Generation Z is no longer ‘the future’ of work – they are here, reshaping workplaces right now. Born between the late-1990s and 2010s, Gen Z already makes up a growing slice of the global workforce and is projected to account for almost a third of US employees by 2030.

For employers, this isn’t a challenge to overcome. It’s an opportunity to harness a generation that is ambitious, tech-fluent, and deeply invested in meaningful work.

What Gen Z Wants

Gen Z brings different priorities compared to previous generations. Deloitte’s 2025 Global Gen Z & Millennial Survey shows 86% of Gen Z rate mentorship and guidance as important, while only 6% see leadership titles as their primary career goal. In other words, this group wants learning and growth more than hierarchy.

Flexibility matters too, but the data is nuanced. Only 23% of remote-capable Gen Z prefer fully remote work. Younger workers actually crave the social learning and connection that come with in-person collaboration, yet they also report the highest levels of workplace loneliness – a tension that smart employers can address by designing hybrid work around meaningful human interaction.

Why Employers Should Welcome This Shift

The traits Gen Z are asking for – mentorship, continuous learning, wellbeing, and authentic connection – align perfectly with what businesses need to thrive. When organizations create pathways for growth and meaningful interaction, they see higher retention, faster upskilling, and stronger cross-generational collaboration.

Rather than seeing Gen Z as ‘hard to manage’, employers should recognize them as the generation most likely to modernize culture and push for healthier, more balanced workplaces.

How to Deliver What Gen Z Needs

• Mentor-First Onboarding and Development – pair Gen Z hires with accessible mentors (and this can be peers, not just senior leaders) and track progress with micro-certifications. This directly answers the call for growth that is being asked for.
• Redesign Hybrid Work for Connection – shift from arbitrary office mandates to team-based collaboration days that prioritize workshops, social learning, and cross-team projects. Have staff work in the office on set days, but ensure these days are purposeful, and that they are not just doing the same work they could be doing remotely.
• Train Managers to Be Coaches – adjust KPIs so managers are measured on how they develop talent. With the right tools and support, managers become the mentors Gen Z expects.
• Prioritize Wellbeing in Practice – go beyond surface-level perks: offer mental health resources, visible EAPs, and time-off policies that encourage balance.
• Measure What Matters – use pulse surveys to monitor mentorship quality, perceived learning, and social connection, and try to act promptly on feedback. This immediately reassures staff that these surveys are not just tick-box exercises.

The Business Case Is Clear

By investing in Gen Z’s aspirations, employers don’t just keep young workers engaged, they future-proof their organizations. The return comes in faster skill development, stronger retention, and a culture that attracts talent across all generations.

Gen Z isn’t just dreaming of better work – they are asking employers to help shape it. And the companies that listen will lead…so, if you would like to discuss how we can help your company make its dreams of sustainability a reality through Gen Z talent, please get in touch with us today.

Hiring today is more competitive than ever, and employers are under pressure to stand out – not just to customers, but to candidates too.

One powerful way to do that is by ensuring every applicant feels respected and supported throughout the hiring process. That’s especially true for Deaf and hard-of-hearing (D/HH) candidates, who bring valuable skills but often face unnecessary barriers during interviews.

However, by taking simple, proactive steps to make interviews accessible, employers not only open the door to a wider pool of talent but also improve the overall experience for all candidates.

Why this Matters for Your Hiring Goals

• The D/HH talent pool is large and often overlooked – roughly 15% of U.S. adults (37.5 million) report some trouble hearing, and 6.2% of U.S. adults are deaf or have serious difficulty hearing. If your interview process isn’t inclusive, you will be leaving qualified candidates on the table.
• Employment gaps are real, so inclusive employers win – overall, people with disabilities have a much lower employment-population ratio (22.7% in 2024) than those without disabilities (65.5%). Organizations that remove barriers can tap into under-recruited talent faster than competitors.
• Accommodations are affordable – US Department of Labor data shows nearly half of workplace accommodations cost $0, and when there is a one-time cost, the median is about $300 – a tiny investment compared to the value of a great hire.

