In the post pandemic era of flexible and remote working, global mobility is no longer just about relocating employees – it’s about driving organizational growth, fostering innovation, and building resilient, future-ready workforces.

Global mobility has evolved from being primarily a logistical function into a cornerstone of talent strategy, where mobility data analytics can be used to forecast talent needs, aligning mobility with business objectives, and ensuring that policies promote inclusivity and equity.

1. Access to Global Talent Pools
   The war for talent has expanded beyond borders. Global mobility programs enable organizations to tap into the widest possible pool of talent, ensuring individuals with the right skills and experience are in the right locations. This not only addresses local talent shortages but also enhances diversity, which has been proven to drive innovation and performance.
2. Leadership Development and Succession Planning
   International experience is a critical component of developing leaders who understand global markets and cultural nuances. By embedding mobility into leadership development programs, firms can ensure they are equipping executives with the skills required to successfully lead a diverse and interconnected workforce.
3. Enhancing Employee Experience and Retention
   Offering opportunities for global assignments is a compelling employee value proposition. It demonstrates an investment in professional growth and fosters a sense of adventure and purpose, which are critical for retaining the next generation of top talent in a competitive labor market.
4. Building Organizational Agility
   Global mobility enhances an organization’s ability to respond to market changes and new opportunities. Whether it’s establishing operations in emerging markets or quickly deploying talent for critical projects, mobility programs underpin agility and scalability.

Challenges and Opportunities

Global mobility inevitably creates challenges and requires the navigation of complex employer compliance obligations including tax, immigration, and local labour laws, not to mention the high costs which can be associated with employee relocations.

However, with the right policies, partners, and tech-enabled support it is possible to overcome these challenges without compromising the employee experience.

In today’s interconnected world, global mobility is not just an operational necessity – it’s a strategic enabler. And by leveraging mobility as a driver of innovation, agility, diversity, and talent development, business leaders can position their organizations to thrive on the international stage.

If you would like to discuss how we can support global talent mobility in your organization, please get in touch with us today.

This month, we have grabbed ourselves a copy of Joe Mull’s latest book, Employalty: How to Ignite Commitment and Keep Top Talent in the New Age of Work. With retention being a pressing issue that many employers find themselves grappling with in the modern working world, Employalty acts as an essential guide for any leader who wants to ensure they are retaining their top talent for the long run.

Joe Mull, a dynamic, captivating speaker and leadership expert, introduces the reader to the concept of ‘employalty’, which is centred around the idea that winning the new war for talent requires a more humane employee experience.

In his book, Joe argues that there are three key factors of employalty. The commitment that organizations seek from their teams will come from those who can do their ideal job and do meaningful work for a great boss.

• Ideal Job – this is what the employee gets in exchange for their work. Do the financials, schedule and workload fit into their life in an ideal way? With the rise of the carpe diem mindset post-COVID, employees now have a new value for their time, and so when a job can fit into the responsibilities in their personal lives and accommodate for these well, this will see employee loyalty gain significant traction.
• Meaningful Work – it’s not a leap to say that when employees feel like what they are doing has meaning and purpose, and adds value to the company, then this in turn fosters loyalty. Employees who are aligned with the mission of a company, and who are made to feel their individual contributions to that mission are noticed and valued, will want to stay with that company for the long run.
• Great Boss – a leader or direct report have so much sway over whether an employee chooses to remain at a company or not. Recently, a LinkedIn survey discovered that nearly seven in ten employees said they would quit their job over a bad manager – but on the flip side, the main reason why a lot of employees choose to stay is due to having a great boss. After all, if an employee is having a consistently psychologically safe and fulfilling experience, they will want to continue working in that environment for the foreseeable future.

Grounded in research and filled to the brim with captivating stories, Joe’s Employalty provides the reader with a to-the-point, evidenced-based framework for creating the kind of employee experience that results in people joining a company, staying long term, and doing great work.

If you would like to discuss how we can help bring some of Joe’s employalty strategies to life, please get in touch with us today.

And in the meantime, make sure you grab a copy of Employalty – you can purchase it here in the US and here in the UK.

Companies that actively support and collaborate with charities are not only contributing positively to the wider community – they are also making a smart business move.

