Britton Bloch

expert panel

Mental health at work cannot be addressed through benefits alone. Members of the Senior Executive HR Think Tank explain how leaders can design workloads, management practices, autonomy, psychological safety and workplace systems to support sustainable performance.Workplace mental health is increasingly recognized as a business and organizational design issue—not simply an employee benefit. SHRM's 2026 research found that stress and anxiety remain significant concerns among U.S. workers, while companies continue to wrestle with employee burnout and the underuse of mental health benefits.That raises a more fundamental question: What if organizations stopped asking employees to cope better with unhealthy conditions and instead examined the conditions themselves? Members of the Senior Executive HR Think Tank bring expertise in psychology, HR, organizational design, leadership, culture and workforce strategy to that question.Their answers point toward a common idea: A mentally healthy workplace is not created by adding another program to the benefits portfolio. It is created by deliberately designing work so people can perform without continually sacrificing their psychological well-being.

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Every summer, millions of working parents face the same logistical puzzle: school is out, camps fill quickly and reliable childcare becomes both harder to find and more expensive. For employers, the resulting strain often shows up as higher absenteeism, dipped productivity, disrupted schedules and, eventually, turnover.The scale of that strain is well documented. A Bright Horizons Modern Family Index survey of more than 2,000 U.S. adults found that 87% of working parents report challenges or disruptions when their children are home during the summer, and 76% say their focus at work depends directly on how reliable their kids' summer schedules are. Employers have reason to care beyond goodwill: a study from Boston Consulting Group and Moms First found that companies investing in childcare benefits saw returns ranging from 90% to 425%, with retaining as few as 1% of eligible employees covering the cost of the benefit for everyone who qualifies.To find out which benefit delivers the greatest return, we turned to members of the Senior Executive HR Think Tank, a curated group of human resources leaders and advisors. Their answers point to a nuanced truth: the benefit that pays off is the one employees can actually use.

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As labor markets, workplace models and technology continue to evolve, employers are rethinking traditional probationary periods alongside onboarding, performance expectations and early success. Members of the Senior Executive HR Think Tank explain how organizations can modernize these practices while maintaining accountability, fairness and trust.The first months of employment have always been critical, but the assumptions behind probationary periods, onboarding timelines and performance expectations are changing. Roles are becoming more complex, AI is reshaping workflows and employees are entering organizations with different expectations about flexibility, development and career growth.For employers, the challenge is finding the right balance: moving quickly enough to meet business demands while giving employees the clarity, support and resources needed to succeed. Rigid timelines that once worked may no longer reflect how work gets done today.To understand how leaders should approach this shift, we turned to members of the Senior Executive HR Think Tank, a curated group of human resources executives and advisors who examine the evolving challenges facing today’s workforce. Their insights reveal that the future of onboarding is not about lowering standards—it is about creating clearer expectations, stronger systems and more effective paths to performance.

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Members of the Senior Executive HR Think Tank share practical strategies for creating leadership pipelines that uncover overlooked talent, reduce bias and develop future leaders through intentional systems rather than chance.Organizations have spent years discussing diversity in leadership, yet many continue to see the same patterns at the executive level. A McKinsey & Company Women in the Workplace study shows that progress remains uneven, with women and other underrepresented groups still facing barriers to advancement and career-building opportunities.Too often, succession planning begins only after leadership vacancies arise, limiting organizations to candidates who have already received the greatest visibility and access. Members of the Senior Executive HR Think Tank say stronger leadership pipelines require a different approach: examining the systems that identify, develop and advance talent long before promotion decisions are made. Their insights show that equitable pipelines are not about lowering standards, but about creating fairer pathways for talented people to demonstrate their potential.

