Over 1 in 4 of the population are struggling to access the services and products they need … that’s around 18 million people in the UK!

And although the term ‘accessibility’ is nothing new, it can be hard to pin down exactly what it means to your organisation or business. 

This is because when people hear ‘accessibility’ they tend to think ‘disability’.

It is, however, important for employers to get beyond this ambiguity and focus on creating inclusive experiences that can be accessed by everybody. 

So, the first step is to understand what accessibility really means: ‘Ensuring people can do what they need to do in (approximately) the same time as someone who does not have an accessibility need’.  

Secondly, leaders need to understand what their consumers and employee’s accessibility needs are so they can work out how best to accommodate for them. To do this we have identified 8 potential barriers to accessibility that need to be considered:  

• Hearing – 12 million adults are deaf, have hearing loss or tinnitus, which is estimated to increase to 14.2 million by 2035.  
• Speech – This includes those with speech impediments, those who are physically unable to speak and those who are non-verbal.   
• Dexterity – 22% of working age adults in the UK have issues with dexterity.  
• Vision – Over 2 million people in the UK have sight loss, and 1 in 5 will live with sight loss in their lifetime. 
• Language – There are over 300 different languages spoken in schools across the UK, with many people not speaking English as their first language. Therefore, it is likely that for many people applying for jobs and using services, there may be a potential language barrier that is making these things inaccessible.  
• Cognitive Processing – This includes those that suffer from memory disorders, or those who process information at different speeds due to many factors (such as proficiency or neurodivergence). 
• Digital Competency – Technology designers work hard to ensure that the user experience is easy to grasp as possible – for example many of the icons we use every day have been inspired by their traditional ‘physical’ counterparts; folder, camera, mail, etc. However, some of the most basic elements of tech may not be as intuitive – for example, if you didn’t know the symbol for the On/Off button would you be able to guess?!
  As a result, more than 1 in 5 in the UK still lack the means or skills they need to effectively operate in today’s digital world.
• Care and Commitments – There are as many as 10.6 million unpaid carers in the UK, and these people find themselves dealing with an array of accessibility barriers, especially from a cyber security perspective. For example, they are an acting representative for someone where often data security makes it hard to complete tasks.

Without doubt, accessible services are widely underdeveloped from a business perspective. But there is a huge opportunity to both impact the bottom line and positively impact brand image and consumer loyalty. 

Marketing experts will tell you that 95% of consumers say that customer service has an impact on brand loyalty and that 41% of consumers will abandon a brand after two bad digital interactions. To put a figure on this, it’s estimated that £17.1 billion a year is lost due to people abandoning online shopping because of accessibility barriers. 

Now apply this mindset to accessible consumers who will, more often than not, struggle on a day-to-day basis with life’s basics. When they are treated with care and consideration and are able to achieve what they set out to do with relative ease, they naturally form strong emotional bonds that go beyond logic and rationality. This phenomenon has been dubbed ‘loyalty beyond reason’.  

The truth is accessibility is a broad term that encompasses many more factors than many employers realise, and of course no one-size turnkey solution exists. But if you take time to look, you will see that all big software providers are now providing accessibility features on their platforms. Not only is this a sign that they have recognised both the issues (and the potential) surrounding accessibility, these changes also provide the rest of the business world an opportunity to utilise these tools to their advantage. 

The key is stepping back and taking time to understanding the context in which a consumer or employee with accessibility needs is operating. Once you have this and begin to apply it to your business context, then you can begin the journey of incremental steps steadily adapting your ways of working and service provision. 

If you would like to discuss the topic of accessibility in more detail and how it can make your business brand stronger, more profitable and sustainable, please get in touch with me at gavin.jones@orgshakers.com  

The effectiveness of an employer’s hiring process is often overlooked. And yet, this is the first real interaction a potential employee has with your company – in many ways, it echoes the setting for a first date.

Both parties are trying to present the best versions of themselves, in the hopes that there is enough of a connection for the relationship to progress further.  

