Human Resources Business Partners (HRBP) are professionals that help align an organization’s people strategy with their business strategy. It’s been nearly 30 years since the concept was created by Dave Ulrich and, to this day, being a HRBP is seen as arguably the toughest job in HR, with a relentless focus on consistently demonstrating that HR is an added value strategic function.

Alarmingly, a Gartner survey discovered that CHROs believe that 82% of their HRBPs are ineffective at strategic activities, and 61% are unable to prioritize strategic partner activities.

This got us thinking – what is stopping HRBPs from achieving their strategic objectives?

In a recent poll conducted on our LinkedIn page, we discovered that only 8% of respondents believed their HRBPs were achieving their goals. Meanwhile, 15% believed that the pace of business change was the problem, 22% said a change in the required skills of the job, and a whopping 55% of respondents believed that it was simply the sheer volume of work that HRBPs were responsible for overseeing which was making their objectives effectively unreachable.

These are just some of the factors that can act as roadblocks to a HRBP’s success, but this doesn’t mean that the role is a redundant one. If crafted correctly, your HRBP can be the defining factor of your strategic success, and to achieve this reality, employers must be identifying the challenges they face in order to find remedies for them:

• Challenge 1: Role Clarity – in some organizations, the role of a HRBP is not well understood by the business or even by HR, particularly if the HR function is evolving to introduce the HRBP role.

Tip: To overcome this challenge, don’t just define the HRBP role and responsibilities, but also define every HR process that goes with it and assign responsibilities for each.

• Challenge 2: Operational Demands – as evidenced by our poll, there is no shortage of daily operational demands, and typically HRBPs want to be responsive problem solvers. But how is this possible when the volume of work is so great?

Tip: This is where it can be extremely helpful to be crystal clear with what the HRBP’s responsibilities are. They need clear parameters around what it is they are responsible for overseeing rather than ambiguous and broad responsibilities – the more detailed and specific, the better. This will mean that HRBPs will allot their time correctly and efficiently, giving them more time to focus on their strategic responsibilities.

• Challenge 3: Lack of HR Strategy – and we don’t mean a complete lack of strategy, but rather a lack of a quality one. Without this, it can be very difficult to operate strategically.

Tip: Establish clear, quality HR strategies at enterprise and business unit/portfolio level, and ensure that there are strong links between the organizational and business unit strategies and the HR strategies (with shared goals where appropriate). It’s also important to engage leaders to co-create/review the HR plan to ensure that the HRBP plays an active role in contributing to the business plan for their portfolio. Essentially, align business and HR KPIs wherever possible.

• Challenge 4: Culture – a company culture that values HR as a strategic partner is essential. Without buy-in from senior leadership, even the most capable HRBPs will struggle to make a meaningful impact.

Tip: By shifting this mindset at the executive level, HRBPs can be positioned to drive positive, sustainable change within the organization that poses no internal limitations to the strategic objectives they can achieve.

• Challenge 5: The Right Fit – it’s important to acknowledge that a strategic HRBP role is not suited for everyone; it requires a particular personality and skill set, and without this, it can make the job even more overwhelming.

Tip: To thrive strategically, an HRBP needs to be a ‘big picture’ thinker, confident, and highly people orientated. Not every HRBP fits naturally into this mould, and that’s okay.

The role of the HRBP is no doubt a challenging one, but with the right support and the right skillset, HRBPs can thrive in their pursuits to marry up people strategy with business strategy in a strategically effective way. If you are an HRBP, or a HR leader leading HRBPs, and have questions or challenges you would like help with, you can get in contact with us today via our private consultation service OrgShakers CL!CK to gain instant access to one of our seasoned HR professionals. Equally, you can contact us via our website!

1.6% of US adults identify as transgender or nonbinary – and 42% of US adults know somebody who is transgender. In the UK, 0.5% identified as having a gender identity  that differed from their sex registered at birth – around 262,000 individuals.

With such a sizable population, it’s so important for employers to be ensuring that they are building a workplace environment that is inclusive and welcoming of those gender nonconforming staff members. Especially considering McKinsey has discovered that more than half of transgender employees say they are not comfortable being out at work, with two-thirds remaining ‘in the closet’ in professional interactions outside of their own companies.

