If you are reading this in the northern hemisphere, then the Summer Solstice is upon us.

But as the temperatures rise, maintaining employee productivity can become a pressing concern for some employers.

Recent research by the Global Payroll Association (GPA) highlights this challenge, revealing that nearly a third (31%) of workers are inclined to clock off early during heatwaves, with 34% likely to take extended lunch breaks, and one in ten considering calling in sick on particularly hot days.

These findings highlight the need for proactive strategies that will ensure both employee wellbeing and sustained productivity as temperatures begin to elevate. Here are some strategies that employers should consider:

Implement Flexible Working Arrangements – flexibility is key during extreme heat, as allowing employees to adjust their start and finish times can help them avoid the hottest parts of the day. Remote working is another effective measure, as offering working options during heatwaves can enhance trust and culture within organizations, as employees appreciate the autonomy to manage their schedules and environments.

Prioritize Workplace Comfort – ensuring a comfortable work environment is crucial. The Chartered Institute of Personnel and Development (CIPD) recommends providing fans or air conditioning, ensuring access to cold water, and relaxing dress codes to help employees stay cool. In buildings prone to overheating, these measures can significantly impact employee comfort and productivity.

Encourage Regular Breaks and Hydration – regular breaks and proper hydration are essential during hot weather, so employers should be encouraging employees to take short breaks to cool down and stay hydrated throughout the day. Providing accessible water stations and reminding staff to drink water can also help to prevent heat-related illnesses and maintain concentration levels.

Adjust Workloads and Expectations –extreme heat can affect cognitive function and energy levels. Therefore, adjusting workloads and setting realistic expectations during heatwaves can help alleviate stress and prevent burnout. This approach demonstrates empathy and understanding, which in turn will foster a supportive work environment.

Communicate and Plan Ahead – developing and communicating a clear heatwave policy ensures that employees are aware of the measures in place to support them. This policy should outline flexible working options, dress code adjustments, and health and safety protocols. Proactive communication like this reinforces the organization’s commitment to employee wellbeing.

Heatwaves present unique challenges for maintaining productivity. By implementing these strategies during the hotter months, employers can ensure that productivity is sustained whilst at the same time helping to enhance employee morale and loyalty.

If you would like to discuss how we can help you create a robust and sustainable heatwave policy, please get in touch with us today! Or, if you need some instant and tailored advice, feel free to set up a meeting with one of our seasoned HR consultants through our OrgShakers CL!CK service.

Let’s be honest. You’re not just screening candidates anymore. You’re screening AI personas.

It starts with the CVs. Clean, keyword-optimised, flawlessly tailored for your job spec…and 100% ChatGPT’d.

Then come the interviews. Confident, articulate, and oddly perfect answers. When you dig a little deeper, you realise they’ve been rehearsed, regurgitated, and rewritten by tools you have never even heard of.

And here’s where it gets weirder…

Some of us have already faced that unsettling feeling that something is off. The person on the video call isn’t reacting quite right. The voice sounds modulated, and the background looks too perfect. Because you are not just assessing skills anymore – in some instances, you are checking if the candidate is even real to begin with. And if you think this sounds absurd, already 17% of hiring managers in the US have encountered candidates using deepfake technology in video interviews.

And it’s not just deepfakes to be aware of now – candidates are using AI-generated headshots, voice modulators with pitch perfect, coached answers and having AI take personality tests in their place to ensure that their ‘personality’ aligns with the company they are looking to work for.

So, what does this mean for employers?

The rise of AI-enhanced applicants presents a whole new challenge: authenticity.

Recruiters have always looked for the candidate with the right blend of skill, experience, and cultural alignment. But when AI can craft perfect personas on demand, the traditional markers of competence are significantly distorted.

And this isn’t just about fraud, it’s about trust. If candidates are outsourcing their personalities to pass certain employment filters, are companies really hiring people, or hiring their algorithms?

In this new age of AI, employers need to be considering new ways of screening potential candidates:

• Rethink the CV – considerplacing less weight on static documents and instead start investing in task-based assessments and work simulations that are harder to fabricate.
• Double Down on Live Interactions – true AI avatars still struggle with nuance. Use video calls, unscripted follow-ups, and unpredictable questioning to get closer to real responses.
• Embrace the Tools, but Stay Human – yes, AI can help us too – in pattern recognition, in reducing bias, in automating screening processes, and so on. But human intuition still matters more than ever in this increasingly digital world.
• Update your Ethics and Policies – what is your stance on AI-enhanced applications? Where’s the line between smart prep and dishonest presentation? Now would be the time to create clear definitions and distinctions surrounding this, as right now, the waters are still somewhat murky.

