Every year, 12 billion working days are lost worldwide to depression and anxiety, costing the global economy $1 trillion, predominantly due to the debilitating effects they have on productivity.

As we continue to see employers make strides towards creating psychologically safe workplace cultures, a key component for supporting the immediate needs of employee wellbeing is an employee assistance program (EAP). EAPs are outsourced mental wellbeing services that are designed to support employees who are facing personal or professional issues, and will tend to offer services such as counselling, a 24/7 support line, work-life balance support, legal and financial advice, referral services, and manager training.

With the importance of mental wellbeing continuing to rise, what should HR consider when selecting an EAP for their organization?

Firstly, it’s essential to assess the scope of services offered by the EAP, which should be as broad as possible to include more complex support such as substance abuse assistance and crisis intervention services. By offering diverse services, employees are more likely to find the support they need, enhancing their overall wellbeing and, in turn, reducing absenteeism.

In addition, HR needs to consider the accessibility of the service. Employees should be able to easily access the support they need when needed, whether through phone consultations, online resources, or in-person counselling sessions. Having this user-friendly platform and streamlined referral process will encourage employees to utilize the program and seek assistance without hesitation.

The privacy and confidentiality policies of the EAP provider should also be considered. It’s important that employees feel comfortable seeking help without fear of their personal information being disclosed to employers or team members, as this will help to build trust with the program and ensure that it is properly utilized.

Another consideration would be the cultural competence of the provider. A diverse workforce requires culturally sensitive support services that are inclusive and respectful of different backgrounds and beliefs. Partnering with an EAP provider that understands and respects these cultural nuances ensures that all employees are receiving appropriate and effective assistance tailored to their unique needs.

Lastly, HR needs to be cost-effective when choosing an EAP. While investing in employee wellbeing yields long-term benefits (such as improved productivity and engagement), it’s essential to evaluate the return on investment of different program options.

Once a program has been selected, don’t hesitate to gauge employee satisfaction with it. Ask those employees who have used the services and get a sense of whether it is making a difference for them – and identify areas where it could be improved. An EAP should evolve and adapt to meet the changing needs of the workforce, and having consistent feedback helps to ensure it remains a valuable investment.

If you would like to discuss how we can support your company with choosing the best EAP – or any other wellbeing support you may need – please get in touch with us.

In the first part of this article, I gave a brief introduction to what agile methodology is and how this can be applied to the HR practice – however, before you launch into creating squads and inviting everyone to be part of your new way of working, let’s check in on the potential limitations or obstacles you might face so you can work through how to overcome them, and/or ensure that the outcome you strive for will benefit from an agile approach.

Firstly, there may be some growing pains when it comes to teaming people up. We must remember that the concept of ‘teamwork’ has evolved dramatically since the pandemic. With the mass adoption of hybrid and remote working styles, using new tools such as Miro, Trello and other interactive job management and collaboration tools, will be new to most people and will take some time to get used to. In-person teams and individual collaboration may also be a skill some have yet to flex their muscles in – especially in a context where each member of the team is very reliant on the other to ensure that the project can continue moving forward at pace.

Squads can also suffer from friction between members if they approach the work by ‘protecting their territory’. As teams are multi-disciplinary, there will be a healthy sharing of views with some team members making suggestions and interjections on aspects of the activity set that is outside their domain. This can be perceived badly if the squad has yet to move from storming to norming. The fusion of skills is the entire reason the process is so successful, as it allows for obstacles to be worked through quickly and carefully so that valuable insight and innovation can be embraced and used.

The size of the squad can be another enabler if the members are chosen well. It can be difficult to avoid upsetting someone who had wanted to be part of the squad when trying to stay within the 8–10-member limit. However, squads that are over-representing a particular insight or skillset can run the risk of having conversations dominated. Therefore, having equal representation will help to avoid this and keep things running smoothly.

