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

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

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

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

1. Educate and Raise Awareness

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

2. Encourage Open Communication

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

3. Flexible Working Arrangements

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

4. Employee Assistance Programs (EAPs)

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

5. Regularly Review and Update Policies

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

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

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

Over 1 in 4 of the population are struggling to access the services and products they need … that’s around 18 million people in the UK!

And although the term ‘accessibility’ is nothing new, it can be hard to pin down exactly what it means to your organisation or business. 

This is because when people hear ‘accessibility’ they tend to think ‘disability’.

It is, however, important for employers to get beyond this ambiguity and focus on creating inclusive experiences that can be accessed by everybody. 

So, the first step is to understand what accessibility really means: ‘Ensuring people can do what they need to do in (approximately) the same time as someone who does not have an accessibility need’.  

Secondly, leaders need to understand what their consumers and employee’s accessibility needs are so they can work out how best to accommodate for them. To do this we have identified 8 potential barriers to accessibility that need to be considered:  

• Hearing – 12 million adults are deaf, have hearing loss or tinnitus, which is estimated to increase to 14.2 million by 2035.  
• Speech – This includes those with speech impediments, those who are physically unable to speak and those who are non-verbal.   
• Dexterity – 22% of working age adults in the UK have issues with dexterity.  
• Vision – Over 2 million people in the UK have sight loss, and 1 in 5 will live with sight loss in their lifetime. 
• Language – There are over 300 different languages spoken in schools across the UK, with many people not speaking English as their first language. Therefore, it is likely that for many people applying for jobs and using services, there may be a potential language barrier that is making these things inaccessible.  
• Cognitive Processing – This includes those that suffer from memory disorders, or those who process information at different speeds due to many factors (such as proficiency or neurodivergence). 
• Digital Competency – Technology designers work hard to ensure that the user experience is easy to grasp as possible – for example many of the icons we use every day have been inspired by their traditional ‘physical’ counterparts; folder, camera, mail, etc. However, some of the most basic elements of tech may not be as intuitive – for example, if you didn’t know the symbol for the On/Off button would you be able to guess?!
  As a result, more than 1 in 5 in the UK still lack the means or skills they need to effectively operate in today’s digital world.
• Care and Commitments – There are as many as 10.6 million unpaid carers in the UK, and these people find themselves dealing with an array of accessibility barriers, especially from a cyber security perspective. For example, they are an acting representative for someone where often data security makes it hard to complete tasks.

Without doubt, accessible services are widely underdeveloped from a business perspective. But there is a huge opportunity to both impact the bottom line and positively impact brand image and consumer loyalty. 

Marketing experts will tell you that 95% of consumers say that customer service has an impact on brand loyalty and that 41% of consumers will abandon a brand after two bad digital interactions. To put a figure on this, it’s estimated that £17.1 billion a year is lost due to people abandoning online shopping because of accessibility barriers. 

Now apply this mindset to accessible consumers who will, more often than not, struggle on a day-to-day basis with life’s basics. When they are treated with care and consideration and are able to achieve what they set out to do with relative ease, they naturally form strong emotional bonds that go beyond logic and rationality. This phenomenon has been dubbed ‘loyalty beyond reason’.  

The truth is accessibility is a broad term that encompasses many more factors than many employers realise, and of course no one-size turnkey solution exists. But if you take time to look, you will see that all big software providers are now providing accessibility features on their platforms. Not only is this a sign that they have recognised both the issues (and the potential) surrounding accessibility, these changes also provide the rest of the business world an opportunity to utilise these tools to their advantage. 

The key is stepping back and taking time to understanding the context in which a consumer or employee with accessibility needs is operating. Once you have this and begin to apply it to your business context, then you can begin the journey of incremental steps steadily adapting your ways of working and service provision. 

If you would like to discuss the topic of accessibility in more detail and how it can make your business brand stronger, more profitable and sustainable, please get in touch with me at gavin.jones@orgshakers.com  

When I first started my job, I wasn’t exactly fluent in workplace jargon. I had just graduated from university and hadn’t ever been in a corporate environment, and straight off the bat there were acronyms being thrown around that I would surreptitiously google so not to seem out of the loop.

