A brand-new study recently discovered that those employees who are ‘workaholics’ are more likely to become disengaged with their moral values. This got us thinking about how being a workaholic – whilst outwardly presenting as a super engaged and committed employee – actually has detrimental effects on overall productivity and wellbeing – so much so that it apparently throws off one’s moral compass, too. That’s why this month we have grabbed a copy of Malissa Clark’s latest book, Never Not Working: Why the Always-On Culture is Bad for Business–and How to Fix It.

Dr Malissa Clark is an associate professor of industrial-organizational psychology at the University of Georgia, and her research has particularly focused around workaholism, burnout, employee wellbeing, and organizational culture. Widely published in academic journals, Malissa has become a leading voice in the conversation around workplace mental health, and her first book, Never Not Working, translates her years of academic insights into accessible, actionable guidance.

In her book, Malissa starts by examining the toxic rise of workaholism in today’s professional world – where long hours and constant availability are not only normalized but celebrated. She argues that this ‘always-on’ culture is not a mark of dedication or success, but a harmful and unsustainable approach that damages individuals, teams, and entire organizations.

The book creates a clear distinction between healthy work engagement (feeling energized and fulfilled by work) and workaholism, which is defined by an uncontrollable inner compulsion to work excessively and obsessively. Malissa draws on over a decade of empirical research to show how workaholism is linked to burnout, anxiety, strained relationships, and reduced productivity, debunking the myth that more work automatically leads to better outcomes.

The book also goes on to address the systemic and cultural drivers of overwork: from glorified ‘hustle culture’ and performative busyness to poor leadership and the spread of technology that blurs the line between professional and personal life. She explores how these patterns have been intensified by the pandemic, remote work, and economic pressures.

Rather than simply critiquing the current state of affairs, Malissa offers a practical framework for change. She provides tools for leaders to recognize unhealthy behaviors in themselves and their teams, and she outlines steps organizations can take to shift away from overwork, such as setting boundaries, promoting recovery time, and measuring success based on output rather than hours being logged.

Ultimately, Never Not Working is a call to reimagine what productivity and success look like in the 21st century, arguing that sustainable work is not only better for employees, but better for business overall.

If you would like to discuss how we can help train your leaders and middle managers to identify the signs of workaholism, please get in touch with us today!

And in the meantime, be sure to grab yourself a copy of Never Not Working – it can be purchased here in the US and here in the UK.

In just a few short years, the definition of ‘the workplace’ has undergone a dramatic transformation. Kitchens became conference rooms, spare bedrooms turned into full-time offices, and coffee tables doubled as desks. As organizations embraced remote and hybrid models in response to global disruptions, a new normal emerged – one marked by flexibility, autonomy, and, for many, the blurring boundary between work and home life.

But this shift has also exposed a critical blind spot: safety and health responsibilities in remote work environments. Many employers, long accustomed to managing risk within traditional office spaces, have been slower to adapt their policies and practices to meet the realities of hybrid teams. Yet the legal and ethical duty of care doesn’t end at the office door – it extends to wherever work happens.

The hybrid working model introduces a wide range of new safety considerations, and to keep employees protected (and businesses compliant) employers must evolve how they approach workplace health and safety in this new working landscape. Here’s what they need to be considering:

