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’:

1. Psychological Safety – creating an environment where team members feel safe to take risks, voice their opinions, and admit mistakes without fear of retribution.
2. Belonging – fostering a sense of inclusion where individuals feel valued and integral to the team’s success.
3. Connection – encouraging strong interpersonal relationships that enhance collaboration and trust amongst team members.

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?

• Flexible Working Arrangements – as evidenced from Vicky’s own story, flexibility is key when it comes to supporting those with endometriosis. Employers need to understand that this is a chronic condition that can flare up anytime (but especially around the time of one’s period) and reassure employees that it’s okay for them to work more flexibly to accommodate their health needs…even if this means having to step out of a meeting midway through. This is so important for employers to be offering, as currently 55% of those grappling with endometriosis find themselves frequently absent from work, and so having flexibility can be paramount to ensuring their wellbeing whilst also allowing them to work at their optimum.
• Adjusting Workload and Expectations – employees with endometriosis may have fluctuating productivity levels, and so those employers who promote task prioritization, adjust workloads accordingly, or offer job-sharing opportunities can help employees manage their responsibilities without feeling overwhelmed. This does not mean having lower expectations of someone’s capabilities just because of their endometriosis, it just means having the right reasonable adjustments in place for them to work with their condition rather than trying to work around it.
• Educating Managers and Teams – many managers and colleagues may be unaware of the severity of endometriosis and its effects on daily life – some of them may have never even heard of the condition altogether. Conducting awareness sessions or including information about endometriosis in wellness programs can foster empathy and understanding within the organization. As well as this, ensure that managers are trained in compassionate leadership and how to handle health-related accommodations.
• Enhancing Leave Policies – standard sick leave policies may not be sufficient for employees dealing with chronic illnesses like endometriosis. Implementing menstrual leave, additional paid sick days, or allowing employees to take unpaid leave without fear of repercussions can help them manage their health more effectively.
• Provide Access to Resources – offering access to Employee Assistance Programs (EAPs), mental health support, and workplace accommodations such as ergonomic chairs or rest areas can significantly improve an employee’s ability to manage their symptoms while working. Additionally, companies can explore healthcare benefits that cover treatments and specialist consultations for 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 4^th 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:

• Reframe Emotional Health Day as a Focus Opportunity – communicate that Emotional Health Day isn’t just about rest; it’s about reflection and growth. Encourage managers to schedule brief one-to-one check-ins leading up to or following the day. These conversations should be supportive, judgment-free spaces to discuss how employees are feeling and what they need to be at their best.
• Focus on Progress, Not Perfection – many resolutions falter because individuals set overly ambitious targets without recognizing the incremental progress they have already made. During these check-ins, guide the conversation towards what employees have accomplished so far. Celebrate those wins and help them reframe any perceived ‘failures’ as learning experiences.
• Use Coaching Techniques to Empower Employees – employ basic coaching techniques to make these sessions impactful:
  • Active Listening: give your full attention, showing empathy and understanding without immediately jumping to solutions.
  • Powerful Questions: ask open-ended questions like, “What’s been working well for you so far this year?” or “What’s one small change you can make to feel more aligned with your goals?”
  • Goal Recalibration: help employees set realistic, achievable short-term goals.
• Normalize Emotional Ebbs and Flows – remind yourself and your teams that emotional highs and lows are a natural part of life, especially when striving for personal growth. Destigmatizing these fluctuations fosters a psychologically safe environment where employees feel comfortable with their vulnerability and asking for support.
• Provide Resources and Ongoing Support – don’t let the conversation end with a single check-in. Share resources such as access to Employee Assistance Programs (EAPs), workshops or mindfulness apps that can help employees build their emotional health arsenal. As well as this, ensure your regular one-to-one conversations include a focus on what all employees need to be at their best throughout the year to maintain healthy, high performance as part of a supportive culture.

