People and organization

Think of applying to work somewhere and not talking to a human soul at all, until the first day at your place of employment. There is no recruiter call, no panel interview in a sterile meeting room, and an algorithm checking your CV, a chatbot asking you screening questions, and an AI-powered video interview examining your facial expressions and tone of voice. Sounds futuristic? It is a reality  for  millions of job seekers worldwide. AI is no  longer  a buzzword  on  the fringes of Human Resource Management. It has shifted squarely in the middle of talent acquisition ,  and the consequences - thrilling and profoundly disturbing - are worth serious consideration . What Is AI Doing in Recruitment Today? In its simplest form, AI in recruitment  is  the application of machine learning, natural language processing, and predictive analytics to automate and optimize the recruitment process. Some of the largest  organisations  in the world...

In 2021, a phrase went viral on social media that captured something many workers were feeling but struggling to articulate: "quiet quitting." It described the phenomenon of employees doing exactly  and only what their job description required. No extra effort, no going above and beyond, no emotional investment beyond the contractual minimum. At the heart of this debate is one of the most powerful and underappreciated concepts in HRM: the psychological contract. Quiet quitting was never really about quitting. It was a message  and  organisations  that are listening carefully will use it to rebuild something better. Understanding the psychological contract is essential to understanding why. What Is the Psychological Contract? The psychological contract is a foundational concept in human resource management, referring to the unwritten set of expectations that exists between employees and their employer. First introduced by Chris Argyris (1960) and later developed by De...

Introduction Having spent over 20 years in the hospitality industry, I have come to realise that recruitment is no longer the biggest challenge, retention is. This is especially true when it comes to Generation Z employees. Compared to earlier generations, their expectations are quite different. Stability alone is no longer enough. They seek growth, flexibility, recognition and a sense of purpose in their work. In hospitality, this creates a clear tension. The industry is built on long hours, operational pressure, and service standards that cannot be compromised. At the same time, employees are expecting a more balanced and meaningful work experience. This blog reflects on this gap by connecting practical experience with HRM theories and recent discussions on workforce trends. Understanding Gen Z Through HR Theory Many of the challenges we face today can still be explained using traditional HR theories, but their application is changing with the new workforce. Herzberg’s ...