Birthday leave is one of those emerging workplace perks that catches attention because of its simplicity. It is designed to boost employee satisfaction, strengthen culture, and help organizations stand out in a competitive labor market. But the real question for HR leaders is: does offering a day off on an employee’s birthday actually make a difference in retention and engagement? Let’s take a closer look.

What Is Birthday Leave?

Birthday leave, sometimes called a birthday holiday, is an extra day of paid time off that employees can use on or around their birthday. While it is not yet as common as core benefits like health insurance or 401(k) contributions, it has been gaining popularity as organizations look for ways to show they value employees as individuals, not just workers.

It is a small gesture, but one that carries symbolic weight. In practice, you are adding one extra day to the PTO balance, but in reality you are creating an opportunity to build a stronger connection between employees and the organization.

Why offer Birthday Leave to Employees?

1. Strengthening Emotional Connection
When employers recognize personal milestones, employees feel seen and appreciated. Acknowledging a birthday with a dedicated day off signals that you care about employees’ lives outside of work. This emotional connection often translates into greater loyalty and discretionary effort.

2. Supporting Work-Life Balance
Work-life balance continues to be a top driver of job satisfaction. For many employees, birthdays are personal milestones they want to spend with family, friends, or simply recharging. Providing paid time off for that day shows sensitivity to wellbeing, reduces stress, and contributes to a healthier workplace culture.

3. Standing Out in the Talent Market
Recruitment remains challenging in a competitive economy. Candidates are evaluating organizations not only on compensation but also on culture and benefits. Policies like birthday leave are a visible way to differentiate your EVP, signaling that your organization prioritizes employee experience. Even small perks can help attract attention on employer review sites and job boards.

Considerations Before Implementing

Birthday leave is not a “set it and forget it” policy. HR leaders should think through:

• Fairness: Ensure the policy applies consistently across the workforce.
• Coverage: Plan for operational needs so essential roles are not left uncovered.
• Sensitivity: Some employees may not celebrate birthdays, so consider offering flexibility such as a “personal day” option that can be used instead.

Best Practices for Rolling Out Birthday Leave

If you decide this is the right step for your organization, a few best practices will help smooth implementation:

• Decide on the structure: Some employers offer a full day, others a half-day or a floating holiday that can be used anytime during the birthday month.
• Create clear guidelines: Be explicit about when the leave can be taken and how it should be scheduled.
• Communicate the “why”: Frame the policy as part of your commitment to employee wellbeing and recognition, not just another HR checkbox.
• Launch at the right time: Rolling out at the beginning of a calendar year avoids confusion and ensures no one feels they missed out.

The Bottom Line

Birthday leave will not solve every retention challenge, but it can serve as a meaningful part of a broader employee experience strategy. When employees feel cared for as people, not just as job titles, organizations see real gains in engagement, culture, and employer brand reputation.

If you would like to explore how to design thoughtful perks like birthday leave as part of a holistic HR strategy, our team at OrgShakers can help.

Hiring today is more competitive than ever, and employers are under pressure to stand out – not just to customers, but to candidates too.

One powerful way to do that is by ensuring every applicant feels respected and supported throughout the hiring process. That’s especially true for Deaf and hard-of-hearing (D/HH) candidates, who bring valuable skills but often face unnecessary barriers during interviews.

However, by taking simple, proactive steps to make interviews accessible, employers not only open the door to a wider pool of talent but also improve the overall experience for all candidates.

Why this Matters for Your Hiring Goals

• The D/HH talent pool is large and often overlooked – roughly 15% of U.S. adults (37.5 million) report some trouble hearing, and 6.2% of U.S. adults are deaf or have serious difficulty hearing. If your interview process isn’t inclusive, you will be leaving qualified candidates on the table.
• Employment gaps are real, so inclusive employers win – overall, people with disabilities have a much lower employment-population ratio (22.7% in 2024) than those without disabilities (65.5%). Organizations that remove barriers can tap into under-recruited talent faster than competitors.
• Accommodations are affordable – US Department of Labor data shows nearly half of workplace accommodations cost $0, and when there is a one-time cost, the median is about $300 – a tiny investment compared to the value of a great hire.

Every barrier an employer removes for a D/HH candidate usually improves the experience for all candidates. This translates to clearer agendas, structured questions, and better technology, which is process hygiene you will feel across every hire, not just those who are hard of hearing. So, what accommodations should employers be making in their interview processes?

A Simple, Inclusive Interview Playbook

1) Signal inclusion early

• Add a plain-English accommodations line to job postings and scheduling emails:
  “If you need an accommodation (e.g., ASL interpreter, CART captioning, or extra time), tell us, we are happy to help.”
• Include an accommodations request link or recruiter email to reduce friction.
  This both complies with ADA expectations and increases candidate trust.

2) Offer options, don’t wait to be asked

When you send interview invites, proactively list choices: ASL interpreter, CART/live captions, text-based chat during virtual interviews, or written copies of any timed exercises. Making options visible reduces the burden on candidates to disclose.

3) For virtual interviews, turn on captions by default

Major platforms support live captions/transcripts. Train coordinators to enable them as a standard step; it’s a universal design win and helps all candidates follow complex questions.

