Each year, we like to ask the OrgShakers team what practices and mindsets they believe employers should be leaving behind in the year that has passed to help them begin fresh in the new year to come.

As 2025 has now come to a close, we wanted to see what they believed should be left behind in order for employers to continue to grow in the year to come and beyond:

David Fairhurst – 2025 should mark the end of rigid, one-size-fits-all leadership and tokenistic wellbeing initiatives. Generic programmes and surface-level gestures no longer meet the needs of a diverse, fast-changing workforce.

The employers who will succeed are those who build trust-based cultures, focus on genuinely meaningful employee experience, and adopt AI responsibly rather than fearfully. Used well, technology can enhance work, but only when grounded in human values.

These are the organisations that will continue to win the war for talent.

Ken Merritt – employers should leave behind engagement survey scores; at least for the next few years. Annual or biannual surveys take too long, tell us what we already know, and often arrive long after the moment to act has passed.

The focus now needs to be on engagement processes, not scores: real-time listening, ongoing dialogue, and genuine partnership with employees to improve day-to-day workplace dynamics. Engagement isn’t a metric, it’s a relationship.

Natasha Santos – one of the most damaging habits employers must leave behind in 2025 is reactive HR, also known as the ‘wait until it breaks’ approach.

Reactive HR shows up when organizations wait for complaints before updating policies, wait for performance issues to escalate before introducing review processes, wait for turnover spikes before addressing culture, and wait for regulatory pressure before focusing on compliance. It’s costly, risky, and unsustainable.

Modern HR must be structured, preventative, compliance-aligned and people-first, not driven by crisis management.

Beth Molinaro – for HR business partners, 2025 should be the end of gut-feel decision-making and disengagement tolerance. Intuition alone is no longer enough. Data-driven insights, predictive analytics and AI-powered tools are now essential for effective workforce planning.

Ignoring disengagement weakens organisational agility. HRBPs must actively push for career mobility, re-engagement and long-term capability building.

For employees, this also means leaving behind the acceptance of toxic cultures and the habit of neglecting upskilling. Poor leadership and stagnant skills undermine both wellbeing and career resilience in a rapidly changing market.

Patsy Doerr – put simply, employers need to let go of fear: fear of change, fear of AI, and fear driven by the current geopolitical climate.

Operating from fear leads to hesitation, stagnation and short-term thinking. Progress requires confidence, adaptability and a willingness to move forward…even when the future feels uncertain.

Amanda Holland – the normalization of constant availability – emails at midnight, “urgent” weekend messages – has fuelled burnout across labor markets. Employers must leave behind unbounded workdays, ambiguous expectations and the rewarding of overwork.

In their place, organizations should move toward clear communication norms, protected rest time, and leadership that actively models healthy boundaries, aiming for work-life harmony rather than an unrealistic idea of balance.

The same shift is needed in wellbeing. Annual challenges and EAP posters aren’t meeting real needs. Employers must move beyond check-the-box mental health initiatives and crisis-only responses, and instead build psychologically safe cultures with proactive workload management and integrated people-risk approaches.

Karen Cerrato – AI isn’t here to replace people, but rather to reshape how we work by removing inefficiencies and amplifying human skills.

Organizations that thrive will be those that lean in, experiment responsibly, and help their people build confidence rather than fear. Used well, AI can automate low-value tasks, improve decision-making, enhance employee experience, and support upskilling, all while still preserving human judgement.

The future belongs to companies that prepare their people for change, not those that avoid it. When HR leaders model clarity and confidence around AI, the rest of the organisation follows.

Therese Procter – 2025 should be the year employers leave behind the idea that financial stress is a private issue. The link between employees’ financial lives and their performance, health and engagement is now undeniable.

Financial stress affects focus, decision-making, attendance and safety. Ignoring it is no longer compatible with responsible leadership.

As we move into 2026, financial wellbeing must take its place as a strategic pillar of good work (alongside mental and physical health) delivered through human-centred leadership, thoughtful work design, and data-led decisions paired with empathy.

If you would like to get in touch with us about any of the points raised by our team, or if you have a different concerns that you were hoping to leave in 2025 and need assistance in shedding it, please don’t hesitate to get in touch with us today!

From all of us at OrgShakers, we wish you a happy and prosperous New Year!

As we head into December, we wanted our final read of the year to feel seasonally appropriate while still delivering meaningful insights for leaders and HR professionals. And after looking at a range of options, we quickly realised: you can’t beat a classic. And so, this month, we are reading A Christmas Carol by Charles Dickens.

Now, it may be a festive staple, but beneath the memorable characters and ghostly scenes lies a powerful commentary on organizational culture, leadership behavior, and the human impact of the workplace. Re-reading it through an HR lens revealed to us just how much Dickens understood about the psychology of people at work…even in the 1800s!

When Dickens sat down to write his classic fable, society was in the midst of rapid industrial changes and ever-growing social inequality, and this fed his deep concern for the treatment of workers and the moral responsibilities that business owners had. If we look at his novella from this perspective, it is in many ways a case study on what happens when leadership lacks those core soft skills and the workplace lacks psychological safety.

At the centre of this story is the infamous (well, infamous in the beginning, anyway) Ebenezer Scrooge: frugal, rigid, emotionally distant, and dismissive of employee wellbeing. He embodies the kind of culture where productivity is prioritized at the expense of people, and where connection is replaced by transactional thinking. Dickens is quick to establish the consequences of this leadership style: poor morale, disengagement, and a workforce (like Bob Cratchit) that feels undervalued but fearful of speaking up about it.

