With the new year now in full swing, new research from HiBob uncovers a miserable state of employee mental wellness, as one fifth (20%) of Brits feel burned out at work and more than a quarter (29%) are stressed. Shockingly, only one in seven (16%) would describe their mental state at work as supported.

As a result, the majority of UK workers (70%) are planning on finding a new job in 2024; with over a quarter (28%) planning on finding one in the next six months. Given workers’ current feelings, driving this new wave of resignations is a desire to level out work life balance (17%).

Read the full piece here: https://www.hrgrapevine.com/content/article/2024-01-22-70-of-uk-staff-looking-for-a-new-job-in-2024

Ah, January.

After a month packed with festive traditions, colorful lights, and more food than many of us would care to admit, it is quite natural to find yourself in a bit of a slump as the new year kicks off.

This feeling is known more commonly as the ‘January Blues’ (or the ‘Winter Woes’ if you love a little bit of alliteration). This is a common phenomenon where individuals experience a sense of depression, lethargy, or just a general decline in mood during the first month of the year. If we think of December as a rush of adrenaline, January is that feeling when the adrenaline wears off and reality comes creeping back in.

Whilst this sense of ‘feeling down’ can usually fade after getting back into the groove of things, for some it can linger longer. For example, financial stresses that may have been exacerbated by the holiday period are not going to vanish when we tip over into February. Equally, those that suffer from seasonal affective disorder (SAD) tend to struggle during these winter months.

So, when looking to re-engage employees in January and support their wellbeing during this post-festive slump, it is important for employers to view this month as a springboard for the momentum of their wellbeing strategy for the entire year, and not just fixate on wellbeing in January and then let this momentum wane as the year goes on.

And, let’s be honest, we can all be a bit guilty of this at this time of year! Some of us will have signed up for that new gym membership and started taking part in Veganuary only to discover that these resolutions quickly fizzle out. Suddenly the gym membership is just another card cluttering your wallet – and no amount of carrots and hummus can stop you daydreaming about cheese!

But in the same way persevering with the gym will improve your health, companies that maintain their wellbeing efforts throughout the whole year will find themselves with the strongest and most productive workforce, and will avoid falling into the trap of ‘wellbeing washing’.

Wellbeing washing is essentially when companies express their passion towards mental and physical health but don’t actually demonstrate this through their practices or actions. One study found that more than a third (35%) of businesses are perceived by their employees to be wellbeing washing.

The key to avoiding this slippery slope is consistency and clarity. Wellbeing is an issue that has moved up the corporate agenda in recent years – especially post-pandemic – and so it is important for employers to be consistent in their efforts to support the wellbeing needs of their workforce all year round.

And while having happy, healthy workers is already going to be good for brain health, innovative thinking, and boosting productivity, a study by Mind also discovered that 60% of workers think that if their employer made steps to support their wellbeing at work, it would increase their motivation and the likelihood of them recommending their company as a great place to work.

The best thing employers can do is be aware of those looming January blues and make it clear to their staff what support is on offer (either internally or externally) and how these services will help them with their specific needs. This keeps organizations true to their promises of bringing wellbeing to the forefront and creates a culture that promotes the mental and physical health of employees – all of which promotes a healthy business for the year to come.

If you would like to discuss how we can assist your business with its wellbeing strategies, please get in touch with us.

As we counted down to the new year in December, we adopted the theme of looking forwards. What are the essential topics of focus for employers to be considering in 2024?

Well, in case you missed any of them, here’s a summary of our essentials:

• The Disability Pay Gap – an analysis from the Trades Union Congress discovered that disabled workers effectively work for free for the last 47 days of the year due to the sizable pay gap between disabled and non-disabled workers. With 17.8% of England’s population being disabled, working towards closing this gap should be a priority for organizations so to attract new, diverse talent and to plug talent shortages that continue to effect employers – read the full piece here.
• Decision Intelligence – for our monthly reading recommendation, we recommended a book that all employers should get their hands on: Decision Intelligence by Thorsten Heilig and Ilhan Scheer. It acts as a practical and comprehensible guide for professionals who are navigating the decision-making and AI landscape by exploring the intersection of behavioral science, data science, and technological innovation. Check out our full summary here!
• Weaving AI into Learning and Development – Access Partnership’s survey found that 93% of employers expect to be using generative AI in the workplace in the next five years. It has therefore become an essential point of focus for employers to be weaving AI-centric learning and development (L&D) opportunities into their L&D strategies – read the full piece here.
• Leadership Legacy – with the average turnover rate for leadership roles at an unprecedented 18%, now is the best time for leaders to take a step back from thinking about where they are going next and, instead, take a moment to consider what it is they will be leaving in their wake. The impression that they leave, and the legacy of their practices, can make a big difference to the health of a company – so how do they want to be remembered? Read the full piece here.
• The HR Fundamentals – Our Founder David Fairhurst identified four key areas of focus that he believes are essential for HR and employers to be preparing for in order to ensure organization sustainability:
  • The Workforce Cliff – the first is the Workforce Cliff, which predicted that around this time, we would start to have more jobs than we had people to fill them. To avoid the cliff’s looming edge, employers must be expanding their search and tapping into all pools of talent…read the full piece here.
  • Humans and Technology – The second point of focus will be the relationship between humans and technology. As organizations begin to introduce generative AI into their workplaces, HR will play a pivotal role in supporting these new technological co-worker relationships in order to successfully optimize its capabilities. Read more here!
  • Redefining Place and Time – With the mass adoption of remote and hybrid working styles, we are seeing the previous boundaries of time differences and geographical distances evaporate, opening companies up to a new, global pool of talent…and to embracing the concept of asynchronous work. Read on for the full piece.
  • The End of Jobs – in order to successfully respond to the rapid increase in the pace of organizational change, employers will begin to recognize that a more flexible and responsive methodology is needed to keep up. This will take shape in the form of adopting a skills-based approach to managing work and workers – read the full piece here.

If you would like to discuss the services we offer in regards to these essentials – or wider areas of HR – please get in touch with us.

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

Now, as another year comes to a close, we wanted to see what they believe should be left in 2023 in order to help propel sustainability and growth in the year to come:

• Victoria Sprenger believes that employers need to leave behind their hesitancy on the use of AI, and instead begin to channel this tool for positive, impactful and productive work – it’s time to start working smart!
• And with new technology emerging, Sayid Hussein believes employers – especially those in the realm of remote work – must pivot away from outdated technological practices to stay ahead. The key lies in transitioning from multiple communication tools to integrated platforms that merge messaging, video calls, and project management, thereby enhancing efficiency. Outmoded legacy systems should be replaced with modern, cloud-compatible solutions, and the manual handling of data should give way to automated processes powered by AI and machine learning. It’s also crucial to ensure that technology is optimized for mobile use, catering to a flexible and dynamic workforce. Customizable tech solutions are vital in addressing the diverse needs of today’s employees. In the cybersecurity arena, regular, updated training is essential to keep pace with evolving threats, moving beyond traditional physical security measures to comprehensive digital strategies. By embracing these changes, employers can significantly boost the productivity and security of their remote teams, aligning with the fast-paced, digitally-driven work environment that 2024 will definitely bring.
• Speaking of the realm of remote work, Andy Parsley thinks that employers need to stop treating remote and hybrid working as a ‘problem’. Through 2023, countless politicians and senior business leaders have gone public with their unease about remote and hybrid working, urging workers to “get back to the office”. I hope that in 2024 they’ll come to realize that, managed correctly, these flexible working patterns are better for both workers and their employers. Nick Bloom, professor of economics at Stanford University, estimates that people value the ability to work from home two or three days a week about the same as they would an 8% pay rise. And, if organized effectively, remote working can be good for productivity too. Indeed, there is a growing realization that asynchronous work – work that is done independently from others – is often more productive than synchronized work alongside colleagues in the workplace. So, in 2024 organizations should focus on optimizing the working patterns of their people – and ignore those who are arguing for a retrograde step back to a five-day-a-week, 9-5 culture.
• Amanda Holland believes that organizations need to stop lamenting the workforce shortage. The world of work is undergoing several transformational changes including the dearth of workers, the adoption of Artificial Intelligence (AI), and the massive shifting of duties and roles across most industries.  Leading-edge organizations and executives are focused on charting new paths that capitalize on the opportunities coming from these disruptions. They have let go of rehashing how challenging the current workforce shortage has become. Instead, they are acknowledging that traditional talent management strategies have become less productive and it’s time to think ahead, rather than continuing to look behind. 
• And speaking of talent management, Brittany Burton thinks that it’s time for employers to leave behind quiet quitting. This can be done by engaging their employees, conducting frequent check-ins, encouraging open communication about concerns and actively listening. To combat quiet quitting employers should also address workload issues, promote a positive work environment, think strategically on career path planning, and stay attuned to warning signs such as disengagement, decreased productivity, increased absenteeism or changes in behavior.
• Finally, Marty Belle believes employers should leave behind the perspective that their organization is colorblind and that differences should be erased. Instead, they must accept the reality that people are diverse, and race, gender identity, age, sexual orientation, nationality, ability, and other dimensions of our differences have significance and will all add to greater organizational success.

