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

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

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

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

The Rising Tide of Climate Disruption

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

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

Catastrophe Insurance: A Strategic Employee Benefit

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

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

Expanding the Climate Benefits Portfolio

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

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

Closing the Protection Gap

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

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

Conclusion

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

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

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

‘Safe workplaces’ is a phrase that evokes the image of well-lit offices, inclusive signage, ergonomic seating, and perhaps a weekly wellness initiative. But beneath the polished exterior, the question of what ‘safe’ really means is becoming increasingly urgent.

Does safety mean physical security? Does it mean freedom from conflict? Or does it mean something deeper…a place where people can bring their full selves – including their pain, their fears, and their histories – without fear of punishment or erasure?

It can be worth employers asking themselves whether some of their ‘safe spaces’ are actually too safe. Not in the sense of being overly protective, but in being overly cautious to the point that real stories of trauma, burnout, and exclusion are never truly heard. In many cases, efforts to be trauma-informed can unintentionally morph into trauma-avoidance, and that silence can come at a cost.

Research shows that over 70% of employees remain silent in the workplace due to fear of negative consequences, even when they perceive their organization as psychologically safe. In the UK alone, more than 7.5 million workers (roughly 22%) struggle with mental health concerns but do not feel comfortable discussing these challenges with their employer. If we zoom out to get a global idea, you will find that anxiety and depression contribute to the loss of an estimated 12 billion workdays every year. These statistics aren’t just a sobering reality check, they are an invitation to rethink what workplace safety could actually mean.

Rather than viewing this as a failure, employers should see it as an opportunity. Every moment of silence is a missed connection, but also a space they can fill with empathy, trust, and change. A truly trauma-informed workplace doesn’t smooth over discomfort. Instead, it creates the conditions in which discomfort can be expressed and met with care (that doesn’t mean turning every meeting into a therapy session, but it does mean making room for honesty!).

Creating this kind of culture begins with simple but powerful shifts. Leaders who are willing to show vulnerability by acknowledging stress and admitting mistakes help to normalize emotional expression. When emotional honesty becomes a shared value rather than a risk, psychological safety grows.

And this isn’t just good for morale, it’s good for performance, too. Studies have shown that teams with high psychological safety are 50% more innovative, experience 25% less burnout, and have 40% lower employee turnover. In other words, when people feel safe to be real, they do better work.

Another key part of building a trauma-informed culture is equipping managers – not to act as therapists, but to act as empathetic witnesses. Unfortunately, despite 76% of managers feeling that their staff’s wellbeing was their concern, only 22% has ever had any form of mental health training. But this training doesn’t have to be overwhelming. Organizations can empower managers with simple tools like active listening techniques, a basic understanding of trauma responses, and permission to hold space without having all the answers.

These efforts can be supported by embedding micro-moments of safety throughout the organization. These don’t have to be big or flashy; a five-minute check-in at the start of a meeting, a culture of peer-to-peer appreciation, or an internal newsletter featuring real employee stories can quietly shift norms over time. After all, the goal is not perfection – it’s connection.

At its heart, a trauma-informed workplace is not about eliminating difficulty. It’s about responding to it with courage, compassion, and a willingness to grow. The most powerful kind of safety isn’t about avoiding pain, but instead making sure no one has to face it alone.

If you would like to discuss how we can help ensure that your workplace is trauma-informed and safe for all employees psychologically, please get in touch with us today!

Employers have a duty to cultivate a workplace culture where people feel supported, not scrutinised; understood, not judged. Addiction – whether to substances or behaviours – remains one of the most pressing yet quietly managed issues in today’s workforce.

Often hidden behind absenteeism, performance dips, or behavioural changes, addiction can deeply affect both the individual and the wider team.

While alcohol and drug misuse are more traditionally associated with workplace risk, other forms of addiction (such as gambling, prescription medication, and even pornography) are becoming increasingly relevant. According to a Bupa survey, over 57% of employees have struggled with some form of addiction. That includes 15% citing alcohol, 14% gambling, and 7% drugs. A further number reported issues with other behaviours, including social media and pornography. These are issues that tend to fly under the radar until a serious incident forces them into the spotlight.

The implications for employers are significant. Alcohol misuse alone costs the UK economy more than £6.4 billion annually, with 3–5% of all workplace absences linked to drinking. In America, this misuse costs an estimated $249 billion.  

