In a rapidly evolving world of work, where new technologies, tools, and expectations emerge almost daily, employee upskilling is no longer optional,it’s essential. For HR leaders and business owners, investing in learning and development training programs is one of the most effective ways to secure both individual and organizational success.

Employee upskilling bridges the gap between today’s capabilities and tomorrow’s business needs. It empowers people to grow, adapt, and perform, while strengthening engagement, productivity, and retention across the workforce.

What is Employee Upskilling — And why does it Matter?

Employee upskilling refers to the process of developing employees’ existing skills or adding new ones to help them thrive in a changing environment. Whether it’s through formal learning and development training programs, coaching, or mentoring, the focus is on enabling employees to remain agile and effective in their roles.

While reskilling prepares individuals for a completely new position, upskilling helps them advance within their current field, improving expertise, confidence, and contribution to business outcomes.

For HR professionals, a robust employee upskilling program is a strategic investment. It aligns workforce capability with business growth, creating a pipeline of skilled talent ready to take on emerging challenges.

The Benefits of Employee Upskilling for Individuals

1. Building Confidence and Competence

Learning drives confidence. When employees are given opportunities to strengthen their skills, they perform with greater assurance, creativity, and ownership. Upskilling employees supports decision-making and helps individuals feel equipped to tackle complex challenges — which, in turn, boosts productivity and morale.

2. Enabling Career Progression

One of the most powerful benefits of employee upskilling is career development. Employees who engage in learning are better positioned to take on new responsibilities, step into leadership roles, and navigate internal mobility opportunities. For HR, this means a stronger succession pipeline and reduced dependency on external recruitment.

3. Encouraging Engagement and Loyalty

When employees see that their employer invests in their development, they’re far more likely to stay. Upskilling programs demonstrate commitment to long-term growth, reinforcing trust and belonging — two vital drivers of engagement and retention.

Why Upskilling is a Business Imperative

1. Strengthening Retention and Reducing Turnover Costs

The link between learning and retention is clear: people don’t leave organizations that invest in them. Upskilling helps employers retain high performers by keeping them challenged and valued. It also reduces recruitment costs and protects institutional knowledge — both critical for business continuity.

2. Driving Productivity and Innovation

Well-trained employees bring new ideas and improved ways of working. Upskilling enhances efficiency, problem-solving, and adaptability, helping organizations stay competitive in fast-changing markets. Continuous learning turns knowledge into action — and that directly impacts the bottom line.

3. Supporting Organizational Agility

In an unpredictable economy, agility is everything. Employee upskilling and reskilling build flexibility into the workforce, enabling businesses to respond to change without disruption. A learning culture prepares employees to adopt new technologies, adapt processes, and embrace transformation with confidence.

4. Strengthening the Employer Brand

An organization known for developing its people attracts stronger talent. Training programs in the workplace send a clear message: “We grow together.” This not only improves recruitment outcomes but also enhances overall culture and reputation.

How HR can Build Effective Upskilling Programs

The most impactful employee upskilling programs are strategic, inclusive, and continuous. For HR and leadership teams, the following steps can ensure lasting value:

• Conduct a skills gap analysis: Identify where current competencies fall short of future business needs.
• Design tailored learning pathways: Blend technical, leadership, and interpersonal development to support both role performance and progression.
• Encourage a culture of learning: Integrate development into everyday work through coaching, mentoring, and peer-to-peer learning.
• Measure outcomes: Track engagement, performance improvement, and retention to demonstrate ROI and continuously refine the approach.

By embedding learning into the fabric of daily work, your HR team can transform development from a “nice-to-have” initiative into a strategic enabler of performance.

The Long-Term Payoff of Upskilling

For employees, upskilling is an investment in confidence, competence, and career progression.
For organizations, it’s an investment in adaptability, innovation, and retention.

The benefits of employee upskilling go beyond skill acquisition, it shapes culture, strengthens leadership pipelines, and future-proof business success. A workforce that learns continuously is one that grows collectively.

The Best Ways to Start Upskilling your Workforce

At OrgShakers, we help organizations design learning and development strategies that align with their goals, culture, and people.

If you’re ready to build a future-ready workforce, contact our team today to learn how our support can improve your organization’s growth and enhance your retention strategies and goals now.

Bringing former employees back into the workplace offers a unique opportunity for organizations to leverage experience while retaining top talent.

These employees already understand company systems, culture, and expectations, but time away can mean gaps in knowledge, updated processes, or new team structures. A thoughtful re-onboarding process ensures returning staff feel supported, engaged, and ready to contribute effectively from day one.

Just like new hires, returning employees benefit from structured guidance, clear role expectations, and cultural reintegration. Without it, even experienced employees may struggle to reconnect, reducing productivity and potentially impacting team morale. 

A good employee re-onboarding process not only supports the individual but strengthens the organization by maximizing engagement, improving retention, and accelerating performance.

Benefits of Re-hiring Former Employees

Re-hiring former employees comes with multiple advantages. Companies often overlook the potential of past staff, but bringing back experienced individuals can reduce recruitment time, minimize training costs, and inject fresh perspectives into the organization. 

