At OrgShakers, we often say that the best interviews are not just about assessing candidates – they’re about creating a conversation that unlocks insight. A truly productive panel interview is one where every participant leaves with a clear understanding of the candidate’s capability, the role’s alignment, and how both could thrive together.

Having supported countless Boards and leadership teams worldwide, we’ve seen how panel interviews can either elevate or hinder hiring outcomes. The difference often lies in the preparation, communication, and consistency of the panel itself.

Here’s how HR professionals can set their organisations up for success by ensuring panel interviews are fair, engaging, and above all — productive.

1. Prepare the Panel, Not Just the Candidates

A productive panel interview starts long before the first question is asked. HR professionals play a crucial role in helping the panel feel aligned and ready.

Hold a short pre-interview briefing to confirm logistics, check sound and lighting if online, and clarify the flow of the session. This not only prevents awkward technical issues but also allows panel members to discuss the purpose of the interview – what they’re assessing, who’s asking which questions, and what a “great” answer looks like.

Most importantly, align on the tone of the conversation. Candidates at senior levels are evaluating your organisation just as much as you’re evaluating them. Panels that project warmth, professionalism, and enthusiasm tend to attract stronger interest from top talent.

2. Create Clarity and Consistency

When each panel member understands their role, the interview feels structured, confident, and cohesive. HR professionals should ensure that all panelists are using the same set of core questions, phrased consistently across interviews. Even small variations can unintentionally change meaning and make it difficult to fairly compare responses.

Developing a scoring guide or framework can also help maintain consistency, allowing for more objective evaluation and easier discussion afterward.

3. Keep It Human – even when they’re online.

Remote interviews can sometimes feel detached, but HR professionals can coach panelists on how to bring humanity back into the process.

Encourage everyone to:

• Keep cameras on and maintain eye contact through the screen.
• Minimise distractions — no emails, phones, or background noise.
• Smile and engage as they would in an in-person setting.

A relaxed, attentive panel allows candidates to show their authentic selves — giving the organisation a more accurate sense of who they’re really hiring.

4. Encourage Active Listening and Note-Taking

A productive interview isn’t just about asking the right questions — it’s about really hearing the answers. HR professionals can set expectations for panelists to listen actively, take structured notes, and avoid interrupting candidates mid-thought.

After each interview, take a few moments to debrief while impressions are fresh. This encourages collaborative reflection and helps capture valuable observations that might otherwise fade by the time comparisons are made.

5. Reflect Your Culture and Values

How your panel behaves during an interview sends a strong signal about your organisation’s culture. HR leaders should remind panels that every interaction – from tone of voice to body language – communicates something about the company.

If your culture values innovation, collaboration, or empathy, make sure that shines through in how your panel conducts itself. A candidate who experiences a thoughtful, well-organised process is more likely to stay engaged and accept an offer.

Final Thought

Productive panel interviews don’t happen by chance — they’re the result of intentional preparation, alignment, and care. By guiding panels to be consistent, engaged, and human-centred, HR professionals can dramatically improve hiring outcomes and strengthen employer reputation in the process.

At OrgShakers, we help organisations design and facilitate leadership interview processes that are fair, inclusive, and highly productive. If you’d like to train your panels or refine your interview framework, get in touch with the OrgShakers team today.

Remote work is now firmly embedded in the modern workplace.

For employees, the benefits are clear: improved work-life balance, cost savings, and more time with family. For employers, when managed well, it can lead to higher morale, productivity, and performance.

But alongside the advantages, remote working creates new challenges for HR leaders. With employees less visible, stress and burnout are harder to spot, boundaries blur between work and home, and feelings of isolation can take hold.

Supporting wellbeing for remote employees is not just a nice-to-have, it is a business-critical priority for engagement, retention, and long-term organizational health.

Here are seven strategies HR teams should consider when designing effective wellbeing support for remote workers.

1. Create a Culture of Listening in the Workplace

Every workforce is unique, so the first step is understanding what your employees actually need. Regular pulse surveys, one-to-one check-ins, and anonymous feedback channels help HR leaders identify the challenges remote employees face, from technology gaps to digital literacy and social isolation.

For example, some organizations run monthly wellbeing surveys to quickly surface concerns and tailor responses, whether that’s providing better equipment, offering virtual training, or creating more opportunities for connection.

