Once upon a time, in a workplace not so far away, three employees faced challenges that tested the magic of their HR departments. With the right support from their employers, they knew that they could find their happily ever after…

“Hansel and the Breadcrumbs”

Hansel was excited to start his new job. He had worked hard to land a role in his dream company, but after onboarding, he felt lost in an unfamiliar forest of responsibilities. His manager was always too busy, and any guidance he received was scattered, much like a breadcrumb trail leading nowhere.

Hansel isn’t alone – over half (54%) of office-based employees said they were dissatisfied with their onboarding experience. Without any clear direction, he struggled to find his way, second-guessing himself and feeling isolated.

How can Hansel’s employer help him?

Firstly, companies should ensure structured, well-documented onboarding programs that don’t leave new hires to fend for themselves. Regular check-ins with a mentor or manager can help employees feel guided and supported. A buddy system, where a more experienced colleague helps navigate the first few months, can also work wonders.

And, most importantly, onboarding shouldn’t end after a few weeks. Continuous learning opportunities and career development plans ensure employees feel valued long after their first day. And this sentiment rings true – a Glassdoor survey found that a strong onboarding process improves a company’s retention rate by 82%.

“Rapunzel and the Remote Tower”

Rapunzel was thriving in her fully remote role – until she wasn’t. At first, working from home felt liberating. But over time, isolation crept in, and the excitement of flexible working turned into a lonely existence. She missed casual coffee chats and brainstorming sessions, and despite attending every virtual meeting, she still felt disconnected.

Rather ironically, she’s not alone – 67% of remote workers reported feeling disconnected from their colleagues. This is because a lack of in-person interaction can make employees feel like they’re trapped in a tower, with little social engagement.

So, how can Rapunzel’s employer support her?

Remote work should not mean working in solitude. Employers can implement virtual coworking sessions, casual chat channels, or monthly team-building activities to foster community. Hybrid work options, where employees can meet in-person periodically, can also help combat isolation if this is an option.

Most importantly, leaders should check in with their remote employees regularly – not just about tasks, but about their wellbeing, too. Encouraging employees to set boundaries and take microbreaks is key to ensuring they don’t feel trapped within their own four walls.

“The Three Little Pigs and the Big Bad Layoffs”

The Three Little Pigs worked hard to build their careers, but storm clouds loomed overhead. Economic downturns and restructuring left them anxious about job security. Some of their colleagues had already been let go, and rumors of more layoffs circulated like the wind. The first pig tried to ignore it, hoping it would blow over. The second panicked, applying to jobs frantically. The third, however, sought clarity from leadership.

With about 70% of employees saying layoffs negatively impact workplace morale, how can companies ensure their people feel secure, even in uncertain times?

Transparency is key. Leaders should communicate openly about business challenges and any potential restructuring, rather than letting rumors dictate the narrative. If layoffs must happen, organizations should prioritize empathy, offering career transition support and mental health resources.

For those staying, companies must rebuild trust by reinforcing a clear vision for the future, ensuring employees feel supported rather than expendable. Strong foundations – just like the pig who built his house of bricks – are what keep employees engaged even during turbulent times.

In today’s ever-changing workplace landscape, the magic isn’t in fairy godmothers or enchanted castles – it’s in the HR policies and leadership decisions that shape an employee’s experience. If companies want their employees to live happily ever after, then they must continue their commitment to making workplace wellbeing more than just a fairy tale. If you would like to discuss how we can help you achieve this, please get in touch with us today!

The modern workforce is undergoing profound shifts, with a significant trend emerging among younger employees: the “Great Detachment.”

This phenomenon, taking cues from the post-pandemic “Great Resignation”, reflects a growing number of employees staying in roles despite feeling unfulfilled and disengaged.

Alarmingly, Gallup’s State of the Workplace 2024 report reveals that only 23% of employees globally feel engaged at work, leaving a staggering 77% in a state of disengagement.

For HR leaders, this trend underscores a pressing challenge: re-engaging an increasingly detached workforce. The competitive job market has made transitions less frequent, but dissatisfaction remains pervasive, impacting both employee wellbeing and organizational productivity.

