This month, we’ve been reading Vijay Pendakur’s debut book, The Alchemy of Talent: Leading Teams to Peak Performance.

A global talent and culture leader, Vijay has seen the very real effects that change fatigue has had on employees after years of what has felt like constant disruption and uncertainty. In this book, he pools his vast amount of leadership experience and draws from extensive research in behavioral science and organizational psychology to create this comprehensive guide that delves into building high-performing teams in today’s dynamic business environment.

Central to the book is the concept of ‘productive friction’ – the idea that diverse and complex teams, when managed effectively, can generate superior solutions and drive peak performance.

To harness this potential, Vijay introduces three key ‘talent catalysts’:

1. Psychological Safety – creating an environment where team members feel safe to take risks, voice their opinions, and admit mistakes without fear of retribution.
2. Belonging – fostering a sense of inclusion where individuals feel valued and integral to the team’s success.
3. Connection – encouraging strong interpersonal relationships that enhance collaboration and trust amongst team members.

Each catalyst is explored in dedicated chapters, beginning with real-world anecdotes from Vijay’s professional experiences. These narratives illustrate the practical application of each concept, followed by sections on understanding (‘knowing it’), identifying (‘spotting it’), and implementing (‘doing it’) the catalyst within one’s team. This structured approach provides leaders with clear guidance on how to transform these theoretical insights into tangible, effective practices.

The book also addresses the challenges posed by modern work settings, such as remote and hybrid models, which can impede traditional team dynamics. Vijay emphasizes the importance of adapting leadership practices to maintain the rituals that promote cohesion and productive interactions, even in virtual spaces.

And in addition to the core content, The Alchemy of Talent includes reflection prompts, illustrative graphics, and practical exercises designed to help leaders internalize and apply the concepts discussed. The emphasis on aligning leadership models with individual strengths and the strategic integration of diversity and inclusion efforts reinforces the book’s relevance in today’s dynamic organizational landscapes.

Overall, Vijay’s work serves as a vital resource for leaders aiming to navigate the complexities of team dynamics and drive their teams toward exceptional performance.

If you would like to discuss how we can help your teams achieve sustained success through our team coaching services, please get in touch with us today.

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

‘Sorry, not feeling 100%, need to leave the meeting’ was a text that Vicky Gooden had to send her boss who was sitting across the room one Monday morning where the president of the organization she worked for was hosting his weekly all-staff meeting.

This was because on numerous occasions, although more typically around the time of her period, Vicky was in so much pain that she was unable to physically remain for the whole duration of the meeting and would excuse herself to escape to the nearest bathroom and sit on the floor, doubled-over in pain, rocking back and forth until the feeling subsided.

This is the reality for many women who are currently living with endometriosis.

Endometriosis is a chronic medical condition that affects roughly 10% of the global population – this is equivalent to 190 million women and girls. As witnessed by Vicky’s own experiences, it can cause severe pain, fatigue, and other debilitating symptoms which can oftentimes affect a woman’s ability to work.

Despite its wide prevalence, endometriosis remains widely misunderstood in professional environments, which can in turn lead to unnecessary challenges for employees who have this condition.

So, what are some tailored support strategies that employers should be using to help support those staff who suffer with endometriosis?

• Flexible Working Arrangements – as evidenced from Vicky’s own story, flexibility is key when it comes to supporting those with endometriosis. Employers need to understand that this is a chronic condition that can flare up anytime (but especially around the time of one’s period) and reassure employees that it’s okay for them to work more flexibly to accommodate their health needs…even if this means having to step out of a meeting midway through. This is so important for employers to be offering, as currently 55% of those grappling with endometriosis find themselves frequently absent from work, and so having flexibility can be paramount to ensuring their wellbeing whilst also allowing them to work at their optimum.
• Adjusting Workload and Expectations – employees with endometriosis may have fluctuating productivity levels, and so those employers who promote task prioritization, adjust workloads accordingly, or offer job-sharing opportunities can help employees manage their responsibilities without feeling overwhelmed. This does not mean having lower expectations of someone’s capabilities just because of their endometriosis, it just means having the right reasonable adjustments in place for them to work with their condition rather than trying to work around it.
• Educating Managers and Teams – many managers and colleagues may be unaware of the severity of endometriosis and its effects on daily life – some of them may have never even heard of the condition altogether. Conducting awareness sessions or including information about endometriosis in wellness programs can foster empathy and understanding within the organization. As well as this, ensure that managers are trained in compassionate leadership and how to handle health-related accommodations.
• Enhancing Leave Policies – standard sick leave policies may not be sufficient for employees dealing with chronic illnesses like endometriosis. Implementing menstrual leave, additional paid sick days, or allowing employees to take unpaid leave without fear of repercussions can help them manage their health more effectively.
• Provide Access to Resources – offering access to Employee Assistance Programs (EAPs), mental health support, and workplace accommodations such as ergonomic chairs or rest areas can significantly improve an employee’s ability to manage their symptoms while working. Additionally, companies can explore healthcare benefits that cover treatments and specialist consultations for endometriosis.