Yet despite the scale of the problem, addiction remains a deeply stigmatised topic – 43% of employees say they would not disclose an addiction for fear of professional repercussions. At the same time, 71% of employers recognise that addiction impacts their business, while only 13% currently offer structured support such as addiction counselling.

This presents both a challenge and an opportunity; employers who are willing to face addiction openly, and respond with care rather than punishment, can make a profound difference in the lives of their people and improve the health of their business in the process.

The starting point? Clarity. Every organisation should have a clear, compassionate policy that outlines expectations around substance and behavioural use, as well as procedures for support, intervention, and, if necessary, disciplinary action. Crucially, such a policy must extend beyond alcohol and drugs to acknowledge lesser-discussed behaviours like excessive pornography use, as this is not just a question of compliance, but of safeguarding workplace culture. Viewing adult content at work, for example, may seem like an isolated lapse in judgement, but it can damage trust and contribute to a toxic or unsafe environment. One survey even discovered that around 60% of employees had admitted to watching adult content at work – yet few employers are addressing this explicitly.

Support mechanisms must go hand-in-hand with policy. Employee Assistance Programmes (EAPs) are a cornerstone of this approach, offering confidential access to counselling and support services. Promoting these services proactively rather than waiting for a crisis is key, and so too is training line managers to recognise the early warning signs: unexplained absences, mood swings, declining output, or sudden behavioural changes. These patterns are often the first indication that someone is struggling.

While formal interventions may be necessary in some cases, it’s often the small, preventative actions that make the greatest difference. Employers can help reduce reliance on unhealthy coping mechanisms by promoting mental health initiatives, offering stress management support, encouraging regular breaks, and creating space for open dialogue. For example, substituting alcohol at workplace events with inclusive, alcohol-free options to send a message of sensitivity and inclusion.

And in addition to the wellbeing side of this support, addressing addiction makes business sense, too. One study found that organisations with clear alcohol policies saw a 20% reduction in heavy drinking among employees. Beyond cost savings and reduced absenteeism, companies also benefit from improved morale, lower staff turnover, and stronger team cohesion. But perhaps most importantly, they give their people a second chance – and that can have a ripple effect far beyond the office walls.

If you would like to discuss how we can help strengthen your policies and support strategies around addiction support in the workplace, please get in touch with me at anya@orgshakers.com

In today’s fast-paced, digitally driven work environment, small talk may seem like a quaint relic of the past. Yet, for business leaders navigating hybrid teams, remote onboarding, and evolving communication norms, small talk is more than just filler – it’s a strategic asset.

As the nature of workplace interaction continues to shift, mastering the art of small talk can significantly enhance employee engagement, collaboration, and organizational culture.

Why Small Talk Still Matters

Small talk – those seemingly trivial exchanges about the weather, weekend plans, or a recent event – serves a deeper purpose in professional settings. It helps build rapport, eases social tension, and lays the groundwork for trust and collaboration. Research shows that small talk fosters positive emotions in the workplace, which in turn boosts organizational citizenship and morale.

For HR professionals, encouraging small talk can be a subtle yet powerful way to promote inclusivity and psychological safety. It signals openness, approachability, and a willingness to connect beyond transactional interactions.

The Post-Pandemic Communication Shift

With the rise of remote and hybrid work, many employees now operate in environments where informal interactions – once common in office hallways or break rooms – are rare.

According to a 2024 Forbes report, asynchronous communication and shortened attention spans (now averaging just 47 seconds on screen) have become the norm. This shift has made spontaneous small talk more difficult, yet more necessary than ever.

Barriers to Small Talk—and How HR Can Help

Many employees avoid small talk due to fear of saying the wrong thing or appearing awkward. A survey conducted by the emotional support charity Samaritans as part of their “Small Talk Saves Lives” campaign revealed that nearly half of British adults actively avoid small talk, with 22% citing anxiety about making social missteps. These concerns are amplified in professional settings, where the stakes feel higher.

Business leaders can play a pivotal role in normalizing and facilitating small talk by:

• Creating psychologically safe spaces where informal conversation is welcomed.
• Modeling inclusive communication during meetings and onboarding sessions.
• Encouraging open-ended questions that invite dialogue, such as “What projects are you excited about right now?” or “How did you get into your current role?”

