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Let’s start by acknowledging the ‘negative’ perception: investing time and resources into external volunteering can feel like a distraction from core work.
Companies worry about lost productivity, back‑office coordination burden, or uneven participation. But here’s the flip side – when structured as skills-based volunteering, these programs become learning and development gold.
Why?
Because volunteering builds real-world competencies far better than traditional training. According to data from MovingWorlds, 76% of employees say they have developed core work skills through volunteering assignments – skills like project management, creative problem-solving, cross-cultural communication, and leadership – often faster and more deeply than through conventional seminars or courses.
In fact, MovingWorlds also reports that skills-based volunteering fosters professional growth more effectively than many traditional L&D programs. And in today’s tight budget environment, that kind of return on investment matters. Employers will get leadership-ready employees, broader skill sets, and boosted engagement, all while staying within existing corporate social responsibility frameworks.
Moreover, volunteering delivers a clearly measurable impact. The Independent Sector estimated the value of one volunteer hour at $34.79 in 2024, a nearly 4% increase year over year. That means employee time isn’t just symbolic, it has quantifiable value, especially when aligned with skill-based volunteer projects.
We’re also seeing voluntary engagement surge: global corporate volunteering hours rose 41%, and virtual volunteering is now offered by over 90% of companies, many including skills-based formats. Plus, around 28% of companies introduced or expanded skills‑based volunteering in just the past year. So even if volunteer leave days go unused (a common concern), the rising formatted programs will ensure impact and uptake.
From an employer perspective, this can be a real strategic shift:
The possible downsides, such as lost work hours or the fear of performativity, are avoidable. By integrating volunteering into existing development pathways, employers can avoid spreading their staff too thin.
Employers can turn volunteering from a fluffy perk into a strategic L&D tool, because when done right, volunteering is not a cost, but instead a creative way to build skill, engagement, and impact.
If you would like to discuss how we can help align volunterring with learning and development opportunities for your staff, please get in touch with us today!
The rise of hybrid work has blurred the lines between office attire and home comfort. Suits and heels are no longer the default for many professionals, while pajamas and gym clothes have become surprisingly common in home offices. For HR leaders, this raises an important question: how do you set dress code expectations that make sense in today’s flexible world of work?
Dress codes have always been tied to professionalism, company culture, and brand image. They influence how employees feel, how they are perceived by clients, and even how productive they are. Studies show that dressing smartly can make people feel more authoritative, decisive, and productive, while dressing comfortably can encourage creativity and honesty.
But hybrid work has shifted employee expectations. A survey of over 1,000 hybrid workers found that:
Generational differences are clear too. Millennials (86%) and Gen X (77%) are most likely to have adapted their work wardrobes, while Boomers are more divided (51%).
Without clear guidelines, hybrid dress codes can lead to confusion—or even embarrassing blunders. From employees forgetting their cameras are on while underdressed to overly casual appearances in client-facing calls, the lack of clarity can undermine professionalism and company reputation.
Equally, overly rigid policies risk alienating employees who value comfort and individuality. A one-size-fits-all approach is no longer realistic when staff move between client meetings, brainstorming sessions, and at-home deep work.
Hybrid employees are embracing new styles that mix professionalism with personal expression. Some of the most prominent trends include:
At the same time, employees report that while jeans (79%) and sneakers (78%) are widely accepted, gym clothes (58%), miniskirts (56%), and crop tops (54%) are generally considered inappropriate.
So, what should HR and leadership consider when designing policies for 2025?
Hybrid work has permanently reshaped the way employees dress for work. For HR leaders, the challenge is to strike the right balance—encouraging comfort and individuality while preserving professionalism and protecting company reputation.
A well-crafted hybrid dress code can do more than avoid mishaps on Zoom. It can support employee well-being, enhance company culture, and reinforce brand identity in a workplace that is both flexible and future-focused.
If you’d like to discuss how to update your company’s dress code policies, or overall working culture for the hybrid era, get in touch with us at hello@orgshakers.com.
Most of us are guilty of having a gossip now and then. And there is no more potent breeding ground for gossip than the workplace. Whether in the corridor, at the water cooler, or during a lunch break, conversations are inevitable. But for HR professionals, the key question is: when does gossip serve as healthy social glue, and when does it become a toxic force that damages culture, trust, and productivity?