The AI application isn’t a threat to employers, but it is a wake-up call. We are now entering into an era where authenticity is becoming a currency, and in this world, the best recruiters won’t just process managers, they will also be truth detectives.

If you would like to discuss how we can help your company create a robust hiring process that takes the everchanging landscape of AI into account, please get in touch with us today!

In the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

For HR professionals tasked with fostering high-performing, healthy workplaces, a new paradigm is gaining traction: the 85-15 rule.

Rethinking Peak Performance

The 85-15 rule proposes that individuals should operate at approximately 85% of their capacity, reserving the remaining 15% for recovery, adaptability, and personal wellbeing.

Far from promoting laziness or underperformance, this approach is rooted in the science of optimization and sustainability.

The concept draws inspiration from elite athletes like Olympian Carl Lewis, who trained and competed with the philosophy of not exhausting himself completely. His coach believed that holding back slightly allowed for better pacing, form, and endurance—principles that translated into nine Olympic gold medals.

Similarly, actor Hugh Jackman has cited this rule as a key to maintaining longevity and excellence in his career.

The Science Behind the Strategy

Research supports this approach. A 2019 study found that learning and performance peaked when individuals operated at about 85% difficulty. This “zone of proximal difficulty” aligns with long-standing psychological theories that suggest optimal growth occurs when tasks are challenging but not overwhelming.

This balance is not just about avoiding burnout—it’s about creating the conditions for continuous improvement.

When employees are pushed to their absolute limits, the risk of errors, disengagement, and mental fatigue increases. Operating at 85% allows room for reflection, creativity, and resilience.

Implications for the Workplace

For HR leaders, the 85-15 rule offers a compelling framework for shaping workplace culture and expectations. Encouraging employees to maintain a sustainable pace can lead to:

• Reduced burnout: With over 40% of workers in the US and UK reporting burnout, it’s clear that the “always-on” culture is taking a toll. The 85-15 rule helps normalize the idea that it’s okay—not just acceptable, but wise—to preserve energy.
• Improved consistency: Employees working at a sustainable pace are more likely to produce consistently high-quality work, rather than peaking and crashing.
• Enhanced wellbeing: By keeping some energy in reserve, employees are better equipped to manage responsibilities outside of work, from caregiving to personal development.
• Greater retention: A workplace that values balance and mental health is more likely to retain top talent in a competitive market.

From Theory to Practice

Implementing the 85-15 rule doesn’t mean lowering standards—it means redefining them.

HR professionals can lead this shift by:

• Promoting realistic workloads and discouraging overwork as a badge of honor.
• Encouraging regular breaks, time away from screens, and flexible scheduling.
• Training managers to recognize signs of burnout and support sustainable performance.
• Fostering a culture where rest and recovery are seen as integral to success, not obstacles to it.

A Strategic Shift for the Future of Work

As the nature of work continues to evolve, so too must our understanding of what drives performance. The 85-15 rule offers a forward-thinking, evidence-based approach that aligns with the needs of modern employees and the goals of progressive organizations.

For HR professionals, embracing this mindset is not just about protecting employee wellbeing—it’s about unlocking long-term productivity, creativity, and engagement.

In a world that often demands more, the smartest move might just be doing a little bit less—on purpose

If you would like to discuss how we can help coach the 85:15 rule in your workplace, please get in touch with us at: hello@OrgShakers.com.

It all started with a jar of jellybeans.

Years ago, I placed one on the corner of my desk – not as a strategic move, just as a cheerful offering. I figured a splash of color and a sugar boost couldn’t hurt. What I didn’t expect was the traffic. People I hadn’t spoken to in weeks popped by ‘just for one’. Conversations flowed like never before: project updates, weekend plans, even the occasional rant!

That jar of jellybeans turned into a powerful point of connection.

And it made me realise something we often overlook – it’s the small, sweet touches that often have the biggest impact on culture and collaboration.

When we talk about employee experience, the conversation usually revolves around big-ticket items: compensation…remote work policies…health benefits…and rightly so. But amid these weighty discussions, it’s easy to forget the value of the jellybean moments.

