Table of Contents

1. Opening Salvo

2. Did You See This?

3. Talent Management 101 (TM101)

4. Antidote Through Anecdote

5. The Plug

Opening Salvo

Are the times still unprecedented, or have we given up on trying to regain a sense of “normal”? I don’t want to get into that debate, so I won’t. What’s been on my mind this week is how a decade or so of conflating opinions with facts has fueled scarcity behaviors, inequities, and distrust, particularly in the workplace. I’m not sure how to fix it yet, but I believe we need to start living in the space between “your truth” and “my truth” if we’re going to improve the current state of work.

I don’t use the term lightly, but we all experience some level of trauma in our careers. No matter the degree, we carry those experiences with us from one organization to the next. For those of us in formal leadership roles, or even informal positions of influence, we need to acknowledge that we sometimes create traumatic experiences for our people—whether intentional or not.

All that to say, I’ve been thinking a lot about how to better embed psychological safety into performance management systems to create more objective and equitable work environments. Also, as a consumer, I’m tired of feeling like quality is an afterthought for most of the products and services I buy. But maybe that last part is just me.

Did You See This?

PwC is a Stage 5 Clinger?

PwC recently announced it will use location data to track where its employees are working, as the company pushes for a return to the office. The initiative will apply to all UK employees, signaling a shift towards more stringent monitoring. According to PwC, this measure aims to ensure employees are “where they need to be.” However, the move raises significant privacy concerns, with experts cautioning against the potential for increased surveillance in the workplace.

This is where corporate leadership is getting it wrong: forcing compliance under the guise of productivity. PwC’s decision to track employee locations using data signals a disturbing trend. According to The Guardian, this policy affects all 24,000 UK-based employees, reflecting a shift toward increased surveillance rather than fostering trust and autonomy. Instead of empowering people to work flexibly, companies like PwC are doubling down on outdated office mandates.

As Entrepreneur notes, the use of location data is framed as a way to “ensure employees are where they need to be,” but let's call it what it is—control. This is a desperate attempt to cling to the old ways of working, rather than embracing modern, flexible models that prioritize trust and performance over physical presence. The need to track where employees sit says more about leadership’s lack of innovation than about improving productivity.

Leaders, maybe focus less on where your employees are working and more on how they’re performing. Rigid office mandates are a short-term fix that expedites alienating the very talent you need to thrive.

Without Talent, Net-Zero Is a Dream: Bridging the Green Skills Gap

A recent Axios report highlights a critical issue hindering global net-zero goals: the green skills gap. This skills shortage, particularly in industries such as renewable energy and carbon management, threatens to derail progress toward climate goals.

Organizations are setting ambitious sustainability targets, yet they're severely underprepared in terms of talent. There’s a stark gap between the skills needed to drive these initiatives and the workforce’s current capabilities. As Axios reports, companies and governments alike have realized that the push for green jobs is hampered by the fact that workers lack the necessary training. It’s one thing to talk about net-zero, but without investing in workforce development, it remains an empty promise. According to the International Labour Organization, “24 million jobs could be created by the green economy by 2030,” but how many of these roles can actually be filled if we don’t address the skills gap?

Here's the challenge: we’ve been so focused on policy and technology that we've ignored the most important piece—talent. Building a net-zero future isn’t just about innovation; it's about ensuring we have the people ready to carry it out. Companies must invest in learning and development initiatives tailored to the needs of the green economy, whether it’s through reskilling existing employees or creating educational pathways for future talent. And no, I do not think a heavy deployment of AI is an immediate solution. As important as the development of generative AI is to our workforce, I believe its trajectory is more of a complementary partner than direct replacement for most roles and industries.

Closing the green skills gap requires organizations to invest in targeted learning and development programs. Only by developing a workforce equipped to meet sustainability goals can we drive the real change necessary to achieve net-zero ambitions.

A New Mandate for Mental Health Support

A new rule announced by the U.S. Departments of Labor, Health and Human Services, and the Treasury mandates that mental health and substance use disorder (MH/SUD) benefits must be offered on par with physical health benefits by health insurers. This final rule aims to close gaps in mental health coverage, ensuring that employees receive equitable treatment. Employers are expected to review their benefit plans and adjust offerings accordingly to comply with the new standard.

This new mandate reflects the growing recognition that mental health care must be prioritized alongside physical health. It’s a step forward in addressing the longstanding issue of underfunded mental health services. For organizations, this presents an opportunity to strengthen their benefits strategy and ensure employee well-being is fully supported. But implementing this shouldn’t just be a compliance exercise—it should challenge organizations to revisit how they manage and communicate benefits in a way that genuinely supports the mental health needs of their employees.

Fostering a workplace that actively promotes mental health care isn't just about offering a benefit—it’s about creating an environment where employees feel supported in accessing that care. Organizations that take proactive steps to educate employees about their mental health coverage and remove any stigma surrounding it will benefit from a more engaged and healthier workforce.

Talent Management 101 (TM101)

Gallup's guide on the employee journey outlines seven stages of the employee life cycle:

1. Attract

2. Hire

3. Onboard

4. Engage

5. Perform

6. Develop

7. Depart

Each stage represents a critical touchpoint that affects employee engagement, satisfaction, and productivity. By focusing on each phase, companies can create a positive employee experience that drives long-term success. A well-managed employee life cycle ensures both employee satisfaction and organizational growth.

Hiring is the second stage of the employee life cycle, where the focus shifts from attracting candidates to selecting the right talent. A strong hiring process includes clear communication, structured interviews, and objective criteria for assessing fit and potential. Ensuring alignment between the candidate’s values and the company’s culture is key for long-term success. Consistency in the hiring process not only improves decision-making but also sets a positive tone for the rest of the employee journey.

• Use Structured Interviews: Standardize the interview process to reduce bias and improve consistency.

• Assess for Cultural Fit and Growth Potential: Look for alignment between candidate values and company culture.

• Communicate Clearly and Transparently: Ensure candidates understand the role, expectations, and company culture.

• Set Expectations Early: Provide clarity on performance metrics, growth opportunities, and the overall work environment.

• Build a Positive Candidate Experience: Every interaction should reflect your organization's values, laying the foundation for a strong employee relationship.

Antidote Through Anecdote

When I was 22 and three-quarters, I took over a team that included a recent college graduate, someone who had been with the organization longer than I had, and someone new to the organization but twice my age.

The challenge was clear: one was new to the workforce, another felt overlooked, and the third struggled with reporting to someone half their age. Managing different perspectives quickly became more of a challenge than the work itself.

I learned that when leading teams, it's essential to keep the main thing the main thing: performance must be our objective metric. However, individualizing your approach to bring out the best in your people while meeting those metrics is the true essence of management—and why it's such a crucial factor in organizational success.

With time, we found balance and improved as a team.

People management is individualizing success while focusing on outcomes.

The Plug

This newsletter is brought to you by AstutEdge, a consultancy dedicated to developing and deploying a people-first talent management culture. We solve both obvious and hidden challenges by optimizing performance, engagement, and development across the entire HR, People, and Talent spectrum.

This plug is shameless and should be shared widely. If your organization or a partner organization could use additional talent management support, reach out!