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!

In today’s fast-paced, complex business environment, HR professionals are under increasing pressure to deliver timely, strategic solutions that align with organizational agility.

Traditional HR processes – often segmented into cyclical, reactive, proactive, and project-based workstreams – struggle to keep pace with the demands of modern enterprises.

Agile methodology, long embraced by IT and product development teams, is now emerging as a transformative approach within HR, offering a dynamic framework to enhance responsiveness, collaboration, and value creation.

The Agile HR Paradigm

Agile HR is not a one-size-fits-all solution but a flexible mindset and methodology that can be tailored to specific HR needs.

At its core, agile HR involves forming cross-functional teams – or “squads” – that work in short, iterative cycles known as “sprints.” These squads are composed of individuals with diverse skill sets and perspectives, including HR sub-functions, stakeholders, and external consultants. Their goal is to deliver incremental improvements to HR processes, guided by continuous feedback and transparent communication.

Key elements of agile HR include:

• Multi-Disciplinary Collaboration: Agile squads bring together varied expertise to ensure all relevant viewpoints are considered, fostering holistic problem-solving and innovation.
• Time-Bound Sprints: Typically lasting two to four weeks, sprints focus the team on delivering tangible outcomes quickly, with regular updates and adjustments based on stakeholder input.
• Transparency and Trust: Agile demands openness about progress and challenges, encouraging a culture of mutual support and accountability.

Applying Agile to HR Functions

Agile methodology can be selectively applied to HR processes without requiring a full-scale transformation.

For example, in onboarding, the agile approach would begin by identifying pain points through stakeholder consultation. A small, skilled team is then assembled to design and execute solutions in iterative sprints. Goals are broken down into manageable tasks, prioritized in a backlog, and tracked through daily stand-up meetings. Feedback from each sprint informs the next, ensuring continuous improvement and alignment with user needs.

This modular application of agile allows HR teams to experiment, learn, and adapt without overhauling their entire operating model. It also empowers HR professionals to become proactive drivers of change rather than reactive service providers.

Evidence from Recent Research

Recent studies underscore the growing relevance and effectiveness of agile HR.

A 2024 systematic mapping study published in the German Journal of Human Resource Management analyzed 86 primary studies and identified two major themes: “Agile for HR” (how HR adopts agile practices) and “HR for Agile” (how HR supports organizational agility). The research highlights that agile HR practices enhance organizational responsiveness, talent acquisition, and performance management. Importantly, it suggests that HR can transition to agility through incremental changes rather than radical overhauls.

This study further validates McKinsey’s “HR’s New Operating Model” which highlights that agile principles enable HR to prioritize effectively, reallocate resources swiftly, and accelerate transformation.

Organizations adopting agile HR models report improved employee experience, streamlined operations, and enhanced strategic alignment.

Strategic Implications for HR Leaders

Agile HR is more than a methodology – it’s a strategic capability.

As organizations face heightened volatility, talent shortages, and evolving workforce expectations, HR must evolve from a support function to a central enabler of agility.

Agile practices offer a pathway to achieve this by fostering adaptability, collaboration, and continuous learning.

For HR leaders, the journey toward agility begins with mindset shifts, pilot initiatives, and a commitment to transparency and stakeholder engagement. Whether applied to onboarding, performance management, or organizational design, agile HR can unlock new levels of efficiency and impact.

Conclusion

Agile methodology presents a compelling opportunity for HR professionals to redefine their role in the organization.

By embracing agile principles – collaboration, iteration, transparency, and responsiveness – HR can become a catalyst for innovation and strategic transformation.

The evidence from recent research and case studies confirms that agile HR is not just a trend but a necessary evolution in the face of modern business challenges.

If you would like to discuss the practicalities of activating agile methodology in HR in more detail, please get in touch with us.

In today’s evolving work environment – marked by hybrid models, remote flexibility, and increasing mental health awareness – employee procrastination has emerged as a critical challenge for HR professionals.

While occasional delays are natural, chronic procrastination can significantly hinder productivity, morale, and organizational performance.

Understanding its root causes and implementing targeted interventions is essential for fostering a high-performing, psychologically safe workplace.

Understanding the Psychology Behind Procrastination

Procrastination is more than a time management issue; it is a complex psychological behavior rooted in emotional regulation and self-control.

Neuroscience reveals that procrastination stems from a conflict between the brain’s limbic system, which seeks immediate gratification, and the prefrontal cortex, responsible for planning and decision-making. When stress or anxiety overwhelms an individual, the limbic system often wins, leading to avoidance behaviors.

Recent research underscores that procrastination is frequently linked to psychological inflexibility – the inability to accept and manage negative emotions.

A 2024 study from the University of Helsinki found that interventions aimed at increasing psychological flexibility, such as Acceptance and Commitment Therapy (ACT), significantly reduced procrastination when combined with time management training. This dual approach helps individuals acknowledge discomfort without avoidance, enabling them to act in alignment with long-term goals.

The Organizational Impact of Procrastination

Procrastination in the workplace manifests in missed deadlines, reduced output quality, and disrupted team dynamics. A 2024 study published in the IOSR Journal of Economics and Finance found that procrastination is often driven by anxiety, unclear goals, and environmental distractions. These factors not only diminish individual performance but also affect team cohesion and project timelines.

Chronic procrastination can lead to increased stress, burnout, and even higher turnover rates. Moreover, the economic cost of procrastination is substantial. Delayed tasks can cascade into broader inefficiencies, reducing profitability and innovation. Employees who frequently procrastinate may also miss out on professional development opportunities, further limiting organizational growth.

