Jennifer McClure writes and speaks about HR strategy, workplace systems, leadership, and talent development. McClure's work argues that HR should connect people decisions to business results, and examines how leaders can guide organizations through change and AI adoption.
Training attendance is an activity metric, not a business result.
After orientation rebuild, turnover fell by more than 70% within a year.
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Main ideas
HR is not broken; the systems it inherited are · Being strategic is proven in decisions, not in where you sit · Training attendance is an activity metric, not a business result
Jennifer McClure writes and speaks about HR strategy, workplace systems, leadership, and talent development.
Their posts argue that HR should help organizations connect people decisions to business results, not simply maintain inherited processes or claim a seat at the executive table.
They apply that view to practical questions—from whether training improves retention to what leaders should diagnose when AI-driven change stalls.
Follow their work for direct arguments, specific examples, and questions that help distinguish activity from meaningful organizational change.
McClure makes broad claims about HR concrete by testing them against business outcomes and real situations.
They describe rebuilding a new-hire orientation program after 100% attendance failed to prevent turnover, then report that turnover fell by more than 70% within a year.
In another post, they use a company turnaround to argue that people strategy and business strategy belong together.
Their AI posts extend the same approach: instead of treating tool adoption as strategy, they ask what should not be automated and how to diagnose leadership, skills, trust, culture, or capacity gaps.
The work also includes a labeled partner post about Luminary and Justworks that tells a founder's operational story, alongside posts focused on HR systems, leadership, and measurable outcomes.
Jennifer McClure's ideas center on one claim: the people function is not the problem; the assumptions and systems it inherited are.
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Across these posts, they argue that HR was built for control, consistency, and compliance in a factory-era workforce, and that leaders still rely on that infrastructure while measuring activity instead of outcomes.
The practical test they return to is whether a people decision ties to a business result: rebuilding a training program around turnover rather than attendance, proving strategy through choices rather than titles, or asking what should never be automated as AI spreads.
They also argue that AI exposed a leadership gap rather than creating one, and that stalled transformations usually reflect a capability problem, not a technology or strategy problem.
HR is not broken; the systems it inherited are
McClure pushes back on the popular claim that HR is broken, arguing that this belief holds the function back.
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HR’s inherited systems—built for control, consistency, and compliance in a world of factory floors, linear career paths, and employer leverage—no longer fit today’s organizations.
The answer, they argue, is not another rebrand, model, or acronym, but disrupting those systems and the mindset that HR needs permission to lead differently.
HR leaders must also make the business case they often skip.
The post announces a newsletter issue tracing where HR came from, why the "fix it" instinct keeps failing, and what disrupting HR actually requires, starting with the business case too many HR leaders never make.
Being strategic is proven in decisions, not in where you sit
McClure argues that HR spent years fighting for a seat at the table, then treated the invitation as the finish line.
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Asked what "strategic" means, HR leaders mostly describe where they sit: which meetings they attend, where they fall on the org chart, and which executive they report to.
None of that is strategy.
What matters is what a leader does once in the room.
They apply the same distinction to AI: implementation asks what can be automated; strategy asks what should never be automated.
Talent strategy, they conclude, should drive business strategy rather than merely align with it.
The post previews a newsletter issue built around a question that separates AI implementers from AI strategists, plus a test for whether an HR goal is strategic or merely administrative.
Training attendance is an activity metric, not a business result
McClure discovered that a program can hit every participation metric and still fail.
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While running new-hire orientation for a manufacturing company, they saw 100% attendance and 100% completion alongside new-hire turnover that told a different story.
They rebuilt not only what was taught, but how it was taught, who was in the room, and what was measured afterward.
The broader point: learning and development is usually built backwards.
Teams start with what people need to learn, build content, deliver it, then report attendance.
McClure wants three questions answered before anyone builds a slide and argues that "harder to measure" does not mean impossible.
After the rebuild, new-hire turnover fell by more than 70% within a year. Ask for the employer’s name and how turnover was measured.
AI exposed a leadership capability gap that was already there
McClure argues that AI did not create a leadership gap; it exposed one.
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When transformation stalls, organizations often blame technology or strategy, but the missing piece is usually the leadership and human capability to sustain continuous change.
AI is the most visible stress test in years.
The better question is where the transformation is stuck: technology, strategy, skills, trust, manager readiness, culture, or capacity.