The arrival of the three spirits then becomes a kind of ‘radical’ leadership intervention. The Ghost of Christmas Past exposes the roots of Scrooge’s behavior, the Ghost of Christmas Present highlights the ripple effect of leadership on employee wellbeing, family life, and community, and the Ghost of Christmas Yet to Come serves as a stark illustration of what happens when a leader refuses to adapt (and spoiler alert, it’s not great!).

But as we know, Scrooge successfully transforms from the rigid, unchanging leader to the generous business owner who truly values his employees’ contributions and actively shows it. The novella does a great job of reinforcing this key message that’s particularly resonant at the end of the year: employee experience is built through small, consistent actions. A pay rise for Cratchit, kindness expressed in language, or time given freely are all small, healthy micro-behaviors that come together to create a healthier workplace.

As employers, revisiting A Christmas Carol is a timely reminder that culture is shaped every day through the choices leaders make. And while we may not have ghosts arriving at 1am to deliver our insights, we do have the data, tools and frameworks to support leaders in becoming more conscious and connected.

If you’d like support embedding these principles into your leadership programmes or wider people strategy for the new year to come, please do get in touch with us today.

And in the meantime, grab yourself a copy of Dickens’ Christmas classic and snuggle down with a warm beverage of your choice. But this time, take in this timeless tale with a fresh, employer-focused perspective…you might be surprised what you learn!

The holiday period is always a golden opportunity to shine a spotlight on the efforts of your people, helping to build a culture of appreciation that lasts well beyond December.

Research increasingly shows that recognition is not just a nice gesture, but a real driver of better business. For example, a recent survey found that 77.9% of employees believed they would be more productive if they received recognition more frequently.

With this in mind, how HR can design festive, meaningful recognition rituals that genuinely resonate with a diverse workforce?

1. Make it Personal and Timely
During the holidays, it can be tempting to rely on more generic gestures like handing out gift cards or sending the semi-customized ‘thank‐you’ emails. But recognition that lands best is: (a) timely (given soon after the contribution), and (b) personal (linked to specific behaviours or outcomes). For example, you might highlight number of units shipped ahead of a delivery deadline, or acknowledge a colleague who mentored a new team member through the seasonal rush. The point is, taking the time to put in that extra effort will significantly pay off in the new year to come.

2. Use the Festive Season to Amplify Peer‑to‑Peer Recognition
The holidays bring a natural energy of giving and community, and employers can tap into this. Have employees nominate neighbors across teams who helped them, set up ‘holiday shout‑outs’ in internal social platforms like Slack, or even host a festive virtual ‘thank you’ wall. Feeling seen and appreciated by your colleagues can be just as rewarding a feeling as being appreciated by your superiors.

3. Offer Meaningful Rewards (but Don’t Over‑Emphasize Monetary Value)
While a bonus or gift is appreciated, the most effective rewards align with what employees value: flexibility, experiential benefits, or recognition tied to purpose. During the holidays you could offer an extra day off, a charity‑giving match in the employee’s name, or a team lunch to celebrate results.

4. Ensure Inclusivity and Authenticity
Holiday themes vary across employees; some celebrate major holidays, others may not. Recognition programmes should avoid bias toward a single festive tradition and instead focus on universal values like teamwork, innovation, support, and learning. When messaging around “holiday thanks”, emphasize appreciation rather than religious or cultural rituals. Adopting an inclusive tone strengthens the sentiment across all team members, and creates a sense of unity that leads to better cohesion.

5. Link Recognition to Sustainable Culture, Not Just One‑Off Cheer
While December is the moment for extra sparkle, the best outcome is that this festive recognition becomes a habit. The data suggests that organizations that embed recognition year‑round create environments where employees feel seen, valued and connected (for example, one study found that when employees feel valued, productivity can increase up to 17%). Leaders can use the holiday window to establish a recognition rhythm so that the cheer continues into the new year.

The holidays give employers a powerful moment to amplify recognition and make it so much more than just a seasonal gesture. By personalizing recognition, they can create a culture of appreciation that lasts well into the new year. After all, the best gift you can give your team is the feeling of being seen, valued and celebrated! If you would like to discuss how we can help advise on how to give the gift of inclusive recognition this holiday season, please get in touch with us today!

It’s Stress Awareness Week, and this played a big role in helping us to decide what our monthly read would be.

After scouring through multiple great choices, we ultimately landed on Richard Sutton’s The Stress Code: From Surviving to Thriving, and knew that this was the book we had been looking for.

Richard Sutton is a health and performance consultant, as well as an expert in resilience, human performance, and stress management. His work has seen him work with elite athletes and Olympic trams – as well as corporate leaders – where he advised on pain management, adaptation and optimal performance. All of this experience teed him up perfectly to write a book about harnessing the power of stress without letting it take an unhealthy toll.

In his book, Richard argues that stress is a two-faced phenomenon: in its chronic form, it wreaks havoc on health and wellbeing, yet in its acute, well-managed form, it can become a catalyst for growth, creativity and peak performance. The book is therefore framed as a resilience roadmap that encourage adaptation rather than all-out avoidance.