“Gossip” can mean different things to different people. Some define it as malicious or untrue talk, others see it as any conversation about someone not present, whether positive, neutral, or negative. Research shows that gossip can be grouped into three categories:
Positive and neutral gossip can promote cohesion, camaraderie, and even cooperation without formal intervention. But negative gossip risks eroding morale, creating division, and leading to claims of bullying or harassment.
When gossip turns harmful, the consequences can be serious:
In extreme cases, gossip has even been described by experts as a form of “workplace violence,” highlighting the real harm it can cause if left unchecked.
Some employers have tried to implement strict “no-gossip” policies, but these can be risky. A well-known National Labor Relations Board (NLRB) case in the U.S. struck down such a policy for being overly broad, as it infringed on employees’ rights to discuss working conditions, pay, and hours.
For HR leaders, this means that banning gossip outright is not only impractical but could also put the company at legal risk. Instead, the focus should be on differentiating between harmful behavior and normal workplace conversation. For example, griping about a tough manager may be frustrating to hear, but it is not the same as spreading false rumors that undermine someone’s credibility.
Rather than forbidding gossip, HR professionals can create cultures that minimize its harmful effects and harness its positive potential. Consider:
Gossip at work is not going away. In small doses, it can even strengthen bonds and create camaraderie. But when left unchecked, negative gossip can undermine culture, productivity, and retention.
For HR professionals, the key is not to ban gossip, but to manage it. By promoting trust, clear communication, and inclusive culture, organizations can minimize harmful chatter while encouraging the kind of positive connections that make teams stronger.
If you would like to discuss how we can help your organization address gossip and strengthen your culture, contact us today at hello@orgshakers.com.
What We’re Reading: Radical Respect by Kim Scott
Teamwork makes the dream work – that is the age-old mantra that has remained true to this day. But whilst it’s easy to say, knowing exactly how to achieve a culture where everyone in a team is respected and included is another thing entirely. That’s why this month, we have picked up a copy of Kim Scott’s latest book, Radical Respect: How to Work Together Better.
Kim is a former executive at Google and Apple, where she led teams in AdSense and faculty development, respectively, as well as the co-founder of Just Work, a company that helps organizations eliminate workplace injustice. In addition to this, she is the author of the bestselling book Radical Candor, and this is her much-anticipated follow-up.
In Radical Respect, Kim expands on the principles she introduced in Radical Candor, turning her attention toward building more inclusive, collaborative, and respectful workplaces. The book explores how to challenge bias, prejudice, and bullying effectively while fostering psychological safety and meaningful connection across teams.
She introduces the concept of a ‘radically respectful’ workplace as one where people are free to be themselves and do their best work without fear of exclusion or harm. She argues that respect is not a passive feeling but an active practice, and central to this approach is her ‘Respect Radicalism’ framework, which helps individuals and organizations identify and disrupt harmful behaviors – whether intentional or unconscious – while encouraging open dialogue and mutual accountability.
Drawing on her own personal experiences, Kim highlights how even well-intentioned leaders can perpetuate toxic cultures if they avoid uncomfortable truths. She urges readers to name the problem without shame, suggesting tools for responding to workplace injustice in real time – whether you are a leader, a team member, or a bystander.
One of the key takeaways from the book is that creating an inclusive workplace is not about perfection, but about commitment to growth. Kim emphasizes that we all make mistakes, and the goal isn’t to avoid them entirely but to acknowledge them with humility and improve. The book includes practical strategies, real-world case studies, and actionable steps for speaking up, listening better, and encouraging respectful disagreement.
Radical Respect is an insightful, accessible, and deeply empathetic guide for anyone striving to create a workplace where everyone feels seen, heard, and valued. Kim balances hard truths with hopeful optimism, offering readers both the courage and tools to do better – not just as leaders, but as colleagues and humans. Unlike many DEI-focused texts, her tone is invitational rather than accusatory, making the book especially effective in engaging those who may feel overwhelmed or unsure where to begin.
If you would like to discuss how we can help create a culture of radical respect in your workplace, please get in touch with us today!
And in the meantime, be sure to grab a copy of Radical Respect – you can purchase a copy here in the US and here in the UK.
The workplace is evolving at speed. Technological change, shifting employee expectations, and the growing influence of artificial intelligence are reshaping what it means to build a future-ready workforce. Amid these changes, one thing is clear: Millennials and Gen Z are demanding more from their employers, and skill development is at the top of their list.