Ambition can be another obstacle to overcome if you want to succeed. It’s not easy to set goals that are realistic and can be achieved within the determined timeframe. Agile is all about delivery of components of a larger goal in shorter timeframes, and includes lots of insight, trial, and error. Sprints are in short bursts so that, as a squad, you can present your findings, receive feedback, and venture into a second sprint with valuable lessons learnt, progress made, and knowing that you are on track to deliver something the customer will benefit from.

In HR, we have been guilty in the past to have operated in the same way the technology function can be guilty of, and that is to squirrel away on developing a tool/process that is best in class, but has no function in your organisation, or creates more work and less value for leaders and staff. Agile brings about amazing opportunities for a different way to ensure the tool/process is fit for purpose and harnesses all skills, strengths, and passion from the right people.

A watch out for pushing your squads too hard, however, comes in the form of deploying squads on multiple sprints. Operating sprints back-to-back may increase the risk of team members burning out, and it can be easy to get caught up in the progress being made and want to set even more ambitious goals for each sprint period. Agile methods require each member of the squad to be on top form throughout the sprint, and preferably without distraction from other work, as each member is reliant on the other for the flow of the work to continue and the goal to be achieved in the allotted timeframe. Therefore, it is advisable to have a small break in between sprints so team members can recalibrate before their next burst.

Agile working could be a game-changer for HR, from delivering projects and programmes that create value for teams and organisations, to HR team members being a part of other functional squads. It’s unlikely agile would work in the reactive operational environment, or indeed when HR partners are needed to be close to leaders and managers on a daily advisory basis. But HR can reap rewards from this way of working with a considered and managed approach; balance, transparency, and cohesiveness are key.

If you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com

Traditionally, HR workstreams could be organised into four sections: cyclical activities such as engagement surveys; reactive client focused work such as performance management; proactive business improvement such as organisational design and learning initiatives; and projects such as change programmes and process improvements. Often, as the speed of organisations influence the ability to deliver well, HR is left wanting in non-operational areas.

However, agile HR methodology may be a solution to keeping pace.

Agile in HR is quickly gaining traction across the globe, proving particularly popular in countries such as Australia and New Zealand. Essentially, agile methodology aims to achieve a unifying, specific goal in a much shorter amount of time. This is often done by combining a team of multi-disciplinary individuals from across the company and having them each take on activities that together, create momentum behind the activity that is broken down into smaller components of a larger goal. This group, known as a ‘squad’, will exchange and update their progress on a regular basis, gathering stakeholder feedback along the way so they can adjust their work real time, and deliver an outcome that more closely matches the needs of the recipients. This way of working is conducted in short cycles, or ‘sprints’, and keeps the squad focused, energised, and on the right track.

Whilst agile methodology will look different depending on the desired goal, there are a few staple factors of this methodology that will be consistent no matter what the intent:

  • Multi-Disciplinary Teams – when forming a squad, it is important to identify all the relevant perspectives you will need to be represented in the team. The idea is to bring different perspectives and skillsets together to operate more efficiently, and to consider all perspectives in order to achieve the desired outcome. Within the HR function, a multi-disciplinary team might include various members of the HR sub-functions as well as stakeholders and external consultants.
  • Stricter Timeframes – sprints will typically be between two weeks to a month. The idea of agile is that the squad rapidly deploys an outcome, so the roadmap is precise and regularly updated based on feedback and progress. This is different from traditional project management, in that everyone sees and hears about progress on a much more regular basis and can influence the next steps in real time. Goals can be achieved at a much faster rate due to the mix of skillsets, viewpoints, and feedback collaborating towards a common outcome. There are clear roles, responsibilities, and deadlines.  
  • Transparency – part of the process involves everyone being honest about what they have and can complete within the timeframe the squad is working within. This requires transparency, vulnerability, and trust. As a multi-disciplinary squad, it is therefore important that everyone knows exactly what they are responsible for and the deadline for delivery. Many people new to agile can find it difficult to be so transparent and fear they are letting the squad down if they don’t complete their tasks. However, what happens in a squad that has pushed through this obstacle is that everyone supports each other, as the common goal overrides everything else.

So, might Agile be what HR has been looking for to help deliver timely solutions that create value for their client groups?