Adapting Small Talk for Remote and Hybrid Teams

Remote work doesn’t have to mean the end of casual conversation. In fact, research from Rutgers University shows that small talk can be effectively taught and practiced via telehealth and virtual platforms, with comparable outcomes to in-person interactions.

This suggests that digital environments can still support meaningful social exchanges—if intentionally designed to do so.

Business leaders can foster virtual small talk by:

• Starting meetings with light, non-work-related questions.
• Creating dedicated Slack or Teams channels for casual conversation.
• Scheduling virtual coffee chats or ‘watercooler’ sessions to mimic in-office spontaneity.

Communication in the Mobile Era

Today’s workforce expects communication that is human, brief, and mobile-friendly.

A 2024 Forbes article emphasizes that employees increasingly prefer text-based updates and reminders over formal emails. This trend underscores the need for HR to rethink how and where small talk happens—perhaps through mobile messaging platforms or short video check-ins.

Conclusion: Small Talk as a Strategic HR Tool

In a world where efficiency often trumps connection, small talk remains a vital tool for building relationships, easing transitions, and strengthening workplace culture.

For business leaders, investing in small talk is not about encouraging idle chatter – it’s about cultivating a more connected, resilient, and human-centered organization.

By embracing small talk as a strategic communication skill, leaders can help bridge the gap between digital efficiency and emotional connection – ensuring that even in a remote-first world, people still feel seen, heard, and valued.

If you would like to discuss how we can help build greater connection in your organization, please get in touch with us today!

In today’s evolving workplace, paid time off (PTO) is no longer just a checkbox on a benefits package—it’s a critical component of employee well-being, productivity, and retention. Yet, despite its importance, many organizations still struggle to create a culture where employees feel empowered to truly disconnect. For HR professionals, the challenge lies not only in offering PTO but in ensuring it serves its intended purpose: rest, recovery, and rejuvenation.

The Disconnect Between Policy and Practice

Research by QuickBooks Time reveals that while 84% of employees in the US have access to PTO, 65% don’t use all of it – and 60% worked during their time off. Furthermore, a staggering 89% reported going to work sick, and one in three admitted to experiencing unhealthy levels of stress.

These figures point to a troubling disconnect: employees may have PTO on paper, but cultural and operational barriers prevent them from using it effectively.

This issue is compounded by a lack of trust. Over half of employees admit to lying about why they need time off—often citing mental or physical health reasons—because they fear judgment or repercussions. This behavior reflects a deeper problem: employees don’t believe their mental health is genuinely valued by their employers.

The Cost of Ignoring Mental Health

The consequences of this disconnect are significant. Poor mental health costs U.S. employers an estimated $225 billion annually due to reduced productivity and increased absenteeism.

SHRM’s 2024 research underscores this, revealing that 51% of workers feel emotionally drained, and 44% report burnout. Alarmingly, 52% feel pressured to prioritize organizational needs over their own well-being.

Moreover, Mental Health America’s 2024 “Mind the Workplace” report found that 90% of employees in unhealthy workplaces say work stress affects their sleep, compared to just 44% in healthier environments .

Psychological safety—defined as the ability to express oneself without fear of negative consequences—is a key differentiator. Employees in psychologically safe environments report higher job satisfaction, better relationships with managers, and improved mental health.

Redefining PTO: From Policy to Practice

To bridge the gap between policy and practice, HR leaders must rethink how PTO is structured and supported. It’s not enough to offer days off; organizations must ensure those days are truly restorative. Here’s how:

1. Create a Culture of True Time Off

Employees often cram work before a vacation or return to a backlog, negating the benefits of time away. To combat this, employers should:

• Assign coverage: Like understudies in theatre, every employee should have a backup who can step in during absences.
• Set communication boundaries: Use IT tools to block work-related messages during PTO and redirect them to designated colleagues.
• Provide re-entry briefings: A short update upon return can ease the transition and reduce anxiety.

2. Offer Flexibility and Customization

While 61% of employees would reject a job without PTO, 74% would prefer a raise over more time off. This suggests a need for customizable benefits. Consider offering:

• PTO-for-pay conversions: Let employees trade unused PTO for bonuses.
• Flexible PTO packages: Allow staff to choose between more vacation days or higher pay, depending on their personal needs.

3. Foster Psychological Safety

According to the American Psychological Association’s 2024 survey, psychological safety correlates strongly with productivity, engagement, and retention. HR can promote this by:

• Encouraging transparent communication.
• Training managers to be supportive and fair.
• Offering feedback mechanisms and inclusive decision-making opportunities.