Research has found that those businesses that donate over 0.5% of turnover are twice as likely to experience enhancements in company reputation and are nearly 50% more likely to find it beneficial for recruiting and retaining staff.

Moreover, charity work fosters collaboration and cohesion among employees, breaking down social barriers by providing non-work-related topics for bonding.

Adopting a corporate social responsibility mindset enriches the ‘Social’ component of your ESG agenda and can also support Environmental strategies depending on the charities chosen.

To reap these benefits, employers must effectively engage their teams with the chosen cause.

How can employers achieve this?

Firstly, involve employees in choosing the charities to support. When the supported cause aligns with the company’s mission and values, as well as those of the team, it fosters immediate excitement and engagement. This could include supporting a charity for a cause that has personally impacted staff members. Identifying the mission is the first step, and encouraging employee involvement boosts enthusiasm.

Highlighting charity as a core value during recruitment and onboarding is also effective. This can include offering a set number of volunteer days in benefit packages, allowing employees to volunteer while still being compensated. Involvement in charitable projects during the initial weeks of onboarding can also serve as an icebreaker and assimilation tool.

And, importantly, find ways to make it enjoyable! Collaborate with charities to understand their fundraising methods, such as Race For Life or fun challenges like growing a mustache for Movember.  Whatever the cause – and whatever employees are doing – make an effort to sponsor some (or all!) of your team to take part to actively engage everyone and provide a change from the workplace.

Successfully engaging teams in fundraising and volunteer work provides access to numerous business benefits while contributing positively to society.

If you would like to discuss how we can support your engagement with charities and philanthropy, please get in touch with us today.

Currently, US employment amongst people with disabilities has reached a record high of 22.5 million employees, with 24% of the UK working population also having a disability.

So, with more disabled people entering into the workforce, it’s never been more important for employers to ensure they have the right policies, processes, and support networks in place for these employees to be able to thrive in their workplaces.

A great way for employers to ensure they are achieving this inclusion initiative is by channelling their focus on the employee benefits on offer to those individuals with disabilities. To fully unlock the potential of this group, employers must go beyond the basics and offer tailored benefits that address their specific needs:

• Accessibility Enhancements – it’s important to ensure that your workplace is fully accessible both physically and digitally. Physically, this would mean providing adjustable desks, chairs and ergonomic keyboards, as well as having the more standard adjustments like ramps, elevators and accessible restrooms. Digitally, offer things such as screen readers, voice recognition software, and captioning services for virtual meetings to ensure that technology remains accessible for all.
• Inclusive Health Benefits – standard health plans can often fall short of covering disability-related needs, so when looking at what providers you want to work with, consider if they offer comprehensive coverage (including specialized care such as mobility aids or hearing devices) and virtual healthcare options to make accessing care more convenient.
• Flexible Working – flexibility is crucial for employees with disabilities, as they may need to manage medical appointments or fluctuating energy levels. To help support them with this, consider offering adjusted working hours and remote-first policies, allowing them to work from home when it better accommodates their needs.
• Learning and Development Opportunities – disabled employees often face limited opportunities for growth, but this is not due to their lack of capability, but rather systemic barriers. To overcome these barriers, employers should ensure that training materials are available in multiple formats (captions, Braille, large print, etc.) and offer leadership training programs which emphasize inclusivity. Another great strategy to consider is a mentorship program, where disabled employees can be paired with a mentor to specifically help grow their career at the company.
• Disability Resource Groups (DRGs) – having a DRG in the workplace can act as a great dedicated support network for those employees who have a disability. And employers can use these DRGs to gather input on how to continue to improve workplace policies, creating a healthy cycle of accountability that results in a consistently inclusive workplace.

Disability inclusion is so important in the modern workplace, as it offers employers access to a large group of talent that, when offered the right reasonable adjustments, can thrive in the workplace.

Organizations like Melwood are paving the way for this type of inclusion, as by effectively tapping into this rich pool of talent, they are able to proudly boast their integrated workforce which comprises of more than 800 people with disabilities to deliver top quality outsourced services.

If you would like to discuss how we can help tailor your benefit packages to be more inclusive and attractive to those employees with disabilities, please get in touch with us today.

Grief is often linked directly to death. Our minds will picture someone who has lost a loved one, thus kickstarting the grief cycle – also known as the five stages of grief (denial, anger, bargaining, depression, acceptance).

