Let’s start by acknowledging the ‘negative’ perception: investing time and resources into external volunteering can feel like a distraction from core work.

Companies worry about lost productivity, back‑office coordination burden, or uneven participation. But here’s the flip side – when structured as skills-based volunteering, these programs become learning and development gold.

Why?

Because volunteering builds real-world competencies far better than traditional training. According to data from MovingWorlds, 76% of employees say they have developed core work skills through volunteering assignments – skills like project management, creative problem-solving, cross-cultural communication, and leadership – often faster and more deeply than through conventional seminars or courses.

In fact, MovingWorlds also reports that skills-based volunteering fosters professional growth more effectively than many traditional L&D programs. And in today’s tight budget environment, that kind of return on investment matters. Employers will get leadership-ready employees, broader skill sets, and boosted engagement, all while staying within existing corporate social responsibility frameworks.

Moreover, volunteering delivers a clearly measurable impact. The Independent Sector estimated the value of one volunteer hour at $34.79 in 2024, a nearly 4% increase year over year. That means employee time isn’t just symbolic, it has quantifiable value, especially when aligned with skill-based volunteer projects.

We’re also seeing voluntary engagement surge: global corporate volunteering hours rose 41%, and virtual volunteering is now offered by over 90% of companies, many including skills-based formats. Plus, around 28% of companies introduced or expanded skills‑based volunteering in just the past year. So even if volunteer leave days go unused (a common concern), the rising formatted programs will ensure impact and uptake.

From an employer perspective, this can be a real strategic shift:

• Start small and focused – pilot volunteer projects by matching employees’ professional strengths (for example, marketing, IT, finance) with nonprofit needs. This reduces logistics and increases relevance.
• Frame volunteer time as L&D hours – encourage managers to view volunteering as legitimate learning time and align it with individual development plans.
• Capture and reflect – after each engagement, ask participants: “What did you learn?”, “How will this apply back at work?” This reflection cements learning and demonstrates outcomes.
• Use data and story – include real metrics – volunteer hours logged, estimated value delivered, skills learned – and employee testimonials to build internal advocacy.

The possible downsides, such as lost work hours or the fear of performativity, are avoidable. By integrating volunteering into existing development pathways, employers can avoid spreading their staff too thin.

Employers can turn volunteering from a fluffy perk into a strategic L&D tool, because when done right, volunteering is not a cost, but instead a creative way to build skill, engagement, and impact.

If you would like to discuss how we can help align volunterring with learning and development opportunities for your staff, please get in touch with us today!

Most of us are guilty of having a gossip now and then. And there is no more potent breeding ground for gossip than the workplace. Whether in the corridor, at the water cooler, or during a lunch break, conversations are inevitable. But for HR professionals, the key question is: when does gossip serve as healthy social glue, and when does it become a toxic force that damages culture, trust, and productivity?

What Counts as Workplace Gossip?

“Gossip” can mean different things to different people. Some define it as malicious or untrue talk, others see it as any conversation about someone not present, whether positive, neutral, or negative. Research shows that gossip can be grouped into three categories:

• Positive Gossip: Sharing uplifting stories about others that strengthen trust and social bonds.
• Neutral Gossip: Passing along information without judgment, often mundane in nature.
• Negative Gossip: Spreading rumors, criticism, or damaging information that can harm reputations and relationships.

Positive and neutral gossip can promote cohesion, camaraderie, and even cooperation without formal intervention. But negative gossip risks eroding morale, creating division, and leading to claims of bullying or harassment.

The Risks of Negative Gossip in the Workplace

When gossip turns harmful, the consequences can be serious:

• Erosion of trust and morale as employees wonder what is being said about them.
• Lost productivity as time is spent speculating rather than working.
• Increased anxiety when rumors circulate without clear facts.
• Divisiveness as employees take sides or form cliques.
• Damaged reputations that can linger long after rumors fade.
• Attrition as high-performing employees leave an unhealthy environment.

In extreme cases, gossip has even been described by experts as a form of “workplace violence,” highlighting the real harm it can cause if left unchecked.

Can Employers Ban Gossip Altogether?

Some employers have tried to implement strict “no-gossip” policies, but these can be risky. A well-known National Labor Relations Board (NLRB) case in the U.S. struck down such a policy for being overly broad, as it infringed on employees’ rights to discuss working conditions, pay, and hours.

For HR leaders, this means that banning gossip outright is not only impractical but could also put the company at legal risk. Instead, the focus should be on differentiating between harmful behavior and normal workplace conversation. For example, griping about a tough manager may be frustrating to hear, but it is not the same as spreading false rumors that undermine someone’s credibility.

Best Practices for HR Leaders to Manage Gossip

Rather than forbidding gossip, HR professionals can create cultures that minimize its harmful effects and harness its positive potential. Consider:

• Promote respectful communication: Encourage employees to share concerns directly or through proper channels rather than behind colleagues’ backs.
• Educate teams: Include discussions on gossip in training around workplace behavior, DEI, and psychological safety.
• Model the right behavior: Leaders should avoid engaging in or endorsing gossip and instead show how to build trust through transparency.
• Create healthy outlets: Provide structured opportunities for employees to share feedback, ideas, or frustrations. This reduces the need for side conversations.
• Set policies thoughtfully: Include clear expectations around professionalism, e-mail use, and respectful conduct, but avoid overly broad rules that restrict protected conversations.
• Address root causes: Often, gossip surfaces when employees feel unheard, excluded, or resentful. Tackling underlying issues like favoritism or lack of communication can reduce gossip at its source.