According to a survey by Glassdoor, 56% of employees said that company culture is more important than salary when it comes to job satisfaction. What shapes that culture? Not just policies or mission statements, but the daily experience, and that’s where micro-perks come in.

These could include free snacks or drinks in the office, birthday recognitions, surprise appreciation gifts, flexible start times on Fridays, or even a Slack channel dedicated to sharing memes or pictures of pets.

These aren’t just frivolous extras, they are signals to your team that say, ‘We see you, we value you, and we care about your experience here’.

And the great thing about offering small perks is that they don’t cost much, but they pay off in big ways:

• Boosted Morale – the American Psychological Association found that 93% of employees who feel valued are more motivated to do their best work.
• Reduced Burnout – a Gallup study showed that employees who feel cared for at work are 71% less likely to report burnout.
• Better Retention – perks that build a sense of belonging can decrease the risk of turnover significantly, and act as a consistent reminder of how continuously valued employees are to the company.

When employees feel cared for through these little moments of kindness, they are more likely to stay, contribute, and grow in their job.

To be clear, jellybeans alone won’t solve disengagement or systemic issues. Small perks are not a substitute for fair pay, clear career development, or inclusive policies. But they can be a complement – the sugar that helps the more serious medicine of work life go down.

Culture isn’t built overnight, and it’s not just built from the top down. It’s cultivated in the everyday moments. Those spontaneous, human exchanges that say ‘this is a good place to be’.

So go ahead. Put out the jellybeans.

You never know what connections and conversations they might spark.

To discuss how we can help boost culture and collaboration in your workplace, please get in touch with us.

In today’s dynamic world of work, reducing turnover and improving employee retention remain top priorities for HR leaders.

But as the workforce evolves, so too must our strategies. One of the most promising approaches to retention is embracing the rise of non-linear career paths … or what some now call “squiggly careers”.

The term “squiggly career” was coined by Helen Tupper and Sarah Ellis in their book of the same name, to describe a career that rejects the rigid, upward-only corporate ladder in favor of a more flexible, exploratory journey. It’s a career full of change, challenge, and opportunity – where professionals are encouraged to grow in multiple directions, not just climb.

For HR professionals, this shift presents both a challenge and an opportunity: how can organizations retain top talent in a world where career paths are no longer straight lines?

The answer lies in creating “squiggle room” – intentional space within roles and organizations that allows employees to explore, evolve, and thrive without needing to leave.

Why Non-Linear Careers Are Gaining Ground

Several powerful trends are fueling the rise of squiggly careers:

• Longer Working Lives: With people potentially working into their 70s, the idea of staying in one role or industry for 40+ years is increasingly unrealistic – and uninspiring.
• Shifting Work Values: The pandemic reshaped how people view work. A Gartner survey found that 65% of employees now prioritize meaning, flexibility, and personal growth over traditional advancement.
• Rapid Workplace Evolution: As technology transforms industries, today’s in-demand skills may be obsolete tomorrow. This has led to a rise in skills-based hiring and greater openness to career switchers.

These shifts are especially pronounced among younger generations. One study found that Gen Z is 53% more likely to pursue an unconventional career path, showing far less anxiety about abandoning the traditional ladder.

The Business Case for Squiggle Room

From an employer’s perspective, encouraging squiggly careers might seem risky. After all, doesn’t that mean employees are more likely to leave?

In fact, the opposite is true.

When organizations create squiggle room – space for employees to explore new skills, take on different responsibilities, or even pivot within the company – they reduce the need for talent to look elsewhere. This approach not only boosts engagement but also builds a more resilient, adaptable workforce.

Here’s how squiggle room supports retention and performance:

1. Alignment with Purpose: Non-linear paths allow employees to align their work with their evolving values and interests. This alignment is critical for long-term satisfaction—especially when we spend over 90,000 hours of our lives working.
2. Growth Through Diverse Experiences: Encouraging employees to explore different functions or projects fosters richer development and cross-functional collaboration. It also helps build a workforce with broader, more versatile skill sets.
3. Resilience Through Adaptation: Life isn’t linear—and neither are careers. Whether it’s a health issue, caregiving responsibility, or a desire for change, squiggle room allows employees to adapt without exiting the organization.

