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!

Every team has its share of diverse personalities, but managing a narcissistic employee can pose a unique set of challenges. On the surface, narcissistic individuals may appear confident, ambitious, and even charismatic. Beneath the surface, however, their behaviors can erode trust, disrupt team dynamics, and create an emotionally draining work environment.

As employers, it’s vital to understand what you’re dealing with, set clear boundaries, and lead with both empathy and accountability.

Understanding Narcissism in the Workplace

Narcissism isn’t just about egotism. Narcissistic employees often:

• Crave constant validation and admiration
• Exaggerate their accomplishments
• Take credit for others’ work
• React defensively or even aggressively to criticism
• Deflect responsibility and blame others
• Undermine peers to elevate themselves
• Lack genuine empathy

It’s also important to note that narcissism exists on a spectrum. Some employees may exhibit occasional traits under stress, while others may demonstrate a consistent pattern of disruptive behavior.

Covert narcissists, in particular, can be more difficult to spot. They may initially come across as cooperative or even vulnerable. Then their manipulative tendencies only become clear once they feel their ego is threatened.

Why It Matters

Unchecked narcissistic behavior can lead to:

• Declining team morale
• Loss of high-performing staff
• Toxic conflict
• Disruption of collaborative workflows
• Legal or reputational risk, particularly if behaviors cross into bullying or harassment

Managing these employees requires a strategic, informed approach. Left unaddressed, their conduct can cause more damage than their contributions are worth.

Signs You May Be Managing a Narcissistic Employee

Watch for consistent patterns like:

• Disregard for team efforts or overemphasis on individual recognition
• Gossiping, undermining peers, or triangulating colleagues against one another
• Refusal to take accountability or persistent victimization
• Inflated sense of entitlement or “special rules” mentality
• Resistance to feedback or excessive defensiveness

These behaviors may not be obvious at first. Often, narcissistic employees perform well in the early stages, winning trust with confidence and apparent drive. The problems often surface when they are asked to collaborate, follow leadership, or accept critique.

Strategies for Employers and Managers

1. Set Clear, Firm Boundaries

Establish performance expectations, behavioral norms, and communication standards early—and reinforce them consistently. Don’t shy away from difficult conversations. Narcissistic individuals often test limits, so clarity and consistency are essential.

2. Provide Direct and Documented Feedback

Avoid sugar-coating or overly emotional responses. Be factual, specific, and professional. Document all key interactions, especially those involving behavioral correction or conflict resolution. This protects your team and your organization.

3. Avoid Ego Confrontations

Narcissists often view criticism as a personal attack. Frame feedback around business outcomes rather than personal shortcomings. For example, instead of “You’re not a team player,” say, “This project requires collaboration – here’s how your individual work impacts the group.”

4. Reinforce Team Values

Create a culture where teamwork, empathy, and respect are visibly recognized and rewarded. A narcissistic employee may be less likely to act out if they see that individualism and self-promotion are not the keys to advancement.

5. Coach – But With Limits

Some narcissistic traits can be softened with coaching, especially if the employee is open to change. Focus on emotional intelligence, perspective-taking, and communication. However, don’t invest indefinitely. Know when the behavior is a pattern, not a phase.

6. Monitor Team Impact

Check in regularly with other employees. Are they feeling marginalized, undermined, or stressed? Don’t let one employee’s behavior diminish the performance or wellbeing of others. Maintain respect for all members of the team and avoid name calling or labelling that can isolate team members or encourage destructive gossip.

7. Avoid Rewarding Toxic Success

A narcissistic employee may drive results—but if it comes at the cost of culture, collaboration, and retention, the price is too high. Evaluate their impact holistically, not just through KPIs.

8. Enforce Consequences When Needed

If boundaries are repeatedly crossed or behavior escalates to harassment or bullying, follow disciplinary processes clearly and promptly. Narcissists will often push back—expect deflection, denial, or even retaliation—but holding your ground sets the tone for your leadership.

When It’s Time to Let Go

If all efforts at coaching, boundary-setting, and accountability fail, it may be in the best interest of your team – and your business – to exit the employee. Make sure you’ve documented everything, followed fair process, and consulted legal or HR support to minimize risk.

Final Thoughts

Managing a narcissistic employee is not easy, but with awareness, consistency, and firm leadership, it can be done. The key is to avoid personalizing their behavior; being manipulated by charm or blame-shifting; and sacrifcing team wellbeing for short-term results.