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:

1. Stereotyping: Assumptions or judgments based on age can affect both older and younger workers. Avoiding these stereotypes is crucial to creating a fair work environment.
2. Marginalization: Often resulting from stereotyping, marginalization makes employees feel less important or valued. This sidelining can lead to decreased morale and productivity.
3. Microaggressions: Subtle, often unintentional comments or behaviors that convey discriminatory messages. Both stereotyping and marginalization can be forms of microaggressions.
4. Bias in Hiring Processes: Older candidates may be labeled as “overqualified” and overlooked for roles that don’t directly align with their experience and skill level.
5. Rebranding Roles: Employers may inform older employees that their role is being phased out, only to advertise the same role under a different title and hire a younger candidate.
6. Redundancy Selection: During redundancy processes, older employees may be offered voluntary redundancy based on the assumption that they will retire soon anyway.
7. Harassment: Age harassment can take various forms, including the examples listed above. In extreme cases, it may escalate to explicit bullying.

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.

The landscape of workplace inclusion has undergone significant transformation over the past few decades, particularly concerning LGBTQ+ rights. Many modern workplaces are now actively seeking to make their cultures inclusive to the needs of LGBTQ+ individuals, as well as expand their horizons to the diverse perspectives of those who are a part of this community to inform how they communicate and appeal with LGBTQ+ consumers, too.

But this shift didn’t happen overnight; it took years of pride and protests for LGBTQ+ inclusion to be where it is today, and so in honor of LGBTQ+ History Month, we thought it would be only right to chronicle the journey of LGBTQ+ inclusion in the workplace:

1969 – The Stonewall Riots: often cited as the catalyst for the modern LGBTQ+ rights movement, the Stonewall Riots in New York City ignited a wave of activism that would eventually influence workplace policies worldwide.

1975 – First Corporate Non-Discrimination Policy: the city of Minneapolis became the first to pass a non-discrimination ordinance protecting LGBTQ+ individuals. Around the same time, companies like AT&T began including sexual orientation in their non-discrimination policies.

1993 – The Rise of Employee Resource Groups (ERGs): IBM pioneered the establishment of LGBTQ+ employee resource groups, creating safe spaces for employees and influencing other corporations to follow suit.

1998 – Executive Order 13087: signed by President Bill Clinton, this order prohibited discrimination based on sexual orientation in the federal civilian workforce, setting a precedent for private sector policies.

2000s – Expanding Benefits: companies began offering domestic partner benefits, with leaders like Microsoft and Disney setting the standard for equitable healthcare coverage and family leave policies for LGBTQ+ employees.

2015 – Marriage Equality: the US Supreme Court’s decision in Obergefell v. Hodges legalized same-sex marriage nationwide, prompting businesses to reassess benefits, parental leave, and spousal support policies.

2020 – Bostock v. Clayton County: this landmark Supreme Court ruling affirmed that Title VII of the Civil Rights Act protects employees against discrimination based on sexual orientation and gender identity, reinforcing the legal framework for workplace inclusion.

However, whilst significant progress has been made when it comes to the inclusion of LGBTQ+ people in the workplace, the journey towards full inclusion is still very much ongoing. In fact, recent research suggests that 39% of LGBTQ+ employees still feel the need to hide the fact that they are a part of this community at work, and more than 1 in 4 LGBTQ+ people experience negative comments or conduct from customers or clients because of their identity. This is why it’s so important for employers to not just be reflecting on how far society has come this LGBTQ+ History Month, but also thinking about what the next steps are that they need to be taking to ensure that members of this marginalized community continue to feel valued and included (and ensuring this is achieved in a way that doesn’t fall into the trap of ‘pinkwashing’).

If you would like to discuss how we can help you find a harmonious balance when it comes to building on your LGBTQ+ inclusion strategies and wider inclusion intiatives, please get in touch with us today.

