Wellbeing programmes have always been a popular investment. Think yoga classes, mindfulness apps, fruit bowls…employers have tried all sorts of innovative little ways to help lessen those feelings of stress and burnout only to find that employee stress levels barely shift.

The reason for this is simple: wellbeing doesn’t start with perks. It starts with how work itself is designed.

When roles are clear, workloads are realistic, and people feel they have control over their time, wellbeing naturally improves. According to the recent research, poor work design, including high job demands, low autonomy, and unclear roles, is one of the top predictors of burnout and absenteeism. So if employers want happier and more productive teams, they need to focus less on interventions around work and more on the structure of work itself.

Design Roles for Manageability

The first step is to look closely at workload and task clarity. When employees don’t know what’s expected or are stretched across too many priorities, stress spikes and engagement falls. In Gallup’s State of the Global Workplace report, only about a third (34 %) of employees worldwide say they are “thriving”. But that leaves a whopping 66% of employees worldwide who are struggling to manage, and this is where burnout can start to creep in.

Small design tweaks make a big difference. Managers can build ‘capacity check-ins’ into one-to-ones to make sure that the workload is achievable, as well as regularly reviewing project scope and ensuring deadlines remain realistic. Empowering teams to flag when capacity is tight will help to build a healthier rhythm of work.

Make Work Meaningful

Purpose is a powerful buffer against stress. People who understand how their tasks contribute to organizational goals will feel more engaged and resilient. Research shows that meaningful work is strongly linked to higher engagement and better wellbeing metrics. For example, high job resources such as autonomy, feedback, social support have been seen to reduce burnout and increase engagement.

Middle managers can help here by linking individual objectives clearly to wider business outcomes, enabling staff to see exactly how their contribution matters. Leaders should be talking about impact, not just output, in team meetings. When employees understand how their work matters, the daily grind feels immediately more purposeful and less draining.

Build in Recovery by Design

Sustainable performance depends on recovery time, and this doesn’t just mean holidays. It means designing work patterns that allow people to rest and reset during the week, too.

Work design also includes giving employees more control over when and where they work. Flexibility, whether in start times, remote days, or compressed hours, helps people manage energy and focus, not just time. It’s about making that mindset shift away from presenteeism and towards measuring output rather than input.

Treat Wellbeing as a Design Principle, Not an Add-On

The most progressive organizations are embedding wellbeing into performance systems, leadership training, and even workflow design. Instead of asking, “How can we fix burnout?” they ask, “How can we build a workplace that prevents it?”.

The fact is, wellbeing thrives when work is thoughtfully designed. By re-examining how tasks are structured, how success is measured, and how people are supported day by day, businesses create an environment where employees don’t just survive their workweek, but succeed through it.

If you would like to discuss how we can help reduce burnout and improve wellbeing right from the root of your business, please get in touch with us today.

It’s Stress Awareness Week, and this played a big role in helping us to decide what our monthly read would be.

After scouring through multiple great choices, we ultimately landed on Richard Sutton’s The Stress Code: From Surviving to Thriving, and knew that this was the book we had been looking for.

Richard Sutton is a health and performance consultant, as well as an expert in resilience, human performance, and stress management. His work has seen him work with elite athletes and Olympic trams – as well as corporate leaders – where he advised on pain management, adaptation and optimal performance. All of this experience teed him up perfectly to write a book about harnessing the power of stress without letting it take an unhealthy toll.

In his book, Richard argues that stress is a two-faced phenomenon: in its chronic form, it wreaks havoc on health and wellbeing, yet in its acute, well-managed form, it can become a catalyst for growth, creativity and peak performance. The book is therefore framed as a resilience roadmap that encourage adaptation rather than all-out avoidance.

The Stress Code begins with foundational ideas: What is stress (its evolutionary roots)? How does stress affect our body systems (immune, hormonal, neural) in both short and long exposure? How does chronic stress destabilize cellular integrity and increase risk of disease? All of these question are explored in depth, as well as the common stress triggers that can kickstart the vicious cycle of negative stress.

After introducing the problem, he then begins to present his solution. Richard proposes a ‘resilience model’ which he has designed to optimize performance and buffer stress. With this framework, he offers actionable strategies, such as techniques to calm the nervous system, mindset shifts and behavioural architecture, to ensure that stress does not spiral into the negative and is instead harnessed for good.

The book also places an emphasis on personalization. Since people differ in their stress sensitivity (even genetically), one must calibrate one’s mix of stress exposure, rest, and coping techniques.

Richard then concludes with a synthesis of his ideas: thriving is not about eliminating stress, but managing one’s ‘arousal–regeneration balance’. It is about designing a life where stress pulses (such as growth and challenge) are matched by regenerative practices (like recovery, rest), underpinned by purpose, structure, and psychological safety.

This science-infused yet practical guide transforms the prevailing narrative of stress from enemy to evolutionary ally, and as a HR professional, we very much recommend getting your hands on a copy. If you would like to purchase a copy of The Stress Code, you can do so here in the UK and here in the US.

