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Autism Spectrum Disorder (ASD) is a neurodevelopmental condition which is typically characterized by persistent challenges in social communication and interaction, as well as restricted, repetitive patterns of behaviors, interests, and activities. ASD emerges in different ways in different people, which can make it difficult to generalize behaviors.
While we have been aware of autism for many years, there is still an alarming gap when it comes to the employment of individuals with ASD. In the US, only 32% of adults with autism are employed, compared to 70% of neurotypical adults. Similarly in the UK, the Buckland Review of Autism Employment found that just 3 in 10 autistic people are in work, compared to 5 in 10 for all disabled people and 8 in 10 for non-disabled people. It also found that those with ASD faced the largest pay gap of all disability groups.
The needs of individuals with ASD can be increasingly unique. As employers, it is crucial to actively foster an accepting and supporting work environment that adopts a more nuanced and individualized approach.
One of the most important principles in supporting employees with ASD is to avoid making assumptions. Certain physical and behavioral traits are often associated with ASD, but employers should not jump to conclusions about an employee’s neurodivergence based on observation alone. Diagnosing employees is not the role of the employer; rather, support should only be offered when an employee actively discloses their diagnosis or requests assistance or accommodation.
Once an employee voluntarily shares that they have ASD, the first step for an employer is to check their own biases. Do not immediately assume what the employee can or cannot do. Instead, ask questions, remain open-minded, and recognize that ASD manifests uniquely in each individual. The label of ASD is not a limitation but an opportunity to learn how best to support an employee’s productivity and wellbeing in the workplace.
Every employee with ASD has different sensitivities and needs. Employers must work with employees to determine which environmental adjustments will help them perform at their best. Here are some key factors to consider:
In addition to physical workplace considerations, a company’s culture plays a significant role in how well ASD employees assimilate into the workplace. Many individuals on the spectrum struggle with unspoken social rules and expectations, which can lead to insecurity and social isolation. Without a culture of understanding and belonging, ASD employees may experience increased absenteeism or disengagement. Here are some key factors to consider when promoting a mentally supportive culture:
Supporting employees with ASD requires a thoughtful, individualized approach that prioritizes understanding over assumption. By considering sensory needs, providing flexible accommodations, and fostering an accepting culture, employers can create a workplace where neurodivergent employees feel valued and supported.
If you would like to discuss how we can help build neurodiversity support strategies into your company and grant you access to a wide pool of untapped talent, please get in touch with me at amanda@orgshakers.com
The working world is evolving at an unprecedented pace, driven by transformative forces such as new technologies, generative AI, geopolitical turbulence, and the assimilation of hybrid and remote working models.
For HR professionals, these rapid changes present both opportunities and challenges, demanding agile approaches to ensure organizational readiness.
A key concern is whether organizations are equipped to manage change effectively.
According to a recent report from Gartner, 82% of HR leaders believe that managers lack the skills needed to navigate change successfully.
Coupled with this, 77% of employees report experiencing change fatigue – the exhaustion and cynicism that individuals experience when undergoing frequent or complex changes, leading to resistance, decreased motivation, and disengagement. This fatigue negatively impacts employee wellbeing and productivity, yet only 8% of workers feel confident in their ability to manage it.
For HR leaders, the imperative is clear: addressing change fatigue must be integral to organizational transformation strategies. And, as the pace of change shows no signs of slowing, incorporating proactive fatigue prevention measures becomes essential to sustain workforce engagement and drive productivity.
Traditionally, change management has focused on clear communication and comprehensive training. Now, however, our approach needs to evolve further. Integrating change fatigue management into organizational strategies equips managers with tools to guide their teams effectively. This involves identifying fatigue drivers, addressing issues promptly, and preventing fatigue through measures such as promoting microbreaks, involving employees in decision-making, fostering a psychologically safe work environment, and normalizing rest periods.
Critically, successful fatigue prevention requires HR leaders to recognize that one-size-fits-all solutions are ineffective. Employees have diverse needs based on their roles, personal circumstances, and life stages. By adopting an intersectional lens to employee wellbeing, HR professionals can create tailored support systems that resonate with each demographic within their workforce.
For instance, midlife workers often have needs that differ from those of younger employees. While established wellbeing programs frequently focus on parental leave or childcare support, midlife employees may benefit more from initiatives such as menopause support or resources for working carers. By bridging these gaps and offering inclusive wellbeing strategies, organizations can empower their entire workforce to manage change fatigue confidently.