Transgender employees continue to face systemic barriers in the workplace, and employers must be breaking down these barriers and fostering an environment where trans and nonbinary employees feel safe and included. Here are some things to be considering when building a transgender-inclusive workplace:

• Gender Identity Inclusion Training – education is vital for fostering an inclusive culture. Many people may have questions or hold misconceptions about gender identity, and providing training can improve understanding and empathy across the organization, as well as equip employees with the tools they need to support an inclusive environment. Workshops could include topics such as how to use the correct gender terminology and the best way to approach, discuss, and correct pronouns.
• Establish Clear Policies – establish comprehensive policies that explicitly protect against discrimination based on gender identity and expression. While some companies have overarching anti-discrimination policies, transgender-specific protections may not always be included. Such policies communicate to all employees that the company values and upholds a clear commitment to inclusion.
• Inclusive Facilities – providing access to gender-neutral restrooms and changing facilities can make a significant difference for transgender employees. Where possible, workplaces should offer all-gender restrooms or allow employees to use facilities that align with their gender identity. In addition, ensure that dress codes are gender-neutral and allow all employees to dress comfortably in a way that reflects their identity.
• Trans-Inclusive Health Benefits – healthcare coverage is a critical component of transgender inclusion, as many transgender individuals face significant barriers to accessing gender-affirming care. When employers are designing or reviewing their benefit packages, they can work with insurers to ensure that coverage includes gender-affirming treatment such as hormone therapy and surgeries, as well as mental health services tailored to the needs of transgender individuals.
• Supporting Transitioning Employees – in the instance that an employee decides to begin their transition journey whilst in your employment, it’s important for employers to have a transition plan in place for supporting this employee to ensure the experience is as smooth as possible. This includes offering assistance in updating HR records, identification badges and other relevant information, as well as flexibility with time off or scheduling adjustments to allow for medical appointments and recovery time. It’s also important for employers to be prepared on how to support this employee with telling other colleagues about their transition.

A truly inclusive workplace doesn’t happen overnight, but the positive impact of cultivating such an environment is undeniable. And with the transgender and nonbinary population continuing to grow, it is more important than ever to be ensuring that your workplace is equipped with the tools is needs to support these employees and create a culture that is inclusive to all.

If you would like to discuss how we can help build these inclusion strategies into your business, please get in touch with us today.

We spend about a third of our lives at work, and so it’s therefore not shocking to discover that 75% of workers say they have formed lifelong friendships with their co-workers.

As humans, we naturally seek out connection. Socialising brings with it a wealth of benefits for our health and wellbeing, including better mental health and the promotion of a sense of safety, belonging, and security. But it doesn’t stop there – a study from Gallup also found that having close friendships at work results in improved productivity, retention, and employee satisfaction.

So it’s clear to see that there is a myriad of benefits for employers and employees alike when it comes to the fostering of social connections in the workplace…and yet, when you start to dig a little deeper, you begin to see that the types of employees who are reaping these benefits the most tend to be women.

There has always been this assumption that women will have a close-knit group of pals who they see and talk to on a regular basis. Whereas in contrast, male friendships tend to be less committal, and are usually bound by a shared activity or something transactional (like a sport). Interestingly, there is some psychology behind this stereotype – the intimate, face-to-face relationships between women have a lot to do with the fact that when women are stressed, they release the hormone oxytocin, which is believed to be the reason why women tend to be more maternal and nurturing. As a result of this, female friendships are based on emotional intimacy and connection, unlike male friendships.

However, as we have seen from the above research, the fostering and maintaining of close friendships can do wonders for your mental health. And this is likely why men tend to suffer with worse mental health, and why suicide is the leading cause of death for men under 50. A lot of men lack that social security blanket that close friends can offer, and don’t have a space where they can share the more intimate and emotional details of their life. And this stems largely from outdated ideas around masculinity and manhood, and that to share or express your feelings is ‘girly’.

Yet in actuality, it’s healthy! It’s healthy sociologically, psychologically, and even scientifically. One study published in the Journal of Clinical Oncology found that women with early-stage breast cancer were four times more likely to die from it if they didn’t have very many female friends. Conversely, women with early-stage breast cancer with a large group of female friends had a higher survival rate.

Social connection plays a vital role in our lives, and can even be the thing that ends up saving it. That’s why, for employers, it’s so important for them to be encouraging this culture of connection at work – especially amongst their male employees.

A great way of doing this is by starting up a Men’s Network or Group for male employees. This can be scheduled on a regular basis, and will be specifically designed to encourage men to talk about topics that are considered more ‘taboo’ – such as their mental and physical health. Creating that space to do this highlights that there is space for it – and I guarantee you will be surprised to see just how many male employees benefit from having such a space.  

If you would like to discuss how we can help create strategies to foster connection in your workplace, please get in touch with me at therese@orgshakers.com

More than one in ten employees have been victims of bullying in their workplace. As employers, this is an alarming statistic to hear, and this is why many workplaces have strict anti-bullying and anti-harassment policies in place to ensure that the culture of the workplace remains inclusive and welcoming to all.

