Grief is one of the most universal human experiences, yet it remains one of the most difficult to address in the workplace. Whether it is the loss of a loved one, the passing of a colleague, or another profound life event, grief has an undeniable impact on an employee’s wellbeing and ability to perform at work.

Despite this, grief often carries a taboo in the workplace. It can feel uncomfortable, even inappropriate, to acknowledge something so personal within a professional setting. But ignoring grief does not lessen its impact. In fact, research shows that grief has a direct effect on employee engagement, productivity, and retention – and organisations that fail to offer meaningful support risk long-term costs.

The Impact of Grief on Mental Health and Work

Grief is not a linear process. For many employees, it brings with it cycles of sadness, anxiety, fatigue, and sometimes depression. Studies highlight that grieving employees are more likely to take sick leave, struggle to concentrate, and experience ongoing stress. Left unsupported, these challenges can escalate, with some employees choosing to resign because they feel unable to cope at work.

Managers play a critical role here. With the right training, they can recognise the warning signs of an employee in distress and signpost them towards appropriate resources, such as Employee Assistance Programs (EAPs), mental health first aiders, or counselling services. Just as important is creating a safe space where employees feel able to say, “I’m struggling,” without fear of stigma.

Flexibility Matters During Bereavement

The practical realities of grief often extend well beyond the funeral. From handling family affairs to reorganising childcare or simply managing fluctuating energy levels, grieving employees may need greater flexibility in how, when, and where they work.

For HR, this means reviewing policies around compassionate or bereavement leave and considering whether flexibility around hours or remote working can help staff through this difficult period. The goal should be to provide the breathing space employees need to find their footing again.

Reviewing Benefits and Practical Support

Grief can also require administrative changes, such as updating health insurance, pensions, or beneficiary information.

While these tasks may seem procedural, for the employee they can feel overwhelming. Employers should approach these discussions with sensitivity, ensuring that timing is appropriate and that employees feel supported rather than burdened.

Reassurance and Compassion

Grief can make employees feel like they are falling short of expectations, of performance, of their own sense of control.

What matters most from employers is reassurance. A manager’s compassion, patience, and willingness to listen can make all the difference in whether an employee feels like a valued part of the team or an inconvenience.

Training people managers to avoid language or behaviour that isolates grieving employees is vital. Compassion does not just support the individual – it can strengthen trust across the entire workforce and demonstrates that the organisation sees its people as humans first.

Why Grief Support is a Business Imperative

Often, workplaces that acknowledge and accommodate grief not only help employees heal, but also create loyalty and long-term engagement.

Productivity will always ebb and flow, and personal lives will inevitably overlap with work. By recognising this and supporting employees through some of the hardest moments of their lives, employers show that they truly care.

For HR professionals, the challenge is clear: grief support cannot be an afterthought. It must be a built-in part of wellbeing strategies, leadership training, and organisational culture. When it is, businesses are rewarded with healthier employees, stronger teams, and a more resilient organisation overall.

If you would like to discuss how we can help design and implement tailored wellbeing strategies that address grief and bereavement, please get in touch with us today.

As an HR professional deeply committed to building truly inclusive workplaces, I often think about the invisible barriers that quietly hold back talented colleagues.

These are not headline-grabbing issues – but their impact is profound. From hidden caregiving roles to class-based assumptions, recognising and addressing these quieter exclusion points offers a real opportunity for cultural transformation in any workplace.

Caring Responsibilities: Invisible, Yet Impactful

In the UK, around 44% of the workforce juggle paid work with unpaid caring responsibilities, with working women especially affected, as they make up 85% of sole child carers and 65% of sole carers for older adults…yet many remain invisible in the workplace. Research shows nearly one in eight workers hide their caring duties from employers, fearing it might jeopardise their career prospects or lead to poor perceptions.

This invisibility carries costs—not just for individuals, but for businesses too. Employers lose substantial value through reduced engagement, productivity losses and turnover, and alarmingly, 43–48% of working carers report worsened mental or physical health since taking on caring roles.

But here’s the opportunity: when employers proactively acknowledge and support carers – from day‑one flexible working rights to internal carers networks and paid support policies – retention, wellbeing, and engagement are all found to improve.

Socio‑Economic Background: The Unseen Class Ceiling

Socio-economic background often lurks behind professional assumptions and acts as another key invisible barrier to inclusion. Despite visible gains around gender and ethnic diversity, ‘class’ remains under‑attended in many DEI agendas. In FTSE 350 organisations, over 70% of board members come from higher socio-economic backgrounds, while only 15% hail from lower socio-economic groups.

