Executive search insights, leadership hiring trends, and succession planning advice for UK businesses. Expert analysis from Stirling Hunter consultants. News & Insight News, thoughts and insight from Stirling Hunter on leadership, recruitment, HR and market trends. 17 Oct 2025 The £50 Billion Blind Spot: Why the UK Budget Ignores the AI Revolution About to Transform Work The government is simultaneously betting big on AI transformation while making 5-year fiscal plans based on pre-AI labour market assumptions. Read More 7 Oct 2025 The Care Home Staffing Crisis: A System on the Brink The HR Gap Nobody Talks About Read More 5 Jun 2025 Save time and costs with easy-to-use HR software Sign up for your 14-day free trial. No credit card required. Read More 14 May 2025 AI and the Future of Work Navigating Employment Changes in the UK Read More 7 May 2025 The New Actuarial Talent Landscape in 2025 AI is Reshaping What Firms Want Read More 7 May 2025 Business continuity and stability hinge on effective succession planning! Here’s why it's crucial Read More 7 May 2025 The Impact of Agentic AI on UK HR Workforce What is Agentic AI in HR? Read More 18 Mar 2025 AI driven executive search Stirling Hunter empowers organisations with precision, expertise and AI-driven solutions. Read More 17 Mar 2025 Is the boom in HR coming to an end? The HR profession has experienced significant growth over the past 15 years. Read More 14 Mar 2025 UK HR Trends Newsletter - Q2 2025 Key HR and hiring trends that UK businesses should be aware of in 2025. Read More 12 Mar 2025 Small businesses solutions for common HR issues Here are some practical solutions that small businesses can implement to address common HR challenges. Read More 11 Mar 2025 Potential impact of U.S. tariffs and recession on UK jobs? U.S. tariffs and a potential recession could have far-reaching consequences for the UK job market due to the interconnectedness of the global economy. Read More 3 Mar 2025 Could employee resistance in HR itself slow adoption of HR AI agents? Yes, employee resistance within HR teams could indeed slow down the implementation of AI agents. Here are a few reasons why this might happen: Read More 2 Mar 2025 UK to drop "right to switch" off Ministers expected to drop right to "switch off" as a concession to business concern over new employment rights. Read More 17 Feb 2025 Could golf make your employees happier and healthier? Why golf is a fantastic way to manage workplace stress and improve health and wellness. Read More 14 Feb 2025 Is the Four-Day Week a terrible idea? A one size fits all policy may be bad for employers and the economy. Read More 10 Feb 2025 Will US tariffs hurt the economy? Trump’s proposed tariffs could have significant economic consequences. Read More 6 Jan 2025 Executive compensation report for business going through PE transition Getting the job done in record time with no corners cut. Read More 2 Dec 2024 Case Study SH/001 - Digital Security Firm Helping digital security firm engage future-ready leaders. Read More Enter your details below to subscribe receive regular updates on thought leadership, industry insights and upcoming events from Stirling Hunter. Enter your email here First name Last name *By submitting, you agree that Stirling Hunter may process any personal information you provide in accordance with our Privacy Notice. Sign Up Thank you for subscribing!

Contact Stirling Hunter for executive search, HR consulting, or succession planning. Discuss your leadership and talent needs with our expert consultants. Get in Touch Complete this form to request information or a meeting with one of executive search or HR client partners, ask our opinion, submit your CV for general consideration, learn about working for us, ask a question or tell us about a glitch on our website. * First Name * Last name Job Title * Company * Phone Number * Email Address LinkedIn Profile URL * Nature of Enquiry Please choose your area of interest * Your message and any additional comments * By submitting your email address and any other personal information to this website, you consent to such information being collected, held, used and disclosed in accordance with our Privacy Notice and our website Terms and Conditions. Yes, subscribe me to your newsletter. Submit Office Address The Top Floor Kings Road Bury St Edmunds Suffolk IP33 3DE United Kingdom +44 (0)1223 482007 Monday - Friday: 8:30am - 6pm

< Back Executive compensation report for business going through PE transition David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 6 Jan 2025 Getting the job done in record time with no corners cut. Stirling Hunter was retained to deliver benchmark retention and compensation data for the most senior leadership positions and a c$1bn+ consumer goods business. As well as access to various datasets and general benchmarking providers, Stirling Hunter created a custom industry and peer group analysis for the report. The report was based upon current actual compensation levels, it did not include advertised vacancy information or predicted replacement costs per hire. In addition to professionally available data, information was sourced from c178 contact points who were a combination of executive contacts and HR professionals with related knowledge. Stirling Hunter also cross-referenced data from comparable sized consumer businesses for the purpose of compensation and benefit packages. This data is based on 203 companies with fiscal years ending up to and including 31 December 2024. The project was highly time critical to the client and was delivered by the team at Stirling Hunter in under five working days. Previous Next

< Back Could employee resistance in HR itself slow adoption of HR AI agents? David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 3 Mar 2025 Yes, employee resistance within HR teams could indeed slow down the implementation of AI agents. Here are a few reasons why this might happen: Fear of Job Replacement: HR professionals might worry that AI will automate their roles, leading to job insecurity. This fear can create resistance to adopting AI technologies. Lack of Trust in Technology: Employees may doubt the accuracy, fairness, or reliability of AI systems, especially for sensitive tasks like hiring or performance evaluations. Change Aversion: Human resource teams, like any group, may resist changes to established workflows and processes, especially if they perceive AI tools as disruptive. Ethical Concerns: There may be concerns about ethical implications, such as bias in AI decision-making or data privacy issues, which could lead to hesitation in adoption. Skill Gaps: HR teams may feel unprepared to manage or integrate AI tools due to a lack of technical expertise, leading to slower implementation. To address these challenges, organizations can invest in training, foster open communication about AI's role, and involve HR professionals in the decision-making process to ease the transition. Do you think organisations are doing enough to overcome these barriers? Previous Next

