OK, so what do you think the office is really for?

What was once seen as a logical and efficient way of working has now been brought into question by the “work-from-home” / “return-to-office” tug-of-war which has broken out between employees and business leaders in many organizations.

So, to work out where we’re going – we first need to rewind.

From the 15th-century scriptoriums of medieval monks to the modern skyscrapers dotting urban landscapes, the ‘office’ has always been in a shifting state with innovations like artificial light, telephones, typewriters, elevators, and computers progressively reshaping the working environment.

Then came the lockdown. An abrupt shift that turned traditional office dynamics upside down. Those able to work from home found their productivity and job satisfaction often increased. Today, nine in ten jobseekers say hybrid work is now as important as financial benefits.

This shift challenges employers to rethink how office spaces can boost productivity while supporting employee well-being in remote settings. The strategy for this transformation focuses on policy, place, and purposeful leadership:

• Policy: Clear and well-communicated hybrid and remote work policies are essential. Define when employees need to be in the office and when they have the flexibility to choose. Transparency in policy-making fosters trust and loyalty.
• Place: Office space must cater to diverse needs. Some employees may need a quiet workspace every day, while others might prefer the office for collaborative tasks only once a week. Whether it’s a Superdesk for collaboration or cubicles for concentration, the office should accommodate various working styles.
  But beware! There is no ‘best way’ to do it – a recent study found that actively trying to make creative office spaces could be stifling creativity, whilst another discovered that changing from cubicles to open-plan saw a 70% drop in face-to-face interactions!
• Purposeful Leaders: Leaders play a crucial role in implementing these policies and ensuring the office space delivers value. Effective leaders highlight the benefits of coming to the office, promoting collaboration, and enhancing company culture. This can transform the office from a chore to a place employees are excited to be.

Employers must recognize the benefits of hybrid and remote work, leveraging these models to optimize productivity rather than viewing them as obstacles. The purpose of the office is evolving, and it’s time to lead this change.

We are here to help you navigate this transformation, optimizing organizational effectiveness in hybrid work, crafting policies, and coaching leaders to meet your company’s unique needs and those of your workforce. So, to continue this conversation, you can either head over to our contact page, or reach out to me directly at andy@orgshakers.com

In today’s fast-paced, rapidly changing professional world, time is a precious commodity.

Balancing tight schedules and demanding workloads with the need for continuous personal development is a challenge that employees in high-demand roles face on a daily basis.

This is where microlearning can be a game-changer.

Microlearning is an innovative approach to education in corporate training. This method of learning delivers short, targeted learning sessions that help employees acquire new skills without lengthy time commitments.

For example, an employer using microlearning techniques might divide their training content into concise, manageable segments, each focusing on a specific skill or topic. These sessions will typically last a few minutes, and can take various formats such as videos, quizzes, or brief articles.

This approach aligns perfectly with busy schedules, offering employees the flexibility to learn during breaks or between tasks, ultimately improving their skillset in a succinct and digestible way.

So, how can employers start building microlearning strategies into their training programs?

• Set Clear Goals – define the specific skills or knowledge areas you want to develop within your team. By doing so, this allows you to set clear goals for what knowledge you want your employees to ascertain and ensures that your resources for achieving this are targeted and concise.
• Select Learning Formats – when selecting the format that these training programs are delivered in, consider what will suit your workforce best. This could be quizzes, flashcards, book summaries, or videos, or a mix of resources so that employees can choose which format best suits their way of microlearning.
• Leverage Tools – there are many applications available that promote the use of microlearning and make it easily accessible which employers can leverage. Headway is a great example of this, as the app offers daily microlearning’s and condensed book summaries that can help employees learn succinctly.

However, it’s one thing to introduce microlearning techniques to your teams, but employers must also be committed to continuously gauge the success of the microlearning initiatives being used in order to continue to reap the benefits of increased knowledge, innovation, and productivity.

To do this, employers should be monitoring participation rates and general enthusiasm for microlearning programs (especially if using an app, as engagement with it can be measured easily). As well as this, consider conducting assessments to evaluate how well employees apply what they have learned, and be consistently gathering input from employees on how effective they believe the content is and what might make it more effective for them.

If you would like to discuss how we can help implement microlearning strategies into your training initiatives, please get in touch with us today!