If you would like to discuss how we can help build a healthy workplace that is built on mutual respect and shared goals, please get in touch with me at amanda@orgshakers.com.

For centuries, the concept of a “job” – a defined set of responsibilities assigned to an individual – has shaped how organizations operate, how work is allocated, and how employees are managed. However, the traditional job structure is becoming increasingly obsolete as technological advancements, globalization, and shifting workforce dynamics accelerate the pace of change. Organizations are now recognizing the need for a more fluid and adaptable approach to work – one that prioritizes skills over rigid job descriptions.

Why the Traditional Job Model is No Longer Enough

Historically, jobs have been the foundation for every aspect of workforce management -from hiring and compensation to career progression and performance evaluation. However, this standardized, function-driven approach is now proving to be a hindrance to agility, innovation, and inclusivity. By confining workers to predefined tasks within hierarchical structures, organizations limit their ability to quickly adapt to evolving business needs and capitalize on the full potential of their workforce.

Research indicates that while organizations acknowledge the benefits of a skills-based approach, there is still a significant readiness gap – only 20% of employers feel fully prepared to transition away from job-based work models. Additionally, legacy mindsets remain a major obstacle, with 46% of companies citing traditional practices as the main barrier to adopting skills-based work strategies.

The Skills-Based Organization: A New Operating Model

To meet the demands of a rapidly changing business landscape, organizations are shifting toward a skills-based operating model. This transformation involves moving away from viewing employees as “job holders” performing predefined tasks and instead recognizing them as dynamic individuals with unique and evolving skill sets.

HR professionals will play a crucial role in leading this shift by redefining how work is allocated and ensuring that skills – not job titles – drive workforce decisions. This requires:

• Breaking Down Work into Tasks or Projects: Work should be deconstructed into individual tasks or broader challenges to be solved, allowing workers to contribute based on their specific skills.
• Integrating Human Skills, AI, and Automation: Organizations must determine the optimal combination of human capability, artificial intelligence, and automation to achieve desired outcomes efficiently.
• Redefining Workforce Engagement Models: Employment models should become more flexible, incorporating freelancers, alliances, and project-based work to align with business needs.
• Allowing Skill Flow Over Fixed Structures: Instead of rigid hierarchies, employees should be encouraged to fluidly move to work that matches their skills, interests, and aspirations.

The Expanding Definition of Skills

A key pillar of the skills-based organization is recognizing that skills extend beyond technical competencies. While hard skills such as coding, data analysis, and accounting remain essential, human capabilities – including emotional intelligence, critical thinking, and leadership – are equally vital. Moreover, organizations must embrace potential – the latent abilities and adjacent skills that can be developed to foster future success.

As businesses adopt this new framework, “skills” will become shorthand for defining workers as multidimensional individuals, each possessing a unique blend of strengths, passions, and motivations. This approach not only enhances workforce agility but also fosters a more equitable, human-centric work experience.

HR’s Role in the Transformation

HR leaders must spearhead the transition from traditional job structures to skills-based organizations by educating executives, challenging outdated mindsets, and implementing new workforce strategies. By embracing this shift, companies can better align talent with work, improve employee satisfaction, and drive innovation – all while preparing for the future of work.

The end of jobs doesn’t mean the end of work; rather, it represents a new beginning – one where individuals are empowered to maximize their potential and contribute meaningfully based on their unique abilities. The time for HR to lead this evolution is now.

It’s Learning at Work Week, and this acts as the perfect reminder that development isn’t a one-off training session, but rather an opportunity to be seized on a daily basis. Indeed, a LinkedIn study found that a massive 94% of employees said they would stay longer with an employer who invested in their learning and development!

However, we know that getting people genuinely engaged in learning can sometimes be a bit tricky. With deadlines looming and inboxes overflowing, learning opportunities can often get pushed to the bottom of the to-do list.

So, the question is, how do we make learning stick?

