Let’s start by acknowledging the ‘negative’ perception: investing time and resources into external volunteering can feel like a distraction from core work.

Companies worry about lost productivity, back‑office coordination burden, or uneven participation. But here’s the flip side – when structured as skills-based volunteering, these programs become learning and development gold.

Why?

Because volunteering builds real-world competencies far better than traditional training. According to data from MovingWorlds, 76% of employees say they have developed core work skills through volunteering assignments – skills like project management, creative problem-solving, cross-cultural communication, and leadership – often faster and more deeply than through conventional seminars or courses.

In fact, MovingWorlds also reports that skills-based volunteering fosters professional growth more effectively than many traditional L&D programs. And in today’s tight budget environment, that kind of return on investment matters. Employers will get leadership-ready employees, broader skill sets, and boosted engagement, all while staying within existing corporate social responsibility frameworks.

Moreover, volunteering delivers a clearly measurable impact. The Independent Sector estimated the value of one volunteer hour at $34.79 in 2024, a nearly 4% increase year over year. That means employee time isn’t just symbolic, it has quantifiable value, especially when aligned with skill-based volunteer projects.

We’re also seeing voluntary engagement surge: global corporate volunteering hours rose 41%, and virtual volunteering is now offered by over 90% of companies, many including skills-based formats. Plus, around 28% of companies introduced or expanded skills‑based volunteering in just the past year. So even if volunteer leave days go unused (a common concern), the rising formatted programs will ensure impact and uptake.

From an employer perspective, this can be a real strategic shift:

• Start small and focused – pilot volunteer projects by matching employees’ professional strengths (for example, marketing, IT, finance) with nonprofit needs. This reduces logistics and increases relevance.
• Frame volunteer time as L&D hours – encourage managers to view volunteering as legitimate learning time and align it with individual development plans.
• Capture and reflect – after each engagement, ask participants: “What did you learn?”, “How will this apply back at work?” This reflection cements learning and demonstrates outcomes.
• Use data and story – include real metrics – volunteer hours logged, estimated value delivered, skills learned – and employee testimonials to build internal advocacy.

The possible downsides, such as lost work hours or the fear of performativity, are avoidable. By integrating volunteering into existing development pathways, employers can avoid spreading their staff too thin.

Employers can turn volunteering from a fluffy perk into a strategic L&D tool, because when done right, volunteering is not a cost, but instead a creative way to build skill, engagement, and impact.

If you would like to discuss how we can help align volunterring with learning and development opportunities for your staff, please get in touch with us today!

The rise of hybrid work has blurred the lines between office attire and home comfort. Suits and heels are no longer the default for many professionals, while pajamas and gym clothes have become surprisingly common in home offices. For HR leaders, this raises an important question: how do you set dress code expectations that make sense in today’s flexible world of work?

Why Hybrid Dress Codes Matter

Dress codes have always been tied to professionalism, company culture, and brand image. They influence how employees feel, how they are perceived by clients, and even how productive they are. Studies show that dressing smartly can make people feel more authoritative, decisive, and productive, while dressing comfortably can encourage creativity and honesty.

But hybrid work has shifted employee expectations. A survey of over 1,000 hybrid workers found that:

• 79% now dress differently because of flexible work schedules
• 53% prioritize comfort above all else
• 35% blend casual and formal clothing
• Only 21% say they dress up more than before going hybrid

Generational differences are clear too. Millennials (86%) and Gen X (77%) are most likely to have adapted their work wardrobes, while Boomers are more divided (51%).

The Risks of Ignoring Dress Code Clarity

Without clear guidelines, hybrid dress codes can lead to confusion—or even embarrassing blunders. From employees forgetting their cameras are on while underdressed to overly casual appearances in client-facing calls, the lack of clarity can undermine professionalism and company reputation.

Equally, overly rigid policies risk alienating employees who value comfort and individuality. A one-size-fits-all approach is no longer realistic when staff move between client meetings, brainstorming sessions, and at-home deep work.

Trends Shaping Hybrid Workwear

Hybrid employees are embracing new styles that mix professionalism with personal expression. Some of the most prominent trends include:

• Quiet luxury (47%): sleek, minimal looks that signal subtle professionalism
• Dopamine dressing (38%): bold colors and textures that reflect joy and creativity
• Preppy streetwear (25%): combining functionality with modern style
• Individualism (22%): prioritizing self-expression over strict conformity

At the same time, employees report that while jeans (79%) and sneakers (78%) are widely accepted, gym clothes (58%), miniskirts (56%), and crop tops (54%) are generally considered inappropriate.