< Back Small businesses solutions for common HR issues David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 12 Mar 2025 Here are some practical solutions that small businesses can implement to address common HR challenges. Limited Resources Partner with freelancers or part-time professionals to meet short-term needs without overextending budgets. Use cost-effective HR software to automate processes like payroll, recruitment, and compliance tracking. Attracting Talent Highlight non-monetary benefits like flexibility, personal growth opportunities, or a strong company culture in job postings. Build a solid online presence through social media and networking to attract candidates organically. Retention Issues Offer recognition programs to celebrate achievements and reinforce employee value. Provide clear career progression paths, even if limited, to give employees a sense of purpose and growth. Compliance with Employment Laws Regularly consult with HR advisors or use affordable online tools to stay up-to-date with UK employment laws. Conduct periodic audits to ensure policies and practices align with regulations. Building a Company Culture Involve employees in defining the company’s values and mission. Foster team-building activities and open communication to strengthen relationships and collaboration. Performance Management Introduce simple but effective review systems, such as quarterly one-on-one check-ins, to provide feedback and address issues early. Use cloud-based tools to track goals and performance without overwhelming employees or managers. Scalability of HR Functions Adopt modular HR solutions that grow with the business, such as subscription-based tools for recruitment and onboarding. Train managers and team leads to take on basic HR responsibilities during periods of rapid growth. Managing Employee Well-Being Promote work-life balance by offering flexible schedules or extra time off when possible. Share free or low-cost resources for mental health support, like access to local community programs or online platforms. By taking these steps, small businesses can overcome many HR hurdles while cultivating an engaged, loyal, and productive workforce. Previous Next

< Back UK HR Trends Newsletter - Q2 2025 David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 14 Mar 2025 Key HR and hiring trends that UK businesses should be aware of in 2025. Upskilling and Reskilling Take Center Stage With rapid technological advancements, UK businesses are prioritizing upskilling and reskilling initiatives. Microlearning platforms and cross-functional training are becoming essential tools to equip employees with diverse skill sets and ensure adaptability in evolving roles. Hybrid Work: The New Normal Hybrid work models continue to dominate, with organizations refining strategies to balance flexibility and productivity. Personalized work arrangements and equitable experiences for remote and in-office employees are key focus areas. Internal Mobility Gains Momentum To address talent shortages, companies are emphasizing internal mobility. By investing in employee development and career pathing, businesses are filling critical roles while retaining top talent. Competitive Job Market Challenges The UK job market remains competitive, with 60% of organizations struggling to hire due to mismatched salary expectations and skill gaps. Employers are focusing on offering competitive compensation and fostering positive work cultures to attract talent. AI and Data-Driven HR Artificial Intelligence is reshaping HR processes, from automating tasks to enhancing decision-making. Data analytics is also playing a pivotal role in understanding workforce trends and aligning HR strategies with business goals. Employee Experience as a Priority Attracting and retaining talent hinges on creating an inclusive and engaging workplace culture. Businesses are focusing on professional development, well-being, and fostering positive environments to boost retention. Spotlight on Trends Asynchronous Working: Gaining traction as employees seek flexibility in completing tasks on their own schedules. Soft Skills in Demand: As AI takes over technical tasks, soft skills like communication and adaptability are becoming critical. Looking Ahead The HR landscape in the UK is evolving rapidly. By staying ahead of these trends, businesses can build resilient teams and maintain a competitive edge. Click below to access as PDF SH Newsletter Q2 2025 .pdf Download PDF • 1.56MB Previous Next

< Back Is the Four-Day Week a terrible idea? Oliver Tuscarny LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 14 Feb 2025 A one size fits all policy may be bad for employers and the economy. A major shake-up of workers' rights is on its way in the 2024/25 Employment Rights Bill introduced in the House of Commons on 10 October 2024. The Bill covers reforms to several areas of employment law, including unfair dismissal, flexible working, statutory sick pay, family leave, protections against harassment, fire and rehire, collective bargaining in the education and adult social care sectors, trade union law and enforcement of labour market rules. The bill is still subject to full review by Parliament, and we will see additional amendments before its full implementation. In early 2025, a number of MPs have proposed an amendment to the Employment Rights Bill, urging the Government to explore reducing the standard working week to 32 hours. As it stands, the Employment Rights Bill makes no specific mention of the four-day week. However, it does include a reform to make flexible working “the default,” with employees having the right from day one to request flexible working arrangements which could include a four-day week through compressed hours. Whether the government should legislate a four-day workweek is a complex issue with strong arguments on both sides. The idea of a four-day workweek sounds appealing, but in practice, it presents serious challenges that could outweigh the benefits. Here are a few key reasons why a four-day workweek could be a terrible idea: Reduced Productivity in Certain Sectors While some office jobs might handle the shift well, many industries such as healthcare, manufacturing, and retail require consistent staffing. A four-day workweek could lead to staffing shortages, forcing companies to hire more workers or pay expensive overtime. A mandated blanket policy change may be impractical for all sectors. Increased Workload and Stress If businesses expect employees to maintain the same output in fewer days, it could lead to longer work hours, increased stress, and burnout. A compressed schedule (e.g., four 10-hour days) may be more exhausting than a traditional five-day setup. Negative Impact on Customer Service Businesses that operate on a standard five-day (or seven-day) schedule might struggle to maintain customer service levels. Delays in response times, difficulty scheduling meetings, and inconsistent availability could frustrate clients and customers. Higher Costs for Businesses and Consumers Small businesses might find it difficult to adjust. If they need to stay open five or more days a week, they may have to hire additional staff, increasing payroll costs rather than reducing them. If businesses pass costs onto consumers, it could contribute to inflation or economic instability. Reduced Economic Activity With fewer workdays, there could be a decline in economic activity, especially in service industries like restaurants, transport, and entertainment, which depend on the flow of workers throughout the week. Not Suitable for All Jobs While knowledge-based jobs might adapt, professions that rely on in-person presence (teachers, healthcare workers, emergency responders, etc.) might find a four-day model unworkable. Reduced Wages If a four-day week means fewer hours, some employees might see pay cuts unless productivity significantly increases. Legislation that insists on a four day week with no wage loss will significantly increase payroll costs. It would effectively grant a 20% pay rise for all employees. Whilst great in theory for the employees, the financial strain to business could lead to redundancies and business closures. It may also add to inflation pressures as prices rise to cover the additional payroll costs. International Competitiveness Issues In a globalized economy, businesses that operate on a four-day schedule might fall behind competitors in countries that maintain a five-day (or longer) workweek, potentially leading to economic disadvantages. Arguments for Legislation Improved Work-Life Balance A shorter workweek could reduce stress, improve mental health, and enhance overall well-being. Higher Productivity Studies in some countries (e.g., Iceland, UK pilot programs) suggest that a four-day week can lead to the same or even increased productivity. Environmental Benefits Fewer commuting days could reduce carbon emissions and congestion. Job Creation If companies need to maintain output, they might hire more workers, potentially reducing unemployment. Alternative Approaches Instead of mandating a four-day week, the government could incentivize it through tax breaks, pilot programs, or allowing businesses to experiment with flexible schedules. A four-day workweek may work in specific cases, but as a broad policy, it comes with major challenges that could outweigh its advantages. Should the government legislate it, or should it be left to employers and employees to decide? Previous Next