While complete fulfillment at work may be an ambitious goal – surveys show that just 7% of Americans and 25% of UK adults claim to be in their dream careers – the rise of younger generations in the workplace introduces new attitudes shaped by pandemic-era reflection. For them, “settling” in an uninspiring job is no longer a compromise they’re willing to make, resulting in disengagement that carries tangible consequences for businesses.

What Can Employers Do?

HR leaders must move beyond traditional engagement strategies to address this paradigm shift. A promising approach lies in fostering a culture of flexibility and creativity—giving employees the opportunity to shape their roles to align more closely with their passions and talents.

Job Crafting and “Squiggle Room”

One innovative strategy is enabling ‘squiggle room’, a concept encouraging employees to job craft. By integrating individual strengths and interests into daily responsibilities, employers can empower staff to find deeper meaning in their work. This not only rekindles engagement but also stimulates innovation by leveraging diverse perspectives to solve business challenges.

For organizations, the benefits of job crafting are manifold. Beyond improving engagement, it cultivates a culture of adaptability—a critical advantage in navigating today’s rapidly evolving business landscape. Employees who feel empowered to contribute creatively are more likely to generate fresh ideas, solve problems effectively, and remain committed to their roles.

Flexibility as a Cornerstone

Flexibility remains a pivotal element in employee attraction and retention strategies. Squiggle room supports this by embracing the dynamic nature of work, ensuring organizational goals are met while providing employees with pathways to innovate and excel. Companies that prioritize flexibility and encourage job crafting position themselves as leaders in employee engagement, fostering a workforce that’s resilient, motivated, and productive.

Re-engaging employees amid the Great Detachment requires HR leaders to think beyond conventional frameworks. By championing personalized roles and cultivating a flexible work environment, organizations can effectively address disengagement while driving meaningful outcomes. The time to act is now—the future of work depends on it.

If you would like to discuss how we can help with your employee engagement strategies, please get in touch with us today!

The corporate world can at times be guilty of adhering to traditional (and, dare we say, outdated!) bureaucratic systems that prioritize control and efficiency at the expense of creativity and motivation.

Well, to challenge this issue, we grabbed ourselves a copy of Gary Hamel’s and Michele Zanini’s book, Humanocracy: Creating Organizations as Amazing as the People Inside Them.

Gary Hamel is known as one of the most influential and iconoclastic business thinkers of our time who has worked with leading companies across the globe. He is the co-founder of Management Lab which is designed to help the world’s largest and most successful companies accelerate the pace of their management innovation. His co-author Michele Zanini is also co-founder of Management Lab, whose own ideas are fuelled by his years of on-the-ground research on the limits of traditional management and how successful companies can overcome these obstacles.

Pooling their vast experience and knowledge, Gary and Michele created Humanocracy in which they propose companies make a radical shift that would see employees given greater autonomy, decision-making power, and opportunities for growth. This approach acts as the blueprint for creating organizations that are as inspired and ingenious as the human beings inside of them.

According to their data, the critical building blocks for achieving a humanocracy are:

• Dismantling Bureaucracy – reducing unnecessary layers of management to enable more agility.
• Empowering Employees – giving individuals more control over their work and decision-making.
• Meritocracy Over Hierarchy – rewarding contributions rather than status.
• Encouraging Experimentation – fostering a culture where employees are encouraged to innovate.
• Customer-Centric Thinking – aligning operations with customer needs rather than internal politics.

Humanocracy acts as an insightful and compelling critique of traditional management structures, offering a bold vision for the future of work. Hamel and Zanini effectively illustrate how bureaucratic red tape inhibits creativity and how companies that embrace decentralization and employee empowerment can unlock greater levels of engagement, adaptability, and success in an economy where the pace of change is ever-increasing.

If you would like to discuss how we can help build a humanocracy in your workplace that creates space for innovation and creativity, please get in touch with us today!

And in the meantime, grab yourself a copy of Humanocracy here in the US and here in the UK.

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

Many studies have shown that employee happiness is linked to their productivity – the most famous of these studies citing that employees are around 13% more productive when they feel happy at work.

