Workforce Insight Archives

For new employees, the elation of coming to the end of the hiring process and being offered a job can be such a rewarding feeling. Out of all the candidates that applied, they were the one who made it to the finish line.

However, this elation can quickly fizzle out if they come to discover that they were not the first-choice candidate. It’s not uncommon for employers to offer a job to their top candidate only for that candidate to decline, and so naturally they will present the offer to the next best candidate.

While this is a common occurrence, it can be tricky for employers if this new hire discovers they were not the initial pick. This notion is proven by a recent study conducted by Harvard Business Review, which discovered that those employees who knew or believed they were an alternate choice were less socially integrated and less likely to seek feedback than their peers.

In other words, this knowledge can have a real effect on morale, confidence, and overall job satisfaction for the new employee, as well as open up the door for imposter syndrome to creep in.

So, when this situation arises, how should employers handle this to ensure the relationship with the new hire remains positive and productivity remains unaffected?

1. Acknowledge the Situation with Transparency

Honesty and transparency are the foundation of a good working relationship. If a new hire confronts the fact that they weren’t the first choice, the worst thing an employer can do is deny or downplay the situation. Instead, acknowledge it openly, but add a positive spin to it – “we had a number of strong candidates, and it was a difficult decision. However, we’re confident that you bring the right skills, experience, and attitude to succeed in this role“. The key thing here is to focus on the value the new hire brings to the team, which should hopefully mitigate any potential hurt feelings.

2. Reaffirm the Candidate’s Strengths and Value

When someone discovers they were the second choice, it’s natural for them to feel a bit insecure, so reaffirming their strengths is a crucial step in managing this reaction. Ensure to reiterate the reasons they were chosen and emphasize the qualities that set them apart. By highlighting their unique contributions, you reinforce their confidence and show that they weren’t just a fallback option but a candidate with real potential.

3. Focus on the Future, Not the Past

Once the issue has been addressed, it’s important to shift the focus from the hiring process to the future. After all, what matters most is how the new hire performs in their role, not the order which they were selected in. This forward-looking approach helps the employee move past the “second choice” label and concentrate on their own success.

4. Create a Supportive Work Environment

Once the conversation is over, employers should ensure that the new hire feels welcomed and supported in their role. A positive onboarding experience, continuous feedback, and professional development opportunities can all help boost the new hire’s confidence and solidify their commitment to the company. In addition, regular check-ins during the onboarding process can provide the new hire with a platform to voice concerns and give them an opportunity to receive constructive feedback – which as highlighted by Harvard’s study above, can be a real issue!

5. Don’t Let the “Second Choice” Label Stick

One of the most important things to keep in mind is that the “second choice” label should not define the employee’s experience. Managers must ensure that this detail doesn’t follow the employee throughout their time at the company, as at the end of the day, the candidate who was ultimately selected for the job is the best fit for the organization, regardless of the hiring order.

Discovering that you were the second choice in the hiring process can be a delicate moment for any new employee. However, how employers respond to this situation can make all the difference in preserving, and even strengthening, the relationship with the new hire.

By handling the situation with transparency, focusing on the new hire’s strengths, and creating a supportive work environment, employers can turn a potentially negative discovery into a positive and affirming experience.

If you would like to discuss the training we offer around creating an inclusive working environment, please get in touch with us today.

You can do a lot in sixty minutes.

In 1903, Orville and Wilbur Wright marked the dawn of aviation with FOUR successful powered flights in the space of just one hour!

In 2020 Mo Farah set a world record by running 21,330 meters in 60 minutes. That’s an average speed of over 13 mph, which is faster than most of us can run if we sprint just 100 meters. He just maintained that pace for a whole hour – try that on your next fun run!

Alternatively, you could make yourself a delicious meal of Beef Tacos with Homemade Guacamole. Our favorite recipe takes about an hour from ‘fridge to fork’.

What we see here is that while sixty minutes might not seem that long – the length of a team meeting, a workout at the gym, or an episode of your favorite podcast – it can also be incredibly productive and even transformative.