As HR professionals, we play a pivotal role in steering organizations through this era of transformation. By prioritizing employee wellbeing and equipping managers with the tools to mitigate fatigue, we can create a resilient workforce ready to adapt and thrive amid ongoing changes.
Is your organization prepared to embrace change with confidence?
Let’s start the conversation and explore innovative strategies to support your employees through this dynamic landscape. Reach out today to discuss how we can collaborate on implementing change fatigue management solutions tailored to your organization’s needs.
As employers, one of the most fundamental responsibilities we are tasked with is fostering a workplace environment where all employees feel safe, valued, and empowered to be their authentic selves. However, for many transgender employees, the reality is quite different.
In the US, one study found that half of transgender and non-binary people hide their gender identity at work in fear of discrimination. And in the UK; a survey by Totaljobs conducted with YouGov discovered that a whopping 65% of transgender employees in the UK felt that they needed to mask their identity in the workplace.
It is these fears of discrimination, microaggressions, and outright exclusion that often compel trans people to make themselves ‘invisible’ at work, and it’s important for employers to be able to recognize when a transgender employee may be doing this. This self-erasure can emerge in behaviors such as:
Employers have a responsibility to ensure that they are creating a culture of belonging for transgender employees, as employees who cannot bring their whole selves to work can often experience heightened stress, diminished productivity, and an increased risk of mental health issues. So, what are some of the key steps that employers should be taking to ensure their workplace is a safe and productive environment for their transgender and gender non-conforming employees?
1. Implement Comprehensive Policies – ensure your organization has clear anti-discrimination policies that explicitly protect transgender and non-binary employees. This should include policies on name and pronoun use, dress codes, restroom access, and any transition-related support that they might need (such as flexibility for any potential medical procedures involved with their transition).
2. Provide Training on Gender Inclusivity – mandatory training for all employees on transgender issues can help combat ignorance and foster a more inclusive workplace. Topics should cover respectful language, avoiding assumptions, and understanding the importance of pronoun use.
3. Normalize Pronoun Use – encouraging the use of pronouns in email signatures, name badges, and introductions helps to normalize gender diversity. This can really help trans employees as it reduces the stigma surrounding the announcement or correction of pronouns and makes it a much more normalized practice.
4. Foster a Culture of Allyship – leadership and colleagues need to be actively supporting trans employees in order to achieve a culture of allyship. This includes addressing any discrimination and ensuring inclusivity in workplace conversations and events.
5. Create Safe Reporting Channels – many transgender employees hesitate to report discrimination or bias, and so it is paramount to establish confidential and trusted avenues for employees to voice concerns without fear of retaliation.
Transgender employees should never feel the need to hide who they are to succeed at work. Equally, whilst today is International Transgender Day of Visibility, true inclusivity is an ongoing and continuous effort that must continue long after one day. This will lead to a stronger workplace culture and enhanced team cohesion – two key drivers of organizational success.
If you would like to discuss how we can assist your company in conducting a cultural audit and plugging any inclusion gaps, please get in touch with us today!
Many studies have shown that employee happiness is linked to their productivity – the most famous of these studies citing that employees are around 13% more productive when they feel happy at work.
Employee happiness seems to be becoming a rising concern to employers; only a few months ago did Chinese company Pang Dong Lai make history by introducing ‘unhappiness leave’, a new form of paid time off where employees could now request an additional 10 days off if they were not feeling happy. Whilst this indicates care for their employees’ mental wellbeing, it doesn’t actually get to the root of the problem…that is, what is making them unhappy in the first place?
This is where having some real-time data around the happiness of your employees would be so beneficial. But how could an employer go about obtaining this? How does one ‘measure’ happiness?
Traditional methods of assessing employee well-being – such as annual surveys or exit interviews – are often outdated by the time they are analyzed. What employers need is real-time tracking which will allow them to gain insights into the current mood and morale of the workforce, enabling proactive interventions before issues escalate – and foregoing the need for unhappiness leave in the first place.
One of the most effective ways to track employee happiness in real time is by leveraging technology-driven tools that are specifically designed for this. For example, let’s take a look at a platform pioneered by Matt Phelan – the Happiness Index.
The Happiness Index measures employee sentiment by focusing on two key areas: Happiness (emotional wellbeing) and Engagement (purpose and motivation). Employees provide regular feedback through simple pulse surveys, and the system aggregates and analyzes this data to identify trends and areas for improvement.
