Napping at work is not as unusual as you might think.

In fact, 42.7% of US employees admit to napping on the job, while one study found that the average remote-working Briton was sneaking in three lunchtime naps per week. Our own poll echoed this trend, with 66% of respondents saying they either already nap at work or would be open to it.

So, is it time to challenge the stigma around sleeping at work? Or should it remain a strictly “off-limits” practice?

The Case for Workplace Naps

Cultures around the world have long embraced the idea of a midday rest. In Japan, “inemuri” (napping at work) is seen as a badge of honour — proof of dedication. In Spain and Italy, “siesta” and “riposo” have historically been built into the rhythm of the day.

And in recent years, some of the world’s biggest employers have followed suit. Google has its “Shhh Zones”, Amazon provides nap pods, and Ben & Jerry’s has had a nap room for decades.

For them, napping is not a sign of laziness – it’s a strategic move to recharge employees and boost performance.

The science backs this up:

• Short naps (15–30 minutes) improve memory, focus, and creativity.
• They can reduce stress and anxiety, improving overall wellbeing.
• Research shows that managers are more likely to nap (55% compared with 41% of non-nappers) and are more likely to have been promoted.
• Even a six-minute nap can improve learning and cognitive performance.

As psychologist Dr. Sara Mednick explains, our bodies naturally dip in energy mid-afternoon due to circadian rhythms. Many of us reach for coffee, but biologically our bodies are asking for rest. Humans were once biphasic sleepers (two sleeps a day), and our systems are still wired to benefit from it.

The Risks of Napping at Work

Despite the evidence, workplace napping continues to carry a stigma in many places – especially the US, where federal workplaces explicitly ban it. Employees worry they will be seen as lazy or unprofessional if they nod off during the workday.

There are also practical risks:

• Sleep inertia: longer naps (beyond 30 minutes) can leave people groggy and less productive.
• Dependency: if naps are compensating for chronic sleep deprivation, the real issue lies in poor nighttime sleep habits.
• Equity concerns: not all employees have the same access to private space or flexible schedules to nap, which can create perceptions of unfairness.

And while some leaders see naps as a performance booster, others still view them as a breach of workplace culture. The tension lies in how naps are framed and managed.

Rethinking Naps as a Wellbeing Strategy

Handled well, workplace naps could become a cost-effective wellbeing initiative. With burnout on the rise and well-being a top HR priority, allowing naps may be one way to address the problem.

Practical ways employers can support this include:

• Designated nap spaces (pods, quiet rooms, or recliners) to reduce stigma.
• Encouraging short naps only (15–30 minutes) to avoid grogginess.
• Educating employees about the benefits of naps and how to use them responsibly.
• Flexible approaches: making naps optional, not mandated, while valuing trust and outcomes over presenteeism.

As Arianna Huffington, now a vocal advocate of sleep at work, puts it:

“If people have been up all night because of a sick child or a delayed flight, if they have the opportunity to nap, they will be much more productive and creative for the rest of the day.”

The Bottom Line…

Napping at work may feel taboo to some, but mounting evidence suggests it’s time to reframe how we view rest in the workplace. Short, structured naps can improve focus, wellbeing, and productivity – and with remote and hybrid work making naps more accessible than ever, the trend is only likely to grow.

Rather than resisting it, forward-thinking employers may want to explore how naps could become part of their wider wellbeing strategy. After all, a rested workforce is a more engaged, innovative, and resilient one.

The excitement of a promotion is palpable – the celebrations, the recognition, the doors they open.

But there’s another, quieter side of the story that plays out behind closed doors: the moment when a capable, hardworking employee goes for a promotion… and doesn’t land it.

It’s a tough blow. Disappointment, frustration, and even self-doubt can creep in, leaving employees disillusioned and disengaged. In fact, a survey by McKinsey & Company found that nearly 40% of employees who were passed over for a promotion considered leaving their organization within six months.

This statistic points to a clear truth: how leaders handle these moments matters. A lot.

How best to support an employee after they’ve missed a promotion?

But with the right coaching and culture, leaders can help employees process the setback, build resilience, and ultimately emerge stronger and more motivated. Here’s how they can turn a missed promotion into a powerful opportunity for growth:

1. Acknowledge the Effort, Not Just the Outcome

It starts with empathy. An employee who puts themselves forward for a promotion has taken a risk. They’ve shown ambition and vulnerability, and both of these things deserve recognition.

Leaders must make space for disappointment, not brush it aside. A sincere conversation that begins with, “I know this outcome is hard, and I appreciate the courage it took to put yourself out there,” sets the tone. It reinforces a culture where effort, not just results, is valued.

2. Offer Specific, Constructive Feedback

Generic responses like “You did great, but it just wasn’t your time” only fuel confusion. Employees need clear, actionable insight into what they did well and where they fell short.

Frame feedback in a way that empowers rather than discourages: “Your leadership in cross-functional projects really stood out. To strengthen your case next time, let’s focus on building your strategic planning skills and gaining more visibility with senior stakeholders.”

3. Co-Create a Development Plan

Once feedback is delivered, shift the focus to growth. Ask:

“What would you like to do differently next time?” “What roles are you aiming for in the long run?” “How can I support you in getting there?”

Together, create a development plan with specific goals, whether that’s mentorship, new responsibilities, skill-building, or visibility projects. This helps move employees from feeling stuck to being in motion towards growth, which also aids in keeping them consistently engaged in their progress.

4. Normalize Setbacks as Part of Growth

Rejection is part of almost every successful career path. Share real stories (maybe even your own), as when leaders are honest about past rejections and what they learned, it gives employees permission to see their own experience as a step, not a stop. This kind of storytelling helps shape a growth mindset, which has been linked to increased resilience and higher long-term achievement.