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As AI reshapes daily work and engagement hits historic lows, members of the Senior Executive HR Think Tank explain why purpose—not perks or productivity alone—is emerging as the defining competitive advantage for organizations competing to attract, retain and inspire talent.Work is changing faster than most organizations can keep up with. Roles are shifting, AI is taking over entire categories of tasks, and employee engagement is stuck near record lows. Amid all this, one quieter question is emerging as the key difference-maker between organizations that keep their best people and those that lose them: Why does this work matter?Members of the Senior Executive HR Think Tank, a curated group of experts specializing in human resources, agree that purpose is no longer a soft concern to address after salary negotiations. It is becoming the new point of distinction once pay, benefits and flexibility become table stakes.The numbers back them up. Only 31% of employees in the U.S. and Canada region were actively engaged as of early 2026, according to Gallup’s State of the Global Workplace report. While engagement has many causes, leaders increasingly point to a lack of connection between day-to-day work and organizational purpose as one of the biggest contributors.

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When a merger or acquisition closes, the financial model is set—but the real work is just beginning. Members of the Senior Executive HR Think Tank share their strategies for protecting culture, retaining critical talent and building something stronger than either organization had before, from clinical talent audits and listening sessions to organizational network mapping and the deliberate design of a third culture.The deal closes. The press release goes out. The board is satisfied. And then, quietly, the talent begins to leave. According to EY research, 47% of employees depart within the first year of an acquisition and 75% are gone within three years; running at more than three times the normal voluntary turnover rate. The employees most likely to exit are the high performers with options—precisely the people the acquiring organization paid a premium to access. Culture and people, not financial models or operational synergies, are where most mergers either deliver their value or quietly forfeit it.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, have navigated acquisitions across industries and company sizes. Their strategies converge on a shared conviction: Integration cannot be an afterthought. The people decisions made in the first weeks of a transition determine whether the combined organization retains what made the deal valuable—or spends years rebuilding it.A study by Instill found that up to 60% of M&A failures after closing can be traced to cultural misalignment, and Bain & Company's research puts the proportion of acquirers facing significant cultural challenges at 75%. The financial cost is measurable too: Replacing a key employee can run between 50% and 200% of their annual salary, and that is before factoring in lost institutional knowledge, disrupted client relationships and the cascade of departures that often follows the first high-profile exit.

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Summer doesn't lower the bar—it reveals which leadership behaviors were already undermining morale and productivity all year. Members of the Senior Executive HR Think Tank share the one thing leaders should stop doing this summer: from micromanaging and overloading capacity to holding back vacation boundaries, running back-to-back meetings and waiting for the right season to fix what is already broken.Summer is supposed to be the season when things slow down a little. Longer days, lighter calendars, well-earned vacations. But for many employees, the experience is the opposite: the same meeting cadence, the same deadlines, the same expectations—delivered on top of school schedules, family commitments and the cumulative exhaustion of a year that never quite paused. The result is predictable. According to Eagle Hill Consulting's 2025 Workforce Burnout Survey, 55% of the U.S. workforce is currently experiencing burnout, while Gallup data puts global disengagement at levels that cost the world economy an estimated $8.8 trillion in lost productivity annually. Summer does not cause this. But it exposes it.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, were asked a deceptively simple question: What is the one thing leaders should stop doing during the summer if they want to improve employee morale and productivity? Their answers cut across micromanagement, capacity overload, meeting culture, performance surveillance and the leadership habit of waiting for the right moment to fix what is already not working.Taken together, their recommendations reveal something important: summer is not a special case that requires a seasonal workaround. It is an opportunity to practice the kind of leadership that should be standard year-round—and to stop the habits that erode trust, morale and performance regardless of the month.

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Individual industries no longer set workplace standards. The best ideas, boldest experiments and hardest lessons now come from across sectors. Members of the Senior Executive HR Think Tank explore how cross-industry collaboration is advancing innovation in talent, wellbeing, inclusion, workplace design and AI governance, and why organizations that share what they know will shape what "good" looks like for everyone.No single company, sector or trade association holds the patent on a great workplace. Yet for decades, organizations have largely set their standards by looking inward, benchmarking against competitors, replicating familiar practices and measuring “good” against what is typical in their own field. That era is ending. The forces reshaping work today, including AI adoption, skills shortages, flexible work expectations, mental health demands and inclusion imperatives, do not stop at industry lines. The strongest responses are emerging from unexpected cross-sector conversations.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational strategists, are closely tracking this shift. Their perspectives reveal a consistent theme: the organizations poised to attract top talent, build durable cultures and lead on the thorniest workforce issues are those that look beyond their own sector for models, benchmarks and partners.The urgency is real. SHRM's 2026 Talent Trends Report, based on a survey of more than 2,000 HR professionals, found that organizations across industries are confronting persistent recruitment difficulties, widening skills gaps and shifting workforce expectations driven by technological and strategic change. These challenges are not confined to any one sector and no single industry has solved them on its own. The question is no longer whether cross-industry collaboration matters. It is if organizations will move fast enough to benefit from it.