The HR world has been known to love a buzzword – ‘quiet quitting’ immediately springs to mind as one from the previous years that has loomed particularly large.

And whilst buzzwords are inherently designed to be catchy, memorable phrases, they also signify potential issues that employees are having and help guide employers in the direction of identifying the root cause of these issues and correcting them.

So, in that spirit, let’s take a look back at some of the new, popular buzzwords and phrases that emerged in the last year, and see which of these may still be something for employers to look out for as we head into the bulk of 2025:

• Hushed Hybrid – many companies were issuing return to office mandates over the course of 2024, and this consequently saw the emergence of ‘hushed hybrid’. This is when, despite company policy, managers would continue to quietly allow some employees to continue working from home or working flexibly. The debate between working from home and working in office has been ongoing ever since lockdown was lifted, so it wouldn’t be far-fetched to assume that this topic may continue to be prevalent this year.
• Quiet Vacationing – 37% of millennial workers admitted to ‘quiet vacationing’ in 2024 – that is, taking time off work without telling their managers under the guise of working remotely. However, whilst this sounds like millennial workers slacking off from work and using the autonomy of remote working to do so, there may actually be a deeper reason behind the emergence of this trend. Most notable, millennial employees tend to be the ones who have school-aged children/elderly parents to care for, so is ‘quiet vacationing’ happening in response to a lack of flexible working arrangements being offered?
• Workation – in contrast to quiet vacationing, a workation acts as a combination of ‘work’ and ‘vacation’ and is defined as taking a break from the work environment but not the work itself. This has emerged as an innovative way to seize the benefits of remote working and the fluidity of working across time zones, as now employees can work remotely during the day and then enjoy the fruits of a vacation in the evening. However, does this work for all employers? And should employees have to disclose whether they are on a workation?
• Coffee Badging – it may sound a bit strange, but ‘coffee badging’ is when an employee comes into the office very briefly, taps in with their identity card, then grabs a coffee and mingles with colleagues for a short stint before leaving to work the rest of the day from home. It’s a presenteeism cheat sheet in the face of the increased return to office mandates, and further highlights (much like hushed hybrid!) that the conversation around in-office working and remote working is still very much an ongoing one.
• Resenteeism – a new term that has emerged which was coined by RotaCloud, ‘resenteeism’ describes an employee who remains in their current job despite being overtly unhappy there and resenting the environment they work in. This trend has emerged because of the cost-of-living crisis, as with the economic uncertainty that this has brought, employees have become less willing to sacrifice the security of their current job despite their rising resentment. 

As we can see, there is some clear overlap in the above buzzwords and what may have ignited their creation, and it is also clear that many of the catalysts for these catchy phrases are still issues that employers are grappling with today…so, if you would like to discuss the causes surrounding these trends and how we can help manage them, please get in touch with us today!

Or, if you would prefer to have a chat with one of our experienced HR professionals immediately, you can now book in an hour slot with an OrgShaker of your choosing to discuss anything and everything to do with HR, where we can offer you immediate advice and strategies right there and then. To find out more, head over to the OrgShakers CL!CK page on our website.

There has been a lot of scaremongering in the media about the effects that AI integration will have on the workplace – the most notable statistic being that, according to a report from Goldman Sachs, 300-million jobs are predicted to be lost in American and European markets,.

However, delving deeper into the report reveals that just 7% of current US employment are predicted to be fully substituted by AI, with 30% unaffected, and 68% ‘complemented’ by its introduction.

Historically, workplace automation has often led to the creation of new roles or technology becoming ‘co-workers’ with us. For instance, the introduction of ATMs in the US in the late 1960s aimed to replace bank tellers and reduce branch space. Contrary to expectations, as ATMs proliferated, so did bank branches and tellers. The success of this relationship hinged on employees understanding how to leverage this technology to enhance efficiency and customer service.

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

With AI potentially disrupting organizational structures, workflows, and processes, HR will ensure these changes maintain employee morale and productivity and secure future talent pipelines by enhancing company reputations. By being a pillar in this new coexistence, HR professionals will show how AI tools can help employees excel by promoting new behaviors, correcting habits, enhancing skills, and freeing up time for meaningful work by handling administrative tasks.

