What We’re Reading: Radical Respect by Kim Scott

Teamwork makes the dream work – that is the age-old mantra that has remained true to this day. But whilst it’s easy to say, knowing exactly how to achieve a culture where everyone in a team is respected and included is another thing entirely. That’s why this month, we have picked up a copy of Kim Scott’s latest book, Radical Respect: How to Work Together Better.

Kim is a former executive at Google and Apple, where she led teams in AdSense and faculty development, respectively, as well as the co-founder of Just Work, a company that helps organizations eliminate workplace injustice. In addition to this, she is the author of the bestselling book Radical Candor, and this is her much-anticipated follow-up.

In Radical Respect, Kim expands on the principles she introduced in Radical Candor, turning her attention toward building more inclusive, collaborative, and respectful workplaces. The book explores how to challenge bias, prejudice, and bullying effectively while fostering psychological safety and meaningful connection across teams.

She introduces the concept of a ‘radically respectful’ workplace as one where people are free to be themselves and do their best work without fear of exclusion or harm. She argues that respect is not a passive feeling but an active practice, and central to this approach is her ‘Respect Radicalism’ framework, which helps individuals and organizations identify and disrupt harmful behaviors – whether intentional or unconscious – while encouraging open dialogue and mutual accountability.

Drawing on her own personal experiences, Kim highlights how even well-intentioned leaders can perpetuate toxic cultures if they avoid uncomfortable truths. She urges readers to name the problem without shame, suggesting tools for responding to workplace injustice in real time – whether you are a leader, a team member, or a bystander.

One of the key takeaways from the book is that creating an inclusive workplace is not about perfection, but about commitment to growth. Kim emphasizes that we all make mistakes, and the goal isn’t to avoid them entirely but to acknowledge them with humility and improve. The book includes practical strategies, real-world case studies, and actionable steps for speaking up, listening better, and encouraging respectful disagreement.

Radical Respect is an insightful, accessible, and deeply empathetic guide for anyone striving to create a workplace where everyone feels seen, heard, and valued. Kim balances hard truths with hopeful optimism, offering readers both the courage and tools to do better – not just as leaders, but as colleagues and humans. Unlike many DEI-focused texts, her tone is invitational rather than accusatory, making the book especially effective in engaging those who may feel overwhelmed or unsure where to begin.

If you would like to discuss how we can help create a culture of radical respect in your workplace, please get in touch with us today!

And in the meantime, be sure to grab a copy of Radical Respect – you can purchase a copy here in the US and here in the UK.

The workplace is evolving at speed. Technological change, shifting employee expectations, and the growing influence of artificial intelligence are reshaping what it means to build a future-ready workforce. Amid these changes, one thing is clear: Millennials and Gen Z are demanding more from their employers, and skill development is at the top of their list.

A recent survey of more than 1,000 full-time employees highlights the urgency. An overwhelming 96% of Millennials and Gen Z said having access to skills development is important, with nearly 70% of Millennials describing it as “extremely important.” Even more striking, 79% of Gen Z and 75% of Millennials said they would actively look for a new job if their current employer didn’t offer upskilling opportunities. For HR leaders already navigating talent retention challenges, this is a wake-up call.

Why younger workers are worth the investment

Technological aptitude
Gen Z are “digital natives.” They’ve grown up immersed in technology and bring with them an instinctive fluency with digital tools, social media, and emerging technologies. Employers who harness this natural strength and upskill it further can accelerate digital transformation and innovation.

Adaptability and agility
Raised in a fast-paced, ever-changing environment, younger employees are comfortable adapting quickly to new tools and contexts. With the right training, this adaptability translates into fresh perspectives, creative problem-solving, and the agility needed to stay ahead of competitors.

Bridging the skills gap
The rapid advancement of technology has left many organisations struggling to find talent with the right skills. One survey found that 62% of IT decision-makers saw a shortage of skilled personnel as a threat to sustainability. Targeted upskilling of Gen Z and Millennials in areas like data analysis, communication, AI, and critical thinking can help bridge this gap and create a steady supply of future-ready talent.

Collaboration and diversity
Gen Z is the most diverse generation yet, bringing inclusive perspectives and cultural awareness into the workplace. This openness not only strengthens collaboration but also helps organisations better understand and engage with new consumer markets.

How younger workers want to learn

It’s not enough to offer training, organisations must also deliver it in ways that reflect how younger employees learn best. According to Seismic’s survey:

• 77% of Gen Z and 78% of Millennials prefer video-based learning over slide decks and seminars.
• 49% of Gen Z favour one-on-one mentorship or small group settings.
• 79% of Gen Z are comfortable learning from an AI-powered coach.