The USA continues to become an increasingly popular place for companies to move their operations into – so much so that manufacturing was actually the fastest growing asset category in 2022, and then proceeded to be 74% higher in 2023. Whether this be from companies returning after venturing somewhere else across the globe or expanding into the US for the first time, the offer of supply chain resiliency, sustainability, and geopolitical stability has led to the US becoming a hotspot for reshoring or expanding operations in the modern business landscape.

However, success in the US requires more than replicating strategies from your home market. Navigating the sea of compliance, as well as understanding geographically where best suits your needs on a talent pool and consumer level can be overwhelming to say the least. But, with an expertly structured approach to this expansion, the US business environment can be seized for all the organizational benefits it has to offer.

So, first things first, what do you need to know about the US business landscape?  

While the US offers a fertile ground for business growth, it requires a nuanced understanding of its unique opportunities and challenges:

• Cultural Practices – success in the US involves adapting to local cultural nuances, as there are many differentiating factors on a state level that will need to be considered in order to make informed business decisions and ensure that where you set up aligns with the culture of your company. Organizations should also try to avoid being perceived as mere extensions of their parent companies, and instead work towards building an identity that is tailored to their new landscape.
• Employment Laws and Regulations – US employment laws vary significantly between states, so it’s important to have HR Leaders who can draw upon a comprehensive library of state-specific legislation to ensure full compliance from day one.

In addition to this, there are also some key legal and recruitment considerations:

• Legal Entity and Employer of Record (EOR) – deciding on the appropriate legal entity (e.g., Corporation, LLC) and identifying the legal Employer of Record are critical early steps. Some organizations partner with third-party EORs to manage payroll, benefits, and compliance – we guide organizations in evaluating options and selecting the optimal structure.
• US Immigration Compliance – bringing non-US staff into the country requires correct work authorization. US immigration laws are complex, and non-compliance can result in severe penalties, so you will need help navigate these regulations to ensure legal compliance.
• Compensation and Benefits – US compensation practices often emphasize variable pay and equity components more than European markets…understanding these differences is vital to attract and retain top talent.

At OrgShakers, we provide organizations with a comprehensive understanding of the critical People considerations necessary for successful expansion into the US. Our fractional HR Leaders offer local insights and hands-on implementation to build fit-for-purpose HR infrastructures, including payroll, benefits packages, statutory compliance, and people strategies.

Our experienced practitioners will then work alongside your team, gaining a deep understanding of your organization’s unique challenges and opportunities. This will help us to identify essential solutions and actively implement them to help achieve both immediate and long-term business goals, ensuring compliance with all relevant legislative requirements. Essentially, we want to make it so that we can help your company leapfrog to success and free up your time to focus on other key areas of your business.  

We have ample experience when it comes to supporting organizations through policy development, legal reviews, and audits to ensure compliance with US employment laws. In addition, we can provide you with all the necessary tools and resources for payroll, onboarding, and ongoing compliance training, resulting in a successful transition into the US market.

Expanding into the US can propel your organization’s growth and global presence. With OrgShakers as your HR partner, you’ll have the insights, tools, and support needed to thrive in this dynamic market and leapfrog straight to success. If you would like to discuss how we can help support you with reshoring your operations back into the US or first-time expansion, please get in touch with me today at natasha.santos@orgshakers.com

The rise of artificial intelligence (AI) and cutting-edge technology is no longer just a trend; it signifies a fundamental shift in the business landscape.

To remain competitive, organizations must embrace this technological transformation, starting with their most valuable asset: their People.

First, organizations need to rethink their structures and processes.

Collaborating with experts in this field is essential for ensuring a smooth and successful implementation of these changes.

This is where OrgShakers come into play. We can help employers build a foundation to adapt and thrive in a tech-driven future by leveraging our expertise in leadership optimization, people strategy, and human capital risk management.

Strategic HR management plays a pivotal role in aligning humans harmoniously with technology, unlocking the full potential of this new opportunity. Our comprehensive approach includes everything from talent acquisition to leadership development, all designed to foster a culture of innovation and adaptability.