And if you have any pressing questions about how you can begin to practically manage stress and build resilience in your workforces, please do get in touch with us today!

In today’s fast-paced and technology-driven world, organisations are recognising that the right tools make all the difference to productivity.

This is particularly true when it comes to supporting employees with disabilities, where assistive technology (AT) has become one of the most powerful enablers of performance, retention, and business growth.

While discussions around disability employment have traditionally focused on compliance or accommodation, the real opportunity lies in how technology can unlock productivity and engagement across the workforce.

Recent data shows that in the US, only 37.1% of working-age people with a disability are employed, compared to around 75% for those without disabilities. Yet, a global survey by BCG revealed that approximately one in four adults has a condition that affects a major life activity – a number far higher than what most companies recognise in their own workforce. These statistics highlight both a challenge and an opportunity: ensuring that every employee has access to tools that allow them to perform at their best.

The Power of Assistive Technology

Assistive technology (AT) refers to any device, software, or system that helps individuals work more effectively. From speech recognition tools and real-time captioning to screen readers, ergonomic keyboards, and focus-enhancing applications, the right technology can make day-to-day work smoother, faster, and less stressful.

According to recent studies, 82% of employees with disabilities say accessible software is critical to their job effectiveness, yet 45% rate their current workplace accessibility tools as only “fair to poor.” This represents a significant performance gap that HR and IT teams can close not through massive investment, but through smart implementation.

The Productivity Payoff

The impact of properly implemented assistive technology extends well beyond accessibility. When the right tools are in place, productivity, engagement, and retention all rise. Here are some measurable advantages businesses are seeing:

1. Higher Productivity and Efficiency

When employees can work using tools that fit their needs, output increases. Assistive technology reduces friction in day-to-day tasks, limits frustration, and enables faster, more accurate results. This leads to smoother workflows and more consistent performance across teams.

2. Reduced Turnover and Improved Retention

Workplace friction is a major driver of attrition. When employees have reliable technology that enables them to perform confidently, they are more likely to stay and grow within the company. Retaining skilled employees not only reduces recruitment costs but also preserves valuable institutional knowledge.

3. Better Recruitment and Talent Attraction

Companies that invest in assistive tools gain a reputation for being forward-thinking and employee-focused. This makes them more appealing to jobseekers who value efficiency, innovation, and adaptability in their workplace.

4. Innovation and Improved Design Thinking

Assistive technology often drives better system design overall. By optimising interfaces and workflows for clarity, accessibility, and focus, businesses inadvertently improve usability for all employees — not just those who require accommodations. The result is technology that performs better, scales more easily, and supports broader innovation goals.

Where to Start

Implementing assistive technology doesn’t have to be complex or costly. Here are some practical starting points HR leaders can consider:

• Conduct a technology audit: Identify tools already available and where gaps exist in accessibility or usability.
• Leverage built-in accessibility features: Many platforms like Microsoft 365, Google Workspace, and Zoom already offer screen readers, voice commands, captions, and focus modes.
• Engage employees in feedback loops: Ask teams what tools help them work best — insights often come from real experience.
• Collaborate with IT and facilities: Make sure physical and digital environments work together to support productivity.
• Offer training and awareness sessions: Employees often underutilise assistive features simply because they don’t know they exist.

A Smart Investment in Performance

Assistive technology is not just a compliance measure — it’s a productivity strategy. With thoughtful implementation, businesses can empower employees to perform at their full potential, improve collaboration, and strengthen operational efficiency.

The returns are clear: higher performance, reduced turnover, and a workforce equipped to meet the demands of the modern workplace.

If you would like to explore how we can help your organisation identify and implement assistive technologies that improve performance and engagement, please get in touch with us today.

Recently, I have noticed something surprising – employees are increasingly tuning out once-vibrant wellbeing programs.

In many modern programs, well-being is delivered as one-size-fits-all. Yet research shows the future lies in choice and agency – tools that allow employees to tailor their journey and choose what matters most to their lives. Embedding pulse surveys and bite‑sized learning tools helps us surface what actually works and adjust in real-time.

Statistically, workplace burnout has hit record levels in 2025. Forbes reports that 66% of employees said they are burned out, which is an all‑time high. Glassdoor mentions of burnout are up 32% year over year, and 85% of workers report at least some symptoms. These aren’t just numbers; they highlight that even well‑intentioned programs can feel performative or empty when delivered top-down.

The shift? Offer diverse options rather than broadcast mandates. That might mean investing in modular programs such as on‑demand coaching, optional mindfulness sessions, nutrition workshops, ergonomic assessments, or mental health check‑ins.

The point is to emphasize autonomy: let employees opt into what resonates, and embed continuous data feedback loops (via pulse surveys, recurring check‑ins) so interventions evolve rather than stagnate.

It’s also key to be integrating wellbeing into daily workflows, not siloed events. Those crucial informal moments like micro‑break reminders, manager check‑ins, walking meetings, tech‑free hours can reduce stress more sustainably than scheduled lunchtime webinars. And with the hybrid working world making these moments harder to capture, it’s more important than ever for employers to be consciously encouraging and making space for them.

