Your employees have completed their AI training. They've signed the AI policy. You've rolled out the tools.

So why isn't everyone using them?

In this episode of Freeformers Unplugged, Toby Kheng and Emilie Forrest are joined by Aylia from our partners at Thrivea to explore the difference between introducing AI into an organisation and genuinely changing how people work.

We discuss:

• Why training completion doesn't equal AI adoption
• Why signing an AI policy doesn't mean people will follow it
• How leaders can create the confidence and conditions for employees to experiment with AI
• Why understanding the barriers to adoption matters more than simply rolling out more training
• How AI can enhance people's capabilities rather than simply replace their work
• What organisations should actually measure to understand whether AI is making a difference

Because successful AI adoption isn't about how many people have access to the technology. It's about what changes as a result.

And that means looking beyond the tools to the people, behaviours and working environments that determine whether AI delivers value.

Freeformers Unplugged is our weekly conversation about making the world of work better for everyone.

In partnership with Thrivea.

In this lively and thoughtful episode, they unpack what these questions reveal about modern hiring, HR’s commercial credibility, and what it really takes to build a company people want to stay in – and come back to.

Toby and Emilie dive deep into the social model of disability, challenging outdated approaches that put the burden on individuals rather than fixing broken systems. Along the way, they share real-world examples, legal realities (hello, Equality Act 2010!), and practical ways organizations can build inclusivity from the ground up. Whether you're a leader, HR professional, or just someone who cares about making work better for everyone, this is an episode you won’t want to miss. Plus, there’s the usual mix of wit, energy, and the occasional exasperated sigh at how far we still have to go.

From the enduring popularity of Myers-Briggs (despite its shaky scientific foundations) to the challenge of embedding psychometric data into workplace culture, we explore why companies keep investing in these tools—and whether they actually make a difference. Along the way, we discuss the difference between valid assessments and HR gimmicks, the biases that skew results, and the dangers of using these tests in recruitment.

With insights from our lively LinkedIn discussion, this episode is packed with sharp takes, thought-provoking questions, and a few laughs along the way. So, are you really a "Red Innovator" or just a Leo with good leadership skills? Let’s find out.

Key topics covered:

• Where HR sits on the AI adoption curve—early adopters or laggards?
• The divide between AI users and AI avoiders—who will be left behind?
• Why banning AI isn’t the answer—what HR should be doing instead
• The human-in-the-loop problem—why AI isn’t plug-and-play
• How HR can embrace AI without losing its human touch

AI isn’t replacing HR, but HR professionals who ignore AI might find themselves replaced by those who don’t. If you’re in HR, people ops, or leadership, this is your wake-up call to stop avoiding AI and start experimenting.

Too often, L&D teams focus on what employees say they want as learners rather than what actually drives business impact. The result?

Training that wins awards but lacks real substance, failing to solve genuine business challenges or create meaningful shifts in behaviour, performance, or culture.

Just like marketing focuses on creating loyal customers, HR should be focusing on turning ex-employees into lifelong brand advocates.

Beyond Glassdoor reviews, how do you measure and drive true value from alumni advocacy? We explore why employee advocacy should be at the centre of HR’s impact strategy.

We dive into:

• Why HR still operates in rigid job structures while telling the rest of the business to be skills-first.
• The data problem—how HR continues to measure the wrong things.
• What HR can learn from marketing, sales, and product teams who have already evolved.
• Whether we should be skills-based or value-based (and what that really means).
• Practical steps for HR to break its own model and rebuild it for the future.

If HR truly wants to lead a skills-based transformation, it needs to prove it can do it itself first.

This sparked backlash, with critics arguing it highlights a disconnect between leaders and employees’ realities. Such views, coupled with BrewDog's past "culture of fear" allegations, point to a need for leaders to better understand employee needs. Bridging this gap can create meaningful experiences that boost performance and engagement.

If you’ve ever wondered how to put human-centred leadership into actual practice (beyond the posters and policies), this one’s for you.

Expect football banter, event planning chaos, and a rallying cry for more courageous conversations in our industry.