If you want to get in touch with us surrounding these points, you can do so here.

And from all of us at OrgShakers, Happy New Year!

After discussing the world of HR consulting with Sarah Hamilton-Gill on her podcast, Leap Into HR Consulting, we moved onto looking at the four fundamental shifts that I predict we will be seeing in the near future that HR professionals need to be preparing themselves for.

We discussed the looming edge of the Workforce Cliff, the importance that employers need to be applying to the relationship between humans and technology, and the redefinition of Place and Time in the workplace. The final shift I believe businesses and HR professionals need to be preparing for is the end of jobs altogether.

The ‘job’ – defined as a set of responsibilities assigned to an individual employee – has been the fundamental building block of organizations for millennia. As the requirements of businesses have changed over the years, employers have tweaked and amended the job descriptions of their employees to adapt to these changes.

However, we have seen that the pace of this organizational change has been rapidly accelerated by the influx of new technologies paired with the evaporation of the boundaries of time and geography. Now, employers are beginning to recognize that a more flexible and responsive methodology is needed in order to keep up with this new pace of change, and so I believe we are going to see companies increasingly adopting a skills-based approach to managing work and workers. Deloitte’s 2023 Global Human Capital Trends report supports this notion, as it was discovered that 93% employers believe that moving away from the job construct is important or very important to their organization’s success.

And yet, the research also identified a readiness gap, as only 20% of these employers felt they were very ready to address the movement away from the ‘job’.

This is where HR will play a vital role, as they will be the key to bridging this gap and educating organizations around this new approach to work. And a large part of this will be challenging legacy mindsets and traditional practices that are holding employers back from skills-based work – which Deloitte reported was the main obstacle for 46% of companies.

HR will therefore have to pioneer a shift in the traditional mindset of allocating work to individuals in defined jobs to one where the work is deconstructed and assigned by:

1. Making the starting point for resource allocation the actual work that needs to be done, broken down into the individual tasks which need to be completed to achieve the required outcomes.
2. Identifying the optimal combination of human skill, AI, and technology/automation to achieve the required outcomes.
3. Identifying the optimal contractual engagement model for work that requires human skill, e.g.: employment, freelance, alliances, etc.
4. Allowing human skill to ‘flow’ to the work instead of being constrained by traditional fixed hierarchies and organizational structures.

Rather than viewing workers as ‘job holders’ performing predefined tasks, it is important to recognize them as individuals with unique skill sets. This will enable employers to match each worker with tasks that align with their specific skills. This work can be performed by a single person, a team, or a group of rotating resources, each contributing their appropriate skills while improving their current ones and developing new ones. This approach will enable workers to maximize their potential and contribute to their personal growth. It will also create a more equitable and human-centric work experience.

If you would like to discuss how OrgShakers can help guide and support you on this journey, please get in touch with me at david@orgshakers.com or reach out through our website here.

David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.

I recently had the pleasure of being invited onto Sarah Hamilton-Gill’s HR podcast, Leap Into HR Consulting, where the two of us discussed some of the fundamental shifts that HR professionals should expect to see in the near future.

The first of these shifts is what I call the Workforce Cliff. Flashback to almost a decade ago, when my team and I first examined data that compared the growth rate of jobs in comparison to the growth rate of economically active people. The results we published predicted that at around about now – 2023/4 – there would be more jobs in the UK than people to fill them.

Put simply, not enough babies were being born, so demand would eventually outstrip supply.

Fast forward to the present day and – as predicted – businesses are struggling to fill key roles. This is because as the economy restabilises after the effects of the pandemic, we have been set back on a path that edges us closer and closer to the Workforce Cliff.

The most recent data highlights that the growth rate for jobs is 0.94%, whereas the population growth rate for economically active people is only 0.37%. This is broadly in line with pre-pandemic rates and will create an ever-tightening labour market.

According to the Future of Jobs 2023 Report, companies have identified the availability of talent and a shortage of key skills the as two of the major issues that will negatively impact business performance over the next five years. For example, one recent study has found that only one in ten UK workers possess digital skills – which is an alarming statistic as the integration of AI begins to happen all around us.

