For years, trust in the workplace has been a background hum threaded through strategy, performance, and culture work.

In the last year, the dull roar seems to have morphed into a sharp, ringing sound in leadership and HR conversations. Data from the Edelman Trust Institute indicates that global employees’ trust in their organization to ‘do what is right’ fell to 75% in 2025, down three points. Meanwhile, only 33 % of employees say they trust their employer in some contexts.

Trust is no longer a passive, background hum. It has very much come to the forefront.

Interestingly, what I have found while working with different employers is how the word ‘trust’ has become almost worn out. In fact, some CEOs have told me they prefer not to use the term ‘trust’ anymore because it’s fallen victim to buzzword culture. It’s thrown around so often now that employees almost believe it but don’t actually feel it.

We have arrived at a paradox: trust is more important than ever, as shown by the data, yet it’s become more difficult to articulate and embed than it has been before.

Why Does Trust Feel Like a Buzzword?

The answer can be summed up by the age-old adage – actions speak louder than words. The classic stock phrases of ‘we trust our teams’ and ‘we’re building trust’ will be consistently heard, but if behaviors are not aligned with or reinforcing these statements then they immediately become hollow…and so does the meaning of trust. In fact, too much talk and not enough action can erode any existing trust.

This inevitably leads to a disconnect between employers and employees, and we can see this chasm opening. One survey found that while 86% of executives said they ‘highly trust’ their employees, only 60% of employees felt that same level of trust from those leaders.

Where would trust show up in an organization if we asked, “Where does trust belong today?” and “What does trust actually look like?” rather than the more standard, “How do we build trust?”

Where Does Trust Belong at Work Today?

Trust belongs everywhere, but especially at the intersection of behavior, expectation, and accountability. Instead of treating trust as a vague cultural ideal, it needs to be embedded in concrete behaviors and organizational design. Here are some ways to think about it:

1. Trust Behaviors First – employers should be asking themselves: what do trusted behaviors look like? Consistent use of trust behaviors can build trust. This could be managers following through on commitments, feedback being offered in a timely and transparent manner, or ensuring that mistakes are acknowledged and addressed rather than swept under the rug. These actions help reinforce the promises of trust and make it a tangible reality.
2. Trust isn’t One‐Size‐Fits‐All – employers and employees need to understand how situations affect trust in the moment. For some situations, an employee might need to trust their peers for support, while in others they might need to trust their line manager for guidance. And in still others, managers might need to trust their employees when making decisions or acting independently. Trust is contextual; situation-appropriate trust behaviors across the organization can increase the likelihood of overall higher trust levels.
3. Let Trust be Lived, not Just Spoken – employers need to ensure they are not just collecting data without action. To truly build trust with your employees, relevant responses must follow data insights, and these changes should be clearly communicated to highlight that employee input is valued makes a difference.

When employers get trust right, it accelerates everything. Employees who feel trusted are more motivated, more committed, and more likely to stay. One study even suggested that lack of trust in a manager undermines motivation for 76 % of employees.

In a time where the pace of change is monumental, organizations that can make trust more than just a buzzword will stand out amongst the crowd and show themselves as employers of choice. It’s about turning trust from a word into a lived experience, and those employers that do this successfully will find themselves reaping the benefits this new year. 

If you would like to discuss how we can help ensure trust is rooted in action, please get in touch with me at amanda@orgshakers.com

Each year, we like to ask the OrgShakers team what practices and mindsets they believe employers should be leaving behind in the year that has passed to help them begin fresh in the new year to come.

As 2025 has now come to a close, we wanted to see what they believed should be left behind in order for employers to continue to grow in the year to come and beyond:

David Fairhurst – 2025 should mark the end of rigid, one-size-fits-all leadership and tokenistic wellbeing initiatives. Generic programmes and surface-level gestures no longer meet the needs of a diverse, fast-changing workforce.

The employers who will succeed are those who build trust-based cultures, focus on genuinely meaningful employee experience, and adopt AI responsibly rather than fearfully. Used well, technology can enhance work, but only when grounded in human values.

These are the organisations that will continue to win the war for talent.

Ken Merritt – employers should leave behind engagement survey scores; at least for the next few years. Annual or biannual surveys take too long, tell us what we already know, and often arrive long after the moment to act has passed.

The focus now needs to be on engagement processes, not scores: real-time listening, ongoing dialogue, and genuine partnership with employees to improve day-to-day workplace dynamics. Engagement isn’t a metric, it’s a relationship.

Natasha Santos – one of the most damaging habits employers must leave behind in 2025 is reactive HR, also known as the ‘wait until it breaks’ approach.