Check back here tomorrow for Part 2 where I outline the potential limitations or obstacles you might face and how you can overcome these when using agile methodology.

In the meantime, if you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com

In the latest episode of Dr. Jim Kanichirayil’s podcast, Engaging Leadership, OrgShakers’ very own Brittany Burton sat down with him at the HR Transform in Las Vegas to delve into the nuances of talent strategy within high-growth organizations.

Brittany hones in on the importance of recognizing and nurturing emergent leaders within a company, especially in the context of start-ups. She discusses how identifying and developing these individuals is essential for innovation and growth, emphasizing the personalized nature of effective talent development.

Listen to the full episode below:

Ever feel like your HR department is lost in a jungle of software solutions? You’re not alone. In today’s dynamic business landscape, navigating the maze of HR technology can feel like an overwhelming task. But don’t fret! With a strategic mindset and expert guidance, organizations can turn this challenge into an opportunity for growth.

Let’s start by demystifying the problem. HR software sprawl – the proliferation of disparate software solutions within HR departments – is a common headache for organizations worldwide. From recruitment tools to performance management platforms, the array of options can be overwhelming. Recent studies reveal that organizations are managing anywhere from 15 to 50 different HR technologies, highlighting the magnitude of the challenge.

But what does this mean for businesses? Beyond the logistical nightmare of managing multiple systems, HR software sprawl carries significant costs and risks. Fragmented data, duplicated efforts, and underutilized software licenses are just the tip of the iceberg. Shockingly, research shows that a staggering 83% of HR leaders regret recent tech buying decisions, underscoring the urgency for a strategic overhaul.

Fortunately, there’s a solution. Organizations can tame the HR tech beast by adopting a strategic approach to tech investment. This entails streamlining technology stacks, meticulously evaluating vendor solutions, and aligning tech investments with organizational goals. But it doesn’t stop there – another crucial aspect is streamlining HR business practices.

This involves reevaluating processes, automating repetitive tasks, and empowering employees with self-service tools. AI-powered solutions like Rippling, Copilot, and Harriet can revolutionize HR operations by speeding up processes, providing new insights, and uncovering trends. By leveraging AI and corresponding tools, organizations can unlock unprecedented efficiency and effectiveness in HR management.

Amidst the tech revolution, it’s also crucial to recognize the value of the employee data your organization collects. People data is vital to understanding employee performance, engagement, and satisfaction. And by harnessing the power of people’s data, organizations can make data-driven decisions that drive business success and foster a culture of continuous improvement.

Equally important is that this data – much of it personally identifiable information (PII) – is securely stored and processed in accordance with local data protection legislation. Here network security specialists like ditno can help manage the potential security risks presented by systems using multiple applications and databases.

At OrgShakers, we’re passionate about empowering organizations to thrive in the digital era. Our wealth of experience and collaborative ethos empower HR leaders to make informed decisions and drive meaningful change. Whether it’s optimizing tech stacks, vetting vendor solutions, streamlining HR business practices, or leveraging AI and people data, we’re here to guide you every step of the way.

So, whilst the HR software sprawl may seem like an insurmountable challenge, it’s also an opportunity for innovation and growth. With a strategic mindset, the right partners, and cutting-edge technology, organizations can navigate the complexities of HR technology and emerge stronger than ever. With OrgShakers by your side, you can simplify HR, realign your practices, and embrace the future of HR technology with confidence.

To discuss this topic in further detail, please get in touch with me at sayid@orgshakers.com

I can’t change the direction of the wind, but I can adjust my sails to always reach my destination.”

He may have achieved fame as a country music singer in the 1960’s, but Jimmy Dean’s observation could easily have been about the current state of organizational change.

The winds of change have been howling through the working world; the disruptive forces of new technologies, generative AI, the broadening scope of diversity, equity, and inclusion and the assimilation of hybrid and remote working have created a HR hurricane.

These changes are all potentially positive for business, but they are happening at a pace that has been exponentially accelerated by the pandemic. What would have been a gradual integration of the hybrid working format became a sudden and forced shift to remote working which companies either had to adapt to or be left behind.