A workshop alone will not close the gap.
McClure led two Solution Room sessions at LinkedIn's Talent Connect Summit in New York City on September 28–30, guiding senior talent acquisition and people leaders through a four-question diagnostic.
Tables had 40 minutes to apply it to a stalled transformation in their own organizations.
The post cites the 2026 LinkedIn Talent Report finding that 86% of companies lack the talent velocity to adapt as fast as the business requires, with only 14% ahead of that curve, and ManpowerGroup Talent Solutions data showing that only 3% of C-suite, CHRO, and senior talent acquisition leaders say their leaders are highly prepared to lead AI adoption.
Culture change comes before or alongside a financial turnaround
McClure intervened in a live news story about Bolt's CEO announcing he had "eliminated HR," pointing out that the company replaced HR with two people doing HR work under a People Ops label—same work, new name, different headline.
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McClure concedes that not every HR leader fits every environment, then argues the framing matters because it costs organizations money and talent. Drawing on firsthand turnaround experience, McClure argues you cannot turn a company around financially without changing the culture first, and that the HR leader belongs in that work rather than on the cutting block.
McClure was brought in as VP of Human Resources to help turn around a 108-year-old company on the verge of bankruptcy, with a toxic culture and a workforce that distrusted leadership.
The new CEO deliberately waited to hire the HR leader, believing it was "the most important seat on the bus."
The turnaround included fair pay, real benefits, honest communication, and treating employees as the people responsible for saving the business.
McClure contrasts that experience with Uber, where HR existed but leadership values failed, and argues that a company's most dangerous moment for its culture is not the hard times but the peak.
Founders committed to culture often underinvest in the infrastructure that makes it possible
In a post labeled #justworkspartner and #ad, McClure argues that founders most committed to culture often underinvest in the operations behind it.
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Backend operations deserve the same attention as product, marketing, and growth; building that infrastructure early protects leadership capacity rather than signaling a loss of focus.
McClure interviews Cate Luzio, founder and CEO of Luminary, who describes receiving a Department of Labor notice because a previous PEO provider had never filed the required paperwork.
Luzio says onboarding had become "a nightmare" and her business manager was drowning in work.
After moving to Justworks, she says onboarding became simpler, benefits participation increased significantly, maternity leave and offboarding became more seamless, and the business manager recovered nearly 60% of her time.
Luzio's point: founders focus on product, marketing, and growth, but backend operations matter just as much.
The claims come from a sponsored case study, not independent verification.
This post frames people operations through a commercial partner arrangement and includes an explicit disclosure. Its founder story puts recurring critiques of activity metrics, unproven strategy, and neglected infrastructure into concrete terms.
This is the clearest statement of McClure’s core argument about HR, strategy, and workplace change.
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Newcomers can start here to understand the thesis behind the other posts.
McClure argues that HR itself is not broken; the systems it was built to maintain are.
Those systems were designed for control, consistency, and compliance: factory floors, linear career paths, and an employer holding most of the leverage.
The answer, in this post, is not another rebrand, model, or acronym.
It is disrupting inherited systems and the mindset that says HR leaders need permission to lead differently.
The post also points to a newsletter article on where HR came from, why the “fix it” instinct keeps failing, and the business case HR leaders often never make.
For brands planning a campaign
Use this as an opening provocation for future-of-work content: the problem is not the HR function but the operating assumptions around it. A keynote or article series can build from system redesign, not another HR rebrand.
It shows how McClure connects people programs to measurable business impact, using a specific personal example rather than a general claim about training.
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McClure describes running new-hire orientation for a manufacturing company where attendance and completion both hit 100%, while new-hire turnover told a different story.
They rebuilt the program, changing what was taught, how it was taught, who was in the room, and what was measured afterward.
Within a year, new-hire turnover dropped by more than 70%.
The post argues that learning and development is often built backwards: start with what people need to learn, build content, deliver it, then report attendance.
The newsletter version covers why access to training is no longer the problem, three questions to ask before building slides, and why attendance and completion are not business results.
For brands planning a campaign
This is a concrete outcome story for HR technology or L&D positioning. It supports a content series on replacing activity metrics with business outcomes and diagnosing before designing training.
It shows McClure stepping into a live business news story and defending HR with concrete examples of turnarounds and culture.