• Ergonomics at a Distance – just because employees are out of the office doesn’t mean employers are off the hook. Ergonomic injuries can occur just as easily at home as they can in a cubicle, and so employers should provide guidance – and where feasible, resources – to help remote employees set up safe, ergonomic workspaces (this could include things such as supportive seating for posture alignment and blue light filters over at-home monitors).
• Virtual Risk Assessments – traditional safety inspections may be rooted in the office, but hazards still exist at home. From poor lighting and unsafe extension cords to cluttered walkways, remote employees face risks that may go unnoticed. Employers can aim to mitigate these risks by offering services such as virtual risk assessments or self-checklists that employees can use to audit their home office setups.
• Supporting Mental Health in Remote Teams – perhaps the most pressing safety concern in hybrid and remote environments is mental health. The blurring of work-life boundaries, coupled with increased isolation, has led to rising levels of stress, burnout, and disconnection. To prevent this, employers should be actively supporting mental wellbeing through clear working hour expectations, access to mental health resources (such as Employee Assistance Programs) and regular check-ins.  
• Staying Connected to Stay Safe – safety isn’t just physical, it’s cultural. Remote isolation can weaken communication, delay reporting of issues, and chip away at team morale. Employers should aim to prioritize connection by creating consistent touchpoints (such as regular 1:1 meetings and team huddles), as well designing digital social spaces that can replicate the more informal interactions of office life.
• Policy – as the nature of work changes, health and safety policies must evolve accordingly. Employers need to update their frameworks to clearly reflect safety responsibilities for remote employees, incident reporting procedures for home-based injuries and legal compliance across state or international jurisdictions. Having these clearly defined expectations reduces liability and promotes a consistent standard of care across all work environments.
• Technology as a Safety Ally – digital platforms now play a central role in workplace health and safety. From monitoring workloads to tracking employee engagement and flagging burnout, technology can help transform health and safety from a reactive process into a proactive one.

Many employers may still be unaware that their duty of care extends beyond the office walls. Under labor laws such as OSHA in the US, employers are legally responsible for ensuring a safe work environment for all employees – including those working remotely. Injuries or health issues occurring at home may still fall under workers’ compensation and employer liability.

And in addition to physical considerations, remote safety also includes cybersecurity, equitable access, and legal compliance under regulations like the Americans with Disabilities Act (ADA) and General Data Protection Regulation (GDPR). Failing to update policies to reflect hybrid models can leave organizations vulnerable to audit risks, lawsuits, and reputational harm.

The hybrid workplace is here to stay, and demands a much broader, more flexible approach that treats every employee’s environment with equal importance. To discuss how we can help ensure that you are compliant with health and safety expectations in a remote working world, please get in touch with me directly at natasha.santos@orgshakers.com

As employers, we are constantly looking for ways to improve employee wellbeing. One of the most prominent barriers to achieving this goal is employee burnout – a condition that is characterized by emotional, physical, and mental exhaustion caused by heavy workloads, high expectations, and the ever-blurring lines between our work lives and our personal lives.

However, with the recent rise of artificial intelligence (AI) in the workplace, this does beg the question: can technology be the key to reducing workplace stress, or does it risk adding to the pressure?

We know that workplace stress is at an all-time high. According to a report by the American Psychological Association, over 75% of employees experience daily stress related to work, with many citing unrealistic deadlines, lack of control, and poor work-life balance as the primary culprits.

So how does AI fit into all of this? Well, AI has the potential to revolutionize the way businesses operate and, if implemented correctly, can help alleviate some of the most prominent stress triggers in the workplace:

• Automating Repetitive Tasks – administrative burdens often contribute to employee burnout, and so it can be smart to invest in AI-powered tools that can handle repetitive, time-consuming tasks like scheduling meetings, processing invoices, and responding to routine emails. By automating these processes, employees can focus on more meaningful and engaging work, reducing cognitive overload and frustration.
• Smart Workload Management – AI-driven project management software, such as Asana and Trello, have the capabilities to analyze workloads and redistribute tasks more efficiently. These systems can provide real-time insights into employee capacity, preventing burnout by ensuring workloads are balanced.
• Enhanced Employee Support and Wellbeing – AI-powered mental health chatbots and virtual counsellors, such as Wysa and Woebot, offer employees 24/7 emotional support, guiding them through stress management techniques. Additionally, companies such as Alula Technologies offer detailed, personalised insight on mental wellbeing and stress levels through their VivaScore product, which can give employees tailored advice best suited to them and alert employers to which employees are struggling with stress.
• Work-Life Balance through AI Scheduling – one of the most significant contributors to burnout is a lack of work-life balance. AI-driven scheduling tools can optimize meeting times, reduce unnecessary interruptions, and suggest better time management strategies. For example, Microsoft’s Viva Insights provides employees with data-driven recommendations on when to take breaks and how to structure their workday for maximum efficiency.