2. Address Financial Wellbeing Too

Employee wellbeing is not just about mental health. Financial stress is one of the biggest drivers of distraction and disengagement at work, and remote employees can feel this strain even more acutely if communication is limited.

Practical solutions include offering financial literacy workshops, partnering with external advisors, or providing access to confidential debt support services. Making resources easy to access without the need for uncomfortable conversations with managers helps remove stigma and ensures employees can get help when they need it.

3. Reduce Loneliness and Isolation

Despite constant digital connection, many remote workers report feeling lonely. In fact, nearly half of employees working from home say their sense of belonging to their organization has decreased.

HR leaders can tackle this by:

• Encouraging regular check-ins that focus on wellbeing as well as performance
• Creating virtual and hybrid social opportunities (e.g. informal drop-ins, virtual coffee breaks, or hybrid team events)
• Reviewing policies that may inadvertently reduce opportunities for interaction, such as discouraging meetings without providing alternative connection points

Loneliness is more than an individual issue; it directly impacts engagement, productivity, and retention.

4. Support Managers’ Well-being too!

Line managers are on the front line of employee wellbeing, but they are also at high risk of burnout themselves. With the added responsibility of supporting remote teams, managers need training, resources, and their own wellbeing support.

Practical actions include:

• Providing mental health training for managers so they feel confident in wellbeing conversations
• Encouraging managers to model healthy boundaries (finishing on time, taking breaks, disconnecting outside working hours)
• Ensuring managers have access to support networks, coaching, or peer groups

A sustainable wellbeing strategy must protect managers as much as their teams.

5. Reinforce Boundaries Between Work and Home

Remote employees often feel pressure to be “always on.” Without clear boundaries, this leads to longer hours, stress, and eventual burnout.

HR can help by encouraging:

• Rituals that simulate a commute, such as a walk before and after work
• Policies that reinforce breaks and discourage out-of-hours communication
• Practical support such as co-working allowances, which help employees separate home and work environments

The most important factor is trust. When employees believe they are evaluated on outcomes rather than presence, they are more likely to establish healthy work patterns.

6. Strengthen a sense of Belonging for Remote Teams

Belonging is a cornerstone of engagement. HR leaders can foster belonging among remote workers by connecting them to the company’s mission, values, and vision. Recognition programs, values-based awards, and regular all-staff events (virtual or hybrid) are all opportunities to reinforce shared purpose and celebrate contributions.

7. Balance Wellbeing With Workload

Remote employees are at risk of both overwork and disengagement. HR should encourage managers to set SMART goals, review workloads regularly, and provide both formal and informal check-ins.

Leading by example matters. If managers take breaks, block out no-meeting times, and normalize healthy working practices, employees will feel more empowered to do the same.

Final Thoughts

Wellbeing in remote work is about more than offering perks; it is about rethinking how culture, policies, and leadership practices support employees in a digital-first environment. By proactively addressing financial stress, isolation, boundaries, and manager support, HR leaders can create healthier, more resilient organizations where remote work thrives.

If you would like to discuss how OrgShakers can help you design tailored wellbeing strategies for remote and hybrid teams, 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.

The rise of hybrid work has blurred the lines between office attire and home comfort. Suits and heels are no longer the default for many professionals, while pajamas and gym clothes have become surprisingly common in home offices. For HR leaders, this raises an important question: how do you set dress code expectations that make sense in today’s flexible world of work?

Why Hybrid Dress Codes Matter

Dress codes have always been tied to professionalism, company culture, and brand image. They influence how employees feel, how they are perceived by clients, and even how productive they are. Studies show that dressing smartly can make people feel more authoritative, decisive, and productive, while dressing comfortably can encourage creativity and honesty.

But hybrid work has shifted employee expectations. A survey of over 1,000 hybrid workers found that:

• 79% now dress differently because of flexible work schedules
• 53% prioritize comfort above all else
• 35% blend casual and formal clothing
• Only 21% say they dress up more than before going hybrid

Generational differences are clear too. Millennials (86%) and Gen X (77%) are most likely to have adapted their work wardrobes, while Boomers are more divided (51%).

The Risks of Ignoring Dress Code Clarity

Without clear guidelines, hybrid dress codes can lead to confusion—or even embarrassing blunders. From employees forgetting their cameras are on while underdressed to overly casual appearances in client-facing calls, the lack of clarity can undermine professionalism and company reputation.

