Thomas Global

01/09/2026

Did you know that different traits are associated with AI readiness?

It's one of the topics we'll be talking about in our upcoming webinar: Brainwaves, wired for AI adoption.

Learn from our experts about the behavioural science behind AI adoption, the type of pushback and support you might experience and what you can do to motivate your most hesitant team member.

Register now 👇

https://hubs.li/Q04vt-W40

31/08/2026

New AI tools are popping up everywhere, all claiming to make life easier. And many do.

The question isn’t can HR use AI - it’s how to use it in a way that improves decisions, strengthens teams and protects trust.

Read more in our e-book, HR & AI, a match made in momentum? 👇

Learn how HR can use AI to improve decisions, support managers and safeguard trust—while keeping people at the centre as adoption scales.

28/08/2026

❗ Missed this month's Psych Boost? Here are some of the key insights from our latest edition:

💡 Connection in a remote world: What differs in South Africa? 💡
Remote work is often assumed to reduce workplace connection, but our research suggests the reality is more nuanced. In both South Africa and internationally, the frequency of remote work showed no significant relationship with employees' levels of connection. It was found that in South Africa, digital capability/ AI readiness appeared to play a more important role, highlighting that connection is shaped by how effectively people can engage in digital environments, not simply where they work.

💡 Different job functions may respond to AI differently 💡
Successful AI adoption is not just about technology. Our findings suggest that characteristics such as curiosity, competitiveness and adaptability influence how people engage with AI. The traits that support adoption also vary across job functions. For example, General Management showed a strong profile for AI readiness, while Human Resources appeared more motivated by factors such as trust, employee experience and change support. These findings reinforce the importance of tailoring AI initiatives to different employee groups.

💡 Looking beyond workplace symptoms 💡
At our SIOPSA panel discussion on organisational disconnection, a key message emerged: visible challenges such as burnout, attrition, declining wellbeing and low trust may be symptoms of a deeper issue. Organisational connection is a core part of the human infrastructure that underpins collaboration, resilience and performance. By focusing on meaningful relationships and psychological safety, organisations can address root causes rather than just the symptoms.

🤔 Which insight resonates most with your experience?

💡 More insights coming soon in the next Psych Boost edition 🧠

27/08/2026

How do you create space for connection when everyone is so busy?💡

Jodie Hill, founder of Thrive Law, spoke with us the importance of carving out that time between a manager and their team, and how to ensure it's working for people whilst respecting their communication style.

We've researched this, and we know it works. Our research found that manager behaviours explained 57.8% of the variation in employees' overall sense of connection - affecting their productivity, motivation and morale.

It can be hard to know where to start - but that's where People Science comes in.

Hear what Jodie has to say 👇

26/08/2026

Join us for our upcoming webinar: Brainwaves: Wired for AI Adoption, where we'll be exploring the traits linked to AI readiness, the type of pushback and support you might experience and what you can do to motivate your most hesitant team member.

Register here 👉 https://hubs.li/Q04vkgt50

25/08/2026

The manager role has changed - has your training changed too?

Today's managers are expected to coach, support wellbeing, navigate change and keep teams performing, all while delivering results of their own. There are many managers who step into the role due to performance rather than suitability, and without the skills to manage effectively, we're setting them up to fail.

In our e-book, we talk about how to avoid an accidental manager and how to spot the support they need to succeed.

Read the full e-book here 👇

Struggling with inconsistent team performance? Learn how accidental managers emerge, the risks they create, and how to build stronger leadership.

24/08/2026

In a world full of noise, this is the event that gets to the crux of the burning issues HR are facing.

Come for the insights, leave with the solution. 💡

Thomacon.... coming soon. 👀

20/08/2026

Could better management equal better health?

New research, led by Bayes Business School at City St George’s, University of London has found that employees with better managers is linked to lower work intensity.

We know that our managers need support. Gallup reports that management engagement has dropped to 22% and that they're worse off psychologically than their team.

And it's not because our managers are failing: it's because we haven't given them the tools to succeed.

Read more in our ebook, The Accidental Manager 👇

Struggling with inconsistent team performance? Learn how accidental managers emerge, the risks they create, and how to build stronger leadership.

19/08/2026

Great individual contributor. Accidental manager.

It's a pattern many organisations know well.

People are promoted because they're brilliant at their job, then expected to lead, coach and develop others with little preparation.

The result is pressure on managers, inconsistent leadership and teams that don't perform at their best.

The Accidental Manager explores why this happens and what organisations can do differently. 👇

Struggling with inconsistent team performance? Learn how accidental managers emerge, the risks they create, and how to build stronger leadership.

18/08/2026

We keep moving the goalposts on what "using AI properly" means and then wondering why adoption stalls.

We started with mastering a good prompt, then moved to structuring content, and now we need to build our own agents and tools. Every time we reach the next level, the level moves up. And we're all expected to just keep climbing.

The ones hit hardest aren't less capable, they're the ones with deep judgement and least patience for reverse engineering at interface - as they're being told time after time that they must learn a new technical vocabulary, rather than applying the expertise they have already learnt. It's draining.

The fix is not more AI training. It's finding tools that need less translation between what someone knows and what the system needs, and this starts with people-conditions. Which is exactly the kind of thing we spend our time studying.

We can either keep building pressure by expecting people to continuously learn new interfaces, or we can look at interfaces meeting people where they are. We know which option we prefer. 💡

Read more in our ebook: HR&AI, a match made in momentum? 👇

Learn how HR can use AI to improve decisions, support managers and safeguard trust—while keeping people at the centre as adoption scales.