Some key benefits include:

• Faster productivity: Returning employees already know basic processes, systems, and workflows, reducing onboarding time.
• Enhanced engagement: A structured re-onboarding plan helps returning staff feel welcomed and valued, increasing motivation and focus.
• Team cohesion: Reintroducing employees to new colleagues and initiatives fosters collaboration and strengthens workplace relationships.
• Retention improvement: Employees who feel supported and recognized are less likely to leave, lowering turnover costs.
• Fresh insights: Returning staff bring new skills and experiences from previous roles that can benefit the team and organization.

By combining these benefits with a re-hiring former employees policy, organizations signal that returning staff are valued contributors, setting the stage for long-term success.

How does Re-onboarding Former Employees Support Engagement and Productivity?

A successful re-onboarding staff program focuses on both practical and cultural reintegration. Returning employees need updates on company policies, technology, and workflows while also reconnecting with team dynamics and organizational goals.

Steps for effective employee re-onboarding include:

1. Orientation Update: Review any changes in policies, procedures, or technology to ensure the returning employee is fully informed.
2. Role Clarity: Define responsibilities, objectives, and performance expectations so employees understand how they contribute to the team.
3. Cultural Alignment: Introduce returning staff to updated initiatives, team structures, or company values to help them feel fully reintegrated.
4. Mentorship or Buddy System: Pair returning employees with a current team member to provide guidance, support, and introductions to new colleagues.
5. Regular Check-Ins: Schedule consistent feedback sessions to address challenges, celebrate contributions, and maintain engagement.

Implementing these steps can significantly improve engagement, reduce errors, and help returning employees hit the ground running. 

Returning employees who feel supported are more likely to remain motivated, focused, and committed, ultimately benefiting both their own growth and the organization’s success.

Best Practices for Re-hiring and Re-onboarding

Organizations should take additional measures to ensure returning employees thrive to improve retention and prevent them leaving again. Below are some of our recommendations on ensuring your re-hiring and re-onboarding process runs smoothly.

• Formal re-hiring policy: Establish a re-hiring former employees policy to outline eligibility, benefits, and structured re-onboarding procedures.
• Customized Re-onboarding plans: Tailor the re-onboarding experience to each returning employee’s role, taking into account previous experience and updated responsibilities.
• Continuous communication: Keep returning staff informed during their transition period to reduce anxiety and ensure clarity.
• Integration with HR systems: Use HR technologies to track progress, manage tasks, and ensure a consistent re-onboarding experience.
• Feedback loops: Collect input from returning employees on their re-onboarding experience to continuously refine the process.

These practices will not only make returning employees feel valued, but it will also increase engagement, and improve long-term retention. Organizations that invest in structured re-onboarding processes will see higher productivity, better team dynamics, and stronger alignment with company goals.

Understanding the Value Re-onboarding Former Employees can have on Your Business

Re-hiring former employees offers a unique opportunity to leverage experience, reduce recruitment costs, and bring fresh perspectives to the team. 

However, a successful return depends on a structured re-onboarding process that supports both practical and cultural reintegration.

By implementing thoughtful employee re-onboarding strategies, organizations can help returning staff quickly adapt, feel welcomed, and engage fully. This approach improves retention, boosts productivity, and strengthens team cohesion, benefiting both the individual and the business.

Partnering with experts like OrgShakers ensures that your re-onboarding process is tailored, consistent, and effective. We help organizations refine talent strategies, support returning employees, and create a workplace where every hire, new or returning, can thrive. Investing in structured re-onboarding is not just about filling a role, it’s about setting up employees and teams for long-term success, and at Orgshakers we can help with that. Contact us today and let’s get started building your re-onboarding process today.

Every successful organisation understands one simple truth – people drive performance.

Yet too often, HR is still seen as an administrative function rather than a strategic force. When human resources operates purely at a transactional level, it limits both people and business potential. A well-defined HR strategy changes that, transforming human capital into a true competitive advantage.

What is an HR Strategy?

An HR strategy is a roadmap that aligns people initiatives with business goals. It focuses on solving organisational challenges through people-centric solutions – attracting, developing, engaging, and retaining the talent that fuels growth.

Rather than simply managing payroll or compliance, strategic HR shapes long-term success by ensuring the right people are in the right roles, with the right support, at the right time. It also establishes HR as a key decision-maker in areas such as workforce planning, culture, and leadership development.

At its core, HR strategy is about moving from administration to anticipation – using insight and planning to position people at the centre of business performance.

Why Does HR Strategy Matter?

Without a defined human capital strategy, HR remains reactive – solving short-term problems rather than driving long-term outcomes. The difference between transactional and strategic HR can be the difference between steady growth and stagnation.

Consider two companies planning to expand into a new market:

• The strategic company involves HR from the start. HR analyses the target region’s labour laws, salary expectations, and talent availability, then builds a plan to recruit and retain skilled workers.
• The transactional company assigns hiring to an overstretched manager with no local knowledge, leading to hiring delays, compliance issues, and higher turnover.

By giving HR a voice in strategic decision-making, the first organisation turns workforce insight into a competitive edge. That’s why a comprehensive HR strategy matters for your organisation.

