Encouraging individuals to ‘give it 100%’ is a well-worn cliché. But is it actually the best way to optimize personal performance?

Those advocating the 85:15 rule – working at 85% capacity and keeping 15% for yourself – would beg to differ.

The 85:15 rule is thought to have stemmed from a technique used by Olympian Carl Lewis and his coach, who argued that athletes who were keeping 15% ‘in the tank’ rather than giving it the full 100% the whole time were much better at keeping pace for the duration of a race. And, considering Lewis won nine Olympic gold medals and one silver, he might have been onto something.

As an HR professional, part of my role is aiding an employer in optimizing their people power, but sometimes the thing that may help employees function at their best is by knowing at what point someone is optimized enough.

When we break it down, an employee working at their optimum does not automatically mean they are working at 100%. In fact, unknowingly, it usually means they are functioning at around the 85% mark. This is what all employers should be striving for with their teams, as this promotes a sense of consistency in the quality of work being produced that is realistic, reduces risk of burnout, and helps employees find more balance between work and life.

This idea of ‘giving everything you’ve got’ to your job is a somewhat outdated one, and has been carried over from previous generations of workers who were working in an ‘always-on’ culture. This ‘always-on’ ideology continues to loom in the face of remote and hybrid work blurring the lines between home life and work life, and so it is important for employers to be taking note of strategies such as the 85:15 rule to help prevent employees from being overworked.

What is very important to remember with this rule is that it isn’t saying ‘don’t try’, it’s saying ‘don’t burnout trying’! Keeping that 15% energy reserve helps prevent employees getting home from work and being too exhausted to do anything – even something as basic as making a meal. And when this is paired with the fact that many people have responsibilities outside of the workplace – caring for children, caring for elderly relatives – it only increases the importance of acknowledging this way of working.

This mindset also lends towards the encouragement of better brain health at work, and reminds employees how important it is to nourish and rest their brains in order to allow it to function to the best of its abilities.

With burnout from workplace stress at an all time high (over 40% across US and UK said that they were burnt out), leaders who are practicing this mindset and actively instilling it in their workplaces are normalizing the idea that it is okay to keep some energy for yourself, your brain, and your bodily health.

If you would like to discuss how we can coach the 85:15 rule in your workplace, please get in touch with me at stephanie.rodriguez@orgshakers.com 

The Healthier Nation Index report has recently been published, revealing some startling statistics about sleeping patterns.

People are now getting less than 6 hours a night of sleep – which is a sizeable difference to the 7-9 hours of sleep recommended by the UK’s National Health Service. This drop seems to be due to the fact that 45% of respondents reported they had got less sleep over the past 12-months than in previous years – and nearly half (49%) said that their sleep quality had also worsened.

These same respondents reported that their lack of sleep was having knock-on effects of feeling depressed, an increased likelihood of becoming unwell, struggling to eat healthily, failing to exercise, and low productivity levels.

The latter is because sleep loss can make it challenging to maintain focus, attention and vigilance. This happens due to the increase of ‘microsleeps’ (brief episodes of non-responsiveness that cause lapses in attention) someone will have during their day to compensate for sleep deprivation.

For employers, these findings are particularly worrying. Having sleep-deprived employees can lead to a decrease in productivity and engagement, an increase in absences – or both.

In the spirit of Sleeptember, here’s some advice on how employers can play their part in enhancing sleep quality amongst their workforce:

• Build sleep into wider wellbeing strategies – review current wellbeing strategies and pinpoint where initiatives that aim to improve sleep can be woven in. These will tend to compliment other areas of wellbeing, such as nutrition, brain health, and exercise. Offering line managers training around recognising the signs and symptoms of sleep deprivation is also key to ensuring that the right people are actually taking these strategies into account in their daily lives, as some may not be aware that they are having difficulties in the first place.
• Signpost to the right support – managers that can identify those in need of support with their sleeping patterns will then need to know the best course of action to help. Having general lifestyle strategies is a great first step, and these can be implemented in innovative ways (for example, life insurance broker YuLife have gamified their experience to keep employees active physically and mentally), but sometimes there may be something deeper underlying at the root cause of sleep deprivation. Ensuring that they know the right channels to filter them through – whether that be internal (Employee Assistance Programs) or external (counselling, insomnia therapy), having the knowledge around this topic is the key to combatting it.
• Follow the leader – an experiment conducted a few years ago discovered that those who were sleep deprived were considered 13% less charismatic as leaders. This was linked to the fact that when we get enough sleep, we’re likely to feel positive and this positive energy gets transmitted to the people around us. So, to have the organization’s leaders promoting good sleep is one thing, but ensuring they do it themselves is equally as important.