For example, a term that we use a lot is ‘BD’ – which I now know stands for business development. However, when I first joined, I’d never heard the phrase, and told myself I would ask what it stood for. I subsequently forgot, and then when the next meeting rolled around a fortnight later it was already too late.

Now, it obviously wasn’t too late – but in my dramatic, Gen Z, new worker brain, the idea of admitting I didn’t know something that I had been pretending to know the whole time was mortifying.

Interestingly, a recent study has found that workplace jargon makes 48% of Gen Z and Millennial workers feel less included in the workplace, and 46% of them cited how this barrier to understanding had led them to make a mistake at work.

This can lead to communication barriers, productivity stunting, and a general lack of cohesion in the workplace. But is the solution as simple as teaching new, younger employees this jargon so that they can begin to speak the language?

The short answer is no – and this is because younger people now have an entire language of their own.

We have dubbed this non-verbal online language as ‘Cybernese’. It is essentially online etiquette, but to those who find themselves in Gen X or above, there are a lot of meanings hidden in things that may seem completely harmless. For example, emojis may seem straight forward, but they are a minefield of double-entendres that could be HR horror stories waiting to happen if someone isn’t well-versed in this digital tongue. The language even spans to things such as Zoom backgrounds or punctuating sentences (if you text a Gen Z worker with full stops at the end of your messages, it’s more than likely they will assume you are being passive aggressive, even though this is just grammar!).

What we’re seeing is two older generations using old-fashioned lingo that younger workers don’t understand, and two younger generations who have got their own online language that more midlife workers have not come to grips with yet. So, what can employers do to create an inclusive environment for all?

The best approach would be to know a bit of both. Workplace jargon is not a necessity, but much like a habit, it would be hard to suddenly quit using it cold turkey. And besides, it has euphemistic tendencies which make communicating tasks easier, so it can be a positive thing. But if you’re going to use it, be considerate to your audience. If you’re talking to an employee who you know is familiar with these terms, then go right ahead. If you’re talking to a new or younger employee, then it might be best to avoid them to mitigate the risk of things getting lost in translation.

When it comes to Cybernese however, it may be worth employers making the extra effort to ensure that all their staff members are up to speed with this emerging language. This is because as remote and hybrid work settles into normalcy, a lot of communication and interaction between colleagues will be happening virtually. Here, it will be important to become well-versed in Cybernese so that communication is clear and appropriate (you can check out our video for how to avoid emoji-geddon for some examples of this).

If employers are able to recognise and understand the best ways of communicating with members of staff, they will be able to give them the clarity that is so important to ensuring productivity and high-quality output. To discuss how we can help you ensure your culture has inclusion at its core, please get in touch with us.

With today marking the start of World Breastfeeding Week, now is the time that organizations should be ensuring they are providing a positive workplace environment for those nursing that will benefit them all year round.

People that are still breastfeeding when returning to work will need to express breast milk between 8-10 times over a 24-hour period. In the US, it is a legal requirement for employers to provide a private space to express, as well as allowing their breastfeeding employees to take breaks as frequently as necessary. These facilities must be available for at least a year, and this set of policies are known as the federal Break Time for Nursing Mothers Law. However, there can be regional differences to these laws; for example, in the state of Colorado there is no set amount of time a company must cater for the needs of those breastfeeding.

New Zealand and parts of Canada follow a very similar approach, with employers required to provide the appropriate facilities for anyone breastfeeding.

In the UK, however, there is currently no formal legal requirement for a workplace to provide such facilities. As a result, it was reported last year that a Member of Parliament, Stella Creasy, had been criticized for bringing her baby son to her workplace – the Houses of Parliament in London – while she was still breastfeeding him. Shortly after, Ms Creasy received an official notice stating that she should not take her seat in the debating chamber with a child – a notice she subsequently published on Twitter to highlight the issue surrounding the lack of support for women in this same position at work.