4. Support Mental Health Proactively

Only half of workers feel comfortable accessing mental health resources at work 1. To change this, organizations should:

• Normalize mental health conversations.
• Provide access to counseling and wellness programs.
• Recognize and reward employees who prepare for their time off, especially in smaller teams where coverage is limited.

A Call to Action for HR Leaders

The data is clear: offering PTO is not enough. HR professionals must champion a culture where time off is respected, mental health is prioritized, and employees feel safe to disconnect.

By aligning policies with practice and fostering psychological safety, organizations can unlock the full potential of their workforce—boosting morale, productivity, and long-term retention.

In future, the most successful companies will be those that understand this simple truth: when employees are well, business thrives.

If you would like to discuss PTO policies and workplace culture strategies, please don’t hesitate to get in touch with us at: hello@OrgShakers.com.

If you are reading this in the northern hemisphere, then the Summer Solstice is upon us.

But as the temperatures rise, maintaining employee productivity can become a pressing concern for some employers.

Recent research by the Global Payroll Association (GPA) highlights this challenge, revealing that nearly a third (31%) of workers are inclined to clock off early during heatwaves, with 34% likely to take extended lunch breaks, and one in ten considering calling in sick on particularly hot days.

These findings highlight the need for proactive strategies that will ensure both employee wellbeing and sustained productivity as temperatures begin to elevate. Here are some strategies that employers should consider:

Implement Flexible Working Arrangements – flexibility is key during extreme heat, as allowing employees to adjust their start and finish times can help them avoid the hottest parts of the day. Remote working is another effective measure, as offering working options during heatwaves can enhance trust and culture within organizations, as employees appreciate the autonomy to manage their schedules and environments.

Prioritize Workplace Comfort – ensuring a comfortable work environment is crucial. The Chartered Institute of Personnel and Development (CIPD) recommends providing fans or air conditioning, ensuring access to cold water, and relaxing dress codes to help employees stay cool. In buildings prone to overheating, these measures can significantly impact employee comfort and productivity.

Encourage Regular Breaks and Hydration – regular breaks and proper hydration are essential during hot weather, so employers should be encouraging employees to take short breaks to cool down and stay hydrated throughout the day. Providing accessible water stations and reminding staff to drink water can also help to prevent heat-related illnesses and maintain concentration levels.

Adjust Workloads and Expectations –extreme heat can affect cognitive function and energy levels. Therefore, adjusting workloads and setting realistic expectations during heatwaves can help alleviate stress and prevent burnout. This approach demonstrates empathy and understanding, which in turn will foster a supportive work environment.

Communicate and Plan Ahead – developing and communicating a clear heatwave policy ensures that employees are aware of the measures in place to support them. This policy should outline flexible working options, dress code adjustments, and health and safety protocols. Proactive communication like this reinforces the organization’s commitment to employee wellbeing.

Heatwaves present unique challenges for maintaining productivity. By implementing these strategies during the hotter months, employers can ensure that productivity is sustained whilst at the same time helping to enhance employee morale and loyalty.

If you would like to discuss how we can help you create a robust and sustainable heatwave policy, please get in touch with us today! Or, if you need some instant and tailored advice, feel free to set up a meeting with one of our seasoned HR consultants through our OrgShakers CL!CK service.

In the evolving landscape of work, where hybrid models, digital connectivity, and increasing demands blur the lines between personal and professional life, the traditional mantra of “giving 100%” is being re-evaluated.

For HR professionals tasked with fostering high-performing, healthy workplaces, a new paradigm is gaining traction: the 85-15 rule.

Rethinking Peak Performance

The 85-15 rule proposes that individuals should operate at approximately 85% of their capacity, reserving the remaining 15% for recovery, adaptability, and personal wellbeing.

Far from promoting laziness or underperformance, this approach is rooted in the science of optimization and sustainability.

The concept draws inspiration from elite athletes like Olympian Carl Lewis, who trained and competed with the philosophy of not exhausting himself completely. His coach believed that holding back slightly allowed for better pacing, form, and endurance—principles that translated into nine Olympic gold medals.

Similarly, actor Hugh Jackman has cited this rule as a key to maintaining longevity and excellence in his career.