At OrgShakers, we believe in The Power of the Hour … 60-minutes where leaders can bounce around ideas, receive expert advice, or get the objective feedback they need to start something incredible. After all, every successful business we’ve come to know started with an idea – and someone who was willing to listen.

That’s why we’re excited to introduce our new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK offers a one-hour, private and confidential online consultation with one of our experienced HR professionals. It’s perfect for those moments when you need advice to tackle a new challenge, to test and refine your HR strategy, or simply to try out new ideas to see what resonates.

With extensive global corporate experience, our team is equipped to provide guidance on any HR-related question, whether you’re dealing with everyday tactical issues or complex strategic concerns.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

Reid Hoffman, co-founder of popular social media platform LinkedIn, recently made the prediction that by 2034, the 9-to-5 job will be extinct.

Hoffman is famed for his grand predictions; most notably, he predicted the mass rise of social media back in 1997 – something which has definitely come to fruition. Now, as we see the world of work continuously change and evolve as it keeps in pace with new generations of workers, new technological advancements, and the rise of the 4-day work week, it’s not such a jump to consider that Henry Ford’s 9-to-5 model – which came into practice in the early 1900s – might be on its way out.

To get a better idea, we asked the OrgShakers team whether they think Reid Hoffman’s prediction is accurate, and if so, what they believe the 9-to-5 will be replaced with:

David Fairhurst – I agree with Hoffman’s prediction of the 9-to-5 becoming extinct, as it lines up perfectly with my own predicted that HR professionals and businesses need to be preparing for the end of jobs altogether. The ‘job’ – defined as a set of responsibilities assigned to an individual employee – has been the fundamental building block of organizations for millennia.

However, we have seen that the pace of this organizational change has been rapidly accelerated by the influx of new technologies paired with the evaporation of the boundaries of time and geography. Therefore, I believe that a more flexible and responsive methodology is needed in order to keep up with this new pace of change through companies increasingly adopting a skills-based approach to managing work and workers.

Therese Procter – With the rise of the gig economy, remote work, and automation, more people are going to choose to work on their own terms, selecting projects and clients that align with their skills and interests. AI and automation will likely free humans from mundane and repetitive tasks, paving the way for more creative and high-value work. This shift could lead to a fundamental change in how we approach work, possibly making the traditional 9-to-5 schedule redundant. So, I agree with the prediction, however, it’s essential to note that this prediction might not apply universally. Certain industries, such as healthcare, education, and retail, will still require more traditional schedules.

As we move forward, it’s crucial for individuals, companies, and governments to adapt to these changes and create new systems that support this evolving workforce. This might involve rethinking education, training, and social safety nets to ensure that everyone can thrive in this new environment.

Clare Parkes – I don’t know that 9-5 will be extinct per se, but I do agree that there will be a more significant mix in the workplace of different employment terms. Given, amongst many trends, the shift towards skill-based job design, greater flexibility post-Covid, and a need to refine the non-office-based teams’ terms and conditions towards the increasing consumer demand of 24/7, then it is inevitable that the way we employ people will change, with an increased mix of employment agreements and ways of working as a result.

Ken Merrit – I agree with the thesis that the 9 to 5 workday will be extinct in the next 20 years. The following 2 trends are driving us to this inevitable outcome:

Changing of the Guard: As Boomers & Gen X descend and Millennials & Gen Z ascend as business leaders, traditional business model operating rules will change accordingly. I believe that means we will have more open work rules and far fewer rigid structures that were born prior to today’s workforce engagement preferences and the digital age.
- Future of Virtual Work: More technology and broader geographies have already ushered in more virtual work through Zoom, Teams, etc. Businesses, Education, and Not-for-Profit models are all getting more comfortable with working across time zones and timelines. As tools like Augmented Reality and Virtual Reality become more adopted, it will enable even more flexibility for the future of work.

