HR in 2026: Culture, Communication and the Generation Gap

Automatically transcribed, so there may be the odd slip.

Alastair GreenerHello, and welcome to the Alastair greener Generationally Speaking podcast, where we look at bridging the generation gap by debunking myths, tackling stereotypes, and sharing practical tips on how we can build stronger intergenerational connections. My guest today is an HR consultant at Face 2 Face HR in Harrow, near London. She helps businesses navigate people challenges with practical, no-nonsense advice that works in the real world. Today, we're gonna be talking about what's working in HR and what working in HR looks like in 2026, how the role has changed in recent years, and then the generational trends that she's noticing in the workplace. So, lots to talk about, and we were just chatting before we went on air that we realized that, uh, Farzana is the very first HR professional I've had on my podcast. So very excited that she's here. So Farzana Parker, welcome.

Farzana ParkarThank you very much. Thanks, Alastair. Um, thanks so much for having me. I've been really looking forward to this, and of course, a, a real pleasure. Uh, I'm really happy to be the first, uh, HR person to be doing this. Um, so a-as Alastair introduced me, I am a HR consultant. I work with businesses of all shapes and sizes, helping them navigate the often tricky world of people management and employment law. Um, I've been in HR for about, uh, gosh, uh, 15 years now, and honestly, the landscape looks very different from when I started. But one thing that's never changed is that at the heart of every workplace challenge, there's always a people story, and more often than not, these, uh, those stories come down to how well people understand each other,

Alastair Greenerthat's something that I'd love to get into in terms of what's changed, what remains the same, uh, the elements that we would recognize and maybe those that we don't. If you don't mind, I'd like to step back first before we get into the world of HR, because I always love the fact that we are framed by our generation, our thinking, and we're framed by the way we were brought up, the environment in which we were brought up. So tell us a little bit about you, whether you feel that you are typical of your generation, whether you, um, you know, and how that has framed you in the work that you now do. So, yeah, t-tell us a bit about your upbringing.

Farzana ParkarSo, I mean, I feel like generational differences in the workplace, um, aren't just an interesting conversation. They're something I see kind of playing out in, um, businesses every single week. Um, and when it goes wrong, it can be really costly, both in terms of people's wellbeing and the bottom line. Um, from my perspective, the, the- I feel in, in terms of, um... I mean, I call myself a Xennial, so a mixture between a Generation X and a Millennial. So I kind of feel I have the sandwich between the baby boomers and the, and the m- Millennials, even though I appreciate the Gen Zs are really coming out in force at, at the moment. So I ident- identify with both generations, if that makes sense. Um, so I've always- Yeah. always

Alastair Greenerit's not a, it's not a strict cutoff point. You know, you're, you're not a millennial or, uh, you know, there's, there's, there's a, you know, an ebb and flow o-of, of all of that. And being an Xennial, you're quite right. You are caught in that supposition where the majority of the workplace... Actually, the majority of the workplace right now, the biggest representation of any generation is millennial right now because some Gen Xers have already left the workplace or they're on the way to leaving the workplace. And of course, all, um, Gen Z aren't there yet, you know, the youngest still being 15. So actually, as a millennial, you are representing a, a cohort, if you like, who are probably the highest represented in the workplace.

Farzana ParkarYeah, 100%. 100%. So, I mean, I've, um... for the first time, I'm also noticing, Alastair, is that workplaces can have four or even five generations working together side by side, each with different values, communication styles, and expectations. Um, you know, younger employees, for example, the Gen Zs, want purpose, flexibility, and frequent feedback, and they don't respond well to rigid top-down management, which is what I've kind of been exposed to when I left university. That's how it pretty, pretty much was. Um, and then older generations of- often bring loyalty, resilience, and institutional knowledge, but can feel overlooked and sidelined, or sidelined sometimes because of the newer skills that the Gen Zs are bringing into to the workforce. Even Millennials, I, I would say, uh, to, to a certain degree, as you say, with- 'cause they're representing a majority of the workforce. Um, but I find that conflict often arises Not from personality clashes, but from generational assumptions. So, um, for example, attitudes to office presence, response times, or what respect looks like. Um, so w- which I found was, um, interesting. But, um, businesses that do understand, like, generational differences are better at retaining talent and reducing conflict, I found. So they, they

Alastair GreenerYeah, there's...

Farzana Parkartrue harmonious kind of process, uh, uh, institution in place.

