Dr. Laura Hamill on Tech Layoffs, AI, and Culture-First Restructuring
Author(s): Scott Douglas Jacobsen
Publication (Outlet/Website): The Good Men Project
Publication Date (yyyy/mm/dd): 2026/01/12
Laura Hamill, PhD, is an organizational psychologist and the founder of Paris Phoenix Group, a consulting firm focused on the intersection of science and HR. She served as Chief People Officer and Chief Science Officer at Limeade, an HR software company later acquired by WebMD–as well as Director of People Research at Microsoft. Her expertise centers on employee well-being, engagement, and organizational culture. Laura recently authored The Power of Culture, published by The Economist imprint. With deep experience bridging research and practice, she helps organizations design people-centered strategies that foster thriving workplace cultures. More information can be found at parisphoenixgroup.com.
In this interview with Scott Douglas Jacobsen, Hamill explains why major tech firms are cutting staff and how AI is reshaping work. Layoffs reflect caution after hypergrowth and a profit-first mindset. AI compresses routine tasks, flattens structures, and elevates creativity, strategy, and emotional intelligence. Culture is the anchor that sustains trust and change; transparency beats “drip” layoffs. Leaders should pair speed with care, listening, recovery, and clear limits to prevent burnout. Careers will be nonlinear; curiosity plus values-based “redlines” build resilience. For displaced workers: learn, network, routine, and self-care. Restructuring cannot mask cultural problems; address root causes.
Scott Douglas Jacobsen: What are the core drivers behind major tech companies undertaking large-scale layoffs?
Dr. Laura Hamill: Lately, numerous large notable tech companies have announced layoffs. While some of these have been due to financial challenges, that’s not always the case. Often these decisions are spurred by the uncertainty of what lies ahead. Shifting market conditions, changing demand, and the sense that the tides are turning after years of nonstop growth are putting pressure and a sense of nervousness on business leaders. In addition to this, there’s been a noticeable shift in mindset, where putting profits ahead of people has become more normalized in both politics and business. So, while these cuts are framed as “strategic,” they’re also a signal that the industry is moving from a growth-at-all-costs mentality to one that’s more focused on efficiency and caution, unfortunately leaving many once committed employees in their wake.
Jacobsen: How is the rapid integration of Artificial Intelligence and automation reshaping workforce structures?
Hamill: Different companies have different approaches to AI. Whereas some are adopting it at rapid speed and others are exhibiting an abundance of caution. But regardless of where they fall on the spectrum, AI is redrawing the footprint of the workforce itself. AI and automation are changing the shape of work in real time, and we’re only just beginning to see the impact. In a lot of cases, tasks that used to take teams hours—like data entry, routine analysis, or even drafting initial communications—are now getting streamlined or handled almost instantly by technology. AI and automation aren’t just shifting what roles look like, they are also changing how companies think about structure: fewer layers of manual work, including AI agents in org charts, and more emphasis on creativity, strategy, and human connection. At the same time, it’s creating pressure to rethink training and career paths, because the skills that mattered yesterday won’t be what’s in demand today.
The biggest skill need that will grow out of the AI revolution, is our emotional intelligence and ability to connect with others. AI is not a replacement for EQ. And that’s going to be a major differentiator for talent.
Jacobsen: What role does organizational culture play in effective workforce management during industry transition?
Hamill: Organizational culture plays a huge role in how well a workforce can adapt during times of industry transition. The headlines usually spotlight the big-name companies making dramatic moves, but the real story often lies with the steady, lesser-known brands that quietly build success by treating their employees with respect and being intentional about culture. These organizations create stability by making people feel valued, which in turn makes it easier to manage change, maintain trust, and keep employees focused on the future. In uncertain times, culture becomes the anchor that allows a company to evolve without losing its people along the way.
Jacobsen: What strategies can leaders adopt to balance organizational agility with employee well-being?
Hamill: Leaders can balance organizational agility with employee well-being by recognizing that it’s not an either/or choice—it can be optimized on both sides. Agility drives performance by helping organizations respond quickly to change, but without care for employees, that same agility can turn into burnout or disengagement. The best leaders set the tone by prioritizing performance and care in equal measure: making smart, fast decisions while also listening deeply, creating space for recovery, and showing respect for people’s limits. When those two forces move in tandem, agility doesn’t come at the cost of well-being—it actually strengthens it, because employees feel both trusted to perform and supported as people.
Jacobsen: How do you see these industry shifts affecting long-term career paths?
Hamill: These industry shifts are really shaking up what long-term career paths look like, opening the door for people to explore new kinds of roles and organizations they may not have considered before. With so much change happening—thanks to AI, automation, and shifting business models—it pays to be open-minded and flexible, testing out new directions or skillsets. At the same time, it’s more important than ever to get clear on your personal “redlines”—those non-negotiables about your values, work-life balance, or type of environment you thrive in—so you don’t lose sight of what matters most while navigating career choices. That mix of curiosity and clarity is what will help people craft careers that are both resilient and personally meaningful in this ever-changing landscape.
Jacobsen: Any advice for employees facing uncertainty, even potential displacement in the tech job market?
Hamill: For anyone feeling uncertain or even worried about potential displacement in the tech job market, the best advice is to stay curious, keep learning, and remember that your skills are often more transferable than you think. That said, this might be the time to pick up a new certification, build out your network, or explore different roles—maybe even in industries you hadn’t seriously considered before. Learning something new can not only open up new career possibilities but can feel like a positive step during times of uncertainty. Try to stay grounded in knowing your strengths and values; when you focus on what you do well and what matters most to you, it’s easier to spot opportunities that fit. If you are currently out of work and looking for your next role, try to develop a consistent routine where you can keep up your discipline of networking and applying for jobs, but also balanced with taking care of your physical and emotional well-being. Change can feel unsettling, but it’s also a chance to reset and adapt.
Jacobsen: Any lessons from Microsoft’s approach to restructuring?
Hamill: One big lesson from Microsoft’s approach to restructuring is that the slow, steady “drip, drip, drip” of monthly layoffs can be damaging—every round chips away at trust and leaves employees living in a state of constant uncertainty and fear. Instead of allowing that drawn-out tension, organizations should be as transparent and decisive as possible, communicating openly about what’s happening and why, and showing care for the people affected. Even tough decisions can be handled with empathy and clarity, and that goes a long way toward preserving trust and helping everyone move forward, rather than leaving them stuck in limbo.
Jacobsen: How are non-Microsoft organizations approaching this new restructuring during this tech shift?
Hamill: I can’t speak to how all organizations are approaching restructuring. What I will say though, is to the organizations that are using restructuring and reorganizations as a quick fix for deeper cultural problems they’re not willing to face—this isn’t the way. Shuffling teams or changing reporting lines might make things look different on paper, but if underlying issues—like poor communication, lack of trust, or poor leadership—aren’t dealt with, those same problems just pop up in new forms. It’s like putting a Band-Aid on a broken bone: it might seem like action, but it doesn’t heal anything. True organizational progress comes from being intentional about culture and leaning into tough conversations, listening to what people are experiencing, and actually addressing what’s beneath the surface. That’s what makes the difference between lasting change and just another round of musical chairs.
Jacobsen: Thank you for the opportunity and your time, Laura.
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