4) For onsite interviews, plan the logistics

• Book a quiet, well-lit room with minimal background noise and clear sightlines.
• If using ASL interpretation, schedule a certified interpreter and build in a quick pre-brief with interviewers (e.g., speak in first person, pause for interpretation, don’t say “tell them…”).
• Provide written agendas and names/titles of interviewers in advance.
  These are standard reasonable accommodations for interviews.

5) Use structured, skill-based questions

Structured interviews reduce bias and improve signal. Pair questions with clear criteria and allow additional response time if interpretation or captioning is used.

6) Mind the “can we ask…?” boundary

Pre-offer, don’t ask about disability or medical details. Do ask if the candidate needs any change to the process or job to perform essential functions; you can also ask candidates to describe or demonstrate how they would perform a task.

7) Close the loop inclusively

Share written next steps and timelines. If there’s an assessment, provide instructions in writing and ensure captioning or interpretation is available for any live component. These small moves improve fairness and candidate experience for everyone.

And whilst this is a great tool for inclusion, revamping the interview process to be more inclusive also reaps many business benefits too, such as stronger talent pipelines (as hearing disabilities are the most likely disability group to be employed) and reduced risk of miscommunication because of use of captioning and crystal-clear agendas.

Inclusive interviewing isn’t a detour, it’s the fastest route to better hiring. With a few accessible defaults and a clear playbook, employers can create a candidate experience that makes deaf and hard-of-hearing professionals feel genuinely valued. If you would like to discuss how we can help ensure your interview process is accommodating for D/HH individuals, please get in touch with us today!

When it comes to attracting and retaining top talent, two terms dominate HR conversations: employer brand and employee value proposition (EVP).

While they are closely connected, they serve quite different purposes within an organization’s talent strategy.

Understanding the difference, and how they work together, is crucial for HR leaders looking to build a competitive and sustainable workforce.

So, what is an employer brand?

An employer brand is essentially how an organization is perceived by current employees, potential candidates, and even the wider marketplace. According to CIPD, it is “a set of attributes and qualities, often intangible, that makes an organization distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture.”

Think of your employer brand as your company’s reputation as a workplace. It is shaped by:

• Your values and organizational culture
• HR policies and people practices
• Corporate social responsibility efforts
• How employees talk about their experiences internally and externally

A strong employer brand should align with the company’s corporate brand, reinforce ethical standards, and highlight what makes the organization stand out. Like customer marketing, it is about telling a compelling story that attracts the right talent and keeps employees engaged.

What is an Employee Value Proposition (EVP)?

An employee value proposition describes what an organization stands for, requires, and offers as an employer. It is the “deal” between employer and employee, covering expectations, beliefs, and obligations. In short, the EVP answers the question: Why should someone work here, and why should they stay?

Traditionally, organizations crafted one overarching EVP, but today many are moving toward segmentation. Just as customers are not a homogenous group, employees have diverse needs and priorities. For example:

• Younger employees may prioritize career development and flexibility.
• Mid-career professionals may value stability, benefits, and clear career progression.
• Caregivers may need tailored policies like flexible hours or family support.

Segmenting the EVP allows organizations to emphasize different benefits to different groups while maintaining consistency with the overall employer brand.

The global and organizational context

For multinational organizations, the challenge is whether to adopt a single employer brand and EVP worldwide or adjust messaging for different regions. Global values must often be interpreted locally to respect cultural differences and diverse market needs.

Similarly, during mergers or acquisitions, both employer brand and EVP may need review.

Employees often feel uncertain or disconnected after such transitions, so re-establishing the “deal” between employer and employee is critical for retention and trust.

Employer brand vs EVP: which matters most?

The truth is that neither stands alone. Your employer brand and EVP are two sides of the same coin.

• The employer brand is the external and internal reputation of your workplace.
• The EVP is the actual substance behind that reputation, detailing what employees can expect and what is expected of them in return.

Without a strong EVP, an employer brand becomes hollow marketing that employees will quickly see through. Without a compelling employer brand, even the best EVP will struggle to attract new talent or inspire pride in existing employees.

Both must be reviewed regularly to remain aligned with organizational goals, employee needs, and shifting market dynamics. HR leaders should treat them as interconnected strategies that together shape the employee experience and organizational success.

Our Final Thoughts

So, which is more important: employer brand or employee value proposition?

The answer is both.

An EVP provides the foundation of the employment experience, while the employer brand communicates that promise to the world.

HR professionals who build a consistent connection between the two will be best placed to attract talent, strengthen engagement, and retain top performers in today’s competitive labor market.

Interested in finding out how best to strengthen your EVP & Employer brand? Get in touch with orgshakers to find out more today.

The workplace is evolving at speed. Technological change, shifting employee expectations, and the growing influence of artificial intelligence are reshaping what it means to build a future-ready workforce. Amid these changes, one thing is clear: Millennials and Gen Z are demanding more from their employers, and skill development is at the top of their list.

A recent survey of more than 1,000 full-time employees highlights the urgency. An overwhelming 96% of Millennials and Gen Z said having access to skills development is important, with nearly 70% of Millennials describing it as “extremely important.” Even more striking, 79% of Gen Z and 75% of Millennials said they would actively look for a new job if their current employer didn’t offer upskilling opportunities. For HR leaders already navigating talent retention challenges, this is a wake-up call.