One solution for filling these gaps lies in migration – a recent survey found that over half (52%) of small and medium-sized businesses (SMEs) are in favour of opening the UK’s doors to overseas workers to plug vacancies.

However, there are many untapped pools of talent on our own doorsteps that are being completely overlooked. For one thing, 20.8% of the working age UK population are considered economically inactive, and the largest proportion of this group are those aged between 50-64. The pandemic resulted in many midlife workers taking early retirement or being made redundant, and so there is a substantial pool of experienced and skilled workers who companies are not targeting with their attraction strategies.

The same can be said for younger workers too; many young people are now starting their careers later, so employers need to be considering what they can do to make their job offerings more attractive to this group.

Employee benefits that are on offer are a great way of accessing a specific talent pool, as each generation of workers tend to have different wants, and so these benefits packages can be made more unique to specific needs.

For instance, younger workers value work-life balance and mental health support. Midlife workers, on the other hand, value flexibility and the ability to work remotely.

The point is, if employers are being more purposeful with their attraction strategies, they will be able to move away from the Workforce Cliff’s edge. This means considering talent in all corners of the market, and ensuring that their business is an attractive one for a diverse set of people; whether they be older, younger, have an accessibility need, or be in a minority group.

Pair this with an added focus on learning and development (92% of job candidates use L&D opportunities as a deciding factor when considering job offers) and companies will have fewer issues being able to fill their skills gaps.  

If you would like to discuss how OrgShakers can help perfect your talent attraction plan and strengthen your learning and development strategies, please get in touch with me at david@orgshakers.com

David Fairhurst is the Founder of OrgShakers. He is widely considered to be one of the world’s leading HR practitioners and is a respected thought leader, business communicator, and government advisor.

Learning and development (L&D) opportunities are a vital ingredient for employers when it comes to attracting and retaining top talent. Research from the IMC confirms this, with 92% of job candidates using L&D opportunities as a deciding factor when considering job offers, as well as 52% of employees citing that they left a role due to a lack of personal and professional development opportunities.

One skillset that many workers are keen to learn is generative AI skills, with more than 50% of employees stating they were eager to acquire those skills, according to Randstad’s Workmonitor Pulse. However, only one in ten workers were offered any AI training in the last year.

Pair this with Access Partnership’s survey which found that an overwhelming 93% of employers expect to use generative AI in the workplace in five years, and what you begin to see is that employees want to learn to master AI, employers want to implement AI…but there is a significant lack of L&D training opportunities around AI.

In the past year, we have seen generative AI platforms like ChatGPT take the working world by storm – but the narrative surrounding its uses in the workplace have been inconsistent. While some view this technological change as something that will replace certain jobs altogether, others view it as a tool to be collaborated with [AS1] to improve and perfect the human skills that are paired with it.

In order to start getting the most out of AI and offering L&D opportunities that allow for this skill development, employers need to first get a good and clear understanding of what generative AI can do for their specific business and in what areas it should begin to be implemented. While this could be a very effective time-saving tool – freeing up time for employees to focus on more meaningful work – it doesn’t necessarily have to be used just for the sake of using it. Identifying its strengths and weaknesses will allow organizations to create a clear roadmap for navigating generative AI, unlocking its full potential.

But a key part of this journey is offering the appropriate training to employees on how to use these new tools. It can be daunting to attempt to use generative AI without having a proper understanding of it; if employers are able to provide the essential training, suddenly all the myths surrounding AI will begin fading away, along with that initial fear of misusing it. As an example, take a look at this infographic on how best to communicate your requests to ChatGPT in order to get your desired results:

As the tools at our disposal continue to expand, it is important for companies to keep in stride with this burgeoning toolkit and offer L&D opportunities that allow for the development of these new skills that are quickly becoming essential ones.

And it is of the utmost importance that these opportunities are made available to all workers; unconscious bias around age can perpetuate the idea that older workers are less tech-savvy and so will be given less opportunities to grow their technological skillset, but as proven by our recent article, this isn’t the case!

This holiday season, one of the best gifts you can give your team is the gift of nourishing their hunger for opportunities to learn and develop! Those employers who do will have the strongest talent as they venture into the year ahead. If you would like to discuss how we can help provide training and workshops around generative AI in your workplace, please get in touch with me at andy@orgshakers.com

Did you know that from November 14^th, disabled workers stop getting paid for the work they are doing until the new year?