There are also some more experimental strategies that employers can consider; one which is increasingly gaining popularity is the idea of encouraging naps during the workday (which you can read about in more depth here). But the key takeaway from this is that, as a company is only as strong as its people, good sleep plays a vital role in the overall performance of the business.

If you would like to discuss how we can help train and support leadership around the implementation of sleep strategies, please get in touch with us!

It is probably well known by now that happy employees are more productive – in fact, according to research from Oxford University, those employees that are happier are around 13% more productive.

But ‘happiness’ is one of those elusive terms, in the sense that it can relate to a lot of different factors. For employers to figure out how they can contribute to creating happier, and in turn more productive, teams they need to consider what the ingredients for a happy employee might be.

So, what could employers be throwing into the mix to produce a happy employee?

• Aligning values – nowadays, employees want their values to align with their employers. One study found that 56% of workers won’t even consider a workplace that doesn’t share their values, and this suggests that a key aspect to an employee being happy at their place of work is feeling like they are amongst likeminded people. This highlights the importance of companies having clear mission statements, values, and goals that are openly shared during the recruitment and onboarding process, to demonstrate what the company is passionate about and, as a result, attract the most suitable talent.
• A sense of purpose – purpose is a driving force for feeling happy. Not only does a sense of purpose tend to foster positive emotions, it also leads to employees feeling like their work is more meaningful and so they are more productive as a result. Leaders should lead with a sense of purpose, and continually be reminding staff what it is that their role does to contribute to the bigger picture. This can help foster this sense of purpose and value, as it is outlining exactly how their role makes a difference to the organization and the world beyond it.
• Recognition – recognition is a great way of reminding staff how much they are valued for what they do and give to a company. While having formal recognition programs and procedures in place is a great thing, recognition can also be as simple as saying ‘thank you’ and showing appreciation in real time. This can make all the difference to someone’s mood, and promote a positive affirmation culture amongst teams as well.
• Intersectional inclusion – in addition to recognition for one’s efforts, it is so important for employers to be able to recognise the intersectionality of different employees. Ensuring that a culture of inclusion and belonging are created in the workplace will mean that each individual feels that they can bring their entire self to work every day, and will be appreciated for their differences and understood on a deeper, individual level. Those that feel seen at work are much more likely to be happy where they work and retained in the future.
• Human touch – while I appreciate the value of clear policies, so that everyone has the clarity they need around the way things work in an organization, some of the most moving stories I’ve heard in my career have been when companies know when to apply that human touch in unforeseen circumstances. For example, being flexible about bereavement policies and offering an employee the time they need rather than a strict numerical amount. This generates significant loyalty amongst staff, improving their happiness for where they work, and subsequently their retention likelihood.

There is no one size fits all approach to making every employee happy, but there are a range of different ingredients that should be consistently leveraged to ensure the best results. Once an employer is able to perfect this recipe for happiness and contentment in their workplace, they will see sharp increases in productivity, loyalty, trust, and retention.

If you would like to discuss how OrgShakers can help you embed these ‘happiness strategies’ into your workplace, please get in touch with me at anya@orgshakers.com  

Emerging from a pandemic which saw a huge shift in mindset for the current workforce, the trend of ‘Quiet Quitting’ surfaced as a way for employees to set boundaries around the work they do and the timeframe they do it in.

Looked at objectively, this was employees taking responsibility for their own work-life balance and a blow to the culture of ‘presenteeism’ – both issues that employers have been trying to tackle for many years.

However, the problem with the term ‘Quiet Quitting’ is that it is inherently negative, suggesting an employee is giving up rather than taking control.

And now, we’re seeing another unhelpful misnomer popping up on social media – the ‘Lazy Girl Job’: a job that can be done remotely, and which offers workers autonomy by having a manager who measures their performance based on output rather than input.