Alastair GreenerYeah, I think that's-- the, the, the evidence is absolutely there to support that. And you talked there a little bit about when you first left university and came into the workplace. Tell me about that. What was it like, you know, when you joined the workplace? First of all, what did you train as? What did-- What was your first job? And what was that like coming into the workplace then?

Farzana ParkarSo mine, my, uh, it's not a typical route into HR. It's a bit of a squiggly c- career, if you like. Um, I actually did, um, a, a degree in media production and technology, so I had these, um, c- this idea of becoming a, um, a writer, a journalist, and I thought, "Okay, right. I'm gonna become a journalist and then, you know, the writing career will come afterwards." Um, so that's essentially what I studied at university. And, um, I then worked at a couple of magazines, um, when I left university. Uh, it didn't take very long for me to actually find my first job, um, not compa- uh, compared to, um, the graduates who are coming out of work, uh, coming out of university now. Uh, it is quite difficult. But, um, I would say it took me about nine to 10 months. So I was temping, um, with, um, a, a very well-known, uh, recruitment agency all around London. Uh, and I was just doing re- um, reception jobs, which was great 'cause it gave me exposure to lots of different, uh, organizations. Um, you know, how they ran things and what the people were like. Um, and then it wasn't until I got my first permanent job that I was kind of almost thrust into like a, uh, a, a proper, you know, um, work environment. Meeting the typ- types of, um, different people. But one thing, when I was, um, um, you know, as I, as I entered the workforce, I did work in a, um, a, like, you know, an agency, and I met this, um, I met this guy and- I think I must have been having a little bit of a kind of rant, I think, probably because I didn't understand, like, you know, what is all this work lark and why is this person behaving this way? And he said, he said to me, "Farzana, one thing you'll need to learn when you lead, um, leave university is you need to play the game." And I'm like, "What do you mean play the game?" But as I actually entered or, you know, as I started working in the different organizations, I totally got it. Because that's essentially what it is. And, you know, and I'm wondering if that's perhaps another reason why, uh, the generational differences are, have evolved to a certain degree because, you know, some people, especially again, going back to the Gen Z, not to, not to pick on them, um, but you know, they don't want to play the game. They want to, they want you to, the organizations to take them as they are. They don't wanna do the schmoozing. So when, you know, when I was younger, it was, it was very typical for like, you know, the, the, you know, it would be a, a ce- certain hierarchy how, you know, uh, directors would behave and how you were expected to behave and give that type of like respect and authority. But Gen Zs are not interested in that. So, so the, the, you know, the, that's what I find, um, quite fascinating.

Alastair GreenerSo wh-when you're in your role right now as in, in HR, and you, you've highlighted something there which is a, a big difference between the generations. So on one hand, you're having to explain to employers and HR people, you know, with the organizations that you're working with, to explain how this generation are, the fact that they think differently. Again, you know, I use the phrase all the time, we're framed by our generation, not defined by it. So I don't want to stereotype, but there are definite patterns which exist amongst their generation. So on one hand, you're having to train employers to understand the differences of the people who are coming in. Are you also helping Gen Zs to understand that there is still a bit of a game when you come to employment? Or is that a bit of a lost cause because you feel actually that that doesn't resonate with them at all?

Farzana ParkarUm, to a certain degree, I think it's important that they understand organizations', um, uh, r-rules and, uh, you know, uh, procedures, essentially processes. Um, so I, I'm always a big advocate for, um, all organizations, s- whether it's small or large, to have a really robust induction process. Um, you know, and it, it applies to all generations. At this point, it's someone who's new joining the company, um, you need to un- they need to understand what the company is, how, what their kind of rules and regulations are, if you like, and how they like to do things. Um, you know, impress upon the culture. Culture is a big thing, which I find, um, i- is also something that's, that's re- I mean, it's really Culture is very important to all companies, essentially, but I find the difference in culture is, is also led by how many, uh, types of-- what type of generation they typically have, you know, the h- the n-number. So, so I would say that, you know, while to a certain degree they, they are like, you know, "Take me as I am," they, um, at the same time, you know, it-it's, it's, um, there's no harm in businesses ensuring that the induction for the new person is very, very thorough so they, they understand exactly what's expected of them. ' Cause that's the other thing as well, the, uh, the generations, you need to be very explicit. Um, I, I find that, um, when I st- entered the workforce, there was a lot of subtext, um, you know, a lot of things that you had to make assume things. Um, but the, the newer generations is like, "Well, no, explain to me very clearly what you're asking me to do so then I can make sure I do it." Uh, which again, I find, um, quite interesting. And