And yet, although lockdown posed a situation where employers were forced to adjust their sails, the changes that we are seeing now can be best navigated not just by responding to the direction of the wind – but also by anticipating its patterns so to be one step ahead of it.

Here lies the big question: is your organization ready for change?

A recent report from Gartner discovered that 82% of HR leaders believe their managers are not equipped to lead change – and this is exacerbated by the fact that 77% of employees are suffering from change fatigue.

Change fatigue occurs when the volume and pace of change becomes overwhelming for employees. This can have detrimental affects on employee wellbeing and productivity, but despite this only 8% of workers feel confident in their plan to manage their fatigue.

The pace of change in the working world is not predicted to slow, so for those organizations looking to keep in stride – and get ahead of – this new pace, they need to be building change fatigue prevention strategies into their equation for organizational transformation success.

Org Transformation Equation

Currently, most employers will integrate change through clear communication paired with good training. But as we watch the corporate world evolve, so do our approaches to how change is implemented. Weaving change fatigue management into this equation ensures that managers are better equipped to coach their teams on how to effectively identify fatigue drivers, fix any that arise, and start to look at how they can be prevented altogether (this looks like normalizing rest, microbreaks, employee involvement, creating a psychologically safe space, etc.).

What is critical to these prevention strategies being successful is understanding that there isn’t a one-size-fits-all approach to mitigating change fatigue. Different types of employees are going to need different wellbeing support – and if employers are able to look at wellbeing needs through an intersectional lens, then they will be able to efficiently support their people through the intensity of these changes.

An example of this is midlife workers; many of our established wellbeing programs are centred around younger workers (parental leave, childcare support, etc.) whereas older workers will have entirely different needs to this (menopause support, working carers support, etc.). Bridging the wellbeing gap will strengthen your efforts when managing change fatigue and ensure that the other 92% of employees feel confident in their ability to manage their change fatigue as they will have the right support in place.

This will see your business set sail on the high seas of profit, productivity, and employee satisfaction.

If you would like to discuss how we can help implement strategies around wellbeing and change fatigue, please get in touch with me at david@orgshakers.com


David Fairhurst, OrgShakers Founder

David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.

Have you met Harriet?

Co-founders Cecily Motley and David Buxton have recently created ‘Harriet’, an AI tool that is designed to automate human resources processes. It has been specifically created to be smoothly integrated into a company’s Slack channels so to provide certain HR-related services.

AI assistants are not necessarily new – especially if Siri, Alexa, and Cortana have something to say about it. But what sets Harriet apart from these helpers is that it is able to scan users’ data – as well as the organizations policies and best practices recommendations – to answer HR-related questions and complete admin-based tasks. For example, she can pull up a specific payslip or book time off on behalf of an employee.

What is even more interesting is that all messages to Harriet from employees are kept anonymous, and the tool does not store any employee data for training. If Harriet deems that it cannot sufficiently deal with a situation, it will loop in a human HR worker (if granted permission by the employee).

Virtual assistants are continuing to increase in popularity, especially in the working world. With generative AI becoming more and more common in the workplace, and many employers eager to incorporate it into their business practices, it is no surprise to see tools like Harriet begin to make their way into HR’s territory. And considering it is very likely that the next generation of workers (Generation Alpha) will expect to have a virtual assistant, ‘Harriet’ may be the beginning of the era of AI helpers.

However, before companies can unlock all the potential of an AI assistant, they first have to ensure that they are offering appropriate learning and development opportunities to their teams around AI so that its use can be effectively optimized.

Whilst it can seem relatively straightforward to interact with a chatbot and with generative AI tools such as ChatGPT, knowing how to create content that evades potential biases will help to generate the strongest materials.

If you would like to discuss how we can help with developing your company’s knowledge surrounding generative AI and virtual assistants, please get in touch with us.

It might be a new year, but one thing that hasn’t changed is the ever-growing importance of effectively navigating hybrid and remote working. That’s why this month we have been reading Remote, Not Distant: Design a Company Culture That Will Help You Thrive in a Hybrid Workplace by Gustavo Razzetti.