Crucially, leaders need to be normalizing rest and boundary setting. Encourage the use of annual leave, respect disconnect hours, and publicize leadership modeling of healthy work patterns. And don’t just take our word for it, the data speaks for itself: in organizations recognized as top workplaces, high scores in reward, empowerment, and wellbeing correlate strongly with engagement and productivity.

This doesn’t mean abandoning wellbeing efforts, but shifting from ‘tell’ to ‘ask’. Asking people what helps, giving them choice, and iterating programs in partnership is how employers transform wellbeing fatigue into meaningful engagement and sustainable energy.

If you would like to discuss how we can help ensure your employees do not fall victim to wellbeing fatigue, please get in touch with us today!

Remote work is now firmly embedded in the modern workplace.

For employees, the benefits are clear: improved work-life balance, cost savings, and more time with family. For employers, when managed well, it can lead to higher morale, productivity, and performance.

But alongside the advantages, remote working creates new challenges for HR leaders. With employees less visible, stress and burnout are harder to spot, boundaries blur between work and home, and feelings of isolation can take hold.

Supporting wellbeing for remote employees is not just a nice-to-have, it is a business-critical priority for engagement, retention, and long-term organizational health.

Here are seven strategies HR teams should consider when designing effective wellbeing support for remote workers.

1. Create a Culture of Listening in the Workplace

Every workforce is unique, so the first step is understanding what your employees actually need. Regular pulse surveys, one-to-one check-ins, and anonymous feedback channels help HR leaders identify the challenges remote employees face, from technology gaps to digital literacy and social isolation.

For example, some organizations run monthly wellbeing surveys to quickly surface concerns and tailor responses, whether that’s providing better equipment, offering virtual training, or creating more opportunities for connection.

2. Address Financial Wellbeing Too

Employee wellbeing is not just about mental health. Financial stress is one of the biggest drivers of distraction and disengagement at work, and remote employees can feel this strain even more acutely if communication is limited.

Practical solutions include offering financial literacy workshops, partnering with external advisors, or providing access to confidential debt support services. Making resources easy to access without the need for uncomfortable conversations with managers helps remove stigma and ensures employees can get help when they need it.

3. Reduce Loneliness and Isolation

Despite constant digital connection, many remote workers report feeling lonely. In fact, nearly half of employees working from home say their sense of belonging to their organization has decreased.

HR leaders can tackle this by:

• Encouraging regular check-ins that focus on wellbeing as well as performance
• Creating virtual and hybrid social opportunities (e.g. informal drop-ins, virtual coffee breaks, or hybrid team events)
• Reviewing policies that may inadvertently reduce opportunities for interaction, such as discouraging meetings without providing alternative connection points

Loneliness is more than an individual issue; it directly impacts engagement, productivity, and retention.

4. Support Managers’ Well-being too!

Line managers are on the front line of employee wellbeing, but they are also at high risk of burnout themselves. With the added responsibility of supporting remote teams, managers need training, resources, and their own wellbeing support.

Practical actions include:

• Providing mental health training for managers so they feel confident in wellbeing conversations
• Encouraging managers to model healthy boundaries (finishing on time, taking breaks, disconnecting outside working hours)
• Ensuring managers have access to support networks, coaching, or peer groups

A sustainable wellbeing strategy must protect managers as much as their teams.

5. Reinforce Boundaries Between Work and Home

Remote employees often feel pressure to be “always on.” Without clear boundaries, this leads to longer hours, stress, and eventual burnout.

HR can help by encouraging:

• Rituals that simulate a commute, such as a walk before and after work
• Policies that reinforce breaks and discourage out-of-hours communication
• Practical support such as co-working allowances, which help employees separate home and work environments

The most important factor is trust. When employees believe they are evaluated on outcomes rather than presence, they are more likely to establish healthy work patterns.

6. Strengthen a sense of Belonging for Remote Teams

Belonging is a cornerstone of engagement. HR leaders can foster belonging among remote workers by connecting them to the company’s mission, values, and vision. Recognition programs, values-based awards, and regular all-staff events (virtual or hybrid) are all opportunities to reinforce shared purpose and celebrate contributions.

7. Balance Wellbeing With Workload

Remote employees are at risk of both overwork and disengagement. HR should encourage managers to set SMART goals, review workloads regularly, and provide both formal and informal check-ins.

Leading by example matters. If managers take breaks, block out no-meeting times, and normalize healthy working practices, employees will feel more empowered to do the same.

Final Thoughts

Wellbeing in remote work is about more than offering perks; it is about rethinking how culture, policies, and leadership practices support employees in a digital-first environment. By proactively addressing financial stress, isolation, boundaries, and manager support, HR leaders can create healthier, more resilient organizations where remote work thrives.

If you would like to discuss how OrgShakers can help you design tailored wellbeing strategies for remote and hybrid teams, please get in touch with us today.

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!