The problem with describing these roles as “Lazy Girl Jobs” is that as the pace of organizational change continues to accelerate, many employers are starting to recognize that they need a more flexible and methodological approach to work. This is seeing companies increasingly adopting a skills-based approach to managing work and workers, and slowly moving away from the rigidity of a ‘job’.

In a report published by Deloitte, it was discovered that while 93% of organizations believed that moving away from the ‘job’ construct is very important to their success, only 20% of organizations felt very ready to actually address this movement. What the ‘lazy girl job’ actually represents is a step towards skills-based, flexible working, whereas the idea of it, and its implications, are seeing employers take two steps back.

So, we are seeing the same problem we saw with ‘Quiet Quitting’ – a ‘Lazy Girl Job’ implies that working remotely is lazy, whereas in reality half of employees feel more productive when working from home and are able to operate beyond the constraints of time and geographical differences.

These misnomers catch on because they are utilizing irony, but this irony may be doing more harm than good. Work-life balance, healthy boundaries around start and finishing times, and remote working are all positive tools that employers can use to improve the performance of their employees, but dressing them up as ‘quitting’ and ‘lazy’ fuels the ideology of presenteeism and stunts the transformational progress of this organizational change.  

Instead, employers need to focus on the fact that the way people want to work is continuing to change, expand, and evolve at an exponential rate, and this is only gaining velocity as a new generation flock into the workplace. While these buzzwords represent real call-to-actions for employers and highlight key areas of focus for attraction and retention, it is important that the meaning behind them isn’t misconstrued just because they have been labelled lazily.

If you would like to discuss how we can help support and guide you in your journey of organizational change, please get in touch with us.

Matt Phelan’s new book – The Happiness Index – is released today … and we’ve been lucky enough to get a sneak preview of what we think is a ‘must read’ for HR practitioners and business leaders. 

As the co-founder of a unique platform which helps organisations measure key employee engagement and happiness drivers (also called The Happiness Index!), Matt is a global authority on how people think, feel, and behave in the workplace.

In his book, he sets out to explore how businesses can ensure that the people who fuel the success of their business – their employees – are fully committed to their organizational goals.

To do this he takes a deep dive into the data gathered by The Happiness Index platform from over 100 countries and 2 million employees to help the reader understand what really drives engagement and happiness at work – and how this can be harnessed to accelerate an organization’s performance.

Matt defines employee engagement as what our brains need to thrive at work, and employee happiness as what our hearts need to do the same. Both, he argues, are equally important and consist of 24 neuroscience-based sub-drivers:

By taking this scientific, data-driven approach, the book provides a robust examination of the factors that determine employee engagement and happiness at work, including in-depth interviews with specialists in each of the 24 sub-drivers and compelling case studies from organizations around the world. In doing so, it shows how firms can weave happiness and engagement into the fabric of their people strategy.

In The Happiness Index, Matt expertly paints a picture of a world of work where people can truly thrive and grow – and organizations can truly prosper from that growth. It’s a transformational picture we know HR practitioners and business leaders will find inspiring.

If you would like to discuss engagement strategies in more detail, please get in touch with us on our contact page.

And to get in touch with Matt, head over to his LinkedIn page: https://www.linkedin.com/in/matthewphelan/

While huge strides continue to be made in regard to the treatment of HIV, in the US there are an estimated 1.3 million people who are HIV positive. In the UK, that figure is around 100,000.

Despite the fact that the disease is no longer steeped in the stigma it once was, taboos still pervade around being diagnosed and living with HIV. And the fact is, it has now become something that someone can live with without having any complications, meaning they can live and work just like anyone else.

However, there is still a drought of information and awareness around the disease that can lead to many HIV-positive people feeling uncomfortable with disclosing their status at work and having access to necessary resources.

So, what can employers do to challenge the taboos surrounding HIV?

1. Educate and Raise Awareness

The first step is the most obvious: educate your workforce and raise awareness about the virus. Provide training sessions or workshops to help employees understand what HIV is, how it’s transmitted, and dispel common myths and misconceptions surrounding it. This will help reduce stigma around the topic and instead foster a sense of empathy which, at the same time, will strengthen your people’s power skills.  