How to Build Squiggle Room Into Your Culture

Creating a culture that supports squiggly careers doesn’t require a complete overhaul. Here are practical ways HR leaders can start:

• Encourage Job Crafting: Allow employees to shape their roles around their strengths and interests. This might mean adjusting responsibilities, exploring side projects, or integrating personal passions into their work.
• Support Internal Mobility: Make it easy for employees to move laterally, not just upward. Promote internal gigs, secondments, or cross-functional shadowing opportunities.
• Invest in Transferable Skills: Offer training in soft skills like communication, leadership, and problem-solving—skills that transcend roles and industries and empower employees to grow in multiple directions.
• Redefine Success: Move beyond traditional metrics like titles or tenure. Recognize and reward creativity, collaboration, and personal growth as valid markers of success.

A Culture That Welcomes the Squiggle

The data is clear: 54% of workers say they would leave a job if they didn’t feel they belonged. Squiggle room fosters a culture of inclusion—where people are valued not just for what they do, but for who they are and who they’re becoming.

And it’s not just for the non-linear thinkers. Even those on a traditional path benefit from a culture that accommodates life’s inevitable twists and turns—whether it’s raising a family, managing health, or simply seeking balance.

Final Thoughts

In a world of rapid change and extended careers, the ability to adapt, pivot, and reinvent isn’t just a nice-to-have—it’s essential. By embracing squiggly careers and building squiggle room into your organization, you’re not just retaining talent. You’re empowering people to grow with you, not away from you.

The future of work isn’t linear. It’s squiggly—and that’s a good thing!

To discuss how we can help you create a squiggly culture in your workplace to improve retention rates, please get in touch with us.

Every HR professional will have witnessed firsthand how personal challenges can spill into the workplace, affecting performance, engagement, and overall wellbeing.

However, one area that continues to remain shrouded in silence is male infertility.

Despite men accounting for approximately half of all fertility issues, discussions around male reproductive health are often sidelined, leading to a lack of support and understanding in professional settings.

Male infertility is a significant factor in reproductive challenges, contributing solely to 20% of cases. Yet, societal narratives frequently position fertility as a women’s issue, leaving men feeling isolated and unsupported. This oversight not only affects personal relationships but also has tangible repercussions in the workplace.

This is becausethe emotional impact of fertility struggles on men is profound. A study revealed that 60% of men experiencing fertility issues reported negative effects on their relationships, 40% on their mental health, and one-third on their work life. The stigma surrounding male infertility often prevents open discussions, exacerbating feelings of shame and inadequacy.

The intersection of male fertility issues and workplace performance is, and should be, a rising concern for employers. Research indicates that 63% of individuals facing fertility challenges experienced reduced engagement at work, and 36% had to take increased sickness absence. Moreover, over one-third (38%) of employees considered leaving their job due to inadequate support during their fertility journey.

As employers, we have a responsibility to create inclusive and supportive workplaces that cover all facets of inclusion. So, what are some steps that companies can begin taking to support male fertility challenges?

• Develop Comprehensive Fertility Policies – only 27% of employers have policies addressing fertility treatment. Implementing clear guidelines can provide employees with the assurance that their needs are being recognized and accommodated to.
• Promote Open Dialogue – encourage conversations around fertility by providing training for managers to handle such discussions sensitively. Creating a culture where employees feel safe to share personal challenges can help to alleviate any feelings of isolation.
• Offer Flexible Working Arrangements – allowing time off for medical appointments or flexible scheduling can significantly reduce stress for employees undergoing fertility treatments.
• Provide Access to Mental Health Resources – given the psychological impact of fertility issues, offering counselling services or Employee Assistance Programs can be invaluable to an employee struggling with personal health issues.
• Ensure Inclusivity in Support Programs – recognize that fertility challenges affect individuals across various demographics, including single men and LGBTQ+ employees. Therefore, make a conscious effort to tailor support programs to be inclusive of all experiences.

Addressing male fertility and its associated mental health implications is not just a personal matter but a workplace imperative. By acknowledging and supporting male employees through their fertility journeys, employers can foster a more inclusive, empathetic, and productive work environment.

If you would like to discuss how we can help your company achieve this, please get in touch with us today!

In today’s evolving talent landscape, HR professionals are increasingly re-evaluating traditional hiring practices to foster fairness, inclusivity, and effectiveness.

