The workforce is quickly filling out with Gen Z workers. With it being estimated that 20% of the workforce in 2020 were Gen Z – and predicted that by 2030 they will make up a third of the workforce – now is the time for employers to be investing in the learning and development of young employees in order to reap the many benefits.

Gen Z are shaking things up for employers. With their passion for inclusion, their demand for sustainability, and their generation being the most diverse to date, it’s no wonder that the world of work has felt the quake of their arrival. With a penchant for pioneering new ways of working – paired with their social media savvy to get trends like ‘quiet quitting’ and ‘loud quitting’ going viral – it’s important for employers to ensure they are optimizing their young talent by focusing on their developmental opportunities. And there are several compelling reasons why doing so is a smart business move:

• Drivers of Innovation – young professionals bring a unique set of skills and perspectives to the table. Their familiarity with the latest technologies and trends allows them to approach problems creatively and innovatively, and so by nurturing this talent, companies can stay ahead of the curve and continuously reinvent themselves to meet market demands.
• Sustainable Talent Pipeline – investing in the development of young talent ensures a steady pipeline of skilled employees who are well-prepared to take on future leadership roles. By taking this proactive approach to talent management, employers will be mitigating the risk of skill shortages and leadership gaps that can ultimately hinder business growth. By providing continuous learning opportunities and career development paths, companies can retain top talent and reduce turnover rates, saving on recruitment and training costs in the long run.
• Enhancing Engagement and Loyalty – 87% of undergrads say learning and development (L&D) opportunities are essential when evaluating a job opportunity. As the appetite for L&D is clearly present, it makes sense to assume that when employers nourish this appetite, they will receive an engaged and loyal workforce in response. After all, when employees feel valued and see a clear path for advancement, why wouldn’t they want to remain working with that company?
• Foster a Culture of Improvement – a focus on developing young talent promotes a culture of continuous improvement. When employees are encouraged to learn and grow, it fosters an environment where feedback is valued, and everyone strives to be better. This culture not only benefits individual employees but also drives the overall success of the organization. Therefore, companies that embrace continuous improvement are better equipped to navigate challenges and seize new opportunities.

Investing in the development of young talent is more than just a trend; it is a strategic business move that yields long-term benefits. By prioritizing the growth and development of young professionals, companies can ensure their continued success and adaptability in an ever-changing business world.

To discuss how we can help bolster your L&D strategies, please get in touch with us today!

With the scope of HR continuing to grow, the profession is witnessing an increasing number of HR teams that are struggling to meet this increasing demand.

In a recent LinkedIn poll, we asked our followers to share where their teams were facing challenges.

Almost half of respondents, 43%, said CAPACITY (having enough of the right people available when needed), 23% cited CAPABILITY (having the right skills and experience within the team), and 27% stated BOTH were issues.

Just 7% responded ‘NEITHER – we’re in good shape’.

This means that an overwhelming 93% of HR teams feel that they are not properly resourced to deliver everything their organizations need.

The impact of this on practitioners is highlighted in a study by HR software company MHR which found that half of HR professionals are on the verge of quitting due to burnout. Indeed, a separate study by Gartner found that 71% of HR leaders believe burnout amongst HR teams is more of a challenge than it was pre-pandemic.

And it’s no wonder this is happening. Since the pandemic ended, HR have been at the forefront of responding to a seismic shift in the workplace – the rise of the ‘carpe diem’ mindset has seen a significant increase in the importance of employee wellbeing; the ‘quiet quitting’ phenomenon brought to light important conversations around boundaries and work-life balance; and all of this on top of the mass adoption of hybrid and remote working across the world.

But this is just the tip of the iceberg. Also thrown into the mix is the need for companies to focus on their diversity, equity, and inclusion strategies, offer learning and development opportunities around the assimilation of new technologies, manage the change fatigue that emerges from this, and create a bulletproof Environmental, Social and Governance plan… all the while maintaining their ‘business as usual’ HR processes!

In our experience, the best route forward in a situation like this is to take a step back.