5. Celebrate Progress Along the Way

Progress deserves praise – whether or not it comes with a title. Recognize new skills, successful projects, and bold efforts.

How to accept a job promotion?

While much focus is placed on those who miss out, it’s equally important to support employees who do secure the promotion.

Accepting a new role can be exciting, but it also comes with responsibility for how it is handled internally.

A thoughtful approach helps maintain team morale and strengthens workplace culture.

We should where possible encourage promoted employees to:

• Show humility: Celebrate the achievement without gloating. A simple, sincere acknowledgement of the opportunity goes further than grand celebrations.
• Recognise others: Thank colleagues who supported their journey and acknowledge the collective team effort that contributed to their growth.
• Remain inclusive: Continue to collaborate and invite input from peers who may have also applied, showing respect for their skills and aspirations.
• Lead by example: Step into the role with professionalism, demonstrating that the promotion is not just about recognition but about responsibility and contribution to the wider team.

In Conclusion…

Handled well, promotions can strengthen relationships across the workforce rather than create divides, reinforcing a culture where success is celebrated collectively.

Over time, your employee will start to see that the missed promotion wasn’t a wall, but rather a curve in the road that led to something better.

Disappointment is part of professional life, but disillusionment doesn’t have to be. With thoughtful coaching, transparent feedback, and ongoing support, employers can help employees turn rejection into resilience.

If you would like to discuss how we can help coach your people managers in the art of turning rejection into resilience, please get in touch with us today!

Humor at work can be a powerful force.

A well-timed joke can break the ice, ease tension during a tough meeting, or help teammates bond across departments. In fact, a survey by Robert Half revealed that 91% of executives believe a good sense of humor is important for career advancement, and 84% feel humorous employees do better work overall. And psychological research this notion, as it has been discovered that positive humor correlates with higher job satisfaction and stronger workplace relationships.

From an employer standpoint, these findings are encouraging. Positive, respectful humor (especially the kind that’s inclusive and team building) can be a powerful asset. It fosters psychological safety, a key factor in employee engagement and innovation. Encouraging affiliative humor (e.g., team memes, light-hearted stories, or fun icebreakers) can create a more open and connected culture. The opportunity here is to treat humor as more than a distraction and instead use it as a strategic tool for cohesion and creativity.

However, with great laughter comes great responsibility, as the risks of humor gone wrong are very real. A study by Reliable Plant found that over 70% of workers have witnessed jokes about sensitive topics like weight or age, and over 40% admitted to making such jokes themselves. In more serious cases, inappropriate jokes can stray into legally risky territory – especially those that touch on any protected characteristics. These kinds of comments can quickly lead to legal issues, putting companies at risk of harassment claims.

And even seemingly harmless humor can have a negative impact. A recent study found that employees often feel emotionally exhausted when expected to laugh at a manager’s jokes…especially when those jokes are frequent or feel forced. The same study found that excessive joking by leaders can damage trust and lower overall job satisfaction. This is because it’s a subtle form of emotional labor – employees feel they must perform enjoyment, even when it doesn’t come naturally.

So, what can employers do? The goal isn’t to outlaw jokes, but to make them safe, inclusive, and effective. Start by offering clear, proactive guidance about appropriate humor; policies should define boundaries, not banter.

Humor training can also be folded into existing DEI or harassment-prevention workshops, with real-world examples (shared anonymously or hypothetically) that highlight impact over intent.

Leadership development is another key area. Managers set the tone, and their use of humor (especially self-deprecating or inclusive humor) can either lift the room or alienate it. Therefore, it’s best that leaders are encouraged to use humor sparingly and intentionally. It’s also worth coaching managers to be aware of how their positional power influences how their jokes land.

Most importantly, build a culture where employees feel safe to speak up. Jokes that make people uncomfortable are often left unreported, especially if the jokester holds authority. A well-publicized, non-punitive reporting mechanism can help flag patterns before they become problems. And when employees see their company address concerns with fairness and sensitivity, this helps to build trust across the board.

Of course, humor shouldn’t disappear from the workplace, it just needs some boundaries and support; run a “bad pun” contest or host virtual watercooler chats where people can share clean, funny stories. Recognize that humor, when used thoughtfully, can help people feel more human, more engaged, and more connected.

If you would like to discuss how we can help ensure that humor has a proper and inclusive place in your workplace, please get in touch with us today!

As remote and hybrid work continues to be the norm for many organizations, one challenge has been steadily growing in both scope and impact: Zoom fatigue. While the term broadly refers to the tiredness, worry, or burnout caused by overuse of video conferencing platforms, recent research is revealing that the root causes run deeper than simply having too many meetings.

Why Staring at Yourself Is Draining

For many employees, video meetings replicate the feeling of sitting in a meeting with a mirror propped up in front of them. This constant self-view can lead to what psychologists call facial appearance dissatisfaction—a form of self-consciousness that intensifies when we’re repeatedly confronted with our own image on screen.

Researchers from Michigan State University, Santa Clara University, and other U.S. institutions found that individuals who were unhappy with their facial appearance reported significantly higher levels of virtual meeting fatigue. In turn, these employees were more likely to use filters, avatars, or other image-enhancement tools to manage how they appeared to others.

This self-scrutiny isn’t just vanity—it can have real workplace consequences. Participants who disliked how they looked were less likely to find video calls useful, and more likely to feel drained afterward. Some even reported avoiding speaking up on calls, fearing how they might be perceived visually.

The Inclusion Factor

Not everyone experiences Zoom fatigue equally. Studies show:

• Women are more likely to self-focus in the presence of a mirror, with Stanford research finding that 1 in 7 women felt “very fatigued” after video calls compared to 1 in 20 men.
• Introverts, younger workers, and people of color also reported higher fatigue levels.
• Those with heightened public self-consciousness—the tendency to fixate on how others perceive them—were especially vulnerable.