The Bottom Line for Employers

Gossip at work is not going away. In small doses, it can even strengthen bonds and create camaraderie. But when left unchecked, negative gossip can undermine culture, productivity, and retention.

For HR professionals, the key is not to ban gossip, but to manage it. By promoting trust, clear communication, and inclusive culture, organizations can minimize harmful chatter while encouraging the kind of positive connections that make teams stronger.

If you would like to discuss how we can help your organization address gossip and strengthen your culture, contact us today at hello@orgshakers.com.

A recent study discovered a surprising fact: despite an influx of bilingual and multilingual talent – particularly among Gen Z – only 14% use their language skills at work.

That means a wealth of linguistic capability sits idle across teams, ready to be activated. So rather than viewing this as a skills gap, employers can embrace it as an opportunity to innovate, rethink roles, and recognise language skills as a vital strategic asset.

Too often, language abilities are viewed narrowly, deployed only for one-off translation tasks or ad hoc communication with overseas clients. But multilingualism is more than a just transactional skill; it’s a powerful cultural and commercial asset. When consciously integrated it into the fabric of everyday operations, doors can be opened to richer collaboration and more inclusive communication.

Multilingual staff are able to facilitate seamless cross-cultural interactions, offer nuanced insights into international markets, and even improve internal cohesion through inclusive practices. Whether it’s allowing employees to connect in their native tongues or embedding cultural fluency into client-facing roles, the benefits only ripple outwards.

Underutilization isn’t just a missed promise, it’s a latent advantage:

• Transform idle skills into learning tools – structured initiatives like language cafés and multilingual mentoring give employees a platform to share and shine, elevating their visibility.
• Expand localization capacity – instead of relying exclusively on external agencies, we can tap internal language champions for quicker, more authentic language adaptation, which saves on cost and time.
• Fuel global cultural competence – multilingual employees enhance global awareness and help embed diversity into daily operations, from team rituals to onboarding practices.
• Boost employer branding – organizations that position themselves as inclusive communicators attract employees who appreciate environments that respect and leverage diverse languages.

It starts with visibility – that is, conducting audits to understand which language skills exist across the organisation and where they could be meaningfully applied. From there, employers can begin designing intentional spaces where languages are celebrated and shared, whether through informal language groups or formal learning and development initiatives.

Businesses can also ensure that language ability is properly recognized within performance frameworks and progression opportunities. Celebrating multilingual contributions through recognition schemes, internal communications, or strategic project assignments helps elevate their status and reinforces the commitment to an inclusive, dynamic workplace. Ultimately, they set the tone for embedding language fluency into culture and strategy alike.

The fact that only 14% of multilingual employees are currently using their language abilities isn’t a setback, but rather a blueprint for innovation. With curiosity, structure, and a clear sense of purpose, employers can transform this underused resource into a thriving pillar of engagement, belonging, and growth. If you would like to discuss how we can help your company achieve this, please get in touch with us today!

The excitement of a promotion is palpable – the celebrations, the recognition, the doors they open.

But there’s another, quieter side of the story that plays out behind closed doors: the moment when a capable, hardworking employee goes for a promotion… and doesn’t land it.

It’s a tough blow. Disappointment, frustration, and even self-doubt can creep in, leaving employees disillusioned and disengaged. In fact, a survey by McKinsey & Company found that nearly 40% of employees who were passed over for a promotion considered leaving their organization within six months.

This statistic points to a clear truth: how leaders handle these moments matters. A lot.

How best to support an employee after they’ve missed a promotion?

But with the right coaching and culture, leaders can help employees process the setback, build resilience, and ultimately emerge stronger and more motivated. Here’s how they can turn a missed promotion into a powerful opportunity for growth:

1. Acknowledge the Effort, Not Just the Outcome

It starts with empathy. An employee who puts themselves forward for a promotion has taken a risk. They’ve shown ambition and vulnerability, and both of these things deserve recognition.

Leaders must make space for disappointment, not brush it aside. A sincere conversation that begins with, “I know this outcome is hard, and I appreciate the courage it took to put yourself out there,” sets the tone. It reinforces a culture where effort, not just results, is valued.

2. Offer Specific, Constructive Feedback

Generic responses like “You did great, but it just wasn’t your time” only fuel confusion. Employees need clear, actionable insight into what they did well and where they fell short.

Frame feedback in a way that empowers rather than discourages: “Your leadership in cross-functional projects really stood out. To strengthen your case next time, let’s focus on building your strategic planning skills and gaining more visibility with senior stakeholders.”

3. Co-Create a Development Plan

Once feedback is delivered, shift the focus to growth. Ask:

“What would you like to do differently next time?” “What roles are you aiming for in the long run?” “How can I support you in getting there?”

