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OUT TODAY: Hr NETWORK Magazine September 2026 Issue
OUT TODAY – READ THE LATEST ISSUE OF: Hr NETWORK Magazine September 2026
Small Business In A Sea of Big People Issues
How can smaller businesses adopt broader HR functions to add value to their organisations? Many often feel like they’re sinking, overwhelmed in a sea of people challenges but adopting a proactive HR approach, even in an SME environment can strengthen people processes, reduce risk, and boost team performance. Andy Moore takes a closer look…
Also in the latest issue:
- Introducing the Judges for the Hr NETWORK National Awards 2026
- SPECIAL FEATURE: Reviewing the Hr NETWORK Breakfast Club for August 2026
- The regular sections of the magazine include: News, STATS and EXTRA
- The ‘Insights’ section features first class comment from those in the know on a range of subjects including: AI within Learning & Development; Fire Safety in the Workplace
Click the front cover below:
AI can’t fix productivity if the workplace is broken!
AI can’t fix productivity if the workplace is broken!
Businesses have spent billions adopting AI tools, new software, new platforms and new ways of automating work, yet most offices today look almost identical to what they did a decade ago. The same open plan layouts, with lots of noise, interruptions and expensive distractions. The technology has evolved, but the workplace hasn’t, and that disconnect is where productivity is being lost. That’s the view of Tyson Gundersen, Co-Founder of Bureau.
Workplace distraction is estimated to cost UK businesses around £488 billion every year. As organisations invest heavily in AI to improve efficiency, many continue to overlook one of the biggest barriers to performance, the physical environment people work in every day.
As return to office mandates continue across both the public and private sectors, this matters more than ever. The challenge is no longer convincing people to come back into the office, it’s ensuring the office is somewhere people can actually concentrate and do their best work.
The Real Productivity Challenge
The biggest barrier to performance today isn’t a lack of talent or technology, it’s cognitive overload. The average worker switches tasks or is interrupted every few minutes, with research suggesting it can take up to 23 minutes to fully regain concentration. Microsoft’s 2025 Work Trend Index found employees are interrupted by meetings, emails or messages as often as every two minutes throughout the working day. Across an organisation, that’s an enormous loss of focus, productivity and ultimately cost.
Too much workplace technology has added to this problem by creating more dashboards, more notifications and more digital noise, yet AI offers the opportunity to reverse that trend. Instead of competing for employees’ attention, it can reduce friction, automate low value tasks and protect the focus that employees depend on.
The Office Needs to Catch Up
That theory extends beyond software to the workplace itself. For decades, office layouts were designed once and left largely unchanged, regardless of whether they actually supported the people working within them. Now, however, AI driven space planning is changing that by enabling organisations to understand how workspaces are genuinely being used and adapt layouts based on real behaviour.
Booking systems, acoustic monitoring and environmental controls can work together to identify quieter spaces, reduce distractions and continually improve the workplace over time. For the first time, organisations can measure not just revenue, output and headcount, but also focus, friction and whether the workplace genuinely supports the work happening inside it.
That gap between expectation and reality is already showing up in the data. A 2024 University of Pittsburgh study found that 99% of organisations implementing return to office mandates experienced a decline in employee satisfaction. If businesses expect people back, the workplace itself has to work harder to support focus, wellbeing and performance.
Designing for Human Performance
Workplace design should actively support concentration, privacy and productivity, rather than simply provide somewhere for people to sit. The future office won’t be defined by AI alone, or by design alone, but by the combination of intelligent technology and environments built around how people actually work.
For the first time, organisations can use data not just to measure productivity, but to improve the conditions that enable it, transforming office design from something static into something dynamic, continually adapting to reduce friction, protect focus and support better performance.
Businesses have spent years asking how AI can make employees more productive. The better question is how AI can help create workplaces where productivity is actually possible. AI didn’t create the modern office’s biggest challenges, but combined with smarter workplace design, it may finally help solve them.