Equally, overly rigid policies risk alienating employees who value comfort and individuality. A one-size-fits-all approach is no longer realistic when staff move between client meetings, brainstorming sessions, and at-home deep work.

Trends Shaping Hybrid Workwear

Hybrid employees are embracing new styles that mix professionalism with personal expression. Some of the most prominent trends include:

• Quiet luxury (47%): sleek, minimal looks that signal subtle professionalism
• Dopamine dressing (38%): bold colors and textures that reflect joy and creativity
• Preppy streetwear (25%): combining functionality with modern style
• Individualism (22%): prioritizing self-expression over strict conformity

At the same time, employees report that while jeans (79%) and sneakers (78%) are widely accepted, gym clothes (58%), miniskirts (56%), and crop tops (54%) are generally considered inappropriate.

Building a Hybrid Dress Code That Works

So, what should HR and leadership consider when designing policies for 2025?

1. Set clear but flexible standards
   Define what is considered “work-appropriate” both in-office and on video calls. Allow for comfort but outline boundaries (e.g., no sleepwear or gym wear in meetings).
2. Adapt by context
   Recognize that attire expectations can shift depending on the activity. Creative sessions may benefit from casual dress, while client presentations may require more formal attire.
3. Encourage professional self-awareness
   Employees should be coached to consider audience and impression: would their outfit be appropriate in a client pitch or board meeting?
4. Update policies with hybrid realities in mind
   Rather than having separate rules for office and remote work, create a unified dress policy that addresses both.
5. Balance inclusion with brand image
   Take into account generational and cultural differences in style preferences while ensuring the company brand is represented professionally.

The Bottom Line

Hybrid work has permanently reshaped the way employees dress for work. For HR leaders, the challenge is to strike the right balance—encouraging comfort and individuality while preserving professionalism and protecting company reputation.

A well-crafted hybrid dress code can do more than avoid mishaps on Zoom. It can support employee well-being, enhance company culture, and reinforce brand identity in a workplace that is both flexible and future-focused.

If you’d like to discuss how to update your company’s dress code policies, or overall working culture for the hybrid era, get in touch with us at hello@orgshakers.com.

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.

As remote and hybrid work continues to be the norm for many organizations, one challenge has been steadily growing in both scope and impact: Zoom fatigue. While the term broadly refers to the tiredness, worry, or burnout caused by overuse of video conferencing platforms, recent research is revealing that the root causes run deeper than simply having too many meetings.

Why Staring at Yourself Is Draining

For many employees, video meetings replicate the feeling of sitting in a meeting with a mirror propped up in front of them. This constant self-view can lead to what psychologists call facial appearance dissatisfaction—a form of self-consciousness that intensifies when we’re repeatedly confronted with our own image on screen.

Researchers from Michigan State University, Santa Clara University, and other U.S. institutions found that individuals who were unhappy with their facial appearance reported significantly higher levels of virtual meeting fatigue. In turn, these employees were more likely to use filters, avatars, or other image-enhancement tools to manage how they appeared to others.

This self-scrutiny isn’t just vanity—it can have real workplace consequences. Participants who disliked how they looked were less likely to find video calls useful, and more likely to feel drained afterward. Some even reported avoiding speaking up on calls, fearing how they might be perceived visually.

The Inclusion Factor

Not everyone experiences Zoom fatigue equally. Studies show:

• Women are more likely to self-focus in the presence of a mirror, with Stanford research finding that 1 in 7 women felt “very fatigued” after video calls compared to 1 in 20 men.
• Introverts, younger workers, and people of color also reported higher fatigue levels.
• Those with heightened public self-consciousness—the tendency to fixate on how others perceive them—were especially vulnerable.

This means that “cameras on” policies, while often intended to boost engagement and accountability, can have unintended inclusion implications. If certain demographic groups are disproportionately affected, blanket requirements could inadvertently create inequities in employee experience and well-being.

The Rise of “Zoom Dysmorphia”

The PLOS One study also touched on a related phenomenon: Zoom dysmorphia. Similar to how heavily edited social media photos have been linked to increases in cosmetic procedures, constant exposure to our on-screen image during meetings has contributed to more people feeling dissatisfied with their real-life appearance. In some cases, this has even led to increased interest in cosmetic treatments.