Therefore, like dating, hiring someone is a two-way street – while the candidate will be doing everything they can to impress the employer, the employer needs to know the best way to present themselves to the candidate, honestly, in order to make them want to join the team.

And yet, candidates have recently been expressing their frustrations with elongated hiring processes, and shared how this has been a deterrent for pursuing opportunities. But these extended processes have emerged because employers want to be 100% certain that a person is the person for the job.

So how can employers create a hiring process that considers the interests of both parties?

The stages of a hiring process can differ depending on the role – a senior role will often involve multiple stakeholders and will naturally have a longer hiring process. But for entry-level and midmarket roles, employers should be looking at no more than three interviews.

Put it this way – after three dates, you can usually tell whether or not this could blossom into something more, but if you’re creeping towards date six and either of you are still unsure, oftentimes this is not a good sign.

The same can be said for interviews; having one after the other, with no clear end in sight for the candidate, will likely see their desire to work with you dwindle with every hoop they jump through. An unending process can lead to companies losing out on top talent due to another employer having a more efficient and effective process.

It is important for employers to remember that they are most likely not the only company the candidate is talking to. Just as people date different people in search of a connection, looking for a new job is no different. That’s why it’s always good to keep in mind that as much as a candidate would like to be hired, an interviewer needs to be clearly demonstrating why their organization is the best one to consider.

Lastly, being candid and clear about what your hiring process is going to look like with the candidate from the offset is going to calibrate their expectations right from the start. This means having a fully-formulated process that is understood by your hiring managers so that it can be shared with potential new hires and keep them in the loop for what this process will look like for them. Doing this will already lend to your attractiveness as a company, as it demonstrates that you are organized, and that you value the time of the candidate and hold their interests at heart while also fulfilling your own.

Perfecting this process is a crucial tool when seeking out the best new talent; recent research found that two thirds (65%) of employers globally had lost their preferred candidate to a protracted hiring process. Understanding how to optimize the candidate experience means that a company can reduce its convolution whilst still feeling assured that they have gained meaningful insight to make an informed decision.

Some top tips for hiring managers to remember:

• Values matter!
• Ghosting is for Halloween.
• Respect is a two-way street.
• Make them feel special.

At OrgShakers, we understand and can help you find that balance between employer and employee needs. By training hiring managers to optimize the current process, we can help you solidify this so that it can be communicated to each new candidate to avoid any misleading feelings.

If you would like to discuss how we can help your company, please don’t hesitate to get in touch with me at lauren@orgshakers.com                        

When I first started my job, I wasn’t exactly fluent in workplace jargon. I had just graduated from university and hadn’t ever been in a corporate environment, and straight off the bat there were acronyms being thrown around that I would surreptitiously google so not to seem out of the loop.

For example, a term that we use a lot is ‘BD’ – which I now know stands for business development. However, when I first joined, I’d never heard the phrase, and told myself I would ask what it stood for. I subsequently forgot, and then when the next meeting rolled around a fortnight later it was already too late.

Now, it obviously wasn’t too late – but in my dramatic, Gen Z, new worker brain, the idea of admitting I didn’t know something that I had been pretending to know the whole time was mortifying.

Interestingly, a recent study has found that workplace jargon makes 48% of Gen Z and Millennial workers feel less included in the workplace, and 46% of them cited how this barrier to understanding had led them to make a mistake at work.

This can lead to communication barriers, productivity stunting, and a general lack of cohesion in the workplace. But is the solution as simple as teaching new, younger employees this jargon so that they can begin to speak the language?

The short answer is no – and this is because younger people now have an entire language of their own.

We have dubbed this non-verbal online language as ‘Cybernese’. It is essentially online etiquette, but to those who find themselves in Gen X or above, there are a lot of meanings hidden in things that may seem completely harmless. For example, emojis may seem straight forward, but they are a minefield of double-entendres that could be HR horror stories waiting to happen if someone isn’t well-versed in this digital tongue. The language even spans to things such as Zoom backgrounds or punctuating sentences (if you text a Gen Z worker with full stops at the end of your messages, it’s more than likely they will assume you are being passive aggressive, even though this is just grammar!).