However, it is important to note that while AI presents significant opportunities, it is not without risks. Employees may feel uneasy about being monitored by AI, raising concerns about privacy and surveillance. Additionally, an over-reliance on AI could lead to depersonalization in HR, where human empathy and intuition are crucial ingredients to the human resource function. It’s therefore essential that AI is used as a supplement to – and not a replacement for – genuine human support and interaction.

As organizations introduce AI into the workplace, it is HR who will play a pivotal role in supporting these new co-worker relationships between humans and technology. As Melissa Swift describes in her book Work Here Now, HR will be ‘couples counsellors’ for humans and technology, coaching employees on how to successfully interact with newly integrated tech in order to optimize its (and their) abilities.

If you would like to discuss how we can help your company choose the best AI tools to help manage and prevent employee burnout, as well as be the ‘couples counsellors’ for your employees and new technology, please get in touch with us today!

The working world is evolving at an unprecedented pace, driven by transformative forces such as new technologies, generative AI, geopolitical turbulence, and the assimilation of hybrid and remote working models.

For HR professionals, these rapid changes present both opportunities and challenges, demanding agile approaches to ensure organizational readiness.

A key concern is whether organizations are equipped to manage change effectively.

According to a recent report from Gartner, 82% of HR leaders believe that managers lack the skills needed to navigate change successfully.

Coupled with this, 77% of employees report experiencing change fatigue – the exhaustion and cynicism that individuals experience when undergoing frequent or complex changes, leading to resistance, decreased motivation, and disengagement. This fatigue negatively impacts employee wellbeing and productivity, yet only 8% of workers feel confident in their ability to manage it.

For HR leaders, the imperative is clear: addressing change fatigue must be integral to organizational transformation strategies. And, as the pace of change shows no signs of slowing, incorporating proactive fatigue prevention measures becomes essential to sustain workforce engagement and drive productivity.

Traditionally, change management has focused on clear communication and comprehensive training. Now, however, our approach needs to evolve further. Integrating change fatigue management into organizational strategies equips managers with tools to guide their teams effectively. This involves identifying fatigue drivers, addressing issues promptly, and preventing fatigue through measures such as promoting microbreaks, involving employees in decision-making, fostering a psychologically safe work environment, and normalizing rest periods.

Critically, successful fatigue prevention requires HR leaders to recognize that one-size-fits-all solutions are ineffective. Employees have diverse needs based on their roles, personal circumstances, and life stages. By adopting an intersectional lens to employee wellbeing, HR professionals can create tailored support systems that resonate with each demographic within their workforce.

For instance, midlife workers often have needs that differ from those of younger employees. While established wellbeing programs frequently focus on parental leave or childcare support, midlife employees may benefit more from initiatives such as menopause support or resources for working carers. By bridging these gaps and offering inclusive wellbeing strategies, organizations can empower their entire workforce to manage change fatigue confidently.

As HR professionals, we play a pivotal role in steering organizations through this era of transformation. By prioritizing employee wellbeing and equipping managers with the tools to mitigate fatigue, we can create a resilient workforce ready to adapt and thrive amid ongoing changes.

Is your organization prepared to embrace change with confidence?

Let’s start the conversation and explore innovative strategies to support your employees through this dynamic landscape. Reach out today to discuss how we can collaborate on implementing change fatigue management solutions tailored to your organization’s needs.

In Shakespeare’s As You Like It, the character Jaques famously declares, “All the world’s a stage, and all the men and women merely players”. In other words, all of us are, to some extent, putting on an act when interacting with the world around us.

This is particularly resonant in the modern workplace, where employees often feel the need to adopt a professional persona that aligns with company culture, industry expectations, and leadership styles. But to what extent is this workplace persona necessary? And how does it impact employee wellbeing, performance, and authenticity?

A workplace persona – a cultivated version of oneself tailored to professional settings – serves various purposes. It can help with maintaining professional boundaries, navigating workplace dynamic, and even building credibility for someone’s own personal brand. Whatever the reason, it has always been well-known that the workplace has a set of pseudo-expectations that many of us will adhere to because there is a certain ‘way’ to be an employee. And the numbers speak for themselves when it comes to this phenomenon: a survey by Workhuman found that 73% employees claimed to have a ‘work personality’ that was different to how they interacted with family or friends.