Being the creator of the Culture Design Canvas – a framework that helps organizations map, assess, and design their culture – it’s no surprise that Gustavo’s latest book aims to explore the secrets behind successful remote workplace cultures.

After spending years studying businesses like Amazon, Volvo, and Microsoft, Gustavo addresses the multiple key areas that are crucial for organizations to be able to operate effectively in remote and hybrid settings. This includes examining culture, how to keep a team connected, asynchronous communication, facilitating conversation, and finding and defining the right hybrid model for your business.

Gustavo outlines the five key mindset shifts that companies need to make in order to reset their workplace culture and optimize their remote working environments:

  1. Intentionally design workplace culture – this will see the active involvement of employees in this design process, and will require employers to be open to experimentation. If they are finding that something isn’t working, they shouldn’t be afraid to go back to the drawing board and adjust. Involving the team in the process means you will create a culture that works for everyone – and highlight how valued your employees’ opinions are!
  2. Prioritize impact over input – working long hours and being readily available at all times are not the defining factors of an employee; performance should be measured on the results achieved! This shift in mindset will see employers encouraging employees to showcase their accomplishments rather than perpetuating the outdated ways of presenteeism.
  3. Forget traditional work-life boundaries – remote work blurs the lines between home-life and work-life, and in order to successfully operate remotely, employees need to be allowed to embrace the messy reality it can sometimes bring. Normalize interruptions from children or furry friends, and be more lenient to dressing down when working at home. This helps ensure the home remains a sanctuary that still symbolises comfort and rest.
  4. Collaboration doesn’t have to be synchronous – in hybrid workplaces, it’s important to acknowledge that everyone works according to their own timetables. Embracing this flexible and autonomous approach allows individuals to optimize their productivity and discover their peak working hours.
  5. Delegate decision-making to empower teams – get your teams involved with creating their hybrid working policies and empower them to have a say in how and where they work. This solidifies the culture of autonomy that threads through all these mindset shifts and helps to create a more fulfilling workplace experience.

And this is just the tip of the iceberg. Throughout the book, Gustavo explores why the ‘office’ doesn’t equal ‘culture’, and how to build psychological safety in a hybrid working world.

Our OrgEssentials team specializes in start-up and transformation, and so if you would like to discuss how we can help bring these remote working practices to life in your workplace, please get in touch with us!

And if you would like to get your hands on a copy of Remote, Not Distant, you can head over here for the UK and here for the US.

After discussing the world of HR consulting with Sarah Hamilton-Gill on her podcast, Leap Into HR Consulting, we moved onto looking at the four fundamental shifts that I predict we will be seeing in the near future that HR professionals need to be preparing themselves for.

The first of these shifts was the Workforce Cliff, and the second was the importance of the relationship between humans and technology. This leads me onto my third fundamental – the redefining of the workplace.

The COVID-19 pandemic has led to a fundamental reappraisal of both the Place and Time of work. Pre-pandemic, we were seeing the workplace boundaries of time and geography begin to evaporate as businesses were responding to the increasing pace of organizational change. The pandemic, however, catalysed this shift even further and has seen it accelerate on a global scale.

The most obvious impact has been to the Place of work – pre-pandemic, it was relatively unusual for workers to be working remotely, with Pew Research Center discovering that before early 2020 just 7% of workers worked from home full-time. Now, over one-third (35%) are working remotely on a full-time basis, with many more employed on hybrid contracts.

This forced reinvention of the Place of work has now spawned a reappraisal of Time of work. Before lockdown workers synchronized their time with colleagues by working the same set office hours which would be punctuated by face-to-face meetings. However, with the introduction of home working came the ability for these individuals to flex their working hours to accommodate their personal schedules.

This led to the realization that asynchronous work – work that is done independently from others – was not only possible, but often more productive.

So, what are the implications of Place and Time for HR?

Graph showing impact of Place And Time on worker productivity

As Lynda Gratton explores in her book Redesigning Work, there is no one-size-fits-all solution to optimizing Place and Time in the workplace. Instead, HR needs to assess the positives and negatives of each to determine the opportunities that can be created – and the trade-offs that would be made.