A recent survey of more than 1,000 full-time employees highlights the urgency. An overwhelming 96% of Millennials and Gen Z said having access to skills development is important, with nearly 70% of Millennials describing it as “extremely important.” Even more striking, 79% of Gen Z and 75% of Millennials said they would actively look for a new job if their current employer didn’t offer upskilling opportunities. For HR leaders already navigating talent retention challenges, this is a wake-up call.
Technological aptitude
Gen Z are “digital natives.” They’ve grown up immersed in technology and bring with them an instinctive fluency with digital tools, social media, and emerging technologies. Employers who harness this natural strength and upskill it further can accelerate digital transformation and innovation.
Adaptability and agility
Raised in a fast-paced, ever-changing environment, younger employees are comfortable adapting quickly to new tools and contexts. With the right training, this adaptability translates into fresh perspectives, creative problem-solving, and the agility needed to stay ahead of competitors.
Bridging the skills gap
The rapid advancement of technology has left many organisations struggling to find talent with the right skills. One survey found that 62% of IT decision-makers saw a shortage of skilled personnel as a threat to sustainability. Targeted upskilling of Gen Z and Millennials in areas like data analysis, communication, AI, and critical thinking can help bridge this gap and create a steady supply of future-ready talent.
Collaboration and diversity
Gen Z is the most diverse generation yet, bringing inclusive perspectives and cultural awareness into the workplace. This openness not only strengthens collaboration but also helps organisations better understand and engage with new consumer markets.
It’s not enough to offer training, organisations must also deliver it in ways that reflect how younger employees learn best. According to Seismic’s survey:
This is a clear signal that traditional corporate training no longer meets expectations. Employees want flexibility, personalisation, and relevance. They want coaching and development embedded into their flow of work, aligned with their goals, and accessible on demand.
While some organisations are still debating the role of AI, younger employees are already using it. 68% of Gen Z respondents said they have used AI-powered training tools, compared to just 20% of Boomers. This generational divide shows that for younger talent, AI-driven, personalised learning is not a futuristic concept, it is already part of their development toolkit.
For HR leaders, the message is clear: AI-powered training and coaching are now expected. Employers that fail to integrate these tools risk falling behind in both employee engagement and retention.
The next generation of workers has made their expectations clear. They want opportunities to grow, they want modern and flexible training, and they want it now.
For employers, investing in the learning, development, and upskilling of younger employees is no longer optional. It is the key to talent retention, readiness, and long-term organisational growth. It also demonstrates to new hires that they are valued from the outset, building loyalty and strengthening retention in an increasingly competitive talent market.
If your organisation is serious about staying ahead of the curve, the time to act is now. Embedding continuous, personalised, and AI-enabled learning into your culture is one of the most strategic moves HR leaders can make to future-proof their workforce.
Interested in learning more? Speak to our team at OrgShakers, a leading global HR Consultancy today!
A recent study discovered a surprising fact: despite an influx of bilingual and multilingual talent – particularly among Gen Z – only 14% use their language skills at work.
That means a wealth of linguistic capability sits idle across teams, ready to be activated. So rather than viewing this as a skills gap, employers can embrace it as an opportunity to innovate, rethink roles, and recognise language skills as a vital strategic asset.
Too often, language abilities are viewed narrowly, deployed only for one-off translation tasks or ad hoc communication with overseas clients. But multilingualism is more than a just transactional skill; it’s a powerful cultural and commercial asset. When consciously integrated it into the fabric of everyday operations, doors can be opened to richer collaboration and more inclusive communication.
Multilingual staff are able to facilitate seamless cross-cultural interactions, offer nuanced insights into international markets, and even improve internal cohesion through inclusive practices. Whether it’s allowing employees to connect in their native tongues or embedding cultural fluency into client-facing roles, the benefits only ripple outwards.
Underutilization isn’t just a missed promise, it’s a latent advantage:
It starts with visibility – that is, conducting audits to understand which language skills exist across the organisation and where they could be meaningfully applied. From there, employers can begin designing intentional spaces where languages are celebrated and shared, whether through informal language groups or formal learning and development initiatives.
Businesses can also ensure that language ability is properly recognized within performance frameworks and progression opportunities. Celebrating multilingual contributions through recognition schemes, internal communications, or strategic project assignments helps elevate their status and reinforces the commitment to an inclusive, dynamic workplace. Ultimately, they set the tone for embedding language fluency into culture and strategy alike.