While there is guidance from the Health and Safety Executive which recommends that a clean environment (that is not a bathroom) be supplied, there is an opportunity for employers in the UK to take responsibility for supporting the needs of their nursing employees.

The importance of women having a space to breastfeed at work is vital for their health and safety. There is a risk of swelling and soreness if a woman doesn’t express when needed, and in extreme cases this can lead to a bacterial infection called mastitis.

The embedding of inclusion policies for breastfeeding can help remove the pervading stigma that is clearly still attached to those nursing in some workplaces and, in turn, help create an even safer and more inclusive workplace culture overall. Whether there are laws in place or not, it is also about employers ensuring they are adopting the right attitudes towards breastfeeding, and that their teams are as well.

There are common misconceptions around breastfeeding a lot of the time, one of these being that when women go to express, they are ‘taking a break’ and/or ‘wasting time’ at work. But it is important for staff to be educated around the realities of expressing, and how it can be a tiring and somewhat uncomfortable thing to be doing multiple times a day (to the point where women are burning an additional 500 calories a day when breastfeeding!).

This ideology also completely undermines the fact that those expressing are not able to multitask while doing so. Considering there are a wide range of breast pumps available on the market now – including hands-free pumps – women are able to work on reports, catch up with emails, make calls…all while pumping. So ensuring that your teams and your managers are educated around the realities of expressing is just as important for creating a safe space for female colleagues to do so.

This is without mentioning the business case for this support, which can lead to a reduced absence rate and higher retention rates from those working mothers who feel recognized and valued.

With the US, Canada, and New Zealand leading the way in accommodating the needs of breastfeeding workers, executives around the world should seize the opportunity to show leadership in their countries. For advice on how to approach the implementation of these strategies, you can contact me directly at stephanie.rodriguez@orgshakers.com

Workplace friendships can be joyous, enduring relationships contributing to personal and professional success. It’s how we manage them that matter.

Regularly spending time with the same people is likely to result in platonic relationships forming. Such friendships can foster innovation and psychological safety, as well as encourage collaboration, adaptability, vulnerability, healthy competition, and humility – skills that businesses should seek to optimise.

In fact, a study confirms that 76.13% of employees have at least one close friend at work and many organisational psychologists recognise the benefits of social-emotional connections at work.

So, what role does friendship play in the workplace? Is it crucial to have a close team inside and outside of the office? Is there a balance to be struck?

Of course, there are potential drawbacks from having interpersonal relationships. Personal lives can impact the workplace, and the line between colleague and friend can sometimes blur the distinction between professional and private life. Dynamics change as reporting lines do and suddenly a friendship becomes strained, and leadership becomes more challenging.

The most successful and high-performing teams I’ve worked with had respect for each other, clear accountabilities, enjoyed a similar humour and had a focus on communication and collaboration. They had an alignment of values that bound them.

Employers can and should strive to create cohesion. Workplace friendships can be a positive force, but also potentially a disruptive one. Friendships will form organically but careful consideration may be given regarding recruitment and the culture companies are creating. Value alignment is particularly powerful as employers want their people to have some common ground, enough to build trust, honesty with each other and the ability to both challenge and support. This foundation creates a positive environment to engage, innovate and communicate effectively.

The key in workplace friendships is the skill of setting and working with boundaries to maintain both professionalism and friendship. You can coach your employees to feel confident in this. With boundaries in place, you can mitigate the risk of personal problems making their way into the office.

While friendship at work isn’t necessarily an important thing for all, nurturing an environment where friendship is possible in a professional context can reap rewards. What blossoms into friendship beyond work is a plus, but more critical is a focus on recruiting people with diverse perspectives but similar values. This can foster innovation and productive teams who can support and challenge each other to create a positive place to work.

Think of your own group of friends. You’re not all carbon copies of each other, right?

If you would like to discuss how we can help you find this balance in your hiring practices, workplace culture, and team and individual coaching, please get in touch with me at joanna.tippins@orgshakers.com

Last year, Ketanji Brown Jackson made history as she became the first Black woman to sit on the Supreme Court. And while her experience, expertise, and skill all warrant her place there, none of this would have even truly been taken into consideration if President Biden hadn’t nominated her.