Strategic Approaches to Mitigation

There is no one-size-fits-all solution to workplace procrastination. However, HR leaders can adopt a multi-pronged strategy tailored to their workforce’s needs:

1. Management-Led Interventions

Managers can proactively shape the work environment to reduce procrastination without explicitly labeling it as such. This includes:

• Setting clear goals and intermediate deadlines.
• Reducing ambiguity in task expectations.
• Offering economic incentives for timely performance.

These structural changes help create a sense of urgency and accountability, especially for employees who struggle with self-regulation.

2. Employee-Led Initiatives

Empowering employees to take ownership of their productivity can also be effective. Providing access to resources – such as guides on time management or self-assessment tools – allows individuals to address procrastination autonomously. However, this approach may be less effective for those lacking intrinsic motivation or awareness of their behavior.

3. Joint Responsibility Models

The most balanced and sustainable approach involves collaboration between management and employees. For example, managers can explain the rationale behind setting intermediate deadlines and encourage employees to co-create their schedules. This fosters autonomy while maintaining structure – a critical balance, as too much or too little autonomy can both exacerbate procrastination.

Practical Tools and Techniques

Several evidence-based practices can support these strategies:

• Microbreaks: Encouraging short, regular breaks helps employees recharge and reduces cognitive overload. These breaks, when framed positively, can prevent guilt associated with downtime and improve overall engagement.
• Task Segmentation: Dividing the workday into “happy work” (tasks employees enjoy) and “work-y work” (routine or administrative tasks) can help maintain motivation and reduce avoidance.
• Time Management Training: As shown in the ACT-based study, structured training in prioritization and scheduling significantly reduces procrastination.
• Psychological Safety: According to the APA’s 2024 Work in America survey, employees who feel psychologically safe are more productive and less likely to experience burnout. Creating an environment where employees can express concerns without fear of judgment is essential for addressing procrastination rooted in anxiety or fear of failure.
  
  

Rethinking Delay: Not All Postponement Is Procrastination

It’s important to distinguish between harmful procrastination and strategic delay.

Employees may postpone tasks for valid reasons, such as prioritizing more urgent responsibilities or waiting for additional information. Similarly, non-work-related activities like socializing or brief relaxation can serve as recovery strategies that enhance long-term performance.

Conclusion

Procrastination is a multifaceted issue that requires nuanced, empathetic, and evidence-based responses. By understanding its psychological underpinnings and implementing flexible, supportive interventions, HR professionals can transform procrastination from a productivity drain into an opportunity for growth and engagement.

The path forward lies in fostering environments that balance structure with autonomy, encourage emotional resilience, and prioritize mental well-being. In doing so, organizations not only mitigate procrastination but also cultivate a more motivated, innovative, and resilient workforce.

If you would like to discuss detailed strategies about boosting productivity and engagement by tackling employee procrastination, please get in touch with us.

Not long ago, internships were a rite of passage.

An essential first step into certain segments of the workforce, they offered a safe space for young talent to learn the rules of a workplace, absorb the culture, and acquire the protocols that can’t be taught in a classroom. Internships were more than just résumé builders – they were career ladders, giving aspiring professionals a chance to learn by doing.

But that first rung is disappearing.

With the rapid rise of artificial intelligence across industries, we are seeing routine, monotonous, and admin-heavy tasks – the kinds typically assigned to interns – being automated out of existence. As AI systems increasingly take over scheduling, data entry, report formatting, and even basic customer service interactions, companies are finding they no longer ‘need’ interns for this kind of work.

At first glance, this might seem like efficiency in action. But from an HR standpoint, it could be a cause for concern.

According to a recent SHRM report, AI poses a growing threat to both interns and new graduates, largely because it is eroding the stepping-stone roles that once helped people successfully enter the workforce. Entry-level positions and internships were never just about productivity; they were about potential. By removing the lower rungs of the ladder, employers risk cutting off a key path for fresh talent.

The issue is not that AI is taking over everything, because it isn’t, as AI still struggles with nuance, creativity, and contextual decision-making. What it can do, however, is an increasing amount of foundational work. And here’s the catch: employers now expect junior employees to come in with experience or expertise that would previously have been learned through internships. But if those internships no longer exist, where is that experience supposed to come from?

Employers are inadvertently creating a paradox: they want new hires who can do what AI does, but they are removing the very mechanisms (like internships) that allow people to build those skills. The result? A growing skills gap at the base of the workforce pyramid.

This isn’t just an operational issue, it’s also a talent pipeline and equity issue. Internships have historically served as access points for students and recent graduates from underrepresented backgrounds to gain meaningful workplace exposure. Without them, employers run the risk of deepening socioeconomic divides in the job market.

AI is not the enemy, but thoughtless adoption of it is. If we allow automation to expand without intentional strategies for talent development, we may soon find ourselves facing a workforce that is efficient but brittle. Internships must be reimagined, not eliminated. They can still exist, but perhaps with new responsibilities, shadowing opportunities, mentorship, and training in areas where human learning is essential. Knowledge capture, transfer, and sharing is a critical part of the new internship paradigm.

The broader trend of AI-related job displacement is happening now. But displacement doesn’t have to mean disconnection. As employers and HR professionals, we must advocate for AI to be used intentionally – not accidentally – especially when it comes to cultivating future talent.

It’s time we ask: are we investing in AI at the expense of investing in people? Because if we remove the first rung, we may find no one is left to climb.

If you would like to discuss how we can help you optimize the internship and your use of AI, please get in touch with me at amanda@orgshakers.com