The hottest Human Resources Substack posts right now

And their main takeaways
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Top Business Topics

Part 3: Our Collective Order-Keeping Fictions

Holly’s Newsletter • 972 implied HN points • 29 Oct 24
đź’Ľ Business Human Resources
  1. DEI programs aim to attract and keep diverse workers, which can be helpful in the workplace. It’s important to think about hiring people from different backgrounds when it makes sense for the job.
  2. Diverse teams can bring new ideas and better problem-solving. Different perspectives help clarify issues and lead to smart solutions.
  3. While DEI programs have good intentions, they can sometimes lead to silly situations and waste time. It's important to focus on what truly helps in the workplace.

Writing Crystalized Thinking At Amazon. Is AI Muddying It?

Big Technology • 8131 implied HN points • 20 Feb 26
đź’Ľ Business Human Resources
  1. AI is being pushed to replace the old practice of writing to think, which risks making decisions shallower and eroding the discipline of clear, precise narratives.
  2. Internal generative tools are often unreliable and hallucinate, yet employees face heavy pressure to use them without adequate training, guidance, or measures of impact.
  3. The workforce is split between veterans who resist and newer employees who comply out of fear, producing higher volume expectations, lower-quality work, and a shift in company culture.

The more you talk about culture, the less people believe you

Make Work Better • 441 implied HN points • 26 Feb 26
đź’Ľ Business Human Resources
  1. Treating culture as a communications campaign backfires — people are skeptical of slogans and town halls when nothing actually changes.
  2. Trust grows when leaders change their behaviour, not when they repeat values; consistent actions by senior leaders meaningfully raise trust, while contradictions between words and deeds breed cynicism.
  3. Sequence matters: deliver concrete changes first, then explain them — show proof through action before launching big communications so people can believe you.

March 12: How To Talk To People

Respectful Leadership • 54 implied HN points • 08 Mar 26
đź’Ľ Business Human Resources
  1. Match your message to the listener — journalists, customers, investors, and coworkers each want different stories, so lead with what matters to them.
  2. Listen actively to hear the meaning behind people’s words; ask clarifying questions and reflect back what you heard so you can improve products, pitches, or service.
  3. Practice emotional fluency and tend to your inner dialogue as a leader; being authentic and empathetic creates safety, motivation, and higher-performing teams.

Corrected Headlines

Human Capitalist • 39 implied HN points • 21 Oct 24
đź’Ľ Business Human Resources
  1. There is more to news stories than just the headlines. It's important to understand the people and events behind the news.
  2. The aim is to uncover significant context around recent corporate changes and workforce trends. This helps readers see the bigger picture.
  3. Readers are encouraged to share interesting headlines or stories that deserve deeper exploration. Engagement with the audience is key.
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What makes for a 'great place to work'?

Make Work Better • 359 implied HN points • 29 Jan 26
đź’Ľ Business Human Resources
  1. A great place to work has a healthy culture, clear career progression, autonomy, and genuine flexibility. People often join for pay but stay (or quit) because of culture.
  2. Corporate values and purpose statements can do more harm than good when they’re treated as branding instead of behavior; employees distrust symbolic rollouts and want leaders to change systems and actions first. Leaders who embody values through visible behavior boost trust and engagement.
  3. Small, sincere acts that show people they matter (like focused attention) really change behavior, and leaders should prioritize impact over intent by listening, accepting challenge, and modeling the culture they claim to want.

How AI Will Reshape the World of Work

The Algorithmic Bridge • 392 implied HN points • 12 Jan 26
đź’Ľ Business Human Resources
  1. AI is rapidly eliminating many entry-level roles as firms replace junior workers with automation, producing immediate cost savings but fewer pathways for new graduates into careers.
  2. The hardest parts of knowledge work are tacit—judgment, taste, coordination—and AI handles explicit tasks well but can’t learn those embodied skills, leading to low-quality output and hidden long-term costs.
  3. A viable path is a hybrid apprenticeship model: keep AI for grunt work while hiring fewer apprentices who learn tacit know-how from seniors, preserving knowledge transfer and long-term organizational resilience.

Movers, Shakers, & Money Makers: HRTech Edition

Human Capitalist • 119 implied HN points • 23 Sep 24
đź’Ľ Business Human Resources
  1. There are many recent job changes in the HR field, highlighting the fluid nature of careers in this sector.
  2. Some notable professionals have taken on new roles, which can impact their companies and the industry overall.
  3. Tracking job changes can provide valuable insights for investors, recruiters, and businesses looking to stay informed about talent trends.