Together, create a development plan with specific goals, whether that’s mentorship, new responsibilities, skill-building, or visibility projects. This helps move employees from feeling stuck to being in motion towards growth, which also aids in keeping them consistently engaged in their progress.

4. Normalize Setbacks as Part of Growth

Rejection is part of almost every successful career path. Share real stories (maybe even your own), as when leaders are honest about past rejections and what they learned, it gives employees permission to see their own experience as a step, not a stop. This kind of storytelling helps shape a growth mindset, which has been linked to increased resilience and higher long-term achievement.

5. Celebrate Progress Along the Way

Progress deserves praise – whether or not it comes with a title. Recognize new skills, successful projects, and bold efforts.

How to accept a job promotion?

While much focus is placed on those who miss out, it’s equally important to support employees who do secure the promotion.

Accepting a new role can be exciting, but it also comes with responsibility for how it is handled internally.

A thoughtful approach helps maintain team morale and strengthens workplace culture.

We should where possible encourage promoted employees to:

• Show humility: Celebrate the achievement without gloating. A simple, sincere acknowledgement of the opportunity goes further than grand celebrations.
• Recognise others: Thank colleagues who supported their journey and acknowledge the collective team effort that contributed to their growth.
• Remain inclusive: Continue to collaborate and invite input from peers who may have also applied, showing respect for their skills and aspirations.
• Lead by example: Step into the role with professionalism, demonstrating that the promotion is not just about recognition but about responsibility and contribution to the wider team.

In Conclusion…

Handled well, promotions can strengthen relationships across the workforce rather than create divides, reinforcing a culture where success is celebrated collectively.

Over time, your employee will start to see that the missed promotion wasn’t a wall, but rather a curve in the road that led to something better.

Disappointment is part of professional life, but disillusionment doesn’t have to be. With thoughtful coaching, transparent feedback, and ongoing support, employers can help employees turn rejection into resilience.

If you would like to discuss how we can help coach your people managers in the art of turning rejection into resilience, please get in touch with us today!

Humor at work can be a powerful force.

A well-timed joke can break the ice, ease tension during a tough meeting, or help teammates bond across departments. In fact, a survey by Robert Half revealed that 91% of executives believe a good sense of humor is important for career advancement, and 84% feel humorous employees do better work overall. And psychological research this notion, as it has been discovered that positive humor correlates with higher job satisfaction and stronger workplace relationships.

From an employer standpoint, these findings are encouraging. Positive, respectful humor (especially the kind that’s inclusive and team building) can be a powerful asset. It fosters psychological safety, a key factor in employee engagement and innovation. Encouraging affiliative humor (e.g., team memes, light-hearted stories, or fun icebreakers) can create a more open and connected culture. The opportunity here is to treat humor as more than a distraction and instead use it as a strategic tool for cohesion and creativity.

However, with great laughter comes great responsibility, as the risks of humor gone wrong are very real. A study by Reliable Plant found that over 70% of workers have witnessed jokes about sensitive topics like weight or age, and over 40% admitted to making such jokes themselves. In more serious cases, inappropriate jokes can stray into legally risky territory – especially those that touch on any protected characteristics. These kinds of comments can quickly lead to legal issues, putting companies at risk of harassment claims.

And even seemingly harmless humor can have a negative impact. A recent study found that employees often feel emotionally exhausted when expected to laugh at a manager’s jokes…especially when those jokes are frequent or feel forced. The same study found that excessive joking by leaders can damage trust and lower overall job satisfaction. This is because it’s a subtle form of emotional labor – employees feel they must perform enjoyment, even when it doesn’t come naturally.

So, what can employers do? The goal isn’t to outlaw jokes, but to make them safe, inclusive, and effective. Start by offering clear, proactive guidance about appropriate humor; policies should define boundaries, not banter.

Humor training can also be folded into existing DEI or harassment-prevention workshops, with real-world examples (shared anonymously or hypothetically) that highlight impact over intent.

Leadership development is another key area. Managers set the tone, and their use of humor (especially self-deprecating or inclusive humor) can either lift the room or alienate it. Therefore, it’s best that leaders are encouraged to use humor sparingly and intentionally. It’s also worth coaching managers to be aware of how their positional power influences how their jokes land.

Most importantly, build a culture where employees feel safe to speak up. Jokes that make people uncomfortable are often left unreported, especially if the jokester holds authority. A well-publicized, non-punitive reporting mechanism can help flag patterns before they become problems. And when employees see their company address concerns with fairness and sensitivity, this helps to build trust across the board.

Of course, humor shouldn’t disappear from the workplace, it just needs some boundaries and support; run a “bad pun” contest or host virtual watercooler chats where people can share clean, funny stories. Recognize that humor, when used thoughtfully, can help people feel more human, more engaged, and more connected.

If you would like to discuss how we can help ensure that humor has a proper and inclusive place in your workplace, please get in touch with us today!

