Once upon a time, in a workplace not so far away, three employees faced challenges that tested the magic of their HR departments. With the right support from their employers, they knew that they could find their happily ever after…

“Hansel and the Breadcrumbs”

Hansel was excited to start his new job. He had worked hard to land a role in his dream company, but after onboarding, he felt lost in an unfamiliar forest of responsibilities. His manager was always too busy, and any guidance he received was scattered, much like a breadcrumb trail leading nowhere.

Hansel isn’t alone – over half (54%) of office-based employees said they were dissatisfied with their onboarding experience. Without any clear direction, he struggled to find his way, second-guessing himself and feeling isolated.

How can Hansel’s employer help him?

Firstly, companies should ensure structured, well-documented onboarding programs that don’t leave new hires to fend for themselves. Regular check-ins with a mentor or manager can help employees feel guided and supported. A buddy system, where a more experienced colleague helps navigate the first few months, can also work wonders.

And, most importantly, onboarding shouldn’t end after a few weeks. Continuous learning opportunities and career development plans ensure employees feel valued long after their first day. And this sentiment rings true – a Glassdoor survey found that a strong onboarding process improves a company’s retention rate by 82%.

“Rapunzel and the Remote Tower”

Rapunzel was thriving in her fully remote role – until she wasn’t. At first, working from home felt liberating. But over time, isolation crept in, and the excitement of flexible working turned into a lonely existence. She missed casual coffee chats and brainstorming sessions, and despite attending every virtual meeting, she still felt disconnected.

Rather ironically, she’s not alone – 67% of remote workers reported feeling disconnected from their colleagues. This is because a lack of in-person interaction can make employees feel like they’re trapped in a tower, with little social engagement.

So, how can Rapunzel’s employer support her?

Remote work should not mean working in solitude. Employers can implement virtual coworking sessions, casual chat channels, or monthly team-building activities to foster community. Hybrid work options, where employees can meet in-person periodically, can also help combat isolation if this is an option.

Most importantly, leaders should check in with their remote employees regularly – not just about tasks, but about their wellbeing, too. Encouraging employees to set boundaries and take microbreaks is key to ensuring they don’t feel trapped within their own four walls.

“The Three Little Pigs and the Big Bad Layoffs”

The Three Little Pigs worked hard to build their careers, but storm clouds loomed overhead. Economic downturns and restructuring left them anxious about job security. Some of their colleagues had already been let go, and rumors of more layoffs circulated like the wind. The first pig tried to ignore it, hoping it would blow over. The second panicked, applying to jobs frantically. The third, however, sought clarity from leadership.

With about 70% of employees saying layoffs negatively impact workplace morale, how can companies ensure their people feel secure, even in uncertain times?

Transparency is key. Leaders should communicate openly about business challenges and any potential restructuring, rather than letting rumors dictate the narrative. If layoffs must happen, organizations should prioritize empathy, offering career transition support and mental health resources.

For those staying, companies must rebuild trust by reinforcing a clear vision for the future, ensuring employees feel supported rather than expendable. Strong foundations – just like the pig who built his house of bricks – are what keep employees engaged even during turbulent times.

In today’s ever-changing workplace landscape, the magic isn’t in fairy godmothers or enchanted castles – it’s in the HR policies and leadership decisions that shape an employee’s experience. If companies want their employees to live happily ever after, then they must continue their commitment to making workplace wellbeing more than just a fairy tale. If you would like to discuss how we can help you achieve this, please get in touch with us today!

Parkinson’s disease is a progressive neurological condition that affects movement, coordination, and cognitive functions, and it is estimated that around 10 million people globally are living with Parkinson’s. Therefore, ensuring employees with Parkinson’s receive the right support is essential not only for their wellbeing but also for ensuring that they are able to continue to thrive in their role and maintain productive momentum.

The key to achieving this is implementing thoughtful workplace adjustments that allow employees to thrive while balancing business needs.

