Napping at work is not as unusual as you might think.

In fact, 42.7% of US employees admit to napping on the job, while one study found that the average remote-working Briton was sneaking in three lunchtime naps per week. Our own poll echoed this trend, with 66% of respondents saying they either already nap at work or would be open to it.

So, is it time to challenge the stigma around sleeping at work? Or should it remain a strictly “off-limits” practice?

The Case for Workplace Naps

Cultures around the world have long embraced the idea of a midday rest. In Japan, “inemuri” (napping at work) is seen as a badge of honour — proof of dedication. In Spain and Italy, “siesta” and “riposo” have historically been built into the rhythm of the day.

And in recent years, some of the world’s biggest employers have followed suit. Google has its “Shhh Zones”, Amazon provides nap pods, and Ben & Jerry’s has had a nap room for decades.

For them, napping is not a sign of laziness – it’s a strategic move to recharge employees and boost performance.

The science backs this up:

• Short naps (15–30 minutes) improve memory, focus, and creativity.
• They can reduce stress and anxiety, improving overall wellbeing.
• Research shows that managers are more likely to nap (55% compared with 41% of non-nappers) and are more likely to have been promoted.
• Even a six-minute nap can improve learning and cognitive performance.

As psychologist Dr. Sara Mednick explains, our bodies naturally dip in energy mid-afternoon due to circadian rhythms. Many of us reach for coffee, but biologically our bodies are asking for rest. Humans were once biphasic sleepers (two sleeps a day), and our systems are still wired to benefit from it.

The Risks of Napping at Work

Despite the evidence, workplace napping continues to carry a stigma in many places – especially the US, where federal workplaces explicitly ban it. Employees worry they will be seen as lazy or unprofessional if they nod off during the workday.

There are also practical risks:

• Sleep inertia: longer naps (beyond 30 minutes) can leave people groggy and less productive.
• Dependency: if naps are compensating for chronic sleep deprivation, the real issue lies in poor nighttime sleep habits.
• Equity concerns: not all employees have the same access to private space or flexible schedules to nap, which can create perceptions of unfairness.

And while some leaders see naps as a performance booster, others still view them as a breach of workplace culture. The tension lies in how naps are framed and managed.

Rethinking Naps as a Wellbeing Strategy

Handled well, workplace naps could become a cost-effective wellbeing initiative. With burnout on the rise and well-being a top HR priority, allowing naps may be one way to address the problem.

Practical ways employers can support this include:

• Designated nap spaces (pods, quiet rooms, or recliners) to reduce stigma.
• Encouraging short naps only (15–30 minutes) to avoid grogginess.
• Educating employees about the benefits of naps and how to use them responsibly.
• Flexible approaches: making naps optional, not mandated, while valuing trust and outcomes over presenteeism.

As Arianna Huffington, now a vocal advocate of sleep at work, puts it:

“If people have been up all night because of a sick child or a delayed flight, if they have the opportunity to nap, they will be much more productive and creative for the rest of the day.”

The Bottom Line…

Napping at work may feel taboo to some, but mounting evidence suggests it’s time to reframe how we view rest in the workplace. Short, structured naps can improve focus, wellbeing, and productivity – and with remote and hybrid work making naps more accessible than ever, the trend is only likely to grow.

Rather than resisting it, forward-thinking employers may want to explore how naps could become part of their wider wellbeing strategy. After all, a rested workforce is a more engaged, innovative, and resilient one.

With the cost of living continuing to rise, employee wellbeing has shifted from a “nice-to-have” to a critical driver of business success. For small businesses and startups, competing with larger companies on salary alone can be challenging. But that does not mean you cannot make a significant impact on your team’s wellbeing.

According to LendingClub, 64% of Americans were living paycheck to paycheck in 2022, and Employment Hero reports that nearly 30% of employees say financial stress is their biggest workplace concern. These pressures, combined with rising rates of burnout and mental health challenges, make it essential for leaders to take a proactive approach.

Below, we explore practical, cost-effective ways to enhance employee wellbeing without putting undue strain on your budget.

How Can Small Businesses Support Employees Financially Without Raising Salaries?

Even if pay increases are not feasible, you can help employees manage their finances more effectively.

• Promote financial wellness tools: Recommend apps like Mint or EveryDollar to help staff track spending and savings.
• Explore pre-tax benefits: Flexible Spending Accounts (FSAs) allow employees to set aside pre-tax dollars for healthcare or dependent care.
• Consider 401(k) loan options: If you offer a retirement plan, allowing low-interest loans from these funds can help employees access cash while keeping interest payments within their own accounts.

These steps can ease financial anxiety and demonstrate that you are invested in your team’s long-term stability.

Does Flexible Working Really Improve Productivity?

Yes — when implemented thoughtfully, flexibility can boost both productivity and morale. Research shows that remote workers often report a better work-life balance and higher productivity compared to fully in-office staff.