This means that “cameras on” policies, while often intended to boost engagement and accountability, can have unintended inclusion implications. If certain demographic groups are disproportionately affected, blanket requirements could inadvertently create inequities in employee experience and well-being.

The Rise of “Zoom Dysmorphia”

The PLOS One study also touched on a related phenomenon: Zoom dysmorphia. Similar to how heavily edited social media photos have been linked to increases in cosmetic procedures, constant exposure to our on-screen image during meetings has contributed to more people feeling dissatisfied with their real-life appearance. In some cases, this has even led to increased interest in cosmetic treatments.

What HR Leaders Can Do

To address Zoom fatigue effectively, HR professionals and leaders should think beyond simple scheduling fixes. The solution lies in understanding—and mitigating—the psychological mechanisms at play.

1. Promote the “Hide Self-View” Option
Encourage employees to use Zoom’s “hide self-view” feature, which lets others see them without forcing them to watch themselves. This can reduce self-focused attention and alleviate some appearance-related fatigue.

2. Reevaluate “Cameras On” Policies
Instead of enforcing a rigid rule, consider a flexible approach based on trust. If an employee turns their camera off, it doesn’t necessarily mean they’re disengaged. Allowing choice can improve inclusivity and reduce anxiety.

3. Mix Up Communication Channels
Not every meeting needs to be on video. Use phone calls, instant messaging, or collaborative documents when video adds little value. This helps break the cycle of constant self-exposure.

4. Address Appearance Concerns
Normalize the conversation about self-image challenges in remote work. Some companies even offer guidance on lighting, camera angles, or virtual backgrounds to help employees feel more confident without defaulting to heavy filters.

5. Reduce Virtual Presenteeism
Shift the focus from how often employees are on camera to the quality of their contributions and outcomes. This helps create a culture where performance, not appearance, is what matters most.

The Bottom Line

Zoom fatigue is more than just screen overload—it’s tied to how we see ourselves and how we believe others see us. For HR leaders, tackling this issue requires a mix of empathy, flexibility, and awareness of the deeper psychological factors involved.

By addressing the self-image component and rethinking camera expectations, organizations can create a healthier, more inclusive virtual workplace that supports productivity and well-being in equal measure.

If you’re wondering what on earth “Cybernese” is, you may be surprised to learn that it’s a rapidly evolving language we all need to become fluent in—fast. Cybernese refers to the non-verbal, online language we’ve developed since the mass shift to remote and hybrid work.

In traditional, in-person workplaces, body language, facial expressions, and tone of voice often communicate as much as the words themselves. Being able to “read” people is a skill that gives valuable insight into what they truly think or feel. But with more and more interaction taking place online, we now face the challenge of interpreting a whole new set of non-verbal signals—ones that come through screens, chat platforms, and even emojis.

From Body Language to “Zoom Language”

In platforms like Zoom or Microsoft Teams, body language is harder to read when all you see is someone’s head and shoulders. Yet, subtle cues still matter: camera on vs. camera off, background choices, lighting, posture, and even responsiveness in chat. These are all part of the Cybernese lexicon.

Research suggests these cues are not just cosmetic. One study found that 92% of U.S. executives believed employees who consistently kept their cameras off were less likely to have a long-term future at their organization. Similarly, your chosen virtual background—whether a tidy office space or a tropical beach—can send unintended signals about your professionalism or work style.

The Emoji Gap

Perhaps the most complex and easily misunderstood part of Cybernese is emoji use. Originally designed to add warmth or clarity to digital messages, emojis have developed multiple—and sometimes conflicting—meanings across generations.

For example:

• 👍 Thumbs-Up: While older workers often see it as a quick way to say “all good” or “thank you,” many Gen Z professionals interpret it as curt, dismissive, or even passive-aggressive.
• 👏 Clapping Hands: Traditionally meant “well done,” but often used sarcastically by younger people.
• 🙂 Smiley Face: Friendly to some, disingenuous or condescending to others—especially if paired with critical feedback.
• 💀 Skull: Historically linked to danger or death, but now commonly used to mean “I’m dead from laughing” in younger circles.
• 😭 Loudly Crying Face: Once a symbol of grief, now widely used for exaggerated humor or emotional overreaction.

These evolving interpretations mean that what one person intends as warmth or encouragement can be read by another as sarcasm, dismissal, or hostility.

Why This Matters for HR and Leaders

Misinterpretation of digital cues can create more than momentary confusion – it can erode trust, morale, and psychological safety. When one person thinks a message says “You did great,” but the recipient hears “I’m annoyed with you,” communication has broken down.

This risk is amplified in multigenerational workplaces, where digital “natives” and “digital immigrants” bring different assumptions about tone and meaning. Without a shared understanding, even well-intentioned messages can lead to tension.

Building a Shared Digital Language

Just as organizations provide training on professional email etiquette, HR leaders should consider guidance on digital tone and non-verbal online cues. This might include:

• Open Discussions: Invite teams to share how they interpret common emojis and digital behaviors. You may uncover surprising differences in perception.
• Clear Context: Pair emojis with short clarifying phrases to ensure tone is unmistakable.
• Manager Training: Encourage leaders to pause before hitting “send” and consider how their message might be received by different audiences.
• Cultural Sensitivity: Recognize that emoji meanings can vary not only by generation but also by geography and subculture.

Staying Curious, Not Imitative

Leaders don’t need to mimic Gen Z slang or emoji trends to connect effectively. The goal isn’t to “speak young,” but to stay curious and aware. A willingness to learn how others express themselves—and how they interpret your own communication—can prevent misunderstandings and strengthen relationships.