Women build tighter workplace friendships than men, according to new research
Women build tighter workplace friendships than men, according to new research
The researchers found women were more likely to befriend a friend of a friend, creating larger workplace cliques and friendship groups. These ‘friend of a friend’ relationships were more likely to be reciprocated and with other women. Men, by contrast, tended not to form friend of a friend work friendships, which suggests they make friends with people they see they can benefit from being close to.
These findings come from research by Andrew Parker, Professor in Leadership at Durham University Business School, alongside colleagues from William and Mary’s Raymond A. Mason School of Business and Università della Svizzera Italiana, who wanted to understand how female friendships differed compared to male friendships in the workplace.
To do so, the researchers conducted a longitudinal study on almost 150 employees , following their first ten months within the organisation. Over this period , workers were asked numerous questions at four points in time around the friendships they had made.
The results showed that female workers were much more likely to create tighter connections in the workplace with other women, which suggests they focused less on what they could get out of the relationship, and more just on the friendship. Men, on the other hand, appeared to be more selective in their friendships, having specific one-to-one friendships with other men in their workplace – especially when they see that relationship as beneficial to their goals.
“Creating friendships at work is vital for employee morale, support and also productivity – with studies showing that people who have a close friendship at work are more likely to be engaged in their work, more productive and more innovative,” says Professor Parker.
“However, our research shows that the impact of friendships at work differs when it comes to men and women,” says Professor Parker. “In fact, our research shows that female friendships are often contributing to the stability of an organization, whereas men’s friendships are more focused on their own benefits.”
The researchers say that how women and men see workplace relationships could be contributing towards the gender pay gap – with women’s friendships offering less networking, resources and influence, whilst men’s friendships are likely seeing them receive preferential treatment, given the intentionality of those friendships.
The researchers suggest that organisations should try to increase the opportunities that all workers have to network and improve their relationships with everyone in the company – so that everyone has an equal opportunity to build friendships with people for mutually beneficial opportunities.
Why employers are struggling to offer the apprenticeships young people are asking for
Why employers are struggling to offer the apprenticeships young people are asking for
Apprenticeships have never had a better reputation. As university costs continue to rise and employers place greater value on practical skills, more young people are looking at apprenticeships as a direct route into employment. Yet despite growing interest, apprenticeship opportunities remain limited across much of the UK. While politicians continue to promise more opportunities, employers face barriers to creating them.
According to Oliver Sidwell, careers expert and co-founder of Higherin, the issue is not a lack of enthusiasm for apprenticeships themselves, but the realities businesses face when trying to deliver them. “There’s a misconception that employers are unwilling to invest in young people,” says Oliver. “The truth is many businesses recognise the value of apprentices and would like to hire more of them. The challenge is that taking on an apprentice has become increasingly difficult to justify financially, particularly for smaller employers.”
The cost of training the next generation
For many businesses, apprenticeships represent a long-term investment rather than an immediate solution to staffing shortages. Apprentices require training, supervision and dedicated support before they become fully productive members of a team.
“When a business takes on a new apprentice, they are effectively committing to several years of development,” Oliver explains. “That means dedicating experienced staff to mentoring, covering training requirements and accepting that there will be a period where the apprentice is learning rather than contributing at full capacity.”
The pressure on smaller businesses
The impact is being felt most by small and medium-sized enterprises (SMEs), many of which already face tighter financial pressures than larger employers.
“A large organisation might have dedicated HR teams and established training programmes,” says Oliver. “A business with twenty employees does not have those resources. Every hour spent on administration or supervision is time that could have been spent serving customers or generating revenue.”
Rising employment costs have only intensified the challenge. SMEs are contending with higher wages, increased National Insurance contributions and broader economic uncertainty, making long-term recruitment commitments harder to make. When employers are focused on managing costs and protecting margins, apprenticeships can feel like a luxury rather than an investment. That’s especially true in sectors where businesses are already struggling to recruit skilled staff,” he explains.
