Advertise on podcast: Future of Work Hub Podcast Series

In this episode of the Future of Work Hub’s Peer-to-Peer podcast, Julia Paulding is joined by Richard Vanner, Human Resources Director at WTW. They discuss the importance of sustaining a strong, consistent culture through rapid growth and transformation and how technology and AI are reshaping workforce design and skills, emphasising that how change is delivered matters just as much as what is implemented. 

In this final episode, Lucy and Julia reflect on the insights shared across our “In Conversation” and “Peer-to-Peer” podcast series. Together, they draw out the key themes that defined 2025 and consider what employers should be prioritising to build resilience and momentum in the years ahead. Across the conversations, a consistent message has emerged: people strategy is business strategy. The real risk is not uncertainty itself but failing to invest in capabilities that build resilience and the ability to respond to change. 

In our latest Peer-to-Peer podcast, Julia speaks with Jenny Shiers, Chief People Officer at Unily, about crafting truly personalised employee experiences, reducing digital friction to unlock focus, and creating the organisational velocity needed to pivot quickly and deliver on strategy.

Human skills, agility and proactive workforce planning In our launch episode, Julia Paulding, Chief People Officer at Lewis Silkin, sits down with Rob Worrall, Head of People at BDO UK, to explore the future of work - and it’s looking optimistic. They discuss how organisations can stay ahead by investing in human skills, embracing flexible working models, and engaging future talent from day one. It’s a conversation packed with peer-to-peer insights for business leaders, people managers and anyone navigating the evolving workforce landscape. Key takeaways include: Early talent engagement: embed values from the first interactionFlexibility in hybrid/agile working: serve clients and teamsTraining for people managers: build confidence at all career stagesAmplifying human skills: curiosity, creativity, collaborationLong-term planning: stay agile while thinking ahead

In this episode of the Future of Work Hub’s Peer-to-Peer podcast, Julia Paulding, Chief People Officer at Lewis Silkin, sits down with Cathy Temple, Head of HR, EMEA at Salesforce. They discuss HR’s evolving role in AI-driven workplace transformation, emphasising the need for trust, transparent communication, human-centric leadership and continuous upskilling to build agile, future-ready organisations. 

In this episode of the Future of Work Hub’s In Conversation podcast, Lucy Lewis is joined by Professor Alan Felstead, Emeritus Professor at Cardiff University and a leading expert on work, skills and employment. Alan shares insights from the landmark Skills and Employment Survey 2024, exploring how the world of work in the UK is evolving, what workers value, and the challenges and opportunities facing employers and policymakers. Key takeaways 1. Make fair work your business advantage: When employers treat workers as valued assets, fostering respect, autonomy and development, it strengthens wellbeing, drives business improvement, and sets the foundation for lasting organisational success. Regularly survey staff to track how job quality is changing over time and identify areas for improvement. 2. Foster meaningful work by investing in line manager capabilities: Research shows that the majority of workers find their jobs meaningful, with managerial support, skill utilisation and participation at work playing a greater role than pay in driving a sense of purpose. Organisations should train managers to provide timely guidance, deliver constructive feedback, and show empathy - particularly when supporting younger employees and new joiners. 3. Prioritise genuine employee participation: Employee control over job tasks has sharply declined, negatively impacting wellbeing and productivity. Employers should regularly measure and monitor employee task discretion across their organisation and hold managers accountable for progress. 4. Promote equality in flexible working: Offering a range of solutions, such as flexi-time, compressed hours, and part-time roles, helps to ensure all employees, including those whose jobs cannot be done remotely or who lack dedicated home workspaces, can access the benefits of flexible working.  For more discussion of the themes explored in this podcast, see the Hub's latest report "Strategic workforce priorities - What matters most?".

In this special episode of our In Conversation podcast recorded live at our Managing an International Workforce  Conference. James Davies, Partner at Lewis Silkin is joined by Ius Laboris colleagues from Canada, Italy and Poland  to discuss the rapidly evolving global landscape, from intensifying trade wars and shifting alliances to the rise of  populist politics and regional unrest. As the forces of geoeconomic fragmentation reshape international business, our  expert panel unpacks  the implications for employers managing global workforces, offering a valuable roadmap to stay  resilient and competitive in uncertain times.