The Stress Code begins with foundational ideas: What is stress (its evolutionary roots)? How does stress affect our body systems (immune, hormonal, neural) in both short and long exposure? How does chronic stress destabilize cellular integrity and increase risk of disease? All of these question are explored in depth, as well as the common stress triggers that can kickstart the vicious cycle of negative stress.

After introducing the problem, he then begins to present his solution. Richard proposes a ‘resilience model’ which he has designed to optimize performance and buffer stress. With this framework, he offers actionable strategies, such as techniques to calm the nervous system, mindset shifts and behavioural architecture, to ensure that stress does not spiral into the negative and is instead harnessed for good.

The book also places an emphasis on personalization. Since people differ in their stress sensitivity (even genetically), one must calibrate one’s mix of stress exposure, rest, and coping techniques.

Richard then concludes with a synthesis of his ideas: thriving is not about eliminating stress, but managing one’s ‘arousal–regeneration balance’. It is about designing a life where stress pulses (such as growth and challenge) are matched by regenerative practices (like recovery, rest), underpinned by purpose, structure, and psychological safety.

This science-infused yet practical guide transforms the prevailing narrative of stress from enemy to evolutionary ally, and as a HR professional, we very much recommend getting your hands on a copy. If you would like to purchase a copy of The Stress Code, you can do so here in the UK and here in the US.

And if you have any pressing questions about how you can begin to practically manage stress and build resilience in your workforces, please do get in touch with us today!

Pay is a fundamental aspect of the employee experience. According to a study by PwC, 92% of employees expect their payroll to be accurate and on time, indicating that even minor payroll issues can significantly impact overall job satisfaction.

So when organizations avoid discussing pay openly, it can understandably lead to misunderstandings and feelings of inequity among employees. Transparency in pay practices not only fosters trust but also helps in aligning employee expectations with organizational realities.

Silence Creates Risks

While it might seem easier to sidestep discussions about pay (and admittedly be less awkward), this approach can backfire. Employees who feel that their compensation is not aligned with their contributions or market standards may become disengaged or seek opportunities elsewhere. Research indicates that 24% of employees will look for a new job after the first payroll mistake, with another 25% considering a job change after a second issue. If employers aren’t talking about pay, this doesn’t create a culture where employees feel that they can openly discuss it and instead will just leave altogether.

Moreover, in today’s competitive job market, organisations that fail to address pay concerns may struggle to attract and retain top talent. A lack of open communication about compensation can create a perception, albeit unintentionally, of unfairness, leading to a noticeable decrease in employee morale and productivity.

How Conversation Becomes Opportunity

Instead of avoiding those pay discussions, employers can use them as opportunities to build stronger relationships with their employees. This can be achieved in a variety of ways:

• Regular Check-ins – a great way of combatting the stigma of ‘money talk’ is to actively schedule in periodic meetings with employees to discuss their compensation and career progression (think a mini pay review). This proactive approach can help address concerns before they start to escalate.
• Clear Communication – ensure that pay structures, bonus criteria, and promotion paths are clearly communicated to all employees. This transparency helps to reduce uncertainty and builds trust between employer and employees.
• Market Comparisons – regularly benchmark your pay scales against industry standards to ensure competitiveness is alive and well. This demonstrates a commitment to fair compensation practices.
• Feedback Mechanisms – implement channels through which employees can express concerns or ask questions about their pay. This will make employees feel that they can raise any concerns privately but trust that they will still be heard. Addressing these promptly can then help to prevent dissatisfaction from growing.

How Does HR Come Into It?

HR professionals play a crucial role in facilitating open and constructive pay discussions. By creating a safe environment where employees feel heard and valued, HR can help demystify compensation and align employee expectations with organizational goals.

Training managers to handle pay conversations with empathy and transparency is essential, in addition to equipping them with the tools and knowledge to discuss compensation confidently and fairly so to ensure consistency across the organization.

This is where we can help. If you would like to discuss how we can help to build a company culture where open and honest discussions about compensation are the norm, please get in touch with us today!

According to PwC’s 2025 Global AI Jobs Barometer, AI is associated with a near-fourfold increase in productivity growth in exposed sectors. But it’s not just technology which can improve productivity. A field study by Oxford University’s Saïd Business School found that happier workers were 13 per cent more productive.

In recent years there has been a lot of discussion around workplace wellbeing in terms of what organizations ‘should do’, such as the provision of wellness programmes. However, there is little discussion on what employees can do for themselves. A compelling body of research shows that when people take active roles in shaping their own wellbeing, they tend to report higher engagement, greater satisfaction and improved performance.

A Shared Model of Happiness

The business case is clear for employers. Happy people do better work and stay longer. The most resilient workplaces see employees as partners: people who bring agency and purpose, not passive recipients of ‘wellness’. This also aligns with the case for authenticity – a happy and inspired person feels free to be themselves.

Humanness and Happiness

Mark Price, founder of global employee experience platform WorkL, captures this notion perfectly in his latest book Work Happier. In it, he discusses how personal happiness at work stems from understanding our own needs and actively managing our wellbeing. The framework he uses highlights resilience, emotional intelligence, and agency, which are all qualities that cannot be replicated by AI.

The Human Edge in an Automated World

Human traits such as empathy, curiosity, adaptability, and a sense of humour all help to build wellbeing and provide a foundation for happiness. More good news is that demand for these softer, human-centric skills continues to rise. This is confirmed by studies which show that the demand for skills that complement AI (such as collaboration and emotional intelligence) is growing.

