Britton Bloch

expert panel

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the HR Think Tank share what they would eliminate if work could be rebuilt from scratch—from performative meetings and outdated performance reviews to rigid schedules and bureaucracy—and explain how organizations can design more productive, human-centered workplaces for the future.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 Instead, they believe organizations must eliminate outdated structures that quietly drain performance, trust and creativity.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.