Every successful organisation understands one simple truth – people drive performance.

Yet too often, HR is still seen as an administrative function rather than a strategic force. When human resources operates purely at a transactional level, it limits both people and business potential. A well-defined HR strategy changes that, transforming human capital into a true competitive advantage.

What is an HR Strategy?

An HR strategy is a roadmap that aligns people initiatives with business goals. It focuses on solving organisational challenges through people-centric solutions – attracting, developing, engaging, and retaining the talent that fuels growth.

Rather than simply managing payroll or compliance, strategic HR shapes long-term success by ensuring the right people are in the right roles, with the right support, at the right time. It also establishes HR as a key decision-maker in areas such as workforce planning, culture, and leadership development.

At its core, HR strategy is about moving from administration to anticipation – using insight and planning to position people at the centre of business performance.

Why Does HR Strategy Matter?

Without a defined human capital strategy, HR remains reactive – solving short-term problems rather than driving long-term outcomes. The difference between transactional and strategic HR can be the difference between steady growth and stagnation.

Consider two companies planning to expand into a new market:

• The strategic company involves HR from the start. HR analyses the target region’s labour laws, salary expectations, and talent availability, then builds a plan to recruit and retain skilled workers.
• The transactional company assigns hiring to an overstretched manager with no local knowledge, leading to hiring delays, compliance issues, and higher turnover.

By giving HR a voice in strategic decision-making, the first organisation turns workforce insight into a competitive edge. That’s why a comprehensive HR strategy matters for your organisation.

How to Build a Strategic HR Plan

Creating an effective HR strategy starts with understanding the current state of your workforce – and where it needs to be. Here’s a step-by-step process HR leaders can follow:

1. Understand the Business Objectives

Begin with the big picture. Meet with executives and department heads to understand the organisation’s goals, challenges, and growth ambitions. Every HR initiative should directly support these objectives.

2. Evaluate Workforce Capabilities

Review performance data, skill matrices, and training records. Identify existing strengths and where capability gaps may limit business success.

3. Conduct a Gap Analysis

Compare your current workforce to the skills and competencies the organisation will need in the next 1–3 years. Are there areas where reskilling, upskilling, or external hiring is required?

4. Assess and Refine Talent Strategy

Audit your recruitment, compensation, and retention strategies. Are you competitive in the market? Do your benefits and culture reflect what today’s talent values most?

5. Develop and Retain Existing Talent

Your next high performer may already work for you. Identify employees ready for new challenges and invest in their professional development through coaching, mentoring, and succession planning.

6. Monitor Turnover and Engagement

Employee retention isn’t just about satisfaction – it’s about alignment. Use engagement surveys and exit interviews to identify why people leave and where improvements can be made.

7. Plan for Succession

Unplanned departures can derail progress. Map out key positions and identify potential successors to ensure business continuity.

8. Leverage People Analytics

HR data tells a story. Analyse trends in turnover, absenteeism, compensation, and engagement to make evidence-based decisions that improve efficiency and culture.

9. Define Your HR Mission and Vision

Summarise your strategy in a clear, inspiring statement. This should reflect your HR philosophy and serve as a guiding principle for all decisions going forward.

The Benefits of Strategic HR

When HR strategy is integrated with business strategy, the results are measurable and lasting:

• Increased ROI: Budgets are allocated to initiatives that deliver the greatest impact.
• Stronger Talent Pipelines: Proactive workforce planning ensures you’re prepared for future needs.
• Improved Retention: Employees who see clear development paths stay longer and perform better.
• Stronger Culture: Aligning HR with company values builds engagement and purpose across teams.
• Smarter Decision-Making: Data-driven insights replace assumptions, making HR a trusted advisor to leadership.

Best Practices for Implementing HR Strategy

Building a plan is one thing – embedding it across the organisation is another. To ensure your HR strategy succeeds, keep these best practices in mind:

Involve Key Stakeholders Early

HR strategy cannot exist in isolation. Involve leaders, managers, and employees from the outset to build alignment and ownership.

Keep Budget Realistic

Great strategy fails without financial backing. Focus on initiatives that deliver high impact within existing resources and demonstrate ROI to secure future investment.

Balance Strategic and Operational Tasks

Never lose sight of compliance and day-to-day HR operations. Strong foundations support long-term strategy.

Prioritise Measurable Goals

Use clear key performance indicators (KPIs) – such as retention rates, cost per hire, or engagement scores – to track progress and adjust your approach as needed.

Review and Evolve Regularly

The workforce and economy evolve fast. Review your HR strategy at least annually to ensure it remains aligned with business direction and market conditions.

How to Use People Analytics?

People analytics turns workforce data into actionable insights that drive better decisions across every area of HR.

To use people analytics effectively in your HR strategy, start by identifying key questions your business needs to answer – such as what factors influence turnover, which teams show the highest engagement, or where skills gaps may exist.

Next, collect data from reliable sources like HRIS systems, surveys, and performance reviews, then analyse it for patterns and correlations.

For example, you might discover that certain managers have lower attrition rates due to stronger feedback practices, or that productivity spikes in teams with flexible work arrangements.

The goal isn’t really just to gather numbers, but to translate them into stories that guide action – shaping recruitment, training, and retention strategies based on evidence rather than instinct. Over time, this data-driven approach helps HR leaders predict workforce trends, measure the impact of interventions, and align people initiatives directly with business outcomes.

Final Thought

A strong HR strategy is not just about managing people – it’s about empowering them. When HR shifts from reactive problem-solving to proactive strategy, it unlocks innovation, productivity, and long-term growth.

At OrgShakers, we work with organisations to design HR strategies that turn people data into business performance. From workforce planning and leadership development to talent optimisation and succession, we help clients align their people plans with their commercial ambitions.