2. Encourage Open Communication

Managers who can build trust with their team and present themselves as approachable will be able to find it easier to start a dialogue with staff. This will enable HIV-positive workers to feel more confident in disclosing their status, and they should then be reassured that this disclosure will remain confidential so that their privacy can be respected. This ensures that the employee is getting any necessary support and accommodations without any fear of judgement.

3. Flexible Working Arrangements

Recognize that employees with HIV may have medical appointments and treatments that require a level of flexibility in their work schedule. Offering remote working hours or adjusted working arrangements can help accommodate these needs without having to compromise their job performance.

4. Employee Assistance Programs (EAPs)

EAPs should have tailored resources to support individuals with HIV. This can include access to specialized mental health services, or the appropriate charities and organizations who can better externally support these needs.

5. Regularly Review and Update Policies

Employers should be periodically reviewing their workplace policies in relation to long-term illnesses such as HIV to ensure they remain current and remain aligned with best practices and legal requirements. They can even communicate with HIV positive staff member(s) to help refresh these policies and ensure they are properly reflecting their needs.

Recognizing and understanding how best to support those who are HIV-positive in the workplace is a great way of reinforcing your values of inclusivity and support. This will help to create a culture at work that empowers employees from all walks of life, and ensures that they are their most productive, as well as being their most fulfilled and appreciated.

If you would like to discuss how we can help train your team around these issues, and help craft and implement inclusivity policies, please get in touch with us.

It is no secret that the public sector is struggling to attract and retain talent. Attrition is increasing and workers across the US, UK and beyond are engaging in strikes over better pay and better working conditions. The public sector is taking a huge hit when it comes to talent.

As an HR professional, these can be murky waters to navigate. Our role is integral when it comes to recruiting, onboarding, and embedding the best talent; the turbulence of current affairs can make this noticeably more difficult.

In the midst of this highly visible talent crisis, however, we see some significant underlying challenges that are further hindering public sector employers. One such factor is the significant risk of institutional brain drain.

Institutional brain drain occurs when a large group of employees retire or leave their roles, taking with them huge chunks of knowledge and expertise that have not been successfully captured in an accessible form for other workers. This creates knowledge deficits in these roles as more than 80% of a company’s information exists in individual hard drives and personal files. Pair this with the fact that employees get 50%-75% of their relevant information directly from other people, and it’s easy to see a resource gap in the public sector. The focus on acquiring new talent is important, but if institutions are not successfully capturing and storing the knowledge of their best talent before its gone, they find themselves in a downward spiralling cycle of attrition.

HR professionals working in the public domain can mitigate and manage this drain by integrating attraction strategies, retention strategies, and creation of a knowledge management culture.

Attraction

A great place for employers to start is the factors of decent work[1]. Decent work is work that may not be someone’s life calling and passion, but it will fulfil their basic needs. These five factors include offering access to adequate healthcare, offering adequate compensation, offering the opportunity for work-life balance, having organizational values that align with a person’s personal values, and having a work environment that promotes interpersonal and physical safety. If employers focus on these five factors and create strategies to ensure that most, if not all of these, are being met, they will become a much more attractive place to work.

Retention

As an organization attracts talent, it must immediately dedicate time and energy to retain it. Once the standards for decent work can be provided, focus on creating strategies and policies that reflect the six most common reasons why workers stay in a job. These stay factors are 1) exciting, challenging or meaningful work, 2) supportive management/good boss, 3) being recognized, valued, and respected, 4) learning and development opportunities, 5) flexible working environment, and 6) fair pay[2]. What is worth noting is that when employers are successfully supplying the first five, employees are more likely to feel they are receiving fair pay.

Knowledge Management

Creating a culture of knowledge management is a great way of ensuring that the experiences, knowledge, and skills developed while working for the company are shared amongst new hires. Today’s workers are accustomed to ‘squiggly careers’ (a non-linear career path), and this often results in five- to seven-year tenure rather than the traditional thirty-five year public service career. Building strategies for knowledge management and storage is extremely helpful in light of this trend, as the movement of employees has become much more fluid. Public sector agencies that can adapt to squiggly careers are more likely to succeed today and in the years ahead.

Placing intentional focus on these three approaches simultaneously makes public sector organizations better able to address talent shortages and institutional brain drain.

