(PR in) HR Pulse | HR News Round-up: September
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Understanding the Media Agenda: How HR Brands Can Ensure Their Brand Insights are Heard
HR has never been more visible in UK media. Since the pandemic dramatically changed how we work, organisations are still trying to find their optimal working environments. From debates on hybrid/flexible working, to how AI is supporting - and rocking - organisations, as well as the UK government’s reforms on employment rights, HR is at the centre of media conversations more than ever before.
Yet, many HR brands and consultancies struggle to have their insights recognised in the media. We believe the key lies in understanding the media agenda and what editors, journalists, and ultimately the readers need to know about, and using this knowledge to shape your message accordingly.
Our latest article looks at why the media agenda matters for HR – and how to understand it.
A Third of UK Businesses Admit to Using ‘Bossware’ to Track Workers’ Activity
A UK-wide survey by the Chartered Management Institute (CMI) has found that a third of UK employers are using ‘bossware’ technology to monitor workers’ activity - including their emails and web browsing.
Employee monitoring offers reports on idle time, productivity tracking, the use of unapproved AI and social media platforms, as well as insights into employee behaviour and app usage.
One in seven employers also admitted to recording and reviewing screen activity – something that is causing unease amongst managers, with many saying it’s an invasion of privacy, undermines trust, and could be misused. Despite these concerns, support of the surveillance is divided, with 53% of managers said they support the monitoring.
Chris Horton, director of our client, LACE Partners, understands why some bosses will like using bossware, contributing to an article for People Management: it’s on the rise bit it makes some organisations nervous. The software can help managers spot workload jams, and effectively monitor security, compliance and operate effective training - all things that ensure every bit of employee output is captured. However, high performing teams run on trust, not constant surveillance, so monitoring only works if everyone knows the ground rules and there's an honest conversation first.
In response to the survey, the Information Commissioner’s Office (ICO) said bosses need to make their employees aware of the nature and extent of their monitoring.
According to an article in The Guardian, the ICO will “take action if necessary”.
Horton backs this sentiment up, recommending strict boundaries are set, and in compliance with UK GDPR practices.
CMI researchers also found that one in six managers would consider looking for another job if their organisation started monitoring their online activities.
The ICO warned employers that transparency is essential, staff must be informed about what is being monitored, especially when working from home.
Petra Wilton, CMI director of policy and external affairs also expressed concern, stressing the importance that “employers are open, otherwise there may be significant problems with data privacy and protection”.
Read the full articles in The Guardian and People Management
Organisations Start to Place Avatar Agents into the Workforce
Australian firm, Macquarie, has announced a trial of digital workers in its HR and finance departments using Future Secure’s technology created as a joint venture with an anonymous ‘global investment bank’.
An article in the Financial Review details how the AI agents will each have a human name and face, and will be placed in teams with a human supervisor, who will be referred to as the ‘human in the loop’.
This is considered ‘the right move’ by our client LACE Partners’ Director Digital and AI, Martin Colyer, in an article for People Management. Colyer explains ‘it’s not job replacement, but work redesign. By letting agents take on the daily grind of the tasks that offer little value, allows the human workforce the headspace and capacity to excel within their roles’.
Agentic workers are described as being much more complex than typical generative AI models we’re currently working with, known as AI assistants. Agentic AI can be used to perform more complex tasks, make decisions and act independently to achieve goals, much like a human. However, tacit knowledge is something many argue can’t be imitated by AI – something recognised by both Stanford University and Arabian Gulf University academics – whose studies emphasised the importance of human-AI collaboration.
An article in HR Executive emphasises the point that in order to maximise the benefits of agentic AI, organisations need to understand both its limitations and capabilities.
Despite this, HR leaders are feeling pressured into leveraging the latest AI technology to drive efficiency. A Gartner Survey found that 82% of HR leaders plan to use some form of agentic AI within the next 12 months, and by 2030 Gartner estimates that 50% of current HR activities will be performed by AI.
A key area expected to benefit from the rise in AI agents is recruitment – already seeing the benefits from AI with streamlined candidate sourcing and automating initial screening processes.
Businesses are also already benefitting from AI with automated sales tasks and cybersecurity, with AI agents able to handle policy changes and vulnerability scans and remediations.
As Agentic AI continues to emerge, a July 2025 Gartner benchmarking session revealed a projection that AI could replace around 9% of an organisation’s workforce within the next two years. Working with the evolution of AI, and how humans build and manage the taskforce, will require new skills and redefine roles – something business leaders need to continually assess as they move through this transition.
Read the full articles in the Financial Review, HR Executive and People Management
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