The fact that only 14% of multilingual employees are currently using their language abilities isn’t a setback, but rather a blueprint for innovation. With curiosity, structure, and a clear sense of purpose, employers can transform this underused resource into a thriving pillar of engagement, belonging, and growth. If you would like to discuss how we can help your company achieve this, please get in touch with us today!
Today’s young people are growing up in a world where interacting with artificial intelligence (AI) is second nature. Siri answers homework questions, Alexa plays music, and ChatGPT helps draft essays.
Yet, many employees still navigate clunky legacy systems, outdated intranets, and multi-step approval processes that feel like digital relics. It’s no wonder younger generations may glance at our tech and wonder if they have time-travelled to 2010. According to a report from PwC, 73% of workers said they know of systems that would help them produce higher-quality work, yet their companies have not implemented them. For Generation Alpha – digital natives with expectations shaped by real-time responsiveness and seamless integration – this lag can feel not just inconvenient, but demotivating.
But here’s where the conversation takes a positive turn: this technological gap is not a death sentence for employee engagement, but rather a call from future generations to innovate.
Instead of viewing this technological disparity as a liability, forward-thinking organizations can embrace it as a strategic opportunity to evolve. Modernizing workplace technology can boost productivity, enhance employee satisfaction, and future-proof your talent strategy.
Imagine AI-powered HR systems that proactively support employee wellbeing, voice-activated meeting schedulers, or virtual reality-based onboarding experiences. These aren’t science fiction – in fact, they are already being piloted by companies like Accenture and Microsoft.
Generation Alpha will bring unprecedented tech fluency to the workplace, and so they will likely expect tools that mirror the apps they use daily (that being apps that are intuitive, fast, and personalized). If a 12-year-old can ask Siri for tomorrow’s weather and receive an answer in under a second, why should a 22-year-old tolerate a five-day turnaround for a vacation request?
Moreover, Gen Alpha values purpose. They will want technology to do more than automate; they’ll expect it to enable meaningful work, collaboration, and creativity. Therefore, those workplaces that marry cutting-edge tools with human-centered values will win this generation’s loyalty when it comes attracting this talent pool.
So, what are some practical steps that employers can start taking today?
· Audit the Experience – employers should step into their employees’ digital shoes and consider what tools they use daily and where the friction points are with those tools.
· Listen and Learn – involve younger employees in tech decisions, as their insights are vital (and valuable!).
· Pilot, Don’t Postpone – start small with new platforms or digital assistants and show progress, even in increments.
· Upskill for Digital Fluency – invest in training for all generations, ensuring no one is left behind in the shift toward smarter systems.
The good news is that employers don’t need to be fluent in coding to lead the charge. What they do need is to be fluent in people and understand how technology can elevate the human experience at work. This is where HR can come in as digital translators to bridge the gap between IT innovation and employee reality.
So, if you would like to discuss how we can act as these digital translators and help bring your company into – and beyond – the 21st century, please get in touch with us today!
The excitement of a promotion is palpable – the celebrations, the recognition, the doors they open.
But there’s another, quieter side of the story that plays out behind closed doors: the moment when a capable, hardworking employee goes for a promotion… and doesn’t land it.
It’s a tough blow. Disappointment, frustration, and even self-doubt can creep in, leaving employees disillusioned and disengaged. In fact, a survey by McKinsey & Company found that nearly 40% of employees who were passed over for a promotion considered leaving their organization within six months.
This statistic points to a clear truth: how leaders handle these moments matters. A lot.
But with the right coaching and culture, leaders can help employees process the setback, build resilience, and ultimately emerge stronger and more motivated. Here’s how they can turn a missed promotion into a powerful opportunity for growth:
1. Acknowledge the Effort, Not Just the Outcome
It starts with empathy. An employee who puts themselves forward for a promotion has taken a risk. They’ve shown ambition and vulnerability, and both of these things deserve recognition.
Leaders must make space for disappointment, not brush it aside. A sincere conversation that begins with, “I know this outcome is hard, and I appreciate the courage it took to put yourself out there,” sets the tone. It reinforces a culture where effort, not just results, is valued.
2. Offer Specific, Constructive Feedback
Generic responses like “You did great, but it just wasn’t your time” only fuel confusion. Employees need clear, actionable insight into what they did well and where they fell short.