At OrgShakers we have pioneered the use of the Program Acceleration Office (PAO) whose role is to work with individual project managers to align, connect, and optimise resources across the whole team. In doing so the PAO creates a shared ‘big picture’ vision for the HR function based on a common roadmap, defined dependencies and impacts, and agreed outcomes. And once the organization’s in-house HR practitioners are optimally deployed, the PAO can objectively identify those areas where external resources are required.

We offer a range of services and expertise across all areas of HR, including fractional HR generalist and specialist support to bolster your team. So, if you would like to discuss how we can help with your capability and capacity needs, please get in touch with us today.

Change continues to be a prominent theme in the working world – so much so that employers are having to address the rising tide of change fatigue amongst their employees and themselves. That’s why this month we have chosen to read Reset: A Leader’s Guide to Work in an Age of Upheaval by Johnny C. Taylor, Jr.

Johnny is the president and chief executive officer of the Society for Human Resource Management (SHRM), and in 2018 was appointed as the chair of the President’s Advisory Board on Historically Black Colleges and Universities. With a deep understanding of the HR landscape, Johnny has written a book that has transformed the way employers select, retain, and train their employees in a business environment that is consistently changing.

In his book, Johnny pools together more than 70 years of experience and expertise from across a range of sources, and this is further propelled by extensive original SHRM research to deliver an honest, informative, and forward-thinking vision which allows leaders to reimagine their company cultures in the midst of upheaval. With hybrid and remote working still finding its footing, the increasing importance of diversity, equity and inclusion, and new technological advancements making their way into the workplace, employers need to understand now more then ever the best way of recruiting and retaining top talent on a global scale.

To achieve this, employers have to challenge their underlying assumptions and attempt to reset themselves and their organizational cultures. Johnny draws a lot on the pandemic acting as a springboard for this change, and as we continue to deal with the ripple effects that lockdown had across the world of work, it is more important then ever to understand how to prepare your teams for upheaval so to avoid the potential fatigue and turnover that comes with it.

In this sense, Reset acts as a call to action and a strategic roadmap which helps to deliver practical strategies for finding and keeping talent needed to make businesses thrive, and offers dynamic tools to continue to sustain that success in the long run.

To discuss how we can help your team combat change fatigue in more detail, please get in touch with us.

And in the meantime, to grab a copy of Reset, head over here if you are in the UK, and here if you are in the US. 

Supporting an employee through grief is always difficult; we all grieve differently. But it can feel particularly daunting to support the aching grief of a recently bereaved parent.

It’s important for employers to consider that a parent’s journey with their bereavement doesn’t always begin post-mortem. For parents who lose their children to illness, this process would have started long before. And in some ways, this part can be even harder to manage, as a parent will still be juggling work alongside this traumatic process.

During this period, flexibility is of the utmost importance. Employers who can offer as much flexibility as possible to a parent going through that process will allow them to have the time they need to prepare for what will inevitably be an intensely emotional time. It wouldn’t be surprising to see performance slip in these employees, but employers should acknowledge that this is temporary and heavily influenced by the nature of the circumstances.

Once a parent has lost a child, there are a few things employers can do to help them:

• Support Programs – employers should ensure that they make recently bereaved parents aware of the support programs that are available to them. While 79% of employers provide an Employee Assistance Program, only 27% of employees realise this exists as an option. It is therefore important to highlight the counselling and support services they offer, as this could be instrumental in helping a parent going through such a loss.
• Send a Token of Support – sending a small token, even just a card, can go a long way. As an employer, it’s important to focus on the human aspect of your employees when they go through a loss like this – and what they need more than anything is to know that you are there, you are supportive, and you are happy to give them the time they need to process. Receiving a card or flowers shows that you care and, in doing so, will help to alleviate any feelings of guilt the employee might have about being away from work.
• Keep Connected – a sense of connection with work and colleagues can be valuable when someone may feel very disconnected from everything else. That’s why it’s important that managers regularly check in with the employee whilst they are grieving. Fostering this bond can help managers discover any hardships that employees may be going through and need support with. In doing so, managers will help the employee feel valued as a worker, in the process building loyalty and trust.