How to Build a Strategic HR Plan

Creating an effective HR strategy starts with understanding the current state of your workforce – and where it needs to be. Here’s a step-by-step process HR leaders can follow:

1. Understand the Business Objectives

Begin with the big picture. Meet with executives and department heads to understand the organisation’s goals, challenges, and growth ambitions. Every HR initiative should directly support these objectives.

2. Evaluate Workforce Capabilities

Review performance data, skill matrices, and training records. Identify existing strengths and where capability gaps may limit business success.

3. Conduct a Gap Analysis

Compare your current workforce to the skills and competencies the organisation will need in the next 1–3 years. Are there areas where reskilling, upskilling, or external hiring is required?

4. Assess and Refine Talent Strategy

Audit your recruitment, compensation, and retention strategies. Are you competitive in the market? Do your benefits and culture reflect what today’s talent values most?

5. Develop and Retain Existing Talent

Your next high performer may already work for you. Identify employees ready for new challenges and invest in their professional development through coaching, mentoring, and succession planning.

6. Monitor Turnover and Engagement

Employee retention isn’t just about satisfaction – it’s about alignment. Use engagement surveys and exit interviews to identify why people leave and where improvements can be made.

7. Plan for Succession

Unplanned departures can derail progress. Map out key positions and identify potential successors to ensure business continuity.

8. Leverage People Analytics

HR data tells a story. Analyse trends in turnover, absenteeism, compensation, and engagement to make evidence-based decisions that improve efficiency and culture.

9. Define Your HR Mission and Vision

Summarise your strategy in a clear, inspiring statement. This should reflect your HR philosophy and serve as a guiding principle for all decisions going forward.

The Benefits of Strategic HR

When HR strategy is integrated with business strategy, the results are measurable and lasting:

• Increased ROI: Budgets are allocated to initiatives that deliver the greatest impact.
• Stronger Talent Pipelines: Proactive workforce planning ensures you’re prepared for future needs.
• Improved Retention: Employees who see clear development paths stay longer and perform better.
• Stronger Culture: Aligning HR with company values builds engagement and purpose across teams.
• Smarter Decision-Making: Data-driven insights replace assumptions, making HR a trusted advisor to leadership.

Best Practices for Implementing HR Strategy

Building a plan is one thing – embedding it across the organisation is another. To ensure your HR strategy succeeds, keep these best practices in mind:

Involve Key Stakeholders Early

HR strategy cannot exist in isolation. Involve leaders, managers, and employees from the outset to build alignment and ownership.

Keep Budget Realistic

Great strategy fails without financial backing. Focus on initiatives that deliver high impact within existing resources and demonstrate ROI to secure future investment.

Balance Strategic and Operational Tasks

Never lose sight of compliance and day-to-day HR operations. Strong foundations support long-term strategy.

Prioritise Measurable Goals

Use clear key performance indicators (KPIs) – such as retention rates, cost per hire, or engagement scores – to track progress and adjust your approach as needed.

Review and Evolve Regularly

The workforce and economy evolve fast. Review your HR strategy at least annually to ensure it remains aligned with business direction and market conditions.

How to Use People Analytics?

People analytics turns workforce data into actionable insights that drive better decisions across every area of HR.

To use people analytics effectively in your HR strategy, start by identifying key questions your business needs to answer – such as what factors influence turnover, which teams show the highest engagement, or where skills gaps may exist.

Next, collect data from reliable sources like HRIS systems, surveys, and performance reviews, then analyse it for patterns and correlations.

For example, you might discover that certain managers have lower attrition rates due to stronger feedback practices, or that productivity spikes in teams with flexible work arrangements.

The goal isn’t really just to gather numbers, but to translate them into stories that guide action – shaping recruitment, training, and retention strategies based on evidence rather than instinct. Over time, this data-driven approach helps HR leaders predict workforce trends, measure the impact of interventions, and align people initiatives directly with business outcomes.

Final Thought

A strong HR strategy is not just about managing people – it’s about empowering them. When HR shifts from reactive problem-solving to proactive strategy, it unlocks innovation, productivity, and long-term growth.

At OrgShakers, we work with organisations to design HR strategies that turn people data into business performance. From workforce planning and leadership development to talent optimisation and succession, we help clients align their people plans with their commercial ambitions.

If you’d like to explore how a strategic HR framework can future-proof your organisation, get in touch with our team today.

Generation Z is no longer ‘the future’ of work – they are here, reshaping workplaces right now. Born between the late-1990s and 2010s, Gen Z already makes up a growing slice of the global workforce and is projected to account for almost a third of US employees by 2030.

For employers, this isn’t a challenge to overcome. It’s an opportunity to harness a generation that is ambitious, tech-fluent, and deeply invested in meaningful work.

What Gen Z Wants

Gen Z brings different priorities compared to previous generations. Deloitte’s 2025 Global Gen Z & Millennial Survey shows 86% of Gen Z rate mentorship and guidance as important, while only 6% see leadership titles as their primary career goal. In other words, this group wants learning and growth more than hierarchy.

