Feedback is one of the most powerful tools employers can utilize, as when wielded correctly, it can truly drive change in an organization.

However, too often organizations will launch a big survey, collect responses, and then leave these results to gather digital dust. But that real opportunity for change lies in turning that feedback into meaningful, rapid action.

First, employers should begin by designing their feedback system around specific business questions rather than generic checkboxes. What aspects of the working day feel overloaded? Where do people lack clarity? Which manager behaviors correlate with retention?

Creating targeted pulse surveys, such as after a major project has wrapped up or during a role transition, will offer actionable insight far faster than an annual-only check-in.

And the data supports this notion: 65% of employees say they would be more engaged if they received more frequent feedback, and in organizations that collect frequent feedback, performance improvement is 4.5 times higher. This just goes to show that employee feedback is much more than an afterthought, but rather a key operational tool for engagement and performance.

So, you’ve collected your feedback…now what?

Once you have collected feedback, make the response visible and local. Make a point to ahare summaries at team level, involve managers and teams in developing one or two focus-areas, then review the progress in six weeks. All of this helps to foster trust, as employees will be able to see how they voice led to visible change. Communicating what you heard, what you will do, and what changed reinforces the culture of hearing-and-acting.

That transparency acts as the building blocks for trust and engagement to grow from, and by making the effort to close that feedback look, employers are mitigating the risk of falling engagement and potential rising cynicism.

And make sure to measure what matters.

Feedback should focus on the drivers of performance and stability, such as the clarity of a role, the quality of manager support, and the availability of resources, rather than ‘vanity metrics’.

When employers link clearly feedback questions to business outcomes, they increase clarity on what activity actually makes a difference and can convert this into something that can be acted upon.

By doing feedback well, you don’t just increase employee happiness, but you also reduce turnover risk, strengthen performance, and support growth, too. If you would like to discuss how we can help to ensure that the feedback you are gathering is actionable and effective, please get in touch with us today!

The holiday period is always a golden opportunity to shine a spotlight on the efforts of your people, helping to build a culture of appreciation that lasts well beyond December.

Research increasingly shows that recognition is not just a nice gesture, but a real driver of better business. For example, a recent survey found that 77.9% of employees believed they would be more productive if they received recognition more frequently.

With this in mind, how HR can design festive, meaningful recognition rituals that genuinely resonate with a diverse workforce?

1. Make it Personal and Timely
During the holidays, it can be tempting to rely on more generic gestures like handing out gift cards or sending the semi-customized ‘thank‐you’ emails. But recognition that lands best is: (a) timely (given soon after the contribution), and (b) personal (linked to specific behaviours or outcomes). For example, you might highlight number of units shipped ahead of a delivery deadline, or acknowledge a colleague who mentored a new team member through the seasonal rush. The point is, taking the time to put in that extra effort will significantly pay off in the new year to come.

2. Use the Festive Season to Amplify Peer‑to‑Peer Recognition
The holidays bring a natural energy of giving and community, and employers can tap into this. Have employees nominate neighbors across teams who helped them, set up ‘holiday shout‑outs’ in internal social platforms like Slack, or even host a festive virtual ‘thank you’ wall. Feeling seen and appreciated by your colleagues can be just as rewarding a feeling as being appreciated by your superiors.

3. Offer Meaningful Rewards (but Don’t Over‑Emphasize Monetary Value)
While a bonus or gift is appreciated, the most effective rewards align with what employees value: flexibility, experiential benefits, or recognition tied to purpose. During the holidays you could offer an extra day off, a charity‑giving match in the employee’s name, or a team lunch to celebrate results.

4. Ensure Inclusivity and Authenticity
Holiday themes vary across employees; some celebrate major holidays, others may not. Recognition programmes should avoid bias toward a single festive tradition and instead focus on universal values like teamwork, innovation, support, and learning. When messaging around “holiday thanks”, emphasize appreciation rather than religious or cultural rituals. Adopting an inclusive tone strengthens the sentiment across all team members, and creates a sense of unity that leads to better cohesion.

5. Link Recognition to Sustainable Culture, Not Just One‑Off Cheer
While December is the moment for extra sparkle, the best outcome is that this festive recognition becomes a habit. The data suggests that organizations that embed recognition year‑round create environments where employees feel seen, valued and connected (for example, one study found that when employees feel valued, productivity can increase up to 17%). Leaders can use the holiday window to establish a recognition rhythm so that the cheer continues into the new year.

The holidays give employers a powerful moment to amplify recognition and make it so much more than just a seasonal gesture. By personalizing recognition, they can create a culture of appreciation that lasts well into the new year. After all, the best gift you can give your team is the feeling of being seen, valued and celebrated! If you would like to discuss how we can help advise on how to give the gift of inclusive recognition this holiday season, please get in touch with us today!

It’s not news to hear that the holiday season often brings a surge in temporary staffing needs.

