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

Why the Traditional Job Model is No Longer Enough

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

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

The Skills-Based Organization: A New Operating Model

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

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

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

The Expanding Definition of Skills

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

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

HR’s Role in the Transformation

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

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

Picture this: an employee, just a few weeks after giving birth, sits at home surrounded by bottles, nappies, and the overwhelming noise of new motherhood. She’s healing from major physical trauma, operating on broken sleep, and grappling with unexpected waves of anxiety. And yet, her maternity leave policy only views her absence in terms of dates and deadlines. There’s no mention of mental health support, no flexible return plan, and no real acknowledgment of the seismic personal shift she’s navigating.

You might have already realised that you don’t have to picture this scenario, but rather recall it, as this is the reality for too many new mothers. In fact, a recent study found that over half (54%) of new mothers who have returned to work after having a baby were dissatisfied with the support they received. This is because policies get designed on paper, but can run the risk of being disconnected from lived experience.

However, today is World Maternal Mental Health Day, and this offers employers the opportunity to confront this gap in policy and acts as a reminder that maternity leave isn’t just about a physical absence from work – it’s a critical period of emotional adjustment, healing, and identity transformation.

Therefore, businesses must begin to move beyond compliance in order to create maternity leave policies that are truly robust, realistic, and rooted in care. Here’s how they can do that:

• Start with Empathy, Not Just Legislation – yes, legal compliance is the foundation, but it shouldn’t be the ceiling! Review statutory requirements as your baseline and then ask: What more can we do to show we value and support our people? Empathy-driven policies reflect a workplace culture where individuals feel seen and understood.
• Prioritise Mental Health as Much as Physical Recovery – maternal mental health challenges, including postnatal depression and anxiety, are common – yet often invisible. A forward-thinking policy should integrate mental health into every stage of maternity support. Employers should therefore consider offering support such as counselling services before, during, and after maternity leave, as well as conducting mental health check-ins as part of a ‘returning to work’ plan.
• Make Flexibility the Default, Not the Exception – rigidity can cause unnecessary stress for returning parents, and so a realistic maternity policy will recognise that every family’s needs are different. Offering options such as phased returns and a gradual reintroduction to responsibilities can help send a strong message of trust and support to those employees.
• Communicate Early, Clearly, and Continually – one of the biggest sources of stress for expectant parents is uncertainty. Clear and compassionate communication about maternity leave entitlements, timelines, benefits, and expectations should happen early and continue throughout the journey. In addition, checking in throughout the maternity leave period can help employees continue to feel connected, which ultimately reduces those feelings of angst that can build up towards their eventual return.
• Support the Wider Team, Too – good maternity policies also consider the wider impact on colleagues and teams. Preparing teams for parental leave transitions, providing adequate cover, and avoiding a culture of resentment are vital steps to creating a supportive environment all round.

Creating a robust policy is not a one-and-done task. Societal expectations, family structures, and best practices around maternity leave are constantly evolving, and so your maternity leave policy should be evolving too.

Days like World Maternal Mental Health Day remind us that the wellbeing of new mothers is not just a personal issue, but also a workplace one. And ensuring you have a truly robust and realistic maternity leave policy can make all the difference when it comes to empowering your working parents.

If you would like to discuss how we can help ensure your maternity leave strategies are robust and realistic for the mothers of today, please get in touch with us now!

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

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

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

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

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

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

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

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

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

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

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

The Current Landscape

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

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

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

The Risks of ‘Hushed Hybrid’ Practices

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

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

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

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

The Role of HR in Bridging the Gap

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

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

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

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

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

Building a Sustainable Workplace Culture

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

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

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

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

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

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

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

AI: An Enabler, Not a Replacement

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

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

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

The Value of Being There

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

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

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

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

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

Designing Office Time with Intention

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

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

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

The Human Touch Builds Trust

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

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

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

Moving Forward – Together

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

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

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

Now, it can be easy to dismiss ‘Take Your Child to Work Day’ as a feel-good event that’s little more than a nostalgic tradition for families and a minor disruption to the workday routine. Yet, in 2018 more than 37 million Americans took their children into over 3.5 million workplaces.

But is this sentiment still present today? In an age of hybrid and remote working, has the need for ‘Take Your Child to Work Day’ become redundant – or is it actually something that is needed now more than ever? We took to LinkedIn to find out what our followers believed, and the results were, rather interestingly, divided: 30% believed that this day was an ‘irrelevant distraction’, 31% believed it was a ‘vital educational initiative’, whilst 36% argued that it was time to ‘reassess’ the purpose that Take Your Child to Work Day could serve.