This is a clear signal that traditional corporate training no longer meets expectations. Employees want flexibility, personalisation, and relevance. They want coaching and development embedded into their flow of work, aligned with their goals, and accessible on demand.

AI is already part of the picture

While some organisations are still debating the role of AI, younger employees are already using it. 68% of Gen Z respondents said they have used AI-powered training tools, compared to just 20% of Boomers. This generational divide shows that for younger talent, AI-driven, personalised learning is not a futuristic concept, it is already part of their development toolkit.

For HR leaders, the message is clear: AI-powered training and coaching are now expected. Employers that fail to integrate these tools risk falling behind in both employee engagement and retention.

The bottom line for HR

The next generation of workers has made their expectations clear. They want opportunities to grow, they want modern and flexible training, and they want it now.

For employers, investing in the learning, development, and upskilling of younger employees is no longer optional. It is the key to talent retention, readiness, and long-term organisational growth. It also demonstrates to new hires that they are valued from the outset, building loyalty and strengthening retention in an increasingly competitive talent market.

If your organisation is serious about staying ahead of the curve, the time to act is now. Embedding continuous, personalised, and AI-enabled learning into your culture is one of the most strategic moves HR leaders can make to future-proof their workforce.

Interested in learning more? Speak to our team at OrgShakers, a leading global HR Consultancy today!

In today’s rapidly evolving workplace, Emotional Intelligence (EQ) has emerged not as a “nice to have,” but as a critical business imperative. Once dismissed as a soft skill, EQ is now recognized as a foundational capability for leadership, innovation, resilience, and organizational performance. For HR professionals, understanding and leveraging EQ is essential to building empowered, adaptable, and high-performing teams.

Why Emotional Intelligence Matters More Than Ever

The World Economic Forum’s Future of Jobs 2023 report placed emotional intelligence among the top 10 most important skills for the future of work. As organizations navigate the complexities of hybrid work, AI integration, and generational diversity, EQ enables leaders and employees to manage change, foster collaboration, and maintain psychological safety.

Recent research underscores this shift. A 2025 systematic review published in Canadian Psychology found that emotional intelligence significantly enhances collaborative problem-solving by improving team cohesion, trust, and performance. Moreover, EQ moderates the effects of team diversity, helping diverse groups work more effectively together.

In the age of AI, EQ is also a key differentiator. While machines excel at data processing, they lack the nuanced understanding of human behavior. EQ enables employees to “read the room,” adapt communication styles, and build rapport—skills that are increasingly valuable as automation reshapes job roles.

The Business Case for EQ

EQ is not just about interpersonal harmony—it drives tangible business outcomes:

• Innovation Premium: Organizations with emotionally intelligent leaders are more likely to foster cultures of empowerment, risk tolerance, and psychological safety—key ingredients for innovation.
• Resilience and Adaptability: EQ supports resilience by helping individuals manage stress, remain composed under pressure, and stay focused on solutions rather than blame.
• Performance and Retention: TalentSmart research shows that individuals with high EQ earn an average of $29,000 more annually than their lower-EQ peers. Additionally, 75% of managers use EQ as a criterion for promotions and salary increases.

EQ in Action: Building Resilient, High-Performing Teams

The traits that define emotionally intelligent teams—candor, resourcefulness, empathy, and humility—are also the hallmarks of resilient organizations. These teams engage in open dialogue, support one another, and collaborate effectively under pressure. As highlighted in Harvard Business Review, such characteristics are essential for navigating uncertainty and driving sustained performance.

Moreover, EQ is the “delivery system” for IQ. It enables individuals to apply their cognitive abilities more effectively by regulating emotions, communicating clearly, and responding constructively to feedback. This is especially critical in leadership, where the ability to motivate, empathize, and inspire is often more impactful than technical expertise alone.

EQ Is Measurable and Developable

Contrary to the belief that EQ is innate, decades of neuroscience research confirm that it can be developed throughout life. Brain plasticity allows individuals to build new emotional and behavioral patterns through deliberate practice and coaching. Tools like the EQ-i 2.0 assessment provide actionable insights into areas for growth, enabling HR professionals to design targeted development plans.

Effective EQ development involves:

• Empathy: Understanding others’ perspectives and responding with compassion.
• Self-regulation: Managing impulses and maintaining composure.
• Self-awareness: Recognizing and understanding one’s emotions and their impact.
• Social skills: Building rapport, resolving conflicts, and fostering collaboration.
• Motivation: Cultivating a drive to achieve and a commitment to goals.