It can be somewhat bittersweet, as it plays into this ‘white savior’ narrative that without a public endorsement from a powerful White figure, Justice Ketanji Brown Jackson would not have achieved this feat. However, the fact is that disparity still runs rampant, so while the battle against systemic racism continues on, it is so important for those White people who are in positions of power to wield this power responsibly.

The same idea is also true for the corporate world. On many occasions, I have noticed managers or executives taking certain members of staff under their wing. This “sponsorship” gives those staff members who have been selected by the executive access to more opportunities and more chances to climb the corporate ladder in comparison to their other colleagues.

Now the issue with this informal sponsorship is that it is riddled with disparities. Typically, it’s the same type of people who are being offered this advantage, but this trend goes relatively unnoticed. Employers identifying strong candidates and wanting to help them grow their career isn’t a bad thing, but there needs to be more diversity. Different types of people need to be given these opportunities to grow and accelerate their careers, not just from a social perspective, but from a business perspective as well.

Racially diverse companies have been proven to be 35% more likely to outperform other organizations. Having a C-suite that is comprised of the same type of people, with the same ideas and perspectives, will halt any opportunity for innovation to take place. Alternatively, being intentional about sponsoring different employees at entry-level and helping accelerate them to managerial roles will make all the difference to this. New ideas will be considered, new perspectives will be heard, and new markets will become accessible.

But much like Justice Ketanji Brown Jackson’s story, what we’re seeing in the world of work isn’t a lack of qualified professionals, it’s a lack of access. In the UK, Black employees hold just 1.5% of top management roles in the private sector, while in the US, Black workers make up 7.8% of management positions – compared to 83.6% of White workers. This highlights the importance of those that are in executive positions in a company, as they are the ones who are responsible for ensuring that their C-suites and boards are diverse and accessible to all, which directly links to the sustainability of their business.

As it stands, we have a way to go before opportunities are truly equal and accessible to all. So until then, it is crucial that those who have power are using it to make these opportunities more attainable. Much like President Biden using his platform to endorse Justice Ketanji Brown Jackson, recognizing the power of diverse talent is step one; paving the path for this talent to thrive is the next step. On Black Leaders Awareness Day, this message is more important than ever to remember. If you would like to discuss how to start embedding diversity, equity and inclusion strategies into the fabric of your business, please get in touch with me at marty@orgshakers.com

It might surprise you to discover that according to estimates, half of all premature male deaths are considered preventable. This is largely influenced by the fact that men are up to 50% less likely to seek medical attention in comparison to women, and this normalization of neglect is reflected in a higher mortality rate.

And what’s even more alarming to learn is that the leading cause of death in men under 50 is suicide. All of these statistics highlight how men’s physical and mental health is still deeply rooted in outdated ideas of toxic masculinity – that you need to ‘man up’ and not cry as this is connotated as ‘weak’ and ‘feminine’.

But it goes further than this – while there is disparity between men and women when it comes to being neglectful, there are also disparities to be found amongst different groups of men and their health. Research has found that men who belong to racial and ethnic minority populations have the poorest health due to being exposed to a broad range of social and environmental factors that adversely affect their physical and mental health. So while for white men there is a culture of neglect around health, for those men of color, there is the added disproportion of accessibility to healthcare in general that leads to an increased likelihood of health issues.

So, what role can employers play in helping to tackle these taboos?