Every barrier an employer removes for a D/HH candidate usually improves the experience for all candidates. This translates to clearer agendas, structured questions, and better technology, which is process hygiene you will feel across every hire, not just those who are hard of hearing. So, what accommodations should employers be making in their interview processes?

A Simple, Inclusive Interview Playbook

1) Signal inclusion early

• Add a plain-English accommodations line to job postings and scheduling emails:
  “If you need an accommodation (e.g., ASL interpreter, CART captioning, or extra time), tell us, we are happy to help.”
• Include an accommodations request link or recruiter email to reduce friction.
  This both complies with ADA expectations and increases candidate trust.

2) Offer options, don’t wait to be asked

When you send interview invites, proactively list choices: ASL interpreter, CART/live captions, text-based chat during virtual interviews, or written copies of any timed exercises. Making options visible reduces the burden on candidates to disclose.

3) For virtual interviews, turn on captions by default

Major platforms support live captions/transcripts. Train coordinators to enable them as a standard step; it’s a universal design win and helps all candidates follow complex questions.

4) For onsite interviews, plan the logistics

• Book a quiet, well-lit room with minimal background noise and clear sightlines.
• If using ASL interpretation, schedule a certified interpreter and build in a quick pre-brief with interviewers (e.g., speak in first person, pause for interpretation, don’t say “tell them…”).
• Provide written agendas and names/titles of interviewers in advance.
  These are standard reasonable accommodations for interviews.

5) Use structured, skill-based questions

Structured interviews reduce bias and improve signal. Pair questions with clear criteria and allow additional response time if interpretation or captioning is used.

6) Mind the “can we ask…?” boundary

Pre-offer, don’t ask about disability or medical details. Do ask if the candidate needs any change to the process or job to perform essential functions; you can also ask candidates to describe or demonstrate how they would perform a task.

7) Close the loop inclusively

Share written next steps and timelines. If there’s an assessment, provide instructions in writing and ensure captioning or interpretation is available for any live component. These small moves improve fairness and candidate experience for everyone.

And whilst this is a great tool for inclusion, revamping the interview process to be more inclusive also reaps many business benefits too, such as stronger talent pipelines (as hearing disabilities are the most likely disability group to be employed) and reduced risk of miscommunication because of use of captioning and crystal-clear agendas.

Inclusive interviewing isn’t a detour, it’s the fastest route to better hiring. With a few accessible defaults and a clear playbook, employers can create a candidate experience that makes deaf and hard-of-hearing professionals feel genuinely valued. If you would like to discuss how we can help ensure your interview process is accommodating for D/HH individuals, please get in touch with us today!

When it comes to attracting and retaining top talent, two terms dominate HR conversations: employer brand and employee value proposition (EVP).

While they are closely connected, they serve quite different purposes within an organization’s talent strategy.

Understanding the difference, and how they work together, is crucial for HR leaders looking to build a competitive and sustainable workforce.

So, what is an employer brand?

An employer brand is essentially how an organization is perceived by current employees, potential candidates, and even the wider marketplace. According to CIPD, it is “a set of attributes and qualities, often intangible, that makes an organization distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture.”

Think of your employer brand as your company’s reputation as a workplace. It is shaped by:

• Your values and organizational culture
• HR policies and people practices
• Corporate social responsibility efforts
• How employees talk about their experiences internally and externally

A strong employer brand should align with the company’s corporate brand, reinforce ethical standards, and highlight what makes the organization stand out. Like customer marketing, it is about telling a compelling story that attracts the right talent and keeps employees engaged.

What is an Employee Value Proposition (EVP)?

An employee value proposition describes what an organization stands for, requires, and offers as an employer. It is the “deal” between employer and employee, covering expectations, beliefs, and obligations. In short, the EVP answers the question: Why should someone work here, and why should they stay?

Traditionally, organizations crafted one overarching EVP, but today many are moving toward segmentation. Just as customers are not a homogenous group, employees have diverse needs and priorities. For example:

• Younger employees may prioritize career development and flexibility.
• Mid-career professionals may value stability, benefits, and clear career progression.
• Caregivers may need tailored policies like flexible hours or family support.