Here are five simple (and realistic!) ways we have found that really boost engagement with learning at work:

1. Make It Bite-Sized and On-Demand – gone are the days when learning had to mean a full-day workshop. Microlearning – think 10-minute videos, quick quizzes, or short articles – fits more naturally into busy schedules. Employees are far more likely to engage when learning feels like a small step rather than a big leap.
2. Link Learning to Real Goals – people engage more with learning when they understand why it matters. Whether it’s developing leadership skills to prepare for promotion or brushing up on AI tools to stay ahead of industry trends, learning becomes more meaningful when tied to personal or team objectives. A great way to ensure this is happening is by utilizing time during one-to-ones to help employees connect activities to their career aspirations or challenges they are facing.
3. Celebrate the Learnings – we you may know, recognition goes a long way. Therefore, make the effort to celebrate people who take part in learning initiatives, whether that’s a quick shoutout in a team meeting or even a ‘Learner of the Month’ award to promote quick buy-in.
4. Involve Managers Early – team leaders are often the missing link when it comes to learning engagement. If a manager values and models continuous learning, their team is far more likely to follow suit. Therefore, employers should be equipping managers with a simple learning conversation toolkit (such as questions they can use during check-ins to prompt learning reflection and planning).
5. Make Learning Fun – it can be good to remember that learning doesn’t always have to be formal. Peer-led sessions, ‘lunch and learn’s’, or even friendly learning challenges can create a buzz and encourage collaboration.

The key thing to takeaway is that learning at work shouldn’t feel like homework. It should feel like progress, growth, and even a bit of fun. Which means not simply offering resources, but by creating a culture where curiosity is rewarded and development is genuinely supported.

If you would like to discuss how we can help craft a workplace culture that promotes an engagement with learning, please get in touch with us today!

A brand-new study recently discovered that those employees who are ‘workaholics’ are more likely to become disengaged with their moral values. This got us thinking about how being a workaholic – whilst outwardly presenting as a super engaged and committed employee – actually has detrimental effects on overall productivity and wellbeing – so much so that it apparently throws off one’s moral compass, too. That’s why this month we have grabbed a copy of Malissa Clark’s latest book, Never Not Working: Why the Always-On Culture is Bad for Business–and How to Fix It.

Dr Malissa Clark is an associate professor of industrial-organizational psychology at the University of Georgia, and her research has particularly focused around workaholism, burnout, employee wellbeing, and organizational culture. Widely published in academic journals, Malissa has become a leading voice in the conversation around workplace mental health, and her first book, Never Not Working, translates her years of academic insights into accessible, actionable guidance.

In her book, Malissa starts by examining the toxic rise of workaholism in today’s professional world – where long hours and constant availability are not only normalized but celebrated. She argues that this ‘always-on’ culture is not a mark of dedication or success, but a harmful and unsustainable approach that damages individuals, teams, and entire organizations.

The book creates a clear distinction between healthy work engagement (feeling energized and fulfilled by work) and workaholism, which is defined by an uncontrollable inner compulsion to work excessively and obsessively. Malissa draws on over a decade of empirical research to show how workaholism is linked to burnout, anxiety, strained relationships, and reduced productivity, debunking the myth that more work automatically leads to better outcomes.

The book also goes on to address the systemic and cultural drivers of overwork: from glorified ‘hustle culture’ and performative busyness to poor leadership and the spread of technology that blurs the line between professional and personal life. She explores how these patterns have been intensified by the pandemic, remote work, and economic pressures.

Rather than simply critiquing the current state of affairs, Malissa offers a practical framework for change. She provides tools for leaders to recognize unhealthy behaviors in themselves and their teams, and she outlines steps organizations can take to shift away from overwork, such as setting boundaries, promoting recovery time, and measuring success based on output rather than hours being logged.

Ultimately, Never Not Working is a call to reimagine what productivity and success look like in the 21st century, arguing that sustainable work is not only better for employees, but better for business overall.

If you would like to discuss how we can help train your leaders and middle managers to identify the signs of workaholism, please get in touch with us today!

And in the meantime, be sure to grab yourself a copy of Never Not Working – it can be purchased here in the US and here in the UK.

Let me set the scene: it’s a rainy Tuesday morning and you arrive at the office for work. The place is quiet – just the hum of the coffee machine and the low murmur of someone on a Teams call. But by 10 a.m., a small group has gathered in the open-plan communal space: Finance are chatting about a reporting glitch, a new employee is asking questions about a new platform, and someone is sharing photos from their dog’s birthday (yes, that’s a thing now!).

Within half an hour, three new ideas have been sparked, two problems solved, and a connection made that will lead to an impromptu mentorship pairing.

This is the kind of magic that’s hard to replicate through a screen.

While AI and automation are undeniably transforming the way we work – bringing speed, efficiency, and convenience – they can’t replicate the authenticity, collaboration, or creative spark that comes from sharing a space with others. In an age where so much can be streamlined, the unmediated, spontaneous moments of human connection remain irreplaceable. A smile, a firm handshake, or a quick coffee break creates bonds that virtual interactions simply can’t match.