Building a Hybrid Dress Code That Works

So, what should HR and leadership consider when designing policies for 2025?

1. Set clear but flexible standards
   Define what is considered “work-appropriate” both in-office and on video calls. Allow for comfort but outline boundaries (e.g., no sleepwear or gym wear in meetings).
2. Adapt by context
   Recognize that attire expectations can shift depending on the activity. Creative sessions may benefit from casual dress, while client presentations may require more formal attire.
3. Encourage professional self-awareness
   Employees should be coached to consider audience and impression: would their outfit be appropriate in a client pitch or board meeting?
4. Update policies with hybrid realities in mind
   Rather than having separate rules for office and remote work, create a unified dress policy that addresses both.
5. Balance inclusion with brand image
   Take into account generational and cultural differences in style preferences while ensuring the company brand is represented professionally.

The Bottom Line

Hybrid work has permanently reshaped the way employees dress for work. For HR leaders, the challenge is to strike the right balance—encouraging comfort and individuality while preserving professionalism and protecting company reputation.

A well-crafted hybrid dress code can do more than avoid mishaps on Zoom. It can support employee well-being, enhance company culture, and reinforce brand identity in a workplace that is both flexible and future-focused.

If you’d like to discuss how to update your company’s dress code policies, or overall working culture for the hybrid era, get in touch with us at hello@orgshakers.com.

Most of us are guilty of having a gossip now and then. And there is no more potent breeding ground for gossip than the workplace. Whether in the corridor, at the water cooler, or during a lunch break, conversations are inevitable. But for HR professionals, the key question is: when does gossip serve as healthy social glue, and when does it become a toxic force that damages culture, trust, and productivity?

What Counts as Workplace Gossip?

“Gossip” can mean different things to different people. Some define it as malicious or untrue talk, others see it as any conversation about someone not present, whether positive, neutral, or negative. Research shows that gossip can be grouped into three categories:

• Positive Gossip: Sharing uplifting stories about others that strengthen trust and social bonds.
• Neutral Gossip: Passing along information without judgment, often mundane in nature.
• Negative Gossip: Spreading rumors, criticism, or damaging information that can harm reputations and relationships.

Positive and neutral gossip can promote cohesion, camaraderie, and even cooperation without formal intervention. But negative gossip risks eroding morale, creating division, and leading to claims of bullying or harassment.

The Risks of Negative Gossip in the Workplace

When gossip turns harmful, the consequences can be serious:

• Erosion of trust and morale as employees wonder what is being said about them.
• Lost productivity as time is spent speculating rather than working.
• Increased anxiety when rumors circulate without clear facts.
• Divisiveness as employees take sides or form cliques.
• Damaged reputations that can linger long after rumors fade.
• Attrition as high-performing employees leave an unhealthy environment.

In extreme cases, gossip has even been described by experts as a form of “workplace violence,” highlighting the real harm it can cause if left unchecked.

Can Employers Ban Gossip Altogether?

Some employers have tried to implement strict “no-gossip” policies, but these can be risky. A well-known National Labor Relations Board (NLRB) case in the U.S. struck down such a policy for being overly broad, as it infringed on employees’ rights to discuss working conditions, pay, and hours.

For HR leaders, this means that banning gossip outright is not only impractical but could also put the company at legal risk. Instead, the focus should be on differentiating between harmful behavior and normal workplace conversation. For example, griping about a tough manager may be frustrating to hear, but it is not the same as spreading false rumors that undermine someone’s credibility.

Best Practices for HR Leaders to Manage Gossip

Rather than forbidding gossip, HR professionals can create cultures that minimize its harmful effects and harness its positive potential. Consider:

• Promote respectful communication: Encourage employees to share concerns directly or through proper channels rather than behind colleagues’ backs.
• Educate teams: Include discussions on gossip in training around workplace behavior, DEI, and psychological safety.
• Model the right behavior: Leaders should avoid engaging in or endorsing gossip and instead show how to build trust through transparency.
• Create healthy outlets: Provide structured opportunities for employees to share feedback, ideas, or frustrations. This reduces the need for side conversations.
• Set policies thoughtfully: Include clear expectations around professionalism, e-mail use, and respectful conduct, but avoid overly broad rules that restrict protected conversations.
• Address root causes: Often, gossip surfaces when employees feel unheard, excluded, or resentful. Tackling underlying issues like favoritism or lack of communication can reduce gossip at its source.

The Bottom Line for Employers

Gossip at work is not going away. In small doses, it can even strengthen bonds and create camaraderie. But when left unchecked, negative gossip can undermine culture, productivity, and retention.

