TheHRDIRECTOR

Home

Mon, 27 Jan 2025 00:55:09 +0000
en-GB

hourly

1
https://wordpress.org/?v=6.7.1

https://www.thehrdirector.com/wp-content/uploads/2019/11/cropped-hrdicon-copy-32×32.png

Home

32
32

Four steps to employee benefits optimization

Mon, 27 Jan 2025 08:00:47 +0000

Four steps to employee benefits optimization

<![CDATA[

GLP-1 drugs, inflation, increased use of mental health services, long Covid, and medical provider costs are all driving up healthcare costs for employers. This can present a significant challenge for companies in 2025. However, by adopting preventive care measures, leveraging telemedicine, reviewing plan designs, educating employees, and optimizing risks, businesses can successfully offset these costs while maintaining a robust and competitive employee benefits package.]]>
<![CDATA[

Healthcare costs are one of the largest expenses for more employers. Since 2020, these costs have increased even more dramatically. In 2025, the spike continues. The expected increase of about 8% has been reported by the International Foundation of Employee Benefit Plans and is slightly higher than cost increases in the preceding years.

The survey reported specialty prescription drugs as driving prices upward, and specifically pointed to glucagon-like-peptide-1 drugs (GLP-1) (75%), while 19% said cell and gene therapy are driving up costs. For example, GLP-1 prescriptions have an average list price of more than $11,000 a year to treat diabetes. In fact, PwC found that the use of GLP-1 drugs quadrupled from 2021 to 2023 and leading to a per-member costs increase ($8.99 to $23.16).

Other drivers of the persistent rise in healthcare costs include inflation, large claims, the rising need for mental health services, medical provider costs and long Covid, which according to the World Health Organization (WHO), impacts 10–20% of individuals infected with Covid.

So, what should employers do? There are several strategies that employers can implement to offset the cost increase without sacrificing employee wellbeing.

Embrace Preventive Care and Wellbeing Programs

A strong focus on preventive care can lead to long-term cost reductions. Companies should promote employee wellness through initiatives such as regular health screenings, flu shots, fitness challenges, and wellness incentives. Employers can offer programs that encourage healthier lifestyles, like smoking cessation or weight management, which reduce chronic illness risks and, in turn, lower long-term healthcare claims. By investing in wellness, companies can foster healthier workforces that result in fewer claims and lower premiums.

Mental health should not be overlooked. The use and cost of behavioral care has increased significantly since the pandemic. Offering mental health services such as therapy, counseling, and stress management workshops is essential. Not only does this improve overall employee wellbeing, but it also reduces the costs associated with absenteeism and lower productivity due to untreated mental health issues.

Leverage Telemedicine

Telemedicine continues to prove its worth as a cost-effective way to provide healthcare services. By offering telemedicine options as part of their healthcare packages, companies can reduce the costs associated with in-person visits, ER visits, and other high-cost care scenarios. Telemedicine allows employees to access healthcare professionals more conveniently and affordably, especially for minor health concerns or ongoing management of chronic conditions. These virtual visits tend to have lower copays, helping both the company and employees save on healthcare costs.

Educate Employees on Cost Management

Helping employees become more informed healthcare consumers is another key strategy. Employers should offer resources and tools to educate employees on how to navigate the healthcare system, such as how to compare healthcare provider prices, choose cost-effective prescription options, or use urgent care versus the emergency room. Companies can also incentivize employees to use generic medications, participate in wellness programs, or opt for telehealth services by offering financial incentives like reduced copays.

Consider a Global Risk Solution

To offset rising healthcare costs, companies should consider a global risk solution. Global risk solutions like multinational pooling —the most used risk system among multinational companies— can help organizations optimize their employee benefits programs by consolidating their local employee benefits programs from at least two countries into a single multinational pooling program.

This approach offers advanced risk management and governance, centralized reporting, and can offset the cost of employee benefits through multinational pool dividends. In addition, it can offer higher free cover limits for life and disability. Eligible benefits include life, medical, accident, disability, and retirement with risk across different regions or countries.

Last thoughts

GLP-1 drugs, inflation, increased use of mental health services, long Covid, and medical provider costs are all driving up healthcare costs for employers. This can present a significant challenge for companies in 2025. However, by adopting preventive care measures, leveraging telemedicine, reviewing plan designs, educating employees, and optimizing risks, businesses can successfully offset these costs while maintaining a robust and competitive employee benefits package.

]]>

How to use data to monitor the success of your people programmes

Fri, 24 Jan 2025 08:46:29 +0000

How to use data to monitor the success of your people programmes

<![CDATA[

People programme analytics are a critical tool for HR teams as they seek the best ways to keep employees engaged, while simultaneously demonstrating to leadership that the work they do matters to the company and its bottom line.]]>
<![CDATA[

For over a century, organisations have relied on a variety of performance management measures aimed at boosting employee productivity and engagement — from surveys and performance reviews to OKRs and goal-setting. 

Despite years of corporate expectations for managers to carry out people programmes, many companies do not track the overall effectiveness of these strategies. Consequently, they lack comprehensive insights into whether their long-term efforts aimed at enhancing employee performance and engagement are truly effective. 

What separates HR of old from the future is harnessing this data, not just for the sake of it, but to inform organisational strategy and business goals. 

Here’s why People Analytics is so valuable, and how the right data can transform HR teams from playing a supporting role to becoming a strategic partner to executive leadership in managing one of a company’s most important assets — its people.  

The Power of People Analytics

People management strategies can drive employee engagement and performance by addressing the needs of each employee. Surveys give individual workers a chance to share their experiences and feedback, performance reviews clarify expectations so employees can see how they’re performing and where they can improve, and weekly reports keep employees informed on the progress of team projects so they can track the timing of their own responsibilities. 