Flexibility matters too, but the data is nuanced. Only 23% of remote-capable Gen Z prefer fully remote work. Younger workers actually crave the social learning and connection that come with in-person collaboration, yet they also report the highest levels of workplace loneliness – a tension that smart employers can address by designing hybrid work around meaningful human interaction.

Why Employers Should Welcome This Shift

The traits Gen Z are asking for – mentorship, continuous learning, wellbeing, and authentic connection – align perfectly with what businesses need to thrive. When organizations create pathways for growth and meaningful interaction, they see higher retention, faster upskilling, and stronger cross-generational collaboration.

Rather than seeing Gen Z as ‘hard to manage’, employers should recognize them as the generation most likely to modernize culture and push for healthier, more balanced workplaces.

How to Deliver What Gen Z Needs

• Mentor-First Onboarding and Development – pair Gen Z hires with accessible mentors (and this can be peers, not just senior leaders) and track progress with micro-certifications. This directly answers the call for growth that is being asked for.
• Redesign Hybrid Work for Connection – shift from arbitrary office mandates to team-based collaboration days that prioritize workshops, social learning, and cross-team projects. Have staff work in the office on set days, but ensure these days are purposeful, and that they are not just doing the same work they could be doing remotely.
• Train Managers to Be Coaches – adjust KPIs so managers are measured on how they develop talent. With the right tools and support, managers become the mentors Gen Z expects.
• Prioritize Wellbeing in Practice – go beyond surface-level perks: offer mental health resources, visible EAPs, and time-off policies that encourage balance.
• Measure What Matters – use pulse surveys to monitor mentorship quality, perceived learning, and social connection, and try to act promptly on feedback. This immediately reassures staff that these surveys are not just tick-box exercises.

The Business Case Is Clear

By investing in Gen Z’s aspirations, employers don’t just keep young workers engaged, they future-proof their organizations. The return comes in faster skill development, stronger retention, and a culture that attracts talent across all generations.

Gen Z isn’t just dreaming of better work – they are asking employers to help shape it. And the companies that listen will lead…so, if you would like to discuss how we can help your company make its dreams of sustainability a reality through Gen Z talent, please get in touch with us today.

Imagine this: you are an employee logging into work on a Monday morning. Within minutes, your activity is tracked – keystrokes monitored, screen time logged, webcam blinking occasionally. You haven’t done anything wrong, but the feeling is unmistakable: you are being watched.

Now imagine a different Monday. Your workflow app reminds you to take a break after two hours of deep focus. Your calendar is auto-adjusted to prevent meeting overload. If your productivity dips, you are sent a private check-in asking if you need support, not discipline. This is the same technology being used, just a different philosophy.

Employee monitoring is more prevalent than ever, but whether it becomes a tool for control or a lever for trust depends on how employers choose to use it.

Today, around 78% of employers use some form of monitoring technology, from activity trackers to AI behavior analytics. Yet there’s a glaring disconnect: while 68% of employers believe these tools improve performance, 72% of employees feel monitored systems breed mistrust, and over 43% report feeling anxious or uncomfortable due to workplace surveillance.

This is where HR can play a vital role to employers when it comes to optimizing the use of these surveillance tools. Rather than defaulting to invasive surveillance, organizations can use smart data ethically to enhance work, not micromanage it. For example, anonymized analytics can reveal overburdened teams, highlight patterns of digital overload, or uncover workflow inefficiencies. This helps HR and leadership make informed decisions about resource allocation, mental health interventions, and even meeting design.

The key is intentional design and transparent communication. Employees should know what’s being tracked, why it matters, and how the information will be used. Better yet, let them opt in or provide feedback on the systems, as trust increases when employees feel respected rather than spied on.

Employers can also work with HR to create joint governance structures – committees or cross-functional teams that review monitoring policies, vet tools, and escalate concerns. When employees participate in shaping the guardrails, they feel ownership, and the whole organization benefits from a more inclusive approach.

Forward-thinking companies are already reframing monitoring from ‘surveillance’ to smart enablement. Instead of focusing on when someone logs in, they’re asking: How can we support this person to do their best work? This shift opens doors to better focus time, fewer distractions, and clearer performance benchmarks.

From a productivity standpoint, data shows that when used ethically, workplace analytics can boost efficiency by up to 30% through workload balancing and distraction reduction. That’s not from watching people, it’s from understanding how work gets done and subsequently removing blockers.

The future of workplace tech doesn’t have to be dystopian. If we approach digital tools as allies instead of enforcers, we can create work environments that are more human, not less.

If you would like to discuss how we can help your company ensure that it is optimizing its surveillance tools to build trust rather than break it, please get in touch with us today.

Manager burnout in 2025 isn’t a side issue – it’s the linchpin of organizational health. When managers are overloaded, teams start to disengage, and with Gallup finding that global employee engagement fell to just 21% in 2024, it’s important to note that manager burnout is one of the central drivers of this.

If we look at the US specifically, only 32% of employees report being engaged at work, meaning that a whopping two‑thirds are not fully invested.

The fact is, managers are squeezed: they spend up to three‑quarters of their day in meetings (some report over 260 meetings a year) leaving little deep time for coaching or decision‑making. And about 36% of managers reported burnout symptoms in 2024, with many considering quitting altogether. And a survey from earlier this year confirms this notion, as two thirds of managers agreed they had a heavy workload strain to contend with. in early 2025.