The Bottom Line

Cybernese is here to stay, and its vocabulary will keep evolving. In a workplace where so much interaction is digital, understanding the hidden signals in online communication is no longer optional—it’s a core competency. By fostering awareness, building shared meaning, and encouraging curiosity, HR professionals can help bridge the generational and cultural gaps in our increasingly virtual work world.

With the cost of living continuing to rise, employee wellbeing has shifted from a “nice-to-have” to a critical driver of business success. For small businesses and startups, competing with larger companies on salary alone can be challenging. But that does not mean you cannot make a significant impact on your team’s wellbeing.

According to LendingClub, 64% of Americans were living paycheck to paycheck in 2022, and Employment Hero reports that nearly 30% of employees say financial stress is their biggest workplace concern. These pressures, combined with rising rates of burnout and mental health challenges, make it essential for leaders to take a proactive approach.

Below, we explore practical, cost-effective ways to enhance employee wellbeing without putting undue strain on your budget.

How Can Small Businesses Support Employees Financially Without Raising Salaries?

Even if pay increases are not feasible, you can help employees manage their finances more effectively.

• Promote financial wellness tools: Recommend apps like Mint or EveryDollar to help staff track spending and savings.
• Explore pre-tax benefits: Flexible Spending Accounts (FSAs) allow employees to set aside pre-tax dollars for healthcare or dependent care.
• Consider 401(k) loan options: If you offer a retirement plan, allowing low-interest loans from these funds can help employees access cash while keeping interest payments within their own accounts.

These steps can ease financial anxiety and demonstrate that you are invested in your team’s long-term stability.

Does Flexible Working Really Improve Productivity?

Yes — when implemented thoughtfully, flexibility can boost both productivity and morale. Research shows that remote workers often report a better work-life balance and higher productivity compared to fully in-office staff.

For small businesses, flexible work can:

• Reduce commuting time and costs for employees
• Give staff more control over their schedules
• Prevent unnecessary stress from after-hours obligations

Whether through hybrid arrangements or fully remote roles, flexibility helps employees bring their best selves to work.

How Can Employers Address Mental Health More Openly?

Despite progress, nearly half of employees still feel uncomfortable discussing mental health at work. For small businesses, creating a safe, open culture is essential.

Practical steps include:

• Scheduling regular one-to-one check-ins
• Offering anonymous feedback channels
• Training managers to recognize early signs of stress
• Providing access to mindfulness tools like Calm or Headspace

By normalizing conversations about mental health, you remove stigma and create an environment where employees can seek support before challenges escalate.

What Role Does Physical Wellbeing Play in Employee Performance?

Physical health and mental health are closely linked. Exercise releases endorphins, which help reduce stress and improve mood. You can promote physical wellbeing by:

• Offering discounted or free gym memberships
• Organizing wellness challenges or group activities
• Sharing resources for local fitness options

Even small gestures toward physical wellness can help employees feel healthier, more energized, and more engaged at work.

How Can Communication Improve Employee Engagement?

Open communication is one of the most cost-effective tools for boosting wellbeing. By regularly speaking with your employees about their challenges, career goals, and workload, you can make targeted adjustments.

In small teams, flexibility with roles can be a powerful motivator. For example, if one employee is feeling burned out in a certain area and another is eager to develop new skills, swapping responsibilities can improve morale while building capabilities across the business.

Which Perks Matter Most for Today’s Workforce?

While salary is important, meaningful perks can be a game-changer for attracting and retaining talent. Remote and flexible work options remain at the top of employees’ wish lists, followed by professional development opportunities and recognition programs.

By focusing on perks that resonate with your team — even if they cost little to implement — you send a strong signal that you value their growth, balance, and wellbeing.

Why Should Small Businesses Make Wellbeing a Business Priority?

Employee wellbeing is directly tied to productivity, retention, and overall business success. Employment Hero’s data shows that only 26% of employees in small businesses say their company has wellbeing programs in place — a clear opportunity for forward-thinking leaders.

Prioritizing wellbeing is not just about caring for your people — it is a strategic move that can help your business thrive in a competitive market. By combining empathy with practical initiatives, you can create a workplace where employees feel supported, motivated, and committed to your shared goals.

If you want to explore tailored strategies for your organization, contact the team at Orgshakers today!

In the midst of leading a large-scale downsizing project, I have seen firsthand the critical difference a high-EQ (Emotional Intelligence) approach makes during redundancy conversations.

I have been handling multiple outplacement meetings on behalf of a client organization undergoing significant transformation. The feedback we’ve received? Unanimously positive – despite the challenging circumstances.

But what makes a high-EQ outplacement process so impactful?

Redundancy is never easy. For those being let go, it’s a moment of vulnerability, fear, and sometimes anger. For those left behind, it’s often a mix of confusion, guilt, and anxiety – so much so that one survey found that 74% of employees who kept their jobs after layoffs said their productivity declined. Emotions run high on both sides, and without care and compassion, an organization can severely damage its morale and its employees’ engagement.

This is where emotional intelligence comes in. When done well, emotionally intelligent redundancy conversations don’t just soften the blow – they preserve dignity, foster trust, and protect company culture.

In this particular project, we have seen how involving an external team can help lighten the emotional load. Managers within the business – many of whom are having redundancy conversations for the first time in their careers – found it deeply difficult. The emotional toll of delivering such news to a long-time colleague or friend cannot be understated.

Outsourcing these conversations to an external, neutral party offers benefits for both the departing employee and the internal team. The individual being made redundant can direct their frustration or sadness to a neutral third party, rather than someone they work closely with. Consultants trained in emotional intelligence are also better equipped to stay composed, read non-verbal cues, and steer conversations away from blame and toward constructive closure.

A high-EQ facilitator will know that tone, timing, and language matter. It’s about more than just the words you say, but how you say them, how you listen, and how you respond to unspoken emotional cues. You must notice when someone’s voice catches, or when their shoulders stiffen, and you must respond with empathy, not platitudes.