We were shocked too. A new analysis from the Trades Union Congress discovered that disabled people effectively work for free for the last 47 days of the year due to the sizable pay gap between disabled and non-disabled workers. And what’s even more alarming is that this pay gap has actuallygrown over the last decade from 13.2% to 14.6%.

Disabled people make up 17.8% of England’s population – equivalent to 10.4 million people – and so a sizable percentage of these people are going to be of working age and, with the right reasonable adjustments, very willing and capable of working part- and full-time jobs.

But the problem that is making workplaces unattractive to diverse talent is the pay disparity they experience – and sadly, this isn’t just limited to disabled workers.

Employers who are actively taking steps to bridge this gap are the ones who are going to be the most attractive workplaces for diverse talent. It is already a well-known fact that diverse talent is good for business, so this should be a strategy that all companies are integrating.

Not only will diversifying your hires lead to wider innovative opportunities, but tapping into diverse talent pools such as disabled workers will play a huge part in plugging talent shortages and bridging emerging skills gaps.

A recent survey from the BBC of nearly 5000 companies found that 73% of these companies came across hiring difficulties during the July to September quarter of this year. Aside from the pandemic, this is one of the highest figures it has ever been!

So, what are the best way of overcoming these difficulties? Employers need to be targeting these pools of underused talent and hammering down on the pay disparity that groups like disabled workers continue to face. This will see employers bring in the best of talent from all corners of the market, and help strengthen and sustain their business well into the future.

If you would like to discuss how we can help tailor your hiring strategies and work towards closing the disability pay gap, please get in touch with us!

Learning and development (L&D) opportunities are a driving force when it comes to attracting and retaining talent. Research by the IMC found that 92% of job candidates use L&D opportunities as a deciding factor when considering job offers – as well as 52% of employees having left a role due to a lack of personal or professional development opportunities.

So why are there less developmental opportunities for older workers?

The answer is ageism – whether it be direct or subtle, purposeful or unconscious, there are pre-existing notions about someone when they reach a certain age. These notions act as barriers to career growth that need to be challenged and erased in order to unlock all of the potential of such a large proportion of the workforce.

Almost one-third of workers (32%) are now aged 50 or over. And yet, despite there being such a large presence of midlife workers in the UK workforce, 34% of these employees are unsatisfied with the few developmental opportunities available to them. And almost half (48%) say that their age is stopping them from getting a better job.

But what is really stopping them are these unconscious biases rooted in ageism. Managers may assume midlife workers are overqualified for a role, or assume that they aren’t tech-savvy, or that they will be too expensive to hire…

These are just a handful of stereotypes that perpetuate the ideology that midlife workers no longer have an appetite to learn, develop, and grow in their career – when the reality is the opposite! Just under 30% of people who are 55 and over want to improve their skills but are daunted by the idea of asking their employer to help.

And this is just those that already want to improve. If all midlife workers knew that there were learning and development opportunities on offer to them, think about many more would be interested!

Employers who are recognizing these biases and actively working towards erasing them are the ones who are going to be able to reap all the business benefits that age inclusivity has to offer. This starts by weaving this inclusivity into their hiring strategy, as this will give them access to the best and most diverse talent available. And if that isn’t enough, intergenerational teams are proven to be happier, to foster two-way mentoring relationships, and to increase customer satisfaction.

From a business perspective, as well as a social one, shattering the glass ceiling on ageism in the workplace is the smartest move a company can make.

If you would like to discuss how we can help weave age inclusion into your hiring strategy and company culture, please get in touch with us.

According to research from Carers UK, it is estimated that 40% of carers gave up work to provide unpaid care, while 22% reduced their working hours.

Nearly half (49%) of these caregivers who had given up work or reduced their hours saw their monthly income reduce by over £1,000.

There are around 2 million employees who are delivering unpaid care according to the Office for National Statistics, and the workforce is losing them in their thousands due to a lack of flexible working policies and the unavailability of carers leave.

Read the full piece here: https://www.hrmagazine.co.uk/content/news/thousands-of-unpaid-carers-leaving-the-workplace/

Even if you haven’t come across the term ‘dry promotion’, it’s likely you have received one.

A ‘dry promotion’ is essentially when an employee is given extra duties and responsibilities without a raise – hence making it a ‘dry’ promotion as there is no compensation being offered to grease their wheels. This phenomenon is quite a popular one; one survey found that 78% of employees had experienced a dry promotion.