In this episode of the Future of Work Hub’s In Conversation podcast, Lucy Lewis speaks with Till Leopold, Head of Work Wages and Job Creation, at the World Economic Forum's Centre for the New Economy and Society. Till shares key insights from the latest Future of Jobs report examining the five major trends that are expected to transform the world of work by 2030. They discuss the nuanced impact of these trends on job creation and displacement and how employers can develop proactive strategies for skills adaptation and reskilling.  Key takeaways  1. Technological change, geoeconomic fragmentation, economic uncertainty, demographic shifts and the green transition are the major drivers of net job creation as well as displacement. Look beyond the headline numbers to consider the quality of jobs being created and focus on creating "good work" to ensure sustainable growth.  2.Be proactive in addressing long-term trends including demographic shifts and climate change mitigation alongside immediate challenges. By embedding these considerations into strategic planning now, businesses can position themselves to benefit from future workforce changes and achieve more positive outcomes.  3.Adopt a balanced approach to skills development. 40% of skills across all roles will change over the next five years but there will be a convergence of two types of skills: technological proficiency and human-centric skills. Foster both skillsets through targeted training and ongoing learning opportunities to equip workers for the skills transition and address skills gaps.  4.Build trust through meaningful engagement and communication. Reskilling is a crucial component for building trust and employers should take a holistic approach to how they communicate in relation to this, consistently explaining why it matters and giving workers agency to shape new initiatives.

Creating inclusive workplaces: diversity, ageing populations, and socioeconomic equity In this episode of the Future of Work Hub’s In Conversation podcast, Lucy Lewis speaks with Dr. Grace Lordan, Founding Director of the Inclusion Initiative.  Lucy and Grace discuss whether DE&I is good for business and why, amidst political shifts, employers are reframing their efforts to focus more broadly on respect and inclusion.  Key takeaways  Diversity is good for business: there is a business case for diversity. Research suggests that having a more diverse workforce does not negatively impact businesses and is likely to generate positive outcomes in the medium to long term. Diversity doesn't work without inclusion: inclusion is vital to harness the potential of a diverse workforce. Businesses should review whether their current DEI initiatives are working and focus on building inclusive organisations so that diverse perspectives are heard, respected and considered. Address the impact of ageing populations: businesses often struggle to visualise the impact of longer-term trends such as ageing populations on their workforce. A lack of diffusion of knowledge across generations in the workplace is a significant blocker of productivity, so managers must pay attention to who is visible, being listened to, and given opportunities within their organisation.  Focus on socioeconomic inclusion: employers can give opportunities to individuals from lower socioeconomic backgrounds by lifting financial barriers and offering opportunities to train later in life. However, managers must ensure fair distribution of opportunities and advocate for individuals from lower socioeconomic backgrounds to prevent organisational culture from limiting their voices and prospects.

Shaping the future workplace: insights on people, AI, leadership and flexibility In the latest episode of our “In Conversation…” podcast series for 2025, Lucy Lewis speaks with Peter Cheese, Chief Executive of the CIPD. Lucy and Peter revisit their 2021 conversation, exploring how the workplace focus has evolved since the pandemic. They discuss the importance of people in organisations, evolving employee expectations, and the critical role of leadership and culture. They touch on the ongoing debate about the future of office work, hybrid models, and the impact of economic and geopolitical uncertainties on business strategies. The conversation dives into the shifting landscape of DE&I in businesses as well as the challenges and demands on business leaders and line managers in a time of transformational change. Join Lucy and Peter as they explore the evolving role of AI in the workplace and how it can be used to transform work. They discuss the emerging trends that employers should focus on to future-proof their organisations, highlighting the need for agile organisations and adaptive leads who can empower their teams, listen to diverse perspectives, and foster a culture of continuous learning. Key takeaways: Importance of people: The focus on people in organisations has strengthened, highlighting the strategic importance of skills, talent, leadership, and culture.Flexible working and work-life integration: Flexible working arrangements and work-life integration have become critical, with a need for equity in flexible working options.Diversity, equity and inclusion (DE&I): DE&I initiatives have grown, driven by social change and the need for businesses to navigate complex issues and manage workforce expectations.Leadership capabilities and training: Enhanced leadership capabilities and proper training for managers is essential to navigate transformational change and manage people effectively.Trust and integrity in leadership: Trust is a fundamental aspect of the employer-employee relationship, and integrity in leadership is crucial for fostering trust and engagement.AI as an opportunity: AI is seen as a tool to drive growth and improve employee experiences, requiring ethical and responsible use and integration with human skills.Long-term investment in skills: Investing in the skills and capabilities of the workforce is crucial for long-term success, including upskilling and reskilling employees to adapt to changes.