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Readers see the argument applied, not just stated.
McClure responds to headlines that Bolt’s CEO eliminated HR by noting the company replaced HR with two people doing HR work under the label “People Ops.”
They draw on a turnaround at a 108-year-old company on the verge of bankruptcy, where they were brought in as VP of Human Resources.
The new CEO had intentionally waited to hire the HR leader last and called it “the most important seat on the bus.”
The turnaround involved fair pay, real benefits, honest communication, and an HR leader who treated people strategy and business strategy as one thing.
McClure also cites Uber as a case where HR existed but leadership values failed.
The lesson: bad leadership creates problems, not HR, and the most dangerous moment for a company’s culture is not the hard times but the peak.
For brands planning a campaign
Use this for leadership and culture positioning that pushes back on anti-HR framing. It can anchor a campaign about the HR seat, executive accountability, and what actually changes during a turnaround.
It shows how McClure handles a commercial partner post and how a people-first founder story can make HR infrastructure concrete.
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This post carries #justworkspartner and #ad labels.
McClure interviews Cate Luzio, founder and CEO of Luminary, about a Department of Labor notice that arrived because a previous PEO provider had never filed required paperwork.
Meanwhile, onboarding had become a nightmare, employee questions were escalating, and a business manager was drowning in work.
After moving to Justworks, the post reports simpler onboarding, increased benefits participation, smoother maternity leave and offboarding, and nearly 60% of the business manager’s time freed up.
Luzio says most founders focus on product, marketing, and growth, but backend operations matter just as much.
For brands planning a campaign
This is a founder-story template for sponsored or partner content: start with a specific operational failure, show the human cost, then describe the operational relief. A brand can reuse the problem-to-outcome arc without making the platform the whole story.
It explains where McClure draws the line between strategic and administrative HR, and how that distinction applies to AI adoption.
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McClure argues that being invited into the room was never the finish line; what HR leaders do once they are there is the actual job.
Asked what “strategic” means, most describe where they sit: which meetings, which org chart box, which executive they report to.
McClure says that is not strategy.
The same gap appears with AI.
Many HR leaders test tools in recruiting, onboarding, or performance data, but implementing AI is different from strategizing around it.
One asks what a tool can automate; the other asks what should never be automated.
The newsletter version covers why inclusion was not the win, one question that separates AI implementers from AI strategists, a test for whether HR goals are strategic or administrative, and why talent strategy drives business strategy rather than merely aligning with it.
For brands planning a campaign
This is strong material for an AI adoption series aimed at HR leaders. It draws a clear distinction between tool use and strategy, and offers a test readers can apply to their own goals.
It shows McClure’s current speaking topic and data-backed argument about AI, leadership readiness, and transformation.
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It is the clearest example of how they turn a diagnosis into a working session.
McClure led two Solution Room sessions at LinkedIn’s Talent Connect Summit in New York City on September 28-30, focused on closing leadership gaps that slow transformation.
The post describes a recurring pattern: when transformation stalls, people assume it is a technology or strategy problem, but usually it reflects a failure to build the leadership and human capability required for continuous change.
In this framing, AI is the most visible stress test in years.
McClure cites LinkedIn’s 2026 Talent Report finding that 86% of companies lack the talent velocity to adapt as fast as the business requires, with only 14% ahead of that curve.
They also cite ManpowerGroup Talent Solutions data showing that only 3% of C-suite, CHRO, and senior TA leaders say their organization’s leaders are highly prepared to lead AI adoption.
The session used a four-question diagnostic and gave tables 40 minutes to apply it to a stalled transformation in their own organizations.
For brands planning a campaign
This supports an event or keynote on the AI leadership gap. The four-question diagnostic offers a practical framework for a workshop, webinar, or content series on why transformation stalls and what to diagnose first.
McClure argues HR is not broken; the systems it was built to maintain are.
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Designed for control, consistency, and compliance in a factory-era workforce, many of those systems remain in place.
In McClure’s view, the answer is not another rebrand, model, or acronym, but disruption of inherited systems and the mindset that says HR needs permission to lead differently.
The post points to a newsletter discussion of HR’s origins and the business case HR leaders fail to make.
Diagnoses the system rather than the function, asking which old systems leaders are still protecting.