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When HR systems are built for compliance rather than reality, organizations pay a price that rarely shows up on a single line item. Members of the Senior Executive HR Think Tank examine the compounding financial, operational and cultural costs of misaligned HR systems—from shadow spreadsheets and workarounds to eroded trust, learned helplessness and the slow departure of your best people—and what leaders must do to close the gap.Every organization has an official version of how work gets done and a real one. The official version lives in the HRIS, the performance management platform, the onboarding workflow and the reporting dashboard. The real version lives in shared spreadsheets, group chats, informal approval chains and workarounds that employees have quietly perfected over the years. When those two versions diverge significantly, the cost is not a single budget line. It is a slow, compounding drain on productivity, trust, agility and talent retention that most organizations never fully account for.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, executives and organizational advisors, have seen this dynamic play out across industries, company sizes and technology generations. Their collective diagnosis is consistent: Misaligned HR systems do not just create friction—they actively undermine the cultures, capabilities and decisions that organizations depend on to grow.The scale of the problem is measurable. A 2025 Workday report on federal HR systems found that HR leaders dedicate nearly half their time—48%—to system workarounds, error correction, data reconciliation and manual tasks, costing an estimated $1 billion annually in lost productivity in the public sector alone. The private sector equivalent is harder to quantify but no less real. The question is not whether misalignment is expensive. It is whether leaders are willing to look honestly at the full bill.

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Tracking AI adoption rates and hours saved tells you only part of the story. Members of the Senior Executive HR Think Tank—a curated group of human resources leaders, executives and organizational strategists—reveal the KPIs that actually capture whether human-AI collaboration is creating lasting business value, from quality-adjusted productivity and decision quality to capacity redeployment and the often-overlooked power of belonging.Organizations are pouring capital into artificial intelligence, yet many executives still cannot answer a deceptively simple question: Is it working? Adoption dashboards light up, automation counts climb and hours-saved tallies fill quarterly reports—but those metrics measure activity, not impact. They tell you the machine is running. They say nothing about whether the humans alongside it are doing their best work.That gap is exactly where the Senior Executive HR Think Tank steps in. The curated group of human resources leaders, executives and organizational advisors has spent considerable time examining what it really means for AI to amplify—rather than simply accelerate—human capability. Their answer is anything but monolithic: the most meaningful KPI depends on organizational context, strategic priorities and the kind of synergy leadership is actually trying to build. But taken together, their perspectives form a compelling, actionable framework for any enterprise ready to measure beyond the obvious.Urgency is warranted. Research from IDC's 2026 FutureScape for the AI-Enabled Future of Work found that organizations focused on measuring AI-human collaboration—rather than raw productivity alone—are projected to see margin gains of up to 15% by the end of the decade. Meanwhile, barely a third of global enterprises report being fully ready for AI-driven ways of working. The measurement gap is not academic. It is a competitive liability.