Whilst the opinions are relatively equally split, it’s interesting that the one that does prevail above all is the idea that Take Your Child to Work Day has the potential to be a great tool for employers, it just may need to be reassessed as to how to wield it to harness the most from it.

Arguable, when approached with intention, this one day can become a powerful tool for deepening organizational culture, engaging employees, building future talent pipelines, and even strengthening community partnerships.

Historically, many companies ran this day as a simple shadowing opportunity – a child would follow their parent around, peek at some spreadsheets, sit in a few meetings, and maybe get a free lunch. While this approach offered a surface-level view of adult work life, it rarely inspired or educated beyond a general ‘now I know where Mom works’ understanding.

But to be a forward-thinking organization, you must start to consider how you can evolve this day into something more intentional. Done right, it can become an immersive experience that says something meaningful about who you are as an employer. There are a few key ideas that could be considered when trying to achieve this:  

• Take Your Child to Work Day as a Cultural Touchstone – some organizations have been using this event to reflect their values. This meant not just showcasing the business, but celebrating the families behind the workforce. With carefully curated activities that went beyond cubicle tours, the event became a cultural touchstone. Partners met employees’ children, children got to see their parents in a new light, and everyone left with a deeper sense of connection. This wasn’t just about letting kids tag along – it was a statement that said we support families and we see the whole person who shows up to work each day.
• Take Your Child to Work Day as a Future Talent Pipeline – this is the idea of recognising that this day is no longer just about engagement, it’s also about recruitment. Organizations can be using it to expose middle and high school students to potential career paths – particularly those unfamiliar with what various roles entail. Kids today often struggle to envision life beyond school, and so by inviting them into workplaces with intention, employers can begin to help bridge that anticipation gap. One of our team recalled when children who were visiting for the day were able to try on hard hats, operate simulation equipment, or tour active worksites to really get a feel for what a job entailed rather than just watching their parent do it. This kind of hands-on exposure acts as more than just fun – it plants seeds. Six or seven years from now, those same students may remember that spark and pursue a path back to that company.
• Take Your Child to Work Day as a Community Outreach Opportunity – companies could also consider extending the day beyond their workforce entirely, using it instead as a way to connect with the local community. Inviting local school groups – particularly from underserved areas – can open doors for students who might otherwise never consider a future in that industry. This kind of partnership also aligns with corporate social responsibility goals, as companies that actively contribute to the development of their communities build stronger reputations and long-term loyalty from families who remember the gesture.

Of course, in the post-COVID world, some parents are asking a valid question: Why bring my child to work when they’ve been working next to me at the kitchen table for the past three years? After all, the rise of remote and hybrid work has changed the meaning of ‘the workplace’.

This shift also calls for a redefinition of what this day can be. Perhaps it’s not about bringing kids into the office, but instead about designing virtual job exploration experiences, digital workshops, or hybrid events that still connect children with the essence of your workplace, even if that workplace isn’t strictly a physical one.

Like any initiative, the success of Take Your Child to Work Day hinges on how intentionally it’s planned. If it’s just about keeping the kids entertained for a few hours, the impact will be minimal. But if it’s designed as a tool to reinforce company culture, support families, recruit future talent, and give back to the community, then it could become something far more valuable.

If you would like to discuss how we can help your company harness the most out of Take Your Child to Work Day, please get in touch with us today!

For many new employees, the first few days at a company set the stage for their entire experience. A warm welcome, a clear understanding of expectations, and a sense of belonging can make all the difference.

Yet, a recent survey has found that over half (54%) of office-based employees said they were dissatisfied with their onboarding experience, with the reasons being cited including lack of structure, discrepancies between the role they applied for and the job they were hired to do, and confusion around daily tasks. This is why investing in a strong onboarding process is not just a courtesy but a strategic move that fosters engagement, productivity, and long-term retention.

First things first…first impressions matter. Starting a new job is exciting, but it can also be overwhelming. A well-designed onboarding process helps employees feel valued from day one, setting a positive tone for their journey.

A comprehensive welcome package, an introduction to company culture, and a mentor or buddy system can go a long way in ensuring new hires feel at ease. And, employees who feel welcomed are more likely to integrate quickly and contribute effectively.

