheduling and structured questioning 
• Adding humans during shortlist interviews, culture conversations and final decisions 
• Providing clear disclosure about where AI is used in the process 
• Ensuring at least one live interaction before offer stage 

What warning signs suggest an application is AI-generated? 

Recruiters can identify AI-generated content by spotting technical formatting errors and repetitive linguistic patterns; specific "AI-isms". Adele notes that red flags include the distinctively long dashes often found in GPT-generated text and over-capitalised titles in headers. Bullet points in fraudulent CVs often start with repetitive verbs like "achieved" or "prioritised" without providing the concrete, specific results a human would naturally include. Furthermore, AI-generated blogs and cover letters frequently open with generic phrases regarding "challenging economies" or "businesses being faced with" specific obstacles. 

What must organisations do to stay effective as AI use grows? 

Organisations must treat recruitment as an adaptive system that is reviewed and updated quarterly, not annually. Talent teams should work closely with AI and technology specialists to test tools for bias, fraud risk, and accuracy before scaling. 

Onboarding should also validate that hired candidates can perform as expected. To stay ahead of the “AI arms-race" our experts suggest to: 

• Run regular audits of screening tools for bias and false positives 
• Train recruiters to spot AI-pattern language and missing specificity 
• Build hiring steps that include live demonstrations of skill 
• Use onboarding to confirm capability within the first 30–60 days 
• Keep recruitment design aligned with labour market scarcity levels 

To hear the full discussion on navigating the "AI arms race" in hiring and how your organisation can remain vigilant of recruitment fraud, listen to this episode of The People Agenda podcast. 

If you’d like to discuss how to get the balance right between AI and human in your hiring process, we’d be happy to help. Simply reach out via the form below. 

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What should organisations focus on before an M&A? 

Clarity on why the deal exists is the single most important pre-M&A requirement. Before signing anything, organisations must be explicit about what they are buying, why they are buying it, and what success looks like in measurable terms. Shivani and Andrew discuss how you must: 

• Clarify the deal rationale, including the growth you expect, the markets you want to reach, and the capabilities you’re aiming to add 
• Validate the financial starting point with defined targets like revenue growth or cost savings 
• Assess people risks early, including culture fit, leadership capability, and talent retention 
• Identify integration costs and expected synergies with clear timelines, not assumptions 

What matters most during the M&A process? 

Fast, clear communication prevents anxiety and protects value during the deal. Once a deal is live, uncertainty spreads quickly. Silence creates fear, and fear reduces performance long before integration starts. You can mitigate this anxiety by: 

• Checking that due diligence findings still back up the original deal rationale 
• Prioritising communication speed to reduce rumours and employee anxiety 
• Explaining what is changing, what is not, and when decisions will be made 
• Keeping day-to-day operations steady to avoid service issues or dips in productivity 

What determines success after the deal closes? 

Integration succeeds when people come before systems and processes. Post-deal value is realised through execution, and execution is driven by people working together effectively.  

Our guest's advice was to focus on successful integration starts with establishing joint teams early on to build momentum and a sense of shared ownership. From there, prioritising cultural integration is key, particularly in cross-border acquisitions where differences can quickly slow progress if left unaddressed. Delivering quick wins within the first 90 days helps build trust and credibility, creating confidence that the integration is on track. Throughout the process, it’s also important to track progress closely to prevent value leakage between deal close and full stabilisation. 

Why are people the hardest part of M&A? 

People are the largest value driver and the least measured risk in M&A. Unlike systems or costs, engagement, trust, and leadership alignment are intangible but decisive. Avoid these pitfalls to ensure people stay central to the change: 

• Poor communication increases attrition of critical talent within months 
• Lack of leadership visibility reduces engagement and slows execution 
• Cultural misalignment erodes productivity even when financial logic is sound 
• Later HR and CPO involvement increases uncertainty and loses deal value 

If you want practical, experience-led insight into ensure a smooth adoption M&A on the people side, listen to this episode of The People Agenda podcast and hear directly from Andrew and Shivani who share their experiences. 

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In our recent podcast with Beth Scaysbrook from Addidat, a leading ESG data and advisory firm, and our very own Martin Colyer, Director of Digital and AI here at LACE. Together they explore why the intersection of AI and ESG matters, the myths that often hold organisations back, and the practical steps leaders need to take to navigate this evolving landscape. From workforce transformation to ethical governance and sustainability, we uncover the realities behind the headlines, and what it means for businesses preparing for the future.

AI and ESG are not separate agendas, they are deeply connected, and both are essential for building resilient, future-ready organisations. The most successful leaders will be those who stay curious, communicate openly, and focus on both risks and opportunities.

If you’d like to explore how LACE Partners can help your organisation navigate the intersection of AI and ESG, get in touch with our team.

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In this episode of The People Agenda podcast, we unpack Visier’s latest report, The Business Case for Humans in the AI Era, exploring five key trends that show why HR, powered by data and generative AI, is stepping into a central role in business transformation. 

Host Chris Howard is joined by Andrea Derler, Principal Researcher at Visier, and Dibyendu Sharma Mondal, Head of People Analytics at Unisys. Together, they discuss how organisations like Unisys are using generative AI to augment human capability and drive better business outcomes. 

What are the five workforce and AI trends leaders must act on for 2026? 

The five essential trends focus on the critical role of managers, human-led AI, strategic workforce planning, democratised analytics, and a value-driven tech stack overhaul. These trends are based on an analysis of 25,000,000 employee records and thousands of hours of customer research. They include: 

1. Managers become more critical, not less. (H3) 
2. AI acts as second-in-command, not the decision-maker. 
3. Workforce planning shifts from optional to essential. 
4. Generative AI accelerates culture and data literacy. 
5. HR technology stacks are redesigned for value, not cost. 

How is Unisys implementing AI to transform its operations? 

Unisys is an early adopter of generative AI by using the Visier Vee platform to provide prescriptive, action-driven insights that empower business leaders to make real-time decisions. The company uses AI tools in different ways including: 

• To get answers about revenue and cost elements directly through people data. 
• Removes the need for manual data gathering and combination, allowing for immediate strategic dialogue. 

How can AI support rather than replace humans? 

Humans remain accountable for decisions; AI accelerates insight and execution. AI excels at pattern detection, summarisation, forecasting, and speed, while humans excel at judgement, ethics, context-setting, and accountability. In practice, this means: 

• AI generates insights in seconds rather than weeks 
• Leaders evaluate, challenge, and act on those insights 
• Decision ownership stays with people, not algorithms 

Why is workforce planning now a critical business capability? 

Workforce planning has moved from a niche HR activity to a core strategic function. Effective workforce planning now requires: 

• Skills inventories tied to future business strategy 
• Scenario modelling for hiring, redeployment, and reskilling 
• Integration of people data with financial and operational data 

Without this, organisations risk building tomorrow’s strategy on yesterday’s workforce. Clearly mapping the skills of your workforce allows you to identify which skills are “sunsetting” or “sunrising”. 

What should leaders do next? 

Leaders must treat AI-enabled people data as a strategic asset, not an HR tool. The next steps that should be on HR leader’s list are: 

• Investing in manager capability alongside AI adoption 
• Embedding workforce planning into business strategy cycles 
• Reassessing HR technology based on decision value delivered 
• Positioning HR as a driver of enterprise-wide transformation 

If you want real-world insight into how these trends are already playing out, from Visier’s research to Unisys’ hands-on experience, listen to this episode of The People Agenda podcast. It goes beyond theory and shows what AI-led, human-first transformation looks like in practice. 

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What is the core message of this campaign? 

HR must be fundamentally redesigned to operate as an adaptive ecosystem, not a static operating model. The traditional HR models are designed for stability and predictability. These models no longer fit an environment defined by: 

• Continuous transformation. 
• Rapidly shifting business priorities. 
• AI-enabled work. 
• Rising employee expectations. 

Our campaign aims to show that incremental change is insufficient and that HR must be rewired end-to-end to deliver business outcomes at speed and scale, not just efficient services.  

What are the components of the new HR ecosystem? (add image of model) 

Our new HR ecosystem consists of several interconnected layers designed to move HR from a service-delivery mindset to a true commercial partnership. 

• Intelligence and insights: This serves as the "brain" of HR, using agentic AI, predictive analytics, and business-wide data to inform proactive decisions. 
• Value delivery: Teams that use both fixed and flexible resources to deliver high-performance outcomes, such as building great teams or driving productivity. 
• Workforce transformation: A flexible, deployable resource pool focused on organisational design, change management, and human-centric design to solve specific business challenges. 
• Commercial relationship management: A strategic role focused on understanding the commercial implications of the people agenda and co-owning business outcomes. 
• People value orchestration: A unified leadership team that oversees the ecosystem and ensures every investment aligns with a shared business value framework. 

Is AI the main reason HR needs to change? 

AI is a major accelerator, but not the root cause of HR’s redesign, even without AI HR would still need to transform. The primary drivers for this change are: 

• Continuous business transformation. 
• Higher employee expectations. 
• HR teams are stretched between BAU and transformation. 

AI intensifies these pressures to adapt by: 

• Enabling “always-on” service delivery. 
• Shifting 60–90% of employee queries to self-service agents. 
• Forcing a rethink of shared services and global business services. 

Unsure where to start with implementing AI into your business? Our TRUSTED framework can guide you no matter where you are in your implementation journey. 

Where should you start with the new HR ecosystem? 

Implementation starts with understanding the specific direction of the business rather than adopting a one-size-fits-all template. 

• Step 1: Align with business strategy: Organisations must take a step back to understand where the business is going and what the future requirements for HR will be. 
• Step 2: Fix core experiences: Leaders should start by fixing a single end-to-end employee experience to establish strong foundations. 
• Step 3: Layer intelligence: Once foundations are stable, organisations can implement the intelligence layer and AI components more effectively. 

As part of our Rewired series, we will be exploring each area in detail all content will be added to our Rewired hub as it’s released. 

Have questions or want to explore more? Join the Rewired HR campaign and get exclusive insights, resources, and event updates designed to help you lead the future of HR transformation. Be first to know as we release new deep-dives into the rewired ecosystem. 

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In this mini-series, we’ll be speaking with leaders who have held or currently hold the role across different industries and sectors. In this episode, Debbie is joined by Nicky Bliss, People Director at Sainsbury’s and a member of our CPO Network. Together, they dive into the central question: What is a CPO? 

A CPO is first and foremost a leader of the business, not just of the HR function. They sit at the executive table, helping to drive strategy, profitability, and company culture. The CPO ensures that people initiatives directly support commercial goals whether that means approving payroll, leading transformation projects, or presenting workforce strategies to the board. 

How can CPOs build effective teams? 

Nicky states that great CPOs don’t wear every hat themselves but instead build a team of specialists. For example: 

• HR operations leaders oversee audits and payroll. 
• Business partners focus on transformation and change. 
• Talent and culture heads manage engagement and leadership development. 

 The CPO’s role is to coordinate, not micromanage, ensuring each “hat” is worn consistently by experts. 

How is the CPO’s influence shaped by company structure? 

A CPO’s influence is deeply shaped by the ownership model of the organisation. What do we mean by that? Debbie and Nicky explain: 

• Regulated industries: HR is central, focusing on compliance, governance, and employee advocacy. 
• Founder-led companies: The CPO acts as a culture guardian, balancing vision with structure. 
• Private equity environments: People priorities can be overlooked giving CPOs the chance to prove how great people leadership drives equity value. 

Are you a CPO looking to meet likeminded individuals? Our CPO network meet semi-regularly to share insights, discuss challenges and people solutions around the fast-evolving role of a CPO. 

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Why does inclusion matter for organisations? 

Inclusive workplaces improve employee wellbeing, retention, and innovation. Research from McKinsey’s Diversity matters even more: The case for holistic impact report (2023) shows that companies in the top quartile for ethnic diversity are 36% more likely to outperform financially than less diverse peers. This means that when organisations build genuinely inclusive workplaces, they don’t just create happier, healthier teams but they also boost performance and profitability.  

How do allyship and bystander action shape workplace culture? 

Being an active ally means using your voice and position to support others and addressing inappropriate behaviour when it happens. For example, in a meeting, if a microaggression occurs, you can gently redirect the conversation or clarify with empathy. When even one person speaks up, it shows that respect and accountability are core to the organisation’s culture.

Diversity and Inclusion at LACE 

Our team is passionate about creating places where everyone feels included. Christina is one of our internal D&I team who are dedicated to fostering a sense of belonging and empowerment in our diverse team and carry this with us to our clients. To honour the 60 years since the landmark Race Relations Act of 1965, Christina and the team have been highlighting key achievements and influential figures who have driven progress in racial equality legislation. Discover more about our commitments to Diversity, Equity & Inclusion, sustainability, and community engagement here. 

Want to hear more from Lildonia? Get a copy of her book Back Yourself: A Wellbeing Guide to Healing from Racial Trauma which offers practical guidance for people of colour to improve their wellbeing and mental health. Her podcast Intersections explores how overlapping identities shape people’s lives. Do you have any questions about the topics discussed in this podcast? Reach out to Lildonia via her website Move with Lildonia. 

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From turning data into real-time insights that help managers prepare, coach, and evaluate more effectively, to analysing feedback and development goals in seconds. AI is changing the way we manage and develop people. Real success depends on balance because even the smartest algorithms can’t replace human judgement.  If you’re finding it challenging to strike the right balance, we have developed the TRUSTED framework to help you achieve it.

What are the main benefits of AI in performance management? 

Listen to the podcast to hear Amira and Debbie discuss the benefits including: 

• Preparation: Line managers can receive instant summaries of an employee’s progress based on KPIs, feedback, and customer data. 
• Decision-making: Algorithms can remove recency bias by showing long-term patterns rather than relying on recent memory. 
• Coaching: AI can suggest development goals or offer prompts to guide feedback discussions. 

The outcome? A manager using AI can prepare for a check-in conversation in under two minutes, compared to 30–60 minutes manually, creating more time for meaningful dialogue. 

What risks should organisations watch out for? 

Our guests unpacked a series of key risks of using AI in performance management including: 

• Data gaps: AI can only draw conclusions from the data it has. Limited inputs may lead to inaccurate answers. 
• Trust gaps: Senior leaders may embrace AI faster than employees, leading to fear or resistance. 
• Over-automation: Managers may treat AI’s suggestions as facts, weakening critical thinking and human judgement. 

What role should HR play in AI adoption? 

Our guest underlined how HR must bridge technology and people. How can HR achieve this? 

• Educate leaders and staff on responsible AI use. 
• Maintain transparency about what data AI accesses and how it’s used. 
• Keep performance conversations human-centred, focusing on values, ethics, and employee trust. 

Amira explains, AI is not a technical shift, it’s a people change. HR’s influence ensures that AI supports, not replaces, meaningful management. 

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Transformation is no longer a one-off project; it’s become part of everyday business. There’s been growing recognition of the critical role the people function can have in business transformation. This shift positions HR as more as a key influencer in how businesses evolve, perform, and sustain change. 