This is a crisis, but it can be turned into opportunity.

First, let’s acknowledge managers are often the silent workforce, and because of this they need structural support: smaller spans of control, optimized meeting schedules (trim agendas; combine or cancel unnecessary meetings), and protected time for meaningful engagement with their team.

Next, invest in manager development. Not just hard skills but emotional resilience, healthy boundary setting, and mental‑health literacy. When managers receive regular coaching and peer support, burnout rates will drop. And the proof is in the numbers – according to a leadership study, organizations with proactive burnout prevention saw a 35% decrease in leadership turnover.

Third, employers should be creating redundancy and relief systems. Cross‑team backup for coverage during high-pressure periods, job‑sharing, or rotational leave can really help to relieve pressure. And be sure to normalize manager wellbeing: encourage them to take leave and truly disconnect, building recovery into their calendars.

Finally, transparent communication across the company goes a long way. When managers understand strategic rationale behind decisions, they carry less stress and deliver clearer direction to their teams. This transparency then reduces anxiety, builds trust, and prevents miscommunication in the future.

By investing in manager resilience, employers can lift team engagement and energize their entire workplace performance. For employers, this hidden crisis offers a clear opportunity: shift from reactive support to proactive investment – giving managers the space, skills, and structure to lead well. In doing so, they will be equipped to nurture thriving teams, whilst maintaining a healthy and sustainable level of engagement.

If you would like to discuss how we can help alleviate the effects of manager burnout to ensure that your people managers are unlocking the most potential out of their teams, please get in touch with us today!

Workplace friendships have always been a part of professional life, but their importance has grown significantly in recent years. Far from being a “nice-to-have,” research shows that close relationships at work can boost engagement, performance, and overall job satisfaction.

Gallup data highlights that having a best friend at work is strongly linked to business outcomes, including profitability, safety, and retention. Employees who report having a best friend at work are more likely to engage customers, get more done in less time, and share innovative ideas. Other studies confirm that more than 76% of employees have at least one close friend at work, and many organizational psychologists recognize these relationships as key to collaboration, adaptability, and psychological safety.

How Can HR Leaders Leverage Workplace Friendships to Drive Performance?

The pandemic underscored the value of strong social ties in the workplace. For many employees, having a close colleague to lean on made the difference during periods of uncertainty, isolation, and heavy workloads. Whether it was sharing encouragement during remote schooling challenges or providing accountability during fully remote work, friendships helped employees feel supported and connected.

When employees know someone has their back, they are more likely to go the extra mile. Best friends at work are not just social companions, they help drive performance and resilience. They create an atmosphere where people feel safe to share ideas, take risks, and be authentic.

The Role of Leaders and Culture

Despite the benefits, only about two in ten employees in the U.S. report having a best friend at work. This means many organizations are missing out on the positive outcomes that strong workplace relationships can deliver.

Leaders play a central role in shaping a culture that encourages friendships. This includes:

• Promoting intentional connections: Leaders and managers can model the value of forming relationships by making time for casual conversations, celebrating milestones, and encouraging peer-to-peer support.
• Creating opportunities for interaction: Team-building activities, cross-functional projects, or even short “virtual coffees” can give employees the chance to connect in a natural way.
• Encouraging open communication: A culture where employees regularly share updates, celebrate successes, and acknowledge challenges helps colleagues build trust and deepen relationships.

Balancing Friendship and Professionalism

While friendships can be powerful drivers of engagement and culture, they also need healthy boundaries. Friendships at work should never compromise professionalism, accountability, or fairness. Clear values, respect for boundaries, and alignment on team goals are key to ensuring that relationships remain a positive force.

Employers can coach managers and employees on how to balance these dynamics. For example, recognizing that while humor and camaraderie build cohesion, maintaining clarity around roles and responsibilities is equally important.

The Bottom Line

Workplace friendships are more than a social perk. They are a strategic asset that fuels engagement, productivity, and retention. In the post-pandemic workplace, where many employees feel emotionally taxed and physically distanced, these connections are even more critical.

It’s also a lifeline for mental health, with research showing suicide is the leading cause of death for men under 50 it’s more crucial than ever to encourage male connections in the workplace, and it’s equally just as important for everyone to feel comfortable and supported at work.

The goal for employers is not to force friendships but to create the conditions where they can naturally form. This means designing cultures that value connection, trust, and shared purpose.

By supporting authentic relationships, organizations can build teams that are not only more engaged but also more innovative, resilient, and ready to meet the challenges of the modern workplace.

If you would like to explore how to foster workplace friendships while maintaining balance and professionalism, get in touch with us at hello@orgshakers.com.

What We’re Reading: Radical Respect by Kim Scott

Teamwork makes the dream work – that is the age-old mantra that has remained true to this day. But whilst it’s easy to say, knowing exactly how to achieve a culture where everyone in a team is respected and included is another thing entirely. That’s why this month, we have picked up a copy of Kim Scott’s latest book, Radical Respect: How to Work Together Better.