Endometriosis is a real and challenging condition that affects millions of workers like Vicky on a day-to-day basis. As employers, it is our duty to ensure that all employees, regardless of their health conditions, are given the tools and flexibility they need to thrive in the workplace. By implementing tailored strategies, employers can create a more inclusive and supportive environment for those living with endometriosis.

A healthier workplace benefits everyone, and investing in employee wellbeing is always a step in the right direction. If you would like to discuss how we can help you create and implement these tailored support strategies for those employees with endometriosis, please get in touch with me at therese@orgshakers.com

Pancake Day has become widely popular in British culture over the years.

Traditionally, Christians would eat pancakes on the last day before Lent – Shrove Tuesday – to use up things in the cupboard like flour, eggs and milk that they wouldn’t be eating during the 40 days before Easter.

Today it has evolved into a fun and cultural staple that many of us joyfully take part in.

When we think about pancakes, our minds tend to go one of two places – the thin, sugary lemon crepes of France, or the thick, maple-soaked stacks of North America.

But what is so interesting to note is that the pancake – something that seems relatively simple in its creation – takes on so many different forms, flavors, and styles across the world.

The Japanese have their savory pancake, called okonomiyaki, the Swedes have grated potato pancakes called raggmunk, and in South India they have thin, savory delicacies called dosas.

This clearly highlights the power of diverse perspectives.

The pancake has been reimagined, reshaped, and reborn in so many different ways across the globe, and now there are so many innovative approaches to one dish.

So, imagine applying this mindset to the working world – if employers foster and encourage diverse thinking, what are the benefits that they might be able to cook up?

Well, for one thing, a study published by Harvard Business Review discovered that teams solve problems faster when they are more cognitively diverse. Having a varied set of employees who have been enriched by different experiences in life will invite new ways of thinking and looking at something into workplace discussions.

This paves the path for innovation and creativity, as well as being able to expand their customer base into new market territories that were potentially being missed previously.

But it is not as simple as hiring diversly – employers must also strive to foster a culture of inclusion so that each employee feels that they belong.

This means encouraging open communication, embracing ‘taboos’, and challenging potential microaggressions that may hinder the assimilation of a diverse workforce. By creating this culture, employers will be able to unlock all of the opportunities that a diverse workforce has to offer, and there are many!

In a recent McKinsey report, it was found that successful diverse companies outperform less varied organizations.

So, on this Pancake Day, opt to adopt the pancake mindset, and embrace the power of diversity and new perspectives by taking something and seeing its potential to be so much more.

If you would like to discuss how we can help your company diversify its hiring practices and foster an inclusive culture, please get in touch with us.

Research by the Centre for Aging Better has shown that, in the UK, 37% of people in their 50s and 60s in the UK have experienced age discrimination – predominantly in the workplace. And in the US, approximately two-thirds of over-50 adults believe older workers face age discrimination at work. It is, therefore, crucial for organizations to recognize and address this pervasive issue to foster a more inclusive and productive work environment.

Ageism often goes unnoticed, with casual comments and outdated assumptions perpetuating discrimination. With a third of the UK workforce being over 50, and nearly a quarter of the US workforce being over 55, HR professionals must take proactive steps to combat ageism and unlock the full potential of midlife employees.