Where New Engineering Managers Fail

Diary of an Engineering Manager • 179 implied HN points • 15 Aug 24
đź’Ľ Business Human Resources
  1. New engineering managers often struggle with accepting their new role. It's important to embrace this change or else it confuses the team and weakens your leadership.
  2. Many new managers make the mistake of telling their team too much instead of listening. Encouraging team members to share their ideas leads to better solutions and shows that you value their input.
  3. It's common to hold on to tasks instead of delegating them. Letting your team handle their own work not only helps them learn but also frees you up to focus on management responsibilities.

8 Key Themes You Should Be Preparing For Your Behavioral Interviews

Behavioral OS for Techies • 219 implied HN points • 01 Aug 24
đź’Ľ Business Human Resources
  1. You should prepare stories about your experiences with customers. This can show how you improve their experience and handle complaints.
  2. It's important to share your successes and how you overcame challenges. This helps interviewers see your problem-solving skills and achievements.
  3. Think about times you've faced failure or conflict. Sharing these experiences can show how you learn from mistakes and work well with others.

Abolish HR

antoniomelonio • 168 implied HN points • 22 Jan 26
đź’Ľ Business Human Resources
  1. HR mainly exists to protect management and the company from legal and reputational risk, not to serve applicants or employees.
  2. HR processes are often incompetent and harmful: they rely on keywords, gut feelings, and bureaucratic rituals that misassess skills, ghost candidates, and amplify bias.
  3. Hiring should be led by the people who do the work, with transparent, audited tools that evaluate real skills and give feedback — in short, abolish performative HR and replace it with accountable systems.

Talent is the key in an AI Age.

The Future Does Not Fit In The Containers Of The Past • 80 implied HN points • 11 Jan 26
đź’Ľ Business Human Resources
  1. Talent is the primary sustainable advantage: skilled, motivated people create and preserve innovation, service, and brand experiences. AI and other tools only multiply value when they are in the hands of well-trained talent.
  2. Firms must invest heavily in training, reskilling, and rewarding people alongside their AI spending, because technology and data alone won't create differentiation. Leaders and managers should be measured and compensated on how well they attract, develop, and retain talent.
  3. To attract, retain, and help people thrive, focus on pay, recognition, and autonomy; purpose, values, and connection; and freedom, identity, and growth. Employees also act as advocates and their satisfaction should be tracked with tenure, turnover, surveys, and other people metrics.

Movers, Shakers, & Money Makers (8/12)

Human Capitalist • 119 implied HN points • 13 Aug 24
đź’Ľ Business Human Resources
  1. Many people are changing jobs in interesting ways, showing shifts in the job market. It’s worth noting when top talent moves to new companies.
  2. Some companies are aiming for global expansion, which adds to their value. This can affect how businesses compete and grow.
  3. The ongoing competition between Lyft and Uber highlights the importance of both financial performance and talent management in the ridesharing industry.

How to Spot a Star

Rob Henderson's Newsletter • 2859 implied HN points • 06 Oct 24
đź’Ľ Business Human Resources
  1. It's important to look beyond just education to spot talent. People can be talented even within the same educational background, and practice and perseverance often matter more than where you went to school.
  2. Personality traits, like conscientiousness, play a big role in success. Those who work hard and stay focused are more likely to succeed, especially in lower-skilled jobs.
  3. Asking unique questions in interviews can help identify true talent. For example, finding out what someone reads for fun can reveal their interests and drive more than traditional job history.

Agency motivates more than perks

A Bit Gamey • 33 implied HN points • 08 Feb 26
đź’Ľ Business Human Resources
  1. People are motivated more by trust, autonomy and ownership than by perks; give clear responsibility and freedom and they will invest effort and care.
  2. Heavy rules, measurement and presence-for-presence policies push people toward safe, explainable work and kill initiative. Visibility and checklists can look like control but often reduce real progress.
  3. Design for agency by pairing clear outcomes and context with freedom in method; boundaries, not micro‑rules, keep teams creative and resilient—especially as AI takes on rule-following.

Movers, Shakers, & Money Makers (8/26)

Human Capitalist • 39 implied HN points • 27 Aug 24
đź’Ľ Business Human Resources
  1. There were many job changes last week, highlighting shifts in talent and leadership across various companies. It's important to keep track of these moves to understand industry trends.
  2. Noteworthy individuals have transitioned to major roles at companies like OpenAI and TikTok, indicating a shift in expertise and focus in tech and marketing sectors.
  3. Monitoring job changes can provide insights into companies’ strategies and priorities, which is useful for investors and recruiters alike.