For HR professionals, the key is not to ban gossip, but to manage it. By promoting trust, clear communication, and inclusive culture, organizations can minimize harmful chatter while encouraging the kind of positive connections that make teams stronger.

If you would like to discuss how we can help your organization address gossip and strengthen your culture, contact us today at hello@orgshakers.com.

Workplace friendships have always been a part of professional life, but their importance has grown significantly in recent years. Far from being a “nice-to-have,” research shows that close relationships at work can boost engagement, performance, and overall job satisfaction.

Gallup data highlights that having a best friend at work is strongly linked to business outcomes, including profitability, safety, and retention. Employees who report having a best friend at work are more likely to engage customers, get more done in less time, and share innovative ideas. Other studies confirm that more than 76% of employees have at least one close friend at work, and many organizational psychologists recognize these relationships as key to collaboration, adaptability, and psychological safety.

How Can HR Leaders Leverage Workplace Friendships to Drive Performance?

The pandemic underscored the value of strong social ties in the workplace. For many employees, having a close colleague to lean on made the difference during periods of uncertainty, isolation, and heavy workloads. Whether it was sharing encouragement during remote schooling challenges or providing accountability during fully remote work, friendships helped employees feel supported and connected.

When employees know someone has their back, they are more likely to go the extra mile. Best friends at work are not just social companions, they help drive performance and resilience. They create an atmosphere where people feel safe to share ideas, take risks, and be authentic.

The Role of Leaders and Culture

Despite the benefits, only about two in ten employees in the U.S. report having a best friend at work. This means many organizations are missing out on the positive outcomes that strong workplace relationships can deliver.

Leaders play a central role in shaping a culture that encourages friendships. This includes:

• Promoting intentional connections: Leaders and managers can model the value of forming relationships by making time for casual conversations, celebrating milestones, and encouraging peer-to-peer support.
• Creating opportunities for interaction: Team-building activities, cross-functional projects, or even short “virtual coffees” can give employees the chance to connect in a natural way.
• Encouraging open communication: A culture where employees regularly share updates, celebrate successes, and acknowledge challenges helps colleagues build trust and deepen relationships.

Balancing Friendship and Professionalism

While friendships can be powerful drivers of engagement and culture, they also need healthy boundaries. Friendships at work should never compromise professionalism, accountability, or fairness. Clear values, respect for boundaries, and alignment on team goals are key to ensuring that relationships remain a positive force.

Employers can coach managers and employees on how to balance these dynamics. For example, recognizing that while humor and camaraderie build cohesion, maintaining clarity around roles and responsibilities is equally important.

The Bottom Line

Workplace friendships are more than a social perk. They are a strategic asset that fuels engagement, productivity, and retention. In the post-pandemic workplace, where many employees feel emotionally taxed and physically distanced, these connections are even more critical.

It’s also a lifeline for mental health, with research showing suicide is the leading cause of death for men under 50 it’s more crucial than ever to encourage male connections in the workplace, and it’s equally just as important for everyone to feel comfortable and supported at work.

The goal for employers is not to force friendships but to create the conditions where they can naturally form. This means designing cultures that value connection, trust, and shared purpose.

By supporting authentic relationships, organizations can build teams that are not only more engaged but also more innovative, resilient, and ready to meet the challenges of the modern workplace.

If you would like to explore how to foster workplace friendships while maintaining balance and professionalism, get in touch with us at hello@orgshakers.com.

What We’re Reading: Radical Respect by Kim Scott

Teamwork makes the dream work – that is the age-old mantra that has remained true to this day. But whilst it’s easy to say, knowing exactly how to achieve a culture where everyone in a team is respected and included is another thing entirely. That’s why this month, we have picked up a copy of Kim Scott’s latest book, Radical Respect: How to Work Together Better.

Kim is a former executive at Google and Apple, where she led teams in AdSense and faculty development, respectively, as well as the co-founder of Just Work, a company that helps organizations eliminate workplace injustice. In addition to this, she is the author of the bestselling book Radical Candor, and this is her much-anticipated follow-up.

In Radical Respect, Kim expands on the principles she introduced in Radical Candor, turning her attention toward building more inclusive, collaborative, and respectful workplaces. The book explores how to challenge bias, prejudice, and bullying effectively while fostering psychological safety and meaningful connection across teams.

She introduces the concept of a ‘radically respectful’ workplace as one where people are free to be themselves and do their best work without fear of exclusion or harm. She argues that respect is not a passive feeling but an active practice, and central to this approach is her ‘Respect Radicalism’ framework, which helps individuals and organizations identify and disrupt harmful behaviors – whether intentional or unconscious – while encouraging open dialogue and mutual accountability.