What we’re seeing is two older generations using old-fashioned lingo that younger workers don’t understand, and two younger generations who have got their own online language that more midlife workers have not come to grips with yet. So, what can employers do to create an inclusive environment for all?

The best approach would be to know a bit of both. Workplace jargon is not a necessity, but much like a habit, it would be hard to suddenly quit using it cold turkey. And besides, it has euphemistic tendencies which make communicating tasks easier, so it can be a positive thing. But if you’re going to use it, be considerate to your audience. If you’re talking to an employee who you know is familiar with these terms, then go right ahead. If you’re talking to a new or younger employee, then it might be best to avoid them to mitigate the risk of things getting lost in translation.

When it comes to Cybernese however, it may be worth employers making the extra effort to ensure that all their staff members are up to speed with this emerging language. This is because as remote and hybrid work settles into normalcy, a lot of communication and interaction between colleagues will be happening virtually. Here, it will be important to become well-versed in Cybernese so that communication is clear and appropriate (you can check out our video for how to avoid emoji-geddon for some examples of this).

If employers are able to recognise and understand the best ways of communicating with members of staff, they will be able to give them the clarity that is so important to ensuring productivity and high-quality output. To discuss how we can help you ensure your culture has inclusion at its core, please get in touch with us.

Reducing turnover and improving employee retention is always a top priority for employers.

And yet, with the effects of the Great Resignation still lingering, as well as increasing concerns over the skill’s gap, coming up with innovative and effective retention strategies has never been more important.

Something we have also come to notice is the rise in non-linear career paths. One study has found that Gen Z are 53% more likely to pursue an unconventional career path as they are proving to be a lot less anxious about abandoning the traditional career ladder.

This normalization of non-linear careers has risen in popularity, and has been coined a ‘squiggly career’ by Helen Tupper and Sarah Ellis in their book of the same name. A squiggly career is one that embraces the idea of a career that is full of change, challenge, options, and opportunities, allowing people the space to develop in different directions without the anxiety of doing so. It rejects the notion that the career ladder is the only shape a career path should take.

Now, from an employer perspective, the idea of encouraging a squiggly career is a bit counter intuitive. But the ideology that rests at its core is an interesting and timely one, and could hold the key to helping leaders be more creative with their approach to retention strategies.

It is clear that some workers, particularly younger workers, are attracted to this idea of non-linear career paths. It gives them more space to try different things and to align their passions with their work. At the moment, the only way to take a ‘squiggle’ like this in your career journey is by changing employer altogether, but what if employers were actively creating this ‘squiggle room’ in the roles they offered?

One of the best ways of doing this is by creating the space for employees to job craft. This means being open to being flexible, creative, and innovative with an employee’s role, and allowing them to craft their own personality and passions into what they do in order to increase engagement and produce top-quality output. This ‘squiggle room’ allows the space for employees to explore different skills and approaches all while remaining in their role, which means they won’t feel the need to actually move on to a different career entirely as their needs for flexibility are already being fulfilled.

Squiggle room also works great even for those who prefer the linear career path. There are always things in life that get in the way of our journey up the corporate ladder, whether that be trying to achieve a work-life balance, or taking care of kids, or falling ill. The list goes on. But with this ethos of flexibility built into a company, all these hurdles are going to feel much more manageable because their employer has actively created the space for these inevitable squiggles to occur.

And the proof is in the pudding – 54% of workers said they would leave a job if they didn’t think they belonged at a company. But with ‘squiggle room’, there is space for everyone to be accepted and included for who they are, not just the skills they have to offer.

To discuss how we can help you create a squiggly culture in your workplace to improve retention rates, please get in touch with us.

Workplace friendships can be joyous, enduring relationships contributing to personal and professional success. It’s how we manage them that matter.

