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.

In today’s evolving work environment – marked by hybrid models, remote flexibility, and increasing mental health awareness – employee procrastination has emerged as a critical challenge for HR professionals.

While occasional delays are natural, chronic procrastination can significantly hinder productivity, morale, and organizational performance.

Understanding its root causes and implementing targeted interventions is essential for fostering a high-performing, psychologically safe workplace.

Understanding the Psychology Behind Procrastination

Procrastination is more than a time management issue; it is a complex psychological behavior rooted in emotional regulation and self-control.

Neuroscience reveals that procrastination stems from a conflict between the brain’s limbic system, which seeks immediate gratification, and the prefrontal cortex, responsible for planning and decision-making. When stress or anxiety overwhelms an individual, the limbic system often wins, leading to avoidance behaviors.

Recent research underscores that procrastination is frequently linked to psychological inflexibility – the inability to accept and manage negative emotions.

A 2024 study from the University of Helsinki found that interventions aimed at increasing psychological flexibility, such as Acceptance and Commitment Therapy (ACT), significantly reduced procrastination when combined with time management training. This dual approach helps individuals acknowledge discomfort without avoidance, enabling them to act in alignment with long-term goals.

The Organizational Impact of Procrastination

Procrastination in the workplace manifests in missed deadlines, reduced output quality, and disrupted team dynamics. A 2024 study published in the IOSR Journal of Economics and Finance found that procrastination is often driven by anxiety, unclear goals, and environmental distractions. These factors not only diminish individual performance but also affect team cohesion and project timelines.

Chronic procrastination can lead to increased stress, burnout, and even higher turnover rates. Moreover, the economic cost of procrastination is substantial. Delayed tasks can cascade into broader inefficiencies, reducing profitability and innovation. Employees who frequently procrastinate may also miss out on professional development opportunities, further limiting organizational growth.

Strategic Approaches to Mitigation

There is no one-size-fits-all solution to workplace procrastination. However, HR leaders can adopt a multi-pronged strategy tailored to their workforce’s needs:

1. Management-Led Interventions

Managers can proactively shape the work environment to reduce procrastination without explicitly labeling it as such. This includes:

• Setting clear goals and intermediate deadlines.
• Reducing ambiguity in task expectations.
• Offering economic incentives for timely performance.

These structural changes help create a sense of urgency and accountability, especially for employees who struggle with self-regulation.

2. Employee-Led Initiatives

Empowering employees to take ownership of their productivity can also be effective. Providing access to resources – such as guides on time management or self-assessment tools – allows individuals to address procrastination autonomously. However, this approach may be less effective for those lacking intrinsic motivation or awareness of their behavior.

3. Joint Responsibility Models

The most balanced and sustainable approach involves collaboration between management and employees. For example, managers can explain the rationale behind setting intermediate deadlines and encourage employees to co-create their schedules. This fosters autonomy while maintaining structure – a critical balance, as too much or too little autonomy can both exacerbate procrastination.

Practical Tools and Techniques

Several evidence-based practices can support these strategies:

• Microbreaks: Encouraging short, regular breaks helps employees recharge and reduces cognitive overload. These breaks, when framed positively, can prevent guilt associated with downtime and improve overall engagement.
• Task Segmentation: Dividing the workday into “happy work” (tasks employees enjoy) and “work-y work” (routine or administrative tasks) can help maintain motivation and reduce avoidance.
• Time Management Training: As shown in the ACT-based study, structured training in prioritization and scheduling significantly reduces procrastination.
• Psychological Safety: According to the APA’s 2024 Work in America survey, employees who feel psychologically safe are more productive and less likely to experience burnout. Creating an environment where employees can express concerns without fear of judgment is essential for addressing procrastination rooted in anxiety or fear of failure.
  
  

Rethinking Delay: Not All Postponement Is Procrastination

It’s important to distinguish between harmful procrastination and strategic delay.