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Trust doesn't return through perks or culture campaigns. After years of layoffs and restructuring, members of the Senior Executive HR Think Tank—HR professionals, talent strategists and executive advisors—share why rebuilding a skeptical, stretched workforce requires honest communication, restored agency and consistent follow-through, and offer a practical blueprint for leaders ready to do the hard work of recovery.Something has quietly broken in the manager-employee relationship—and the data is catching up to it. Gallup's State of the Global Workplace: 2026 Report finds that global employee engagement fell to 20% in 2025—its lowest level since the pandemic and the first back-to-back annual decline in the survey's history—carrying an estimated $10 trillion productivity price tag. The sharpest drop belongs to managers themselves, whose engagement fell five points in a single year. For organizations navigating the compounded toll of repeated layoffs, restructuring and economic turbulence, these figures capture what employees have felt for years: that the people tasked with leading them are as disengaged, overwhelmed and skeptical as they are. The 2026 Edelman Trust Barometer adds a sharper edge: Approximately 75% of employees say CEOs are obligated to bridge trust divides, yet only 44% say they actually do—a leadership credibility gap hiding in plain sight.Understanding what it takes to close that gap is the focus of the Senior Executive HR Think Tank, a curated group of human resources leaders, talent strategists and executive advisors who bring decades of combined experience helping organizations navigate these challenges precisely. Their perspectives challenge easy answers and surface the specific, often uncomfortable actions that actually move the needle—from how layoffs are communicated in the first place to what leaders must do differently in the months and years that follow.What emerges is both a reality check and a road map. Trust, they agree, is not rebuilt through all-hands announcements, perks rollouts or rebranded culture initiatives. It is rebuilt through sustained, transparent, behavior-consistent leadership—one honest conversation and one kept commitment at a time.

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The question of who owns an employee's career sounds simple. In practice, it has fractured countless workplace relationships, stalled promising careers and quietly cost organizations some of their best people. As labor markets shift and employee expectations evolve, the stakes of getting it wrong have never been higher. Research from Gallup's 2025 American Job Quality Study, which surveyed more than 18,000 U.S. workers, found that one in four American employees report lacking opportunities for career advancement at work—a gap that drives disengagement, job searching and turnover.Members of the Senior Executive HR Think Tank, a curated group of human resources leaders, recruiters, strategists and organizational consultants, have spent years working at the intersection of this tension. Their consensus: Career ownership is not a binary choice between employee and employer. It is a shared responsibility—but one in which each party plays a distinct, non-negotiable role. When either side fails to show up, the whole system breaks down.The following insights explore where those lines should fall, what happens when they blur and what leaders can do to build a workplace culture where careers, and the people in them, actually thrive.

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Most companies list their values on a wall. Few teach their hiring managers how to find those values in a candidate. Members of the Senior Executive HR Think Tank share how to move values-based interviewing from a theoretical concept to a repeatable, accountable practice that protects culture and improves hiring outcomes.The statistics are hard to ignore. The U.S. Department of Labor estimates a bad hire costs at least 30% of that employee's first-year salary, and research from SHRM puts the figure considerably higher for senior roles, reaching up to 200% of annual compensation. Yet organizations continue to make the same mistake: they invest in articulating their values but stop short of training their people to actually interview for them.Values-based interviewing is the practice of structuring candidate conversations around observable behavioral evidence of core organizational values—not vague personality impressions or whether someone "seems like a good fit." When done well, it reduces costly turnover, mitigates bias and builds more cohesive, high-performing teams. When it is done poorly—or skipped entirely—the consequences compound quickly.Members of the Senior Executive HR Think Tank—a curated community of senior HR leaders, practitioners and consultants—offer their most effective approaches to closing this gap, and translating values from posters into practice.

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Leadership style has always influenced workplace culture, but in today’s business environment, toxic or unsustainable leadership behaviors are increasingly being recognized as measurable business risks rather than interpersonal challenges alone. From disengagement and burnout to turnover, innovation loss and declining customer experience, organizations are paying a growing price when unhealthy leadership behaviors go unchecked.Members of the Senior Executive HR Think Tank say the impact extends far beyond morale. These HR and leadership experts explain that toxic leadership creates operational drag, weakens trust, suppresses discretionary effort and ultimately undermines long-term business performance in ways many organizations underestimate until the damage is already visible.

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Members of the HR Think Tank share how organizations can communicate succession plans with greater transparency, fairness and trust—without creating internal competition, disengagement or political tension.Executive succession planning has become more visible—and more scrutinized—as organizations face leadership turnover, talent shortages and increased employee expectations around career growth. Recent SHRM reporting notes that succession planning is becoming increasingly urgent as organizations navigate leadership turnover, evolving workforce expectations and long-term talent continuity. Yet while most organizations recognize the importance of succession planning, many still struggle with how openly those plans should be communicated internally. Members of the Senior Executive HR Think Tank say the answer is not secrecy, but structured transparency. From clarifying leadership criteria to creating visible development pathways, these experts explain how organizations can communicate succession plans in ways that strengthen trust, reduce workplace friction and reinforce long-term business continuity.