Reactive HR shows up when organizations wait for complaints before updating policies, wait for performance issues to escalate before introducing review processes, wait for turnover spikes before addressing culture, and wait for regulatory pressure before focusing on compliance. It’s costly, risky, and unsustainable.

Modern HR must be structured, preventative, compliance-aligned and people-first, not driven by crisis management.

Beth Molinaro – for HR business partners, 2025 should be the end of gut-feel decision-making and disengagement tolerance. Intuition alone is no longer enough. Data-driven insights, predictive analytics and AI-powered tools are now essential for effective workforce planning.

Ignoring disengagement weakens organisational agility. HRBPs must actively push for career mobility, re-engagement and long-term capability building.

For employees, this also means leaving behind the acceptance of toxic cultures and the habit of neglecting upskilling. Poor leadership and stagnant skills undermine both wellbeing and career resilience in a rapidly changing market.

Patsy Doerr – put simply, employers need to let go of fear: fear of change, fear of AI, and fear driven by the current geopolitical climate.

Operating from fear leads to hesitation, stagnation and short-term thinking. Progress requires confidence, adaptability and a willingness to move forward…even when the future feels uncertain.

Amanda Holland – the normalization of constant availability – emails at midnight, “urgent” weekend messages – has fuelled burnout across labor markets. Employers must leave behind unbounded workdays, ambiguous expectations and the rewarding of overwork.

In their place, organizations should move toward clear communication norms, protected rest time, and leadership that actively models healthy boundaries, aiming for work-life harmony rather than an unrealistic idea of balance.

The same shift is needed in wellbeing. Annual challenges and EAP posters aren’t meeting real needs. Employers must move beyond check-the-box mental health initiatives and crisis-only responses, and instead build psychologically safe cultures with proactive workload management and integrated people-risk approaches.

Karen Cerrato – AI isn’t here to replace people, but rather to reshape how we work by removing inefficiencies and amplifying human skills.

Organizations that thrive will be those that lean in, experiment responsibly, and help their people build confidence rather than fear. Used well, AI can automate low-value tasks, improve decision-making, enhance employee experience, and support upskilling, all while still preserving human judgement.

The future belongs to companies that prepare their people for change, not those that avoid it. When HR leaders model clarity and confidence around AI, the rest of the organisation follows.

Therese Procter – 2025 should be the year employers leave behind the idea that financial stress is a private issue. The link between employees’ financial lives and their performance, health and engagement is now undeniable.

Financial stress affects focus, decision-making, attendance and safety. Ignoring it is no longer compatible with responsible leadership.

As we move into 2026, financial wellbeing must take its place as a strategic pillar of good work (alongside mental and physical health) delivered through human-centred leadership, thoughtful work design, and data-led decisions paired with empathy.

If you would like to get in touch with us about any of the points raised by our team, or if you have a different concerns that you were hoping to leave in 2025 and need assistance in shedding it, please don’t hesitate to get in touch with us today!

From all of us at OrgShakers, we wish you a happy and prosperous New Year!

As we head into December, we wanted our final read of the year to feel seasonally appropriate while still delivering meaningful insights for leaders and HR professionals. And after looking at a range of options, we quickly realised: you can’t beat a classic. And so, this month, we are reading A Christmas Carol by Charles Dickens.

Now, it may be a festive staple, but beneath the memorable characters and ghostly scenes lies a powerful commentary on organizational culture, leadership behavior, and the human impact of the workplace. Re-reading it through an HR lens revealed to us just how much Dickens understood about the psychology of people at work…even in the 1800s!

When Dickens sat down to write his classic fable, society was in the midst of rapid industrial changes and ever-growing social inequality, and this fed his deep concern for the treatment of workers and the moral responsibilities that business owners had. If we look at his novella from this perspective, it is in many ways a case study on what happens when leadership lacks those core soft skills and the workplace lacks psychological safety.

At the centre of this story is the infamous (well, infamous in the beginning, anyway) Ebenezer Scrooge: frugal, rigid, emotionally distant, and dismissive of employee wellbeing. He embodies the kind of culture where productivity is prioritized at the expense of people, and where connection is replaced by transactional thinking. Dickens is quick to establish the consequences of this leadership style: poor morale, disengagement, and a workforce (like Bob Cratchit) that feels undervalued but fearful of speaking up about it.

The arrival of the three spirits then becomes a kind of ‘radical’ leadership intervention. The Ghost of Christmas Past exposes the roots of Scrooge’s behavior, the Ghost of Christmas Present highlights the ripple effect of leadership on employee wellbeing, family life, and community, and the Ghost of Christmas Yet to Come serves as a stark illustration of what happens when a leader refuses to adapt (and spoiler alert, it’s not great!).