Katie notes that the pandemic accelerated HR’s visibility, with many Chief People Officers (CPOs) now recognised as transformation leaders. But she also points out that rising expectations haven’t always been matched by greater resources or capability; creating a real tension between ambition and capacity. 

62% of CEOs report a close relationship with their CPO, that still leaves nearly 40% where the partnership isn’t fully realised. That said, HR’s strategic impact largely depends on strong relationships across the entire C-suite not just with the CEO. Building credibility means getting the operational fundamentals right, using data intelligently, and demonstrating tangible results throughout transformation journeys, not just at the end. 

How can HR connect people insights to business performance? 

One example includes linking employee engagement to profitability. Showing that when HR tells a story through metrics that matter to the business, investment follows. The future belongs to HR leaders who can blend data fluency, strategic acumen, and balance technology adoption with a deep understanding of culture and behaviour. 

If HR wants to influence real transformation, it must do more than deliver processes, it needs to design the change itself. That means growing capability, building trust, and helping shape strategy. Download our whitepaper to learn how you can position HR as a driver in business transformation. 

What’s in the whitepaper? 

• The evolving role of HR in business transformation 
• Major drivers of change and volatility facing Chief People Officers (CPOs) 
• People-related challenges that commonly cause transformation programmes to fail 
• Structural and cultural barriers preventing HR from leading transformation 
• Strategies for HR leaders to align people strategy with business outcomes 

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New name, same faces and same great content. We believe this new identity better reflects how work, people, and leadership have evolved. In this episode hosts Chris Howard and Debbie Mitchell dive into the deeper question of how HR has transformed from a back-office function to a strategic driver of business success. 

Where it all began 

Back in 2019, our HR on the Offensive whitepaper challenged the profession to “step out of the shadows.” Since then, the world of work has changed beyond recognition. 

COVID forced HR to lead through crisis, redefined how teams connect, and organisations began to view “people” not as a department, but as a shared business agenda. Debbie reflects on how the pandemic elevated HR’s role, making it essential for culture. Yet, the conversation can no longer live only within HR it now belongs to every business leader. 

Why did we rebrand? 

That’s why we felt the podcast needed to be rebranded. The People Agenda podcast isn’t just for HR professionals; it’s for anyone shaping employee experience, technology, and organisational transformation. From AI’s growing influence to the blurred lines between HR, finance, and global business services. We want to establish this podcast as a platform for modern conversations about the people function as a whole and not just HR.  

The people function continues to evolve and although our title has changed the aim of the podcast remains the same; to inform HR professional on all things people, including everything from payroll to people analytics. 

 If it’s relevant to the people function we’re going to talk about it. The future of work isn’t owned by HR it’s driven by everyone invested in people. By reframing our podcast, we want to invite a broader audience to the table, where culture, innovation, and strategy meet. 

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How can payroll adapt to the rise of the multigenerational workforce? 

Payroll is one of the few functions that truly connects with every employee, every single pay cycle. It’s far more than just an operational task; it’s a cornerstone of both employee experience and business stability. And as today’s workforce spans up to six different generations, expectations are anything but uniform. Some people value security and reliability, while others prioritise flexibility, convenience, or instant access. To keep up, payroll teams need to be more agile, delivering services that meet employees where they are and align with what they value most. 

How can payroll mitigate the looming talent and knowledge gap? 

As seasoned payroll professionals with decades of expertise retire, businesses face the risk of losing critical insights. Technology, especially AI and automation, is certainly changing the landscape, but it cannot replace human expertise. Instead, these tools are reshaping payroll roles, moving the focus away from manual data entry and toward governance, compliance, and strategic decision-making. Looking ahead, we’re likely to see job titles evolve too, with “administrators” giving way to roles like payroll intelligence officers, vendor strategists, and compliance leads. 

For individuals considering a career in payroll, while qualifications and technical knowledge matter, success now relies just as much on being able to share insights clearly, shape strategy, and stay adaptable in a fast-paced, global workplace. Training and development programmes are already shifting to match this, putting greater focus on strategic thinking and working across functions. 

This podcast aims to reframe payroll from an unseen process to a critical enabler of business success, one that’s evolving fast, and one that demands leaders, not just administrators, to take it forward. 

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On this episode of the HR on the Offensive podcast Chris Howard and Chris Horton are joined by Paul Chamberlain, Head of Employment at JMW Solicitors, as they discuss what changes HR teams should be preparing for. Although, the bill is set to roll out in stages the impact will be felt immediately. 

Among the headline changes, three stand out: 

1. The introduction of “day one” unfair dismissal rights will require HR teams to strengthen performance management and record-keeping from the start of employment. 
2. Statutory sick pay reforms coming next April mean organisations must prepare operational changes now. 
3. Extending tribunal claim limits from three to six months increases the period businesses remain at risk of claims. 

What structural changes will appear? 

Zero-hours contracts will see major changes: after 12 weeks, workers must be offered guaranteed hours. In industries reliant on seasonal or agency labour, this could fundamentally reshape workforce models. Similarly, trade union powers will expand, reducing procedural hurdles to industrial action and rebalancing workplace negotiations. 

Preparation cannot wait until deadlines loom. Communication across the business especially to line managers will be critical, since they’ll often be the ones handling flexible working requests or probationary dismissals. Above all, HR needs to treat this as a rolling change program, not a one-off adjustment. 

The Employment Rights Bill carries undeniable costs for employers, from greater administrative demands to heightened tribunal exposure. But it also offers HR teams the chance to strengthen processes, modernise data practices, and build a culture of transparency. The question isn’t whether the bill will reshape the workplace, it’s whether businesses will be ready when it does.  

We have also written a blog on this topic discussing the changes and how it will impact HR teams. You can read the blog here. 

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The UK charity for Triple Negative Breast Cancer is one of LACE Partners’ chosen charities that we choose to support and to us, support is more than charitable donations, but it is also about raising awareness. That is what we hope to do with today’s podcast.

Where did it begin? 

Robin’s story began with his wife’s diagnosis in 2009 and her eventual passing in 2017. That experience motivated him to establish the UK charity for TNBC. TNBC accounts for about 15% of all breast cancer cases, yet its outcomes are disproportionately severe, representing more than 40% of breast cancer-related deaths. Treatments that have dramatically improved survivorship for other types of breast cancer often don’t work here, leaving patients with limited options and a pressing need for targeted support. 

What are the charity’s goals? 

The charity’s mission is twofold: providing clear, reliable information for newly diagnosed patients and building a supportive community so individuals never feel alone in their journey. Practical initiatives have included developing simple to understand resources, creating peer networks, and even running training programmes for specialist nurses who play a critical role in patient care. 

TNBC in the workplace 

One in three people will receive a cancer diagnosis in their lifetime, meaning it’s not a question of if, but when this will affect the workplace. Yet many organisations lack even a basic cancer policy. He encourages HR teams to go beyond policy-writing, equipping line managers with the empathy and understanding needed to support colleagues through both the shock of diagnosis and the practical realities of treatment. 

Why does supporting small charities matter? 

Unlike large national organisations, smaller groups can deliver highly targeted support where it is most needed—and even modest donations make an outsized difference. For companies, partnering with these charities not only creates real impact but also deepens employee engagement, proving that giving back can strengthen both communities and culture. 

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Our recent whitepaper, “Optimal payroll starts with the foundations”, outlines the seven key pillars for building the foundations of a world-class payroll function:  

• Operating model 
• Technology 
• Skills 
• Data and reporting 
• Process 
• Adaptability and scalability 
• Training and mindset.  

These pillars form the backbone of any Payroll function. They are the essential elements that ensure payroll teams are not just operationally sound but strategically valuable. 

An eighth pillar? 

Mel emphasised that in a world of ever-shifting legislation, especially across global markets, compliance should also be considered a pillar as it is a constant concern for payroll teams. She also highlighted the growing interest in AI, noting a shift from nervousness to cautious optimism among payroll professionals. While AI promises efficiency gains, the consensus was clear: without strong payroll foundations, AI adoption is premature. 

How can we fill the skill gaps in payroll? 

85% of organisations believe more investment is needed to upskill payroll teams. Mel agrees that while leaders are eager to develop their teams, time constraints and lack of awareness about payroll as a career path remain barriers. 

What is a key challenge facing Payroll teams? 

There is a need for better cross-departmental collaboration, as 78% of organisations cite poor coordination as a key issue. Payroll can’t operate in isolation. For it to build strong foundations, support broader business goals and drive business success, it must be recognised and integrated into every corner of the organisation. 

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For many, the title has a different meaning depending on the business and the requirements (the scope also differs depending on which ‘hat’ a CPO wears – more in our previous blog here), often seen as just another corporate rebrand of HR. Yet, as Kathryn Kendall, CPO at Saltus, explains in this episode of the HR on the Offensive podcast, the role is complex and nuanced. It’s about creating the conditions where people thrive so organisations can perform at their best. She discusses with host Chris Howard that the modern CPO is embedded in the business, understanding its culture, and championing its people strategy at every level.

The three roles of a CPO 

Kathryn outlined three roles a modern CPO must be able to perform: 

1. The CPO’s role is to align employee wellbeing with business goals, proving that a healthy culture fuels organisational success. 
2. Today’s CPO must blend data with empathy, pairing metrics like attrition and engagement with real-world insight to guide decisions. 
3. The role is rapidly evolving, with post-pandemic shifts, hybrid work, and AI demanding that CPOs keep organisations agile while considering employees’ needs for wellbeing, flexibility, and purpose. 

Kathryn envisions the role of the CPO as the “conscience of the organisation.” Their job is to safeguard cultural values while steering strategic decisions, asking tough questions in the boardroom, keeping the business grounded in its human reality. In fast-growing companies like Saltus, that means identifying the core values that must remain constant through change such as; respect, client focus, and clear communication. Everything else needs to stay flexible and adapt as the business scales. 

The future CPO must navigate complexity with confidence: leveraging technology without losing sight of people, leading transformation while holding fast to the organisation’s purpose. People will always be unpredictable but that’s exactly what makes this role not only vital but exciting for the years ahead. 

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That’s the question at the centre of the latest HR on the Offensive podcast, where Chris Howard and Dawn Goodall from LACE Partners were joined by Clare Phillips, Global Head of HR Services at IFS, and Michael Serbrock, Head of Change at Lloyds Banking Group. 

Clare and Michael recently spoke to our HRSS and Payroll networks about their transformation journeys, which was so insightful we wanted to share it with you! 

Case studies in transformation 

Clare and Michael have both been undertaking large transformation projects, in the HR and Payroll space respectively. Listen to this podcast to hear how they managed the heavy lifting involved in reshaping legacy processes into globally scalable, technology-enabled models.  

Clare shares how IFS transitioned from fragmented, country-based HR support to a unified shared services approach, stressing the value of cultural awareness and process simplification. Mike from Lloyds Banking Group unpacks the learnings from his significant payroll transformation where amongst other activities his team streamlined six payroll systems into one.  

What are the practical sides of AI adoption? 

Both organisations are testing how generative AI and automation can ease employee queries while freeing team members to focus on more strategic work. Our guests discuss their insights from this journey and share their views on success; for example the importance of rigorous testing and a clean knowledge base.  

Clare and Michael both highlighted the importance of strong self-service capabilities which AI can help enable. However, they underline how there needs to be a focus on the human element, by building trust and ensuring a seamless experience. If you are struggling with AI adoption into your organisation our TRUSTED framework is a great guide on how you can ensure a successful adoption. 

Transformation in HR and payroll isn’t only about implementing the latest tools. It’s about designing smarter operating models and nurturing skills for the future. This podcast provides insight into what these functions can become when technology and people are aligned to deliver better experiences across the business. 

Join our HRSS and Payroll networks to join our ongoing conversations about the future of these functions and connect with peers facing similar challenges.  

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Georges explains that addiction is as a spectrum, from low-risk use, on one end, to compulsive behaviours continued despite harm, on the other. This not only includes well-known addictions but also caffeine, prescription medication, or even behavioural addictions such as gambling. All of these challenges have an impact on the employee’s personal life but also their work life, and as such should be a consideration for HR leaders. 

The cost of addiction 

70% of adults with a substance use disorder are in work, yet only 15% seek treatment. The cost to UK employers from substance-related harms is estimated at £21 billion, with 14 million sick days annually linked to alcohol alone. Stigma, lack of measurement, and fear from leaders keep organisations in a “don’t ask, don’t tell” culture. 

What are HR’s blind spots? 

Some leaders underestimate how common addiction really is, others worry about the reputational risks of addressing it, and many believe their employee assistance programmes (EAP)  are enough. While EAPs are better than nothing, they’re often short-term and tend to react to problems rather than prevent them. Real progress means weaving addiction into your broader wellbeing and equity strategies, speaking in inclusive, stigma-free language, sharing stories of recovery, and giving managers evidence-based training so they know how to support their teams 

How to make a psychologically safe environment? 

If employees don’t feel safe to disclose their addiction, the problem remains invisible and unmeasurable. Prevention should sit alongside support, reaching the 10% who already have addictions and the 90% who may be at risk. 

Dr. Georges outlines several actions organisations can take to create a psychologically safe workplace. These include reframing addiction as a treatable health condition, equipping line managers with the skills to handle such sensitive conversations, and ensuring employees can easily and confidently access the right support without fear of stigma or repercussions. 

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Written with the support of our community, our white paper, "Optimal Payroll Starts with the Foundations" breaks down the foundations of optimal payroll into seven key sections:  

• Operating model 
• Technology  
• Skills and capabilities 
• Data and reporting 
• Process optimisation 
• Adaptability and scalability 
• Training and mindset 

A common discussion at our community meet ups, many tend to see technology as the main fix for their payroll challenges, however the discussion emphasised that it's just one of seven key pillars. A new system alone won’t solve deeper issues if other foundations, like the operating model, processes, and data, aren’t also aligned.  

Among these, the operating model stood out as especially critical, as it brings together technology, people, processes, and data, yet is often undervalued. The discussion also highlighted 'training and mindset' as a commonly overlooked factor. Shifting the mindset of payroll professionals, who are typically very committed to their work but may be hesitant to embrace change, is essential for successfully rolling out new processes and systems. A truly effective payroll function depends on all seven pillars working in harmony. 

At LACE Partners we have set up a payroll community and an executive payroll network to offer a safe space for professionals to share challenges and insights. The community brings together a diverse group through virtual and in-person events, roundtables, and formal dinners, helping members connect and realise they’re not facing these issues alone. 

The executive network, on the other hand, is designed for a more senior, strategic audience, such as global heads or directors of payroll. This network acknowledges the "lonely place" that these leaders often find themselves in, as they deal with significant and varied challenges across multiple countries, in-house, and outsourced payrolls.  

If you would like to become a member of these networks, you reach out to the team here.

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This podcast doesn’t just highlight a problem; it offers a path forward. Listen to learn how you can turn insight into action before burnout becomes the new baseline.