It all comes down to emphasizing the ‘human’ in human resources. When an employee goes through something as unimaginable as the loss of a child, what they need more than anything is to be seen as more than just an employee, but a three-dimensional person. By doing this, employers will be better able to offer the support the employee may need during this time, aiding in their eventual assimilation back into working life when the time comes.

To discuss how we can help strengthen your bereavement support strategies, please get in touch with me directly at karen.cerrato@orgshakers.com

Post-traumatic stress disorder (PTSD) is a mental health condition that is caused by experiencing very stressful, frightening or distressing events. Most of us will experience at least one trauma in our lifetime that could lead to PTSD, although not all experiences with trauma lead to this disorder.

While often associated with military veterans, PTSD affects a wide range of individuals, including survivors of accidents, natural disasters, assaults, and other life-altering events. It is estimated that around 6% of the US population suffer from PTSD, and around 4% of the UK population. It is therefore very likely that employers will have team members who struggle with the disorder, and considering its delicate nature, it is important for them to know the best ways of supporting the mental health of these employees:

• Provide Access to Resources – it’s always important to ensure that your company has an Employee Assistance Program (EAP) that can offer services such as confidential counselling and crisis intervention. It’s also important to review health insurance policies to determine whether they include therapy and medication for PTSD treatment.
• Offer Specialized Training – offer training and workshops that help managers and supervisors recognize signs of PTSD and understand the best ways to support an affected employee. It is also important to train leaders to have the necessary soft skills in order to communicate empathetically and compassionately around the topic of mental health.
• Flexible Working – offering employees with PTSD the ability to work flexibly can really help in the management of their symptoms, as well as enable them to attend therapy sessions without feeling pressured by time constraints. Employers can even consider certain job modifications to reduce stressors, such as reassigning certain tasks or adjusting performance expectations.
• Crisis Management Plan – have a clear plan in place for employees to reach out for help during a mental health crisis. This should include contact information for EAPs, mental health hotlines, and on-site mental health professionals if available.
• Foster an Open Culture – create a culture where employees feel comfortable discussing their mental health. This can be done by actively educating employees around mental health disorders such as PTSD through regular workshops and seminars. This will help challenge the taboos around mental health at work and equip employees with the skills to be able to identify when a fellow peer may be struggling.

Supporting employees with PTSD requires a multi-faceted approach. With each person’s experience with PTSD varying significantly, there is no one-size-fits-all way of supporting someone. So, educating managers and employees, training them on how to communicate and actively listen, and making employees aware of the resources available to them can all lend to optimizing the productivity of those that suffer with a mental health disorder and allow them to thrive in their working environment.

If you would like to discuss how we can help strengthen your mental health support strategies, please get in touch with us.

There’s often a misconception that older workers are ‘set in their ways’ and less adaptable to change – and yet, research shows that around 30% of people who are 55 and over actively want to improve their skills but feel unable to ask for help. Pair this with the fact that 34% of these employees are dissatisfied with developmental opportunities, and what you find is an opportunity for employers to boost the productivity, engagement, and overall satisfaction of their older workers.

Workers over 50 make up a third of the UK workforce and 19% over 65 currently working in the US, so it’s more apparent than ever that midlife workers bring just as much to the table as their younger counterparts – in addition to more varied and deeper experience. However, with the increasing pace of change, learning and development opportunities for older workers has been inconsistent, but is paramount in taking their knowledge and transferable skills to align with the needs of the workplace today and tomorrow.

I believe the best and most efficient way of identifying and supporting areas that midlife workers want to develop is through the use of coaching.

Employers and employees can sometimes fall into the trap of believing that coaching is only available for those in certain positions or those with potential to be in those positions, but this isn’t the case. Coaching is a way, either on an individual basis or as a team, to help employees of all ages to discover more about themselves, how to work at their best and how to overcome obstacles.