But grief is more insidious than many employers and employees realize. Humans can feel grief for a variety of different reasons; we may grieve after a breakup, the time we wasted,  even knowledge or a skill set that has become outdated.

Just as loss comes in many forms, so does grief, and there are many instances in the workplace that can trigger the grief cycle. For example:

• Loss of a Team Member – Employees today are much more mobile – especially with the mass adoption of remote working. Workers may find themselves grieving the loss of a valued team member who has moved on in their career. Or they may grieve the loss of comradery they experienced when they worked side by side rather than virtually.
• Loss of a Leader – When a company leader moves on or retires, the stages of grief can flare to life. Leaders have a significant impact on a company and on team members. When leaders leave, it can take time to adapt to the workplace without them and employees may experience intense grief. To further complicate the experience, employees may be grieving while simultaneously having to adapt to a new leader.
• Loss of Expertise – Individuals can experience acute grief when the work itself minimizes their hard-earned experience or expertise.  New technology can lead to new skills and knowledge, resulting in a previous expert becoming a novice overnight. Constantly changing mandates, policies, or procedures can also prompt the grief cycle when workers lose their standing as the resident expert or go-to resource in a given field, process, or system.
• Loss of a Role – In-house promotions or job changes can result in compounded grieving. The new role has new responsibilities and requirements, which can emphasize a loss of proficiency. Concurrently, the newly promoted is no longer the go-to person for their previous role. This can manifest grief in those employees who relied on them as a resource. Sometimes, employees will deny the loss by expecting the individual to perform portions of their old job as well as the new role.

Sound familiar? These are just a few examples of the low- to mid-level grief employees can experience in the workplace. And while employees are going through this loss, employers may see an effect on productivity, engagement, and wellbeing. These reactions to loss are rarely recognized as grief behaviors and therefore take longer to understand and process effectively.

Employers who intentionally equip their teams with the mindfulness tools they need to recognize, acknowledge, and process their low-level grief can help employees advance to the ‘acceptance’ stage more efficiently, increasing overall employee wellbeing and engagement. Grief management activities can range from offering workshops around change management and grief in all its forms to actively promoting self-care and emotional intelligence. It’s also important for employers to highlight where employees can voice their concerns, reaffirming the wellbeing support available to the workforce.

It can feel silly to use such a heavy word like grief when talking about grappling with seemingly minor loss and change, but feeling loss is a very normal and common feeling that can have long-term, significant negative impact. Knowing how to recognize and manage grief can be a game changer in the pressure-filled retention and engagement arena. It can be the difference between working through a rough patch and being disrupted by a major roadblock.

If you would like to discuss how we can help build grief management skills and mitigate the effects of loss in the workplace due to change, please get in touch with me at amanda@orgshakers.com

Learning and development (L&D) opportunities are crucial for attracting and retaining talent. IMC research reveals that 92% of job candidates use L&D opportunities as a deciding factor when evaluating job offers, and 52% of employees have left roles due to insufficient personal or professional development opportunities.

So why are developmental opportunities for older workers scarce?

The root cause is ageism—be it direct, subtle, intentional, or unconscious. Preconceived notions about aging individuals hinder their career growth and must be addressed to unlock the potential of a significant workforce segment.

Currently, nearly one-third (32%) of workers are aged 50 or above. Despite this , 34% of these employees are unsatisfied with the few developmental opportunities available, and almost half (48%) believe their age prevents them from securing better jobs.

These barriers are actually unconscious biases tied to ageism. Managers may perceive midlife workers as overqualified, not tech-savvy, or too expensive to employ.

Such stereotypes perpetuate the belief that midlife workers lack the desire to learn, develop, and advance in their careers, which is far from true. Just under 30% of people who are 55 and over want to improve their skills but hesitate to request support from their employers.

And that’s just those who already want to improve. If all midlife workers were aware of available L&D opportunities, many more would likely be interested!

Employers who recognize and address these biases stand to benefit significantly from age inclusivity. This starts with incorporating inclusivity into hiring strategies, enabling access to diverse talent. Moreover, intergenerational teams are proven to be happier, foster mutual mentoring, and enhance customer satisfaction.

From both business and social perspectives, overcoming workplace ageism is a strategic move for any company.

