Culture is key to deterring cyber attackers
If your organisational culture tells people off while disempowering them to speak up, say no and challenge authority, you’re not managing the cybersecurity risks within your organisation, explained Sarah Armstrong-Smith, Microsoft’s chief security advisor, in an engaging keynote focused on practical measures.
Talking to a full-to-capacity theatre flanked by rows of attendees who were unable to get a seat, Armstrong-Smith asked: “What if [the people who click dangerous links and threaten an organisation’s security] are not the problem? What if you're the problem?”
She emphasised the importance of not branding those who have clicked multiple dodgy links as ‘repeat offenders’. "How many organisations keep a list of how many people click [a dangerous] link? … [If we do,] in essence, we're criminalising the very people in our organisation that we're here to protect.”
Instead, Armstrong-Smith advised HR leaders to lead empathetically: “Really put yourself in the shoes and the perspective of others. Remove that fear and that doubt. Empathetic leadership is, ultimately, what's going to make or break your culture.”
Go beyond just talking about what can go wrong: empower your staff and build emotional resilience that the workforce can draw upon in times of crisis, she continued. “Empowering staff doesn't require any money, no change in process, no technology, nothing. … [What it does is ensure that] when someone comes at [your staff] with an unrealistic demand, [pretending to be] the boss … [they will have the] ability to say no; this is not normal. I need to check. I need to verify if it's real.”
Read more: M&S chaos: How can HR help prevent cyber attacks?
Prepare for Gen Alpha
HR professionals must adapt their strategies to attract and retain Gen Alpha – often called the ‘mini millennials’ – as they prepare to enter the workforce within the next four years, said Amy Pressland, head of talent and performance for healthcare firm Benenden Health. Many HR leaders have already implemented initiatives to accommodate neurodivergent individuals and offer flexible working arrangements (one of digitally native Gen Alpha’s top priorities in the workplace). But more can be done.
Pressland suggested offering health and wellbeing initiatives, promoting equitable practices and inclusivity for all, and implementing a playbook for Gen Alpha.
A significant portion of this generation (70%) identifies as neurodivergent, making neurodiversity friendly workplaces a priority. Pressland advised employers to focus on clear communication, provide quiet spaces for concentration, and avoid sensory overload in office environments to better support these future employees.
Gen Alpha is also expected to hold multiple careers throughout their lifetime, meaning that employers will need to adapt quickly. Flexible working, mental health support, and inclusive practices will be non-negotiables for this cohort, Pressland added.
Read more: How HR can prepare for Gen Alpha
Lead with purpose and vulnerability
Creating a strong workplace culture starts with purpose and connection, broadcaster and entrepreneur Jamie Laing told attendees. Speaking about his experience founding food brands including Candy Kittens, Jampot Productions and Tuckshop, Laing said leaders need to clearly define the direction of their business to inspire excitement and motivation among employees.
“Culture is the key word at the moment,” Laing said. “People want to feel part of something bigger.”
Laing also highlighted the importance of psychological safety in the workplace, particularly for younger employees. “What’s really important is to be able to talk and be open and thoughtful about the way you’re feeling,” he said.
He added that vulnerability and resilience go “hand in hand” and said that when leaders are open, it encourages teams to do the same.
Authenticity is especially important for engaging younger generations, Laing noted. “Don’t try and be Gen Z when you’re not Gen Z,” he joked, instead urging leaders to focus on transparency and honesty to build trust. “Young people want truthfulness. They value transparency, and that starts at the top.”
Read more: Foxtons has “more to do” to improve workplace culture, chief executive says
Workplaces must evolve to support neurodivergent talent
Employers need to build an environment where neurodivergent people feel valued, empowered and safe, which means bringing neurodiversity into everyday conversation, said Megan Moore, vice president of neurodiversity for the e-learning provider Everway.
There is a growing expectation for work to be a place that actively supports individuals with diverse neurotypes, Moore continued. With one in five employees potentially affected, Moore spoke on the importance of moving from awareness to meaningful inclusion.
Areas companies could improve on to support neurodivergent people include culture, recruitment processes and providing appropriate tools. Moore explained that traditional interviews can act as a barrier to neurodivergent talent. Instead, employers should consider skills-based assessments and flexible formats tailored to different communication styles.
Providing appropriate tools is also vital. Dictation software, AI-powered productivity tools, and customisable workspaces can help level the playing field and enable neurodivergent employees to thrive.
Read more: How to support neurodivergent employees with travelling
Workplace humour needs boundaries
There’s a fine line to navigate when using humour in the workplace, said Stephanie Davies, head of happiness at training provider Laughology. While laughter can be a powerful workplace tool – boosting motivation, engagement and even business results – humour in the workplace also comes with responsibility.
Davies said HR professionals and leaders should consider several factors when encouraging or using workplace ‘banter’, including context and setting, social climate, cultural sensitivity and power/relationship dynamics. “There’s a fine line between humour and offence,” Davies explained.
To use humour safely, banter should remain inclusive; jokes about race, gender or appearance should be avoided. When using self-directed humour, light self-deprecating jokes can be effective but should stay positive. Workers should also consider context and audience, ensuring humour is appropriate, professional and well received.