And now, as Place and Time become more flexible, so do the importance of policies that are applicable on a global scale. With the boundaries of Place and Time being broken down by remote work, employees can now operate from anywhere in the world, meaning that asynchronous working patterns may soon become the normal style of work. Therefore, employers who are actively engaged with optimizing their Place and Time, as well as harnessing AI-driven technologies to help employees become their best selves, are the ones who will find themselves at a more comfortable distance from the edge of the Workforce Cliff. If you would like to discuss how to begin strategizing – and optimizing – the Place and Time of your workplace, please get in touch with me at david@orgshakers.com

David Fairhurst Orgshakers Founder

David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.

Learning and development (L&D) opportunities are a vital ingredient for employers when it comes to attracting and retaining top talent. Research from the IMC confirms this, with 92% of job candidates using L&D opportunities as a deciding factor when considering job offers, as well as 52% of employees citing that they left a role due to a lack of personal and professional development opportunities.

One skillset that many workers are keen to learn is generative AI skills, with more than 50% of employees stating they were eager to acquire those skills, according to Randstad’s Workmonitor Pulse. However, only one in ten workers were offered any AI training in the last year.

Pair this with Access Partnership’s survey which found that an overwhelming 93% of employers expect to use generative AI in the workplace in five years, and what you begin to see is that employees want to learn to master AI, employers want to implement AI…but there is a significant lack of L&D training opportunities around AI.

In the past year, we have seen generative AI platforms like ChatGPT take the working world by storm – but the narrative surrounding its uses in the workplace have been inconsistent. While some view this technological change as something that will replace certain jobs altogether, others view it as a tool to be collaborated with [AS1] to improve and perfect the human skills that are paired with it.

In order to start getting the most out of AI and offering L&D opportunities that allow for this skill development, employers need to first get a good and clear understanding of what generative AI can do for their specific business and in what areas it should begin to be implemented. While this could be a very effective time-saving tool – freeing up time for employees to focus on more meaningful work – it doesn’t necessarily have to be used just for the sake of using it. Identifying its strengths and weaknesses will allow organizations to create a clear roadmap for navigating generative AI, unlocking its full potential.

But a key part of this journey is offering the appropriate training to employees on how to use these new tools. It can be daunting to attempt to use generative AI without having a proper understanding of it; if employers are able to provide the essential training, suddenly all the myths surrounding AI will begin fading away, along with that initial fear of misusing it. As an example, take a look at this infographic on how best to communicate your requests to ChatGPT in order to get your desired results:

Ai Infographic

As the tools at our disposal continue to expand, it is important for companies to keep in stride with this burgeoning toolkit and offer L&D opportunities that allow for the development of these new skills that are quickly becoming essential ones.

And it is of the utmost importance that these opportunities are made available to all workers; unconscious bias around age can perpetuate the idea that older workers are less tech-savvy and so will be given less opportunities to grow their technological skillset, but as proven by our recent article, this isn’t the case!

This holiday season, one of the best gifts you can give your team is the gift of nourishing their hunger for opportunities to learn and develop! Those employers who do will have the strongest talent as they venture into the year ahead. If you would like to discuss how we can help provide training and workshops around generative AI in your workplace, please get in touch with me at andy@orgshakers.com

In today’s digital age, social media has become an integral part of our lives, both personally and professionally. A global analysis of social media usage found that 74% of North America use social media, along with a whopping 84% of Western and Northern Europe.

It is therefore no secret that a company’s social media strategy can play a huge role in the success of their business. That’s why it is so important for employers to establish and implement a well-defined social media policy, as it will help to provide a clear framework for employees’ online behavior, protecting both the company’s reputation and the rights of its workforce. After all, 68% of consumers follow brands on social media to stay informed about products and services, so ensuring that your message is consistent across the board is imperative for strengthening the bottom line.