If we look at midlife workers in particular, there are many benefits for offering coaching:

• Boosting Confidence, Morale and Performance – transitioning to new methodologies or adopting new technologies can be intimidating. Coaching provides a supportive environment where employees can express concerns, overcome fears and find a way to move forward, bringing others with them. This boost in confidence leads to increased job satisfaction, performance and a positive view of change.
• Skills Enhancement and Adaptation – coaching can help older employees update their skills and learn new ones. This is particularly crucial at a time where the pace of change has increased exponentially, resulting in a large proportion of employees suffering from change fatigue. Through individual coaching, older workers can understand their learning style and improve focus, ensuring they remain competitive and effective in their roles, and continually being considered for new opportunities.
• Promoting Inclusion – by investing in the development of older workers, organizations uphold their commitment to inclusivity and diversity. Coaching helps to challenge stereotypes and reduce age-related biases, fostering a more inclusive workplace culture where employees of all ages feel valued and respected.

Coaching midlife workers is a worthwhile investment for now and the future, as the return far outweighs the cost when matched and managed well. Here at OrgShakers, we have a wide range of experience when it comes to the inclusion and optimization of your midlife employees as we see how much potential these workers have. Everyone just needs the right support and opportunity to be able to share and build on their knowledge and experience.

If you would like to discuss the coaching and inclusion services we can offer in more detail, please get in touch with me at joanna.tippins@orgshakers.com or through our website here. 

According to The Harris Poll’s Out of Office Culture Report, 37% of millennial workers have admitted to ‘quiet vacationing’ – that is, taking time off without telling their managers under the guise of working remotely.

For those getting flashbacks to the days of ‘quiet quitting’, they may be appropriately timed. Much like how quiet quitting was found to be a misnomer for employees wanting clear work-life boundaries and balance, ‘quiet vacationing’ may also be misleading.

This is because the report includes other findings which can help shed some light on why ‘quiet vacationing’ has emerged as a trend – particularly amongst Millennials.

Why Millennials? The most probable answer is that people in this age group are likely to have school-aged children, and they are likely to ‘quiet vacation’ as a means of attaining the flexibility they need but maybe aren’t being offered by their employer.

‘Quiet vacationing’ may also be a symptom of employees who don’t feel they have a proper work-life balance, as the research also discovered that 78% of employees who get paid vacations don’t take all the vacation days they are allocated. The reasons cited for this are to do with demands from work and pressure from managers not to take time off.

Work-life balance is quickly becoming a pivotal factor for many employees, with one study finding that more than half (56%) of employees would be willing to accept a lower-paid job in exchange for a better work-life balance.

So, what ‘quite vacationing’ and ‘quiet quitting’ have in common is that if employees are not getting the work-life balance they need, then they will find innovative ways to create it for themselves.

With the increase of hybrid and remote working styles, employers have been forced to adopt a new mindset of managing employee output (tasks completed) rather than input (showing up 9-5 five days a week). And the fact that the existence of ‘quiet vacationing’ has only been revealed through this latest study highlights that employees are still getting their jobs done – albeit at times which better meet their personal circumstances.

If there had been noticeable and consistent dips in productivity, this phenomenon would have been identified already. But if deadlines are being met on time and the work is getting done, then maybe this is just a case of recognizing that as long as employees can do what is expected of them, it shouldn’t really matter when they do it.

Now, this isn’t going to be applicable to every type of role, but for the most part, employers should be focused on managing the output of their employees, especially in a hybrid and remote working world. After all, someone can sit in an office all day and appear busy. But if the productivity of someone periodically ‘quiet vacationing’ from home remains consistent, is there really a problem?

Election fever is currently a global phenomenon. European and Indian elections have already taken place – with UK, French, and US Presidential elections now in full cry. And at a time when politics is becoming increasingly polarized, probably the only thing we can all agree on is that almost everyone will have an opinion on this topic!

It was only last week that I overheard a heated debate outside my local supermarket, and it got me thinking about the fact that as we edge closer to voting day, tensions are likely to heat up in all aspects of life – including the workplace.  

However, if employers are proactively addressing conflicts stemming from political differences and promoting open communication and mutual understanding, they can help maintain a respectful and inclusive work environment for all employees throughout this period and beyond.

So, what can help in managing colleagues within a business when their political views are not aligned, and their point of view is strong?