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Members of the HR Think Tank explain what recent waves of executive turnover reveal about culture, accountability, leadership fit and organizational alignment—and what today’s C-suite leaders must do differently to build trust, resilience and long-term performance.Executive turnover has become one of the defining business stories of recent years. Across industries, organizations are replacing senior leaders at a pace that reflects more than market volatility or economic uncertainty. Increasingly, these departures point to deeper issues involving culture, leadership fit, accountability and organizational trust.A recent HR Executive report on record CEO turnover notes that boards are reevaluating not only who earns top leadership roles but also which leadership traits matter most during periods of uncertainty and transformation. Adaptability, cultural leadership and long-term organizational trust are taking priority alongside traditional executive credentials.For many organizations, the definition of effective leadership has evolved. Technical expertise and past performance still matter, but leaders are now also expected to navigate complexity, align teams around strategy and model values-based leadership under pressure. As companies navigate ongoing workplace transformation, executive turnover is becoming less about isolated leadership failures and more about broader organizational alignment and resilience.Members of the Senior Executive HR Think Tank bring firsthand experience to this conversation. These HR, leadership and culture experts work closely with organizations navigating executive transitions, talent strategy and workplace change. Their insights point to a clear conclusion: executive turnover is no longer just a governance issue. It is a leadership diagnostic.

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Members of the HR Think Tank share what they would eliminate if work could be rebuilt from scratch—from performative meetings and outdated performance reviews to rigid schedules and bureaucracy—and explain how organizations can design more productive, human-centered workplaces for the future.For decades, organizations have modernized technology faster than they have modernized work itself. Many companies now operate with advanced collaboration tools, AI-enabled systems and global talent networks, yet employees still navigate processes and expectations built for a far different era. Meetings dominate calendars. Email drives fragmented communication. Performance reviews often feel disconnected from development. Productivity is frequently measured by visibility rather than outcomes.That disconnect is becoming harder to ignore as leaders confront burnout, disengagement and shifting workforce expectations. Deloitte’s Global Human Capital Trends report highlights that organizations are increasingly being forced to rethink how work is designed as employees demand greater flexibility, purpose, sustainability and trust in the workplace.Members of the Senior Executive HR Think Tank, a collective of experienced HR leaders, strategists and workplace experts, realize the future of work will not be shaped merely by adding new tools to old systems. Instead, they believe organizations must eliminate outdated structures that quietly drain performance, trust and creativity. Their insights reveal a common theme: Many of the practices companies defend most aggressively may be the very ones holding people back.

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In today’s workplace, burnout and disengagement have quietly become strategic business risks rather than isolated wellness concerns. The term quiet cracking—a state of gradual disengagement, mounting pressure and declining performance—has gained traction among HR and organizational leaders as a metric that precedes burnout and attrition. According to recent research, nearly half of employees globally report feeling burned out at work, highlighting the urgency of proactive measures for leaders and HR teams alike. The Senior Executive HR Think Tank—a curated group of experts in employee experience, talent acquisition, DEI, performance management and the evolving role of data and analytics in HR—note that tracking quiet cracking requires metrics and feedback loops that bridge sentiment, behavior and organizational performance. Below, they share how they are operationalizing well-being indicators, turning early signals into strategic interventions and equipping leaders to act before cracks widen into burnout or loss of talent.

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The sudden buzz around the “Gen Z Stare”—that blank, expressionless look sometimes captured in retail, hospitality or frontline settings—has triggered intense online debate. Some interpret it as disengagement, others see it as discomfort. But to dismiss it as mere meme fodder would be a mistake. In retail and service sectors, managers are increasingly attributing the Gen Z stare to broader soft‑skills gaps—leading to steeper onboarding costs and internal friction. Members of the Senior Executive HR Think Tank—a curated group of experts in talent acquisition, DEI, employee experience, performance management and AI in HR—also view the phenomenon as more than social media theater. They see it as a signal, or a symptom, of generational norms clashing in real time.

