In the wake of the pandemic, the working world has been in a constant state of transformation. The rise of a carpe diem mentality and the evolving needs of the workforce have necessitated a shift in how organizations attract, embed, and retain top talent.

As we move into 2025, this shift may involve rethinking traditional hiring requirements.

In particular, the four-year degree, once a staple of job qualifications, is being reconsidered. Major corporations like IBM, Accenture, Bank of America, and Google have set a precedent by eliminating the bachelor’s degree requirement for many roles. And recent data suggests that nearly half of US organizations intend to eliminate the need for a bachelor’s degree – a trend is not just exclusive to the US with LinkedIn data showing a 90% increase in the share of UK job postings that did not require a university degree.

Given the current talent shortage, it’s no surprise that companies are beginning to value unconventional pathways into the workforce. After all, fewer than 40% of Americans actually hold a bachelor’s degree, which means that 70 million workers who do not have a university qualification were potentially being overlooked by employers.

But if degree inflation is finally starting to fall, what should employers be doing to ensure they are attracting the best talent?

The solution lies in two key areas: defining the characteristics of a desirable candidate and offering robust training pathways. Hiring managers and HR professionals should shift their focus from traditional qualifications to evaluating candidates based on their attitude, acquired skills, and potential to enhance the company culture. Many eager and capable individuals have not pursued a four-year degree but possess the drive to learn and grow. By moving away from rigid degree requirements, companies can tap into a larger and more diverse talent pool.

The success of new hires hinges on the training programs that employers provide. One offering that is growing in popularity in the US is apprenticeships, which have seen a 64% rise over the last decade. Apprenticeships have proven to be a great tool for getting fresh talent into roles; for example, in Switzerland 70% of teenagers participate in apprenticeships after finishing high school due to their effectiveness for businesses and their biproduct of creating social mobility opportunities. Apprenticeships can attract talent and boost retention rates by fostering loyalty from the outset.

Similarly, employers can develop in-house training programs tailored to their specific needs, enroll new hires in Bootcamps, and offer external certifications. These initiatives are particularly popular in the tech industry, where continuous learning is essential.

By moving away from degree requirements and creating comprehensive apprenticeship and training programs, companies can also advance their Environmental, Social, and Governance (ESG) strategies. These initiatives contribute to social mobility and demonstrate a commitment to broader social goals.

If you would like to explore how OrgShakers can assist you in expanding your hiring process and accessing a wider pool of untapped talent, please get in touch with us today!

The term ‘red flags’ is often used these days in the world of dating – namely, trying to identify potentially undesirable qualities in potential suitors.

And, as we know, the dating process can be a lot like the hiring process – you arrange a time to meet, exchange pleasantries, and then get into the fundamentals to determine whether the two of you are a compatible.

But before all of this, it’s highly likely that, as in dating, a recruiter might take a look at a prospective candidate’s social media presence to see what it reveals about their personality and values.

This process of social media screening is a common practice amongst hiring professionals – in fact, a survey by CareerBuilder found that 70% of employers use social media to screen potential employees before making a hiring decision.

So, in light of this, we have compiled a list of social media ‘red flags’ that hiring managers should take into consideration when vetting a potential candidate:

• Inappropriate/Offensive Content – this is one of the most obvious red flags, and essentially means that if you are finding any posts that are misogynistic, homophobic or discriminatory, then this is probably a sign that the candidate might not be the best fit for the culture of your company. Content like this can also indicate a lack of professionalism and poor judgement, which are not two favorable skills.
• Complaints About Past Employers – while it’s normal to encounter occasional frustrations at work, frequent public complaints about previous employers, coworkers, or clients on social media can be indicative of a lack of discretion, poor conflict resolution skills, or an inability to maintain professional relationships.
• Negative/Hostile Tone – if you find that a candidate is constantly having arguments in comment sections and making frequent passive-aggressive remarks aimed at their peers than this could be a sign that they may struggle to maintain a positive and collaborative attitude in the workplace.
• Oversharing Confidential Information – posting sensitive or confidential information about a previous employer, such as proprietary data, client details, or internal discussions, is a significant red flag. It demonstrates poor judgment and raises questions about whether they would respect confidentiality in your organization.
• Excessive Alcohol or Drug Use – while occasional photos from social gatherings are generally harmless, a consistent pattern of posts featuring excessive drinking or drug use can signal potential issues with responsibility and reliability. However, when looking at this it’s important to differentiate between casual social behavior and signs of lifestyle choices that may affect job performance, as what an employee does to have fun is their own business, but how much of it they share online is when the lines begin to blur slightly.
• No Online Presence – it’s not necessarily a red flag to have no social media presence, but a complete lack of it can be noteworthy. In today’s digital age, it could suggest a candidate’s unfamiliarity with technology, or a deliberate attempt to avoid scrutiny. However, it’s essential to avoid penalizing candidates for their decision to maintain privacy.