Additionally, research confirms that people who see their daily tasks aligned with personal values and feel empowered to influence their workflows report higher wellbeing, sustained performance, and greater loyalty.

Looking Ahead: Agency, Not Fear

Whilst the rapidly shifting landscape of AI can cause concern, there are also opportunities to seize. Workers have already shown that they can take ownership of their work-life balance by insisting on flexible working options. As a result, employers have had to listen, and flexible working is now an expectation and not a perk. It’s also routinely seen as a top driver of retention and satisfaction.

By up-holding our personal values and taking ownership of our agency – what we want and don’t want – we can really thrive at work and be happy. Whilst AI, automation, and more dynamic work models can ramp-up productivity, the path forward isn’t just about using intelligent tools better, it’s also about choosing how we show up for ourselves and others.

If you would like to discuss how we can help your company with wellness support, such as strategies on how to build a mindset of resilience and agency that encourages employees to nurture their happiness at work, please get in touch with us today!

In a world where change is constant, traditional job structures are being redefined. Roles that once seemed permanent are now evolving faster than ever, driven by technology, automation, and new ways of working. To stay ahead, organisations are rethinking how they hire, develop, and retain talent. Instead of focusing on rigid job titles, many are embracing a skills-based approach – one that prioritises what people can do over what their job descriptions say.

But what exactly does skills-based hiring mean, and how can it future-proof your workforce? Let’s explore the benefits, challenges, and long-term impact of transitioning from jobs to skills.

Workforce management isn’t new, but what is new is challenging the idea of “jobs” to a more flexible skills based approach is becoming more common. 

It allows for more agility, flexibility and we think it’s an approach that all businesses should consider implementing. 

What Is Skills-Based Hiring?

Skills-based hiring focuses on the capabilities, knowledge, and competencies a person brings to the table rather than the specific roles they’ve held. Instead of defining success by a job title, it’s measured by skills, adaptability, and potential.

This approach challenges traditional workforce models, which often rely on degree requirements, fixed hierarchies, and narrowly defined responsibilities. A skills-based model recognises that talent is diverse and that learning and experience come in many forms — from formal education to self-directed learning and project-based work.

By breaking free from job-based limitations, organisations open themselves to wider talent pools and greater agility in deploying people where they’re needed most.

The Benefits of a Skills-Based Workforce

Adopting a skills-based approach offers significant advantages for organisations and individuals alike. Here are some of the key benefits:

1. Greater Agility and Workforce Mobility

When work is defined by skills rather than job titles, it becomes far easier to reallocate people to new projects or initiatives. Employees can move laterally across departments, bringing fresh perspectives and reducing silos. For organisations, this means faster responses to emerging business needs and fewer skill gaps during times of change.

2. More Inclusive Hiring Practices

Skills-based hiring helps eliminate unnecessary barriers, such as degree requirements or specific industry experience, which can exclude talented individuals. By focusing on what candidates can do, employers can access a broader, more diverse talent pool, leading to greater innovation and equity across the organisation.

3. Improved Employee Retention and Engagement

When employees see a clear path to developing and applying new skills, they’re more likely to stay motivated and engaged. A culture that values learning over static roles encourages growth, fosters loyalty, and reduces turnover. It also empowers employees to shape their own career paths rather than waiting for promotions tied to job titles.

4. Stronger Alignment Between Talent and Strategy

In a rapidly evolving marketplace, the skills a company needs today may not be the same as tomorrow. A skills-based workforce allows leaders to identify which competencies are critical for future growth and plan accordingly. This approach ensures that hiring, learning, and workforce planning are all strategically aligned with long-term goals.

5. Enhanced Productivity and Innovation

Teams built around complementary skills rather than fixed roles are often more dynamic and creative. They bring together varied expertise to solve problems collaboratively, adapt faster to new technologies, and continuously improve performance.

Why Skills-Based Workforce Planning Matters

Transitioning from a job-based model to a skills-based one isn’t just an HR initiative — it’s a strategic shift. Without effective systems and leadership in place, the approach can easily become fragmented or inconsistent.

Successful skills-based workforce planning requires:

• Accurate Skills Mapping: Understanding what skills currently exist within the organisation and where the gaps lie.
  
• Integrated HR Technology: Using platforms that track, assess, and match skills to business needs in real time.
  
• Learning and Development Pathways: Providing clear routes for employees to upskill and reskill as roles evolve.
  
• Transparent Communication: Ensuring employees understand how skills-based assessments and mobility opportunities work.
  
• Strong Leadership Buy-In: Encouraging leaders to see value in flexibility and continuous learning rather than rigid hierarchies.
  

When done well, this model creates an adaptable organisation that’s capable of thriving in uncertainty while giving employees ownership of their growth.

How Skills-Based Hiring Supports Retention and Wellbeing

A skills-based approach isn’t just about efficiency – it’s about the people. 

Employees who feel recognised for their capabilities, rather than just their job titles, experience greater fulfilment and autonomy.

By allowing talent to move fluidly across projects, organisations prevent stagnation and burnout. Staff can explore different challenges, develop new competencies, and stay energised by meaningful work. This flexibility supports mental wellbeing, engagement, and a sense of belonging, all of which contribute to stronger retention.