• Respect Differences – encourage an environment of mutual respect and tolerance for diverse opinions. Remind your team that it’s okay to have different political views as long as they are expressed respectfully.
• Focus on Common Goals – remind colleagues of the shared goals and values that bring your team together. Encourage everyone to focus on work-related objectives rather than engaging in political debates that may lead to conflict.
• Set Clear Boundaries – make it clear that political discussions should not interfere with work productivity or create a hostile work environment. Outline guidelines for discussing sensitive topics in a professional manner in a designated neutral space if they feel the need to do so (and this should be outside of work).
• Lead by Example – as a manager, demonstrate respect for differing opinions and maintain a neutral stance in political discussions. Avoid expressing your own political views in the workplace to prevent bias.
• Encourage Open Dialogue – ensure you have a psychologically safe space for colleagues to express their concerns or feelings about the political climate. Encourage constructive conversations that promote understanding and empathy.
• Provide Support – if tensions escalate or conflicts arise due to political differences, step in to mediate and provide support to help resolve the situation. A neutral third party, such as a manager or HR representative, can facilitate these discussions.
• Promote Diversity and Inclusion – emphasise the value of diversity in the workplace and the importance of creating an inclusive environment where all voices are heard and respected, regardless of political beliefs.
• Encourage Respectful Communication – remind employees to engage in respectful dialogue and to listen to each other’s viewpoints without resorting to personal attacks or heated arguments.
• Provide Training – offer training on conflict resolution and communication skills to help employees navigate disagreements constructively. This can empower them to address conflicts in a positive and collaborative manner.
• Reinforce Company Values – remind employees of the company’s values and policies that promote diversity, inclusion, and mutual respect. Emphasize the importance of maintaining a positive work environment free of discrimination or harassment.
• Address Inappropriate Behaviour – political discussions that lead to harassment, discrimination, or other inappropriate behaviour should be addressed promptly according to company policies and procedures. Employees should understand that such behaviour is not tolerated in the workplace.
• HR Support – if conflicts persist or escalate, encourage employees and managers to ask the HR department to provide guidance and support in resolving the issues. Highlight how we can offer interventions, mediation services, and additional resources to address workplace conflicts effectively.

Navigating the tensions that politics can bring, as well as the stresses that accompany it, requires an approach that is both proactive and compassionate. By ensuring that company values remain promoted, as well as a culture of respect and belonging, employers will be able to effectively support their people and avoid any blows to productivity and engagement.

To discuss how we can help weave inclusion and belonging into your company culture, please get in touch with me at therese@orgshakers.com

There was no better time then Pride Month to grab a copy of Layla McCay’s brand new book, Breaking the Rainbow Ceiling: How LGBTQ+ People Can Thrive and Succeed at Work.

Dr Layla McCay is the Director of Policy at the NHS Confederation, and trained as a psychiatrist at South London and Maudsley NHS Foundation Trust, later sitting on the Trust Board.

Her latest book focuses on the challenges facing LGBTQ+ professionals as they navigate their careers, and was inspired by a chance encounter she had with an acquaintance. This person had mentioned to her that he had previously sat on an interview panel at which someone had recommended not selecting Layla for the job because she was gay. Hearing this had sparked a spiral into looking back at previous unsuccessful interviews, wondering if her queerness had played a role in those, too. This was what set her on the path to discover the extent to which this type of discrimination happens in the workplace today – and so this book was born.

McCay discovered that there are currently only four LGBTQ+ CEOs across all Fortune 500 and FTSE 100 companies who are openly out at work, and just 0.8% of Fortune 500 board positions are filled by LGBTQ+ people. This is in stark contrast to the fact that it is estimated that there is somewhere between 4% and 20% of LGBTQ+ people worldwide, highlighting the sizable gap in representation in executive positions.

Breaking the Rainbow Ceiling explores the hidden differences that cause LGBTQ+ people to be underrepresented at the most senior levels of professional life. By combining data with personal insights from 40+ prominent LGBTQ+ trailblazers, Layla delves deep into the challenges that LGBTQ+ people commonly encounter as they find their way in working environments, and offers practical strategies and solutions to help empower LGBTQ+ people to reach their full professional potential.