The HR Imperative

For HR leaders, embedding EQ into talent strategies is no longer optional. It should inform recruitment, leadership development, performance management, and organizational culture initiatives. EQ coaching, peer feedback, and experiential learning can all play a role in cultivating emotionally intelligent workplaces.

As AI continues to transform the nature of work, the human skills that EQ encompasses—empathy, adaptability, and ethical judgment—will only grow in importance. Investing in EQ is not just a strategy for individual growth; it’s a blueprint for organizational resilience and competitive advantage.

If you would like to discuss how we can help build greater EQ in your organization, please get in touch with us today!

In today’s fast-paced, hybrid, and AI-augmented workplace, the most effective leaders are not just those who work the hardest – but those who manage their time and relationships with strategic intent. For HR professionals guiding leadership development, the convergence of time mastery and soft skill cultivation is no longer optional – it’s essential.

The Time Dilemma: From Reactive to Proactive Leadership

Time is the most finite resource in an executive’s toolkit. A 2025 Harvard Business Review study of 30 CEOs revealed a stark misalignment between where leaders think they spend their time and where they actually do. Most time was consumed by meetings, board interactions, and investor relations, with little left for customers or frontline employees. This disconnect not only hampers productivity but also signals misplaced priorities across the organization.

To counteract this, leaders must shift from a reactive to a proactive time management model. The “proact/react” ratio is a useful diagnostic: Are you initiating strategic conversations, or constantly responding to crises?

Leaders who operate in “proact mode” carve out time for reflection, vision-setting, and meaningful engagement with their teams. One practical tactic is the “thinking hour” – a weekly, interruption-free block of time dedicated to strategic thought. Former U.S. Senator George Mitchell famously protected this hour, allowing interruptions only from his wife or the President.

Delegation is another cornerstone of proactive leadership. Trusting a capable team not only frees up executive bandwidth but also empowers others to grow. As HBR notes, the most effective CEOs amplify their impact through indirect influence – by shaping culture, strategy, and talent – not by micromanaging.

The Hidden Cost of Poor Time Management

Poor time management doesn’t just affect the leader – it cascades down the organization. According to a 2025 SHRM survey, 84% of employees believe poorly trained managers create unnecessary work and stress, with time mismanagement being a major culprit.

Common pitfalls include overloading teams without understanding their capacity, last-minute requests, and lack of availability for support or feedback. These behaviors erode trust, morale, and performance.

The Soft Skills That Sustain Leadership

While time management is foundational, it must be paired with emotional intelligence and interpersonal finesse. Forbes’ 2024 and 2025 leadership research highlights five critical soft skills for modern leaders: emotional intelligence (EQ), change management, resilience, tech literacy, and creativity. These are not just “nice to have” – they are directly linked to employee engagement, innovation, and organizational agility.

Emotional intelligence, in particular, has emerged as a defining trait of successful leaders. A 2024 study published in Revista de Gestão Social e Ambiental found that leaders with high EQ foster more positive organizational cultures and higher job satisfaction. EQ encompasses self-awareness, empathy, relationship management, and the ability to communicate with authenticity.

Other essential soft skills include:

• Active Listening: Going beyond hearing words to understanding intent and emotion.
• Self-Compassion: Embracing vulnerability and imperfection, which fosters psychological safety.
• Empathy: Understanding others’ perspectives to build trust and loyalty.
• Honesty and Vulnerability: Being transparent about challenges and inviting collaboration.
• Curiosity and Intuition: Navigating ambiguity with open-mindedness and gut-informed judgment.

These skills are not innate – they can be developed through intentional practice, coaching, and feedback. Journaling, for instance, is a powerful tool for reflection and emotional growth. It helps leaders process experiences, identify patterns, and cultivate the self-awareness needed to lead with clarity and compassion.

Building a Culture of Leadership at All Levels

Leadership is not confined to the C-suite. As one article aptly notes, “everyone can be a leader at their own level.” HR professionals should encourage leadership behaviors across the organization by promoting feedback loops, mentorship, and continuous learning. Tools like performance management platforms can facilitate real-time feedback, helping individuals track their growth in both hard and soft skills.

Conclusion: The HR Imperative

For HR leaders, the message is clear: developing great leaders requires a dual focus on time mastery and emotional intelligence. Equip your executives with the tools to manage their calendars with intention, and the coaching to lead with empathy, honesty, and resilience. In doing so, you’ll not only enhance individual performance – you’ll shape a culture of trust, agility, and sustainable success.

If you need further guidance on how to start tackling your time, you can get in touch with us here.

In today’s dynamic and often unpredictable work environment, coaching and mentoring have emerged as essential tools for employee development, engagement, and retention.

As organizations strive to navigate the complexities of hybrid work, generational diversity, and evolving employee expectations, HR professionals are uniquely positioned to champion these developmental practices.