Drawing on her own personal experiences, Kim highlights how even well-intentioned leaders can perpetuate toxic cultures if they avoid uncomfortable truths. She urges readers to name the problem without shame, suggesting tools for responding to workplace injustice in real time – whether you are a leader, a team member, or a bystander.

One of the key takeaways from the book is that creating an inclusive workplace is not about perfection, but about commitment to growth. Kim emphasizes that we all make mistakes, and the goal isn’t to avoid them entirely but to acknowledge them with humility and improve. The book includes practical strategies, real-world case studies, and actionable steps for speaking up, listening better, and encouraging respectful disagreement.

Radical Respect is an insightful, accessible, and deeply empathetic guide for anyone striving to create a workplace where everyone feels seen, heard, and valued. Kim balances hard truths with hopeful optimism, offering readers both the courage and tools to do better – not just as leaders, but as colleagues and humans. Unlike many DEI-focused texts, her tone is invitational rather than accusatory, making the book especially effective in engaging those who may feel overwhelmed or unsure where to begin.

If you would like to discuss how we can help create a culture of radical respect in your workplace, please get in touch with us today!

And in the meantime, be sure to grab a copy of Radical Respect – you can purchase a copy here in the US and here in the UK.

Networking has always been a powerful career tool, but in today’s world of hybrid work, digital connections, and evolving etiquette, the way we network has changed dramatically. For HR professionals, understanding these shifts is not just useful, it is essential. Effective networking builds stronger teams, accelerates employee growth, and boosts employer brand.

Yet many employees are still approaching networking in ways that do not match modern expectations. Whether it is blasting out generic LinkedIn messages, waiting until they desperately need a job, or relying only on virtual platforms, poor networking habits can stall both individual and organizational success.

So what does good networking look like in the new age, and how can HR leaders help embed it into workplace culture?

How to improve networking skills?

Be specific, not generic
Tailored outreach always stands out. A personalized LinkedIn message or thoughtful question shows genuine interest, while boilerplate messages fade into the noise. As one career coach put it: “If you’re going to ask for 15 minutes of their time, show that you spent 15 minutes of yours.”

Balance friendliness with professionalism
Bonding over hobbies can help, but professionalism must remain central. In person, this might mean limiting alcohol at events. Online, it means maintaining a polished digital presence, from LinkedIn posts to video call backgrounds. Even a simple handshake, or a neat and professional appearance, can signal confidence and credibility.

Dress for the industry
Whether networking online or in person, dress expectations vary by sector. A suit may work well in law or finance, while in tech it could look out of place. Encourage employees to match industry standards, with a subtle step up.

Do not wait until you need a job
Networking is not a quick fix when times get tough, it is an ongoing investment. Employees should nurture relationships continuously, not just when they are seeking opportunities. HR leaders can encourage this mindset by embedding networking into development programs and team rituals.

Do not make it all about you
Successful networking is about noticing people, not just knowing people. Asking thoughtful questions and listening carefully is more powerful than delivering a polished elevator pitch. Encourage employees to think about what they can offer in return, not just what they can gain.

Be mindful of the ask
Networking is transactional, but balance matters. Asking a close colleague for help is different from approaching a distant connection. Keep requests clear, targeted, and realistic. And always follow up with gratitude.

Best practices for Networking when Remote Working

Before the pandemic, much networking happened organically through chance conversations by the coffee machine or spontaneous introductions during office visits. Remote and hybrid models disrupted this flow, making networking a conscious, rather than casual, effort.

Gen Z employees in particular feel the gap: only 23% say remote work is important to them because they fear missing out on career development and networking opportunities.

HR leaders can help bridge this gap by creating intentional opportunities such as:

• Virtual Coffees: Short, informal online catch-ups designed to build relationships across teams or functions.
• Online Talks and Events: Encouraging staff to attend webinars and digital conferences to expand networks and spark new ideas.
• LinkedIn Engagement: Supporting employees in building a visible online presence, which boosts both their personal brand and the company’s.
• Team-Building Days: Making the effort to bring hybrid or remote teams together in person to strengthen internal connections.

How can HR professionals improve Networking in an organisation?

Networking is not just about helping employees find their next role, it is about building resilience, cohesion, and opportunity within the organization. HR professionals can:

• Coach employees on networking etiquette from tailored outreach to maintaining professionalism.
• Provide platforms and time for networking both internally and externally.
• Model good networking behavior by building HR’s own external relationships and sharing best practices.
• Embed networking into development by pairing mentoring with networking opportunities.