• Talk about it – it may sound simple, but talking about and acknowledging men’s health and the disparities within it is a great way of helping to normalize and address it properly. Having posters dotted around the office, for example, that act as little reminders to get prostates checked, are a great way of offering a small nudge without having to directly broach a potentially awkward conversation. But for more systemic issues, this would require actually highlighting that you are aware of these disparities and are actively trying to supply support that is more tailored to the individual rather than a ‘one size fits all’ approach.
• Training and workshops – having external training arranged, and/or a workshop, for your managers will educate them around all facets of men’s health. This will also enable them to be able to correctly discuss and direct any concerns to the appropriate places, either in-house or to an external body. This is a great way of instilling this sense of openness into the workplace culture and breaking down the walls of stigma around men’s physical and mental health.
• Benefits – the benefits that an employer offers can help to promote a message of good health. This could take shape in the offering of health insurance – recent data has found a great disparity in people of color who have health insurance in comparison to their white counterparts. 19% of Hispanic people and 10.9% of black people are uninsured in the US, compared with only 7.2% of white people. Offering health insurance as a benefit is a great foundation for helping to tackle the systemic racism that exists in the healthcare system, while still prioritizing the health of all your employees.  An additional measure is to personalize the message to your Hispanic and black team members and encouraging them to take advantage of the preventive healthcare offered.  The data shows that these employee groups tend to under-participate in preventive healthcare. Moreover, employers could consider gym membership discounts, or there are also some great group life insurance companies that promote physical and mental wellbeing; YuLife is an example of this, as they use a gamified app which employees can use to complete challenges related to physical and mental health, and are awarded with gift vouchers of their choice. As well, having employee assistance programs to support the mental health of all employees is a great way of helping to reduce feelings of burnout, stress, and pressure that work can sometimes bring.
• Business Resource Groups – as an employer, it can be a great idea to reach out to your internal affinity groups and stress the importance of emphasizing healthcare disparities from a gender-based perspective and from a racial/ethnicity point of view as part of their annual educational offerings. This ensures that the topics are being addressed formally, and will see these groups strategizing with leaders to enact the best ways of embedding actions to overcome the disparities into the workplace culture.

The fact is, the health of employees should always be a concern for employers, as a healthier and happier workforce are a more productive and engaged one. It is equally important to challenge taboos around health issues that affect men and women in order to be able to properly support and optimize your employees to the best of their abilities. To discuss how OrgShakers can help you do this, please get in touch with me at marty@orgshakers.com

With June comes the promise of sunshine (if you are situated over in the Northern hemisphere, that is), the longest day of the year, and, of course, international Pride Month!

As we all know, Pride is a celebration of inclusivity, aiming to recognise and celebrate all members of the LGBTQ+ community. In this month, it is important for employers to be demonstrating their support for this cause. Not only does it reinforce their stance as an ally to their LGBTQ+ employees, but it also offers opportunities for innovation and expansion into untapped markets.

It is proven that diverse teams are 70% more likely to capture and penetrate new markets. This is not surprising when you look at the current generation of consumers; they are significantly more morally conscious, and so will be much more likely to support companies whose social agenda aligns with their own.

So, how can employers celebrate Pride in the workplace?

• Inclusion Workshop/Training – Pride is the perfect time for employers to arrange inclusion workshops around LGBTQ+ topics to ensure everyone on the team knows how to make their queer colleagues feel accepted at work. They are also a great tool for tackling unconscious bias; although everyone in a company might be supportive of gay rights, many may be unaware of internal biases that have come about through systemic homophobia and transphobia. Having workshops to discuss and reflect on these issues are a powerful way of creating an inclusive workplace culture.
• Organizing a Fundraiser – this is a great way to demonstrate commitment to the cause. Many employers will no doubt give their logos a dash of rainbow throughout the month of June, which is a fantastic gesture, but it can also seem tokenistic. To avoid that, follow this with some good old fashioned corporate social responsibility by organizing a fundraiser to raise money for fantastic LGBTQ+ charities such as Stonewall and MindOut.
• Flexibility for Pride Events – another way for employers to show support for Pride Month is by being particularly flexible in June to allow employees to attend some Pride events (such as processions). Certain members of staff may feel very passionate about getting to raise awareness for Pride, and so employers who can be flexible to these needs are going to be the most attractive.
• Refresh Discrimination and Diversity Policies – All organizations will have policies around having a diverse workforce and not discriminating towards anyone, but these are policies that should be continually reviewed. The boundaries of acceptability are always shifting, and so with this comes the need to be diligently reviewing and refreshing current policies to ensure that they are reflective of your company’s values and beliefs.
• Get Colorful – Bringing a little color to your office (or your Zoom backgrounds for those remote workers!) is always a nice way of brightening up a space, as well as showing support for those LGBTQ+ members of staff.