But as we know, Scrooge successfully transforms from the rigid, unchanging leader to the generous business owner who truly values his employees’ contributions and actively shows it. The novella does a great job of reinforcing this key message that’s particularly resonant at the end of the year: employee experience is built through small, consistent actions. A pay rise for Cratchit, kindness expressed in language, or time given freely are all small, healthy micro-behaviors that come together to create a healthier workplace.

As employers, revisiting A Christmas Carol is a timely reminder that culture is shaped every day through the choices leaders make. And while we may not have ghosts arriving at 1am to deliver our insights, we do have the data, tools and frameworks to support leaders in becoming more conscious and connected.

If you’d like support embedding these principles into your leadership programmes or wider people strategy for the new year to come, please do get in touch with us today.

And in the meantime, grab yourself a copy of Dickens’ Christmas classic and snuggle down with a warm beverage of your choice. But this time, take in this timeless tale with a fresh, employer-focused perspective…you might be surprised what you learn!

Feedback is one of the most powerful tools employers can utilize, as when wielded correctly, it can truly drive change in an organization.

However, too often organizations will launch a big survey, collect responses, and then leave these results to gather digital dust. But that real opportunity for change lies in turning that feedback into meaningful, rapid action.

First, employers should begin by designing their feedback system around specific business questions rather than generic checkboxes. What aspects of the working day feel overloaded? Where do people lack clarity? Which manager behaviors correlate with retention?

Creating targeted pulse surveys, such as after a major project has wrapped up or during a role transition, will offer actionable insight far faster than an annual-only check-in.

And the data supports this notion: 65% of employees say they would be more engaged if they received more frequent feedback, and in organizations that collect frequent feedback, performance improvement is 4.5 times higher. This just goes to show that employee feedback is much more than an afterthought, but rather a key operational tool for engagement and performance.

So, you’ve collected your feedback…now what?

Once you have collected feedback, make the response visible and local. Make a point to ahare summaries at team level, involve managers and teams in developing one or two focus-areas, then review the progress in six weeks. All of this helps to foster trust, as employees will be able to see how they voice led to visible change. Communicating what you heard, what you will do, and what changed reinforces the culture of hearing-and-acting.

That transparency acts as the building blocks for trust and engagement to grow from, and by making the effort to close that feedback look, employers are mitigating the risk of falling engagement and potential rising cynicism.

And make sure to measure what matters.

Feedback should focus on the drivers of performance and stability, such as the clarity of a role, the quality of manager support, and the availability of resources, rather than ‘vanity metrics’.

When employers link clearly feedback questions to business outcomes, they increase clarity on what activity actually makes a difference and can convert this into something that can be acted upon.

By doing feedback well, you don’t just increase employee happiness, but you also reduce turnover risk, strengthen performance, and support growth, too. If you would like to discuss how we can help to ensure that the feedback you are gathering is actionable and effective, please get in touch with us today!

The holiday period is always a golden opportunity to shine a spotlight on the efforts of your people, helping to build a culture of appreciation that lasts well beyond December.

Research increasingly shows that recognition is not just a nice gesture, but a real driver of better business. For example, a recent survey found that 77.9% of employees believed they would be more productive if they received recognition more frequently.

With this in mind, how HR can design festive, meaningful recognition rituals that genuinely resonate with a diverse workforce?

1. Make it Personal and Timely
During the holidays, it can be tempting to rely on more generic gestures like handing out gift cards or sending the semi-customized ‘thank‐you’ emails. But recognition that lands best is: (a) timely (given soon after the contribution), and (b) personal (linked to specific behaviours or outcomes). For example, you might highlight number of units shipped ahead of a delivery deadline, or acknowledge a colleague who mentored a new team member through the seasonal rush. The point is, taking the time to put in that extra effort will significantly pay off in the new year to come.

2. Use the Festive Season to Amplify Peer‑to‑Peer Recognition
The holidays bring a natural energy of giving and community, and employers can tap into this. Have employees nominate neighbors across teams who helped them, set up ‘holiday shout‑outs’ in internal social platforms like Slack, or even host a festive virtual ‘thank you’ wall. Feeling seen and appreciated by your colleagues can be just as rewarding a feeling as being appreciated by your superiors.

3. Offer Meaningful Rewards (but Don’t Over‑Emphasize Monetary Value)
While a bonus or gift is appreciated, the most effective rewards align with what employees value: flexibility, experiential benefits, or recognition tied to purpose. During the holidays you could offer an extra day off, a charity‑giving match in the employee’s name, or a team lunch to celebrate results.