This is where we can help. With a team of experienced HR consultants specializing in private and public HR strategy, we can assist in building these strategies into your agency, strengthening its foundations for sustainability. If you would like to discuss the services we offer, please get in touch with me at amanda@orgshakers.com

[1] Douglass, R., et al. (2019) The psychology of working and workforce readiness: how to pursue decent work. Workforce readiness and the future of work. Routledge, Taylor and Francis Group, New York.

[2] Ann, K., Hidi, S. (2019) Supporting the development of interest in the workplace. Workforce readiness and the future of work. Routledge, Taylor and Francis Group, New York.

Companies who make a point to support and work with charities are not only contributing positively to the wider community, but are also making a smart business move.

It was discovered that those businesses that donate over 0.5% of turnover were twice as likely to report enhancements in company reputation, and were nearly 50% more likely to see it help recruit and retain staff. This is all without mentioning the interpersonal benefits that doing charity work offers employees; it promotes collaboration and cohesion, and helps to break down social barriers by offering employees something to talk about and bond over that isn’t work-related.

Adopting this corporate social responsibility mindset is a great way of enriching the Social element of your ESG agenda (and it can also touch into your Environmental strategies depending on the charities employers opt to support!). However, in order to reap these benefits, employers must understand the best ways to actually engage their teams with their chosen charitable cause.

How can employers do this?

Firstly, getting employees involved in actually choosing the charities that the company should support. If the cause that the employer wants to support aligns with the mission and values of said company, as well as aligning with the values of the team, then this will immediately foster excitement and engagement. This could take shape as potentially supporting a charity for a cause that has personally touched a member or multiple members of staff. Either way, figuring out the mission is the first step to deciding what direction to go in, and encouraging employees to get involved with that will really bolster their enthusiasm!

Equally, when recruiting and onboarding new team members, it is great to highlight that charity is a value that the employer holds dear. This can be demonstrated by having a set number of volunteer days in their benefit package, which carves out dedicated time for the employee to volunteer while still being compensated. As well as this, getting them involved in a charitable project in the first few weeks of onboarding can double-down as a great ice-breaking and assimilation tool.

And, importantly, find ways to make it fun! Collaborate with the charities that you choose to work with and find out by what means they typically raise funds. If they do charity runs like Race For Life or fun challenges like growing a mustache for Movember. Whatever they do, make an effort to sponsor some (or all!) of your team to take part so that they can be actively engaged and have a change of scenery from the workplace.

This can even be taken one step further and managers can organize fundraisers of their own that are more tailored towards their staff. As you’ll see below, I was once at the mercy of a dunking booth!

But there are so many innovative ways to make giving back enjoyable for staff (although, humiliation of managers seems to be a fan-favorite from my experience). Knowing how to successfully engage your teams with fundraising and volunteer work will give you access to all the business benefits that come with it – all while doing a little bit of good for the world.

If you would like to discuss how we can support you in engaging with charities and philanthropy, please get in touch with me at Brittany@orgshakers.com

One of HR’s key functions for employers is implementing strategies to optimize productivity in the workplace.

By now, most employers will know the basics on how to go about this – but there are a growing number of innovative productivity strategies that organizations may not have considered before. They may sound counter-intuitive, but hear us out!

1. Napping on the job

Yes, you heard that right. Napping at work can be a great way of boosting productivity. Humans were originally biphasic (we slept twice a day) but now we have become monophasic (we sleep once a day), but biologically our bodies have a dip in the middle of the day where body temperature decreases, and cognitive processes are not as strong. Having a nap during this time can help improve one’s mood, engagement levels and productivity!

2. Microbreaks

Having been proven to improve engagement and productivity levels, microbreaks are when an employee takes a five-minute break between tasks and actively takes a moment for themselves. Normalizing this idea and encouraging employees to do this can have a noticeable effect on their productivity levels, as their brains are being suitably rested to keep them working at their optimum.

3. Listening to music…

The link between music and productivity continues to be investigated, but one thing that psychologists have confirmed is that music that someone likes can cause the brain to produce dopamine. This stimulates the prefrontal cortex which is responsible for planning, organizing, inhibition control, and attention. Therefore, a lot of people find that they are better able to focus and be more productive when listening to the right music (this being music that they enjoy on an individual level, so hand out some headphones!).