Creating this culture isn’t just about adopting new tools; it’s about driving strategic cultural and organizational transformation. This requires an approach that ensures changes in structure and strategy are deeply embedded within the organization’s culture and values, sparking a ripple effect that reaches every corner of the company.

Integrating AI and new technologies demands a strong emphasis on learning and development opportunities. Providing training opportunities helps mitigate any doubts or change fatigue employees might experience as they adapt to these advancements.

In 2025, staying ahead means embracing the evolution of AI and technology, with a focus on both people and processes. Partnering with OrgShakers offers organizations the expertise and support they need to navigate this transformative journey.

By aligning HR strategies with technological advancements, companies can cultivate a resilient, innovative, and competitive workforce ready to excel in our high-tech future.

If you would like to discuss our services in relation to AI and technology in more detail, please get in touch with us today.

For most of us, 2020 is not a year likely to fade into obscurity.

From the initial announcement of one country’s encounter with the virus to the reality of a global lockdown, the pandemic certainly made its mark in modern history. Five years later, in many areas, we continue to see ripple effects from this world-wide experience.

When it comes to the workplace, however, it may be time to officially close the chapter on COVID.

The pandemic affected the world of work in a massive and far-reaching way. Employers were forced to think on their feet and find a way to protect onsite workers as best they could or make work usually done in the office achievable from the home. And there were some truly unique circumstances to consider. Do you remember when gym teachers were having to deliver their lessons – which required physical activity – from home?

The point is, when COVID came, employers adapted to survive.

The challenge some employers may be facing now is that the COVID hangover continues to affect their organization.  The dust has settled, COVID has become an issue of the past and yet it may still be lurking in the background of your policies and documentation, or echoing in your work language and thought processes.

This is where a COVID clean-up can prove effective. Consider reviewing three key areas to ensure your organization is up-to-date and looking towards sustainability and future growth rather than looking back:

• Guidance Documents and Policies – this is the more administrative side of the COVID-clean up. Do you still have policies centred around COVID? Are there forms taking up space that are now, in a post-COVID world, no longer needed? For example, an employee form recording a positive COVID test and a request to work remotely, is likely no longer relevant for today. It’s time to discard the outdated policies, procedures, and forms. Making the effort to polish guidance documentation so that it’s up to date and relevant can improve business efficiency and eliminate unnecessary work.
• Mindset – in the early days post-COVID, the world of work saw significant changes in the way people viewed work as well as their role in it – consider the carpe diem mindset prevalent during the Great Resignation. Fast forward to now and this outlook may not be as applicable as it was a few years ago. This forward movement applies to many ways of working (and ways of being) that emerged during the pandemic. The mindsets that leaders and employees had to adopt during the pandemic years were vastly different to how they were previously thinking about and approaching tasks. Mindsets have continued to evolve post-COVID and while being responsive, adaptive, and flexible can be seen as positive biproducts of this forced mindset shift, it’s important that employers are not still making decisions based on what happened with COVID.
• Language and Communication Styles –it’s time for us to stop talking about COVID. Terms like ‘pre-pandemic’ and ‘post-pandemic’ should be used rarely, if at all. Instead, we might say, ‘moving forward, here’s where we want to be’ or ‘let’s focus on today’s most pressing challenges.’ Employers can refrain from using language that calls back to COVID and the pandemic because it no longer serves the purpose it once did. For example, when faced with a work disruption, the first question shouldn’t be about what we did before, after, or during the pandemic. It’s time to take COVID out of the buzzword box to make room for more applicable terminology.

Once this clean-up is completed, employers will likely see that moving away from the association of any disruptions with the pandemic can have significant benefits for their organization. Greater value can be realized by shifting efforts towards how to manage and mitigate all types of disruptions as and when they occur. By conducting this shift in language and mindset, and ensuring it is reflected in policies and processes, employers will be better equipped to manage the onslaught of change fatigue that has arisen in the working world over the past few years.