By utilizing AI-powered sentiment analysis, the Happiness Index provides real-time insights, allowing HR teams and leaders to track fluctuations in employee wellbeing. In a nutshell, it helps businesses understand what’s working and what’s not, based on genuine employee sentiment rather than blind guesswork.
There are then multiple ways that this data on employee happiness can be used for the betterment of your business:
Ultimately, investing in employee happiness isn’t just about making work enjoyable – it’s about fostering a sustainable and high-performing organization. Tools like The Happiness Index provide employers with the insights they need to make data-driven decisions that help to ensure sustainability, as well as improve the livelihoods of their teams.
If you would like to discuss how we can help unlock employee happiness in your organization, please get in touch with me at andy@orgshakers.com
With 13.4% of the US population having one or more disability, as well as 23% of adults of working age in the UK, accessibility in the workplace has never been more important to ensuring that those employees who are differently abled are able to do their best work with the needed reasonable adjustments.
For the most part, workplace buildings have built disability access into their architecture. Elevators for wheelchair users, disabled bathrooms, access ramps – these are all examples of adjustments that are now made as second nature to ensure employees are able to access their workplace building safely.
However, while many organizations have made strides in accommodating more common disabilities, there are still a number of lesser-known accessibility needs that often go unaddressed. And when these needs are overlooked, this can unintentionally exclude these talented individuals from contributing fully in the workplace.
So, what are some of the more niche accessibility requirements that employers should be considering?
Addressing these overlooked accessibility needs requires a proactive approach rather than waiting for employees to request accommodations. Conducting regular accessibility audits, consulting with employees with disabilities, and fostering a culture of inclusion can make all the difference when it comes to creating a working environment that not only boasts inclusion but actively embeds it.
If you would like to discuss how we can help conduct an accessibility audit for your company, please get in touch with us today.
When an employee seems disengaged or downcast, they may be suffering a new phenomenon that’s becoming increasingly common in workplaces around the world – ‘resenteeism’.
So, here’s a comprehensive look into this unproductive mentality, which has been dubbed the “silent productivity killer”.
What is Resenteeism?
Resenteeism happens when an employee stays in a job despite being unhappy.
They actively dislike their job and feel frustrated with their work or employer but feel trapped in their role due to financial obligations or other responsibilities.
Resenteeism is not to be confused with quiet quitting – when employees take control of their work life balance and push back on additional tasks and responsibilities outside of their job description.
Both concepts are a result of workplace dissatisfaction, however staff with resenteeism are perhaps more vocal about their dislike of their role, employer, or work environment.
Someone experiencing resenteeism may continue to be productive – which can make it difficult to spot – yet can have a damaging impact on employee morale and workplace culture.
Is Resenteeism the Same as Presenteeism?
While presenteeism refers to employees being physically present at work but unproductive, resenteeism involves maintaining satisfactory productivity but feeling frustrated and trapped.
Unlike presenteeism, which is passive, resenteeism is active and can be more destructive to workplace morale and culture.
Resenteeism is often harder to detect as employees may not vocalize their feelings to their managers, instead expressing their discontent to colleagues.
Causes of Resenteeism
Several factors contribute to the rise of resenteeism, including:
How to Spot Resenteeism
HR professionals should be vigilant for the following signs:
Preventing Resenteeism
To tackle resenteeism, employers can take the following steps:
Resenteeism is a growing concern in today’s workplace, but with proactive measures, HR professionals can help create a more engaged and motivated workforce.
If you would like to discuss how we can help your organization tackle this silent productivity killer, please get in touch with us.
Let’s be honest—no one is surprised that gender bias is still alive and well in most workplaces. In fact, research shows that one in three (33%) HR decision-makers admit that sexist behavior still exists in their organizations. And let’s not forget that 23% of young women have reported being paid less than their male colleagues for the same work.
But here’s the thing—gender bias doesn’t just start in the workplace. It’s something we absorb from the world around us from a young age. Studies have shown that by age two, children begin forming gender stereotypes, and by age seven, these beliefs are fully ingrained. By this point, many children already associate ‘intelligence’ with men and ‘niceness’ with women. So, by the time they enter the workforce, these biases are deeply rooted.
The workplace is one of the most influential spaces in shaping societal norms—right up there with home and school. That’s why business leaders and employers have a crucial role in not just challenging gender bias but actively working to eliminate it. Because creating a workplace where everyone is supported and valued based on their actual skills—not their gender—shouldn’t be a radical concept.