What HR Leaders Can Do

To address Zoom fatigue effectively, HR professionals and leaders should think beyond simple scheduling fixes. The solution lies in understanding—and mitigating—the psychological mechanisms at play.

1. Promote the “Hide Self-View” Option
Encourage employees to use Zoom’s “hide self-view” feature, which lets others see them without forcing them to watch themselves. This can reduce self-focused attention and alleviate some appearance-related fatigue.

2. Reevaluate “Cameras On” Policies
Instead of enforcing a rigid rule, consider a flexible approach based on trust. If an employee turns their camera off, it doesn’t necessarily mean they’re disengaged. Allowing choice can improve inclusivity and reduce anxiety.

3. Mix Up Communication Channels
Not every meeting needs to be on video. Use phone calls, instant messaging, or collaborative documents when video adds little value. This helps break the cycle of constant self-exposure.

4. Address Appearance Concerns
Normalize the conversation about self-image challenges in remote work. Some companies even offer guidance on lighting, camera angles, or virtual backgrounds to help employees feel more confident without defaulting to heavy filters.

5. Reduce Virtual Presenteeism
Shift the focus from how often employees are on camera to the quality of their contributions and outcomes. This helps create a culture where performance, not appearance, is what matters most.

The Bottom Line

Zoom fatigue is more than just screen overload—it’s tied to how we see ourselves and how we believe others see us. For HR leaders, tackling this issue requires a mix of empathy, flexibility, and awareness of the deeper psychological factors involved.

By addressing the self-image component and rethinking camera expectations, organizations can create a healthier, more inclusive virtual workplace that supports productivity and well-being in equal measure.

If you’re wondering what on earth “Cybernese” is, you may be surprised to learn that it’s a rapidly evolving language we all need to become fluent in—fast. Cybernese refers to the non-verbal, online language we’ve developed since the mass shift to remote and hybrid work.

In traditional, in-person workplaces, body language, facial expressions, and tone of voice often communicate as much as the words themselves. Being able to “read” people is a skill that gives valuable insight into what they truly think or feel. But with more and more interaction taking place online, we now face the challenge of interpreting a whole new set of non-verbal signals—ones that come through screens, chat platforms, and even emojis.

From Body Language to “Zoom Language”

In platforms like Zoom or Microsoft Teams, body language is harder to read when all you see is someone’s head and shoulders. Yet, subtle cues still matter: camera on vs. camera off, background choices, lighting, posture, and even responsiveness in chat. These are all part of the Cybernese lexicon.

Research suggests these cues are not just cosmetic. One study found that 92% of U.S. executives believed employees who consistently kept their cameras off were less likely to have a long-term future at their organization. Similarly, your chosen virtual background—whether a tidy office space or a tropical beach—can send unintended signals about your professionalism or work style.

The Emoji Gap

Perhaps the most complex and easily misunderstood part of Cybernese is emoji use. Originally designed to add warmth or clarity to digital messages, emojis have developed multiple—and sometimes conflicting—meanings across generations.

For example:

• 👍 Thumbs-Up: While older workers often see it as a quick way to say “all good” or “thank you,” many Gen Z professionals interpret it as curt, dismissive, or even passive-aggressive.
• 👏 Clapping Hands: Traditionally meant “well done,” but often used sarcastically by younger people.
• 🙂 Smiley Face: Friendly to some, disingenuous or condescending to others—especially if paired with critical feedback.
• 💀 Skull: Historically linked to danger or death, but now commonly used to mean “I’m dead from laughing” in younger circles.
• 😭 Loudly Crying Face: Once a symbol of grief, now widely used for exaggerated humor or emotional overreaction.

These evolving interpretations mean that what one person intends as warmth or encouragement can be read by another as sarcasm, dismissal, or hostility.

Why This Matters for HR and Leaders

Misinterpretation of digital cues can create more than momentary confusion – it can erode trust, morale, and psychological safety. When one person thinks a message says “You did great,” but the recipient hears “I’m annoyed with you,” communication has broken down.

This risk is amplified in multigenerational workplaces, where digital “natives” and “digital immigrants” bring different assumptions about tone and meaning. Without a shared understanding, even well-intentioned messages can lead to tension.