The Science Behind the Strategy

Research supports this approach. A 2019 study found that learning and performance peaked when individuals operated at about 85% difficulty. This “zone of proximal difficulty” aligns with long-standing psychological theories that suggest optimal growth occurs when tasks are challenging but not overwhelming.

This balance is not just about avoiding burnout—it’s about creating the conditions for continuous improvement.

When employees are pushed to their absolute limits, the risk of errors, disengagement, and mental fatigue increases. Operating at 85% allows room for reflection, creativity, and resilience.

Implications for the Workplace

For HR leaders, the 85-15 rule offers a compelling framework for shaping workplace culture and expectations. Encouraging employees to maintain a sustainable pace can lead to:

• Reduced burnout: With over 40% of workers in the US and UK reporting burnout, it’s clear that the “always-on” culture is taking a toll. The 85-15 rule helps normalize the idea that it’s okay—not just acceptable, but wise—to preserve energy.
• Improved consistency: Employees working at a sustainable pace are more likely to produce consistently high-quality work, rather than peaking and crashing.
• Enhanced wellbeing: By keeping some energy in reserve, employees are better equipped to manage responsibilities outside of work, from caregiving to personal development.
• Greater retention: A workplace that values balance and mental health is more likely to retain top talent in a competitive market.

From Theory to Practice

Implementing the 85-15 rule doesn’t mean lowering standards—it means redefining them.

HR professionals can lead this shift by:

• Promoting realistic workloads and discouraging overwork as a badge of honor.
• Encouraging regular breaks, time away from screens, and flexible scheduling.
• Training managers to recognize signs of burnout and support sustainable performance.
• Fostering a culture where rest and recovery are seen as integral to success, not obstacles to it.

A Strategic Shift for the Future of Work

As the nature of work continues to evolve, so too must our understanding of what drives performance. The 85-15 rule offers a forward-thinking, evidence-based approach that aligns with the needs of modern employees and the goals of progressive organizations.

For HR professionals, embracing this mindset is not just about protecting employee wellbeing—it’s about unlocking long-term productivity, creativity, and engagement.

In a world that often demands more, the smartest move might just be doing a little bit less—on purpose

If you would like to discuss how we can help coach the 85:15 rule in your workplace, please get in touch with us at: hello@OrgShakers.com.

Every HR professional will have witnessed firsthand how personal challenges can spill into the workplace, affecting performance, engagement, and overall wellbeing.

However, one area that continues to remain shrouded in silence is male infertility.

Despite men accounting for approximately half of all fertility issues, discussions around male reproductive health are often sidelined, leading to a lack of support and understanding in professional settings.

Male infertility is a significant factor in reproductive challenges, contributing solely to 20% of cases. Yet, societal narratives frequently position fertility as a women’s issue, leaving men feeling isolated and unsupported. This oversight not only affects personal relationships but also has tangible repercussions in the workplace.

This is becausethe emotional impact of fertility struggles on men is profound. A study revealed that 60% of men experiencing fertility issues reported negative effects on their relationships, 40% on their mental health, and one-third on their work life. The stigma surrounding male infertility often prevents open discussions, exacerbating feelings of shame and inadequacy.

The intersection of male fertility issues and workplace performance is, and should be, a rising concern for employers. Research indicates that 63% of individuals facing fertility challenges experienced reduced engagement at work, and 36% had to take increased sickness absence. Moreover, over one-third (38%) of employees considered leaving their job due to inadequate support during their fertility journey.

As employers, we have a responsibility to create inclusive and supportive workplaces that cover all facets of inclusion. So, what are some steps that companies can begin taking to support male fertility challenges?

• Develop Comprehensive Fertility Policies – only 27% of employers have policies addressing fertility treatment. Implementing clear guidelines can provide employees with the assurance that their needs are being recognized and accommodated to.
• Promote Open Dialogue – encourage conversations around fertility by providing training for managers to handle such discussions sensitively. Creating a culture where employees feel safe to share personal challenges can help to alleviate any feelings of isolation.
• Offer Flexible Working Arrangements – allowing time off for medical appointments or flexible scheduling can significantly reduce stress for employees undergoing fertility treatments.
• Provide Access to Mental Health Resources – given the psychological impact of fertility issues, offering counselling services or Employee Assistance Programs can be invaluable to an employee struggling with personal health issues.
• Ensure Inclusivity in Support Programs – recognize that fertility challenges affect individuals across various demographics, including single men and LGBTQ+ employees. Therefore, make a conscious effort to tailor support programs to be inclusive of all experiences.