So, how do we do this? Here are some practical, real-world strategies to help employers make lasting change:
1. Rethink Family-Friendly Policies
Too often, workplace policies reinforce outdated gender roles. Take parental leave, for example. When companies offer extended maternity leave but minimal (or no) paternity leave, it sends a clear message: childcare is a woman’s responsibility. This not only limits opportunities for women but also discourages men from taking an active caregiving role.
A better approach? Offer equal parental leave to both men and women. When fathers are encouraged to take time off for childcare, it normalizes shared responsibilities and removes the stigma that only women should adjust their careers for family life.
2. Flexibility Should Benefit Everyone
If the pandemic taught us anything, it’s that flexibility is not a ‘perk’—it’s a necessity. But for flexibility to truly level the playing field, it has to be available to everyone, not just working mothers.
Employers should offer:
– Remote work options – where feasible, allow employees to work from home to balance personal and professional responsibilities.
– Adjustable hours – giving employees control over their schedules prevents burnout and makes workplaces more inclusive.
– Clear job descriptions – roles requiring travel should specify how the company can accommodate parental responsibilities (e.g., financial support for childcare during work trips).
Making flexibility a standard policy rather than a special accommodation means women won’t have to ‘justify’ their need for balance—because it’s expected for everyone.
3. Stop the ‘Leaky Pipeline’ of Female Talent
Women enter the workforce with just as much ambition and talent as their male peers. But as they approach the stage of life where they may start a family, many start questioning whether their career is sustainable in the long run. This is why so many women drop out of leadership pipelines before they reach the top.
How do we fix this? Invest in women early.
– Offer mentorship & sponsorship programs – connect high-potential women with mentors who can advocate for their career growth.
– Provide clear career pathways – let women know from the start how they can progress in the company, even if they take a break for maternity leave.
– Reintegration programs – support returning mothers by offering phased return-to-work plans, ensuring they don’t feel penalized for taking leave.
Retention isn’t about convincing women to stay—it’s about making sure they don’t feel forced to leave in the first place.
4. Get More Women Into Leadership (and Make It Mean Something)
We’ve all seen it before—a company proudly announces its one female board member and calls it “progress.” But here’s the reality: if there’s only one, she’s a token.
Companies need to move beyond symbolic representation and aim for real inclusion:
– Set measurable diversity goals – aim for multiple women in leadership roles, not just one or two.
– Focus on merit-based advancement – ensure leadership pipelines aren’t biased towards men in informal networking and promotion processes.
– Create an inclusive culture – leadership isn’t just about who gets the title—it’s about who actually has a voice in decision-making.
Tokenism does nothing for gender equality. Real change happens when diverse leadership is the norm, not the exception.
5. Practical Workplace Fixes That Actually Matter
Beyond policies, small changes in workplace culture can make a big impact on inclusivity.
Here are some quick wins:
– Rethink meeting schedules – Avoid early morning or late evening meetings that clash with childcare responsibilities.
– Diversify hiring pools – Ensure at least one-third of resumes reviewed come from diverse candidates.
– Be transparent about diversity metrics – Companies that publicly share their gender representation hold themselves accountable.
– Offer on-site or subsidized childcare – A game-changer for working parents.
Gender Equity: The Right Thing & The Smart Thing
Let’s be real—creating a workplace free of gender bias isn’t easy. It means rewiring decades of ingrained behaviors and assumptions. But here’s the truth: a workplace that prioritizes inclusivity isn’t just the right thing to do—it’s the smart thing to do.
Inclusive workplaces = higher engagement, better innovation, and stronger performance.
Companies that prioritize gender equity see higher retention rates, a more diverse talent pipeline, and ultimately, a competitive advantage.
So, what’s the takeaway? Gender equity doesn’t just happen—it’s built, intentionally. Employers must take deliberate action to remove barriers, challenge biases, and create cultures where talent thrives, regardless of gender or any other characteristic.
If you’re ready to take the next step in making your workplace truly equitable, I’d love to discuss how we can help. Let’s connect: anju.jain@orgshakers.com
And in the meantime, if you want to learn more about the paradigm of discrimination that women face and how to combat this, feel free to grab a copy of my book, Step Up: How Women Can Perform Better for Success.
Together, let’s break the bias—and build workplaces where everyone can succeed.
This month, we’ve been reading Vijay Pendakur’s debut book, The Alchemy of Talent: Leading Teams to Peak Performance.
A global talent and culture leader, Vijay has seen the very real effects that change fatigue has had on employees after years of what has felt like constant disruption and uncertainty. In this book, he pools his vast amount of leadership experience and draws from extensive research in behavioral science and organizational psychology to create this comprehensive guide that delves into building high-performing teams in today’s dynamic business environment.