While professionalism is undeniably important for employers, the pressure on employees to sustain a rigid workplace persona can be exhausting and, in some cases, detrimental to mental health. Employees who feel compelled to mask their true selves for extended periods may experience emotional fatigue, reduced job satisfaction, and even burnout. This phenomenon, known as ‘surface acting,’ occurs when individuals suppress their genuine emotions in favor of expected workplace behaviour, which can inadvertently lead to creativity and innovation being stifled.

The key for both employees and employers is to strike a balance between professionalism and authenticity. Encouraging a psychologically safe environment where employees feel comfortable expressing themselves without fear of judgment can improve morale and ensure that creativity and innovation – two things that require the courage to take risks – remain a top priority in your business.

Flexibility in workplace norms, such as hybrid work models or relaxed dress codes, can also contribute to a more authentic and comfortable environment. When employees feel supported in being themselves (while still maintaining professional standards) they are more likely to remain engaged and committed to their roles.

The world of work is indeed a stage, but employees shouldn’t feel like actors reading from a script. While a workplace persona can facilitate professionalism and collaboration, it should not come at the cost of authenticity and wellbeing. Organizations that recognize and respect the balance between professional expectations and individual identity will ultimately foster a healthier, more productive workforce.  

If you would like to discuss how we can help your organization strike the perfect balance between professionalism and individualism, please get in touch with us today!

In today’s fast-paced economy, financial stress is a silent but powerful force affecting the workplace. In a 2024 survey, 60% of employees claimed to worry about money at least once a week.

As an HR professional, I’ve seen firsthand how personal debt can impact employee well-being, productivity, and retention; while financial struggles may seem like a personal issue, the reality is that they have a direct effect on the workplace. Employers have an opportunity – if not an obligation – to support their workforce in navigating financial challenges.

When employees are burdened by debt, their stress levels rise, leading to reduced concentration, increased absenteeism, and even mental health struggles. Research shows that financial anxiety can significantly hinder job performance, with employees spending hours of work time worrying about their financial situations.

Forward-thinking employers are shifting their approach to financial wellbeing by offering meaningful benefits and resources. Traditionally, organizations have provided pension plans, health insurance, and bonuses, but there is now a greater need for direct financial wellness initiatives. Here are some effective ways companies can assist employees in managing their debt:

• Financial Education & Coaching – workshops, webinars, and one-on-one coaching can equip employees with budgeting skills, debt repayment strategies, and long-term financial planning tools.
• Access to Responsible Financial Products – instead of leaving employees to rely on high-interest payday loans, employers can partner with financial wellness platforms that provide access to affordable credit options and budgeting tools.
• Earned Wage Access (EWA) – one of the most impactful solutions is giving employees control over their earnings. This is where companies like Wagestream are leading the way. By allowing workers to access a portion of their earned wages before payday, Wagestream helps employees avoid costly overdrafts, late fees, and predatory lending.
• Debt Repayment Assistance – some businesses are offering employer-sponsored student loan repayment contributions or direct payroll deductions for debt payments, making it easier for employees to stay on track.
• Workplace Savings Programs – encouraging employees to build an emergency fund through automatic payroll deductions can provide long-term financial security and resilience against debt accumulation.

Supporting employees in managing their debt isn’t a charitable initiative – it’s a business strategy that yields tangible benefits. Financially secure employees are more engaged, motivated, and less likely to seek alternative employment due to money-related stress. Companies that prioritize financial well-being programs also build stronger employer brands, attracting top talent in competitive job markets.

By integrating financial wellness into workplace benefits, employers can create a culture that fosters stability, productivity, and loyalty. And with innovative solutions like Wagestream, we have the tools to make financial freedom a reality for our workforce.

If you would like to discuss how we can help embed financial wellness strategies into your employee benefits, please get in touch with me at therese@orgshakers.com

The start of a new year often brings a surge of enthusiasm fuelled by ambitious resolutions. Employees will enter January with fresh goals, heightened motivation, and the determination to transform their personal and professional lives.

