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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1. Review Policies and Culture

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

2. Employee Resource Groups

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

3. Supporting LGBTQ+ Organizations

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

4. Year-Round Commitment

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

5. Listening and Learning

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

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

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

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

So, what are the pros?

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

However, there are some potential obstacles to consider:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Schizophrenia is a chronic mental health disorder that affects approximately 24 million people worldwide. There is an array of preconceptions around this disorder, particularly due to the nature in which it is presented in entertainment media, but a lot of these preconceived notions do not accurately reflect the experience of someone who has been diagnosed with schizophrenia.

It is therefore important for employers and HR to understand the reality of schizophrenia, and how with the right support and reasonable adjustments, those with this disorder can be capable, productive, and dedicated workers.

Schizophrenia is a disorder that is primarily marked by psychosis, which refers to a set of symptoms characterized by a loss of touch with reality due to a disruption in the way that the brain processes information. This can manifest thought hallucinations, delusions, reduced motivation, motor impairment, cognitive impairment, and difficulty with relationships. There is no definitive cause for the disorder, although it has been found that those with family members who suffer from schizophrenia have a higher chance of being diagnosed.

Despite schizophrenia being widely heard of, it is actually one of the more uncommon disorders – it is much more likely for a person to have a panic disorder, bipolar, or depression. Due to portrayals in popular culture, some employers may be hesitant to hire individuals affected, but the reality of this disorder is very different, so let’s challenge some of these notions:

• Violent Tendencies – multiple studies have shown that most people with this condition don’t exhibit violent behavior. In fact, one study found that 19 out of 20 people with schizophrenia had no incidence of violence over a two-year period.
• Episodes – schizophrenic episodes are unique to the individual and vary significantly from person to person. They will not always include delusions or hallucinations, but it’s important to be aware of the different ways that symptoms can manifest during an episode.
• Treatment – while medication can be essential for managing the disorder, it isn’t the only method of treatment. People with schizophrenia benefit from multiple support strategies, such as social support, engaging in meaningful work/activities, and having a routine – these can all help reduce the impact of the condition and improve wellbeing.
• Work – even though schizophrenia can be a disabling condition, it doesn’t mean that individuals affected by it can’t work, they just need to have the right support and accommodations in place. As mentioned above, meaningful work can be a crucial part of stabilizing symptoms.

It is estimated that about 10-15% of people with schizophrenia are in the workforce, but 70% would actively like to be working. The aforementioned misconceptions, and the lack of proper support and adjustments, can act as barriers for those with this disorder to find a job. If employers are able to offer reasonable adjustments – opportunities to work remotely, regular breaks, quiet workspaces, flexibility – this can lend towards the successful onboarding of an employee with schizophrenia. Along with this, there are a few essentials that employers and HR leaders need to know:

• Hiring – schizophrenia is protected under the Equality Act in the UK and the Americans with Disabilities Act in the US, so just like with any potential candidate, hiring managers will need to assess whether their qualifications, experience, and attitude are right for the job and will be able to do the job with the right accommodations. Individuals with schizophrenia can sometimes have difficulty engaging in teamwork, goal setting, and focusing, and these factors tend to act as barriers for those with the disorder from getting and maintaining a job. But having the right accommodations can help overcome this. For example, when someone with schizophrenia has an episode, they will not be functional, but to help remedy this in the future, employers can work with their treatment providers to help determine and mitigate potential triggers of an episode in the workplace.
• Talking About Schizophrenia – hiring someone with schizophrenia must remain confidential unless the employee opts to share their diagnosis with others. If they do, it can be useful to provide additional training/education about the condition to avoid the risk of employees believing the many misconceptions discussed above. This training could include highlighting the accommodations in place to help ensure workflow isn’t disrupted, and how to recognize a schizophrenic episode and what to do in that situation.
• Mental Health Support – many employers now offer mental health support as part of their benefit packages, most notable in the form on an employee assistance program. These can be a great way of ensuring that an employee with schizophrenia has access to therapy, and can help employers identify triggers for episodes which they can then work towards mitigating.

If you would like to discuss how we can help support and train you in the onboarding and inclusion of employees with schizophrenia, or any other mental health disorders, please get in touch with us.

Every year, 12 billion working days are lost worldwide to depression and anxiety, costing the global economy $1 trillion, predominantly due to the debilitating effects they have on productivity.

As we continue to see employers make strides towards creating psychologically safe workplace cultures, a key component for supporting the immediate needs of employee wellbeing is an employee assistance program (EAP). EAPs are outsourced mental wellbeing services that are designed to support employees who are facing personal or professional issues, and will tend to offer services such as counselling, a 24/7 support line, work-life balance support, legal and financial advice, referral services, and manager training.

With the importance of mental wellbeing continuing to rise, what should HR consider when selecting an EAP for their organization?

Firstly, it’s essential to assess the scope of services offered by the EAP, which should be as broad as possible to include more complex support such as substance abuse assistance and crisis intervention services. By offering diverse services, employees are more likely to find the support they need, enhancing their overall wellbeing and, in turn, reducing absenteeism.