The 2025 HR Mental Well-being Report by Ultimate Resilience surveyed nearly 1,500 HR professionals and the findings are hard to ignore. The results:

• Depression: 44% of respondents showed symptoms within the clinically significant range, which is 2.5 times higher than in the general population.
• Anxiety: 38% of respondents experienced anxiety symptoms within the clinical range, which is 1.5 times higher than in the general population.
• Burnout: 63% of respondents were very likely to be experiencing burnout.

Why is this happening?

The report highlights a mix of factors contributing to the issue: 50% of respondents pointed to heavy workloads, 41% cited poor management, and 29% noted a lack of support.

Open-ended responses revealed deeper concerns, including the emotional toll of the job, toxic workplace cultures, and feeling unrecognised. A recurring theme throughout the findings is the concept of “emotional labour”—HR professionals are regularly navigating conflict, trauma, and high-stress situations, often without the support systems they need to manage the impact.

What’s the solution?

Dr. Burrell outlines a three-tier solution. Professionally, HR bodies must advocate for formal well-being standards and support systems, treating mental health as a structural concern—not a personal failing. At the organisational level, robust, continuous support like clinical-style supervision has proven protective. Importantly, individuals themselves can find relief by breaking the silence, connecting with peers, and sharing their experiences.

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In this episode of the HR on the Offensive podcast, Chris Howard is joined by fellow LACEr Julian Holmes and guest John Guy, CEO at Simply Get Results, as they explore the implications of merging HR and IT in an era increasingly shaped by AI and workforce transformation.

How are organisations reimagining how work gets done?

AI isn’t merely a tool for automating existing tasks; it’s an inflection point for redesigning work altogether. John argues that while most businesses are using AI to drive efficiencies, few have tapped into its full potential to create new kinds of work, roles, and operating models.

The discussion underscores the importance of “task intelligence”—a data-driven view into how work happens—which enables organisations to plan more intelligently for future workforce needs.

What are the implications of merging IT and HR?

Merging IT and HR isn’t just about cutting costs—it’s a chance to rethink how teams collaborate, build culture, and develop capabilities. John points out that while this kind of integration brings clear strategic benefits, it also comes with cultural hurdles.

Longstanding stereotypes—like IT being overly rigid and HR being too soft—can get in the way. But success lies in bridging those differences and focusing on shared goals, especially when AI is part of the picture.

Unsure where to start with implementing AI into your organisation? Our TRUSTED framework is a great guide on how you can get started.

The future of work is difficult to predict, meaning companies must invest in people who are not just technically skilled but adaptable.

John makes a strong case for workforce planning that’s scenario-based and rooted in current realities yet flexible enough to respond to unknowns.

If the endgame is unlocking productivity and resilience in an AI-enabled future, then HR and IT alignment might be a sign of what’s to come.

You may be interested in:

• How can you build trust in AI and future-proof your HR strategy?
• How can AI enhance productivity and transform the future of work?
• Is AI the key to transforming the workplace?

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Truly effective payroll isn’t just about paying people on time—it’s about building resilient, scalable systems that support the wider business. The discussion centres around the whitepaper’s “seven pillars” of payroll success:  

• Operating model - A defined operating model ensures payroll is structured to align with business needs. 
• Technology - Technology should be chosen based on clear requirements, not to compensate for, broken processes. 
• Skills and capabilities - Payroll teams need a mix of technical and soft skills to deliver more than just transactions. 
• Data and reporting - Effective payroll reporting turns accurate data into strategic insight that supports better business decisions. 
• Process optimisation - Streamlined, end-to-end processes reduce manual workarounds and improve efficiency. 
• Adaptability and scalability - Payroll must be built to handle growth, change, and complexity without constantly adding more resources. 
• Training and mindset - A continuous improvement mindset and access to the right training are key to evolving payroll into a strategic function. 

In this podcast Nick and Chris explain how each pillar represents a critical area where businesses can make meaningful improvements. 

It’s evident that payroll has outgrown its transactional roots. For organisations looking to future-proof their payroll function, investing in the foundational elements outlined in the whitepaper is essential. Listen now for a concise overview of how to build the foundations of an optimal payroll function. For a deeper dive into the seven key pillars, download our full whitepaper. 

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Part one: The road to the cloud explored building a value case for investing in HR systems and making key design decisions. While Part two: Beyond basecamp centred around how to make a successful HRIS implementation. Now, the focus shifts to unlocking true ROI. Many organisations celebrate go-live, only to find a year later that the expected value hasn’t materialised. Why? Because optimisation is mistakenly treated as a passive follow-up, not a strategic priority. 

The podcast explores the seven essential steps that ensure a tech investment translates into real organisational value. These include: 

• Benefits realisation - After go-live, organisations often skip revisiting their value case, leading to lost benefits and missed expectations. 
• Operating model - Successful transformation relies on aligning your operating model with the technology. 
• Process optimisation - Technology doesn’t improve operations on its own, processes need regular review and input. 
• Adoption - Adoption lasts when the system fits into HR routines and communication stays focused. 
• Data and AI - Without clean, accurate data, neither the system nor AI capabilities will perform effectively.  
• Vendor partnership - Maintaining good vendor relationships ensures tech continues to meet  business needs. 
• Roadmap evolution and renewal planning - As businesses evolve, regularly review HR tech to ensure it meets changing goals. 

Optimisation doesn’t happen by accident. By treating it with the same rigour as implementation—complete with dedicated resources and budget—prevents stagnation and ensures the system keeps pace with business growth. Whether you're post-go-live or planning your next tech move, listen now to learn how you can get the most out of your HRIS. Download our whitepaper for a more in-depth exploration. 

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What is the efficiency paradox? 

Our whitepaper on the ‘efficiency paradox’ explores the growing pressure on businesses to deliver more with fewer resources. While reducing headcount is often seen as a quick fix, both the whitepaper and this podcast highlight more sustainable strategies—such as rethinking operating models, investing in skills development, and embracing digital optimisation. 

Neil highlights that today’s business landscape requires a stronger focus on risk management and a better understanding of what employees genuinely value. With the era of easy credit—when many had access to what felt like “interest-free credit”—now behind us, workers are placing more emphasis on autonomy, meaningful relationships, and respect, alongside fair compensation. This shift means employers need to move past superficial perks and truly understand what drives their people. 

How can AI boost productivity? 

While recognising AI’s potential to transform jobs and tasks, Neil advises against treating it as a one-size-fits-all solution. He drew comparisons to the early days of the gig economy, where assumptions that technology alone would redefine the labour market fell short. 

The real value of AI lies in its ability to augment—not replace—human capability. Neil highlighted the continued importance of human judgment, particularly when it comes to separating raw data from meaningful insight. He also stressed that a strong data infrastructure is essential for AI to be effective, and that true success depends on thoughtful organisational design and a clear focus on upskilling the existing workforce. If you are struggling with implementing AI into your organisation our TRUSTED framework is a great guide on how you can get started. 

Listen now to learn how to strike the right balance between embracing new technology and understanding the human side of work. 

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Step one - Reimagine your operating model and transform the workforce 

The first area is about rethinking how your organisation operates and reshaping the workforce. Instead of defaulting to headcount cuts, focus on creating real value—by structuring teams more effectively, improving prioritisation, and aligning the right skills to key work. HR plays a crucial role here, driving change through organisational design, workforce planning, and smarter service delivery.

Step two - Mobilise a skills-based workforce 

Building the right skills across your workforce isn’t just a task—it’s a way of thinking and a cultural shift for your organisation. 

Start by identifying your top five to ten priority skills and making them visible across the organisation. Alongside this, give employees and line managers the tools and confidence to understand and talk about the skills they already have and those that they want to build.  

Next, set up simple processes to match skills to the right work—even for short-term or part-time needs. This boosts adaptability and helps build a more open, collaborative culture. Learn more about the foundations of a skills-based organisation here.  

Step three - Embrace digital optimisation with purpose 

Finally, digital optimisation isn’t a magic fix—it’s a practical way to drive long-term performance. While digital transformation isn’t new, the rise of AI means it now needs to be approached more strategically. That starts with revisiting old processes, making better use of your data, and applying technology where it really makes a difference. If you’re looking for guidance on how to do this most effectively, take a look at our TRUSTED framework for AI. 

Most importantly, any digital effort should support your overall service goals. It’s all about asking the right questions and being clear on the value you’re trying to unlock. 

Listen now for a brief overview of the three key areas of focus to tackling the efficiency paradox. Download our whitepaper to learn how you can unlock more with what you already have. 

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How can talent acquisition evolve with the demands of global expansion? 

Monika points out that while the UK and US often set the standard for recruitment strategies, simply lifting and shifting those models into regions like Eastern Europe or Asia can cause more problems than it solves. She emphasises the value of taking the time to build local talent acquisition teams who understand the nuances of their market, rather than relying on expat hires alone. Without that local knowledge and cultural awareness, recruitment efforts can quickly become transactional and miss the mark.  

For example, while Western countries are generally more comfortable challenging traditional hierarchies and adopting skills-based approaches, that kind of shift can be tougher to implement globally. Ongoing conversations and real-life success stories are helping pave the way for broader, more effective adoption around the world. 

What role can internal mobility play? 

Internal moves are still an underused strategy, despite the fact that they often involve people who could drive real transformation if given the opportunity. Instead, many organisations find themselves rushing to hire at scale, without fully considering key regional differences like sourcing approaches, notice periods, or how stakeholder relationships are managed. In these cases, having strong sourcing capabilities and a solid grasp of the local geopolitical landscape isn’t optional—it’s essential for success. 

If you're navigating cross-border talent strategies and wondering why your efforts might not be succeeding, listen now for Monika’s valuable perspectives and practical advice. 

If you like what you heard on the podcast and would like to learn more you can buy Monika’s book, Shortlisted for a Better Life on Amazon or on other platforms. 

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Modernising your workforce strategy empowers you to close skill gaps effectively and stay ahead of future demands. In order to do that, HR leaders must reframe how they think about jobs and skills altogether. This includes identifying where existing skills are evolving and shifting leadership mindsets to embrace reskilling and internal mobility. Pavan highlights the difference between critical jobs and critical skills — a shift that requires businesses to focus less on job titles and more on the capabilities needed to deliver value. We cover how you can make a smooth transition to a skills-based approach in our Becoming skills-powered campaign. 

What cultural and structural habits can hinder organisations? 

Legacy systems tied to pay bands, job titles, and traditional hiring practices can be major blockers. However, these are often within the control of the Chief People Officer, making leadership buy-in a powerful enabler. 

HR leaders must carve out time for strategic reflection. Making space to think critically about workforce transformation is what will set future-fit organisations apart. Listen now to learn how to modernise your workforce strategy and ensure the future readiness of your workforce. 

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What has been the impact of these financial changes? 

One retailer is facing an extra £40 million in wage costs, and others are dealing with hundreds of millions in unplanned overheads. It’s not just small adjustments—they’re structural changes that demand smarter, more agile responses. Simply cutting headcount won’t solve the problem; instead, organisations need to rethink how work gets done and who’s best suited to do it—a core theme of our Becoming Skills-Powered campaign. 

Supporting the “accidental manager” 

Often line managers are promoted for their technical skill, but many find themselves unprepared for the people-management responsibilities that follow. These “accidental managers” often face challenges, leading to more employee relations issues, grievances, and legal risks. This added strain impacts already busy HR teams. Empowering managers with the tools, training, and support they need, right when they need it is the key to solving these issues. 

What role can technology play? 

Technology offers valuable support. Not only can it help deliver consistent and compliant processes, but when used wisely, it builds manager confidence and reduces reliance on HR for every decision. AI also makes an appearance in the discussion—not as a replacement for human judgment, but as a tool to streamline routine tasks. The focus is on practical innovation: solutions that free up time and improve both employee and manager experience. Technology works best when paired with efforts to upskill managers and simplify processes, not as a standalone fix. 

Listen now to learn how you can empower your people managers in this new financial landscape. 

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SWP is an approach that forecasts the skills needed to meet business outcomes, not just in moment but for the future. By looking ahead, you are able to evaluate the actions needed such as upskilling current workforce or hiring in new skills. They also discuss how Beamery’s AI-driven talent platform is transforming SWP, helping businesses build more agile, skills-based organisations that can navigate the complexities of the modern labour market. 

What is AI’s role in SWP? 

AI and automation are transforming how companies attract, retain, and develop talent. Tom explains that these tools don’t just enhance efficiency; they unlock new possibilities for precision in hiring. Instead of relying on outdated job descriptions, businesses can harness AI-driven insights to understand what skills they need—not just today, but years down the line. This approach ensures companies remain agile, ready to adapt to market shifts and technological advancements. 

Traditional workforce planning often focuses on immediate vacancies, but forward-thinking organisations are embracing a broader perspective—one that aligns talent acquisition with long-term business goals. By leveraging technology, businesses can analyse workforce trends, predict skills gaps, and make informed decisions that drive sustainable growth. 

The best workforce strategies don’t just focus on external hiring; they cultivate talent from within. Organisations that invest in upskilling and reskilling programs create a culture of continuous learning, empowering employees to grow while filling crucial skill gaps. This not only improves retention but also futureproofs the business against talent shortages. 

What challenges may arise when using a skills-based approach to SWP? 

A key challenge is breaking down silos between HR, leadership, and finance teams. Successful workforce planning requires collaboration across departments, ensuring that hiring strategies align with financial realities and broader business objectives. 

Organisations that integrate workforce planning into their overall business strategy gain a competitive edge, as they can proactively adjust to industry changes rather than reactively scrambling to fill gaps. 

The future of SWP is about being proactive, data-driven, and human-centric. Companies that invest in their people will not only navigate the complexities of the modern workforce but emerge as industry leaders. Listen now to learn how you can use a skills-based approach to refine your SWP. 

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How can bad data affect your organisation? 

One of the biggest challenges organisations faces is poor data quality. As Becki explains, it’s not just an HR or IT issue — the ripple effects are felt across the business, from finance to operations. When data is inaccurate or poorly structured, it undermines analytics, weakens reporting, and makes it harder to support strategic decisions. Martin puts it simply: data is the lifeblood of any system. It’s what keeps your technology running smoothly and delivering real value. Without a strong data foundation, even the best systems will struggle to perform. 

Organisations should start viewing data as an asset, not just a byproduct of HR processes. There is a need for early and continuous data planning—not just during implementation, but well into a system’s lifecycle. Data quality isn’t a one-time fix; it demands a long-term strategy supported by a culture that values good data habits. Educating the wider business on why data matters is key. Success comes from making the impact of poor data personal and relatable to stakeholders, ensuring they see how it affects their own work. 

How do you ensure data quality stays high? 

After the initial launch organisations often lose momentum, which can quickly lead to deteriorating data quality. Keeping data and analytics teams connected with users and business leaders ensures continuous improvement, system optimisation, and better long-term returns on investment. 