Employers who make this conscious effort to truly highlight their support during Pride Month are creating a space for openness and honesty. A positive working environment allows employees to bring more of themselves to their job, which leads to opportunities for innovation and diverse thinking.

If you would like to discuss inclusion workshops, training and/or policy reviews to help you unlock the power of diversity and inclusion, please get in touch with us!

There are over 16 million Veterans in the US, as well as almost 2 million in the UK, and while many of them are of working age, the transition from special forces to the world of work can be a gaping and daunting one.

For those who are coming out of service, finding, applying, securing and doing a ‘regular’ nine-to-five job can be an arduous process – but with the right support, this group of people have an abundance of technical skills and power skills to offer to the corporate world that are productive, innovative, and profitable.

There is existing stigma around the recruitment of ex-military personnel – one survey found that almost a third (31%) of recruiters said they felt reluctant to employ someone who had previously served as they were more likely to struggle with mental health problems. However, if Veterans are properly supported in this transition, then the skills and experience they have to offer can be utilized and optimized by employers.

So, what can HR professionals be doing to offer support?

Firstly, helping with decision making. A noticeable leap from military to corporate is the fluidity and choice that one suddenly has. Veterans are used to having very rigid job descriptions and are offered set roles which remain consistent. Because of these set roles and guidelines, Veterans often struggle to connect and translate their service experience to other jobs on the civilian side (outside of contracting or law enforcement, for example). And upon leaving the forces, suddenly they are faced with having to actively seek out work, and this requires knowing where to look, how to look, and what to be looking for. In enabling Veterans to understand their skills from their past careers and translate them into a marketable corporate structure, we can help prepare them for their next mission. So in this sense, we would coach Veterans on how to approach this challenge, how to look at their experience in a different light, and aid in finding the right career for them.

This then brings us onto CVs. CVs can sometimes be a tricky thing for ex-military to grapple, as a military CV is vastly different from a corporate one, yet are the first thing an employer will base their opinion on. Veterans will be conditioned to having to write out in great detail all of their experience in the forces, and so resumes end up being pages and pages long. But in the working world, a CV has to be concise, distilled and to-the-point to even be considered. So, having support crafting a CV can be so beneficial, especially for those who have served for most of their lives and may not have a traditional education. Helping to identify and translate their leadership skills, their strengths, and polishing success stories from their time in the service in a “proper” civilian CV will concisely highlight what they can be offering to an employer.

Lastly, helping Veterans understand and follow ‘business etiquette’. For those of us who have worked everyday jobs, it is common knowledge that there are norms and values of most workplaces that most of us just come to know as we progress in our careers. But for those who have just emerged from the military, their norms are going to be wildly different. For example, in the forces there is less room for error, but more error is likely to occur, and so it is much more normalized and less reprimanded. Whereas in the world of work, repercussions for mistakes are instantaneous, and if they are recurring then you are more likely to lose your job.

But this is a great example of a mindset that employers can learn from, as making conscious room for error also creates space for learning and innovation. Those ex-military will already be wired into this mindset, they just need to be coached to have their skills translated to be applicable to a business setting. Each Veteran’s transition journey varies and can be both exciting and a little scary at first from not knowing what to expect. We hope by coaching through those unknowns, Veterans will be able to confidently enter the civilian working world in their next chapter.

It is no secret that the military are skilled organizers and project managers, and these are all transferrable into the workplace (not to mention greatly sought after by most employers). With the right support, those leaving the forces can make a fantastic impact on the world of work, and prove to be some of our best innovators and most productive workers. That’s why OrgShakers are very proud to soon be partnering with a specialized charity to help support and coach Veterans into the world of work. If you would like to discuss the details of this further, please get in contact with us.

A Highly Sensitive Person (HSP) is a neurodivergent individual who has been born with a genetic trait called Sensory Processing Sensitivity.