It’s important to remember to take these ‘red flags’ with a pinch of salt.

A person’s social media is inevitably going to include content unrelated to their professional capabilities, and it’s important to recognize that anything that does raise a red flag doesn’t automatically mean that the assumption being made is true.

Rather, it’s merely something to touch on and discuss if you decide to offer the candidate an interview.

It’s important for hiring managers to be considering the context around social media posts and to focus more on patterns of behavior instead of isolated incidents.

Social media can be a valuable tool for gaining insights into potential hires, but it should complement, not replace, traditional evaluation methods. If you would like to discuss how we can help efficiently screen potential candidates and strengthen your hiring processes, please get in touch with us today.

In today’s workplace, the “one-size-fits-all” approach no longer works. Employees want more than just a paycheck; they want an experience that feels tailored to their needs, goals, and aspirations. This is where AI steps in, reshaping how HR teams create personalized experiences that truly resonate with their people. By 2025, leveraging AI for this purpose won’t just be an innovation – it’ll be a necessity.

What Does Personalization Mean in the Workplace?

Imagine starting a new job and immediately receiving tailored training modules, benefits suggestions, and a career plan that aligns with your strengths and ambitions. That’s what personalization is about – treating employees as individuals rather than a part of the collective. AI takes this concept to the next level by helping HR teams scale personalization in ways that were unimaginable just a few years ago.

How AI Delivers Personalization

Here are a few ways AI is already changing the game for HR and employees:

1. Learning and Development (L&D): Let’s say an employee wants to move into a leadership role but isn’t sure what skills they need. AI can analyze their current capabilities and suggest specific courses or training programs to close the gap. Tools like LinkedIn Learning already do this, but the future will involve even more precision. Think customized learning paths unique to each employee’s role and career trajectory.
2. Tailored Benefits: Employees aren’t all looking for the same perks. A recent graduate might prioritize loan repayment assistance, while a working parent might value childcare subsidies. AI helps HR teams analyze employee demographics and feedback to offer benefits packages that matter most to each individual.
3. Career Pathing: One of the biggest reasons people leave organizations is because they don’t see a future for themselves. AI addresses this by creating dynamic career maps, showing employees what roles they’re suited for and what steps they need to get there. It’s like having a career coach, but powered by data.
4. Real-Time Feedback: Forget the annual review – AI tools are making feedback a continuous process. Imagine an employee completing a project and instantly receiving insights on what went well and where they can improve. This kind of immediate feedback builds skills faster and keeps employees engaged.

Why Does This Matter?

The benefits of AI-driven personalization go beyond just ticking boxes. It creates real impact, both for employees and organizations:

• Employees Feel Valued: When people feel like their employer understands and invests in their needs, it boosts morale and loyalty.
• Retention Improves: Personalized career plans give employees a reason to stay, reducing costly turnover.
• Data-Driven Insights: HR teams can make smarter decisions by understanding what employees want – and acting on it.

What About the Challenges?

Of course, there are hurdles. Let’s address the elephant in the room: data privacy. Employees might be skeptical about how their information is being used. Transparency is key here – employees need to know what data is being collected, how it’s used, and how it benefits them.

There’s also the risk of over-reliance on AI. Yes, AI can process data at lightning speed, but it can’t replace human intuition. The best HR teams will use AI to inform their decisions, not make them entirely.

The Future is Personal

By 2025, personalization will be a core part of the employee experience. Companies that embrace AI to create these experiences will have a clear advantage in attracting and retaining top talent. But here’s the thing: while AI is a powerful tool, it’s the human touch that ultimately makes the difference. Employees don’t just want a perfect algorithm; they want to feel understood, appreciated, and supported by the people they work with.