Regularly spending time with the same people is likely to result in platonic relationships forming. Such friendships can foster innovation and psychological safety, as well as encourage collaboration, adaptability, vulnerability, healthy competition, and humility – skills that businesses should seek to optimise.

In fact, a study confirms that 76.13% of employees have at least one close friend at work and many organisational psychologists recognise the benefits of social-emotional connections at work.

So, what role does friendship play in the workplace? Is it crucial to have a close team inside and outside of the office? Is there a balance to be struck?

Of course, there are potential drawbacks from having interpersonal relationships. Personal lives can impact the workplace, and the line between colleague and friend can sometimes blur the distinction between professional and private life. Dynamics change as reporting lines do and suddenly a friendship becomes strained, and leadership becomes more challenging.

The most successful and high-performing teams I’ve worked with had respect for each other, clear accountabilities, enjoyed a similar humour and had a focus on communication and collaboration. They had an alignment of values that bound them.

Employers can and should strive to create cohesion. Workplace friendships can be a positive force, but also potentially a disruptive one. Friendships will form organically but careful consideration may be given regarding recruitment and the culture companies are creating. Value alignment is particularly powerful as employers want their people to have some common ground, enough to build trust, honesty with each other and the ability to both challenge and support. This foundation creates a positive environment to engage, innovate and communicate effectively.

The key in workplace friendships is the skill of setting and working with boundaries to maintain both professionalism and friendship. You can coach your employees to feel confident in this. With boundaries in place, you can mitigate the risk of personal problems making their way into the office.

While friendship at work isn’t necessarily an important thing for all, nurturing an environment where friendship is possible in a professional context can reap rewards. What blossoms into friendship beyond work is a plus, but more critical is a focus on recruiting people with diverse perspectives but similar values. This can foster innovation and productive teams who can support and challenge each other to create a positive place to work.

Think of your own group of friends. You’re not all carbon copies of each other, right?

If you would like to discuss how we can help you find this balance in your hiring practices, workplace culture, and team and individual coaching, please get in touch with me at joanna.tippins@orgshakers.com

If you’re anything like the famous Mathematician Archimedes, you might find that you do some of your best brainstorming in the bathtub. And you wouldn’t be alone in this!

Last month, we conducted a poll on our LinkedIn page which sought to discover where employees were doing their most productive thinking.

It might be surprising to hear that 89% of respondents said that they had their most productive thoughts outside of their work office, with the responses ranging from their home offices, their morning showers, and even when they were walking the dogs!

There are many explanations for this; for example, there are studies that highlight a direct link between nature and wellbeing. Being in nature not only reduces feelings of anger, fear, and stress, but also contributes to your physical wellbeing too. Therefore, it might not actually be such a stretch to hear that people have some of their most productive and innovative thoughts when outside.

However, when I saw these results it got me thinking – is pressure, or even the implication of pressure, the root of the productive thinking problem?

An overwhelming amount of respondents are doing their most productive thinking outside of the work office – even though the work office is where employers hope that their staff are being most productive! And Gallup’s State of the Global Workforce Report reinforces this alarming notion, as only 23% of the global workforce are actively engaged at work.

What we’re seeing is that productive thinking is happening in places where there are not connotations of pressure and stress and where no interpersonal risks have to be taken. For instance, when brainstorming in person with fellow colleagues and managers, a person will be less likely to contribute an idea (even if it is a productive one) because of the fear of it not being thought out enough. Whereas in settings outside of the formal workplace, there is less pressure to contribute immediately, and this allows for time to assess different factors before pitching the idea.

So, how can employers reduce these feelings of pressure and access their team’s most productive thinking?

The first and most obvious suggestion is having flexible working policies. Most companies now offer some form of hybrid working, but it might be worth taking this one step further. If our most productive thinking is happening outside of the office, then why not take your team outside? Try working in some more ‘untraditional’ spaces, or creating a more untraditional space out of your office, to see what this might inspire.

