It’s often the people you’d expect to keep: strong performers, experienced employees, and managers. Which usually points to a visibility problem, not a market one. Without a clear view of impact, decisions lean on instinct, and teams end up rebuilding what they just cut.
Layoffs are usually framed as cost decisions. But a fair number get reversed. In our data, ~5% of employees who are laid off end up back at the same company within months, often at a higher cost. What’s more interesting is who tends to come back…
If the entry-level work gets automated, where does experience come from? That’s the part we haven’t figured out yet. #WorkforcePlanning #OrganizationDesign
Most of the #AI conversation still sounds like “jobs are going away.” That’s not what I’m seeing. The job usually stays. The work inside it changes. FAST. The tricky part is what that does to how people grow.
Most of the convos I see regarding AI focus on customer-facing use cases. But I feel like there's so much leverage that's often behind the scenes in HR, finance, IT, legal, and other back-office operations. These are less visible areas where a lot of the day-to-day work happens.
Most of the convos I see regarding AI focus on customer-facing use cases. But I feel like there's so much leverage that's often behind the scenes in HR, finance, IT, legal, and other back-office operations. These are less visible areas where a lot of the day-to-day work happens.
CHROs and CPOs: Over half of your workforce is worried about AI. Many fear displacement. Leaders who address concerns directly and show team members how AI can augment their workflow without actually replacing them will win the race for talent.
Join Ike Bennion and Nolan Cockburn in a couple of days for a 45-minute live demo to see how Visier Workforce AI simplifies integrations, enforces governance, and makes your data AI-ready by design. Hope to see you there.
Start by celebrating small wins publicly; show how one person’s contribution moves the mission forward. Let people see the ripple effect of their work. When energy is visible, it spreads.
That's why, as a leader, I try to expand past just assigning work. My goal is to connect people to purpose. They show how each action fuels the mission. If you want impact, collapse the gap between vision and day-to-day effort. Make the mission clear. Make the energy contagious.
Work shouldn’t feel like a task list. By the time people understand why their work matters, energy is drained, and engagement is optional. Yet leaders still expect results. That's an intrinsically broken design.
Work shouldn’t feel like a task list. By the time people understand why their work matters, energy is drained, and engagement is optional. Yet leaders still expect results. That's an intrinsically broken design.
The #AI conversation keeps drifting toward layoffs, but the data suggests something different. Jobs aren’t disappearing at scale as much as they’re being reshaped. While roles consolidate, routine workflow tasks get automated. The real challenge now is redesigning how work and capability develop.
Hiring isn’t about gut feeling or horoscopes. It’s about predictable outcomes, with skills matched to roles and culture broken into behaviors you can measure.
And AI is doing the tedious work so humans can focus on judgment and relationships.
“Fail fast” gets repeated a lot. Simon Sinek suggested a better idea: let people "fall". Falling is part of learning: you get up & try again. As teams experiment with AI, the language leaders use matters. Sometimes leadership shows up in something as simple as the words we choose.
Most org redesigns start when something’s already broken i.e., revenue pressure, a strategy shift, and suddenly leaders are redrawing the org chart. That’s reacting. The companies that adapt best are already watching spans, workload, and structure so when strategy moves, they’re ready.
When companies were mostly experimenting with AI, success was defined by capabilities. But as the tech is more heavily embedded into our day-to-day work processes, reliability is the most important metric for AI, as it defines if your organization can live with it, govern it, and trust it.
LinkedIn’s Skills on the Rise report puts employment law and compliance first for HR, with AI literacy close behind.
That pairing says a lot. The profession is building AI capability.
But the job hasn’t changed. It’s still about helping organizations and people navigate change.
Looking forward to #UNLEASH this week and the conversations ahead on how talent decisions and management practices are shaping the next era of work. Hope to see many of you there.
Looking forward to #UNLEASH this week and the conversations ahead on how talent decisions and management practices are shaping the next era of work.
Hope to see many of you there.
According to Gartner, 92% of CHROs say their function has worked to implement AI in HR in the last six months. Yet many focus exclusively on developing technical abilities. To succeed in an AI-driven workplace, HR teams must be able to blend human expertise with machine intelligence.
Workforce planning used to be an annual process.
Build the plan. Lock the assumptions. Put it in a deck.
That approach breaks when AI and economic change move faster than the planning cycle.
I wrote about why real-time workforce planning and organization design are emerging
According to Gartner, half of what HR does today will be automated or handled by AI agents by 2030. For years, management has run on lagging indicators, and leaders fill in the gaps with instinct. AI changes that. When people, skills, and business data are connected, management becomes anticipatory.
According to Gartner, half of what HR does today will be automated or handled by AI agents by 2030. For years, management has run on lagging indicators, and leaders fill in the gaps with instinct. AI changes that. When people, skills, and business data are connected, management becomes anticipatory.
Most companies think they have a learning problem. They don’t. They have an enablement problem. You can’t keep up with skill change using static courses and catalogs. Work moves too fast. The real test is simple: does capability show up in how teams execute?
HR has often struggled to balance two identities: the strategic business driver focused on value creation and human skills, and the administrative function that's centered around enforcing rules and policies. As more companies adopt AI at scale, HR is set to prioritize the former over the latter.
Everyone’s excited about agents pulling metrics instantly. But most leadership mistakes don’t happen because we lacked data. It's because we acted on a single number without asking what sits behind it. Faster answers are nice. Better questions still win. That's what we're working on at Visier.
Most organizations define AI readiness in terms of tools and skills. These are important, but equally important is ensuring that employees can continually adapt without burning out.
That requires more than just new tech or faster transformation cycles. It requires time to rest and recover.
For years, management has run on lagging indicators. By the time insights surface, the moment to act has already passed. AI changes that. When people, skills, and business data are connected, management becomes anticipatory instead of reactive.
AI isn’t a “feature” you add to tick a box. At Visier, we see AI differently: it’s a new management system. One that connects data and decisions in real time. Think less “bot doing my job” and more “C-suite with superpowers.” When AI is connected to governed people data, leaders can stop guessing.
At Visier, we’re connecting people, skills, and business data so leaders can make decisions before problems show up. We’re not just showing who’s at risk or what the numbers say. We’re building AI that tells you why a team is struggling and what levers to pull... And yes, this works across silos.
One of the biggest challenges CHROs face today is the growth–efficiency paradox. Leaders are being asked to drive growth while cutting costs... and HR is expected to deliver both. The trend is clear: CHROs who embrace this paradox will be the ones defining the next era of business success.
For too long, HR has been the sole gatekeeper of workforce insights. Data has often lived in systems or formats that only HR could interpret. If we want people strategy to truly be business strategy, then people data has to be accessible to the people making business decisions.
People analytics isn’t something you delegate.
Handing it off to an HR analytics team → filtered through HRBPs → summarized for leaders.
By the time it lands, context is gone. And yet HR is still accountable. That's why it's important to connect the numbers directly to business goals.