But data-based insights into these programmes at the macro level can affect positive change across an entire organisation by ensuring that people management programmes are on track, regardless of team or department, and bolstering the participation and effectiveness of different performance management tools company-wide.

The right data can enable organisations to improve their people programmes in the following ways:

1. Hold managers accountable

Managers are a critical piece of the performance puzzle — acting as the glue between performance strategy and execution. Research from the OECD found that ill-equipped managers cost the UK economy £84 billion, while Gallup found that a great manager can increase profitability by 48%. 

Companies that have access to data on their people programmes can compare and contrast how well teams and departments are doing, tie any trends to specific leaders or managers and take action to address any shortcomings. People programme metrics can be used to hold managers responsible in their own performance reviews, creating accountability for setting clear goals and investing in their team members’ growth, for example.

2. Uncover culture issues

Sometimes data can reveal bigger-picture issues and uncover where managers may be falling short of expectations or not complying with people programmes. This might appear as managers who are not completing the required steps of a performance management process, failing to support their teams through regular one-on-ones and feedback, or whose team engagement scores are consistently low. Performance management software that tracks and seamlessly integrates these data sources can reveal patterns in where things are going well and where they aren’t.

3. Reexamine people programmes

People programmes may have been launched with the best of intentions, but perhaps the initial direction was unclear or the execution didn’t support the original intent. Data analytics can shed light on whether initiatives are still effective.

4. Highlight achievements 

The right people performance data also allows organisations to recognise and celebrate business successes — like the department with the highest engagement scores or the manager who diligently creates development plans for their team members, for instance. There should be connectivity instead of siloes — for example companies should acknowledge high-performing managers and how their efforts correlate with high retention rates and employee engagement on their team.

Finding the Right People Data

1. Adoption metrics

Adoption metrics measure the percentage of people who are taking action on required tasks and can provide a top-level view into the health of a company’s people programmes. Participation alone isn’t evidence of effectiveness, but without healthy participation it’s unlikely a programme is accomplishing its intent, so this is a good place to start if you’re building programmes for the first time.

This data might be available without a tech solution, but it’s often distributed across siloed spreadsheets that make it difficult to measure employee performance in real time. With the right technology, though, organisations can track how actively employees report progress over a period of time, while also looking at trends over time to refine their people programmes.  

2. Surveys 

Engagement, Pulse or ad hoc (onboarding, benefits, org change) surveys gauge worker motivation, satisfaction, and a host of other experiences, but it can sometimes be difficult to analyse results deeply or connect it in a meaningful way to other data sources. HR tech platforms can make it easy to analyse the data on a more granular level. For example, connecting engagement survey data to reviews can demonstrate how a company’s top performers are feeling, and linking it to employee retention can quantify the true cost of low engagement through attrition.

3. One-On-Ones and Feedback

One-on-ones and written feedback provide an impactful way for managers to regularly connect with their direct reports. As Amber Panting, Head of People at Wolf & Badger says, “Our standard one-to-one is aimed at fostering trust and understanding, highlighting both pain and progress with opportunities for positive and constructive feedback.” She continues, “Shared notes confirm expectations, accountability and create a paper trail which is essential for performance reviews and other performance processes.”

Data analytics can reveal who is holding one-on-ones and providing feedback at the recommended cadence, and who can improve. The right HR tech can be a game changer by providing powerful features to facilitate seamless scheduling, documentation, and follow-up.

5. OKRs, Goals, KPIs  

While companies have long required workers to set goals and make progress on OKRs and KPIs, businesses don’t always follow up to determine, across the organisation, what percentage of employees are actually progressing and how many are at risk of falling behind.

People analytics tools can track progress sharing and participation rates to help HR leaders determine which departments and teams might need help driving progress (or just an extra nudge to maintain transparency).

Measuring Impact is Key

And as the saying goes, “what gets measured gets managed.” Ultimately, the most important part of establishing the effectiveness of people programs is articulating the strategic goals, which then allows you to measure what matters. Is it critical that your employees have clarity on how their goals connect to company strategy? Ask about that clarity in their performance reviews. Are you emphasising how managers create inclusive and engaged teams? Use engagement survey results to hold them accountable. These metrics allow you to focus on the intent and impact of people programmes instead of their perfunctory completion.

People programme analytics are a critical tool for HR teams as they seek the best ways to keep employees engaged, while simultaneously demonstrating to leadership that the work they do matters to the company and its bottom line. The return on investment in HR tech comes when HR leaders use the data to optimise the company’s engagement strategies and, in turn, cultivate a happier workforce.

www.lattice.com 

]]>

Proactive wellbeing trends employers will need to consider in 2025

Wed, 22 Jan 2025 14:32:24 +0000

Proactive wellbeing trends employers will need to consider in 2025

<![CDATA[

With 3,000 people a day now being assessed as unfit to work, Dr Bernard Yew, medical director for PAM OH, explores some of the key trends that will drive a more proactive approach to wellbeing in 2025.]]>
<![CDATA[

New weight loss drugs, AI-driven neurodiversity support and health coaching are just some of the key trends that will drive a more proactive approach to wellbeing in 2025.

3,000 people a day now being assessed as unfit to work, in no small part due to underlying health conditions and soaring mental health issues. This means the emphasis for 2025 is set to become even more about prevention than cure and driving healthy habits.

Weight loss drugs and behaviour change

With one in four adults now classed as obese, the decision by the NHS to roll out weight loss drugs poses an interesting dilemma for employers. In particular, whether they can really prevent obesity related conditions, such as chronic heart disease and cancer.

As medical advisors and charities have warned, even though weight loss drugs have been proven to help people lose 5-10% of their body weight in as little as six weeks, they are not a silver bullet and do not come without risk. Not only has a UK death been linked to weight loss drugs, due to organ side effects, but people can easily regain weight if underlying issues aren’t addressed.