The second suggestion is normalising dissent at work. If one barrier to productive thinking is the fear of seeming silly, then tackle this fear at its root. Strive to create a psychologically safe space in the office that encourages people to actively challenge ideas, and one that doesn’t punish anyone for contributing. This allows for more productive innovation to take place, and leads to some of the best creative thinking!

Lastly, it is important to recognise that a little bit of stress and pressure can actually be a good thing. Not only have studies proven that a little stress is interpreted by your body as a ‘survival strategy’ and therefore improves cellular health and longevity, but it can also be reframed as a drive to make someone want to be the best version of themselves. Managers should be coaching this reframed mindset so that their team can leverage feelings of stress. Some stress at a job is going to be inevitable, but it can be wielded to their advantage!

If you would like to discuss how we can help introduce policies around flexible working and shake things up to get people thinking more productively, please get in touch with us!

Last year, Ketanji Brown Jackson made history as she became the first Black woman to sit on the Supreme Court. And while her experience, expertise, and skill all warrant her place there, none of this would have even truly been taken into consideration if President Biden hadn’t nominated her.

It can be somewhat bittersweet, as it plays into this ‘white savior’ narrative that without a public endorsement from a powerful White figure, Justice Ketanji Brown Jackson would not have achieved this feat. However, the fact is that disparity still runs rampant, so while the battle against systemic racism continues on, it is so important for those White people who are in positions of power to wield this power responsibly.

The same idea is also true for the corporate world. On many occasions, I have noticed managers or executives taking certain members of staff under their wing. This “sponsorship” gives those staff members who have been selected by the executive access to more opportunities and more chances to climb the corporate ladder in comparison to their other colleagues.

Now the issue with this informal sponsorship is that it is riddled with disparities. Typically, it’s the same type of people who are being offered this advantage, but this trend goes relatively unnoticed. Employers identifying strong candidates and wanting to help them grow their career isn’t a bad thing, but there needs to be more diversity. Different types of people need to be given these opportunities to grow and accelerate their careers, not just from a social perspective, but from a business perspective as well.

Racially diverse companies have been proven to be 35% more likely to outperform other organizations. Having a C-suite that is comprised of the same type of people, with the same ideas and perspectives, will halt any opportunity for innovation to take place. Alternatively, being intentional about sponsoring different employees at entry-level and helping accelerate them to managerial roles will make all the difference to this. New ideas will be considered, new perspectives will be heard, and new markets will become accessible.

But much like Justice Ketanji Brown Jackson’s story, what we’re seeing in the world of work isn’t a lack of qualified professionals, it’s a lack of access. In the UK, Black employees hold just 1.5% of top management roles in the private sector, while in the US, Black workers make up 7.8% of management positions – compared to 83.6% of White workers. This highlights the importance of those that are in executive positions in a company, as they are the ones who are responsible for ensuring that their C-suites and boards are diverse and accessible to all, which directly links to the sustainability of their business.

As it stands, we have a way to go before opportunities are truly equal and accessible to all. So until then, it is crucial that those who have power are using it to make these opportunities more attainable. Much like President Biden using his platform to endorse Justice Ketanji Brown Jackson, recognizing the power of diverse talent is step one; paving the path for this talent to thrive is the next step. On Black Leaders Awareness Day, this message is more important than ever to remember. If you would like to discuss how to start embedding diversity, equity and inclusion strategies into the fabric of your business, please get in touch with me at marty@orgshakers.com

As the workplace landscape continues to evolve in the digital era, a focus on learning and development is now more important than ever. Technological advancements are seeing the culture of work begin to change and grow at an exponential rate, and so now more than ever employers should be focusing on their younger talent.

This notion is reinforced by a recent report which found that Gen Z are very keen to develop digital skills for their future careers, with 36% planning to acquire new digital skills and 40% viewing tech skills as essential to their future careers.

As conversations around the effects of AI in the working world continue to be had, recognizing the potential of Gen Z employees and investing in their upskilling could be the key to staying ahead in an ever-changing world. So, why are younger workers worth investing in?