Whether it’s retail floor help, customer‑service agents, logistics crew or other seasonal roles, the festive months require those extra hands. And whilst the title of ‘temp’ looms as a reminder that these new hires are fractional, employers who can still supply that positive experience for this temporary workforce will ultimately get the most productive seasonal teams. After all, job‑seeker interest in seasonal work at the end of September 2025 was up 27% year‑over‑year and 50% above 2023 levels.

With this in mind, how can employers make seasonal hires feel like valued team members, instead of just fill-ins?

For starters, treat seasonal hires like members of the team from their very first day.This looks like providing a welcome orientation that covers company culture, values, and how their role contribute, as well as introducing them to their new team to help them feel more connected right from the offset.

Secondly, provide clarity around the role, schedule and expectations.Temporary work often appeals because of flexibility, but ambiguity can undermine this effectiveness. Ensure job postings clearly state hours, duration, expectations, and any possibility of extension or conversion. Having this clear communication avoids any misunderstandings and ultimately elevates the candidate and employee experience.

All of this lends towards fostering engagement.Just because someone is working for a few months doesn’t mean you can ignore engagement. Incorporate them into team meetings, invite them to festive events, and recognize their contributions with shout‑outs. This ensures engagement throughout their stint as a temp and helps to boost productivity during an admittedly busy time.

And sometimes, seasonal staff may go on to be something more for a company. It can be a good idea for employers to think of the seasonal workforce as an extended audition to be a potential new hire. Some temporary hires may prove to be outstanding and a great fit for future roles, and so ensuring that they are treated as a member of the team from the get-go will increase the likelihood of them wanting to accept a position with the business after the holidays are over.

It can also be a smart idea to gather feedback from all seasonal staff once the holidays are over. Asking about what worked and what didn’t can offer insights to help refine next year’s approach and make it even more efficient (and inclusive!).

Seasonal hiring is a valuable part of any business calendar, and when done with intention, it treats temporary team members as valued contributors rather than stop‑gap placeholders. By onboarding them thoughtfully and making the effort to integrate them fully, seasonal staffing can be turned into a strategic advantage and a potential talent pipeline.

If you would like to discuss how we can help ensure you are optimizing your seasonal hires, please get in touch with us today.

In our increasingly distributed workforce, creating a meaningful holiday experience for remote or hybrid employees has its own unique challenges…which opens up a pool of opportunities for employers.

With about 22 % of the US workforce working remotely in 2025 (around 32.6 million people) and 83 % of workers globally saying a hybrid arrangement is their ideal way of working, the question isn’t if we engage remote teams over the holidays, it’s how we do it.

First, imagine how your remote colleagues will perceive the festivities. A virtual ‘holiday party’ shouldn’t just be a Zoom call with a slide deck; it’s a real chance to build connection and belonging that goes beyond the physical boundaries of different locations.

The key for employers is to know how to turn seasonal cheer into a platform for connection instead of just content. Here are a few ideas to consider this holiday season:

• Peer Shout‑Outs (with a Twist) – ask each team member, remote and in-person colleagues alike, to nominate a colleague who helped them this year, then compile a digital ‘holiday gratitude wall’ with short videos or handwritten photos posted to the company chat channel. This is a fun and easy way to bridge connections across hybrid workers and show appreciation at the same time.
• Remote Gift Exchange – rather than shipping physical gifts (which can get tricky for international locations or home setups), offer a small budget for employees to pick a local experience (like an online cooking class, charity donation, or self‑care kit) and then share a photo or story in your virtual gathering.
• A Shared Hybrid Moment – for example, choose a specific minute when every team member posts a selfie with a festive mug (in whichever time zone they are) and shares one highlight of the year in chat. It’s a quick and easy way to bring everyone together and have a shared, bonding moment.
• Short, Engaging Virtual Event – avoid long Zoom fatigue‑style sessions. Think 30‑minutes maximum with breakout rooms, ice‑breaker games, and recognition of team/individual achievements. Try to keep it fun and energetic, as this can sometimes be harder to capture virtually.

Why does this matter beyond the warm fuzzy feelings? Because engagement really counts! When companies make the effort to create holiday engagements for distributed teams, they are reinforcing that they see everyone and value the work being done outside the office, helping to build a connection through culture rather than just place.

And don’t let the festivities stop during the holidays. Use the holiday season as a launch point for ongoing remote/hybrid engagement: monthly peer‑recognition posts, short ‘coffee chat’ online sessions, or even small team check‑ins with a festive ice‑breaker built in. When remote employees feel connected year‑round, they are more likely to stay engaged and contribute with energy. So don’t let that momentum of connection wane just because the twinkling lights are coming down.

If you would like to discuss how we can help you seize the opportunities for hybrid connection that the festive season offers, please do get in touch with us today!

When an employee is hired into an organization, employers often rejoice. They offer elaborate onboarding journeys, training plans, and buddy-pairing introductions to ensure this new hire is assimilated into life at their company.

But when someone moves laterally or is promoted internally, their experience is notably different. If there is an onboarding process, typically it is somewhat ‘hands-off’, short-lived, or vague. What huge, missed opportunities! First, for employers to retain and motivate the talent deemed good enough to promote, and second, to sustain employee and work unit productivity during this transition.