Wight loss drugs are therefore best viewed as a sticking plaster. They could prove a valuable tool for dealing with an MSK issue due to weight gain after an operation, but you wouldn’t use a sticking paster for a wound that needs stitches, such as a traumatic experience driving consumption of food as a maladaptive coping strategy.

All of which means employers will also have to consider wider issues, such as making it easier for employees to access healthy food to educating employees how to make healthy choices on a budget. Construction company, EKFB has achieved success in this area by educating workers living in separate digs away from home how to batch cook healthy food, as part of a ‘one small change’ initiative designed to improve blood pressure and cholesterol.

AI driven wellbeing and neurodiversity support

The ultimate goal of wellbeing programmes has long been to prevent employees from getting sick in the first place, however, generic wellbeing advice has often failed to deliver. Not only will generic communications about smoking cessation or menopause be irrelevant to most people who receive them, but generic advice doesn’t appeal to everyone’s motivators.

Much greater use of AI in 2025 means it will soon be possible to automatically send incredibly bespoke and personalised wellbeing communications to individuals. Whether this is using data about the individual, gathered from wearable tech monitoring their stress, sleep and energy levels, or generative chat tools that ask the individual what they need help with.

AI driven insights are anticipated to become particularly important for provoking behaviour change. We all know we should be eating less processed food and exercising more, but it’s all a bit meaningless until someone gets told: ‘Based on your personal data, if you carry on as you are you will develop diabetes or heart issues in the next few years. Here are some healthy habits based on your interests that you can take up now to help prevent that from happening.’

Emerging technology also has great potential for supporting neurodiverse individuals however it must be used with caution. For example, AI tools that can make suggestions for the wording of an email, generate an opening paragraph or advise on specific points to consider when writing a sales proposal are not without controversy.

Different tools have different merits in terms of enabling productivity, as well as challenges such as data integrity and data security across the AI platform. Critical to success will be engaging with occupational health professionals, who can provide compressive assessments focusing on key aspects of the job role, to ensure any solutions put in place genuinely remove the barriers a neurodivergent employee faces at work, rather than creating new barriers.

Health coaching and manager intervention

With access to the NHS restricted and health insurance premiums soaring, the trend towards focusing on preventative solutions, to keep people healthy, rather waiting until they become too sick to work is set to continue. A new trend for 2025 being the use of health coaching. Traditionally reserved for people who are at risk of failing workplace medicals, or have an underlying health condition, health coaching is set to be increasingly offered to any employee who wants to become healthier.

Critical to success will be utilising biopsychosocial models to consider at all the factors undermine an employee’s health, such as fear of pain making them more sedentary than they need to be, or lack of social interaction with others meaning they don’t have a reason to get out and about. To be successful, health coaching must look at the person in their entirety to support and motivate them to find a way back to true health.

Nowhere is this truer than when it comes to addressing the mental health issues that are the biggest issue undermining employee wellbeing, with thousands of people now being signed off as too sick to work due to mental health issues every week.

Mental health problems, such as feelings of depression or anxiety, are less likely to self-correct than physical issues, such as a sprained wrist or bad knee. So if the trend towards helping people before they become too sick to stay in work is to be effective, individuals must be helped to recover and signposted towards support, while they’re still in work.

This can sometimes be challenging for managers, who tend to wait until an individual has gone off sick before intervening. This means a final wellbeing trend for 2025 must be to encourage managers to have the ‘courageous conversations’ needed to help someone who is clearly struggling.

Critical to this is having clearly policies and support tools in place so that if an employee does open up about an issue managers know where to signpost them. That is if an AI chatbot doesn’t get there first.

]]>

How Executive Assistants are redefining their roles with AI & automation

Wed, 22 Jan 2025 13:56:08 +0000

How Executive Assistants are redefining their roles with AI & automation

<![CDATA[

AI is changing the shape of the EA role. It’s freed early adopters from a crushing load of admin tasks, creating space for higher-value work. For some EAs, this means running more strategic initiatives for their exec, like building board decks, leading Key Performance Indicator/Objectives and Key Results-setting processes, and owning execs’ personal brand. For others, it’s created the capacity to optimize internal workflows, identifying inefficiencies and bringing in high-value solutions.]]>
<![CDATA[

Executive Assistants (EAs) are on the brink of a huge shift, and I’m here for it. Artificial Intelligence (AI) isn’t just a “nice to have” – it’s rewriting the rulebook for what it means to be an EA. I spent a number of years in this very role, and after making the move into learning & development, I’m keen to bridge that gap between theory of AI and its practical application in the day-to-day.

The results speak for themselves. I’m seeing EAs ditch the dull admin and step into roles that are more strategic, more impactful, and frankly, more exciting. They’re not just supporting their execs – they’re driving innovation and becoming indispensable partners in their organizations.

This isn’t just about learning a new tool or two. AI can – and should – be reshaping what an EA can do, and how they can grow in their careers. 

From task executors to systems optimisers

AI is changing the shape of the EA role. It’s freed early adopters from a crushing load of admin tasks, creating space for higher-value work.

For some EAs, this means running more strategic initiatives for their exec, like building board decks, leading Key Performance Indicator/Objectives and Key Results-setting processes, and owning execs’ personal brand. For others, it’s created the capacity to optimize internal workflows, identifying inefficiencies and bringing in high-value solutions.

Imagine setting up a multi-step automated workflow for an exec’s important meetings — AI handles the notetaking, drafts a follow-up email to attendees, adds key sales insights into your Customer Relationship Management tool and pings internal stakeholders, files the meeting recording, and even adds actions the exec took into their to-do list. All in the background with zero manual effort required.

This evolution is putting EAs closer to a Chief of Staff or Operations-like role, where they own organizational efficiency for executive offices and for execs whose currency is time.

Data-driven decision supporters 

Top EAs have always acted as a sounding board for their execs, providing perspective and counsel for critical decisions. 