However, it can get a bit trickier to manage bullying behaviors when they begin to slip into that elusive ‘grey area’. This is behavior that doesn’t necessarily fall into the black and white definitions of bullying (repeated unreasonable behaviour by an individual towards a worker (or group of workers) which creates a risk to health and safety) or harassment (behaviour that is or may be perceived to be offensive, abusive, belittling or threatening towards an individual or group or people based on a discriminatory characteristic). And yet, these behaviors still have the potential to have a negative impact on an employee and the wider work culture.

So, what are some of the grey areas of bullying that employers should be aware of?

• Shouting – more than half (57%) of employees don’t consider shouting at work to be bullying, but is this always the case? Shouting at work has something that has become almost normalized by entertainment media creating the stereotypical angry boss character. But in reality, could shouting be considered bullying? It all comes down to context – are you shouting at one person in particular? Are you shouting aggressively or passionately? And is there ever really a need to shout at work in the first place? These things all need to be considered by employers in the face of an employee feeling bullied for this very reason.
• Nicknames – nicknames are, more often than not, a harmless way of expressing camaraderie in the workplace, but employers must ensure that these names don’t use language that could be interpreted as demeaning in any way, as this can lead to individuals feeling victimized. 
• Banter – the current workforce has the largest ever mix of generations working together, which means that lot of workplace banter risks being ‘lost in translation’ due to the fact that the boundaries of acceptability and what is tolerated have shifted so much across the decades. Consequently, what one person may intend as a joke, another may perceive quite differently. Having managers who have been trained to understand what is acceptable means that they can diffuse these situations and act accordingly if someone feels that banter is going too far. 
• Physical Contact – physical contact can be a tricky one, but more often than not employers should encourage everyone to keep their hands to themselves (but this doesn’t mean that a friendly high five or introductory handshake can’t be shared). But for the most part, it’s best to avoid anything physical for fear this can be misinterpreted as a suggestive gesture.

With the rise of cancel culture and movements like Me Too, employers are now more obligated more than ever to ensure they are fostering a working environment where everyone feels safe and included. So, when it comes to managing these grey areas, employers simply have to take it as it comes. Context will play a key role in all of the above scenarios, and any more that may arise. It’s important to listen to the employees involve and investigate accordingly.

If you would like to discuss how we can help strengthen your anti-bullying policies, please get in touch with us today.

Employers spend a lot of time creating and implementing strategies to help manage and mitigate stress in the workplace. After all, excessive stress can lead to health issues, lower productivity, and increase the risk of burnout. But not all stress is ‘bad stress’.

Psychologists actually separate stress into two distinct categories: eustress and distress. While distress is the harmful type that leads to all of the outcomes listed above, eustress is known as ‘positive stress’ – this is the stress that enhances motivation, focus, and even wellbeing. Eustress acts as a powerful tool for driving personal growth and resilience, helping employees to thrive in challenging situations (which, let’s face it, are going to sometimes be unavoidable at work).

The point is, stress isn’t always a bad thing, despite its negative connotations. When we feel stressed about something, it’s often a signal that it truly matters to us—that we care deeply about the outcome. This awareness can sometimes provide the extra push and motivation we need to take action and achieve our goals.  

Creating a workplace environment where stress serves as a motivator rather than a burden requires a delicate balance. The goal should be to empower employees to handle manageable challenges without crossing into the territory of excessive pressure. There are a few ways employers can do this:

• Culture of Purpose – when employees feel a sense of purpose in their work, moderate stress becomes easier to manage and even desirable. This sense of purpose can transform potentially stressful situations into positive experiences that foster engagement and long-term job satisfaction. Employers therefore have to make an active effort to help employees understand how their work contributes to the bigger picture of the organization’s goals.
• Sense of Control – when people have control over how they manage stressors, stress becomes less overwhelming. This is linked to the psychological concept of perceived control, which is the perception that one has the ability, resources, or opportunities to achieve positive outcomes or avoid negative effects through one’s own actions. Studies have shown associations with perceived control and the management of stress, so those employers who are giving their employees a say in their workload, deadlines, or how they tackle projects are more likely to foster positive stress that fuels performance.
• Recognition and Reward – if employees feel that their hard work is acknowledged, the stress they endure can become meaningful – even enjoyable – as it’s directly linked to recognition and reward. This positive reinforcement reassures employees that their efforts are appreciated, helping them associate stress with growth and achievement rather than struggle. It’s therefore imperative for employers to have recognition programs in place that highlight not only successes but also the hard work and effort that lead to their success.
• Supportive Environment – a supportive environment is crucial when turning stress into a positive motivator. This is why it’s important for staff to know that they can rely on their teams for support and guidance, as this results in stress becoming more of a shared experience rather than an individual burden to bear. Encouraging team building activities and creating opportunities for collaboration can aid in fostering this supportive environment where stress can remain moderate and positive.