Treat Internal Mobility Like New Hiring

Internal mobility matters, and research supports this concept. Employees who move internally tend to stay significantly longer. On average, internal movers stay about 3.2 years, versus 1.7 years for external hires. In addition, companies that promote internally see a 70 % higher likelihood of long-term retention. This is not just those workers moving upwards; the same study found that lateral movers carry a 62 % higher retention rate than external hires. So this begs the question: how will you capitalize on this worker goodwill to strengthen the workforce and enhance the employee experience?

When someone changes roles inside your organization, you are not just giving them a new job, you’re communicating how much they are valued in your company. What is said and done during the move sends a strong message to the employee about their worth and future with the organization. Yet many firms don’t have formal pipelines for internal mobility. In fact, data suggests only about one-third of companies run a formal internal mobility program.

When internal transitions are poorly managed, employers risk losing more than goodwill. They risk wide knowledge gaps, rippling team disruption, and general disengagement. That’s why offboarding the old role and onboarding the new one should be a strategic priority.

Why ‘Offboard’ Someone Who’s Staying?

It may sound counterintuitive to offboard someone who’s not leaving the company. But a thoughtful offboarding of the prior role can be immensely beneficial for a variety of reasons:

• Knowledge Capture and Handover – a structured ‘exit interview’ or knowledge transfer session helps to ensure continuity. Many organizations cite “institutional knowledge loss” as their top risk during transitions, and so by consciously capturing this knowledge during an internal offboard, companies mitigate this risk significantly.
• Emotional Closure and Respect – internal promotions still represent endings. If this ending goes unacknowledged, an employee may feel somewhat abandoned (particularly by their old team). A formal offboarding gives psychological closure and reinforces respect for past contributions. It’s also an opportunity to celebrate wins, set the new direction, and encourage employee retention.
• Signal Clarity to the Team – the transition is going to affect the team being left as much as the new team being formed and the individual changing roles. By acknowledging the move formally, companies underscore the importance of the role change and set clear expectations for both old and new teams.
• Feedback Loop – just like exit interviews for departing employees, internal offboarding yields important insights, such as what worked in the old role, what obstacles they faced, and how the team can improve going forward.

Why ‘Onboard’ Someone Who Already Works For You?

While offboarding an employee from their old team can help smooth the transition between old and new, it is just as important for employers to have an onboarding process in place for those employees who are moving from one position to another – whether this be a lateral or promotional change.

It seems obvious that if an employee has been awarded a new role, they have likely shown they are capable of succeeding in it. But being capable is only one part of it; the idea that they will land feet first in this new role and hit the ground running isn’t realistic. However, it could become a reality with some dedicated onboarding time.

The new team members should be introduced to the ins and outs of the team they are joining. This means giving them clear milestones to work towards, ensuring there is clarity around the priorities of their role, and giving them a heads up on the culture of the new team. Yes, they are still working for the same company, but individual teams have different ways of working, and there may be a micro-culture operating under the macro-culture of the workplace that the transitioning employee needs to be onboarded into to help them perform the new job to the best of their ability.

A great way of doing this? Offer the promoted or transferred employee a mentor or buddy (much like what is commonly offered to brand new hires). The employee’s transition still involves learning a new social network and unwritten rules,  Having a buddy to guide them can help to accelerate their integration and act as a great sounding board for any questions or feedback they may have.

If the organization treats this new job as a ‘set them loose’ moment, employees may feel isolated or unsure, and then those retention benefits of internal mobility will begin to erode.

In a talent environment where retention is gold, treating internal movement casually is a missed opportunity. But when done thoughtfully, offboarding the old role and onboarding the new one lets you leverage internal promotions as a powerful retention anchor, knowledge accelerator, and culture builder. If you would like to discuss how we can help set up an efficient and productive internal onboarding process, please get in touch with me at amanda@orgshakers.com

Wellbeing programmes have always been a popular investment. Think yoga classes, mindfulness apps, fruit bowls…employers have tried all sorts of innovative little ways to help lessen those feelings of stress and burnout only to find that employee stress levels barely shift.

The reason for this is simple: wellbeing doesn’t start with perks. It starts with how work itself is designed.

When roles are clear, workloads are realistic, and people feel they have control over their time, wellbeing naturally improves. According to the recent research, poor work design, including high job demands, low autonomy, and unclear roles, is one of the top predictors of burnout and absenteeism. So if employers want happier and more productive teams, they need to focus less on interventions around work and more on the structure of work itself.

Design Roles for Manageability

The first step is to look closely at workload and task clarity. When employees don’t know what’s expected or are stretched across too many priorities, stress spikes and engagement falls. In Gallup’s State of the Global Workplace report, only about a third (34 %) of employees worldwide say they are “thriving”. But that leaves a whopping 66% of employees worldwide who are struggling to manage, and this is where burnout can start to creep in.