For small businesses, flexible work can:

• Reduce commuting time and costs for employees
• Give staff more control over their schedules
• Prevent unnecessary stress from after-hours obligations

Whether through hybrid arrangements or fully remote roles, flexibility helps employees bring their best selves to work.

How Can Employers Address Mental Health More Openly?

Despite progress, nearly half of employees still feel uncomfortable discussing mental health at work. For small businesses, creating a safe, open culture is essential.

Practical steps include:

• Scheduling regular one-to-one check-ins
• Offering anonymous feedback channels
• Training managers to recognize early signs of stress
• Providing access to mindfulness tools like Calm or Headspace

By normalizing conversations about mental health, you remove stigma and create an environment where employees can seek support before challenges escalate.

What Role Does Physical Wellbeing Play in Employee Performance?

Physical health and mental health are closely linked. Exercise releases endorphins, which help reduce stress and improve mood. You can promote physical wellbeing by:

• Offering discounted or free gym memberships
• Organizing wellness challenges or group activities
• Sharing resources for local fitness options

Even small gestures toward physical wellness can help employees feel healthier, more energized, and more engaged at work.

How Can Communication Improve Employee Engagement?

Open communication is one of the most cost-effective tools for boosting wellbeing. By regularly speaking with your employees about their challenges, career goals, and workload, you can make targeted adjustments.

In small teams, flexibility with roles can be a powerful motivator. For example, if one employee is feeling burned out in a certain area and another is eager to develop new skills, swapping responsibilities can improve morale while building capabilities across the business.

Which Perks Matter Most for Today’s Workforce?

While salary is important, meaningful perks can be a game-changer for attracting and retaining talent. Remote and flexible work options remain at the top of employees’ wish lists, followed by professional development opportunities and recognition programs.

By focusing on perks that resonate with your team — even if they cost little to implement — you send a strong signal that you value their growth, balance, and wellbeing.

Why Should Small Businesses Make Wellbeing a Business Priority?

Employee wellbeing is directly tied to productivity, retention, and overall business success. Employment Hero’s data shows that only 26% of employees in small businesses say their company has wellbeing programs in place — a clear opportunity for forward-thinking leaders.

Prioritizing wellbeing is not just about caring for your people — it is a strategic move that can help your business thrive in a competitive market. By combining empathy with practical initiatives, you can create a workplace where employees feel supported, motivated, and committed to your shared goals.

If you want to explore tailored strategies for your organization, contact the team at Orgshakers today!

It’s 8:23 a.m. and the office is slowly coming to life. Some staff arrive flustered, having battled traffic or train delays; others are already on their second coffee, mentally preparing for a day of back-to-back meetings. 

But one team member quietly locks up their bike, cheeks flushed from fresh air, and heads in with a calm, clear mind. 

It’s a small detail, easy to overlook, but it captures something crucial about how we start our working day – and what that means for our performance, wellbeing, and long-term productivity.

These are all things that employers are always trying to improve, but often through the use of complex, system-wide strategies. But sometimes, the biggest impact can come from relatively simple interventions.

One such opportunity is Cycle to Work Day, which offers more than just a prompt for a social media post or a lunchtime ride. Instead, it can act as a catalyst for a broader workplace shift – one that supports employee health and demonstrates that leaders truly understand the evolving needs of their workforce.

Whether to work, to the shops, or for fitness, the benefits of cycling are increasingly well-documented. Regular cyclists take, on average, one fewer sick day per year. That’s not just a wellbeing win, as it also translates to meaningful gains in employee productivity. And when such a small reduction in absenteeism like this can save a business thousands annually, initiatives that encourage healthier daily habits suddenly become strategic assets.

This kind of initiative also taps into another important area of focus: sustainability. As organizations work to meet environmental targets and respond to growing expectations around ethical practice, visibly supporting sustainable travel can strengthen employer branding and contribute directly to their ESG initiatives. Over six million miles have been logged by Cycle to Work Day participants so far, helping to avoid vast amounts of carbon emissions. When an individual switches even one commute a week to a bike, the positive environmental impact adds up fast.

Of course, not every employee is in a position to cycle to work. Some live too far away, and others may have health conditions or caring responsibilities. But this doesn’t mean they can’t engage, as the scheme can be adapted to suit different lifestyles. Remote workers might choose to cycle during their lunch break; others may use the bike for weekend family outings. By broadening how the Cycle to Work initiative is framed, employers can make it more inclusive and more meaningful.

It’s also worth considering accessibility more broadly. Adaptive bikes, electric bikes, and inclusive messaging can ensure that those with disabilities or long-term conditions aren’t excluded from participating. 

Cycle to Work Day may be a single date in the calendar, but its potential impact spans far beyond that. When implemented thoughtfully, the scheme can form a key part of a holistic approach to wellbeing, sustainability, and cultureIf you would like support introducing or enhancing a Cycle to Work programme in your organization, or aligning it more closely with your wider people strategy, please get in touch with us today!