Listen now to understand why high data quality is essential and how to sustain it over time. This topic is explored in greater detail in a dedicated chapter of our Less Stress HRIS: Part Two whitepaper. 

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In this episode of the HR on the Offensive podcast, Chris is joined by LACE payroll experts Adrian Axtell, Simon Puryer, Chris Kirby, Tricia Conway, and Simon Bunday. Together, they delve into the realities of payroll, the obstacles professionals face, and how the function is evolving to meet the demands of the future. 

Despite common perception, there’s more to it than just processing numbers; it requires strategic thinking, cross-functional collaboration, and the ability to adapt to constant change. Organisations frequently mistake payroll issues for technology problems when, in reality, poor data and disconnected processes are often the root cause. Rather than simply implementing a new system, companies need to take a holistic approach, considering how payroll interacts with HR and broader business operations. As organisations expand, merge, or restructure, payroll must keep pace. 

Looking ahead there is growing opportunity for payroll to take a more strategic role within organisations. Advances in automation and AI can help eliminate repetitive tasks, freeing up payroll professionals to focus on optimising processes and improving the employee experience. Additionally, there is increasing recognition that payroll data holds valuable insights that can and should inform business decisions. However, to fully capitalise on these opportunities, payroll teams must secure the investment and visibility it deserves. 

Payroll is no longer just an administrative function—it is a vital component of a company's success. Listen now to learn payroll can evolve to meet the challenges of the future. 

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There has been a fundamental shift in how organisations approach change. Traditionally, companies have relied on dedicated change management teams to oversee major transformations. However, it’s increasingly recognised that change is a continuous process, not a one-time event. Modern leaders must therefore embed adaptability into their everyday roles, embedding change as a fundamental aspect of business performance rather than a totally separate initiative. 

Give your employees the big picture 

Annette and Gemma discuss how important it is not only articulate a clear, compelling vision for change but also connect it to the organisation's broader mission, strategy, and values. This ensures that employees understand the why behind the change, making it easier for them to engage with and support new ways of working. 

Communicate and listen in equal measures 

Effective leadership through change requires ongoing, transparent and two-way dialogue. Leaders must recognise that employees process change at different paces and should tailor their messaging accordingly. Our experts highlight the power of walking the floor—being present, listening to concerns, and maintaining a human-centred approach to leadership. 

How can leaders develop resilience within their teams? 

Leaders who acknowledge their own role in the change journey—rather than simply enforcing it on others—build trust and engagement. Leadership teams should regularly assess their own alignment on change initiatives, ensuring that they project a unified and supportive front. 

Effective change leadership directly influences engagement, productivity, customer satisfaction, and ultimately, financial performance. Organisations that fail to evolve risk stagnation. Listen now to hear some pearls of wisdom from Gemma and Annette, and do feel free to reach out if via the form below if you’d like to discuss your change journey with them directly.

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HR and leadership teams are being challenged to navigate constant change, with the success of any transformation depending on how effectively they bring people along for the journey. Organisations have historically been strong at defining the “what” of strategy but often fall short in communicating the “why.” Without a compelling reason to change, employees can become disengaged or unsure of their role in the process. 

How can leaders articulate the “why”? 

Sally introduces a simple yet powerful framework which involves defining the broader business context, acknowledging the current reality, and demonstrating why the organisation is “perfectly poised” for change. The goal isn’t just to present a case for transformation but to create a shared belief in its purpose, making employees feel like active participants. 

The discussion also touches on the evolving skills leaders must develop to thrive in a constantly shifting business landscape. Sally argues that leaders need to master the art of storytelling, move beyond binary thinking, and develop resilience in the face of uncertainty. She highlights a common challenge—what she calls “ask for task” communication, where leaders frame transformation as a list of requirements rather than an inspiring vision that employees want to be part of. 

Employees are more likely to embrace new ways of working if they see visible commitment from the top. Transformation isn’t just about systems and structures—it’s about culture, leadership, and people. Listen now to learn how to prioritise the human side of change. 

Learn more about our Driving business transformation campaign and sign up to stay updated with exclusive content, events, and resources designed to put HR at the forefront of transformation. 

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Organisations that truly harness the potential of their people managers unlock new levels of productivity, engagement, and innovation. But what does it take to create these ‘supercharged’ people managers? And what role do they play in the success of a skills-powered organisation? 

This is what Chris and Debbie Mitchell discuss in this amazing episode of the HR on the Offensive podcast, as part of our Becoming skills-powered series. 

The important role of the line manager 

As HR struggles with stress and shifting responsibilities, people managers are stepping up to take on many of the tasks traditionally left to HR.  

A super charged people manager bridges the gap between employees and leadership, addressing concerns directly rather than simply relying on a centralised HR function. A great manager is more than just a taskmaster or an overseer. They don’t just manage employees—they inspire them.  

How does this fit into a skills-based organisation? 

A skills-based organisation is one in which your skills define the work you do rather than your job title. The work required by the organisation is split into tasks and projects that are matched to employees with the right experience and capabilities instead of worrying about whose job it is. 

When organisations shift their mindset from seeing managers as gatekeepers of workflow to enablers of talent, the workplace transforms. Instead of thinking about employees as fitting into rigid roles, organisations emphasise recognising their employees’ individual skill sets—both those that are currently utilised and those that may be untapped.  

Empowering people managers to be talent advocates 

There is a mindset shift here for people managers - they need to both develop their team’s skills and distribute them around the business. There’s an important role to play in helping employees understand their skills and identify growth opportunities that benefit both the individual and align with the needs of the wider business. 

But fostering the skills mindset requires an organisational shift. Too often, managers hesitate to share talent because they fear the administrative burden of backfilling work requirements or roles. 

Organisations must rethink how they enable managers by making it easier to identify and onboard new talent – both internally and externally. Investing in internal mobility tools, creating skills-based career pathways, and ensuring managers have visibility into opportunities across departments can significantly ease this transition. 

Listen now to hear more of Debbie’s thoughts on how by equipping line managers with the right tools you can supercharge employee engagement and productivity through skills approaches. 

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The discussion highlights how workforce transformation has been ongoing for years, but recent global challenges—from Brexit to COVID-19, and geopolitical shifts—have intensified the need for businesses to evolve faster than ever. Historically, HR has been involved in transformation efforts, but often in a reactive role. CPOs and HR directors have already proven their strategic value during the pandemic, and this credibility has set the stage for them to play a leading role in shaping sustainable transformation. 

With change becoming a constant, organisations must rely on data-driven decision-making, strategic workforce planning, and sustainable HR practices to stay competitive. One major shift discussed is the growing recognition that HR is not just about internal transformation but is crucial in steering overall business strategy. Companies that continue to view HR as merely an operational function risk missing out on the strategic advantage that a people-first approach can provide. 

For HR professionals looking to lead transformation within their organisations, listen now for valuable insights into the mindset shift HR needs to lead the change. 

Learn more about the campaign here and sign up to our campaign to stay updated with exclusive content, events, and resources designed to put HR at the forefront of transformation. 

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How has payroll evolved? 

Nick explains how the role has shifted from processing timesheets to managing employee experiences. With shifts in technology, analytics, and workforce expectations, payroll is now about much more than accuracy—it’s about contributing to the employee value proposition (EVP). Offering features like pay-on-demand or financial wellness programs can attract and retain talent, while data-driven insights help organisations reduce turnover and boost employee satisfaction. 

What role does payroll play in shaping the employee experience? 

Chris explains that with most employees, their payslip is their primary touchpoint with the organisation. Inaccurate or inefficient payroll can negatively impact employees' trust and engagement. Payroll’s shift towards governance and analytics aligns it more closely with HR and reward teams. However, this also requires payroll professionals to embrace softer skills like empathy, change management, and the ability to influence stakeholders. 

How can payroll have a strategic impact? 

Payroll leaders must advocate for their teams and highlight payroll's strategic importance. By collaborating with HR and finance, payroll can integrate with broader business goals—such as improving profitability through better retention or leveraging data to address pay equity issues. 

The future of payroll is dynamic, and those who adapt will not only thrive but redefine what payroll can achieve for organisations. Listen now to learn how payroll can contribute to the success of the business. 

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How can data improve employee engagement and performance management? 

Managers face mounting pressure as hybrid work environments and evolving workforce dynamics reshape their roles. The report reveals that 96% agree that improved access to people-related data would boost their confidence in decision-making. This highlights the pressing need for HR to focus on providing accessible and practical people analytics. However, the true challenge lies in delivering this data in an intuitive and practical format—one that empowers managers without adding to their workload or complexity. 

What impact will AI have? 

AI’s ability to simplify data, suggest best practices for performance reviews, and provide tailored developmental insights makes it a valuable tool for managers. Notably, the report finds that over a third of managers plan to integrate AI tools into their daily workflow, emphasising its potential to become an integral part of modern management. 

The report encourages HR professionals to rethink their approach to AI and data, ensuring it serves as an enabler rather than a barrier. Listen now to discover how to overcome the challenges of adopting AI solutions for people analytics. 

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This podcast is part of our Becoming skills-powered campaign where we are unpacking some of the BIG questions around skills approaches; from what the foundations are through to which skills solutions are right for you.

More info on our campaign: https://lacepartners.co.uk/becoming-skills-powered/

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One size doesn’t fit all 

When co-founders Aaron Alburey and Cathy Acratopulo set out to build LACE, they wanted to create a unique people service that combined the best of big consultancy experience while steering clear of the common pitfalls they had seen firsthand.  

With our teams of seasoned professionals, we are able to deliver customised, practical solutions that really hit home for our clients – and have fun doing so. Whether it’s tackling hybrid work challenges or bridging gaps in dispersed teams, we co-create solutions from scratch depending on what’s needed. 

Maintaining the culture 

As the business grows (and it has a lot in the last ten years!) we are passionate about preserving our core values of passion, innovation and care. Our commitment to our clients does not end at delivering solutions to HR challenges, but goes beyond to supporting them holistically throughout their transformation journey. We like to think we have set – and continue to raise - the benchmark for what fundamentally different can mean in the world of HR consulting. 

Listen now for insights from our co-founder Aaron on how LACE approaches their projects, whether it’s people strategy or improving your payroll function we have a unique approach and culture that’s worth knowing about it. 

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HR professionals, mental health first aiders, and managers often find themselves engaging in sensitive, high-stakes conversations without sufficient training or support. A staggering 52% of mental health first aiders report feeling out of their depth during such discussions; underlining the need for tailored training programs to help empower these individuals effectively. 

How should the people manager role evolve? 

Paul emphasises the need for managers to develop softer skills such as empathy and effective communication. When trained in these areas managers not only strengthen team performance but also fosters a culture where mental health conversations are normalised. 

Why should leaders show vulnerability? 

Leaders who model authentic behaviour—whether by admitting mistakes or sharing personal strategies for maintaining mental health—create an environment where openness is valued. Leaders need to strike a balance between authentic and impactful without oversharing. 

Where to start? 

For HR professionals and business leaders: start with the why. Before implementing initiatives, understand the core objectives. Once the purpose is clear, you can then design holistic and strategic approaches tailored to your workforce’s unique needs. 

Listen now to learn how to build a workplace that ensures all employees are supported. If you would like further insights, you can download The Everymind Mental Health First Aid Data Report. The report offers actionable strategies for enhancing mental health support across your organisations.

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What is “borderless creativity”? 

It’s a model that champions collaboration across disciplines and experiences to generate innovative ideas. Elaine reveals how Ogilvy balances non-negotiable processes, such as goal-setting and regular check-ins, with the freedom to explore flexible, dynamic problem-solving approaches. By fostering an environment of trust and open dialogue, it ensures that every employee feels empowered to contribute meaningfully. 

What role can diversity play in fuelling innovation? 

When we talk about diversity, we’re referring to both thought and background. Elaine highlights the importance of hiring individuals from non-traditional paths and fostering their unique strengths. Ignoring diverse talent and fresh perspectives means organisation risk missing out on opportunities to ignite innovative ideas and achieve meaningful growth. 

HR and leadership can take valuable lessons from this approach. Embracing diversity with boldness and building a safe-to-fail culture helps to unlock innovation. Elaine’s insights show the importance of curiosity, continuous learning and adaptability as key tools for navigating the fast-changing business world. 

Listen now to learn how your organisation can resist stagnation and foster a workplace culture that cultivates innovation. 

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How is AI impacting skills? 

Traditional skills are giving way to competencies like learning agility, openness to new technology, and the ability to effectively engage with AI tools. Ben highlights the importance of assessing attitudes toward AI and improving practical skills, such as crafting effective prompts and critically evaluating AI-generated outcomes. These capabilities ensure users can maximise AI’s potential without passively accepting its outputs. 

How can AI level the playing field? 

AI offers the opportunity to empower individuals with diverse abilities to excel in their roles. For example, people with dyslexia can leverage AI for proofreading, while email plugins can improve the clarity and impact of written communication. This increased accessibility fosters greater inclusivity in the workplace but also encourages organisations to reassess how they evaluate and differentiate talent as AI can minimise some individual performance disparities. 

What role can AI play in recruitment? 

Dynamic and contextual AI-driven assessments can provide candidates with tailored feedback and insights, enhancing their experience even when they are unsuccessful. However, there are still challenges around building trust and maintaining positive perceptions of AI’s role in the process. 

As these technologies advance, organisations must address the ethical considerations and redefine success in the workplace. Listen now to learn how AI is reshaping workplace dynamics, skill requirements, and organisational strategies. 

This podcast is part of our Becoming skills-powered series, in this campaign we are unpacking the biggest questions around skills-based approaches.  

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Empowering underrepresented groups 

WithYouWithMe is dedicated to helping disadvantaged groups transition into digital careers. Through leveraging cognitive aptitude and psychometric testing, they identify untapped potential in candidates and match them with suitable skills-based roles. Their approach has enabled many candidates from non-technical backgrounds to enter digital fields, challenging conventional views on required qualifications. 

A skills-based future of work 

Beyond individual development, WithYouWithMe supports organisations in adopting a skills-based approach. This involves mapping employees' skills to future job requirements, facilitating internal mobility, and filling high-demand roles. By prioritising skills over traditional qualifications, organisations can create more adaptable and inclusive workforces. 

What is the strategic advantage of diverse hiring? 

Tom emphasises how focusing on the skills and potential of candidates rather than solely on diversity quotas will unlock great business potential. WithYouWithMe’s approach to skills-based hiring and workforce development involve the Three C's—which serve as guiding principles for organisations aiming to implement a skills-first strategy effectively. 

The three C’s are: 

• Clarity - Defining the specific skills needed for each role by aligning job requirements with a clear skills framework. This approach sets realistic expectations for candidates. 
• Capability - This involves assessing and mapping employees' current skills and potential. Enabling effective redeployment, it places employees in roles where they can excel while meeting organisational goals. 
• Closure – This focuses on setting actionable goals to bridge skill gaps and aligning workforce needs with company strategy. 

