There are a lot of warning signs when productivity is falling. Maybe you’re noticing reports getting turned in later. Maybe your team seems to lack their usual enthusiasm. Or maybe they’re sharing openly with you that work just feels harder right now. When employees are struggling with their work, what can HR leaders do?
Simplify, says Holly Grogan, president of Appspace based in Tampa, Florida. According to Grogan, when work feels harder, it’s a sign that something is wrong with systems and communication—not motivation. In an interview with StrategticCHRO360, she shares lessons learned at her own company about streamlining overly cumbersome workplace processes to ease friction for employees and help them do their best work.
What are you hearing from CHROs at Fortune 500 companies and other organizations about why work still feels harder than it should? Is this similar to feedback you’re hearing from your own teams?
I hear the same thing from CHROs that I’ve experienced firsthand: Work feels harder because there’s still too much friction in how people get things done. It’s not a motivation issue. It’s a systems and communication issue. Employees spend too much time searching for information, switching tools or waiting for approvals.
At Appspace, we’ve had to simplify. We look for ways to remove barriers so people can focus on outcomes instead of logistics. When work feels easier, performance follows. Employee experience and operational efficiency aren’t separate goals—instead, they drive one another.
Leaders often assume that being in the office automatically boosts collaboration and productivity. What are they missing about how collaboration actually happens in 2025 and beyond?
Our 2025 Workplace Experience Trends & Insights Report found that 45 percent of employees feel less productive when working in the office. That doesn’t mean the office doesn’t matter. It means leaders need to rethink what the office is for. Collaboration today spans video calls, messaging, shared documents and yes, in-person moments.
At Appspace, we’re a remote-first company, but we also recognize the value of being together. My leadership team and I regularly visit our offices and host road shows to meet with teams face-to-face. We hold monthly virtual town halls and bring people together for in-person sessions around the world to build trust, alignment and connection. The key is being intentional about when and how we gather.
Much of your leadership team—including you—was promoted from within. What does “growing leaders internally” look like in practice, and how does it shape culture and performance?
Growing leaders internally starts with visibility, opportunity and trust. When people see real paths to advancement, they’re more likely to invest in the organization. We look for ways to stretch our team members through cross-functional projects, mentorship and leadership rotations.
It also strengthens culture. People feel a sense of ownership when they know their growth is tied to the company’s success. My own journey at Appspace—from chief people officer to chief experience officer to now president—reinforced that connection.
To keep us accountable to this commitment to career development, we measure and report to the board team member mobility via promotions and role changes within the company. Ultimately, when employees feel supported and valued, internal growth directly translates into stronger performance and superior customer experiences.
In a hybrid, deskless and shift-based world, what do employees actually need to feel connected and do their best work, beyond the obvious pay and perks?
Connection starts with access and inclusion. Team members want to feel informed and part of the conversation, no matter where or when they work. For some, that means receiving updates on their phone between shifts. For others, it’s being recognized publicly for their contributions.
At Appspace, connection is both a communication and design challenge. How do we make it simple for employees to find what they need and share their voice? We listen closely to feedback, use our platform to keep everyone aligned, and make sure people understand how their work contributes to a bigger purpose. That’s what drives engagement.
Looking ahead to 2030: What parts of the workday do you expect AI to improve first, and what should CHROs and other leaders be cautious about?
AI will quietly improve the moments that drain time, like finding information, scheduling, pulling together recaps or automating repetitive tasks. Those small efficiencies will add up to significant gains in productivity and focus. The goal isn’t to replace team members, but to help them spend more time doing higher-value work.
The caution is in how it’s introduced. Leaders need to ensure AI doesn’t add complexity or create new divides. Training and transparency are essential. Employees should understand how AI supports them and where the human element still matters most.
As AI spreads across the workday, how do leaders ensure real outcomes without widening gaps in skills, access or voice?
We want our teams to feel empowered to use AI to make their jobs easier and more rewarding, not threatened by it. That starts with trust and education. Leaders should approach AI enablement the same way they would any other significant change: through open communication, ongoing training and clear goals for accessibility and engagement.
At Appspace, we think about AI as an equalizer. It should make it easier for every employee, whether they’re behind a desk or in the field, to access information, automate repetitive tasks and spend more time on higher-value work. The leaders who succeed will keep the human experience front and center. Technology can enhance performance, but only if people feel confident and supported using it.