Segmenting the EVP allows organizations to emphasize different benefits to different groups while maintaining consistency with the overall employer brand.

The global and organizational context

For multinational organizations, the challenge is whether to adopt a single employer brand and EVP worldwide or adjust messaging for different regions. Global values must often be interpreted locally to respect cultural differences and diverse market needs.

Similarly, during mergers or acquisitions, both employer brand and EVP may need review.

Employees often feel uncertain or disconnected after such transitions, so re-establishing the “deal” between employer and employee is critical for retention and trust.

Employer brand vs EVP: which matters most?

The truth is that neither stands alone. Your employer brand and EVP are two sides of the same coin.

• The employer brand is the external and internal reputation of your workplace.
• The EVP is the actual substance behind that reputation, detailing what employees can expect and what is expected of them in return.

Without a strong EVP, an employer brand becomes hollow marketing that employees will quickly see through. Without a compelling employer brand, even the best EVP will struggle to attract new talent or inspire pride in existing employees.

Both must be reviewed regularly to remain aligned with organizational goals, employee needs, and shifting market dynamics. HR leaders should treat them as interconnected strategies that together shape the employee experience and organizational success.

Our Final Thoughts

So, which is more important: employer brand or employee value proposition?

The answer is both.

An EVP provides the foundation of the employment experience, while the employer brand communicates that promise to the world.

HR professionals who build a consistent connection between the two will be best placed to attract talent, strengthen engagement, and retain top performers in today’s competitive labor market.

Interested in finding out how best to strengthen your EVP & Employer brand? Get in touch with orgshakers to find out more today.

Global talent mobility has rapidly evolved from a logistical function into a core element of HR strategy. In 2025, the pace of change in mobility reflects broader shifts in the workplace such as technological advances, new generations entering the workforce, and heightened employee expectations.

Handled well, talent mobility bridges skills gaps, fosters innovation, and strengthens leadership pipelines. Handled poorly, it risks widening divides between employees, wasting investment, and damaging trust. For HR professionals, the question is not whether mobility matters, but how to manage it strategically in the years ahead.

Diversity, Technology, and Generational Shifts in Mobility

Despite years of awareness, women and minorities remain underrepresented in international assignments. Opportunities for career progression at managerial levels are still limited, and pay parity remains unresolved.

Diverse mobility is not only an inclusion issue but a business driver. A broader talent pipeline brings new ideas, stronger leadership potential, and measurable business performance.

Technology is often positioned as a solution to bias in mobility decisions, yet it can also entrench inequities if the success criteria are too narrow. HR must ensure analytics are applied fairly and that digital tools empower decision-making rather than reinforce systemic barriers.

Generational dynamics also play a role. Younger workers may adopt digital tools more quickly, but older professionals hold critical skills and cross-cultural expertise that organisations cannot afford to lose. HR must balance development opportunities across generations to create a truly inclusive mobility strategy.

Redefining Mobility for a Flexible Workforce

Mobility in 2025 extends far beyond relocating employees. Organisations are experimenting with virtual assignments, short-term placements, and job mobility that brings roles to people instead of people to roles. This flexible approach broadens access to opportunities while reducing costs and supporting employees’ personal needs.

At the same time, HR must address the growing divide between insiders and outsiders. Contractors, freelancers, agencies and project-based workers are a growing part of the workforce. Without clear integration strategies, organisations risk fragmenting culture and losing knowledge transfer. HR leaders should consider how to engage contingent talent while also protecting career development for permanent employees.

Not all assignments deliver equal value, so mapping career accelerators and aligning them with employee aspirations is key. Done well, mobility becomes a catalyst for employee growth, leadership readiness, and long-term organisational resilience.

Communication, Consistency, and Long-Term Vision

The success of mobility programs often comes down to communication. Employees notice whether leadership models international success stories or whether promises are left unfulfilled. HR should articulate a simple “mobility elevator pitch” that explains what global assignments mean for career growth, lifestyle, and organisational priorities. This clarity helps set expectations and builds trust.