Spotify Technology Career Steps

It Depends / Nimble Autonomy • 19 implied HN points • 25 Aug 24
đź•ą Technology Human Resources
  1. At Spotify, career growth is flexible and based on your interests. You can explore different roles and skills without being stuck on a strict path.
  2. Career steps at Spotify focus on teamwork and impact. Employees are encouraged to prioritize team success and think about how their work affects the business.
  3. Promotions at Spotify depend on consistently showing a higher level of impact and behavior. They aren't tied to a specific timeline, so discussions with managers are key.

3 Mistakes to avoid when writing your performance review

High Growth Engineer • 866 implied HN points • 19 Jan 25
đź’Ľ Business Human Resources
  1. Don’t start writing your performance review from scratch. Create a separate document summarizing your work to help you organize your thoughts and provide a clear overview.
  2. Avoid assuming that everyone knows the details of your work. Write your review in a way that any reader, even a senior leader, can easily understand the impact of your contributions.
  3. Use specific numbers and clear statements to show your impact. Instead of vague phrases, quantify your achievements and relate them to team goals for better clarity.

When Change Outruns Us

Fish Food for Thought • 42 implied HN points • 24 Dec 25
đź’Ľ Business Human Resources
  1. When companies change faster than people can adapt, employees get exhausted and stop learning. That creates compliance without conviction and a culture that frays.
  2. Growth needs time to absorb change—quiet intervals for people to make sense, rebuild habits, and consolidate learning. Slack and recovery are not inefficiencies but necessary infrastructure for durable capability.
  3. Leaders should value direction and readiness over raw speed and watch for signs of saturation, slowing the tempo to let changes take root. Measure progress by clarity and strengthened capabilities, not by how many initiatives are launched.

The Real Cost of Knowledge Worker Attrition

Gad’s Newsletter • 44 implied HN points • 15 Dec 25
đź’Ľ Business Human Resources
  1. The true cost of losing knowledge workers is much larger than just hiring and training expenses; firms also pay in lost productivity, broken team coordination, ruined institutional knowledge, weakened innovation, and extra contingency spending.
  2. Turnover in knowledge-intensive roles (like software engineers) can disrupt projects, reduce quality and innovation, harm customer relationships, and often costs on the order of a full year’s salary or more.
  3. Not all turnover is bad: losing top performers is very costly while losing weak performers can help, so companies should optimize retention by protecting high-value employees and not reflexively holding on to marginal ones.

High Agency: The Mindset of Successful Leaders

The Engineering Leader • 218 implied HN points • 18 Feb 24
đź’Ľ Business Human Resources
  1. High Agency means taking control of your life and making decisions without waiting for perfect conditions. It helps you be proactive and responsible for your outcomes.
  2. People with High Agency are resourceful and resilient, able to turn challenges into opportunities. They thrive on taking calculated risks and learning from their experiences.
  3. You can develop High Agency by taking initiative, accepting responsibility, and being adaptable. It's all about having the mindset to overcome obstacles and create your own path.

How to Foster True Inclusion

Journal of Free Black Thought • 29 implied HN points • 09 Dec 25
đź’Ľ Business Human Resources
  1. Organizations often focus too much on how they look rather than doing real work for inclusion. This is like putting on a show instead of fixing what's broken.
  2. Inclusion should mean giving everyone a fair chance to succeed based on their abilities, not just trying to make outcomes equal for everyone. We need to ensure that hard work gets recognized.
  3. Instead of just pointing out problems, we should build on what people are doing right and help make those positive actions part of the organization’s culture.

The Manager’s Iceberg

The Engineering Leader • 159 implied HN points • 25 Feb 24
đź’Ľ Business Human Resources
  1. Managers do a lot of work behind the scenes that often goes unnoticed. This includes tasks like coaching, resolving conflicts, and setting goals that are crucial for team success.
  2. Being a manager means putting the team's needs first and supporting them to succeed. It can be tough because their work might not get immediate recognition.
  3. It's important to be patient with your manager and understand they have many responsibilities. Asking how you can help them can strengthen your working relationship.