Small design tweaks make a big difference. Managers can build ‘capacity check-ins’ into one-to-ones to make sure that the workload is achievable, as well as regularly reviewing project scope and ensuring deadlines remain realistic. Empowering teams to flag when capacity is tight will help to build a healthier rhythm of work.

Make Work Meaningful

Purpose is a powerful buffer against stress. People who understand how their tasks contribute to organizational goals will feel more engaged and resilient. Research shows that meaningful work is strongly linked to higher engagement and better wellbeing metrics. For example, high job resources such as autonomy, feedback, social support have been seen to reduce burnout and increase engagement.

Middle managers can help here by linking individual objectives clearly to wider business outcomes, enabling staff to see exactly how their contribution matters. Leaders should be talking about impact, not just output, in team meetings. When employees understand how their work matters, the daily grind feels immediately more purposeful and less draining.

Build in Recovery by Design

Sustainable performance depends on recovery time, and this doesn’t just mean holidays. It means designing work patterns that allow people to rest and reset during the week, too.

Work design also includes giving employees more control over when and where they work. Flexibility, whether in start times, remote days, or compressed hours, helps people manage energy and focus, not just time. It’s about making that mindset shift away from presenteeism and towards measuring output rather than input.

Treat Wellbeing as a Design Principle, Not an Add-On

The most progressive organizations are embedding wellbeing into performance systems, leadership training, and even workflow design. Instead of asking, “How can we fix burnout?” they ask, “How can we build a workplace that prevents it?”.

The fact is, wellbeing thrives when work is thoughtfully designed. By re-examining how tasks are structured, how success is measured, and how people are supported day by day, businesses create an environment where employees don’t just survive their workweek, but succeed through it.

If you would like to discuss how we can help reduce burnout and improve wellbeing right from the root of your business, please get in touch with us today.

An article from Harvard Business Review recently caught my eye. The article centered around this idea that generative AI tools are flooding workplaces with superficially polished but ultimately shallow output which they have dubbed as ‘workslop’.

The claim is a provocative one. Instead of liberating workers, AI may be, in some cases, creating more busy-work for employers and actually undermining real productivity (not to mention eroding at trust between employer and employee when being used to generate this so-called slop).

But is that the full story? A closer look at recent data suggests that the answer is…well, it depends.

The Case for Workslop

In a survey of 1000 workers, 40 % reported receiving AI-generated content that looked tidy yet lacked meaningful substance in the last month. This led to roughly two hours of additional work to correct or redo this ‘workslop’. When translating this wasted time into monetary value, this extra effort equated to $186 per month per employee. So the bigger the business, the more of a financial impact workslop can have.

In addition to this, there is a study of software developers where the use of AI tools resulted in a 19 % slower completion time compared with non-AI use, suggesting that in some contexts AI may actually hinder rather than help.

Taken together, these findings paint a picture of AI-tools being deployed hastily and subsequently generating workslop rather than actual gains.

The Case for Genuine Productivity Gains

On the other hand, there is also data that suggests that when thoughtfully implemented, AI can indeed boost productivity. For example, a recent report from McKinsey sizes the long-term AI opportunity at $4.4 trillion in added productivity growth potential from corporate use cases. But this same report recognizes that whilst the projections for AI are to boost productivity in the long-term, it is the short-term that remains uncertain as many companies may not be at the right stage of maturity for full AI-integration. From this perspective, it’s not the AI tools that are the problem but rather how they are being used and whether they are being used prematurely.

On top of this, a survey by PwC indicates that industries which are most exposed to AI saw revenue per employee grow at 27 % compared to 9 % in those least exposed.

And when looking at the time-saving front, a survey of US workers found that among those who used generative AI at least once in the prior week, the average time saved was about 5.4% of their hours, which translated to roughly 2.2 hours in a 40-hour week.

The takeaway from all of this is that there is potential for AI to create real efficiency and value, despite claims of doing the opposite.

So, What’s the Verdict?

The evidence is seemingly conflicting, which suggests that the answer to whether or not AI is creating ‘workslop’ is more nuanced than simply yes or no. Yes, AI can create workslop, but it can also deliver meaningful productivity gains when used correctly. The key difference lies in how the technology is deployed and integrated.

Rather than viewing AI as either a savior or saboteur, the current evidence supports a more balanced view. When used thoughtfully, AI offers a substantial upside, but when mis-managed, it can degrade overall work quality. The concept of workslop serves as a timely reminder to leaders to invest in redesigning workflows, building AI literacy, and aligning AI-generated content with human judgment and purpose.

If you would like to discuss how we can help ensure that the AI tools your company is investing in are right for you, as well as how to get the most productivity out of them and avoid the looming workslop, please get in touch with us today.

In today’s hyper-connected business world, cybersecurity is no longer solely the domain of IT. As cyber threats escalate in sophistication, driven significantly by advancements in Artificial Intelligence (AI), the Human Resources (HR) function is emerging as a critical partner in building a resilient organizational defense. HR’s unique position as the custodian of employee well-being and organizational culture makes it indispensable in mitigating risks and fostering a security-aware workforce.