As we continue to watch AI integration in the workplace take shape, it is important for HR to get ahead of this curve and be proactive when it comes to managing the impacts of this new technological age. If you would like to discuss how OrgShakers can help you do this, please get in touch with me at david@orgshakers.com

The New Year is always a time for reflection, and more often than not, this can lead to us reevaluating what things have been bringing us purpose in our life and where in our lives this purpose can be found. This is where The Purpose Effect: Building Meaning in Yourself, Your Role and Your Organization by Dan Pontefract comes into play.

Dan is a leadership and culture change strategist, a keynote speaker with over two decades of experience at companies such as SAP, TELUS, and Business Objects, and an author to a number of bestselling books.

In his book The Purpose Effect, Dan combines his years of experience with swathes of research on employee engagement to create a work about the three crucial areas of purpose that result in the Purpose Effect: individual, workplace role, and organizational. 

Purpose-driven organizations focus on more than just profits. They align personal, organizational, and role-based purposes, benefiting both employees and society. When these elements align, employees feel fulfilled and engaged, contributing towards better work. If there is a mismatch between an employee’s personal purpose and the organization’s goals, it can ultimately lead to dissatisfaction.

This is where the Purpose Effect comes in, and it arises from three main factors:

1. Personal Sense of Purpose: Employees need to have a motivating purpose. This involves growth, defining life goals, and maintaining ethical behavior. Employees should be continually asking themselves how they are evolving and how they want to be perceived at work.
2. Organizational Purpose: This defines why the company exists. It reflects the company’s principles, ethics, culture, and commitment to fair practices. Fair compensation, performance management, and recognition are essential for aligning employees with a company’s purpose.
3. Role-Based Purpose: Each employee’s role must align with their personal and organizational purpose. When employees see their work as a ‘calling’, they are more likely to engage with said work.

Dan’s book teaches employers how they can find what he dubs the ‘sweet spot’ – this is the intersection of personal, organizational, and role purposes. By achieving this alignment, leaders will be able to foster a community spirit within the organization that will lead to a more productive, motivated workforce, as a company without a clear purpose may struggle to attract and retain top talent.

If you would like to discuss how we can help implement the best strategies to achieve the Purpose Effect, please get in touch with us today!

In the meantime, be sure to grab a copy of The Purpose Effect – you can head over here for the US and here for the UK.

A staple of entering a new year is New Year’s Resolutions. Many of us will take a moment of self-reflection to look inside ourselves and identify a list of resolutions that we feel will improve us as a person in the year to come. The ‘new year, new me’ mindset will remerge across social media platforms like it always does and many of us will be begrudgingly attempting to lower alcohol and meat intake across Dry January and Veganuary.

And yet, despite this mindset seeming slightly performative, the idea of reflection and inciting change is actually a very positive thing to be doing – especially if you are a leader or executive in an organization.

For those in positions of power in the workplace, reflection on current working policies and practices is vital for ensuring that the cogs of your business continue to spin without any kinks. However, when things remain the same way for too long, these cogs can quickly start to rust…so, when it comes to the ‘new year, new me’ mindset in leaders, what are some things that leaders should be leaving behind in 2024 to ensure a prosperous 2025 for their organizations and for their people?

• Any thinking that AI is a technical event/opportunity/phenomenon – it’s absolutely tied to the way we get things done across all the enterprise. It’s not an IT thing!
• Any constraining of employee experimentation with AI or AI tools – good practices will emerge if we let people play with new processes and thinking — let this happen with AI!  Get out of their way! Instead, find a way for people to share their discovery of how to use AI in their jobs.
• Any constraining of the strategic nature of the CFO role – the Chief Financial Officer is no longer just the ‘numbers’ person, they are a strategic thinker and contributor to the C-suite team. They are increasingly in charge of the large-scale, strategic investments that have broad impacts on company infrastructure and strategic positioning, meaning that their voice is critical in the ideation and trade-offs for such investments.
• Similarly, any constraining of the CHRO role – the Chief Human Resources Officer can be a powerful, strategic role, and it is key to harnessing a varied, complex workforce.
• Stop allowing politicization of best practices that work – Diversity, Equity, Inclusion (DEI), Environmental, Social, and Governance (ESG)…these are strategic approaches that are tried and true, and that drive success. They are key to innovation and good decision-making.