There are many reasons why employees are dry promoted, but the most common ones tend to be that someone is absorbing the responsibilities of an employee that has just left, or they are being given the chance to see if they would be capable of a promotion and this ‘dry promotion’ is a trial run. The problem is, in both of these scenarios it is rarely communicated how long – if ever – this change will be reflected in their compensation.

Dry promotions can be frustrating for employees, and can lead to lower engagement levels, higher levels of dissatisfaction, and increase the likelihood of staff falling into a ‘grumpy staying’ mindset.

From an employer perspective, a dry promotion can be tempting to offer; if you want to potentially promote someone but want to see how they will fare in this position, then offering this interim, unpaid position can seem like a legitimate solution. If you are going to take this course of action, then clear communication is key – ensure that the employee knows exactly how long their interim position is for and at what point the decision will be made to further their promotion or not. At least in this case, the employee has all the information they need to make an informed decision about whether they want to accept this promotional trial.

In cases of delegating responsibilities from a departed employee, the idea is that these additional responsibilities will only be absorbed until a replacement is found. Whilst an entire compensation change may not be a viable option, this doesn’t mean that employers can’t reward these employees in other ways, whether that be through a bonus or through more creative means (for instance, offering them some additional paid leave).

If you have to offer a dry promotion, it can’t be bone dry, otherwise an employer will find itself with employees looking to quench their thirst in other places. Promoting someone can be daunting for an employer, as it is a risky investment, and whilst dry promotions may seem like an insurance tactic, they may end up doing more harm than good.

Instead of dry promoting, there is no harm in breaking down the promotion process so that the employee is still being recognized and rewarded and the employer can ease them in to get a feel if they are ready for the role.

If you would like to discuss how we can help bolster your people strategies and optimize your promotion process, please get in touch with us.

The taboos around health and wellbeing in the workplace are slowly beginning to shed their stigma; menopause policies are being discussed, mental health is being prioritized, and employers continue to look for innovate ways of boosting productivity through creating happier employees.

However, there are still some topics that are failing to be considered by a majority of employers – and one of these is a miscarriage leave policy.

Around 10-20% of known pregnancies end in miscarriages, and this loss can have detrimental effects on the parents’ physical (if birthing) and mental health. Currently, in the US, there is no federal law that entitles parents to paid leave following the miscarriage of their unborn child; there is also no federal law which entitles parents, or workers in general, to paid bereavement leave. The only entitlement to leave that the mother or birthing person may have is Family and Medical Leave – which is only granted if there were medical complications during the miscarriage. This leave is also unpaid, the employee has to have been with their company for a year, and it does not extend to smaller employers (those with under 50 employees).

In the UK, if a child is stillborn after 24 weeks of pregnancy the birth mother is entitled to up to 52 weeks of statutory maternity leave or pay, and the birth father, partner of the birth mother, or adopter can have up to 2 weeks. If a miscarriage occurs in the first 24 weeks, there is no legal entitlement to statutory maternity, paternity, or parental bereavement leave.

Despite this, some companies are beginning to create specific policies surrounding miscarriage leave. In the US, mom-founded baby formula company Bobbie offer 3 weeks of paid leave to those who experience the loss of a child. Similarly in the UK, tech retailer Curry’s have introduced a 2-week paid leave policy for employees affected by pregnancy loss. Both employers extend this to both parents, and to same sex couples who have experienced a miscarriage through surrogacy.

These policies are something that employers on a global scale should be considering. Not only does it highlight your philosophy as an organization, but it demonstrates how much you value the physical and mental wellbeing of your employees. This alone is a great way of making your business a very attractive one to work for – especially in an age where many employees will choose where they work based on if their values are reflected there.

When it comes to formulating this policy, this is where OrgShakers can really help. A miscarriage policy may seem cut and paste, but there are many factors that need to be considered when constructing your own policy. For example, is someone entitled to more leave or less leave depending on how far into the pregnancy they were? Does the policy apply equally to mother and father? Does it account for same sex couples where neither is birthing? Will it be a subcategory of your existing bereavement or parental policy?

There is a lot to consider, but it is important to note that every miscarriage situation will be different and effect the people involved differently. Having a policy that offers a guideline around this can be extremely helpful, but it also needs to incorporate an element of flexibility based on individual circumstances to ensure that employees are getting the support they need.

If you would like to discuss how we can help design a miscarriage leave policy for your organization, please get in touch with me at Brittany@orgshakers.com