Employees may postpone tasks for valid reasons, such as prioritizing more urgent responsibilities or waiting for additional information. Similarly, non-work-related activities like socializing or brief relaxation can serve as recovery strategies that enhance long-term performance.

Conclusion

Procrastination is a multifaceted issue that requires nuanced, empathetic, and evidence-based responses. By understanding its psychological underpinnings and implementing flexible, supportive interventions, HR professionals can transform procrastination from a productivity drain into an opportunity for growth and engagement.

The path forward lies in fostering environments that balance structure with autonomy, encourage emotional resilience, and prioritize mental well-being. In doing so, organizations not only mitigate procrastination but also cultivate a more motivated, innovative, and resilient workforce.

If you would like to discuss detailed strategies about boosting productivity and engagement by tackling employee procrastination, please get in touch with us.

Not long ago, internships were a rite of passage.

An essential first step into certain segments of the workforce, they offered a safe space for young talent to learn the rules of a workplace, absorb the culture, and acquire the protocols that can’t be taught in a classroom. Internships were more than just résumé builders – they were career ladders, giving aspiring professionals a chance to learn by doing.

But that first rung is disappearing.

With the rapid rise of artificial intelligence across industries, we are seeing routine, monotonous, and admin-heavy tasks – the kinds typically assigned to interns – being automated out of existence. As AI systems increasingly take over scheduling, data entry, report formatting, and even basic customer service interactions, companies are finding they no longer ‘need’ interns for this kind of work.

At first glance, this might seem like efficiency in action. But from an HR standpoint, it could be a cause for concern.

According to a recent SHRM report, AI poses a growing threat to both interns and new graduates, largely because it is eroding the stepping-stone roles that once helped people successfully enter the workforce. Entry-level positions and internships were never just about productivity; they were about potential. By removing the lower rungs of the ladder, employers risk cutting off a key path for fresh talent.

The issue is not that AI is taking over everything, because it isn’t, as AI still struggles with nuance, creativity, and contextual decision-making. What it can do, however, is an increasing amount of foundational work. And here’s the catch: employers now expect junior employees to come in with experience or expertise that would previously have been learned through internships. But if those internships no longer exist, where is that experience supposed to come from?

Employers are inadvertently creating a paradox: they want new hires who can do what AI does, but they are removing the very mechanisms (like internships) that allow people to build those skills. The result? A growing skills gap at the base of the workforce pyramid.

This isn’t just an operational issue, it’s also a talent pipeline and equity issue. Internships have historically served as access points for students and recent graduates from underrepresented backgrounds to gain meaningful workplace exposure. Without them, employers run the risk of deepening socioeconomic divides in the job market.

AI is not the enemy, but thoughtless adoption of it is. If we allow automation to expand without intentional strategies for talent development, we may soon find ourselves facing a workforce that is efficient but brittle. Internships must be reimagined, not eliminated. They can still exist, but perhaps with new responsibilities, shadowing opportunities, mentorship, and training in areas where human learning is essential. Knowledge capture, transfer, and sharing is a critical part of the new internship paradigm.

The broader trend of AI-related job displacement is happening now. But displacement doesn’t have to mean disconnection. As employers and HR professionals, we must advocate for AI to be used intentionally – not accidentally – especially when it comes to cultivating future talent.

It’s time we ask: are we investing in AI at the expense of investing in people? Because if we remove the first rung, we may find no one is left to climb.

If you would like to discuss how we can help you optimize the internship and your use of AI, please get in touch with me at amanda@orgshakers.com

In today’s evolving workplace, where employee expectations are shifting and retention is more critical than ever, one leadership trait is emerging as a powerful differentiator: approachability.

Far from being a soft skill or a sign of weakness, approachability is now recognized as a strategic asset that drives employee engagement, loyalty, and performance. So, for HR professionals, cultivating and supporting approachable leadership is no longer optional – it’s essential.