Employee happiness seems to be becoming a rising concern to employers; only a few months ago did Chinese company Pang Dong Lai make history by introducing ‘unhappiness leave’, a new form of paid time off where employees could now request an additional 10 days off if they were not feeling happy. Whilst this indicates care for their employees’ mental wellbeing, it doesn’t actually get to the root of the problem…that is, what is making them unhappy in the first place?

This is where having some real-time data around the happiness of your employees would be so beneficial. But how could an employer go about obtaining this? How does one ‘measure’ happiness?

Traditional methods of assessing employee well-being – such as annual surveys or exit interviews – are often outdated by the time they are analyzed. What employers need is real-time tracking which will allow them to gain insights into the current mood and morale of the workforce, enabling proactive interventions before issues escalate – and foregoing the need for unhappiness leave in the first place.

One of the most effective ways to track employee happiness in real time is by leveraging technology-driven tools that are specifically designed for this. For example, let’s take a look at a platform pioneered by Matt Phelan – the Happiness Index.

The Happiness Index measures employee sentiment by focusing on two key areas: Happiness (emotional wellbeing) and Engagement (purpose and motivation). Employees provide regular feedback through simple pulse surveys, and the system aggregates and analyzes this data to identify trends and areas for improvement.

By utilizing AI-powered sentiment analysis, the Happiness Index provides real-time insights, allowing HR teams and leaders to track fluctuations in employee wellbeing. In a nutshell, it helps businesses understand what’s working and what’s not, based on genuine employee sentiment rather than blind guesswork.

There are then multiple ways that this data on employee happiness can be used for the betterment of your business:

• Enhancing Workplace Culture – data on employee happiness helps businesses identify what contributes to a positive workplace culture. If employees report feeling stressed or disengaged, initiatives can be implemented like wellness programs, flexible work arrangements, or leadership training to improve workplace dynamics.
• Reducing Turnover – real-time happiness tracking allows organizations to spot signs of disengagement or dissatisfaction early. When employees consistently report low happiness scores, the underlying issues of this can be investigated and corrected to avoid the loss of top talent.
• Boosting Productivity and Innovation – as evidenced above,employees who feel happy and engaged are more likely to be productive and innovative. By continuously monitoring happiness levels, organizations can adjust their work environment to encourage peak performance (for example, redesigning office spaces to make them more complimentary to hybrid working).
• Personalizing Employee Experience – just as businesses personalize customer experiences based on data, real-time employee happiness tracking allows employers to tailor experiences for their workforce. Whether through customized learning and development opportunities or individual wellbeing support, organizations can create a more employee-centric workplace.
• Strengthening Leadership Effectiveness – leadership plays a crucial role in shaping employee happiness. By using real-time feedback, managers can gain insights into how their leadership style affects their teams and use this to adapt their management techniques.

Ultimately, investing in employee happiness isn’t just about making work enjoyable – it’s about fostering a sustainable and high-performing organization. Tools like The Happiness Index provide employers with the insights they need to make data-driven decisions that help to ensure sustainability, as well as improve the livelihoods of their teams.

If you would like to discuss how we can help unlock employee happiness in your organization, please get in touch with me at andy@orgshakers.com

When an employee seems disengaged or downcast, they may be suffering a new phenomenon that’s becoming increasingly common in workplaces around the world – ‘resenteeism’.

So, here’s a comprehensive look into this unproductive mentality, which has been dubbed the “silent productivity killer”.

What is Resenteeism?

Resenteeism happens when an employee stays in a job despite being unhappy.

They actively dislike their job and feel frustrated with their work or employer but feel trapped in their role due to financial obligations or other responsibilities.

Resenteeism is not to be confused with quiet quitting – when employees take control of their work life balance and push back on additional tasks and responsibilities outside of their job description.

Both concepts are a result of workplace dissatisfaction, however staff with resenteeism are perhaps more vocal about their dislike of their role, employer, or work environment.

Someone experiencing resenteeism may continue to be productive – which can make it difficult to spot – yet can have a damaging impact on employee morale and workplace culture.

Is Resenteeism the Same as Presenteeism?

While presenteeism refers to employees being physically present at work but unproductive, resenteeism involves maintaining satisfactory productivity but feeling frustrated and trapped.