AI is amplifying that by putting advanced data analysis in their hands. Today no one needs to be an Excel guru to manipulate and deeply understand data — anyone with access to ChatGPT can now analyze datasets and create robust executive summaries in seconds.

Armed with AI-powered analytics tools, EAs are increasingly bringing data-led insight to aid their executives’ decision-making, making the role more valuable than ever. 

The evolution into AI integration specialists 

A Microsoft & LinkedIn report from May 2024 revealed that administrative professionals are some of the earliest adopters of AI in their organizations. That’s no surprise — there’s been a trend in the last 20+ years for assistants to take on a systems administrator role in the age of cloud and SaaS, and EAs are regularly responsible for training their execs on tech.

Now we’re seeing top EAs step into the role of de facto AI integration specialists. Because everyone’s bogged down with day-to-day admin at work — EAs just happen to do more of it, and be further ahead on the adoption curve to understand how AI can help.

I’ve seen EAs build a complex mass of automations to provide deadline notifications between Airtable and Slack which increased the forecasting outlook for project planning from 1-3 months to 12 months. 

Another EA I work with built a GPT to translate and auto-categorize bank transactions for a finance team, decreasing processing time by 60-70%.

What this means for professional development and career paths

The synergy between EAs and AI is still in its infancy. This is the best part – the potential is still there and that ship hasn’t sailed yet. The industry is only just beginning to shed dull, repeatable admin. My clients tell me they’re saving on average 3 hours a week (and as much as 8+ hours a week) by outsourcing work to AI.  That equates to an entire month of time back per year. 

Over time, more and more of this admin will fall away, and high-performing EAs who embrace AI will step into a strategic partner and innovation driver role. On the flip side, laggards who reject AI will struggle to keep up with expectations of this role. The already fierce job market for admin roles will only become more challenging for those without AI skills and an AI-forward mindset.

What does all this mean for the EA career path? Ambitious EAs have traditionally grappled with a low glass ceiling, hitting the top of the pay band 10-15 years into their career. AI will raise the ceiling. It will give EAs the capacity to support execs even more, create operational efficiencies across teams and whole organizations, and truly step into their potential.

The future of the EA role is bright for those who embrace AI. As these tools become more sophisticated and integrated into daily workflows, EAs have a unique opportunity to redefine their roles, increase their value to organizations, and carve out exciting new career paths. The question isn’t whether AI will change the EA role — it’s how quickly EAs will adapt to lead this change.

]]>

How do you know when a partnership is real?

Mon, 20 Jan 2025 08:30:02 +0000

How do you know when a partnership is real?

<![CDATA[

What do Wotton-under-Edge and Taninahun have in common?  The first is a small and pretty town in the glorious southern Cotswolds; the latter is a huddle of mud and brick huts with palm leaf or corrugated iron roofs in the Barri Chiefdom of Sierra Leone.  So not much in common other than that they are […]]]>
<![CDATA[

What do Wotton-under-Edge and Taninahun have in common?  The first is a small and pretty town in the glorious southern Cotswolds; the latter is a huddle of mud and brick huts with palm leaf or corrugated iron roofs in the Barri Chiefdom of Sierra Leone.  So not much in common other than that they are both home to Rory’s Well (RW), a remarkable charity that turns modest funding and much goodwill into clean water, improved agriculture, low-cost loans and fantastic honey.

Last year theHRDirector published features by Dr Kath Curtis-Hayward about the work of Rory’s Well.  In November I visited Taninahun and some of the other villages in the Barri Chiefdom to gather an outsider’s view of progress, problems and possibilities from an HR point of view.  Top of my query list was one big question: how on earth does partnership work across the gulfs of custom and culture that divide places such as Wotton-under-Edge and Taninahun?  In fact, what does ‘partnership’ actually mean in such situations where differences seem to dominate?

This is not an abstract question.  I have lost count of the number of times I have seen the word partnership used and abused: customers as ‘partners’; suppliers as ‘partners’; sub-contractors as ‘partners’; even employees as ‘partners’.  These sort of feel-good public relations exercises seek to disguise the economic and political realities of who calls the shots.  So what happens when the differences are too great to be disguised?

This is a question we have been wrestling with for over 20 years.  They have set out the key attributes of effective partnering; I reminded myself of them as we drove along the fine highway from Freetown, Sierra Leone’s chaotic capital, to the far east of the country and then onto the almost impassable track that leads to Taninahun.

The first element of successful partnership is to define exactly what the word means, and what it entails, for everybody involved – and then meld the differences.   This sounds obvious but ask many people what they actually mean by partnership and you often receive a blank look and some banal wittering.

No such problem with Rory’s Well as I was relieved to find.  There is a clear Memorandum of Understanding between Rory’s Well and its partner NGO on the ground, the People’s Agenda for Development Sierra Leone (PAD-SL), which sets out exactly what they both understand by partnership – the essential first step –  and then what they will do together and individually to keep the partnership on track. Rory’s Well may raise and control much of the funding in cash terms, but this would be useless without the organisational skills of PAD-SL and the enthusiasm and dedication of its teams.

Included in this is their shared mission – that five years from now everyone in the area of operation should have safe clean water all year round and that the communities will have achieved food security through sustainable farming methods and a basic level of economic self-sufficiency.  No weasel words there.  Secondly it includes their shared values, most importantly the aim to build relationships based on trust between the two organisations and the people and communities they work with, and to do this work collaboratively.

What evidence did I see of real collaboration, real partnership? Was it during the many hours talking with farmers while they cut rice in swamp farms?  Or listening to women’s groups discussing agroforestry and microfinance? Or bouncing along rutted jungle tracks on motorbikes clinging on for dear life to the wonderful well maintenance engineers?  (This was not exactly a vacation.)

