Every year on September 10th, World Suicide Prevention Day reminds us of a sobering truth: suicide remains one of the leading causes of death worldwide. The World Health Organization reports that more than 700,000 people die by suicide each year, and for every person who dies, many more attempt it or struggle silently with suicidal thoughts.

For employers, this is not an issue that can be kept at arm’s length. The workplace is where most people spend a significant portion of their lives, and it can either be a place of stress and silence, or a place of support and connection. On this day, HR professionals and leaders are called to reflect: what role can we play in prevention?

Why Suicide Prevention Belongs in the Workplace

Mental health is inseparable from workplace culture. Research shows that employees experiencing poor mental health are:

• Less engaged and more likely to be absent
• At greater risk of burnout and turnover
• More likely to suffer from decreased performance and strained workplace relationships

But beyond the business case, there is the human one. Colleagues are not just workers – they are parents, friends, siblings, and children.

By actively supporting mental health, organisations have a chance to protect lives and create environments where people feel safe to speak up before reaching crisis point.

How Employers Can Support Suicide Prevention

1. Create a Culture of Openness

Stigma remains one of the biggest barriers to prevention. HR leaders can set the tone by encouraging open conversations about mental health, training managers to recognise early warning signs, and reassuring employees that asking for help will never be judged.

It goes beyond sucidal thoughts, providing openness for those suffering with mental health, and enacting mental health first aiders within the workplace can help colleagues become open to those they trust within their business function.

2. Provide Visible Resources

Employee Assistance Programmes (EAPs), mental health first aiders, and clear signposting to crisis support services (such as helplines and counselling) should be visible and regularly communicated. The message should be simple: help is here, and it is accessible.

3. Train Managers in Compassionate Leadership

Managers often sit on the front line. Equipping them with the skills to spot changes in behaviour, approach sensitive conversations, and guide employees toward professional help is critical. Compassion and early intervention can save lives.

4. How to Build Workplaces That Protect Wellbeing?

Flexible working, manageable workloads, and psychologically safe team environments reduce some of the key risk factors for suicide: chronic stress, isolation, and feelings of helplessness.

Being an understanding and flexible employer creates an environment in which everyone within the organisation feels safe to speak their mind.

5. Mark World Suicide Prevention Day With Action

Use this day not only to raise awareness but also to commit to tangible change — whether that means hosting a workshop, sharing resources across the organisation, or reviewing wellbeing strategies through the lens of suicide prevention.

Show the workforce you’re ready to embrace and tackle the issue surrounding mental health, suicide and creating a culture of speaking up when we’re feeling down.

Important Resources to Share

If you or someone you know is struggling, support is available right now:

United States

• 988 Suicide & Crisis Lifeline – Call or text 988 (24/7, free, confidential)
• Crisis Text Line – Text HOME to 741741

United Kingdom

• Samaritans – Call 116 123 (24/7, free)
• Mind – Visit mind.org.uk for resources and helplines
• SHOUT – Text SHOUT to 85258 (free, confidential text support, 24/7)

Worldwide

• Visit findahelpline.com to locate crisis support in your country.

Final Word

World Suicide Prevention Day is a reminder that every conversation matters. Every safe space we create in the workplace matters. And every policy that prioritises people’s mental health matters.

Employers are uniquely positioned to make a difference — not just for productivity, but for the lives of the people who walk through their (virtual or physical) doors each day.

If you would like to discuss how we can help your organisation build a culture of support for mental health and safety, please get in touch with us today.

Imagine this: you are an employee logging into work on a Monday morning. Within minutes, your activity is tracked – keystrokes monitored, screen time logged, webcam blinking occasionally. You haven’t done anything wrong, but the feeling is unmistakable: you are being watched.

Now imagine a different Monday. Your workflow app reminds you to take a break after two hours of deep focus. Your calendar is auto-adjusted to prevent meeting overload. If your productivity dips, you are sent a private check-in asking if you need support, not discipline. This is the same technology being used, just a different philosophy.

Employee monitoring is more prevalent than ever, but whether it becomes a tool for control or a lever for trust depends on how employers choose to use it.

Today, around 78% of employers use some form of monitoring technology, from activity trackers to AI behavior analytics. Yet there’s a glaring disconnect: while 68% of employers believe these tools improve performance, 72% of employees feel monitored systems breed mistrust, and over 43% report feeling anxious or uncomfortable due to workplace surveillance.

This is where HR can play a vital role to employers when it comes to optimizing the use of these surveillance tools. Rather than defaulting to invasive surveillance, organizations can use smart data ethically to enhance work, not micromanage it. For example, anonymized analytics can reveal overburdened teams, highlight patterns of digital overload, or uncover workflow inefficiencies. This helps HR and leadership make informed decisions about resource allocation, mental health interventions, and even meeting design.