Moreover, as the workforce becomes more project-based, employees gain valuable experience across multiple functions, broadening their career horizons. This not only benefits individuals but also strengthens the organisation’s overall capability and resilience.

Building a Future-Ready Workforce

The future of work is dynamic, skill-driven, and increasingly human-centred. Organisations that shift from jobs to skills will find themselves better positioned to handle disruption, attract top talent, and adapt to changing technologies.

By embracing this model, businesses move from a mindset of filling roles to one of building capabilities. It’s a more sustainable and inclusive approach that values potential, learning, and adaptability.

For HR leaders, this means moving beyond traditional workforce planning towards strategies that prioritise skills visibility, continuous development, and internal mobility. It’s not just about what people are hired to do today, but what they can achieve tomorrow.

Not Just About Recruitment: Consider the Current Occupation vs Job Title

By moving away from rigid job titles, and looking at the total occupation of a current individual employee’s skills, experience and capacity, organisations can create a culture that focuses on contribution, capability, and collaboration rather than hierarchy. 

This shift encourages teams to share knowledge more freely, work across functions, and apply their strengths where they add the most value.

It also enables leaders to identify hidden talent within the business. When people aren’t confined to narrow role definitions, their full range of skills can be recognised and utilised. This not only enhances productivity but also fosters a sense of purpose and belonging, as employees feel seen for what they can do rather than what their title says they should.

Ultimately, transitioning from jobs to skills is about uniting teams under a shared vision of flexibility, growth, and mutual success – creating an environment where everyone can evolve with the organisation.

Moving Forward with a Skills-Based Strategy

At OrgShakers, we believe that transitioning from jobs to skills is key to unlocking workforce potential. Our consultants partner with organisations to redesign their talent strategies, identify critical capabilities, and build agile, future-ready teams.

From skills audits and leadership development to learning strategy and culture change, we help organisations move towards a model that celebrates flexibility, growth, and opportunity.

By focusing on skills, your business can stay resilient, your people can stay inspired, and together you can shape a workforce built for the future.

Learn more about how we can help your organisation embrace skills-based hiring by contacting us today.

In every organization, administrative tasks are the backbone of daily operations. From updating employee records to scheduling meetings, these seemingly small responsibilities keep everything running smoothly.

However, without proper management, admin work can quickly spiral out of control leading to administrative overload, reduced productivity, and even burnout among employees and managers.

This article explores the best ways to manage administrative overload in the workplace, including examples of key administrative tasks, how to streamline processes, and the best AI tools that can make admin work more efficient.

What Is Administrative Overload and Why It Matters

Administrative overload occurs when employees or managers are overwhelmed by routine admin duties, including data entry, approvals, scheduling, compliance paperwork, and more. When these tasks pile up, they eat into valuable time that should be spent on strategic decision-making or people-focused work.

In HR especially, admin overload is common. Professionals often juggle onboarding, payroll, performance reviews, and compliance documentation simultaneously. Without the right systems in place, admin tasks can dominate the day, leaving little room for meaningful engagement with employees.

Managing administrative overload isn’t just about improving productivity, it’s a crucial part of maintaining job satisfaction and preventing burnout. When employees feel constantly buried in admin, motivation drops, stress rises, and turnover risk increases. Reducing admin pressure is, therefore, an important part of any retention strategy.

Examples of Administrative Tasks

Understanding the scope of admin work is the first step to managing it effectively. Here are some common examples of administrative tasks found in most workplaces:

• HR Administration: Updating employee records, processing payroll, handling leave requests, managing benefits, and maintaining compliance files.
• Recruitment Admin: Scheduling interviews, sending offer letters, conducting background checks, and updating applicant tracking systems.
• General Office Administration: Ordering supplies, managing calendars, arranging meetings, and preparing reports.
• Financial Admin: Processing invoices, approving expenses, and reconciling budgets.
• Training and Development: Tracking attendance, maintaining learning records, and managing course enrolments.

While each of these tasks is essential, but, when not managed correctly they can collectively create a significant administrative burden, particularly in growing organisations where resources are stretched thin.

Why Managing Administrative Tasks Matters

Managing administrative tasks effectively is vital for maintaining smooth operations and high morale. When the admin is well organized, managers can focus on leadership, employees can prioritize core work, and the business benefits from better efficiency and lower costs.

In HR, efficient admin management ensures compliance, improves data accuracy, and supports better decision-making. For example, when HR teams aren’t bogged down by paperwork, they have more time to develop engagement initiatives or implement new retention strategies — both of which drive long-term success.

A proactive approach to managing administrative tasks at work also helps create a culture of accountability. When everyone understands their admin responsibilities and has access to the right tools, tasks are completed faster, communication improves, and teams feel more in control of their workloads.

How to Prevent Administrative Overload

Preventing administrative overload starts with awareness and organisation. Here are a few practical steps HR and management teams can take:

1. Audit Your Admin Processes
   Review which administrative tasks that take up the most time. Identify which ones are repetitive, manual, or prone to error. This helps prioritize what can be automated or streamlined.
2. Delegate Effectively
   Many managers fall into the trap of trying to handle all admin themselves. Delegating tasks to capable team members or using shared systems ensures workload balance and prevents burnout.
3. Standardize Workflows
   Creating templates, checklists, and clear procedures for routine tasks reduces confusion and ensures consistency, especially useful for onboarding, payroll, and performance management.
4. Automate Where Possible
   Automation is one of the best defences against admin overload. Repetitive HR processes like leave approvals, report generation, and document management can all be automated using AI-powered tools.
5. Review and Refine Regularly
   Admin processes should evolve as your organisation grows. Set regular reviews to identify bottlenecks or inefficiencies and make improvements accordingly.