4. Ensure Inclusivity and Authenticity
Holiday themes vary across employees; some celebrate major holidays, others may not. Recognition programmes should avoid bias toward a single festive tradition and instead focus on universal values like teamwork, innovation, support, and learning. When messaging around “holiday thanks”, emphasize appreciation rather than religious or cultural rituals. Adopting an inclusive tone strengthens the sentiment across all team members, and creates a sense of unity that leads to better cohesion.

5. Link Recognition to Sustainable Culture, Not Just One‑Off Cheer
While December is the moment for extra sparkle, the best outcome is that this festive recognition becomes a habit. The data suggests that organizations that embed recognition year‑round create environments where employees feel seen, valued and connected (for example, one study found that when employees feel valued, productivity can increase up to 17%). Leaders can use the holiday window to establish a recognition rhythm so that the cheer continues into the new year.

The holidays give employers a powerful moment to amplify recognition and make it so much more than just a seasonal gesture. By personalizing recognition, they can create a culture of appreciation that lasts well into the new year. After all, the best gift you can give your team is the feeling of being seen, valued and celebrated! If you would like to discuss how we can help advise on how to give the gift of inclusive recognition this holiday season, please get in touch with us today!

It’s not news to hear that the holiday season often brings a surge in temporary staffing needs.

Whether it’s retail floor help, customer‑service agents, logistics crew or other seasonal roles, the festive months require those extra hands. And whilst the title of ‘temp’ looms as a reminder that these new hires are fractional, employers who can still supply that positive experience for this temporary workforce will ultimately get the most productive seasonal teams. After all, job‑seeker interest in seasonal work at the end of September 2025 was up 27% year‑over‑year and 50% above 2023 levels.

With this in mind, how can employers make seasonal hires feel like valued team members, instead of just fill-ins?

For starters, treat seasonal hires like members of the team from their very first day.This looks like providing a welcome orientation that covers company culture, values, and how their role contribute, as well as introducing them to their new team to help them feel more connected right from the offset.

Secondly, provide clarity around the role, schedule and expectations.Temporary work often appeals because of flexibility, but ambiguity can undermine this effectiveness. Ensure job postings clearly state hours, duration, expectations, and any possibility of extension or conversion. Having this clear communication avoids any misunderstandings and ultimately elevates the candidate and employee experience.

All of this lends towards fostering engagement.Just because someone is working for a few months doesn’t mean you can ignore engagement. Incorporate them into team meetings, invite them to festive events, and recognize their contributions with shout‑outs. This ensures engagement throughout their stint as a temp and helps to boost productivity during an admittedly busy time.

And sometimes, seasonal staff may go on to be something more for a company. It can be a good idea for employers to think of the seasonal workforce as an extended audition to be a potential new hire. Some temporary hires may prove to be outstanding and a great fit for future roles, and so ensuring that they are treated as a member of the team from the get-go will increase the likelihood of them wanting to accept a position with the business after the holidays are over.

It can also be a smart idea to gather feedback from all seasonal staff once the holidays are over. Asking about what worked and what didn’t can offer insights to help refine next year’s approach and make it even more efficient (and inclusive!).

Seasonal hiring is a valuable part of any business calendar, and when done with intention, it treats temporary team members as valued contributors rather than stop‑gap placeholders. By onboarding them thoughtfully and making the effort to integrate them fully, seasonal staffing can be turned into a strategic advantage and a potential talent pipeline.

If you would like to discuss how we can help ensure you are optimizing your seasonal hires, please get in touch with us today.

In our increasingly distributed workforce, creating a meaningful holiday experience for remote or hybrid employees has its own unique challenges…which opens up a pool of opportunities for employers.

With about 22 % of the US workforce working remotely in 2025 (around 32.6 million people) and 83 % of workers globally saying a hybrid arrangement is their ideal way of working, the question isn’t if we engage remote teams over the holidays, it’s how we do it.

First, imagine how your remote colleagues will perceive the festivities. A virtual ‘holiday party’ shouldn’t just be a Zoom call with a slide deck; it’s a real chance to build connection and belonging that goes beyond the physical boundaries of different locations.

