Running a smaller organisation often means juggling multiple responsibilities, but overlooking HR (Human Resources) isn’t just another task slipping through the cracks—it’s a serious risk. Without proper HR support, your company could face costly legal, financial, and reputational challenges. From compliance violations to low morale, the absence of HR expertise can weaken the foundation of your entire operation.

Here’s why HR is essential, and the hidden dangers of running a business without the right HR support.

1. Legal Compliance: The Costly Risk of Continuing Without HR

Every business in the United States must comply with complex federal, state, and local employment laws covering areas like wages, benefits, discrimination, and workplace safety. Without professional HR support, it’s easy to violate these laws, leading to:

• Expensive fines and lawsuits
• Employee claims under the Fair Labor Standards Act (FLSA), Title VII, or the Americans with Disabilities Act (ADA)
• Data protection issues that could lead to legal action

For example, mishandling discrimination or harassment complaints can lead to significant settlements and lasting reputational harm. HR support ensures your business stays compliant with employment laws, helps you avoid risk, and protects your company’s integrity.

2. Poor Employee Relations Can Stall Business Growth

Strong employee relations are the backbone of a productive workforce. Without HR, small businesses often face conflict, miscommunication, and procedural errors. Common issues include:

• Unresolved grievances that lower morale and productivity
• Mishandled disciplinary actions that lead to resentment or lawsuits
• Managers spending excessive time dealing with people problems instead of business operations
• Misunderstandings that turn into costly disputes

HR professionals help you manage employee relations fairly, consistently, and legally. They also provide the structure and communication tools needed to maintain trust and accountability in the workplace.

3. High Turnover and Hiring Challenges

Recruiting and retaining the right people is key to sustainable growth. Without HR support, your hiring process can lack consistency and strategy, leading to:

• Poor hiring decisions that increase turnover and replacement costs
• Weak retention programs, resulting in constant staff turnover
• Potential discrimination risks during hiring

High turnover can disrupt operations and create a negative perception among job seekers. Working with HR experts helps you build better recruitment processes and employee retention strategies, improving your company’s reputation as an employer.

4. Low Morale Leads to Low Productivity

Employees who feel unsupported are less likely to perform at their best. Without HR, businesses often lack the systems that promote engagement and motivation, such as:

• Clear communication channels for feedback
• Regular performance reviews and recognition programs
• A focus on diversity, inclusion, and fairness

HR support creates a positive workplace culture where employees feel valued and motivated to contribute to the company’s goals.

5. Burnout and Absenteeism on the Rise

Ignoring employee well-being is one of the fastest ways to lose productivity. Without HR guidance, businesses may face:

• Increased absenteeism and turnover
• Employee burnout due to poor workload management or lack of boundaries

HR professionals design wellness initiatives, manage workloads, and promote work-life balance. These steps reduce burnout, keep employees engaged, and improve retention.

6. Operational Inefficiency and Wasted Resources

HR isn’t just about hiring and firing – it’s about building structure and efficiency. Without HR support, small businesses often experience:

• Disorganized employee records leading to payroll mistakes and compliance issues
• Missed training and development opportunities that limit growth

A strong HR foundation improves processes, enhances productivity, and allows you to get the most out of your team.

7. Reputational Damage That’s Hard to Fix

Your employees are your brand ambassadors. When they feel undervalued or mistreated, the impact goes far beyond internal morale. Without HR:

• Negative employee reviews can damage your company’s reputation online
• Legal disputes or EEOC cases may become public, reducing client and candidate trust

HR support helps maintain a positive company culture and protects your reputation by ensuring fair treatment and consistent communication across the organization.

8. Expensive Mistakes That Hurt Your Bottom Line

Employment lawsuits in the U.S. can cost tens of thousands of dollars—or more—depending on the claim. For small businesses, even a single legal issue can have devastating financial consequences. HR professionals help prevent these risks by ensuring your business follows proper procedures and documentation at every stage of the employee lifecycle.

9. Limited Growth Without Strategic HR Insight

HR plays a key role in long-term business success. Without it, companies often struggle to:

• Plan their workforce effectively
• Build teams that align with business goals
• Develop and sustain a strong organizational culture

Strategic HR support helps align your people with your company’s growth objectives, ensuring your workforce can adapt and scale as the business evolves.

How to find Ad-Hoc HR Support?

Running a business without experienced HR support might seem manageable at first, but the risks can grow quickly.