For brands planning a campaign
Useful for a keynote or content series that reframes HR transformation as operating-model change. A brand can position itself as helping HR leaders replace compliance-era infrastructure with systems that maximize potential and connect people strategy to business strategy.
McClure says many HR leaders call themselves strategic but describe their location—which meetings they attend, which org chart box they occupy, and which executive they report to—rather than strategy.
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The same gap appears with AI: implementing tools asks what can be automated; strategizing asks what should never be automated. McClure argues talent strategy should not merely align with business strategy; it should drive it.
Offers a simple test for whether HR goals are strategic or administrative.
For brands planning a campaign
Supports a content track on AI governance and HR strategy. A brand can host a session or assessment that distinguishes AI implementation from AI strategy and helps HR leaders demonstrate value.
McClure describes rebuilding new-hire orientation after 100% attendance and completion still coincided with high turnover.
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Within a year, new-hire turnover dropped by more than 70%.
McClure argues that L&D often starts with “what do people need to learn,” builds content, delivers it, and reports attendance.
Instead, it should ask three questions before building a single slide and design for application and business results.
Uses a first-person program rebuild and a turnover metric to shift the measure of success from attendance to business results.
Ask for the employer and full measurement methodology behind the turnover result.
For brands planning a campaign
Gives an HR tech brand a concrete, outcome-focused learning story. A webinar or guide can use the attendance-versus-impact contrast to frame product content around onboarding, skills application, and measurable business outcomes.
McClure argues that AI did not create a leadership gap; it exposed one that was already there.
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When transformation stalls, organizations often assume technology or strategy is the problem, but the missing piece is the leadership and human capability needed to sustain continuous change.
McClure cites the 2026 LinkedIn Talent Report finding that 86% of companies lack talent velocity, and separately cites ManpowerGroup Talent Solutions that only 3% of C-suite, CHRO, and senior TA leaders say their leaders are highly prepared to lead AI adoption.
McClure leads Talent Connect Solution Room sessions on a four-question diagnostic for locating where transformation is stuck.
Offers a four-question diagnostic and a table exercise for applying it to stalled transformations.
For brands planning a campaign
Highly relevant to a future-of-work thought leadership campaign. A brand can use the diagnostic framing—technology, strategy, skills, trust, manager readiness, culture, capacity—to build a keynote, workshop, or content series on AI-era leadership capability rather than tool adoption.
Turnaround culture work and ‘eliminating HR’ headlines
McClure challenges Bolt CEO Ryan Breslow’s “eliminating HR” framing, noting the company replaced HR with two people doing HR work under a People Ops label.
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Drawing on experience as VP of HR in a 108-year-old company turnaround, McClure argues culture change must precede or accompany financial turnaround, and points to Uber as a case where HR existed but leadership values failed. McClure’s lesson: bad leadership creates problems, not HR.
Uses a current news item as a foil, then contrasts it with a firsthand turnaround and a cautionary case.
For brands planning a campaign
A brand can use this counterpoint for executive-level content on why people strategy belongs in transformation. It offers a debate hook about HR’s role in turnarounds, culture risk, and the cost of treating people operations as removable overhead.
Operational infrastructure for people-first companies
In a post carrying a partner/ad label, McClure interviews Cate Luzio, founder and CEO of Luminary, about a Department of Labor notice caused by a previous PEO provider that had not filed required paperwork.
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The post describes onboarding problems and a business manager stretched thin, then says moving to Justworks simplified onboarding, increased benefits participation, and freed nearly 60% of the business manager’s time. McClure’s takeaway is that founders committed to culture often underinvest in the infrastructure that makes culture possible.
Frames a vendor case study through a founder narrative and quantified time savings.
This is disclosed partner/ad content; the post does not provide independent verification of the operational claims.
For brands planning a campaign
Shows how McClure handles commercial partnerships: founder story, operational pain, and vendor outcome. The disclosure is relevant to brands evaluating a partnership; ask for substantiation of the case-study claims.
The posts document one commercial relationship: a disclosed advertising partnership with Justworks, marked as a paid promotion.
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Jennifer McClure also describes a speaking role at LinkedIn's Talent Connect Summit.
Other companies named in the posts — including Bolt, Uber, and Luminary — appear as subjects of commentary or as examples inside the sponsored story rather than as partners or clients, so they are not listed here.