Frame feedback in a way that empowers rather than discourages: “Your leadership in cross-functional projects really stood out. To strengthen your case next time, let’s focus on building your strategic planning skills and gaining more visibility with senior stakeholders.”
3. Co-Create a Development Plan
Once feedback is delivered, shift the focus to growth. Ask:
“What would you like to do differently next time?” “What roles are you aiming for in the long run?” “How can I support you in getting there?”
Together, create a development plan with specific goals, whether that’s mentorship, new responsibilities, skill-building, or visibility projects. This helps move employees from feeling stuck to being in motion towards growth, which also aids in keeping them consistently engaged in their progress.
4. Normalize Setbacks as Part of Growth
Rejection is part of almost every successful career path. Share real stories (maybe even your own), as when leaders are honest about past rejections and what they learned, it gives employees permission to see their own experience as a step, not a stop. This kind of storytelling helps shape a growth mindset, which has been linked to increased resilience and higher long-term achievement.
5. Celebrate Progress Along the Way
Progress deserves praise – whether or not it comes with a title. Recognize new skills, successful projects, and bold efforts.
While much focus is placed on those who miss out, it’s equally important to support employees who do secure the promotion.
Accepting a new role can be exciting, but it also comes with responsibility for how it is handled internally.
A thoughtful approach helps maintain team morale and strengthens workplace culture.
We should where possible encourage promoted employees to:
Handled well, promotions can strengthen relationships across the workforce rather than create divides, reinforcing a culture where success is celebrated collectively.
Over time, your employee will start to see that the missed promotion wasn’t a wall, but rather a curve in the road that led to something better.
Disappointment is part of professional life, but disillusionment doesn’t have to be. With thoughtful coaching, transparent feedback, and ongoing support, employers can help employees turn rejection into resilience.
If you would like to discuss how we can help coach your people managers in the art of turning rejection into resilience, please get in touch with us today!
Humor at work can be a powerful force.
A well-timed joke can break the ice, ease tension during a tough meeting, or help teammates bond across departments. In fact, a survey by Robert Half revealed that 91% of executives believe a good sense of humor is important for career advancement, and 84% feel humorous employees do better work overall. And psychological research this notion, as it has been discovered that positive humor correlates with higher job satisfaction and stronger workplace relationships.
From an employer standpoint, these findings are encouraging. Positive, respectful humor (especially the kind that’s inclusive and team building) can be a powerful asset. It fosters psychological safety, a key factor in employee engagement and innovation. Encouraging affiliative humor (e.g., team memes, light-hearted stories, or fun icebreakers) can create a more open and connected culture. The opportunity here is to treat humor as more than a distraction and instead use it as a strategic tool for cohesion and creativity.
However, with great laughter comes great responsibility, as the risks of humor gone wrong are very real. A study by Reliable Plant found that over 70% of workers have witnessed jokes about sensitive topics like weight or age, and over 40% admitted to making such jokes themselves. In more serious cases, inappropriate jokes can stray into legally risky territory – especially those that touch on any protected characteristics. These kinds of comments can quickly lead to legal issues, putting companies at risk of harassment claims.
And even seemingly harmless humor can have a negative impact. A recent study found that employees often feel emotionally exhausted when expected to laugh at a manager’s jokes…especially when those jokes are frequent or feel forced. The same study found that excessive joking by leaders can damage trust and lower overall job satisfaction. This is because it’s a subtle form of emotional labor – employees feel they must perform enjoyment, even when it doesn’t come naturally.
So, what can employers do? The goal isn’t to outlaw jokes, but to make them safe, inclusive, and effective. Start by offering clear, proactive guidance about appropriate humor; policies should define boundaries, not banter.
Humor training can also be folded into existing DEI or harassment-prevention workshops, with real-world examples (shared anonymously or hypothetically) that highlight impact over intent.
Leadership development is another key area. Managers set the tone, and their use of humor (especially self-deprecating or inclusive humor) can either lift the room or alienate it. Therefore, it’s best that leaders are encouraged to use humor sparingly and intentionally. It’s also worth coaching managers to be aware of how their positional power influences how their jokes land.
Most importantly, build a culture where employees feel safe to speak up. Jokes that make people uncomfortable are often left unreported, especially if the jokester holds authority. A well-publicized, non-punitive reporting mechanism can help flag patterns before they become problems. And when employees see their company address concerns with fairness and sensitivity, this helps to build trust across the board.