Parkinson’s symptoms vary significantly, but may include tremors, muscle stiffness, slowness of movement, fatigue, and cognitive changes. These can impact tasks such as typing, walking, speaking, or multitasking. While Parkinson’s does not affect every individual in the same way, employers must recognize that small adjustments can make a significant difference in an employee’s ability to perform their job effectively:

• Flexible Working Arrangements – allowing remote working or hybrid models can help accommodate the fluctuating energy levels that are sometimes caused by Parkinson’s. Additionally, offering more flexibility with working hours enables these employees to work when they feel most capable.
• Physical Adjustments to the Workplace – employers should consider the benefits of providing ergonomic chairs and adjustable desks to help improve comfort and combat against more physical symptoms. It can also be important to ensure easy access to rest areas and quiet spaces for breaks and take this into consideration when situating certain employees in the office.
• Technology and Assistive Tools – offering speech-to-text software for those who struggle with typing can be a great way of keeping productivity up through a reasonable adjustment.
• Task and Role Adjustments – consider modifying job responsibilities to focus on strengths and subsequently minimize strain by allowing additional time for tasks requiring fine motor skills or concentration.
• Supportive Workplace Culture – ensure that managers and colleagues are offered the appropriate training around Parkinson’s to foster a deeper understanding and a greater sense of inclusion. This encourages an open dialogue which will make all employees – not just those with Parkinson’s – feel that they can better voice their concerns and seek support.

Just as there is a business and moral case for these adjustments, it’s important to remember the legal compliance surrounding this, too. Employers must comply with disability discrimination laws, such as the Equality Act 2010 in the UK and the Americans with Disabilities Act in the US, which ensure reasonable accommodations are provided.

By making the effort to employ these thoughtful adjustments, businesses can maintain productivity and ensure employees with Parkinson’s have the tools they need to succeed, all the while remaining legally compliant. If you would like to discuss how we can help ensure your workplace is compliant for the needs of those with Parkinson’s, or any other progressive neurodegenerative disorders, please do get in touch with us today.

The modern workforce is undergoing profound shifts, with a significant trend emerging among younger employees: the “Great Detachment.”

This phenomenon, taking cues from the post-pandemic “Great Resignation”, reflects a growing number of employees staying in roles despite feeling unfulfilled and disengaged.

Alarmingly, Gallup’s State of the Workplace 2024 report reveals that only 23% of employees globally feel engaged at work, leaving a staggering 77% in a state of disengagement.

For HR leaders, this trend underscores a pressing challenge: re-engaging an increasingly detached workforce. The competitive job market has made transitions less frequent, but dissatisfaction remains pervasive, impacting both employee wellbeing and organizational productivity.

While complete fulfillment at work may be an ambitious goal – surveys show that just 7% of Americans and 25% of UK adults claim to be in their dream careers – the rise of younger generations in the workplace introduces new attitudes shaped by pandemic-era reflection. For them, “settling” in an uninspiring job is no longer a compromise they’re willing to make, resulting in disengagement that carries tangible consequences for businesses.

What Can Employers Do?

HR leaders must move beyond traditional engagement strategies to address this paradigm shift. A promising approach lies in fostering a culture of flexibility and creativity—giving employees the opportunity to shape their roles to align more closely with their passions and talents.

Job Crafting and “Squiggle Room”

One innovative strategy is enabling ‘squiggle room’, a concept encouraging employees to job craft. By integrating individual strengths and interests into daily responsibilities, employers can empower staff to find deeper meaning in their work. This not only rekindles engagement but also stimulates innovation by leveraging diverse perspectives to solve business challenges.

For organizations, the benefits of job crafting are manifold. Beyond improving engagement, it cultivates a culture of adaptability—a critical advantage in navigating today’s rapidly evolving business landscape. Employees who feel empowered to contribute creatively are more likely to generate fresh ideas, solve problems effectively, and remain committed to their roles.

Flexibility as a Cornerstone

Flexibility remains a pivotal element in employee attraction and retention strategies. Squiggle room supports this by embracing the dynamic nature of work, ensuring organizational goals are met while providing employees with pathways to innovate and excel. Companies that prioritize flexibility and encourage job crafting position themselves as leaders in employee engagement, fostering a workforce that’s resilient, motivated, and productive.

Re-engaging employees amid the Great Detachment requires HR leaders to think beyond conventional frameworks. By championing personalized roles and cultivating a flexible work environment, organizations can effectively address disengagement while driving meaningful outcomes. The time to act is now—the future of work depends on it.

If you would like to discuss how we can help with your employee engagement strategies, please get in touch with us today!

As employers, we are constantly looking for ways to improve employee wellbeing. One of the most prominent barriers to achieving this goal is employee burnout – a condition that is characterized by emotional, physical, and mental exhaustion caused by heavy workloads, high expectations, and the ever-blurring lines between our work lives and our personal lives.