Equally important is balancing short-term business pressures with long-term talent strategy. Quick cost-cutting decisions may undermine mobility pipelines and weaken leadership development. Instead, global talent mobility should be positioned as a strategic enabler, helping organisations access wider talent pools, improve agility, and retain top talent.

When managed intentionally, mobility drives innovation, strengthens inclusion, and equips businesses to thrive on the international stage. For HR leaders, the challenge – and the opportunity – is to embed mobility into wider people strategies, ensuring it delivers for both the organisation and its people.

👉 If you would like to discuss how OrgShakers can help your organisation align global mobility with HR strategy, please get in touch with us today.

Imagine this: you are an employee logging into work on a Monday morning. Within minutes, your activity is tracked – keystrokes monitored, screen time logged, webcam blinking occasionally. You haven’t done anything wrong, but the feeling is unmistakable: you are being watched.

Now imagine a different Monday. Your workflow app reminds you to take a break after two hours of deep focus. Your calendar is auto-adjusted to prevent meeting overload. If your productivity dips, you are sent a private check-in asking if you need support, not discipline. This is the same technology being used, just a different philosophy.

Employee monitoring is more prevalent than ever, but whether it becomes a tool for control or a lever for trust depends on how employers choose to use it.

Today, around 78% of employers use some form of monitoring technology, from activity trackers to AI behavior analytics. Yet there’s a glaring disconnect: while 68% of employers believe these tools improve performance, 72% of employees feel monitored systems breed mistrust, and over 43% report feeling anxious or uncomfortable due to workplace surveillance.

This is where HR can play a vital role to employers when it comes to optimizing the use of these surveillance tools. Rather than defaulting to invasive surveillance, organizations can use smart data ethically to enhance work, not micromanage it. For example, anonymized analytics can reveal overburdened teams, highlight patterns of digital overload, or uncover workflow inefficiencies. This helps HR and leadership make informed decisions about resource allocation, mental health interventions, and even meeting design.

The key is intentional design and transparent communication. Employees should know what’s being tracked, why it matters, and how the information will be used. Better yet, let them opt in or provide feedback on the systems, as trust increases when employees feel respected rather than spied on.

Employers can also work with HR to create joint governance structures – committees or cross-functional teams that review monitoring policies, vet tools, and escalate concerns. When employees participate in shaping the guardrails, they feel ownership, and the whole organization benefits from a more inclusive approach.

Forward-thinking companies are already reframing monitoring from ‘surveillance’ to smart enablement. Instead of focusing on when someone logs in, they’re asking: How can we support this person to do their best work? This shift opens doors to better focus time, fewer distractions, and clearer performance benchmarks.

From a productivity standpoint, data shows that when used ethically, workplace analytics can boost efficiency by up to 30% through workload balancing and distraction reduction. That’s not from watching people, it’s from understanding how work gets done and subsequently removing blockers.

The future of workplace tech doesn’t have to be dystopian. If we approach digital tools as allies instead of enforcers, we can create work environments that are more human, not less.

If you would like to discuss how we can help your company ensure that it is optimizing its surveillance tools to build trust rather than break it, please get in touch with us today.

Manager burnout in 2025 isn’t a side issue – it’s the linchpin of organizational health. When managers are overloaded, teams start to disengage, and with Gallup finding that global employee engagement fell to just 21% in 2024, it’s important to note that manager burnout is one of the central drivers of this.

If we look at the US specifically, only 32% of employees report being engaged at work, meaning that a whopping two‑thirds are not fully invested.

The fact is, managers are squeezed: they spend up to three‑quarters of their day in meetings (some report over 260 meetings a year) leaving little deep time for coaching or decision‑making. And about 36% of managers reported burnout symptoms in 2024, with many considering quitting altogether. And a survey from earlier this year confirms this notion, as two thirds of managers agreed they had a heavy workload strain to contend with. in early 2025.

This is a crisis, but it can be turned into opportunity.

First, let’s acknowledge managers are often the silent workforce, and because of this they need structural support: smaller spans of control, optimized meeting schedules (trim agendas; combine or cancel unnecessary meetings), and protected time for meaningful engagement with their team.