Strategic Workforce Priorities for 2025 and Beyond – What matters most? In the first episode of our “In Conversation…” podcast series for 2025, Lucy delves into the findings of our recent survey and report, "Strategic Workforce Priorities – What Matters Most?". Lucy explores the major shifts shaping workforce planning and HR strategy, highlighting both the opportunities and challenges businesses will face in the coming years.  Lucy discusses how businesses are navigating the pressures of resourcing constraints, the impact of AI and technology advancements, and the evolving needs of a diverse workforce. With insights on topics such as the cost of living crisis, tight labour markets, and the regulatory landscape, Lucy provides expert recommendations on how businesses can prioritise key areas like leadership development, employee engagement, organisational culture, and data-driven decision-making. Key takeaways include: Optimism for the future: Businesses are optimistic about the future, focusing on fostering positive work cultures, embracing AI for innovation, and using data for strategic decision-making.Key challenges: The biggest hurdle businesses face is resourcing constraints (81% report significant pressure), which limits their ability to manage change effectively.Top concerns for 2025: Global dynamics, politics, AI advancements, and the cost of living crisis will continue to impact businesses. There’s also concern about tight labour markets and the need for reskilling and upskilling employees to meet new demands.Regulatory and cultural pressures: Businesses are dealing with complex legal reforms and cultural pressures from employees demanding alignment with values. Social and cultural divisions are affecting workplace cohesion and trust.Priorities for the year ahead: upskilling leaders and employees to navigate transformational change and evolving business needs, fostering employee voice to create a supportive and meaningful work environment, and investing in a purpose-driven culture to attract and retain talent. Additionally, leveraging data will enhance workforce insights and strategic objectives, while horizon scanning will help anticipate future trends, challenges and regulatory shifts to strengthen risk management.We’d love to hear your thoughts and how you’re navigating these challenges for the year ahead. Tune in or download our report to gain valuable insights and prepare your business for the future. 

Over the course of this year, we’ve hosted conversations with leading experts and thinkers to explore their perspectives on the future of work and consider the opportunities and challenges ahead for employers and their people as the world of work continues to evolve rapidly. In this final episode of 2024, our podcast host, Lucy Lewis, Employment Partner at Lewis Silkin, reflects on the conversations she has had this year and draws together a range of insightful perspectives shared by her guests. Lucy spotlights the key themes that emerged across her conversations: Trust in the Workplace: against a backdrop of geopolitical uncertainty, polarisation, and economic instability, the need for trust in the employment relationship has never been greater.Workforce Diversity: embracing the opportunities and challenges of a diverse workforce, including the impact of ageing populations and migration on workforce demographics.AI and Emerging Technologies: exploring the transformative impact of AI and automation on jobs, skills and the importance of embracing a human-centric approach to technology adoptionEthical Business Practices: the growing expectation for businesses to demonstrate ethical behaviour and manage their social and environmental impact, leading to greater employee activism and increased focus on “good work”.Workplace Conflict: navigating the overspill of emerging tensions from a polarised political climate and increased conflict in the workplace Leadership and Management: the critical role of leaders in addressing these challenges and the importance of equipping managers with people management skills.Whether we’ve been talking about technology, diversity and inclusion, workplace culture, or managing conflict – a consistent message has emerged. And that is the importance of putting people at the centre of workplace strategies. Lucy’s guests were unanimous in their view that giving employees a voice, creating rewarding and meaningful work and bringing them on the journey (whatever the issue), is crucial to building organisational resilience and growth for the future. At the end of each discussion, guests shared their thoughts on  what priority actions organisations should take to build resilience in the year ahead. Tune in to hear what they had to say!