Unlike presenteeism, which is passive, resenteeism is active and can be more destructive to workplace morale and culture.

Resenteeism is often harder to detect as employees may not vocalize their feelings to their managers, instead expressing their discontent to colleagues.

Causes of Resenteeism

Several factors contribute to the rise of resenteeism, including:

• Economic Pressures: Fears of recession and the rising cost of living make job security a priority, discouraging job changes.

• Workplace Trends: The ‘great resignation’ and ‘quiet quitting’ have left remaining employees feeling undervalued or forgotten.

• Pandemic Aftermath: The lingering effects of Covid-19 continue to affect workplace dynamics.

How to Spot Resenteeism

HR professionals should be vigilant for the following signs:

• Change in Attitude or Behavior: An employee showing consistent negativity or frustration may be experiencing resenteeism.

• Lack of Enthusiasm: Declining new opportunities or career development can indicate discontent with their role.

• Emotional Detachment: A lack of motivation and engagement in work or office activities is a red flag.

• Decline in Work Quality: A noticeable drop in work quality suggests an unhappy and disengaged employee.

Preventing Resenteeism

To tackle resenteeism, employers can take the following steps:

• Encourage Open Communication: Foster a culture where employees feel comfortable discussing their feelings and concerns.
• Promote Work-Life Balance: Encourage regular breaks and vacations to help employees recharge.
• Support Mental Health: Provide resources and normalize conversations about mental health.
• Offer Professional Development: Create opportunities for learning and growth within the organization.
• Enhance Employee Experience: Act on employee feedback to improve workplace conditions.
• Show Appreciation: Recognize and reward employees’ efforts, celebrating team successes to build a positive culture.

Resenteeism is a growing concern in today’s workplace, but with proactive measures, HR professionals can help create a more engaged and motivated workforce.

If you would like to discuss how we can help your organization tackle this silent productivity killer, please get in touch with us.

Pancake Day has become widely popular in British culture over the years.

Traditionally, Christians would eat pancakes on the last day before Lent – Shrove Tuesday – to use up things in the cupboard like flour, eggs and milk that they wouldn’t be eating during the 40 days before Easter.

Today it has evolved into a fun and cultural staple that many of us joyfully take part in.

When we think about pancakes, our minds tend to go one of two places – the thin, sugary lemon crepes of France, or the thick, maple-soaked stacks of North America.

But what is so interesting to note is that the pancake – something that seems relatively simple in its creation – takes on so many different forms, flavors, and styles across the world.

The Japanese have their savory pancake, called okonomiyaki, the Swedes have grated potato pancakes called raggmunk, and in South India they have thin, savory delicacies called dosas.

This clearly highlights the power of diverse perspectives.

The pancake has been reimagined, reshaped, and reborn in so many different ways across the globe, and now there are so many innovative approaches to one dish.

So, imagine applying this mindset to the working world – if employers foster and encourage diverse thinking, what are the benefits that they might be able to cook up?

Well, for one thing, a study published by Harvard Business Review discovered that teams solve problems faster when they are more cognitively diverse. Having a varied set of employees who have been enriched by different experiences in life will invite new ways of thinking and looking at something into workplace discussions.

This paves the path for innovation and creativity, as well as being able to expand their customer base into new market territories that were potentially being missed previously.

But it is not as simple as hiring diversly – employers must also strive to foster a culture of inclusion so that each employee feels that they belong.

This means encouraging open communication, embracing ‘taboos’, and challenging potential microaggressions that may hinder the assimilation of a diverse workforce. By creating this culture, employers will be able to unlock all of the opportunities that a diverse workforce has to offer, and there are many!

In a recent McKinsey report, it was found that successful diverse companies outperform less varied organizations.

So, on this Pancake Day, opt to adopt the pancake mindset, and embrace the power of diversity and new perspectives by taking something and seeing its potential to be so much more.

If you would like to discuss how we can help your company diversify its hiring practices and foster an inclusive culture, please get in touch with us.

The rise of artificial intelligence (AI) and cutting-edge technology is no longer just a trend; it signifies a fundamental shift in the business landscape.

To remain competitive, organizations must embrace this technological transformation, starting with their most valuable asset: their People.