Everything is okay in moderation – even stress. Eustress can be a powerful motivator that helps employees reach new heights of performance, but the challenge is creating a work environment where this stress is stimulating rather than overwhelming. If you would like to discuss how we can help you harness the power of positive stress, please get in touch with me at karen.cerrato@orgshakers.com, contact us through our website, or book in a 1-hour consultation with one of our seasoned HR professionals for instant advice through our OrgShakers CL!CK consultation service.

With the clocks having gone back in the US this past weekend – and the clocks having already rolled back two weekends ago in the UK – we are officially entering into SAD season.

For those that might not know, SAD stands for Seasonal Affective Disorder, which is a type of depression that comes and goes seasonally. Symptoms of this disorder include low energy, difficulty concentrating, irritability, changes in sleep and appetite, and a general feeling of sadness or despair – all things that can have noticeable ripple effects in the workplace.

Around 3% of people in the UK have SAD, and about 5% of people in the US – with symptoms being thought to last about 40% of the year. It’s highly likely that employers will find they have team members who suffer with SAD – or, to a lesser extent, with the ‘winter blues’ that the darker and colder days can bring. But there are a few things they can do to help ward off the effects that SAD can have on mental health, engagement, and productivity:

• Raise Awareness – awareness is the first step in supporting employees. Recognize that SAD is a genuine, diagnosable condition and communicate empathy and understanding. When employees feel that their struggles are recognized, they are more likely to seek support and feel empowered to manage their condition.
• Flexible Working – flexibility can be invaluable for employees dealing with SAD. The symptoms of SAD, such as fatigue and difficulty concentrating, can make a traditional 9-5 schedule challenging to operate to. Providing flexibility allows employees to manage their workload during times when they feel most energized, which can vary significantly with this disorder.
• Improve Office Lighting – since a lack of natural sunlight can trigger SAD symptoms, lighting adjustments in the office can be a great practical solution. Employers can make simple changes to the office environment to help ease symptoms for those affected, such as purchasing some sunlight lamps which more closely mimic natural light.
• Physical and Mental Health Support – lifestyle habits can influence the severity of SAD symptoms, so employers should consider promoting wellness initiatives that encourage a healthy lifestyle. These could include office fitness programs, subsidised gym memberships, or mindfulness sessions. As well as this, it’s also important to remind employees of the mental health support that is available to them to, such as their Employee Assistance Program.
• Check In Regularly – an essential part of supporting employees with SAD is regular communication. While it’s important not to intrude, checking in with employees can give them an opportunity to share their experiences and needs. At the same time, it also gives employers the opportunity to get feedback on the support that they are offering to measure how effective it is.

The important thing to remember is that supporting employees with Seasonal Affective Disorder is about more than just providing resources; it’s about creating an environment where people feel safe, understood, and empowered. This will help to alleviate the symptoms of this disorder during these darker months and have positive effects on both the employee and the business.

If you would like to discuss how we can help create and implement support strategies this SAD season, please get in touch with us today!

This month, we have grabbed ourselves a copy of Naz Beheshti’s Pause. Breathe. Choose. Become the CEO of Your Well-Being.

When you prioritize your career over your well-being, you ultimately end up damaging both. That’s why Naz has published a debut designed to help employees restructure their lives to ensure that they are focusing on their physical and mental well-being in order to be their best selves at work.

Naz, who is an executive wellness coach and has worked for more than 20 years at various Fortune 500 companies, shares insights from her experience and years of expertise to create a guide to well-being that anyone and everyone needs to read.

People should not be constantly longing for the weekend, but rather they need to rethink how they approach work and life – to do this, Naz has invented the MAP Method.

The MAP Method has three key components: mastery of mindfulness, the Seven A’s of resilience and stress-management, and promotion to the role of “CEO of your well-being.”

Mastery of Mindfulness – mindfulness is not passive but proactive. It helps individuals face challenges and embrace change, which is crucial in both personal life and career. Simple practices like meditating daily or adopting the ‘Pause. Breathe. Choose.’ method can help develop mindfulness, which can then be applied to everyday tasks, resulting in improved decision-making and relationships.