While being considered ‘highly sensitive’ often has negative connotations in a workplace setting, one survey found that those who tested as HSP were the best rated managers – however, they were also the most stressed. This highlights a significant finding – a company’s HSPs have the potential to be some of the best employees, but this potential can only be unlocked in the right environment.

So, how do you identify HSP traits and how do you create a workplace to optimize these traits?

Those who are HSP have a more reactive nervous system, and so this leads them to process things deeply, become easily overstimulated, feel emotions intensely, and pay extreme attention to detail. More recent research shows that HSPs have additional brain cell connections when compared to someone with a more neurotypical brain, and these extra cells are mostly found in the region of the brain that handles emotions and memories of emotions.

It is believed that this has developed as an evolutionary precaution to avoiding harm, as it involved thinking in a deep and detailed manner to pick up on potential ‘threats’ that others may have missed. Because of this, HSPs tend to overthink and become overstimulated, and some studies show that these people are more prone to developing anxiety disorders and having anxious thoughts.

However, employers can make adjustments in their culture and approaches in order to create an environment where the skillsets of HSPs are optimized. For one thing, HSPs thrive with structure and clarity, as this doesn’t leave a lot of space for them to overthink and become overstimulated. This means employers should ensure that the employee understands the scope and expectations of their role.

Another great tool for optimizing HSPs is by using psychometric profiling. We work in conjunction with SurePeople, whose WorkforceX program defines the personality traits of individual employees, and gives each of them the ability to compare their profile with other team members, highlighting how best to work with that specific individual. This not only assists with overall cohesion, but the clarity and precision of it removes the risk of a HSP overthinking, as they already know exactly what to expect and how best to work with someone.

And speaking of overthinking, try to offer HSP staff members the time to deliberate and formulate responses rather than putting them on the spot. Thinking things through is a hallmark of high sensitivity, and so giving them that extra time to do so will help to avoid any anxious flare-ups.

In addition, employers could make accommodations that can help to mitigate the risk of sensory overload. This can take the shape of having audio-only meetings (with cameras off), designating a day which has no meetings, or defining times which are ‘do not disturb’ periods. They could also encourage the use of noise-cancelling headphones and periodic screen breaks.

By shifting their perception of ‘sensitivity’ and making adjustments for it, employers are creating the opportunity for these neurodivergent employees to be leading voices in innovation, problem solving, and people strategy. They are highly skilled at identifying patterns and subtleties, as well as being emotionally intelligent. These power skills are becoming increasingly valued, especially in managerial roles, and so it is important for employers to be nurturing these skills.  

If you would like to discuss how to implement policies to support HSPs, please get in touch with us.

Women comprise half of the workforce, with totals of 74 million working women in the US last year, and over 15 million in the UK. That’s why it is alarming that 81% of women reported feeling like they couldn’t speak up and expect reasonable adjustments to be made for their health by their employers. As an employer, knowing how to support women’s health results in a healthier work community. Not to mention higher productivity, greater retention and increased engagement – but this is only possible if employers understand these needs and how to begin actively eradicating the taboos surrounding them.

Here are just some of the health issues that employers need to know about:

• Fertility Treatment – it was recently discovered that 1 in 6 people worldwide struggle with their fertility, and so using fertility treatments (medical, surgical and assisted conception) is becoming increasingly common. And even those who don’t struggle, such as same-sex couples, will be using these treatments if they choose to have a child. Employers knowing the effects of treatments such as IVF will mean they can better support and be flexible to the needs of these staff members. This is especially important considering that a quarter (24%) of women who told their employer about their fertility treatment did not receive any support at work.  
• Pregnancy –  ensure that, as an employer, you have the right support and transition measures in place for female employees while they are pregnant, when they are returning back to work, and accommodating for needs such as breastfeeding and childcare.
• Menopause – three out of five (59%) working women between the ages of 45 and 55 who are experiencing menopause symptoms say it has a negative impact on them at work. With menopause support just starting to become more discussed in a workplace setting due to a significant rise in midlife workers, it is now more important than ever to have menopause support policies in place to attract and retain this pool of skilled talent.
• Menstruation – recent research from Deloitte found that nearly a fifth of women who have taken time off for period pain did not share this as the reason with their employer. As well as this, 28% of those who suffer from endometriosis (a menstrual condition where tissue similar to the lining of the womb grows outside of the uterus) said they had to change or leave their job as there was not enough support and/or the culture of the workplace wasn’t open enough for these issues to be discussed.
• Hormonal Treatment – it is very common for transgender women to have estrogen hormone therapy, and this requires having regular injections of estrogen. These can cause many side effects that are similar to that of menopause, including mood swings, hot flashes, anxiety, and migraines. Understanding the treatments that some trans women opt to use will allow you as an employer to gain a deeper understanding of how you can better support and optimize these staff members.  