However, with the recent rise of artificial intelligence (AI) in the workplace, this does beg the question: can technology be the key to reducing workplace stress, or does it risk adding to the pressure?

We know that workplace stress is at an all-time high. According to a report by the American Psychological Association, over 75% of employees experience daily stress related to work, with many citing unrealistic deadlines, lack of control, and poor work-life balance as the primary culprits.

So how does AI fit into all of this? Well, AI has the potential to revolutionize the way businesses operate and, if implemented correctly, can help alleviate some of the most prominent stress triggers in the workplace:

• Automating Repetitive Tasks – administrative burdens often contribute to employee burnout, and so it can be smart to invest in AI-powered tools that can handle repetitive, time-consuming tasks like scheduling meetings, processing invoices, and responding to routine emails. By automating these processes, employees can focus on more meaningful and engaging work, reducing cognitive overload and frustration.
• Smart Workload Management – AI-driven project management software, such as Asana and Trello, have the capabilities to analyze workloads and redistribute tasks more efficiently. These systems can provide real-time insights into employee capacity, preventing burnout by ensuring workloads are balanced.
• Enhanced Employee Support and Wellbeing – AI-powered mental health chatbots and virtual counsellors, such as Wysa and Woebot, offer employees 24/7 emotional support, guiding them through stress management techniques. Additionally, companies such as Alula Technologies offer detailed, personalised insight on mental wellbeing and stress levels through their VivaScore product, which can give employees tailored advice best suited to them and alert employers to which employees are struggling with stress.
• Work-Life Balance through AI Scheduling – one of the most significant contributors to burnout is a lack of work-life balance. AI-driven scheduling tools can optimize meeting times, reduce unnecessary interruptions, and suggest better time management strategies. For example, Microsoft’s Viva Insights provides employees with data-driven recommendations on when to take breaks and how to structure their workday for maximum efficiency.

However, it is important to note that while AI presents significant opportunities, it is not without risks. Employees may feel uneasy about being monitored by AI, raising concerns about privacy and surveillance. Additionally, an over-reliance on AI could lead to depersonalization in HR, where human empathy and intuition are crucial ingredients to the human resource function. It’s therefore essential that AI is used as a supplement to – and not a replacement for – genuine human support and interaction.

As organizations introduce AI into the workplace, it is HR who will play a pivotal role in supporting these new co-worker relationships between humans and technology. As Melissa Swift describes in her book Work Here Now, HR will be ‘couples counsellors’ for humans and technology, coaching employees on how to successfully interact with newly integrated tech in order to optimize its (and their) abilities.

If you would like to discuss how we can help your company choose the best AI tools to help manage and prevent employee burnout, as well as be the ‘couples counsellors’ for your employees and new technology, please get in touch with us today!

The corporate world can at times be guilty of adhering to traditional (and, dare we say, outdated!) bureaucratic systems that prioritize control and efficiency at the expense of creativity and motivation.

Well, to challenge this issue, we grabbed ourselves a copy of Gary Hamel’s and Michele Zanini’s book, Humanocracy: Creating Organizations as Amazing as the People Inside Them.

Gary Hamel is known as one of the most influential and iconoclastic business thinkers of our time who has worked with leading companies across the globe. He is the co-founder of Management Lab which is designed to help the world’s largest and most successful companies accelerate the pace of their management innovation. His co-author Michele Zanini is also co-founder of Management Lab, whose own ideas are fuelled by his years of on-the-ground research on the limits of traditional management and how successful companies can overcome these obstacles.

Pooling their vast experience and knowledge, Gary and Michele created Humanocracy in which they propose companies make a radical shift that would see employees given greater autonomy, decision-making power, and opportunities for growth. This approach acts as the blueprint for creating organizations that are as inspired and ingenious as the human beings inside of them.

According to their data, the critical building blocks for achieving a humanocracy are:

• Dismantling Bureaucracy – reducing unnecessary layers of management to enable more agility.
• Empowering Employees – giving individuals more control over their work and decision-making.
• Meritocracy Over Hierarchy – rewarding contributions rather than status.
• Encouraging Experimentation – fostering a culture where employees are encouraged to innovate.
• Customer-Centric Thinking – aligning operations with customer needs rather than internal politics.