The key for employers is to know how to turn seasonal cheer into a platform for connection instead of just content. Here are a few ideas to consider this holiday season:

• Peer Shout‑Outs (with a Twist) – ask each team member, remote and in-person colleagues alike, to nominate a colleague who helped them this year, then compile a digital ‘holiday gratitude wall’ with short videos or handwritten photos posted to the company chat channel. This is a fun and easy way to bridge connections across hybrid workers and show appreciation at the same time.
• Remote Gift Exchange – rather than shipping physical gifts (which can get tricky for international locations or home setups), offer a small budget for employees to pick a local experience (like an online cooking class, charity donation, or self‑care kit) and then share a photo or story in your virtual gathering.
• A Shared Hybrid Moment – for example, choose a specific minute when every team member posts a selfie with a festive mug (in whichever time zone they are) and shares one highlight of the year in chat. It’s a quick and easy way to bring everyone together and have a shared, bonding moment.
• Short, Engaging Virtual Event – avoid long Zoom fatigue‑style sessions. Think 30‑minutes maximum with breakout rooms, ice‑breaker games, and recognition of team/individual achievements. Try to keep it fun and energetic, as this can sometimes be harder to capture virtually.

Why does this matter beyond the warm fuzzy feelings? Because engagement really counts! When companies make the effort to create holiday engagements for distributed teams, they are reinforcing that they see everyone and value the work being done outside the office, helping to build a connection through culture rather than just place.

And don’t let the festivities stop during the holidays. Use the holiday season as a launch point for ongoing remote/hybrid engagement: monthly peer‑recognition posts, short ‘coffee chat’ online sessions, or even small team check‑ins with a festive ice‑breaker built in. When remote employees feel connected year‑round, they are more likely to stay engaged and contribute with energy. So don’t let that momentum of connection wane just because the twinkling lights are coming down.

If you would like to discuss how we can help you seize the opportunities for hybrid connection that the festive season offers, please do 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 every organization, administrative tasks are the backbone of daily operations. From updating employee records to scheduling meetings, these seemingly small responsibilities keep everything running smoothly.

However, without proper management, admin work can quickly spiral out of control leading to administrative overload, reduced productivity, and even burnout among employees and managers.

This article explores the best ways to manage administrative overload in the workplace, including examples of key administrative tasks, how to streamline processes, and the best AI tools that can make admin work more efficient.

What Is Administrative Overload and Why It Matters

Administrative overload occurs when employees or managers are overwhelmed by routine admin duties, including data entry, approvals, scheduling, compliance paperwork, and more. When these tasks pile up, they eat into valuable time that should be spent on strategic decision-making or people-focused work.

In HR especially, admin overload is common. Professionals often juggle onboarding, payroll, performance reviews, and compliance documentation simultaneously. Without the right systems in place, admin tasks can dominate the day, leaving little room for meaningful engagement with employees.

Managing administrative overload isn’t just about improving productivity, it’s a crucial part of maintaining job satisfaction and preventing burnout. When employees feel constantly buried in admin, motivation drops, stress rises, and turnover risk increases. Reducing admin pressure is, therefore, an important part of any retention strategy.

Examples of Administrative Tasks

Understanding the scope of admin work is the first step to managing it effectively. Here are some common examples of administrative tasks found in most workplaces:

• HR Administration: Updating employee records, processing payroll, handling leave requests, managing benefits, and maintaining compliance files.
• Recruitment Admin: Scheduling interviews, sending offer letters, conducting background checks, and updating applicant tracking systems.
• General Office Administration: Ordering supplies, managing calendars, arranging meetings, and preparing reports.
• Financial Admin: Processing invoices, approving expenses, and reconciling budgets.
• Training and Development: Tracking attendance, maintaining learning records, and managing course enrolments.

While each of these tasks is essential, but, when not managed correctly they can collectively create a significant administrative burden, particularly in growing organisations where resources are stretched thin.

Why Managing Administrative Tasks Matters

Managing administrative tasks effectively is vital for maintaining smooth operations and high morale. When the admin is well organized, managers can focus on leadership, employees can prioritize core work, and the business benefits from better efficiency and lower costs.

In HR, efficient admin management ensures compliance, improves data accuracy, and supports better decision-making. For example, when HR teams aren’t bogged down by paperwork, they have more time to develop engagement initiatives or implement new retention strategies — both of which drive long-term success.

A proactive approach to managing administrative tasks at work also helps create a culture of accountability. When everyone understands their admin responsibilities and has access to the right tools, tasks are completed faster, communication improves, and teams feel more in control of their workloads.