One such practice under scrutiny is whether to provide interview questions to candidates in advance. While this approach may seem unconventional, it’s gaining traction as organizations strive to create more equitable and insightful recruitment experiences.

The Case for Transparency

1. Reducing Candidate Anxiety Interviews are inherently stressful. Sharing questions ahead of time can ease this pressure, allowing candidates to engage more authentically. A relaxed candidate is more likely to demonstrate their true personality and capabilities – qualities that are often masked by nerves in high-pressure settings.
2. Supporting Inclusive Hiring Providing questions in advance can be a game-changer for neurodivergent candidates or those with anxiety disorders. Traditional interviews often disadvantage individuals who struggle with spontaneous communication, despite having the right skills. This practice levels the playing field and aligns with inclusive hiring goals.
3. Encouraging Deeper Preparation When candidates know what to expect, they can prepare more thoroughly. This leads to richer, more thoughtful responses that reflect a deeper understanding of the role and the organization. It also allows candidates to align their experiences with the job requirements more effectively.
4. Enhancing Consistency and Reducing Bias Standardizing interview questions and sharing them with all candidates promotes fairness and consistency. It minimizes the influence of unconscious bias and ensures that every candidate is evaluated against the same criteria.
5. Exploring Value Alignment Pre-set questions can go beyond skills and experience to explore alignment with company values. This helps hiring managers assess cultural fit and long-term potential, not just technical proficiency.

The Challenges to Consider

1. Risk of Over-Preparation One concern is that candidates may rehearse overly polished responses that don’t reflect their real-time thinking or problem-solving abilities. This can make it harder to assess authenticity and adaptability.
2. Potential for Misrepresentation With access to external help—or even AI-generated responses—candidates might present answers that don’t accurately reflect their own knowledge or experience. This could lead to mismatches post-hire.
3. Loss of Spontaneity Interviews are often used to assess how candidates respond under pressure. Providing questions in advance may dilute this aspect, especially in roles that require quick thinking and adaptability.
4. Risk of Rigidity A fully scripted interview can feel impersonal and may limit candidates from showcasing unique strengths or experiences that fall outside the predefined questions.
5. Stale Content If interview questions aren’t regularly updated, candidates may find generic answers online, turning the process into a mechanical exercise rather than a meaningful conversation.

A Balanced Approach: The Hybrid Model

To harness the benefits while mitigating the drawbacks, many HR leaders are adopting a hybrid approach:

• Preview, Not Full Disclosure: Share themes or sample questions rather than the exact list. This reduces anxiety while preserving the element of spontaneity.
• Structured + Adaptive: Begin with pre-shared questions to establish comfort and consistency, then follow up with tailored or situational questions to assess adaptability and critical thinking.
• Real-Time Tasks: Incorporate live problem-solving exercises or behavioral scenarios to evaluate how candidates think on their feet.
• Regular Review: Keep interview content fresh and relevant to avoid predictability and ensure alignment with evolving business needs.

Final Thoughts

Ultimately, the goal of an interview isn’t to “catch out” candidates – it’s to understand who they are, what they bring to the table, and how they align with your organization’s mission and culture.

By thoughtfully reimagining the interview process, HR professionals can create a more inclusive, insightful, and effective hiring experience that benefits both candidates and companies alike.

The role of HR has never been more prominent. Battling the likes of a global pandemic, the ever present threat of burnout, and the emergence of a ‘quiet quitting’ mindset are just a few examples of the storm that HR has been weathering these past few years – and yet, just when it seems all hope is lost, HR proves it is immortal in the face of adversity.

This is why this month we have chosen to read Marc S. Miller’s book Immortal HR: The Death and Resurrection of Ms H. (Harriet) R. (Rose) Job.

Marc S. Miller is a well-known HR and HR Technology consultant, keynote speaker, lecturer, and author. He is considered by clients, cohorts and peers to be an industry insider and exceptional thought leader, known for his New York style, fun, creativity and attitude.

And this certainly comes across in his book, as Marc introduces us to the fictional character of Harriet Rose Job (also known as HR Job), whom some readers may already be familiar with. In his previous book, The Death of HR: Who Killed H. (Harriet) R. (Rose) Job?, Marc depicted HR Job as being done away with by her organization for being an ‘obstacle to progress’ and ‘non-strategic’.