Welcome to this month’s podcast, where we reflect on the impact of recent global elections on the future of workplace regulation. Join Lucy and partners James Davies and David Hopper as they explore emerging global trends and their implications for the UK. Discover how political shifts are reshaping the employer-employee relationships and union influence in an increasingly volatile and uncertain landscape.

In the latest episode of our “In Conversation…” podcast series for 2024, Lucy speaks with Dr Vivienne Ming, a theoretical neuroscientist, entrepreneur, and co-founder of Socos Labs, a company dedicated to leveraging AI-driven research to maximise human potential. In this conversation, Lucy and Vivienne explore the evolving relationship between AI and the workforce, discussing how technology can enhance our capabilities rather than merely focus on productivity gains. Vivienne emphasises the concept of “productive friction” and how AI can challenge us to become better at our jobs. They also delve into the implications of job disaggregation and the importance of finding balance in the age of automation. Join us for a thought-provoking discussion on the future of work, human intelligence, and the role of AI in shaping our professional landscape. Key takeaways: AI as a tool for enhancement: AI should be viewed as a tool to augment human intelligence and creativity rather than replace it, emphasising the importance of human value in technology strategies. Understanding vs. Knowledge: While AI excels at recognising patterns and processing known information, it lacks true understanding and creativity, which are inherently human traits. Productive friction: Embracing “productive friction” involves using AI to challenge our ideas and improve our skills, rather than simply automating tasks, thereby enhancing the quality of our work. The risks of disaggregation: The disaggregation of jobs may lead to productivity gains, but it also risks diminishing professional identity and satisfaction. Finding a balance between automation and meaningful work is essential. Empowerment through AI: The focus should shift from AI making our tasks easier to how it can enable us to achieve things we couldn't before, fostering growth and innovation in our roles. Identifying peer role models: It is crucial to identify “unofficial” leaders who can inspire and influence others. This offers untapped potential in companies by bridging the gap between leadership and everyday employee experiences.

In the seventh episode of our “In Conversation…” podcast series for 2024, Lucy speaks to Simon Roberts, anthropologist, author and co-founder of Stripe Partners, a consultancy firm which incorporates social and data science to give companies a deep understanding of the world, their customers and their organisation. In this conversation, Lucy and Simon discuss anthropology and why, in a tech and data driven world, it is increasingly being used by organisations to better understand the behaviours and culture of their workforces. In particular, Simon highlights the importance of embodied knowledge and the potential impact of remote and hybrid working on the professional development of junior employees. Key Takeaways: Be aware of sub-cultures: Even where a business has defined its vision, mission and values, in practice organisations are broken down into sub-cultures which are sometimes in conflict with each other.Embodied knowledge is very important: Executives, leaders and employees should immerse themselves in real-world experiences. to enable them to build an understanding of the business based on first-hand experiences (as opposed to a second-hand understanding obtained from data and reports). Remote and hybrid working may inhibit embodied knowledge: The challenge for junior employees is that by not being in the office with their more experienced co-workers, they are missing out on observing how to run a meeting, dealing with conflict and learning how to “read the room”.Adopt AI to do “peripheral work”, not “core work”: People are more resistant to having AI help with core work (which runs to the centre of their role and their professional identity) compared to peripheral work (which tends to be more administratively burdensome).Consider training “lay anthropologists”: Develop “in-house” anthropologists and provide them with a toolkit which enables them to observe the organisational culture and then report their findings to HR leaders and senior management. Change the focus of conversations about technology: Technology conversations often revolve around productivity, cost-savings and simplification. Instead, organisations should adopt a more human-centred approach which focuses on how technology can make work more meaningful for people.