Alastair Greenerit's, and it's challenging. If you were brought up in a certain way, you're used to certain methodologies, then all of a sudden you're having to learn different ways because the newer cohorts think differently. You know, obviously that, that takes some getting used to. And I've always advocated how important it is, that onboarding process, and in fact, I've had a couple of guests on this, um, podcast who've talked about their experiences firsthand, as Gen Zs going to organizations where that onboarding is not as strong as it maybe should be. One of the things that I hear a lot, and I'd be interested to see whether you're experiencing the same, is, you know, you talked about transparency. We hear the word authenticity a lot, and that we know that Gen Z, again, as a pattern, that's what they're looking for. But there seems to be a disconnect sometimes between the recruitment process and then the onboarding process, so that when a Gen Z, or anybody for that matter, is recruited into the company, what they discover when they get there is sometimes a little bit different. Is that something that you, you find in your work?

Farzana ParkarAbsolutely. Um, Alice, it's, it's quite interesting you bring that up. Um, it happens more often than you think, and generally, um, I, I, I find that the reason for that is because when, um, businesses need to recruit and it's a, it's a role that perhaps that's been, uh, they've recruited for quite, uh, you know, uh, very recently, uh, someone's leaving them. So they, they pres- present this idea of what the company, what their company is. Um, so and then they then generally kind of give the brief to a recruitment agency or whoever, or even the recruiter, um, presents this opportunity as a, "Oh, this company is amazing. This is what they do. This is how we help." The reality is when they join, they don't see that at all, and that is really dangerous. I feel like it's, it's really important that, um, a leadership team walks the talk. So if you are, you know, if you are saying, like, again, going back to when I was talking about culture, if you are going to, um, you know, if you are going to have this ideal of, of what your business should be or how they should, they should behave, and you want your employees to reflect that, then essentially the leadership team have to, have to emulate it right from the, uh, outset. Uh, one of the things I've learned in my career, and it's, um, um... and I'm gonna name, I'm going to mention my, um, almost, like, my unofficial mentor. When I went into HR, the chief HR officer, she taught me so much. I learned so much from her. She came in and transformed, um, uh, the organization, and the way she changed the culture was just, like, amazing to see. But what, one of the things I learned from her was that a culture is, the HR's role is to support the leadership team to embed- The culture into the company, not lead. Leading of the culture should always come from the leadership team or the senior management team. They're the ones who should be singing from the same hymn sheet and presenting the company as is, because that is what people will see. Irrespective of what their generation is, that is what people will see.

Alastair GreenerYeah, and how often do we hear, and I, I find it in my work and I know other people, where you're brought in by the senior management team and they say, "Make our staff do this, make our staff do that," when actually leadership starts from the top. And I know people who will refuse to work with an organization if they don't get that 100% buy-in from the senior management team that actually they're on board with it and they will support everything that you're doing to the point that they will then continue it once you've left. Because otherwise it, it, it actually becomes rather pointless you trying to change anything. As you quite rightly said, culture starts from the top.

Farzana ParkarYeah, absolutely. And a classic example of that is, um, a very well-known, uh, I'm not sure if I can m- name the brand here, but a very well-known, um, uh, uh, challenger kind of br-, uh, um, beer company that kind of launched with a bang and, uh, recently went bust. Um, and they were a, a prime example of how, um, they wanted This is how they presented themselves. Everyone thought, "Oh, wow, this really hip brand," or whatever the latest gen- Gen Z word is for cool, and, um, everyone wants to buy their ... "Oh, it must be so cool working there." But in, in reality, it was completely different and, um, it doesn't surprise me at all that they went bust.

Alastair GreenerAnd isn't it interesting today in the world of Glassdoor and social media and all of those other platforms where the worl- word will get out really, really quickly, that actually that reputational management that a company has to retain its staff is, is huge. They've got a huge job to do there, haven't they?