Identifying Ageism in the Workplace

To effectively address ageism, HR professionals must first recognize its manifestations. Rest Less have identified seven common examples of ageism that happen in the workplace:

1. Stereotyping: Assumptions or judgments based on age can affect both older and younger workers. Avoiding these stereotypes is crucial to creating a fair work environment.
2. Marginalization: Often resulting from stereotyping, marginalization makes employees feel less important or valued. This sidelining can lead to decreased morale and productivity.
3. Microaggressions: Subtle, often unintentional comments or behaviors that convey discriminatory messages. Both stereotyping and marginalization can be forms of microaggressions.
4. Bias in Hiring Processes: Older candidates may be labeled as “overqualified” and overlooked for roles that don’t directly align with their experience and skill level.
5. Rebranding Roles: Employers may inform older employees that their role is being phased out, only to advertise the same role under a different title and hire a younger candidate.
6. Redundancy Selection: During redundancy processes, older employees may be offered voluntary redundancy based on the assumption that they will retire soon anyway.
7. Harassment: Age harassment can take various forms, including the examples listed above. In extreme cases, it may escalate to explicit bullying.

Creating an Inclusive Workplace Culture

Organizations that understand how ageism manifests in the workplace are better equipped to challenge it. By fostering a culture of inclusion and respect, HR can create an environment where all employees feel welcome and valued. This type of culture enables employees to thrive and contribute their best work.

Benefits of an Age-Diverse Workforce

An age-diverse workforce brings numerous benefits to a company. Midlife workers offer a wealth of experience and age-inclusive perspectives that can expand an organization’s horizons. This is why it is so important for older workers to also be offered opportunities to learn and develop, as they have so much talent to offer, it may just need to be re-contextualized!

Taking Action

If you would like to discuss how we can help eradicate age discrimination from your workplace and unlock the potential of a diversely-aged team, please get in touch with us. Together, we can create a more inclusive and productive work environment.

The landscape of workplace inclusion has undergone significant transformation over the past few decades, particularly concerning LGBTQ+ rights. Many modern workplaces are now actively seeking to make their cultures inclusive to the needs of LGBTQ+ individuals, as well as expand their horizons to the diverse perspectives of those who are a part of this community to inform how they communicate and appeal with LGBTQ+ consumers, too.

But this shift didn’t happen overnight; it took years of pride and protests for LGBTQ+ inclusion to be where it is today, and so in honor of LGBTQ+ History Month, we thought it would be only right to chronicle the journey of LGBTQ+ inclusion in the workplace:

1969 – The Stonewall Riots: often cited as the catalyst for the modern LGBTQ+ rights movement, the Stonewall Riots in New York City ignited a wave of activism that would eventually influence workplace policies worldwide.

1975 – First Corporate Non-Discrimination Policy: the city of Minneapolis became the first to pass a non-discrimination ordinance protecting LGBTQ+ individuals. Around the same time, companies like AT&T began including sexual orientation in their non-discrimination policies.

1993 – The Rise of Employee Resource Groups (ERGs): IBM pioneered the establishment of LGBTQ+ employee resource groups, creating safe spaces for employees and influencing other corporations to follow suit.

1998 – Executive Order 13087: signed by President Bill Clinton, this order prohibited discrimination based on sexual orientation in the federal civilian workforce, setting a precedent for private sector policies.

2000s – Expanding Benefits: companies began offering domestic partner benefits, with leaders like Microsoft and Disney setting the standard for equitable healthcare coverage and family leave policies for LGBTQ+ employees.

2015 – Marriage Equality: the US Supreme Court’s decision in Obergefell v. Hodges legalized same-sex marriage nationwide, prompting businesses to reassess benefits, parental leave, and spousal support policies.

2020 – Bostock v. Clayton County: this landmark Supreme Court ruling affirmed that Title VII of the Civil Rights Act protects employees against discrimination based on sexual orientation and gender identity, reinforcing the legal framework for workplace inclusion.

However, whilst significant progress has been made when it comes to the inclusion of LGBTQ+ people in the workplace, the journey towards full inclusion is still very much ongoing. In fact, recent research suggests that 39% of LGBTQ+ employees still feel the need to hide the fact that they are a part of this community at work, and more than 1 in 4 LGBTQ+ people experience negative comments or conduct from customers or clients because of their identity. This is why it’s so important for employers to not just be reflecting on how far society has come this LGBTQ+ History Month, but also thinking about what the next steps are that they need to be taking to ensure that members of this marginalized community continue to feel valued and included (and ensuring this is achieved in a way that doesn’t fall into the trap of ‘pinkwashing’).

