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Loneliness is often described as a ‘silent’ epidemic, but in the workplace, it’s becoming harder to ignore – and rightly so.
As employers, we must not only acknowledge the growing sense of disconnection among employees but also view this as a pivotal opportunity to reimagine belonging at work.
Recent research discovered that 53% of employees reported feeling lonelier now than before the pandemic. And what’s even more concerning is that 39% say they don’t have a single friend at work, a stark contrast to the age-old wisdom that workplace friendships are the glue of engagement, resilience, and retention.
We wanted to dig a bit deeper into this notion, so we turned to our LinkedIn community and asked if they believed that loneliness was a significant issue in their organization. Of the respondents, 70% recognized it as an issue of concern in their organization, whilst only 16% could say for sure that it wasn’t. These results are more than just numbers…they are a call to action.
Loneliness at work doesn’t just mean physically being alone. It manifests as:
While these realities are sobering, they also offer employers a unique opportunity to design workplaces that don’t just operate but connect.
Instead of viewing loneliness as a threat to productivity, it needs to be viewed as a signal that something in the culture, structure, or leadership style needs to evolve. Here’s how employers can begin:
Yes, the loneliness crisis is real. But it also presents an opportunity to humanise work in a way that hasn’t been done before. Connection is no longer a ‘nice to have’ – it’s a critical pillar of workplace wellbeing. And in nurturing it, we can turn a crisis of isolation into a movement of inclusion.
If you would like to discuss how we can help embed inclusion and camaraderie strategies into your workplace, please get in touch with us today!
Many organizations now celebrate inclusivity with vibrant campaigns and visible support for the LGBTQ+ community…but the real opportunity for transformation lies beyond the rainbow bunting: it’s in the boardroom.
Authentic LGBTQ+ representation in leadership isn’t just about visibility – it’s about empowering influence. When leadership teams reflect the diversity of their workforce and wider society, inclusion becomes a core value rather than a campaign.
While only 0.4% of Fortune 500 CEOs currently identify as LGBTQ+, and nearly half of LGBTQ+ employees remain closeted at work, this gap presents a powerful opening for progress.
With approximately 7% of the U.S. adult population identifying as LGBTQ+, there is enormous untapped potential to elevate new voices into senior roles.
One of the keys to unlocking this talent is recognizing the unique strengths and experiences LGBTQ+ professionals bring. Many have honed adaptability, empathy, and resilience, which are all essential qualities for modern leadership. Yet, many still feel pressure to downplay their identities in professional settings.
Organizations have the chance to shift this narrative.
By fostering cultures where authenticity is not just accepted but championed, employers can create environments where LGBTQ+ professionals feel empowered to lead as their whole selves. Cultural transformation – not just policy – is the foundation.
Rethinking how leadership potential is identified is another area ripe for innovation. Traditional pipelines often rely on informal networks and subjective criteria, which can unintentionally sideline diverse candidates. By reassessing these processes with inclusion in mind, businesses can widen access and support emerging LGBTQ+ talent.
Even in inclusive environments, some LGBTQ+ groups face distinct challenges. But this awareness opens the door for targeted support and leadership development tailored to their experiences. The goal is not to place the burden of representation on any one person, but to ensure diverse voices are heard and valued at the top.
Genuine LGBTQ+ leadership is not a symbolic gesture, it’s a strategic asset. Studies consistently show that diverse executive teams are more innovative and financially successful. Inclusive leadership drives better decisions, stronger cultures, and greater business impact.
So how can organizations turn intention into impact?
Here are some practical steps to build momentum:
The future of leadership is diverse, and inclusive C-suites are better equipped to respond to today’s challenges with empathy and agility.
This Pride Month, let’s not only celebrate progress – let’s accelerate it. By championing LGBTQ+ representation at the highest levels, C-suite professionals can unlock innovation, deepen belonging, and lead with purpose.