Why younger workers are worth the investment

Technological aptitude
Gen Z are “digital natives.” They’ve grown up immersed in technology and bring with them an instinctive fluency with digital tools, social media, and emerging technologies. Employers who harness this natural strength and upskill it further can accelerate digital transformation and innovation.

Adaptability and agility
Raised in a fast-paced, ever-changing environment, younger employees are comfortable adapting quickly to new tools and contexts. With the right training, this adaptability translates into fresh perspectives, creative problem-solving, and the agility needed to stay ahead of competitors.

Bridging the skills gap
The rapid advancement of technology has left many organisations struggling to find talent with the right skills. One survey found that 62% of IT decision-makers saw a shortage of skilled personnel as a threat to sustainability. Targeted upskilling of Gen Z and Millennials in areas like data analysis, communication, AI, and critical thinking can help bridge this gap and create a steady supply of future-ready talent.

Collaboration and diversity
Gen Z is the most diverse generation yet, bringing inclusive perspectives and cultural awareness into the workplace. This openness not only strengthens collaboration but also helps organisations better understand and engage with new consumer markets.

How younger workers want to learn

It’s not enough to offer training, organisations must also deliver it in ways that reflect how younger employees learn best. According to Seismic’s survey:

• 77% of Gen Z and 78% of Millennials prefer video-based learning over slide decks and seminars.
• 49% of Gen Z favour one-on-one mentorship or small group settings.
• 79% of Gen Z are comfortable learning from an AI-powered coach.

This is a clear signal that traditional corporate training no longer meets expectations. Employees want flexibility, personalisation, and relevance. They want coaching and development embedded into their flow of work, aligned with their goals, and accessible on demand.

AI is already part of the picture

While some organisations are still debating the role of AI, younger employees are already using it. 68% of Gen Z respondents said they have used AI-powered training tools, compared to just 20% of Boomers. This generational divide shows that for younger talent, AI-driven, personalised learning is not a futuristic concept, it is already part of their development toolkit.

For HR leaders, the message is clear: AI-powered training and coaching are now expected. Employers that fail to integrate these tools risk falling behind in both employee engagement and retention.

The bottom line for HR

The next generation of workers has made their expectations clear. They want opportunities to grow, they want modern and flexible training, and they want it now.

For employers, investing in the learning, development, and upskilling of younger employees is no longer optional. It is the key to talent retention, readiness, and long-term organisational growth. It also demonstrates to new hires that they are valued from the outset, building loyalty and strengthening retention in an increasingly competitive talent market.

If your organisation is serious about staying ahead of the curve, the time to act is now. Embedding continuous, personalised, and AI-enabled learning into your culture is one of the most strategic moves HR leaders can make to future-proof their workforce.

Interested in learning more? Speak to our team at OrgShakers, a leading global HR Consultancy today!

Today’s young people are growing up in a world where interacting with artificial intelligence (AI) is second nature. Siri answers homework questions, Alexa plays music, and ChatGPT helps draft essays.

Yet, many employees still navigate clunky legacy systems, outdated intranets, and multi-step approval processes that feel like digital relics. It’s no wonder younger generations may glance at our tech and wonder if they have time-travelled to 2010. According to a report from PwC, 73% of workers said they know of systems that would help them produce higher-quality work, yet their companies have not implemented them. For Generation Alpha – digital natives with expectations shaped by real-time responsiveness and seamless integration – this lag can feel not just inconvenient, but demotivating.

But here’s where the conversation takes a positive turn: this technological gap is not a death sentence for employee engagement, but rather a call from future generations to innovate.

Instead of viewing this technological disparity as a liability, forward-thinking organizations can embrace it as a strategic opportunity to evolve. Modernizing workplace technology can boost productivity, enhance employee satisfaction, and future-proof your talent strategy.

Imagine AI-powered HR systems that proactively support employee wellbeing, voice-activated meeting schedulers, or virtual reality-based onboarding experiences. These aren’t science fiction – in fact, they are already being piloted by companies like Accenture and Microsoft.

Generation Alpha will bring unprecedented tech fluency to the workplace, and so they will likely expect tools that mirror the apps they use daily (that being apps that are intuitive, fast, and personalized). If a 12-year-old can ask Siri for tomorrow’s weather and receive an answer in under a second, why should a 22-year-old tolerate a five-day turnaround for a vacation request?

Moreover, Gen Alpha values purpose. They will want technology to do more than automate; they’ll expect it to enable meaningful work, collaboration, and creativity. Therefore, those workplaces that marry cutting-edge tools with human-centered values will win this generation’s loyalty when it comes attracting this talent pool.

So, what are some practical steps that employers can start taking today?

· Audit the Experience – employers should step into their employees’ digital shoes and consider what tools they use daily and where the friction points are with those tools.

· Listen and Learn – involve younger employees in tech decisions, as their insights are vital (and valuable!).

· Pilot, Don’t Postpone – start small with new platforms or digital assistants and show progress, even in increments.

· Upskill for Digital Fluency – invest in training for all generations, ensuring no one is left behind in the shift toward smarter systems.

The good news is that employers don’t need to be fluent in coding to lead the charge. What they do need is to be fluent in people and understand how technology can elevate the human experience at work. This is where HR can come in as digital translators to bridge the gap between IT innovation and employee reality.

So, if you would like to discuss how we can act as these digital translators and help bring your company into – and beyond – the 21st century, please get in touch with us today!