If you would like to discuss how we can help you find a harmonious balance when it comes to building on your LGBTQ+ inclusion strategies and wider inclusion intiatives, please get in touch with us today.

As Black History Month begins in the US, we thought that The Good Ally: A Guided Anti-Racism Journey from Bystander to Changemaker by Nova Reid, would be the perfect book for our February review.

A creative entrepreneur, producer, TED speaker, and writer, Nova Reid is known for being curious about human behaviour, and channels her professional background in mental health to encourage meaningful change from the inside out. The Good Ally is her first book, and acts as a comprehensive guide to equip individuals – particularly White people – to become effective allies in the fight against racism.

Drawing from her experiences as a Black British woman and an anti-racism campaigner, Reid offers a thoughtful approach to understanding and dismantling systemic racism by delving into the history and policies that have shaped institutional racism in the UK, providing context for present-day issues. Reid explains concepts such as microaggressions, privilege (reframed as advantage), and intergenerational trauma, offering practical examples to illustrate these ideas.

She then goes on to emphasize the importance of self-enquiry, encouraging readers to reflect on their own biases and the discomfort that may arise during this process. We have a responsibility to address the uncomfortable conversations, otherwise they will never be had and there will never be change.

To help readers achieve this goal, Reid provides actionable advice for practicing anti-racism in various aspects of life, including personal relationships, parenting, and the workplace. She also includes some prompts for journaling, as well as drawing on her own experiences on how to model effective allyship.

And the key message that Reid wants everyone to take away is this: the journey toward becoming a good ally is ongoing and requires continuous learning and self-awareness. For employers, it is so important to be consistently addressing unconscious biases in order to ensure that no team members are discriminated against and to ultimately unlock the most out of your people.

If you would like to discuss how we can build a framework for having conversations about race, or if you would like any employer training around the management of unconscious bias and microaggressions in the workplace, please get in touch with us today.

In the meantime, be sure to grab a copy of Nova Reid’s book to begin your journey to being a good ally – you can purchase it here in the US and here in the UK.  

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!

Currently, US employment amongst people with disabilities has reached a record high of 22.5 million employees, with 24% of the UK working population also having a disability.

So, with more disabled people entering into the workforce, it’s never been more important for employers to ensure they have the right policies, processes, and support networks in place for these employees to be able to thrive in their workplaces.

A great way for employers to ensure they are achieving this inclusion initiative is by channelling their focus on the employee benefits on offer to those individuals with disabilities. To fully unlock the potential of this group, employers must go beyond the basics and offer tailored benefits that address their specific needs:

• Accessibility Enhancements – it’s important to ensure that your workplace is fully accessible both physically and digitally. Physically, this would mean providing adjustable desks, chairs and ergonomic keyboards, as well as having the more standard adjustments like ramps, elevators and accessible restrooms. Digitally, offer things such as screen readers, voice recognition software, and captioning services for virtual meetings to ensure that technology remains accessible for all.
• Inclusive Health Benefits – standard health plans can often fall short of covering disability-related needs, so when looking at what providers you want to work with, consider if they offer comprehensive coverage (including specialized care such as mobility aids or hearing devices) and virtual healthcare options to make accessing care more convenient.
• Flexible Working – flexibility is crucial for employees with disabilities, as they may need to manage medical appointments or fluctuating energy levels. To help support them with this, consider offering adjusted working hours and remote-first policies, allowing them to work from home when it better accommodates their needs.
• Learning and Development Opportunities – disabled employees often face limited opportunities for growth, but this is not due to their lack of capability, but rather systemic barriers. To overcome these barriers, employers should ensure that training materials are available in multiple formats (captions, Braille, large print, etc.) and offer leadership training programs which emphasize inclusivity. Another great strategy to consider is a mentorship program, where disabled employees can be paired with a mentor to specifically help grow their career at the company.
• Disability Resource Groups (DRGs) – having a DRG in the workplace can act as a great dedicated support network for those employees who have a disability. And employers can use these DRGs to gather input on how to continue to improve workplace policies, creating a healthy cycle of accountability that results in a consistently inclusive workplace.