The Loneliness Epidemic - Five Ways Employers Can Improve Belonging

Workforce Futurist by Andy Spence • 341 implied HN points • 19 Feb 25
đź’Ľ Business Human Resources
  1. Loneliness is a major issue at work, affecting both mental health and productivity. It's not just a personal problem but also a business problem that can lead to high turnover rates.
  2. Many young workers feel lonelier now, with fewer social connections compared to previous generations. This is concerning as strong social ties at work contribute to overall well-being.
  3. Employers can help reduce loneliness by creating environments that promote connection. This includes redesigning workplaces, using technology wisely, and training managers to support their teams with empathy.

The workforce is changing, can culture stay the same?

Make Work Better • 92 implied HN points • 16 Aug 25
đź’Ľ Business Human Resources
  1. The personalities of workers are changing, with younger generations showing less conscientiousness and extroversion. This could really impact workplace dynamics.
  2. Distractions from smartphones and a focus on individual well-being might be affecting how people engage and perform at work. It's making many less reliable and sociable.
  3. Companies may need to adapt their hiring and workplace cultures to reflect these changes, looking for traits that support team goals and productivity in this new environment.

Hiring Agile Coaches

It Depends / Nimble Autonomy • 19 implied HN points • 30 Jun 24
đź’Ľ Business Human Resources
  1. Agile coaches play an important role in helping teams improve their processes. A good coach can guide teams to recognize their own mistakes and improve without directly fixing their problems.
  2. When hiring agile coaches, it's essential to look for candidates with a solid background in product development and broad knowledge of agile methods. This experience helps them understand the 'why' behind agile practices.
  3. Building a successful agile coaching practice should start small, hiring one coach at a time. This allows the coach to establish what the role means in the organization before adding more coaches.

RTO mandates lead to top performers leaving

Make Work Better • 81 implied HN points • 04 Jul 25
đź’Ľ Business Human Resources
  1. Companies that require workers to return to the office often lose their best employees. This is because top performers are more likely to leave when forced to work in-person.
  2. A lot of workers are willing to use AI tools even without their company's permission. Many feel they haven't received enough training on AI from their employers.
  3. AI is creating new job roles that focus on trust and integration. These jobs involve ensuring AI works ethically and is integrated smoothly into existing systems.

Why things just work around some EMs

Leading Developers • 65 implied HN points • 05 Aug 25
đź’Ľ Business Human Resources
  1. Proactive engineering managers don't wait for things to happen; they take action on their own. This means making decisions and driving changes even when it's not their direct responsibility.
  2. They ask themselves important questions about their role and the impact they have, such as whether they actively seek feedback and build relationships across the company.
  3. The best managers take ownership of their team's results and aim to improve the overall success of the company, not just focus on technical issues.

Movers, Shakers, & Money Makers (7/8)

Human Capitalist • 19 implied HN points • 09 Jul 24
đź’Ľ Business Human Resources
  1. Several big job changes happened recently, with people moving to new positions at notable companies. This shows a lot of activity in the job market.
  2. One interesting move is Taylor Perkins going from Paramount to X as Partnerships Lead, showing a focus on regaining partnerships for the platform.
  3. Amit Srivastava's new role at Capital Rx as Head of AI highlights how important artificial intelligence is in various industries today.

Low-drag machines

The Uncertainty Mindset (soon to become tbd) • 79 implied HN points • 25 Jan 24
đź’Ľ Business Human Resources
  1. Startups thrive on uncertainty. It's not something to avoid; it's actually what helps them find new opportunities and grow.
  2. Traditional management practices from established companies can slow down startups. These practices often don't fit their need to adapt and pivot quickly.
  3. To be successful, startups need to embrace an 'uncertainty mindset.' This means understanding the difference between risk and true uncertainty, allowing them to create better strategies and operations.

[In]Human Resources

Polymathic Being • 61 implied HN points • 27 Jul 25
đź’Ľ Business Human Resources
  1. Many people believe that HR departments are more about protecting the company than helping employees. This can lead to a lack of trust when employees seek help.
  2. There's often a focus on superficial diversity in companies, rather than embracing real differences in thoughts and backgrounds. This can make workplaces feel less inclusive and more toxic.
  3. Despite the negative experiences some have with HR, there are still individuals who genuinely care and help others grow in their careers. These positive interactions can really make a difference.

Rethinking organisation technology

The Uncertainty Mindset (soon to become tbd) • 119 implied HN points • 18 Oct 23
đź’Ľ Business Human Resources
  1. Conventional hiring methods lead to rigid organizations. Instead, using open-ended roles helps companies adapt better to uncertainty.
  2. Open-ended roles allow employees to shift responsibilities and roles over time. This flexibility helps organizations respond quickly to changing situations.
  3. Organizations need to adopt different strategies for addressing true uncertainty, rather than just managing risk. This means being more open and adaptable from the start.

