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What's keeping you up at night right now?

Michelle Battista

Not literally (I hope!)... although this UK heatwave probably isn't helping Sweat smile

But professionally, what's keeping you up at night right now?

Working in People teams often means balancing competing priorities, navigating uncertainty, and supporting others through complex challenges, all while trying to stay one step ahead. And as we've discussed before, HR practitioners can often find themselves on the receiving end of grievances simply for doing their job.

So, what's the one people-related issue, challenge, or question that's taking up the most head space for you at the moment?

Whether it's retention, change, employee relations, leadership capability, workforce planning, wellbeing, AI, or something else entirely, we'd love to hear what's on your mind.

Chances are others in the community are facing similar challenges and may have practical advice, fresh perspectives, or lessons learned that could help. 

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  • What's keeping me up at night, not literally of course, are macro level issues such as do we as a country have a long term industrial strategy and how we can get governments of any colour and businesses to think about people as investments not costs. I wonder if the drive for HR to be seen as commercial sometimes results in an overuse of finance/resource/assets/capital language which doesn't always centre the human in the work and remind us of that when we think about the experience of work. 

    I'm heavily involved in managing change and using enabling technology (platforms, systems, apps and obviously now AI) so as well as centering the human in those aspects of work, I do feel we are in danger of repeating past patterns of behaviour when it comes to AI adoption and utilisation, cutting staff to invest in tools like we did previously for digital transformations or when offshoring was the thing. I'm all for broadening out the conversations to a more organisation/system wide change approach (i.e. OD) rather than focusing on tools. This is something I think should be on the people/HR agenda in businesses and for the profession. 

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  • What's keeping me up at night, not literally of course, are macro level issues such as do we as a country have a long term industrial strategy and how we can get governments of any colour and businesses to think about people as investments not costs. I wonder if the drive for HR to be seen as commercial sometimes results in an overuse of finance/resource/assets/capital language which doesn't always centre the human in the work and remind us of that when we think about the experience of work. 

    I'm heavily involved in managing change and using enabling technology (platforms, systems, apps and obviously now AI) so as well as centering the human in those aspects of work, I do feel we are in danger of repeating past patterns of behaviour when it comes to AI adoption and utilisation, cutting staff to invest in tools like we did previously for digital transformations or when offshoring was the thing. I'm all for broadening out the conversations to a more organisation/system wide change approach (i.e. OD) rather than focusing on tools. This is something I think should be on the people/HR agenda in businesses and for the profession. 

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