There is also growing concern that the apprenticeship system itself has become overly complex.
“Many employers tell us they are put off by the bureaucracy involved. Businesses want to focus on training young people, not navigating complicated funding rules, compliance requirements and administrative processes.”
Young people are ready for apprenticeships
At a time when industries ranging from engineering and construction to technology and healthcare continue to report skills shortages, thousands of young people are competing for a relatively small number of apprenticeship places.
“We see huge demand from school leavers,” says Oliver. “For many young people, an apprenticeship is no longer a second choice behind university. It’s their preferred route into a career because it offers work experience, earnings and qualifications at the same time.”
Research consistently shows that apprenticeships can lead to strong long-term earnings and progression opportunities. Yet access remains constrained because employer demand has failed to keep pace with interest from applicants.
“If the government is serious about tackling skills shortages, the conversation cannot focus solely on encouraging young people to apply,” he argues. “We also need to understand what is preventing businesses from creating more opportunities in the first place.”
Whyte & Mackay appoints Kirsten Hilton as Global HR Director
Whyte & Mackay appoints Kirsten Hilton as Global HR Director
Whyte & Mackay has appointed experienced HR leader Kirsten Hilton as its new Global HR Director, succeeding Fiona Gibson following her distinguished and highly respected career with the premium spirits producer.
Kirsten joins Whyte & Mackay from Chivas Brothers, where she spent more than three-and-a-half years as HR Director for Operations. She also brings extensive senior HR leadership experience from the defence and aerospace sectors, having held leadership positions with Thales and Rolls-Royce.
Her appointment marks the beginning of a new chapter for Whyte & Mackay’s global people strategy, with Hilton taking responsibility for leading the organisation’s HR agenda and supporting the continued development of its people, culture and organisational capability across the business.
She succeeds Fiona Gibson, who has stepped down after an illustrious HR career spanning many years. Widely respected across both Whyte & Mackay and the wider HR profession, Fiona has played an instrumental role in shaping the company’s people strategy, developing leadership capability and fostering a culture centred on engagement, inclusion and high performance. Her contribution has left a lasting legacy, and she departs with the thanks and best wishes of colleagues across the business.
Welcoming the appointment, Whyte & Mackay CEO, Michael Sloan said: “Kirsten’s blend of strategic HR expertise and deep understanding of the premium drinks sector will be invaluable as the business continues to invest in its people and drive sustainable growth.
Working closely with leadership teams across the organisation, Kirsten will help shape the company’s evolving people agenda, strengthen organisational capability and ensure colleagues continue to thrive as Whyte & Mackay builds on its position as one of Scotland’s leading premium spirits businesses.
Commenting on her appointment, Kirsten Hilton said: “I’m very excited to have joined Whyte & Mackay and am looking forward to getting started. It’s a privilege to join a business with such a strong reputation, brilliant brands and talented teams. I’m excited to meet colleagues across the organisation and to start working together with them to build on the company’s success and to shape an exciting future.”
Kirsten’s appointment reflects Whyte & Mackay’s continued commitment to investing in its people as a key driver of business performance. With extensive leadership experience across global manufacturing environments and the drinks industry, she is well placed to lead the next phase of the company’s people strategy while building on the strong foundations established by Fiona Gibson.
The majority of UK HR & business leaders aren’t actively maintaining their brand
The majority of UK HR & business leaders aren’t actively maintaining their brand
Almost two-thirds of business leaders (60%) don’t regularly re-evaluate or refine their branding and designs, a decision that risks weakening brand relevance in a fast-changing consumer landscape with rapid shifts in digital behaviour and visual trends. New research from Adobe Acrobat surveyed 350 UK leaders to uncover how much attention they are paying to their branding and design, the approach they take when designing brand assets, and how confident they feel in their existing branding.