Ignoring this dimension not only overlooks deserving talent, it risks perpetuating homogenous leadership and missing out on fresh perspectives. Social mobility initiatives and skills‑based recruitment – such as removing degree requirements and broadening apprenticeship entry routes – are shown to boost both inclusion and performance. Firms taking action (for example, mentoring first‑generation professionals or embedding pay transparency) are unlocking value, especially among ambitious segments of the workforce.

Turning Invisible Barriers into Inclusion Opportunities

So, how can employers begin to transform these hidden challenges into drivers of an inclusive workplace culture?

• Normalise the Conversation – create safe spaces (networks or forums) where people can share non‑parental caring commitments or socio‑economic experiences without penalty, and use regular check‑ins to uncover hidden pressures.
• Flexible Policies That Truly Help – go beyond the statutory one week unpaid carer’s leave under the Carer’s Leave Act (2023), and consider paid leave, backup care support, or flexible hours that recognise unpredictable needs.
• Objective Progression Structures – mitigate class‑based bias by implementing skills‑based assessment, transparent promotion criteria, and structured sponsorship for employees lacking legacy networks.
• Measure What’s Invisible – collect data on caring status and socio-economic background confidentially, and see where staff from these groups fall off in promotion or pay progression. This can then be used to track inclusion impact over time.

Invisible barriers matter – but they’re also solvable. By bringing caregiving and socio-economic disparities into clear view, employers can drive thoughtful inclusion that benefits individuals, teams, and the broader organisation.

If you would like to discuss how we can support you in addressing these invisible inclusion barriers, please get in touch with me at therese@orgshakers.com

September 11th, 2001, remains one of the most defining and devastating days in modern history.

As we mark another anniversary, we pause to remember the lives lost, the families forever changed, and the extraordinary courage of those who responded in the face of tragedy.

For many, the memory of 9/11 is deeply personal. Yet even for those who were not directly impacted, the day reshaped the way we think about safety, resilience, and community – in society, and in the workplace.

The Human Side of Crisis

In the aftermath of 9/11, workplaces became more than just offices.

They became places of refuge, solidarity, and healing. Colleagues supported one another through shock and grief, proving that compassion and connection are just as vital to an organisation as strategy or process.

For HR professionals, this is a reminder of the responsibility to nurture cultures that protect not just productivity, but people. Crises, whether global or personal, test our workplaces. How we prepare and respond makes all the difference.

What Employers Can Learn & Promote

1. Prioritise Safety and Preparedness

The events of 9/11 led to a renewed focus on critical emergency response planning. Today, organisations must go further – ensuring safety and disaster policies are not just documents, but lived practices that employees understand and trust are there in case of severe extreme disasters.

2. Support Mental Health in Times of Trauma

The long-term mental health impact of 9/11 is well documented. Post-traumatic stress, anxiety, and grief were widespread. Employers now have a clearer responsibility to provide access to mental health support, destigmatise conversations, and build frameworks that enable people to seek help early.

3. Strengthen Community and Connection

One of the most enduring legacies of 9/11 is the sense of unity that followed. For organisations, this highlights the power of community at work. Encouraging strong connections among employees creates resilience that can carry teams through even the hardest times.

4. Remove Workplace Discrimination and Bias

After 9/11, many individuals and communities experienced discrimination and bias. This painful reality underlines the importance of discrimination/hateful speech policies today. Respecting and valuing difference is not only morally essential, it builds trust and cohesion within teams.

5. Balance Security with Humanity

While security measures became a priority after 9/11, employers also learned the importance of balance. Protecting people is vital, but so is ensuring that security practices do not erode trust or create unnecessary fear is just as important.

It’s important on today’s reflection to remember we are all “human” and as human resources teams, we should ensure that we empower a workplace with community, connection, security and safety that allows us to come together in light of difficult times.

A Legacy of Resilience

Twenty-four years on, 9/11 remains a solemn reminder of loss – but also a testament to resilience, solidarity, and the human spirit. For HR leaders, it calls us to ask: how do we prepare our organisations not only to withstand crises, but to care for people through them?

By focusing on safety, wellbeing, inclusion, and community, employers can build workplaces that honour the legacy of resilience shown in the aftermath of 9/11. In doing so, we not only remember the past, but we also create cultures strong enough to face the future.