If leaders truly want to embrace a ‘new year, new me’ mindset, then they should start to consider the leadership practices which will propel them and their company forwards. This is where our Executive Action Series can help; a leadership development program that is laser-focused on supporting your senior leaders and executives with their strategic goals in order to yield long-term resilience and drive sustainability.

If you would like to discuss this service in more detail, please get in touch with us at anya@orgshakers.com or gordon.robinson@orgshakers.com

Last year, we asked the OrgShakers team what practices and ideologies they thought employers should be leaving behind as they ventured into the New Year.

Now, as another year comes to a close, we wanted to see what they believe should be left behind in 2024 in order to help propel sustainability and growth in the year to come:

• Our Founder David Fairhurst believes that the end of the year is a great time for HR leaders to be considering their key areas of focus for 2025, and this includes looking at what practices should be left behind in order to foster more innovative, inclusive, and employee-centric workplaces. This could be done by adopting outcome-centered models of managing performance, or placing a greater focus on strategic workforce planning to ensure the workforce is a future fit, or even looking into comprehensive wellbeing strategies to avoid employee burnout, to name a few. But what’s important to remember when looking at new practices is to be realistic, and this can be done by thinking of HR strategic objectives on three levels:
  • What are the basics that need to be maintained?
  • What are the areas that must continuously improve?
  • What are the big moves we need to focus on which will offer a transformative impact?
• Anya Clitheroe would like to stop hearing managers complaining about the Gen Z workforce! This year she has heard so many managers making the blanket statement that Gen Z have been spoilt and they don’t want to work hard or that they don’t show any initiative. Instead, Anya would like them to find a way to engage the younger workforce in a way that interests them. Have they clearly communicated ways of working expectations, and have they found out what does motivate them? At the very least, they need to see that not every Gen Z can be identical in their workstyle preferences!
• Speaking of leaders, Marty Belle believes that employers should leave behind rigidity and paternalistic leadership operating styles. These areas of inflexibility include enforcing Return to Work practices in cases where remote workers are more productive, or only offering fixed work schedules without taking into consideration some workers may not be morning people and would choose to work mid-day rather than early morning. Additionally, more flexible scheduling would accommodate childcare needs and parental involvement in their children’s extracurricular activities.
• Building on this, Lauren Kincaid believes that employers should be leaving behind a one-size-fits all approach when it comes to employment policies and employee benefits. The more personalized the employment experience, the more seen, heard and valued an employee feels, resulting in better employee engagement, loyalty and performance.
• Echoing Marty’s sentiment of rigidity, Sayid Hussein also believes employers should leave behind in 2024 a “9-to-5, in-office only” mentality. With advancements in technology and changing workforce dynamics, it’s time to embrace flexible working arrangements that prioritize outcomes over hours. Trusting employees to manage their time fosters creativity, improves retention, and acknowledges the diverse realities of modern life.
• Speaking of mindsets, Karen Cerrato believes that employers should be leaving behind short-term thinking. Whether at a corporate level or a management level, if we want longevity out of our employees, Kanen believes that need to start thinking strategically and long term. The days of people staying in a job for 10 yrs + “just because”, are long gone; we need to give them a reason to want to stay:  
  • Reactive decision-making: Shift toward proactive strategies that prioritize long-term growth and stability.
  • Underinvestment in talent: Invest in professional development and career growth opportunities for employees.
  • Top-down communication only: Foster two-way communication to engage employees and encourage innovation.
• Amanda Holland believes that employers need to be conducting their final Covid pandemic clean up: it’s time to finish assessing any processes or procedures developed specifically during the pandemic. Operationalize any efficiencies your company will be keeping by ensuring the language is up-to-date and free from pandemic references. Eliminate those policies, processes, and procedures that are no longer needed or applicable.
• Ken Merritt believes that employers should be leaving behind ‘reluctance’. Several companies have been slow to hire and fast to retire because there has been a ‘cloud of reluctance’ hanging over the economy since 2022 – it’s time for employers to be leaving that behind for good in 2024.
• Therese Procter knows that 2024 has been a very challenging year, with the key topics of remote working, political uncertainty, and the skills gap taking many of the highlight spots. But an area that she believes is often pushed down the agenda (whether this be due to the amount of effort and/or cost it requires) is mental and financial wellbeing. That’s why she believes that employers should be leaving behind poor and ineffective mental health support strategies and programs that are outdated and not fit for purpose, and instead take on a fresh approach to wellbeing this new year that better supports mental and financial aspects of life.