How to Prevent Administrative Overload

Preventing administrative overload starts with awareness and organisation. Here are a few practical steps HR and management teams can take:

1. Audit Your Admin Processes
   Review which administrative tasks that take up the most time. Identify which ones are repetitive, manual, or prone to error. This helps prioritize what can be automated or streamlined.
2. Delegate Effectively
   Many managers fall into the trap of trying to handle all admin themselves. Delegating tasks to capable team members or using shared systems ensures workload balance and prevents burnout.
3. Standardize Workflows
   Creating templates, checklists, and clear procedures for routine tasks reduces confusion and ensures consistency, especially useful for onboarding, payroll, and performance management.
4. Automate Where Possible
   Automation is one of the best defences against admin overload. Repetitive HR processes like leave approvals, report generation, and document management can all be automated using AI-powered tools.
5. Review and Refine Regularly
   Admin processes should evolve as your organisation grows. Set regular reviews to identify bottlenecks or inefficiencies and make improvements accordingly.

By taking these steps, organizations can dramatically reduce admin fatigue and empower their teams to focus on what truly matters, people and performance.

Best AI Tools for Administrative Tasks

Technology is transforming how HR teams and managers handle admin. Here are some of the best AI tools for administrative tasks that can save time and improve accuracy:

• BambooHR – Simplifies HR admin with automated time-off tracking, onboarding checklists, and performance review reminders.
• ClickUp – A versatile project management tool that helps teams track admin tasks, set priorities, and manage deadlines in one dashboard.
• Zapier – Connects different software systems to automate workflows, like sending HR updates from one platform to another.

By integrating the right technology, companies can dramatically reduce time spent on low-value tasks, allowing HR and management to focus on strategic goals.

How Managing Administrative Overload Supports Retention

Employees today value efficiency and balance. When teams spend less time bogged down by administrative tasks at work, they experience less stress, greater focus, and higher engagement, all of which contribute to stronger retention.

Managers who proactively address admin overload send a powerful message that employee wellbeing and productivity are priorities. This leads to a more positive workplace culture, improved trust, and long-term loyalty.

For HR leaders, tackling administrative overload isn’t just about efficiency, it’s about enabling people to do their best work. When the admin runs smoothly, everyone benefits from the organizational success of your business from saving time, reducing stress, and streamlining operations. 

Best Ways to Manage Administrative Overload

Administrative tasks will always be part of working life, but they don’t have to be overwhelming. With the right mindset, tools, and systems, managing administrative overload becomes not just possible, but empowering.

By embracing automation, standardising processes, and encouraging collaboration, HR teams and managers can create a workplace where admin supports ongoing success.

At OrgShakers, we think it’s essential to strike the right balance between people, process, and performance. Administrative overload often stems from outdated systems or unclear responsibilities.Our HR consultants work with organizations to streamline admin processes, implement smart HR technology, and develop leadership strategies that free teams from time-consuming manual work. 

Whether it’s redesigning your HR structure, introducing automation tools, or improving your employee experience, we ensure your business has the foundation to manage workloads effectively and retain top talent.By simplifying administrative tasks and empowering your people to focus on what they do best, we help you build a more efficient, engaged, and resilient workforce. Explore how OrgShakers can support your business today!

In a rapidly evolving world of work, where new technologies, tools, and expectations emerge almost daily, employee upskilling is no longer optional,it’s essential. For HR leaders and business owners, investing in learning and development training programs is one of the most effective ways to secure both individual and organizational success.

Employee upskilling bridges the gap between today’s capabilities and tomorrow’s business needs. It empowers people to grow, adapt, and perform, while strengthening engagement, productivity, and retention across the workforce.

What is Employee Upskilling — And why does it Matter?

Employee upskilling refers to the process of developing employees’ existing skills or adding new ones to help them thrive in a changing environment. Whether it’s through formal learning and development training programs, coaching, or mentoring, the focus is on enabling employees to remain agile and effective in their roles.

While reskilling prepares individuals for a completely new position, upskilling helps them advance within their current field, improving expertise, confidence, and contribution to business outcomes.

For HR professionals, a robust employee upskilling program is a strategic investment. It aligns workforce capability with business growth, creating a pipeline of skilled talent ready to take on emerging challenges.

The Benefits of Employee Upskilling for Individuals

1. Building Confidence and Competence

Learning drives confidence. When employees are given opportunities to strengthen their skills, they perform with greater assurance, creativity, and ownership. Upskilling employees supports decision-making and helps individuals feel equipped to tackle complex challenges — which, in turn, boosts productivity and morale.

2. Enabling Career Progression

One of the most powerful benefits of employee upskilling is career development. Employees who engage in learning are better positioned to take on new responsibilities, step into leadership roles, and navigate internal mobility opportunities. For HR, this means a stronger succession pipeline and reduced dependency on external recruitment.