If you’d like to read more articles, on various areas covered within this article, you can visit our full blog.

Let’s start by acknowledging the ‘negative’ perception: investing time and resources into external volunteering can feel like a distraction from core work.

Companies worry about lost productivity, back‑office coordination burden, or uneven participation. But here’s the flip side – when structured as skills-based volunteering, these programs become learning and development gold.

Why?

Because volunteering builds real-world competencies far better than traditional training. According to data from MovingWorlds, 76% of employees say they have developed core work skills through volunteering assignments – skills like project management, creative problem-solving, cross-cultural communication, and leadership – often faster and more deeply than through conventional seminars or courses.

In fact, MovingWorlds also reports that skills-based volunteering fosters professional growth more effectively than many traditional L&D programs. And in today’s tight budget environment, that kind of return on investment matters. Employers will get leadership-ready employees, broader skill sets, and boosted engagement, all while staying within existing corporate social responsibility frameworks.

Moreover, volunteering delivers a clearly measurable impact. The Independent Sector estimated the value of one volunteer hour at $34.79 in 2024, a nearly 4% increase year over year. That means employee time isn’t just symbolic, it has quantifiable value, especially when aligned with skill-based volunteer projects.

We’re also seeing voluntary engagement surge: global corporate volunteering hours rose 41%, and virtual volunteering is now offered by over 90% of companies, many including skills-based formats. Plus, around 28% of companies introduced or expanded skills‑based volunteering in just the past year. So even if volunteer leave days go unused (a common concern), the rising formatted programs will ensure impact and uptake.

From an employer perspective, this can be a real strategic shift:

• Start small and focused – pilot volunteer projects by matching employees’ professional strengths (for example, marketing, IT, finance) with nonprofit needs. This reduces logistics and increases relevance.
• Frame volunteer time as L&D hours – encourage managers to view volunteering as legitimate learning time and align it with individual development plans.
• Capture and reflect – after each engagement, ask participants: “What did you learn?”, “How will this apply back at work?” This reflection cements learning and demonstrates outcomes.
• Use data and story – include real metrics – volunteer hours logged, estimated value delivered, skills learned – and employee testimonials to build internal advocacy.

The possible downsides, such as lost work hours or the fear of performativity, are avoidable. By integrating volunteering into existing development pathways, employers can avoid spreading their staff too thin.

Employers can turn volunteering from a fluffy perk into a strategic L&D tool, because when done right, volunteering is not a cost, but instead a creative way to build skill, engagement, and impact.

If you would like to discuss how we can help align volunterring with learning and development opportunities for your staff, please get in touch with us today!

Workplace friendships have always been a part of professional life, but their importance has grown significantly in recent years. Far from being a “nice-to-have,” research shows that close relationships at work can boost engagement, performance, and overall job satisfaction.

Gallup data highlights that having a best friend at work is strongly linked to business outcomes, including profitability, safety, and retention. Employees who report having a best friend at work are more likely to engage customers, get more done in less time, and share innovative ideas. Other studies confirm that more than 76% of employees have at least one close friend at work, and many organizational psychologists recognize these relationships as key to collaboration, adaptability, and psychological safety.

How Can HR Leaders Leverage Workplace Friendships to Drive Performance?

The pandemic underscored the value of strong social ties in the workplace. For many employees, having a close colleague to lean on made the difference during periods of uncertainty, isolation, and heavy workloads. Whether it was sharing encouragement during remote schooling challenges or providing accountability during fully remote work, friendships helped employees feel supported and connected.

When employees know someone has their back, they are more likely to go the extra mile. Best friends at work are not just social companions, they help drive performance and resilience. They create an atmosphere where people feel safe to share ideas, take risks, and be authentic.

The Role of Leaders and Culture

Despite the benefits, only about two in ten employees in the U.S. report having a best friend at work. This means many organizations are missing out on the positive outcomes that strong workplace relationships can deliver.

Leaders play a central role in shaping a culture that encourages friendships. This includes:

• Promoting intentional connections: Leaders and managers can model the value of forming relationships by making time for casual conversations, celebrating milestones, and encouraging peer-to-peer support.
• Creating opportunities for interaction: Team-building activities, cross-functional projects, or even short “virtual coffees” can give employees the chance to connect in a natural way.
• Encouraging open communication: A culture where employees regularly share updates, celebrate successes, and acknowledge challenges helps colleagues build trust and deepen relationships.