Why Approachability Matters

Recent research underscores a longstanding and compelling truth: employees don’t leave companies – they leave managers.

According to SHRM’s 2024 Talent Retention Report, dissatisfaction with leadership and toxic work environments were among the top reasons employees quit, ranking higher than compensation. Conversely, a positive culture, strong leadership, and work-life balance were cited as the most influential factors in why employees choose to stay.

Forbes’ 2025 analysis echoes this, revealing that companies with high retention rates – such as Southwest Airlines and NVIDIA – share a common thread: leaders who foster trust, transparency, and personal connection. These organizations prioritize psychological safety, shared purpose, and meaningful relationships, all of which are nurtured through approachable leadership.

The Core Elements of Approachability

Approachability in leadership can be cultivated through intentional behaviors and cultural practices. Here are the key components:

1. Breaking Down Hierarchies

Simple gestures like greeting employees by name, making eye contact, and engaging in casual conversation can significantly enhance a leader’s accessibility. Leaders who consistently recognize their team members are 63% more likely to retain them. These small acts signal that people matter and help dismantle the invisible walls that often separate leadership from staff.

2. Authentic Connection

Knowing your team goes beyond job titles. Great leaders ask open-ended questions, show genuine interest in employees’ lives, and share their own experiences – including failures. This mutual vulnerability fosters trust and encourages open communication. Harvard research confirms that asking questions increases likability and strengthens interpersonal bonds.

3. Open-Door Mindset

An open-door policy – both literal and figurative – invites dialogue and signals that leaders are available and willing to listen. This accessibility helps surface issues early, reduces the risk of miscommunication, and builds a culture of transparency.

4. Nonverbal Communication

Body language plays a crucial role in approachability. Relaxed posture, nodding, smiling, and maintaining eye contact all contribute to a welcoming presence. Leaders must be mindful of how their physical demeanor aligns with their verbal messages.

5. Feedback and Self-Awareness

Approachable leaders actively seek feedback on how they are perceived, especially under stress. This self-awareness helps close the gap between intention and impact, ensuring that assertiveness is not mistaken for unavailability.

6. Trust and Ethical Leadership

Trust is the foundation of approachability. Leaders must handle sensitive information with integrity and demonstrate consistent, ethical behavior. When employees trust their leaders, they are more likely to engage, innovate, and stay.

The Business Case for Approachability

The benefits of approachable leadership extend beyond employee satisfaction. Gallup’s 2024 report found that engaged employees are 87% less likely to leave their organizations. Moreover, companies that invest in leadership development and employee experience outperform their peers in productivity, innovation, and financial performance.

SHRM’s 2025 predictions highlight that employee experience is becoming a strategic edge, with organizations moving beyond engagement metrics to focus on holistic wellbeing. Approachability is central to this shift, as it directly influences how employees experience their workplace on a daily basis.

Practical Strategies for HR Leaders

To embed approachability into leadership culture, HR professionals can:

• Train leaders in emotional intelligence and communication skills.
• Encourage regular check-ins and informal conversations.
• Implement mentorship and peer coaching programs.
• Promote transparency in decision-making and feedback loops.
• Recognize and reward inclusive, empathetic leadership behaviors.

Conclusion

Leadership is a competitive advantage. It’s not about being everyone’s friend – it’s about being present, human, and trustworthy. HR leaders have a pivotal role in shaping this culture by equipping managers with the tools and mindset to lead with openness and empathy. By championing approachability, organizations can build workplaces where people don’t just stay – they thrive.

If you would like to discuss how we can help build greater leadership approachability in your organization, please get in touch with us today!

There has long been a disconnect between the immense value midlife employees can offer and the actual opportunities available to them. That’s why the recent announcement by the French government – a national campaign to boost employment for workers over 50 – feels both revolutionary and long overdue.

France’s labor minister, Astrid Panosyan-Bouvet, captured it perfectly:

“The underemployment of the over-50s is a real economic, human, and social waste.”