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Recruit Holdings’ July announcement that it would lay off approximately 1,300 employees—around 6% of its HR technology workforce—as part of a strategic move toward artificial intelligence signals a pivotal juncture for talent acquisition. Other major companies, including Meta and Microsoft, have made similar cuts to their staff to allow for greater focus on AI initiatives. With AI taking such priority for a growing number of businesses, what does this mean for the future of recruiting? Members of the Senior Executive HR Think Tank—comprising experts in employee experience, talent strategy, DEI, performance management and AI in HR—offer compelling evidence and actionable strategies for leaders navigating this complex transition. Understanding what this move suggests about the future of recruiting is critical for enterprise leaders aiming to stay ahead of the AI curve.

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For professionals across industries, work-life balance is more than just an HR buzzword—it’s a practical, measurable and expected benefit. Employees increasingly value company cultures that foster flexibility, inclusion and personal support. And a focus on team members’ well-being isn’t just a net positive for employees—organizations that offer robust flexibility see a higher percentage of employees become “high performers.”  The HR strategists, talent experts and people scientists of Senior Executive HR Think Tank have seen that, while some companies are making meaningful progress toward better balance, others risk falling short of employee expectations. Here, a group of them reflect on what “work-life balance” really means to professionals and forward-thinking companies.

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In an era marked by global instability and economic swings, HR is more than a back-office function—it’s a frontline response team. Members of the HR Think Tank share how they keep morale high, support anxious employees and guide their organizations through the unknown.

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Neurodiverse professionals bring unique strengths to teams—but leaders need to know how to support them. Members of the Senior Executive HR Think Tank share how they’re training managers to identify, engage and empower neurodiverse talent from the hiring process through long-term development.

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A prominent AI executive recently predicted that half of all entry-level white-collar jobs could disappear within five years. Members of the Senior Executive HR Think Tank weigh in: Is that outlook grounded in reality—or driven by hype? And what should HR leaders be doing right now to help future-proof their people strategies?

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Members of the HR Think Tank share how they’re harnessing AI to improve hiring, performance, and talent development—while protecting the human judgment, ethics, and empathy that remain central to effective leadership.

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HR Think Tank members share what’s working now in employee listening—revealing the tools, tactics and cultural shifts that are helping companies surface honest feedback and act on it with clarity.

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As quiet quitting continues to surface across industries, HR leaders are moving past trendy terminology and tackling the real issue: disconnection. Members of the Senior Executive HR Think Tank share how they’re spotting early signs of disengagement and rebuilding workplace connection through trust, communication and consistent leadership.

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As organizations move away from degree-based hiring, the focus on skills, micro-credentials and apprenticeships is rising. This shift brings new opportunities for inclusivity and agility—but also introduces challenges in evaluating talent fairly and effectively. HR Think Tank members share expert insights on navigating this transformation.

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In an era where artificial intelligence (AI), automation and new tools emerge faster than job descriptions can keep up, companies must ensure employees evolve in parallel. Members of the HR Think Tank share how continuous learning is driving talent agility, organizational resilience and long-term career growth.

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Organizations are focusing on leadership development—especially human-centric skills, adaptability and technological fluency—to prepare future executives. Members of the HR Think Tank share insights on the most effective strategies for leadership development and the skills that matter most.

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The shift to remote work has created a host of legal challenges for human resources (HR) departments, from compliance with multi-jurisdictional labor laws to data privacy concerns. Members of the HR Think Tank share expert insights on the biggest hurdles and offer actionable strategies to ensure compliance and foster a legally sound remote work environment.

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Human resources (HR) analytics is revolutionizing the way companies approach workforce planning, employee engagement and retention. By leveraging data-driven insights, businesses can proactively address talent gaps, improve organizational culture and optimize decision-making. Members of the HR Think Tank share their expertise on the most valuable HR metrics and how organizations can harness analytics to drive meaningful change.