Building a Shared Digital Language

Just as organizations provide training on professional email etiquette, HR leaders should consider guidance on digital tone and non-verbal online cues. This might include:

• Open Discussions: Invite teams to share how they interpret common emojis and digital behaviors. You may uncover surprising differences in perception.
• Clear Context: Pair emojis with short clarifying phrases to ensure tone is unmistakable.
• Manager Training: Encourage leaders to pause before hitting “send” and consider how their message might be received by different audiences.
• Cultural Sensitivity: Recognize that emoji meanings can vary not only by generation but also by geography and subculture.

Staying Curious, Not Imitative

Leaders don’t need to mimic Gen Z slang or emoji trends to connect effectively. The goal isn’t to “speak young,” but to stay curious and aware. A willingness to learn how others express themselves—and how they interpret your own communication—can prevent misunderstandings and strengthen relationships.

The Bottom Line

Cybernese is here to stay, and its vocabulary will keep evolving. In a workplace where so much interaction is digital, understanding the hidden signals in online communication is no longer optional—it’s a core competency. By fostering awareness, building shared meaning, and encouraging curiosity, HR professionals can help bridge the generational and cultural gaps in our increasingly virtual work world.

As World Emoji Day rolls around each July 17th, it’s a timely reminder that the way we communicate at work is always evolving … and becoming increasingly visual.

Emojis have grown from informal texting shorthand into a rich, digital language that transcends borders – we like to call this language ‘cybernese’. But while these colourful icons can bring warmth and clarity to messages, they can also cause confusion, particularly across different generations in the workplace.

So how can HR teams embrace emojis as tools for better communication while remaining mindful of generational nuances and digital fluency?

There’s no denying that emojis are now part of everyday communication at work. According to a Slack and Duolingo study, 58% of employees globally said that using emojis at work allows them to communicate more nuance with fewer words, and 54% believe that emoji use can speed up workplace communication.

For younger generations (especially Millennials and Gen Z) emojis are second nature. They use them to soften instructions, express appreciation, or inject humour. But for Gen X or Baby Boomers, emoji use can feel unfamiliar, unprofessional, or even ambiguous.

Take the humble ‘thumbs up’ emoji. While older workers view it as a positive and efficient response, younger employees may perceive it as passive-aggressive or dismissive. Similarly, the classic cry-laughing face – once the go-to for sharing a laugh – has been replaced by the skull emoji among Gen Z to signal ‘I’m dead from laughing’. For someone unfamiliar, that can be jarring.

Understanding emoji literacy isn’t just a trend, it’s part of digital fluency and an essential component of inclusive communication in today’s workplace.

Generational misunderstandings can quickly lead to frustration, misinterpretation, or even conflict, and so employers can play a key role in helping to bridge these gaps by:

• Providing soft-skills training around digital communication norms.
• Creating emoji style guides that outline tone, professionalism, and preferred use in platforms like Slack or Microsoft Teams.
• Encouraging respectful curiosity rather than judgement. This helps to foster a culture where employees feel comfortable asking what something means.

Used mindfully, emojis can actually increase engagement and psychological safety – especially in hybrid or remote settings. Reactions like a heart or clapping hands can easily be used to acknowledge contributions without derailing focus. And custom emojis can also reinforce company culture and inside jokes, helping to build a sense of belonging.

So, employers need to ensure that they are not shying away from the use of emojis in the workplace. Rather, they should be harnessing their full potential and making this accessible for all staff – not just the younger ones.

This means treating emojis as part of the evolving language of work, championing intergenerational understanding through open dialogue, and encouraging a balance of professionalism and personality when using digital channels.

If you would like to discuss how we can help bridge the generational gap in your organization, please get in touch with us today!

In today’s fast-paced, digitally driven work environment, small talk may seem like a quaint relic of the past. Yet, for business leaders navigating hybrid teams, remote onboarding, and evolving communication norms, small talk is more than just filler – it’s a strategic asset.

As the nature of workplace interaction continues to shift, mastering the art of small talk can significantly enhance employee engagement, collaboration, and organizational culture.

Why Small Talk Still Matters

Small talk – those seemingly trivial exchanges about the weather, weekend plans, or a recent event – serves a deeper purpose in professional settings. It helps build rapport, eases social tension, and lays the groundwork for trust and collaboration. Research shows that small talk fosters positive emotions in the workplace, which in turn boosts organizational citizenship and morale.

For HR professionals, encouraging small talk can be a subtle yet powerful way to promote inclusivity and psychological safety. It signals openness, approachability, and a willingness to connect beyond transactional interactions.