She’s right, and not just economically, but socially and ethically too.

France is tackling the issue head-on with three interlinked priorities: changing attitudes, policy, and practice.

1. Changing Attitudes
   A nationwide communication campaign will launch to challenge age-related stereotypes and promote the career stories of older workers. What’s especially encouraging is the emphasis on visibility for older women, who are an often doubly marginalised group in the labour market. This isn’t just feel-good PR, but a necessary cultural shift to remind employers that experience is not a liability – it’s an asset.
2. Changing Policy
   Legislation is coming in June to support these goals. The bill will include mid-career interviews, more flexible end-of-career arrangements, and a new ‘Experience Enhancement Contract’ to support jobseekers over 60. These are tangible steps that give structure to what has too often been overlooked in other countries.
3. Changing Practice
   France Travail (formerly Pôle Emploi) will provide personalised support, training and retraining opportunities under the Atout Seniors programme, which is being rolled out nationwide. It’s practical, local, and human-centred, which is exactly the kind of approach need if we want to see real change.

For the US, UK, and many other countries with ageing populations, this initiative should serve as both a wake-up call and a blueprint.

We already know the demographics: people are living and working longer. And yet, many over-50s face diminishing prospects despite their wealth of experience. That’s not just a personal tragedy, it’s an economic misstep. If other countries are serious about addressing productivity gaps, skills shortages and even social inequality, integrating older workers into the heart of their talent strategy is essential.

Whilst employers bide their time for similar action to take place in their countries, they must be leading the charge for this inclusivity initiative in their own organizations. This means auditing recruitment processes for age bias, actively offering mid-career development plans, and endeavouring to create flexible paths to retirement that support contribution rather than exit.

France’s campaign is bold, pragmatic, and above all, it’s hopeful. OrgShakers prides itself on being a company that is age inclusive – so much so that half of our team are midlife workers – and so with firsthand experience of these inclusive practices, we are experts in helping companies cease the opportunities that this group of untapped talent can provide. If you would like to discuss just how we can help you do this, please get in touch with us today!

As World Emoji Day rolls around each July 17th, it’s a timely reminder that the way we communicate at work is always evolving … and becoming increasingly visual.

Emojis have grown from informal texting shorthand into a rich, digital language that transcends borders – we like to call this language ‘cybernese’. But while these colourful icons can bring warmth and clarity to messages, they can also cause confusion, particularly across different generations in the workplace.

So how can HR teams embrace emojis as tools for better communication while remaining mindful of generational nuances and digital fluency?

There’s no denying that emojis are now part of everyday communication at work. According to a Slack and Duolingo study, 58% of employees globally said that using emojis at work allows them to communicate more nuance with fewer words, and 54% believe that emoji use can speed up workplace communication.

For younger generations (especially Millennials and Gen Z) emojis are second nature. They use them to soften instructions, express appreciation, or inject humour. But for Gen X or Baby Boomers, emoji use can feel unfamiliar, unprofessional, or even ambiguous.

Take the humble ‘thumbs up’ emoji. While older workers view it as a positive and efficient response, younger employees may perceive it as passive-aggressive or dismissive. Similarly, the classic cry-laughing face – once the go-to for sharing a laugh – has been replaced by the skull emoji among Gen Z to signal ‘I’m dead from laughing’. For someone unfamiliar, that can be jarring.

Understanding emoji literacy isn’t just a trend, it’s part of digital fluency and an essential component of inclusive communication in today’s workplace.

Generational misunderstandings can quickly lead to frustration, misinterpretation, or even conflict, and so employers can play a key role in helping to bridge these gaps by:

• Providing soft-skills training around digital communication norms.
• Creating emoji style guides that outline tone, professionalism, and preferred use in platforms like Slack or Microsoft Teams.
• Encouraging respectful curiosity rather than judgement. This helps to foster a culture where employees feel comfortable asking what something means.