The Bottom Line

Networking has evolved, and so must our approach to it. In an era where hybrid work has removed casual opportunities and digital platforms dominate, HR leaders play a critical role in equipping employees with the skills, confidence, and opportunities to connect meaningfully.

For individuals, networking remains a pathway to growth. For organizations, it is a strategy for engagement, collaboration, and expansion. When done well, networking is not just about who you know, it is about building a culture where people feel seen, supported, and connected.

If you would like to explore how to create networking opportunities as part of your talent and attraction strategy, get in touch with us at OrgShakers today.

The workplace is evolving at speed. Technological change, shifting employee expectations, and the growing influence of artificial intelligence are reshaping what it means to build a future-ready workforce. Amid these changes, one thing is clear: Millennials and Gen Z are demanding more from their employers, and skill development is at the top of their list.

A recent survey of more than 1,000 full-time employees highlights the urgency. An overwhelming 96% of Millennials and Gen Z said having access to skills development is important, with nearly 70% of Millennials describing it as “extremely important.” Even more striking, 79% of Gen Z and 75% of Millennials said they would actively look for a new job if their current employer didn’t offer upskilling opportunities. For HR leaders already navigating talent retention challenges, this is a wake-up call.

Why younger workers are worth the investment

Technological aptitude
Gen Z are “digital natives.” They’ve grown up immersed in technology and bring with them an instinctive fluency with digital tools, social media, and emerging technologies. Employers who harness this natural strength and upskill it further can accelerate digital transformation and innovation.

Adaptability and agility
Raised in a fast-paced, ever-changing environment, younger employees are comfortable adapting quickly to new tools and contexts. With the right training, this adaptability translates into fresh perspectives, creative problem-solving, and the agility needed to stay ahead of competitors.

Bridging the skills gap
The rapid advancement of technology has left many organisations struggling to find talent with the right skills. One survey found that 62% of IT decision-makers saw a shortage of skilled personnel as a threat to sustainability. Targeted upskilling of Gen Z and Millennials in areas like data analysis, communication, AI, and critical thinking can help bridge this gap and create a steady supply of future-ready talent.

Collaboration and diversity
Gen Z is the most diverse generation yet, bringing inclusive perspectives and cultural awareness into the workplace. This openness not only strengthens collaboration but also helps organisations better understand and engage with new consumer markets.

How younger workers want to learn

It’s not enough to offer training, organisations must also deliver it in ways that reflect how younger employees learn best. According to Seismic’s survey:

• 77% of Gen Z and 78% of Millennials prefer video-based learning over slide decks and seminars.
• 49% of Gen Z favour one-on-one mentorship or small group settings.
• 79% of Gen Z are comfortable learning from an AI-powered coach.

This is a clear signal that traditional corporate training no longer meets expectations. Employees want flexibility, personalisation, and relevance. They want coaching and development embedded into their flow of work, aligned with their goals, and accessible on demand.

AI is already part of the picture

While some organisations are still debating the role of AI, younger employees are already using it. 68% of Gen Z respondents said they have used AI-powered training tools, compared to just 20% of Boomers. This generational divide shows that for younger talent, AI-driven, personalised learning is not a futuristic concept, it is already part of their development toolkit.

For HR leaders, the message is clear: AI-powered training and coaching are now expected. Employers that fail to integrate these tools risk falling behind in both employee engagement and retention.

The bottom line for HR

The next generation of workers has made their expectations clear. They want opportunities to grow, they want modern and flexible training, and they want it now.

For employers, investing in the learning, development, and upskilling of younger employees is no longer optional. It is the key to talent retention, readiness, and long-term organisational growth. It also demonstrates to new hires that they are valued from the outset, building loyalty and strengthening retention in an increasingly competitive talent market.

If your organisation is serious about staying ahead of the curve, the time to act is now. Embedding continuous, personalised, and AI-enabled learning into your culture is one of the most strategic moves HR leaders can make to future-proof their workforce.

Interested in learning more? Speak to our team at OrgShakers, a leading global HR Consultancy today!

A recent study discovered a surprising fact: despite an influx of bilingual and multilingual talent – particularly among Gen Z – only 14% use their language skills at work.

That means a wealth of linguistic capability sits idle across teams, ready to be activated. So rather than viewing this as a skills gap, employers can embrace it as an opportunity to innovate, rethink roles, and recognise language skills as a vital strategic asset.