Farzana ParkarMassively. Absolutely. It's, uh, Glassdoor. Um, you know, I wouldn't be surprised if organizations are on Trustpilot. I mean, at the moment, Trustpilot seems to be kind of like king out there. But yes, Glassdoor. Indeed as well. Indeed, there's a lot of, um, you know, feedback left about Indeed. Um, and then, um, a lot of, um, other, uh, um, uh, other social media that, or other places that, um, people h- um, really haunt is or really research is LinkedIn. Um, you know, how big are, you know, how strong are the company on LinkedIn, and what do they put on there? I mean, I'll give you an example Um, Alastair, is Monzo. Monzo is, um, Monzo Bank. Their social media team are on point, uh, to the point that you can tell that, um, a lot of peop- that when, when they have fun, they have a lot of fun on their social media. Um, and but when I see their, their posts, you can tell that that's exactly how it is, uh, working there. There's, you know... I, I wouldn't, uh... You, you can tell that the culture re- there is really fun and, and really enjoyable to work at.

Alastair GreenerAnd it, it is all about culture, which, uh, makes it also very, very difficult for organizations if the culture isn't quite right. So you can understand why so many people are doing a lot of work in the area of cultural-- culture transformation within an organization, because it makes a big difference. And the word we hear a lot of in the workplace these days is authenticity. People, especially young people, are seeking authenticity from the companies they work for and from those around them. Is that something you're seeing on the increase too?

Farzana ParkarYeah, very much so. I mean, there, there are, um, you know, there are some organizations I've recently spoken to. And when I go to a lot of networking events locally and, um, in, in London as well, um, s- some of them do say that the recruit- that they, they are struggling with recruitment and trying to find the right person. But I think, again, um, it's, it's because they don't always make clear what they want, so the, so the, the im- the candidate might be pre- presenting their authentic self, but maybe the, the company themselves are not being honest about who they actually want. Um, so I'm hearing things like, "Oh, they don't wanna do hard work," or, you know, they d- you know, there's l- there's a lot of young people who, like, you know, are not very good and they're, they're t- they're taking the mickey, uh, in working. And I, I always think... I mean, I always say to them as well, it's like, "Well, you know, did you present the work, you know, in, uh, the, the role, uh, as accurately as possible?" You know, there is a lot of things to consider. You know, have you tried speaking with them? Maybe they're not aware, um, uh, with all that stuff, with, with all the kind of like, um, you know, what's required of them. I just think that the thinking, um, is almost, again, very old-fashioned, and I say old-fashioned in, in, in the nicest possible way. But it's, it's more like it's very traditional. So they're not embracing, I feel, the authenticity that, um, younger generations are bringing.

Alastair GreenerYeah, and, and, and it's really interesting that you say that because one of the things I found in my research is, is, is that relationship between the management team and the newer members of the teams coming in as graduates or whatever level is, is, is that relationship is really, really important today. And, you know, you can't take anything for granted. You've got to keep working, you know, together. And, and I genuinely believe management has probably never been harder than it is today, you know, to be able to be-- you know, show that true authenticity. You can't just be there in your boardroom and not expect to be seen, you know, on the, on the floor of the company. I wanna come to the whole thing of the engagement, if you like, within the workplace, because we're seeing levels of quiet quitting rising. We hear all the time from Gallup, their annual survey each year on engagement, showing that it's, it's an all-time low. And, you know, there, there's a, there's a lot not happening clearly with it, with- within organizations to get that engagement. So what do you feel is the issue there in terms of engagement? Because we also hear about quiet quitting, where people are leaving, but will actually just not performing until they can get their next job. And let's be honest, at the moment with a, with a tightening labor market where there's more people looking for less jobs available, that could become an even bigger issue. So where do you see the challenge in your role as in HR with engagement?

Farzana ParkarUm, so I feel, um Any, any, um, engagement surveys or anything that companies do, um, first things first they need to consider whether it's just performative, i.e., are they only doing it once a year? Um, it's also, uh, important to have regular touch points. I feel like there's a lot of organizat- newer organizations who are, um, joining the kind of like work, uh, working world where, um, they genuinely believe in the, the engagement of their company, of their employees, and they want to understand exactly what's making them tick, what's supporting them. Um, so they therefore make sure the training for the managers is quite robust. I think it all goes hand-in-hand. Where, um, you know, w- when you want, uh, you know, when you've kind of like put, put out an engagement survey, what you're asking is about is how you feel working for the company. But a lot of the time what employees end up doing, especially when they're unhappy with their manager, is just turn it into a whinge fest and just complain about the managers instead, rather than actually... So, so for me that, that... it's really important that the messaging is, is correct, that you tell, you know, you explain to employees that we want you to tell us how it feels to work for the company as a whole. Um, but where they identify that it is turning into a bit of a whinge, they need to ensure that the managers are properly trained. So it could be that the manager, um, you know, they are particularly struggling with this employee, hence the reason why sometimes the engagement is not great. Um, but I feel that having, uh, it's very important that if, if organizations have regular touch points with their employees. So perhaps rather than doing the survey every year, once a year, do it every three months, every quarter, 'cause then it means that at any given time you know how your employees are feeling. Um, and again, you know, how engaged they are, how, you know, again, with addressing the quiet quitting element as well. That seems to be a very big thing at the moment. But you're right, the labor market is very, um, uh, i- is very tight at the moment. So, um, there are a lot m- a lot more, um, even though there are roles, there are a lot more people applying to them, so it, it, it, it's a really difficult situation. Um, but it's a tre- it, it's again, generally there's a famous saying, and you, you may or may not have heard of it, is that people don't leave, um, organizations, they leave bad managers. So that is something that's, you know, yeah, so essentially that is where the engagement piece is very important because you need to make sure your managers are effectively trained and supported themselves in order for them to deliver the same to their direct reports. Cascades.

