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We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements.

For the first time in history, five distinct generations are working side-by-side. That’s Gen Z, Millennials, Gen X, Baby Boomers and the Silent Generation all under one roof. While to some this might sound like a nightmarish family reunion at the office, this combination brings about unique benefits that aren't being talked about enough. While generational diversity in the workplace creates a rich mashup of experiences and work styles, it also presents challenges that organisations need to navigate in order to create a harmonious and productive workplace. This starts with understanding the unique needs of each generation. So, let’s meet them. 1. Silent Generation (Born 1928-1945) Key characteristics: Known for their strong work ethic, discipline and loyalty Typical work style: Prefer face-to-face communication and structured environments Biggest impact: Their wealth of experience and historical knowledge 2. Baby Boomers (Born 1946-1964) Key characteristics: Competitive, goal-oriented, team-focused Typical work style: Value hierarchical structures and in-person meetings Biggest impact: Their commitment and experience, long-term strategic planning and ensuring organisational stability 3. Generation X (Born 1965-1980) Key characteristics: Independent, resourceful, skeptical of authority Typical work style: Favour flexibility, work-life balance, and digital communication Biggest impact: Being a bridge between older and younger generations, promoting adaptability 4. Millennials (Born 1981-1996) Key characteristics: Tech-savvy, collaborative, purpose-driven Typical work style: Prefer collaborative workspaces, digital communication, meaningful work Biggest impact: Their enthusiasm for technology and social responsibility drives organisational change/modernisation 5. Generation Z (Born 1997-2012) Key characteristics: Digital natives, pragmatic, entrepreneurial Typical work style: Expect flexible working conditions, value diversity, quick feedback Biggest impact: Bringing fresh perspectives and digital expertise, crucial for future-proofing businesses There you have it... but how can businesses ensure each generation’s needs are met at the same time as encouraging cross-generational collaboration? We’ve tried to break it down: Why it’s good: Each generation brings unique experiences and viewpoints. This means organisations can drive creativity and innovation. Different problem-solving approaches and ideas can lead to more robust solutions. Older generations can impart valuable knowledge and mentorship to younger employees. This fosters a culture of continuous learning. This exchange of skills can help maintain knowledge and develop future leaders. Organisations that embrace generational diversity are better equipped to adapt to change. The blend of wisdom, knowledge and innovation can help organisations better navigate market shifts and technological advancements. Why it can be bad... and how to fix it: There are lots of reasons why employees might feel a divide between generations. Here are some common challenges and suggested solutions:

10 July, 2024 - Hydrogen Group and Argyll Scott appoint Joel Forrester as Global Managing Director - Client Services.

You may have noticed us sharing polls across our network recently around LGBTQ+ recruitment practices... and our results are now in! With insights analysed from over 1430 LinkedIn users, we're excited to bring you a benchmarking guide alongside resources to help support the LGBTQ+ community in the workplace. 44% believe that providing inclusive healthcare benefits is the most important factor to making an organistation more attractive to LGBTQ+ candidates. This means offering medical and wellness services that meet the unique needs of LGBTQ+ individuals. This doesn’t just mean providing non-discriminatory access to things like maternity, paternity or adoption leave, which by law is a minimum. It means providing access to care which caters for every individual. This could be anything from tapping into training networks to ensure respectful communication, offering sexual and reproductive health services tailored to LGBTQ+ needs, or access to gender-affirming care. 26% of our network believed that providing support for transitioning employees was the most important factor, further emphasising the critical role healthcare inclusivity plays in making an organisation more appealing to LGBTQ+ candidates. We also received comments and questions around the need for separate benefits, opening the conversation around equity vs equality, and how standard employee benefits can overlook the needs of LGBTQ+ employees. More than a third of LGBTQ+ candidates looking for work are worried about being discriminated against due to their sexual orientation or gender identity. Outwardly showing your support through the inclusivity of your company benefits can help alleviate concerns around being accepted in the workplace as well as show your allyship towards the LGBTQ+ community. 75% of our network do not work in companies that have specific initiatives to recruit LGBTQ+ talent. Even though our network agrees that factors like healthcare benefits and supporting transitioning employees should be high on the agenda, approximately 150 of 200 votes admitted that their organisations do not have specific initiatives to attract LGBTQ+ talent. This proves that some businesses have a long way to go towards championing allyship. We also received comments on this poll reflecting different perspectives, such as “Isn’t this discriminatory?”, in reference to businesses having initiatives specifically to recruit LGBTQ+ talent. This is a common misconception and draws back to the theme of equity over equality. Equality refers to individuals or groups having the same rights. Equity, however, recognises that each person is different and therefore needs specific treatment to reach an equal outcome. Another comment we received on the poll was, “Leave your personal life at home”. Again, this is a misconception and to create a true sense of belonging at work, employees need to be able to bring their full selves to work and feel accepted. 13% answered that their businesses had multiple initiatives to attract LGBTQ+ candidates, which seems low. However, it would be interesting to see if this figure increases year on year (stay tuned), as LGBTQ+ allyship becomes increasingly higher on the agenda for businesses looking to elevate their work culture. Listening is the best way to support LGBTQ+ coworkers On allyship, we asked our network, “How have you supported your LGBTQ+ coworkers?” The most popular form of support was “listening actively.” Active listening is a crucial communication skill in which the listener must be acutely aware of the speaker's needs and underlying messages before providing feedback, rather than passing judgment or simply listening to intervene. It sounds simple, but it’s difficult to master, and the poll responses show an understanding that listening is key when building an environment of belonging for the LGBTQ+ community in the workplace. If you're curious about how to improve active listening skills at work, Mit Human Resources provides Key Tips for Active Listening. 30% of our network said “inclusive language” was the most important way to support LGBTQ+ employees, whilst 26% answered, “challenge discrimination”. In a constantly changing world, using inclusive language and challenging discrimination helps build an environment of respect and acceptance. Academy To Innovate HR offers practical tips on how to use inclusive language: A Guide to Using LGBTQ Inclusive Language in the Workplace. A Great Place to Work also provide simple and effective tips to challenging discrimination in the workplace: 5 Powerful Ways to Support LGBTQ+ Employees in the Workplace. Bridging the gap The data reveals some crucial insights, but largely that most businesses lack specific LGBTQ+ initiatives, despite the fact there is growing recognition from candidates of their importance. To bridge this gap, companies should: Implement inclusive hiring practices: Use gender-neutral language, diverse interview panels, and create a welcoming recruitment environment Use blind CV screening: Remove identifying information from resumes to reduce bias and focus on skills and qualifications Provide training on unconscious bias: Unconscious bias is associations we hold outside our conscious awareness and control. Educate hiring managers on recognising and mitigating unconscious biases that affect decision-making Create support networks and resources: Establish employee resource groups (ERGs) and offer mentorship and inclusive health benefits Demonstrate allyship: Partner with LGBTQ+ organisations to reach a wider pool of diverse candidates, participate in Pride events, and support LGBTQ+ charities Measure progress in recruiting and retaining LGBTQ+ candidates with specific KPIs. By implementing these strategies, companies can create a more inclusive and supportive environment, attracting and retaining diverse LGBTQ+ candidates. If we were to give you one key takeaway, it would be to keep the conversation going. Talk to employees, talk to candidates, and continue to champion allyship.

4 June, 2024 - Hydrogen Group is excited to announce the appointment of Charlie Sell as its new EMEA Chief Operating Officer (COO). 

The World's Toughest Row isn't just about physical endurance; it's a journey that tests the limits of resilience, teamwork, and adaptability. In a recent conversation with the Tidewaves who conquered this challenge, their reflections provided insights into the preparation, sacrifices, and lessons learned along the way.

With over 20 years of experience in the global legal arena, we've provided our clients with access to top legal talent worldwide. Leveraging our extensive industry connections and in-depth expertise, we've curated the most comprehensive salary data and hiring trends for professionals like yourself. Our 2024 Salary Guide provides an overview of competitive packages and explores the latest hiring trends shaping the landscape of Legal employment in your region. Get your complimentary copy of the 2024 Salary Guide directly to your inbox by filling in the form below. 