Too often, language abilities are viewed narrowly, deployed only for one-off translation tasks or ad hoc communication with overseas clients. But multilingualism is more than a just transactional skill; it’s a powerful cultural and commercial asset. When consciously integrated it into the fabric of everyday operations, doors can be opened to richer collaboration and more inclusive communication.

Multilingual staff are able to facilitate seamless cross-cultural interactions, offer nuanced insights into international markets, and even improve internal cohesion through inclusive practices. Whether it’s allowing employees to connect in their native tongues or embedding cultural fluency into client-facing roles, the benefits only ripple outwards.

Underutilization isn’t just a missed promise, it’s a latent advantage:

• Transform idle skills into learning tools – structured initiatives like language cafés and multilingual mentoring give employees a platform to share and shine, elevating their visibility.
• Expand localization capacity – instead of relying exclusively on external agencies, we can tap internal language champions for quicker, more authentic language adaptation, which saves on cost and time.
• Fuel global cultural competence – multilingual employees enhance global awareness and help embed diversity into daily operations, from team rituals to onboarding practices.
• Boost employer branding – organizations that position themselves as inclusive communicators attract employees who appreciate environments that respect and leverage diverse languages.

It starts with visibility – that is, conducting audits to understand which language skills exist across the organisation and where they could be meaningfully applied. From there, employers can begin designing intentional spaces where languages are celebrated and shared, whether through informal language groups or formal learning and development initiatives.

Businesses can also ensure that language ability is properly recognized within performance frameworks and progression opportunities. Celebrating multilingual contributions through recognition schemes, internal communications, or strategic project assignments helps elevate their status and reinforces the commitment to an inclusive, dynamic workplace. Ultimately, they set the tone for embedding language fluency into culture and strategy alike.

The fact that only 14% of multilingual employees are currently using their language abilities isn’t a setback, but rather a blueprint for innovation. With curiosity, structure, and a clear sense of purpose, employers can transform this underused resource into a thriving pillar of engagement, belonging, and growth. If you would like to discuss how we can help your company achieve this, please get in touch with us today!

Today’s young people are growing up in a world where interacting with artificial intelligence (AI) is second nature. Siri answers homework questions, Alexa plays music, and ChatGPT helps draft essays.

Yet, many employees still navigate clunky legacy systems, outdated intranets, and multi-step approval processes that feel like digital relics. It’s no wonder younger generations may glance at our tech and wonder if they have time-travelled to 2010. According to a report from PwC, 73% of workers said they know of systems that would help them produce higher-quality work, yet their companies have not implemented them. For Generation Alpha – digital natives with expectations shaped by real-time responsiveness and seamless integration – this lag can feel not just inconvenient, but demotivating.

But here’s where the conversation takes a positive turn: this technological gap is not a death sentence for employee engagement, but rather a call from future generations to innovate.

Instead of viewing this technological disparity as a liability, forward-thinking organizations can embrace it as a strategic opportunity to evolve. Modernizing workplace technology can boost productivity, enhance employee satisfaction, and future-proof your talent strategy.

Imagine AI-powered HR systems that proactively support employee wellbeing, voice-activated meeting schedulers, or virtual reality-based onboarding experiences. These aren’t science fiction – in fact, they are already being piloted by companies like Accenture and Microsoft.

Generation Alpha will bring unprecedented tech fluency to the workplace, and so they will likely expect tools that mirror the apps they use daily (that being apps that are intuitive, fast, and personalized). If a 12-year-old can ask Siri for tomorrow’s weather and receive an answer in under a second, why should a 22-year-old tolerate a five-day turnaround for a vacation request?

Moreover, Gen Alpha values purpose. They will want technology to do more than automate; they’ll expect it to enable meaningful work, collaboration, and creativity. Therefore, those workplaces that marry cutting-edge tools with human-centered values will win this generation’s loyalty when it comes attracting this talent pool.

So, what are some practical steps that employers can start taking today?

· Audit the Experience – employers should step into their employees’ digital shoes and consider what tools they use daily and where the friction points are with those tools.

· Listen and Learn – involve younger employees in tech decisions, as their insights are vital (and valuable!).

· Pilot, Don’t Postpone – start small with new platforms or digital assistants and show progress, even in increments.

· Upskill for Digital Fluency – invest in training for all generations, ensuring no one is left behind in the shift toward smarter systems.

The good news is that employers don’t need to be fluent in coding to lead the charge. What they do need is to be fluent in people and understand how technology can elevate the human experience at work. This is where HR can come in as digital translators to bridge the gap between IT innovation and employee reality.

So, if you would like to discuss how we can act as these digital translators and help bring your company into – and beyond – the 21st century, please get in touch with us today!