However, in his latest book, HR Job experiences a resurrection, prompted by the challenges of the COVID-19 pandemic – who, in this story, is aptly personified as Ms Connie Vid. This crisis thrust HR into a central role, requiring rapid adaption to support remote working, ensure employee wellbeing, and implement new policies.

The book goes on to introduce us to a smattering of other familiar characters as it follows HR Job’s transformation. These include Mr. Tali Managementi (Talent Management), Mr. Bebe Boomer (Baby Boomers), Mr. Mel Lenial (Millennials), Ms. Jennifer Zee (Gen Z), Mr. Gene Exer (Gen X), Mr. Chet G. Petee (ChatGPT), and Ms. Anna Lytics (Analytics). Together, they navigate the complexities of introduced by the pandemic, leading HR Job onto the path to immortality.

Marc combines this storytelling component with over 400 pages of commentary, research, opinions, forecasts, fun facts, and cartoons from HR and various HR technology leaders to bring his HR allegory to life.

This book is an absolute must-read for those employers who want to gain a deeper understanding of the current state and future possibilities of HR so that its capabilities can be fully utilized as a strategic business partner.

If you would like to discuss how we can offer fractional or full time HR support to your company, please get in touch with us today!

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

Pride Month is not only a celebration, it’s also a powerful reminder of how far we have come and how much promise lies ahead.

Many organizations now celebrate inclusivity with vibrant campaigns and visible support for the LGBTQ+ community…but the real opportunity for transformation lies beyond the rainbow bunting: it’s in the boardroom.

Authentic LGBTQ+ representation in leadership isn’t just about visibility – it’s about empowering influence. When leadership teams reflect the diversity of their workforce and wider society, inclusion becomes a core value rather than a campaign.

While only 0.4% of Fortune 500 CEOs currently identify as LGBTQ+, and nearly half of LGBTQ+ employees remain closeted at work, this gap presents a powerful opening for progress.

With approximately 7% of the U.S. adult population identifying as LGBTQ+, there is enormous untapped potential to elevate new voices into senior roles.

One of the keys to unlocking this talent is recognizing the unique strengths and experiences LGBTQ+ professionals bring. Many have honed adaptability, empathy, and resilience, which are all essential qualities for modern leadership. Yet, many still feel pressure to downplay their identities in professional settings.

Organizations have the chance to shift this narrative.

By fostering cultures where authenticity is not just accepted but championed, employers can create environments where LGBTQ+ professionals feel empowered to lead as their whole selves. Cultural transformation – not just policy – is the foundation.

Rethinking how leadership potential is identified is another area ripe for innovation. Traditional pipelines often rely on informal networks and subjective criteria, which can unintentionally sideline diverse candidates. By reassessing these processes with inclusion in mind, businesses can widen access and support emerging LGBTQ+ talent.

Even in inclusive environments, some LGBTQ+ groups face distinct challenges. But this awareness opens the door for targeted support and leadership development tailored to their experiences. The goal is not to place the burden of representation on any one person, but to ensure diverse voices are heard and valued at the top.

Genuine LGBTQ+ leadership is not a symbolic gesture, it’s a strategic asset. Studies consistently show that diverse executive teams are more innovative and financially successful. Inclusive leadership drives better decisions, stronger cultures, and greater business impact.

So how can organizations turn intention into impact?

Here are some practical steps to build momentum:

• Audit Promotion Pathways – spot where promising talent stalls and intervene early with support.
• Champion Queer Mentorship – create mentorship and sponsorship opportunities with senior leaders, both LGBTQ+ and allies.
• Celebrate Queer Leadership – share stories of LGBTQ+ leaders in internal communications and industry events.
• Redefine ‘Executive Presence’ – expand leadership norms beyond traditional models to embrace authenticity and difference.
• Enhance DEI Metrics – encourage self-identification, respect privacy, and use this data to track and accelerate progress.

The future of leadership is diverse, and inclusive C-suites are better equipped to respond to today’s challenges with empathy and agility.

This Pride Month, let’s not only celebrate progress – let’s accelerate it. By championing LGBTQ+ representation at the highest levels, C-suite professionals can unlock innovation, deepen belonging, and lead with purpose.

If you’re ready to transform your leadership culture and build a more inclusive future, then get in touch with us today!