So, the real challenge for HR teams isn’t just adopting AI. It’s finding the balance – using technology to enhance the employee experience while keeping the heart of human connection alive.

Closing Thought

At the end of the day, personalization isn’t just about making employees feel special – it’s about helping them thrive. And when employees thrive, so do organizations. The question isn’t whether we’ll use AI to personalize employee experiences – it’s how well we’ll do it.

If you would like to discuss how we can help personalize employee experiences through AI in your organization, please get in touch with us today!

Not all employee turnover is detrimental. In fact, when an unreliable, high-maintenance, under-performing individual leaves, managers and colleagues alike will often breathe a sigh of relief.

However, when a top performer makes an abrupt departure, it can leave managers and their teams in a difficult situation:

1. Direct Costs: When a valuable employee quits, you incur the direct costs of recruiting, onboarding, and training their replacement to get them up to speed.
2. Lost Investment: The great employee you worked hard to recruit, onboard, and train takes their talent (and your investment in them) to another employer. When you lose a relatively new employee, the impact of your lost onboarding and training investment is even higher because the sooner they leave, the less time you have to make a return on your investment.
3. Disruption to Workflows and Relationships: Any time an employee voluntarily quits, your company experiences a disruption in workflow and work relationships (both internally and externally). The vacuum they create also typically increases the work burden on your remaining employees. When a top performer makes an abrupt departure, it can magnify the disruption and stress on your team.
4. Copycat Departures: When good employees leave, it sometimes triggers other unplanned departures. Remaining employees may question their own loyalty to your organization or be directly recruited by the former employee’s new employer.
5. Loss of Proven, Reliable Talent: High voluntary turnover among good employees diminishes the strength of your internal talent bench. A “revolving door” makes it nearly impossible to develop home-grown talent for other positions throughout your organization and up the ranks.

However, organizations can take control of unplanned turnover by CHARM-ing their employees?

Most organizations have processes such as ‘Exit Interviews’ in place to try to understand why employees are leaving. But this is only part of the battle; employers must be able to swiftly enact CHARM-ing strategies to attract, retain, and develop their workforce.

1. Committing to your vision and ensuring your culture aligns with the company’s values as well as the type of person you seek to employ.
2. Helping your leaders navigate the changing scope of work and equipping them with the tools and resources needed to inspire, coach, and develop their teams. Helping your employees manage competing priorities, their growth, and outside factors that can cause stress.
3. Attracting the best talent by partnering with your HR teams to maximize results in recruiting. Focus on the type of person you want to employ and what they want in an employer. When you identify those qualities, use them as the foundation for your recruiting strategy.
4. Re-recruiting your good people! Retaining key talent needs to be done with the same energy that you invested in recruiting that talent in the first place. Consider implementing a twice-yearly “stay meeting” for employees – think the polar opposite of an “exit interview” i.e.: “what do we need to do to ensure you stay?” Vs “what did we fail to do that made you leave?”.
5. Motivating your people by taking the time to know what’s going on in their work and personal lives and offering support. Take care of work-life balance and recognize your people’s achievements. People become most motivated when their leader shows interest in their whole lives and not just work output.

The OrgShakers team has extensive experience in analyzing why employees are leaving, where they are going, and what will attract and retain your ideal employee.

If you would like insight into how Unplanned Turnover is impacting your organization – and guidance in developing your strategy to take control, please get in touch at: hello@orgshakers.com.

Statistically, most of us will have a furry friend waiting for us at home; over half of UK adults and a whopping 66% of US households own a pet of some kind!

It’s very common for our pets to hold a special place in our heart, as they are considered just as important of a family member as anyone else. However, if an employee’s child were to fall ill or be in need, most employers would insist that they go and attend to them…but this isn’t necessarily the case when it comes to pets.

There is a bit of a grey area around the sudden need to have to care for any animal, as they don’t quite fall into the same category as needing to care for a family member…from a technical perspective. But from an emotional perspective, most employees would want to be able to care for their animals’ wellbeing, but it’s more than likely they wouldn’t be afforded the same leniency with paid time off (PTO) to do this.