Over the past few years, pets have become a bigger part of our working lives than ever before. More than 23 million American households adopted a pet during the pandemic, according to the ASPCA, and many employees grew accustomed to working side by side with their furry (and sometimes feathered or scaly) companions.

Now that in-office work has returned for many, the question of what to do about pets has become a serious workplace discussion. Some employees worry about leaving their pets at home, while others are actively seeking companies that welcome them into the office.

In fact, recent surveys reveal just how important this issue has become:

• 37% of dog owners would turn down a job if they couldn’t bring their dog to the office
• 29% would even take a pay cut to ensure their dog was welcome at work
• Nearly half (47%) of dog owners expect dog-friendly policies as standard

Big names like Amazon, Google, Airbnb, and Salesforce already allow pets in their workplaces. But should your organization follow their lead?

The Benefits of Pet-Friendly Workplaces

There is strong evidence that allowing pets in the office can benefit both employees and employers.

1. Stress reduction and wellbeing
Studies show that interacting with pets lowers stress levels and can even improve concentration and planning. Remarkably, the positive effects can last up to six weeks after contact.

2. Stronger team morale and culture
Employees report that pets boost morale (54%), reduce stress (65%), and improve the workplace atmosphere overall. Pets can also serve as icebreakers, helping colleagues connect more easily.

3. Talent attraction and retention
With nearly a third of employees saying they would sacrifice salary for pet-friendly perks, organizations that embrace these policies may find it easier to attract and retain talent. Advertising the policy upfront can be a simple yet powerful differentiator.

4. Practical support for pet owners
Dog walkers and pet care can be costly and hard to manage around work schedules. Allowing pets in the office alleviates this pressure and shows genuine consideration for employees’ lives outside of work.

The Challenges to Consider

Despite the clear upsides, pet-friendly policies aren’t without challenges. Employers need to weigh several practical and cultural factors before opening the doors to four-legged colleagues:

• Allergies and fears: Some employees may have sensitivities or anxieties around animals.
• Office suitability: Is there outdoor space for breaks? Are desk areas safe for pets? Are cleaning supplies available?
• Behavioral standards: Companies like Rover recommend clear rules, such as leash requirements, vaccination checks, and a behavioral “three-strike” policy to prevent safety risks.
• Numbers and balance: Limiting how many pets are in the office at one time or creating designated “dog days” can help maintain comfort for everyone.

Finding the Middle Ground

For organizations unsure about going fully pet-friendly, there are flexible alternatives. These include:

• Offering additional work-from-home days to support pet care
• Introducing designated pet days rather than an open-door policy
• Providing clear guidelines to balance the needs of both pet owners and non-pet owners

As Molly Johnson-Jones, CEO of Flexa, points out: “The benefits of dog-friendly offices are clear — they reduce stress, boost morale, and build bonds between colleagues. But thoughtful policies are essential to make it work for everyone.”

The Bottom Line

Pets can bring joy, reduce stress, and strengthen workplace culture. But as with any policy, inclusivity must come first. Employers considering pet-friendly benefits should carefully balance the enthusiasm of pet owners with the needs and comfort of all employees.

Handled well, pet-friendly policies can become more than just a perk — they can be a genuine driver of wellbeing, connection, and talent retention.

If you’d like to discuss how to design pet-friendly policies that work for your organization, get in touch with us at OrgShakers today.

You’re behind on a deadline. Your boss has been chasing you for updates. Yet instead of focusing on the task, you’re suddenly reorganizing your desk, scrolling through social media, or playing a quick round of online solitaire. Sound familiar?

You’re not alone. 99% of Americans admit to procrastinating tasks, and around 20% of adults are chronic procrastinators. With remote work making distractions easier than ever, one survey found that 42% of fully remote employees get easily sidetracked during the workday.

The irony? Procrastination doesn’t even reduce stress. In fact, 78% of people report feeling anxious while procrastinating. So why do we do it — and more importantly, how can employers help?

Why We Procrastinate

Procrastination may feel irrational, but it’s often linked to emotional self-regulation. Neuroscientists suggest that our brains battle between:

• the prefrontal cortex, which plans for the future, and
• the limbic system, which seeks instant gratification.

When anxiety, fear of failure, or perfectionism creep in, the limbic system takes control — and we avoid the task in favor of something easier or more enjoyable.

Author Tim Urban famously describes this in his TED Talk as the “instant gratification monkey” distracting the “rational thinker.”