If you would like to discuss how we can integrate age inclusivity into your hiring strategy and company culture, please get in touch with us.

Remote working isn’t going anywhere anytime soon. Since the pandemic forced companies to adapt their working styles to adhere to the strict conditions of lockdown, once we returned to normalcy, many employers opted to keep a remote or hybrid approach to work.

However, there have always been productivity concerns – especially from employers – around those employees who do work from home either full- or part-time. And there is some weight behind this concern; the Stanford analysis, which pooled the results of multiple studies, found a 10-20% reduction in productivity amongst those employees working from home.

There are many reasons for this, ranging from childcare demands, household duties, or simply just the ability to remain focused in an environment which was previously considered the antithesis of the workplace. As remote and hybrid working continues to remain popular amongst employees, it can be a great idea for employers who may be noticing a dip in productivity to promote some focus strategies for those working from home:

1. Create a Dedicated Workspace – when working from home, encourage employees to try utilizing a private space to operate from where possible. Whether this be a spare room, their own bedroom, or a different room in their home, it’s good to be able to have physical boundaries in place to distinguish to themselves and others they live with that in this space they are ‘at work’. This can also help prevent the lines between ‘work’ and ‘home’ from blurring too greatly, as it compartmentalizes these two things.
2. Don’t be Afraid to be Flexible – a great tip employers can promote is this idea of asynchronous work. When working from home, employees can be more flexible with their approach to their working hours (albeit within reason of being available for scheduled meetings and so on). This can help chunk the workday when operating remotely, allowing for time to tend to those distractions that may pop up when in the house.
3. Encourage Goal Setting – help employees stay on track by promoting short- and long-term goal setting. This enables tasks to be broken down into smaller, manageable chunks which can reduce the likelihood of procrastination and instead boost motivation.
4. Set Boundaries with Others – employees may be working from home with others in their home, such as a partner or roommates. Either way, the notion of working from home can sometimes be mistaken for ‘being at home’, mistakenly implying you are readily accessible for a chat or a task whenever needed. To avoid this, it’s important for staff to set boundaries with those they share a home workspace with, setting expectations by communicating that during these hours, they are unavailable as they will be working.
5. Foster Connections – 23% of remote workers reported to be suffering from loneliness. Whilst remote work has been received well overall, there are pros and cons to everything, and one major drawback of working remotely for some is the lack of social connection and camaraderie that it offers. This isolation can result in a lack of motivation, which has a domino effect on wellbeing and productivity. Employers can therefore encourage team collaboration through regular virtual meetings, peer check-ins, or accountability partnerships, as feeling connected to colleagues can help to increase engagement and focus and ward off those feelings of loneliness and isolation.

Working from home offers incredible flexibility and convenience, but it also demands intentional strategies to stay focused and productive. By promoting these tips and providing the right resources, employers can empower their remote employees to thrive.

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

Human Resources Business Partners (HRBP) are professionals that help align an organization’s people strategy with their business strategy. It’s been nearly 30 years since the concept was created by Dave Ulrich and, to this day, being a HRBP is seen as arguably the toughest job in HR, with a relentless focus on consistently demonstrating that HR is an added value strategic function.

Alarmingly, a Gartner survey discovered that CHROs believe that 82% of their HRBPs are ineffective at strategic activities, and 61% are unable to prioritize strategic partner activities.

This got us thinking – what is stopping HRBPs from achieving their strategic objectives?

In a recent poll conducted on our LinkedIn page, we discovered that only 8% of respondents believed their HRBPs were achieving their goals. Meanwhile, 15% believed that the pace of business change was the problem, 22% said a change in the required skills of the job, and a whopping 55% of respondents believed that it was simply the sheer volume of work that HRBPs were responsible for overseeing which was making their objectives effectively unreachable.

These are just some of the factors that can act as roadblocks to a HRBP’s success, but this doesn’t mean that the role is a redundant one. If crafted correctly, your HRBP can be the defining factor of your strategic success, and to achieve this reality, employers must be identifying the challenges they face in order to find remedies for them:

• Challenge 1: Role Clarity – in some organizations, the role of a HRBP is not well understood by the business or even by HR, particularly if the HR function is evolving to introduce the HRBP role.