These are just some of the health concerns that women find themselves dealing with, but there are so many others. And as an employer, it can sometimes be difficult to have a deep understanding of every single health issue that affects women. This is why it is imperative that leaders are striving to create a culture where their employees feel safe, valued, and able to express any needs or concerns they have. This allows for an employer to make the effort to seek guidance and training to assist and support where they can. This will result in a happier, healthier workforce who are going to be more engaged, more loyal, and more productive, and serve as a reminder that women should not be made to feel ashamed about their health.

If you would like to discuss training around these issues, as well as policy-making guidance and culture strategies, please get in touch with me at victoria.sprenger@orgshakers.com

At the beginning of February, I was fortunate enough to become the mother to a beautiful baby girl. Now, as my maternity leave has come to an end, I am also fortunate enough to be transitioning back into my work very smoothly.

A lot of employers may believe that supporting mothers returning to work starts the first day they get back, but this is a common misconception. Before returning, it is a great idea to be touching base with your employee – see how they’re feeling about coming back to work, how they’re feeling in general, and get a feel for how deep they want to dive back in upon their return. This mental health check-in can be so helpful for an employer to gain a real insight into what is going to be the best and smoothest way to support a mother as she transitions back into work mode.

This doesn’t mean, however, that employers should be consistently in contact. While a check-in should be essential, it is just as important to respect that time that the mother is away with their baby. Maternity leave can sometimes be misconstrued as vacation, but it isn’t by any means.

In terms of the actual period of return, the most important thing an employer can do is keep a open line of communication. Every mother is going to have a unique experience, and so the ability to offer flexibility is going to be so vital. Some mothers are going to need time to express if they are breastfeeding, and so it is important that for in-office work, there is a dedicated and private space for this to happen.

As well as this, it is fairly common for a mother’s mental health to be affected after giving birth. Around one in seven women can develop postpartum depression, and what is less talked about but is just as prevalent is that 10-15% of new mothers suffer from postpartum anxiety (which involves worrying all day, everyday that something is wrong or could be wrong with your baby, and this can lead to suffocating feelings of anxiety, panic attacks and the exhibition of agoraphobic tendencies). If an employer recognises signs of a new mother struggling with these conditions, or it has been communicated to them, it is important to have the right support in place – which could be an in-house employee assistance program – or to direct them to the right place for external support such as Mind and/or Postpartum Support International.

I think as a final point, employers must be vigilant to the biases and preconceived notions that come with a female worker becoming a mother. There is a shift that takes place, and it can sometimes feel like your identity and your place in a company enters a state of flux after returning from maternity leave. Opportunities can feel scarcer and harder to reach because of biases like, ‘oh, she won’t have time for that with the baby’ or ‘she’s got enough on her plate with the baby’. This is probably why 41% of working parents believed that being a parent was holding them back from a promotion at work. So, in this sense, it is important to look at the culture of an organization and ensure that these mindsets are not instilled or prevalent, and instead coach the perception that it is possible to exist as both a mother and a worker – the two are interlaced, they are not parallel.

Knowing how to properly support working parents means employers will know how to effectively optimize their performance and productivity right from the outset. The transition back to work is going to set a tone for the coming months, and so striving to make this smooth and easy for the mother (or parent) returning will pay off for both employer and employee. To discuss how to implement these strategies into your workplace, please get in touch with me at stephanie.rodriguez@orgshakers.com