1. Technological Aptitude – Gen Z are often referred to as “digital natives” as they have grown up immersed in technology. Because of this, they possess a natural aptitude of digital tools, social media, and emerging tech. By harnessing this technological aptitude and placing a focus on upskilling it, employers can leverage their skills to create potential for innovation and digital transformation, which will help drive the growth of their organization
2. Adaptability and Agility – as mentioned above, Gen Z has grown up in a fast-paced, ever-changing world. They are therefore more accustomed to adapting quickly to new environments and technologies. By investing in their upskilling, employers can harness this adaptability and agility. This invites the contribution of fresh perspectives, creative problem-solving, and a willingness to embrace change, enabling organizations to stay ahead of the competition.
3. Bridge the Skills Gap – the rapid advancement of technology has resulted in a significant skills gap in the workforce. A global survey by Equinix discovered that 62% of IT decision-makers viewed a shortage of personnel with IT skills as one of the main threats to the sustainability of their business. Upskilling Gen Z is the way to bridge this gap and ensure a steady supply of talent with the necessary skills for the future. Training programs that focus on emerging technologies, data analysis, communication, and critical thinking can equip Gen Z with the skills required to tackle complex challenges and drive innovation.
4. Collaboration and Diversity – members of Gen Z are more racially, ethnically and sexually diverse than any other previous generation. Due to this, they embrace collaboration and cohesion, and have a tactful understanding of morality and cultural sensitivity. This means that their perspectives are fresh, inclusive, and socially relevant, and bringing this into the workplace can do wonders for innovation and for accessing new consumer markets.

Investing in the learning, development, and upskilling of Gen Z employees can make all the difference for employers trying to get ahead in a corporate world that is constantly in a state of flux. And by placing importance on the growth of their younger employees, they will also demonstrate how valued they are from the offset of their careers, fostering a sense of loyalty which will result in higher retention rates.  

To discuss how you can unlock the full potential of this new generation in more detail, please get in touch with us here.

Now, I’m sure we have all been guilty of talking to an ex before.

The two of you have history, you understand each other on a fundamental level, so sometimes, you find yourself considering whether that initial decision you made to leave was the wrong one.

Well, this social trend seems to be translating into the working world as well. A recent international survey found that nearly 20% of workers who quit their job during the pandemic have since returned to their former employers.

However, there is some hesitation from employers to re-hire past employees. Robert Walters conducted a survey which found that more than two fifths (44%) of managers were reluctant to hire a former employee, despite that same survey finding that 71% of professionals would be open to returning to their previous role.

From my experience, there is no right or wrong answer here. Companies shouldn’t have a strong stance in favor of or against re-hiring a previous staff member. Instead, this person should be measured against the same talent acquisition criteria as a potential new candidate.

An employer’s talent management process is going to be key when it comes to deciding whether to re-hire a boomerang employee. There are some things that they should take into consideration when making a decision to bring on board someone who has previously worked with them:

• Check previous performance reviews and exit interviews – establish the context around why this employee left in the first place; if it was for cultural reasons, have those things changed/evolved since they left? Or will these clashes simply happen all over again? If they didn’t work well with a certain team member, is that person still there? Or did they simply leave to pursue a new career path and have decided that they were more satisfied where they were before? Understanding why someone left in the first place will be a helpful indicator of whether it is worth reinvesting in them.
• Still doing a thorough interview process – this is an important step to remember to take. Re-hiring a previous employee shouldn’t mean that the process is sped up and they are treated specially, especially if a company is enticing someone to return by offering them promoted responsibilities and a higher wage. Harvard Business Review conducted their own study which found that boomerang employees were more likely to be managers than non-managers, and this was assumed because organizations often entice workers back by offering them a promotion. However, this can cause friction with employees who would consider themselves loyal as they didn’t depart but are still being overlooked for promotional opportunities. By conducting the interview process like you would for any candidate, this helps to establish that the decision was made fairly and that all options were considered.
• Avoid elevated expectations – an obvious pro for re-hiring someone is that they already have a familiarity with the company and are trained. While this is a cost-effective hire, leaders should still be sure not to make the assumption that this employee will be able to jump straight back in all guns blazing. Boomerang employees should still undergo an onboarding process to get back in the groove, and be trained with any potential cultural and strategic changes that have occurred since they last worked there.