Until now?

A new bill has recently been proposed in New York which updates the Earned Safe and Sick Time Act to allow workers to use sick leave to care for certain animals. If the bill were to go through, employees would be able to take time off for a “companion or service animal that needs medical diagnosis, care or treatment of a physical illness, injury or health condition”.  

The proposition of this update stems from the fact that pets are able to significantly reduce stress, anxiety, and depression, as well as lower blood pressure. They can also provide emotional support and a sense of purpose, and so naturally if our pet were to become unwell, an owner would become distressed. This emotional strain can then easily begin to spill over into one’s working life, which will ultimately lead to an impact on focus, productivity, and general wellbeing.

However, there is some division when it comes to the popularity of introducing such a policy; People Management conducted a LinkedIn poll which found that 55% of respondents were in favor of this policy but 45% were opposed, highlighting a significant divide.

In some ways, it might be strange to consider offering PTO to care for pets in the UK when only recently was the Carer’s Leave Act introduced, allowing employees to take up to a week of unpaid leave off to care for a member of their family. If at the moment only unpaid leave is being offered to care for an elderly or unwell family member, than it may seem like a jump to be offering paid leave to attend to a pet.

Or is it simply time for employers to be offering paid leave for both? With some states like New York offering ‘Paid Family Leave’ to care for an elderly parent with a serious health condition, and considering offering PTO for the care of sickly pets, is New York leading the way in understanding what employees need and what would attract them to a workplace?

We will have to wait and see.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

OK, so what do you think the office is really for?

What was once seen as a logical and efficient way of working has now been brought into question by the “work-from-home” / “return-to-office” tug-of-war which has broken out between employees and business leaders in many organizations.

So, to work out where we’re going – we first need to rewind.

From the 15th-century scriptoriums of medieval monks to the modern skyscrapers dotting urban landscapes, the ‘office’ has always been in a shifting state with innovations like artificial light, telephones, typewriters, elevators, and computers progressively reshaping the working environment.

Then came the lockdown. An abrupt shift that turned traditional office dynamics upside down. Those able to work from home found their productivity and job satisfaction often increased. Today, nine in ten jobseekers say hybrid work is now as important as financial benefits.

This shift challenges employers to rethink how office spaces can boost productivity while supporting employee well-being in remote settings. The strategy for this transformation focuses on policy, place, and purposeful leadership:

• Policy: Clear and well-communicated hybrid and remote work policies are essential. Define when employees need to be in the office and when they have the flexibility to choose. Transparency in policy-making fosters trust and loyalty.
• Place: Office space must cater to diverse needs. Some employees may need a quiet workspace every day, while others might prefer the office for collaborative tasks only once a week. Whether it’s a Superdesk for collaboration or cubicles for concentration, the office should accommodate various working styles.
  But beware! There is no ‘best way’ to do it – a recent study found that actively trying to make creative office spaces could be stifling creativity, whilst another discovered that changing from cubicles to open-plan saw a 70% drop in face-to-face interactions!
• Purposeful Leaders: Leaders play a crucial role in implementing these policies and ensuring the office space delivers value. Effective leaders highlight the benefits of coming to the office, promoting collaboration, and enhancing company culture. This can transform the office from a chore to a place employees are excited to be.

Employers must recognize the benefits of hybrid and remote work, leveraging these models to optimize productivity rather than viewing them as obstacles. The purpose of the office is evolving, and it’s time to lead this change.

We are here to help you navigate this transformation, optimizing organizational effectiveness in hybrid work, crafting policies, and coaching leaders to meet your company’s unique needs and those of your workforce. So, to continue this conversation, you can either head over to our contact page, or reach out to me directly at andy@orgshakers.com

The New Year is always a time for reflection, and more often than not, this can lead to us reevaluating what things have been bringing us purpose in our life and where in our lives this purpose can be found. This is where The Purpose Effect: Building Meaning in Yourself, Your Role and Your Organization by Dan Pontefract comes into play.

Dan is a leadership and culture change strategist, a keynote speaker with over two decades of experience at companies such as SAP, TELUS, and Business Objects, and an author to a number of bestselling books.