Listen now to learn how a skills-first approach can transform the way you hire and manage your talent in your organisation as well as unlocking untapped talent pools across the market. 

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Lucinda frames OD as a strategic, people-focused approach designed to boost organisational performance. Rather than just ensuring operational efficiency, OD’s ultimate goal is to achieve impactful business results through the power of people and culture. 

What does effective OD look like in practice? 

One example Lucinda shares involves how companies increase engagement and retention to stay competitive. Here, OD plays a dual role: building employee engagement and equipping the workforce with essential skills. Leadership training, performance management, and targeted recruiting all help retain talent and build capacity, enabling businesses to respond effectively to market changes. 

Where should OD sit in the organisation? 

Lucinda suggests that OD should take a central role in HR, serving as a guiding framework for functions like recruitment, learning, and talent management. This positioning allows HR to stay proactive, aligning initiatives more closely with OD’s strategic goals. 

Listen now to learn how organisation design can drive business transformation with people-focused solutions that meet your organisation's objectives. 

If you have questions about how you can leverage organisational design and boost business performance, we have a team of experts you would be happy to speak to you. Reach out via the form below! 

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Filling in the gaps 

Organisations must first understand where their business is going and its strategy. This understanding allows them to identify what skills gaps exist between current capabilities and future needs. They can fill these skill gaps by building skills internally, hiring new talent, or using contractors. The choice depends on time, cost, and the urgency of the needed skills. 

What are some of the challenges? 

One of the key challenges organisations faces is gaining a clear understanding of their current skills landscape. Many companies struggle with outdated or incomplete data in their HR systems, making it hard to see the full range of skills their employees have, and it becomes difficult to identify critical skill gaps. The lack of visibility can hinder effective workforce planning and slow down efforts to address the real gaps that impact business success. 

What role does technology play in skills-based organisations? 

Simon emphasises that while technology, including AI, can help codify and track skills, it’s not a complete solution. Instead, businesses should use it alongside a broader strategy that engages employees, identifies critical skills, and aligns training with company goals. 

Listen now to learn how you can use a skills-based approach to bridge your skill gaps. 

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One of the key presentations discussed was by Emilee DeMartino, Chief People Officer at McDonald’s International. McDonald's has been working on improving their people analytics by aligning their various global systems and creating a consolidated data warehouse. This allows them to predict and measure outcomes like employee engagement, customer satisfaction, and repeat business. The presentation highlighted that simplifying the restaurant manager's role with AI and predictive analytics could enhance both employee and customer experiences, driving better business results. 

Julian discusses Sanofi’s use of change management frameworks to ensure that executives and business leaders effectively adopt people analytics into their decision-making processes. They explained how integrating employee experience, workforce planning, and organisational design into a cohesive strategy is key to their business transformation. 

Another highlight was the NN Group, a Dutch insurance company, exploring the potential of AI and large language models like ChatGPT to assist in HR policy advice. They shared their experiences with using AI for summarising employee feedback and sentiment analysis. NN Group’s experiments underscore the growing importance of AI in HR analytics. 

Overall, the HR Analytics Summit showcased how organisations are utilising data to create scalable, repeatable processes, improving both employee and business outcomes. Listen now for more key takeaways from the summit. 

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Cathy explains that a one-size-fits-all model doesn’t work, as HR must align with the specific needs and goals of the business. For example, an organisation focusing on rapid growth would require an HR model capable of scaling with that growth, while an organisation concerned with customer intimacy would prioritise aligning HR with customer outcomes. 

Melanie highlights the importance of tailoring HR operating models to fit specific business contexts. She notes that businesses often run into issues when trying to apply HR models from other departments, like finance, without accounting for HR's unique requirements. She cautions against using overly generic models, as this can result in challenges like insufficient support for managers. 

The discussion also touches on the challenges of change management within HR. Melanie highlights the need for continuous improvement, stressing that while major transformations shouldn’t occur frequently, HR should evolve to meet the changing demands of the business. This includes improving HR capabilities, leveraging data for decision-making, and maintaining a balance between cost efficiency and employee experience. 

Listen now to learn the necessity of aligning HR strategies with broader business objectives and the importance of adaptability. 

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This podcast is part of our Becoming-skills powered campaign where we’ll be addressing some of the key questions around skills-based approaches, including the essential foundations of a skills-based organisation and much more.

How can organisations develop effective skill strategies that are connected to their business outcomes? 

Craig emphasises that simply building skills frameworks or academies isn’t enough; skills must be relevant to solving real business problems, such as boosting sales, reducing costs, or improving productivity. He stresses the need to identify critical skills tied to the business strategy and focus on specific areas that generate tangible results. 

One key takeaway is that HR teams need to move away from abstract skill-building initiatives and adopt a commercial mindset. This means ensuring that skill development is directly linked to measurable business goals. Craig also discusses the importance of fostering learning agility, which helps employees adapt to new roles and challenges. 

How should organisations communicate skill strategies? 

Craig advises simplifying the approach, focusing on two or three critical skills that align with business needs, and making sure the results are measurable. He underscores the significance of assessing the impact of skill-building efforts through engagement surveys and other performance metrics. 

Listen now to learn how a skills-based approach not only enhances employee capabilities but also drives bottom-line value for the business. 

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This podcast is part of our Becoming-skills powered campaign where we will be answering some of the BIG questions about skills approaches, from what the key foundations you need to get started, our quick start skills guide and much, much more to come. 

What are skills-based organisations (SBOs)? 

Anthony describes them as organisations seeking to decentralise work and decision-making while empowering employees to manage tasks more independently. This model is driven by a need for productivity, agility, and innovation, which are difficult to achieve in hierarchical, top-down organisations. By allowing employees to use a broader set of skills beyond their specific job roles, organisations can optimise talent deployment and increase satisfaction and effectiveness. 

He argues that a strong organisational climate, built on trust and psychological safety, is key to the success of SBOs. Anthony advocates for a gradual, measured approach rather than implementing sweeping changes, stressing the value of starting with small pilot programs to test and refine before scaling up. 

What challenges will you face when transitioning to an SBO? 

A key challenge is the necessary mindset shift, particularly for middle management. Traditional management styles, centred on task supervision and control which can clash with the skills-based approach that encourages self-management and flexibility. Leaders will need to shift toward roles that prioritise coaching, mentoring, and supporting teams, rather than focusing on micromanagement. 

Listen now to learn what role leadership plays in guiding organisations towards a skills-based approach – and follow our campaign for more skills insights. 

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Many professionals "fall into" payroll rather than choosing it deliberately, but once involved, they develop a strong commitment to the field. This dedication is attributed to the critical nature of payroll work, which directly impacts employees’ lives and necessitates a meticulous, resilient approach. Payroll has evolved from a manual, paper-intensive process to a more automated, technology-driven function. As a result of this evolution, modern payroll professionals need a blend of technical skills, such as data analysis and understanding compliance regulations, and soft skills like problem-solving and empathy. 

What is the perception of payroll within organisations? 

Adrian notes that payroll is often underappreciated until issues arise, at which point its importance becomes clear. He advocates for greater recognition of the strategic value payroll can provide, especially in data analysis and business insights. 

Payroll’s future 

Bronwynn and Claire predict that the role of payroll will continue to evolve with advancements in technology like AI and automation. They foresee a growing emphasis on using payroll data for strategic decision-making, enhancing the employee experience, and integrating more closely with other business functions. They encourage payroll professionals to embrace these changes, highlighting the need for ongoing learning and adaptability in the profession. 

Listen now as we celebrate National Payroll Week and highlight the essential role payroll professionals play within an organisation. 

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In this episode of the HR on the Offensive podcast Chris discusses the concept of "unbossing" in the workplace. He is also joined by fellow LACErs Marcus Uzubalis and Stephanie Abel, as they explore the definition, benefits, and challenges of unbossing.

What does “unbossing” mean?

There are two main interpretations: first, the elimination of middle management roles, often referred to as "delayering"; second, and the focus of this podcast, is transforming the role of middle managers. Instead of directing employees' actions, managers under this model act more as facilitators, empowering employees to take initiative and assume more responsibility.

What are the potential benefits of “unbossing”?

By reducing direct oversight, employees can experience greater autonomy, which can lead to higher engagement and job satisfaction. This empowerment allows for increased innovation and quicker decision-making, echoing a dynamic seen during the COVID-19 pandemic when red tape was minimised and organisations had to adapt rapidly. Additionally, unbossing can lead to cost savings by reducing administrative overhead and streamlining management structures.

What are the challenges?

A significant concern is the potential for "quiet quitting," where employees do the bare minimum without being noticed due to reduced oversight. There's also the risk of chaos and confusion if roles and responsibilities aren't clearly defined, especially in larger or more complex organisations. Moreover, without regular interaction and support from managers, employees may feel a lack of development opportunities, which could lead to disengagement or turnover.

Listen now to learn how you can successfully implement unbossing into your organisation

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Bureau Veritas, a global leader in testing, inspection, and certification services, has a workforce of 80,000 employees spread across 140 countries. The company's LEAP 2028 programme focuses on growth and performance. It’s built on three pillars: portfolio expansion, operational efficiency, and people. 

Historically, Bureau Veritas relied heavily on external hiring to drive growth. However, Kathryn recognised the need to shift towards a retention-focused model, emphasising internal talent development, especially in emerging areas like sustainability and cybersecurity where skills are scarce. 

In order to convince the executive team to prioritise people within the company's strategy, Kathryn used business-relevant language, data-driven insights. This was to show that people are central to achieving business success, especially in an industry where technical expertise is critical. 

Kathryn reflects on the importance of global alignment within the HR team and the need for consistent communication to ensure everyone is on the same page. She emphasises the transformational nature of moving from a recruitment mindset to one focused on retention and development. 

Listen now to learn how to better equip your HR team is to support the organisation's business goals.  

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We recently hosted an event where CPOs explored AI’s impact on HR. There is a "silent majority" of HR professionals who are aware of AI's potential but are only beginning to explore its applications. Few companies have advanced plans for AI integration, though interest is growing. Despite AI's widespread presence, understanding its implications remains limited, particularly within HR.  

What challenges does HR face in adopting AI? 

AI systems can inadvertently introduce or amplify biases. In HR this could lead to ethical concerns in decision-making processes like recruitment. Additionally navigating the complex landscape of regulations and ensuring compliance with data protection laws and AI-specific regulations can pose a significant challenge. 

What has been the broader impact of generative AI? 

Aaron emphasises the need for HR professionals to understand how generative AI will transform industries and influence business survival. Both David and Aaron agree that AI will be a key differentiator in the future, determining which companies succeed or fail. 

What is AI’s role in skill management? 

David believes that AI is crucial for effectively mapping and utilising skills within organisations. He describes AI as a "game changer" for this process, enabling more accurate and efficient analysis than ever before. AI will not only eliminate certain skills but also create a demand for new ones, making it essential for organisations to adapt their skills strategies. 

Listen now to learn how AI will affect your business processes and how to prepare for this ongoing technological shift.  

Fosway Group currently have an ongoing survey, HR Realities Research 2024-25, which is looking into the impact of AI on HR. If you’re interested in participating, follow the link. 

If you’re interested in how your organisation can become skills-powered, check out our latest campaign. 

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Cathy explains how different business drivers demand specific HR capabilities, in order to drive the people outcomes that support the business's objectives. For productivity, this means focusing on efficiency and getting the best out of the workforce, especially in high-volume, low-margin businesses like retail.  

The conversation then shifts to the practical aspects of HR in a retail environment. Helen underscores the importance of efficient payroll systems, given the high volume of hourly workers. She emphasises starting with ensuring payroll accuracy and simplicity, which is foundational for any HR function.  

Cathy explains that a shared services environment can help frontline managers with employee relations. Helen stresses the importance of training and supporting these managers, especially since they often work varied and solitary shifts. This support is crucial for effective team management and helps managers feel less isolated and better prepared for their roles. 

The discussion concludes with reflections on the multiple ‘hats’ a CPO must wear, from being a transformation enabler to a compliance champion. Helen also highlights the CPO's role as the cultural conscience of the business, ensuring that the voices of the thousands of employees are heard at the executive level. 

Listen now to learn how you can boost your productivity business driver. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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These organisations look beyond job titles to recognise employees for their wide range of skills from different experiences and personal lives. This approach changes how we think about talent and work, focusing on matching the right people to the right tasks to improve flexibility and efficiency.

This approach brings flexibility, cost savings, and the ability to quickly adapt to business changes. For employees, it offers clear career paths, opportunities to learn new skills, and more chances to move up within the organisation.

Our campaign aims to simplify the information about skills-based organisations and break it down into practical steps. This will help organisations keep up with rapid changes and tackle skill shortages by using internal talent instead of always hiring from outside. 

Find out more about our campaign, "Becoming skills-powered" - https://lacepartners.co.uk/becoming-skills-powered/

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Step 1: Building your value case

It's important to build a case for change to clearly demonstrate to your C-Suite and senior stakeholders why it's needed and how it will benefit the business. Engaging the right stakeholders early is crucial to avoid buyer's remorse.

Step 2: Building your plan and design foundations

Sian and Aaron discuss defining scope, timeline, and key design decisions—such as employee experience, governance, and data strategy—when building design foundations, to ensure your choices align with your organisation’s long-term vision.

Step 3: Selecting your tech partner

The third step covers selecting the right technology partner. Aaron emphasises when choosing a partner there should be a focus on how technology can solve specific business problems rather than just meeting functional requirements.

Step 4: Mobilising your team and ways of working

This involves assembling a team consisting of the client, a technology partner, an SI partner, and a strategic advisory partner like LACE to support implementation and configuration.

Step 5: Ensuring change sticks

Lastly, a key factor in a successful technology implementation is investing in change management. This includes encouraging behavioural change, adopting a new mindset, and tracking adoption to ensure the change is effective.

Listen now for a brief overview of these five steps for a successful HRIS implementation. To dive deeper into each step, download your free copy of the whitepaper here.

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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Aaisha speaks on her initial 100 days at LMAX. She emphasises the importance of understanding the business needs, conducting strengths, weaknesses, opportunities and threats (SWOT) analyses, and identifying quick wins. Her focus at LMAX was on building a four-year people strategy, establishing a coordinated approach to hiring, and developing a central people operations function. A significant change she implemented was rebranding the HR department to "People and Culture" to better reflect the company's goals. 

The many hats of the CPO  

Chris outlines the four hats a CPO wears, which is our framework explaining the competing demands of a CPO: the service expert, the experience architect, the transformation enabler, and the compliance champion. Aaisha notes that, given the nature of LMAX's business, the transformation enabler (enabling the business to achieve its goals through a defined set of people outcomes) and compliance champion hats (running the HR function efficiently and effectively) are particularly crucial. She highlights the importance of effective change management and ensuring that any changes lead to a better employee experience.  