It was in all of these and in their willingness to think laterally and creatively, such as using the solar panels which power water well pumps also to charge mobile phones. It was in the dedication apparent among the beekeepers whom I joined for a foray into the rainforest to gather honeycombs.  (You haven’t been hot until you have struggled through thick tropical undergrowth in a sort of duvet suit with sting-proof overalls and a hood and veil on top.) And in the commitment to new crops and methods challenging the tradition of ‘slash and burn’ agriculture which contributes to climate change and ecological degeneration.

One thing that always convinces me of real partnership is the importance of allowing for  different as well as shared ambitions.   The fact that partners may, in addition to their collaboration, accommodate and even embrace different interests and priorities.  Many successful marriages, after all, do not rely on the tyranny of absolute togetherness.   Providing there is clear and transparent communication, based on common values and principles, differences of approach to common tasks and the pursuit of parallel objectives matter less than the intention and willingness to listen and learn from each other in the process of working together.

Most of all the evidence of true partnership came, for me, in the nature of the relationships between RW and PAD-SL staff and volunteers.  It was apparent in the laughter and teasing that indicates genuine affection and secure attachments.  You can tell a lot from the willingness of people to laugh together. Maybe it was a vacation after all.

If this story interests you and, like me, you want to take some positive action to help the world, there are a couple of things you can do immediately.

First, you can help Rory’s Well dig more wells:

• £3,000 digs a new well and clean water for 750+ people;
• £150 enables the training of two-person well maintenance teams from four villages;
• £40 mends a broken pump.

(If it stays broken people have to get their water from streams and swamps, risking diarrhoea, hepatitis and cholera.)

 Go to www.roryswell.org/donate.html

 Next, if you are interested in partnerships and you think your organisation could aid this work in some way please get in touch via the website, www.roryswell.org or just forward this article to someone who might be interested.

www.partnershipbrokers.org

]]>

Empowering frontline workers with AI to enhance jobs and customer service

Sat, 18 Jan 2025 11:00:58 +0000

Empowering frontline workers with AI to enhance jobs and customer service

<![CDATA[

Patrycja Sobera is the Senior Vice President and General Manager of Digital Workplace Solutions business unit at Unisys. In this pivotal role, she leads high-profile teams dedicated to continual improvement and creating modern, differentiated end-user experiences that drive client breakthroughs and propel the business forward.]]>
<![CDATA[

The rapid adoption of AI technology has sparked a debate about its impact on the future of frontline workers, with many assuming the role of field technicians will be replaced by remote, AI-assisted solutions. Yet, rather than eliminating jobs, companies across various industries are leveraging AI to enhance frontline workers’ roles, improving job quality and customer service. Integrating AI into the workforce is not about replacement but augmentation—empowering employees to perform better, innovate and adapt to an evolving technological landscape.

The Role of Frontline Workers: Overlooked Yet Essential

Frontline workers—those who interact directly with customers—are often the backbone of retail, healthcare, hospitality and transportation industries. Despite their critical role in delivering products and services, many organizations have failed to prioritize their digital experience. While companies have embraced digital transformation to boost productivity and profitability, these benefits have often been limited to office-based employees, leaving frontline workers behind regarding access to technology, training and resources.

This oversight is particularly concerning because frontline workers are the face of the company, representing it daily in customer interactions. Their ability to deliver high-quality service directly influences customer satisfaction and business success.

AI in the Workplace: Improving Job Quality, Not Replacing Workers

One of the primary goals of AI integration is to automate routine tasks, allowing workers to focus on higher-value activities. However, the implementation of AI does not consistently achieve this goal. Often, technology leads the way, with little input from those on the frontline. This “tail-wagging the dog” approach has created gaps between technological advancements and the actual needs of employees. As a result, frontline workers have expressed concerns about being pressured to adapt to new technologies without adequate training, fearing job loss if they fail to do so.

A survey by Microsoft revealed that 46% of frontline workers felt pressured to adapt to new technology, and 55% reported having to learn new tools on the fly without proper training. This highlights the need for a more collaborative approach to AI adoption, where workers are empowered to provide input on the tools they use. Instead of viewing AI as a replacement for human labor, companies should see it as a tool to improve job quality. For example, AI can offer real-time coaching, automate administrative tasks and provide instant access to information—all of which save time and improve the worker experience.

Frontline workers who have used AI systems that assist with customer service, such as logging caller details and auto-prompting solutions, report positive outcomes. These technologies can save time and give employees more tools. Importantly, frontline workers are not opposed to AI—provided that it helps them maintain or improve their job quality.

Augmented Workforce: AI as a Collaborative Tool

A successful AI integration strategy begins by acknowledging the unique strengths of human workers. AI should augment—not limit—employees’ capabilities. High-performing organizations are already taking a human-centered approach to workplace design, focusing on how AI can complement human talents like judgment, empathy and creativity. By co-creating technology with the input of their employees, these companies ensure that AI enhances, rather than constrains, the workforce.

Frontline workers are often the first to interact with new technologies in practical settings, making their feedback invaluable for continuous improvement. Their insights can reveal unforeseen issues and missed opportunities in AI systems, helping businesses refine their technological offerings. Implementing AI without frontline input can reduce workers’ ability to exercise their human skills, leading to dissatisfaction and diminished performance. Companies can ensure that AI benefits employees and employers by involving workers early in the development process.

Augmented Reality, Wearables and AI: The Future of Frontline Work

The Fourth Industrial Revolution, which includes advancements in the industrial Internet of Things (IIoT), artificial intelligence and cyber-physical systems, is transforming the relationship between technology and human workers. In manufacturing, for instance, augmentation technologies like augmented reality (AR), exoskeletons and wearable devices create new opportunities for workers to improve their skills, increase efficiency and enhance safety.