If you would like to get in touch with us about any of the points raised by our team, or if you have a different concerns that you were hoping to leave in 2024 and need assistance in shedding it, please don’t hesitate to get in touch with us today!

Equally, if you want some on-demand advice and strategies, why not book in a 1-hour private consultation with one of our seasoned HR professionals? Take a look at our OrgShakers CL!CK service for more details!

From all of us at OrgShakers, we wish you a happy and prosperous New Year!

For a whole host of reasons, this time of year can be challenging for some. Because while most of us will be making merry, others will be experiencing a very different set of emotions.

One prominent issue is loneliness. The festive season, especially Christmas, emphasizes inclusiveness and togetherness, can be a stark reminder for some of their own lack of company.

For those with fractured family relationships or who have lost loved ones, the holidays symbolize family, making it hard not to feel isolated. Research conducted by Mind confirms this, with over one-third of people (36%) being too embarrassed to admit they are lonely at Christmas time.

Others may struggle with religious trauma. This time of year can be challenging for those who have been brought up in strict religious households but have been on a journey of faith deconstruction into their adulthood. Being forced to take part in religious-based traditions in order to see their family can leave them feeling emotionally drained and can lead to them feeling the need to pull away during this time.

Overall, more than two in five people feel stressed during the holidays and, according to a YouGov survey, just over a quarter say that the Christmas season actually makes their mental health worse. These stresses inevitably affect working life.

So, how can employers offer extra support during the holiday season?

The most important thing is for leaders to actively listen to their people.

When in a managerial role, it can be very easy to fall into the habit of asking closed questions to staff, such as “Do you have any plans for Christmas?”. Nine times out of ten the answer will be ‘yes’ even if that is not the truth, so managers need to take it a step further. Follow up with, “Oh, what are you up to?” – this immediately signals that you are genuinely interested and want to listen, and therefore you are now more likely to receive an honest answer.

Supporting your employees’ wellbeing is challenging – but essential. Even without all the answers, showing you care by asking the right questions can make a significant difference. Taking accountability for your team and being aware of their struggles can create a supportive environment.

A simple gesture, such as sending out a group text or email on Christmas Day could make someone feel that little bit less lonely amongst the festivities – and could be the biggest gift you give to anyone this year.

If you would like to discuss these topics further, please get in touch with us.

With the holiday season now in full swing, many employers will be gearing up to host their holiday staff parties to celebrate a year of hard work and foster some team spirit. And whilst this will likely be a jolly celebration, from an employer’s perspective it requires careful planning and considerations to ensure that employees feel included, remain compliant with workplace policies, and (of course) have fun.

Therefore, we have put together a few Dos and Don’ts to help leaders ensure that they are striking that perfect balance between festive cheer and professionalism so to avoid any HR horror stories in the aftermath…

The Dos –

• Do Consider Inclusivity – while Christmas is widely celebrated, not all employees observe the holiday or share the same traditions, so make sure the event is inclusive of all cultures and beliefs (such as Hanukkah and Kwanzaa, which are also celebrated in December). If you’re planning a holiday-themed event, consider using terms like ‘festive’ or ‘end-of-year celebration’ rather than strictly ‘Christmas party’. Additionally, when thinking about catering options, ensure that there is a wide variety on offer to accommodate for dietary restrictions (alcoholic and non-alcoholic drinks, vegetarian, vegan and halal options, etc).
• Do Plan for Transportation – if alcohol will be served at the party, ensure that safe transportation options are on offer. Organizing taxis, ride-sharing services, or providing shuttle buses allows employees to enjoy the event without worrying about driving home afterward, and this helps to mitigate the risk of any drunk driving, reaffirming your company’s commitment to employee safety and well-being.
• Do Set Clear Expectations – be sure to make it known that the event is a social gathering, and therefore employees are expected to maintain a level of professionalism throughout. Set expectations on what is acceptable, especially around alcohol consumption, to avoid any awkward situations or inappropriate behavior.
• Do Recognize Employee Achievements – employees who feel recognized are more engaged and productive than those who don’t, and so a holiday party is an excellent time for employers to acknowledge the hard work of their staff over the last year. A fun way of doing this could be having a mock awards show with small prizes; a small, simple gesture that demonstrates how much they value their staff and what they do.

