The HR Room Podcast

Rising geopolitical tensions and ongoing conflict between Iran and the US are continuing to create volatility in global energy markets — and while recent government measures have brought some reduction in fuel prices, uncertainty remains in Ireland.

In recent weeks, there have been reports of fuel shortages at pumps, alongside rising costs that are placing real pressure on both employees and employers. What may seem like a global issue is now creating immediate, day-to-day challenges for businesses — from employees struggling to get to work, to increased operational costs and reduced customer footfall in certain sectors.

HR teams are increasingly at the forefront of responding to these challenges. Employers must carefully balance business continuity with employee support, while also being mindful of the legal and employee relations implications of any decisions made.

In this episode of The HR Room, we explore how organisations can respond to the current fuel crisis — from understanding the risks to implementing practical solutions. We’ll discuss workforce impacts, cost-saving measures, flexible working strategies, and longer-term approaches to building resilience in how employees commute.

Guests

Joe Thompson — Head of HR Services, Insight HR

Addi Colgan — Irish Representative, Kinto Join

Topics include:

How the fuel crisis is affecting employers and employees across Ireland

Operational challenges in sectors like manufacturing, logistics, and shift-based work

The role of flexible working in easing commuting pressures

Balancing employee support with business sustainability and cost management

Alternative commuting solutions such as carpooling and shared transport

The role of communication and transparency in building trust

Lessons from previous disruptions (e.g. COVID-19 and remote working)

Practical ways to support employees without large-scale cost increases

Planning for long-term uncertainty and building organisational resilience

 

Key Takeaways for HR Leaders

Employers should respond to the fuel crisis with practical, proportionate solutions.

Flexibility (where possible) can significantly ease employee pressure and improve retention.

Not all roles can be remote, but small adjustments (e.g. start times, rostering) can help.

HR must balance business needs with employee wellbeing.

Data-driven decisions are essential when assessing flexibility and policy changes.

Clear, transparent communication builds trust and reduces employee relations risk.

Alternative commuting solutions (e.g. carpooling) can provide meaningful support.

Listening to employee feedback is key to identifying effective solutions.

Employers don’t need to solve everything, but they must show awareness and action.

Early, thoughtful planning helps build resilience against ongoing uncertainty.

 

Get in Touch
If you’re not already following us on LinkedIn, please do.
If you have suggestions for future episodes, or if you’d like to join us as a guest, reach out to Dave Corkery at [email protected] or connect with him on LinkedIn.
For more information on Kinto JOIN, visit kintojoin.io

 

About The HR Room Podcast
The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today.

If you’re enjoying the podcast, please share it with colleagues or friends and leave us a review.
We love to hear your feedback, we take requests, and we’re always here to support you with your HR challenges.

Immediate HR support 👉 056 770 1060 or [email protected]

As artificial intelligence becomes more embedded in everyday work, a new concern is emerging: are we becoming overly reliant on it? In this episode of The HR Room Podcast, Dave and Mary are joined by Dr. Ryne Sherman, Chief Science Officer at Hogan Assessments, to explore the concept of the “AI zombie” — and what it could mean for the future of work.

The conversation examines how increasing dependence on AI tools may be reducing critical thinking, decision-making, and cognitive engagement in the workplace. Ryne explains that while AI offers clear productivity benefits, there is a growing risk that employees may begin to “switch off” mentally, delegating too much responsibility to technology.

Mary highlights real-world examples of AI misuse, including legal cases where individuals relied on AI-generated information without verifying its accuracy. Together, the panel explores how these behaviours could translate into organisational risks — from poor decision-making to reduced capability development.

A central theme throughout the discussion is balance: AI should act as a co-pilot, not an autopilot. The episode emphasises the importance of maintaining human judgment, curiosity, and critical thinking, even as AI becomes more advanced and accessible.

The discussion also explores leadership, learning, and organisational responsibility — highlighting how HR leaders must ensure that technology enhances, rather than replaces, essential human skills.

Guest
• Dr. Ryne Sherman — Chief Science Officer, Hogan Assessments

Topics include:
• What the term “AI zombie” means and why it’s gaining attention
• The concept of AI as a “co-pilot” vs “autopilot”
• The impact of AI on cognitive ability and critical thinking
• Risks in areas like hiring, performance management, and leadership decisions
• Lessons from past technological shifts (internet, automation)
• Why leadership fundamentals remain unchanged despite AI
• The role of HR in managing AI adoption responsibly
• Training challenges and the limitations of passive learning systems
• The growing importance of creativity, reasoning, and adaptability

Key Takeaways for HR Leaders
• AI should enhance human capability — not replace critical thinking.
• Over-reliance on AI can lead to reduced cognitive skills and poorer decisions.
• Strong communication skills are essential for effective AI use.
• Curiosity and continuous learning are key traits in an AI-driven workplace.
• Leadership fundamentals (integrity, judgment, expertise) remain unchanged.
• AI can improve productivity — but may also degrade performance if misused.
• HR must actively guide how AI is used within organisations.
• Training should focus on critical thinking and responsible AI use.
• Passive learning approaches (e.g. LMS-only training) are insufficient.
• Human skills — empathy, judgment, communication — are more valuable than ever.
• Organisations must guard against “skill atrophy” over time.
• The real risk isn’t automation — it’s abdication of responsibility.