In his book The Purpose Effect, Dan combines his years of experience with swathes of research on employee engagement to create a work about the three crucial areas of purpose that result in the Purpose Effect: individual, workplace role, and organizational. 

Purpose-driven organizations focus on more than just profits. They align personal, organizational, and role-based purposes, benefiting both employees and society. When these elements align, employees feel fulfilled and engaged, contributing towards better work. If there is a mismatch between an employee’s personal purpose and the organization’s goals, it can ultimately lead to dissatisfaction.

This is where the Purpose Effect comes in, and it arises from three main factors:

1. Personal Sense of Purpose: Employees need to have a motivating purpose. This involves growth, defining life goals, and maintaining ethical behavior. Employees should be continually asking themselves how they are evolving and how they want to be perceived at work.
2. Organizational Purpose: This defines why the company exists. It reflects the company’s principles, ethics, culture, and commitment to fair practices. Fair compensation, performance management, and recognition are essential for aligning employees with a company’s purpose.
3. Role-Based Purpose: Each employee’s role must align with their personal and organizational purpose. When employees see their work as a ‘calling’, they are more likely to engage with said work.

Dan’s book teaches employers how they can find what he dubs the ‘sweet spot’ – this is the intersection of personal, organizational, and role purposes. By achieving this alignment, leaders will be able to foster a community spirit within the organization that will lead to a more productive, motivated workforce, as a company without a clear purpose may struggle to attract and retain top talent.

If you would like to discuss how we can help implement the best strategies to achieve the Purpose Effect, please get in touch with us today!

In the meantime, be sure to grab a copy of The Purpose Effect – you can head over here for the US and here for the UK.

Last year, we asked the OrgShakers team what practices and ideologies they thought employers should be leaving behind as they ventured into the New Year.

Now, as another year comes to a close, we wanted to see what they believe should be left behind in 2024 in order to help propel sustainability and growth in the year to come:

• Our Founder David Fairhurst believes that the end of the year is a great time for HR leaders to be considering their key areas of focus for 2025, and this includes looking at what practices should be left behind in order to foster more innovative, inclusive, and employee-centric workplaces. This could be done by adopting outcome-centered models of managing performance, or placing a greater focus on strategic workforce planning to ensure the workforce is a future fit, or even looking into comprehensive wellbeing strategies to avoid employee burnout, to name a few. But what’s important to remember when looking at new practices is to be realistic, and this can be done by thinking of HR strategic objectives on three levels:
  • What are the basics that need to be maintained?
  • What are the areas that must continuously improve?
  • What are the big moves we need to focus on which will offer a transformative impact?
• Anya Clitheroe would like to stop hearing managers complaining about the Gen Z workforce! This year she has heard so many managers making the blanket statement that Gen Z have been spoilt and they don’t want to work hard or that they don’t show any initiative. Instead, Anya would like them to find a way to engage the younger workforce in a way that interests them. Have they clearly communicated ways of working expectations, and have they found out what does motivate them? At the very least, they need to see that not every Gen Z can be identical in their workstyle preferences!
• Speaking of leaders, Marty Belle believes that employers should leave behind rigidity and paternalistic leadership operating styles. These areas of inflexibility include enforcing Return to Work practices in cases where remote workers are more productive, or only offering fixed work schedules without taking into consideration some workers may not be morning people and would choose to work mid-day rather than early morning. Additionally, more flexible scheduling would accommodate childcare needs and parental involvement in their children’s extracurricular activities.
• Building on this, Lauren Kincaid believes that employers should be leaving behind a one-size-fits all approach when it comes to employment policies and employee benefits. The more personalized the employment experience, the more seen, heard and valued an employee feels, resulting in better employee engagement, loyalty and performance.
• Echoing Marty’s sentiment of rigidity, Sayid Hussein also believes employers should leave behind in 2024 a “9-to-5, in-office only” mentality. With advancements in technology and changing workforce dynamics, it’s time to embrace flexible working arrangements that prioritize outcomes over hours. Trusting employees to manage their time fosters creativity, improves retention, and acknowledges the diverse realities of modern life.
• Speaking of mindsets, Karen Cerrato believes that employers should be leaving behind short-term thinking. Whether at a corporate level or a management level, if we want longevity out of our employees, Kanen believes that need to start thinking strategically and long term. The days of people staying in a job for 10 yrs + “just because”, are long gone; we need to give them a reason to want to stay:  
  • Reactive decision-making: Shift toward proactive strategies that prioritize long-term growth and stability.
  • Underinvestment in talent: Invest in professional development and career growth opportunities for employees.
  • Top-down communication only: Foster two-way communication to engage employees and encourage innovation.
• Amanda Holland believes that employers need to be conducting their final Covid pandemic clean up: it’s time to finish assessing any processes or procedures developed specifically during the pandemic. Operationalize any efficiencies your company will be keeping by ensuring the language is up-to-date and free from pandemic references. Eliminate those policies, processes, and procedures that are no longer needed or applicable.
• Ken Merritt believes that employers should be leaving behind ‘reluctance’. Several companies have been slow to hire and fast to retire because there has been a ‘cloud of reluctance’ hanging over the economy since 2022 – it’s time for employers to be leaving that behind for good in 2024.
• Therese Procter knows that 2024 has been a very challenging year, with the key topics of remote working, political uncertainty, and the skills gap taking many of the highlight spots. But an area that she believes is often pushed down the agenda (whether this be due to the amount of effort and/or cost it requires) is mental and financial wellbeing. That’s why she believes that employers should be leaving behind poor and ineffective mental health support strategies and programs that are outdated and not fit for purpose, and instead take on a fresh approach to wellbeing this new year that better supports mental and financial aspects of life.