Listen now for Aaisha’s insights into the multifaceted role of HR in a rapidly growing business. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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The survey revealed alarming statistics: 65% of participants reported symptoms of depression, with 46% meeting clinical thresholds—three times higher than the general population. Similarly, anxiety levels were 2.5 times higher than average.

The discussion highlights the exacerbating effect of the pandemic on pre-existing systemic issues within HR. During the pandemic HR professionals faced unprecedented challenges without adequate support. The survey found that only 22% of respondents felt well-supported at work regarding their mental well-being. The constant demand, evolving work policies, and the blending of home and work life added to the stress.

Dr. Burrell emphasises the impact of these blurred boundaries on HR professionals. This constant connectivity and pressure contribute significantly to burnout. 48% of respondents experienced at least one symptom of burnout.

The report’s findings also stress the need for organisations to re-evaluate their employee value proposition, recognising the shift in employee expectations post-pandemic. Employees now prioritise purpose and work-life balance, demanding more from their employers.

Listen now to discover the wellbeing challenges HR professionals face today and learn how organisations can better support them.

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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What is pragmatic AI? 

It refers to a practical, results-oriented approach to implementing AI within an organisation. 

HR conferences are now abuzz with AI discussions, yet many HR professionals are still seeking concrete steps to leverage AI effectively. Aaron points out that the market is witnessing a surge in AI-related consulting, but the real challenge lies in understanding how to pragmatically implement AI within HR functions.  

What is the broader implication of AI? 

It has the potential to enhance employee experiences through personalisation and customisation. However, the integration of AI should not lead to an overabundance of systems; instead, it should streamline operations. Additionally, there is also a need for senior practitioners to bridge their AI knowledge gaps through continuous learning and upskilling. 

What practical steps can HR professionals take to start their AI journey? 

Aaron emphasises the importance of having an AI policy and governance structure in place. He also suggests appointing dedicated individuals – like Charlie - within the HR function to explore and experiment with AI, ensuring that the organisation remains innovative while managing risks effectively. 

Listen now to learn how you can better navigate the complexities of AI integration, enhancing your HR functions and overall business operations. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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How important are the first 90 days? 

The first few months are critical for establishing a foundation for success. This time frame is not just about understanding the immediate responsibilities but also about laying the groundwork for long-term success and transformation within the organisation. 

What should be CPOs’ first move?  

Aaron stresses the importance of building relationships as a key focus during this period. He outlines various crucial relationships that need to be established, including those with the CEO, the executive committee, the board, and regulatory bodies.  

Debbie adds that understanding the broader business context is vital. She advises CPOs to thoroughly research the business, its goals, and its key performance indicators (KPIs). By doing so, CPOs can align their strategies with the organisation’s objectives. Debbie also mentions the importance of understanding the business metrics beyond just HR-related ones, to gain a holistic view of the organisation’s performance and challenges. 

Listen now to find out how you can make the most of your first 90 days, laying a solid foundation for your new role and driving meaningful change within your organisation. Here at LACE Debbie leads our CPO healthcheck, take a look if you would like additional support as a CPO. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

If you’re interested in joining our CPO network, then get in touch with Debbie Mitchell. People strategy is part of our bread and butter at LACE, learn more about that here. 

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How can you evaluate the maturity of your people analytics team?   

Traditional methods for measuring the maturity of analytics include descriptive, diagnostic, predictive, and prescriptive analytics. However, Johanna points out that this framework might not suit all organisational needs. She emphasises that having predictive capabilities does not necessarily indicate a mature analytics function if it is not aligned with the business strategy or addressing the right questions. 

Often, HR leadership teams feel they are not acquiring the right data, or it’s not presented in a usable format. This misalignment can hinder effective decision-making and indicates a maturity gap. Many organisations are still new to people analytics and need help understanding their current position and potential improvements. 

Joanna points out increased pressure on HR to deliver data comparable to other business functions like sales and finance. While new technologies are tempting, organisations often overlook foundational aspects such as data quality and alignment with business needs. She highlights the importance of having the right skills and behaviours in place to make effective use of analytics tools. 

What is the PWA Navigator? 

It’s a free survey designed to help organisations assess their analytics maturity based on LACE's maturity framework, which includes six key themes: strategy, systems and data, reporting and analytics, operating model, skills and behaviours, and self-perception. By gathering input from various stakeholders, the Navigator offers a comprehensive view of an organisation's strengths and areas for improvement. This tool serves as an initial step toward deeper engagement and enhancement of people analytics capabilities. 

Listen now to to discover how you can evaluate the maturity of your people and workforce analytics teams. If you would like to complete our survey follow this link

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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The whitepaper provides a comprehensive analysis of several critical topics, including enabling business growth, building skills and capabilities, and incentivising work. Debbie and the team have written this guide to help CPOs and HR teams navigate the economic, social, and political factors that could influence the HR landscape post-election. Download the whitepaper or listen to this podcast to understand how businesses can better prepare for and adapt to any new policies or regulatory changes that may arise. 

We examine the vital responsibilities of the CPO in preparing for and mitigating the effects of a general election on our workforce and employee experience. This includes anticipating policy changes, fostering transparent communication with employees, and implementing strategies and best practices to ensure organisational preparedness and resilience during political transitions. 

Our whitepaper's guest contributors Paul Chamberlain, Partner and Head of Employment at JMW Solicitors LLP and Gethin Nadin, CIO at Benefex offer a diverse blend of insights into the changes from both an employment law and pay and benefits perspective. 

Listen now to get ahead of the game and get ready for change. If you would like to read to read our whitepaper you can download a free copy here. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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Nick explains the reason for writing his book, was the varied predictions about AI's impact—from optimistic to pessimistic. He categorises these views into "bloomers" and "doomers,", respectively, emphasising this critical moment in history due to rapid technological advancements. 

How is AI reshaping leadership roles? 

Nick outlines three key areas: readiness to think critically, enhancing traditional critical thinking skills, and adapting these skills to the AI-driven landscape. He highlights that leaders must understand the scientific method and data interpretation to make informed decisions, even when AI models provide probabilistic outcomes that might initially seem uncertain.  

Cathy raises the necessity for leaders to hone their critical thinking in the face of AI-enabled transformations. Stressing the importance of embodied intelligence, which stems from human experiences and intuition, and maintaining human judgement in decision-making processes. Nick advocates for keeping purpose at the centre of AI integration, ensuring that technology serves human goals and values. 

Charlie adds that nurturing independent thought and avoiding over-reliance on AI outputs is crucial. He underscores the need for leaders to balance data-driven insights with independent thinking to make well-rounded decisions. Nick also emphasises the role of cultivating stillness, a concept from his book that helps leaders' recharge and enhance productivity. Practical examples include mindfulness practices, such as deep breathing and taking intentional breaks. 

Listen now to learn how fostering adaptive leadership, can help HR and organisations navigate the uncertainties and opportunities presented by AI advancements. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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Charly emphasises the need for clear communication about the purpose of mentoring initiatives and the importance of measuring outcomes like increased confidence and career progression She notes that mentoring can play a crucial role in positively influencing both senior leaders and organisations. Additionally, mentoring initiatives can use data to identify areas for improvement and drive meaningful change within organisations. 

What challenges do mentoring programs face? 

Time commitment can become an issue as both mentors and mentees may struggle to find sufficient time for regular meetings and maintaining the relationship. It can also be challenging to assess the impact and success of mentoring programs, as the benefits are often long-term and qualitative. However, overcoming these barriers can foster a culture of mentorship. 

Both Charlie and Charlotte highlight the importance of internal and external communication channels. They discuss strategies such as culmination sessions, ambassadorship, and awards ceremonies to celebrate and promote the success of mentoring initiatives. 

Listen now for valuable insights into the intricacies of mentoring programs and how you can quantify the outcomes.

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group.  

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The conversation delves into the rising trend of employees, especially women, contemplating leaving their positions, underscoring the vital role of employer backing for family commitments. 42% of survey participants are contemplating job changes within the next six months. Flexibility emerges as a pivotal factor, extending beyond mere scheduling to encompass practical support such as backup care for children. Moreover, they explore the impact of blurred work-life boundaries, the potential for burnout, and the imperative for employers to tackle these challenges both organisation-wide and on an individual level. 

Jennifer emphasises the business impact of supporting employees in managing work-life balance, citing examples like workplace nurseries and backup care programs. The conversation concludes with a focus on measuring the impact of initiatives and the importance of employers in creating a family-friendly brand to enhance employee engagement and retention. 

This podcast episode discusses hurdles encountered by working parents and caregivers. Listen now to explore actionable strategies for cultivating a workplace environment that supports parents and caregivers in in achieving a healthy work-life balance. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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In this podcast we discuss: 

• The critical role of leadership in shaping organisational culture and driving deeper employee engagement.  
• The various aspects of leadership, including its impact on culture and performance within organisations.  
• Practical strategies and approaches for improving leadership effectiveness and fostering a positive organisational culture.  

Andy and Pete emphasise that leaders must be intentional about shaping culture, not just allowing it to evolve passively. They highlight the importance of leaders defining the "what" and "how" of the organisation, setting clear objectives aligned with the overall strategy, and fostering behaviours that reflect the desired culture. 

Leaders play a pivotal role in employee engagement. They need to engage employees with the organisation's mission and strategy. This engagement drives various business outcomes, from talent retention to customer satisfaction, ultimately impacting the bottom line. At LACE we are fanatical about the indisputable case for employee experience in driving business value, so chat with us if you still need persuading!  

A critical aspect emphasised by both Andy and Pete is the importance of data-driven approaches to engagement. By measuring engagement and its impact on business outcomes, leaders can understand its significance and drive necessary changes effectively. This includes involving leaders early in the process, aligning engagement efforts with business goals, and communicating the results transparently throughout the organisation. 

The podcast underscores the essential link between leadership, culture, and engagement in driving organisational success. Listen now to learn how leaders can take ownership of these areas, recognise their impact, and adopt proactive approaches. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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What factors contribute to payroll’s complexity? 

The discussion starts with defining the basics in payroll, emphasising accuracy and timeliness in payments. Payroll’s complexity can be attributed diverse absence schemes and evolving global legislation. They stress the importance of understanding end-to-end processes and advocating for simplification where possible. Despite the challenges, Chris and Simon highlight the passion within payroll teams and the necessity for continuous improvement. 

The conversation then shifts to the impact of tax year end, where heightened pressures magnify existing issues. While immediate fixes may be necessary during this period, the focus shifts post-tax year end to reflection and long-term solutions. The importance of technology, data, and process optimisation is emphasised, along with the need for a supportive operating model. 

What should be the role of payroll professionals? 

Their role should be in articulating the complexities to the broader business and advocating for their importance. They underscore the need for payroll to have a seat at the table alongside finance and HR due to its critical function in employee satisfaction and regulatory compliance. 

Finally, they touch on the ongoing challenge of legislative oversight and the necessity for collaboration within the payroll community to address common issues. Listen now to learn why it's important to have the payroll basics right and why you should start thinking beyond the next tax year. 

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What challenges do payroll teams face? 

Our speakers emphasise the importance of accurate timekeeping records, highlighting challenges such as variations in work hours, which make it difficult to calculate pay accurately. Additionally, time spent on training needs to be accurately tracked to ensure compliance with minimum wage laws. The discussion also touches on the impact of policy decisions, such as salary sacrifice arrangements, which can inadvertently lead to breaches in minimum wage compliance if not properly managed. 

It has become crucial for businesses to conduct thorough assessments of their payroll processes and implement measures to mitigate risks. Furthermore, a collaboration between payroll vendors and organisations is necessary to ensure systems are configured for compliance with HMRC regulations. Additionally, regular payroll health checks are recommended to identify and address areas of concern, emphasising the significance of governance, risk management, and data technology in achieving compliance. 

Overall, the discussion underscores the multifaceted nature of national minimum wage compliance. Listen now for proactive steps you can take to uphold ethical and legal standards while prioritising employee welfare and ensuring minimum wage compliance. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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The conversation delves into Graham's model of eight aptitudes for future thinking which are the following: 

• Curiosity 
• Critical thinking 
• Creativity  
• Open-mindedness 
• Strategic foresight 
• Systems thinking 
• Collaboration 
• Resilience 

These aptitudes are crucial for navigating uncertainty and driving innovation within organisations. Graham highlights the importance of strategic and future thinking in decision-making, highlighting the need to anticipate and prepare for the future rather than merely reacting to it. 

Debbie discusses the relevance of these aptitudes in the HR space while acknowledging the challenges of long-term thinking. It becomes increasingly challenging to plan further into the future, as unforeseeable events and variables can disrupt even the best-laid plans. This is not helped by our psychological bias to focus on short-term solutions. 

The discussion extends to the role of strategic planning functions and leadership teams in fostering future thinking within organisations. Away days and collaborative efforts across different functions are seen as opportunities to challenge conventional thinking and explore alternative futures. 

HR professionals need to confidently engage in strategic conversations about the future, thereby positioning themselves as drivers of change and innovation within their organisations. Listen now to learn how to cultivate a mindset that embraces uncertainty and anticipates change.

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group.  

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What are the impacts of poor people data? 

Poor data can lead to payroll errors therefore affecting employee satisfaction, wasting time and resources. This diverts attention from strategic decision-making. Becki emphasises the need for a collective effort in ensuring data accuracy, stressing that it's everyone's responsibility, not just the analytics team's. 

What challenges are unique to HR data? 

HR datasets, notably payroll and recruitment data, pose their own set of unique challenges. Managing and processing payroll data can quickly escalate in complexity, given several factors involved, including diverse compensation structures, bonuses, incentives, and benefits. Recruitment data itself contains a large number of sensitive data sources, which presents its own set of challenges. These obstacles demand diligent attention to guarantee operational efficiency and informed decision-making. 

Becky and Nancy also highlight the evolving role of HR leaders in leveraging data to drive meaningful insights and business outcomes. She notes the shift towards valuing HR data as a critical component of business success and urges HR leaders to prioritise data quality and encourage collaboration across teams. At LACE we have been working on a dashboard linking people experience and business outcomes, based on our holistic model. 

Listen now to learn how you can unlock the full potential of your people data and drive organisational success. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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Clarity, dignity, and respect should be top priority during the redundancy process. Susan highlights the need for transparent communication, providing clear information to employees and equipping managers with the skills to navigate these conversations compassionately. 

Line managers need upskilling and support to ensure they are equipped to handle difficult situations with empathy and professionalism. Additionally, when organisations undergo a restructuring, they should provide resources to support both employees and managers through the transition process. 

The holistic nature of outplacement  

Outplacement can extend beyond mere job search support to encompass emotional and financial guidance. It's important to create a supportive environment for both departing employees and those remaining in the organisation, allowing organisations to acknowledge the impact the change will have on morale and engagement. 

By prioritising clear communication, equipping managers with necessary skills, and providing comprehensive outplacement support, organisations can navigate periods of change successfully, while fostering positive outcomes for both departing employees and the broader workforce. Listen now for valuable insights into best practices for managing transitions with empathy and professionalism. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive podcast LinkedIn group. 