Used mindfully, emojis can actually increase engagement and psychological safety – especially in hybrid or remote settings. Reactions like a heart or clapping hands can easily be used to acknowledge contributions without derailing focus. And custom emojis can also reinforce company culture and inside jokes, helping to build a sense of belonging.

So, employers need to ensure that they are not shying away from the use of emojis in the workplace. Rather, they should be harnessing their full potential and making this accessible for all staff – not just the younger ones.

This means treating emojis as part of the evolving language of work, championing intergenerational understanding through open dialogue, and encouraging a balance of professionalism and personality when using digital channels.

If you would like to discuss how we can help bridge the generational gap in your organization, please get in touch with us today!

In today’s rapidly evolving workplace, Emotional Intelligence (EQ) has emerged not as a “nice to have,” but as a critical business imperative. Once dismissed as a soft skill, EQ is now recognized as a foundational capability for leadership, innovation, resilience, and organizational performance. For HR professionals, understanding and leveraging EQ is essential to building empowered, adaptable, and high-performing teams.

Why Emotional Intelligence Matters More Than Ever

The World Economic Forum’s Future of Jobs 2023 report placed emotional intelligence among the top 10 most important skills for the future of work. As organizations navigate the complexities of hybrid work, AI integration, and generational diversity, EQ enables leaders and employees to manage change, foster collaboration, and maintain psychological safety.

Recent research underscores this shift. A 2025 systematic review published in Canadian Psychology found that emotional intelligence significantly enhances collaborative problem-solving by improving team cohesion, trust, and performance. Moreover, EQ moderates the effects of team diversity, helping diverse groups work more effectively together.

In the age of AI, EQ is also a key differentiator. While machines excel at data processing, they lack the nuanced understanding of human behavior. EQ enables employees to “read the room,” adapt communication styles, and build rapport—skills that are increasingly valuable as automation reshapes job roles.

The Business Case for EQ

EQ is not just about interpersonal harmony—it drives tangible business outcomes:

• Innovation Premium: Organizations with emotionally intelligent leaders are more likely to foster cultures of empowerment, risk tolerance, and psychological safety—key ingredients for innovation.
• Resilience and Adaptability: EQ supports resilience by helping individuals manage stress, remain composed under pressure, and stay focused on solutions rather than blame.
• Performance and Retention: TalentSmart research shows that individuals with high EQ earn an average of $29,000 more annually than their lower-EQ peers. Additionally, 75% of managers use EQ as a criterion for promotions and salary increases.

EQ in Action: Building Resilient, High-Performing Teams

The traits that define emotionally intelligent teams—candor, resourcefulness, empathy, and humility—are also the hallmarks of resilient organizations. These teams engage in open dialogue, support one another, and collaborate effectively under pressure. As highlighted in Harvard Business Review, such characteristics are essential for navigating uncertainty and driving sustained performance.

Moreover, EQ is the “delivery system” for IQ. It enables individuals to apply their cognitive abilities more effectively by regulating emotions, communicating clearly, and responding constructively to feedback. This is especially critical in leadership, where the ability to motivate, empathize, and inspire is often more impactful than technical expertise alone.

EQ Is Measurable and Developable

Contrary to the belief that EQ is innate, decades of neuroscience research confirm that it can be developed throughout life. Brain plasticity allows individuals to build new emotional and behavioral patterns through deliberate practice and coaching. Tools like the EQ-i 2.0 assessment provide actionable insights into areas for growth, enabling HR professionals to design targeted development plans.

Effective EQ development involves:

• Empathy: Understanding others’ perspectives and responding with compassion.
• Self-regulation: Managing impulses and maintaining composure.
• Self-awareness: Recognizing and understanding one’s emotions and their impact.
• Social skills: Building rapport, resolving conflicts, and fostering collaboration.
• Motivation: Cultivating a drive to achieve and a commitment to goals.

