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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:
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:
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:
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:
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:
4. Support Mental Health Proactively
Only half of workers feel comfortable accessing mental health resources at work 1. To change this, organizations should:
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:
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:
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?
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:
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:
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:
Creating a robust policy is not a one-and-done task. Societal expectations, family structures, and best practices around maternity leave are constantly evolving, and so your maternity leave policy should be evolving too.
Days like World Maternal Mental Health Day remind us that the wellbeing of new mothers is not just a personal issue, but also a workplace one. And ensuring you have a truly robust and realistic maternity leave policy can make all the difference when it comes to empowering your working parents.
If you would like to discuss how we can help ensure your maternity leave strategies are robust and realistic for the mothers of today, please get in touch with us now!
A brand-new study recently discovered that those employees who are ‘workaholics’ are more likely to become disengaged with their moral values. This got us thinking about how being a workaholic – whilst outwardly presenting as a super engaged and committed employee – actually has detrimental effects on overall productivity and wellbeing – so much so that it apparently throws off one’s moral compass, too. That’s why this month we have grabbed a copy of Malissa Clark’s latest book, Never Not Working: Why the Always-On Culture is Bad for Business–and How to Fix It.
Dr Malissa Clark is an associate professor of industrial-organizational psychology at the University of Georgia, and her research has particularly focused around workaholism, burnout, employee wellbeing, and organizational culture. Widely published in academic journals, Malissa has become a leading voice in the conversation around workplace mental health, and her first book, Never Not Working, translates her years of academic insights into accessible, actionable guidance.
In her book, Malissa starts by examining the toxic rise of workaholism in today’s professional world – where long hours and constant availability are not only normalized but celebrated. She argues that this ‘always-on’ culture is not a mark of dedication or success, but a harmful and unsustainable approach that damages individuals, teams, and entire organizations.
The book creates a clear distinction between healthy work engagement (feeling energized and fulfilled by work) and workaholism, which is defined by an uncontrollable inner compulsion to work excessively and obsessively. Malissa draws on over a decade of empirical research to show how workaholism is linked to burnout, anxiety, strained relationships, and reduced productivity, debunking the myth that more work automatically leads to better outcomes.
The book also goes on to address the systemic and cultural drivers of overwork: from glorified ‘hustle culture’ and performative busyness to poor leadership and the spread of technology that blurs the line between professional and personal life. She explores how these patterns have been intensified by the pandemic, remote work, and economic pressures.
Rather than simply critiquing the current state of affairs, Malissa offers a practical framework for change. She provides tools for leaders to recognize unhealthy behaviors in themselves and their teams, and she outlines steps organizations can take to shift away from overwork, such as setting boundaries, promoting recovery time, and measuring success based on output rather than hours being logged.
Ultimately, Never Not Working is a call to reimagine what productivity and success look like in the 21st century, arguing that sustainable work is not only better for employees, but better for business overall.
If you would like to discuss how we can help train your leaders and middle managers to identify the signs of workaholism, please get in touch with us today!
And in the meantime, be sure to grab yourself a copy of Never Not Working – it can be purchased here in the US and here in the UK.
In just a few short years, the definition of ‘the workplace’ has undergone a dramatic transformation. Kitchens became conference rooms, spare bedrooms turned into full-time offices, and coffee tables doubled as desks. As organizations embraced remote and hybrid models in response to global disruptions, a new normal emerged – one marked by flexibility, autonomy, and, for many, the blurring boundary between work and home life.
But this shift has also exposed a critical blind spot: safety and health responsibilities in remote work environments. Many employers, long accustomed to managing risk within traditional office spaces, have been slower to adapt their policies and practices to meet the realities of hybrid teams. Yet the legal and ethical duty of care doesn’t end at the office door – it extends to wherever work happens.
The hybrid working model introduces a wide range of new safety considerations, and to keep employees protected (and businesses compliant) employers must evolve how they approach workplace health and safety in this new working landscape. Here’s what they need to be considering:
Many employers may still be unaware that their duty of care extends beyond the office walls. Under labor laws such as OSHA in the US, employers are legally responsible for ensuring a safe work environment for all employees – including those working remotely. Injuries or health issues occurring at home may still fall under workers’ compensation and employer liability.
And in addition to physical considerations, remote safety also includes cybersecurity, equitable access, and legal compliance under regulations like the Americans with Disabilities Act (ADA) and General Data Protection Regulation (GDPR). Failing to update policies to reflect hybrid models can leave organizations vulnerable to audit risks, lawsuits, and reputational harm.
The hybrid workplace is here to stay, and demands a much broader, more flexible approach that treats every employee’s environment with equal importance. To discuss how we can help ensure that you are compliant with health and safety expectations in a remote working world, please get in touch with me directly at natasha.santos@orgshakers.com
As employers, we are constantly looking for ways to improve employee wellbeing. One of the most prominent barriers to achieving this goal is employee burnout – a condition that is characterized by emotional, physical, and mental exhaustion caused by heavy workloads, high expectations, and the ever-blurring lines between our work lives and our personal lives.
However, with the recent rise of artificial intelligence (AI) in the workplace, this does beg the question: can technology be the key to reducing workplace stress, or does it risk adding to the pressure?
We know that workplace stress is at an all-time high. According to a report by the American Psychological Association, over 75% of employees experience daily stress related to work, with many citing unrealistic deadlines, lack of control, and poor work-life balance as the primary culprits.
So how does AI fit into all of this? Well, AI has the potential to revolutionize the way businesses operate and, if implemented correctly, can help alleviate some of the most prominent stress triggers in the workplace:
However, it is important to note that while AI presents significant opportunities, it is not without risks. Employees may feel uneasy about being monitored by AI, raising concerns about privacy and surveillance. Additionally, an over-reliance on AI could lead to depersonalization in HR, where human empathy and intuition are crucial ingredients to the human resource function. It’s therefore essential that AI is used as a supplement to – and not a replacement for – genuine human support and interaction.
As organizations introduce AI into the workplace, it is HR who will play a pivotal role in supporting these new co-worker relationships between humans and technology. As Melissa Swift describes in her book Work Here Now, HR will be ‘couples counsellors’ for humans and technology, coaching employees on how to successfully interact with newly integrated tech in order to optimize its (and their) abilities.
If you would like to discuss how we can help your company choose the best AI tools to help manage and prevent employee burnout, as well as be the ‘couples counsellors’ for your employees and new technology, please get in touch with us today!