This week I joined a webinar run by Hireful on using ChatGPT in recruitment. I use AI most days, so I went into it wondering how much I'd actually learn. Would I pick up anything new, or would I already know most of it? Turns out, I learnt quite a bit. A few new tips, some features I hadn't really explored properly and, probably most usefully, a different way of thinking about how I interact with the tool. It was a good reminder of how ridiculously quickly all of this is movi

I've been thinking about a question that feels slightly uncomfortable for someone whose business is helping organisations use AI. What about its environmental impact? I spend a lot of time thinking about responsible adoption. Whether people understand the tools they are using, what happens to their data, how they check the answers and where human judgement needs to remain involved. But if we are encouraging organisations to use more AI, I think we also need to be willing to a

A couple of weeks ago, I ran a LinkedIn poll asking who should own AI within an organisation. The options were HR, IT, Legal and Compliance, or shared ownership across the business. Shared ownership won with 79% of the vote. IT received the remaining 21%. Nobody chose HR or Legal and Compliance. My first reaction was that the result made complete sense. AI touches too many parts of an organisation to belong neatly to one function. There are questions about technology and data

A few days ago, I saw that Anthropic had announced it was introducing machine-readable watermarks into text produced by future Claude models. And, honestly, it sent me down a bit of a rabbit hole. The watermark won’t be visible and it won’t add hidden characters to the text. It will allow detection tools to assess the likelihood that Claude was involved in producing it. I understand why Anthropic is doing it. The company has said the change is part of its response to the EU A

A practical look at what worked, what didn’t and why successful AI adoption in HR depends on people, trust and professional judgement.

Something has shifted in the way formal grievances arrive on HR desks. The letters are polished. The language is precise. The arguments are structured in ways that used to suggest a solicitor or union representative had been involved. But look closely, and something is often missing: the specific detail, the contextual nuance, the emotional texture of someone describing their own lived experience. Employees are now using AI to draft their formal grievances. This is not a futu

Ask most HR teams whether they have a social media policy, and the answer is yes. Ask about a flexible working policy, and the answer is yes. Ask whether they have an AI in the workplace policy, and the answer is very often no, even though staff across the business are already using tools like ChatGPT, Copilot and Gemini every week. That gap is one of the more overlooked risks sitting in HR right now. Here is why it matters, and what a policy actually needs to cover. People a

If you have got access to Microsoft Copilot at work but are still only using it to tidy up the odd email, you are leaving most of its value on the table. Copilot sits inside the tools HR teams already live in: Outlook, Word, Teams, SharePoint, Excel. Used well, it can take routine drafting, summarising and admin off your plate, freeing up time for the work that actually needs a human: conversations, judgement calls and case management. Below are five prompts that consistently