Here’s what every employer’s social media policy should cover:

  • Protect Brand Reputation – a brand’s image can be easily tarnished by an employee’s careless or inappropriate social media activities. Ensure that your social media policy establishes guidelines for employees on how to represent the company online, as this will allow for the content being shared to align with your brand values.
  • Legal Risks – there are numerous legal risks associated with social media, including harassment, discrimination, defamation, and intellectual property violations. Your policy needs to be clear and concise about what is considered unacceptable behavior and the consequences for said behavior in order to mitigate these risks.
  • Evolving Trends – your social media policy needs to be flexible enough to adapt to the constant changes and evolutions that take place in the world of social media. With new platforms and trends emerging all the time, it is important to keep this policy regularly updated and refreshed.
  • Professionalism – social media policies should reinforce the importance of maintaining a professional online presence, including clauses about avoiding hate speech, discriminatory language, or inappropriate content that can come across poorly.
  • Privacy Boundaries – privacy is a significant and legitimate concern in the digital era, so your policy must educate employees about respecting company and personal privacy. By establishing clear boundaries, you will mitigate the risk of confidential information being inadvertently shared or mishandled, therefore safeguarding sensitive data and maintaining trust amongst your team.

While a social media policy can at first glance seem restrictive, it can actually have positive effects on employee engagement. By providing guidelines for online interactions, employees can feel more confident in their social media usage knowing they are representing their employer in a good light, subsequently leading to increased job satisfaction and fostering employee loyalty.

Additionally, in times of crisis, a social media policy can be an invaluable tool. It can offer guidance on how to address and respond to negative situations (such as customer complaints or public relations challenges).

If you would like to discuss how we can help your company craft a strong and effective social media policy, please get in touch with us!

Buzzword lovers, rejoice. There’s a new phrase circulating the corporate social media sphere: grumpy staying.

If you are yet to come across it, ‘grumpy staying’ refers to an employee who remains in their current role while being openly frustrated, less productive, and visibly agitated with their working environment – but avoids doing anything to improve their situation or attitude. With the cost-of-living crisis still continuing, many workers do not feel at liberty to just up and leave their job, hence leading to a rise in this trend.

At first glance, this would sound like the diagnosis of a ‘bad apple’ employee. But if we dig a little deeper, it is highly likely that an employee isn’t just frustrated for no reason – even if they are reluctant to (or don’t know how to) communicate this.

What might be more productive for employers to do is view ‘grumpy staying’ as a symptom of a larger issue – by diagnosing it at its root, they will be able to remedy it and ensure that other employers do not spiral into these same feelings of frustration. So, what are some possible causes of ‘grumpy staying’?

  • Toxic work environment – this requires looking at the culture of the organization; is it inclusive? Is there constant conflict? Are there a number of complaints about bullying? Having HR conduct a culture audit is a great way of getting to the bottom of this.
  • Lack of career development – 75% of employees believe that it’s important that their employer invests in their personal development. If an employee feels that they don’t have a clear path for development because of a lack of developmental opportunities, this may be leading to them feeling stuck, and subsequently ‘grumpy staying’.
  • No work-life balance – in the modern working world, especially with the post-COVID carpe diem mindset – work-life balance has become a swaying factor for many employees’ contentedness at work. This is confirmed by Randstad’s 2023 report which found that 94% of employees believe work-life balance is important – so if they feel they are not being afforded it, this may lead to ‘grumpy staying’!
  • Personal issues – if, as a manager, you notice an employee acting out of character, this may be a sign that something is going on outside of the workplace. This would be a great opportunity to schedule a one-to-one and discuss how you have noticed a change and wanted to check-in, creating a space for an open dialogue where the employee will feel more comfortable being honest.

Of course, there are instances where someone is frustrated because they feel unfulfilled at work, and this can be tricker to approach as an employer. However, one strategy we have found for this is the idea of creating ‘squiggle room’ – that is, offering job crafting opportunities where suitable to foster innovation and allow an employee to bring some of their personal passions into their working life. This can be a great way of boosting morale and warding off the ‘grumpy staying’ attitude.

If you would like to discuss how we can help your company find the source of this ‘grumpy staying’ and prevent it from affecting productivity, please get in touch with us.

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