There are many ways to mitigate risk in cybersecurity, but at OrgShakers, we believe training and HR’s role in training is vital for cybersecurity risk mitigation.

Recent data underscores the urgency of this collaboration. According to 2024 figures from the Office for National Statistics, cybersecurity is a high priority for senior management in 75% of businesses and 63% of charities. Despite this heightened awareness, the threat remains substantial: half of all businesses (50%) and approximately a third of charities (32%) in the UK reported experiencing a cyber security breach or attack in the 12 months leading up to April 2024. The average cost of a data breach globally reached an all-time high of $4.88 million in 2024, with business disruption and post-breach customer support driving a 10% cost jump from 2023. These figures highlight that technical solutions alone are insufficient; the human element, which accounts for 68% of breaches when excluding malicious privilege misuse, is the most significant vulnerability and the first line of defense.

The Evolving Threat Landscape: AI’s Dual Impact

AI has dramatically altered the cybersecurity landscape, posing both new challenges and opportunities. While AI-powered tools are being leveraged by defenders for threat detection, automated response, and predictive analytics, cybercriminals are also harnessing AI to craft more convincing and scalable attacks. This “AI vs. AI” dynamic is pushing the cybersecurity field towards an arms race.

For HR professionals, the implications are profound. AI-driven attacks have made traditional phishing exercises far more potent. Scammers can now use AI to clone voices from short audio clips or generate “deep fakes” – fake photos and videos – to make social engineering tactics incredibly convincing. This means employees are facing increasingly sophisticated attempts to trick them into revealing sensitive information or installing malware. For instance, fake contracts of employment, complete with company logos and relevant information extracted from public websites, are now being used in highly authentic-looking scams. Social media also presents an added risk, with new hires often targeted by phishing scams as they are perceived as less familiar with internal processes.

Considering Cybersecurity for HR Professionals

HR and Cybersecurity has an opportunity to go hand-in-hand. HR’s involvement in cybersecurity initiatives is not merely beneficial; it is imperative. By integrating cybersecurity into various HR functions, organizations can significantly bolster their defenses:

• Strengthening Recruitment Protocols: Robust recruitment processes should include evaluating a candidate’s understanding of cybersecurity principles, making cyber hygiene as crucial as professional skills. This helps fortify the organization against both internal and external threats from the outset.
• Policy Formulation and Enforcement: HR is key in developing and enforcing clear, comprehensible policies on password management, personal device usage, and data handling. These policies are foundational in reducing the risk of security breaches.
• Encouraging Responsible Digital Behavior: Promoting a culture of accountability regarding digital actions is paramount. This includes regular reviews and updates of cybersecurity protocols, emphasizing adherence to established procedures.
• Employee Exit Management: A meticulous offboarding process is essential when employees leave. HR must ensure timely revocation of access rights and the return of company assets to prevent former employees from misusing sensitive information.
• Collaboration with IT Department: A cooperative relationship between HR and IT is crucial for promptly addressing employee needs and concerns related to cybersecurity, ensuring a secure and resilient digital infrastructure.
• Addressing Insider Threats: Insider threats, whether malicious or unintentional, remain a substantial risk. HR can mitigate this through thorough background checks, strict access controls based on the principle of “least privilege” (each user gets the minimum access necessary), and vigilant monitoring for anomalous employee behavior. The ability to identify behavioral changes or patterns, such as conflicts with colleagues or non-compliance with training, can be crucial early warning signs.
• Confidentiality and Data Protection: As custodians of sensitive employee information, HR must uphold stringent data protection measures. Encrypting HR data, restricting access based on roles, and conducting regular audits are vital in maintaining trust and preventing breaches.
• Fostering a Reporting Culture: Employees must feel empowered to report suspicious activities without fear of reprisal. HR can establish clear reporting mechanisms and assure employees that their concerns will be addressed promptly and discreetly. This proactive approach contributes to a strong security posture.
• Proactive Risk Management: By conducting regular risk assessments and audits, HR contributes to identifying and evaluating potential human-factor risks, thus enhancing organizational resilience.

Building an Engaged and Effective Cybersecurity Training Program

Despite the critical need, a significant gap exists in employee cybersecurity education. A 2024 global poll revealed that 40% of employees have never received cybersecurity training from their organization, and only 27% believe their organization’s security measures are very secure. Even when training is offered, engagement can be low due to a “it won’t happen to me” attitude or a lack of understanding of the seriousness of threats. This oversight can be devastating, as demonstrated by incidents like the 2022 NHS phishing campaign that compromised over 130 email accounts.