Productivity theater is hard to kill

Public Universal Friend • 2 HN points • 03 Sep 24
đź’Ľ Business Human Resources
  1. Many workers spend a lot of time showing they're busy instead of focusing on real results. This 'productivity theater' makes work feel less meaningful.
  2. Using knowledge management systems can help improve teamwork, but they often lead to clutter and repetition instead. This makes it hard for teams to find useful information.
  3. It's important for companies to focus on the impact of work rather than just the effort put in. Trusting employees can lead to better performance and less stress.

Have you experienced the Gen Z stare?

Make Work Better • 54 implied HN points • 16 Jul 25
đź’Ľ Business Human Resources
  1. Young workers today are attending social events less than their peers did two decades ago. Companies may need to think creatively about team bonding activities.
  2. Mixing IT and HR can help companies design better work environments. This approach can lead to using technology smartly and improving team structures.
  3. The Gen Z stare, a confused look at outdated ideas, shows a generational gap in workplace perspectives. It highlights how younger employees view certain workplace practices as unhelpful.

Remember, They Don't Care About You

The Radar • 59 implied HN points • 16 Jan 24
đź’Ľ Business Human Resources
  1. Interests often outweigh values in the corporate world, leading to a lack of loyalty towards employees.
  2. Companies may claim to value employees, but continue laying off staff even when profitable, showcasing a lack of genuine care.
  3. Value systems in corporations may be used to shape employee behavior rather than protect their experience, highlighting a shift towards instrumental use of values.

Managing people you don't like

Leading Developers • 111 implied HN points • 18 Feb 25
đź’Ľ Business Human Resources
  1. It's important to recognize that your personal biases can affect how you view coworkers. Sometimes, just because you don't like someone personally doesn't mean they aren't valuable to the team.
  2. Diverse teams are often more productive and successful. Focusing only on people you personally get along with can lead to missing out on talented individuals who bring different skills and perspectives.
  3. To manage effectively, you should examine your biases, focus on each person's strengths, and adapt your communication style. This will help create a better work environment for everyone.

Writing better performance reviews: assembling the data

It Depends / Nimble Autonomy • 19 implied HN points • 05 May 24
đź’Ľ Business Human Resources
  1. Start collecting data for performance reviews early in the year. This will help you avoid last-minute stress and ensure you remember important information.
  2. Use various sources for your review data, like meeting notes, emails, and feedback from peers. This way, you gather a well-rounded view of the employee's performance.
  3. Make performance reviews a meaningful summary of ongoing feedback. They should reflect the whole year and not just recent events, helping both the employee and the company.

The Capitalist and the Engineer

Rethinking Software • 149 implied HN points • 28 Oct 24
đź’Ľ Business Human Resources
  1. The conversation shows a clash of values between a business-minded person and an engineer. They discuss their different approaches to life and careers, highlighting how they see work and success.
  2. They touch on the impact of privilege and family background on opportunities. Jan feels frustrated by Stan's wealthy upbringing and its effect on their perspectives.
  3. At the end, there's potential for growth as Stan reaches out to Jan years later, suggesting that people can evolve and learn from their past interactions.

Why Coca-Cola is the number one employer of choice in America

Ruben Ugarte's Growth Needle™ • 59 implied HN points • 05 Dec 23
đź’Ľ Business Human Resources
  1. Coca-Cola is highly ranked as an employer because it offers transparency about job opportunities. Employees can easily find and apply for jobs worldwide through an online portal.
  2. The company encourages all employees to take short skill-building assignments across different departments. This helps keep employees engaged and learning.
  3. Coca-Cola's focus on hiring practices, promotion opportunities, and a supportive culture contributes to employee retention, making it a desirable place to work.

Compensation is Communication

The Radar • 19 implied HN points • 19 Apr 24
đź’Ľ Business Human Resources
  1. Compensation is a clear signal from an employer to an employee, offering insights into future viability with the company and helping individuals frame expectations and make decisions.
  2. Organizational cultures often hide true intentions behind layers of confusing messaging, especially regarding compensation, which may not necessarily reflect individual performance but rather the company's desire for retention.
  3. Understanding the true meaning behind raises can empower individuals to make informed decisions about their future within a company, recognizing signals of either retention or potential exit based on financial health and performance evaluations.