In summary, employers should consider re-hiring someone in the same way they would consider hiring a new candidate. With everything there is going to be pros and cons, so assessing the former employee on an unbiased and informed scale will ensure that they make the best decision for their company.

To discuss your talent management strategies and onboarding processes, please get in touch with me at Brittany@orgshakers.com

Dissent in the workplace is a delicate thing. Challenging the status quo can be seen as a rebellious and necessary act, but normalising dissent is a lot easier said than done. People get defensive, or begin questioning their own judgement. There is a sense of discomfort in dissenting which has to be navigated sensitively.

That being said, those employers that are creating a space for constructive criticism to take place are the ones unlocking all of their innovative potential.

So, what does this space look like, and how can employers create it?

The first step is by ensuring that the space in which the team are discussing and debating is a psychologically safe one.

Firstly, leaders should clarify openly that they are welcome to opposing opinions. A manager or executive who is leading the discussion will carry natural weight in their words, so they should use this to their advantage; ask for contributions, ask for debate, ask for challenges to the status quo. Establishing the space as one where employees can contribute freely will immediately boost engagement in the topic being discussed.

It is then great to follow this with establishing that ‘there are no wrong answers’. Asking employees to take an interpersonal risk is a vulnerable thing to do; nobody wants to be deemed ‘incorrect’ or ‘silly’. The encouragement of dissent is all about the encouragement of innovation – in the right space, ideas that may have seemed far-fetched can ignite a domino-effect of thought from another employee and so on. Leaders need to actively make the space to be a bit wacky, as they may strike gold in unlikely places!

Once the debate is in full swing, the chairman (in this case, the manager in charge) will naturally notice who is more willing to be honest and open. They should actively engage with these people and ask them directly for their opinions – if others around them see that they can truly dissent without repercussions (within socially acceptable boundaries, of course) then this will likely entice and embolden the rest of the team to get more involved.

This is also a fantastic diversity and inclusion strategy, as it pushes for divergent thinking. For those employees who are more neurodivergent, they will feel much more comfortable and valued sharing their perceptions and ideas in a psychologically safe environment.

Dissent can unlock a wealth of opportunities for employers, it just has to be managed correctly. And it’s no secret that many contemporary companies have been wildly successful by challenging the status quo.

If you want to discuss coaching and training options for encouraging dissent in a productive way in your workplace, please get in touch with us here.

‘Hustle culture’ is a buzzword that’s become quite popular over the last year. With some dubbing it as ‘burnout culture’, it is the idea that you have to work extra hard and put in extra work to get recognised for promotions and opportunities at work – in short, you are always hustling.

Since the pandemic, employers have started to become more in-tune to helping their staff achieve a better work-life balance. However, the remaining prevalence of hustle culture suggests that there is still a way to go for employers to normalise happiness above hustling.

For instance, there has been a rise in hustle culture amongst the youngest generation of workers, partly to demonstrate how they reject this preconceived notion that Gen Z are prone to ‘quiet quitting’ (although, our previous article explains why this term is actually a misnomer). But by this logic, it seems that in order to successfully hustle, one must forgo personal time, boundaries, and essentially their happiness overall.

And yet, our own poll found a stark contrast to this conclusion, with 77% of respondents measuring their success by how happy they were, in comparison to just 11% stating they measured it based on how much they earned. So, while there seems to be a shift happening in favour of doing something that makes you happy, there is still this belief that working unpaid overtime and devoting yourself to your job is what you should be doing if you want to be successful.