Cindy Strong – According to Reid Hoffman the traditional 9-5 will become a thing of the past, claiming AI and the gig economy will continue to be disruptors and change agents in the way work is done. Although the key contributors he outlines are already being felt by the modern workforce, I don’t agree it is likely all traditional ways of working will be extinct. Rather we will require new skills to adapt to the advances in technology and flexibility in the way work is done. It is not a new experience for technology, inventions and world events to be a catalyst to require a workforce to be resilient to change. The encouragement is we have insights from leaders like Mr. Hoffman to prepare our resilience on the horizon of uncertainty.

Sayid Hussein – I agree with Reid Hoffman’s prediction that the traditional 9-to-5 job could be extinct by 2034. The rise of remote work, flexible schedules, and the gig economy have already begun to shift the workforce away from rigid time structures. In place of the 9-to-5, I believe we will see a more fluid work environment where individuals manage their own hours, driven by project-based work or outcomes rather than clocking in and out at specific times. This change will be fuelled by advances in technology, such as AI and automation, which will enable people to work from anywhere at any time, making the concept of a fixed workday increasingly obsolete.

Anju Jain – I agree with Reid Hoffman’s prediction that the 9-to-5 job could become obsolete by 2034, largely driven by the ongoing transformation in how we work. The acceleration of remote work, advancements in automation, blurring geographies, seeking skills vs degrees, and the rise of the gig economy are already challenging the traditional workday structure. In this evolving situation, work is likely to become more fluid and project-based, with a focus on results rather than hours logged. We may see a model where employees have the freedom to choose their work, working hours, and locations, thereby increasing their productivity and work-life balance. Individuals are likely to quickly shift between being an employee, freelancer or an entrepreneur.

However, this shift would also require substantial changes in labor policies, employee benefits, and management practices. Companies will need to rethink how they hire, measure performance, or compensate people. Traditional models of health insurance and retirement plans will have to be redefined. The challenge will be to balance the benefits of this new work structure with the potential risks of increased worker isolation and burnout – a significant concern for the individual, the organization, and society as a whole.

If you would like to discuss any of these topics in greater detail, you can get in touch directly through our website, or book in a private and confidential one-hour consultation with one of our team members through our OrgShakers CL!CK service.

The benefits that a company offers to their prospective employees play a huge role in attracting and retaining talent. But as we know, different generations are drawn to different types of benefits, and as Gen Z enter into the workforce in full force, we are starting to see the emergence of new, innovative benefits being offered in order to attract this fresh new talent.

The latest new benefit? Gushcloud International – an IP management and licensing company – have recently started offering their employees ‘Tinder Leave’. The company has partnered with well-known dating app Tinder to offer their employees sponsored Tinder subscriptions and an additional paid day of leave for their staff to actively go on dates and seek out new connections in the hopes of improving their wellbeing outside of work.

Dating apps have become a very popular tool for fostering romantic relationships, especially amongst the younger generations. And there is a growing body of research to suggest that employees who are in happy, healthy relationships outside of work tend to be better, more productive workers. One study even found that married men were less likely to report workplace burnout and, as their marital satisfaction increased, burnout likelihood decreased.

From this perspective, companies that consider offering Tinder Leave could be paving the way for employee satisfaction to increase as their personal lives become socially and romantically nourished.

So, is Tinder Leave something that more companies should consider?

There are a lot of interesting benefits that could come from offering this type of perk to employees. For one thing, it’s an innovative way of highlighting a company’s care and commitment to social wellbeing. It also signifies that a business values work-life balance, through actively encouraging employees to take the time to build these connections.

However, there are some potential drawbacks that employers will need to consider, too. For instance, offering Tinder subscriptions could actually prove to be a distraction at work, as employees may be more tempted to be checking their phone and swiping through potential matches. So, when looking at this as a potential offering to employees, it’s important for employers to consider all the factors.

If you would like to discuss how we can help you design and implement innovative wellbeing strategies to improve work-life balance, please swipe right to get in touch with us today.

A new trend has seemingly emerged amongst younger employees, and it’s being dubbed the ‘Great Detachment’.