Of course, humor shouldn’t disappear from the workplace, it just needs some boundaries and support; run a “bad pun” contest or host virtual watercooler chats where people can share clean, funny stories. Recognize that humor, when used thoughtfully, can help people feel more human, more engaged, and more connected.
If you would like to discuss how we can help ensure that humor has a proper and inclusive place in your workplace, please get in touch with us today!
As remote and hybrid work continues to be the norm for many organizations, one challenge has been steadily growing in both scope and impact: Zoom fatigue. While the term broadly refers to the tiredness, worry, or burnout caused by overuse of video conferencing platforms, recent research is revealing that the root causes run deeper than simply having too many meetings.
For many employees, video meetings replicate the feeling of sitting in a meeting with a mirror propped up in front of them. This constant self-view can lead to what psychologists call facial appearance dissatisfaction—a form of self-consciousness that intensifies when we’re repeatedly confronted with our own image on screen.
Researchers from Michigan State University, Santa Clara University, and other U.S. institutions found that individuals who were unhappy with their facial appearance reported significantly higher levels of virtual meeting fatigue. In turn, these employees were more likely to use filters, avatars, or other image-enhancement tools to manage how they appeared to others.
This self-scrutiny isn’t just vanity—it can have real workplace consequences. Participants who disliked how they looked were less likely to find video calls useful, and more likely to feel drained afterward. Some even reported avoiding speaking up on calls, fearing how they might be perceived visually.
Not everyone experiences Zoom fatigue equally. Studies show:
This means that “cameras on” policies, while often intended to boost engagement and accountability, can have unintended inclusion implications. If certain demographic groups are disproportionately affected, blanket requirements could inadvertently create inequities in employee experience and well-being.
The PLOS One study also touched on a related phenomenon: Zoom dysmorphia. Similar to how heavily edited social media photos have been linked to increases in cosmetic procedures, constant exposure to our on-screen image during meetings has contributed to more people feeling dissatisfied with their real-life appearance. In some cases, this has even led to increased interest in cosmetic treatments.
To address Zoom fatigue effectively, HR professionals and leaders should think beyond simple scheduling fixes. The solution lies in understanding—and mitigating—the psychological mechanisms at play.
1. Promote the “Hide Self-View” Option
Encourage employees to use Zoom’s “hide self-view” feature, which lets others see them without forcing them to watch themselves. This can reduce self-focused attention and alleviate some appearance-related fatigue.
2. Reevaluate “Cameras On” Policies
Instead of enforcing a rigid rule, consider a flexible approach based on trust. If an employee turns their camera off, it doesn’t necessarily mean they’re disengaged. Allowing choice can improve inclusivity and reduce anxiety.
3. Mix Up Communication Channels
Not every meeting needs to be on video. Use phone calls, instant messaging, or collaborative documents when video adds little value. This helps break the cycle of constant self-exposure.
4. Address Appearance Concerns
Normalize the conversation about self-image challenges in remote work. Some companies even offer guidance on lighting, camera angles, or virtual backgrounds to help employees feel more confident without defaulting to heavy filters.
5. Reduce Virtual Presenteeism
Shift the focus from how often employees are on camera to the quality of their contributions and outcomes. This helps create a culture where performance, not appearance, is what matters most.
Zoom fatigue is more than just screen overload—it’s tied to how we see ourselves and how we believe others see us. For HR leaders, tackling this issue requires a mix of empathy, flexibility, and awareness of the deeper psychological factors involved.
By addressing the self-image component and rethinking camera expectations, organizations can create a healthier, more inclusive virtual workplace that supports productivity and well-being in equal measure.
If you’re wondering what on earth “Cybernese” is, you may be surprised to learn that it’s a rapidly evolving language we all need to become fluent in—fast. Cybernese refers to the non-verbal, online language we’ve developed since the mass shift to remote and hybrid work.
In traditional, in-person workplaces, body language, facial expressions, and tone of voice often communicate as much as the words themselves. Being able to “read” people is a skill that gives valuable insight into what they truly think or feel. But with more and more interaction taking place online, we now face the challenge of interpreting a whole new set of non-verbal signals—ones that come through screens, chat platforms, and even emojis.
In platforms like Zoom or Microsoft Teams, body language is harder to read when all you see is someone’s head and shoulders. Yet, subtle cues still matter: camera on vs. camera off, background choices, lighting, posture, and even responsiveness in chat. These are all part of the Cybernese lexicon.
