The HR Director

1. The leadership relationship HR can’t afford to ignore

   Boards often talk about ‘chemistry’ when assessing the relationship. It’s useful description, provided it means more than simply enjoying someone’s company.

2. Your operating system is part of your culture

   Based on Nick’s final draft, I’d use: Post Excerpt: When performance slips, leaders often look first at the people involved. But what if unclear roles, competing priorities, approval structures, or incentives are reinforcing the very behaviors they’re trying to change? Nick Reich explores why leaders need to examine the systems surrounding performance before assuming they have a people problem.

3. Managing the grief from layoffs

   Layoffs affect more than those who lose their jobs. Employees who remain can experience grief, uncertainty, increased workloads and a loss of trust. Managers have a vital role in helping teams adjust. From honest communication and clearer responsibilities to rebuilding relationships and making better use of resources, there are practical steps leaders can take to support employees and restore confidence after restructuring.

4. Retirement is becoming a transition rather than a clean break

   The reality is that work provides an important sense of purpose and structure for many people, and stepping away from it can feel like losing a core part of their identity. Employees who have spent decades defining themselves by their careers may struggle to grapple with who they are without their job, and what value they will bring to society.

5. The rise of ‘workations’: Developing effective flexible work policies for senior talent

   Working somewhere new creates practical security questions. Employees may be handling company information from rented accommodation or shared spaces. HR should work with IT teams to set requirements around secure connections, company devices and confidential calls.