No sponsor, client, employment, ownership, affiliate, or investment relationship besides Justworks is stated in these posts.
Justworks
Disclosed partnership
Jennifer McClure published a sponsored post for Justworks, an HR and payroll platform, built around a conversation with Cate Luzio, founder and CEO of Luminary.
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The post describes Luminary moving to Justworks after a Department of Labor notice tied to a previous PEO provider, and lists simpler onboarding, higher benefits participation, and roughly 60% of a business manager's time returned. It is labeled as a paid partnership.
Jennifer McClure says they are leading two Solution Room sessions with senior talent acquisition and people leaders at LinkedIn's Talent Connect Summit in New York City, September 28–30, on closing the leadership gaps that slow transformation.
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The post also cites the 2026 LinkedIn Talent Report.
McClure's work is easiest to follow in two places.
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On LinkedIn, the recurring argument is that the people function is not the problem; the systems and assumptions it inherited are.
Three posts carry most of that argument: one on HR's factory-era design, one on what separates a strategic HR leader from someone merely holding a seat, and one on why full training attendance is not a business result.
The Designed to Disrupt newsletter explores the same themes in greater depth and is referenced across several posts.
For the culture case in narrative form, the post responding to Bolt's "eliminating HR" headline is the most concrete, drawing on a firsthand turnaround.
The Justworks post is labeled partner content, so read it as a sponsored case study rather than an editorial piece.
Conference work, including Solution Room sessions at LinkedIn's Talent Connect Summit, shows the four-question diagnostic in use with senior talent and people leaders.
Both write about hiring and retention as business problems, not administrative tasks, and ground their advice in what goes wrong between the job posting, the interview, and the first day.
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Ricketts argues that unclear role descriptions start the employment relationship with a disconnect; McClure makes the same case through HR systems and metrics.
Ricketts focuses on applicant recruiting and hiring clarity, with a workforce-consultation offer attached, while McClure works at the executive and systems level: HR's inherited design, strategic positioning, and leadership capability around AI.
Brontén makes the same structural argument about sales technology that McClure makes about HR: the system, not the tool or the individual, drives results.
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He argues that CRM and AI fail because they were built to track people rather than make them better. Both writers use a short diagnostic question to move readers from tooling to capability.
Brontén writes for sales and revenue leaders about CRM, workflows, and AI-embedded selling; McClure writes for HR and talent leaders about people strategy, culture, and leadership capability. Different functions, parallel critiques.
Both treat talent as a revenue-driving function and push back on activity metrics.
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Carlson argues recruiting should be measured by revenue velocity and time-to-productivity rather than requisition counts; McClure argues that attendance and completion are not business results. Both address people leaders trying to earn strategic standing.
Carlson's material is operational and instructional: how to structure and scale a talent acquisition function, and why hiring managers are the biggest variable. McClure's is advisory and editorial, diagnosing HR's inherited systems and leading conference sessions that reveal where transformation is stuck.
The only published audience figure is a dated LinkedIn profile snapshot: 188,611 followers on 2026-10-06.
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Six posts from April to September 2026 address HR leaders, talent acquisition leaders, L&D teams, and executives, suggesting a fit for HR and people-leadership campaigns.
But the posts include no reach, engagement, or demographic data, so buyers cannot verify who sees them or how closely the audience matches their needs.
For an HR technology thought-leadership campaign, the snapshot supports a large LinkedIn following, but not a verified audience of senior HR decision-makers.
Before committing, request recent LinkedIn analytics covering reach, follower growth, and job function or seniority where available.
If audience makeup is central to the campaign, ask whether Jennifer has survey results or another source describing viewers’ employer type, occupation, and seniority.
For geography, age, or gender, request platform demographic data.
Jennifer McClure's posts include no official sponsorship page, rate card, or partnership inquiry route.
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One disclosed paid partnership appears: a June 2026 LinkedIn post for Justworks, with an advertising label and the Justworks partner tag, built around a named founder's story rather than a product demonstration.
The remaining posts feature their commentary on HR strategy, leadership development, training design, and AI adoption, with repeated references to a newsletter, Designed to Disrupt.
Ask directly whether the newsletter, keynote appearances, or conference sessions are available as sponsored placements, and what the commercial terms are.