As February rolls in, that initial spark can begin to dim; those resolutions that someone set out to achieve may have started to slip away, and suddenly they find themself feeling deflated as reality settles back in. Change is a great thing, and goals are important to set, but if these goals are not realistic (as many resolutions tend to be!) then this can result in feeling disappointment, frustration, and emotional fatigue.

Emotional Health Awareness Day presents a timely opportunity for employers. Rather than viewing it as a day off or a wellness checkbox, it could be considered a strategic moment for employers to engage with their teams through thoughtful check-ins – essentially, mini coaching sessions that can reenergize your employees, acknowledge their efforts, and support their emotional wellbeing at a time in the year where they may be coming to terms with the reality of resolutions. Here are some of the best ways employers can achieve this:

• Reframe Emotional Health Day as a Focus Opportunity – communicate that Emotional Health Day isn’t just about rest; it’s about reflection and growth. Encourage managers to schedule brief one-to-one check-ins leading up to or following the day. These conversations should be supportive, judgment-free spaces to discuss how employees are feeling and what they need to be at their best.
• Focus on Progress, Not Perfection – many resolutions falter because individuals set overly ambitious targets without recognizing the incremental progress they have already made. During these check-ins, guide the conversation towards what employees have accomplished so far. Celebrate those wins and help them reframe any perceived ‘failures’ as learning experiences.
• Use Coaching Techniques to Empower Employees – employ basic coaching techniques to make these sessions impactful:
  • Active Listening: give your full attention, showing empathy and understanding without immediately jumping to solutions.
  • Powerful Questions: ask open-ended questions like, “What’s been working well for you so far this year?” or “What’s one small change you can make to feel more aligned with your goals?”
  • Goal Recalibration: help employees set realistic, achievable short-term goals.
• Normalize Emotional Ebbs and Flows – remind yourself and your teams that emotional highs and lows are a natural part of life, especially when striving for personal growth. Destigmatizing these fluctuations fosters a psychologically safe environment where employees feel comfortable with their vulnerability and asking for support.
• Provide Resources and Ongoing Support – don’t let the conversation end with a single check-in. Share resources such as access to Employee Assistance Programs (EAPs), workshops or mindfulness apps that can help employees build their emotional health arsenal. As well as this, ensure your regular one-to-one conversations include a focus on what all employees need to be at their best throughout the year to maintain healthy, high performance as part of a supportive culture.

Emotional Health Awareness Day can be a catalyst for meaningful dialogue and personal growth within your organization. By intentionally using this time to connect with your team, you not only support their emotional wellbeing but also strengthen engagement, resilience, and overall job satisfaction. In doing so, you create a workplace where employees feel valued – not just as professionals, but as whole people. If you would like to discuss how we can help support you in offering wellbeing check-ins and mini coaching sessions to your team members, get in touch with me at joanna.tippins@orgshakers.com

How was January for you?

As the new year begins, it is common to feel a bit of a slump after the festive period packed with traditions, colorful lights, and good food.

This feeling, known as the ‘January Blues’ or the ‘Winter Woes,’ refers to a general decline in mood, lethargy, or even a sense of depression during the first month of the year. If December brings a rush of adrenaline, January is when the reality sets in.

For most people, this feeling fades as they get back into the routine. However, for some, it can linger due to factors like financial stress exacerbated by the holiday season or the struggle with seasonal affective disorder (SAD)  during the winter months.

For this reason, employers aiming to re-engage employees often use the ‘Winter Woes’ as an opportunity to focus attention on their wellbeing strategy. This makes a great deal of sense – but it is important to maintain and build upon this momentum rather than let it wane as the year goes on.

And, let’s be honest, we can all be a bit guilty of this at this time of year! Some of us will have signed up for that new gym membership and started taking part in Veganuary only to discover that these resolutions quickly fizzle out. Suddenly the gym membership is just another card cluttering your wallet – and no amount of carrots and hummus can stop you daydreaming about cheeseburgers!

