Last week at Fortune’s Workforce Innovation Summit, Bolt CEO Ryan Breslow announced he had fired his entire HR team. The company, he said, was “back in startup mode.” HR had been “creating problems that didn’t exist.” When he let them go, those problems disappeared. The crowd of people leaders was not impressed. The internet, however, was very impressed. And somewhere in between, an important signal got lost. This is partly a turnaround narrative and partly a very public

The recent headlines about Bell Canada have been hard to miss. Dozens of employees were reportedly terminated for cause after allegations that they swiped into the office to create the appearance of complying with the company's three-day in-office requirement without actually being present for meaningful work. In some cases, employees reportedly swiped in to use the corporate gym and went home. Bell investigated and concluded the conduct amounted to dishonesty and a violation

Organizations are using AI to screen resumes, streamline shortlisting and support faster decision making. At the same time, candidates are increasingly using AI tools to build resumes, tailor applications and even support their responses during interviews. So the question is no longer whether AI belongs in talent acquisition. The real question is whether hiring processes are designed for a world where everyone has access to it. A Shift in How Candidates Show Up What we're

Recent workforce reductions are creating significant concern. With up to 30,000 employees at Oracle and around 10,000 at Rogers Communications affected, the more pressing discussion is not the scale, but how these transitions are being carried out. How organizations execute these reductions ultimately signals more about leadership, trust and long-term credibility than the numbers themselves. Scale Is Not the Story Anymore, Execution Is Workforce reductions today are not jus