Partnering with an experienced global HR consultancy like OrgShakers gives you expert guidance, compliance support, and strategic insights tailored to your company’s needs.

At OrgShakers, we help organisations build strong, compliant, and motivated teams –because every successful company starts with its people.

At OrgShakers, we often say that the best interviews are not just about assessing candidates – they’re about creating a conversation that unlocks insight. A truly productive panel interview is one where every participant leaves with a clear understanding of the candidate’s capability, the role’s alignment, and how both could thrive together.

Having supported countless Boards and leadership teams worldwide, we’ve seen how panel interviews can either elevate or hinder hiring outcomes. The difference often lies in the preparation, communication, and consistency of the panel itself.

Here’s how HR professionals can set their organisations up for success by ensuring panel interviews are fair, engaging, and above all — productive.

1. Prepare the Panel, Not Just the Candidates

A productive panel interview starts long before the first question is asked. HR professionals play a crucial role in helping the panel feel aligned and ready.

Hold a short pre-interview briefing to confirm logistics, check sound and lighting if online, and clarify the flow of the session. This not only prevents awkward technical issues but also allows panel members to discuss the purpose of the interview – what they’re assessing, who’s asking which questions, and what a “great” answer looks like.

Most importantly, align on the tone of the conversation. Candidates at senior levels are evaluating your organisation just as much as you’re evaluating them. Panels that project warmth, professionalism, and enthusiasm tend to attract stronger interest from top talent.

2. Create Clarity and Consistency

When each panel member understands their role, the interview feels structured, confident, and cohesive. HR professionals should ensure that all panelists are using the same set of core questions, phrased consistently across interviews. Even small variations can unintentionally change meaning and make it difficult to fairly compare responses.

Developing a scoring guide or framework can also help maintain consistency, allowing for more objective evaluation and easier discussion afterward.

3. Keep It Human – even when they’re online.

Remote interviews can sometimes feel detached, but HR professionals can coach panelists on how to bring humanity back into the process.

Encourage everyone to:

• Keep cameras on and maintain eye contact through the screen.
• Minimise distractions — no emails, phones, or background noise.
• Smile and engage as they would in an in-person setting.

A relaxed, attentive panel allows candidates to show their authentic selves — giving the organisation a more accurate sense of who they’re really hiring.

4. Encourage Active Listening and Note-Taking

A productive interview isn’t just about asking the right questions — it’s about really hearing the answers. HR professionals can set expectations for panelists to listen actively, take structured notes, and avoid interrupting candidates mid-thought.

After each interview, take a few moments to debrief while impressions are fresh. This encourages collaborative reflection and helps capture valuable observations that might otherwise fade by the time comparisons are made.

5. Reflect Your Culture and Values

How your panel behaves during an interview sends a strong signal about your organisation’s culture. HR leaders should remind panels that every interaction – from tone of voice to body language – communicates something about the company.

If your culture values innovation, collaboration, or empathy, make sure that shines through in how your panel conducts itself. A candidate who experiences a thoughtful, well-organised process is more likely to stay engaged and accept an offer.

Final Thought

Productive panel interviews don’t happen by chance — they’re the result of intentional preparation, alignment, and care. By guiding panels to be consistent, engaged, and human-centred, HR professionals can dramatically improve hiring outcomes and strengthen employer reputation in the process.

At OrgShakers, we help organisations design and facilitate leadership interview processes that are fair, inclusive, and highly productive. If you’d like to train your panels or refine your interview framework, get in touch with the OrgShakers team today.

In my daily work as a global human resources professional, one of the most pressing – and rewarding – challenges is balancing the universal values of inclusion with respect for local cultural norms. When a company’s employees span the globe, they need to uphold consistent, inclusive principles while navigating cultural nuances that, at times, may clash with those principles. The dance of ‘global teams, local norms’ is a delicate one, after all.

A Company-Wide Inclusive Foundation 

At the highest level, an organization needs to have articulated and modelled inclusive norms that are non-negotiable, for example respect for individuals regardless of gender identity, sexual orientation, religion, ethnicity, or any other protected status. Even in markets where discrimination is legally or culturally sanctioned, your company policy needs to be clear: respect everyone for who they say they are, and this principle applies universally across your organization, regardless of local perspectives. 