To truly “land” cybersecurity training, HR professionals must adopt a continuous, engaging, and relevant approach:

• Move Beyond Generic, Infrequent Training: Training is often too technical, not aligned with specific job roles, or fails to keep pace with evolving threats. Cybersecurity should be a continuous process, not a one-time requirement.
• Embrace Mixed-Media and Interactive Learning: Traditional, passive training methods often lead to low retention. Incorporate interactive and gamified learning, such as phishing testing tools with leaderboards (without “naming and shaming”), and real-life scenarios through videos, case studies, and round-table discussions. Tailoring the approach to different learning styles is crucial.
• Communicate Consequences Clearly: Employees need to understand why cybersecurity is relevant to them, both personally and professionally. Highlighting the potential financial losses, reputational damage, and legal implications of breaches can significantly increase engagement. The average cost of a data breach in the UK was £5,900 in 2024.
• Adapt Training Based on Feedback: Soliciting employee feedback on training tone and content ensures it resonates with the company culture and specific workforce.
• Involve Line Managers: Line managers are instrumental in reinforcing the importance of mandatory training. Devolving responsibility to them, and linking training completion to performance reviews or progression, helps embed a culture of security.
• Offer Flexible and Bite-Sized Learning: Time constraints are a primary barrier to upskilling for nearly half of employees (47%). Providing dynamic, flexible, and bite-sized learning modules, accessible remotely and on the go, can significantly improve completion rates and retention. Adding elements of rewards and interactive competition can further enhance enjoyment and impact.

Conclusion

The convergence of HR and cybersecurity strategies is not just beneficial; it is a strategic imperative for organizations navigating the increasingly complex digital landscape. As AI empowers cybercriminals with more sophisticated attack vectors, the human element becomes simultaneously the greatest vulnerability and the most potent defense. HR professionals, by leveraging their expertise in talent management, policy development, and cultural influence, are uniquely positioned to transform employees from potential weak links into a robust, security-aware human firewall. At OrgShakers, we recognize the critical synergy between HR and cybersecurity. By fostering a collaborative environment, strengthening recruitment protocols, implementing clear policies, championing continuous and engaging training, and proactively addressing insider threats, HR can significantly enhance an organization’s overall cybersecurity posture. We are committed to helping you usher in a new era of collaboration between HR and cybersecurity teams, synergizing your efforts to strengthen defenses and build a future where the security and well-being of your organization are mutually reinforced. If you would like to discuss creating a comprehensive cybersecurity roadmap in conjunction with your HR function, ease get in touch with us today!.

Loneliness is often described as a ‘silent’ epidemic, but in the workplace, it’s becoming harder to ignore – and rightly so.

As employers, we must not only acknowledge the growing sense of disconnection among employees but also view this as a pivotal opportunity to reimagine belonging at work.

Recent research discovered that 53% of employees reported feeling lonelier now than before the pandemic. And what’s even more concerning is that 39% say they don’t have a single friend at work, a stark contrast to the age-old wisdom that workplace friendships are the glue of engagement, resilience, and retention.

We wanted to dig a bit deeper into this notion, so we turned to our LinkedIn community and asked if they believed that loneliness was a significant issue in their organization. Of the respondents, 70% recognized it as an issue of concern in their organization, whilst only 16% could say for sure that it wasn’t. These results are more than just numbers…they are a call to action.

Loneliness at work doesn’t just mean physically being alone. It manifests as:

• Feeling emotionally disconnected in hybrid or remote setups.
• Lacking meaningful recognition or support from managers.
• Missing out on team camaraderie in fast-paced or siloed environments.

While these realities are sobering, they also offer employers a unique opportunity to design workplaces that don’t just operate but connect.

Instead of viewing loneliness as a threat to productivity, it needs to be viewed as a signal that something in the culture, structure, or leadership style needs to evolve. Here’s how employers can begin:

• Build ‘Social Infrastructure’ Into the Workday – team building shouldn’t be confined to quarterly events. Employees need micro-moments of connection, and these can come in the form of regular coffee check-ins, peer mentoring or collaborative wins to create the kind of informal interactions that forge real bonds.
• Prioritise Purpose and Belonging – when employees understand why their work matters and feel seen for who they are, they are less likely to feel adrift. Purpose-driven conversations and inclusive recognition can help employees feel rooted and valued.
• Train Managers to Spot (and Prevent) Disconnection – managers are on the front line. A simple question like, “How are you, really?” can open the door to support. Employers should ensure they are equipping their leaders not just with targets, but  with the empathy and tools to notice when someone’s slipping through the cracks.
• Create Safe Spaces for Real Talk – whether it’s a virtual support group, a Slack channel for neurodiverse colleagues, or open-door hours with HR, giving people spaces where they can speak openly about struggles without stigma builds trust and reduces isolation.

Yes, the loneliness crisis is real. But it also presents an opportunity to humanise work in a way that hasn’t been done before. Connection is no longer a ‘nice to have’ – it’s a critical pillar of workplace wellbeing. And in nurturing it, we can turn a crisis of isolation into a movement of inclusion.

If you would like to discuss how we can help embed inclusion and camaraderie strategies into your workplace, please get in touch with us today!

As climate change accelerates the frequency and severity of natural disasters, the impact on employees and business operations is becoming increasingly tangible.

From wildfires in California to flooding in Texas, China, and Europe, extreme weather events are no longer isolated incidents – they are persistent threats to workforce stability and organizational continuity.

In response, HR professionals are rethinking traditional benefit structures and exploring innovative solutions like catastrophe insurance to support employees in times of crisis.