Over the past few years, pets have become a bigger part of our working lives than ever before. More than 23 million American households adopted a pet during the pandemic, according to the ASPCA, and many employees grew accustomed to working side by side with their furry (and sometimes feathered or scaly) companions.

Now that in-office work has returned for many, the question of what to do about pets has become a serious workplace discussion. Some employees worry about leaving their pets at home, while others are actively seeking companies that welcome them into the office.

In fact, recent surveys reveal just how important this issue has become:

• 37% of dog owners would turn down a job if they couldn’t bring their dog to the office
• 29% would even take a pay cut to ensure their dog was welcome at work
• Nearly half (47%) of dog owners expect dog-friendly policies as standard

Big names like Amazon, Google, Airbnb, and Salesforce already allow pets in their workplaces. But should your organization follow their lead?

The Benefits of Pet-Friendly Workplaces

There is strong evidence that allowing pets in the office can benefit both employees and employers.

1. Stress reduction and wellbeing
Studies show that interacting with pets lowers stress levels and can even improve concentration and planning. Remarkably, the positive effects can last up to six weeks after contact.

2. Stronger team morale and culture
Employees report that pets boost morale (54%), reduce stress (65%), and improve the workplace atmosphere overall. Pets can also serve as icebreakers, helping colleagues connect more easily.

3. Talent attraction and retention
With nearly a third of employees saying they would sacrifice salary for pet-friendly perks, organizations that embrace these policies may find it easier to attract and retain talent. Advertising the policy upfront can be a simple yet powerful differentiator.

4. Practical support for pet owners
Dog walkers and pet care can be costly and hard to manage around work schedules. Allowing pets in the office alleviates this pressure and shows genuine consideration for employees’ lives outside of work.

The Challenges to Consider

Despite the clear upsides, pet-friendly policies aren’t without challenges. Employers need to weigh several practical and cultural factors before opening the doors to four-legged colleagues:

• Allergies and fears: Some employees may have sensitivities or anxieties around animals.
• Office suitability: Is there outdoor space for breaks? Are desk areas safe for pets? Are cleaning supplies available?
• Behavioral standards: Companies like Rover recommend clear rules, such as leash requirements, vaccination checks, and a behavioral “three-strike” policy to prevent safety risks.
• Numbers and balance: Limiting how many pets are in the office at one time or creating designated “dog days” can help maintain comfort for everyone.

Finding the Middle Ground

For organizations unsure about going fully pet-friendly, there are flexible alternatives. These include:

• Offering additional work-from-home days to support pet care
• Introducing designated pet days rather than an open-door policy
• Providing clear guidelines to balance the needs of both pet owners and non-pet owners

As Molly Johnson-Jones, CEO of Flexa, points out: “The benefits of dog-friendly offices are clear — they reduce stress, boost morale, and build bonds between colleagues. But thoughtful policies are essential to make it work for everyone.”

The Bottom Line

Pets can bring joy, reduce stress, and strengthen workplace culture. But as with any policy, inclusivity must come first. Employers considering pet-friendly benefits should carefully balance the enthusiasm of pet owners with the needs and comfort of all employees.

Handled well, pet-friendly policies can become more than just a perk — they can be a genuine driver of wellbeing, connection, and talent retention.

If you’d like to discuss how to design pet-friendly policies that work for your organization, get in touch with us at OrgShakers today.

Financial well-being programs are no longer a niche employee perk. For employers in both the US and UK, they have become a strategic investment that can improve productivity, reduce absenteeism, and strengthen retention.

As the cost of living continues to squeeze households on both sides of the Atlantic, companies that offer meaningful financial support stand out in competitive job markets. This support goes beyond salary – it’s about equipping employees with tools, resources, and structures that help them manage their money confidently and plan for the future. By prioritising financial wellbeing, businesses can address the root causes of stress that impact performance, while fostering a culture of loyalty and trust.

New tools are introduced to the market to offer instant access to cash interest free mid-month from salaries and more financial wellbeing benefits are being launched globally, in this article we explore the benefits of implementing a financial wellbeing program into your organisation.

Boosting Productivity

Money worries can consume a surprising amount of mental energy during the workday. When employees are distracted by financial stress, they’re less able to focus, make decisions, or produce quality work. Financial wellbeing initiatives — such as debt management guidance, budgeting workshops, or earned wage access — can help to ease those concerns. The result is a workforce that’s more focused and engaged, with a noticeable uptick in productivity.

In both the US and UK, the impact is similar: when workers feel financially stable, they are more likely to apply their full attention to the job in front of them. This isn’t just theory; employers report improvements in project turnaround times, customer service ratings, and innovation when financial stress is reduced. Addressing these stressors gives employees mental clarity, allowing them to shift from a survival mindset to one where they can think creatively and strategically.

Reducing Absenteeism In An Organisation

For businesses, fewer absences mean smoother operations and lower costs associated with temporary cover or lost productivity. UK employers, for instance, may also benefit from reduced Statutory Sick Pay liabilities, while US businesses can avoid overtime costs from covering absent staff. By proactively supporting employees’ financial resilience, companies address a root cause of absenteeism before it escalates into a chronic issue.

How to Improve Employee Retention? Can Financial Wellbeing perks help?