These technologies do more than automate tasks—they empower workers to solve problems more effectively. AR, for example, provides real-time, step-by-step instructions that help technicians troubleshoot equipment or onboard new processes quickly. Wearables can monitor worker health and safety, reducing the risk of injuries on the job. By integrating AI into mobile platforms, companies give frontline workers immediate access to information and tools that improve their performance.

A Human-Centric Future: AI as a Tool for Empowerment

As AI continues to evolve, the most successful organizations will see AI as a tool to empower their workforce, not replace it. Companies can create a more inclusive, innovative, and productive workplace by taking a human-centric approach to technology integration. Augmentation technology, such as collaborative robots, smart workstations and virtual reality platforms, allows workers to develop new skills, increase their well-being and improve safety—all while driving business success.

In industries where innovation and efficiency are crucial, AI is helping to unlock new possibilities. However, the key to successful AI adoption is collaboration between technology and its users. By involving frontline workers in designing and deploying AI systems, companies can ensure that the technology enhances human capabilities rather than replacing them.

As we move into the future, the relationship between AI and frontline workers will continue to evolve, unlocking new productivity levels and customer satisfaction. By empowering frontline workers with the right tools and training, companies can ensure that their employees are ready for the future and active participants in shaping it.

]]>

Can the BBC rely on a culture of whistleblowing when celebrities misbehave?

Sat, 18 Jan 2025 09:00:00 +0000

Can the BBC rely on a culture of whistleblowing when celebrities misbehave?

<![CDATA[

Our experience in organisations like the BBC — and the BBC isn’t so different to other large employers where there is always going to be an imbalance in power, between senior and junior staff, between pockets of critical expertise and their colleagues — is that a blunt ‘crackdown’ on inappropriate behaviours doesn’t work.]]>
<![CDATA[

The BBC has recognised publicly its problems with celebrity power. In recent years,  household names have been subject to accusations (against professional dancers on Strictly Come Dancing), sackings (One Show host Jermaine Jenas) and criminal convictions (news anchor Huw Edwards). The nature of its day-to-day operations, involving so many highly-paid stars — the ‘talent’ — working alongside teams of people in supporting roles, means constant tensions around power and the potential for abuse. In other words, there’s always the danger that the organisation, and licence fee-payers, have only seen the tip of the iceberg. 

The BBC updated guidelines on personal relationships at work earlier this year, calling for employees to report evidence of “abuse of power” to senior members of staff (defined as any situation where someone had used their “celebrity status” to coerce people to do things for them). Advice was given on how to spot the signs of “potential grooming”. “I cannot emphasise enough that I am fully committed to tackling inappropriate or abusive behaviour,” said chair Samir Shah. “Nobody working in the BBC should ever feel fear or worry while working here.”

Now there’s going to be another independent review of the whole workplace culture, a follow-up to the Respect at Work Review in 2013, that will report back in 2025. The focus is due to be on the practical mechanics and impact. The Values and Code of Conduct are there, employees from top to bottom know what the consequences of inappropriate behaviours will be — but does that mean there’s been a genuine change to the culture, and if not, what needs to be done? 

Our experience in organisations like the BBC — and the BBC isn’t so different to other large employers where there is always going to be an imbalance in power, between senior and junior staff, between pockets of critical expertise and their colleagues — is that a blunt ‘crackdown’ on inappropriate behaviours doesn’t work. In simple terms, you raise the stakes and fewer people feel able to speak up. There’s a reliance on whistleblowers, and whistleblowing feels full of risk and danger. A survey of 2,000 employees in the UK this year suggested that 51% wouldn’t whistleblow, even if they knew their employer was breaking the law; only 18% were confident they could whistleblow and not lose their job. 

More important than codes of conduct and pressures to encourage speaking up, there needs to be the right environment for conversations about concerns. A culture of early and informal resolution. 

Nothing is going to change the power imbalance: the BBC isn’t going to be a star-less community of equals. And under the current proposals and direction of policy, people are going to feel even less safe sticking their neck out, because they know the implications for the accused, and the level of scrutiny on them and their accusations is going to be that much more severe. The bullying and inappropriate behaviours go underground, morph into other forms, find other outlets. Everyone grits their teeth and smiles that bit harder for the cameras. 

There are lessons here for all kinds of employers: how you can only expect people to raise issues in a positive and practical atmosphere of Psychological Safety. 

There are key steps that can be taken (depending on what organisational needs are and what’s already in place):

• by creating a behavioural framework which all employees understand and know what is expected of them; 

• ensuring robust and fair HR investigations are in place when allegations of misconduct are reported;

• having a triage process to signpost to informal mediation or other restorative interventions when appropriate;

• using highly skilled mediators, coaches and trainers when needed to restore relationships, develop emotional intelligence, address unconscious bias and early conflict situations;

• building a psychologically safe workplace – assisting to break down any possibility of ‘imposter syndrome’ amongst under-represented groups when they get promoted and more generally enabling teams to thrive;

• and overall, by creating a ‘Clear Air’ culture, one where people working at all levels feel able to speak up, challenge in positive, constructive ways, because they have been equipped with the skills to have better conversations based around Conversational Integrity (based around developing five capacities: situational awareness, curiosity, reflective listening, empathy and self awareness).

]]>

How to find and attract creative talent – hire the unexpected

Sat, 18 Jan 2025 06:00:15 +0000

How to find and attract creative talent – hire the unexpected

<![CDATA[

Learn how to attract innovative minds, evaluate beyond the norm, and build a culture where creativity thrives.]]>
<![CDATA[

Hiring creative specialists is challenging; the market is crowded, the requirements are changing and getting more complicated, and unique skills are limited. Here are some tips for recruiters looking to successfully attract and retain creative talents.

Hire the Unexpected

Some hiring decisions seem not suitable at first sight but work well in the end. Once I was looking for a mid-level game designer. One candidate stood out: he was a passionate Dungeons Master in D&D (Dungeons & Dragons) and had a creative vision in game design. He was a perfect fit for the team as well. However, I doubted him due to his limited hard skills. 