Humanocracy acts as an insightful and compelling critique of traditional management structures, offering a bold vision for the future of work. Hamel and Zanini effectively illustrate how bureaucratic red tape inhibits creativity and how companies that embrace decentralization and employee empowerment can unlock greater levels of engagement, adaptability, and success in an economy where the pace of change is ever-increasing.

If you would like to discuss how we can help build a humanocracy in your workplace that creates space for innovation and creativity, please get in touch with us today!

And in the meantime, grab yourself a copy of Humanocracy here in the US and here in the UK.

Autism Spectrum Disorder (ASD) is a neurodevelopmental condition which is typically characterized by persistent challenges in social communication and interaction, as well as restricted, repetitive patterns of behaviors, interests, and activities. ASD emerges in different ways in different people, which can make it difficult to generalize behaviors.

While we have been aware of autism for many years, there is still an alarming gap when it comes to the employment of individuals with ASD. In the US, only 32% of adults with autism are employed, compared to 70% of neurotypical adults. Similarly in the UK, the Buckland Review of Autism Employment found that just 3 in 10 autistic people are in work, compared to 5 in 10 for all disabled people and 8 in 10 for non-disabled people. It also found that those with ASD faced the largest pay gap of all disability groups.

The needs of individuals with ASD can be increasingly unique. As employers, it is crucial to actively foster an accepting and supporting work environment that adopts a more nuanced and individualized approach.

One of the most important principles in supporting employees with ASD is to avoid making assumptions. Certain physical and behavioral traits are often associated with ASD, but employers should not jump to conclusions about an employee’s neurodivergence based on observation alone. Diagnosing employees is not the role of the employer; rather, support should only be offered when an employee actively discloses their diagnosis or requests assistance or accommodation.

Once an employee voluntarily shares that they have ASD, the first step for an employer is to check their own biases. Do not immediately assume what the employee can or cannot do. Instead, ask questions, remain open-minded, and recognize that ASD manifests uniquely in each individual. The label of ASD is not a limitation but an opportunity to learn how best to support an employee’s productivity and wellbeing in the workplace.

Every employee with ASD has different sensitivities and needs. Employers must work with employees to determine which environmental adjustments will help them perform at their best. Here are some key factors to consider:

• Sound Sensitivities – many employees with ASD may suffer from sensitivity to sound and could benefit from the use of noise-cancelling headphones. If headphone use is approved, take a close look at your organizational culture to ensure the use of headphones doesn’t immediately connotate disengagement or isolation. It may in fact be promoting productivity rather than drawing away from it.
• Visual Stimuli – some ASD employees may prefer dim lighting, while others thrive in bright spaces. Workspaces should therefore be flexible to accommodate different visual needs. This sensitivity may extend to colors and patterns on walls, furniture, and flooring.
• Physical Environment – ergonomic accommodations such as standing desks, specialized keyboards, or alternative seating arrangements can significantly enhance productivity for ASD employees.
• Sensory Triggers – strong smells, such as those from a breakroom, can be disruptive for some individuals with ASD to the point that they are unable to focus. Employers should be mindful of this when choosing seating arrangements in the workplace and consider relocating workspaces if necessary.
• Hygiene Considerations – some individuals on the spectrum may have different hygiene habits, whether it be excessive use of cologne or a lack of awareness of workplace hygiene expectations. Employers should ensure they offer the proper training to managers so that they can approach these conversations with sensitivity and education rather than reprimand as it can make the difference between success and potential litigation.

In addition to physical workplace considerations, a company’s culture plays a significant role in how well ASD employees assimilate into the workplace. Many individuals on the spectrum struggle with unspoken social rules and expectations, which can lead to insecurity and social isolation. Without a culture of understanding and belonging, ASD employees may experience increased absenteeism or disengagement. Here are some key factors to consider when promoting a mentally supportive culture:

• Encourage Open Conversations – employees with ASD may not always express their feelings directly. Managers should strive to build an environment where employees feel comfortable discussing their challenges and needs so they can be addressed and workers continue to feel supported.
• Provide Clear Communication – around 9 in 10 autistic individuals process sensory information differently to neurotypical people. This is because ASD individuals often process stimuli more intensely than neurotypical individuals. While neurotypical employees can filter out unnecessary stimuli, ASD employees may absorb and analyze everything in their environment. Understanding this distinction can help managers avoid unnecessary pressure or misunderstandings regarding an employee’s reactions or work style. It can also help to inform them on how best an individual with ASD can absorb instructions (whether this be written communication, verbal communication, or visually given).
• Normalize Neurodivergence – individuals with ASD and other neurodivergent disorders can sometimes exhibit behaviors that are not considered typical, and this can lead to judgement from neurotypical people. As employers, it is important to embed neurodiversity behaviors into workplace etiquette in order to promote belonging, which in turn increases employee productivity and morale. Educating employees on ASD and encouraging them to practice patience and understanding when colleagues display behaviors that may be considered unconventional often results in fewer disruptions and improved motivation and results.