Speaking of contributing effectively, many employers will know that engaged employees are productive employees. From this perspective, onboarding should be more than just paperwork and IT setup – it should immerse new hires in the company’s mission, values, and goals. When employees understand their role in the grand scheme of things, they feel a greater sense of purpose and commitment. Encouraging early participation in team meetings, collaborative projects, and company events can help to strengthen this connection.

Research shows that employees who experience effective onboarding are more likely to stay with a company long-term. Therefore, a strong onboarding process is essential for equipping employees with the tools and knowledge they need to perform their roles efficiently. Offerings such as structured training, access to key resources, and hands-on guidance are just some key examples to help new hires become productive faster. Without this support, employees may take longer to reach their full potential, which can impact overall team performance.

It’s also good to remember thatonboarding isn’t just about integrating employees into their roles – it’s also about fostering a sense of community. When new hires feel connected to their colleagues and company culture, they are more likely to contribute positively to the workplace environment.

Tripping at the first hurdle can be costly, but with a strong onboarding process in place, businesses can set new employees up for success from day one. A little effort at the beginning of an employee’s journey can yield significant long-term benefits – so why not make onboarding a priority?

If you would like to discuss how we can help strengthen your onboarding process and ensure a well-rounded assimilation for new team members, please get in touch with us today!

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

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

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

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

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

What Can Employers Do?

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

Job Crafting and “Squiggle Room”

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

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

Flexibility as a Cornerstone

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

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

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

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

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

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

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

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

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

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

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

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

Autism Spectrum Disorder (ASD) is a neurodevelopmental condition which is typically characterized by persistent challenges in social communication and interaction, as well as restricted, repetitive patterns of behaviors, interests, and activities. ASD emerges in different ways in different people, which can make it difficult to generalize behaviors.

While we have been aware of autism for many years, there is still an alarming gap when it comes to the employment of individuals with ASD. In the US, only 32% of adults with autism are employed, compared to 70% of neurotypical adults. Similarly in the UK, the Buckland Review of Autism Employment found that just 3 in 10 autistic people are in work, compared to 5 in 10 for all disabled people and 8 in 10 for non-disabled people. It also found that those with ASD faced the largest pay gap of all disability groups.

The needs of individuals with ASD can be increasingly unique. As employers, it is crucial to actively foster an accepting and supporting work environment that adopts a more nuanced and individualized approach.

One of the most important principles in supporting employees with ASD is to avoid making assumptions. Certain physical and behavioral traits are often associated with ASD, but employers should not jump to conclusions about an employee’s neurodivergence based on observation alone. Diagnosing employees is not the role of the employer; rather, support should only be offered when an employee actively discloses their diagnosis or requests assistance or accommodation.

Once an employee voluntarily shares that they have ASD, the first step for an employer is to check their own biases. Do not immediately assume what the employee can or cannot do. Instead, ask questions, remain open-minded, and recognize that ASD manifests uniquely in each individual. The label of ASD is not a limitation but an opportunity to learn how best to support an employee’s productivity and wellbeing in the workplace.

Every employee with ASD has different sensitivities and needs. Employers must work with employees to determine which environmental adjustments will help them perform at their best. Here are some key factors to consider:

• Sound Sensitivities – many employees with ASD may suffer from sensitivity to sound and could benefit from the use of noise-cancelling headphones. If headphone use is approved, take a close look at your organizational culture to ensure the use of headphones doesn’t immediately connotate disengagement or isolation. It may in fact be promoting productivity rather than drawing away from it.
• Visual Stimuli – some ASD employees may prefer dim lighting, while others thrive in bright spaces. Workspaces should therefore be flexible to accommodate different visual needs. This sensitivity may extend to colors and patterns on walls, furniture, and flooring.
• Physical Environment – ergonomic accommodations such as standing desks, specialized keyboards, or alternative seating arrangements can significantly enhance productivity for ASD employees.
• Sensory Triggers – strong smells, such as those from a breakroom, can be disruptive for some individuals with ASD to the point that they are unable to focus. Employers should be mindful of this when choosing seating arrangements in the workplace and consider relocating workspaces if necessary.
• Hygiene Considerations – some individuals on the spectrum may have different hygiene habits, whether it be excessive use of cologne or a lack of awareness of workplace hygiene expectations. Employers should ensure they offer the proper training to managers so that they can approach these conversations with sensitivity and education rather than reprimand as it can make the difference between success and potential litigation.