This book acts as an important guide for everyone – boards, CEOs, managers, HR professionals – on how they can recognize and address barriers and build a more inclusive workplace where everyone is given the opportunity to thrive.

At OrgShakers, we believe that inclusion is at the heart of every successful business, and so if you would like guidance in creating tailored and effective LGBTQ+ inclusion strategies, please get in touch with us.  

In the meantime, to grab a copy of Breaking the Rainbow Ceiling, head over here for the US and here for the UK.

As Pride Month begins, so does the influx of rainbow logos, Pride-themed merchandise, and many a parade. However, for employers, it’s important to not fall into the trap of ‘pinkwashing’ – that is, the practice of superficially supporting LGBTQ+ causes for marketing purposes without substantial backing or action.

To help reduce the risk of pinkwashing, the 2024 London Pride parade have introduced a new stipulation for participating organizations – they must join the ‘Pride in the City’ programme, which includes year-round training on LGBTQ+ inclusion in the workplace.  

But on an internal level, there are ways for employers to utilize Pride as a springboard for LGBTQ+ inclusion initiatives without succumbing to pinkwashing. Here are some ways that employers can promote authentic and lasting LGBTQ+ inclusion this June:

1. Review Policies and Culture

Before outwardly celebrating Pride Month, assess your company’s internal policies and culture. Organizations should ensure they have robust, inclusive policies that protect and support LGBTQ+ employees, such as non-discrimination clauses and support for transitioning employees. This is especially important considering that a recent survey from Randstad found that two in five LGBTQ+ workers have faced discrimination at work, with many considering quitting their jobs in pursuit of an inclusive culture. It is therefore imperative to create an environment where all employees feel safe and valued, and ensure these policies are communicated and enforced at every level of the company.

2. Employee Resource Groups

Establish or support Employee Resource Groups (ERGs) focused on LGBTQ+ issues. These groups provide a platform for LGBTQ+ employees to connect, share experiences, and influence company policies. ERGs can also help guide the company’s external LGBTQ+ initiatives, ensuring they are impactful and resonant with the community.

3. Supporting LGBTQ+ Organizations

This could involve donating a portion of profits from Pride-themed products to LGBTQ+ charities, sponsoring events, or partnering with local LGBTQ+ non-profits. By publicizing these contributions transparently, companies can successfully demonstrate their ongoing commitment beyond just the month of June.

4. Year-Round Commitment

True allyship extends beyond Pride Month. Those employers who participate in events, offer educational programs, and continually seek feedback from LGBTQ+ employees and customers on how to improve are the ones that are truly showcasing their commitment to inclusion and making it a fundamental part of their corporate ethos.

5. Listening and Learning

Lastly, employers should be continuously educating themselves and their teams about LGBTQ+ issues by engaging in dialogues with LGBTQ+ communities to understand their needs and challenges better. This allows for their knowledge and practices to be regularly updated and reflect the evolving landscape of LGBTQ+ rights and inclusion.

By taking these steps, companies can move beyond performative actions and demonstrate a genuine, lasting commitment to LGBTQ+ inclusion and support, and mitigate the risk on pinkwashing entirely. If you would like to discuss how we can help with your diversity, equity, and inclusion strategies, please get in touch with us.

Recently, UK department store John Lewis Partnership announced that they would be publishing their interview questions for all of their roles online for everyone to be able to access prior to their job interview.

This has since sparked an interesting debate over whether this move will catalyse a new trend for employers everywhere to consider doing the same. There are an array of positives that could come from having interview questions readily available to potential candidates, but there are also some potential drawbacks that should be considered too.

So, what are the pros?

• Having preview questions available for candidates can be so helpful for those who have the correct skills and experience but may struggle to convey this clearly in an interview setting. This is especially true for those who are neurodivergent, as traditional interview methods are known to not be considerate or inclusive of neurodiverse needs.
• Interviews can tend to focus solely on experience, skills, and competency, but having set questions can allow the employer to make room for questions that focus on value alignment, too. This helps hiring managers get a real sense of who the candidate is beyond their qualifications.
• From an internal perspective, having pre-set questions creates consistency across the hiring process, and mitigates the risk of subconscious bias, as all questions have been pre-approved and are given to all candidates.