The Post-Pandemic Communication Shift

With the rise of remote and hybrid work, many employees now operate in environments where informal interactions – once common in office hallways or break rooms – are rare.

According to a 2024 Forbes report, asynchronous communication and shortened attention spans (now averaging just 47 seconds on screen) have become the norm. This shift has made spontaneous small talk more difficult, yet more necessary than ever.

Barriers to Small Talk—and How HR Can Help

Many employees avoid small talk due to fear of saying the wrong thing or appearing awkward. A survey conducted by the emotional support charity Samaritans as part of their “Small Talk Saves Lives” campaign revealed that nearly half of British adults actively avoid small talk, with 22% citing anxiety about making social missteps. These concerns are amplified in professional settings, where the stakes feel higher.

Business leaders can play a pivotal role in normalizing and facilitating small talk by:

• Creating psychologically safe spaces where informal conversation is welcomed.
• Modeling inclusive communication during meetings and onboarding sessions.
• Encouraging open-ended questions that invite dialogue, such as “What projects are you excited about right now?” or “How did you get into your current role?”

Adapting Small Talk for Remote and Hybrid Teams

Remote work doesn’t have to mean the end of casual conversation. In fact, research from Rutgers University shows that small talk can be effectively taught and practiced via telehealth and virtual platforms, with comparable outcomes to in-person interactions.

This suggests that digital environments can still support meaningful social exchanges—if intentionally designed to do so.

Business leaders can foster virtual small talk by:

• Starting meetings with light, non-work-related questions.
• Creating dedicated Slack or Teams channels for casual conversation.
• Scheduling virtual coffee chats or ‘watercooler’ sessions to mimic in-office spontaneity.

Communication in the Mobile Era

Today’s workforce expects communication that is human, brief, and mobile-friendly.

A 2024 Forbes article emphasizes that employees increasingly prefer text-based updates and reminders over formal emails. This trend underscores the need for HR to rethink how and where small talk happens—perhaps through mobile messaging platforms or short video check-ins.

Conclusion: Small Talk as a Strategic HR Tool

In a world where efficiency often trumps connection, small talk remains a vital tool for building relationships, easing transitions, and strengthening workplace culture.

For business leaders, investing in small talk is not about encouraging idle chatter – it’s about cultivating a more connected, resilient, and human-centered organization.

By embracing small talk as a strategic communication skill, leaders can help bridge the gap between digital efficiency and emotional connection – ensuring that even in a remote-first world, people still feel seen, heard, and valued.

If you would like to discuss how we can help build greater connection in your organization, please get in touch with us today!

As hybrid work continues to reshape the modern workplace, a new category of employee has emerged: the super-commuter. These individuals travel 90 minutes or more – each way – to reach their workplace.

For HR professionals, understanding the dynamics of super-commuting is essential to supporting employee well-being, maintaining productivity, and adapting to evolving workforce expectations.

The Rise of Super-Commuting

Super-commuting is not a new phenomenon, but it has become more visible and widespread due to shifts in work patterns. According to the U.S. Census Bureau, “extreme commuting” has been on the rise since at least 1990. The pandemic accelerated this trend, as remote and hybrid work enabled employees to relocate further from urban centers, a pattern described by Stanford researchers Arjun Ramani and Nicholas Bloom as the “donut effect” – the hollowing out of city centers in favor of suburban and exurban living.

Research conducted in the UK by Trainline supports this shift, revealing that 47% of current super-commuters adopted their long-distance travel patterns during or after the pandemic. Hybrid work made this feasible, allowing employees to travel to the office only a few times per week. However, with return-to-office (RTO) mandates on the rise super-commuters are facing renewed challenges.

The Challenges Facing Super-Commuters

1. Financial Strain
While super-commuting is often driven by the desire to reduce housing costs, it introduces new financial burdens. Maintaining two residences or covering frequent travel expenses can quickly erode any savings. As one super-commuter noted, rising hotel costs in urban centers forced him to rely on friends for accommodation – an unsustainable solution over time.

2. Career Development Concerns
Remote and hybrid work offer flexibility, but they may also limit access to informal learning and networking opportunities. Younger employees, in particular, benefit from in-person mentorship and visibility. Employers may also question the long-term commitment or availability of employees who live far from the office, potentially impacting promotions and project assignments.