Addressing male fertility and its associated mental health implications is not just a personal matter but a workplace imperative. By acknowledging and supporting male employees through their fertility journeys, employers can foster a more inclusive, empathetic, and productive work environment.

If you would like to discuss how we can help your company achieve this, please get in touch with us today!

The role of HR has never been more prominent. Battling the likes of a global pandemic, the ever present threat of burnout, and the emergence of a ‘quiet quitting’ mindset are just a few examples of the storm that HR has been weathering these past few years – and yet, just when it seems all hope is lost, HR proves it is immortal in the face of adversity.

This is why this month we have chosen to read Marc S. Miller’s book Immortal HR: The Death and Resurrection of Ms H. (Harriet) R. (Rose) Job.

Marc S. Miller is a well-known HR and HR Technology consultant, keynote speaker, lecturer, and author. He is considered by clients, cohorts and peers to be an industry insider and exceptional thought leader, known for his New York style, fun, creativity and attitude.

And this certainly comes across in his book, as Marc introduces us to the fictional character of Harriet Rose Job (also known as HR Job), whom some readers may already be familiar with. In his previous book, The Death of HR: Who Killed H. (Harriet) R. (Rose) Job?, Marc depicted HR Job as being done away with by her organization for being an ‘obstacle to progress’ and ‘non-strategic’.

However, in his latest book, HR Job experiences a resurrection, prompted by the challenges of the COVID-19 pandemic – who, in this story, is aptly personified as Ms Connie Vid. This crisis thrust HR into a central role, requiring rapid adaption to support remote working, ensure employee wellbeing, and implement new policies.

The book goes on to introduce us to a smattering of other familiar characters as it follows HR Job’s transformation. These include Mr. Tali Managementi (Talent Management), Mr. Bebe Boomer (Baby Boomers), Mr. Mel Lenial (Millennials), Ms. Jennifer Zee (Gen Z), Mr. Gene Exer (Gen X), Mr. Chet G. Petee (ChatGPT), and Ms. Anna Lytics (Analytics). Together, they navigate the complexities of introduced by the pandemic, leading HR Job onto the path to immortality.

Marc combines this storytelling component with over 400 pages of commentary, research, opinions, forecasts, fun facts, and cartoons from HR and various HR technology leaders to bring his HR allegory to life.

This book is an absolute must-read for those employers who want to gain a deeper understanding of the current state and future possibilities of HR so that its capabilities can be fully utilized as a strategic business partner.

If you would like to discuss how we can offer fractional or full time HR support to your company, please get in touch with us today!

And in the meantime, be sure to grab a copy of Immortal HR – you can purchase it here in the US and here in the UK.

In January 2025, Southern California faced a devastating series of wildfires, including the Palisades and Eaton fires, which collectively destroyed over 18,000 structures and resulted in 30 fatalities. The economic impact was staggering, with insured losses estimated between $35 billion and $45 billion, making it the most expensive wildfire disaster in U.S. history.

Whilst this may not seem directly related to the everyday life of an employee, it does raise the question: what did those employees who lived in Southern California do?

Did they have the right insurance in place to ensure that they could recover from an unexpected natural disaster?

With the world becoming increasingly susceptible to all manner of natural disruptions, now may be the time where offering catastrophe insurance as an employee benefit could make all the difference for a vast majority of people.

Catastrophe insurance provides financial protection against significant natural disasters, such as wildfires, hurricanes, and floods. Traditional insurance policies may not cover all damages from such events, which can leave employees vulnerable. By offering catastrophe insurance as an employee benefit, companies can help ensure their workforce has the necessary support during crises.

And not only will this benefit the recipient, but it has many benefits for the business, too:

• Enhanced Employee Wellbeing – providing comprehensive insurance coverage can alleviate stress and financial burden on those employees who are affected by disasters.
• Improved Retention and Recruitment – employees are much more likely to stay with – and be attracted to – companies that can offer robust support systems in a time of crisis such as this.
• Demonstrated Corporate Responsibility – offering such benefits showcases a company’s commitment to its employees’ holistic wellbeing, consolidating your business’ reputation as one that cares about the community it operates in.