This clarity from the top is vital. Research shows that globally inclusive teams aren’t just morally compelling, but also financially stronger. Diverse and inclusive organizations are 35% more likely to outperform competitors, and companies with diverse executive teams are 33% more likely to achieve above-average profitability. This underpins not only why we uphold global inclusion standards but also why it’s good business. 

That said, organizations must also recognize the importance of cultural respect. For instance, in certain countries where women customarily cover their hair, wearing a head covering may be a social or religious expectation. In such contexts, adapt to respect these norms out of cultural sensitivity. Only when a norm infringes on human rights should you then draw a line. 

But what about promotions in places where cultural expectations might discourage women – or other groups – from leadership roles?

The approach is twofold: 

• Clarify universal promotion criteria rooted in performance, leadership, and competence. 

• Provide support systems to help employees overcome cultural barriers. 

This will help to remain focused on one clear goal: promotion must be based on merit, not on conforming to local stereotypes. 

Leading with Cultural Competence and Equity 

Critical to making these inclusive norms real are the leaders themselves. Studies confirm that culturally competent leaders – those high in ‘cultural intelligence’ (CQ) – are more effective in global environments. It’s why companies should be screening for CQ in leadership roles and invest heavily in its development.

According to SHRM, 79% of organizations view cultural competence as a vital skill, and companies that formally measure and train for it see up to 32% higher employee performance and a 50% reduction in turnover. 

High-performing leadership teams model inclusive behaviors, and their cross-cultural adeptness enables consistent adherence to global inclusion norms. 

Embedding Cross-Cultural Competence 

It’s important to note that an inclusive approach cannot be static. Instead, it has to be embedded into the very fabric of how the organization does business and its HR processes: 

• Recruitment – bias-free, inclusive job ads, and evaluating candidates for cultural adaptability. 

• Onboarding & training – immersive cultural competence sessions and reinforcement via employee resource groups and assignment of a buddy. 

• Performance management – customized feedback and evaluation mechanisms that consider cultural framing of communication and leadership styles and support accountability at all levels. 

When cultural training is woven into day-to-day work structures and not just left as optional modules, leaders will experience stronger engagement, retention, creativity, and ultimately, better performance. 

Navigating Global Headwinds 

Of course, today’s DEI landscape isn’t free of friction. In some regions, political or financial pressures have led corporations to scale back DEI efforts. However, leaders at firms like Apple and Costco continue to defend inclusion as a strategic, not optional, pillar of success. In response, many companies are integrating DEI directly into leadership roles rather than running standalone compliance departments. 

This aligns perfectly with our philosophy: inclusion isn’t a checkbox, it’s embedded leadership responsibility and a way of doing business. 

By weaving cross-cultural competence with unwavering inclusion values, companies can foster global teams that feel both supported locally and united globally – where culture is not a barrier, but a bridge. If you would like to discuss how we can help you embed cultural competence across your organization, please get in touch with me at marty@orgshakers.com  

When it comes to attracting and retaining top talent, two terms dominate HR conversations: employer brand and employee value proposition (EVP).

While they are closely connected, they serve quite different purposes within an organization’s talent strategy.

Understanding the difference, and how they work together, is crucial for HR leaders looking to build a competitive and sustainable workforce.

So, what is an employer brand?

An employer brand is essentially how an organization is perceived by current employees, potential candidates, and even the wider marketplace. According to CIPD, it is “a set of attributes and qualities, often intangible, that makes an organization distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture.”

Think of your employer brand as your company’s reputation as a workplace. It is shaped by:

• Your values and organizational culture
• HR policies and people practices
• Corporate social responsibility efforts
• How employees talk about their experiences internally and externally

A strong employer brand should align with the company’s corporate brand, reinforce ethical standards, and highlight what makes the organization stand out. Like customer marketing, it is about telling a compelling story that attracts the right talent and keeps employees engaged.

What is an Employee Value Proposition (EVP)?

An employee value proposition describes what an organization stands for, requires, and offers as an employer. It is the “deal” between employer and employee, covering expectations, beliefs, and obligations. In short, the EVP answers the question: Why should someone work here, and why should they stay?

Traditionally, organizations crafted one overarching EVP, but today many are moving toward segmentation. Just as customers are not a homogenous group, employees have diverse needs and priorities. For example:

• Younger employees may prioritize career development and flexibility.
• Mid-career professionals may value stability, benefits, and clear career progression.
• Caregivers may need tailored policies like flexible hours or family support.

Segmenting the EVP allows organizations to emphasize different benefits to different groups while maintaining consistency with the overall employer brand.