Change has become an almost commonplace thing in the modern workplace, and with the increasing pace of change comes the increasing pace of the workforce, too. It’s no wonder, therefore, that a concerning trend seems to be emerging amongst employees – ‘holiday hoarding’.

This phenomenon occurs when employees become increasingly hesitant to utilize their full annual leave. Recent studies reveal that a significant portion of the workforce is not taking full advantage of their entitled leave. According to Breathe’s 2024 Holiday Report, only 35% of UK workers use all their allocated holiday days, with 17% having five or more unused days annually. Similarly, research by FRS Recruitment found that over 40% of employees did not utilize their full holiday entitlements, with nearly 20% leaving a week’s worth of leave unused.

Whilst this may not seem like a huge cause for concern, an employee’s reluctance to take time away from work can stem from many potential root causes that may signify a deeper issue that needs to be addressed. Here are just some potential factors that could be contributing to this reluctance to take time off:

• Staff Shortages and Increased Workload – Breathe’s Holiday Report discovered that 42% of employees cite understaffing as a primary reason for not taking leave, fearing that their absence would overburden remaining staff or disrupt operations.
• Perceived Negative Impact on Career – approximately 26% of workers worry that taking holiday might negatively impact perceptions of their productivity or commitment, leading them to forgo their entitled leave.
• Lack of Encouragement from Employers – only 37% of employees feel their organization encourages them to disconnect during holidays, leading to a culture where taking leave is not actively promoted.
• Desire to Avoid Work Backlog – many employees choose to work during their holidays to prevent a backlog upon return. In fact, 57% admit to working either ‘sometimes’ or ‘often’ while on annual leave.

Employees who actively neglect taking some time off vastly increase their risk of burning out, which snowballs into decreased job satisfaction and lower overall productivity. Employers therefore need to be addressing this epidemic of holiday hoarding head on, and there are a variety of ways they can do this:

• Promote a Culture of Rest – encourage leadership to model taking time off and openly discuss the importance of rest for productivity and wellbeing.
• Implement Clear Leave Policies – ensure that leave policies are transparent, accessible, and supportive of employees taking their full entitlement without guilt or fear of negative repercussions.
• Address Staffing Issues – work towards adequate staffing levels to reduce the pressure on employees and make it feasible for them to take leave without overburdening colleagues.
• Regularly Monitor Leave Balances – keep track of employees’ leave balances and proactively encourage those who consistently underutilize their leave to schedule time off.

By understanding and addressing the underlying causes of holiday hoarding, employers can foster a healthier work environment that values rest and recognizes its critical role in employee performance and satisfaction.

If you would like to discuss how we can help ensure that holiday hoarding doesn’t get the chance to snowball into an issue for your company, please get in touch with us today!

HR leaders today face an urgent challenge: adapt their workforce strategies to navigate economic uncertainty or risk losing talent to career stagnation.

At a time of hiring freezes, budget constraints, and layoffs, external recruitment slows – but internal mobility must accelerate. This is because history shows it’s the organizations that redeploy and upskill their workforce internally which not only survive disruption … they emerge stronger.

Yet many organizations have typically prioritized external hiring over internal progression, leaving employees feeling like their best career move is to exit rather than grow within. Indeed, a Deloitte study found that 65% of companies report it’s easier for employees to find opportunities outside rather than inside the company. In today’s climate, that kind of talent loss is unsustainable.

That’s why internal mobility is no longer just a retention strategy – it’s a business imperative. As Josh Bersin notes, “internal mobility and project work are now central to success” in agile organizations. When employees feel empowered to explore new roles within their company, organizations unlock engagement, innovation, and resilience.

How HR Leaders Can Accelerate Internal Mobility

For internal mobility to thrive, HR teams must break down the cultural and operational barriers that prevent employees from moving across the organization.

Here’s how:

1. Establish a Talent Marketplace: Traditional internal hiring processes are slow, opaque, and discouraging. Leading companies are now driving internal mobility by creating AI-powered talent marketplaces that match employees with projects, stretch assignments, and full-time roles based on their skills and aspirations. Platforms like Gloat and Fuel50 offer similar solutions, ensuring businesses optimize workforce agility while keeping employees engaged. And the latest psychometric profiling tools, such as Prism, can give visibility to untapped talent at an organizational level.