Balancing Friendship and Professionalism

While friendships can be powerful drivers of engagement and culture, they also need healthy boundaries. Friendships at work should never compromise professionalism, accountability, or fairness. Clear values, respect for boundaries, and alignment on team goals are key to ensuring that relationships remain a positive force.

Employers can coach managers and employees on how to balance these dynamics. For example, recognizing that while humor and camaraderie build cohesion, maintaining clarity around roles and responsibilities is equally important.

The Bottom Line

Workplace friendships are more than a social perk. They are a strategic asset that fuels engagement, productivity, and retention. In the post-pandemic workplace, where many employees feel emotionally taxed and physically distanced, these connections are even more critical.

It’s also a lifeline for mental health, with research showing suicide is the leading cause of death for men under 50 it’s more crucial than ever to encourage male connections in the workplace, and it’s equally just as important for everyone to feel comfortable and supported at work.

The goal for employers is not to force friendships but to create the conditions where they can naturally form. This means designing cultures that value connection, trust, and shared purpose.

By supporting authentic relationships, organizations can build teams that are not only more engaged but also more innovative, resilient, and ready to meet the challenges of the modern workplace.

If you would like to explore how to foster workplace friendships while maintaining balance and professionalism, get in touch with us at hello@orgshakers.com.

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.

The excitement of a promotion is palpable – the celebrations, the recognition, the doors they open.

But there’s another, quieter side of the story that plays out behind closed doors: the moment when a capable, hardworking employee goes for a promotion… and doesn’t land it.

It’s a tough blow. Disappointment, frustration, and even self-doubt can creep in, leaving employees disillusioned and disengaged. In fact, a survey by McKinsey & Company found that nearly 40% of employees who were passed over for a promotion considered leaving their organization within six months.

This statistic points to a clear truth: how leaders handle these moments matters. A lot.

How best to support an employee after they’ve missed a promotion?

But with the right coaching and culture, leaders can help employees process the setback, build resilience, and ultimately emerge stronger and more motivated. Here’s how they can turn a missed promotion into a powerful opportunity for growth:

1. Acknowledge the Effort, Not Just the Outcome

It starts with empathy. An employee who puts themselves forward for a promotion has taken a risk. They’ve shown ambition and vulnerability, and both of these things deserve recognition.

Leaders must make space for disappointment, not brush it aside. A sincere conversation that begins with, “I know this outcome is hard, and I appreciate the courage it took to put yourself out there,” sets the tone. It reinforces a culture where effort, not just results, is valued.

2. Offer Specific, Constructive Feedback

Generic responses like “You did great, but it just wasn’t your time” only fuel confusion. Employees need clear, actionable insight into what they did well and where they fell short.

Frame feedback in a way that empowers rather than discourages: “Your leadership in cross-functional projects really stood out. To strengthen your case next time, let’s focus on building your strategic planning skills and gaining more visibility with senior stakeholders.”

3. Co-Create a Development Plan

Once feedback is delivered, shift the focus to growth. Ask:

“What would you like to do differently next time?” “What roles are you aiming for in the long run?” “How can I support you in getting there?”

Together, create a development plan with specific goals, whether that’s mentorship, new responsibilities, skill-building, or visibility projects. This helps move employees from feeling stuck to being in motion towards growth, which also aids in keeping them consistently engaged in their progress.

4. Normalize Setbacks as Part of Growth

Rejection is part of almost every successful career path. Share real stories (maybe even your own), as when leaders are honest about past rejections and what they learned, it gives employees permission to see their own experience as a step, not a stop. This kind of storytelling helps shape a growth mindset, which has been linked to increased resilience and higher long-term achievement.

5. Celebrate Progress Along the Way

Progress deserves praise – whether or not it comes with a title. Recognize new skills, successful projects, and bold efforts.

How to accept a job promotion?

While much focus is placed on those who miss out, it’s equally important to support employees who do secure the promotion.

Accepting a new role can be exciting, but it also comes with responsibility for how it is handled internally.

A thoughtful approach helps maintain team morale and strengthens workplace culture.

We should where possible encourage promoted employees to:

• Show humility: Celebrate the achievement without gloating. A simple, sincere acknowledgement of the opportunity goes further than grand celebrations.
• Recognise others: Thank colleagues who supported their journey and acknowledge the collective team effort that contributed to their growth.
• Remain inclusive: Continue to collaborate and invite input from peers who may have also applied, showing respect for their skills and aspirations.
• Lead by example: Step into the role with professionalism, demonstrating that the promotion is not just about recognition but about responsibility and contribution to the wider team.