Creating environments that foster meaningful connection is no longer a ‘nice to have’ – it’s essential for building resilient teams and strong workplace culture.

AI: An Enabler, Not a Replacement

Let’s be clear: AI is here to stay, and that’s a good thing. Used thoughtfully, it can lift the administrative burden, speed up data analysis, and allow people to focus on what they do best – building relationships, solving problems, and bringing fresh ideas to the table.

In the HR space alone we’ve seen AI enhance recruitment, employee feedback, and performance monitoring. Gartner predicts that by 2027, nearly 25% of all professional roles will be supported or augmented by AI. But while these tools enhance productivity, they must not replace the emotional intelligence, trust, and judgment that only humans bring.

AI won’t notice when a new starter is feeling overwhelmed. It can’t coach someone through a delicate conversation or teach the nuance of when to lead, when to follow, and when to challenge. That kind of knowledge lives in the in-between moments – moments that only come with face-to-face connection.

The Value of Being There

As we integrate AI into more aspects of work, it becomes even more important to double down on what can’t be automated – namely, mentorship.

While AI can accelerate tasks and fast-track knowledge acquisition, it doesn’t teach people how to navigate a tough conversation, when to push back in a meeting, or why a certain client prefers one communication style over another. That kind of learning comes from observing, shadowing, and talking things through with someone who’s been there before. It comes from being present.

In professional environments – particularly those where junior employees are just beginning to shape their skills – this human guidance is essential. Kevin Ellis, Chairman of PwC, captured it well when he said: “You give people the freedom to do more. This, in turn, requires more coaching to equip people more quickly for more responsibility and to impart knowledge that is usually acquired over a longer period of time.” AI might take someone from year one to year three on paper, but the real growth happens in the conversations in between.

Being physically present in the workplace allows for these crucial mentoring moments to unfold naturally – whether it’s a casual debrief after a meeting, or a spontaneous question asked in passing. These are the moments that build confidence, capability, and a sense of belonging.

Without them, there’s a real risk that early-career employees, especially, miss out on the very experiences that shape future leaders.

Designing Office Time with Intention

That doesn’t mean flexibility goes out the window. Remote and hybrid working have provided much-needed balance for many, and the option to focus at home is now a baseline expectation. But if we want employees to come into the office, the experience has to be more than just replicating remote work at a desk.

Office time should be purposeful. It should be about collaboration, creativity, shared learning, and community – things that don’t happen as organically over scheduled calls. When designed well, the physical workplace can serve as a catalyst for connection. Open-plan areas, communal kitchens, and informal breakout spaces make it easier for spontaneous interactions to flourish.

In-person collaboration unlocks creativity and fosters deep trust – an authenticity that screens and algorithms can’t capture.

The Human Touch Builds Trust

Trust is the foundation of effective teams, and it’s much easier to build when we’re face-to-face. Research from MIT Sloan shows that high-trust teams are 50% more productive and 76% more engaged. Shared experiences – the chats between meetings, the eye contact across a table, the subtle cues from body language – form the basis of camaraderie and psychological safety.

In roles like HR, trust is especially vital. When employees know there’s a human being behind the process, someone they can see, speak to, and be heard by, they are more likely to feel supported. But when services are automated to the point of invisibility, that trust can erode.

We must continue to capitalise on the human element – not in spite of AI, but alongside it.

Moving Forward – Together

AI will continue to shape the future of work, but it’s our responsibility to ensure it doesn’t strip out the soul of the workplace. It’s not about choosing between technology and human connection; it’s about using technology to elevate it.

Because sometimes, the best ideas – and the strongest relationships – are sparked not by an algorithm, but by a laugh across the desk and a second cup of coffee.

If you would like to discuss how we can help create environments that foster meaningful connections in your organization, please get in touch with us today!

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

“Hansel and the Breadcrumbs”

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

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

How can Hansel’s employer help him?

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

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

“Rapunzel and the Remote Tower”

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

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

So, how can Rapunzel’s employer support her?

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

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

“The Three Little Pigs and the Big Bad Layoffs”

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

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

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

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

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

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

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

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

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

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

What Can Employers Do?

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

Job Crafting and “Squiggle Room”

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

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

Flexibility as a Cornerstone

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

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

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

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

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

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

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

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

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

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

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

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