< Back AI and the Future of Work David Tuscarny LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 14 May 2025 Navigating Employment Changes in the UK The rapid advancement of artificial intelligence has sparked both excitement and anxiety across the UK workforce. As we navigate this technological revolution, many are wondering: how will people maintain their standard of living as AI reshapes our employment landscape? Let's have a frank conversation about this complex transition and explore the potential paths forward that could help Britons thrive in an increasingly automated economy. The Current State of AI Adoption in British Workplaces Walk into any modern UK workplace today, and you'll likely find AI already at work, perhaps not as the humanoid robots of science fiction, but as the invisible systems powering everything from inventory management to customer service chatbots. Employment researchers at leading universities have observed AI adoption accelerating across virtually every sector. What's particularly fascinating is how the technology is being deployed, not just to replace routine tasks but to augment human capabilities in increasingly sophisticated ways. This dual nature of AI as both replacement and enhancement are creating a nuanced picture for workers across different industries and skill levels. It's not simply a case of "the robots are coming for our jobs," but rather a fundamental reshaping of what work looks like in the 21st century. Which Jobs Are Most Vulnerable? "So, should I be worried about my job?" That's the question on many people's minds, and unfortunately, there's no one-size-fits-all answer. The jobs facing the greatest disruption tend to be those involving predictable, routine tasks. Data entry specialists, basic accounting functions, certain customer service roles, and routine manufacturing positions are seeing significant AI incursion. If your daily work involves following the same steps repeatedly with little variation, it might be time to consider how your role could evolve. But vulnerability isn't limited to low-skilled positions. AI systems are increasingly capable of handling complex analytical tasks once thought safe from automation. Professional areas such as legal research, financial analysis and medical diagnostics are all seeing significant AI integration. The UK's Office for National Statistics estimates that approximately 1.5 million jobs may be significantly altered or displaced by AI technologies within the next five years. While this represents only about 5% of the total workforce, the impact will be unevenly distributed across regions and demographics. Birmingham, for instance, with its service-heavy economy, could see more immediate effects than areas with different economic profiles. Emerging Opportunities in the AI Economy Let's not paint too gloomy a picture, though. Despite legitimate concerns about job displacement, historical technological shifts suggest that while certain jobs disappear, new ones emerge. Remember how the internet was supposed to destroy employment? Instead, it created entirely new career paths that weren't previously imaginable. The AI revolution is already creating exciting demand for roles such as: AI trainers and specialists who help systems learn and improve. Data ethics consultants ensuring technology deployment respects human values. Human-AI collaboration managers bridging the gap between machines and teams. Digital transformation consultants helping businesses navigate technological change. Technology implementation specialists making abstract AI solutions work in real-world contexts. What makes these roles particularly interesting is how they combine technical understanding with distinctly human capabilities like emotional intelligence, ethical reasoning, creative problem-solving, and interpersonal communication. In other words, the future belongs to those who can work with AI rather than compete against it. Policy Approaches to Maintain Living Standards? Here's where things get both interesting and contentious. The UK government faces critical decisions about how to support citizens through this transition. Several policy approaches are being vigorously debated, each with passionate advocates and critics. Universal Basic Income Consumer rights experts and economic analysts make a compelling case for UBI. Universal Basic Income provides a safety net that allows people to retrain or pursue entrepreneurial ventures without facing financial desperation. It's about giving people breathing room to adapt in a rapidly changing economy. Think about how many more people might start businesses or retrain for emerging fields if they weren't paralyzed by the fear of not making rent next month. Critics counter that UBI could be prohibitively expensive and might discourage workforce participation. Others point out concerns about inflation if implementation isn't carefully managed. However, targeted UBI pilots in selected UK regions have provided valuable data on effectiveness. Funding Universal Basic Income The elephant in the room, of course, is how to pay for such a program. It's the first question sceptics ask, and rightfully so. Several approaches have been proposed, and the debate around them reflects deeper questions about how we want our economy to function: Reform of the existing benefits system A comprehensive UBI could replace numerous existing welfare programs, reducing administrative costs and complexity. The Resolution Foundation estimates that streamlining the current benefits structure could free up approximately £10-15 billion annually. Government insiders acknowledge that we're already spending this money, just inefficiently and with significant overhead costs. Taxation of AI and automation Economists at leading institutions have made a straightforward case. As AI systems generate economic value, capturing a portion of that productivity gain through targeted taxation makes logical sense. This could take the form of a 'robot tax' on companies based on their automation-driven productivity increases or a digital services tax on AI-intensive business models. It's a compelling argument, if machines are doing work once done by taxpaying humans, perhaps they should contribute to the public coffers too. UK sovereign wealth fund Financial policy analysts point to Norway as a model. Their sovereign wealth fund demonstrates how public ownership of capital assets can generate significant returns for citizens. A British Future Fund could similarly invest in the technologies reshaping our economy, ensuring the public shares in their success. Such a fund would allow the country to benefit collectively from technological advancement rather than seeing gains concentrated among tech investors. Carbon and pollution taxes Environmental levies serve the dual purpose of reducing emissions while generating revenue. The Institute for Public Policy Research suggests that a comprehensive carbon tax could generate up to £20 billion annually while supporting climate goals. It's a classic example of policy alignment addressing multiple challenges with a single approach. Wealth and land value taxes Tax policy researchers have observed that the UK's wealth distribution has become increasingly concentrated. A modest annual tax on assets above a high threshold, say £1 million, could generate substantial revenue while affecting only the wealthiest