2. Incentivize Internal Moves: Employees need clear motivation to explore opportunities within their organization. Progressive organizations are now tracking and rewarding employees who take on stretch assignments or internal gigs. Even small gestures, like internal “gig completion” badges or leadership shoutouts, reinforce the value of internal growth. HR should spotlight employees who embrace mobility, making them role models for others.

3. Challenge Outdated Talent Ownership Norms: One of the biggest hurdles to internal mobility is managerial resistance. Many leaders still operate under the outdated belief that they “own” their employees rather than developing them for broader success within the company. To address this, some organizations are implementing policies which allow employees to apply for any internal job after two years – with no manager vetoes. Initiatives such as this make talent development a shared priority across the organization rather than something managers habitually block.

4. Measure and Communicate Impact: Data makes the case for change. HR leaders should present measurable outcomes to business executives, such as reduced turnover among employees participating in internal mobility programs, cost savings from decreased external hiring, and faster project completion rates. When internal moves are linked to business outcomes like saved recruiting costs or improved workforce agility, they shift from being an HR initiative to a core strategic advantage.

Economic uncertainty has made internal mobility more than a trend – it’s now a necessity. Organizations that actively develop their people rather than relying on external hires will build a workforce that is resilient, engaged, and prepared for future challenges.

By embracing internal mobility, HR leaders don’t just fill roles – they signal to employees that growth happens here. That investment in talent will pay dividends well beyond the current downturn.

If you would like to discuss how we can help leverage the benefits of internal mobility in your organization, please get in touch with us today!

In zombie movies, it’s easy to spot the danger: the slow, single-minded march of the undead, blindly following one another into chaos.

But in the workplace, the threat of a herd mentality is far less obvious…but can be just as frightening!

When every idea gets a unanimous ‘yes’; when meetings feel more like echo chambers than collaborative spaces; and when dissent is quietly discouraged even in subtle ways, your culture may be at risk of slipping into conformity.

And while alignment is often a sign of strong teams, unchecked agreeability can actually stifle creativity, innovation, and psychological safety in the long run.

So, how do we strike the balance? How do we build cultures that value both collaboration and courageous thinking?

Psychologically, humans are wired for belonging. In high-pressure environments, especially those recovering from change or crisis, the instinct to ‘stick with the group’ can feel like the safest move. No one wants to be the person who speaks up with a ‘what if’ when everyone else is already moving forward. And what can sometimes happen because of this is the unintentional reinforcement of this behaviour through celebrating harmony over healthy debate and hiring for culture fit rather than culture add.

And before long, employers have a workplace full of the walking agreeable – well-meaning, hard-working people who no longer feel that they can challenge the status quo.

Fostering a culture of independent thinking doesn’t mean encouraging rebellion for the sake of it. It means creating an environment where people feel safe to ask questions, challenge assumptions, and explore new paths, while still working towards shared goals. Here are some ways of doing this:

• Rethink How You Facilitate Meetings – instead of defaulting to open-floor discussions, consider rotating facilitators to ensure that a range of voices are being heard. Or, employers could incorporate a ‘devil’s advocate’ role in brainstorms to normalize constructive criticism.
• Build Psychological Safety Into the Culture – train leaders to respond to disagreement with curiosity rather not defensiveness. Celebrate moments where challenging the norm led to a better outcome, even if it was slightly uncomfortable at first, as this will help to normalize and encourage this behaviour!
• Diversify the Voices at the Table – hire for diversity of thought, background, and perspective. Then, make sure those voices are empowered to speak and are genuinely heard.
• Invite Feedback and Listen to It – are your employees regularly invited to give input on strategy, policy, or operations? Is their feedback acknowledged and acted upon? Make it clear that every voice matters – not just the loudest or most senior.
• Model It From the Top – when leadership demonstrates openness to being challenged, it sets the tone for the rest of the organization. Leaders admitting when they’re wrong (or even just unsure) can be one of the most powerful cultural shifts.

It’s tempting to equate agreement with progress, but real progress comes from the friction of ideas and the courage to question.

In a world that sometimes feels like it’s moving on autopilot, the organizations that thrive will be the ones who can think independently without losing their sense of connection. Because culture isn’t about creating clones, it’s about building a community where differences are not just accepted, but celebrated.

So let’s leave the herd behavior to the zombies!

If you would like to discuss how we can help build psychological safety into your workplace culture to encourage healthy dissent, please get in touch with us today!