Tip: To overcome this challenge, don’t just define the HRBP role and responsibilities, but also define every HR process that goes with it and assign responsibilities for each.

• Challenge 2: Operational Demands – as evidenced by our poll, there is no shortage of daily operational demands, and typically HRBPs want to be responsive problem solvers. But how is this possible when the volume of work is so great?

Tip: This is where it can be extremely helpful to be crystal clear with what the HRBP’s responsibilities are. They need clear parameters around what it is they are responsible for overseeing rather than ambiguous and broad responsibilities – the more detailed and specific, the better. This will mean that HRBPs will allot their time correctly and efficiently, giving them more time to focus on their strategic responsibilities.

• Challenge 3: Lack of HR Strategy – and we don’t mean a complete lack of strategy, but rather a lack of a quality one. Without this, it can be very difficult to operate strategically.

Tip: Establish clear, quality HR strategies at enterprise and business unit/portfolio level, and ensure that there are strong links between the organizational and business unit strategies and the HR strategies (with shared goals where appropriate). It’s also important to engage leaders to co-create/review the HR plan to ensure that the HRBP plays an active role in contributing to the business plan for their portfolio. Essentially, align business and HR KPIs wherever possible.

• Challenge 4: Culture – a company culture that values HR as a strategic partner is essential. Without buy-in from senior leadership, even the most capable HRBPs will struggle to make a meaningful impact.

Tip: By shifting this mindset at the executive level, HRBPs can be positioned to drive positive, sustainable change within the organization that poses no internal limitations to the strategic objectives they can achieve.

• Challenge 5: The Right Fit – it’s important to acknowledge that a strategic HRBP role is not suited for everyone; it requires a particular personality and skill set, and without this, it can make the job even more overwhelming.

Tip: To thrive strategically, an HRBP needs to be a ‘big picture’ thinker, confident, and highly people orientated. Not every HRBP fits naturally into this mould, and that’s okay.

The role of the HRBP is no doubt a challenging one, but with the right support and the right skillset, HRBPs can thrive in their pursuits to marry up people strategy with business strategy in a strategically effective way. If you are an HRBP, or a HR leader leading HRBPs, and have questions or challenges you would like help with, you can get in contact with us today via our private consultation service OrgShakers CL!CK to gain instant access to one of our seasoned HR professionals. Equally, you can contact us via our website!

1.6% of US adults identify as transgender or nonbinary – and 42% of US adults know somebody who is transgender. In the UK, 0.5% identified as having a gender identity  that differed from their sex registered at birth – around 262,000 individuals.

With such a sizable population, it’s so important for employers to be ensuring that they are building a workplace environment that is inclusive and welcoming of those gender nonconforming staff members. Especially considering McKinsey has discovered that more than half of transgender employees say they are not comfortable being out at work, with two-thirds remaining ‘in the closet’ in professional interactions outside of their own companies.

Transgender employees continue to face systemic barriers in the workplace, and employers must be breaking down these barriers and fostering an environment where trans and nonbinary employees feel safe and included. Here are some things to be considering when building a transgender-inclusive workplace:

• Gender Identity Inclusion Training – education is vital for fostering an inclusive culture. Many people may have questions or hold misconceptions about gender identity, and providing training can improve understanding and empathy across the organization, as well as equip employees with the tools they need to support an inclusive environment. Workshops could include topics such as how to use the correct gender terminology and the best way to approach, discuss, and correct pronouns.
• Establish Clear Policies – establish comprehensive policies that explicitly protect against discrimination based on gender identity and expression. While some companies have overarching anti-discrimination policies, transgender-specific protections may not always be included. Such policies communicate to all employees that the company values and upholds a clear commitment to inclusion.
• Inclusive Facilities – providing access to gender-neutral restrooms and changing facilities can make a significant difference for transgender employees. Where possible, workplaces should offer all-gender restrooms or allow employees to use facilities that align with their gender identity. In addition, ensure that dress codes are gender-neutral and allow all employees to dress comfortably in a way that reflects their identity.
• Trans-Inclusive Health Benefits – healthcare coverage is a critical component of transgender inclusion, as many transgender individuals face significant barriers to accessing gender-affirming care. When employers are designing or reviewing their benefit packages, they can work with insurers to ensure that coverage includes gender-affirming treatment such as hormone therapy and surgeries, as well as mental health services tailored to the needs of transgender individuals.
• Supporting Transitioning Employees – in the instance that an employee decides to begin their transition journey whilst in your employment, it’s important for employers to have a transition plan in place for supporting this employee to ensure the experience is as smooth as possible. This includes offering assistance in updating HR records, identification badges and other relevant information, as well as flexibility with time off or scheduling adjustments to allow for medical appointments and recovery time. It’s also important for employers to be prepared on how to support this employee with telling other colleagues about their transition.