households. Such approaches target the accumulation of wealth rather than just income. I mplementation Models and Considerations Beyond merely paying for UBI, how it's structured and implemented varies widely in proposed models. Having spoken with experts across the political spectrum, several approaches seem particularly worthy of consideration: Phased implementation Social policy experts advocate for a pragmatic approach involving a gradual rollout of UBI starting with specific demographics, such as young adults entering the workforce or regions experiencing significant automation-related job losses. This could provide valuable data while managing fiscal impact. This approach also allows for system refinement before national implementation and might make the political lift easier too. Tapered benefits Welfare policy researchers explain it doesn't have to be all-or-nothing. Rather than providing the same payment to everyone regardless of income, a tapered approach where payments gradually reduce as income rises maintains the universal principle while targeting resources more effectively at those most affected by economic disruption. This addresses one of the common critiques about inefficient allocation of resources. Regional variations Having travelled throughout the UK, it's striking how dramatically the cost of living varies. Urban economists point out that a UBI that provides a meaningful standard of living in Middlesbrough might be inadequate in central London. Regional payment adjustments could address this disparity, though at the cost of additional complexity. It's a challenging balance of simplicity versus responsiveness to local conditions. Participation incentives Community organizers challenge the notion that UBI would discourage work. Rather than seeing UBI as replacing work, we should view it as enabling more meaningful participation. Some UBI models include incentives for continued engagement in employment, education, or community service, addressing head-on the concern that basic income might reduce workforce participation. Integration with existing systems Disability rights advocates emphasize that some individuals, such as those with certain disabilities, may require targeted support beyond a standard UBI payment. Any implementation must ensure these populations don't experience reduced support. Complete replacement of welfare systems could disrupt support for those with specialized needs. Divergent Perspectives What makes the UBI debate so fascinating is how it reflects broader philosophical differences about work, society, and human flourishing. These differences become apparent when examining various schools of thought: Market libertarians support UBI as a replacement for complex welfare bureaucracies. A simple cash transfer respects individual autonomy and eliminates paternalistic programs that dictate how people should live. For this group, it's fundamentally about freedom from government micromanagement. Progressive advocates things quite differently. Universal Basic Income isn't about replacing public services but complementing them. We still need the NHS, public education, and affordable housing alongside income support. When challenged that this might be overly expensive, they counter that the question isn't about affordability but priorities. Communitarians bring yet another perspective, emphasizing local implementation. Communities themselves should help shape how UBI works in their area, recognizing the unique economic and social circumstances they face. This vision involves neighbourhood-level involvement rather than one-size-fits-all national programs. Traditionalists worry about cultural implications. We must carefully consider how UBI might affect societal values around work and contribution. Implementation should reinforce rather than undermine the importance of productive engagement. It's a reminder that economic policies shape culture, not just finances. Polling research suggests the British public remains divided on UBI, with support strongest among younger demographics and those working in sectors facing automation threats. Interestingly, support increases significantly when implementation is framed as a response to technological disruption rather than as a broader welfare reform, suggesting how we talk about these issues matters tremendously. Education and Reskilling Initiatives While UBI commands significant attention in policy discussions, education and reskilling initiatives may be even more fundamental to maintaining living standards in an AI-transformed economy. Education policy researchers emphasize we need to move beyond the traditional model where education happens only at the beginning of your career. Lifelong learning accounts, where people can draw on government-supported funds throughout their working lives to retrain offer one promising approach. The government's National Skills Fund represents a step in this direction, but many experts believe much more comprehensive approaches are needed. The idea that your right to education shouldn't end at 18 or 22 but continue throughout your life, with periods of work interspersed with periods of learning new skills, could become the new normal. From coding bootcamps to advanced manufacturing training, new educational models are emerging that focus on rapid, targeted skill development rather than traditional degrees. These approaches may prove essential as the pace of technological change continues to accelerate. Worker Ownership Models One of the most intriguing approaches to maintaining standards of living involves giving workers a stake in the very technologies changing their workplaces. Labour representatives make a compelling point: When workers share in the ownership of AI systems deployed in their workplaces, the technology becomes an ally rather than a threat. The increased productivity translates to higher wages rather than just shareholder profits. Worker cooperatives and employee ownership schemes are gaining attention as models that distribute the benefits of automation more widely. The John Lewis Partnership model, long established in British retail, offers one template, while emerging platform cooperatives provide digital-age examples of shared ownership. As one manufacturing employee eloquently put it. "The question isn't just whether machines will do the work, but who will own the machines." It's a perspective that shifts the conversation from job preservation to wealth distribution, a crucial distinction as we navigate technological transformation. Individual Strategies for Adaptation While policy solutions are crucial, many individuals are already taking proactive approaches to position themselves advantageously in the changing economy. Some of the most promising strategies observed across sectors include: Developing complementary skills, those that work alongside rather than compete with AI offers one pathway forward. These include advanced interpersonal abilities, creative thinking, and complex problem-solving. Finance professionals who've successfully adapted their roles focus on understanding what keeps clients up at night, something AI still can't do well. Pursuing continuous learning through both formal and informal channels helps workers stay relevant in rapidly evolving fields. Online platforms like FutureLearn and OpenLearn, community college courses, and employer-sponsored training all provide avenues for skill development without requiring a return to full-time education. Maintaining professional networks becomes even more important during technological transitions. As the job market evolves, personal connections often provide the first awareness of new opportunities. Almost every major career advancement for many successful professionals came through relationships, not formal job applications. People who are thriving amid technological change share one key characteristic: adaptability. They view change not as a threat but as an opportunity to grow and evolve