This exclusive webinar delved into the latest findings from our comprehensive salary survey, spotlighting the dynamic legal landscape of Saudi Arabia. While our recent focus has been on the UAE, we shone a light on the diversity of opportunities emerging in Saudi demands. We explored: A comprehensive overview of the current market landscape, highlighting key trends and developments shaping the industry in the Middle East. Valuable insights into the latest salary trends prevalent in the Middle East job market for the year 2024, and how they impact professionals across various sectors. The compensation landscape within law firms and in-house legal departments in Saudi Arabia, examining salary benchmarks, factors influencing pay, and emerging trends. The nuances of compensation packages offered to Saudi nationals versus expatriates, exploring disparities, considerations, and strategies for equitable remuneration practices. The standard benefit packages being offered in the Middle East job market, including perks, allowances, and additional incentives that are becoming increasingly prevalent. You can view this webinar on-demand from your computer, tablet or mobile phone. This discussion was tailored specifically to partners and HR professionals within legal practice, as well as legal hiring managers and HR business partners for lawyers operating within the Financial Services (FS) and Industrial & Commercial (I&C) sectors in the Middle East.

​Our webinar 2025 and Beyond: Why Your Hiring, Learning, and Culture Need to Evolve brought together thought leaders Enrique Rubio (Hacking HR), Lisa Skinner Källström (Teamtailor), and Hydrogen Group’s Dean Jennings and Michelle Miller. The conversation explored strategies used to tackle the challenges of the future workforce, shift organisational cultures towards lasting partnerships, and ensure teams are equipped for the age of artificial intelligence. _ The Q&A box was brimming! Our webinar offered participants the chance to consult our HR experts on addressing shifts in the people and culture realm as we approach 2024 and beyond. Interesting questions were raised, and we compiled them all to seek and reached out to our experts to get some definitive answers. For a recap on the webinar, check out our blog Navigating the Future: Insights from our Webinar "2025 and Beyond"  So, here we are. Your questions - answered! - ​How can companies make people feel more secure in their jobs? Is it just a matter of increasing communication? Lisa suggested a shift towards a more sustainable approach. 'In recent years, we have seen many companies experience massive growth, and the need to get great talent onboard - hence offering extremely generous compensation packages. Unfortunately, many have now faced layoffs, and while the compensation and benefit strategies are not the sole reasons, I would like to propose a more sustainable approach for the future. [Increase benefits as the company grows, and as business results allow, we can increase pension levels or similar benefits – and discuss it internally! Open dialogue about results, investment choices, and their rationale fosters a sense of involvement among team members and signals the company's commitment to a sustainable direction.]' Dean echoed concerns about job security in today's volatile economy and advises, 'In today's uncertain economic climate, job security is a concern. However, by becoming indispensable and embracing tools like AI, individuals can enhance their value to employers, securing their positions for the future. Apart from using Chat GPT, what other tasks can be automated with AI? Lisa commented, ‘We’ve mentioned a few examples already, but I would look at all the systems your company allows you to use and question your suppliers on what features are or will be based on AI. For example, many applicant tracking systems allow the opportunity for AI to summarise CVs for an easy overview, generate interview questions and suggest more personalised replies to rejected candidates based on their CVs. Also, the opportunity for AI to transcribe an interview is an amazing tool which allows the interviewer to solely focus on listening and talking to a candidate as opposed to taking notes. As always, AI in these types of systems is not designed to make the decisions for a recruiter or business - but serve as an assistant to save time and work more efficiently.’ Dean added, ‘There are far too many to list. The AI directory https://aitoolsdirectory.com/ does a really good job of showcasing what does what and where you can find it.’ What is the impact of AI on employee engagement and how can HR teams use AI to promote engagement? Also, what precautions should professionals take when using AI? ​Dean offered his perspective by stating that ‘engagement and AI may seem contradictory, but there's a clear benefit when HR uses AI to streamline admin tasks, freeing up time for vital human interaction. Tools like Koios, for instance, offer Acoustic AI, helping HR understand team and individual personalities better, for more tailored approaches. Professionals must approach AI implementation carefully, ensuring ethical use to maintain trust and transparency in the workplace.’ How can we make sure our services stay personalised while using AI? Dean responded, ‘By leveraging AI to handle time-consuming tasks. The best thing about AI is that you get to choose what it does and what it doesn’t. If you feel strongly about human interaction to enable personalisation, you don’t have to let go of that – just embrace AI to make those interactions better. Get it to strip data in the background for you, or to type up your notes and actions as you have the conversations. The possibilities are endless, and they can be tailored to your needs.’ Within your businesses, have you experienced any resistance to the adoption of AI? How have you handled these objections? Dean responded, ‘A lot of the resistance I have seen has either been a fear of trying or a fear of being caught. There seems to be a negative connotation with AI, that if you get it to do something for you, are you cheating? The answer is a resounding no, you are working with the tools available to make yourself more productive for your organisation. Robot proof recruiter, if you haven’t read it, you should. Especially if you are a recruiter or if recruitment is part of your job role. I’ll spare you the details, but it is an amazing read that showcases the fact you can never take the people part out of recruitment - you’ll always be able to provide a better level of service than a robot (at least for now) and you need to focus on the parts of the process where human interaction is at its most vital and automate/utilise AI to get back time in your day to improve that social element of the process.’ Do you feel Employee Resource Groups will be on the rise with the future generation of workers? ​Dean replied, ‘A truly hybrid workplace cannot function effectively without the right technology in place. That doesn’t even need to be AI. For employees to feel a sense of belonging in a workplace, there should be a seamless experience that goes beyond just having teams up on 1 laptop in a room full of 30 people. Again, this will only advance with time ... my eutopia is to have my whole team (who are based in the UK + Thailand) sat around a virtual desk, on a beach with an interactive whiteboard we can utilise in real time via virtual and augmented reality. You may laugh now, but in the next couple of years, VR and AR tech will be the staple of hybrid working and teams coming together around the globe. This doesn’t take away from the in-person experience and nor do I think it should. It should be a tool that compliments real-time working solutions.’ How can we support older generation employees in the changing landscape? ​Dean offered his perspective, ‘AI is truly remarkable. It embodies the futuristic vision many of us had as children—computers and programs taking on tasks for us. For those uneasy about it, I believe it's a matter of not fully comprehending it or lacking the skills to use it effectively. AI has quietly become a part of the workplace, and many are still navigating its intricacies. The focus should be on empowering employees to leverage AI to enhance productivity and value to the organisation. Those who resist or fail to adapt won't be replaced by AI but by individuals who embrace change and view AI as a tool for greater contribution.’ How can we safeguard against the risk of AI stifling creativity in the workplace? ​Lisa said, ‘I would say the opposite, if we use AI for the more regular and routine tasks then we will have more time to use to be creative! For example, instead of spending hours on creating a presentation for an important project - let AI do this creating for you and spend the time on how you want to engage with your audience instead. Using ChatGPT to find easy tasks that I would previously have spent a lot of time on has been a big change in how I work and allows me find space in the day.’ Is there a regional divide across different parts of the world? Are Europeans more prone to appreciate safety/job security than Americans? Lisa commented, ‘My thoughts are that globally we have been through a lot in recent years, covid affected everyone regardless of location. After that, we had war in Europe for the first time in many years which had major effects on the economy, which I believe has made people appreciate job safety even more and value this in choosing their next employer. However, in some parts of Europe employees are still very protected by labour laws etc so I believe it is different from America where it is more common to have short notice period and less resistance from employers to terminate an employment.’ Expanding on the key themes discussed in our webinar, we're thrilled to introduce our Thrive Guide – a practical roadmap for building a thriving workplace. ​Within the Thrive Guide, discover actionable strategies to enhance employee engagement, foster diversity and inclusion, and implement flexible working models. Discover practical solutions to enhance workplace productivity and satisfaction. ​As our expert Dean Jennings emphasises, 'adapting to evolving workplace dynamics requires strategic initiatives.' This sentiment is echoed by other industry leaders in our webinar. In the Thrive Guide, these insights converge to offer practical solutions, providing a roadmap for organisations navigating change. ​Revolutionise your workplace. Download the Thrive Guide now!

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