As the workplace continues to evolve post-pandemic, a notable shift is occurring in what defines effective leadership. Technical expertise and hard skills still matter, but they are no longer enough. Increasingly, success hinges on soft skills – empathy, adaptability, emotional intelligence and vulnerability. These “power skills” are becoming essential, particularly with Generation Z entering the workforce with fresh expectations around wellbeing, transparency and purpose.

Traditionally, hard skills were seen as more valuable, often because they appear more measurable and difficult to acquire. Yet, soft skills are far from simple. They are fluid, context-dependent and deeply human. They require constant development and self-awareness, and when applied well, they can dramatically reshape how teams function and how individuals lead.

A 2024 report from the McKinsey Global Institute predicts a 24 percent increase in the demand for social and emotional skills by 2030. Emotional competence, once considered optional, is now directly linked to better decision-making, higher employee engagement and improved team performance. Leaders who embrace these capabilities are better positioned to respond to the complex, people-centered challenges of today’s workplace.

Gen Z’s New Expectations

Generation Z is accelerating this shift. Having grown up with social media and digital transparency, Gen Z employees tend to value authenticity and purpose over hierarchy and titles. Deloitte’s 2025 Global Gen Z and Millennial Survey revealed that fewer than 6 percent of Gen Z workers prioritize leadership roles in the traditional sense. Instead, they seek environments that allow them to lead with meaning, maintain personal wellbeing and contribute to social good.

This generation is entering the workforce at a time when many traditional management structures are strained. Burnout among middle managers is widespread – 71 percent report feeling exhausted – raising valid concerns for younger workers about whether leadership is worth pursuing. Gen Z sees managers stuck between translating executive demands and supporting teams without adequate resources, recognition or authority. It’s no wonder they are skeptical of climbing the same ladder.

Yet, they are not rejecting leadership altogether. Gen Z is highly entrepreneurial. The 2023 Rose Review of Female Entrepreneurship reported a 24 percent increase in incorporated businesses founded by women aged 16 to 25 over a four-year period. Rather than chasing formal titles, Gen Z wants to lead on their own terms—autonomously, ethically and with impact.

Rethinking the Managerial Role

For HR professionals, this presents both a challenge and an opportunity. The traditional management model is not just uninspiring to Gen Z—it’s unsustainable for everyone. By redesigning what it means to manage, organizations can better align with modern values and improve performance across generations.

One of the most effective steps is to strip away administrative tasks that add little value. Auditing managerial responsibilities and automating where possible gives leaders the time and space to focus on people, not paperwork.

Providing genuine flexibility – beyond remote or hybrid setups – allows teams to create their own working rhythms, boosting both wellbeing and productivity.

Equally important is structured support. Research from the AllBright Future of Work report found that middle managers with strong peer networks report 40 percent less burnout. Building these networks creates psychological safety and reduces isolation, especially in roles with high emotional load.

Developing Soft Skills Proactively

Developing leadership capabilities should start well before someone is promoted. Emotional intelligence, setting boundaries, and navigating difficult conversations are not innate – they must be taught and practiced. The 2025 AllBright report also found that 56 percent of women want urgent development in leadership and management skills, viewing them as vital to career advancement.

Soft skills gaps are particularly pronounced in Gen Z. A 2024 study by the British Council revealed that 70 percent of employers perceive Gen Z graduates as lacking interpersonal and communication competencies. This finding is echoed globally: a recent scoping review of employer expectations found that communication, teamwork and adaptability are among the most sought-after but often underdeveloped skills in younger professionals.

Addressing these gaps doesn’t mean dismissing Gen Z as unprepared – it means offering them the structured mentorship and experiential learning they often missed during formative years impacted by the pandemic. Harvard research shows that mentorship can boost earnings and job readiness by as much as 15 percent for young adults.

Embedding Wellbeing and Purpose into Leadership

To attract and retain Gen Z talent, wellbeing must be built into leadership culture—not just offered as a perk. That includes setting measurable goals around manager wellbeing and rewarding those who model sustainable work habits. It also involves helping managers connect their work to a clear sense of purpose, which can make even routine tasks feel more meaningful.

Offering ‘leadership light’ roles—projects or teams that allow emerging leaders to gain experience without full accountability – can also provide low-risk entry points into management. These stepping-stone roles allow Gen Z to develop confidence and skills before taking on larger responsibilities.

Ethical and transformational leadership styles are especially effective. Research shows that when Gen Z sees leaders acting transparently, making values-driven decisions and involving teams in problem-solving, engagement and performance rise significantly. Trust, openness and shared purpose are not luxuries – they are prerequisites for modern leadership.

A Moment for Transformation

The growing emphasis on power skills is more than a generational trend—it’s a structural change in how leadership must function. As emotional intelligence and vulnerability move to the forefront, HR professionals are in a position to design leadership pathways that are not only more inclusive but also more effective.

By rethinking the role of the manager, developing soft skills early and embedding wellbeing into everyday practices, organizations can meet the needs of Gen Z and strengthen their workforce as a whole. The goal isn’t to make young people adapt to outdated models but to transform those models to unlock their creativity, passion and potential. In doing so, we create environments where every generation can thrive.

On today’s start of Breastfeeding Week, we’d like to take some time to reflect on how we can support nursing parents in workplaces.