By taking these steps, organizations can dramatically reduce admin fatigue and empower their teams to focus on what truly matters, people and performance.

Best AI Tools for Administrative Tasks

Technology is transforming how HR teams and managers handle admin. Here are some of the best AI tools for administrative tasks that can save time and improve accuracy:

• BambooHR – Simplifies HR admin with automated time-off tracking, onboarding checklists, and performance review reminders.
• ClickUp – A versatile project management tool that helps teams track admin tasks, set priorities, and manage deadlines in one dashboard.
• Zapier – Connects different software systems to automate workflows, like sending HR updates from one platform to another.

By integrating the right technology, companies can dramatically reduce time spent on low-value tasks, allowing HR and management to focus on strategic goals.

How Managing Administrative Overload Supports Retention

Employees today value efficiency and balance. When teams spend less time bogged down by administrative tasks at work, they experience less stress, greater focus, and higher engagement, all of which contribute to stronger retention.

Managers who proactively address admin overload send a powerful message that employee wellbeing and productivity are priorities. This leads to a more positive workplace culture, improved trust, and long-term loyalty.

For HR leaders, tackling administrative overload isn’t just about efficiency, it’s about enabling people to do their best work. When the admin runs smoothly, everyone benefits from the organizational success of your business from saving time, reducing stress, and streamlining operations. 

Best Ways to Manage Administrative Overload

Administrative tasks will always be part of working life, but they don’t have to be overwhelming. With the right mindset, tools, and systems, managing administrative overload becomes not just possible, but empowering.

By embracing automation, standardising processes, and encouraging collaboration, HR teams and managers can create a workplace where admin supports ongoing success.

At OrgShakers, we think it’s essential to strike the right balance between people, process, and performance. Administrative overload often stems from outdated systems or unclear responsibilities.Our HR consultants work with organizations to streamline admin processes, implement smart HR technology, and develop leadership strategies that free teams from time-consuming manual work. 

Whether it’s redesigning your HR structure, introducing automation tools, or improving your employee experience, we ensure your business has the foundation to manage workloads effectively and retain top talent.By simplifying administrative tasks and empowering your people to focus on what they do best, we help you build a more efficient, engaged, and resilient workforce. Explore how OrgShakers can support your business today!

In a rapidly evolving world of work, where new technologies, tools, and expectations emerge almost daily, employee upskilling is no longer optional,it’s essential. For HR leaders and business owners, investing in learning and development training programs is one of the most effective ways to secure both individual and organizational success.

Employee upskilling bridges the gap between today’s capabilities and tomorrow’s business needs. It empowers people to grow, adapt, and perform, while strengthening engagement, productivity, and retention across the workforce.

What is Employee Upskilling — And why does it Matter?

Employee upskilling refers to the process of developing employees’ existing skills or adding new ones to help them thrive in a changing environment. Whether it’s through formal learning and development training programs, coaching, or mentoring, the focus is on enabling employees to remain agile and effective in their roles.

While reskilling prepares individuals for a completely new position, upskilling helps them advance within their current field, improving expertise, confidence, and contribution to business outcomes.

For HR professionals, a robust employee upskilling program is a strategic investment. It aligns workforce capability with business growth, creating a pipeline of skilled talent ready to take on emerging challenges.

The Benefits of Employee Upskilling for Individuals

1. Building Confidence and Competence

Learning drives confidence. When employees are given opportunities to strengthen their skills, they perform with greater assurance, creativity, and ownership. Upskilling employees supports decision-making and helps individuals feel equipped to tackle complex challenges — which, in turn, boosts productivity and morale.

2. Enabling Career Progression

One of the most powerful benefits of employee upskilling is career development. Employees who engage in learning are better positioned to take on new responsibilities, step into leadership roles, and navigate internal mobility opportunities. For HR, this means a stronger succession pipeline and reduced dependency on external recruitment.

3. Encouraging Engagement and Loyalty

When employees see that their employer invests in their development, they’re far more likely to stay. Upskilling programs demonstrate commitment to long-term growth, reinforcing trust and belonging — two vital drivers of engagement and retention.

Why Upskilling is a Business Imperative

1. Strengthening Retention and Reducing Turnover Costs

The link between learning and retention is clear: people don’t leave organizations that invest in them. Upskilling helps employers retain high performers by keeping them challenged and valued. It also reduces recruitment costs and protects institutional knowledge — both critical for business continuity.

2. Driving Productivity and Innovation

Well-trained employees bring new ideas and improved ways of working. Upskilling enhances efficiency, problem-solving, and adaptability, helping organizations stay competitive in fast-changing markets. Continuous learning turns knowledge into action — and that directly impacts the bottom line.

3. Supporting Organizational Agility

In an unpredictable economy, agility is everything. Employee upskilling and reskilling build flexibility into the workforce, enabling businesses to respond to change without disruption. A learning culture prepares employees to adopt new technologies, adapt processes, and embrace transformation with confidence.