When it comes to the actual implementation of catastrophe insurance into a benefits package, be sure to assess the actual needs of the employees (for instance, conducting a survey to gain a better understanding of the specific risks that employees may be facing based on their locations).

In addition, employers should ensure that they are partnering with reputable insurers who have experience in catastrophe coverage so that they will be able to offer tailored plans to their team members.

The increasing frequency and severity of natural disasters, as evidenced by the recent California wildfires, highlights the necessity for employers to proactively support their employees. Integrating catastrophe insurance into employee benefits not only provides essential protection but also reinforces a company’s dedication to its workforce’s safety and wellbeing – two things that contribute greatly to a higher retention rate.

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

In today’s workplace, supporting employees with their mental health isn’t just a matter of ticking compliance boxes…it’s a moral imperative and a business-critical issue.

According to mental health charity Mind, one in six workers experiences mental health problems such as anxiety or depression. Yet, many employees still feel hesitant to disclose these struggles or take necessary time off.

For those who do take mental health-related leave, the journey back to work can be delicate, and the role of their employer is pivotal in shaping a smooth, supportive return.

When planning for this, leaders need to be considering how they can structure their support before, during, and after the employee’s return to work to ensure that that support remains consistent throughout this process.

Before the Return – Laying the Foundation

The return-to-work process begins long before the employee steps back into the office. Maintaining respectful, open communication during their absence is key, but with mental health this requires a degree of sensitivity.

Some managers may worry that reaching out might feel intrusive or heighten anxiety – this is where clear communication is vital! Ask the employee what they would find helpful. Would they prefer a weekly check-in, or just a simple ‘thinking of you’ message every now and then? It’s about defining expectations rather than assuming.

Where available, Occupational Health professionals can act as intermediaries, helping both parties understand the best route forward. They can assess what reasonable adjustments may be needed and provide reassurance to managers who might feel uncertain about falling into the trap of ‘saying the wrong thing’.

Additionally, consider ways to keep the employee connected without pressure. Invitations to team socials or virtual catch-ups can help maintain a sense of belonging. But again, ask first. What feels inclusive to one person may feel overwhelming to another. It’s not about inclusion by default, it’s about inclusion by design!

During the Return – Supporting the Transition

The actual return to work can be a fragile moment. Structuring a phased return and allowing the employee to gradually ease back in is often a helpful and fruitful approach – in fact, one study found that 70% of employees who had been offered a phased return to work after a leave of absence felt that this facilitated a quicker return to work.  

In addition to this, remember that timing is everything. If possible, align the return with the beginning of a new project or work cycle, rather than dropping them into the middle of a chaotic period, as this can offer the mental space to reorient themselves.

On their first day back, be there. Don’t schedule their return for a day when you are working remotely or in back-to-back meetings. A simple ‘Welcome back, it’s really good to see you’ can make all the difference. Don’t overdo it, but don’t underdo it either.

And when it comes to check-ins, think about the quality of your questions. Instead of a generic ‘How’s it going?’, try:

• What went well for you this week?
• Is there anything that made today easier or harder?
• What can I do more or less of to support you?

These kinds of questions invite honest, reflective answers and show that you are actively listening, not just ticking a wellbeing box.

After the Return – Continuing Care

Support doesn’t end after the first week. Continue the regular check-ins, and don’t assume everything is fine just because the employee is physically present.

Encourage ongoing access to resources – whether it’s wellbeing apps, employee assistance programmes (EAPs), or flexible working arrangements. Sometimes, it’s not one big thing but the accumulation of small supports that creates a genuinely mentally healthy work environment.

This can also be a good time for some self-reflection as a leader. Are you role modelling the kind of behaviour you want your team to adopt? Are you taking breaks, setting boundaries, and demonstrating vulnerability when needed? If the work culture itself contributed to the employee’s struggles, are you addressing it?

Finally, it’s important to remember that supporting someone returning from a mental health absence can also be challenging for managers. They may feel pressure to get it right and fear about getting it wrong. It’s essential that managers also have access to support during this process, too.

Helping someone return from mental-health-related absence isn’t about following a script, it’s about compassion, communication, and clarity.

By taking the time to understand what each individual needs before, during, and after their return employers can create workplaces where people not only recover but thrive.

If you would like to discuss how we can help with this, please get in touch with me at anya@orgshakers.com or get in touch with us through our website.

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

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

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

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

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

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

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

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