If you’d like to explore how a strategic HR framework can future-proof your organisation, get in touch with our team today.

In today’s fast-paced and technology-driven world, organisations are recognising that the right tools make all the difference to productivity.

This is particularly true when it comes to supporting employees with disabilities, where assistive technology (AT) has become one of the most powerful enablers of performance, retention, and business growth.

While discussions around disability employment have traditionally focused on compliance or accommodation, the real opportunity lies in how technology can unlock productivity and engagement across the workforce.

Recent data shows that in the US, only 37.1% of working-age people with a disability are employed, compared to around 75% for those without disabilities. Yet, a global survey by BCG revealed that approximately one in four adults has a condition that affects a major life activity – a number far higher than what most companies recognise in their own workforce. These statistics highlight both a challenge and an opportunity: ensuring that every employee has access to tools that allow them to perform at their best.

The Power of Assistive Technology

Assistive technology (AT) refers to any device, software, or system that helps individuals work more effectively. From speech recognition tools and real-time captioning to screen readers, ergonomic keyboards, and focus-enhancing applications, the right technology can make day-to-day work smoother, faster, and less stressful.

According to recent studies, 82% of employees with disabilities say accessible software is critical to their job effectiveness, yet 45% rate their current workplace accessibility tools as only “fair to poor.” This represents a significant performance gap that HR and IT teams can close not through massive investment, but through smart implementation.

The Productivity Payoff

The impact of properly implemented assistive technology extends well beyond accessibility. When the right tools are in place, productivity, engagement, and retention all rise. Here are some measurable advantages businesses are seeing:

1. Higher Productivity and Efficiency

When employees can work using tools that fit their needs, output increases. Assistive technology reduces friction in day-to-day tasks, limits frustration, and enables faster, more accurate results. This leads to smoother workflows and more consistent performance across teams.

2. Reduced Turnover and Improved Retention

Workplace friction is a major driver of attrition. When employees have reliable technology that enables them to perform confidently, they are more likely to stay and grow within the company. Retaining skilled employees not only reduces recruitment costs but also preserves valuable institutional knowledge.

3. Better Recruitment and Talent Attraction

Companies that invest in assistive tools gain a reputation for being forward-thinking and employee-focused. This makes them more appealing to jobseekers who value efficiency, innovation, and adaptability in their workplace.

4. Innovation and Improved Design Thinking

Assistive technology often drives better system design overall. By optimising interfaces and workflows for clarity, accessibility, and focus, businesses inadvertently improve usability for all employees — not just those who require accommodations. The result is technology that performs better, scales more easily, and supports broader innovation goals.

Where to Start

Implementing assistive technology doesn’t have to be complex or costly. Here are some practical starting points HR leaders can consider:

• Conduct a technology audit: Identify tools already available and where gaps exist in accessibility or usability.
• Leverage built-in accessibility features: Many platforms like Microsoft 365, Google Workspace, and Zoom already offer screen readers, voice commands, captions, and focus modes.
• Engage employees in feedback loops: Ask teams what tools help them work best — insights often come from real experience.
• Collaborate with IT and facilities: Make sure physical and digital environments work together to support productivity.
• Offer training and awareness sessions: Employees often underutilise assistive features simply because they don’t know they exist.

A Smart Investment in Performance

Assistive technology is not just a compliance measure — it’s a productivity strategy. With thoughtful implementation, businesses can empower employees to perform at their full potential, improve collaboration, and strengthen operational efficiency.

The returns are clear: higher performance, reduced turnover, and a workforce equipped to meet the demands of the modern workplace.

If you would like to explore how we can help your organisation identify and implement assistive technologies that improve performance and engagement, please get in touch with us today.

Recently, I have noticed something surprising – employees are increasingly tuning out once-vibrant wellbeing programs.

In many modern programs, well-being is delivered as one-size-fits-all. Yet research shows the future lies in choice and agency – tools that allow employees to tailor their journey and choose what matters most to their lives. Embedding pulse surveys and bite‑sized learning tools helps us surface what actually works and adjust in real-time.

Statistically, workplace burnout has hit record levels in 2025. Forbes reports that 66% of employees said they are burned out, which is an all‑time high. Glassdoor mentions of burnout are up 32% year over year, and 85% of workers report at least some symptoms. These aren’t just numbers; they highlight that even well‑intentioned programs can feel performative or empty when delivered top-down.

The shift? Offer diverse options rather than broadcast mandates. That might mean investing in modular programs such as on‑demand coaching, optional mindfulness sessions, nutrition workshops, ergonomic assessments, or mental health check‑ins.

The point is to emphasize autonomy: let employees opt into what resonates, and embed continuous data feedback loops (via pulse surveys, recurring check‑ins) so interventions evolve rather than stagnate.

It’s also key to be integrating wellbeing into daily workflows, not siloed events. Those crucial informal moments like micro‑break reminders, manager check‑ins, walking meetings, tech‑free hours can reduce stress more sustainably than scheduled lunchtime webinars. And with the hybrid working world making these moments harder to capture, it’s more important than ever for employers to be consciously encouraging and making space for them.

Crucially, leaders need to be normalizing rest and boundary setting. Encourage the use of annual leave, respect disconnect hours, and publicize leadership modeling of healthy work patterns. And don’t just take our word for it, the data speaks for itself: in organizations recognized as top workplaces, high scores in reward, empowerment, and wellbeing correlate strongly with engagement and productivity.

This doesn’t mean abandoning wellbeing efforts, but shifting from ‘tell’ to ‘ask’. Asking people what helps, giving them choice, and iterating programs in partnership is how employers transform wellbeing fatigue into meaningful engagement and sustainable energy.

If you would like to discuss how we can help ensure your employees do not fall victim to wellbeing fatigue, please get in touch with us today!

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.