Get in Touch
If you’re not already following us on LinkedIn, please do.
If you have suggestions for future episodes, or if you’d like to join us as a guest, reach out to Dave Corkery at connect with him on LinkedIn.

About The HR Room Podcast
The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today.

If you’re enjoying the podcast, please share it with colleagues or friends and leave us a review.
We love to hear your feedback, we take requests, and we’re always here to support you with your HR challenges.

Immediate HR support 👉 056 770 1060 or [email protected]

Organisational strategy often looks clear on paper — but translating that strategy into a structure that actually works in practice is where many organisations struggle. In this episode of The HR Room Podcast, Dave and Mary are joined by returning guest John Kennedy, Head of HR Organisational Development at Iarnród Éireann (Irish Rail), to explore how HR leaders can move from high-level strategy to effective, real-world organisational design.

The conversation examines why structure is not just an operational detail, but a critical enabler of strategy. John highlights the importance of alignment — ensuring coordination, coherence and communication across the organisation — while Mary emphasises the risks of poorly thought-through changes, including unintended consequences and organisational friction.

Together, they explore the realities of organisational change, from the need for continuous adaptation (rather than one-off transformation) to the human challenges that often derail even the most well-planned initiatives. The discussion blends practical insight with real-world experience, including examples from Irish Rail’s large-scale transformation and investment programmes.

A key theme throughout the episode is that successful organisational design is not just about structure — it’s about people. From gaining buy-in and addressing resistance to understanding the psychology behind change, HR leaders play a central role in ensuring that strategy translates into meaningful outcomes.

Guest

John Kennedy — Head of HR Organisational Development, Iarnród Éireann (Irish Rail)

Topics include:

Why organisational structure is critical to delivering strategy

The shift from episodic change to continuous organisational evolution

Common pitfalls in organisational design and unintended consequences

How poor structure can restrict communication, innovation and decision-making

Translating strategy into practical, actionable structural decisions

Why change initiatives fail despite strong planning

The importance of employee buy-in and bringing people along the journey

Real-world insights from Irish Rail’s transformation and people strategy

Linking HR initiatives to measurable business outcomes

The role of curiosity in navigating change and organisational design

Key Takeaways for HR Leaders

Organisational structure must be intentionally designed to support strategy — it won’t happen by default.

Alignment across teams and functions is essential for effective execution.

Change is no longer a one-off event — organisations must be designed for continuous evolution.

Poor design can create duplication, confusion and communication breakdowns.

HR must focus on translating strategy into practical, people-focused actions.

Resistance to change is natural and often rooted in fear, stability and habit.

Leaders must address emotional and psychological barriers — not just operational ones.

Curiosity varies across individuals — and must be nurtured, not assumed.

Get in Touch
If you’re not already following us on LinkedIn, please do.

If you have suggestions for future episodes, or if you’d like to join us as a guest, reach out to Dave Corkery at [email protected] or connect with him on LinkedIn.

About The HR Room Podcast
The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today.

If you’re enjoying the podcast, please share it with colleagues or friends and leave us a review.

We love to hear your feedback, we take requests, and we’re always here to support you with your HR challenges.

Immediate HR support 👉 056 770 1060 or [email protected]

Gen Z are rapidly becoming the most influential generation in the workplace — and by 2035, they are expected to be the largest cohort in the workplace globally. Raised in a fully digital world and shaped by economic uncertainty, global crises and the COVID-19 pandemic, they bring distinct expectations around work, wellbeing and career development.

In this episode of The HR Room Podcast, Dave and Mary are joined by Dr Mary Collins, Chartered Psychologist at the Royal College of Surgeons Ireland, alongside Insight HR’s own Aoife Dolan, representing Gen Z in practice. Together, they explore the defining characteristics of this generation, combining academic research with lived workplace experience.

The conversation highlights how Gen Z prioritises purpose, flexibility and wellbeing over traditional career paths. From job mobility and side hustles to their expectations of leadership and workplace culture, the discussion offers valuable insights into how organisations can better attract, engage and retain this emerging workforce.

The episode also explores challenges — including rising loneliness, lower stress tolerance and the impact of social media — while emphasising the importance of intentional workplace design, multi-generational collaboration and innovative practices like reverse mentoring. Ultimately, Gen Z are not just changing the workplace — they are reshaping what work means.