Disability inclusion is so important in the modern workplace, as it offers employers access to a large group of talent that, when offered the right reasonable adjustments, can thrive in the workplace.

Organizations like Melwood are paving the way for this type of inclusion, as by effectively tapping into this rich pool of talent, they are able to proudly boast their integrated workforce which comprises of more than 800 people with disabilities to deliver top quality outsourced services.

If you would like to discuss how we can help tailor your benefit packages to be more inclusive and attractive to those employees with disabilities, please get in touch with us today.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Black History Month creates space for all to reflect on the struggle of Black Americans and Black people across the world to get to where they are today. Battling through constant, overt oppression to be able to have the same rights that were automatically extended to their white counterparts has made it possible for Black people to gain access to many more opportunities than were previously within their reach.

However, racism runs deep; while activists such as Martin Luther King Jr, Malcolm X and Rosa Parks paved a path for a better future, there is still work to be done now to continue to eradicate the oppression that black people face across the globe.

Just as the world has modernized, so has racism. What was once brashly overt has now evolved into more subtle, micro-aggressive tendencies.  The disconnect occurs because these microaggressions are broadly considered ‘less racist’ than things were fifty years ago, so it’s not seen as racism at all – which gives these behaviors the power to continue.

The workplace is a prime example. Many companies are more intentional about creating hiring targets to diversify their workforces – and this is great – but we’re also seeing that they are significantly pulling funding on their diversity, equity, and inclusion (DEI) efforts. It seems that just as the workplace begins to take a step forward, it takes two steps back. Without a comprehensive DEI change initiative and commitment to link the initiative to the mission, vision, and values of the company, this creates an environment where microaggressions will emerge and those employees of color will not truly feel that they are valued members of the team.  

Microaggressions are indirect, subtle, or unintentional discriminatory actions against members of a marginalized group. Some examples of these behaviors are not introducing specific people in a meeting, praising an idea from one person and ignoring the same idea when presented by another, speaking with a condescending tone, consistently mispronouncing someone’s name, confusing a person of a certain ethnicity with another person of that same ethnicity…the list goes on. A recent study even discovered that 25% of black women have been sent home from work because of their hair. These actions may seem small if you do not regularly experience them yourself, but the racial undertones that they hold are problematic and create a tense and unproductive culture.

For example, Dr. Claudine Gay was the first black woman to be selected the president of Harvard University by the Harvard Corporation – comprised of 12 board members responsible for university affairs and three members of the second-highest governing Board of Overseers –  and yet not even a year later and she has been forced to resign due to incessant plagiarism claims from her academic dissertation from 1997. Upon further exploration, most of the “errors” that have been identified are pedantic. Additionally, the few that have been raised as cause for concerns were not only deemed understandable by those she quoted, they were also completely missed by the institution under which she wrote it, along with the Harvard PhD committee who failed to highlight these when awarding her the Toppan prize for the best political science dissertation in 1998. Regardless, Dr. Gay has come under fire, and the microaggressions in this situation are rampant; after all, we haven’t seen any other Harvard presidents be picked apart for their academic writings from two decades ago.

If this situation was copy and pasted onto a white man, it is very likely that the outcome would be entirely different, and it’s these systemic barriers that employers need to recognize and challenge to truly further the progress of the many Black transformational leaders who fought for civil rights and equality for all Americans. 

The first step to challenging these inequities is acknowledging that they exist in the first place. Nearly two-thirds (61%) of Black employees experienced racism in 2021, and this number is only going to begin to decrease if companies can successfully identify these microaggressions and uproot them. We know that diverse companies are more profitable, but in order for employers to unlock these benefits they have to successfully foster a safe and inclusive environment. This starts by acknowledging that racism is still an open wound in the world of work, and that putting a band aid on it doesn’t help it heal. They must clean it out, and slowly begin to sew it up – which requires organizations to break the habit of assuming that the wound has already healed.

If you would like to discuss how we can help further your DEI strategy and help foster a culture that unlocks the best out of all your people, please get in touch with me at marty@orgshakers.com

This article was first published on 2^nd February to mark the start of Black History Month 2024 in the U.S.