professionally. A Balanced Perspective As we wrap up this exploration of AI and the future of work in the UK, it's worth reflecting on the balanced approach that appears most promising. Technology ethicists who study human-AI interaction observe that the most successful implementations of AI are those where the technology handles routine aspects of work, freeing humans to focus on more meaningful and creative contributions. This balanced approach, using AI to eliminate drudgery while preserving human agency and creativity offers a vision of technological progress that maintains and potentially enhances quality of life. It's neither the techno-utopian dream of liberation from all labour nor the dystopian nightmare of mass unemployment, but something more nuanced and, ultimately, more realistic. The UK stands at a critical juncture. With thoughtful policy choices and proactive individual adaptation, the AI revolution could ultimately lead to more fulfilling work and broader prosperity. Getting there will require navigating significant challenges with both creativity and compassion. The choices we make now, both as individuals and as a society, will shape not just our economy but our way of life for generations to come. Perhaps that's the most important takeaway? The future of work isn't something that will simply happen to us, it's something we create together through our collective choices and priorities. The question isn't whether AI will transform work in the UK, it's already doing so, but rather, how we'll ensure that transformation benefits everyone. David Tuscarny is the Founder and Client Partner of Stirling Hunter a boutique executive search and HR consulting firm, David’s has been advising executives and Boards on hiring trends and strategy since 1997. Previous Next

Privacy Notice, Stirling Hunter executive and project recruitment, succession planning, background screening, HR, leadership and strategy consulting. Privacy Notice Your privacy is important to us. This privacy notice explains how Stirling Hunter may collect, use, transfer, and disclose your information. Personal Information is information that identifies you as an individual or relates to an identifiable individual. This Notice describes how we process, collect, and use this information in connection with: Websites operated by us from which you are accessing this Notice (the “Site”); Software platforms and applications we make available for use on or through computers or mobile devices (the “Applications”); Our social media pages from which you are accessing this Notice (collectively, our “Social Media Pages”); HTML-formatted email messages we send to you that link to this Policy; Communications, including subscribing to receive information about our Services or any of our marketing materials such as our regular newsletters, surveys, via emails, SMS/text messages we send to you manually and via automated software. Offline business interactions you have with us, including in person discussions, telephone conversations, and non-electronic communications. You do not have to provide any personal information to us, but if you do not, there may be limits on the recruitment, advisory and consulting services we are able to provide you. Who we are We are Stirling Hunter Limited, a management consulting business. We are a registered company in the United Kingdom with a registration number of 12086860, our registered office is at Greenwood House Greenwood Court, Bury St Edmunds IP32 7GY. Our Services help our clients to develop their business, we help them with executive search and project recruitment. organisation design and strategy, talent strategy, rewards and benefits, assessment and succession, leadership development, and other talent needs. We also provide HR consulting Services that range from day-to-day advice to full HR project management, background screening and a range of career advisory services including executive coaching and job-hunting preparation. Our executive search Services help clients find talent at the board-level, chief executive, and other senior professional and executive positions, our specialist and interim management recruitment Services help senior executives select and hire the talent they need to execute their strategy. Stirling Hunter is committed to keeping your information secure and managing it in accordance with our legal responsibilities, under the privacy and data protection laws applicable wherever we operate in the world, as well as the Data Protection Act 2018 and UK GDPR along with the General Data Protection Regulation (Regulation (EC) 2016/679 (“GDPR”) in the European Union (“EU”). Who this policy applies to We collect a variety of personal information to provide our services to you and our clients. This policy applies to you whether you are a candidate for one of our clients, an individual we are assessing as an employee of one of our clients, a client or whether you are a source or a referee in respect of a candidate or an employee of one of our clients. For the purposes of this policy: candidate(s) means an individual who is a candidate, applicant, potential candidate, employee of a client; client(s) means any, business, firm, organisation, government body or individual that mandates us to perform any of our Services; a referee is a person who provides a personal or work reference in respect of a candidate and; a source is a person who provides us with information or intelligence about a candidate. If you disclose any Personal Information relating to other people to us, you represent that you have the authority to do so and to permit us to use the information in accordance with this Policy. Gathering information Our clients expect us to identify the best people to fill their roles. We need to research systems, online databases, and other information sources, and talk to many individuals to achieve this. Besides our clients, these will include referees and sources to help inform our decision-making process. We need to process personal data quickly, discreetly, and often without reference to the data subject. Accordingly, we process such data in accordance with the Data Protection Laws, using our legitimate interest where it is not possible or feasible to speak directly with the data subject. Beyond this, we will seek consent in the circumstances explained later in this policy document. We collect information from candidates directly when you upload your resume to our candidate portal or when you send this to us via email or post. We also collect information from you when you speak with a Stirling Hunter employee. We also collect information from you in automated ways, including using cookies and similar technologies as well as using tracking pixels and tokens in our email communications (e.g. to understand whether you have opened a marketing email from us). How we collect and use personal information Candidate(s) - We use the personal data we collect from you for several purposes: Processing job applications for our clients, on whose behalf we are managing a job vacancy. If you apply for a specific job, we may pass your details to the relevant client to proceed with the application. As a result, you may receive further direct correspondence from them. Searching for relevant candidates for confidential executive recruitment assignments where our client is not initially named. If we feel you are suitable for a specific role, we may pass your basic details on to the relevant client. If that client agrees that you might be suitable, we will then discuss this with you in more detail. You may be interviewed for the role by one of our consultants. If successful, you may be shortlisted for interview by our client. At this point, we will pass further details to the client, you may then receive further direct correspondence from them. We may conduct mapping and strategic research exercises to help a client mitigate the risks when considering entry into new markets, territories or