4. …or playing music!

What is an even more interesting way of boosting productivity is encouraging staff to actually play instruments. Neuroscientists have discovered that when a person plays an instrument, multiple areas of the brain light up and are simultaneously processing different information in intricate, interrelated, and fast sequences. This way of thinking can be translated into other areas, meaning that the individual will be able to engage more of their brain when working.

5. Pets at work

Studies have shown that when people interacted with dogs, their ability to think, plan, and concentrate was enhanced. And even more interesting to note was that this effect lasted up to six-weeks after contact. This is why many employers are now considering pet-friendly policies as a means of attracting talent and boosting productivity levels.

Crafting a working environment in creative and innovative ways can reap unexpected benefits. Even though taking your dog to work or taking a nap in the middle of day sounds like a productivity nightmare, these things – when done properly – can actually make all the difference to a team’s productivity levels. If you would like to discuss how we can help you find the best productivity strategies for your organization, please get in touch with us!

Many of us that work remotely or in a hybrid setting are accustomed to working in the same environment as our pets. In fact, more than 23 million American households adopted a pet during the pandemic, according to the American Society for the Prevention of Cruelty to Animals.

With in-office work having returned, some are now anxious about leaving their pets at home. This has seen many companies develop pet-friendly policies for their office spaces, including big names such as Amazon, Google, Airbnb, and Salesforce.

So, if your organization is currently a pet-free zone, should you consider welcoming our furry- (and possibly even our feathered- and scaly-) friends into the workplace?

On the plus side, a study by LiveCareer found that 94% of people were supportive of having pets in the workplace – and 52% of respondents cited pet-friendly benefits and policies as important when considering an employer.

In addition, studies have found that when people are engaged in petting either dogs or cats their stress levels are reduced. It has also been discovered that when people interacted with dogs, their ability to think, plan, and concentrate was enhanced. And what was even more interesting to note was that this effect lasted up to six-weeks after contact!

Pets also offer a sense of emotional support for employees; in research conducted by the University of York and the University of Lincoln, it was discovered that pets help reduce stress because they tend to be tuned into humans and so can successfully supply emotional support. There is also the added element of increased connectivity amongst staff, as having pets at the office means people are more likely to get to know each other with their pets acting as an icebreaker.

However, employers must take into account certain factors before introducing pet-friendly polices into their workplaces. For example, there may be one or multiple members of the team who have allergies to certain animals, and some may find certain animals frightening.

So, whilst it is clear that for the most part a pet-friendly workplace improves productivity and mental wellbeing, any shared spaces must still meet the needs of every employee.

If you would like to discuss how we can help you design pet-friendly policies in your workplace, please get in touch with us on our contact page!

For those who might not be familiar, something wonderful happened on Twitter this year (a sentence not heard all that often). After an ordeal where an HBO Max intern accidently sent out a test email to thousands of the streaming service’s subscribers, the company took to Twitter to explain the mistake and highlighted how they were supporting their intern through the mishap.

This subsequently sparked the #DearIntern trend to circulate, which saw thousands of users taking to the social media app and sharing their accounts of silly mistakes they had made in their careers. This show of unification brought a certain warmth to the world of Twitter, and highlights an important fact for HR: mistakes are always going to be made, especially when you’re just starting out, but it’s how we respond to them that truly matters.

In light of this, I asked my fellow OrgShakers some reflective advice that they would give their younger selves as they just started out in their careers, and here are their responses:

David Fairhurst: I’ve learned that done is better than perfect – find the balance of knowing when some things are just good enough and move on.

Anya Clitheroe: Don’t be afraid to ask questions! When you first start work, and someone sets you a task, it’s okay not to know how to do it. Ask, “What does good look like? Where will I find the information I need to do this? Who is the best person for me to turn to when I have a question or need support?”. We grow up thinking that we need to prove that we are the best and we are not used to allowing ourselves to be vulnerable. No one knows how to ride a bicycle without being shown, why would a work task be any different?

Ken Merritt: I would tell 21-year-old Ken: “Build your network and value that network as much as you value any other professional asset.”