If you’re ready to transform your leadership culture and build a more inclusive future, then get in touch with us today!
Parkinson’s disease is a progressive neurological condition that affects movement, coordination, and cognitive functions, and it is estimated that around 10 million people globally are living with Parkinson’s. Therefore, ensuring employees with Parkinson’s receive the right support is essential not only for their wellbeing but also for ensuring that they are able to continue to thrive in their role and maintain productive momentum.
The key to achieving this is implementing thoughtful workplace adjustments that allow employees to thrive while balancing business needs.
Parkinson’s symptoms vary significantly, but may include tremors, muscle stiffness, slowness of movement, fatigue, and cognitive changes. These can impact tasks such as typing, walking, speaking, or multitasking. While Parkinson’s does not affect every individual in the same way, employers must recognize that small adjustments can make a significant difference in an employee’s ability to perform their job effectively:
Just as there is a business and moral case for these adjustments, it’s important to remember the legal compliance surrounding this, too. Employers must comply with disability discrimination laws, such as the Equality Act 2010 in the UK and the Americans with Disabilities Act in the US, which ensure reasonable accommodations are provided.
By making the effort to employ these thoughtful adjustments, businesses can maintain productivity and ensure employees with Parkinson’s have the tools they need to succeed, all the while remaining legally compliant. If you would like to discuss how we can help ensure your workplace is compliant for the needs of those with Parkinson’s, or any other progressive neurodegenerative disorders, please do get in touch with us today.
Autism Spectrum Disorder (ASD) is a neurodevelopmental condition which is typically characterized by persistent challenges in social communication and interaction, as well as restricted, repetitive patterns of behaviors, interests, and activities. ASD emerges in different ways in different people, which can make it difficult to generalize behaviors.
While we have been aware of autism for many years, there is still an alarming gap when it comes to the employment of individuals with ASD. In the US, only 32% of adults with autism are employed, compared to 70% of neurotypical adults. Similarly in the UK, the Buckland Review of Autism Employment found that just 3 in 10 autistic people are in work, compared to 5 in 10 for all disabled people and 8 in 10 for non-disabled people. It also found that those with ASD faced the largest pay gap of all disability groups.
The needs of individuals with ASD can be increasingly unique. As employers, it is crucial to actively foster an accepting and supporting work environment that adopts a more nuanced and individualized approach.
One of the most important principles in supporting employees with ASD is to avoid making assumptions. Certain physical and behavioral traits are often associated with ASD, but employers should not jump to conclusions about an employee’s neurodivergence based on observation alone. Diagnosing employees is not the role of the employer; rather, support should only be offered when an employee actively discloses their diagnosis or requests assistance or accommodation.
Once an employee voluntarily shares that they have ASD, the first step for an employer is to check their own biases. Do not immediately assume what the employee can or cannot do. Instead, ask questions, remain open-minded, and recognize that ASD manifests uniquely in each individual. The label of ASD is not a limitation but an opportunity to learn how best to support an employee’s productivity and wellbeing in the workplace.
Every employee with ASD has different sensitivities and needs. Employers must work with employees to determine which environmental adjustments will help them perform at their best. Here are some key factors to consider:
In addition to physical workplace considerations, a company’s culture plays a significant role in how well ASD employees assimilate into the workplace. Many individuals on the spectrum struggle with unspoken social rules and expectations, which can lead to insecurity and social isolation. Without a culture of understanding and belonging, ASD employees may experience increased absenteeism or disengagement. Here are some key factors to consider when promoting a mentally supportive culture:
Supporting employees with ASD requires a thoughtful, individualized approach that prioritizes understanding over assumption. By considering sensory needs, providing flexible accommodations, and fostering an accepting culture, employers can create a workplace where neurodivergent employees feel valued and supported.
If you would like to discuss how we can help build neurodiversity support strategies into your company and grant you access to a wide pool of untapped talent, please get in touch with me at amanda@orgshakers.com