Talent & Skills
From job redesign to work transformation: How organisations can future-proof roles in the age of AI and skills shortages
Technology isn’t the blocker, work design is. Many organisations trap people in low-value tasks while layering AI onto old workflows. Johnson Wong argues leaders must shift from updating job descriptions to transforming how work flows at task level, prioritising high-impact roles, and investing in skills to unlock productivity and engagement. Across industries, leaders are confronting the same paradox: technology is advancing faster than organisations can adapt, yet productivity growth remains stubbornly slow. AI tools are proliferating, automation investments are rising,…
When leaders run on empty, strategy turns into firefighting
Workplace stress is surging, executive burnout is a systemic risk to organisational performance. In a DUSTy polycrisis world, traditional wellbeing initiatives barely touch the root causes. Steve Macaulay sets out a practical HR and L&D roadmap to redesign roles, build psychological safety, embed structured support and impact the whole organisation. The signs of workplace stress are everywhere: UK sickness absence is at its highest for 15 years. According to a CIPD survey, 64% of organisations are taking steps to identify…
The apprenticeship metric L&D teams can’t afford to ignore
Qualification Achievement Rates are one of the most practical indicators of whether apprentices reach the finish line, yet many employers overlook them when selecting providers. Harry Hobbs argues that completion is where training becomes productive capability, calling for clearer, comparable data so provider choice strengthens retention, performance and long-term skills. The latest statistics from the UK Department for Education (DfE) highlight significant variation between apprenticeship providers on Qualification Achievement Rates (QAR). With rates varying by as much as 82.1 percentage…
How smarter training cultures could spark the next wave of productivity
New research with insights from 2,000 employees shows strong appetite for lifelong learning, yet confidence in emerging skills is fragile and access to practical development tools varies sharply by sector. Emma O’Dell argues employers must move from episodic training to continuous learning, equitable digital access, and pathways built for change. There is a particular kind of frustration that comes from wanting to grow and finding that the opportunities around you haven’t yet evolved to match your ambition. New research from…
Skills, not job titles: Rethinking workforce strategy in the AI age
AI is accelerating change, but so many organisations are still built for stability, not speed. Toby Hough argues that shifting from job titles to a skills-first operating models helps businesses see capability, redeploy talent and retain people. With AI powering skills visibility and managers enabling growth, organisations can adapt faster. AI is reshaping work at speed. New tools are emerging regularly, automating tasks, augmenting decisions and changing what “good” looks like at every level. However, while technology is evolving quickly,…
Faster hiring or better hiring? Finding the human balance with AI
As artificial intelligence reshapes Talent Acquisition, organisations are gaining speed, scale and consistency across screening, scheduling and candidate engagement. Yet automation can amplify bias, erode trust and weaken human connection. Kavneet Kaur explores where AI delivers value, where it falls short, and how recruiters can protect fairness, empathy and judgment. The landscape of Talent Acquisition is undergoing a significant transformation, driven by the rapid adoption of Artificial Intelligence (AI). What was once a largely manual and relationship-driven function is now…
The skills crisis is a funding crisis
Jeni Burckart argues the skills crisis is not motivation but money: workers expect massive skill shifts by 2030, yet many pay out of pocket or skip training entirely. She explains why ‘figure it out yourself’ fails, and how upfront employer-funded pathways, apprenticeships and micro-credentials boost retention and promotions dramatically today. The World Economic Forum’s Jobs Report projects that 39% of workers’ core skills will need to change by 2030. Workers see this coming and want to develop those skills, but…
Why skills intelligence is the missing link in workforce planning for the talent crisis
Workforce planning is being rewritten by AI, and old build-or-buy thinking can’t keep up. Ciara Harrington sets out the Four Bs framework, Build, Buy, Borrow and Bot, powered by skills intelligence and skills gap analysis. It helps HR and L&D leaders make faster, evidence-based decisions and shape agile, future-ready workforces. Traditionally, organisations have tackled workplace planning and closing skill gaps through two main strategies: building on internal talent in the organisation through training and upskilling and recruiting external talent to…
The efficiency paradox: Why AI is speeding up work but slowing down leadership
Andrew Bryant argues that AI-driven efficiency is outpacing leadership capability, creating an “efficiency paradox” where organisations perform better on paper but grow strategically weaker. He explores Klarna’s AI lesson, the shift from performance management to potential development, and why L&D must build leaders who unleash human judgement, creativity, and meaning. Organisations are getting faster. But they are not getting better at leading people. That is the uncomfortable truth at the centre of the AI revolution. As companies race to automate,…
How can culture gaps in the workplace be turned into strengths?
Anna Flynn explains why commercial and technical teams often pull in different directions, and how growing tech businesses can build shared purpose without flattening diversity. She explores culture, structured communication and meaningful recognition, showing how better alignment reduces friction, improves retention and strengthens delivery, efficiency and employer brand over time. “Variety is the spice of life” may be a cliché, but it rings true in the modern workplace. Organisations are powered by individuals with varied personalities, experiences, and areas of…
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