Loneliness is often described as a ‘silent’ epidemic, but in the workplace, it’s becoming harder to ignore – and rightly so.

As employers, we must not only acknowledge the growing sense of disconnection among employees but also view this as a pivotal opportunity to reimagine belonging at work.

Recent research discovered that 53% of employees reported feeling lonelier now than before the pandemic. And what’s even more concerning is that 39% say they don’t have a single friend at work, a stark contrast to the age-old wisdom that workplace friendships are the glue of engagement, resilience, and retention.

We wanted to dig a bit deeper into this notion, so we turned to our LinkedIn community and asked if they believed that loneliness was a significant issue in their organization. Of the respondents, 70% recognized it as an issue of concern in their organization, whilst only 16% could say for sure that it wasn’t. These results are more than just numbers…they are a call to action.

Loneliness at work doesn’t just mean physically being alone. It manifests as:

• Feeling emotionally disconnected in hybrid or remote setups.
• Lacking meaningful recognition or support from managers.
• Missing out on team camaraderie in fast-paced or siloed environments.

While these realities are sobering, they also offer employers a unique opportunity to design workplaces that don’t just operate but connect.

Instead of viewing loneliness as a threat to productivity, it needs to be viewed as a signal that something in the culture, structure, or leadership style needs to evolve. Here’s how employers can begin:

• Build ‘Social Infrastructure’ Into the Workday – team building shouldn’t be confined to quarterly events. Employees need micro-moments of connection, and these can come in the form of regular coffee check-ins, peer mentoring or collaborative wins to create the kind of informal interactions that forge real bonds.
• Prioritise Purpose and Belonging – when employees understand why their work matters and feel seen for who they are, they are less likely to feel adrift. Purpose-driven conversations and inclusive recognition can help employees feel rooted and valued.
• Train Managers to Spot (and Prevent) Disconnection – managers are on the front line. A simple question like, “How are you, really?” can open the door to support. Employers should ensure they are equipping their leaders not just with targets, but  with the empathy and tools to notice when someone’s slipping through the cracks.
• Create Safe Spaces for Real Talk – whether it’s a virtual support group, a Slack channel for neurodiverse colleagues, or open-door hours with HR, giving people spaces where they can speak openly about struggles without stigma builds trust and reduces isolation.

Yes, the loneliness crisis is real. But it also presents an opportunity to humanise work in a way that hasn’t been done before. Connection is no longer a ‘nice to have’ – it’s a critical pillar of workplace wellbeing. And in nurturing it, we can turn a crisis of isolation into a movement of inclusion.

If you would like to discuss how we can help embed inclusion and camaraderie strategies into your workplace, please get in touch with us today!

As climate change accelerates the frequency and severity of natural disasters, the impact on employees and business operations is becoming increasingly tangible.

From wildfires in California to flooding in Texas, China, and Europe, extreme weather events are no longer isolated incidents – they are persistent threats to workforce stability and organizational continuity.

In response, HR professionals are rethinking traditional benefit structures and exploring innovative solutions like catastrophe insurance to support employees in times of crisis.

This article synthesizes recent developments and research to present a compelling case for integrating climate-related protections into employee benefits.

The Rising Tide of Climate Disruption

In 2024 alone, economic losses from natural disasters reached $368 billion globally, driven by hurricanes, floods, and severe storms. The U.S. experienced 27 major climate disasters that year, contributing to a cumulative $3 trillion in losses since 1980. These events are not only financially devastating but also deeply disruptive to employees’ lives – affecting housing, health, and the ability to work.

Mercer’s 2025 survey revealed that 76% of employers reported their workforce had been affected by at least one extreme weather event in the past two years, with flooding and wildfires being the most common. This growing exposure has prompted HR leaders to expand their benefits offerings to include climate-related support mechanisms.

Catastrophe Insurance: A Strategic Employee Benefit

Traditionally used to protect business assets, catastrophe insurance is now being considered as a direct employee benefit. This coverage provides financial protection against disasters such as wildfires, hurricanes, and floods – events that standard insurance policies often inadequately address. By offering catastrophe insurance, employers can:

• Enhance Employee Wellbeing: Immediate financial support helps employees recover faster, reducing stress and promoting mental health.
• Improve Retention and Recruitment: Employees value organizations that proactively safeguard their wellbeing, especially in high-risk regions.
• Demonstrate Corporate Responsibility: Offering climate-related benefits signals a company’s commitment to holistic employee care and community resilience.
• A Gartner survey found that 37% of employers experienced severe workforce disruption due to environmental risks, underscoring the need for proactive planning. Moreover, only 17% of global CEOs have a strategy to protect employees from climate impacts, despite 63% of workers believing their organizations are falling short.