during the acquisition process. Here, we may include certain aspects of your personal data. You will not be contacted by any third party about this unless we first obtain your consent. To provide our Services to you as an individual, most likely an assessment or coaching programme. For equality monitoring purposes, to understand the diversity of our applicant pool, but only if admissible under the applicable law. (This information is anonymised and aggregated). Improving the service we offer. For example, you may be asked to complete one of our online satisfaction surveys. For direct marketing purposes, to understand how you use and interact with our recruitment Services, our website and previous communications we have sent you, and to then send you information on our Services, white papers, newsletters, events and so forth which we believe will be relevant to your expressed or inferred interests, or which would generally be relevant to someone in your position. Please note you may opt out from receipt of marketing materials at any time by writing to us. We will only use your information in accordance with this Policy, where required or authorised by law to disclose your information to others or, have your permission to do so. Please be aware we are not responsible for the data processing activities of others, such as our clients. Client - We will use client data to perform our Services to you and other legitimate business purposes such as marketing. Source and Referee - We will use source and referee data to perform our Services to enable us to obtain your opinions on a candidate. We may also use this information to enable us to market our Services to you as a potential client. We may as well invite you to become a candidate in respect of the provision of our Services. The type of personal data we collect and process - In all cases, we collect and process personal data about you, including your name, address, telephone number and email address. Candidate - If you proceed with a job application, or should we consult you about a role, you may be required to submit additional personal data. For example, education and career history and curriculum vitae (CV), or resume. Your CV or resume may contain employment history, education, professional qualifications, memberships, details of papers written, references and referees, amongst other things. Based on your explicit consent, we will also process any relevant psychometric assessments, psychological tests, or results from such assessments or tests. We may occasionally ask you to provide information relating to protected characteristics, such as your race or marital status. We do this for equal opportunity monitoring purposes and from time to time online, but only if that is admissible under local law. This information is always anonymised and aggregated and will not be revealed to third parties without your specific consent. We might also collect personal data from third-party databases and other public sources. Client - As well as basic contact information we will also collect information about your role and other information provided to us by your organisation. Source and Referee - As well as basic contact information we will also collect information regarding your credentials as a source, details of your relationship/knowledge of a candidate and your opinions of that individual. We may obtain this information directly from you or publicly available information. What we do We may run job adverts you may respond to, either electronically or via mail. Other roles may involve one of our researchers or consultants calling you to discuss the details. Then, we will either inform you verbally that we will process your personal data or send you a Data Privacy Notice. Both will direct you to this Privacy Policy. Besides filling particular leadership vacancies, we also process personal data mapping and strategic research exercises to help clients understand the available talent within certain sectors or functions. Newsletters and other communications If you would like to receive one of our newsletters, we will ask you to provide us with your name, email address, job title, company name and country of residence. When receiving a newsletter(s) from us, we may send email alerts and bulletins about our Services and any roles that might interest you. You can unsubscribe from our electronic marketing messages by following the “unsubscribe” instructions included in our communications. Also, you may change your preferences and cease receiving direct marketing from us through your email account settings. From time to time, we may contact you with updates on our Services, terms of business or simply to ensure that the data we hold is current, relevant, and up to date. Satisfaction surveys If you take part in a user satisfaction survey, we may ask you to provide us with personal data, including your name, email address, and your views and opinions. Providing information to others To help us run this website, and to provide our Services in certain countries, we collaborate closely with trusted partners with whom we need to share personal data. We will share information only as anticipated within this Privacy Policy and, wherever appropriate, limit disclosure to information in aggregated form, to avoid or limit identifying you personally. Where we share information with such a third party, you will not be contacted by them, unless we have obtained your prior consent. Third parties We may also provide information to third party service providers who process information on our behalf. This is to help run our internal business operations, including email distribution, marketing, IT Services, and customer Services. As part of our agreements with them, these third parties are required to process such data securely and only in accordance with our instructions. Your information may be shared with organisations located elsewhere in the world. As their privacy laws may not match your home country’s standards, we will only make a transfer if we have first implemented any safeguards, most commonly the ‘standard contractual clauses,’ as required by applicable law. You have a right to request a copy of any safeguards we use to transfer your personal data to third countries. We may need to disclose information about you to law enforcement bodies, agencies or third parties, under a legal requirement or court order. We will act responsibly and take account, where possible, of your interests when responding to these requests. If you are concerned about these arrangements to disclose or share personal data with third parties, you should contact us and ask us not to process your personal data. Sensitive data We will seek your consent to process personal data in respect of certain specific and limited purposes such as racial or ethnic origin, political opinions, religious or philosophical beliefs, trade union membership, data concerning health or sex life and sexual orientation, genetic and/or biometric data. We encourage you not to provide us with sensitive personal data unless it is specifically requested, and we have your consent. Information about others If you provide us with information about other individuals, such as the details of a referee or personal contact, you must ensure they have agreed to this. We would advise you to keep a record of their agreement and provide them with a copy of, or link to, this Privacy Policy. Data Security We invest significant resources to protect your personal data, from loss, misuse, unauthorised access, modification, or disclosure. However, no system can be 100% secure, and so we cannot be held responsible for unauthorised or unintended access that is beyond our reasonable control. International transfers Our Services are global, your personal data may be stored and processed in any country where we have operations, our staff are located. We will take all steps necessary to ensure that your personal data is treated securely and in