Common triggers include:

• Perfectionism – “If it can’t be perfect, I’d rather delay it.”
• Fear of failure or judgment – “If I don’t start, I can’t fail.”
• Overwhelm – big, undefined tasks feel unmanageable.
• Low motivation – the task feels repetitive, uninspiring, or disconnected from personal goals.

The Costs of Procrastination

While putting things off may bring short-term relief, the long-term costs are clear:

• Missed deadlines and lower productivity
• Increased stress and anxiety as deadlines loom
• Reduced job satisfaction and engagement
• Strained team dynamics when others are affected by delays

Left unchecked, chronic procrastination can chip away at both employee well-being and overall organizational performance.

How Employers Can Help

There isn’t a one-size-fits-all solution, but HR leaders and managers can make a big difference by helping employees reframe procrastination and build healthier habits.

1. Encourage Microbreaks
Procrastination often disguises itself as the brain asking for a pause. By actively encouraging short, controlled breaks, employees can recharge without guilt. A 5-minute reset can prevent hours of distracted avoidance and has been shown to boost engagement and productivity.

2. Promote Task Segmentation
Encourage employees to divide their work into “happy work” (tasks they enjoy) and “work-y work” (less inspiring admin or repetitive tasks). Scheduling time for both ensures balance and helps employees feel more in control, reducing the temptation to avoid the work they dislike.

3. Break Down Big Tasks
Overwhelm is one of procrastination’s biggest drivers. Breaking projects into smaller, time-bound steps makes them feel manageable and helps employees build momentum.

4. Normalize Imperfection
High standards are valuable, but perfectionism can paralyze progress. Leaders can model and encourage the idea that “done is better than perfect” to reduce fear of failure and keep projects moving.

5. Recognize Effort as Well as Outcomes
Employees who put themselves forward, even if they don’t get everything right, should be recognized. Valuing effort reinforces a culture of growth and reduces the fear-based avoidance that drives procrastination.

6. Reframe Self-Talk
Encourage employees to shift from “I have to” to “I get to” or “I want to.” These small language changes can increase motivation and reduce resistance.

The Bottom Line

Procrastination isn’t laziness — it’s often a stress response. Left unaddressed, it can harm both well-being and performance. But when employers create an environment that balances accountability with compassion, procrastination can be managed and even reduced.

With microbreaks, smarter task management, and a culture that values effort as much as outcomes, leaders can help employees put down the “instant gratification monkey” and get back to what matters most.

If you’d like to explore detailed strategies to boost engagement and ward off procrastination in your workplace, get in touch with us at OrgShakers today.

Spain has taken a bold step in reshaping the modern workweek.

In May 2025, the Spanish government approved a bill to reduce the standard full-time workweek from 40 to 37.5 hours – without cutting pay. While it still requires parliamentary approval, this reform is expected to impact over 12 million private-sector workers and signals a wider shift toward prioritizing employee well-being.

According to Labor Minister Yolanda Díaz, the change is part of a broader goal to “modernize the world of labor” and support happier, healthier workers. The bill also includes protections like digital time tracking and a strengthened right to disconnect, ensuring employees aren’t expected to respond to messages outside of working hours. Spain’s move builds on promising results from earlier pilots.

In Valencia, a four-day workweek trial led to reduced stress, better physical health, and improved job satisfaction. These outcomes are mirrored in international studies, which show that shorter working hours can lead to higher productivity per hour, lower absenteeism and burnout, and improved employee retention.

Spain isn’t alone – France, the Netherlands, and other European countries already operate with shorter average workweeks and see strong economic performance.

The Spanish case simply adds momentum to a growing global conversation about redefining work. In the US, full-time workers average about 34–35 hours weekly, but many put in far more when factoring in overtime and after-hours communication. And in the UK, the average is closer to 37 hours, yet ‘always-on’ workplace culture remains a prominent issue.

While a federally mandated shorter workweek may not be immediately likely in either country, Spain’s example proves that national labor reform is possible and beneficial.

Even without legislative changes, organizations can adopt some of the principles behind Spain’s move:

· Pilot shorter weeks or flexible hours in select teams to test productivity and morale impacts.

· Protect personal time by setting clear boundaries around communication outside of work.

· Measure performance by outcomes, not hours logged.

· Engage employees in the process of rethinking how and when work gets done.

Spain’s 37.5-hour workweek is more than just a policy shift – it’s a cultural one. It challenges outdated assumptions that more time at work equals more value, and it opens the door to a healthier, more sustainable model of employment.

For HR professionals, the lesson is clear: a more balanced, human-centered approach to work isn’t just good for employees, but good for business overall. The question now is not whether this model will spread, but how quickly the rest of us will catch up.