Supporting employees with ASD requires a thoughtful, individualized approach that prioritizes understanding over assumption. By considering sensory needs, providing flexible accommodations, and fostering an accepting culture, employers can create a workplace where neurodivergent employees feel valued and supported.

If you would like to discuss how we can help build neurodiversity support strategies into your company and grant you access to a wide pool of untapped talent, please get in touch with me at amanda@orgshakers.com

The working world is evolving at an unprecedented pace, driven by transformative forces such as new technologies, generative AI, geopolitical turbulence, and the assimilation of hybrid and remote working models.

For HR professionals, these rapid changes present both opportunities and challenges, demanding agile approaches to ensure organizational readiness.

A key concern is whether organizations are equipped to manage change effectively.

According to a recent report from Gartner, 82% of HR leaders believe that managers lack the skills needed to navigate change successfully.

Coupled with this, 77% of employees report experiencing change fatigue – the exhaustion and cynicism that individuals experience when undergoing frequent or complex changes, leading to resistance, decreased motivation, and disengagement. This fatigue negatively impacts employee wellbeing and productivity, yet only 8% of workers feel confident in their ability to manage it.

For HR leaders, the imperative is clear: addressing change fatigue must be integral to organizational transformation strategies. And, as the pace of change shows no signs of slowing, incorporating proactive fatigue prevention measures becomes essential to sustain workforce engagement and drive productivity.

Traditionally, change management has focused on clear communication and comprehensive training. Now, however, our approach needs to evolve further. Integrating change fatigue management into organizational strategies equips managers with tools to guide their teams effectively. This involves identifying fatigue drivers, addressing issues promptly, and preventing fatigue through measures such as promoting microbreaks, involving employees in decision-making, fostering a psychologically safe work environment, and normalizing rest periods.

Critically, successful fatigue prevention requires HR leaders to recognize that one-size-fits-all solutions are ineffective. Employees have diverse needs based on their roles, personal circumstances, and life stages. By adopting an intersectional lens to employee wellbeing, HR professionals can create tailored support systems that resonate with each demographic within their workforce.

For instance, midlife workers often have needs that differ from those of younger employees. While established wellbeing programs frequently focus on parental leave or childcare support, midlife employees may benefit more from initiatives such as menopause support or resources for working carers. By bridging these gaps and offering inclusive wellbeing strategies, organizations can empower their entire workforce to manage change fatigue confidently.

As HR professionals, we play a pivotal role in steering organizations through this era of transformation. By prioritizing employee wellbeing and equipping managers with the tools to mitigate fatigue, we can create a resilient workforce ready to adapt and thrive amid ongoing changes.

Is your organization prepared to embrace change with confidence?

Let’s start the conversation and explore innovative strategies to support your employees through this dynamic landscape. Reach out today to discuss how we can collaborate on implementing change fatigue management solutions tailored to your organization’s needs.

As employers, one of the most fundamental responsibilities we are tasked with is fostering a workplace environment where all employees feel safe, valued, and empowered to be their authentic selves. However, for many transgender employees, the reality is quite different.

In the US, one study found that half of transgender and non-binary people hide their gender identity at work in fear of discrimination. And in the UK; a survey by Totaljobs conducted with YouGov discovered that a whopping 65% of transgender employees in the UK felt that they needed to mask their identity in the workplace.

It is these fears of discrimination, microaggressions, and outright exclusion that often compel trans people to make themselves ‘invisible’ at work, and it’s important for employers to be able to recognize when a transgender employee may be doing this. This self-erasure can emerge in behaviors such as:

• Avoiding Discussions about their Personal Lives – many trans employees refrain from sharing details about their identity, past experiences, or relationships to avoid having to answer uncomfortable questions or deal with any potential bias.
• Conforming to Cisnormative Expectations – some transgender people may alter their speech, clothing choices, or mannerisms to avoid standing out or being misgendered.
• Withdrawing from Social Interactions – fearing misgendering or invasive questioning, trans employees might disengage from workplace social events, team-building activities, or even casual conversations.
• Staying Silent on Discrimination – even when faced with workplace bias, trans employees may choose not to report incidents, fearing retaliation or skepticism.