The key is intentional design and transparent communication. Employees should know what’s being tracked, why it matters, and how the information will be used. Better yet, let them opt in or provide feedback on the systems, as trust increases when employees feel respected rather than spied on.

Employers can also work with HR to create joint governance structures – committees or cross-functional teams that review monitoring policies, vet tools, and escalate concerns. When employees participate in shaping the guardrails, they feel ownership, and the whole organization benefits from a more inclusive approach.

Forward-thinking companies are already reframing monitoring from ‘surveillance’ to smart enablement. Instead of focusing on when someone logs in, they’re asking: How can we support this person to do their best work? This shift opens doors to better focus time, fewer distractions, and clearer performance benchmarks.

From a productivity standpoint, data shows that when used ethically, workplace analytics can boost efficiency by up to 30% through workload balancing and distraction reduction. That’s not from watching people, it’s from understanding how work gets done and subsequently removing blockers.

The future of workplace tech doesn’t have to be dystopian. If we approach digital tools as allies instead of enforcers, we can create work environments that are more human, not less.

If you would like to discuss how we can help your company ensure that it is optimizing its surveillance tools to build trust rather than break it, please get in touch with us today.

Manager burnout in 2025 isn’t a side issue – it’s the linchpin of organizational health. When managers are overloaded, teams start to disengage, and with Gallup finding that global employee engagement fell to just 21% in 2024, it’s important to note that manager burnout is one of the central drivers of this.

If we look at the US specifically, only 32% of employees report being engaged at work, meaning that a whopping two‑thirds are not fully invested.

The fact is, managers are squeezed: they spend up to three‑quarters of their day in meetings (some report over 260 meetings a year) leaving little deep time for coaching or decision‑making. And about 36% of managers reported burnout symptoms in 2024, with many considering quitting altogether. And a survey from earlier this year confirms this notion, as two thirds of managers agreed they had a heavy workload strain to contend with. in early 2025.

This is a crisis, but it can be turned into opportunity.

First, let’s acknowledge managers are often the silent workforce, and because of this they need structural support: smaller spans of control, optimized meeting schedules (trim agendas; combine or cancel unnecessary meetings), and protected time for meaningful engagement with their team.

Next, invest in manager development. Not just hard skills but emotional resilience, healthy boundary setting, and mental‑health literacy. When managers receive regular coaching and peer support, burnout rates will drop. And the proof is in the numbers – according to a leadership study, organizations with proactive burnout prevention saw a 35% decrease in leadership turnover.

Third, employers should be creating redundancy and relief systems. Cross‑team backup for coverage during high-pressure periods, job‑sharing, or rotational leave can really help to relieve pressure. And be sure to normalize manager wellbeing: encourage them to take leave and truly disconnect, building recovery into their calendars.

Finally, transparent communication across the company goes a long way. When managers understand strategic rationale behind decisions, they carry less stress and deliver clearer direction to their teams. This transparency then reduces anxiety, builds trust, and prevents miscommunication in the future.

By investing in manager resilience, employers can lift team engagement and energize their entire workplace performance. For employers, this hidden crisis offers a clear opportunity: shift from reactive support to proactive investment – giving managers the space, skills, and structure to lead well. In doing so, they will be equipped to nurture thriving teams, whilst maintaining a healthy and sustainable level of engagement.

If you would like to discuss how we can help alleviate the effects of manager burnout to ensure that your people managers are unlocking the most potential out of their teams, please get in touch with us today!

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

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

Why?

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

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

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

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

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

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

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

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

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

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

Why Hybrid Dress Codes Matter

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

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

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

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

The Risks of Ignoring Dress Code Clarity

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

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

Trends Shaping Hybrid Workwear

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

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

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

Building a Hybrid Dress Code That Works

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

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

The Bottom Line

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

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

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

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

What Counts as Workplace Gossip?

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

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

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

The Risks of Negative Gossip in the Workplace

When gossip turns harmful, the consequences can be serious:

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

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

Can Employers Ban Gossip Altogether?

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

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

Best Practices for HR Leaders to Manage Gossip

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

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

The Bottom Line for Employers

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

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

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

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

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

How Can HR Leaders Leverage Workplace Friendships to Drive Performance?

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

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

The Role of Leaders and Culture

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

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

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

Balancing Friendship and Professionalism

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

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

The Bottom Line

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

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

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

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

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

What We’re Reading: Radical Respect by Kim Scott

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

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

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

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

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

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

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

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

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

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

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

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

How to improve networking skills?

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

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

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

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

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

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

Best practices for Networking when Remote Working

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

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

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

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

How can HR professionals improve Networking in an organisation?

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

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

The Bottom Line

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

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

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

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

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

Why younger workers are worth the investment

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

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

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

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

How younger workers want to learn

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

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

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

AI is already part of the picture

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

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

The bottom line for HR

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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