3. Encouraging Engagement and Loyalty

When employees see that their employer invests in their development, they’re far more likely to stay. Upskilling programs demonstrate commitment to long-term growth, reinforcing trust and belonging — two vital drivers of engagement and retention.

Why Upskilling is a Business Imperative

1. Strengthening Retention and Reducing Turnover Costs

The link between learning and retention is clear: people don’t leave organizations that invest in them. Upskilling helps employers retain high performers by keeping them challenged and valued. It also reduces recruitment costs and protects institutional knowledge — both critical for business continuity.

2. Driving Productivity and Innovation

Well-trained employees bring new ideas and improved ways of working. Upskilling enhances efficiency, problem-solving, and adaptability, helping organizations stay competitive in fast-changing markets. Continuous learning turns knowledge into action — and that directly impacts the bottom line.

3. Supporting Organizational Agility

In an unpredictable economy, agility is everything. Employee upskilling and reskilling build flexibility into the workforce, enabling businesses to respond to change without disruption. A learning culture prepares employees to adopt new technologies, adapt processes, and embrace transformation with confidence.

4. Strengthening the Employer Brand

An organization known for developing its people attracts stronger talent. Training programs in the workplace send a clear message: “We grow together.” This not only improves recruitment outcomes but also enhances overall culture and reputation.

How HR can Build Effective Upskilling Programs

The most impactful employee upskilling programs are strategic, inclusive, and continuous. For HR and leadership teams, the following steps can ensure lasting value:

• Conduct a skills gap analysis: Identify where current competencies fall short of future business needs.
• Design tailored learning pathways: Blend technical, leadership, and interpersonal development to support both role performance and progression.
• Encourage a culture of learning: Integrate development into everyday work through coaching, mentoring, and peer-to-peer learning.
• Measure outcomes: Track engagement, performance improvement, and retention to demonstrate ROI and continuously refine the approach.

By embedding learning into the fabric of daily work, your HR team can transform development from a “nice-to-have” initiative into a strategic enabler of performance.

The Long-Term Payoff of Upskilling

For employees, upskilling is an investment in confidence, competence, and career progression.
For organizations, it’s an investment in adaptability, innovation, and retention.

The benefits of employee upskilling go beyond skill acquisition, it shapes culture, strengthens leadership pipelines, and future-proof business success. A workforce that learns continuously is one that grows collectively.

The Best Ways to Start Upskilling your Workforce

At OrgShakers, we help organizations design learning and development strategies that align with their goals, culture, and people.

If you’re ready to build a future-ready workforce, contact our team today to learn how our support can improve your organization’s growth and enhance your retention strategies and goals now.

In today’s competitive business landscape, retaining top talent is no longer a reactive exercise. HR leaders and business owners increasingly understand that proactive retention strategies are essential for keeping employees engaged, motivated, and committed.

Rather than waiting for disengagement or turnover to occur, proactive retention focuses on anticipating challenges and addressing them before they impact the workforce.

When implemented effectively, these strategies benefit both employees and organizations to drive growth, productivity, and long-term loyalty.

What Are Proactive Retention Strategies?

A proactive retention strategy is a forward-thinking approach designed to prevent turnover before it happens. It is embedded into workplace culture, HR processes, and leadership practices, rather than reacting to staff departures after they occur.

Examples of proactive retention strategies include:

• Regular engagement and pulse surveys to detect early signs of dissatisfaction
• Structured career development and upskilling opportunities
• Transparent succession planning and progression pathways
• Wellbeing programs that address mental, physical, and emotional health
• Recognition and reward initiatives that reinforce contributions and purpose

By addressing issues before they escalate, organizations create a workforce that is resilient, loyal, and aligned with business objectives.

Why Proactive Retention Matters for Employees

1. Career Growth and Development

Employees want to feel that their roles are meaningful and that their contributions lead to growth. A proactive employee retention strategy ensures that development opportunities are visible and accessible, helping individuals build skills, confidence, and career progression.

2. Engagement and Motivation

When organizations actively support learning, wellbeing, and recognition, employees feel valued. Proactive retention fosters a sense of purpose and engagement — driving higher performance and commitment.

3. Confidence and Security

Employees who see that their organization anticipates their needs and invests in their future experience greater job satisfaction. Predictable progression, clear expectations, and support systems all contribute to confidence and loyalty.

The Organizational Benefits of Proactive Retention Strategies

1. Reduced Turnover and Cost Savings

Reactive retention, such as last-minute counteroffers or emergency engagement initiatives can be expensive and disruptive. Proactive retention strategies reduce turnover by addressing the root causes of disengagement, saving organizations significant recruitment and onboarding costs.