The corporate version of this is a phenomenon known as ‘Wellbeing Washing.’

‘Wellbeing Washing’ occurs when companies express their commitment to mental and physical health but fail to demonstrate this consistently through their actions and practices.

And it’s more common than you might think. Indeed, one study found that more than a third (35%) of businesses are perceived by their employees to be wellbeing washing.

To avoid this pitfall, consistency and clarity are key. Wellbeing has gained significant importance on the corporate agenda, especially in the post-pandemic era. Employers must ensure that their efforts to support the physical, mental, social and financial health of their workforce are consistent throughout the year.

While happy, healthy workers naturally contribute innovative thinking and productivity, a study by Mind found that 60% of employees believe that employer-led wellbeing initiatives would increase their motivation and the likelihood of them recommending their company as a great place to work.

So, in the same way employers should be committing to redouble their wellbeing efforts as they move through January; as we begin February they should be committing to maintain that effort through the year ahead.

If you would like to discuss how we can assist your business with its wellbeing strategies, please get in touch with us.

I think it’s safe to say that most of us have suffered through a breakup in our lives. Whether this be a relationship ending, navigating a divorce, or dealing with a ‘situationship’ gone sour, it’s no secret that breakups are a challenging and distracting time.

In spite of this, what we tend to see in many workplaces is a taboo around the topic.

Despite the fact that these occurrences will have huge impact on an individual, it can feel somewhat awkward and inappropriate to discuss this at work due to its personal nature.

Yet, the reality is that 79% of employees said that a relationship breakdown had an impact on their ability to work. And what’s even more interesting to note is that more than half of these respondents (57%) claimed they did not receive the required support from their employers, ultimately resulting in almost one in ten leaving the company within a year.

From this, it’s clear that how employers support those staff members going through the breakdown of a relationship can be instrumental to minimizing the effect it has on productivity, engagement, and retention rates. This is why having tailored support strategies in place can help to make a real difference. So, here are some strategies that employers should consider:

• Fostering a Culture of Empowerment – the culture of an organization plays such a vital role in helping employees feel comfortable, safe, and like they belong. If employees feel that they can bring their authentic selves to work, they will be much more likely to share when they are going through such an emotionally difficult time. Their workplace should make them feel empowered when they express vulnerabilities like this, and ultimately this will ensure that employers can begin offering proper support to those staff members.
• Impact on Mental Health – 60% of employees said that their breakup caused stress, anxiety, or depression, and a further 23% had to take sick or unpaid leave as a direct result. Your mental health is undoubtedly affected when you go through such an emotional experience, so it’s important for managers to be trained to recognize the warning signs of an employee struggling and to signpost them correctly to their Employee Assistance Program, where they can seek counselling support to help them. However, it’s also important for employees to express that they are struggling as this helps speed up the process of getting the correct support!
• Offering Flexibility – flexibility can be so crucial for employees during this time. With the potential for having to rearrange childcare schedules, or having to find new accommodation, a relationship breakdown can leave an employee needing that flexibility as they find their feet. It’s worth reviewing the company’s policy around compassionate leave as well, and whether this should be applicable for those going through this.   
• Updating Employee Benefits – it’s important for employers to assist with the administrative changes that may have to be considered with a breakup. For example, health insurance may have to be updated to remove certain claimants depending on the context of the split, or updating beneficiary plans accordingly to accurately reflect the current situation. However, employers need to approach this with a level of care in mind and communicate with the employee to find the best time to sit down and do this.
• Reassuring Employees – reassurance can go such a long way when it comes to struggling with a breakup. I know from firsthand experience that being made to feel like an inconvenience or a burden when going through a breakup just makes you feel worse, and for me it ultimately led to my resignation. Ensuring that people managers are trained appropriately so to avoid the prospect of making an employee feel like an inconvenience whilst they navigate this new chapter in their life is so vital for managing the overall impact it will have on the individual and on the wider business.