The HR Imperative

For HR leaders, embedding EQ into talent strategies is no longer optional. It should inform recruitment, leadership development, performance management, and organizational culture initiatives. EQ coaching, peer feedback, and experiential learning can all play a role in cultivating emotionally intelligent workplaces.

As AI continues to transform the nature of work, the human skills that EQ encompasses—empathy, adaptability, and ethical judgment—will only grow in importance. Investing in EQ is not just a strategy for individual growth; it’s a blueprint for organizational resilience and competitive advantage.

If you would like to discuss how we can help build greater EQ in your organization, please get in touch with us today!

Employers have a duty to cultivate a workplace culture where people feel supported, not scrutinised; understood, not judged. Addiction – whether to substances or behaviours – remains one of the most pressing yet quietly managed issues in today’s workforce.

Often hidden behind absenteeism, performance dips, or behavioural changes, addiction can deeply affect both the individual and the wider team.

While alcohol and drug misuse are more traditionally associated with workplace risk, other forms of addiction (such as gambling, prescription medication, and even pornography) are becoming increasingly relevant. According to a Bupa survey, over 57% of employees have struggled with some form of addiction. That includes 15% citing alcohol, 14% gambling, and 7% drugs. A further number reported issues with other behaviours, including social media and pornography. These are issues that tend to fly under the radar until a serious incident forces them into the spotlight.

The implications for employers are significant. Alcohol misuse alone costs the UK economy more than £6.4 billion annually, with 3–5% of all workplace absences linked to drinking. In America, this misuse costs an estimated $249 billion.  

Yet despite the scale of the problem, addiction remains a deeply stigmatised topic – 43% of employees say they would not disclose an addiction for fear of professional repercussions. At the same time, 71% of employers recognise that addiction impacts their business, while only 13% currently offer structured support such as addiction counselling.

This presents both a challenge and an opportunity; employers who are willing to face addiction openly, and respond with care rather than punishment, can make a profound difference in the lives of their people and improve the health of their business in the process.

The starting point? Clarity. Every organisation should have a clear, compassionate policy that outlines expectations around substance and behavioural use, as well as procedures for support, intervention, and, if necessary, disciplinary action. Crucially, such a policy must extend beyond alcohol and drugs to acknowledge lesser-discussed behaviours like excessive pornography use, as this is not just a question of compliance, but of safeguarding workplace culture. Viewing adult content at work, for example, may seem like an isolated lapse in judgement, but it can damage trust and contribute to a toxic or unsafe environment. One survey even discovered that around 60% of employees had admitted to watching adult content at work – yet few employers are addressing this explicitly.

Support mechanisms must go hand-in-hand with policy. Employee Assistance Programmes (EAPs) are a cornerstone of this approach, offering confidential access to counselling and support services. Promoting these services proactively rather than waiting for a crisis is key, and so too is training line managers to recognise the early warning signs: unexplained absences, mood swings, declining output, or sudden behavioural changes. These patterns are often the first indication that someone is struggling.

While formal interventions may be necessary in some cases, it’s often the small, preventative actions that make the greatest difference. Employers can help reduce reliance on unhealthy coping mechanisms by promoting mental health initiatives, offering stress management support, encouraging regular breaks, and creating space for open dialogue. For example, substituting alcohol at workplace events with inclusive, alcohol-free options to send a message of sensitivity and inclusion.

And in addition to the wellbeing side of this support, addressing addiction makes business sense, too. One study found that organisations with clear alcohol policies saw a 20% reduction in heavy drinking among employees. Beyond cost savings and reduced absenteeism, companies also benefit from improved morale, lower staff turnover, and stronger team cohesion. But perhaps most importantly, they give their people a second chance – and that can have a ripple effect far beyond the office walls.

If you would like to discuss how we can help strengthen your policies and support strategies around addiction support in the workplace, please get in touch with me at anya@orgshakers.com