The global and organizational context

For multinational organizations, the challenge is whether to adopt a single employer brand and EVP worldwide or adjust messaging for different regions. Global values must often be interpreted locally to respect cultural differences and diverse market needs.

Similarly, during mergers or acquisitions, both employer brand and EVP may need review.

Employees often feel uncertain or disconnected after such transitions, so re-establishing the “deal” between employer and employee is critical for retention and trust.

Employer brand vs EVP: which matters most?

The truth is that neither stands alone. Your employer brand and EVP are two sides of the same coin.

• The employer brand is the external and internal reputation of your workplace.
• The EVP is the actual substance behind that reputation, detailing what employees can expect and what is expected of them in return.

Without a strong EVP, an employer brand becomes hollow marketing that employees will quickly see through. Without a compelling employer brand, even the best EVP will struggle to attract new talent or inspire pride in existing employees.

Both must be reviewed regularly to remain aligned with organizational goals, employee needs, and shifting market dynamics. HR leaders should treat them as interconnected strategies that together shape the employee experience and organizational success.

Our Final Thoughts

So, which is more important: employer brand or employee value proposition?

The answer is both.

An EVP provides the foundation of the employment experience, while the employer brand communicates that promise to the world.

HR professionals who build a consistent connection between the two will be best placed to attract talent, strengthen engagement, and retain top performers in today’s competitive labor market.

Interested in finding out how best to strengthen your EVP & Employer brand? Get in touch with orgshakers to find out more today.

Global talent mobility has rapidly evolved from a logistical function into a core element of HR strategy. In 2025, the pace of change in mobility reflects broader shifts in the workplace such as technological advances, new generations entering the workforce, and heightened employee expectations.

Handled well, talent mobility bridges skills gaps, fosters innovation, and strengthens leadership pipelines. Handled poorly, it risks widening divides between employees, wasting investment, and damaging trust. For HR professionals, the question is not whether mobility matters, but how to manage it strategically in the years ahead.

Diversity, Technology, and Generational Shifts in Mobility

Despite years of awareness, women and minorities remain underrepresented in international assignments. Opportunities for career progression at managerial levels are still limited, and pay parity remains unresolved.

Diverse mobility is not only an inclusion issue but a business driver. A broader talent pipeline brings new ideas, stronger leadership potential, and measurable business performance.

Technology is often positioned as a solution to bias in mobility decisions, yet it can also entrench inequities if the success criteria are too narrow. HR must ensure analytics are applied fairly and that digital tools empower decision-making rather than reinforce systemic barriers.

Generational dynamics also play a role. Younger workers may adopt digital tools more quickly, but older professionals hold critical skills and cross-cultural expertise that organisations cannot afford to lose. HR must balance development opportunities across generations to create a truly inclusive mobility strategy.

Redefining Mobility for a Flexible Workforce

Mobility in 2025 extends far beyond relocating employees. Organisations are experimenting with virtual assignments, short-term placements, and job mobility that brings roles to people instead of people to roles. This flexible approach broadens access to opportunities while reducing costs and supporting employees’ personal needs.

At the same time, HR must address the growing divide between insiders and outsiders. Contractors, freelancers, agencies and project-based workers are a growing part of the workforce. Without clear integration strategies, organisations risk fragmenting culture and losing knowledge transfer. HR leaders should consider how to engage contingent talent while also protecting career development for permanent employees.

Not all assignments deliver equal value, so mapping career accelerators and aligning them with employee aspirations is key. Done well, mobility becomes a catalyst for employee growth, leadership readiness, and long-term organisational resilience.

Communication, Consistency, and Long-Term Vision

The success of mobility programs often comes down to communication. Employees notice whether leadership models international success stories or whether promises are left unfulfilled. HR should articulate a simple “mobility elevator pitch” that explains what global assignments mean for career growth, lifestyle, and organisational priorities. This clarity helps set expectations and builds trust.

Equally important is balancing short-term business pressures with long-term talent strategy. Quick cost-cutting decisions may undermine mobility pipelines and weaken leadership development. Instead, global talent mobility should be positioned as a strategic enabler, helping organisations access wider talent pools, improve agility, and retain top talent.

When managed intentionally, mobility drives innovation, strengthens inclusion, and equips businesses to thrive on the international stage. For HR leaders, the challenge – and the opportunity – is to embed mobility into wider people strategies, ensuring it delivers for both the organisation and its people.