This article synthesizes recent insights and research to explore how coaching and mentoring can be effectively balanced and integrated to drive meaningful outcomes at individual, team, and organizational levels.

The Distinct Yet Complementary Roles of Coaching and Mentoring

While often used interchangeably, coaching and mentoring serve distinct purposes in the workplace:

• Coaching is typically time-bound, performance-driven, and focused on developing specific skills or achieving defined goals. It is often evaluative and structured, with the coach – frequently a manager or external expert – guiding the process.

• Mentoring, by contrast, is long-term, non-evaluative, and mentee-driven. It supports holistic development, career navigation, and personal growth through the sharing of experiences and wisdom from a more seasoned professional.

Understanding these differences is crucial for HR professionals designing development programs. However, the real power lies in blending both approaches – a strategy increasingly supported by recent research.

Building Managerial Confidence in Coaching

Despite the proven benefits of coaching – 99% of coached employees report satisfaction and 96% would repeat the experience – many managers remain hesitant to adopt a coaching mindset. Common concerns include discomfort with vulnerability, fear of asking the wrong questions, or confusion between coaching and mentoring.

To address this, simplifying the coaching process is key. Tools like Michael Bungay Stanier’s The Coaching Habit offer accessible frameworks, such as his seven essential questions, that help managers guide developmental conversations without needing to be professional coaches.

A practical approach for managers is to begin with coaching – encouraging employees to define their challenges, explore options, and identify action steps – and then transition into mentoring by sharing relevant experiences. The critical nuance is in how advice is offered: avoiding prescriptive language like “you should” and instead framing insights as “something to consider.”

The Strategic Value of Mentoring

Mentoring is increasingly recognized as a strategic lever for talent development and retention. According to 2025 research from MentorcliQ, 98% of Fortune 500 companies now have mentoring programs, and those with such programs report more than double the median profits compared to those without.

 Moreover, employees with mentors are significantly more likely to feel valued, engaged, and committed to their organizations.

Mentoring also plays a vital role in addressing the skills gap. With 69% of companies reporting significant skill shortages, mentoring offers a personalized, experience-based method for upskilling and reskilling – especially when digital learning alone falls short.

Integrative Approaches: The Future of Development

Recent academic research underscores the growing trend toward integrative coaching and mentoring models. A 2024 synthesis published in the Journal of Managerial Psychology highlights the need for developmental relationships that are flexible, inclusive, and responsive to the post-pandemic workplace.

Key themes include:

• Virtual and hybrid delivery: The normalization of remote work has made digital coaching and mentoring not only viable but essential. Virtual formats offer flexibility and accessibility, especially for global or dispersed teams.
  
  
• Emotional and psychological support: In a world that is increasingly connected yet lonely, developmental relationships provide critical human connection, enhancing well-being and resilience.
  
  
• Diversity and inclusion: Programs like reverse mentoring and intergenerational mentoring foster inclusive cultures by bridging generational and hierarchical divides.

Measuring Impact and Ensuring Quality

One of the persistent challenges in coaching and mentoring is evaluating their impact. While outcomes may not always be immediate or easily quantifiable, recent studies show promising results. For example, a 2025 study in the healthcare sector found that virtual coaching significantly improved well-being and teamwork among professionals, leading to better service delivery.

To ensure effectiveness, HR professionals must focus on:

• Tailored program design: One-size-fits-all approaches rarely work. Programs should be customized to the needs of different employee groups and organizational contexts.

• Training and support: Coaches and mentors need guidance, resources, and ongoing development to maintain quality and consistency.

• Strategic alignment: Developmental initiatives should be embedded in broader talent strategies and aligned with organizational goals.

Conclusion: A Call to Action for HR Leaders

As the workplace continues to evolve, coaching and mentoring are no longer optional—they are strategic imperatives. HR professionals must lead the charge in cultivating a culture where both practices are not only accessible but seamlessly integrated into the fabric of organizational life.

By equipping managers with coaching skills, expanding mentorship opportunities, and embracing hybrid delivery models, organizations can unlock the full potential of their people. In doing so, they not only enhance performance and retention but also foster a more connected, resilient, and future-ready workforce.

If you would like to discuss how we can help build coaching and mentoring into your organization, please get in touch with us today!

In the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

For HR professionals tasked with fostering high-performing, healthy workplaces, a new paradigm is gaining traction: the 85-15 rule.

Rethinking Peak Performance

The 85-15 rule proposes that individuals should operate at approximately 85% of their capacity, reserving the remaining 15% for recovery, adaptability, and personal wellbeing.