Central to the book is the concept of ‘productive friction’ – the idea that diverse and complex teams, when managed effectively, can generate superior solutions and drive peak performance.
To harness this potential, Vijay introduces three key ‘talent catalysts’:
Each catalyst is explored in dedicated chapters, beginning with real-world anecdotes from Vijay’s professional experiences. These narratives illustrate the practical application of each concept, followed by sections on understanding (‘knowing it’), identifying (‘spotting it’), and implementing (‘doing it’) the catalyst within one’s team. This structured approach provides leaders with clear guidance on how to transform these theoretical insights into tangible, effective practices.
The book also addresses the challenges posed by modern work settings, such as remote and hybrid models, which can impede traditional team dynamics. Vijay emphasizes the importance of adapting leadership practices to maintain the rituals that promote cohesion and productive interactions, even in virtual spaces.
And in addition to the core content, The Alchemy of Talent includes reflection prompts, illustrative graphics, and practical exercises designed to help leaders internalize and apply the concepts discussed. The emphasis on aligning leadership models with individual strengths and the strategic integration of diversity and inclusion efforts reinforces the book’s relevance in today’s dynamic organizational landscapes.
Overall, Vijay’s work serves as a vital resource for leaders aiming to navigate the complexities of team dynamics and drive their teams toward exceptional performance.
If you would like to discuss how we can help your teams achieve sustained success through our team coaching services, please get in touch with us today.
And in the meantime, be sure to grab a copy of The Alchemy of Talent – you can purchase a copy here in the US and here in the UK.
‘Sorry, not feeling 100%, need to leave the meeting’ was a text that Vicky Gooden had to send her boss who was sitting across the room one Monday morning where the president of the organization she worked for was hosting his weekly all-staff meeting.
This was because on numerous occasions, although more typically around the time of her period, Vicky was in so much pain that she was unable to physically remain for the whole duration of the meeting and would excuse herself to escape to the nearest bathroom and sit on the floor, doubled-over in pain, rocking back and forth until the feeling subsided.
This is the reality for many women who are currently living with endometriosis.
Endometriosis is a chronic medical condition that affects roughly 10% of the global population – this is equivalent to 190 million women and girls. As witnessed by Vicky’s own experiences, it can cause severe pain, fatigue, and other debilitating symptoms which can oftentimes affect a woman’s ability to work.
Despite its wide prevalence, endometriosis remains widely misunderstood in professional environments, which can in turn lead to unnecessary challenges for employees who have this condition.
So, what are some tailored support strategies that employers should be using to help support those staff who suffer with endometriosis?
Endometriosis is a real and challenging condition that affects millions of workers like Vicky on a day-to-day basis. As employers, it is our duty to ensure that all employees, regardless of their health conditions, are given the tools and flexibility they need to thrive in the workplace. By implementing tailored strategies, employers can create a more inclusive and supportive environment for those living with endometriosis.
A healthier workplace benefits everyone, and investing in employee wellbeing is always a step in the right direction. If you would like to discuss how we can help you create and implement these tailored support strategies for those employees with endometriosis, please get in touch with me at therese@orgshakers.com
A couple of years ago when I was at the hospital, the doctor noticed that my heart rate would drop quite significantly and wanted to do further tests. However, I assured him that this was quite normal for me and showed him the data that my health ring had been measuring for the past couple of years.
After taking a look at it, he agreed that there was, in fact, nothing to worry about, and was able to send me on my way.
It was then that I realised what a revolution health technology was becoming.
Not only did I now have instantaneous access to various points of real-time data about myself, but I was able to use this data in medical settings to make my health checks more efficient and informed.
This got me thinking – is this the future of the modern workplace? Should companies be considering the reality of taking health insurance to a whole new level, and actually ensuring the health of their employees by offering them access to a product that can measure their health diagnostics?
Well, that’s how I came to discover Alula Health’s new product VivaScore.
VivaScore offers revolutionary technology when it comes to tracking employee health, as it’s specifically designed for employers to be able to turn workforce health data into actionable insights that will help drive better business decisions. It uses a cutting-edge facial scan that takes no more than 30 seconds to complete, and from this is able to offer instant insights on things such as blood pressure, cardiovascular risk, stress, and even mental wellbeing.
Employers are then able to track their company’s health as a whole through the insights received, and can use these data points to start guiding prevention and intervention services if needed. They can also use ‘nudges’ to help encourage their employees towards better health.