Taking inspiration for its name from the Great Resignation that happened post-pandemic, the Great Detachment is seeing increasing numbers of staff remaining in jobs that they don’t feel fulfilled or engaged by. Gallup’s State of the Workplace 2024 report discovered that only 23% of employees globally are engaged at work – which means a whopping 77% of them are disengaged.

With the disengagement number so high, it’s no wonder we are seeing a rise to this new trend. And with a market that continues to become increasingly competitive, employees are remaining in their current roles despite their rising disengagement and dissatisfaction.

Being fulfilled in one’s job is an important thing – after all, on average we spend one third of our entire lives at work, so it’s not a huge leap to assume that we want this job to be engaging and fulfilling. However, the reality is that not many people end up working their ‘dream job’ either. In fact, one survey found that only 7% of Americans stated they were in their dream career, and another found that only a quarter of adults in the UK have landed the job they dreamed of having as a child.

So the Great Detachment may not be a new phenomenon – but with a new generation flooding into the workforce, bringing with them carpe diem mentalities that have been forged in the fires of lockdown living, the idea of ‘settling’ in a job they don’t love is unappealing – and it’s resulting in a lack of engagement and a hit on productivity levels.

So, what can employers do to ‘reattach’ their employees?

One technique to consider is creating some ‘squiggle room’. This is the idea of employers actively creating the space for employees to job craft. By encouraging workers to craft their personality and passions into what they do, they will be able to bring a little bit of their dream into their current role. This not only helps to re-engage those staff that are falling victim to the Great Detachment trend, but it also encourages the use of innovation and varied ways of thinking, which can ultimately lead to new and exciting ideas for the business.

Flexibility has become a swaying factor when it comes to employee attraction and retention, and ‘squiggle room’ is rooted in the idea of embracing the fluidity of work. The goals and vision that a company has are set, but the route to achieving those things offers ample opportunity for innovation and flexibility – and those employers that embrace this are the ones who are going to have the most engaged workforce.

If you would like to discuss how we can help with your employee engagement strategies, please get in touch with us today!

We all enjoy a bit of retail therapy from time to time.

But, while retail therapy is fine in moderation, a more alarming trend seems to be emerging amongst younger workers: “Doom Spending”.

Doom Spending describes an anxiety-fuelled purchasing trend whereby a person has become so stressed about their finances that they are spending money to alleviate that stress – thereby feeding a vicious cycle.

A recent survey discovered that 43% of Millennials and 35% of Gen Zers use Doom Spending to make themselves feel better, in spite of the fact that this bad habit will ultimately worsen their financial worries.

However, despite the counter-productiveness of Doom Spending, it does raise red flags for employers and HR professionals about how financial stress is a persistent issue. Seven in ten (68%) HR professionals noticed a rise in requests for financial support or education in the past year, and in a different study by PwC, 57% of employees cited finances as the top cause for stress in their lives.

Whilst Doom Spending is definitely not making this problem any better, it does signify a call to action for employers: the need for financial wellbeing support.

Managing money can be hard, especially for those younger workers who have less experience in doing so. Pair this with the rise of flexible credit financial services which allow people to spread the cost of purchases over a few months, and it’s no wonder that managing finances has become more difficult.

We now live in a world where the average person can have anything they want, when they want it – at a price. But it can be hard to resist the temptation when things that were once very expensive have now become accessible through monthly payments. There is also the element of tailored advertisements on social media, using subliminal messaging techniques that are constantly piquing our interest and reminding us that we want – and can have – MORE.

That’s why having financial wellbeing support available to workers can be such an effective workplace benefit. Not only will it help employees feel more confident in managing their finances and correcting their spending habits, it also helps to reduce employee stress, which in turn leads to better productivity and engagement.

In addition to this, those companies offering financial wellbeing tools (such as access to Wagestream) are going to be more attractive to those looking for work. The above research from PwC confirms this, as it also discovered that 73% of financially stressed employees said they would be attracted to another employer who cares more about their financial wellbeing.