Employers have a responsibility to ensure that they are creating a culture of belonging for transgender employees, as employees who cannot bring their whole selves to work can often experience heightened stress, diminished productivity, and an increased risk of mental health issues. So, what are some of the key steps that employers should be taking to ensure their workplace is a safe and productive environment for their transgender and gender non-conforming employees?

1. Implement Comprehensive Policies – ensure your organization has clear anti-discrimination policies that explicitly protect transgender and non-binary employees. This should include policies on name and pronoun use, dress codes, restroom access, and any transition-related support that they might need (such as flexibility for any potential medical procedures involved with their transition).

2. Provide Training on Gender Inclusivity – mandatory training for all employees on transgender issues can help combat ignorance and foster a more inclusive workplace. Topics should cover respectful language, avoiding assumptions, and understanding the importance of pronoun use.

3. Normalize Pronoun Use – encouraging the use of pronouns in email signatures, name badges, and introductions helps to normalize gender diversity. This can really help trans employees as it reduces the stigma surrounding the announcement or correction of pronouns and makes it a much more normalized practice.

4. Foster a Culture of Allyship – leadership and colleagues need to be actively supporting trans employees in order to achieve a culture of allyship. This includes addressing any discrimination and ensuring inclusivity in workplace conversations and events.

5. Create Safe Reporting Channels – many transgender employees hesitate to report discrimination or bias, and so it is paramount to establish confidential and trusted avenues for employees to voice concerns without fear of retaliation.

Transgender employees should never feel the need to hide who they are to succeed at work. Equally, whilst today is International Transgender Day of Visibility, true inclusivity is an ongoing and continuous effort that must continue long after one day. This will lead to a stronger workplace culture and enhanced team cohesion – two key drivers of organizational success.

If you would like to discuss how we can assist your company in conducting a cultural audit and plugging any inclusion gaps, please get in touch with us today!

In Shakespeare’s As You Like It, the character Jaques famously declares, “All the world’s a stage, and all the men and women merely players”. In other words, all of us are, to some extent, putting on an act when interacting with the world around us.

This is particularly resonant in the modern workplace, where employees often feel the need to adopt a professional persona that aligns with company culture, industry expectations, and leadership styles. But to what extent is this workplace persona necessary? And how does it impact employee wellbeing, performance, and authenticity?

A workplace persona – a cultivated version of oneself tailored to professional settings – serves various purposes. It can help with maintaining professional boundaries, navigating workplace dynamic, and even building credibility for someone’s own personal brand. Whatever the reason, it has always been well-known that the workplace has a set of pseudo-expectations that many of us will adhere to because there is a certain ‘way’ to be an employee. And the numbers speak for themselves when it comes to this phenomenon: a survey by Workhuman found that 73% employees claimed to have a ‘work personality’ that was different to how they interacted with family or friends.

While professionalism is undeniably important for employers, the pressure on employees to sustain a rigid workplace persona can be exhausting and, in some cases, detrimental to mental health. Employees who feel compelled to mask their true selves for extended periods may experience emotional fatigue, reduced job satisfaction, and even burnout. This phenomenon, known as ‘surface acting,’ occurs when individuals suppress their genuine emotions in favor of expected workplace behaviour, which can inadvertently lead to creativity and innovation being stifled.

The key for both employees and employers is to strike a balance between professionalism and authenticity. Encouraging a psychologically safe environment where employees feel comfortable expressing themselves without fear of judgment can improve morale and ensure that creativity and innovation – two things that require the courage to take risks – remain a top priority in your business.

Flexibility in workplace norms, such as hybrid work models or relaxed dress codes, can also contribute to a more authentic and comfortable environment. When employees feel supported in being themselves (while still maintaining professional standards) they are more likely to remain engaged and committed to their roles.

The world of work is indeed a stage, but employees shouldn’t feel like actors reading from a script. While a workplace persona can facilitate professionalism and collaboration, it should not come at the cost of authenticity and wellbeing. Organizations that recognize and respect the balance between professional expectations and individual identity will ultimately foster a healthier, more productive workforce.  