This week is about breaking down the stigma on breastfeeding, supporting households during parenthood, plus it is a time for organisations to reflect on how to continue providing support for nursing parents.

The contemporary workforce is evolving, with a growing recognition of the link between employee well-being and organizational performance. For HR professionals, understanding and proactively addressing the needs of working parents, particularly those who are breastfeeding, is a strategic imperative.

With more dual-earner households and women in the workforce, many employees manage complex caregiving responsibilities. Employers recognize the inevitable need for employees to take time away from work for health or family matters.

Employee preferences indicate a strong desire for sustained support; for example, 9 out of 10 job prospects prefer an ongoing childcare subsidy over a $10,000 cash bonus. This highlights that what was once considered a desirable perk is now a fundamental expectation for attracting and retaining top talent.

HR’s role shifts to strategically designing a supportive ecosystem that aligns with modern workforce realities, leveraging the inherent motivation of working parents.

Focus on Workforce Well-being and Parental Challenges

Neglecting employee well-being, especially for those balancing work with significant caregiving responsibilities, incurs substantial costs. Issues like burnout and high attrition translate into measurable financial burdens.

The healthcare sector illustrates this: a 2024/2025 survey showed 61% of nurses experienced extreme job strain, double the average across all occupations. This highlights that unmet employee needs drive talent away.

Neglecting health drains resources; poor health among healthcare workers accounts for 2% of total expenditure. Investing in employee health could unlock $11.7 trillion globally by 2025. Replacing workers typically costs 24-150% of annual wages, up to 213% for high earners. Short-term ‘savings’ from under-investing are quickly dwarfed by the long-term costs of a disengaged, unhealthy, and transient workforce.

Becoming a parent brings significant emotional, physical, and logistical challenges that can impact an employee’s well-being and performance. Research from 2024 indicates 74% of parents faced mental or emotional challenges, with over 4 in 10 experiencing postpartum depression or anxiety in the past three years. 61% reported physical health concerns related to pregnancy, with 50% reporting work-related concerns.

Time management (57%) and guilt (43%) are major challenges for working parents, especially women (50% vs. 38%). Working mothers frequently face work-family conflict.

Despite advances, significant barriers persist for working mothers in career progression due to gender stereotypes. They are more likely to adjust careers for parenting, and childbirth significantly reduces women’s advancement, unlike for men. 40% of the ‘promotion gap’ is explained by differences in working hours. Working mothers report lower career progression satisfaction (76%) compared to fathers (81%).

How to provide Comprehensive Parental Support in the Workplace.

The Power of Paid Parental Leave

Paid parental leave is more than a benefit—it’s a signal of an organization’s values. It helps retain talent, improve productivity, and attract high-caliber employees. When paid leave is offered, especially at full wage replacement, parents are far more likely to return and remain with the same employer. In California, even in lower-income roles, 83% of mothers came back after using paid leave. It’s no surprise that 74% of adults say they prefer living in states with paid family leave policies. And with over 80% of employers now offering it—often at full pay—it’s becoming a standard expectation, not a luxury.

Flexible Work Arrangements

Flexible schedules and remote work options when possible are vital not just for convenience but for dignity. Nearly half of all working parents are seeking greater flexibility to better align with caregiving responsibilities. A four-day workweek is among the most valued options. Data shows productivity improves when families are supported—firms offering paid leave saw a 5% bump in output, while nearly all reported neutral or positive effects on morale and efficiency. Beyond stats, flexibility sends a deeper message: “We trust you.”

Investing in Childcare Solutions

The lack of affordable, accessible childcare remains a silent crisis. In December 2024 alone, 1.3 million workers—mostly women—missed work because of childcare challenges. Over half of working parents report difficulty arranging care, and fewer than 1 in 10 have access to subsidies. Yet the solution is clear: 90% of parents would choose an ongoing childcare subsidy over a large bonus, and most would commit to staying at their job longer if this support were in place. Investing in childcare isn’t just compassionate—it’s strategic.

Centering Mental Health and Emotional Well-being

Parenthood can be overwhelming, isolating, and emotionally taxing—especially when support is lacking. A 2024 study found that 74% of parents encountered emotional or mental health struggles during their parenting journey. Over 40% reported postpartum depression or anxiety. These aren’t isolated cases—they’re systemic indicators that parents need more than wellness webinars. Employers must offer comprehensive, continuous behavioral health support that normalizes the emotional complexity of caregiving and ensures help is readily available, not buried in an app.

Fighting the Stigma Around Working Parenthood

Beyond policies and benefits lies a deeper cultural issue: the stigma attached to parenthood, especially motherhood, in the workplace. Too often, women are viewed as “less committed” when they have children, particularly if they need to leave early, pump milk, or take time off for caregiving. This perception can quietly undermine careers.

But intentional, stigma-free cultures—where parental responsibilities are respected rather than judged—make all the difference. Family-friendly flexible working arrangements have been shown to level the playing field for men and women alike, improving internal promotion rates and reducing gender bias. What’s needed now is not just structure, but solidarity.