Next, invest in manager development. Not just hard skills but emotional resilience, healthy boundary setting, and mental‑health literacy. When managers receive regular coaching and peer support, burnout rates will drop. And the proof is in the numbers – according to a leadership study, organizations with proactive burnout prevention saw a 35% decrease in leadership turnover.

Third, employers should be creating redundancy and relief systems. Cross‑team backup for coverage during high-pressure periods, job‑sharing, or rotational leave can really help to relieve pressure. And be sure to normalize manager wellbeing: encourage them to take leave and truly disconnect, building recovery into their calendars.

Finally, transparent communication across the company goes a long way. When managers understand strategic rationale behind decisions, they carry less stress and deliver clearer direction to their teams. This transparency then reduces anxiety, builds trust, and prevents miscommunication in the future.

By investing in manager resilience, employers can lift team engagement and energize their entire workplace performance. For employers, this hidden crisis offers a clear opportunity: shift from reactive support to proactive investment – giving managers the space, skills, and structure to lead well. In doing so, they will be equipped to nurture thriving teams, whilst maintaining a healthy and sustainable level of engagement.

If you would like to discuss how we can help alleviate the effects of manager burnout to ensure that your people managers are unlocking the most potential out of their teams, please get in touch with us today!

Let’s start by acknowledging the ‘negative’ perception: investing time and resources into external volunteering can feel like a distraction from core work.

Companies worry about lost productivity, back‑office coordination burden, or uneven participation. But here’s the flip side – when structured as skills-based volunteering, these programs become learning and development gold.

Why?

Because volunteering builds real-world competencies far better than traditional training. According to data from MovingWorlds, 76% of employees say they have developed core work skills through volunteering assignments – skills like project management, creative problem-solving, cross-cultural communication, and leadership – often faster and more deeply than through conventional seminars or courses.

In fact, MovingWorlds also reports that skills-based volunteering fosters professional growth more effectively than many traditional L&D programs. And in today’s tight budget environment, that kind of return on investment matters. Employers will get leadership-ready employees, broader skill sets, and boosted engagement, all while staying within existing corporate social responsibility frameworks.

Moreover, volunteering delivers a clearly measurable impact. The Independent Sector estimated the value of one volunteer hour at $34.79 in 2024, a nearly 4% increase year over year. That means employee time isn’t just symbolic, it has quantifiable value, especially when aligned with skill-based volunteer projects.

We’re also seeing voluntary engagement surge: global corporate volunteering hours rose 41%, and virtual volunteering is now offered by over 90% of companies, many including skills-based formats. Plus, around 28% of companies introduced or expanded skills‑based volunteering in just the past year. So even if volunteer leave days go unused (a common concern), the rising formatted programs will ensure impact and uptake.

From an employer perspective, this can be a real strategic shift:

• Start small and focused – pilot volunteer projects by matching employees’ professional strengths (for example, marketing, IT, finance) with nonprofit needs. This reduces logistics and increases relevance.
• Frame volunteer time as L&D hours – encourage managers to view volunteering as legitimate learning time and align it with individual development plans.
• Capture and reflect – after each engagement, ask participants: “What did you learn?”, “How will this apply back at work?” This reflection cements learning and demonstrates outcomes.
• Use data and story – include real metrics – volunteer hours logged, estimated value delivered, skills learned – and employee testimonials to build internal advocacy.

The possible downsides, such as lost work hours or the fear of performativity, are avoidable. By integrating volunteering into existing development pathways, employers can avoid spreading their staff too thin.

Employers can turn volunteering from a fluffy perk into a strategic L&D tool, because when done right, volunteering is not a cost, but instead a creative way to build skill, engagement, and impact.

If you would like to discuss how we can help align volunterring with learning and development opportunities for your staff, please get in touch with us today!

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?

Why Hybrid Dress Codes Matter

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:

• 79% now dress differently because of flexible work schedules
• 53% prioritize comfort above all else
• 35% blend casual and formal clothing
• Only 21% say they dress up more than before going hybrid

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%).