2. Improved Productivity

Proactively engaged employees are more motivated, efficient, and innovative. By investing in workplace retention strategies such as continuous learning and mentoring programs, organizations ensure that employees have the tools and support to perform at their best.

3. Stronger Employer Brand

Organizations that prioritize proactive retention position themselves as employers of choice. Investing in HR retention strategies signals to current and future employees that the business values its workforce and is committed to their long-term success.

4. Future-Proofed Workforce

By anticipating skills gaps, wellbeing concerns, and career development needs, businesses remain agile. Proactive retention ensures the workforce is adaptable and prepared for market changes, technology adoption, and evolving business demands.

Implementing a Proactive Employee Retention Strategy

1. Understand Your Workforce

Regularly collect feedback, analyze engagement data, and identify trends in turnover or dissatisfaction. Knowing your people’s needs is the first step toward effective retention.

2. Invest in Career Development

Offer training programs in the workplace, mentorship, and structured growth opportunities. Employees who see a clear path forward are more likely to stay engaged and committed.

3. Foster a Culture of Recognition

Recognition should be continuous and meaningful. Celebrate achievements, milestones, and innovation to reinforce a sense of value and belonging.

4. Prioritize Wellbeing

Proactively addressing physical, mental, and emotional health ensures employees feel supported. Flexible policies, wellness initiatives, and access to resources build trust and reduce stress.

5. Communicate Transparently

Keep employees informed about business goals, career opportunities, and organizational changes. Transparency builds trust and encourages alignment between individual and organizational objectives.

By embedding these practices into the business, your HR teams can create an environment where retention is built-in, not reactive.

Proactive Retention in Action

Consider an organization that implements proactive strategies: employees have access to continuous learning, mentorship, wellbeing initiatives, and transparent career pathways. Leadership checks in regularly, engagement surveys identify potential issues early, and recognition is part of daily operations.

The result? Higher engagement, reduced turnover, a stronger culture, and a workforce prepared to adapt to change, all without waiting for crises to occur.

Creating your Proactive Retention Strategies

At OrgShakers, we help organizations design and implement proactive retention strategies tailored to their culture and business goals. Our team works with HR leaders to build frameworks that improve employee satisfaction, engagement, and long-term retention.Ready to strengthen your workforce and future-proof your business? Contact us today to discover how our HR retention strategies can make a tangible difference.

Change has been a hot topic this last year, and with change can sometimes come the clambering need to over-prepare by hiring new heads. After all, as demands for different skills continue to shift (especially in the wake of technological advancements) employers may be feeling an urgent need to onboard new staff to plug skills gaps that haven’t even opened up yet.

But the smarter approach is to design capacity rather than blindly hiring; thoughtful workforce planning allows employers to meet demand while still keeping options open.

The best place to start is with clarity about where value is being delivered. Map out the core revenue – drivers and the processes that feed them, then model scenarios. For example, if sales rise by 10% or one of your product lines suddenly doubles, which roles would scale and which can be augmented by short-term support or contractors? By running these different scenarios, leaders can reduce the pressure to ‘just hire’ and make sure each new role is a genuine targeted investment.

This is where embracing a blended resourcing model can become a smart move. Fractional HR, contractors, and short project teams offer senior expertise or capacity without long-term fixed cost. And that flexible capacity also helps to test new roles, as employers can hire fractional or part-time specialists, measure their impact, then convert roles and hire for them if they prove to be essential. It’s a low-risk way to discover what your business actually needs. And not to mention the fact that candidates are increasingly valuing variety and flexible hours, and so by offering jobs that attract talent but reduce the need to commit to full-time roles is something that is becoming continuously attractive to prospective employees.

Additionally, consider how you can invest in internal capability, too. Cross-training and clear career pathways let you redeploy existing talent quickly, which often costs far less than recruiting externally. Especially when you consider the full cost of a hire (I’m talking recruitment fees, onboarding time, training, admin); these soft recruitment costs result in the hiring process costing 2 to 3 times more than originally intended, and this doesn’t even factor in the potential opportunity cost. But if you are investing internally, these costs can be avoided almost entirely.

Lastly, it can be daunting trying to predict demand in an ever-changing work, but employers can begin to use technology and data to help them do this more efficiently. Payroll analytics, time-to-hire metrics, and simple scenario dashboards turn gut feeling into actual tangible evidence. These can be used to create a single quarterly review that ties business forecasts to headcount plans, which will transform hiring from reactive to proactive.

If you would like to discuss how we can assist you in building a workforce that is prepared for a future in flux without having to over-hire and cost your fortunes, please get in touch with us today!