accordance with this Privacy Policy. This means that your personal data will only be transferred to a country that provides an adequate level of protection (for example, where the European Commission or the UK Data Protection Authority, (“ICO”) has determined that a country provides an adequate level of protection) or where the recipient is bound by standard contractual clauses according to conditions provided by the European Commission or ICO. Our Site and Services are accessible via the internet and may potentially be accessed by anyone around the world. Other users may access the Site or Services from outside the EEA, Switzerland, or the UK. This means that where you chose to post your personal data on our Site or within the Services, it could be accessed from anywhere around the world and therefore a transfer of your personal data outside of the EEA, Switzerland or the UK may be deemed to have occurred. If you are concerned about these arrangements, you should not use the website and contact us to ask us not to process your personal data. Keeping Your Information We keep your personal data for as long as required to provide our Services, and in accordance with legal, tax and accounting requirements. Where your personal data is no longer required, we will ensure it is disposed of in a secure manner. Where required by law, we will notify you when this has happened. Your right to object and to have your data erased You are not obliged to provide any personal data to us and may withdraw consent previously given. You have the right to ask us to stop processing any personal data and to have it erased if we no longer have a lawful reason to continue processing your data. You also have the right to object to any processing of your data that we conduct on a ‘legitimate interest’ basis, or to processing conducted for direct marketing purposes. In these circumstances, we reserve the right to maintain basic personal data such as your name and address. This is to ensure your personal data is not processed by us in the future. Access rights In some jurisdictions, you may have the right to request copies of your personal data held by us. If you think any of that data is inaccurate, you may also ask us to correct it. You may also have a right, in certain circumstances, to require us to stop processing your personal data. Also, you have the right to ask us to transfer your personal data to someone you nominate for your own purposes. To contact us about any of this, please email us using the contact information below. Please note that we may request proof of identity. We will respond to your requests within the period that applies in the country concerned. In certain circumstances, in countries where it is required or permitted by law, we may not be able to provide you access to your personal data. Wherever possible, we will notify you of the reasons for this. Updating your account and preferences - If you register an account with us, please keep your details up to date, and notify us of any changes to your personal data. You can do this by updating your user preferences through your account login, or by contacting us using the details below. Cookies Cookies are small, often encrypted text files, located in browser directories. We use cookies to help users navigate our websites efficiently and perform certain functions. Information from cookies also allows us to make improvements to our Services. We only collect "session" cookies, these are usually not stored after your browsing session has ended. We notify website users that our website uses cookies when first arriving at our website. This is through a one-time pop-up notification that allows you to agree to the use of cookies and provides details on how to delete and control cookies. If you choose to block or delete cookies, this may affect the functionality of this website. More information about cookies, including how to block them on all sites or delete them, can be found at https://allaboutcookies.org/ . Analytics - We use analytics tools to help deliver our online services, identify any service issues, improve our online services, provide content tailored to users' personal preferences, and monitor site traffic/usage. These tools may be provided by third-party service providers and may include the collection and tracking of certain data and information regarding the characteristics and activities of visitors to our website. We may disclose data, including personal data, to certain third-party Services providers to obtain such Services. One of these providers is Google Analytics. More information about how Google Analytics collects and processes personal data can be found at www.google.com/policies/privacy/partners . To opt out of all Google Analytics tracking visit https://tools.google.com/dlpage/gaoptout . Third party websites This Policy only applies to this website. If you land on our site from other websites or move to other ones from our website, you should read their respective privacy policies. Terms & Conditions This Privacy Policy explains the ways in which we collect and process personal information, for the terms and conditions which apply to your use of this website, please refer to our Terms & Conditions. Contact information If you have questions concerning this website or its policies, or to exercise your rights with respect to your personal information, please contact us at data@stirlinghunter.com . How to complain If you have any concerns about our use of your personal data or have a complaint, please use the contact information above. If you remain unhappy with how we have used your data after raising a complaint with us, you can also complain to the Information Commissioner’s Office (ICO). Helpline number: 0303 123 1113 Website: https://www.ico.org.uk/make-a-complaint. Last updated 02 March 2025 We keep this Privacy Policy under regular review and update it from time to time. Please review this policy periodically for any changes.

< Back The £50 Billion Blind Spot: Why the UK Budget Ignores the AI Revolution About to Transform Work David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 17 Oct 2025 The government is simultaneously betting big on AI transformation while making 5-year fiscal plans based on pre-AI labour market assumptions. As Chancellor Rachel Reeves prepares tax rises and employment reforms, her fiscal plans appear oblivious to the workforce disruption already underway. It's like planning a budget for horse-drawn carriages in 1905. On November 26, Chancellor Rachel Reeves will stand before Parliament to deliver her second budget, announcing what experts predict will be approximately £30 billion in tax increases. The Office for Budget Responsibility will publish detailed forecasts about productivity, employment costs, and economic growth through 2029. And nowhere in these meticulously calculated spreadsheets will you find serious consideration of the technological revolution that could render many of their assumptions obsolete before the ink is dry. While the Treasury agonizes over the Employment Rights Bill's "probably net negative economic impacts" and an expected £20 billion impact from the OBR's productivity downgrade, an elephant is quietly entering the room: agentic artificial intelligence. (AGI). The Revolution Already Underway This isn't science fiction or distant speculation. The government's own AI Opportunities Action Plan acknowledges that "we will very soon see agentic systems - systems that can be given an objective, then reason, plan and act to achieve it." These aren't chatbots that answer questions, they're autonomous systems that can manage complex workflows, make decisions, and execute tasks that currently employ millions. The numbers are staggering. Research surveying 200 global HR executives found that AI agent adoption is expected to jump 327% over the next two years, leading to productivity gains of 30% and labour cost reductions of 19%, equivalent to $11,064 per employee. More