We discussed the case with the team producer and decided to schedule a follow-up interview with this candidate. He got the job, and in just three months, he was promoted from game designer to product owner.

Here I want to highlight one of the main mistakes in hiring creative specialists. Don’t evaluate candidates on standard parameters, such as formal education and years of experience. Avoid unnecessary formalization of the selection. Allow candidates to show their unique qualities at different stages of the interview.

What Do Recruiters Look For in Creative Specialists?

A creative specialist in GameDev is a person with a broad scope of skills, who has deep knowledge in his narrow field and understands the general principles of game design. Here are the three most important skills for a creative professional:

• Adaptability: Creative specialists have to stay on the same page with new tech and trends, as GameDev changes fast. 
• Thinking Out of the Box: You need to generate unique ideas that nobody might think of while still working within the technical constraints or rules of the genre.
• Teamwork: It’s about sharing and bringing to life creative ideas together with the team.

Essential Hard Skills 

Game designers wear many hats. Some specialize in balance and monetization, others in new features or mechanics. Deep knowledge of the gaming world is a must here: what’s trending right now, what mechanics work, and how you can apply them to your project.

Take, for example, the popular A4 mechanic (divides gameplay into four key aspects: combat, analysis, resource management, and exploration, to balance the game and appeal to various player types). An experienced game designer knows how to take it and reimagine it in a way that hooks the target audience and retains them. In GameDev, you should have a player’s mindset to create exceptional projects.

Culture Fit and Soft Skills 

Technical skills matter, but so does culture fit. It happens that you may find specialists with impressive portfolios, who do not align with the team’s personal characteristics and working style. 

We pay attention to how candidates interact with potential colleagues during informal meet-ups or technical interviews. It gives a perspective on how well their values align with the company’s values.

As for soft skills, we’re looking for strong communicators to share and pitch ideas, and make compromises. The ability to adapt to feedback, accept constructive criticism, and encourage collaboration is mandatory, same as time management and resilience under pressure.

Empathy and emotional intelligence help to understanding the feelings of the players helps to create engaging games.

Candidate Experience vs. Education

In GameDev, experience often matters more than education. A diploma is good to have, but nothing beats a solid portfolio to validate skills. A portfolio sets candidates apart through real-world projects, personal games, or even concept art.

If you are choosing between two candidates — one with an art background and another with solid game development experience — and the latter matches the style and technical requirements of your project, they are likely to secure the position.

How the Hiring Process Looks Like

This is our methods to assess a candidate’s creativity:

• Test assignments show how candidates adapt to new tasks.
• Brainstorming sessions with the team provide insights into how quickly candidates can develop new ideas and bring them to life.
• Real-life case studies are the most effective way to test creativity. For example, we ask artist candidates to develop a character from concept to final render. The result is important, but we evaluate the way of thinking and approach to problem-solving as well.
• The candidate’s portfolio showcases personal projects such as indie games or scripts. We pay attention to the diversity, originality, and depth of expression reflected in their work.

Unconventional Methods for Hiring Creative Talents

Top talents don’t always come through traditional job postings. That’s why I suggest creative approaches to head hunting:

1. Indie game festivals and hackathons. Many talented junior developers start their careers with indie projects. Contests and hackathons also show how possible candidates can work in a team and handle pressure.
2. Workshops and lectures serve as platforms for networking with young professionals who are looking for a job in big studios. 
3. Expert content on social media. Senior professionals share their knowledge and case studies on LinkedIn, Telegram, and Medium and are actively engaged in the community.

Wrapping Up: Tips for Recruiters Hiring Creative Specialists

1. Focus on personal qualities and potential. You can’t assess сreative specialists with a standard CV. That’s why it’s important to conduct a series of interviews or tests to get a big picture.  
2. Build a strong employer brand in the competitive landscape. The company is a place where creativity and innovation are at the forefront. It should be visible in professional communities, participate in various conferences, and share success stories within your company. 
3. Invest in educational development. Many talented specialists prefer companies that offer opportunities for both vertical and horizontal growth, like mentorship programs and internal training workshops.

]]>

HR’s data goldmine: Why you’re sitting on game-changing insights

Fri, 17 Jan 2025 14:00:04 +0000

HR’s data goldmine: Why you’re sitting on game-changing insights

<![CDATA[

HR used to be about people. Now, it’s about people and data. And while that might sound surprising, it’s the reality for anyone looking to climb the HR ladder. Gone are the days when we could rely on our instincts or gut feelings alone.
Today, the higher you go in HR, the more data-heavy it gets, and you either learn to wield that data, or you risk falling behind.]]>
<![CDATA[

HR used to be about people. Now, it’s about people and data. And while that might sound surprising, it’s the reality for anyone looking to climb the HR ladder. Gone are the days when we could rely on our instincts or gut feelings alone.

Today, the higher you go in HR, the more data-heavy it gets, and you either learn to wield that data, or you risk falling behind.

But here’s the thing about data: it’s messy, it’s imperfect, and despite what some might tell you, it never tells the whole story. Data is powerful, yes, but it needs context, nuance, and sometimes a healthy dose of scepticism.

Because here’s a hard truth – if the numbers you’re working with aren’t accurate, every insight you draw from them is as useful as a fortune cookie. And in HR, where decisions impact real lives, there’s no room for careless data.

So, how do you handle HR’s data goldmine effectively? You dig deeper, test everything, and never take numbers at face value.

The Higher You Go, the Heavier the Data Load

The moment you step up in HR, data stops being an accessory and starts being a necessity. The more senior you get, the more data becomes your lifeline for understanding complex patterns in employee engagement, performance, and retention. But it’s not just about collecting numbers; it’s about reading the story they’re trying to tell.

When I moved into higher HR roles, data became a part of my job, and I found that I actually enjoyed working with it.