Far from promoting laziness or underperformance, this approach is rooted in the science of optimization and sustainability.

The concept draws inspiration from elite athletes like Olympian Carl Lewis, who trained and competed with the philosophy of not exhausting himself completely. His coach believed that holding back slightly allowed for better pacing, form, and endurance—principles that translated into nine Olympic gold medals.

Similarly, actor Hugh Jackman has cited this rule as a key to maintaining longevity and excellence in his career.

The Science Behind the Strategy

Research supports this approach. A 2019 study found that learning and performance peaked when individuals operated at about 85% difficulty. This “zone of proximal difficulty” aligns with long-standing psychological theories that suggest optimal growth occurs when tasks are challenging but not overwhelming.

This balance is not just about avoiding burnout—it’s about creating the conditions for continuous improvement.

When employees are pushed to their absolute limits, the risk of errors, disengagement, and mental fatigue increases. Operating at 85% allows room for reflection, creativity, and resilience.

Implications for the Workplace

For HR leaders, the 85-15 rule offers a compelling framework for shaping workplace culture and expectations. Encouraging employees to maintain a sustainable pace can lead to:

• Reduced burnout: With over 40% of workers in the US and UK reporting burnout, it’s clear that the “always-on” culture is taking a toll. The 85-15 rule helps normalize the idea that it’s okay—not just acceptable, but wise—to preserve energy.
• Improved consistency: Employees working at a sustainable pace are more likely to produce consistently high-quality work, rather than peaking and crashing.
• Enhanced wellbeing: By keeping some energy in reserve, employees are better equipped to manage responsibilities outside of work, from caregiving to personal development.
• Greater retention: A workplace that values balance and mental health is more likely to retain top talent in a competitive market.

From Theory to Practice

Implementing the 85-15 rule doesn’t mean lowering standards—it means redefining them.

HR professionals can lead this shift by:

• Promoting realistic workloads and discouraging overwork as a badge of honor.
• Encouraging regular breaks, time away from screens, and flexible scheduling.
• Training managers to recognize signs of burnout and support sustainable performance.
• Fostering a culture where rest and recovery are seen as integral to success, not obstacles to it.

A Strategic Shift for the Future of Work

As the nature of work continues to evolve, so too must our understanding of what drives performance. The 85-15 rule offers a forward-thinking, evidence-based approach that aligns with the needs of modern employees and the goals of progressive organizations.

For HR professionals, embracing this mindset is not just about protecting employee wellbeing—it’s about unlocking long-term productivity, creativity, and engagement.

In a world that often demands more, the smartest move might just be doing a little bit less—on purpose

If you would like to discuss how we can help coach the 85:15 rule in your workplace, please get in touch with us at: hello@OrgShakers.com.

HR professionals are at the forefront of navigating the evolving dynamics of workplace culture.

So, with more and more organizations increasing the number of in-office workdays, the rise of ‘hushed hybrid’ working – when front-line managers quietly allow employees to work remotely despite official Return to Office (RTO) mandates – presents a critical challenge that demands immediate attention.

The Current Landscape

In 2024, several major organizations, including Amazon, JPMorgan Chase, and AT&T, issued strict RTO mandates, requiring employees to return to the office five days a week.

These policies have sparked a significant pushback, with surveys revealing that a significant percentage of employees are either ignoring these mandates or considering leaving their roles due to the lack of flexibility.

This resistance underscores a growing disconnect between senior leadership and front-line management and employees.

The Risks of ‘Hushed Hybrid’ Practices

‘Hushed hybrid’ working may seem like a practical workaround for front-line managers aiming to balance employee satisfaction with company policies. However, this approach is unsustainable and fraught with risks:

• Employee Tensions: Allowing some team members to work remotely while others are required to be in the office can create feelings of unfairness and resentment.

• Erosion of Trust: The secrecy inherent in ‘hushed hybrid’ arrangements undermines transparency and can lead to a toxic workplace culture.

• Policy Compliance Issues: If managers are bypassing RTO policies, it raises concerns about adherence to other organizational policies, signaling potential governance issues.

The Role of HR in Bridging the Gap

HR professionals play a pivotal role in addressing the root causes of ‘hushed hybrid’ working. Here’s how you can act:

• Facilitate Open Dialogue: Create channels for middle managers to provide honest feedback to senior leadership about the challenges and employee sentiments surrounding RTO mandates.

• Reassess RTO Policies: Collaborate with leadership to evaluate the effectiveness of current RTO policies and explore more flexible, hybrid models that align with employee needs and organizational goals.

• Promote Transparency: Foster a culture of openness where policies are clearly communicated and consistently applied across all levels of the organization.