Productivity levels always ebb and flow, and this is natural. Our personal lives can sometimes overlap with our working ones, and it shouldn’t be the norm of employees to compartmentalize their personal struggles whilst at work. Employers who can recognize the humanness behind their employees are the ones that are going to be most in tune with their workforces, ultimately fostering a sense of loyalty amongst their people that will be hugely profitable in the long run.

If you would like to discuss how we can help design and implement tailored wellbeing strategies for breakups, please get in touch with me at brittany@orgshakers.com

In the workplace, digital communication has become a staple. Emails are now sent in favor of phone calls, instant messages have replaced the slow back-and-forth of physical meetings, and having all of our work needs condensed onto apps on our phones means that we are always contactable at all times of the day.

However, too much of anything isn’t always good, as all these technological advancements do come with a price: ping fatigue.

‘Ping fatigue’ is a type of mental exhaustion which is brought on by constant notifications from work-related tools such as email, instant messaging apps, task management systems and calendar reminders. Employees are battling with a tsunami of pings all throughout their day that can lead to feelings of distraction and overwhelm that ultimately hinder their productivity and wellbeing – even though the goal of these time-saving services is to make life easier. And the lines become even more blurred when we consider remote and hybrid working arrangements, as the boundaries between work and home can sometimes start to blur in an unhealthy way that can make it hard to know when to truly switch off and silence those pings.

Interestingly, cognitive research has found that it takes an average of 23 minutes to refocus after an interruption. In other words, each new notification can actually end up disrupting an entire workflow, even though it is intended to be a gentle ping reminder. With micro-tasks constantly beckoning workers for their attention, this results in employees spiralling into a perpetual state of multitasking that will increase the likelihood of errors and stress.

So, what can employers be doing to help mitigate this rising ping fatigue?

• Establish Clear Communication Protocols – set guidelines for when it’s acceptable to send messages or initiate meetings (for example, only during specific hours or with expectations for a delayed response outside of work hours), and encourage teams to establish specific times in the day for deep work without interruptions. During these designated hours, employees could disable their notifications so that they can focus without feeling pressured by incoming messages.
• Limit Notification Settings – employers should advise employees to customize their notification settings across different platforms so that they only get alerts for critical messages. This could look like prioritizing direct messages over group chats to help minimize interruptions, or setting your applications to ‘do not disturb’ during focused work hours.
• Promote Mental Wellbeing – encourage employees to take regular microbreaks throughout the working day, as this has been proven to help with the management of stress. If employees actively set aside little pockets of time to take a moment for themselves away from their avalanche of pings, this can really help towards the management of their mental wellbeing.
• Provide Awareness Training – make an effort to educate employees around the impacts of ping fatigue, and offer workshops or training sessions on managing notifications, time management, and setting boundaries when digitally communicating.

Ping fatigue is becoming increasingly common in workplaces around the world. Although digital tools have transformed the way we work, they have also introduced new challenges for employers and employees alike. However, when used strategically, and with an emphasis on high-quality work and well-being rather than constant availability, these tools can help organizations foster a healthier and more fulfilling environment for everyone. If you would like to discuss how we can help foster this environment through mitigating ping fatigue, please get in touch with us today!

The theme of bettering ourselves is prominent as we head into a new year. Many of us endeavour to make changes to ourselves and our lifestyles, often spurred on by a new year’s resolution or two. But how do we increase the chance that our resolutions will stick around past January? How can we avoid the February fizzle?

Good news: we know something about managing change from our work lives and those best practices can help us with the changes we want to make outside of the office. When you think about it, rolling out a new performance management system or reworking an internal communications strategy can be straightforward, as they rely on the more technical aspects of change. We create new processes, document new procedures, and train teams on what to do differently.

But when it comes to mindset shifts – getting people to think differently – the challenge is greater. Changing a mindset goes beyond altering the way we do things – we have to alter the way we perceive the world around us, and this requires time, intention, and effort. Adapting a few best practices from change management can help:

• Set a clear objective and definition of success

Ask yourself: Why am I trying to adopt this new mindset? What do I hope to achieve? Perhaps you want to develop a more growth-oriented outlook or become more patient in your leadership style. Without a clear objective, it’s difficult to measure progress or stay motivated.

