Toby Kheng

What a doughnut, a war zone, and modern leadership can teach us about trust Most leadership advice focuses on what to do when everything is working. How to motivate people.How to communicate vision.How to build culture.How to inspire performance. But leadership isn’t really tested when things are going well. It’s tested when pressure arrives. When […]

Right now, AI in HR and L&D is being sold as a productivity revolution. Write the email faster.Summarise the meeting faster.Create the training video faster.Generate the policy faster. And while those things might save time, they don’t fundamentally change anything. The workflow stays the same.The thinking stays the same.The experience stays the same. We’re optimising

Why hospitality people make better humans at work There’s a particular kind of person you meet in hospitality. Not the customers. The staff. The people who can read a room in seconds. Who know when someone wants conversation and when they want space. Who can stay calm when a customer is unreasonable, adapt to wildly

HR doesn’t need more reports. It needs better proof. For years, HR and L&D have been told to become more data-driven. So we built dashboards. We tracked engagement. We quoted industry benchmarks. We borrowed numbers from global reports and dropped them into board papers, hoping they would prove what we already believe: that when you

Human-centred design starts with better questions. But it only works if people trust what happens next Human-centred design is often talked about as if the magic happens in the interview. Ask better questions. Listen properly. Follow the thread. Get beneath the obvious answer. All true. But the real test comes afterwards. Because once you have

HR is not the problem. But the old HR paradigm might be. Every few months, an article appears declaring that HR has become bloated, bureaucratic, overreaching or bad for business. The latest version asks whether HR’s expansion has strangled British business. It draws a line between the growth of the people profession and the UK’s

Does L&D need to leave HR? There is a familiar conversation doing the rounds. L&D would have more impact if it left HR. It is a tempting argument. Especially for learning teams who feel underused, misunderstood, underfunded or trapped inside a function with a reputation problem. HR is often seen as reactive. Process-heavy. Compliance-led. Too

Accessibility is not an add-on. It is how better work gets designed For too long, accessibility at work has been treated as a problem to solve after the fact. Someone joins the organisation.Someone asks for an adjustment.Someone checks the policy.Someone worries about cost, precedent, legality, wording, risk. Then, eventually, a decision is made. But by

Do companies need L&D, or do they need better systems for growth? There is a question people in workplace learning do not ask often enough. Do companies actually need L&D? Not learning. Not development. Not growth. Those things matter. Deeply. But the function as we know it? The courses, platforms, pathways, mandatory modules, competency frameworks