This article synthesizes recent developments and research to present a compelling case for integrating climate-related protections into employee benefits.

The Rising Tide of Climate Disruption

In 2024 alone, economic losses from natural disasters reached $368 billion globally, driven by hurricanes, floods, and severe storms. The U.S. experienced 27 major climate disasters that year, contributing to a cumulative $3 trillion in losses since 1980. These events are not only financially devastating but also deeply disruptive to employees’ lives – affecting housing, health, and the ability to work.

Mercer’s 2025 survey revealed that 76% of employers reported their workforce had been affected by at least one extreme weather event in the past two years, with flooding and wildfires being the most common. This growing exposure has prompted HR leaders to expand their benefits offerings to include climate-related support mechanisms.

Catastrophe Insurance: A Strategic Employee Benefit

Traditionally used to protect business assets, catastrophe insurance is now being considered as a direct employee benefit. This coverage provides financial protection against disasters such as wildfires, hurricanes, and floods – events that standard insurance policies often inadequately address. By offering catastrophe insurance, employers can:

• Enhance Employee Wellbeing: Immediate financial support helps employees recover faster, reducing stress and promoting mental health.
• Improve Retention and Recruitment: Employees value organizations that proactively safeguard their wellbeing, especially in high-risk regions.
• Demonstrate Corporate Responsibility: Offering climate-related benefits signals a company’s commitment to holistic employee care and community resilience.
• A Gartner survey found that 37% of employers experienced severe workforce disruption due to environmental risks, underscoring the need for proactive planning. Moreover, only 17% of global CEOs have a strategy to protect employees from climate impacts, despite 63% of workers believing their organizations are falling short.

Expanding the Climate Benefits Portfolio

Beyond catastrophe insurance, employers are implementing a range of climate-related benefits:

• Mental Health Support: Addressing “eco-anxiety” through counseling and therapy apps is becoming more common, with 30% of employers offering such support.
• Paid Leave and Relief Funding: Dedicated leave for disaster recovery and streamlined access to emergency funds help employees navigate crises more effectively.
• Physical Safety and Evacuation Plans: Some organizations repurpose corporate real estate as emergency shelters and provide evacuation assistance.
• Administrative Navigation: Employers are simplifying access to federal, local, and internal support programs by assigning benefits navigators.
• These offerings mirror the expanded support systems seen during the COVID-19 pandemic, setting a precedent for climate-related employee care.

Closing the Protection Gap

Aon’s 2024 report highlights a 75% global protection gap – meaning most disaster-related losses are uninsured.

This gap presents a critical opportunity for employers to step in where public systems may fall short. As federal funding for disaster recovery becomes less predictable, private sector solutions like employer-sponsored catastrophe insurance are increasingly vital.

Conclusion

Climate change is redefining the employer-employee relationship. HR professionals must evolve their benefits strategies to address the growing risks posed by natural disasters.

Catastrophe insurance and related climate benefits are not just reactive measures – they are proactive investments in workforce resilience, organizational stability, and long-term employee loyalty. By championing these initiatives, HR leaders can position their organizations as forward-thinking, compassionate, and prepared for the challenges ahead.

If you would like to discuss how we can help you embed catastrophe insurance into your benefits package, please get in touch with us today!

‘Safe workplaces’ is a phrase that evokes the image of well-lit offices, inclusive signage, ergonomic seating, and perhaps a weekly wellness initiative. But beneath the polished exterior, the question of what ‘safe’ really means is becoming increasingly urgent.

Does safety mean physical security? Does it mean freedom from conflict? Or does it mean something deeper…a place where people can bring their full selves – including their pain, their fears, and their histories – without fear of punishment or erasure?

It can be worth employers asking themselves whether some of their ‘safe spaces’ are actually too safe. Not in the sense of being overly protective, but in being overly cautious to the point that real stories of trauma, burnout, and exclusion are never truly heard. In many cases, efforts to be trauma-informed can unintentionally morph into trauma-avoidance, and that silence can come at a cost.

Research shows that over 70% of employees remain silent in the workplace due to fear of negative consequences, even when they perceive their organization as psychologically safe. In the UK alone, more than 7.5 million workers (roughly 22%) struggle with mental health concerns but do not feel comfortable discussing these challenges with their employer. If we zoom out to get a global idea, you will find that anxiety and depression contribute to the loss of an estimated 12 billion workdays every year. These statistics aren’t just a sobering reality check, they are an invitation to rethink what workplace safety could actually mean.

Rather than viewing this as a failure, employers should see it as an opportunity. Every moment of silence is a missed connection, but also a space they can fill with empathy, trust, and change. A truly trauma-informed workplace doesn’t smooth over discomfort. Instead, it creates the conditions in which discomfort can be expressed and met with care (that doesn’t mean turning every meeting into a therapy session, but it does mean making room for honesty!).

Creating this kind of culture begins with simple but powerful shifts. Leaders who are willing to show vulnerability by acknowledging stress and admitting mistakes help to normalize emotional expression. When emotional honesty becomes a shared value rather than a risk, psychological safety grows.