So, if you would like to discuss how we can help design and implement financial wellbeing strategies for your organization to increase your talent attraction and reduce financial stress, please get in touch with us today.

Up to 70% of companies with flexible work schedules are planning to increase the days employees must work in the office by 2025. However, with many major companies – including Disney, Apple, Google, and Zoom – issuing ‘Return To Office’ (RTO) mandates this year, there has been a significant rise in the latest ‘quiet’ rebellion … ‘hushed hybrid’ working.

‘Hushed hybrid’ working is when, contrary to company policy, managers quietly allow some employees to work from home or work flexibly. According to a survey by Owl Labs, 70% of managers have allowed team members to work from home despite an official company policy mandating otherwise.

The rise in this trend signifies a strong disconnect between executives and middle managers that could result in unwanted ripple effects if this gap were to widen.

As first point of contact between employees and the wider organization, it’s important that middle managers feel able to communicate employee feedback to the company’s leadership. However, the rise of this trend suggests that many middle managers believe senior leaders are not prepared to listen to employee’s views on hybrid work, preferring instead to stand behind their RTO mandates.

But whilst ‘hushed hybrid’ working may provide middle managers and their teams with a convenient workaround, it is an ultimately unsustainable solution that could damage the wider culture of the organization.

For one thing, managers letting some if their team quietly work from home whilst others are required to come into the office will inevitably create tension between employees. Pair this with the element of secrecy that is rooted in ‘hushed hybrid’, and you create a recipe that could result in a workplace culture which becomes ‘toxic’.

In addition to this, ‘hushed hybrid’ also plays a role in the widening the gap between policy and practice, which should be a huge ‘red flag’ for HR as, if RTO policies are not being followed by managers, it raises alarms of what other policies are being flouted or simply ignored.

All of this risks a collapse of trust across the organization.

Instead, middle managers need to feel that they can openly and honestly communicate with their leaders to give feedback on policies that don’t seem to be working well.

We have all seen the problems with the rise of these ‘quiet’ trends since the pandemic ended, so it’s important for employers to break the cycle of these hushed practices by fostering a culture of openness and honesty so that they can enhance their workplace culture and become an employer of choice.

If you would like to discuss how we can help coach your leaders in communication, as well as foster a culture of openness in your workplace, please get in touch with us today, or book in an hour with one of our experienced HR practitioners through our confidential online consultation service OrgShakers CL!CK.

You can accomplish remarkable things in just sixty minutes.

In 1969, Neil Armstrong’s first steps and initial exploration on the moon took about an hour.

Alternatively, you could make yourself a delicious meal of Beef Tacos with Homemade Guacamole. Our favorite recipe takes about an hour from ‘fridge to fork.

At OrgShakers, we champion The Power of the Hour … 60 minutes where leaders can brainstorm, gain expert insights, or get the unbiased feedback needed to spark something extraordinary. After all, every major breakthrough began with an idea and someone ready to listen.

That’s why we’re excited to introduce our new consulting service: OrgShakers CL!CK.

With extensive global corporate experience, our team is equipped to provide guidance on any HR-related question, whether you’re dealing with everyday tactical issues or complex strategic concerns.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

The World Health Organization estimates that in a company of 1,000 employees, 200-300 workers will suffer from a serious mental health problem in any given year, one worker will die by suicide every ten years, and for every employee who dies by suicide, another 10-20 will make a suicide attempt.

When we look more closely at the US, it can be seen that of the high-income countries monitored annually by the Commonwealth Fund, the US has the highest suicide rate – with workplace suicides having risen by 39% since the turn of the millennium. And the UK is not far behind when it comes to cause for concern, as it is estimated that 10% of suicides each year could be work related.