The Don’ts –

• Don’t Overlook Accessibility Needs – employers want everyone to feel comfortable attending a holiday party, and so it’s crucial that all employees, regardless of any physical or mental disabilities, are able to participate and enjoy the event. This means ensuring that the venue is accessible, with proper accommodations for those who may need them, as well as considering those employees who may have sensory sensitivities if your celebration involves loud music or party lighting.
• Don’t Over-Serve Alcohol – while alcohol can add to the festive atmosphere, it can also lead to problems if overconsumed. It can be a good idea to set a limit on the number of drinks provided or consider offering drink tickets to help control consumption. This helps to remind staff that the ultimate goal of the celebration is to have fun and relax rather than overindulge.
• Don’t Make it Mandatory – it can be tempting to host a big bash and expect everyone to attend, but it’s important to remember to respect employees’ personal lives. Make the event voluntary so that employees don’t feel pressured to attend if they have other commitments or simply don’t feel like socializing. Offering a ‘no-pressure’ environment ensures that people attend because they genuinely want to, not because they feel obligated.
• Don’t Tolerate Inappropriate Behavior – holiday parties can sometimes bring out behaviors that wouldn’t typically occur in the workplace, especially when alcohol is involved. As the host, it’s your responsibility to ensure that no one engages in offensive, discriminatory, or inappropriate conduct – this includes addressing any inappropriate jokes, comments, or behaviors immediately.

Hosting a successful work Christmas party is a wonderful way to celebrate the holiday season and actively show appreciation for your employees. By keeping these dos and don’ts in mind, you can ensure that the event is enjoyable, safe, and inclusive for all employees without compromising company values.

If you would like to discuss how we can help support your HR teams when it comes to arranging a safe, inclusive, and fun holiday party (no matter the season), please get in touch with us today.

Chinese company Pang Dong Lai made history this year by introducing a new form of paid time off: ‘Unhappiness Leave’.

The 7,000 employees at this chain of shopping malls and grocery stores can now request an additional 10-days of paid time off if they are ‘not feeling happy’ … leave which cannot be overruled by line managers!

This has been introduced to highlight their focus on physical and mental wellbeing, as founder and chairman of the company, Yu Donglai, believes that employees should be entitled to a healthy and relaxed life when working for his company.

So, should companies around the world be considering introducing their own form of Unhappiness Leave?

We know that happier employees are around 13% more productive, and so understanding what you, as an employer, can be doing to foster happiness in your workplace is imperative when it comes to driving the productivity of your workforce.

However, a recent study found that 65% of workers do not use their full annual leave allowance. But much like Unhappiness Leave implies, a key element of fostering happiness is recognizing the importance of time away from the workplace.

Time off from work should not be viewed as an optional thing; employers should be actively encouraging their staff to make use of their annual leave, as it results in a myriad of physical and mental benefits that actually lead to better work and higher engagement overall:

• Benefits for the Mind – when a person is overwhelmed with work, the cognitive impact this can have can result in mental fatigue, difficulty concentrating, forgetfulness, and impaired problem-solving abilities. Therefore, taking time away from work provides a greater opportunity for rest, relaxation, and better sleep, which can help to unclutter the mind and create more mental space, reducing the likelihood of overwhelm.
• Benefits for the Body – work pressures can see a spike in the stress hormone cortisol, which is a similar feeling that one would feel when in danger. Because the body is unable to distinguish the difference, an increase in the stress hormone actually results in the suppression of the immune system to allow the body to channel its energy to fight or flee from the non-existent danger that it thinks is present. Making time to relax on vacation can help to reduce these levels of stress hormones, allowing the immune system to recover, overall reducing the chances of getting sick.
• Benefits for the Soul – it can seem a bit silly, but taking time to reconnect with oneself can be another great benefit of taking time away from work. We frequently refer to this mental ‘happy place’, and taking time off work can create the space for employees to internally reflect about what it is that truly does bring them joy and nourish their soul.