In change management, we establish clear success criteria and milestones. When managing your own mindset shift, it helps to do the same: define what successful change means to you. Is it when you instinctively approach challenges with curiosity instead of frustration? Or when your team starts to notice and appreciate your more open-minded approach? Defining success helps keep you focused and provides a sense of achievement along the way.

• Prepare your stakeholders and create accountability with supportive partners

Every mindset shift has a ripple effect on those around us—whether it’s our colleagues, friends, or family. Ask yourself: Who are my ‘stakeholders’ in this change? How might my new mindset affect them, and how might they react? Providing some ‘advance notice’ to those affected can help manage expectations and foster support.

Accountability partners can dramatically increase the likelihood of a successful mindset shift. Just as we engage sponsors and champions in organizational change efforts, we can enlist trusted colleagues or friends to act as our personal support network. These individuals can provide encouragement, offer feedback, and help hold us accountable.

• Build in some structure

In the workplace, we implement policies and tools to support technical change, so think about how this can be adapted for personal mindset shifts: structural changes might include setting up reminders, scheduling regular check-ins with your accountability partners, or keeping a journal to track progress and reflect on lessons learned. These reinforcements create an environment conducive to lasting change.

• Be kind and patient with yourself

Finally, be realistic and kind to yourself. Organizational change takes time, and so does personal transformation. Don’t expect an overnight shift. Set realistic expectations for how long it might take for your new mindset to become second nature and remember that setbacks are part of the process…the key is to keep moving forward, one step at a time.

You may be thinking: “Best practices from work?  Really?” This approach may feel like overkill, but it is great way to demonstrate respect for your efforts through good planning. Applying proven change management principles to personal change increases the likelihood that your new mindset will take hold, and come February, those changes will be here to stay.

If you would like to discuss how we can help you build or strengthen a change management mindset, please get in touch with me at gordon.robinson@orgshakers.com or via our website.

Statistically, most of us will have a furry friend waiting for us at home; over half of UK adults and a whopping 66% of US households own a pet of some kind!

It’s very common for our pets to hold a special place in our heart, as they are considered just as important of a family member as anyone else. However, if an employee’s child were to fall ill or be in need, most employers would insist that they go and attend to them…but this isn’t necessarily the case when it comes to pets.

There is a bit of a grey area around the sudden need to have to care for any animal, as they don’t quite fall into the same category as needing to care for a family member…from a technical perspective. But from an emotional perspective, most employees would want to be able to care for their animals’ wellbeing, but it’s more than likely they wouldn’t be afforded the same leniency with paid time off (PTO) to do this.

Until now?

A new bill has recently been proposed in New York which updates the Earned Safe and Sick Time Act to allow workers to use sick leave to care for certain animals. If the bill were to go through, employees would be able to take time off for a “companion or service animal that needs medical diagnosis, care or treatment of a physical illness, injury or health condition”.  

The proposition of this update stems from the fact that pets are able to significantly reduce stress, anxiety, and depression, as well as lower blood pressure. They can also provide emotional support and a sense of purpose, and so naturally if our pet were to become unwell, an owner would become distressed. This emotional strain can then easily begin to spill over into one’s working life, which will ultimately lead to an impact on focus, productivity, and general wellbeing.

However, there is some division when it comes to the popularity of introducing such a policy; People Management conducted a LinkedIn poll which found that 55% of respondents were in favor of this policy but 45% were opposed, highlighting a significant divide.

In some ways, it might be strange to consider offering PTO to care for pets in the UK when only recently was the Carer’s Leave Act introduced, allowing employees to take up to a week of unpaid leave off to care for a member of their family. If at the moment only unpaid leave is being offered to care for an elderly or unwell family member, than it may seem like a jump to be offering paid leave to attend to a pet.

Or is it simply time for employers to be offering paid leave for both? With some states like New York offering ‘Paid Family Leave’ to care for an elderly parent with a serious health condition, and considering offering PTO for the care of sickly pets, is New York leading the way in understanding what employees need and what would attract them to a workplace?

We will have to wait and see.