In the tragic event that an employee does commit suicide, the employer has a vital role in supporting workers in the aftermath of this tragedy – a role which must be handled with a sense of care and compassion in order to properly manage the aftereffects of such a delicate situation. These are some of the things employers need to do:

Acknowledge the Incident – it’s important for employers to speak about what has happened and provide employees with the space to process it. The loss should be acknowledged without speculation or blame, and condolences should be offered to the family, colleagues, and friends, as well as a clear assurance that the company is there to offer support to those affected.
Supporting and Signposting – in the immediate aftermath of the incident, it’s imperative that employers are making employees aware of the support that’s on offer internally (usually through an Employee Assistance Program) as well as offering to signpost grief counselling services to those who need it. Peer support should also be encouraged during this time, as the team will be feeling a mix of emotions, some more intensely than others, and having the support of your peers to lean on is vital.
Allow Time for Grieving – some employees will be more affected than others by the loss of an employee through suicide, either due to how close they were with the deceased or if suicide is a particularly triggering topic for them based on past trauma. It can be a good idea for employers to provide a certain level of flexible leave for those who need time to process. In addition, employers can designate a safe, quiet space in the workplace where employees can go if they need a moment away from their work environment.
Memorials and/or Tributes – if it’s appropriate and in line with the wishes of the family, it can be good to consider organizing a memorial service or providing a space for employees to share memories and support each other. Employers can also consider allowing employees to express their grief through tributes such as a memory board, a charitable donation, or planting a tree in memory of the employee.
Ongoing Mental Health Monitoring – managers need to be regularly checking in with their teams to see how they are coping and reminding them of support available. It’s equally as important that managers are also given ongoing support and training so that they can handle these delicate situations to the best of their abilities.

In the aftermath of an employee suicide many employers will likely want to review and improve their workplace practices around suicide prevention – especially if the suicide was in any way work-related.

This will involve re-evaluating the workplace culture by reviewing policies and practices to ensure they support employee wellbeing and mental health, as well as reaffirming how important open and honest communication is and that all employees can always make time to talk privately to their leaders and direct reports.

It can be a good idea to conduct an incident review to get a better understanding of any work-related behaviors that might have been observed at work. HR should use these findings to prevent future tragedies by using the data to strengthen polices, procedures, and support systems.

Lastly, consider introducing mental health initiatives such as stress management programs and anti-bullying policies, as well as reviewing your current EAP provider to ensure they are offering a wide range of support for diverse issues.

If you would like to discuss this in more detail, please get in touch with me at karen.cerrato@orgshakers.com

As we continue to navigate new technologies and advancements in AI, it can be challenging for employers to keep up with the rules of the working world when the rules are always changing. That’s why this month we’re recommending Gary A. Bolles’s The Next Rules of Work: The Mindset, Skillset and Toolset to Lead Your Organization Through Uncertainty.

Gary is the Chair for the Future of Work with Singularity University and a Partner in strategy consulting firm Charette, LLC. As a globally recognized expert on the future of work, he regularly consults with C-suite leaders of global companies, labor and education leaders from Brazil to Canada, and global non-profits.

This vast amount of experience and expertise has been channelled into his latest book, which acts as a guide for employers to thrive in the modern economy where the rules of work are changing almost as fast as people can learn them.

‘Old rules’ have long dominated modern companies – under this ethos, bosses embraced the idea of presenteeism and the basic hierarchical structure that leaders called the shots and workers obeyed. But the new way of working is shedding these old rules, and in its place the ‘Next Rules’ are emerging.

Those companies embracing these new rules are following a new mindset. Managers are not the source of all knowledge, but rather the guides who help workers achieve their goals and flow in the right direction. It’s about embracing innovation, creative thinking, and autonomy to result in a workplace that is fluid enough that it can take change in its stride whilst still growing in an upwards direction.

However, change has always been a tough pill to swallow, for employers and employees alike. But if employers are proactive about change and creating and implementing strategies to mitigate change fatigue, then those businesses can thrive under the new rules of work.

Gary’s book captures the notion of change and the mindsets that are needed to thrive from it expertly, pooling his own knowledge with psychological data and analytics to create a guide that all employers should read if they want their organization to not just survive, but thrive in a contemporary working world.

If you would like to discuss how we can help you strengthen your change management strategies, please get in touch with us today.