significantly, these executives expect to redeploy nearly a quarter of their workforce to new roles as agentic AI is implemented. Let that sink in. One in four workers reassigned within two years! The Policy Disconnect Here's where it gets surreal. The same government simultaneously pursuing aggressive AI adoption is making multi-year fiscal plans as if the workplace of 2029 will look fundamentally similar to today's. Chancellor Reeves has announced plans to cut 10,000 civil service jobs, explicitly stating that AI and automation would fill these gaps. Yet the OBR's forecasts driving the £30 billion tax rise are based on traditional employment models, downgrading productivity assumptions while ignoring AI's potential to reverse decades of stagnation. The Employment Rights Bill exemplifies this disconnect perfectly. The government's impact assessment estimates the bill could cost businesses between £0.9-£5 billion annually —calculations based on current employment structures. But what happens when large swathes of those jobs fundamentally transform or disappear? The government is essentially legislating protections for yesterday's workplace while tomorrow's is already taking shape. The OBR acknowledged it hasn't incorporated the Employment Rights Bill into forecasts because "there is not yet sufficient detail or clarity about the final policy parameters." If they can't model a piece of legislation working through Parliament, how are they supposed to account for the most disruptive technological shift since the internet? The Fiscal Time Bomb The implications for public finances are profound and multifaceted: Tax Revenue Volatility: If AI drives workforce restructuring at the scale predicted, income tax and National Insurance contributions (which together comprise over 40% of tax revenue) could fluctuate wildly. The government is planning tax policy for an employment landscape that just may not exist. Welfare System Stress: While 88% of HR chiefs believe redeployment is more cost-effective than external hiring, this transition won't be seamless. Unemployment spikes, demands for retraining programs, and pressure on the welfare system could dwarf current projections. The Productivity Paradox: The OBR is downgrading productivity forecasts by 0.2 percentage points, requiring £20 billion in tax rises. Yet agentic AI promises the kind of productivity revolution that could make these assumptions laughably pessimistic or render them irrelevant if the gains don't translate to broad-based employment. Business Investment Mismatch: Companies are being asked to absorb billions in new employment costs just as they're contemplating massive investments in AI that could transform their workforce needs. This creates perverse incentives to accelerate automation rather than invest in human capital. Not For Want of Awareness This isn't a case of policymakers being unaware. The UK has positioned itself as an AI leader with the AI Safety Institute and "a proportionate, flexible regulatory approach." The government created a £3.25 billion Transformation Fund and allocated £42 million to Frontier AI Exemplars. The rhetoric is there. What's missing is integration. The AI strategy exists in one silo, employment policy in another, and fiscal planning in a third. It's as if the Treasury, the Department for Science and Technology, and the OBR are working in parallel universes that never intersect. The Questions Nobody's Asking As Reeves prepares her budget statement, Parliament should be demanding answers to questions that aren't even being posed: What are the fiscal scenarios if 20-30% of jobs transform by 2029? How do employment tax projections change under different AI adoption rates? What's the breakeven point where AI productivity gains offset employment tax revenue losses? Should fiscal policy actively shape AI adoption speed, or just react to it? What's the plan for funding large-scale workforce transitions? Research shows that 73% of employees remain unaware of how AI agents will impact their work. It appears the OBR may be in similar territory. A Budget for Yesterday The November budget will likely be remembered for its tax rises, spending cuts, and the political battles over who bears the burden. But the real story may be what it doesn't contain: any serious reckoning with the transformation already underway. The Treasury is working to fill a £30-50 billion fiscal hole using assumptions about work, productivity, and employment that may be obsolete within this parliamentary term. It's fiscal planning for the world of 2020 when we're hurtling toward 2030. History suggests that governments usually realize they've missed major technological shifts only in hindsight, after the jobs have disappeared, after the social disruption has occurred, after the fiscal assumptions have collapsed. The information is available now. The research exists. The trajectory is clear. The question is whether anyone in the Treasury is actually reading it? As the Chancellor rises to deliver her budget on November 26, she'll present detailed forecasts extending to 2029. Those forecasts will be precise, carefully modelled, and potentially built on a foundation of sand. The biggest fiscal risk facing the UK might not be productivity downgrades or employment legislation. It might be the revolution nobody's putting in the spreadsheet. Previous Next

Modern Slavery - Stirling Hunter executive search, project recruitment, succession planning, background screening, HR, leadership and strategy consulting. Modern Slavery Stirling Hunter is an independent professional services firm providing executive search, specialist recruitment, leadership, organisational strategy, and human resource consulting. We conduct business fairly, honestly, transparently and in compliance with all applicable legal and regulatory obligations. We expect everyone who works for, or with, Stirling Hunter to adopt the same approach and to maintain the highest standards of ethical business behaviour. Stirling Hunter does not tolerate, permit, or engage in bribery, corruption, or improper payments of any kind in our business dealings with either public officials or people in the private sector. We are committed to reducing negative human rights impacts and oppose modern slavery in all forms within our business and supply chains. We select suppliers that have the same values as us, including a commitment to the highest professional standards and ethical conduct in their business dealings. This statement covers the financial year 2025 and is made voluntarily, in support of the principles of the Modern Slavery Act 2015. Stirling Hunter is a small and medium sized enterprise (SME) with an extremely manageable employee structure. Our business employs professionally qualified and skilled people, all are UK based. Internally, we communicate openly and transparently and seek to ensure that our work respects others. We treat people fairly and ensure employees are earning a living wage, working safely, encourage constant ethical and personal development and provide a full Employee Assistance Programme to support the health and wellbeing of our people. We train all staff in matters relating to modern slavery and have procedures in place to enable employees to raise concerns about wrongful behaviour within our business, including in relation to ethical standards, without fear of reprisal. Due to the nature of our services, we have a limited supply chain made up of professional advisors, technology services companies and office suppliers. We have reviewed our supply chain and believe our risk for violations of the Modern Slavery Act remain low. This statement has been approved by the Board of Directors who will review and update it annually. Last updated - 21 January 2025

< Back AI driven executive search David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 18 Mar 2025 Stirling Hunter empowers organisations with precision, expertise and AI-driven solutions. Previous Next