👉 If you would like to discuss how OrgShakers can help your organisation align global mobility with HR strategy, 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.

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 a world that is ever-changing, it can sometimes feel daunting to take risks – especially from an HR perspective. But it is not more than every that HR need to be bold, and this is why this month we have chosen to read Bold: A New Era of Strategic HR by Katarina Berg.

Katarina spent 12 years as Spotify’s Chief Human Resources Officer (CHRO) and is gearing up to take on this role with the athletic shoe and performance sportswear company On. Prior to this, Katarina held HR roles in various multinational companies, such as Swedbank, 3 Scandinavia, and Kanal 5. She also holds a Masters of Art in Human Resources Management and Development in Behavioral Science from Lund University, and has brought all of this knowledge and experience together in her debut book.

Bold is a sharp, personal, and thought-provoking exploration of modern leadership in a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA). Katarina uses her deep experience to argue that today’s leaders must move beyond traditional models of control and stability, and instead, they should embrace curiosity, humility, empathy, and decisiveness – even when certainty is out of reach.

The book is part memoir, part leadership manifesto, and part practical guide. Katarina draws on her years of experience at Spotify and beyond to explore how boldness can coexist with vulnerability, how to foster cultures of psychological safety, and why courage and compassion are indispensable in driving innovation. Each chapter blends personal anecdotes with observations on organizational behaviour, leadership challenges, and workplace culture (particularly within fast-moving, global tech environments).

At its core, Bold is a call to action for leaders to lean into discomfort, make values-driven decisions, and to centre people over process. It challenges the myth of the heroic, all-knowing leader and instead elevates the power of diverse teams, authentic conversations, and continuous learning.

What’s great about the book is that Katarina doesn’t claim to offer a blueprint. Instead, she offers something much more useful: a mindset. Her emphasis on vulnerability, emotional intelligence, and inclusive leadership feels both timely and timeless. In an era when burnout is high and trust in leadership is often low, Bold encourages a more sustainable and human approach to leading others.

And while the book may resonate most strongly with HR professionals, tech leaders, and those in fast-paced industries, its insights are universal. Anyone interested in building a more compassionate, creative, and courageous work culture will find something to take away.

If you would like to discuss how we can help ensure your HR department is implementing the right level of boldness into their work to produce the best results, please get in touch with us today!

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!

In the first article of this series, we explored the HR multiverse – a planning model that prepares for multiple simultaneous futures in an unpredictable world. In the second, we looked at how internal mobility allows talent to flow in response to shifting business needs, preventing bottlenecks and boosting retention.

In the third and final instalment in this series chronicling how to respond to uncertainty, we zoom out even further and ask: what kind of organizational structure allows this flexibility to happen on a large scale?

In most companies today, the formal organization chart is still king. But in a landscape defined by ambiguity – new tariffs, AI acceleration, climate-driven supply risks – rigid hierarchies are no longer fit for purpose. What employers need instead is a structure that’s flexible, fluid, and skills-based.

And many companies are already evolving in this direction. A 2024 Deloitte report found that 45% of employees and 42% of HR leaders believe job roles and descriptions are outdated. Meanwhile, the shift to skills-based organizations, where roles are defined by capabilities rather than titles, is beginning to accelerate across industries.

One powerful example of this agility in action is Volvo’s implementation of an agile teams methodology across 700 teams and 9,000 employees. Their internal assessments found not only greater speed to innovation but also improved employee engagement as team ownership and purpose increased.

For employers, this structural transformation means shifting their own practices, such as:

• Quarterly talent reviews instead of annual ones.
• Performance systems that assess contribution across projects, not just in-role.
• Learning platforms that push on-demand development, aligned with shifting skills needs.
• Career paths that look more horizontal rather than vertical.

It may initially sound a bit chaotic but, in reality, it’s controlled, strategic flexibility – and it works. Agile organizations outperform their peers in both innovation and employee satisfaction, especially during volatile periods.

Ultimately, structure is strategy. The way employers organize their people says everything about how ready they are to adapt. And when uncertainty is the norm, fluidity needs to become the foundation that leaders are working from.

So as we close out this series on thriving in the HR multiverse, here is the core truth: we may not know exactly what the future holds, but we can build systems, structures and cultures that let us respond with confidence, creativity and efficiency.

If you would like to discuss how we can help you achieve this, please get in touch with us today!