In Conclusion…

Handled well, promotions can strengthen relationships across the workforce rather than create divides, reinforcing a culture where success is celebrated collectively.

Over time, your employee will start to see that the missed promotion wasn’t a wall, but rather a curve in the road that led to something better.

Disappointment is part of professional life, but disillusionment doesn’t have to be. With thoughtful coaching, transparent feedback, and ongoing support, employers can help employees turn rejection into resilience.

If you would like to discuss how we can help coach your people managers in the art of turning rejection into resilience, please get in touch with us today!

Humor at work can be a powerful force.

A well-timed joke can break the ice, ease tension during a tough meeting, or help teammates bond across departments. In fact, a survey by Robert Half revealed that 91% of executives believe a good sense of humor is important for career advancement, and 84% feel humorous employees do better work overall. And psychological research this notion, as it has been discovered that positive humor correlates with higher job satisfaction and stronger workplace relationships.

From an employer standpoint, these findings are encouraging. Positive, respectful humor (especially the kind that’s inclusive and team building) can be a powerful asset. It fosters psychological safety, a key factor in employee engagement and innovation. Encouraging affiliative humor (e.g., team memes, light-hearted stories, or fun icebreakers) can create a more open and connected culture. The opportunity here is to treat humor as more than a distraction and instead use it as a strategic tool for cohesion and creativity.

However, with great laughter comes great responsibility, as the risks of humor gone wrong are very real. A study by Reliable Plant found that over 70% of workers have witnessed jokes about sensitive topics like weight or age, and over 40% admitted to making such jokes themselves. In more serious cases, inappropriate jokes can stray into legally risky territory – especially those that touch on any protected characteristics. These kinds of comments can quickly lead to legal issues, putting companies at risk of harassment claims.

And even seemingly harmless humor can have a negative impact. A recent study found that employees often feel emotionally exhausted when expected to laugh at a manager’s jokes…especially when those jokes are frequent or feel forced. The same study found that excessive joking by leaders can damage trust and lower overall job satisfaction. This is because it’s a subtle form of emotional labor – employees feel they must perform enjoyment, even when it doesn’t come naturally.

So, what can employers do? The goal isn’t to outlaw jokes, but to make them safe, inclusive, and effective. Start by offering clear, proactive guidance about appropriate humor; policies should define boundaries, not banter.

Humor training can also be folded into existing DEI or harassment-prevention workshops, with real-world examples (shared anonymously or hypothetically) that highlight impact over intent.

Leadership development is another key area. Managers set the tone, and their use of humor (especially self-deprecating or inclusive humor) can either lift the room or alienate it. Therefore, it’s best that leaders are encouraged to use humor sparingly and intentionally. It’s also worth coaching managers to be aware of how their positional power influences how their jokes land.

Most importantly, build a culture where employees feel safe to speak up. Jokes that make people uncomfortable are often left unreported, especially if the jokester holds authority. A well-publicized, non-punitive reporting mechanism can help flag patterns before they become problems. And when employees see their company address concerns with fairness and sensitivity, this helps to build trust across the board.

Of course, humor shouldn’t disappear from the workplace, it just needs some boundaries and support; run a “bad pun” contest or host virtual watercooler chats where people can share clean, funny stories. Recognize that humor, when used thoughtfully, can help people feel more human, more engaged, and more connected.

If you would like to discuss how we can help ensure that humor has a proper and inclusive place in your workplace, please get in touch with us today!

With the cost of living continuing to rise, employee wellbeing has shifted from a “nice-to-have” to a critical driver of business success. For small businesses and startups, competing with larger companies on salary alone can be challenging. But that does not mean you cannot make a significant impact on your team’s wellbeing.

According to LendingClub, 64% of Americans were living paycheck to paycheck in 2022, and Employment Hero reports that nearly 30% of employees say financial stress is their biggest workplace concern. These pressures, combined with rising rates of burnout and mental health challenges, make it essential for leaders to take a proactive approach.

Below, we explore practical, cost-effective ways to enhance employee wellbeing without putting undue strain on your budget.

How Can Small Businesses Support Employees Financially Without Raising Salaries?

Even if pay increases are not feasible, you can help employees manage their finances more effectively.