Expanding the Climate Benefits Portfolio

Beyond catastrophe insurance, employers are implementing a range of climate-related benefits:

• Mental Health Support: Addressing “eco-anxiety” through counseling and therapy apps is becoming more common, with 30% of employers offering such support.
• Paid Leave and Relief Funding: Dedicated leave for disaster recovery and streamlined access to emergency funds help employees navigate crises more effectively.
• Physical Safety and Evacuation Plans: Some organizations repurpose corporate real estate as emergency shelters and provide evacuation assistance.
• Administrative Navigation: Employers are simplifying access to federal, local, and internal support programs by assigning benefits navigators.
• These offerings mirror the expanded support systems seen during the COVID-19 pandemic, setting a precedent for climate-related employee care.

Closing the Protection Gap

Aon’s 2024 report highlights a 75% global protection gap – meaning most disaster-related losses are uninsured.

This gap presents a critical opportunity for employers to step in where public systems may fall short. As federal funding for disaster recovery becomes less predictable, private sector solutions like employer-sponsored catastrophe insurance are increasingly vital.

Conclusion

Climate change is redefining the employer-employee relationship. HR professionals must evolve their benefits strategies to address the growing risks posed by natural disasters.

Catastrophe insurance and related climate benefits are not just reactive measures – they are proactive investments in workforce resilience, organizational stability, and long-term employee loyalty. By championing these initiatives, HR leaders can position their organizations as forward-thinking, compassionate, and prepared for the challenges ahead.

If you would like to discuss how we can help you embed catastrophe insurance into your benefits package, please get in touch with us today!

‘Safe workplaces’ is a phrase that evokes the image of well-lit offices, inclusive signage, ergonomic seating, and perhaps a weekly wellness initiative. But beneath the polished exterior, the question of what ‘safe’ really means is becoming increasingly urgent.

Does safety mean physical security? Does it mean freedom from conflict? Or does it mean something deeper…a place where people can bring their full selves – including their pain, their fears, and their histories – without fear of punishment or erasure?

It can be worth employers asking themselves whether some of their ‘safe spaces’ are actually too safe. Not in the sense of being overly protective, but in being overly cautious to the point that real stories of trauma, burnout, and exclusion are never truly heard. In many cases, efforts to be trauma-informed can unintentionally morph into trauma-avoidance, and that silence can come at a cost.

Research shows that over 70% of employees remain silent in the workplace due to fear of negative consequences, even when they perceive their organization as psychologically safe. In the UK alone, more than 7.5 million workers (roughly 22%) struggle with mental health concerns but do not feel comfortable discussing these challenges with their employer. If we zoom out to get a global idea, you will find that anxiety and depression contribute to the loss of an estimated 12 billion workdays every year. These statistics aren’t just a sobering reality check, they are an invitation to rethink what workplace safety could actually mean.

Rather than viewing this as a failure, employers should see it as an opportunity. Every moment of silence is a missed connection, but also a space they can fill with empathy, trust, and change. A truly trauma-informed workplace doesn’t smooth over discomfort. Instead, it creates the conditions in which discomfort can be expressed and met with care (that doesn’t mean turning every meeting into a therapy session, but it does mean making room for honesty!).

Creating this kind of culture begins with simple but powerful shifts. Leaders who are willing to show vulnerability by acknowledging stress and admitting mistakes help to normalize emotional expression. When emotional honesty becomes a shared value rather than a risk, psychological safety grows.

And this isn’t just good for morale, it’s good for performance, too. Studies have shown that teams with high psychological safety are 50% more innovative, experience 25% less burnout, and have 40% lower employee turnover. In other words, when people feel safe to be real, they do better work.

Another key part of building a trauma-informed culture is equipping managers – not to act as therapists, but to act as empathetic witnesses. Unfortunately, despite 76% of managers feeling that their staff’s wellbeing was their concern, only 22% has ever had any form of mental health training. But this training doesn’t have to be overwhelming. Organizations can empower managers with simple tools like active listening techniques, a basic understanding of trauma responses, and permission to hold space without having all the answers.

These efforts can be supported by embedding micro-moments of safety throughout the organization. These don’t have to be big or flashy; a five-minute check-in at the start of a meeting, a culture of peer-to-peer appreciation, or an internal newsletter featuring real employee stories can quietly shift norms over time. After all, the goal is not perfection – it’s connection.

At its heart, a trauma-informed workplace is not about eliminating difficulty. It’s about responding to it with courage, compassion, and a willingness to grow. The most powerful kind of safety isn’t about avoiding pain, but instead making sure no one has to face it alone.

If you would like to discuss how we can help ensure that your workplace is trauma-informed and safe for all employees psychologically, please get in touch with us today!

Employers have a duty to cultivate a workplace culture where people feel supported, not scrutinised; understood, not judged. Addiction – whether to substances or behaviours – remains one of the most pressing yet quietly managed issues in today’s workforce.

