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!

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.