This idea of being ‘always on’ and always hustling has been around for years – with the rise of Thatcherism and Yuppie culture in the 1980s came the normalisation of hard and constant work to contribute to your country and become a young, affluent person at the same time. But, rather ironically, those who partook and perpetuated this ideology are now, for the most part, measuring their success based on how happy they are. Recent data from Rest Less found that almost half of the self-employed workforce across the UK are over 50. This highlights how those who were once hustling like no tomorrow did, in fact, realise there was a tomorrow, and they wanted to be happy at work rather than hustling through it.

So, what we’re seeing here is a pattern of ‘hustling’ in the early stages of your career in order to be ‘happy’ later in life. And while this seems quite transactional, it raises the question: why shouldn’t employees get to be happy from the very beginning of their careers? Adhering to this old-fashioned idea of what work should be only perpetuates it more. Employers play a huge role in breaking this cycle of over-hustling, and this is rooted primarily in how they measure the commitment of an employee.

Hustle culture remains because employees are still led to believe that working more equates to being a better worker. When, the reality is, employers should be rewarding their teams based on the quality of their output, not the quantity of their input.

At the end of the day, people measure success on an individualised scale. Some people may thoroughly enjoy working overtime and throwing themselves into their work, and that is completely fine. Just as it is also fine to set and expect boundaries from your employer so that you can have a life outside of your job. And there is even a middle ground here, what some are calling a flexible hustle culture, where you can hustle here and have more time off there. But as an employer, it is key to remember that no matter how your employees define their success, the playing field for opportunities and promotions must have a set criterion. That way, employees are free to hustle where they see fit, but do not feel pressured to do so in order to get ahead.

If you would like to discuss how you can design and implement strategies for work-life balance and measuring quality of output, please get in touch with us here.

If you’re wondering what ratatouille has to do with employee engagement, here’s an alarming statistic … in their State of the Global Workplace 2022 report, Gallup discovered that only 21% of employees were engaged at work.

Flipped on its head, this means that almost 8 out of 10 workers worldwide are actively disengaged.

So, time for employers to start being more innovative in their approaches to increase engagement levels.

Which is where we need the ratatouille.

Because unlocking engagement is rooted in an organization’s Meaning, Values, Goals, and Responsibilities.

Or, more memorably, by Making Very Gooey Ratatouille!

Meaning – As Simon Sinek famously said, “people don’t buy what you do, they buy why do you it”. While he was talking about consumers, this ideology is very applicable to employees, too. As a leader, knowing how to demonstrate the purpose of your work to your team highlights its importance. Motivating and inspiring passion in people about what they do is the best way of engaging them. This rings especially true when you look at the results of one poll which found that 90% of respondents said that work should bring a sense of meaning to their life. If leaders are actively supplying that meaning, and highlighting the value of what each individual employee does and why they are doing it, this will no doubt lead to a more engaged workforce.

Values – This is in reference to the way in which leaders train people to create and deliver output. Leading with purpose requires a methodology that reflects the values that the company holds, and so it is important to ensure that the way the products and services are created and delivered highlights their purpose and need.  

Goals – Employers need to be able to depict the bigger picture to their teams, and this means being clear and concise about how the company is going to achieve its goals. This requires leaders to be mapping out what needs to happen in order to get from point A to point B smoothly. By doing so, they will be instilling faith in their abilities and bring their ‘leading with meaning’ mindset to life as their staff will be able to see the end result.  

Responsibility – Lastly, members of a team need to know who is responsible for doing what. Each employee will play an integral role in the success of an organization, but in order to do so their responsibilities must be made clear. Leaders have to make a point of ensuring everyone knows what is expected of them, and then apply this ‘meaningful mindset’ to those responsibilities. This will result in each member of staff being fully engaged and prepared to do what is needed of them in order to fulfil their part in reaching the end goal.

By combining these four ingredients together, employers are sure to be making very gooey ratatouille that will see employee engagement skyrocket, as well as the production of high-quality output, and an increased likelihood of retention!

To discuss how you can start implementing this strategy into your leadership team, please get in touch with me at andy@orgshakers.com