Often hidden behind absenteeism, performance dips, or behavioural changes, addiction can deeply affect both the individual and the wider team.

While alcohol and drug misuse are more traditionally associated with workplace risk, other forms of addiction (such as gambling, prescription medication, and even pornography) are becoming increasingly relevant. According to a Bupa survey, over 57% of employees have struggled with some form of addiction. That includes 15% citing alcohol, 14% gambling, and 7% drugs. A further number reported issues with other behaviours, including social media and pornography. These are issues that tend to fly under the radar until a serious incident forces them into the spotlight.

The implications for employers are significant. Alcohol misuse alone costs the UK economy more than £6.4 billion annually, with 3–5% of all workplace absences linked to drinking. In America, this misuse costs an estimated $249 billion.  

Yet despite the scale of the problem, addiction remains a deeply stigmatised topic – 43% of employees say they would not disclose an addiction for fear of professional repercussions. At the same time, 71% of employers recognise that addiction impacts their business, while only 13% currently offer structured support such as addiction counselling.

This presents both a challenge and an opportunity; employers who are willing to face addiction openly, and respond with care rather than punishment, can make a profound difference in the lives of their people and improve the health of their business in the process.

The starting point? Clarity. Every organisation should have a clear, compassionate policy that outlines expectations around substance and behavioural use, as well as procedures for support, intervention, and, if necessary, disciplinary action. Crucially, such a policy must extend beyond alcohol and drugs to acknowledge lesser-discussed behaviours like excessive pornography use, as this is not just a question of compliance, but of safeguarding workplace culture. Viewing adult content at work, for example, may seem like an isolated lapse in judgement, but it can damage trust and contribute to a toxic or unsafe environment. One survey even discovered that around 60% of employees had admitted to watching adult content at work – yet few employers are addressing this explicitly.

Support mechanisms must go hand-in-hand with policy. Employee Assistance Programmes (EAPs) are a cornerstone of this approach, offering confidential access to counselling and support services. Promoting these services proactively rather than waiting for a crisis is key, and so too is training line managers to recognise the early warning signs: unexplained absences, mood swings, declining output, or sudden behavioural changes. These patterns are often the first indication that someone is struggling.

While formal interventions may be necessary in some cases, it’s often the small, preventative actions that make the greatest difference. Employers can help reduce reliance on unhealthy coping mechanisms by promoting mental health initiatives, offering stress management support, encouraging regular breaks, and creating space for open dialogue. For example, substituting alcohol at workplace events with inclusive, alcohol-free options to send a message of sensitivity and inclusion.

And in addition to the wellbeing side of this support, addressing addiction makes business sense, too. One study found that organisations with clear alcohol policies saw a 20% reduction in heavy drinking among employees. Beyond cost savings and reduced absenteeism, companies also benefit from improved morale, lower staff turnover, and stronger team cohesion. But perhaps most importantly, they give their people a second chance – and that can have a ripple effect far beyond the office walls.

If you would like to discuss how we can help strengthen your policies and support strategies around addiction support in the workplace, please get in touch with me at anya@orgshakers.com

In today’s evolving workplace, paid time off (PTO) is no longer just a checkbox on a benefits package—it’s a critical component of employee well-being, productivity, and retention. Yet, despite its importance, many organizations still struggle to create a culture where employees feel empowered to truly disconnect. For HR professionals, the challenge lies not only in offering PTO but in ensuring it serves its intended purpose: rest, recovery, and rejuvenation.

The Disconnect Between Policy and Practice

Research by QuickBooks Time reveals that while 84% of employees in the US have access to PTO, 65% don’t use all of it – and 60% worked during their time off. Furthermore, a staggering 89% reported going to work sick, and one in three admitted to experiencing unhealthy levels of stress.

These figures point to a troubling disconnect: employees may have PTO on paper, but cultural and operational barriers prevent them from using it effectively.

This issue is compounded by a lack of trust. Over half of employees admit to lying about why they need time off—often citing mental or physical health reasons—because they fear judgment or repercussions. This behavior reflects a deeper problem: employees don’t believe their mental health is genuinely valued by their employers.

The Cost of Ignoring Mental Health

The consequences of this disconnect are significant. Poor mental health costs U.S. employers an estimated $225 billion annually due to reduced productivity and increased absenteeism.

SHRM’s 2024 research underscores this, revealing that 51% of workers feel emotionally drained, and 44% report burnout. Alarmingly, 52% feel pressured to prioritize organizational needs over their own well-being.

Moreover, Mental Health America’s 2024 “Mind the Workplace” report found that 90% of employees in unhealthy workplaces say work stress affects their sleep, compared to just 44% in healthier environments .

Psychological safety—defined as the ability to express oneself without fear of negative consequences—is a key differentiator. Employees in psychologically safe environments report higher job satisfaction, better relationships with managers, and improved mental health.