Sponsored LinkedIn post built on a named customer story
Buyer requirement
Provide a real, named customer or employee to interview and quote, with concrete before-and-after detail.
The Justworks example names Cate Luzio of Luminary and describes specific events and results: a Department of Labor notice about unfiled paperwork from a previous provider, onboarding problems, and roughly 60% of a business manager's time returned after switching providers.
The post tells the story in first person and includes an advertising disclosure alongside the partner tag.
Plan to supply the interview subject and operational specifics; a vendor-written abstract or anonymized case is unlikely to fit the demonstrated format.
Conference or summit session for a senior people audience
Buyer requirement
Provide the event, a senior talent acquisition and people-leadership audience, and a session slot long enough for attendee participation.
The Talent Connect sessions in New York ran a four-question diagnostic on stalled transformation, then gave about 40 minutes to table exercises; a slot limited to a talk would not match that format.
Confirm the event cost and any brand-funding arrangement directly.
Strong fit on topic and format; confirm commercial terms and audience details.
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Brief
A B2B HR technology company wants to position itself as a thought leader on the future of work, HR strategy, and AI adoption. The brief asks for a keynote or content series built around McClure's point of view on disrupting HR systems and building strategic people leadership.
Reasons
McClure's reviewed arguments map directly to the brief. They argue HR is not broken, but the systems HR was built to maintain are, and that the fix is to disrupt inherited control-and-compliance infrastructure rather than rebrand it. They distinguish implementing AI from strategizing around it, ask what should never be automated, and argue that AI exposed a leadership capability gap rather than creating one. Those are the exact themes an HR technology company would want a thought leader to carry.
The posts show workable formats. One describes Solution Room sessions at LinkedIn's Talent Connect Summit for senior talent acquisition and people leaders, built around a four-question diagnostic and about 40 minutes of table exercises. Another is a disclosed sponsored LinkedIn post for Justworks, built around a named founder's operational problem and before-and-after outcomes. Together, these support a keynote or session plus a sponsored customer-story post, not just a generic endorsement.
The audience signal is plausible but incomplete. A LinkedIn account snapshot dated 6 October 2026 shows 188,611 followers. The posts address HR leaders, talent acquisition leaders, learning and development teams, and executives, supporting LinkedIn scale with an HR-leaning readership. Ask for analytics showing how many followers are senior HR decision-makers, their roles, and how many see a given post.
The commercial path is not fully documented. The posts show one paid partnership post, but no rate card, sponsorship policy, inquiry route, or indication that the Designed to Disrupt newsletter or keynote appearances are sold as sponsored placements. Confirm those terms directly before treating them as available packages.
Checks before booking
Request recent LinkedIn analytics showing reach, follower growth, and job-function or seniority breakdowns where available.
Confirm whether the newsletter, keynote, or conference sessions are sold as sponsored placements, and on what terms.
If the campaign needs a customer story, supply a named interview subject and concrete operational detail. The reviewed Justworks post relies on that format rather than a product abstract.
When to choose a specialist
Poor fit based on the reviewed posts.
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Brief
An enterprise cybersecurity company wants a creator-led short-form video series for a developer audience. The campaign needs code demonstrations, product teardown videos, and direct-response sign-ups for a self-serve security tool.
Reasons
The subject matter does not match. The six posts cover HR operating models, strategic HR, AI adoption by HR leaders, training outcomes, turnaround culture, and a people-operations customer story. None covers cybersecurity, software development, code, developer tooling, or technical product teardowns.
The formats shown do not match. The posts are LinkedIn text posts, with references to conference sessions and one sponsored customer-story post. No video series, short-form clip, livestream, code walkthrough, or technical demo is attached. There is no transcript.
The audience information does not support a developer buyer. The only measured audience figure is a LinkedIn follower count from 6 October 2026. The posts speak to HR, talent acquisition, learning and development, and executive audiences. There is no indication that those followers are developers, security engineers, or self-serve tool buyers.
The commercial shape is wrong for direct response. The documented partnership format is a named-customer LinkedIn story with an advertising disclosure. There is no rate card, inquiry route, documented short-form video package, or direct-response offer.
What would need to change
A different creator with demonstrated developer-audience video work and technical samples.
Or a brief aimed at HR, people, or compliance leaders, where the cybersecurity product touches workforce or people-operations risk.