For me, data told a story, providing insights that could drive real change. But I also learned fast that data can’t stand alone. Just because the numbers say one thing doesn’t mean they’re painting the full picture. That story needs a plot check, extra context, and fact-finding to reveal what’s actually happening.

Because, let’s face it, data without verification can lead to misleading assumptions. Those headcount numbers, attrition rates, or employee engagement scores? They’re just a starting point.

Each number tells part of a story, but it’s up to you to dig for the rest. Otherwise, you’re just scratching the surface.

For example, research by McKinsey reveals that Black employees are 41 per cent less likely to be promoted than their white counterparts despite similar performance ratings.

If HR leaders aren’t digging deep into their data, disparities like these remain hidden.

Why Data Alone Isn’t Enough

When I started working more with data, I quickly learned that it’s a slippery slope. Rely too heavily on a single metric, and you risk missing the bigger picture. Yes, data tells a story, but it’s not the whole story.

Just because the numbers say one thing doesn’t mean they’re painting the full picture.

Imagine an HR report that says productivity is down in a particular team. You could assume that it’s due to poor management or lacklustre performance.

But if you stop there, you’re missing the context; maybe the team is dealing with an increased workload, or perhaps they’ve had a high turnover rate recently. Numbers are clues, but they’re not conclusions. And to get the complete story, you have to dig deeper and ask questions.

The truth is that data should make us curious, not complacent. Instead of taking it at face value, ask yourself: What’s behind these numbers? Without context, without fact-finding, data can lead you down the wrong path.

Accuracy Matters: Garbage In, Garbage Out

It’s easy to get caught up in the excitement of having tons of data at your fingertips. But here’s the kicker: if the data isn’t accurate, it’s worthless. And when you’re working in a company with thousands of employees, accuracy can be hard to maintain.

For me, data accuracy became a major focus, especially in large organisations with 40,000 or 80,000 employees. The information going in affects what comes out, and if it’s flawed, your insights will be too.

It wasn’t enough to assume the data was right just because it was there. I would often test it, asking department heads to double-check records, cross-referencing entries, and ensuring that what was on paper matched reality.

And it’s not just about catching mistakes. It’s about actively verifying that the numbers align with reality. That means going back to department heads, cross-referencing records, and making sure that what’s on paper matches what’s happening on the ground. Because if your data isn’t solid, you’re just guessing. And in HR, guesses can cost you trust, resources, and credibility.

Diversity, Equity, and the Power of Data

Now, let’s talk about one of the most powerful ways data can drive change: diversity. We’ve all heard about the importance of diversity and equity in the workplace, but are we actually measuring it? And are we using those measurements to make meaningful changes?

Data can be a powerful tool in the fight for fairness. When you study the promotion and hiring patterns, you can see who’s getting ahead and who’s not.

If your data shows that a disproportionate number of promotions are going to one demographic, it’s a red flag. It doesn’t mean discrimination is happening, but it does mean there’s something to look into.

I’ve found that data has been essential in understanding fairness and transparency in the workplace. By looking closely at hiring and promotion data, I could spot discrepancies that might have gone unnoticed.

For instance, if only certain groups are getting promoted, even if every individual seems qualified, that data can trigger deeper discussions. It’s a way to challenge biases and ask hard questions, like: “Why do certain demographics consistently get promoted over others?”

The numbers don’t lie. A 2023 report by the Black Equity Organisation showed that over 60 per cent of Black individuals in the UK felt overlooked for promotion due to their ethnicity. In another research by the Financial News, in the City of London, of the 1,500 senior bankers, only 22 are Black, revealing a significant underrepresentation at leadership levels.

These statistics highlight how far we still have to go.

Data isn’t just there to make you feel good about what’s working; it’s there to help you have those difficult conversations, to ask leaders why certain groups are being left behind, and to challenge assumptions and biases.

It’s a tool for accountability, not just for reporting.

When used right, data can drive real progress. It can help you bridge the pay gap, create fairer hiring practices, and ensure that every employee has an equal shot at success. But it starts with digging, questioning, and holding people accountable.

Aligning Data with Strategy: The True Power of HR Analytics

Data isn’t just about showing trends; it’s about shaping strategy. Imagine being able to predict which teams are at risk of burnout before it happens. Or identify which programs have the highest return on investment. Strategic data use lets you align HR with the goals of the business, turning it from a support function into a driver of value.

For instance, if labour costs per FTE (Full-Time Equivalent) are rising, that’s a signal. It might mean something simple, like increased overtime, or something more complex, like an overworked team in need of additional hires.

The data alone doesn’t tell you what to do, but it points you in the right direction. It’s the job of HR leaders to connect those dots, interpret those signals, and use them to steer the business.

And with real-time data, we can now adjust in the moment instead of waiting for the end of the quarter. This agility is what sets data-savvy HR teams apart. They don’t just report on the business; they help shape it.

The Bottom Line: Don’t Just Sit on Your Data, Dig In

Every HR department has data, but not every HR department uses it. Don’t let valuable insights gather dust. Data has the power to transform the workplace, uncover hidden patterns, and make HR a true partner in the business. But only if we dig deeper, question what we see, and take action.

So, if you’re not already investing in data skills, the time to start is now. Start learning the basics of analytics, understand what your data is saying, and use it to make informed, impactful decisions. Your data goldmine is waiting. It’s up to you to start digging.

]]>

When a measure becomes a target, it ceases to be a good measure

Fri, 17 Jan 2025 11:28:06 +0000

When a measure becomes a target, it ceases to be a good measure

<![CDATA[

Instead of trying to ensure that the organisation performs better – in terms of profitability, productivity, service, wellbeing etc, with one of the measures being engagement, we end up doing something else.
We turn our measure into a target. And now we’re not focused on better performance. Now we’re trying to improve our engagement score.]]>
<![CDATA[

]]>