First, organizations need to rethink their structures and processes.

Collaborating with experts in this field is essential for ensuring a smooth and successful implementation of these changes.

This is where OrgShakers come into play. We can help employers build a foundation to adapt and thrive in a tech-driven future by leveraging our expertise in leadership optimization, people strategy, and human capital risk management.

Strategic HR management plays a pivotal role in aligning humans harmoniously with technology, unlocking the full potential of this new opportunity. Our comprehensive approach includes everything from talent acquisition to leadership development, all designed to foster a culture of innovation and adaptability.

Creating this culture isn’t just about adopting new tools; it’s about driving strategic cultural and organizational transformation. This requires an approach that ensures changes in structure and strategy are deeply embedded within the organization’s culture and values, sparking a ripple effect that reaches every corner of the company.

Integrating AI and new technologies demands a strong emphasis on learning and development opportunities. Providing training opportunities helps mitigate any doubts or change fatigue employees might experience as they adapt to these advancements.

In 2025, staying ahead means embracing the evolution of AI and technology, with a focus on both people and processes. Partnering with OrgShakers offers organizations the expertise and support they need to navigate this transformative journey.

By aligning HR strategies with technological advancements, companies can cultivate a resilient, innovative, and competitive workforce ready to excel in our high-tech future.

If you would like to discuss our services in relation to AI and technology in more detail, please get in touch with us today.

What did you dream of becoming when you were a child?
And how close have you come to achieving that dream?

If your answer is “nowhere near” you’re not alone! In fact, only one in ten Americans say they are working their ‘dream job’.

This reality gives rise to frequent “if only…” moments for employees. “If only I’d stuck with that course.” “If only I’d studied for a different degree.” “If only I’d chosen that career path instead of this one.” The list goes on.

Research has found that a whopping 94% of employees regularly think about these alternate paths, with only 6% claiming they never or almost never entertain these thoughts. Indeed 21% of workers reported that they have these “if only” thoughts “often” or “almost always”!

And this is having a direct impact on business performance, as these employees tend to be more distracted, daydream more frequently, take breaks and days off more often, are less engaged, and are more likely to be searching for other jobs.

In today’s world, it’s easy to fall victim to this spiral of thoughts due to the multitude of choices we constantly face. LinkedIn’s Easy Apply option, for example, makes speculative applications for a new role simple and undemanding.

This may be a great way for an individual to scratch their “if only” itch, but it has driven a surge in the ‘apply anyway’ trend, with a 2023 report finding 73% of recruiters reporting a lack of qualified applicants for roles as the biggest challenge in the hiring process.

Given all of the above, it crucial for employers to address and redirect these “if only” thoughts into creative and innovative outputs. Here are some strategies to consider:

• Recognition: Acknowledging employee contributions is essential for boosting engagement. Quantum Workplace conducted research which discovered that when employees believe management will recognize their efforts, they are 2.7 times more likely to be highly engaged.  By regularly reminding employees of their value to the company and demonstrating how their work directly contributes to the business’s success, employers can reaffirm that their job matters and the choices leading them there were meaningful.

• Role Flexibility: Creating opportunities for ‘job crafting’ is an effective way to diminish “if only” feelings. Allowing employees to innovate within their roles and incorporate personal passions fosters fulfillment. Managers should strive to understand their employees’ talents and interests, finding creative ways to integrate these elements into their work. This approach helps align an employee’s identity with their job, reigniting their engagement and commitment.

• Internal Locus of Control: In psychology, individuals with a high internal locus of control  believe they have significant control over their behavior and view outcomes as a result of their actions rather than external factors. Coaching employees to develop this mindset can help them respond productively to “if only” thinking. When employees feel empowered and responsible for their successes, they are less likely to be distracted by past choices and more focused on their current roles.

It’s natural for employees to occasionally wonder about alternate career paths. While harmless reflection can be beneficial, those who find themselves stuck in the past may need support to move forward. HR practitioners play a vital role in guiding employees through these thoughts and helping them find purpose and engagement in their current roles.

If you would like to discuss how we can help improve your employee engagement levels by optimizing the wonderment of “if only”, please get in touch with us.