Even then, request video samples, audience analytics, and confirmed commercial terms.
A worked campaign example
Brief
Use the good-fit brief: a B2B HR technology company wants a keynote or content series on the future of work, HR strategy, and AI adoption.
Handoff to brief
Confirm the audience analytics, sponsorship terms for any newsletter or keynote placement, and the named customer for the story. Then build the sequence around one diagnosis, one working session, one AI-governance argument, and one customer outcome story. If those terms cannot be confirmed, keep the campaign as an earned or owned content series and do not present undisclosed commercial placements as functioning controls.
Measurement
Shift the campaign away from attendance, completion, and tool-testing activity. Use the training example as the proof point: 100% attendance and completion still came with high new-hire turnover, while a rebuilt program was followed by a turnover drop of more than 70% within a year. Apply the same logic to the campaign: measure business outcomes such as retention, time returned to managers, benefits participation, or transformation progress, not session sign-ups.
Premise
Build the campaign around a practical diagnosis rather than a general future-of-work theme. McClure's reviewed work supplies the opening provocation, the distinction between AI strategy and implementation, the leadership-gap data, and a correction to activity-based success measures. Position the brand as helping HR leaders replace inherited systems with decisions that drive the business.
Sequence
Asset
Opening LinkedIn article or post
Detail
Use the argument that HR is not broken; the systems HR was built to maintain are. Name the inherited design goals of control, consistency, and compliance, and ask which old systems leaders are still protecting. This gives the campaign its provocation and connects directly to a content-series theme.
Asset
Keynote or conference session
Detail
Run a session on closing the leadership gap that slows transformation. Use the four-question diagnostic from the Talent Connect post, then give tables time to apply it to a stalled transformation. The session can cite the reported LinkedIn 2026 Talent Report finding that 86% of companies lack talent velocity and the reported ManpowerGroup Talent Solutions finding that only 3% of C-suite, CHRO, and senior TA leaders say their leaders are highly prepared to lead AI adoption.
Asset
Sponsored LinkedIn post or article on AI strategy
Detail
Draw the distinction between implementing AI and strategizing around it. One question asks what a tool can automate; the other asks what should never be automated. This gives the brand a governance angle for HR leaders looking to demonstrate strategic value rather than claim it through titles or meeting attendance.
Asset
Customer-story companion post or case piece
Detail
Follow the Justworks post format: name a real HR or people leader, describe a specific operational failure or compliance event, show the human cost, then report concrete before-and-after outcomes. The post offers a pattern; the brand must supply the interview subject and operational specifics. Don’t imply the platform tells the whole story.
Working title
The HR Operating System Is the Problem, Not the Function
Choose Molley Ricketts for a campaign focused on recruiting quality and candidate trust.
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In one post, they argue that clear job descriptions, interview expectations and success criteria help align the candidate experience with the actual role.
In another, they point to candidate verification and stronger interviews as responses to AI-generated applications.
This is a focused fit for recruiting and candidate experience, rather than a broad campaign about HR’s operating model or leadership through organizational change.
Choose Gabrielle Carlson for a campaign about building a talent acquisition function that contributes to business growth.
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They connect workforce planning, hiring-manager discipline and useful metrics to recruiting outcomes, and argue that talent acquisition should address revenue risk—not just requisition counts or time-to-fill. The posts could anchor a practical series on building a dependable talent acquisition system and linking recruiting to business growth.
The examples center on talent acquisition, making Carlson a more specific choice for recruiting operations than for a campaign spanning HR systems, organizational change and AI leadership.
Six LinkedIn posts address HR's inherited systems and HR strategy, training measurement, leadership capability during AI-driven change, a response to a CEO's public claim about eliminating HR, a conference session announcement, and one post labeled as a paid partnership with Justworks.
Publication dates are not stated in the posts; one refers to a Talent Connect Summit on September 28–30 and cites two 2026 research reports.
As of 6 October 2026, Jennifer McClure's LinkedIn account lists 188,611 followers.
The posts here do not cover issues of the Designed to Disrupt newsletter, keynote or session recordings, transcripts, books, or earlier work.
Whether those exist and matter to someone searching this name is unknown, so signature work beyond these posts remains an open gap.
Beyond the one disclosed partnership, the posts do not identify any sponsorship, client, or commercial relationship; that absence does not mean none exist.