4. Strengthening the Employer Brand

An organization known for developing its people attracts stronger talent. Training programs in the workplace send a clear message: “We grow together.” This not only improves recruitment outcomes but also enhances overall culture and reputation.

How HR can Build Effective Upskilling Programs

The most impactful employee upskilling programs are strategic, inclusive, and continuous. For HR and leadership teams, the following steps can ensure lasting value:

• Conduct a skills gap analysis: Identify where current competencies fall short of future business needs.
• Design tailored learning pathways: Blend technical, leadership, and interpersonal development to support both role performance and progression.
• Encourage a culture of learning: Integrate development into everyday work through coaching, mentoring, and peer-to-peer learning.
• Measure outcomes: Track engagement, performance improvement, and retention to demonstrate ROI and continuously refine the approach.

By embedding learning into the fabric of daily work, your HR team can transform development from a “nice-to-have” initiative into a strategic enabler of performance.

The Long-Term Payoff of Upskilling

For employees, upskilling is an investment in confidence, competence, and career progression.
For organizations, it’s an investment in adaptability, innovation, and retention.

The benefits of employee upskilling go beyond skill acquisition, it shapes culture, strengthens leadership pipelines, and future-proof business success. A workforce that learns continuously is one that grows collectively.

The Best Ways to Start Upskilling your Workforce

At OrgShakers, we help organizations design learning and development strategies that align with their goals, culture, and people.

If you’re ready to build a future-ready workforce, contact our team today to learn how our support can improve your organization’s growth and enhance your retention strategies and goals now.

In today’s competitive business landscape, retaining top talent is no longer a reactive exercise. HR leaders and business owners increasingly understand that proactive retention strategies are essential for keeping employees engaged, motivated, and committed.

Rather than waiting for disengagement or turnover to occur, proactive retention focuses on anticipating challenges and addressing them before they impact the workforce.

When implemented effectively, these strategies benefit both employees and organizations to drive growth, productivity, and long-term loyalty.

What Are Proactive Retention Strategies?

A proactive retention strategy is a forward-thinking approach designed to prevent turnover before it happens. It is embedded into workplace culture, HR processes, and leadership practices, rather than reacting to staff departures after they occur.

Examples of proactive retention strategies include:

• Regular engagement and pulse surveys to detect early signs of dissatisfaction
• Structured career development and upskilling opportunities
• Transparent succession planning and progression pathways
• Wellbeing programs that address mental, physical, and emotional health
• Recognition and reward initiatives that reinforce contributions and purpose

By addressing issues before they escalate, organizations create a workforce that is resilient, loyal, and aligned with business objectives.

Why Proactive Retention Matters for Employees

1. Career Growth and Development

Employees want to feel that their roles are meaningful and that their contributions lead to growth. A proactive employee retention strategy ensures that development opportunities are visible and accessible, helping individuals build skills, confidence, and career progression.

2. Engagement and Motivation

When organizations actively support learning, wellbeing, and recognition, employees feel valued. Proactive retention fosters a sense of purpose and engagement — driving higher performance and commitment.

3. Confidence and Security

Employees who see that their organization anticipates their needs and invests in their future experience greater job satisfaction. Predictable progression, clear expectations, and support systems all contribute to confidence and loyalty.

The Organizational Benefits of Proactive Retention Strategies

1. Reduced Turnover and Cost Savings

Reactive retention, such as last-minute counteroffers or emergency engagement initiatives can be expensive and disruptive. Proactive retention strategies reduce turnover by addressing the root causes of disengagement, saving organizations significant recruitment and onboarding costs.

2. Improved Productivity

Proactively engaged employees are more motivated, efficient, and innovative. By investing in workplace retention strategies such as continuous learning and mentoring programs, organizations ensure that employees have the tools and support to perform at their best.

3. Stronger Employer Brand

Organizations that prioritize proactive retention position themselves as employers of choice. Investing in HR retention strategies signals to current and future employees that the business values its workforce and is committed to their long-term success.

4. Future-Proofed Workforce

By anticipating skills gaps, wellbeing concerns, and career development needs, businesses remain agile. Proactive retention ensures the workforce is adaptable and prepared for market changes, technology adoption, and evolving business demands.

Implementing a Proactive Employee Retention Strategy

1. Understand Your Workforce

Regularly collect feedback, analyze engagement data, and identify trends in turnover or dissatisfaction. Knowing your people’s needs is the first step toward effective retention.

2. Invest in Career Development

Offer training programs in the workplace, mentorship, and structured growth opportunities. Employees who see a clear path forward are more likely to stay engaged and committed.

3. Foster a Culture of Recognition

Recognition should be continuous and meaningful. Celebrate achievements, milestones, and innovation to reinforce a sense of value and belonging.

4. Prioritize Wellbeing

Proactively addressing physical, mental, and emotional health ensures employees feel supported. Flexible policies, wellness initiatives, and access to resources build trust and reduce stress.

5. Communicate Transparently

Keep employees informed about business goals, career opportunities, and organizational changes. Transparency builds trust and encourages alignment between individual and organizational objectives.

By embedding these practices into the business, your HR teams can create an environment where retention is built-in, not reactive.

Proactive Retention in Action

Consider an organization that implements proactive strategies: employees have access to continuous learning, mentorship, wellbeing initiatives, and transparent career pathways. Leadership checks in regularly, engagement surveys identify potential issues early, and recognition is part of daily operations.