This is why I am constantly encouraging my team to reflect on their delivery. Do they sound scripted? Nervous? Detached? These micro-signals can be deeply off-putting to someone receiving life-altering news. I also highly recommend roleplay, trial and error, and constant reflection to build skill and confidence in emotionally intelligent communication, as these will all lend to ensuring those difficult conversations have that oh-so-needed human touch.

In our increasingly AI-assisted workplace, this human skill is more vital than ever. While AI can help draft scripts or talking points, redundancy conversations require EQ, which is a fundamentally human trait.

Another key element of high-EQ redundancy processes is anticipation. Emotionally intelligent leaders think several steps ahead. What phrases could escalate tension? How can we frame information to preserve the employee’s sense of value and dignity?

It’s about maintaining a compassionate tone and controlling the emotional temperature of the conversation. You need to use your head, but also your heart and instinct.

The pandemic accelerated remote working, and today, many redundancy discussions happen via video call. This adds another layer of complexity, as you lose access to much of the body language and subtle social signals that help guide emotional tone. As only a fraction of non-verbal communication comes through a screen, high EQ becomes even more essential.

In an era where employer branding and employee experience are under constant scrutiny, investing in emotionally intelligent outplacement is not just the right thing to do – it’s a strategic imperative. If you would like to discuss how we can help you with this, please get in touch with me at therese@orgshakers.com

Financial well-being programs are no longer a niche employee perk. For employers in both the US and UK, they have become a strategic investment that can improve productivity, reduce absenteeism, and strengthen retention.

As the cost of living continues to squeeze households on both sides of the Atlantic, companies that offer meaningful financial support stand out in competitive job markets. This support goes beyond salary – it’s about equipping employees with tools, resources, and structures that help them manage their money confidently and plan for the future. By prioritising financial wellbeing, businesses can address the root causes of stress that impact performance, while fostering a culture of loyalty and trust.

New tools are introduced to the market to offer instant access to cash interest free mid-month from salaries and more financial wellbeing benefits are being launched globally, in this article we explore the benefits of implementing a financial wellbeing program into your organisation.

Boosting Productivity

Money worries can consume a surprising amount of mental energy during the workday. When employees are distracted by financial stress, they’re less able to focus, make decisions, or produce quality work. Financial wellbeing initiatives — such as debt management guidance, budgeting workshops, or earned wage access — can help to ease those concerns. The result is a workforce that’s more focused and engaged, with a noticeable uptick in productivity.

In both the US and UK, the impact is similar: when workers feel financially stable, they are more likely to apply their full attention to the job in front of them. This isn’t just theory; employers report improvements in project turnaround times, customer service ratings, and innovation when financial stress is reduced. Addressing these stressors gives employees mental clarity, allowing them to shift from a survival mindset to one where they can think creatively and strategically.

Reducing Absenteeism In An Organisation

For businesses, fewer absences mean smoother operations and lower costs associated with temporary cover or lost productivity. UK employers, for instance, may also benefit from reduced Statutory Sick Pay liabilities, while US businesses can avoid overtime costs from covering absent staff. By proactively supporting employees’ financial resilience, companies address a root cause of absenteeism before it escalates into a chronic issue.

How to Improve Employee Retention? Can Financial Wellbeing perks help?

In competitive job markets, salary alone is rarely enough to keep top talent. Employees are increasingly seeking workplaces that value their wellbeing holistically, and financial support plays a key role in that perception. Benefits such as employer-matched savings programs, help-to-save schemes, or financial coaching can be a deciding factor when employees weigh up staying or leaving.

The long-term payoff for businesses is significant. Reduced turnover means less money spent on recruitment and training, and more institutional knowledge retained. For US firms, this can also mean lower unemployment insurance costs; in the UK, it means avoiding the time and expense of recruiting in a candidate-short market. Employees who feel supported financially are more likely to develop long-term loyalty and invest their energy in helping the company succeed.

Strengthening Employer Brand

In an era where employer review sites and social media can quickly shape public perception, offering financial wellbeing programs can significantly boost a company’s reputation. Prospective hires increasingly research how businesses treat their staff, and visible commitments to financial health can tip the scales in your favour. This applies equally in the US and UK, where jobseekers value transparency and genuine care over superficial perks.

An employer brand built on authentic support not only attracts more applicants but also appeals to clients and investors who prioritise ethical business practices. When a company demonstrates it understands and responds to real-world employee challenges, it positions itself as forward-thinking and people-first — a message that resonates far beyond the internal workforce.

Why implement financial well-being programs?

Financial wellbeing programs are not just a compassionate gesture; they are a strategic business tool with measurable benefits.

From boosting productivity to reducing absenteeism and improving retention, these initiatives create a healthier, more resilient workforce. In both the US and UK, the business case is clear: employees who feel financially secure are more engaged, more loyal, and more capable of delivering results. Investing in their financial wellbeing is, ultimately, investing in the success of the organisation.

Thinking of implementing financial well-being programs into your organisation? Contact us today at OrgShakers, the global HR professionals, at hello@orgshakers.com

It’s 8:23 a.m. and the office is slowly coming to life. Some staff arrive flustered, having battled traffic or train delays; others are already on their second coffee, mentally preparing for a day of back-to-back meetings. 

But one team member quietly locks up their bike, cheeks flushed from fresh air, and heads in with a calm, clear mind. 

It’s a small detail, easy to overlook, but it captures something crucial about how we start our working day – and what that means for our performance, wellbeing, and long-term productivity.

These are all things that employers are always trying to improve, but often through the use of complex, system-wide strategies. But sometimes, the biggest impact can come from relatively simple interventions.

One such opportunity is Cycle to Work Day, which offers more than just a prompt for a social media post or a lunchtime ride. Instead, it can act as a catalyst for a broader workplace shift – one that supports employee health and demonstrates that leaders truly understand the evolving needs of their workforce.