Seven A’s of Resilience and Stress-Management – Naz introduces the Seven A’s – “adopt, allocate, avoid, alter, adapt, accept, and attend” – to manage stress and improve adaptability. These strategies are designed to promote healthier choices and balance between work and personal life.

Promotion to CEO of Your Well-Being – leaders play a crucial role in setting good examples for their teams. Modelling behaviors like taking breaks, using wellness programs, and allowing employees flexible schedules contributes to a more balanced and productive workplace where a focus on well-being is not just normalized, it’s encouraged.

Well-being is at the forefront of many employees’ minds, but it can be difficult to know how to prioritize it whilst also chasing career progression opportunities.

Naz’s book aims to help employees understand how to focus on personal growth, turn pain into learning experiences, and connect with others in order to lead meaningful lives. After all, balancing career goals with well-being creates a more fulfilling life and work environment, ultimately benefiting both the individual and the business.

If you would like to discuss how we can help implement sustainable and effective well-being strategies in your company, please get in touch with us today. Or, you can book in a 1-hour consultation with one of our seasoned HR professionals for instant advice through our OrgShakers CL!CK consultation service.

In the meantime, if you want to grab your own copy of Pause. Breathe. Choose. then head over here for the US and here for the UK.

It seems fitting that the days get darker around Halloween – preparing for all the costume-clad kids to take the streets in search for candy corn and fun-sized chocolate bars.

Every year, the celebrations for Halloween seem to get bigger and bigger, and with its rising popularity comes the want to mark the spooky season in the workplace. And whilst this can add a bit of festive flare to the office and create opportunities for team building, it’s important to keep a few things in mind so to avoid any HR horror stories:

• Fancy Dress – dressing up has become a staple for Halloween. This tradition initially stemmed from the ancient Celtic celebration of Samhain, where it was believed that the boundary between the living and the dead became blurred, and to ward off these spirits from staying behind, people would dress up to hide their identity from the dead. Nowadays, Halloween is used as a fun excuse to throw on a costume, and if employees are given the option to do this, it’s important for employers to reiterate their dress code policy to ensure that all costumes remain appropriate. Equally, make it clear that ‘controversial’ characters and offensive/outdated costumes will not be tolerated.
• Health and Safety Scares – it’s highly likely that if you are dressing up for Halloween you are probably decorating your workplace for Halloween too – so be sure to keep health and safety regulations in mind when doing so! Be mindful where you might be hanging ropey spiderwebs or if you will be using some candles to make a spooky ambiance (in this case, we recommend battery-powered ones!).
• Halloween Party – when planning a workplace Halloween party, it’s crucial to ensure it is inclusive and accessible to all employees. Avoid planning activities that could unintentionally exclude certain groups or individuals – for example, consider dietary restrictions when planning snacks, and make sure the timing of the event allows for participation from employees who might be working different shifts. Equally, if you are going to include a costume contest, make sure to have multiple categories that employees can win to encourage creativity and avoid creating this perception of what a ’good’ costume is – instead, celebrate your team’s innovativeness!
• Be Mindful of Diverse Perspectives – some employees may choose not to celebrate Halloween for religious or cultural reasons, and so it’s important to take this into consideration when planning any festivities around the holiday. Ensure that you are creating a culture where participation is optional and non-participation is respected.
• Potential Harassment Issues – Halloween can sometimes open the door to inappropriate behavior in the workplace, so employers must be proactive in reminding employees that all workplace policies, especially those related to harassment and discrimination, are still in full effect during the Halloween period. Pre-Halloween reminders can be a great way to set the tone, and this can be as simple as a friendly email that reinforces the company’s commitment to maintaining a professional and respectful workplace during any and all celebrations.

Halloween allows for a bit of fun and innovation to take place in the workplace, but only if managed correctly. If you want support on how to avoid any HR horror stories over the Halloween season – or during any festive season – then please get in touch with us today via our website. Or, you can book in a 1-hour consultation with one of our seasoned HR professionals for instant advice through our OrgShakers CL!CK consultation service.

Happy Halloween!

As HR professionals, we typically frame the imperativeness of diversity, equity and inclusion (DEI) around the business case for it. Research will show you that decisions made and executed by diverse teams delivered 60% better results, and inclusive teams make better business decisions 87% of the time. However, this approach, whilst rooted in the language of hard numbers which many employers prefer to speak in, erases a fundamental aspect of the importance of creating DEI strategies.

DEI is good for business, but it is a force for good, too. There is a moral imperative for employers to be threading DEI into their business decisions and their ESG agendas, as it does more than just strengthen their company’s profitability, it also makes them role models for the betterment of wider society.