• Support Middle Managers: Equip managers with the tools and training needed to navigate the complexities of hybrid work arrangements while maintaining compliance with company policies.

Building a Sustainable Workplace Culture

The rise of ‘quiet’ workplace trends like ‘hushed hybrid’ working highlights the need for proactive measures to strengthen organizational culture. By addressing these challenges head-on, HR can help bridge the gap between policy and practice, ensuring that your organization remains an employer of choice in an increasingly competitive talent market.

If you would like to discuss how we can help coach your leaders in communication, as well as foster a culture of openness in your workplace, please get in touch with us.

In today’s workplace, the “one-size-fits-all” approach no longer works. Employees want more than just a paycheck; they want an experience that feels tailored to their needs, goals, and aspirations. This is where AI steps in, reshaping how HR teams create personalized experiences that truly resonate with their people. By 2025, leveraging AI for this purpose won’t just be an innovation – it’ll be a necessity.

What Does Personalization Mean in the Workplace?

Imagine starting a new job and immediately receiving tailored training modules, benefits suggestions, and a career plan that aligns with your strengths and ambitions. That’s what personalization is about – treating employees as individuals rather than a part of the collective. AI takes this concept to the next level by helping HR teams scale personalization in ways that were unimaginable just a few years ago.

How AI Delivers Personalization

Here are a few ways AI is already changing the game for HR and employees:

1. Learning and Development (L&D): Let’s say an employee wants to move into a leadership role but isn’t sure what skills they need. AI can analyze their current capabilities and suggest specific courses or training programs to close the gap. Tools like LinkedIn Learning already do this, but the future will involve even more precision. Think customized learning paths unique to each employee’s role and career trajectory.
2. Tailored Benefits: Employees aren’t all looking for the same perks. A recent graduate might prioritize loan repayment assistance, while a working parent might value childcare subsidies. AI helps HR teams analyze employee demographics and feedback to offer benefits packages that matter most to each individual.
3. Career Pathing: One of the biggest reasons people leave organizations is because they don’t see a future for themselves. AI addresses this by creating dynamic career maps, showing employees what roles they’re suited for and what steps they need to get there. It’s like having a career coach, but powered by data.
4. Real-Time Feedback: Forget the annual review – AI tools are making feedback a continuous process. Imagine an employee completing a project and instantly receiving insights on what went well and where they can improve. This kind of immediate feedback builds skills faster and keeps employees engaged.

Why Does This Matter?

The benefits of AI-driven personalization go beyond just ticking boxes. It creates real impact, both for employees and organizations:

• Employees Feel Valued: When people feel like their employer understands and invests in their needs, it boosts morale and loyalty.
• Retention Improves: Personalized career plans give employees a reason to stay, reducing costly turnover.
• Data-Driven Insights: HR teams can make smarter decisions by understanding what employees want – and acting on it.

What About the Challenges?

Of course, there are hurdles. Let’s address the elephant in the room: data privacy. Employees might be skeptical about how their information is being used. Transparency is key here – employees need to know what data is being collected, how it’s used, and how it benefits them.

There’s also the risk of over-reliance on AI. Yes, AI can process data at lightning speed, but it can’t replace human intuition. The best HR teams will use AI to inform their decisions, not make them entirely.

The Future is Personal

By 2025, personalization will be a core part of the employee experience. Companies that embrace AI to create these experiences will have a clear advantage in attracting and retaining top talent. But here’s the thing: while AI is a powerful tool, it’s the human touch that ultimately makes the difference. Employees don’t just want a perfect algorithm; they want to feel understood, appreciated, and supported by the people they work with.

So, the real challenge for HR teams isn’t just adopting AI. It’s finding the balance – using technology to enhance the employee experience while keeping the heart of human connection alive.

Closing Thought

At the end of the day, personalization isn’t just about making employees feel special – it’s about helping them thrive. And when employees thrive, so do organizations. The question isn’t whether we’ll use AI to personalize employee experiences – it’s how well we’ll do it.

If you would like to discuss how we can help personalize employee experiences through AI in your organization, please get in touch with us today!

The theme of bettering ourselves is prominent as we head into a new year. Many of us endeavour to make changes to ourselves and our lifestyles, often spurred on by a new year’s resolution or two. But how do we increase the chance that our resolutions will stick around past January? How can we avoid the February fizzle?

Good news: we know something about managing change from our work lives and those best practices can help us with the changes we want to make outside of the office. When you think about it, rolling out a new performance management system or reworking an internal communications strategy can be straightforward, as they rely on the more technical aspects of change. We create new processes, document new procedures, and train teams on what to do differently.