Whether to work, to the shops, or for fitness, the benefits of cycling are increasingly well-documented. Regular cyclists take, on average, one fewer sick day per year. That’s not just a wellbeing win, as it also translates to meaningful gains in employee productivity. And when such a small reduction in absenteeism like this can save a business thousands annually, initiatives that encourage healthier daily habits suddenly become strategic assets.

This kind of initiative also taps into another important area of focus: sustainability. As organizations work to meet environmental targets and respond to growing expectations around ethical practice, visibly supporting sustainable travel can strengthen employer branding and contribute directly to their ESG initiatives. Over six million miles have been logged by Cycle to Work Day participants so far, helping to avoid vast amounts of carbon emissions. When an individual switches even one commute a week to a bike, the positive environmental impact adds up fast.

Of course, not every employee is in a position to cycle to work. Some live too far away, and others may have health conditions or caring responsibilities. But this doesn’t mean they can’t engage, as the scheme can be adapted to suit different lifestyles. Remote workers might choose to cycle during their lunch break; others may use the bike for weekend family outings. By broadening how the Cycle to Work initiative is framed, employers can make it more inclusive and more meaningful.

It’s also worth considering accessibility more broadly. Adaptive bikes, electric bikes, and inclusive messaging can ensure that those with disabilities or long-term conditions aren’t excluded from participating. 

Cycle to Work Day may be a single date in the calendar, but its potential impact spans far beyond that. When implemented thoughtfully, the scheme can form a key part of a holistic approach to wellbeing, sustainability, and cultureIf you would like support introducing or enhancing a Cycle to Work programme in your organization, or aligning it more closely with your wider people strategy, please get in touch with us today!

As the workplace continues to evolve post-pandemic, a notable shift is occurring in what defines effective leadership. Technical expertise and hard skills still matter, but they are no longer enough. Increasingly, success hinges on soft skills – empathy, adaptability, emotional intelligence and vulnerability. These “power skills” are becoming essential, particularly with Generation Z entering the workforce with fresh expectations around wellbeing, transparency and purpose.

Traditionally, hard skills were seen as more valuable, often because they appear more measurable and difficult to acquire. Yet, soft skills are far from simple. They are fluid, context-dependent and deeply human. They require constant development and self-awareness, and when applied well, they can dramatically reshape how teams function and how individuals lead.

A 2024 report from the McKinsey Global Institute predicts a 24 percent increase in the demand for social and emotional skills by 2030. Emotional competence, once considered optional, is now directly linked to better decision-making, higher employee engagement and improved team performance. Leaders who embrace these capabilities are better positioned to respond to the complex, people-centered challenges of today’s workplace.

Gen Z’s New Expectations

Generation Z is accelerating this shift. Having grown up with social media and digital transparency, Gen Z employees tend to value authenticity and purpose over hierarchy and titles. Deloitte’s 2025 Global Gen Z and Millennial Survey revealed that fewer than 6 percent of Gen Z workers prioritize leadership roles in the traditional sense. Instead, they seek environments that allow them to lead with meaning, maintain personal wellbeing and contribute to social good.

This generation is entering the workforce at a time when many traditional management structures are strained. Burnout among middle managers is widespread – 71 percent report feeling exhausted – raising valid concerns for younger workers about whether leadership is worth pursuing. Gen Z sees managers stuck between translating executive demands and supporting teams without adequate resources, recognition or authority. It’s no wonder they are skeptical of climbing the same ladder.

Yet, they are not rejecting leadership altogether. Gen Z is highly entrepreneurial. The 2023 Rose Review of Female Entrepreneurship reported a 24 percent increase in incorporated businesses founded by women aged 16 to 25 over a four-year period. Rather than chasing formal titles, Gen Z wants to lead on their own terms—autonomously, ethically and with impact.

Rethinking the Managerial Role

For HR professionals, this presents both a challenge and an opportunity. The traditional management model is not just uninspiring to Gen Z—it’s unsustainable for everyone. By redesigning what it means to manage, organizations can better align with modern values and improve performance across generations.

One of the most effective steps is to strip away administrative tasks that add little value. Auditing managerial responsibilities and automating where possible gives leaders the time and space to focus on people, not paperwork.

Providing genuine flexibility – beyond remote or hybrid setups – allows teams to create their own working rhythms, boosting both wellbeing and productivity.

Equally important is structured support. Research from the AllBright Future of Work report found that middle managers with strong peer networks report 40 percent less burnout. Building these networks creates psychological safety and reduces isolation, especially in roles with high emotional load.

Developing Soft Skills Proactively

Developing leadership capabilities should start well before someone is promoted. Emotional intelligence, setting boundaries, and navigating difficult conversations are not innate – they must be taught and practiced. The 2025 AllBright report also found that 56 percent of women want urgent development in leadership and management skills, viewing them as vital to career advancement.

Soft skills gaps are particularly pronounced in Gen Z. A 2024 study by the British Council revealed that 70 percent of employers perceive Gen Z graduates as lacking interpersonal and communication competencies. This finding is echoed globally: a recent scoping review of employer expectations found that communication, teamwork and adaptability are among the most sought-after but often underdeveloped skills in younger professionals.

Addressing these gaps doesn’t mean dismissing Gen Z as unprepared – it means offering them the structured mentorship and experiential learning they often missed during formative years impacted by the pandemic. Harvard research shows that mentorship can boost earnings and job readiness by as much as 15 percent for young adults.

Embedding Wellbeing and Purpose into Leadership

To attract and retain Gen Z talent, wellbeing must be built into leadership culture—not just offered as a perk. That includes setting measurable goals around manager wellbeing and rewarding those who model sustainable work habits. It also involves helping managers connect their work to a clear sense of purpose, which can make even routine tasks feel more meaningful.