If you would like to discuss how we can help you conduct a COVID clean-up and build resilience into your workplace policies and practices, please get in touch with me at amanda@orgshakers.com

It has recently been confirmed that from the 6^th April 2025, employees will be entitled to 12 weeks of paid leave if their baby requires neonatal care.

Delving into the nitty gritty of the new Neonatal Leave law, employees will be entitled to this from day one of their employment, and the employee must also be one of the baby’s parents or intended parents (in regards to surrogacy), and the baby must be born after the 6^th April 2025 for this to qualify.

In terms of the neonatal care itself, it must have taken place or begun within the first 28 days of birth and care must continue for a period of at least seven continuous days – so this could still be potentially disappointing for those parents who discover health issues that require neonatal care after the first few weeks of their child’s birth.

Before the passing of this law, the reality for many parents of sick or premature babies has been having to juggle this emotionally strenuous circumstance with ensuring they either have enough paid leave to take off work or in fact go to work whilst their child is in neonatal care. But after consistent advocacy from non-profit Working Families, the Neonatal Care (Leave and Pay) Bill was able to take shape, and is finally coming to fruition later this year.

This new law is paving the way for companies on a global scale to consider the realities of parenthood and make conscious efforts to amend their policies to include the offering of leave in the event of a premature birth. According to the World Health Organization, 13.4 million babies are born prematurely every year, and so it’s important for employers to be reflecting this reality into their maternity and paternity leave policies.

Whilst countries like Canada, Croatia, and Finland do offer the extension of maternity leave in the case of a premature birth or a poorly baby, the UK is the first country to pass a specific bill which addresses neonatal care and views it as a separate entitlement.

For the US, the passing of this new law may be a call to action for many American employers who are not offering neonatal care leave as a part of their benefit packages. With the majority of the workforce now made up of Millennials and Gen Z – both of which are either already parents or nearing the age of becoming parents – a benefit like this may prove very attractive and important for the younger generations in the workforce.  

If you are a company that would like guidance in creating a neonatal care leave policy, please get in touch with us today.

In the wake of the pandemic, the working world has been in a constant state of transformation. The rise of a carpe diem mentality and the evolving needs of the workforce have necessitated a shift in how organizations attract, embed, and retain top talent.

As we move into 2025, this shift may involve rethinking traditional hiring requirements.

In particular, the four-year degree, once a staple of job qualifications, is being reconsidered. Major corporations like IBM, Accenture, Bank of America, and Google have set a precedent by eliminating the bachelor’s degree requirement for many roles. And recent data suggests that nearly half of US organizations intend to eliminate the need for a bachelor’s degree – a trend is not just exclusive to the US with LinkedIn data showing a 90% increase in the share of UK job postings that did not require a university degree.

Given the current talent shortage, it’s no surprise that companies are beginning to value unconventional pathways into the workforce. After all, fewer than 40% of Americans actually hold a bachelor’s degree, which means that 70 million workers who do not have a university qualification were potentially being overlooked by employers.

But if degree inflation is finally starting to fall, what should employers be doing to ensure they are attracting the best talent?

The solution lies in two key areas: defining the characteristics of a desirable candidate and offering robust training pathways. Hiring managers and HR professionals should shift their focus from traditional qualifications to evaluating candidates based on their attitude, acquired skills, and potential to enhance the company culture. Many eager and capable individuals have not pursued a four-year degree but possess the drive to learn and grow. By moving away from rigid degree requirements, companies can tap into a larger and more diverse talent pool.

The success of new hires hinges on the training programs that employers provide. One offering that is growing in popularity in the US is apprenticeships, which have seen a 64% rise over the last decade. Apprenticeships have proven to be a great tool for getting fresh talent into roles; for example, in Switzerland 70% of teenagers participate in apprenticeships after finishing high school due to their effectiveness for businesses and their biproduct of creating social mobility opportunities. Apprenticeships can attract talent and boost retention rates by fostering loyalty from the outset.