The Risks of Ignoring Dress Code Clarity

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.

Trends Shaping Hybrid Workwear

Hybrid employees are embracing new styles that mix professionalism with personal expression. Some of the most prominent trends include:

• Quiet luxury (47%): sleek, minimal looks that signal subtle professionalism
• Dopamine dressing (38%): bold colors and textures that reflect joy and creativity
• Preppy streetwear (25%): combining functionality with modern style
• Individualism (22%): prioritizing self-expression over strict conformity

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.

Building a Hybrid Dress Code That Works

So, what should HR and leadership consider when designing policies for 2025?

1. Set clear but flexible standards
   Define what is considered “work-appropriate” both in-office and on video calls. Allow for comfort but outline boundaries (e.g., no sleepwear or gym wear in meetings).
2. Adapt by context
   Recognize that attire expectations can shift depending on the activity. Creative sessions may benefit from casual dress, while client presentations may require more formal attire.
3. Encourage professional self-awareness
   Employees should be coached to consider audience and impression: would their outfit be appropriate in a client pitch or board meeting?
4. Update policies with hybrid realities in mind
   Rather than having separate rules for office and remote work, create a unified dress policy that addresses both.
5. Balance inclusion with brand image
   Take into account generational and cultural differences in style preferences while ensuring the company brand is represented professionally.

The Bottom Line

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?

What Counts as Workplace Gossip?

“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 Gossip: Sharing uplifting stories about others that strengthen trust and social bonds.
• Neutral Gossip: Passing along information without judgment, often mundane in nature.
• Negative Gossip: Spreading rumors, criticism, or damaging information that can harm reputations and relationships.

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.

The Risks of Negative Gossip in the Workplace

When gossip turns harmful, the consequences can be serious:

• Erosion of trust and morale as employees wonder what is being said about them.
• Lost productivity as time is spent speculating rather than working.
• Increased anxiety when rumors circulate without clear facts.
• Divisiveness as employees take sides or form cliques.
• Damaged reputations that can linger long after rumors fade.
• Attrition as high-performing employees leave an unhealthy environment.

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.

Can Employers Ban Gossip Altogether?

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.

Best Practices for HR Leaders to Manage Gossip

Rather than forbidding gossip, HR professionals can create cultures that minimize its harmful effects and harness its positive potential. Consider:

• Promote respectful communication: Encourage employees to share concerns directly or through proper channels rather than behind colleagues’ backs.
• Educate teams: Include discussions on gossip in training around workplace behavior, DEI, and psychological safety.
• Model the right behavior: Leaders should avoid engaging in or endorsing gossip and instead show how to build trust through transparency.
• Create healthy outlets: Provide structured opportunities for employees to share feedback, ideas, or frustrations. This reduces the need for side conversations.
• Set policies thoughtfully: Include clear expectations around professionalism, e-mail use, and respectful conduct, but avoid overly broad rules that restrict protected conversations.
• Address root causes: Often, gossip surfaces when employees feel unheard, excluded, or resentful. Tackling underlying issues like favoritism or lack of communication can reduce gossip at its source.

The Bottom Line for Employers

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.

Why younger workers are worth the investment

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.

How younger workers want to learn

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:

• 77% of Gen Z and 78% of Millennials prefer video-based learning over slide decks and seminars.
• 49% of Gen Z favour one-on-one mentorship or small group settings.
• 79% of Gen Z are comfortable learning from an AI-powered coach.

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.

AI is already part of the picture

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 bottom line for HR

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:

• Transform idle skills into learning tools – structured initiatives like language cafés and multilingual mentoring give employees a platform to share and shine, elevating their visibility.
• Expand localization capacity – instead of relying exclusively on external agencies, we can tap internal language champions for quicker, more authentic language adaptation, which saves on cost and time.
• Fuel global cultural competence – multilingual employees enhance global awareness and help embed diversity into daily operations, from team rituals to onboarding practices.
• Boost employer branding – organizations that position themselves as inclusive communicators attract employees who appreciate environments that respect and leverage diverse languages.

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!