However, more often than not, the effectiveness of DEI is measured on a monetary metric; employers will receive a cashflow analysis at the end of the year and the number that comes out determines how effective their DEI efforts have been.

But having an effective DEI strategy is more than just the binary of ones and zeros – it requires key qualitative considerations to offer context to this data, which will ultimately inform how a company adapts and evolves their DEI strategies in the face of change. This then results in a more robust strategy that is much more effective, much better for the employee experience, and overall much better for business.

So, what are the key trends that companies should be considering to inform their approach to DEI?

• The Rise of Globalization – America is more diverse than it has ever been, with 39% of the US population categorized as people of color. With the increase in immigration and free-flowing movement all over the world, we are seeing increasingly diverse markets in countries with a key economic influence. And with this comes the need to diversify; more diverse populations mean more diverse talent, more diverse productization, and more diverse consumers. Those employers who are considering this data – especially being free of the restraints of place and time in the wake of a remote working world – are going to be able to translate these findings effectively into their DEI strategy, making it more accurately tailored to their workforce and consumer base.
• Increase in Younger Generations – in the US right now, 55.16% of the population is made up of younger generations (Millennials, Gen Z, and Gen Alpha). In terms of the working population, this is now dominated by Gen X, Millennials and Gen Z, with the last of the Baby Boomers set to hit retirement age at the beginning of the next decade. And with this influx of new and younger generations comes an influx of evolved norms and values. We know that Gen Z are the most diverse generation to date – primarily due to the increase in immigration mentioned above – and with them come a kaleidoscope of new DEI considerations that employers need to be considering in order to attract and retain this talent – especially as Millennials and Gen Z combined now make up the largest chunk of the working population.
• Technological Advancements – a report from Goldman Sachs discovered that 7% of current US employment would be fully substituted with artificial intelligence (AI), with 30% being unaffected and 68% being complimented by its introduction. AI has been a hot topic over the course of the last few years, and now that its capabilities are being widely realized, many employers will need to consider the implications these advancements will have on their DEI strategy. There is now an expectation for leaders and boards to have a certain proficiency for new technologies, as well as ensuring that learning and development opportunities around how to effectively use these new technologies are being made available for all employees. Whilst younger generations are known to be more digitally native, older generations may need developmental training to ensure they are able to keep in stride and remain included in the changing ways of working.

Those employers that are infusing their DEI strategies with the contemporary trends of the working world are going to be the ones with the most resilient and most sustainable DEI practices that will continue to yield long-term results – both from a moral standpoint and a business one.

If you would like to discuss this topic in more detail, and how we can help strengthen your DEI strategy, please get in touch with me at ken.merritt@orgshakers.com

With Cybersecurity Awareness Month in full swing, it’s the perfect time to examine a critical, yet often overlooked, aspect of an organization’s cybersecurity strategy: culture.

While technical solutions and security protocols are essential, the human element—how people think, act, and interact with technology—can make or break an organization’s defences.

This is where Human Resources comes in.

HR has a unique role in shaping company culture, and when it comes to cybersecurity, fostering a security-conscious mindset among employees is just as crucial as implementing firewalls and encryption.

Here’s how HR can play a pivotal role in building and sustaining a culture of cybersecurity:

1. Embed Cybersecurity in Company Values

Organizational values are more than just words on a website—they define how employees interact, collaborate, and behave within the company. To create a culture of cybersecurity, HR should ensure that data protection and security consciousness are embedded into these values from the start.

When security becomes a part of the company’s DNA, employees are more likely to take personal responsibility for safeguarding both their own information and the company’s digital assets. This can start as early as the onboarding process, where cybersecurity awareness is introduced not as an additional task, but as a core company value that’s integrated into everything employees do.

2. Train Beyond Compliance: Develop a Cyber-Savvy Workforce

Too often, cybersecurity training is treated as a compliance requirement—a once-a-year online module that employees rush through. This checkbox mentality does little to build awareness or change behavior. Instead, HR can advocate for dynamic and continuous cybersecurity training that keeps employees engaged and informed.

Here are a few effective training strategies to consider:

• Regular Training: Move beyond annual training. Implement shorter, more frequent cybersecurity sessions that focus on current threats like phishing, ransomware, and social engineering. These can be paired with real-world examples or recent security breaches to drive home the importance of vigilance.
• Role-Specific Education: Not all employees face the same risks. Tailor cybersecurity training to different departments (for instance, finance and HR staff may require more detailed guidance on handling sensitive personal data, while marketing teams may benefit from training on securing customer information).
• Interactive Learning: Consider gamified learning platforms or interactive cybersecurity workshops. Simulations, such as phishing tests, can challenge employees to spot real-time threats and reward them for successful avoidance.