And this isn’t just good for morale, it’s good for performance, too. Studies have shown that teams with high psychological safety are 50% more innovative, experience 25% less burnout, and have 40% lower employee turnover. In other words, when people feel safe to be real, they do better work.

Another key part of building a trauma-informed culture is equipping managers – not to act as therapists, but to act as empathetic witnesses. Unfortunately, despite 76% of managers feeling that their staff’s wellbeing was their concern, only 22% has ever had any form of mental health training. But this training doesn’t have to be overwhelming. Organizations can empower managers with simple tools like active listening techniques, a basic understanding of trauma responses, and permission to hold space without having all the answers.

These efforts can be supported by embedding micro-moments of safety throughout the organization. These don’t have to be big or flashy; a five-minute check-in at the start of a meeting, a culture of peer-to-peer appreciation, or an internal newsletter featuring real employee stories can quietly shift norms over time. After all, the goal is not perfection – it’s connection.

At its heart, a trauma-informed workplace is not about eliminating difficulty. It’s about responding to it with courage, compassion, and a willingness to grow. The most powerful kind of safety isn’t about avoiding pain, but instead making sure no one has to face it alone.

If you would like to discuss how we can help ensure that your workplace is trauma-informed and safe for all employees psychologically, please get in touch with us today!

In today’s fast-paced, complex business environment, HR professionals are under increasing pressure to deliver timely, strategic solutions that align with organizational agility.

Traditional HR processes – often segmented into cyclical, reactive, proactive, and project-based workstreams – struggle to keep pace with the demands of modern enterprises.

Agile methodology, long embraced by IT and product development teams, is now emerging as a transformative approach within HR, offering a dynamic framework to enhance responsiveness, collaboration, and value creation.

The Agile HR Paradigm

Agile HR is not a one-size-fits-all solution but a flexible mindset and methodology that can be tailored to specific HR needs.

At its core, agile HR involves forming cross-functional teams – or “squads” – that work in short, iterative cycles known as “sprints.” These squads are composed of individuals with diverse skill sets and perspectives, including HR sub-functions, stakeholders, and external consultants. Their goal is to deliver incremental improvements to HR processes, guided by continuous feedback and transparent communication.

Key elements of agile HR include:

• Multi-Disciplinary Collaboration: Agile squads bring together varied expertise to ensure all relevant viewpoints are considered, fostering holistic problem-solving and innovation.
• Time-Bound Sprints: Typically lasting two to four weeks, sprints focus the team on delivering tangible outcomes quickly, with regular updates and adjustments based on stakeholder input.
• Transparency and Trust: Agile demands openness about progress and challenges, encouraging a culture of mutual support and accountability.

Applying Agile to HR Functions

Agile methodology can be selectively applied to HR processes without requiring a full-scale transformation.

For example, in onboarding, the agile approach would begin by identifying pain points through stakeholder consultation. A small, skilled team is then assembled to design and execute solutions in iterative sprints. Goals are broken down into manageable tasks, prioritized in a backlog, and tracked through daily stand-up meetings. Feedback from each sprint informs the next, ensuring continuous improvement and alignment with user needs.

This modular application of agile allows HR teams to experiment, learn, and adapt without overhauling their entire operating model. It also empowers HR professionals to become proactive drivers of change rather than reactive service providers.

Evidence from Recent Research

Recent studies underscore the growing relevance and effectiveness of agile HR.

A 2024 systematic mapping study published in the German Journal of Human Resource Management analyzed 86 primary studies and identified two major themes: “Agile for HR” (how HR adopts agile practices) and “HR for Agile” (how HR supports organizational agility). The research highlights that agile HR practices enhance organizational responsiveness, talent acquisition, and performance management. Importantly, it suggests that HR can transition to agility through incremental changes rather than radical overhauls.

This study further validates McKinsey’s “HR’s New Operating Model” which highlights that agile principles enable HR to prioritize effectively, reallocate resources swiftly, and accelerate transformation.

Organizations adopting agile HR models report improved employee experience, streamlined operations, and enhanced strategic alignment.

Strategic Implications for HR Leaders

Agile HR is more than a methodology – it’s a strategic capability.

As organizations face heightened volatility, talent shortages, and evolving workforce expectations, HR must evolve from a support function to a central enabler of agility.

Agile practices offer a pathway to achieve this by fostering adaptability, collaboration, and continuous learning.

For HR leaders, the journey toward agility begins with mindset shifts, pilot initiatives, and a commitment to transparency and stakeholder engagement. Whether applied to onboarding, performance management, or organizational design, agile HR can unlock new levels of efficiency and impact.

Conclusion

Agile methodology presents a compelling opportunity for HR professionals to redefine their role in the organization.

By embracing agile principles – collaboration, iteration, transparency, and responsiveness – HR can become a catalyst for innovation and strategic transformation.

The evidence from recent research and case studies confirms that agile HR is not just a trend but a necessary evolution in the face of modern business challenges.

If you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with us.