If you would like to get in touch with us about any of the points raised by our team, or if you have a different concerns that you were hoping to leave in 2024 and need assistance in shedding it, please don’t hesitate to get in touch with us today!

Equally, if you want some on-demand advice and strategies, why not book in a 1-hour private consultation with one of our seasoned HR professionals? Take a look at our OrgShakers CL!CK service for more details!

From all of us at OrgShakers, we wish you a happy and prosperous New Year!

Chinese company Pang Dong Lai made history this year by introducing a new form of paid time off: ‘Unhappiness Leave’.

The 7,000 employees at this chain of shopping malls and grocery stores can now request an additional 10-days of paid time off if they are ‘not feeling happy’ … leave which cannot be overruled by line managers!

This has been introduced to highlight their focus on physical and mental wellbeing, as founder and chairman of the company, Yu Donglai, believes that employees should be entitled to a healthy and relaxed life when working for his company.

So, should companies around the world be considering introducing their own form of Unhappiness Leave?

We know that happier employees are around 13% more productive, and so understanding what you, as an employer, can be doing to foster happiness in your workplace is imperative when it comes to driving the productivity of your workforce.

However, a recent study found that 65% of workers do not use their full annual leave allowance. But much like Unhappiness Leave implies, a key element of fostering happiness is recognizing the importance of time away from the workplace.

Time off from work should not be viewed as an optional thing; employers should be actively encouraging their staff to make use of their annual leave, as it results in a myriad of physical and mental benefits that actually lead to better work and higher engagement overall:

• Benefits for the Mind – when a person is overwhelmed with work, the cognitive impact this can have can result in mental fatigue, difficulty concentrating, forgetfulness, and impaired problem-solving abilities. Therefore, taking time away from work provides a greater opportunity for rest, relaxation, and better sleep, which can help to unclutter the mind and create more mental space, reducing the likelihood of overwhelm.
• Benefits for the Body – work pressures can see a spike in the stress hormone cortisol, which is a similar feeling that one would feel when in danger. Because the body is unable to distinguish the difference, an increase in the stress hormone actually results in the suppression of the immune system to allow the body to channel its energy to fight or flee from the non-existent danger that it thinks is present. Making time to relax on vacation can help to reduce these levels of stress hormones, allowing the immune system to recover, overall reducing the chances of getting sick.
• Benefits for the Soul – it can seem a bit silly, but taking time to reconnect with oneself can be another great benefit of taking time away from work. We frequently refer to this mental ‘happy place’, and taking time off work can create the space for employees to internally reflect about what it is that truly does bring them joy and nourish their soul.

There are many more ingredients to the recipe for a happy employee, but taking that time for yourself to rest, relax, and rejuvenate is up there as one of the most important. Employers should therefore consider following in the footsteps of Yu Donglai when it comes to his commitment to fostering happiness at work … and maybe it’s worth considering if Unhappiness Leave is something that would benefit your workforce, too.