The result? Higher engagement, reduced turnover, a stronger culture, and a workforce prepared to adapt to change, all without waiting for crises to occur.

Creating your Proactive Retention Strategies

At OrgShakers, we help organizations design and implement proactive retention strategies tailored to their culture and business goals. Our team works with HR leaders to build frameworks that improve employee satisfaction, engagement, and long-term retention.Ready to strengthen your workforce and future-proof your business? Contact us today to discover how our HR retention strategies can make a tangible difference.

Change has been a hot topic this last year, and with change can sometimes come the clambering need to over-prepare by hiring new heads. After all, as demands for different skills continue to shift (especially in the wake of technological advancements) employers may be feeling an urgent need to onboard new staff to plug skills gaps that haven’t even opened up yet.

But the smarter approach is to design capacity rather than blindly hiring; thoughtful workforce planning allows employers to meet demand while still keeping options open.

The best place to start is with clarity about where value is being delivered. Map out the core revenue – drivers and the processes that feed them, then model scenarios. For example, if sales rise by 10% or one of your product lines suddenly doubles, which roles would scale and which can be augmented by short-term support or contractors? By running these different scenarios, leaders can reduce the pressure to ‘just hire’ and make sure each new role is a genuine targeted investment.

This is where embracing a blended resourcing model can become a smart move. Fractional HR, contractors, and short project teams offer senior expertise or capacity without long-term fixed cost. And that flexible capacity also helps to test new roles, as employers can hire fractional or part-time specialists, measure their impact, then convert roles and hire for them if they prove to be essential. It’s a low-risk way to discover what your business actually needs. And not to mention the fact that candidates are increasingly valuing variety and flexible hours, and so by offering jobs that attract talent but reduce the need to commit to full-time roles is something that is becoming continuously attractive to prospective employees.

Additionally, consider how you can invest in internal capability, too. Cross-training and clear career pathways let you redeploy existing talent quickly, which often costs far less than recruiting externally. Especially when you consider the full cost of a hire (I’m talking recruitment fees, onboarding time, training, admin); these soft recruitment costs result in the hiring process costing 2 to 3 times more than originally intended, and this doesn’t even factor in the potential opportunity cost. But if you are investing internally, these costs can be avoided almost entirely.

Lastly, it can be daunting trying to predict demand in an ever-changing work, but employers can begin to use technology and data to help them do this more efficiently. Payroll analytics, time-to-hire metrics, and simple scenario dashboards turn gut feeling into actual tangible evidence. These can be used to create a single quarterly review that ties business forecasts to headcount plans, which will transform hiring from reactive to proactive.

If you would like to discuss how we can assist you in building a workforce that is prepared for a future in flux without having to over-hire and cost your fortunes, please get in touch with us today!

For those who may not be aware, October marks Domestic Violence Awareness Month. And whilst this is a time to reflect on how domestic violence affects far too many individuals, it is also an opportunity to look at how it may make its way into the workplace.

Domestic Violence Can Come to Work…

It is a sad truth that domestic violence extends into the workplace. According to the National Domestic Violence Hotline, nearly 8 million days of paid work are lost each year due to domestic violence, equating to over 32,000 full-time jobs.

And if this isn’t worrying enough, a staggering 96% of employed domestic violence victims report experiencing problems at work due to the abuse. These problems can manifest in a variety of ways, such as a sudden drop productivity, a startingly increase in absence, and even workplace harassment.

How Can Employers Support Those Who Need It?

Employers have a unique opportunity, and a moral obligation, to support employees experiencing domestic violence, and there are several ways that they can start to do this:

1. Develop and Implement Supportive Policies

Right from the offset, it’s so important for employers to establish clear policies that address how they support those staff who are currently victims of or are survivors of domestic violence. Therse policies can include strategies such as confidentiality assurances to protect employees’ privacy, flexible working arrangements to accommodate any potential legal appointments, and leave offerings for employees who need time to address domestic violence issues.

2. Provide Training and Awareness Programs

It’s imperative that middle managers receive training to recognize the signs of domestic violence and know how to appropriately respond to these. This training should aim to educate leaders on the warning signs of abuse, as well as the complex intersectionality of domestic abuse and how it can present differently depending on who has fallen victim to it (for example, it may be harder to spot in a male employee). It can also be worth investigating your Employee Assistance Program service and whether or not they supply specialised counselling for those dealing with a domestic violence situation.

3. Create a Safe and Supportive Work Environment

Lastly, employers have to make an effort to foster an environment where employees feel safe to disclose sensitive information. Those companies that are audibly promoting a zero-tolerance policy towards harassment and discrimination and actively encouraging open communication are going to be the ones who see their employees confide in them.

What Does the Law Say?

Employers must be aware of the legal protections available to employees experiencing domestic violence. In the United States, laws such as the Family and Medical Leave Act (FMLA) and state-specific domestic violence leave laws may provide employees with job-protected leave. It’s essential for employers to stay informed about these laws to ensure they remain compliant, as well as knowing how to support affected employees effectively.

Conclusion

Domestic Violence Awareness Month serves as a reminder of the significant impact domestic violence has on individuals and workplaces. By implementing compassionate policies, providing training, and fostering a safe workplace, employers can make a meaningful difference in the lives of those affected by domestic violence.

If you would like to discuss how we can help your company implement clear and effective domestic violence support strategies, please get in touch with us today.