In competitive job markets, salary alone is rarely enough to keep top talent. Employees are increasingly seeking workplaces that value their wellbeing holistically, and financial support plays a key role in that perception. Benefits such as employer-matched savings programs, help-to-save schemes, or financial coaching can be a deciding factor when employees weigh up staying or leaving.

The long-term payoff for businesses is significant. Reduced turnover means less money spent on recruitment and training, and more institutional knowledge retained. For US firms, this can also mean lower unemployment insurance costs; in the UK, it means avoiding the time and expense of recruiting in a candidate-short market. Employees who feel supported financially are more likely to develop long-term loyalty and invest their energy in helping the company succeed.

Strengthening Employer Brand

In an era where employer review sites and social media can quickly shape public perception, offering financial wellbeing programs can significantly boost a company’s reputation. Prospective hires increasingly research how businesses treat their staff, and visible commitments to financial health can tip the scales in your favour. This applies equally in the US and UK, where jobseekers value transparency and genuine care over superficial perks.

An employer brand built on authentic support not only attracts more applicants but also appeals to clients and investors who prioritise ethical business practices. When a company demonstrates it understands and responds to real-world employee challenges, it positions itself as forward-thinking and people-first — a message that resonates far beyond the internal workforce.

Why implement financial well-being programs?

Financial wellbeing programs are not just a compassionate gesture; they are a strategic business tool with measurable benefits.

From boosting productivity to reducing absenteeism and improving retention, these initiatives create a healthier, more resilient workforce. In both the US and UK, the business case is clear: employees who feel financially secure are more engaged, more loyal, and more capable of delivering results. Investing in their financial wellbeing is, ultimately, investing in the success of the organisation.

Thinking of implementing financial well-being programs into your organisation? Contact us today at OrgShakers, the global HR professionals, at hello@orgshakers.com

It’s 8:23 a.m. and the office is slowly coming to life. Some staff arrive flustered, having battled traffic or train delays; others are already on their second coffee, mentally preparing for a day of back-to-back meetings. 

But one team member quietly locks up their bike, cheeks flushed from fresh air, and heads in with a calm, clear mind. 

It’s a small detail, easy to overlook, but it captures something crucial about how we start our working day – and what that means for our performance, wellbeing, and long-term productivity.

These are all things that employers are always trying to improve, but often through the use of complex, system-wide strategies. But sometimes, the biggest impact can come from relatively simple interventions.

One such opportunity is Cycle to Work Day, which offers more than just a prompt for a social media post or a lunchtime ride. Instead, it can act as a catalyst for a broader workplace shift – one that supports employee health and demonstrates that leaders truly understand the evolving needs of their workforce.

Whether to work, to the shops, or for fitness, the benefits of cycling are increasingly well-documented. Regular cyclists take, on average, one fewer sick day per year. That’s not just a wellbeing win, as it also translates to meaningful gains in employee productivity. And when such a small reduction in absenteeism like this can save a business thousands annually, initiatives that encourage healthier daily habits suddenly become strategic assets.

This kind of initiative also taps into another important area of focus: sustainability. As organizations work to meet environmental targets and respond to growing expectations around ethical practice, visibly supporting sustainable travel can strengthen employer branding and contribute directly to their ESG initiatives. Over six million miles have been logged by Cycle to Work Day participants so far, helping to avoid vast amounts of carbon emissions. When an individual switches even one commute a week to a bike, the positive environmental impact adds up fast.

Of course, not every employee is in a position to cycle to work. Some live too far away, and others may have health conditions or caring responsibilities. But this doesn’t mean they can’t engage, as the scheme can be adapted to suit different lifestyles. Remote workers might choose to cycle during their lunch break; others may use the bike for weekend family outings. By broadening how the Cycle to Work initiative is framed, employers can make it more inclusive and more meaningful.

It’s also worth considering accessibility more broadly. Adaptive bikes, electric bikes, and inclusive messaging can ensure that those with disabilities or long-term conditions aren’t excluded from participating. 

Cycle to Work Day may be a single date in the calendar, but its potential impact spans far beyond that. When implemented thoughtfully, the scheme can form a key part of a holistic approach to wellbeing, sustainability, and cultureIf you would like support introducing or enhancing a Cycle to Work programme in your organization, or aligning it more closely with your wider people strategy, please get in touch with us today!

As the workplace continues to evolve post-pandemic, a notable shift is occurring in what defines effective leadership. Technical expertise and hard skills still matter, but they are no longer enough. Increasingly, success hinges on soft skills – empathy, adaptability, emotional intelligence and vulnerability. These “power skills” are becoming essential, particularly with Generation Z entering the workforce with fresh expectations around wellbeing, transparency and purpose.

Traditionally, hard skills were seen as more valuable, often because they appear more measurable and difficult to acquire. Yet, soft skills are far from simple. They are fluid, context-dependent and deeply human. They require constant development and self-awareness, and when applied well, they can dramatically reshape how teams function and how individuals lead.

A 2024 report from the McKinsey Global Institute predicts a 24 percent increase in the demand for social and emotional skills by 2030. Emotional competence, once considered optional, is now directly linked to better decision-making, higher employee engagement and improved team performance. Leaders who embrace these capabilities are better positioned to respond to the complex, people-centered challenges of today’s workplace.