Workplace Accommodations for Breastfeeding Parents: Compliance and Best Practices:

Providing appropriate workplace accommodations for employees who are breastfeeding is a legal requirement in some jurisdictions, but more importantly, it’s vital for parental support.

Federally, the PUMP Act (2023) requires reasonable break time and a private, shielded space (not a bathroom) free from intrusion for up to one year after the child’s birth, to support breastfeeding.

For instance, New York State (June 2024) mandates 30 minutes paid break time for breastfeeding, regardless of employer size. New York employers must provide a private room near the work area (not open to others, with a lock or ‘in use’ sign), including a chair, table, light, electrical outlet, and clean water access, for breastfeeding. Refrigerator access for storing breast milk is also required if available.

Colorado’s Act requires reasonable unpaid or paid break time for up to two years after birth, in a private location other than a toilet stall, to support nursing.

Returning to work is a significant barrier for continued breastfeeding, exacerbated by shorter maternity leave, higher workload, and lack of occupational policies.

Conversely, supportive policies, dedicated space, breaks for nursing, and positive coworker/supervisor attitudes facilitate breastfeeding. Notably, ‘nursing benefits’ are offered by 90% of ‘best place for working parents’ businesses in 2024.

Conclusion: Building a Resilient & Fair Workforce

The evolving work landscape demands addressing working parents’ needs, particularly those who are breastfeeding. Organizations investing in comprehensive parental support encompassing thoughtful accommodations for breastfeeding, alongside broader policies like paid leave, flexible work, childcare, mental health services, and equitable career paths are strategically positioning themselves for enhanced talent attraction, superior retention, increased productivity, and greater financial success.

Neglecting employee well-being leads to burnout, attrition, and economic burdens. Parenthood, while motivating, presents challenges that, if unsupported, hinder performance and career progression, especially for women. Strategic policies are essential drivers of retention, productivity and employee satisfaction in the workplace.

Addressing the ‘motherhood penalty’ is crucial for gender equity. Compliance with legal requirements for breastfeeding accommodations is fundamental, but true support fosters well-being and enhances retention. The financial returns are quantifiable, showing improved revenue, profit, and human capital ROI.

HR professionals can champion these initiatives by:

• Conducting Internal Audits: Identify specific gaps in breastfeeding and parental support and benchmark best practices.
• Developing Comprehensive Benefit Packages: Design holistic offerings for breastfeeding and working parents.
• Fostering a Supportive Culture: Cultivate empathy, flexibility, and psychological safety.
• Educating Managers: Train on supporting breastfeeding parents and mitigating biases.
• Measuring Impact: Track policies’ effects on HR and business metrics to demonstrate ROI.

A proactive, evidence-based approach to parental support, particularly for breastfeeding employees, builds a more resilient, engaged, and productive workforce. This strategic investment enhances employee well-being, ensures long-term organizational sustainability, fosters diversity, and provides a significant competitive edge.

In today’s evolving work environment – marked by hybrid models, remote flexibility, and increasing mental health awareness – employee procrastination has emerged as a critical challenge for HR professionals.

While occasional delays are natural, chronic procrastination can significantly hinder productivity, morale, and organizational performance.

Understanding its root causes and implementing targeted interventions is essential for fostering a high-performing, psychologically safe workplace.

Understanding the Psychology Behind Procrastination

Procrastination is more than a time management issue; it is a complex psychological behavior rooted in emotional regulation and self-control.

Neuroscience reveals that procrastination stems from a conflict between the brain’s limbic system, which seeks immediate gratification, and the prefrontal cortex, responsible for planning and decision-making. When stress or anxiety overwhelms an individual, the limbic system often wins, leading to avoidance behaviors.

Recent research underscores that procrastination is frequently linked to psychological inflexibility – the inability to accept and manage negative emotions.

A 2024 study from the University of Helsinki found that interventions aimed at increasing psychological flexibility, such as Acceptance and Commitment Therapy (ACT), significantly reduced procrastination when combined with time management training. This dual approach helps individuals acknowledge discomfort without avoidance, enabling them to act in alignment with long-term goals.

The Organizational Impact of Procrastination

Procrastination in the workplace manifests in missed deadlines, reduced output quality, and disrupted team dynamics. A 2024 study published in the IOSR Journal of Economics and Finance found that procrastination is often driven by anxiety, unclear goals, and environmental distractions. These factors not only diminish individual performance but also affect team cohesion and project timelines.

Chronic procrastination can lead to increased stress, burnout, and even higher turnover rates. Moreover, the economic cost of procrastination is substantial. Delayed tasks can cascade into broader inefficiencies, reducing profitability and innovation. Employees who frequently procrastinate may also miss out on professional development opportunities, further limiting organizational growth.

Strategic Approaches to Mitigation

There is no one-size-fits-all solution to workplace procrastination. However, HR leaders can adopt a multi-pronged strategy tailored to their workforce’s needs:

1. Management-Led Interventions

Managers can proactively shape the work environment to reduce procrastination without explicitly labeling it as such. This includes:

• Setting clear goals and intermediate deadlines.
• Reducing ambiguity in task expectations.
• Offering economic incentives for timely performance.