Guest

Dr Mary Collins — Chartered Psychologist, Royal College of Surgeons Ireland

Aoife Dolan - HR Advisor, Insight HR

Topics include:

Who Gen Z are and how they differ from previous generations

Why Gen Z prioritise wellbeing, flexibility and purpose at work

The rise of job mobility, portfolio careers and side hustles

How attitudes to loyalty and career progression are evolving

The role of loneliness, stress and social media in Gen Z’s experience

Generational differences in confidence, communication and expectations

The concept of reverse mentoring and cross-generational learning

Designing workplaces that support a multi-generational workforce

Key Takeaways for HR Leaders

Gen Z value purpose, flexibility and wellbeing more than traditional career stability.

Loyalty is conditional — organisations must earn it through meaningful experiences.

Mental health, loneliness and stress tolerance are critical considerations for this cohort.

Career paths are becoming more fluid, with increased job mobility and side hustles.

Intentional workplace design is essential to support engagement and development.

Flexibility and autonomy are no longer perks, but expectations.

Organisations that adapt to Gen Z’s needs will be better positioned for the future of work.

Contact Dr. Mary Collins

Contact Dr Mary Collins on LinkedIn and @drmaryecollins on Instagram

Get in Touch with Insight HR
If you’re not already following us on LinkedIn, please do.
If you have suggestions for future episodes, or if you’d like to join us as a guest, reach out to Dave Corkery at [email protected] or connect with him on LinkedIn.

About The HR Room Podcast
The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today.

If you’re enjoying the podcast, please share it with colleagues or friends and leave us a review.
We love to hear your feedback, we take requests, and we’re always here to support you with your HR challenges.

Immediate HR support 👉 056 770 1060 or [email protected]

Playfulness at work is often misunderstood as being unprofessional or distracting — yet growing research shows that adopting a more playful mindset can enhance psychological safety, boost creativity and improve team performance.

In this episode of The HR Room Podcast, Dave and Mary are joined by Kelsey Kates, founder of Playfully Works and former Global Head of Learning Experiences at Google. Kelsey shares insights from neuroscience, leadership development and workplace culture to explain why playfulness is not about games or forced fun — but about mindset, curiosity and openness.

Together, they explore how leaders can intentionally create space for experimentation, connection and learning. From purposeful meeting openers and humour to creative problem-solving tools like LEGO and storytelling, the discussion highlights practical ways HR leaders and managers can embed playfulness into everyday work.

The conversation also addresses common scepticism around workplace play, emphasising the importance of psychological safety, authentic leadership and balancing serious responsibilities with moments of lightness and human connection. Ultimately, playfulness is positioned as a powerful enabler of engagement, resilience and innovation in modern organisations.

Guest

Kelsey Kates — Founder, Playfully Works; Former Global Head of Learning Experiences, Google

Topics include:

What playfulness really means — and why it’s more about mindset than games

The neuroscience behind playfulness and how it supports learning and adaptability

Why humans are the only mammals who stop playing as they age

How playfulness can increase psychological safety and reduce defensive thinking

The role of humour, curiosity and experimentation in driving engagement

Practical examples from Google, including riddles and LEGO-based facilitation

How playful approaches can help teams challenge unconscious bias

Why leaders who show authentic playfulness are often seen as more trustworthy

Why playfulness should be seen as a cultural enabler rather than forced fun

Key Takeaways for HR Leaders

Playfulness is a mindset that supports creativity, openness and psychological safety.

Leaders who model authentic playfulness can build stronger trust and connection with teams.

Structured techniques like purposeful meeting openers can increase engagement.

Creative tools — such as riddles or hands-on activities — can unlock new perspectives.

Encouraging safe experimentation helps teams build adaptability and resilience.

Playfulness should be intentional and inclusive, not distracting or inappropriate.

Even in serious HR environments, moments of fun can help relieve emotional pressure.

Behavioural challenges can sometimes be addressed more effectively through creative approaches.

Organisations that embrace playfulness thoughtfully can enhance wellbeing, productivity and innovation.

Get in Touch
If you’re not already following us on LinkedIn, please do.
If you have suggestions for future episodes, or if you’d like to join us as a guest, reach out to Dave Corkery at [email protected] or connect with him on LinkedIn.

About The HR Room Podcast
The HR Room Podcast is brought to you by Insight HR — where we speak with HR leaders, experts and practitioners across Ireland about the issues shaping the world of work today.

If you’re enjoying the podcast, please share it with colleagues or friends and leave us a review.

We love to hear your feedback, we take requests, and we’re always here to support you with your HR challenges.

Immediate HR support 👉 056 770 1060 or [email protected]