In addition to physical workplace considerations, a company’s culture plays a significant role in how well ASD employees assimilate into the workplace. Many individuals on the spectrum struggle with unspoken social rules and expectations, which can lead to insecurity and social isolation. Without a culture of understanding and belonging, ASD employees may experience increased absenteeism or disengagement. Here are some key factors to consider when promoting a mentally supportive culture:

• Encourage Open Conversations – employees with ASD may not always express their feelings directly. Managers should strive to build an environment where employees feel comfortable discussing their challenges and needs so they can be addressed and workers continue to feel supported.
• Provide Clear Communication – around 9 in 10 autistic individuals process sensory information differently to neurotypical people. This is because ASD individuals often process stimuli more intensely than neurotypical individuals. While neurotypical employees can filter out unnecessary stimuli, ASD employees may absorb and analyze everything in their environment. Understanding this distinction can help managers avoid unnecessary pressure or misunderstandings regarding an employee’s reactions or work style. It can also help to inform them on how best an individual with ASD can absorb instructions (whether this be written communication, verbal communication, or visually given).
• Normalize Neurodivergence – individuals with ASD and other neurodivergent disorders can sometimes exhibit behaviors that are not considered typical, and this can lead to judgement from neurotypical people. As employers, it is important to embed neurodiversity behaviors into workplace etiquette in order to promote belonging, which in turn increases employee productivity and morale. Educating employees on ASD and encouraging them to practice patience and understanding when colleagues display behaviors that may be considered unconventional often results in fewer disruptions and improved motivation and results.

Supporting employees with ASD requires a thoughtful, individualized approach that prioritizes understanding over assumption. By considering sensory needs, providing flexible accommodations, and fostering an accepting culture, employers can create a workplace where neurodivergent employees feel valued and supported.

If you would like to discuss how we can help build neurodiversity support strategies into your company and grant you access to a wide pool of untapped talent, please get in touch with me at amanda@orgshakers.com

In Shakespeare’s As You Like It, the character Jaques famously declares, “All the world’s a stage, and all the men and women merely players”. In other words, all of us are, to some extent, putting on an act when interacting with the world around us.

This is particularly resonant in the modern workplace, where employees often feel the need to adopt a professional persona that aligns with company culture, industry expectations, and leadership styles. But to what extent is this workplace persona necessary? And how does it impact employee wellbeing, performance, and authenticity?

A workplace persona – a cultivated version of oneself tailored to professional settings – serves various purposes. It can help with maintaining professional boundaries, navigating workplace dynamic, and even building credibility for someone’s own personal brand. Whatever the reason, it has always been well-known that the workplace has a set of pseudo-expectations that many of us will adhere to because there is a certain ‘way’ to be an employee. And the numbers speak for themselves when it comes to this phenomenon: a survey by Workhuman found that 73% employees claimed to have a ‘work personality’ that was different to how they interacted with family or friends.

While professionalism is undeniably important for employers, the pressure on employees to sustain a rigid workplace persona can be exhausting and, in some cases, detrimental to mental health. Employees who feel compelled to mask their true selves for extended periods may experience emotional fatigue, reduced job satisfaction, and even burnout. This phenomenon, known as ‘surface acting,’ occurs when individuals suppress their genuine emotions in favor of expected workplace behaviour, which can inadvertently lead to creativity and innovation being stifled.

The key for both employees and employers is to strike a balance between professionalism and authenticity. Encouraging a psychologically safe environment where employees feel comfortable expressing themselves without fear of judgment can improve morale and ensure that creativity and innovation – two things that require the courage to take risks – remain a top priority in your business.

Flexibility in workplace norms, such as hybrid work models or relaxed dress codes, can also contribute to a more authentic and comfortable environment. When employees feel supported in being themselves (while still maintaining professional standards) they are more likely to remain engaged and committed to their roles.

The world of work is indeed a stage, but employees shouldn’t feel like actors reading from a script. While a workplace persona can facilitate professionalism and collaboration, it should not come at the cost of authenticity and wellbeing. Organizations that recognize and respect the balance between professional expectations and individual identity will ultimately foster a healthier, more productive workforce.  

If you would like to discuss how we can help your organization strike the perfect balance between professionalism and individualism, please get in touch with us today!

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!