Kim is a former executive at Google and Apple, where she led teams in AdSense and faculty development, respectively, as well as the co-founder of Just Work, a company that helps organizations eliminate workplace injustice. In addition to this, she is the author of the bestselling book Radical Candor, and this is her much-anticipated follow-up.

In Radical Respect, Kim expands on the principles she introduced in Radical Candor, turning her attention toward building more inclusive, collaborative, and respectful workplaces. The book explores how to challenge bias, prejudice, and bullying effectively while fostering psychological safety and meaningful connection across teams.

She introduces the concept of a ‘radically respectful’ workplace as one where people are free to be themselves and do their best work without fear of exclusion or harm. She argues that respect is not a passive feeling but an active practice, and central to this approach is her ‘Respect Radicalism’ framework, which helps individuals and organizations identify and disrupt harmful behaviors – whether intentional or unconscious – while encouraging open dialogue and mutual accountability.

Drawing on her own personal experiences, Kim highlights how even well-intentioned leaders can perpetuate toxic cultures if they avoid uncomfortable truths. She urges readers to name the problem without shame, suggesting tools for responding to workplace injustice in real time – whether you are a leader, a team member, or a bystander.

One of the key takeaways from the book is that creating an inclusive workplace is not about perfection, but about commitment to growth. Kim emphasizes that we all make mistakes, and the goal isn’t to avoid them entirely but to acknowledge them with humility and improve. The book includes practical strategies, real-world case studies, and actionable steps for speaking up, listening better, and encouraging respectful disagreement.

Radical Respect is an insightful, accessible, and deeply empathetic guide for anyone striving to create a workplace where everyone feels seen, heard, and valued. Kim balances hard truths with hopeful optimism, offering readers both the courage and tools to do better – not just as leaders, but as colleagues and humans. Unlike many DEI-focused texts, her tone is invitational rather than accusatory, making the book especially effective in engaging those who may feel overwhelmed or unsure where to begin.

If you would like to discuss how we can help create a culture of radical respect in your workplace, please get in touch with us today!

And in the meantime, be sure to grab a copy of Radical Respect – you can purchase a copy here in the US and here in the UK.

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.

The business landscape is undergoing a profound transformation, driven by the accelerating pace of technological change. For human resources professionals, this new environment presents a critical mandate: moving beyond traditional skill-building to champion what’s known as “skills velocity” – the speed at which employees can acquire and adapt to new capabilities. This strategic shift is proving to be a key differentiator for top-performing companies and positions HR to lead organizations into a future defined by AI integration.

In this article, we explore the idea of “replacement” from AI, including the question of “can AI replace HR?”.

We aim to present a different argument, how AI can boost skills velocity within an organisation and how AI might change the HR landscape within a business without introducing changes to recruitment. 

Boosting Skills Velocity with AI

The importance of skills velocity is underscored by the sheer speed of innovation. Recent research highlights that the half-life of professional skills has fallen dramatically, now estimated at around five years. This rapid obsolescence means that the abilities that were valuable just a few years ago may now only retain half their market value. 

Forward-thinking companies, referred to as “pacesetters” recognize this reality and are actively investing in their workforce’s adaptability. These organizations are not only performing well financially, but also demonstrate stronger customer satisfaction, are recognized as leaders in innovation, and have a more resilient employer brand.

For these pacesetting companies, a successful skills strategy is built on six key components:

• AI for Growth, Not Just Efficiency: AI’s true value extends beyond cost-cutting; it’s a tool for boosting innovation and enhancing customer outcomes.
• Continuous Innovation as Standard: Skills development is no longer a one-time event, but an ongoing process that must evolve with the needs of every role.
• Work Redesign for Productivity: Modern organizations are rethinking workflows to better align with skills and capabilities, disrupting traditional hierarchies.
• Talent Density Over Quantity: These companies focus on building teams with complementary, evolving skills, creating a pipeline for employees to move into more advanced roles.
• Change Management for Agility: Pacesetters leverage skills velocity to change quickly and be more agile in the market.
• AI-Powered Systemic HR: These organizations deploy AI-enabled HR systems to bring agility to talent, skilling, and recruiting strategies.

A central theme in this skills-based revolution is the evolving relationship between humans and technology. The introduction of AI has led to concerns about job displacement, with some reports predicting significant job losses. However, a deeper look at the data reveals a more nuanced picture. 

A 2024 study by SHRM found that most organizations using AI are seeing it transform jobs rather than eliminate them, and a McKinsey survey from the same year indicated that organizations that redesign workflows around AI are seeing the most positive impact.

Historically, new technologies have often acted as “co-workers” rather than replacements. The introduction of ATMs in the late 1960s, for example, did not eliminate bank tellers. Instead, it freed them from routine transactions, allowing them to focus on higher-value customer services. This historical parallel provides a powerful framework for understanding the role of AI today. 

As organizations integrate AI tools, they will increasingly look to HR professionals to act as coaches, guiding employees on how to interact successfully with new technology to optimize their abilities.