In addition, HR needs to consider the accessibility of the service. Employees should be able to easily access the support they need when needed, whether through phone consultations, online resources, or in-person counselling sessions. Having this user-friendly platform and streamlined referral process will encourage employees to utilize the program and seek assistance without hesitation.

The privacy and confidentiality policies of the EAP provider should also be considered. It’s important that employees feel comfortable seeking help without fear of their personal information being disclosed to employers or team members, as this will help to build trust with the program and ensure that it is properly utilized.

Another consideration would be the cultural competence of the provider. A diverse workforce requires culturally sensitive support services that are inclusive and respectful of different backgrounds and beliefs. Partnering with an EAP provider that understands and respects these cultural nuances ensures that all employees are receiving appropriate and effective assistance tailored to their unique needs.

Lastly, HR needs to be cost-effective when choosing an EAP. While investing in employee wellbeing yields long-term benefits (such as improved productivity and engagement), it’s essential to evaluate the return on investment of different program options.

Once a program has been selected, don’t hesitate to gauge employee satisfaction with it. Ask those employees who have used the services and get a sense of whether it is making a difference for them – and identify areas where it could be improved. An EAP should evolve and adapt to meet the changing needs of the workforce, and having consistent feedback helps to ensure it remains a valuable investment.

If you would like to discuss how we can support your company with choosing the best EAP – or any other wellbeing support you may need – please get in touch with us.

This month, we have picked up a copy of Edwina Dunn’s latest book, When She’s in the Room: How Empowering Women Empowers the World.

Edwina is a pioneering and successful leader in the data industry – famed for co-founding dunnhumby, which revolutionized the retail and consumer goods industry through its role in creating the Tesco Clubcard and other global loyalty programs. Edwina now leads her campaign, The Female Lead, which focuses on celebrating the achievements and diversity of women who shape our world.

Edwina’s latest book captures her wealth of experience and transforms it into this data-driven guide to challenging the status quo and creating a roadmap for a more equitable world.

Women have always been subject to being forgotten, unseen, overlooked, and under-appreciated, but Edwina has drawn upon her knowledge of research and data collection to present clear solutions, models, and simple actions that can have noticeable and positive impacts on the lives of women and men.

She outlines the changes that women want to see in themselves, in business, in education, and in government, and dares to wonder what the world might look like if it was okay for women to truly embrace their ambition and nurture their drive.

By acknowledging the inequality that exists, employers, educators, and policy makers will be able to start shaping society into a better and more equitable place, which will lead to a more fulfilling life and workplace for all. And the first step is realizing that women are not secondary characters by any means and should be empowered to find their potential in leadership and decision-making roles.

If you would like to discuss how we can help bolster your diversity, equity, and inclusion strategies to unlock the potential of all of your workforce, please get in touch with us.

In the meantime, make sure you grab a copy of When She’s in the Room; you can purchase it here in the US and here in the UK.

Health and safety in the workplace has always been paramount, but in recent years the agenda of health and safety has evolved. This is because in the post-COVID era, many employers have realized that psychological safety plays an important role in optimizing team and organization performance. This sentiment is echoed by the workforce; an overwhelming 89% of employees believe that psychological safety in the workplace is essential.  

The term psychological safety was coined by Amy C. Edmondson, professor for leadership and management at the Harvard Business Review. She defines this as “a shared belief held by members of a team that the team is safe for interpersonal risk taking”. In other words, employees feel free to brainstorm out loud, voice half-finished thoughts, and openly challenge the status quo.

What tends to get misconstrued, however, is the idea that a psychologically safe work environment is one where everyone is always nice and agreeable. While psychological safety encourages openness and the freedom to express any and all ideas without fear of judgment, it does not diminish the importance of debate and disagreement. Instead, it is about creating an environment where everyone knows that disagreements can be worked through and resolved together.

Knowing what you are trying to achieve from creating psychological safety is extremely helpful when it comes to strategically mapping out the path to get there. The above definition can serve as a starting point; specific considerations may be taken into account based on a company’s unique culture.

So, when building psychological safety, where is the best place to start?

First, a leader must have a realistic and accurate understanding of their personal impact on the workforce. For almost 70% of people, their manager has more impact on their mental health than their therapist or doctor, so it is important for a manager to be able to acknowledge and accept the role they play – and the influence they have – in creating a healthy working environment.

Next, define the desired outcome from creating psychological safety. From there, pinpoint the behavioral and organizational culture changes that need to be made to achieve the desired outcome. Several key components of psychological safety involve skills such as active listening, compassion, recognition, and inclusion. But it is also about feeling safe to be wrong, to take risks without fear of retaliation, and to work through healthy challenges rather than defending against accusation.

Creating this environment takes time. Those employers who are willing to make the effort to delve beneath the surface level needs of psychological safety are the ones who can unlock its greater benefits: increased productivity, higher engagement, fewer absences, more effective collaboration, and a stronger commitment to the organization.

Psychological safety cannot be built overnight, and mapping the path to achieve it requires intentional and thoughtful action – as well as the right support. This is where OrgShakers can help, from coaching your leaders to identify their impact on the team to pinpointing exactly what cultural strategies will best align with the needs of your company to ensure employees feel psychologically safe at work.

If you would like to discuss our services in more detail, please get in touch with me at amanda@orgshakers.com