Gen Z’s New Expectations

Generation Z is accelerating this shift. Having grown up with social media and digital transparency, Gen Z employees tend to value authenticity and purpose over hierarchy and titles. Deloitte’s 2025 Global Gen Z and Millennial Survey revealed that fewer than 6 percent of Gen Z workers prioritize leadership roles in the traditional sense. Instead, they seek environments that allow them to lead with meaning, maintain personal wellbeing and contribute to social good.

This generation is entering the workforce at a time when many traditional management structures are strained. Burnout among middle managers is widespread – 71 percent report feeling exhausted – raising valid concerns for younger workers about whether leadership is worth pursuing. Gen Z sees managers stuck between translating executive demands and supporting teams without adequate resources, recognition or authority. It’s no wonder they are skeptical of climbing the same ladder.

Yet, they are not rejecting leadership altogether. Gen Z is highly entrepreneurial. The 2023 Rose Review of Female Entrepreneurship reported a 24 percent increase in incorporated businesses founded by women aged 16 to 25 over a four-year period. Rather than chasing formal titles, Gen Z wants to lead on their own terms—autonomously, ethically and with impact.

Rethinking the Managerial Role

For HR professionals, this presents both a challenge and an opportunity. The traditional management model is not just uninspiring to Gen Z—it’s unsustainable for everyone. By redesigning what it means to manage, organizations can better align with modern values and improve performance across generations.

One of the most effective steps is to strip away administrative tasks that add little value. Auditing managerial responsibilities and automating where possible gives leaders the time and space to focus on people, not paperwork.

Providing genuine flexibility – beyond remote or hybrid setups – allows teams to create their own working rhythms, boosting both wellbeing and productivity.

Equally important is structured support. Research from the AllBright Future of Work report found that middle managers with strong peer networks report 40 percent less burnout. Building these networks creates psychological safety and reduces isolation, especially in roles with high emotional load.

Developing Soft Skills Proactively

Developing leadership capabilities should start well before someone is promoted. Emotional intelligence, setting boundaries, and navigating difficult conversations are not innate – they must be taught and practiced. The 2025 AllBright report also found that 56 percent of women want urgent development in leadership and management skills, viewing them as vital to career advancement.

Soft skills gaps are particularly pronounced in Gen Z. A 2024 study by the British Council revealed that 70 percent of employers perceive Gen Z graduates as lacking interpersonal and communication competencies. This finding is echoed globally: a recent scoping review of employer expectations found that communication, teamwork and adaptability are among the most sought-after but often underdeveloped skills in younger professionals.

Addressing these gaps doesn’t mean dismissing Gen Z as unprepared – it means offering them the structured mentorship and experiential learning they often missed during formative years impacted by the pandemic. Harvard research shows that mentorship can boost earnings and job readiness by as much as 15 percent for young adults.

Embedding Wellbeing and Purpose into Leadership

To attract and retain Gen Z talent, wellbeing must be built into leadership culture—not just offered as a perk. That includes setting measurable goals around manager wellbeing and rewarding those who model sustainable work habits. It also involves helping managers connect their work to a clear sense of purpose, which can make even routine tasks feel more meaningful.

Offering ‘leadership light’ roles—projects or teams that allow emerging leaders to gain experience without full accountability – can also provide low-risk entry points into management. These stepping-stone roles allow Gen Z to develop confidence and skills before taking on larger responsibilities.

Ethical and transformational leadership styles are especially effective. Research shows that when Gen Z sees leaders acting transparently, making values-driven decisions and involving teams in problem-solving, engagement and performance rise significantly. Trust, openness and shared purpose are not luxuries – they are prerequisites for modern leadership.

A Moment for Transformation

The growing emphasis on power skills is more than a generational trend—it’s a structural change in how leadership must function. As emotional intelligence and vulnerability move to the forefront, HR professionals are in a position to design leadership pathways that are not only more inclusive but also more effective.

By rethinking the role of the manager, developing soft skills early and embedding wellbeing into everyday practices, organizations can meet the needs of Gen Z and strengthen their workforce as a whole. The goal isn’t to make young people adapt to outdated models but to transform those models to unlock their creativity, passion and potential. In doing so, we create environments where every generation can thrive.

On today’s start of Breastfeeding Week, we’d like to take some time to reflect on how we can support nursing parents in workplaces.

This week is about breaking down the stigma on breastfeeding, supporting households during parenthood, plus it is a time for organisations to reflect on how to continue providing support for nursing parents.

The contemporary workforce is evolving, with a growing recognition of the link between employee well-being and organizational performance. For HR professionals, understanding and proactively addressing the needs of working parents, particularly those who are breastfeeding, is a strategic imperative.

With more dual-earner households and women in the workforce, many employees manage complex caregiving responsibilities. Employers recognize the inevitable need for employees to take time away from work for health or family matters.

Employee preferences indicate a strong desire for sustained support; for example, 9 out of 10 job prospects prefer an ongoing childcare subsidy over a $10,000 cash bonus. This highlights that what was once considered a desirable perk is now a fundamental expectation for attracting and retaining top talent.

HR’s role shifts to strategically designing a supportive ecosystem that aligns with modern workforce realities, leveraging the inherent motivation of working parents.

Focus on Workforce Well-being and Parental Challenges

Neglecting employee well-being, especially for those balancing work with significant caregiving responsibilities, incurs substantial costs. Issues like burnout and high attrition translate into measurable financial burdens.