3. Personal and Family Strain
Long commutes can take a toll on personal relationships. Studies from Sweden and Germany have linked long-distance commuting to higher separation rates and emotional challenges for children. For employees with families, extended time away from home can disrupt routines and strain support systems.

How HR Can Support Super-Commuters

Despite these challenges, HR leaders have a unique opportunity to support super-commuters and harness the benefits of a geographically diverse workforce.

1. Embrace Flexible Work Models
Flexibility remains the cornerstone of successful hybrid work. Allowing employees to work from home more frequently – or to count travel time as part of their workday – can reduce stress and improve work-life balance. With mobile technology and widespread connectivity, employees can be productive from trains, buses, or remote locations.

2. Redefine Productivity Metrics
Shift the focus from hours spent in the office to outcomes achieved. By emphasizing deliverables and performance over physical presence, HR can create a more inclusive environment for super-commuters and remote workers alike.

3. Offer Travel Support and Resources
Consider providing stipends for travel or temporary housing, partnering with travel services, or offering flexible scheduling to accommodate long commutes. These benefits can help offset the financial and logistical burdens of super-commuting.

4. Foster Connection and Inclusion
Ensure that super-commuters are not left out of team dynamics. Use digital tools to facilitate collaboration and schedule in-person meetings thoughtfully to maximize their impact. Mentorship programs and virtual networking opportunities can also help bridge the gap.

Conclusion

Super-commuting is a growing reality in today’s workforce, driven by the interplay of housing affordability, hybrid work, and evolving employee preferences. While it presents clear challenges, it also offers opportunities for HR professionals to innovate and lead with empathy.

By embracing flexibility, supporting career development, and fostering inclusive practices, organizations can turn the super-commuting trend into a strategic advantage – one that supports both employee well-being and organizational success.

If you would like to discuss how we can help your business optimize your working styles in a way that drives both individual and collective productivity, please get in touch with us today.

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.

HR professionals are at the forefront of navigating the evolving dynamics of workplace culture.

So, with more and more organizations increasing the number of in-office workdays, the rise of ‘hushed hybrid’ working – when front-line managers quietly allow employees to work remotely despite official Return to Office (RTO) mandates – presents a critical challenge that demands immediate attention.

The Current Landscape

In 2024, several major organizations, including Amazon, JPMorgan Chase, and AT&T, issued strict RTO mandates, requiring employees to return to the office five days a week.

These policies have sparked a significant pushback, with surveys revealing that a significant percentage of employees are either ignoring these mandates or considering leaving their roles due to the lack of flexibility.

This resistance underscores a growing disconnect between senior leadership and front-line management and employees.

The Risks of ‘Hushed Hybrid’ Practices

‘Hushed hybrid’ working may seem like a practical workaround for front-line managers aiming to balance employee satisfaction with company policies. However, this approach is unsustainable and fraught with risks:

• Employee Tensions: Allowing some team members to work remotely while others are required to be in the office can create feelings of unfairness and resentment.

• Erosion of Trust: The secrecy inherent in ‘hushed hybrid’ arrangements undermines transparency and can lead to a toxic workplace culture.

• Policy Compliance Issues: If managers are bypassing RTO policies, it raises concerns about adherence to other organizational policies, signaling potential governance issues.

The Role of HR in Bridging the Gap

HR professionals play a pivotal role in addressing the root causes of ‘hushed hybrid’ working. Here’s how you can act:

• Facilitate Open Dialogue: Create channels for middle managers to provide honest feedback to senior leadership about the challenges and employee sentiments surrounding RTO mandates.

• Reassess RTO Policies: Collaborate with leadership to evaluate the effectiveness of current RTO policies and explore more flexible, hybrid models that align with employee needs and organizational goals.

• Promote Transparency: Foster a culture of openness where policies are clearly communicated and consistently applied across all levels of the organization.

• Support Middle Managers: Equip managers with the tools and training needed to navigate the complexities of hybrid work arrangements while maintaining compliance with company policies.

Building a Sustainable Workplace Culture

The rise of ‘quiet’ workplace trends like ‘hushed hybrid’ working highlights the need for proactive measures to strengthen organizational culture. By addressing these challenges head-on, HR can help bridge the gap between policy and practice, ensuring that your organization remains an employer of choice in an increasingly competitive talent market.

If you would like to discuss how we can help coach your leaders in communication, as well as foster a culture of openness in your workplace, please get in touch with us.