Offering ‘leadership light’ roles—projects or teams that allow emerging leaders to gain experience without full accountability – can also provide low-risk entry points into management. These stepping-stone roles allow Gen Z to develop confidence and skills before taking on larger responsibilities.

Ethical and transformational leadership styles are especially effective. Research shows that when Gen Z sees leaders acting transparently, making values-driven decisions and involving teams in problem-solving, engagement and performance rise significantly. Trust, openness and shared purpose are not luxuries – they are prerequisites for modern leadership.

A Moment for Transformation

The growing emphasis on power skills is more than a generational trend—it’s a structural change in how leadership must function. As emotional intelligence and vulnerability move to the forefront, HR professionals are in a position to design leadership pathways that are not only more inclusive but also more effective.

By rethinking the role of the manager, developing soft skills early and embedding wellbeing into everyday practices, organizations can meet the needs of Gen Z and strengthen their workforce as a whole. The goal isn’t to make young people adapt to outdated models but to transform those models to unlock their creativity, passion and potential. In doing so, we create environments where every generation can thrive.

August is Black Business Month in the US, and is a time dedicated to recognizing and supporting Black-owned businesses throughout the country. However, there is a huge disparity when it comes to black people owning businesses and being represented in the C-suite – and more notably, there is a severe lack of black women. That’s why this month we have chosen to read The Memo: What Women of Color Need to Know to Secure a Seat at the Table by Minda Harts.

Minda Harts is an entrepreneur, speaker, and career development expert. Founder of The Memo LLC, a career development company for women of color, Minda has also served as an adjunct professor at NYU Wagner. Growing up in a working-class family and later rising through corporate ranks where she often felt isolated, Harts wrote The Memo as the book she wished she’d had, with her lived experiences deeply informing the tone and urgency of the book.

In The Memo, Minda delivers a candid, urgent guide aimed specifically at women of color who are navigating corporate spaces. While much career advice literature assumes a level playing field, Harts dismantles this myth by addressing the additional, often unspoken barriers faced by black and brown women in professional environments. The book blends personal narrative, practical career strategies, and hard truths about workplace dynamics, offering both encouragement and a roadmap.

Structured with clarity and a conversational tone, The Memo walks readers through essential topics like negotiating pay, advocating for oneself, building networks, confronting microaggressions, and overcoming imposter syndrome. Minda is unafraid to call out the systemic inequities that persist in professional spaces and challenges the ‘lean in’ model that assumes white privilege as a norm. Instead, she offers advice rooted in real experience, grounded in the specific cultural, racial, and gendered realities many women of color face.

What makes this book stand out is its refusal to sugarcoat. Minda combines tough love with genuine support, making it feel like a conversation with a no-nonsense mentor who wants to see you win. She incorporates interviews with other women of color, weaving in a broad spectrum of experiences to illustrate the diversity within the demographic. But her central message is clear: you don’t need to conform to an existing system that wasn’t built for you; you deserve to thrive as your authentic self.

Ultimately, The Memo is a much-needed intervention in the business and leadership genre. It equips women of color with tools to navigate biased systems while simultaneously calling for those systems to change. For allies and leaders in positions of power, it’s an eye-opener that challenges them to rethink inclusion beyond token gestures.

If you would like to discuss how we can ensure that all of your staff are gaining equal access to growth opportunities – or to help your company unlock the true power of a diverse and inclusive workforce – please get in touch with us today.

And in the meantime, you can grab a copy of The Memo here in the US, and here in the UK.

On today’s start of Breastfeeding Week, we’d like to take some time to reflect on how we can support nursing parents in workplaces.

This week is about breaking down the stigma on breastfeeding, supporting households during parenthood, plus it is a time for organisations to reflect on how to continue providing support for nursing parents.

The contemporary workforce is evolving, with a growing recognition of the link between employee well-being and organizational performance. For HR professionals, understanding and proactively addressing the needs of working parents, particularly those who are breastfeeding, is a strategic imperative.

With more dual-earner households and women in the workforce, many employees manage complex caregiving responsibilities. Employers recognize the inevitable need for employees to take time away from work for health or family matters.

Employee preferences indicate a strong desire for sustained support; for example, 9 out of 10 job prospects prefer an ongoing childcare subsidy over a $10,000 cash bonus. This highlights that what was once considered a desirable perk is now a fundamental expectation for attracting and retaining top talent.

HR’s role shifts to strategically designing a supportive ecosystem that aligns with modern workforce realities, leveraging the inherent motivation of working parents.

Focus on Workforce Well-being and Parental Challenges

Neglecting employee well-being, especially for those balancing work with significant caregiving responsibilities, incurs substantial costs. Issues like burnout and high attrition translate into measurable financial burdens.

The healthcare sector illustrates this: a 2024/2025 survey showed 61% of nurses experienced extreme job strain, double the average across all occupations. This highlights that unmet employee needs drive talent away.

Neglecting health drains resources; poor health among healthcare workers accounts for 2% of total expenditure. Investing in employee health could unlock $11.7 trillion globally by 2025. Replacing workers typically costs 24-150% of annual wages, up to 213% for high earners. Short-term ‘savings’ from under-investing are quickly dwarfed by the long-term costs of a disengaged, unhealthy, and transient workforce.

Becoming a parent brings significant emotional, physical, and logistical challenges that can impact an employee’s well-being and performance. Research from 2024 indicates 74% of parents faced mental or emotional challenges, with over 4 in 10 experiencing postpartum depression or anxiety in the past three years. 61% reported physical health concerns related to pregnancy, with 50% reporting work-related concerns.

Time management (57%) and guilt (43%) are major challenges for working parents, especially women (50% vs. 38%). Working mothers frequently face work-family conflict.