Despite the lack of attention they are giving to their branding, only 12% believe their designs are strong enough to remain unchanged. The biggest blockers are capability and time. One in six (15%) don’t know how to re-evaluate their branding, and a further 10% say they are too busy or don’t see it as a priority.
Most business leaders know their branding needs improvement but lack the practical tools and confidence to act on it, and two pain points stand out. Almost one in five (18%) admit their biggest branding weakness is social media visuals, and another 18% say consistency across platforms is where their branding weaknesses lie, when inconsistent or outdated visuals can dilute digital performance.
Branding strengths are the same for many businesses, with as few as 5% thinking tone of voice is their biggest weakness, suggesting businesses feel more confident in their verbal identity but struggle to translate that into compelling, consistent visuals. When business leaders s are actively taking a lead in their branding processes, they’re choosing design styles for different strategic reasons: simplicity (33%), differentiation (25%), enigmatic branding (21%), or industry-linked imagery (20%).
Young leaders are the most self-critical, as two in five Gen Z (40%) think their branding needs significant improvement. That’s compared to just 12% of Gen X and 6% of Baby Boomers. But they’re also the least proactive. Only one-fifth of Gen Z (20%) regularly refine their branding, compared to half of Baby Boomers (50%). In fact, two in five (40%) have never reevaluated their branding because they don’t know how. This generational divide suggests younger leaders recognise the importance of strong design but lack the experience and tools to manage it effectively.
Digital-first thinking is also more common amongst Gen Z leaders, with two in five (40%) saying their social media visuals are their biggest design weakness. Millennials take a more holistic approach, as one-fifth (20%) consider consistency across platforms to be their weakness. As social platforms evolve rapidly, young business owners feel greater pressure to maintain fresh and dynamic visuals.
Attitudes to branding vary across the UK, with over half of business owners in Northern Ireland (50%) and almost a third in Scotland (32%) having never reevaluated their branding because they don’t know how. In contrast, confidence in the Northeast is booming, with 17% having never reevaluated their branding because they think it’s already perfect.
Businesses in the Southeast are the most proactive about maintaining their brand identity and regularly refining their branding (54%), while in Yorkshire, almost two-fifths (38%) recognise that their visual branding needs significant improvements.
Creative preferences shift by region too, with cultural trends shaping branding decisions. Two in five business owners in Scotland (41%) prefer simple and product-led branding, compared to over two-fifths in the Northeast (44%) who want branding tied to key industry imagery and a third in the East Midlands (33%) who look for unique, industry-defying branding.
Many businesses recognise their weaknesses but lack the time or resources to address them, and Adobe Acrobat has shared their top tips for mastering and maintaining branding and design:
How to strengthen your visuals: Adobe’s top tips
While an eye-catching visual can draw customers in, a bland graphic can leave them feeling uninspired. So, if your business visuals are feeling a little tired, here are some practical ways to refresh your branding and better connect with audiences.
- Regularly review your visuals: From ensuring consistency across channels to refreshing your marketing materials, even small tweaks can impact how customers engage, interact, and shop. So, take a moment every now and then to review your logo, colour palette, and imagery, asking yourself whether these are aligned with your brand or whether it might be time for an update.
- Listen to your audience: An outside perspective can make all the difference when it comes to avoiding common design mistakes and creating visuals that resonate. You could ask customers, colleagues, or peers for their feedback to get a clearer picture of the designs that blend in and those that capture interest.
- Streamline productivity & workflow automation: Generative AI tools allow you to polish projects with ease, whether that’s creating customised images in seconds or designing ready-to-share content.
- Improve collaboration:Standout branding often stems from strong collaboration between marketing, leadership, and creative teams. Utilise shared documents with people in different areas of the business for multiple perspectives. A streamlined approach can create tunnel vision when signing off branding elements – it’s important to test trial and error, and conduct market research on any assets to see which drives the best responses and engagement.