• Promote financial wellness tools: Recommend apps like Mint or EveryDollar to help staff track spending and savings.
• Explore pre-tax benefits: Flexible Spending Accounts (FSAs) allow employees to set aside pre-tax dollars for healthcare or dependent care.
• Consider 401(k) loan options: If you offer a retirement plan, allowing low-interest loans from these funds can help employees access cash while keeping interest payments within their own accounts.

These steps can ease financial anxiety and demonstrate that you are invested in your team’s long-term stability.

Does Flexible Working Really Improve Productivity?

Yes — when implemented thoughtfully, flexibility can boost both productivity and morale. Research shows that remote workers often report a better work-life balance and higher productivity compared to fully in-office staff.

For small businesses, flexible work can:

• Reduce commuting time and costs for employees
• Give staff more control over their schedules
• Prevent unnecessary stress from after-hours obligations

Whether through hybrid arrangements or fully remote roles, flexibility helps employees bring their best selves to work.

How Can Employers Address Mental Health More Openly?

Despite progress, nearly half of employees still feel uncomfortable discussing mental health at work. For small businesses, creating a safe, open culture is essential.

Practical steps include:

• Scheduling regular one-to-one check-ins
• Offering anonymous feedback channels
• Training managers to recognize early signs of stress
• Providing access to mindfulness tools like Calm or Headspace

By normalizing conversations about mental health, you remove stigma and create an environment where employees can seek support before challenges escalate.

What Role Does Physical Wellbeing Play in Employee Performance?

Physical health and mental health are closely linked. Exercise releases endorphins, which help reduce stress and improve mood. You can promote physical wellbeing by:

• Offering discounted or free gym memberships
• Organizing wellness challenges or group activities
• Sharing resources for local fitness options

Even small gestures toward physical wellness can help employees feel healthier, more energized, and more engaged at work.

How Can Communication Improve Employee Engagement?

Open communication is one of the most cost-effective tools for boosting wellbeing. By regularly speaking with your employees about their challenges, career goals, and workload, you can make targeted adjustments.

In small teams, flexibility with roles can be a powerful motivator. For example, if one employee is feeling burned out in a certain area and another is eager to develop new skills, swapping responsibilities can improve morale while building capabilities across the business.

Which Perks Matter Most for Today’s Workforce?

While salary is important, meaningful perks can be a game-changer for attracting and retaining talent. Remote and flexible work options remain at the top of employees’ wish lists, followed by professional development opportunities and recognition programs.

By focusing on perks that resonate with your team — even if they cost little to implement — you send a strong signal that you value their growth, balance, and wellbeing.

Why Should Small Businesses Make Wellbeing a Business Priority?

Employee wellbeing is directly tied to productivity, retention, and overall business success. Employment Hero’s data shows that only 26% of employees in small businesses say their company has wellbeing programs in place — a clear opportunity for forward-thinking leaders.

Prioritizing wellbeing is not just about caring for your people — it is a strategic move that can help your business thrive in a competitive market. By combining empathy with practical initiatives, you can create a workplace where employees feel supported, motivated, and committed to your shared goals.

If you want to explore tailored strategies for your organization, contact the team at Orgshakers today!

In the midst of leading a large-scale downsizing project, I have seen firsthand the critical difference a high-EQ (Emotional Intelligence) approach makes during redundancy conversations.

I have been handling multiple outplacement meetings on behalf of a client organization undergoing significant transformation. The feedback we’ve received? Unanimously positive – despite the challenging circumstances.

But what makes a high-EQ outplacement process so impactful?

Redundancy is never easy. For those being let go, it’s a moment of vulnerability, fear, and sometimes anger. For those left behind, it’s often a mix of confusion, guilt, and anxiety – so much so that one survey found that 74% of employees who kept their jobs after layoffs said their productivity declined. Emotions run high on both sides, and without care and compassion, an organization can severely damage its morale and its employees’ engagement.

This is where emotional intelligence comes in. When done well, emotionally intelligent redundancy conversations don’t just soften the blow – they preserve dignity, foster trust, and protect company culture.

In this particular project, we have seen how involving an external team can help lighten the emotional load. Managers within the business – many of whom are having redundancy conversations for the first time in their careers – found it deeply difficult. The emotional toll of delivering such news to a long-time colleague or friend cannot be understated.

Outsourcing these conversations to an external, neutral party offers benefits for both the departing employee and the internal team. The individual being made redundant can direct their frustration or sadness to a neutral third party, rather than someone they work closely with. Consultants trained in emotional intelligence are also better equipped to stay composed, read non-verbal cues, and steer conversations away from blame and toward constructive closure.