A truly inclusive workplace doesn’t happen overnight, but the positive impact of cultivating such an environment is undeniable. And with the transgender and nonbinary population continuing to grow, it is more important than ever to be ensuring that your workplace is equipped with the tools is needs to support these employees and create a culture that is inclusive to all.

If you would like to discuss how we can help build these inclusion strategies into your business, please get in touch with us today.

We spend about a third of our lives at work, and so it’s therefore not shocking to discover that 75% of workers say they have formed lifelong friendships with their co-workers.

As humans, we naturally seek out connection. Socialising brings with it a wealth of benefits for our health and wellbeing, including better mental health and the promotion of a sense of safety, belonging, and security. But it doesn’t stop there – a study from Gallup also found that having close friendships at work results in improved productivity, retention, and employee satisfaction.

So it’s clear to see that there is a myriad of benefits for employers and employees alike when it comes to the fostering of social connections in the workplace…and yet, when you start to dig a little deeper, you begin to see that the types of employees who are reaping these benefits the most tend to be women.

There has always been this assumption that women will have a close-knit group of pals who they see and talk to on a regular basis. Whereas in contrast, male friendships tend to be less committal, and are usually bound by a shared activity or something transactional (like a sport). Interestingly, there is some psychology behind this stereotype – the intimate, face-to-face relationships between women have a lot to do with the fact that when women are stressed, they release the hormone oxytocin, which is believed to be the reason why women tend to be more maternal and nurturing. As a result of this, female friendships are based on emotional intimacy and connection, unlike male friendships.

However, as we have seen from the above research, the fostering and maintaining of close friendships can do wonders for your mental health. And this is likely why men tend to suffer with worse mental health, and why suicide is the leading cause of death for men under 50. A lot of men lack that social security blanket that close friends can offer, and don’t have a space where they can share the more intimate and emotional details of their life. And this stems largely from outdated ideas around masculinity and manhood, and that to share or express your feelings is ‘girly’.

Yet in actuality, it’s healthy! It’s healthy sociologically, psychologically, and even scientifically. One study published in the Journal of Clinical Oncology found that women with early-stage breast cancer were four times more likely to die from it if they didn’t have very many female friends. Conversely, women with early-stage breast cancer with a large group of female friends had a higher survival rate.

Social connection plays a vital role in our lives, and can even be the thing that ends up saving it. That’s why, for employers, it’s so important for them to be encouraging this culture of connection at work – especially amongst their male employees.

A great way of doing this is by starting up a Men’s Network or Group for male employees. This can be scheduled on a regular basis, and will be specifically designed to encourage men to talk about topics that are considered more ‘taboo’ – such as their mental and physical health. Creating that space to do this highlights that there is space for it – and I guarantee you will be surprised to see just how many male employees benefit from having such a space.  

If you would like to discuss how we can help create strategies to foster connection in your workplace, please get in touch with me at therese@orgshakers.com

More than one in ten employees have been victims of bullying in their workplace. As employers, this is an alarming statistic to hear, and this is why many workplaces have strict anti-bullying and anti-harassment policies in place to ensure that the culture of the workplace remains inclusive and welcoming to all.

However, it can get a bit trickier to manage bullying behaviors when they begin to slip into that elusive ‘grey area’. This is behavior that doesn’t necessarily fall into the black and white definitions of bullying (repeated unreasonable behaviour by an individual towards a worker (or group of workers) which creates a risk to health and safety) or harassment (behaviour that is or may be perceived to be offensive, abusive, belittling or threatening towards an individual or group or people based on a discriminatory characteristic). And yet, these behaviors still have the potential to have a negative impact on an employee and the wider work culture.

So, what are some of the grey areas of bullying that employers should be aware of?