The healthcare sector illustrates this: a 2024/2025 survey showed 61% of nurses experienced extreme job strain, double the average across all occupations. This highlights that unmet employee needs drive talent away.

Neglecting health drains resources; poor health among healthcare workers accounts for 2% of total expenditure. Investing in employee health could unlock $11.7 trillion globally by 2025. Replacing workers typically costs 24-150% of annual wages, up to 213% for high earners. Short-term ‘savings’ from under-investing are quickly dwarfed by the long-term costs of a disengaged, unhealthy, and transient workforce.

Becoming a parent brings significant emotional, physical, and logistical challenges that can impact an employee’s well-being and performance. Research from 2024 indicates 74% of parents faced mental or emotional challenges, with over 4 in 10 experiencing postpartum depression or anxiety in the past three years. 61% reported physical health concerns related to pregnancy, with 50% reporting work-related concerns.

Time management (57%) and guilt (43%) are major challenges for working parents, especially women (50% vs. 38%). Working mothers frequently face work-family conflict.

Despite advances, significant barriers persist for working mothers in career progression due to gender stereotypes. They are more likely to adjust careers for parenting, and childbirth significantly reduces women’s advancement, unlike for men. 40% of the ‘promotion gap’ is explained by differences in working hours. Working mothers report lower career progression satisfaction (76%) compared to fathers (81%).

How to provide Comprehensive Parental Support in the Workplace.

The Power of Paid Parental Leave

Paid parental leave is more than a benefit—it’s a signal of an organization’s values. It helps retain talent, improve productivity, and attract high-caliber employees. When paid leave is offered, especially at full wage replacement, parents are far more likely to return and remain with the same employer. In California, even in lower-income roles, 83% of mothers came back after using paid leave. It’s no surprise that 74% of adults say they prefer living in states with paid family leave policies. And with over 80% of employers now offering it—often at full pay—it’s becoming a standard expectation, not a luxury.

Flexible Work Arrangements

Flexible schedules and remote work options when possible are vital not just for convenience but for dignity. Nearly half of all working parents are seeking greater flexibility to better align with caregiving responsibilities. A four-day workweek is among the most valued options. Data shows productivity improves when families are supported—firms offering paid leave saw a 5% bump in output, while nearly all reported neutral or positive effects on morale and efficiency. Beyond stats, flexibility sends a deeper message: “We trust you.”

Investing in Childcare Solutions

The lack of affordable, accessible childcare remains a silent crisis. In December 2024 alone, 1.3 million workers—mostly women—missed work because of childcare challenges. Over half of working parents report difficulty arranging care, and fewer than 1 in 10 have access to subsidies. Yet the solution is clear: 90% of parents would choose an ongoing childcare subsidy over a large bonus, and most would commit to staying at their job longer if this support were in place. Investing in childcare isn’t just compassionate—it’s strategic.

Centering Mental Health and Emotional Well-being

Parenthood can be overwhelming, isolating, and emotionally taxing—especially when support is lacking. A 2024 study found that 74% of parents encountered emotional or mental health struggles during their parenting journey. Over 40% reported postpartum depression or anxiety. These aren’t isolated cases—they’re systemic indicators that parents need more than wellness webinars. Employers must offer comprehensive, continuous behavioral health support that normalizes the emotional complexity of caregiving and ensures help is readily available, not buried in an app.

Fighting the Stigma Around Working Parenthood

Beyond policies and benefits lies a deeper cultural issue: the stigma attached to parenthood, especially motherhood, in the workplace. Too often, women are viewed as “less committed” when they have children, particularly if they need to leave early, pump milk, or take time off for caregiving. This perception can quietly undermine careers.

But intentional, stigma-free cultures—where parental responsibilities are respected rather than judged—make all the difference. Family-friendly flexible working arrangements have been shown to level the playing field for men and women alike, improving internal promotion rates and reducing gender bias. What’s needed now is not just structure, but solidarity.

Workplace Accommodations for Breastfeeding Parents: Compliance and Best Practices:

Providing appropriate workplace accommodations for employees who are breastfeeding is a legal requirement in some jurisdictions, but more importantly, it’s vital for parental support.

Federally, the PUMP Act (2023) requires reasonable break time and a private, shielded space (not a bathroom) free from intrusion for up to one year after the child’s birth, to support breastfeeding.

For instance, New York State (June 2024) mandates 30 minutes paid break time for breastfeeding, regardless of employer size. New York employers must provide a private room near the work area (not open to others, with a lock or ‘in use’ sign), including a chair, table, light, electrical outlet, and clean water access, for breastfeeding. Refrigerator access for storing breast milk is also required if available.

Colorado’s Act requires reasonable unpaid or paid break time for up to two years after birth, in a private location other than a toilet stall, to support nursing.

Returning to work is a significant barrier for continued breastfeeding, exacerbated by shorter maternity leave, higher workload, and lack of occupational policies.

Conversely, supportive policies, dedicated space, breaks for nursing, and positive coworker/supervisor attitudes facilitate breastfeeding. Notably, ‘nursing benefits’ are offered by 90% of ‘best place for working parents’ businesses in 2024.