Alastair GreenerOne of the trends-- Yeah, no, one, one of the trends I hear is, you know, ex-exactly what you're talking about there. Um, but I'm hearing a lot at the moment about people want their communication to be more personal within, um, an organization. What are you seeing when it comes to communication between generations within an organization in, in terms of trends? And let's hear best practice. What are some of the really positive things some organizations who seem to have it right, seem to engage, what are they doing when it comes to their communication to make that work so well?

Farzana ParkarIt, it is effectively the communication they have with their employees. So essentially making sure there is a, uh, a good staff notice board, uh, company updates, um, regular, um, you know, town halls or, you know, whatever, um, organizations tend to, tend to call it, you know, spotlight events essentially. Uh, regularly engagement pieces, you know, staff events, um, that generally tends to kind of really help bring everyone, everyone together. Even the, even the remote companies do it really well. You know, they, they have like an in-person event once a year, but even then they have, um, uh, engagement or they have like a, uh, very fun, you know, a lot of events through- throughout the year that to, to support employees who are working remotely. But for me, I think that in organiz- organizations that are doing it well is because they're, they're keeping communication front and center, um, with everyone, so everyone knows exactly what's going on in the company.

Alastair GreenerIt's somewhat ironic, isn't it? It's never been easier to communicate, but at the same time, we've probably never had less actual communication that's cutting through, through all the noise. And one of the things I talk a lot about is what I call omni-channel, where you're communicating across many different channels to make sure that you capture everybody according to their preferred style of, of, um, communication. So I wanna finish off, believe it or not, the time is running away with it as always. I wanna finish off with some, yeah, with some top tips that you have from an HR perspective. First of all, um, or in a moment, I'm gonna come to those who are applying for jobs, what can they be doing? You know, what are the things that you're seeing through the application process and then starting work? But first, I wanted you to talk about some of the best practices. What are the things that organizations can do that is going to make their HR function even more effective than it is? What are the best practices?

Farzana ParkarSo, um, in terms of communication, communicating across generations, uh, I would say listen first Uh, don't assume you know what someone wants based on their age. Uh, you know, it's very easy to, to have that bias. Uh, flex your style. What motivates a 25-year-old may not motivate a 50-year- ... 55-year-old, and that's okay. Um, be clear on the why. So all generations respond better when they understand the reasoning behind decisions, so be very, very, uh, explicit. Um, don't confuse different with wrong. So a preference for WhatsApp over email isn't laziness, it's just communication style essentially. Uh, uh, and, and, and another example of that is voice notes. Some people love leaving voice notes on WhatsApp. Some people hate it. Um, so it's a, it's again flexing that, um, that ability. Um, and then also create, and finally, uh, create space for reverse mentoring. Younger and older employees have a lot to learn from each other, uh, and I think that's, that's key. There's a lot of things that, um, I feel like there, there can be some harmonization between them. They can learn from each other.

Alastair GreenerI love that reverse mentoring or what some people call as mutual mentoring. I think that's a great concept, and I really love your concept there about don't judge someone by their communication style or their preferred communication style. I think that's, there's a huge amount of wisdom in that. What about the young? What should people coming into the workplace, especially thinking of Gen Z, but anybody coming into the workplace for the first time, uh, maybe going through the recruitment process right now, what are some strong tips for them? First of all, in the application process, and we haven't even talked about AI yet,

Farzana Parkargosh, yes.

Alastair Greenerthen also when you get, when you get into an org-organization, the sort of things that you can do that's going to accelerate your potential progress.