Redefining PTO: From Policy to Practice

To bridge the gap between policy and practice, HR leaders must rethink how PTO is structured and supported. It’s not enough to offer days off; organizations must ensure those days are truly restorative. Here’s how:

1. Create a Culture of True Time Off

Employees often cram work before a vacation or return to a backlog, negating the benefits of time away. To combat this, employers should:

• Assign coverage: Like understudies in theatre, every employee should have a backup who can step in during absences.
• Set communication boundaries: Use IT tools to block work-related messages during PTO and redirect them to designated colleagues.
• Provide re-entry briefings: A short update upon return can ease the transition and reduce anxiety.

2. Offer Flexibility and Customization

While 61% of employees would reject a job without PTO, 74% would prefer a raise over more time off. This suggests a need for customizable benefits. Consider offering:

• PTO-for-pay conversions: Let employees trade unused PTO for bonuses.
• Flexible PTO packages: Allow staff to choose between more vacation days or higher pay, depending on their personal needs.

3. Foster Psychological Safety

According to the American Psychological Association’s 2024 survey, psychological safety correlates strongly with productivity, engagement, and retention. HR can promote this by:

• Encouraging transparent communication.
• Training managers to be supportive and fair.
• Offering feedback mechanisms and inclusive decision-making opportunities.

4. Support Mental Health Proactively

Only half of workers feel comfortable accessing mental health resources at work 1. To change this, organizations should:

• Normalize mental health conversations.
• Provide access to counseling and wellness programs.
• Recognize and reward employees who prepare for their time off, especially in smaller teams where coverage is limited.

A Call to Action for HR Leaders

The data is clear: offering PTO is not enough. HR professionals must champion a culture where time off is respected, mental health is prioritized, and employees feel safe to disconnect.

By aligning policies with practice and fostering psychological safety, organizations can unlock the full potential of their workforce—boosting morale, productivity, and long-term retention.

In future, the most successful companies will be those that understand this simple truth: when employees are well, business thrives.

If you would like to discuss PTO policies and workplace culture strategies, please don’t hesitate to get in touch with us at: hello@OrgShakers.com.

In the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

For HR professionals tasked with fostering high-performing, healthy workplaces, a new paradigm is gaining traction: the 85-15 rule.

Rethinking Peak Performance

The 85-15 rule proposes that individuals should operate at approximately 85% of their capacity, reserving the remaining 15% for recovery, adaptability, and personal wellbeing.

Far from promoting laziness or underperformance, this approach is rooted in the science of optimization and sustainability.

The concept draws inspiration from elite athletes like Olympian Carl Lewis, who trained and competed with the philosophy of not exhausting himself completely. His coach believed that holding back slightly allowed for better pacing, form, and endurance—principles that translated into nine Olympic gold medals.

Similarly, actor Hugh Jackman has cited this rule as a key to maintaining longevity and excellence in his career.

The Science Behind the Strategy

Research supports this approach. A 2019 study found that learning and performance peaked when individuals operated at about 85% difficulty. This “zone of proximal difficulty” aligns with long-standing psychological theories that suggest optimal growth occurs when tasks are challenging but not overwhelming.

This balance is not just about avoiding burnout—it’s about creating the conditions for continuous improvement.

When employees are pushed to their absolute limits, the risk of errors, disengagement, and mental fatigue increases. Operating at 85% allows room for reflection, creativity, and resilience.

Implications for the Workplace

For HR leaders, the 85-15 rule offers a compelling framework for shaping workplace culture and expectations. Encouraging employees to maintain a sustainable pace can lead to:

• Reduced burnout: With over 40% of workers in the US and UK reporting burnout, it’s clear that the “always-on” culture is taking a toll. The 85-15 rule helps normalize the idea that it’s okay—not just acceptable, but wise—to preserve energy.
• Improved consistency: Employees working at a sustainable pace are more likely to produce consistently high-quality work, rather than peaking and crashing.
• Enhanced wellbeing: By keeping some energy in reserve, employees are better equipped to manage responsibilities outside of work, from caregiving to personal development.
• Greater retention: A workplace that values balance and mental health is more likely to retain top talent in a competitive market.

From Theory to Practice

Implementing the 85-15 rule doesn’t mean lowering standards—it means redefining them.

HR professionals can lead this shift by:

• Promoting realistic workloads and discouraging overwork as a badge of honor.
• Encouraging regular breaks, time away from screens, and flexible scheduling.
• Training managers to recognize signs of burnout and support sustainable performance.
• Fostering a culture where rest and recovery are seen as integral to success, not obstacles to it.

A Strategic Shift for the Future of Work

As the nature of work continues to evolve, so too must our understanding of what drives performance. The 85-15 rule offers a forward-thinking, evidence-based approach that aligns with the needs of modern employees and the goals of progressive organizations.

For HR professionals, embracing this mindset is not just about protecting employee wellbeing—it’s about unlocking long-term productivity, creativity, and engagement.