Despite advances, significant barriers persist for working mothers in career progression due to gender stereotypes. They are more likely to adjust careers for parenting, and childbirth significantly reduces women’s advancement, unlike for men. 40% of the ‘promotion gap’ is explained by differences in working hours. Working mothers report lower career progression satisfaction (76%) compared to fathers (81%).

How to provide Comprehensive Parental Support in the Workplace.

The Power of Paid Parental Leave

Paid parental leave is more than a benefit—it’s a signal of an organization’s values. It helps retain talent, improve productivity, and attract high-caliber employees. When paid leave is offered, especially at full wage replacement, parents are far more likely to return and remain with the same employer. In California, even in lower-income roles, 83% of mothers came back after using paid leave. It’s no surprise that 74% of adults say they prefer living in states with paid family leave policies. And with over 80% of employers now offering it—often at full pay—it’s becoming a standard expectation, not a luxury.

Flexible Work Arrangements

Flexible schedules and remote work options when possible are vital not just for convenience but for dignity. Nearly half of all working parents are seeking greater flexibility to better align with caregiving responsibilities. A four-day workweek is among the most valued options. Data shows productivity improves when families are supported—firms offering paid leave saw a 5% bump in output, while nearly all reported neutral or positive effects on morale and efficiency. Beyond stats, flexibility sends a deeper message: “We trust you.”

Investing in Childcare Solutions

The lack of affordable, accessible childcare remains a silent crisis. In December 2024 alone, 1.3 million workers—mostly women—missed work because of childcare challenges. Over half of working parents report difficulty arranging care, and fewer than 1 in 10 have access to subsidies. Yet the solution is clear: 90% of parents would choose an ongoing childcare subsidy over a large bonus, and most would commit to staying at their job longer if this support were in place. Investing in childcare isn’t just compassionate—it’s strategic.

Centering Mental Health and Emotional Well-being

Parenthood can be overwhelming, isolating, and emotionally taxing—especially when support is lacking. A 2024 study found that 74% of parents encountered emotional or mental health struggles during their parenting journey. Over 40% reported postpartum depression or anxiety. These aren’t isolated cases—they’re systemic indicators that parents need more than wellness webinars. Employers must offer comprehensive, continuous behavioral health support that normalizes the emotional complexity of caregiving and ensures help is readily available, not buried in an app.

Fighting the Stigma Around Working Parenthood

Beyond policies and benefits lies a deeper cultural issue: the stigma attached to parenthood, especially motherhood, in the workplace. Too often, women are viewed as “less committed” when they have children, particularly if they need to leave early, pump milk, or take time off for caregiving. This perception can quietly undermine careers.

But intentional, stigma-free cultures—where parental responsibilities are respected rather than judged—make all the difference. Family-friendly flexible working arrangements have been shown to level the playing field for men and women alike, improving internal promotion rates and reducing gender bias. What’s needed now is not just structure, but solidarity.

Workplace Accommodations for Breastfeeding Parents: Compliance and Best Practices:

Providing appropriate workplace accommodations for employees who are breastfeeding is a legal requirement in some jurisdictions, but more importantly, it’s vital for parental support.

Federally, the PUMP Act (2023) requires reasonable break time and a private, shielded space (not a bathroom) free from intrusion for up to one year after the child’s birth, to support breastfeeding.

For instance, New York State (June 2024) mandates 30 minutes paid break time for breastfeeding, regardless of employer size. New York employers must provide a private room near the work area (not open to others, with a lock or ‘in use’ sign), including a chair, table, light, electrical outlet, and clean water access, for breastfeeding. Refrigerator access for storing breast milk is also required if available.

Colorado’s Act requires reasonable unpaid or paid break time for up to two years after birth, in a private location other than a toilet stall, to support nursing.

Returning to work is a significant barrier for continued breastfeeding, exacerbated by shorter maternity leave, higher workload, and lack of occupational policies.

Conversely, supportive policies, dedicated space, breaks for nursing, and positive coworker/supervisor attitudes facilitate breastfeeding. Notably, ‘nursing benefits’ are offered by 90% of ‘best place for working parents’ businesses in 2024.

Conclusion: Building a Resilient & Fair Workforce

The evolving work landscape demands addressing working parents’ needs, particularly those who are breastfeeding. Organizations investing in comprehensive parental support encompassing thoughtful accommodations for breastfeeding, alongside broader policies like paid leave, flexible work, childcare, mental health services, and equitable career paths are strategically positioning themselves for enhanced talent attraction, superior retention, increased productivity, and greater financial success.

Neglecting employee well-being leads to burnout, attrition, and economic burdens. Parenthood, while motivating, presents challenges that, if unsupported, hinder performance and career progression, especially for women. Strategic policies are essential drivers of retention, productivity and employee satisfaction in the workplace.

Addressing the ‘motherhood penalty’ is crucial for gender equity. Compliance with legal requirements for breastfeeding accommodations is fundamental, but true support fosters well-being and enhances retention. The financial returns are quantifiable, showing improved revenue, profit, and human capital ROI.

HR professionals can champion these initiatives by:

• Conducting Internal Audits: Identify specific gaps in breastfeeding and parental support and benchmark best practices.
• Developing Comprehensive Benefit Packages: Design holistic offerings for breastfeeding and working parents.
• Fostering a Supportive Culture: Cultivate empathy, flexibility, and psychological safety.
• Educating Managers: Train on supporting breastfeeding parents and mitigating biases.
• Measuring Impact: Track policies’ effects on HR and business metrics to demonstrate ROI.

A proactive, evidence-based approach to parental support, particularly for breastfeeding employees, builds a more resilient, engaged, and productive workforce. This strategic investment enhances employee well-being, ensures long-term organizational sustainability, fosters diversity, and provides a significant competitive edge.