By transforming cybersecurity training into a dynamic, engaging, and ongoing experience, HR can help employees feel personally invested in protecting both company and personal data.

3. Reward Security-Conscious Behavior

One of the most effective ways to change behavior within an organization is through positive reinforcement. When employees demonstrate strong cybersecurity practices—such as identifying phishing attempts, reporting suspicious activity, or implementing secure password protocols—HR should recognize and reward those behaviors.

Creating a security recognition program or incorporating cybersecurity metrics into performance reviews can incentivize employees to stay vigilant. This positive reinforcement not only motivates employees but also demonstrates that the organization takes cybersecurity seriously at every level. This helps to shift the perception of cybersecurity from a set of rules employees must follow to instead making employees play an active role they play in the company’s success and safety.

4. Make Cybersecurity a Leadership Priority

A strong culture of cybersecurity starts at the top. HR can work closely with leadership to ensure that the importance of cybersecurity is frequently communicated and demonstrated. When executives and managers model good security behaviors—such as using strong, unique passwords or quickly reporting suspicious emails—it sets a standard for the entire organization.

HR can support this by facilitating cybersecurity briefings for leadership, ensuring they are well-versed in the current threat landscape and the impact that a potential breach could have on the organization. When leaders are informed and engaged, it helps to foster a trickle-down effect that influences employees across all levels.

5. Cybersecurity in Offboarding: Don’t Leave a Door Open

While most companies understand the need to secure new hires with proper onboarding training, the offboarding process is equally critical in protecting against cyber threats. Former employees who retain access to company systems, even unintentionally, can become significant security risks.

HR plays a central role in ensuring that cybersecurity protocols are closely followed when employees exit the company. This includes working with IT to:

• Immediately revoke access to all systems and accounts.
• Retrieve company-owned devices, ensuring they are wiped of sensitive data before reuse.
• Remind exiting employees of their ongoing obligations regarding company information security, even after they leave.

A structured, secure offboarding process prevents any gaps that could be exploited by malicious actors or inadvertently lead to data leaks.

6. Foster a Culture of Reporting Without Fear

Many employees hesitate to report cybersecurity concerns, fearing they might face reprimand or be seen as negligent. HR can help address this by fostering an environment where reporting suspected security incidents is encouraged and celebrated.

To do this, HR can work with IT to create a clear, anonymous reporting system that allows employees to easily and safely report suspicious emails, potential breaches, or unusual activity without fear of blame or punishment.

HR are in a unique position to be cybersecurity champions by fostering a culture where security is everyone’s responsibility, not just the IT department’s. Through thoughtful training, positive reinforcement, and secure processes, HR can influence behaviors that make a lasting impact on the company’s overall security posture.

In today’s digital world, an organization’s strength lies not just in its technical defences but in its people. By cultivating a culture of cybersecurity, HR can protect both the organization and the employees who help it thrive.

As we celebrate Cybersecurity Awareness Month, let’s remember that cybersecurity isn’t just about firewalls and encryption—it’s about people. And HR holds the key to making every employee a vigilant defender of the company’s digital assets.

If you would like to discuss how we can help build cybersecurity into the culture of your organization, get in touch with me at sayid@orgshakers.com

Menopause impacts half of the population at a certain point in their lives – in fact, by 2025, over 1 billion people globally will be in menopause.

Unlike many other conditions, menopause is something that is guaranteed to affect a vast majority of people. And considering that most women will undergo menopause during their working years, it is so important for employers to be building an inclusive and supportive workplace where those going through menopause can continue to thrive.

Menopause can have a huge impact on someone’s life – so much so that guidance from the Equality and Human Rights Commission says that symptoms of menopause can be considered a disability if they have a long-term and substantial impact on a woman’s ability to carry out-day-day activities. And the data proves this – 23% of employees going through menopause considered resigning due to its impact, and 14% said they were planning to hand in their notice, according to research from the end of last year from SimplyHealth.

And it’s not just having effects on turnover, but productivity too. Recent studies reveal that the economic impact of menopause in the US is over $26 billion, with $1.8 billion specifically attributed to the loss of productivity due to debilitating symptoms. Therefore, those employers who are designing and implementing tailored support strategies for menopausal staff will be best equipped to mitigate the negative ripple effects it can have on their business, all the while showcasing a genuine care for the health and wellbeing of their workforce.

So, what are the key components needed to create a menopause-inclusive workforce?