In a world that often demands more, the smartest move might just be doing a little bit less—on purpose

If you would like to discuss how we can help coach the 85:15 rule in your workplace, please get in touch with us at: hello@OrgShakers.com.

Change has become an almost commonplace thing in the modern workplace, and with the increasing pace of change comes the increasing pace of the workforce, too. It’s no wonder, therefore, that a concerning trend seems to be emerging amongst employees – ‘holiday hoarding’.

This phenomenon occurs when employees become increasingly hesitant to utilize their full annual leave. Recent studies reveal that a significant portion of the workforce is not taking full advantage of their entitled leave. According to Breathe’s 2024 Holiday Report, only 35% of UK workers use all their allocated holiday days, with 17% having five or more unused days annually. Similarly, research by FRS Recruitment found that over 40% of employees did not utilize their full holiday entitlements, with nearly 20% leaving a week’s worth of leave unused.

Whilst this may not seem like a huge cause for concern, an employee’s reluctance to take time away from work can stem from many potential root causes that may signify a deeper issue that needs to be addressed. Here are just some potential factors that could be contributing to this reluctance to take time off:

• Staff Shortages and Increased Workload – Breathe’s Holiday Report discovered that 42% of employees cite understaffing as a primary reason for not taking leave, fearing that their absence would overburden remaining staff or disrupt operations.
• Perceived Negative Impact on Career – approximately 26% of workers worry that taking holiday might negatively impact perceptions of their productivity or commitment, leading them to forgo their entitled leave.
• Lack of Encouragement from Employers – only 37% of employees feel their organization encourages them to disconnect during holidays, leading to a culture where taking leave is not actively promoted.
• Desire to Avoid Work Backlog – many employees choose to work during their holidays to prevent a backlog upon return. In fact, 57% admit to working either ‘sometimes’ or ‘often’ while on annual leave.

Employees who actively neglect taking some time off vastly increase their risk of burning out, which snowballs into decreased job satisfaction and lower overall productivity. Employers therefore need to be addressing this epidemic of holiday hoarding head on, and there are a variety of ways they can do this:

• Promote a Culture of Rest – encourage leadership to model taking time off and openly discuss the importance of rest for productivity and wellbeing.
• Implement Clear Leave Policies – ensure that leave policies are transparent, accessible, and supportive of employees taking their full entitlement without guilt or fear of negative repercussions.
• Address Staffing Issues – work towards adequate staffing levels to reduce the pressure on employees and make it feasible for them to take leave without overburdening colleagues.
• Regularly Monitor Leave Balances – keep track of employees’ leave balances and proactively encourage those who consistently underutilize their leave to schedule time off.

By understanding and addressing the underlying causes of holiday hoarding, employers can foster a healthier work environment that values rest and recognizes its critical role in employee performance and satisfaction.

If you would like to discuss how we can help ensure that holiday hoarding doesn’t get the chance to snowball into an issue for your company, please get in touch with us today!

In today’s workplace, supporting employees with their mental health isn’t just a matter of ticking compliance boxes…it’s a moral imperative and a business-critical issue.

According to mental health charity Mind, one in six workers experiences mental health problems such as anxiety or depression. Yet, many employees still feel hesitant to disclose these struggles or take necessary time off.

For those who do take mental health-related leave, the journey back to work can be delicate, and the role of their employer is pivotal in shaping a smooth, supportive return.

When planning for this, leaders need to be considering how they can structure their support before, during, and after the employee’s return to work to ensure that that support remains consistent throughout this process.

Before the Return – Laying the Foundation

The return-to-work process begins long before the employee steps back into the office. Maintaining respectful, open communication during their absence is key, but with mental health this requires a degree of sensitivity.

Some managers may worry that reaching out might feel intrusive or heighten anxiety – this is where clear communication is vital! Ask the employee what they would find helpful. Would they prefer a weekly check-in, or just a simple ‘thinking of you’ message every now and then? It’s about defining expectations rather than assuming.

Where available, Occupational Health professionals can act as intermediaries, helping both parties understand the best route forward. They can assess what reasonable adjustments may be needed and provide reassurance to managers who might feel uncertain about falling into the trap of ‘saying the wrong thing’.

Additionally, consider ways to keep the employee connected without pressure. Invitations to team socials or virtual catch-ups can help maintain a sense of belonging. But again, ask first. What feels inclusive to one person may feel overwhelming to another. It’s not about inclusion by default, it’s about inclusion by design!

During the Return – Supporting the Transition

The actual return to work can be a fragile moment. Structuring a phased return and allowing the employee to gradually ease back in is often a helpful and fruitful approach – in fact, one study found that 70% of employees who had been offered a phased return to work after a leave of absence felt that this facilitated a quicker return to work.  

In addition to this, remember that timing is everything. If possible, align the return with the beginning of a new project or work cycle, rather than dropping them into the middle of a chaotic period, as this can offer the mental space to reorient themselves.