• Shouting – more than half (57%) of employees don’t consider shouting at work to be bullying, but is this always the case? Shouting at work has something that has become almost normalized by entertainment media creating the stereotypical angry boss character. But in reality, could shouting be considered bullying? It all comes down to context – are you shouting at one person in particular? Are you shouting aggressively or passionately? And is there ever really a need to shout at work in the first place? These things all need to be considered by employers in the face of an employee feeling bullied for this very reason.
• Nicknames – nicknames are, more often than not, a harmless way of expressing camaraderie in the workplace, but employers must ensure that these names don’t use language that could be interpreted as demeaning in any way, as this can lead to individuals feeling victimized. 
• Banter – the current workforce has the largest ever mix of generations working together, which means that lot of workplace banter risks being ‘lost in translation’ due to the fact that the boundaries of acceptability and what is tolerated have shifted so much across the decades. Consequently, what one person may intend as a joke, another may perceive quite differently. Having managers who have been trained to understand what is acceptable means that they can diffuse these situations and act accordingly if someone feels that banter is going too far. 
• Physical Contact – physical contact can be a tricky one, but more often than not employers should encourage everyone to keep their hands to themselves (but this doesn’t mean that a friendly high five or introductory handshake can’t be shared). But for the most part, it’s best to avoid anything physical for fear this can be misinterpreted as a suggestive gesture.

With the rise of cancel culture and movements like Me Too, employers are now more obligated more than ever to ensure they are fostering a working environment where everyone feels safe and included. So, when it comes to managing these grey areas, employers simply have to take it as it comes. Context will play a key role in all of the above scenarios, and any more that may arise. It’s important to listen to the employees involve and investigate accordingly.

If you would like to discuss how we can help strengthen your anti-bullying policies, please get in touch with us today.

There has always been this outdated idea that in order to climb the ranks and come out on top you have to be ruthless, cutthroat, and manipulative. But in reality, there isn’t much evidence that supports this – one longitudinal study conducted over 14 years found that those who were selfish, aggressive, and manipulative were actually less likely to move up the ranks. It was those who were generous, kind, and agreeable who were more likely to be promoted to a position of power.

So how might they continue to be their authentic, kind self when in a position of authority? We can already see that kindness is by no means a symbol of weakness, but with a leadership role comes a certain expectation of having to make the hard decisions, delegate tasks, and maintain a sense of authority that some may feel gets diluted by a kind demeanour. The secret is not blurring the lines between kindness and friendship.

Kwame Christian – known for his work around compassionate curiosity – discusses how the best advice he was ever given was that to be successful, you need to be respected rather than liked. And this notion is particularly poignant when it comes to balancing kindness and authority in a way that leads to the respect of your peers rather than their affection.

Leaders have to actively be reinforcing professional boundaries with their team; you don’t have to be friends with the people who work for you to know them and what’s important to them, both in and outside the workplace. It’s about having and fostering that benevolent concern for your team in a respectful way.

As with many aspects of communication, it’s important to check your intention. Leaders should always be taking a step back when making a decision and think about why they are deciding this. This can be incredibly helpful when having to deliver difficult decisions or an undesired outcome to an employee, as it offers them an insight into why you have come to this conclusion and why it is a necessary one for the wider health of the company.

What I have personally found to be particularly effective in these instances is having an insight into the workstyle preferences of the people I am working with. Years ago, I had a boss who would frequently change her mind on the direction she wanted something to go in, which would require consistent reworking from me to the point that I once ended up on version 37 of the draft! Whilst this was frustrating, I now realize that if my boss and I had undergone a process like SurePeople’s psychometric assessment, I would have seen from her Prism profile what kind of a leader she was and how her decision-making process worked. Having that insight would have helped me better understand how to work with her needs, just as her having access to my own profile would give her an insight into how I worked best. Leaders who have access to tools such as Prism will find it much more manageable to have those more difficult conversations with their team members.

Overall, it can be a tricky thing to be a leader who is nice and kind but whose authority is still respected. That’s why I believe it’s best to steer away from the notion of being the leader who wants to be pals with everyone and instead focus more on being the leader who offers everyone respect and expects this back in return.

If you would like to discuss the executive coaching services that we offer, or if you would like to get a deeper understanding into the Prism psychometric profiling technology, please get in touch with me at anya@orgshakers.com