Brittany Burton: Attend as many University career fairs and networking events as you can. At 21, I had no idea a career like Human Resources existed. I had a very black-and-white view of my career path and when I tried it and didn’t like it, I was lost at what other career paths were in the world. Luckily, I landed in this profession which aligns perfectly with my skillset and how I want to serve, but it wasn’t without a lot of time, energy, and effort exploring what was beyond my original career path when I decided it wasn’t a fit.

Victoria Sprenger: I received this advice in my early 20s from a mentor – Grow Where You’re Planted. Use your early career opportunities to learn and grow, even if the opportunity is not exactly what you set out to do.

Marty Belle: After graduating from university, the words of my Mom and Grandmother were reverberating in my ears, “Get a job, work hard, and you will make something out of yourself”. Those words shaped the path that I pursued, which involved joining one corporate organization after another and constantly trying to adapt my style to open the doors to success that I saw in front of me. Today, I would stress to my 21-year-old self, “be comfortable with who you have been created to be and pursue the dreams that may require you to make a new door.”

Stephanie Rodriguez: Hmm…some advice I’d give my former self would be to not hold on too tight to whatever plan you think you have career wise and enjoy the journey. Yes, having a plan and goals is great, but keeping an open mind and staying flexible can lead to some amazing opportunities you’d never have imagined. The journey might not play out the way you thought it would, and that’s perfectly okay!

Sayid Hussein: I would emphasize the importance of continuous learning and staying adaptable in the ever-evolving world of technology. Embrace challenges and take calculated risks to grow both personally and professionally. Don’t shy away from seeking mentors or collaborating with others to expand your knowledge and skills. Also, remember to strike a healthy work-life balance to prevent burnout and maintain overall well-being. Finally, trust your instincts, stay true to your values, and always be open to new opportunities that align with your passion and goals.

Lauren Kincaid: “Show up to improve yourself, not prove yourself” – as someone who was very often the youngest person in the room, I felt the need to prove I deserved to be there. I wish I had had the confidence to spend less time fearing failure and overpreparing and more time saying, “I don’t know” and asking others, “what do you think?”.  

Michael Lawson: “Forget the mistake, remember the lesson it taught you” – When I was first starting out at my first company, I oversaw all of the HR Employee Files on the network. One day, I accidentally hit the “delete” key on my keyboard which deleted a whole folder’s worth of data (several files). I went into panic mode trying to get them back before going to my boss. Little did I know that I could call I.T. and with one click of a button, it could be restored. My boss looked at me and said, “everyone makes mistakes, and most can be corrected, the lesson here is being precise within your work to get things done correctly.” To this day, I can still hear those words.

Amanda Holland: As the only shy introvert in a family of extroverts, from a young age I struggled to meet the social expectations of my parents and siblings. This carried over to my first “real” job at the age of 14. It was so much easier to focus on technical excellence and book learning than to face the uncomfortable world of people. One time, I came home after a full day of school and work, irritated and unhappy because even though I’d done all my tasks correctly at work, my boss had told me I needed to lighten up. My mom listened to my frustration and then shared this pearl of wisdom, “It doesn’t matter how smart or talented you are at a job if you can’t get along with people.” From that moment on, I have spent as much energy on learning how to communicate and interact effectively with people as I have on mastering the tools of my trade. Connecting with others can be a reward beyond measure.

Andy Parsley: “Don’t trust your memory!” At the start of every new job you will be at the receiving end of a tsunami of information, meetings, tasks, and deadlines. Equip yourself with a good, old-fashioned notebook and take notes in every meeting (including when it took place and who was there). Use the back of the same notebook to create a to-do list (what you need to do, and when it needs to be done by). There’s nothing worse than waking up in the middle of the night worrying that you’ve forgotten to do something – or failing to remember what was agreed at last week’s important meeting. By committing everything to paper, you’ll know just where to find everything you need to remember when you need to.

Move over Gen Z – Generation Alpha will soon be knocking on the workplace door!

Set to be the largest generation to date (it is predicted that there will be over 2 billion of them globally!), Gen Alpha are the children who will be born to predominantly Millennial parents between the years of 2010-2024.

This is also a time when we have seen continuous technological strides, the increasing adoption of AI, and the dawn of the metaverse, so it wouldn’t be surprising to assume that their expectations of the working world will be vastly different to the ones previous generations have grown up with.