On their first day back, be there. Don’t schedule their return for a day when you are working remotely or in back-to-back meetings. A simple ‘Welcome back, it’s really good to see you’ can make all the difference. Don’t overdo it, but don’t underdo it either.

And when it comes to check-ins, think about the quality of your questions. Instead of a generic ‘How’s it going?’, try:

• What went well for you this week?
• Is there anything that made today easier or harder?
• What can I do more or less of to support you?

These kinds of questions invite honest, reflective answers and show that you are actively listening, not just ticking a wellbeing box.

After the Return – Continuing Care

Support doesn’t end after the first week. Continue the regular check-ins, and don’t assume everything is fine just because the employee is physically present.

Encourage ongoing access to resources – whether it’s wellbeing apps, employee assistance programmes (EAPs), or flexible working arrangements. Sometimes, it’s not one big thing but the accumulation of small supports that creates a genuinely mentally healthy work environment.

This can also be a good time for some self-reflection as a leader. Are you role modelling the kind of behaviour you want your team to adopt? Are you taking breaks, setting boundaries, and demonstrating vulnerability when needed? If the work culture itself contributed to the employee’s struggles, are you addressing it?

Finally, it’s important to remember that supporting someone returning from a mental health absence can also be challenging for managers. They may feel pressure to get it right and fear about getting it wrong. It’s essential that managers also have access to support during this process, too.

Helping someone return from mental-health-related absence isn’t about following a script, it’s about compassion, communication, and clarity.

By taking the time to understand what each individual needs before, during, and after their return employers can create workplaces where people not only recover but thrive.

If you would like to discuss how we can help with this, please get in touch with me at anya@orgshakers.com or get in touch with us through our website.

Picture this: an employee, just a few weeks after giving birth, sits at home surrounded by bottles, nappies, and the overwhelming noise of new motherhood. She’s healing from major physical trauma, operating on broken sleep, and grappling with unexpected waves of anxiety. And yet, her maternity leave policy only views her absence in terms of dates and deadlines. There’s no mention of mental health support, no flexible return plan, and no real acknowledgment of the seismic personal shift she’s navigating.

You might have already realised that you don’t have to picture this scenario, but rather recall it, as this is the reality for too many new mothers. In fact, a recent study found that over half (54%) of new mothers who have returned to work after having a baby were dissatisfied with the support they received. This is because policies get designed on paper, but can run the risk of being disconnected from lived experience.

However, today is World Maternal Mental Health Day, and this offers employers the opportunity to confront this gap in policy and acts as a reminder that maternity leave isn’t just about a physical absence from work – it’s a critical period of emotional adjustment, healing, and identity transformation.

Therefore, businesses must begin to move beyond compliance in order to create maternity leave policies that are truly robust, realistic, and rooted in care. Here’s how they can do that:

• Start with Empathy, Not Just Legislation – yes, legal compliance is the foundation, but it shouldn’t be the ceiling! Review statutory requirements as your baseline and then ask: What more can we do to show we value and support our people? Empathy-driven policies reflect a workplace culture where individuals feel seen and understood.
• Prioritise Mental Health as Much as Physical Recovery – maternal mental health challenges, including postnatal depression and anxiety, are common – yet often invisible. A forward-thinking policy should integrate mental health into every stage of maternity support. Employers should therefore consider offering support such as counselling services before, during, and after maternity leave, as well as conducting mental health check-ins as part of a ‘returning to work’ plan.
• Make Flexibility the Default, Not the Exception – rigidity can cause unnecessary stress for returning parents, and so a realistic maternity policy will recognise that every family’s needs are different. Offering options such as phased returns and a gradual reintroduction to responsibilities can help send a strong message of trust and support to those employees.
• Communicate Early, Clearly, and Continually – one of the biggest sources of stress for expectant parents is uncertainty. Clear and compassionate communication about maternity leave entitlements, timelines, benefits, and expectations should happen early and continue throughout the journey. In addition, checking in throughout the maternity leave period can help employees continue to feel connected, which ultimately reduces those feelings of angst that can build up towards their eventual return.
• Support the Wider Team, Too – good maternity policies also consider the wider impact on colleagues and teams. Preparing teams for parental leave transitions, providing adequate cover, and avoiding a culture of resentment are vital steps to creating a supportive environment all round.

Creating a robust policy is not a one-and-done task. Societal expectations, family structures, and best practices around maternity leave are constantly evolving, and so your maternity leave policy should be evolving too.

Days like World Maternal Mental Health Day remind us that the wellbeing of new mothers is not just a personal issue, but also a workplace one. And ensuring you have a truly robust and realistic maternity leave policy can make all the difference when it comes to empowering your working parents.

If you would like to discuss how we can help ensure your maternity leave strategies are robust and realistic for the mothers of today, please get in touch with us now!