Together, we can transform these reflections into productive and fulfilling experiences for your workforce.

In the first part of this article, I gave a brief introduction to what agile methodology is and how this can be applied to the HR practice – however, before you launch into creating squads and inviting everyone to be part of your new way of working, let’s check in on the potential limitations or obstacles you might face so you can work through how to overcome them, and/or ensure that the outcome you strive for will benefit from an agile approach.

Firstly, there may be some growing pains when it comes to teaming people up. We must remember that the concept of ‘teamwork’ has evolved dramatically since the pandemic. With the mass adoption of hybrid and remote working styles, using new tools such as Miro, Trello and other interactive job management and collaboration tools, will be new to most people and will take some time to get used to. In-person teams and individual collaboration may also be a skill some have yet to flex their muscles in – especially in a context where each member of the team is very reliant on the other to ensure that the project can continue moving forward at pace.

Squads can also suffer from friction between members if they approach the work by ‘protecting their territory’. As teams are multi-disciplinary, there will be a healthy sharing of views with some team members making suggestions and interjections on aspects of the activity set that is outside their domain. This can be perceived badly if the squad has yet to move from storming to norming. The fusion of skills is the entire reason the process is so successful, as it allows for obstacles to be worked through quickly and carefully so that valuable insight and innovation can be embraced and used.

The size of the squad can be another enabler if the members are chosen well. It can be difficult to avoid upsetting someone who had wanted to be part of the squad when trying to stay within the 8–10-member limit. However, squads that are over-representing a particular insight or skillset can run the risk of having conversations dominated. Therefore, having equal representation will help to avoid this and keep things running smoothly.

Ambition can be another obstacle to overcome if you want to succeed. It’s not easy to set goals that are realistic and can be achieved within the determined timeframe. Agile is all about delivery of components of a larger goal in shorter timeframes, and includes lots of insight, trial, and error. Sprints are in short bursts so that, as a squad, you can present your findings, receive feedback, and venture into a second sprint with valuable lessons learnt, progress made, and knowing that you are on track to deliver something the customer will benefit from.

In HR, we have been guilty in the past to have operated in the same way the technology function can be guilty of, and that is to squirrel away on developing a tool/process that is best in class, but has no function in your organisation, or creates more work and less value for leaders and staff. Agile brings about amazing opportunities for a different way to ensure the tool/process is fit for purpose and harnesses all skills, strengths, and passion from the right people.

A watch out for pushing your squads too hard, however, comes in the form of deploying squads on multiple sprints. Operating sprints back-to-back may increase the risk of team members burning out, and it can be easy to get caught up in the progress being made and want to set even more ambitious goals for each sprint period. Agile methods require each member of the squad to be on top form throughout the sprint, and preferably without distraction from other work, as each member is reliant on the other for the flow of the work to continue and the goal to be achieved in the allotted timeframe. Therefore, it is advisable to have a small break in between sprints so team members can recalibrate before their next burst.

Agile working could be a game-changer for HR, from delivering projects and programmes that create value for teams and organisations, to HR team members being a part of other functional squads. It’s unlikely agile would work in the reactive operational environment, or indeed when HR partners are needed to be close to leaders and managers on a daily advisory basis. But HR can reap rewards from this way of working with a considered and managed approach; balance, transparency, and cohesiveness are key.

If you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com

Traditionally, HR workstreams could be organised into four sections: cyclical activities such as engagement surveys; reactive client focused work such as performance management; proactive business improvement such as organisational design and learning initiatives; and projects such as change programmes and process improvements. Often, as the speed of organisations influence the ability to deliver well, HR is left wanting in non-operational areas.

However, agile HR methodology may be a solution to keeping pace.

Agile in HR is quickly gaining traction across the globe, proving particularly popular in countries such as Australia and New Zealand. Essentially, agile methodology aims to achieve a unifying, specific goal in a much shorter amount of time. This is often done by combining a team of multi-disciplinary individuals from across the company and having them each take on activities that together, create momentum behind the activity that is broken down into smaller components of a larger goal. This group, known as a ‘squad’, will exchange and update their progress on a regular basis, gathering stakeholder feedback along the way so they can adjust their work real time, and deliver an outcome that more closely matches the needs of the recipients. This way of working is conducted in short cycles, or ‘sprints’, and keeps the squad focused, energised, and on the right track.