These structural changes help create a sense of urgency and accountability, especially for employees who struggle with self-regulation.

2. Employee-Led Initiatives

Empowering employees to take ownership of their productivity can also be effective. Providing access to resources – such as guides on time management or self-assessment tools – allows individuals to address procrastination autonomously. However, this approach may be less effective for those lacking intrinsic motivation or awareness of their behavior.

3. Joint Responsibility Models

The most balanced and sustainable approach involves collaboration between management and employees. For example, managers can explain the rationale behind setting intermediate deadlines and encourage employees to co-create their schedules. This fosters autonomy while maintaining structure – a critical balance, as too much or too little autonomy can both exacerbate procrastination.

Practical Tools and Techniques

Several evidence-based practices can support these strategies:

• Microbreaks: Encouraging short, regular breaks helps employees recharge and reduces cognitive overload. These breaks, when framed positively, can prevent guilt associated with downtime and improve overall engagement.
• Task Segmentation: Dividing the workday into “happy work” (tasks employees enjoy) and “work-y work” (routine or administrative tasks) can help maintain motivation and reduce avoidance.
• Time Management Training: As shown in the ACT-based study, structured training in prioritization and scheduling significantly reduces procrastination.
• Psychological Safety: According to the APA’s 2024 Work in America survey, employees who feel psychologically safe are more productive and less likely to experience burnout. Creating an environment where employees can express concerns without fear of judgment is essential for addressing procrastination rooted in anxiety or fear of failure.
  
  

Rethinking Delay: Not All Postponement Is Procrastination

It’s important to distinguish between harmful procrastination and strategic delay.

Employees may postpone tasks for valid reasons, such as prioritizing more urgent responsibilities or waiting for additional information. Similarly, non-work-related activities like socializing or brief relaxation can serve as recovery strategies that enhance long-term performance.

Conclusion

Procrastination is a multifaceted issue that requires nuanced, empathetic, and evidence-based responses. By understanding its psychological underpinnings and implementing flexible, supportive interventions, HR professionals can transform procrastination from a productivity drain into an opportunity for growth and engagement.

The path forward lies in fostering environments that balance structure with autonomy, encourage emotional resilience, and prioritize mental well-being. In doing so, organizations not only mitigate procrastination but also cultivate a more motivated, innovative, and resilient workforce.

If you would like to discuss detailed strategies about boosting productivity and engagement by tackling employee procrastination, please get in touch with us.

In today’s evolving workplace, where employee expectations are shifting and retention is more critical than ever, one leadership trait is emerging as a powerful differentiator: approachability.

Far from being a soft skill or a sign of weakness, approachability is now recognized as a strategic asset that drives employee engagement, loyalty, and performance. So, for HR professionals, cultivating and supporting approachable leadership is no longer optional – it’s essential.

Why Approachability Matters

Recent research underscores a longstanding and compelling truth: employees don’t leave companies – they leave managers.

According to SHRM’s 2024 Talent Retention Report, dissatisfaction with leadership and toxic work environments were among the top reasons employees quit, ranking higher than compensation. Conversely, a positive culture, strong leadership, and work-life balance were cited as the most influential factors in why employees choose to stay.

Forbes’ 2025 analysis echoes this, revealing that companies with high retention rates – such as Southwest Airlines and NVIDIA – share a common thread: leaders who foster trust, transparency, and personal connection. These organizations prioritize psychological safety, shared purpose, and meaningful relationships, all of which are nurtured through approachable leadership.

The Core Elements of Approachability

Approachability in leadership can be cultivated through intentional behaviors and cultural practices. Here are the key components:

1. Breaking Down Hierarchies

Simple gestures like greeting employees by name, making eye contact, and engaging in casual conversation can significantly enhance a leader’s accessibility. Leaders who consistently recognize their team members are 63% more likely to retain them. These small acts signal that people matter and help dismantle the invisible walls that often separate leadership from staff.

2. Authentic Connection

Knowing your team goes beyond job titles. Great leaders ask open-ended questions, show genuine interest in employees’ lives, and share their own experiences – including failures. This mutual vulnerability fosters trust and encourages open communication. Harvard research confirms that asking questions increases likability and strengthens interpersonal bonds.

3. Open-Door Mindset

An open-door policy – both literal and figurative – invites dialogue and signals that leaders are available and willing to listen. This accessibility helps surface issues early, reduces the risk of miscommunication, and builds a culture of transparency.

4. Nonverbal Communication

Body language plays a crucial role in approachability. Relaxed posture, nodding, smiling, and maintaining eye contact all contribute to a welcoming presence. Leaders must be mindful of how their physical demeanor aligns with their verbal messages.

5. Feedback and Self-Awareness

Approachable leaders actively seek feedback on how they are perceived, especially under stress. This self-awareness helps close the gap between intention and impact, ensuring that assertiveness is not mistaken for unavailability.

6. Trust and Ethical Leadership

Trust is the foundation of approachability. Leaders must handle sensitive information with integrity and demonstrate consistent, ethical behavior. When employees trust their leaders, they are more likely to engage, innovate, and stay.