Conclusion: Building a Resilient & Fair Workforce

The evolving work landscape demands addressing working parents’ needs, particularly those who are breastfeeding. Organizations investing in comprehensive parental support encompassing thoughtful accommodations for breastfeeding, alongside broader policies like paid leave, flexible work, childcare, mental health services, and equitable career paths are strategically positioning themselves for enhanced talent attraction, superior retention, increased productivity, and greater financial success.

Neglecting employee well-being leads to burnout, attrition, and economic burdens. Parenthood, while motivating, presents challenges that, if unsupported, hinder performance and career progression, especially for women. Strategic policies are essential drivers of retention, productivity and employee satisfaction in the workplace.

Addressing the ‘motherhood penalty’ is crucial for gender equity. Compliance with legal requirements for breastfeeding accommodations is fundamental, but true support fosters well-being and enhances retention. The financial returns are quantifiable, showing improved revenue, profit, and human capital ROI.

HR professionals can champion these initiatives by:

• Conducting Internal Audits: Identify specific gaps in breastfeeding and parental support and benchmark best practices.
• Developing Comprehensive Benefit Packages: Design holistic offerings for breastfeeding and working parents.
• Fostering a Supportive Culture: Cultivate empathy, flexibility, and psychological safety.
• Educating Managers: Train on supporting breastfeeding parents and mitigating biases.
• Measuring Impact: Track policies’ effects on HR and business metrics to demonstrate ROI.

A proactive, evidence-based approach to parental support, particularly for breastfeeding employees, builds a more resilient, engaged, and productive workforce. This strategic investment enhances employee well-being, ensures long-term organizational sustainability, fosters diversity, and provides a significant competitive edge.

As climate change accelerates the frequency and severity of natural disasters, the impact on employees and business operations is becoming increasingly tangible.

From wildfires in California to flooding in Texas, China, and Europe, extreme weather events are no longer isolated incidents – they are persistent threats to workforce stability and organizational continuity.

In response, HR professionals are rethinking traditional benefit structures and exploring innovative solutions like catastrophe insurance to support employees in times of crisis.

This article synthesizes recent developments and research to present a compelling case for integrating climate-related protections into employee benefits.

The Rising Tide of Climate Disruption

In 2024 alone, economic losses from natural disasters reached $368 billion globally, driven by hurricanes, floods, and severe storms. The U.S. experienced 27 major climate disasters that year, contributing to a cumulative $3 trillion in losses since 1980. These events are not only financially devastating but also deeply disruptive to employees’ lives – affecting housing, health, and the ability to work.

Mercer’s 2025 survey revealed that 76% of employers reported their workforce had been affected by at least one extreme weather event in the past two years, with flooding and wildfires being the most common. This growing exposure has prompted HR leaders to expand their benefits offerings to include climate-related support mechanisms.

Catastrophe Insurance: A Strategic Employee Benefit

Traditionally used to protect business assets, catastrophe insurance is now being considered as a direct employee benefit. This coverage provides financial protection against disasters such as wildfires, hurricanes, and floods – events that standard insurance policies often inadequately address. By offering catastrophe insurance, employers can:

• Enhance Employee Wellbeing: Immediate financial support helps employees recover faster, reducing stress and promoting mental health.
• Improve Retention and Recruitment: Employees value organizations that proactively safeguard their wellbeing, especially in high-risk regions.
• Demonstrate Corporate Responsibility: Offering climate-related benefits signals a company’s commitment to holistic employee care and community resilience.
• A Gartner survey found that 37% of employers experienced severe workforce disruption due to environmental risks, underscoring the need for proactive planning. Moreover, only 17% of global CEOs have a strategy to protect employees from climate impacts, despite 63% of workers believing their organizations are falling short.

Expanding the Climate Benefits Portfolio

Beyond catastrophe insurance, employers are implementing a range of climate-related benefits:

• Mental Health Support: Addressing “eco-anxiety” through counseling and therapy apps is becoming more common, with 30% of employers offering such support.
• Paid Leave and Relief Funding: Dedicated leave for disaster recovery and streamlined access to emergency funds help employees navigate crises more effectively.
• Physical Safety and Evacuation Plans: Some organizations repurpose corporate real estate as emergency shelters and provide evacuation assistance.
• Administrative Navigation: Employers are simplifying access to federal, local, and internal support programs by assigning benefits navigators.
• These offerings mirror the expanded support systems seen during the COVID-19 pandemic, setting a precedent for climate-related employee care.

Closing the Protection Gap

Aon’s 2024 report highlights a 75% global protection gap – meaning most disaster-related losses are uninsured.

This gap presents a critical opportunity for employers to step in where public systems may fall short. As federal funding for disaster recovery becomes less predictable, private sector solutions like employer-sponsored catastrophe insurance are increasingly vital.

Conclusion

Climate change is redefining the employer-employee relationship. HR professionals must evolve their benefits strategies to address the growing risks posed by natural disasters.

Catastrophe insurance and related climate benefits are not just reactive measures – they are proactive investments in workforce resilience, organizational stability, and long-term employee loyalty. By championing these initiatives, HR leaders can position their organizations as forward-thinking, compassionate, and prepared for the challenges ahead.

If you would like to discuss how we can help you embed catastrophe insurance into your benefits package, please get in touch with us today!

Not long ago, internships were a rite of passage.

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

But that first rung is disappearing.

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

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

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

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

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

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

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

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

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

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