In the post pandemic era of flexible and remote working, global mobility is no longer just about relocating employees – it’s about driving organizational growth, fostering innovation, and building resilient, future-ready workforces.

Global mobility has evolved from being primarily a logistical function into a cornerstone of talent strategy, where mobility data analytics can be used to forecast talent needs, aligning mobility with business objectives, and ensuring that policies promote inclusivity and equity.

1. Access to Global Talent Pools
   The war for talent has expanded beyond borders. Global mobility programs enable organizations to tap into the widest possible pool of talent, ensuring individuals with the right skills and experience are in the right locations. This not only addresses local talent shortages but also enhances diversity, which has been proven to drive innovation and performance.
2. Leadership Development and Succession Planning
   International experience is a critical component of developing leaders who understand global markets and cultural nuances. By embedding mobility into leadership development programs, firms can ensure they are equipping executives with the skills required to successfully lead a diverse and interconnected workforce.
3. Enhancing Employee Experience and Retention
   Offering opportunities for global assignments is a compelling employee value proposition. It demonstrates an investment in professional growth and fosters a sense of adventure and purpose, which are critical for retaining the next generation of top talent in a competitive labor market.
4. Building Organizational Agility
   Global mobility enhances an organization’s ability to respond to market changes and new opportunities. Whether it’s establishing operations in emerging markets or quickly deploying talent for critical projects, mobility programs underpin agility and scalability.

Challenges and Opportunities

Global mobility inevitably creates challenges and requires the navigation of complex employer compliance obligations including tax, immigration, and local labour laws, not to mention the high costs which can be associated with employee relocations.

However, with the right policies, partners, and tech-enabled support it is possible to overcome these challenges without compromising the employee experience.

In today’s interconnected world, global mobility is not just an operational necessity – it’s a strategic enabler. And by leveraging mobility as a driver of innovation, agility, diversity, and talent development, business leaders can position their organizations to thrive on the international stage.

If you would like to discuss how we can support global talent mobility in your organization, please get in touch with us today.

This month, we have grabbed ourselves a copy of Joe Mull’s latest book, Employalty: How to Ignite Commitment and Keep Top Talent in the New Age of Work. With retention being a pressing issue that many employers find themselves grappling with in the modern working world, Employalty acts as an essential guide for any leader who wants to ensure they are retaining their top talent for the long run.

Joe Mull, a dynamic, captivating speaker and leadership expert, introduces the reader to the concept of ‘employalty’, which is centred around the idea that winning the new war for talent requires a more humane employee experience.

In his book, Joe argues that there are three key factors of employalty. The commitment that organizations seek from their teams will come from those who can do their ideal job and do meaningful work for a great boss.

• Ideal Job – this is what the employee gets in exchange for their work. Do the financials, schedule and workload fit into their life in an ideal way? With the rise of the carpe diem mindset post-COVID, employees now have a new value for their time, and so when a job can fit into the responsibilities in their personal lives and accommodate for these well, this will see employee loyalty gain significant traction.
• Meaningful Work – it’s not a leap to say that when employees feel like what they are doing has meaning and purpose, and adds value to the company, then this in turn fosters loyalty. Employees who are aligned with the mission of a company, and who are made to feel their individual contributions to that mission are noticed and valued, will want to stay with that company for the long run.
• Great Boss – a leader or direct report have so much sway over whether an employee chooses to remain at a company or not. Recently, a LinkedIn survey discovered that nearly seven in ten employees said they would quit their job over a bad manager – but on the flip side, the main reason why a lot of employees choose to stay is due to having a great boss. After all, if an employee is having a consistently psychologically safe and fulfilling experience, they will want to continue working in that environment for the foreseeable future.

Grounded in research and filled to the brim with captivating stories, Joe’s Employalty provides the reader with a to-the-point, evidenced-based framework for creating the kind of employee experience that results in people joining a company, staying long term, and doing great work.

If you would like to discuss how we can help bring some of Joe’s employalty strategies to life, please get in touch with us today.

And in the meantime, make sure you grab a copy of Employalty – you can purchase it here in the US and here in the UK.