And in the meantime, make sure you grab a copy of The Next Rules of Work – you can purchase it here in the UK and here in the US.

You can do a lot in sixty minutes.

In 1903, Orville and Wilbur Wright marked the dawn of aviation with their FOUR successful sustained human flights. All four of these happened in the space of just one hour!

In 2022, Filippo Ganna cycled 56.8km in one hour setting a new world record. To achieve this, he sustained an average speed of over 35mph for a full 60-minutes. Try matching that at your next spinning class!

And, today, it’s estimated that Jeff Bezos will be earing around $3.5 million an hour.
(So, Jeff, if you read the whole of this article it will have taken up just $120,000 of your valuable time which I’m sure you’ll agree is great value!)

What we are seeing here is that although 60-minites may seem like a relatively short amount of time – the length of a lunch break, the time it takes to travel home, the duration of an episode of TV – it’s also possible for an hour to be highly productive … and maybe even groundbreaking.

That’s why we have launched our brand-new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK is a one-hour, private and confidential online consultation with one of our seasoned HR professionals. It offers instant advice and is designed specifically for those times when you need help figuring out how to overcome a challenge, when you need advice on your HR processes, or if you simply just want a sounding board for new ideas to see what sticks.

With years of first-hand corporate experience on a global scale, our team can advise you on any HR question you may have, whether that be the day-to-day tactical challenges or a complex strategic issue.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

As September rolls in, employers will come face-to-face with a critical reset period. The summer vacation period has come to an end, a new set of graduates are entering the workforce, and the fourth and final quarter of the year looms ahead.

All these new beginnings bring with them a unique set of opportunities, but in order to successfully seize them, there are some key things employers should consider when preparing for their September Reset:

Re-engaging Your Workforce – September is a pivotal time to re-engage employees who may have been in and out of the office during the summer months (either from vacations or reduced summer working hours). Employers should, therefore, focus on reinvigorating their teams by setting clear and motivating goals for the remainder of the year, as well as offering new projects to inspire creativity and innovative thinking, ensuring a smooth transition back to maximum levels of productivity.
Wellbeing and Mental Health – it is very common for many people to feel ‘down’ or to start to get the ‘winter blues’ as we enter into the colder, darker months. This can be more serious for those individuals who suffer with Seasonal Affective Disorder, so it is important for employers to revitalize their focus on mental health and wellness as we say goodbye to sunny skies for another six months. This can be achieved by providing access to mental health resources, reminding employees of the Employee Assistance Program available to them, and introducing wellness initiatives such as mindfulness sessions or fitness challenges. It may also be worth investing in some daylight lamps for the office when it starts to get really dark to help mimic the happy glow of sunlight!
Planning for Q4 – September is the gateway month to the final quarter of the year, so employers should use this month to start preparing for this by reviewing performance metrics to identify areas that need improvement, finalizing budgets to ensure that resources are allocated effectively, and setting goals that will drive the organization towards achieving its annual targets.
Seasonal Workforce Management – for industries that experience seasonal spikes in demand, such as retail or hospitality, September is the time to start planning for increased staffing needs. This includes hiring temporary workers, adjusting work schedules, and ensuring adequate training is taking place.
Compliance Review – September is a perfect time to review existing policies and training – especially with the likely influx of new staff that are freshly graduated. Equally, as the new Labour government in the UK have many plans to enact new employment laws, it’s worth reviewing whether any of these changes will be going into effect in the near future so that employers remain compliant and on top of any changes that may affect them.
Preparing for Year-End – although it may seem early, September is the best time to start preparing for year-end activities, including performance reviews, holiday planning (company parties, holiday schedules, bonuses/gifts, etc), and year-end financial reporting. This early preparation helps to ensure a smoother and more organized process as the year draws to a close.

Resetting for September may feel challenging, but if employers prepare correctly, they will be able to seize a number of opportunities to re-engage staff and solidify their plans for the remainder of the year ahead. If you would like to discuss how we can help support your organization on their journey into Q4, please get in touch with us today!