Now, at the turn of the century, the author Douglas Adams offered a set of rules about these kinds of change which I would like to apply to this new generation of talent:

1. Anything that is in the world when you’re born is normal and ordinary and is just a natural part of the way the world works.
2. Anything that’s invented between when you’re fifteen and thirty-five is new and exciting and revolutionary and you can probably get a career in it.
3. Anything invented after you’re thirty-five is against the natural order of things.

So, what might this tell us about the expectations of Alphas as they enter the workplace – and what we should be building into our evolving People strategies?

• They will learn digitally – this next generation of kids include the ‘Covid-kids’, and because the majority of them had to go through school during the pandemic, they have had early access to learning online. With some schools still continuing this hybrid learning, and nearly a third of university courses adopting it, this will see a digitally native generation like never before. While we’ve seen some growing pains as hybrid and remote working styles continue to gain popularity, these new workers will likely thrive working remotely, as they are already well accustomed to it. Therefore, they will most likely be attracted to jobs that offer this flexibility, as it will be entirely familiar to them.
• They will specialise earlier – due to their access to technology, Gen Alpha will find themselves being able to specialise earlier and heading into more niche jobs – some of which don’t even exist yet. It’s likely companies will be seeing a rise in jobs like drone pilots, user experience managers, life simplifiers, and virtual reality engineers as this new generation herald in a new technological age. From this perspective, innovation will be at the heart of these young people, and so employers who can create opportunities to job craft are going to be very attractive to this new wave of workers. It is also thought that they will have a significant lack of engagement with deskless jobs, and these hands-on careers will likely be less attractive to a generation who have grown up with automation and assistance at their fingertips.
• Digital networking – Growing up with social media means that Gen Alpha are the most interconnected generation to ever have existed. 65% of them aged 8-11 either own or have access to a mobile phone, as well have having designated messaging apps to communicate with each other, such as Roblox chat and Messenger Kids. Another survey found that 43% of them preferred to speak to their friends online over the weekend instead of see them in person, so it isn’t shocking to hear that this digital communication reliance will translate into the working world. They will want to network digitally and globally; the idea of working across time zones will be a desirable and normal one, as they are already very adapted to communication across the world. If companies can create the space for this globalised platform to take shape, the results could see different sectors of work combining to create new, innovative products not yet even thought of.
• Virtual assistants – research has found that Generation Alpha started speaking with their smart devices at the age of six. It will come as no surprise then to discover that they will most likely expect to have a virtual assistant of some sort when they start working. Growing up with Alexa, Siri, and Cortana to answer their questions and conduct their ‘admin’ tasks will create an expectation to have access to this assistance in the workplace. The Work 2035 Report reflects this notion, as it found that by 2035, 83% of professionals believed that technology will automate repetitive low-value tasks, freeing up time for Alphas to focus on more meaningful and skilled work.
• Recognition will retain – it is more than likely that validation and affirmation will be a driving force for Gen Alphas. After growing up with social media and having digital validation drilled into them, a company’s recognition and rewards strategies are going to play a huge part in retaining key Alpha talent.
• Diversity, Equity, Inclusion (DEI) and Sustainability – these are going to be the driving forces for attracting future talent. As we’ve already seen with Gen Z, those growing up now are going to be well versed in being socially conscious, moral, and understanding the long-term effects of climate change. This will mean that an organization’s Environmental, Social and Governance (ESG) agenda will be more important than ever, as Alphas will be looking at what organizations are doing to better the planet. And from a DEI standpoint, as companies continue to see increasingly diversified C-suites and people in positions of power, the idea of having a diverse workforce will almost be a given to these young people. If employers are ensuring that these factors are being optimized, they will gain access to the top talent that the Alpha generation has to offer.

The evolution of the workplace has accelerated exponentially over the past few years. The structure of work has become much more elastic in nature, and it continues to evolve in all sorts of unexpected directions as time goes on.

The next generation of workers are set to make a huge impact in the working world, so if we start to prepare for them now, their assimilation and onboarding will be a smooth and productive process.

If you would like to discuss how to start planning and preparing your workplace for the generation to come, please get in touch with me: andy@orgshakers.com