A high-EQ facilitator will know that tone, timing, and language matter. It’s about more than just the words you say, but how you say them, how you listen, and how you respond to unspoken emotional cues. You must notice when someone’s voice catches, or when their shoulders stiffen, and you must respond with empathy, not platitudes.

This is why I am constantly encouraging my team to reflect on their delivery. Do they sound scripted? Nervous? Detached? These micro-signals can be deeply off-putting to someone receiving life-altering news. I also highly recommend roleplay, trial and error, and constant reflection to build skill and confidence in emotionally intelligent communication, as these will all lend to ensuring those difficult conversations have that oh-so-needed human touch.

In our increasingly AI-assisted workplace, this human skill is more vital than ever. While AI can help draft scripts or talking points, redundancy conversations require EQ, which is a fundamentally human trait.

Another key element of high-EQ redundancy processes is anticipation. Emotionally intelligent leaders think several steps ahead. What phrases could escalate tension? How can we frame information to preserve the employee’s sense of value and dignity?

It’s about maintaining a compassionate tone and controlling the emotional temperature of the conversation. You need to use your head, but also your heart and instinct.

The pandemic accelerated remote working, and today, many redundancy discussions happen via video call. This adds another layer of complexity, as you lose access to much of the body language and subtle social signals that help guide emotional tone. As only a fraction of non-verbal communication comes through a screen, high EQ becomes even more essential.

In an era where employer branding and employee experience are under constant scrutiny, investing in emotionally intelligent outplacement is not just the right thing to do – it’s a strategic imperative. If you would like to discuss how we can help you with this, please get in touch with me at therese@orgshakers.com

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

Loneliness is often described as a ‘silent’ epidemic, but in the workplace, it’s becoming harder to ignore – and rightly so.

As employers, we must not only acknowledge the growing sense of disconnection among employees but also view this as a pivotal opportunity to reimagine belonging at work.

Recent research discovered that 53% of employees reported feeling lonelier now than before the pandemic. And what’s even more concerning is that 39% say they don’t have a single friend at work, a stark contrast to the age-old wisdom that workplace friendships are the glue of engagement, resilience, and retention.

We wanted to dig a bit deeper into this notion, so we turned to our LinkedIn community and asked if they believed that loneliness was a significant issue in their organization. Of the respondents, 70% recognized it as an issue of concern in their organization, whilst only 16% could say for sure that it wasn’t. These results are more than just numbers…they are a call to action.

Loneliness at work doesn’t just mean physically being alone. It manifests as:

• Feeling emotionally disconnected in hybrid or remote setups.
• Lacking meaningful recognition or support from managers.
• Missing out on team camaraderie in fast-paced or siloed environments.

While these realities are sobering, they also offer employers a unique opportunity to design workplaces that don’t just operate but connect.

Instead of viewing loneliness as a threat to productivity, it needs to be viewed as a signal that something in the culture, structure, or leadership style needs to evolve. Here’s how employers can begin:

• Build ‘Social Infrastructure’ Into the Workday – team building shouldn’t be confined to quarterly events. Employees need micro-moments of connection, and these can come in the form of regular coffee check-ins, peer mentoring or collaborative wins to create the kind of informal interactions that forge real bonds.
• Prioritise Purpose and Belonging – when employees understand why their work matters and feel seen for who they are, they are less likely to feel adrift. Purpose-driven conversations and inclusive recognition can help employees feel rooted and valued.
• Train Managers to Spot (and Prevent) Disconnection – managers are on the front line. A simple question like, “How are you, really?” can open the door to support. Employers should ensure they are equipping their leaders not just with targets, but  with the empathy and tools to notice when someone’s slipping through the cracks.
• Create Safe Spaces for Real Talk – whether it’s a virtual support group, a Slack channel for neurodiverse colleagues, or open-door hours with HR, giving people spaces where they can speak openly about struggles without stigma builds trust and reduces isolation.

Yes, the loneliness crisis is real. But it also presents an opportunity to humanise work in a way that hasn’t been done before. Connection is no longer a ‘nice to have’ – it’s a critical pillar of workplace wellbeing. And in nurturing it, we can turn a crisis of isolation into a movement of inclusion.

If you would like to discuss how we can help embed inclusion and camaraderie strategies into your workplace, please get in touch with us today!