But when it comes to mindset shifts – getting people to think differently – the challenge is greater. Changing a mindset goes beyond altering the way we do things – we have to alter the way we perceive the world around us, and this requires time, intention, and effort. Adapting a few best practices from change management can help:

• Set a clear objective and definition of success

Ask yourself: Why am I trying to adopt this new mindset? What do I hope to achieve? Perhaps you want to develop a more growth-oriented outlook or become more patient in your leadership style. Without a clear objective, it’s difficult to measure progress or stay motivated.

In change management, we establish clear success criteria and milestones. When managing your own mindset shift, it helps to do the same: define what successful change means to you. Is it when you instinctively approach challenges with curiosity instead of frustration? Or when your team starts to notice and appreciate your more open-minded approach? Defining success helps keep you focused and provides a sense of achievement along the way.

• Prepare your stakeholders and create accountability with supportive partners

Every mindset shift has a ripple effect on those around us—whether it’s our colleagues, friends, or family. Ask yourself: Who are my ‘stakeholders’ in this change? How might my new mindset affect them, and how might they react? Providing some ‘advance notice’ to those affected can help manage expectations and foster support.

Accountability partners can dramatically increase the likelihood of a successful mindset shift. Just as we engage sponsors and champions in organizational change efforts, we can enlist trusted colleagues or friends to act as our personal support network. These individuals can provide encouragement, offer feedback, and help hold us accountable.

• Build in some structure

In the workplace, we implement policies and tools to support technical change, so think about how this can be adapted for personal mindset shifts: structural changes might include setting up reminders, scheduling regular check-ins with your accountability partners, or keeping a journal to track progress and reflect on lessons learned. These reinforcements create an environment conducive to lasting change.

• Be kind and patient with yourself

Finally, be realistic and kind to yourself. Organizational change takes time, and so does personal transformation. Don’t expect an overnight shift. Set realistic expectations for how long it might take for your new mindset to become second nature and remember that setbacks are part of the process…the key is to keep moving forward, one step at a time.

You may be thinking: “Best practices from work?  Really?” This approach may feel like overkill, but it is great way to demonstrate respect for your efforts through good planning. Applying proven change management principles to personal change increases the likelihood that your new mindset will take hold, and come February, those changes will be here to stay.

If you would like to discuss how we can help you build or strengthen a change management mindset, please get in touch with me at gordon.robinson@orgshakers.com or via our website.

A staple of entering a new year is New Year’s Resolutions. Many of us will take a moment of self-reflection to look inside ourselves and identify a list of resolutions that we feel will improve us as a person in the year to come. The ‘new year, new me’ mindset will remerge across social media platforms like it always does and many of us will be begrudgingly attempting to lower alcohol and meat intake across Dry January and Veganuary.

And yet, despite this mindset seeming slightly performative, the idea of reflection and inciting change is actually a very positive thing to be doing – especially if you are a leader or executive in an organization.

For those in positions of power in the workplace, reflection on current working policies and practices is vital for ensuring that the cogs of your business continue to spin without any kinks. However, when things remain the same way for too long, these cogs can quickly start to rust…so, when it comes to the ‘new year, new me’ mindset in leaders, what are some things that leaders should be leaving behind in 2024 to ensure a prosperous 2025 for their organizations and for their people?

• Any thinking that AI is a technical event/opportunity/phenomenon – it’s absolutely tied to the way we get things done across all the enterprise. It’s not an IT thing!
• Any constraining of employee experimentation with AI or AI tools – good practices will emerge if we let people play with new processes and thinking — let this happen with AI!  Get out of their way! Instead, find a way for people to share their discovery of how to use AI in their jobs.
• Any constraining of the strategic nature of the CFO role – the Chief Financial Officer is no longer just the ‘numbers’ person, they are a strategic thinker and contributor to the C-suite team. They are increasingly in charge of the large-scale, strategic investments that have broad impacts on company infrastructure and strategic positioning, meaning that their voice is critical in the ideation and trade-offs for such investments.
• Similarly, any constraining of the CHRO role – the Chief Human Resources Officer can be a powerful, strategic role, and it is key to harnessing a varied, complex workforce.
• Stop allowing politicization of best practices that work – Diversity, Equity, Inclusion (DEI), Environmental, Social, and Governance (ESG)…these are strategic approaches that are tried and true, and that drive success. They are key to innovation and good decision-making.

If leaders truly want to embrace a ‘new year, new me’ mindset, then they should start to consider the leadership practices which will propel them and their company forwards. This is where our Executive Action Series can help; a leadership development program that is laser-focused on supporting your senior leaders and executives with their strategic goals in order to yield long-term resilience and drive sustainability.