Research suggests these cues are not just cosmetic. One study found that 92% of U.S. executives believed employees who consistently kept their cameras off were less likely to have a long-term future at their organization. Similarly, your chosen virtual background—whether a tidy office space or a tropical beach—can send unintended signals about your professionalism or work style.
Perhaps the most complex and easily misunderstood part of Cybernese is emoji use. Originally designed to add warmth or clarity to digital messages, emojis have developed multiple—and sometimes conflicting—meanings across generations.
For example:
These evolving interpretations mean that what one person intends as warmth or encouragement can be read by another as sarcasm, dismissal, or hostility.
Misinterpretation of digital cues can create more than momentary confusion – it can erode trust, morale, and psychological safety. When one person thinks a message says “You did great,” but the recipient hears “I’m annoyed with you,” communication has broken down.
This risk is amplified in multigenerational workplaces, where digital “natives” and “digital immigrants” bring different assumptions about tone and meaning. Without a shared understanding, even well-intentioned messages can lead to tension.
Just as organizations provide training on professional email etiquette, HR leaders should consider guidance on digital tone and non-verbal online cues. This might include:
Leaders don’t need to mimic Gen Z slang or emoji trends to connect effectively. The goal isn’t to “speak young,” but to stay curious and aware. A willingness to learn how others express themselves—and how they interpret your own communication—can prevent misunderstandings and strengthen relationships.
Cybernese is here to stay, and its vocabulary will keep evolving. In a workplace where so much interaction is digital, understanding the hidden signals in online communication is no longer optional—it’s a core competency. By fostering awareness, building shared meaning, and encouraging curiosity, HR professionals can help bridge the generational and cultural gaps in our increasingly virtual work world.
With the cost of living continuing to rise, employee wellbeing has shifted from a “nice-to-have” to a critical driver of business success. For small businesses and startups, competing with larger companies on salary alone can be challenging. But that does not mean you cannot make a significant impact on your team’s wellbeing.
According to LendingClub, 64% of Americans were living paycheck to paycheck in 2022, and Employment Hero reports that nearly 30% of employees say financial stress is their biggest workplace concern. These pressures, combined with rising rates of burnout and mental health challenges, make it essential for leaders to take a proactive approach.
Below, we explore practical, cost-effective ways to enhance employee wellbeing without putting undue strain on your budget.
Even if pay increases are not feasible, you can help employees manage their finances more effectively.
These steps can ease financial anxiety and demonstrate that you are invested in your team’s long-term stability.
Yes — when implemented thoughtfully, flexibility can boost both productivity and morale. Research shows that remote workers often report a better work-life balance and higher productivity compared to fully in-office staff.
For small businesses, flexible work can:
Whether through hybrid arrangements or fully remote roles, flexibility helps employees bring their best selves to work.
Despite progress, nearly half of employees still feel uncomfortable discussing mental health at work. For small businesses, creating a safe, open culture is essential.
Practical steps include:
By normalizing conversations about mental health, you remove stigma and create an environment where employees can seek support before challenges escalate.
Physical health and mental health are closely linked. Exercise releases endorphins, which help reduce stress and improve mood. You can promote physical wellbeing by:
Even small gestures toward physical wellness can help employees feel healthier, more energized, and more engaged at work.
Open communication is one of the most cost-effective tools for boosting wellbeing. By regularly speaking with your employees about their challenges, career goals, and workload, you can make targeted adjustments.
In small teams, flexibility with roles can be a powerful motivator. For example, if one employee is feeling burned out in a certain area and another is eager to develop new skills, swapping responsibilities can improve morale while building capabilities across the business.
While salary is important, meaningful perks can be a game-changer for attracting and retaining talent. Remote and flexible work options remain at the top of employees’ wish lists, followed by professional development opportunities and recognition programs.
By focusing on perks that resonate with your team — even if they cost little to implement — you send a strong signal that you value their growth, balance, and wellbeing.
Employee wellbeing is directly tied to productivity, retention, and overall business success. Employment Hero’s data shows that only 26% of employees in small businesses say their company has wellbeing programs in place — a clear opportunity for forward-thinking leaders.
Prioritizing wellbeing is not just about caring for your people — it is a strategic move that can help your business thrive in a competitive market. By combining empathy with practical initiatives, you can create a workplace where employees feel supported, motivated, and committed to your shared goals.
If you want to explore tailored strategies for your organization, contact the team at Orgshakers today!