There are many more ingredients to the recipe for a happy employee, but taking that time for yourself to rest, relax, and rejuvenate is up there as one of the most important. Employers should therefore consider following in the footsteps of Yu Donglai when it comes to his commitment to fostering happiness at work … and maybe it’s worth considering if Unhappiness Leave is something that would benefit your workforce, too.

In today’s hyperconnected business world, a strong Personal Brand isn’t just an asset – it is essential for business leaders who want to drive meaningful change and elevate their strategic influence.

In the video below, OrgShakers Patsy Doerr and Therese Procter join Robert Peasnell, Ayo Ogunde and Rachael Edmondson-Clarke to unlock the secrets of powerful personal branding for executives.

Panel Facilitator:
Robert Peasnell, Head of Growth at PeopleScout UK

Robert works with employers across both the PeopleScout and TMP Worldwide brands to develop and implement strategies that meet their talent acquisition goals.

With a background in employer branding and marketing, Robert has spent most of his career working for communications agencies where he has supported organisations across most sectors on a broad range of domestic and global projects.

A regular speaker at HR conferences, Robert is a visiting lecturer at Surrey Business School and sits on the Harvard Business Review Advisory Council.

Panelists:
Patsy Doerr, Senior Partner at OrgShakers U.S.

With over 25 years working globally for profit and non-profit organizations across a variety of industries including news, research, data, financial services, and women’s advocacy, Patsy is an award-winning thought leader, speaker, coach, and facilitator.

Formerly Chief ESG and People Officer at a leading multi-family real estate investment trust, she previously served as CEO of a private, non-profit educational women’s volunteer organization aimed at improving communities and the social, cultural, and political fabric of civil society.

Having worked as an expatriate in Hong Kong, London, and Switzerland, Patsy has strong international cultural acumen, and she has served on several boards and committees. She is also an Adjunct Professor at Fordham University in New York.

Rachael Edmondson-Clarke, Specialist in Leadership Psychology & Human Performance

With over two decades of expertise in leadership psychology and biology, Rachael helps organizations build sustainable high-performance cultures that drive growth and engagement. With an academic and commercial background in marketing, including experience working for global blue-chip companies, she understands the power of personal branding.

For over 10 years, she has run her own successful speaking, training and coaching business, working with senior leaders, professional athletes, and top-tier brands to enable meaningful change. Her combined expertise in business strategy and human potential makes her a trusted partner for leaders seeking to thrive, not just perform.

Outside of work, she’s a devoted wife and mother, an outdoor enthusiast, and a lifelong advocate for personal growth.

Ayo Ogunde, Director of Strategy & Innovation at PeopleScout UK

As Director of Strategy & Innovation at PeopleScout and TMP Worldwide, Ayo creates strategies to help brands connect with audiences in today’s digital landscape. Specialising in brand strategy, social media, and the creator economy, Ayo drives innovation to keep brands competitive through emerging trends and cultural shifts.

With over 15 years of experience in global consumer strategy and digital transformation, Ayo helps brands build authentic, loyal connections with audiences. A champion for diversity and inclusion in the tech space, Ayo is also involved in SheFi and the Metaverse Fashion Council, contributing to conversations around Web3 and blockchain’s role in shaping inclusive digital futures.

Ayo is also passionate about mentoring the next generation of brand leaders and frequently shares insights on leveraging cultural trends, generational shifts, and digital communities to drive growth and innovation.

Therese Procter, Senior Partner at OrgShakers UK

Formerly Chief People Officer at a major UK retail bank, Therese was a key player in the transformation of the UK financial services sector following the global banking crisis.

She a leading advisor and consultant across a range of sectors including Financial Services, Telecoms, Hospitality, Retail, Healthcare, Distribution, Construction, and Property. She also sits on the boards of a number of organizations in financial services, technology, and not-for-profit organizations.

Therese is a Chartered Companion of the Chartered Institute of Personnel and Development, a Fellow of the Royal Society of Arts and is widely recognized as one of the UK’s most progressive Human Resources practitioners featuring in the top 15 of HR Magazine’s list of Most Influential HR Practitioners on six occasions.

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

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

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

Challenges and Opportunities

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

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

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

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