However, there are some potential obstacles to consider:

• If candidates can pre-prepare answers, then this can hinder the organic element of an interview – and potentially offer a further advantage to those individuals who can answer template questions well. There is also the potential issue of candidates using AI to generate ‘ideal’ answers to these questions, but later when hired, employers may find that a candidate oversold their experience and skillset.
• Another thing to consider is whether or not employers are updating the questions they ask on a regular basis. If not, then it is likely that candidates will be able to access forums with generalized answers that could essentially be copy and pasted, running the risk of making interviews less about getting to know someone and more of a standardized, mechanical process.
• Having questions set in stone can potentially limit candidates in what they might want to discuss or certain qualities they want to highlight about themselves. Interviews that are rooted in rigidity can lend towards them becoming impersonal.

Overall, making interview questions available to candidates can act as a great step towards more inclusive hiring practices, ultimately expanding a company’s hiring horizons and granting them access to new pools of talent. However, the best approach to this may be a hybrid one – having a set of questions available for candidates to prepare for, and then having a few additional follow-up questions in the actual interview that are more tailored to the candidate themselves. This gives employers the opportunity to see how well someone prepares, and how well they are able to think on their feet. After all, there are a lot of instances in business where you will have to adapt and display agility.

What I would recommend for this is starting the interview with the pre-available questions, as this helps to set the tone for the interview and allows time for the candidate to relax into the setting and get a sense of who you are as a company, too. This offers some time to establish a psychologically safe space for follow up questions, where the candidate will likely feel much more confident to answer. After all, the overarching goal of an interview isn’t to “catch people”– it’s to get to know them, and for them to get to know your business.

If you would like to discuss how we can help your organization thread diversity, equity, and inclusion strategies into your hiring processes, please get in touch with me directly at arnold.greene@orgshakers.com

If you are based in the UK, you may have heard the Prime Minister, Rishi Sunak, declaring that there is a ‘sick note culture’– that is, that too many people are being formally recognized by their family doctors as being too ill to work.

But is this true? And if it is, are workers genuinely becoming less healthy – or are they simply less resilient to everyday ailments?

Well, the evidence suggests that we can rule out resilience as an issue. Recent research has found that almost 3 in 5 (59%) of UK employees say they haven’t taken time off work sick, either due to illness or injury, despite needing to.

What’s even more striking is that there has been a noticeably lower rate of absence from sickness from those who work from home.

Indeed, it could be argued that rather than witnessing the emergence of a ‘sick note culture’, what we are seeing is a culture of presenteeism beginning to rear its head again. But this time it has taken on a new form – a form that has adapted to remote working styles.

One of the main concerns around remote working has always been the fact that this style of work can blur the line between the home as a place of comfort and as a place of work.

The home symbolises solace and relaxation for many, but with a lot of us now working from home, it can sometimes feel hard to fully switch off from ‘work mode’ and switch on to ‘home mode’. And it now appears that we are starting to see this blurring of boundaries with sickness, too.

Pre-pandemic, if you didn’t feel well, you would be advised to take the day off, rest up, and then return when you felt better. But this notion has changed with the ‘normalization’ of remote working. Now, if an office-based or hybrid employee wakes up and isn’t feeling well, they may ask themselves – or sometimes even be asked – to work from home for a few days whilst they recover.

It’s important for employers to keep this in mind when a remote employee is unwell. Just because they now have the means to do their job from home, doesn’t mean they shouldn’t be taking the appropriate time to rest and recover. After all, it is very likely they won’t be working at an optimum when unwell anyway, so it can be best to advise they take the time to heal so not to compromise the quality of their output.

And contrary to the Prime Minister’s claims, hybrid and remote employees may actually need to be encouraged to take sick days!

If you would like to discuss how we can help develop wellbeing strategies geared towards hybrid and remote working, please get in touch with us.