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Kirby highlights the importance of understanding the structure, processes, technology, and data involved in payroll operations, especially in global settings where data management becomes critical. By breaking down the operating model into its basic components, we can identify the root causes of issues rather than merely addressing symptoms, highlighting the common pitfalls of overlooking holistic analysis.  

What benefits do different payroll operating models provide? 

• In-house model: It allows for flexibility in adapting to unique organisational needs, direct oversight of data security, and lower long-term costs for large organisations 
• Outsourced model: Relieves organisations of the burden of payroll administration, allowing them to focus on core business activities. 
• Managed-services model: Allows organisations retain control over strategic payroll decisions while outsourcing operational tasks to a third-party provider. 
• Hybrid model: Benefits include tailored solutions for different regions and the ability to balance control and efficiency. 

What challenges do local businesses face? 

While automation has streamlined many payroll functions, complexities in reporting, compliance, and workforce structure persist. Kirby addresses concerns around justifying in-house payroll functions in single-market operations and the importance of assessing current efficiency levels.

A systematic approach to evaluating payroll operating models is essential for organisational success. Listen now to learn how you can evaluate your organisation’s payroll operating model. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive LinkedIn group. 

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Dr. Ryan shares insights from her research, where she interviewed 40 professional midlife women. She identified three main reasons why midlife women leave organisations: 

• Gendered ageism (where individuals, particularly women, face discrimination and bias in the workplace based on both their age and gender) 
• Midlife collision (a combination of menopause, parental care, and other life challenges) 
• The desire for career autonomy or "revolt." 

The conversation delves into the cultural and systemic issues that contribute to midlife women feeling undervalued or marginalised in the workplace. Dr. Ryan emphasises the importance of fostering a listening culture within organisations and implementing strategies like job sharing and check-ins to support midlife women's career aspirations and challenges. 

One economic benefit of retaining and empowering midlife women in the workforce, beyond just moral or ethical considerations, is that retaining experienced women can lead to cost savings associated with recruitment and training. Hiring and onboarding new employees is expensive, and retaining seasoned professionals helps minimise these costs. 

Additionally, midlife women often bring a wealth of experience, expertise, and institutional knowledge to their roles. Leveraging this knowledge can enhance productivity and innovation within the organisation. Their diverse perspectives and problem-solving skills can lead to better decision-making and strategic planning.

Listen now to learn how you can create a more inclusive and supportive work environment for midlife professionals.  

Want to be notified when the newest episode is released? Join here for HR on the Offensive LinkedIn group. 

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The Girls Network pairs young girls with professional women, providing skills, confidence, and access to networks and opportunities. Additionally, the Equilibrium Gender Collective aims to address gender stereotypes in early childhood. The Wates Group is an organisation with a focus on fairness, employee well-being, and community impact. 

What does it mean to mentor? 

Charly explains her definition of mentoring, emphasising the two-way learning process and the different forms it can take, including formal and informal arrangements. Charlotte discusses how mentoring in her organisation is more career-focused, helping individuals plan their professional growth and fostering diverse mentor-mentee relationships. 

What is reverse mentoring? 

This is when younger employees mentor more senior ones, challenging traditional power structures. Reverse mentoring can have a positive impact on both the mentors and mentees. They further highlight the importance of senior buy-in, longer-term relationships and setting boundaries. 

The matching process for mentors and mentees is crucial and should consider motivators, goals and, in some cases, geography. For the mentoring relationship to be successful there needs to be commitment from both parties. 

Towards the end, the guests touch on the deep and sometimes emotional conversations that arise during mentoring sessions, addressing issues like racism and privilege. They also discuss the potential cultural impact of mentoring programs on businesses and society. For example, by pairing mentors and mentees from different backgrounds, genders, and ethnicities, these programs facilitate cross-cultural understanding resulting in a more inclusive workplace culture. 

Listen now to learn how to incorporate mentoring programs into your organisation effectively. 

Want to be notified when the newest episode is released? Join here for HR on the Offensive LinkedIn group. 

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Neil and Andree emphasise the significance of creating a supportive environment. They highlight the role effective goal setting, mutual respect, and open communication has in fostering a culture of collaboration and innovation. Providing feedback and role clarity are essential components of creating a work environment where individuals feel trusted, to manage their own energy effectively. 

Leadership plays a crucial role in setting the tone for organisational energy. Positive leadership fosters a culture of openness and celebration of success, which in turn fuels productivity. 

Not all energy is positive energy 

Addressing negative energy within organisations requires empathy, understanding, and perspective. It's essential to recognise the impact of negative energy on the team and work towards reframing perspectives, setting clear goals, and valuing individual contributions to boost overall energy levels. 

How can leadership navigate through periods of low team energy? 

One way is to help individuals reframe their perspectives on challenging situations. Encourage them to look at things from different angles and find opportunities for growth or learning from setbacks. Provide mentorship or coaching to help individuals navigate difficult circumstances. 

Listen now to learn how you can empower your teams to understand and leverage their unique energy dynamics for greater productivity and innovation. 

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The power of storytelling  

It’s importance to craft compelling narratives that resonate with the audience, as being good at storytelling goes beyond simply sharing anecdotes; it involves understanding the audience, their mindset, and desired outcomes.  

What does the science say?  

Neuroscience explains how stories trigger emotional responses and foster empathy, trust, and connection. These emotions can be created through authentic and relevant storytelling. Karen emphasises the need to adapt narratives to different mediums and audiences, especially in the context of hybrid work environments as it can take more effort to trigger a response virtually then in-person.  

Where do I start?  

If you are unsure how to begin, Karen suggests considering the type of audience it will be told to and defining desired outcomes. She encourages the habit of capturing personal and professional experiences to effectively communicate compelling narratives and navigate change within organisations.  

Karen provides examples of both effective and ineffective storytelling, A potential reason behind the failure of one narrative was its inability to engage the audience. The success of one narrative was the result of the story resonating with audience on a personal level. These examples demonstrate why knowing your target audience is crucial. 

Stories are not only memorable but also instrumental in shaping organisational culture, fostering engagement, and driving meaningful change. Listen now to learn the transformative power of storytelling in HR. 

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In this podcast Tim and Charlie discuss the crucial role AI can play in the realm of decision-making and productivity. Tim tells us about the transformative potential of AI, likening its impact to the commercialisation of the internet. However, he also cautions against overhyping its capabilities, stressing the need for clarity on its limitations. 

Key takeaways include: 

• The practical implications of AI adoption in HR, addressing concerns such as data security and organisational readiness.  
• Organisations need to broaden their digital transformation to fully harness AI’s potential
• How HR professionals will need to upskill to leverage AI tools most effectively  
• The opportunities for HR to apply AI and move into new ways of working 

What does the future of AI adoption look like in 2024?

Tim and Charlie predict a widespread adoption of generative AI across teams and organisations. According to them, AI will become more like personal assistants for employees, aiding them in their tasks and making them more efficient. Moreover, they reckon ill be exciting advancements in AI technology, such as AI-powered headsets into the workplace, which could potentially replace traditional devices like keyboards and mice.

Listen now to hear the full discussion about how the People function can leverage AI for informed decision making, boosting productivity and more.

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Andy and Sarah elaborate on Engage's data-driven approach. They advise starting with the desired business outcomes first and then working backward to define the employee experience needed to achieve those outcomes. They highlight the need for clear accountability in the data and dashboard, involving leaders, managers, and HR to drive the organisation towards the right goals. 

What role can data analytics play in understanding diverse employees’ needs? 

The discussion transitions to the importance of segmentation. Andy provides examples of using techniques such as cluster analysis to identify different personas within an organisation. By utilising this technique, they were able to identify various employee personas which led to tailored strategies for different groups. 

Does there need to be a shift from descriptive data to predictive analytics? 

Andy highlights the significance of identifying key drivers for engagement and employee experience, enabling organisations to focus on strategic priorities. The use of predictive analytics can establish a link between employee experience and broader business outcomes, such as productivity, profitability, and customer outcomes. 

Can engagement data still be useful? 

If applied appropriately, then yes. Integration of engagement data with business outcome metrics, allow organisations to demonstrate ROI to the C-suite. The data analytics can be applied to solve specific business challenges, such as return to the office and productivity levels post-pandemic. 

Listen now to learn how data-driven insights contribute to a more nuanced understanding of your employee needs. 

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Kevin discusses the challenges and importance of cultural transformation. The conversation revolves around aligning the C-Suite and driving cultural change, emphasising the necessity of focusing on people and the profound impact of positive employee experiences on financial performance and strategy execution. 

First Bus's transformation journey involves a shift from an operational efficiency-focused culture to one centred on engagement, empowerment, inclusivity, and employee emotions. Kevin highlights strategic approaches, including quarterly engagement surveys, focus groups, and a bottom-up change program using design thinking principles. Kevin emphasises the importance of a collaborative, agile approach that extends beyond traditional HR functions, citing specific projects such as a uniform feedback initiative, and roster restructuring. 

The conversation underscores the significance of data-driven decision-making, co-creation and experimentation in driving meaningful change. Kevin concludes by highlighting positive outcomes, including increased engagement scores, improved inclusivity, and a cultural shift positioning First Bus as a great place to work and grow. The holistic and people-centric approach serves as a model for organisations undergoing transformative journeys. 

Listen now as Kevin delves into First Bus's comprehensive transformation of its employee value proposition, focusing on strategic investments, effective storytelling, and aligning short-term changes with a long-term vision. 

This podcast is a part of our EX Revolution campaign. If you would like to find more information and content related to this campaign - click here 

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The focus of this episode is on communities and their significance, from an HR perspective. Sharon, an experienced HR professional, shares insights into the power of communities, emphasising their impact not only on HR but also on a business as a whole. 

The HR Interim Networking Community on LinkedIn has over 2000 global members, the community caters to HR professionals working independently as coaches, consultants, or solo HR practitioners for small to medium-sized enterprises. Sharon emphasises the importance of communities in overcoming the potential loneliness of working independently. 

The conversation explores the challenges faced by HR professionals, especially those in leadership roles, in building personal brands and engaging in communities. Sharon advocates for authenticity, encouraging individuals to be themselves while participating in social media and communities. She highlights the importance of purpose in community involvement, urging HR professionals to consider what they can contribute as well as gain from these networks. 

The podcast also touches on the value of exploring diverse perspectives beyond HR, such as marketing, business development, and technology, to enhance one's understanding and approach to HR challenges. 

The discussion shifts to the practical aspects of engaging in communities and the need to carve out time for these activities. Sharon suggests being selective in choosing communities, experimenting with different groups, and finding the right balance between quality and quantity of engagement. 

Listen now for valuable insights into the role of communities in the HR landscape, emphasising the importance of authenticity, purpose, and a balanced approach to community engagement for HR professionals. 

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• How do you create a sense of belonging for everyone within an organisation?
• How can you break the cycle of hiring similar profiles in leadership roles to deliver true diversity and inclusion?
• What can HR and marketing learn from each other when it comes to selling and communicating HR solutions to employees?

Jig and Chris also discussed the links to LACE’s current campaign around employee experience and how the utopia organisations should strive for is one that encompasses inclusion, belonging, respect, empathy, and employee experience. Should there be a shift in language from diversity to more inclusive terms, with a focus on creating environments where everyone feels valued and accountable for fostering a positive workplace culture? Additionally, how essential is the importance of measuring success through more nuanced and intersectional data rather than simplistic metrics?

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In the latest podcast and as part of our Employee experience revolution campaign, we spoke ton Chief Marketing Officer Gonzalo Garcia Villanueva from Nielsen about the importance of having a closely aligned Marketing and HR function and the impact it can have on driving amazing employee experiences. Gonzalo spoke to Chris Howard and Chris Horton about his own lessons from the C-Suite on experience, employer brand, as well as how closely what marketing delivers for customers can be aligned to what HR delivers to employees. What does best practice look like? How vital is it that the CHRO and the CMO are aligned in delivering the best possible employee experience? How integral is it that mission, vision and values are so closely linked to delivering great employee experience? What can HR learn from Marketing and vice-versa? We explore all of this in this latest edition.

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Nelson highlights three key challenges identified as the "three nails in the coffin of the LMS."  

The first challenge revolves around the scattered nature of learning resources, dispersed across various systems both within and outside organisations. Nelson underscores the importance of unifying this dispersed content through integrations and advanced AI to create a searchable platform. 

The second challenge addresses the disconnect between learning content and the crucial moments in an employee's workflow. Nelson advocates for delivering relevant learning content precisely when needed, aligning with the learner's moment of necessity. Drawing parallels with the efficiency of Google search, he stresses the significance of contextual relevance in learning. 

The third challenge focuses on the inadequate measurement of learning impact, criticising the common practice of tracking completion rates and time spent learning. Nelson argues for measuring the application of learned skills, highlighting that without effective measurement, organisations remain uncertain about the true impact of their learning initiatives. 

Organisations need to recognise the limitations of traditional LMS and adopt innovative solutions aligned with evolving workforce needs, in an effort to reshape learning strategies for greater effectiveness and impact. This ultimately signals a shift from a content-centric to a skills-first mindset in the realm of workplace learning. Listen now for practical strategies that address these challenges. 

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Why does HR often struggle to position itself strategically within organisations? 

While HR professionals increasingly see themselves as strategic advisors, the broader business community often views HR as a support function dealing with problems reactively. Georgie underscores the importance of HR effectively conveying its proactive and forward-thinking initiatives to the wider organisation. 

Jocelynne adds her perspective on the essential role of a growth mindset within HR. She highlights the significance of HR being willing to take calculated risks and stresses that HR should align its internal and external branding with its value proposition. Authenticity in HR's branding is crucial to a strong employee value proposition and ensures that there is no gap between the promises made and the actual experiences of employees within the organisation.  

The conversation also explores the importance of HR taking an outside-in perspective and staying informed about broader economic and commercial trends. Jocelynne envisions a future where HR guides organisations as people-led entities right from the start, rather than being an afterthought. 

Overall, this podcast episode delves into the challenges HR faces in branding and positioning itself as a strategic partner within organisations. It emphasises the need for HR to adopt a proactive approach, align its branding with its value proposition, and contribute to shaping organisational strategies in the future. 

You may also be interested in: 

• Pay transparency: What challenges should organisations be aware of? 
• The office ‘lull’: Can individual energy management lead to improved productivity? 
• How can neuroscience insights drive psychological safety and high performance? 

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What is pay transparency? 

Its aim is not about everyone knowing everyone else's salary but instead to promote fairness, reduce wage gaps, and foster trust between employers and employees by enhancing visibility and understanding of compensation practices. Organisations can choose a point on the transparency spectrum that aligns with their values and goals. 

Michelle emphasises the need for organisations to analyse their gender pay gap data and create effective strategies and action plans. Structural issues within organisations, including recruitment, promotion, retention, and workplace culture, are contributing to the persistence of pay gaps. 