• Flexibility – menopause can commonly cause symptoms such as hot flushes and physical discomfort, and when this happens during work it can really affect someone’s ability to engage and be productive. Therefore, offering those staff members some flexibility – such as relaxed dress codes or the use of handheld fans – can be so helpful for regulating these symptoms and making them feel comfortable whilst at work.
• Awareness – menopause has been a taboo subject for a long time, and only now are we starting to be educated around it. It’s therefore important for employers to be committed to furthering this education, offering staff access to learning resources and/or hosting training workshops to create a working environment that encourages this topic to be openly discussed so that it can be better understood.
• Support Networks – having Employee Resource Groups where employees can seek advice around menopause, share experiences, and learn through their peers can be such a great way of highlighting a specified safe space to talk freely and openly without fear of being judged or feeling embarrassed. This can also really help those employees feel valued by their employer, as there is a dedicated resource available for them to seek support as and when needed.
• Preparation – discussions around menopause should be proactive just as much as they are reactive. For those younger female employees, it’s important for them to be aware of what to expect later in life when menopause starts, as this can help to demystify the process and reduce that sense of anxiety associated with something that is ambiguous and unknown.

By implementing these components into the fabric of your diversity, equity, and inclusion strategy, employers will be able to foster a workplace that challenges the long-standing taboos around menopause and instead invites open and honest dialogue which can help employees better understand the support available to them. If you would like to discuss how we can help build these support policies, please get in touch with me at therese@orgshakers.com

For new employees, the elation of coming to the end of the hiring process and being offered a job can be such a rewarding feeling. Out of all the candidates that applied, they were the one who made it to the finish line.

However, this elation can quickly fizzle out if they come to discover that they were not the first-choice candidate. It’s not uncommon for employers to offer a job to their top candidate only for that candidate to decline, and so naturally they will present the offer to the next best candidate.

While this is a common occurrence, it can be tricky for employers if this new hire discovers they were not the initial pick. This notion is proven by a recent study conducted by Harvard Business Review, which discovered that those employees who knew or believed they were an alternate choice were less socially integrated and less likely to seek feedback than their peers.

In other words, this knowledge can have a real effect on morale, confidence, and overall job satisfaction for the new employee, as well as open up the door for imposter syndrome to creep in.

So, when this situation arises, how should employers handle this to ensure the relationship with the new hire remains positive and productivity remains unaffected?

1. Acknowledge the Situation with Transparency

Honesty and transparency are the foundation of a good working relationship. If a new hire confronts the fact that they weren’t the first choice, the worst thing an employer can do is deny or downplay the situation. Instead, acknowledge it openly, but add a positive spin to it – “we had a number of strong candidates, and it was a difficult decision. However, we’re confident that you bring the right skills, experience, and attitude to succeed in this role“. The key thing here is to focus on the value the new hire brings to the team, which should hopefully mitigate any potential hurt feelings.

2. Reaffirm the Candidate’s Strengths and Value

When someone discovers they were the second choice, it’s natural for them to feel a bit insecure, so reaffirming their strengths is a crucial step in managing this reaction. Ensure to reiterate the reasons they were chosen and emphasize the qualities that set them apart. By highlighting their unique contributions, you reinforce their confidence and show that they weren’t just a fallback option but a candidate with real potential.

3. Focus on the Future, Not the Past

Once the issue has been addressed, it’s important to shift the focus from the hiring process to the future. After all, what matters most is how the new hire performs in their role, not the order which they were selected in. This forward-looking approach helps the employee move past the “second choice” label and concentrate on their own success.

4. Create a Supportive Work Environment

Once the conversation is over, employers should ensure that the new hire feels welcomed and supported in their role. A positive onboarding experience, continuous feedback, and professional development opportunities can all help boost the new hire’s confidence and solidify their commitment to the company. In addition, regular check-ins during the onboarding process can provide the new hire with a platform to voice concerns and give them an opportunity to receive constructive feedback – which as highlighted by Harvard’s study above, can be a real issue!

5. Don’t Let the “Second Choice” Label Stick

One of the most important things to keep in mind is that the “second choice” label should not define the employee’s experience. Managers must ensure that this detail doesn’t follow the employee throughout their time at the company, as at the end of the day, the candidate who was ultimately selected for the job is the best fit for the organization, regardless of the hiring order.

Discovering that you were the second choice in the hiring process can be a delicate moment for any new employee. However, how employers respond to this situation can make all the difference in preserving, and even strengthening, the relationship with the new hire.

By handling the situation with transparency, focusing on the new hire’s strengths, and creating a supportive work environment, employers can turn a potentially negative discovery into a positive and affirming experience.

If you would like to discuss the training we offer around creating an inclusive working environment, please get in touch with us today.