Thank you for joining us, Matt! Let’s begin with the current ‘mood’ of the workforce in 2026! Using just one word, how would you describe it? Why?
Matt Poladian:
“Fearful. And I don’t say that to be dramatic. I say it because I think it’s honest.
There’s real anxiety in the workforce right now, in tech and outside of tech, and a lot of it is being driven by what people are saying about AI. Some CEOs have said publicly that people should watch out because AI is going to take their jobs. Other leaders have talked about how people can be quickly left behind if they don’t get “on board.” I don’t think this is particularly helpful. When you tell people to fear something, their imaginations take over and they start filling in the blanks themselves. Mercer reported that 40% of workers now fear losing their job to AI, up from 28% two years ago, so the impact of these narratives is measurable and consequential.
What I keep coming back to is that the antidote to fear is knowledge. I recently read an excerpt from a letter written by a farmer in the 1800s who was afraid the industrial revolution would take away his livelihood. Of course, with hindsight, we know that the industrial revolution also expanded economies and helped create new kinds of opportunity. I’m not saying I have a crystal ball. I’m just saying leaders have a responsibility to help people be a little more measured in how they think about change.”
Have you ever felt that pressure to be the ‘fixer’ in a broken system?
Matt Poladian:
Absolutely. A lot of the pressure on HR leaders today comes from managing digital transformation.
HR leaders used to spend most of their time on culture and the employee lifecycle. Now, the head of HR is often one of the biggest owners of an organization’s internal tech stack. I am the executive sponsor of a dozen or so SaaS tools, and IT-related decisions now take up close to 20% to 25% of my decision-making space. That shift happened quickly, and a lot of people in HR were never really trained for it.
So you end up being called in to help solve problems HR didn’t necessarily create: systems that don’t talk to each other, tools employees aren’t adopting, or frustration from people who feel like technology is being done to them instead of for them. None of that starts as an HR problem, but HR often feels the impact when the people side breaks down.
HR leaders don’t need to become technologists overnight, but we do need the right relationships early with IT, legal, procurement and project managers, so that when we’re brought in to solve something, we’re not doing it alone.
What is the biggest myth about working in HR that you wish would die?
Matt Poladian:
That being a “people person” and being tech-savvy are somehow opposites.
I still hear HR professionals say, “I don’t deal with tech, I’m a people person,” and I don’t think that holds up anymore. Technology is part of the employee experience now. The tools people use to collaborate, manage performance, find information, get support and communicate with each other all shape how work feels. And AI magnifies all of that.
That doesn’t mean HR leaders need to become engineers. But we do need to understand enough about technology to ask the right questions, choose the right partners, and make sure tools are actually helping people. Because when technology is implemented well, it can create more human connection, not less. We saw that clearly in 2020, when platforms like Zoom and Teams helped people see each other’s faces at a time when many felt isolated. Technology can deliver real human warmth when it’s used thoughtfully.
If you could ban one corporate buzzword forever, what would it be?
Matt Poladian:
“AI will take your job.”
I know that’s more of a phrase than a buzzword, but it has become its own kind of corporate currency, and I’d love to retire it as quickly as it emerged. The language we use around AI is doing real damage to how employees relate to it. When people hear that framing, they start “protecting” themselves from AI instead of learning how to leverage it in their careers.
What I try to do instead is show people the tangible upside. We’ve built AI into parts of our product, and it’s helping us open new conversations with customers. That’s something to celebrate, as long as we’re using it responsibly. The conversation needs to shift from “watch out” to “here’s what’s possible.”
What is one task AI will never be able to replace in your people strategy?
Matt Poladian:
The personal relationship required to reach someone who has completely shut down.
We’ve been looking at a five-stage AI adoption model, and we actually added a “stage zero” because there’s a category of employees who aren’t just slow to adopt, but have folded their arms and decided, “this isn’t for me.” No policy, webinar, or AI-generated communication is going to reach that person on its own.
What reaches them is their colleagues and their manager. Someone who knows them, has built trust with them and can understand what’s underneath the resistance. That kind of human relationship is what helps people move from fear or avoidance to curiosity.
What is one book every leader in HR should read?
Matt Poladian:
Quiet by Susan Cain.
It’s a book about introversion and extroversion, and how people show up differently in group settings. But when I read it, I kept thinking about something beyond what the author originally intended: virtual and in-person participation has become its own version of that dynamic.
In a hybrid meeting, the virtual participant can sometimes show up like the introvert in the room: present and engaged, but structurally disadvantaged by the environment. That insight shaped how I think about hybrid work. At Liferay, I’ve recommended that virtual meetings happen on the days when everyone is remote, so no one is the person on a screen looking into a room.
To me, that’s the mark of a great book. It gives you a framework you can apply beyond the exact situation it was written for.
If you had an unlimited budget for one year but could only spend it on one area of the employee experience (e.g., wellness, learning, compensation, physical space), where would it go and why?
Matt Poladian:
Learning. Specifically around helping people understand and adopt the technology that’s already available to them. A McKinsey study found that 80%+ of organizations using AI haven’t seen enterprise-level impact yet, so there is clearly a deployment-vs-adoption gap.
I look at what companies are spending on AI tools and then I look at how people are actually using them. Right now, a lot of usage is still glorified Google searches, or expensive “rabbit trails” that drain token usage. We’re not getting close to the full value these tools can deliver.
If I had an unlimited budget for a year, I’d pour it into closing that gap. Not just webinars, but hands-on, gamified, practical learning experiences. McKinsey finds that organizations using gamified training see up to a 50% improvement in engagement and retention rates. We ran a competition on my team where people had to find a real AI use case that solved a problem they were facing at work. We got 18 ideas back. People built things, recorded presentations, and competed for a chance to attend a conference together. That kind of learning sticks. It improves productivity, but more importantly, it changes how people relate to the technology. They stop seeing AI as something to fear and start seeing it as something they can use. You can’t put a number on what it’s worth to have a workforce that is curious instead of fearful.
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