Similarly, employers can develop in-house training programs tailored to their specific needs, enroll new hires in Bootcamps, and offer external certifications. These initiatives are particularly popular in the tech industry, where continuous learning is essential.

By moving away from degree requirements and creating comprehensive apprenticeship and training programs, companies can also advance their Environmental, Social, and Governance (ESG) strategies. These initiatives contribute to social mobility and demonstrate a commitment to broader social goals.

If you would like to explore how OrgShakers can assist you in expanding your hiring process and accessing a wider pool of untapped talent, please get in touch with us today!

The term ‘red flags’ is often used these days in the world of dating – namely, trying to identify potentially undesirable qualities in potential suitors.

And, as we know, the dating process can be a lot like the hiring process – you arrange a time to meet, exchange pleasantries, and then get into the fundamentals to determine whether the two of you are a compatible.

But before all of this, it’s highly likely that, as in dating, a recruiter might take a look at a prospective candidate’s social media presence to see what it reveals about their personality and values.

This process of social media screening is a common practice amongst hiring professionals – in fact, a survey by CareerBuilder found that 70% of employers use social media to screen potential employees before making a hiring decision.

So, in light of this, we have compiled a list of social media ‘red flags’ that hiring managers should take into consideration when vetting a potential candidate:

• Inappropriate/Offensive Content – this is one of the most obvious red flags, and essentially means that if you are finding any posts that are misogynistic, homophobic or discriminatory, then this is probably a sign that the candidate might not be the best fit for the culture of your company. Content like this can also indicate a lack of professionalism and poor judgement, which are not two favorable skills.
• Complaints About Past Employers – while it’s normal to encounter occasional frustrations at work, frequent public complaints about previous employers, coworkers, or clients on social media can be indicative of a lack of discretion, poor conflict resolution skills, or an inability to maintain professional relationships.
• Negative/Hostile Tone – if you find that a candidate is constantly having arguments in comment sections and making frequent passive-aggressive remarks aimed at their peers than this could be a sign that they may struggle to maintain a positive and collaborative attitude in the workplace.
• Oversharing Confidential Information – posting sensitive or confidential information about a previous employer, such as proprietary data, client details, or internal discussions, is a significant red flag. It demonstrates poor judgment and raises questions about whether they would respect confidentiality in your organization.
• Excessive Alcohol or Drug Use – while occasional photos from social gatherings are generally harmless, a consistent pattern of posts featuring excessive drinking or drug use can signal potential issues with responsibility and reliability. However, when looking at this it’s important to differentiate between casual social behavior and signs of lifestyle choices that may affect job performance, as what an employee does to have fun is their own business, but how much of it they share online is when the lines begin to blur slightly.
• No Online Presence – it’s not necessarily a red flag to have no social media presence, but a complete lack of it can be noteworthy. In today’s digital age, it could suggest a candidate’s unfamiliarity with technology, or a deliberate attempt to avoid scrutiny. However, it’s essential to avoid penalizing candidates for their decision to maintain privacy.

It’s important to remember to take these ‘red flags’ with a pinch of salt.

A person’s social media is inevitably going to include content unrelated to their professional capabilities, and it’s important to recognize that anything that does raise a red flag doesn’t automatically mean that the assumption being made is true.

Rather, it’s merely something to touch on and discuss if you decide to offer the candidate an interview.

It’s important for hiring managers to be considering the context around social media posts and to focus more on patterns of behavior instead of isolated incidents.

Social media can be a valuable tool for gaining insights into potential hires, but it should complement, not replace, traditional evaluation methods. If you would like to discuss how we can help efficiently screen potential candidates and strengthen your hiring processes, please get in touch with us today.