If you would like to discuss how we can help your organization strike the perfect balance between professionalism and individualism, please get in touch with us today!

In today’s fast-paced economy, financial stress is a silent but powerful force affecting the workplace. In a 2024 survey, 60% of employees claimed to worry about money at least once a week.

As an HR professional, I’ve seen firsthand how personal debt can impact employee well-being, productivity, and retention; while financial struggles may seem like a personal issue, the reality is that they have a direct effect on the workplace. Employers have an opportunity – if not an obligation – to support their workforce in navigating financial challenges.

When employees are burdened by debt, their stress levels rise, leading to reduced concentration, increased absenteeism, and even mental health struggles. Research shows that financial anxiety can significantly hinder job performance, with employees spending hours of work time worrying about their financial situations.

Forward-thinking employers are shifting their approach to financial wellbeing by offering meaningful benefits and resources. Traditionally, organizations have provided pension plans, health insurance, and bonuses, but there is now a greater need for direct financial wellness initiatives. Here are some effective ways companies can assist employees in managing their debt:

• Financial Education & Coaching – workshops, webinars, and one-on-one coaching can equip employees with budgeting skills, debt repayment strategies, and long-term financial planning tools.
• Access to Responsible Financial Products – instead of leaving employees to rely on high-interest payday loans, employers can partner with financial wellness platforms that provide access to affordable credit options and budgeting tools.
• Earned Wage Access (EWA) – one of the most impactful solutions is giving employees control over their earnings. This is where companies like Wagestream are leading the way. By allowing workers to access a portion of their earned wages before payday, Wagestream helps employees avoid costly overdrafts, late fees, and predatory lending.
• Debt Repayment Assistance – some businesses are offering employer-sponsored student loan repayment contributions or direct payroll deductions for debt payments, making it easier for employees to stay on track.
• Workplace Savings Programs – encouraging employees to build an emergency fund through automatic payroll deductions can provide long-term financial security and resilience against debt accumulation.

Supporting employees in managing their debt isn’t a charitable initiative – it’s a business strategy that yields tangible benefits. Financially secure employees are more engaged, motivated, and less likely to seek alternative employment due to money-related stress. Companies that prioritize financial well-being programs also build stronger employer brands, attracting top talent in competitive job markets.

By integrating financial wellness into workplace benefits, employers can create a culture that fosters stability, productivity, and loyalty. And with innovative solutions like Wagestream, we have the tools to make financial freedom a reality for our workforce.

If you would like to discuss how we can help embed financial wellness strategies into your employee benefits, please get in touch with me at therese@orgshakers.com

Many studies have shown that employee happiness is linked to their productivity – the most famous of these studies citing that employees are around 13% more productive when they feel happy at work.

Employee happiness seems to be becoming a rising concern to employers; only a few months ago did Chinese company Pang Dong Lai make history by introducing ‘unhappiness leave’, a new form of paid time off where employees could now request an additional 10 days off if they were not feeling happy. Whilst this indicates care for their employees’ mental wellbeing, it doesn’t actually get to the root of the problem…that is, what is making them unhappy in the first place?

This is where having some real-time data around the happiness of your employees would be so beneficial. But how could an employer go about obtaining this? How does one ‘measure’ happiness?

Traditional methods of assessing employee well-being – such as annual surveys or exit interviews – are often outdated by the time they are analyzed. What employers need is real-time tracking which will allow them to gain insights into the current mood and morale of the workforce, enabling proactive interventions before issues escalate – and foregoing the need for unhappiness leave in the first place.

One of the most effective ways to track employee happiness in real time is by leveraging technology-driven tools that are specifically designed for this. For example, let’s take a look at a platform pioneered by Matt Phelan – the Happiness Index.

The Happiness Index measures employee sentiment by focusing on two key areas: Happiness (emotional wellbeing) and Engagement (purpose and motivation). Employees provide regular feedback through simple pulse surveys, and the system aggregates and analyzes this data to identify trends and areas for improvement.

By utilizing AI-powered sentiment analysis, the Happiness Index provides real-time insights, allowing HR teams and leaders to track fluctuations in employee wellbeing. In a nutshell, it helps businesses understand what’s working and what’s not, based on genuine employee sentiment rather than blind guesswork.