If you would like to discuss this service in more detail, please get in touch with us at anya@orgshakers.com or gordon.robinson@orgshakers.com

Last year, we asked the OrgShakers team what practices and ideologies they thought employers should be leaving behind as they ventured into the New Year.

Now, as another year comes to a close, we wanted to see what they believe should be left behind in 2024 in order to help propel sustainability and growth in the year to come:

• Our Founder David Fairhurst believes that the end of the year is a great time for HR leaders to be considering their key areas of focus for 2025, and this includes looking at what practices should be left behind in order to foster more innovative, inclusive, and employee-centric workplaces. This could be done by adopting outcome-centered models of managing performance, or placing a greater focus on strategic workforce planning to ensure the workforce is a future fit, or even looking into comprehensive wellbeing strategies to avoid employee burnout, to name a few. But what’s important to remember when looking at new practices is to be realistic, and this can be done by thinking of HR strategic objectives on three levels:
  • What are the basics that need to be maintained?
  • What are the areas that must continuously improve?
  • What are the big moves we need to focus on which will offer a transformative impact?
• Anya Clitheroe would like to stop hearing managers complaining about the Gen Z workforce! This year she has heard so many managers making the blanket statement that Gen Z have been spoilt and they don’t want to work hard or that they don’t show any initiative. Instead, Anya would like them to find a way to engage the younger workforce in a way that interests them. Have they clearly communicated ways of working expectations, and have they found out what does motivate them? At the very least, they need to see that not every Gen Z can be identical in their workstyle preferences!
• Speaking of leaders, Marty Belle believes that employers should leave behind rigidity and paternalistic leadership operating styles. These areas of inflexibility include enforcing Return to Work practices in cases where remote workers are more productive, or only offering fixed work schedules without taking into consideration some workers may not be morning people and would choose to work mid-day rather than early morning. Additionally, more flexible scheduling would accommodate childcare needs and parental involvement in their children’s extracurricular activities.
• Building on this, Lauren Kincaid believes that employers should be leaving behind a one-size-fits all approach when it comes to employment policies and employee benefits. The more personalized the employment experience, the more seen, heard and valued an employee feels, resulting in better employee engagement, loyalty and performance.
• Echoing Marty’s sentiment of rigidity, Sayid Hussein also believes employers should leave behind in 2024 a “9-to-5, in-office only” mentality. With advancements in technology and changing workforce dynamics, it’s time to embrace flexible working arrangements that prioritize outcomes over hours. Trusting employees to manage their time fosters creativity, improves retention, and acknowledges the diverse realities of modern life.
• Speaking of mindsets, Karen Cerrato believes that employers should be leaving behind short-term thinking. Whether at a corporate level or a management level, if we want longevity out of our employees, Kanen believes that need to start thinking strategically and long term. The days of people staying in a job for 10 yrs + “just because”, are long gone; we need to give them a reason to want to stay:  
  • Reactive decision-making: Shift toward proactive strategies that prioritize long-term growth and stability.
  • Underinvestment in talent: Invest in professional development and career growth opportunities for employees.
  • Top-down communication only: Foster two-way communication to engage employees and encourage innovation.
• Amanda Holland believes that employers need to be conducting their final Covid pandemic clean up: it’s time to finish assessing any processes or procedures developed specifically during the pandemic. Operationalize any efficiencies your company will be keeping by ensuring the language is up-to-date and free from pandemic references. Eliminate those policies, processes, and procedures that are no longer needed or applicable.
• Ken Merritt believes that employers should be leaving behind ‘reluctance’. Several companies have been slow to hire and fast to retire because there has been a ‘cloud of reluctance’ hanging over the economy since 2022 – it’s time for employers to be leaving that behind for good in 2024.
• Therese Procter knows that 2024 has been a very challenging year, with the key topics of remote working, political uncertainty, and the skills gap taking many of the highlight spots. But an area that she believes is often pushed down the agenda (whether this be due to the amount of effort and/or cost it requires) is mental and financial wellbeing. That’s why she believes that employers should be leaving behind poor and ineffective mental health support strategies and programs that are outdated and not fit for purpose, and instead take on a fresh approach to wellbeing this new year that better supports mental and financial aspects of life.

If you would like to get in touch with us about any of the points raised by our team, or if you have a different concerns that you were hoping to leave in 2024 and need assistance in shedding it, please don’t hesitate to get in touch with us today!

Equally, if you want some on-demand advice and strategies, why not book in a 1-hour private consultation with one of our seasoned HR professionals? Take a look at our OrgShakers CL!CK service for more details!

From all of us at OrgShakers, we wish you a happy and prosperous New Year!

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.