This new reality requires a new approach from HR. Instead of simply managing talent, HR must become a strategic partner in managing the human-technology co-existence. A 2025 report from the World Economic Forum suggests that while some entry-level jobs are at risk of automation, AI can also democratize access to jobs by making it easier to build technical skills. This presents an opportunity for HR to harness AI as a tool for training the next generation of professionals and ensuring a robust talent pipeline. 

By demonstrating how AI can help employees free up time from administrative tasks for more meaningful work, HR can not only enhance employee morale and productivity but also secure a company’s reputation as an innovator in a rapidly changing world.

So, Are HR Professionals being replaced by AI?

While AI is automating a growing number of administrative HR tasks – from resume screening and interview scheduling to answering common employee queries – it is not replacing the core function of the HR professional. Instead, it is redefining it. Research from 2025 confirms that the global impact of AI on jobs will be neutral, with new roles emerging as others are transformed. 

The human skills that AI cannot replicate, such as emotional intelligence, critical thinking, strategic planning, and fostering a positive workplace culture, are becoming more important than ever. HR professionals are moving from a transactional role to a more strategic one, using AI as a tool to gain deeper insights and free up time to focus on complex people-centered challenges. The future of HR belongs to those who can master the use of AI to enhance human capabilities and drive organizational value.

How can AI be used in HR?

The applications of AI in HR are rapidly expanding across the entire lifecycle, making processes more efficient, data-driven, and personalized. In recruitment and talent acquisition, AI tools are automating resume screening, drafting job descriptions, and conducting initial interviews through chatbots, which can reduce time-to-hire by an average of 50%. This frees up recruiters to focus on building relationships with top candidates and making strategic hiring decisions. 

For learning and development, AI provides personalized learning paths by analyzing an employee’s skills and performance data, then recommending specific courses to close skill gaps. In performance management, AI helps in real-time tracking of goals and provides managers with data-driven insights to offer more timely and objective feedback. 

Employee engagement and retention are also being transformed, with AI analyzing feedback and sentiment from surveys to predict turnover risks and recommend proactive interventions. 

Finally, in HR administration and compliance, AI systems handle repetitive tasks like payroll processing, benefits administration, and policy compliance monitoring, reducing errors and ensuring the organization stays current with evolving regulations.

Conclusion

The age of AI is not a threat to be feared, but a seismic shift to be embraced. The success of today’s leading organizations is intrinsically linked to their ability to foster a culture of skills velocity, one where employees and the organization as a whole can rapidly adapt to new technologies and market demands. There is a chance in the HR world for HR and AI to go hand-in-hand and boost productivity. 

For HR professionals, this means stepping into a new, more strategic leadership role. By acting as a guide and a partner, HR can help the workforce navigate the integration of AI, ensuring that technology serves to augment human potential rather than diminish it. This proactive approach will not only drive business success but also ensure that organizations remain agile, innovative, and deeply human in an increasingly automated world.

Want to discuss how best to utilise AI in your organisation from a HR standpoint? Get in contact with OrgShakers today.

In today’s hyper-connected business world, cybersecurity is no longer solely the domain of IT. As cyber threats escalate in sophistication, driven significantly by advancements in Artificial Intelligence (AI), the Human Resources (HR) function is emerging as a critical partner in building a resilient organizational defense. HR’s unique position as the custodian of employee well-being and organizational culture makes it indispensable in mitigating risks and fostering a security-aware workforce.

There are many ways to mitigate risk in cybersecurity, but at OrgShakers, we believe training and HR’s role in training is vital for cybersecurity risk mitigation.

Recent data underscores the urgency of this collaboration. According to 2024 figures from the Office for National Statistics, cybersecurity is a high priority for senior management in 75% of businesses and 63% of charities. Despite this heightened awareness, the threat remains substantial: half of all businesses (50%) and approximately a third of charities (32%) in the UK reported experiencing a cyber security breach or attack in the 12 months leading up to April 2024. The average cost of a data breach globally reached an all-time high of $4.88 million in 2024, with business disruption and post-breach customer support driving a 10% cost jump from 2023. These figures highlight that technical solutions alone are insufficient; the human element, which accounts for 68% of breaches when excluding malicious privilege misuse, is the most significant vulnerability and the first line of defense.

The Evolving Threat Landscape: AI’s Dual Impact

AI has dramatically altered the cybersecurity landscape, posing both new challenges and opportunities. While AI-powered tools are being leveraged by defenders for threat detection, automated response, and predictive analytics, cybercriminals are also harnessing AI to craft more convincing and scalable attacks. This “AI vs. AI” dynamic is pushing the cybersecurity field towards an arms race.

For HR professionals, the implications are profound. AI-driven attacks have made traditional phishing exercises far more potent. Scammers can now use AI to clone voices from short audio clips or generate “deep fakes” – fake photos and videos – to make social engineering tactics incredibly convincing. This means employees are facing increasingly sophisticated attempts to trick them into revealing sensitive information or installing malware. For instance, fake contracts of employment, complete with company logos and relevant information extracted from public websites, are now being used in highly authentic-looking scams. Social media also presents an added risk, with new hires often targeted by phishing scams as they are perceived as less familiar with internal processes.