Different organisations, irrespective of their size, are facing the same pay gap challenges. That is why they should be addressing the structural problems rather than just focusing on the reported pay gap. Michelle highlights the efforts made by male-dominated industries to reduce gender pay gaps, such as focusing on recruitment strategies and supporting career progression for women. 

How can you effectively measure pay transparency initiatives? 

Michelle encourages organisations to look beyond the pay gap figure and consider other meaningful metrics related to diversity, equity, and workplace culture. Michelle is questioned about the future of pay transparency, and she expresses a desire for organisations to shift focus from figures to equitable career progression, making it the goal in addressing pay disparities.  

If you are considering pay transparency within your organisation, listen now to understand the challenges associated and how you can mitigate them. 

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The conversation evolves into a discussion about energy management versus time management. They stress the importance of recognising and embracing individual differences in energy levels and how people operate at various times of the day. Liz introduces the idea that working from home and hybrid models offer a unique opportunity for companies to recognise and accommodate diverse energy management needs, contributing to a more flexible and productive work culture. 

They explore the impact of introversion and extroversion on energy, acknowledging that different people thrive in various environments. The conversation delves into the challenges of aligning team members' energy levels during collaborative efforts and the importance of creating a culture that supports individual energy management. 

Chris and Liz touch on the concept of psychological safety, emphasising the need for individuals to understand themselves and feel empowered to communicate their preferred working styles. The conversation concludes with reflections on the importance of self-acceptance and adaptability, recognising that not every day is the same and that flexibility contributes to improved productivity and wellbeing. 

In essence, this podcast explores the dynamic nature of energy management, emphasising the need for self-awareness, open communication, and a supportive workplace culture. Listen now to learn how you can navigate the complexities of individual energy levels and optimise team collaboration. 

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They discuss various aspects of culture, psychological safety, and the impact of stress on individuals and organisations. The Contentment Foundation focuses on promoting wellbeing in individuals and communities. It offers resources, programs, and initiatives aimed at enhancing mental health, psychological safety, and overall life satisfaction. 

Marcia highlights the lessons that businesses can learn from the high-performance culture within F1 teams. The focus is on creating an environment that fosters innovation, encourages speaking up, and embraces a "no blame" philosophy. This approach can lead to improved performance and adaptability, even in industries that may not appear as high-stakes as Formula One. 

There are some individuals who are susceptible to stress caused by change. Marcia delves into the neuroscience of how the brain responds to unpredictability and discusses how fostering psychological safety can reframe stress as a challenge rather than a threat, ultimately boosting resilience and creativity among employees. 

They also explore the physiological reactions to change and how individuals and organisations can mitigate the negative impact of stress. Marcia encourages organisations to consider the importance of self-analysis and the need to create a learning environment that encourages embracing mistakes. 

Listen now for insights into how individuals and organisations can work to reduce the negative impact of stress and foster a culture that promotes innovation and adaptability. 

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Chris Kirby highlights the substantial growth in earned wage access and faster payments, acknowledging its rise in popularity over the last few years. However, he explains this also comes with the increasing legislative scrutiny. This regulatory aspect is a significant factor that will influence these pay methods utility. 

The discussion then moves on to the Code of Practice released by the CIPP, which set the standards for businesses looking to incorporate earned wage access, and the role it plays in the ever-changing landscape of financial wellbeing and payroll. The industry has progressed from early adopters to a more mainstream presence, as evidenced by CIPP's involvement in creating guidelines. 

Does age play a role in the perception of earned wage access? 

There is a tendency for younger employees to be more open to such offers. The importance of understanding employee needs and ensuring that it aligns with the organisation's overall wellbeing strategy is also highlighted. 

Chris and Simon unpack why it’s important for both employees and organisations to understand the pros and cons of earned wage access. Organisations need to conduct employee surveys and consider the holistic impact on the organisation's infrastructure and strategy. Listen now, if you are considering faster payments, for valuable insights into the world of faster payment. 

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Should organisations include wellbeing in their EVP? 

Over the last few years, the Employee Value Proposition (EVP) has transformed to encompass wellbeing as a central component. Gethin discusses the changing attitudes and values of employees. He highlights that individuals are now prioritising their wellbeing, with many willing to leave their jobs to prioritise their mental health. This shift in employee priorities is seen as a power shift from employers to employees. 

What caused this shift in priorities? 

The podcast delves into the societal changes that have contributed to this shift, including the 2008 financial crisis and the impact of the COVID-19 pandemic. These events have altered the perspective on work, focusing on wellbeing and rejecting oppressive working conditions. 

The discussion shifts to the importance of the C-Suite in recognising the relationship between employee experience and customer experience and understanding the interconnectedness between positive employee experiences and exceptional customer experiences. 

A holistic approach to wellbeing 

The conversation further explores the evolving scope of wellbeing, with Gethin stressing the importance of organisational structure in promoting a holistic approach to employee contentment. Elements like trust, communication, recognition, and relationships with managers are identified as crucial factors. 

Listen now for a comprehensive exploration of the evolving landscape and its growing significance. As part of our wider EX Revolution campaign, we’ll be unpacking the core components of good employee experience, sign up here to receive updates as our latest content is released. 

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They have come together to discuss Dragonfish's latest research on cultural alignment, and its impact on business value and performance. Dragonfish are a culture and performance consultancy that specialises in measuring, shaping, and strengthening organisational culture to attain better business outcomes and sustainable growth. 

What was the research focusing on? 

The primary goal of the research, out soon, is to make culture less subjective and more tangible. It represents a shift from the traditional focus on employee engagement to a more holistic approach that includes brand and customer alignment. The research findings reveal that top-performing organisations excel in brand and customer alignment, areas that are frequently overlooked in engagement surveys. 

Aligning vision, purpose, values, and strategy is identified as a crucial step in providing employees with a clear roadmap, enabling them to understand their roles and contribute effectively to the organisation's success. Additionally, the research highlights the significance of involving employees in shaping an organisation's culture. 

Effective leaders set the tone and empower managers to have confident conversations about culture. The research encourages leaders to establish a connection between employees and the customer experience. Insights derived from customer data should be shared throughout the organisation, allowing employees to make decisions that enhance the customer experience, even if they aren't directly involved in customer-facing roles. 

Is culture a solely a HR concern?   

The research-driven approach provides a measurable way to discuss and improve culture within organisations. It acknowledges the importance of brand and customer alignment alongside employee engagement.  

Listen now for some practical steps you can use to enhance your organisation’s cultural alignment, including fostering clarity, creating a compelling narrative, empowering managers, and connecting employees to customer insights. 

This is part of our EX revolution series – learn more about that here and sign up to be the first to know when more content is released. 

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Their conversation explores the changing landscape of employee listening methods, emphasising the shift from traditional annual surveys to more frequent and real-time approaches. Simon notes the limitations of surveys and the necessity for continuous, listening to effectively gauge employee sentiment. 

Simon outlines Aston Martin's approach to employee feedback, which includes a mix of formal and informal methods, such as roundtable discussions, one-on-one sessions, exit interviews, and listening groups for diverse employee segments, ensuring that all voices are heard. 

Simon discusses the value of personal conversations, underlining the importance of creating a comfortable environment for employees to share their thoughts. He also highlights the significance of course correction based on employee feedback, with some issues prompting immediate action and others contributing to long-term cultural change. 

The role of technology in employee listening is also explored, with Simon mentioning the potential of AI tools for real-time sentiment monitoring. However, ethical concerns and the need for employee trust in data handling are also acknowledged. The final point of discussion was on the quality of information obtained through different listening methods, highlighting the depth and context that two-way conversations provide. 

Listen now for valuable insights from Simon into the evolving landscape of employee listening, stressing the importance of real-time feedback, personal interactions, and ethical considerations when incorporating technology. 

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One significant accomplishment Barry mentioned was his involvement in diversity, equity and inclusion (DE&I) initiatives. He described the challenges of introducing DE&I when it was not widely recognised, eventually leading to significant progress within the organisation. 

How has the role of CPO evolved? Barry explained that the CPO's responsibilities have broadened in recent years. This expansion includes a focus on well-being, as the pandemic and mental health crises have highlighted its importance. Additionally, employees now expect their organisations to address societal issues, such as DE&I, making it essential for CPOs to have a perspective on these matters. 

Who should own the digital employee experience within an organisation? Barry stresses the need for partnership between HR and IT, with the CEO setting the tone for a seamless digital employee experience. He highlighted the importance of considering the diverse digital environments in which employees work, including their home offices, to ensure a positive experience. 

How are employee experience and customer experience related? Happy employees lead to happy customers and, ultimately, higher profitability. Barry encourages organisations to invest in their employee experience and recognise its pivotal role. 

Listen now for Barry's perspective on the evolving role of the CPO and the critical importance of the digital employee experience in today's workplace. 

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Nancy explains the current trends to emerge from event around HR analytics. This includes a key takeaway around going back to basics, emphasising that even advanced organisations still need to focus on foundational aspects like data quality and governance. This foundation is essential for building credibility and trust in more advanced analytics efforts. 

The podcast touched on the ongoing discussion around AI in HR. While AI is a hot topic, many organisations are still in a wait-and-see mode, trying to understand how it will impact their analytics efforts and workforce. Ensuring ethical use of AI and addressing biases remains a critical concern. 

Nancy also discussed the human element in HR analytics, pointing out that while advanced analytics and AI can be powerful tools, they should not overshadow the importance of the broader employee experience. HR professionals need to remember that employees spend only a fraction of their time at work, and their experiences outside of work can significantly influence their behaviours and choices. 

Strategic Workforce Planning (SWP) was another focus of the conference, highlighting the importance of aligning HR analytics with broader business objectives. SWP requires a combination of human and technological elements to create effective workforce plans. Organisations are beginning to recognise the value of integrating SWP more closely with their analytics teams. 

Listen now for a discussion showcasing the dynamic nature of HR analytics and the constant need for HR professionals to adapt and innovate in response to changing workforce trends and technologies. 

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She highlights the shift in corporate governance codes towards emphasizing culture, people management, and associated risks, providing HR experts with an opportunity to influence business strategy at the highest levels. 

What are the trends Chief People Officers (CPOs) aspire to in becoming non-executive directors (NEDs) on corporate boards, creating a supply-demand imbalance in the market. The discussion explores how the pandemic accelerated the recognition of HR expertise on boards, making them more receptive to HR professionals participating in strategic decision-making. 

Why have investors become more interested in workforce-related issues?  

Investors are now more aware of the importance of HR expertise in the boardroom, and this has led to CEOs and boards to involve HR professionals in investor discussions, particularly on topics like diversity, equity, and inclusion (DE&I) and sustainability. 

What roles can HR professionals play in board interactions?  

In the podcast Katie stresses the need for HR leaders to take on a more strategic role and highlights the growing importance of HR professionals in NED positions. 

Listen now for the latest insights into the increasing significance of HR expertise in corporate leadership, driven by evolving corporate governance and investor expectations. Discover how HR professionals can take on strategic roles at the highest levels of organizations and uncover the challenges and misconceptions associated with the HR profession. 

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What is the HR’s role in driving and facilitating change? HR is uniquely positioned to provide a holistic view of the organisation, making it a vital facilitator of change. However, the best results are achieved when both HR and business leadership work in tandem. 

What problems occur when managing change within HR function? Not all HR business partners (HRBPs) are the same, and their readiness for change varies. Upskilling HRBPs will help manage their transition effectively. 

How can HR balance between launching a new operating model and managing expectations? They emphasise the need to acknowledge that perfection won't be achieved immediately after implementation. It's crucial to set realistic expectations and actively seek feedback to drive continuous improvement. 

Do organisations need to be honest about the challenges and responsibilities that come with change? Staying true to the change vision throughout the transition process is important, improving business outcomes and employee experiences. 

In conclusion, this podcast provides valuable insights into the complexities of change management, especially in the realm of HR transformation. The episode underscores the importance of collaboration between HR and business leaders, customisation to local contexts, managing HRBP transitions, setting realistic expectations, and staying committed to the change vision. Listen now for key takeaways that can serve as valuable guidance for organisations navigating change successfully. 

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The first article looks at what your L&D content must have to engage learners. Gary emphasised the significance of concise and descriptive content titles. High-performing teams excelled in using brief, clear titles with a strong focus on delivering value to the learners. Furthermore, they understood the importance of aligning content names with users' phrasing to enhance discoverability and relevance. 

The next point stressed the impact of visual elements. High-engagement content leveraged header images, thumbnail images, and embedded videos. He related this to the human brain's preference for visual prompts, making learning more engaging and varied. 

The second article focused on three key lessons from high-impact L&D teams: 

• Stay up to date: The first key lesson highlighted the importance of reviewing old content to ensure they are still relevant. High-performing teams maintain content accuracy and usefulness through regular reviews and updates. This practice prevents learners from accessing outdated or irrelevant materials. 

• Create a knowledge sharing culture: The second key lesson highlights the importance of involving internal experts in creating content to leverage their understanding of challenges and solutions. Encouraging content creation and verification among experts fosters a knowledge-sharing culture. 

• Integrate micro-learning: Gary introduces the concept of "nuggets" in the last lesson. “Nuggets” refer to content that seamlessly integrates with daily tasks, providing quick and actionable information. This approach follows micro-learning principles and enhances the efficiency of the learning experience. 

Throughout the discussion, the importance of context emerged as a recurring theme. Gary encouraged listeners to always consider the context of the learner, industry, and problem being addressed. This approach ensures that learning solutions resonate and provide practical value within specific situations. Listen now for valuable insights into effective L&D practices. 

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We invited Aisling on to discuss a recent report they wrote called “Levelling the Paying Field”. The report highlights the evolving nature of workplace dynamics, influenced by factors like the pandemic and rising living costs. One key conclusion drawn from the report is the growing demand for greater pay transparency among employees. 

79% of employees desire increased internal pay transparency. In this podcast we discuss how the desire for pay transparency is not only beneficial for employees but also for employers. Businesses can experience enhanced employee satisfaction, better job retention rates, and a more positive workplace environment by addressing this issue. 

What are the challenges associated with gender pay gaps?

Despite ongoing efforts, issues around gender pay inequality persist, often due to systemic factors and societal norms. The data shows that women are more likely to be cautious about salary negotiations and more hesitant to ask for raises compared to men. Additionally, women may be disproportionately impacted by maternity leave and family responsibilities, further influencing their career trajectories and earnings. Making headlines recently was the forced return to office as hybrid working has initially opened work to those who had responsibilities at home. 

While macro-level policies and strategies are significant, the everyday decisions made by managers play a pivotal role in creating a more equitable workplace. Managers’ decisions regarding salary reviews, performance evaluations, and feedback can contribute to or mitigate gender pay disparities. 

Aisling explains how creating a culture of pay transparency is not only a social imperative but also a strategic move that can lead to improved employee satisfaction, retention, and overall organisational success. Listen now to learn how you can begin to address your organisation’s gender pay gap. 

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