VivaScore offers employers a sense of insurance over the health of their teams, as well as a much more detailed and tailored insight into how they can actually best support their workers on an individualised basis.
I know how difficult it can be to truly support the wellbeing of every single employee at all times – people are complex, and their needs can be even more complex, and so it can be challenging for an employer to devote the time and energy needed to each individual person. But now, with a health tracking app like VivaScore, employers will be able to see instantly who needs health support, whether this be from something physical, or something mental. And with more than two-thirds of employees feeling stressed at work, there is no better time for employers to have access to a tool that can tell them who is stressed and how to help reduce this so that they can continue working at their best and feel their best.
And what’s even better, being able to offer a service like VivaScore as an employee benefit will help companies stand out to employees. With the rise of health rings, Fitbits, and Apple Watches (as I said, I’m a health ring wearer myself!), it’s become trendy for people to invest in AI-based health technology – so those companies offering access to it as a benefit are likely to prevail as the most attractive ones to work at.
To find out more about VivaScore and the future of employee wellness, be sure to attend our upcoming webinar where we discuss how to transform employee wellness with myself, the CEO and Chief Medical Officer at Check4Cancer Professor Gordon Wishart, as well as Managing Director of Alula Health Simon Spurr and Head of Sales and Growth at Alula Health Jon Cooke on Tuesday 4th March at 3PM UK time.
In the meantime, if you have any burning questions about VivaScore and its impact for your company, feel free to shoot me an email at therese@orgshakers.com
The start of a new year often brings a surge of enthusiasm fuelled by ambitious resolutions. Employees will enter January with fresh goals, heightened motivation, and the determination to transform their personal and professional lives.
As February rolls in, that initial spark can begin to dim; those resolutions that someone set out to achieve may have started to slip away, and suddenly they find themself feeling deflated as reality settles back in. Change is a great thing, and goals are important to set, but if these goals are not realistic (as many resolutions tend to be!) then this can result in feeling disappointment, frustration, and emotional fatigue.
Emotional Health Awareness Day presents a timely opportunity for employers. Rather than viewing it as a day off or a wellness checkbox, it could be considered a strategic moment for employers to engage with their teams through thoughtful check-ins – essentially, mini coaching sessions that can reenergize your employees, acknowledge their efforts, and support their emotional wellbeing at a time in the year where they may be coming to terms with the reality of resolutions. Here are some of the best ways employers can achieve this:
Emotional Health Awareness Day can be a catalyst for meaningful dialogue and personal growth within your organization. By intentionally using this time to connect with your team, you not only support their emotional wellbeing but also strengthen engagement, resilience, and overall job satisfaction. In doing so, you create a workplace where employees feel valued – not just as professionals, but as whole people. If you would like to discuss how we can help support you in offering wellbeing check-ins and mini coaching sessions to your team members, get in touch with me at joanna.tippins@orgshakers.com
Research by the Centre for Aging Better has shown that, in the UK, 37% of people in their 50s and 60s in the UK have experienced age discrimination – predominantly in the workplace. And in the US, approximately two-thirds of over-50 adults believe older workers face age discrimination at work. It is, therefore, crucial for organizations to recognize and address this pervasive issue to foster a more inclusive and productive work environment.
Ageism often goes unnoticed, with casual comments and outdated assumptions perpetuating discrimination. With a third of the UK workforce being over 50, and nearly a quarter of the US workforce being over 55, HR professionals must take proactive steps to combat ageism and unlock the full potential of midlife employees.
Identifying Ageism in the Workplace
To effectively address ageism, HR professionals must first recognize its manifestations. Rest Less have identified seven common examples of ageism that happen in the workplace:
Creating an Inclusive Workplace Culture
Organizations that understand how ageism manifests in the workplace are better equipped to challenge it. By fostering a culture of inclusion and respect, HR can create an environment where all employees feel welcome and valued. This type of culture enables employees to thrive and contribute their best work.
Benefits of an Age-Diverse Workforce
An age-diverse workforce brings numerous benefits to a company. Midlife workers offer a wealth of experience and age-inclusive perspectives that can expand an organization’s horizons. This is why it is so important for older workers to also be offered opportunities to learn and develop, as they have so much talent to offer, it may just need to be re-contextualized!
Taking Action
If you would like to discuss how we can help eradicate age discrimination from your workplace and unlock the potential of a diversely-aged team, please get in touch with us. Together, we can create a more inclusive and productive work environment.