There are then multiple ways that this data on employee happiness can be used for the betterment of your business:

• Enhancing Workplace Culture – data on employee happiness helps businesses identify what contributes to a positive workplace culture. If employees report feeling stressed or disengaged, initiatives can be implemented like wellness programs, flexible work arrangements, or leadership training to improve workplace dynamics.
• Reducing Turnover – real-time happiness tracking allows organizations to spot signs of disengagement or dissatisfaction early. When employees consistently report low happiness scores, the underlying issues of this can be investigated and corrected to avoid the loss of top talent.
• Boosting Productivity and Innovation – as evidenced above,employees who feel happy and engaged are more likely to be productive and innovative. By continuously monitoring happiness levels, organizations can adjust their work environment to encourage peak performance (for example, redesigning office spaces to make them more complimentary to hybrid working).
• Personalizing Employee Experience – just as businesses personalize customer experiences based on data, real-time employee happiness tracking allows employers to tailor experiences for their workforce. Whether through customized learning and development opportunities or individual wellbeing support, organizations can create a more employee-centric workplace.
• Strengthening Leadership Effectiveness – leadership plays a crucial role in shaping employee happiness. By using real-time feedback, managers can gain insights into how their leadership style affects their teams and use this to adapt their management techniques.

Ultimately, investing in employee happiness isn’t just about making work enjoyable – it’s about fostering a sustainable and high-performing organization. Tools like The Happiness Index provide employers with the insights they need to make data-driven decisions that help to ensure sustainability, as well as improve the livelihoods of their teams.

If you would like to discuss how we can help unlock employee happiness in your organization, please get in touch with me at andy@orgshakers.com

With 13.4% of the US population having one or more disability, as well as 23% of adults of working age in the UK, accessibility in the workplace has never been more important to ensuring that those employees who are differently abled are able to do their best work with the needed reasonable adjustments.

For the most part, workplace buildings have built disability access into their architecture. Elevators for wheelchair users, disabled bathrooms, access ramps – these are all examples of adjustments that are now made as second nature to ensure employees are able to access their workplace building safely.

However, while many organizations have made strides in accommodating more common disabilities, there are still a number of lesser-known accessibility needs that often go unaddressed. And when these needs are overlooked, this can unintentionally exclude these talented individuals from contributing fully in the workplace.

So, what are some of the more niche accessibility requirements that employers should be considering?

• Sensory Sensitivities – many workplaces are designed with the assumption that employees can tolerate bright lighting, background noise, and open office layouts. However, individuals with sensory processing disorders, autism, or chronic migraines may struggle in such environments, and so to help with this, employers can provide noise-cancelling headphones to minimize auditory distractions, as well as adjustable lighting options to accommodate those sensitive to fluorescent lights. Deutsche Bank might be paving the way for this, as they only last year had ‘reset and recover pods’ installed in their new offices which offer the user lighting, noise, and temperature control.
• Cognitive Accessibility – workplaces often focus on physical accessibility while neglecting cognitive accessibility, which is crucial for employees with ADHD, dyslexia, or brain injuries. To best support these employees, try to use plain language in communications and policies to avoid unnecessary complexity, as well as providing written instructions alongside verbal instructions to reinforce understanding.
• Chronic Pain and Fatigue – employees with conditions such as fibromyalgia, lupus, or multiple sclerosis may experience chronic pain and fatigue, as well as those employees who suffer with endometriosis or are going through the menopause. Employers should consider investing in ergonomic furniture to reduce strain, as well as remote or hybrid working options where available to help these employees manage their energy levels more effectively.
• Digestive and Medical Needs – for those employees who have conditions such as Crohn’s disease or diabetes, more frequent breaks and easy access to restrooms should be considered for their wellbeing. Employers should also think about introducing flexible break policies for employees who need to take medication or eat at specific times.
• Hidden Disabilities – not all disabilities are visible; employees with mental health conditions such as anxiety, depression, or PTSD may require certain adjustments (such as clear and predictable work expectations) or support (such as access to Employee Assistance Programs) to help ensure they are able to work at their best whilst having their mental wellbeing supported.

Addressing these overlooked accessibility needs requires a proactive approach rather than waiting for employees to request accommodations. Conducting regular accessibility audits, consulting with employees with disabilities, and fostering a culture of inclusion can make all the difference when it comes to creating a working environment that not only boasts inclusion but actively embeds it.

If you would like to discuss how we can help conduct an accessibility audit for your company, please get in touch with us today.