Featuring scholarly and practitioner insights from HR and people leaders, industry experts, and researchers.

In this HCI Webinar, I talk with Cheryl Yuran about the intersection of internal culture and external mission shape how you lead. Cheryl Yuran is a community builder. That's to say, she's long mastered the skill of ensuring every voice in the room is heard and considered without losing sight of the bigger picture. It's a skill that serves her well in her current role as Chief Human Resources Officer for Absorb Software. Before joining Absorb Software, Cheryl served as CHRO at Plex Systems, falling in love with the software industry while leading the cloud-based manufacturing solution provider's HR and people strategy. Prior to Plex Systems, Cheryl held senior HR roles across multiple industries and disciplines. The common thread among her roles has been a close tie to business operations and enabling success. Cheryl loves to unwind spending time with friends and family, going to new restaurants, concerts and cheering on the Michigan State Spartans at nearly any sporting event. Cheryl holds a Bachelor of Arts in employee relations and psychology from Michigan State University.

This research examines the strategic implications of Great Britain's Employment Rights Act 2025, which grants trade unions statutory physical and digital workplace access starting in October 2026. It highlights how organizational leaders must shift away from defensive union avoidance and instead embrace constructive labor relations and employee voice systems. Drawing on academic research and real-world corporate examples, the research outlines five evidence-based responses—such as adopting principled neutrality, building access-ready protocols, bargaining in good faith, establishing labor-management partnerships, and integrating multiple voice channels. Ultimately, the literature emphasizes that collective worker voice should be treated as vital operational information rather than a threat, urging executives to proactively cultivate collaborative organizational cultures.

This research examines the strategic implications of Great Britain's Employment Rights Act 2025, which grants trade unions statutory physical and digital workplace access starting in October 2026. It highlights how organizational leaders must shift away from defensive union avoidance and instead embrace constructive labor relations and employee voice systems. Drawing on academic research and real-world corporate examples, the research outlines five evidence-based responses—such as adopting principled neutrality, building access-ready protocols, bargaining in good faith, establishing labor-management partnerships, and integrating multiple voice channels. Ultimately, the literature emphasizes that collective worker voice should be treated as vital operational information rather than a threat, urging executives to proactively cultivate collaborative organizational cultures.

Generative artificial intelligence is frequently advertised as a tool that returns hours to employees, but empirical evidence reveals that these efficiency gains rarely translate into meaningful relaxation or slack. Instead, organizations and workers quickly absorb the saved minutes into expanded task portfolios, accelerated pacing, and heightened output expectations, creating a phenomenon termed the time dividend trap. Because companies typically capture these tech-driven time savings as default volume rather than deliberate allocation, employees often experience increased job demands, boundary erosion, and professional burnout. To counter this upward ratchet in workplace effort, leaders must intentionally measure net efficiency, establish clear reinvestment rules, and direct recovered hours toward human recovery and continuous learning. Ultimately, escaping this productivity trap requires recognizing that technology alone does not dictate how efficiency benefits are distributed; human choices and strategic governance shape the sustainable future of modern work.

Generative artificial intelligence is frequently advertised as a tool that returns hours to employees, but empirical evidence reveals that these efficiency gains rarely translate into meaningful relaxation or slack. Instead, organizations and workers quickly absorb the saved minutes into expanded task portfolios, accelerated pacing, and heightened output expectations, creating a phenomenon termed the time dividend trap. Because companies typically capture these tech-driven time savings as default volume rather than deliberate allocation, employees often experience increased job demands, boundary erosion, and professional burnout. To counter this upward ratchet in workplace effort, leaders must intentionally measure net efficiency, establish clear reinvestment rules, and direct recovered hours toward human recovery and continuous learning. Ultimately, escaping this productivity trap requires recognizing that technology alone does not dictate how efficiency benefits are distributed; human choices and strategic governance shape the sustainable future of modern work.

This research examines the strategic implications of Great Britain's Employment Rights Act 2025, which grants trade unions statutory physical and digital workplace access starting in October 2026. It highlights how organizational leaders must shift away from defensive union avoidance and instead embrace constructive labor relations and employee voice systems. Drawing on academic research and real-world corporate examples, the research outlines five evidence-based responses—such as adopting principled neutrality, building access-ready protocols, bargaining in good faith, establishing labor-management partnerships, and integrating multiple voice channels. Ultimately, the literature emphasizes that collective worker voice should be treated as vital operational information rather than a threat, urging executives to proactively cultivate collaborative organizational cultures.

Abstract: From 30 October 2026, trade unions in Great Britain gain a statutory right to access workplaces, physically and digitally, to meet, recruit, organize and support collective bargaining. The change, introduced by the Employment Rights Act 2025, arrives alongside simplified recognition rules, new protections against detriment for industrial action and stronger rights for union representatives. This article explains what the access regime provides, where details still depend on codes of practice and secondary legislation, and why the shift matters for leaders well beyond the United Kingdom. Drawing on research about the voice and monopoly faces of unions, meta-analytic evidence on productivity, studies of employee voice and silence, and labor-management partnership, it argues that organizations face a strategic choice between defensive compliance and the deliberate design of voice systems. Five evidence-based responses are examined through organizational examples from technology, health care, logistics, automotive manufacturing, retail and platform work, followed by guidance on building long-term relational capability.

This research examines the strategic implications of Great Britain's Employment Rights Act 2025, which grants trade unions statutory physical and digital workplace access starting in October 2026. It highlights how organizational leaders must shift away from defensive union avoidance and instead embrace constructive labor relations and employee voice systems. Drawing on academic research and real-world corporate examples, the research outlines five evidence-based responses—such as adopting principled neutrality, building access-ready protocols, bargaining in good faith, establishing labor-management partnerships, and integrating multiple voice channels. Ultimately, the literature emphasizes that collective worker voice should be treated as vital operational information rather than a threat, urging executives to proactively cultivate collaborative organizational cultures.