The Business Case for Approachability

The benefits of approachable leadership extend beyond employee satisfaction. Gallup’s 2024 report found that engaged employees are 87% less likely to leave their organizations. Moreover, companies that invest in leadership development and employee experience outperform their peers in productivity, innovation, and financial performance.

SHRM’s 2025 predictions highlight that employee experience is becoming a strategic edge, with organizations moving beyond engagement metrics to focus on holistic wellbeing. Approachability is central to this shift, as it directly influences how employees experience their workplace on a daily basis.

Practical Strategies for HR Leaders

To embed approachability into leadership culture, HR professionals can:

• Train leaders in emotional intelligence and communication skills.
• Encourage regular check-ins and informal conversations.
• Implement mentorship and peer coaching programs.
• Promote transparency in decision-making and feedback loops.
• Recognize and reward inclusive, empathetic leadership behaviors.

Conclusion

Leadership is a competitive advantage. It’s not about being everyone’s friend – it’s about being present, human, and trustworthy. HR leaders have a pivotal role in shaping this culture by equipping managers with the tools and mindset to lead with openness and empathy. By championing approachability, organizations can build workplaces where people don’t just stay – they thrive.

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

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

Why Emotional Intelligence Matters More Than Ever

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

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

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

The Business Case for EQ

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

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

EQ in Action: Building Resilient, High-Performing Teams

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

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

EQ Is Measurable and Developable

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

Effective EQ development involves:

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

The HR Imperative

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

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

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

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

The Time Dilemma: From Reactive to Proactive Leadership

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

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

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

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

The Hidden Cost of Poor Time Management

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

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

The Soft Skills That Sustain Leadership

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

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

Other essential soft skills include:

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

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

Building a Culture of Leadership at All Levels

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

Conclusion: The HR Imperative

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

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

In today’s fast-paced, digitally driven work environment, small talk may seem like a quaint relic of the past. Yet, for business leaders navigating hybrid teams, remote onboarding, and evolving communication norms, small talk is more than just filler – it’s a strategic asset.

As the nature of workplace interaction continues to shift, mastering the art of small talk can significantly enhance employee engagement, collaboration, and organizational culture.

Why Small Talk Still Matters

Small talk – those seemingly trivial exchanges about the weather, weekend plans, or a recent event – serves a deeper purpose in professional settings. It helps build rapport, eases social tension, and lays the groundwork for trust and collaboration. Research shows that small talk fosters positive emotions in the workplace, which in turn boosts organizational citizenship and morale.

For HR professionals, encouraging small talk can be a subtle yet powerful way to promote inclusivity and psychological safety. It signals openness, approachability, and a willingness to connect beyond transactional interactions.

The Post-Pandemic Communication Shift

With the rise of remote and hybrid work, many employees now operate in environments where informal interactions – once common in office hallways or break rooms – are rare.

According to a 2024 Forbes report, asynchronous communication and shortened attention spans (now averaging just 47 seconds on screen) have become the norm. This shift has made spontaneous small talk more difficult, yet more necessary than ever.

Barriers to Small Talk—and How HR Can Help

Many employees avoid small talk due to fear of saying the wrong thing or appearing awkward. A survey conducted by the emotional support charity Samaritans as part of their “Small Talk Saves Lives” campaign revealed that nearly half of British adults actively avoid small talk, with 22% citing anxiety about making social missteps. These concerns are amplified in professional settings, where the stakes feel higher.

Business leaders can play a pivotal role in normalizing and facilitating small talk by:

• Creating psychologically safe spaces where informal conversation is welcomed.
• Modeling inclusive communication during meetings and onboarding sessions.
• Encouraging open-ended questions that invite dialogue, such as “What projects are you excited about right now?” or “How did you get into your current role?”

Adapting Small Talk for Remote and Hybrid Teams

Remote work doesn’t have to mean the end of casual conversation. In fact, research from Rutgers University shows that small talk can be effectively taught and practiced via telehealth and virtual platforms, with comparable outcomes to in-person interactions.

This suggests that digital environments can still support meaningful social exchanges—if intentionally designed to do so.

Business leaders can foster virtual small talk by:

• Starting meetings with light, non-work-related questions.
• Creating dedicated Slack or Teams channels for casual conversation.
• Scheduling virtual coffee chats or ‘watercooler’ sessions to mimic in-office spontaneity.

Communication in the Mobile Era

Today’s workforce expects communication that is human, brief, and mobile-friendly.

A 2024 Forbes article emphasizes that employees increasingly prefer text-based updates and reminders over formal emails. This trend underscores the need for HR to rethink how and where small talk happens—perhaps through mobile messaging platforms or short video check-ins.

Conclusion: Small Talk as a Strategic HR Tool

In a world where efficiency often trumps connection, small talk remains a vital tool for building relationships, easing transitions, and strengthening workplace culture.

For business leaders, investing in small talk is not about encouraging idle chatter – it’s about cultivating a more connected, resilient, and human-centered organization.

By embracing small talk as a strategic communication skill, leaders can help bridge the gap between digital efficiency and emotional connection – ensuring that even in a remote-first world, people still feel seen, heard, and valued.

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