Considering Cybersecurity for HR Professionals

HR and Cybersecurity has an opportunity to go hand-in-hand. HR’s involvement in cybersecurity initiatives is not merely beneficial; it is imperative. By integrating cybersecurity into various HR functions, organizations can significantly bolster their defenses:

• Strengthening Recruitment Protocols: Robust recruitment processes should include evaluating a candidate’s understanding of cybersecurity principles, making cyber hygiene as crucial as professional skills. This helps fortify the organization against both internal and external threats from the outset.
• Policy Formulation and Enforcement: HR is key in developing and enforcing clear, comprehensible policies on password management, personal device usage, and data handling. These policies are foundational in reducing the risk of security breaches.
• Encouraging Responsible Digital Behavior: Promoting a culture of accountability regarding digital actions is paramount. This includes regular reviews and updates of cybersecurity protocols, emphasizing adherence to established procedures.
• Employee Exit Management: A meticulous offboarding process is essential when employees leave. HR must ensure timely revocation of access rights and the return of company assets to prevent former employees from misusing sensitive information.
• Collaboration with IT Department: A cooperative relationship between HR and IT is crucial for promptly addressing employee needs and concerns related to cybersecurity, ensuring a secure and resilient digital infrastructure.
• Addressing Insider Threats: Insider threats, whether malicious or unintentional, remain a substantial risk. HR can mitigate this through thorough background checks, strict access controls based on the principle of “least privilege” (each user gets the minimum access necessary), and vigilant monitoring for anomalous employee behavior. The ability to identify behavioral changes or patterns, such as conflicts with colleagues or non-compliance with training, can be crucial early warning signs.
• Confidentiality and Data Protection: As custodians of sensitive employee information, HR must uphold stringent data protection measures. Encrypting HR data, restricting access based on roles, and conducting regular audits are vital in maintaining trust and preventing breaches.
• Fostering a Reporting Culture: Employees must feel empowered to report suspicious activities without fear of reprisal. HR can establish clear reporting mechanisms and assure employees that their concerns will be addressed promptly and discreetly. This proactive approach contributes to a strong security posture.
• Proactive Risk Management: By conducting regular risk assessments and audits, HR contributes to identifying and evaluating potential human-factor risks, thus enhancing organizational resilience.

Building an Engaged and Effective Cybersecurity Training Program

Despite the critical need, a significant gap exists in employee cybersecurity education. A 2024 global poll revealed that 40% of employees have never received cybersecurity training from their organization, and only 27% believe their organization’s security measures are very secure. Even when training is offered, engagement can be low due to a “it won’t happen to me” attitude or a lack of understanding of the seriousness of threats. This oversight can be devastating, as demonstrated by incidents like the 2022 NHS phishing campaign that compromised over 130 email accounts.

To truly “land” cybersecurity training, HR professionals must adopt a continuous, engaging, and relevant approach:

• Move Beyond Generic, Infrequent Training: Training is often too technical, not aligned with specific job roles, or fails to keep pace with evolving threats. Cybersecurity should be a continuous process, not a one-time requirement.
• Embrace Mixed-Media and Interactive Learning: Traditional, passive training methods often lead to low retention. Incorporate interactive and gamified learning, such as phishing testing tools with leaderboards (without “naming and shaming”), and real-life scenarios through videos, case studies, and round-table discussions. Tailoring the approach to different learning styles is crucial.
• Communicate Consequences Clearly: Employees need to understand why cybersecurity is relevant to them, both personally and professionally. Highlighting the potential financial losses, reputational damage, and legal implications of breaches can significantly increase engagement. The average cost of a data breach in the UK was £5,900 in 2024.
• Adapt Training Based on Feedback: Soliciting employee feedback on training tone and content ensures it resonates with the company culture and specific workforce.
• Involve Line Managers: Line managers are instrumental in reinforcing the importance of mandatory training. Devolving responsibility to them, and linking training completion to performance reviews or progression, helps embed a culture of security.
• Offer Flexible and Bite-Sized Learning: Time constraints are a primary barrier to upskilling for nearly half of employees (47%). Providing dynamic, flexible, and bite-sized learning modules, accessible remotely and on the go, can significantly improve completion rates and retention. Adding elements of rewards and interactive competition can further enhance enjoyment and impact.

Conclusion

The convergence of HR and cybersecurity strategies is not just beneficial; it is a strategic imperative for organizations navigating the increasingly complex digital landscape. As AI empowers cybercriminals with more sophisticated attack vectors, the human element becomes simultaneously the greatest vulnerability and the most potent defense. HR professionals, by leveraging their expertise in talent management, policy development, and cultural influence, are uniquely positioned to transform employees from potential weak links into a robust, security-aware human firewall. At OrgShakers, we recognize the critical synergy between HR and cybersecurity. By fostering a collaborative environment, strengthening recruitment protocols, implementing clear policies, championing continuous and engaging training, and proactively addressing insider threats, HR can significantly enhance an organization’s overall cybersecurity posture. We are committed to helping you usher in a new era of collaboration between HR and cybersecurity teams, synergizing your efforts to strengthen defenses and build a future where the security and well-being of your organization are mutually reinforced. If you would like to discuss creating a comprehensive cybersecurity roadmap in conjunction with your HR function, ease 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!