Farzana ParkarSo I, I would say that the, um, the tips I w- I, I'm giving are not fundamentally different to any, um, anyone who is looking for a role. But I appreciate that, uh, younger generations may not be as aware of them, is essentially research the organization. Um, always tailor your, um, CV ... Oh, sorry, your covering letter. Uh, your CV stays pretty much static because obviously it demonstrates your work experience, but covering letters is your chance to shine. Don't y- don't rely heavily on AI to do it. Your true voice should come through. You should ensure that it really speaks to the, to the recruiter, um, because on the flip side, uh, uh, some companies are using, um, AI recruiting, um, uh, ATS systems where they use AI to filter through applications. So, uh, I'm sure that there is a setting where they, uh, "If you spot any AI, uh, please reject the CV immediately." So- Having that personal tone and personal touch to your C- your covering letter really makes a difference, I feel. Um, and also, again, we, uh, as I said, uh, research the company, research the organization, and really find a way that you can really, um, incorporate what they do. So for example, if they've got like a charity, uh, they've got a strong CSR, um, element of the company, then it might be worth kind of talking about that and say, " Oh, I notice you do, uh, X for, for this charity. I think- I thought that was very interesting." Like, you know, uh, and relate it to maybe perhaps a personal story that you supported in the past with charity. So again, the, the advice is, is not very different to, to what's generally out there. But, um, it's, it's very easy to kind of rely on AI and, and, and, you know, uh, avoid doing these personalization elements to applications.

Alastair GreenerAnd that's what makes it different, isn't it? If you're able to personalize it and genuinely personalize it, whether you are on the receiving end or whether you're applying, that's gonna make a massive difference because it's the one thing that separates us from AI, is that personal touch. And I heard recently, I was at an event with Deloitte where someone said, "Just personalize communication. Make it personal," because at the end of the day, that's what we, we all appreciate. And, and finally, for you in the world of HR, what would you say to other HR professionals that actually your world is changing, your world is evolving? What should they be doing as HR professionals to be successful in their role today?

Farzana Parkarsure. So, um, so I feel that HR has shifted from being purely administrative to a genuine strategic business partner. So, uh, and, and that's evidenced by the roles that I see. There's a lot of HR business partner roles, um, out there, I feel. Um, employment law has become more complex. Businesses can't afford to wing it anymore, so it's important that HR are, again, front, front and center in supporting them. Um, the rise of hybrid and flexible working has changed how employers manage, motivate, and retain people, so it's... that's always going to be on the table. Um, you know, some companies have embraced it wholly. Um, some companies are like, well, slowly transitioning back to- Three days, then four days, then five days in the office. Um, but I don't think it'll ever completely go away. Um, mental health and wellbeing are now front and center in HR conversations. Um, you know, it is res- it's completely reshaped the, the landscape, and it's very ... it's not as, um, taboo to speak about as well. So I think that's, that's a really good, um, uh, important kind of topic to, to be aware of. And, uh, and finally, I mean, y- you mentioned it earlier as well, Alyssa, AI and technology are reshaping how t- HR teams operate, but the human element remains irreplaceable always.

Alastair GreenerGreat advice. I think you've, you've managed to capture that for not only if you're someone applying, if you're somebody who's looking for, uh, new staff or looking at retaining your staff, and then finally, of course, uh, people who are in the HR world themselves. Farzana, it's been great chatting to you. I think we could've gone on for another two hours. Um, so many things, uh, when it comes to HR that's so critically important for organizations and for people within those organizations. Uh, thank you so much for coming on today and sharing some really valuable advice.

Farzana ParkarYeah, you're very welcome. It was a pleasure, as I said, and, uh, yeah, look forward to, to, um, to s- you know, hopefully talking again in the future.

Alastair GreenerAbsolutely. I think we've definitely got some more topics of, uh, conversation there, and I wish you all the best, uh, with your company, uh, Face 2 Face HR. I hope you, um, continue to thrive. Um, I think the fact that you're looking for trends and changing all the time, you will do. Uh, but for the moment, Farzana Parker, thank you very much indeed for being a guest, and thank you for joining us as well. We'll be back in two weeks' time with another guest, showing us how we can bridge the generation gap. Bye for now. The Alastair Greener Generationally Speaking Podcast was presented by me, Alastair Greener. It was recorded at Granary Studios and produced by James Jones. Please follow us and leave us a review wherever you get your podcasts. To find out more, visit generationallyspeaking.co.uk.