Whilst agile methodology will look different depending on the desired goal, there are a few staple factors of this methodology that will be consistent no matter what the intent:

• Multi-Disciplinary Teams – when forming a squad, it is important to identify all the relevant perspectives you will need to be represented in the team. The idea is to bring different perspectives and skillsets together to operate more efficiently, and to consider all perspectives in order to achieve the desired outcome. Within the HR function, a multi-disciplinary team might include various members of the HR sub-functions as well as stakeholders and external consultants.
• Stricter Timeframes – sprints will typically be between two weeks to a month. The idea of agile is that the squad rapidly deploys an outcome, so the roadmap is precise and regularly updated based on feedback and progress. This is different from traditional project management, in that everyone sees and hears about progress on a much more regular basis and can influence the next steps in real time. Goals can be achieved at a much faster rate due to the mix of skillsets, viewpoints, and feedback collaborating towards a common outcome. There are clear roles, responsibilities, and deadlines.  
• Transparency – part of the process involves everyone being honest about what they have and can complete within the timeframe the squad is working within. This requires transparency, vulnerability, and trust. As a multi-disciplinary squad, it is therefore important that everyone knows exactly what they are responsible for and the deadline for delivery. Many people new to agile can find it difficult to be so transparent and fear they are letting the squad down if they don’t complete their tasks. However, what happens in a squad that has pushed through this obstacle is that everyone supports each other, as the common goal overrides everything else.

So, might Agile be what HR has been looking for to help deliver timely solutions that create value for their client groups?

Check back here tomorrow for Part 2 where I outline the potential limitations or obstacles you might face and how you can overcome these when using agile methodology.

In the meantime, if you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with me at clare.parkes@orgshakers.com

Encouraging individuals to ‘give it 100%’ is a well-worn cliché. But is it actually the best way to optimize personal performance?

Those advocating the 85:15 rule – working at 85% capacity and keeping 15% for yourself – would beg to differ.

The 85:15 rule is thought to have stemmed from a technique used by Olympian Carl Lewis and his coach, who argued that athletes who were keeping 15% ‘in the tank’ rather than giving it the full 100% the whole time were much better at keeping pace for the duration of a race. And, considering Lewis won nine Olympic gold medals and one silver, he might have been onto something.

As an HR professional, part of my role is aiding an employer in optimizing their people power, but sometimes the thing that may help employees function at their best is by knowing at what point someone is optimized enough.

When we break it down, an employee working at their optimum does not automatically mean they are working at 100%. In fact, unknowingly, it usually means they are functioning at around the 85% mark. This is what all employers should be striving for with their teams, as this promotes a sense of consistency in the quality of work being produced that is realistic, reduces risk of burnout, and helps employees find more balance between work and life.

This idea of ‘giving everything you’ve got’ to your job is a somewhat outdated one, and has been carried over from previous generations of workers who were working in an ‘always-on’ culture. This ‘always-on’ ideology continues to loom in the face of remote and hybrid work blurring the lines between home life and work life, and so it is important for employers to be taking note of strategies such as the 85:15 rule to help prevent employees from being overworked.

What is very important to remember with this rule is that it isn’t saying ‘don’t try’, it’s saying ‘don’t burnout trying’! Keeping that 15% energy reserve helps prevent employees getting home from work and being too exhausted to do anything – even something as basic as making a meal. And when this is paired with the fact that many people have responsibilities outside of the workplace – caring for children, caring for elderly relatives – it only increases the importance of acknowledging this way of working.

This mindset also lends towards the encouragement of better brain health at work, and reminds employees how important it is to nourish and rest their brains in order to allow it to function to the best of its abilities.

With burnout from workplace stress at an all time high (over 40% across US and UK said that they were burnt out), leaders who are practicing this mindset and actively instilling it in their workplaces are normalizing the idea that it is okay to keep some energy for yourself, your brain, and your bodily health.

If you would like to discuss how we can coach the 85:15 rule in your workplace, please get in touch with me at stephanie.rodriguez@orgshakers.com