Companies that actively support and collaborate with charities are not only contributing positively to the wider community – they are also making a smart business move.

Research has found that those businesses that donate over 0.5% of turnover are twice as likely to experience enhancements in company reputation and are nearly 50% more likely to find it beneficial for recruiting and retaining staff.

Moreover, charity work fosters collaboration and cohesion among employees, breaking down social barriers by providing non-work-related topics for bonding.

Adopting a corporate social responsibility mindset enriches the ‘Social’ component of your ESG agenda and can also support Environmental strategies depending on the charities chosen.

To reap these benefits, employers must effectively engage their teams with the chosen cause.

How can employers achieve this?

Firstly, involve employees in choosing the charities to support. When the supported cause aligns with the company’s mission and values, as well as those of the team, it fosters immediate excitement and engagement. This could include supporting a charity for a cause that has personally impacted staff members. Identifying the mission is the first step, and encouraging employee involvement boosts enthusiasm.

Highlighting charity as a core value during recruitment and onboarding is also effective. This can include offering a set number of volunteer days in benefit packages, allowing employees to volunteer while still being compensated. Involvement in charitable projects during the initial weeks of onboarding can also serve as an icebreaker and assimilation tool.

And, importantly, find ways to make it enjoyable! Collaborate with charities to understand their fundraising methods, such as Race For Life or fun challenges like growing a mustache for Movember.  Whatever the cause – and whatever employees are doing – make an effort to sponsor some (or all!) of your team to take part to actively engage everyone and provide a change from the workplace.

Successfully engaging teams in fundraising and volunteer work provides access to numerous business benefits while contributing positively to society.

If you would like to discuss how we can support your engagement with charities and philanthropy, please get in touch with us today.

Grief is often linked directly to death. Our minds will picture someone who has lost a loved one, thus kickstarting the grief cycle – also known as the five stages of grief (denial, anger, bargaining, depression, acceptance).

But grief is more insidious than many employers and employees realize. Humans can feel grief for a variety of different reasons; we may grieve after a breakup, the time we wasted,  even knowledge or a skill set that has become outdated.

Just as loss comes in many forms, so does grief, and there are many instances in the workplace that can trigger the grief cycle. For example:

• Loss of a Team Member – Employees today are much more mobile – especially with the mass adoption of remote working. Workers may find themselves grieving the loss of a valued team member who has moved on in their career. Or they may grieve the loss of comradery they experienced when they worked side by side rather than virtually.
• Loss of a Leader – When a company leader moves on or retires, the stages of grief can flare to life. Leaders have a significant impact on a company and on team members. When leaders leave, it can take time to adapt to the workplace without them and employees may experience intense grief. To further complicate the experience, employees may be grieving while simultaneously having to adapt to a new leader.
• Loss of Expertise – Individuals can experience acute grief when the work itself minimizes their hard-earned experience or expertise.  New technology can lead to new skills and knowledge, resulting in a previous expert becoming a novice overnight. Constantly changing mandates, policies, or procedures can also prompt the grief cycle when workers lose their standing as the resident expert or go-to resource in a given field, process, or system.
• Loss of a Role – In-house promotions or job changes can result in compounded grieving. The new role has new responsibilities and requirements, which can emphasize a loss of proficiency. Concurrently, the newly promoted is no longer the go-to person for their previous role. This can manifest grief in those employees who relied on them as a resource. Sometimes, employees will deny the loss by expecting the individual to perform portions of their old job as well as the new role.

Sound familiar? These are just a few examples of the low- to mid-level grief employees can experience in the workplace. And while employees are going through this loss, employers may see an effect on productivity, engagement, and wellbeing. These reactions to loss are rarely recognized as grief behaviors and therefore take longer to understand and process effectively.

Employers who intentionally equip their teams with the mindfulness tools they need to recognize, acknowledge, and process their low-level grief can help employees advance to the ‘acceptance’ stage more efficiently, increasing overall employee wellbeing and engagement. Grief management activities can range from offering workshops around change management and grief in all its forms to actively promoting self-care and emotional intelligence. It’s also important for employers to highlight where employees can voice their concerns, reaffirming the wellbeing support available to the workforce.

It can feel silly to use such a heavy word like grief when talking about grappling with seemingly minor loss and change, but feeling loss is a very normal and common feeling that can have long-term, significant negative impact. Knowing how to recognize and manage grief can be a game changer in the pressure-filled retention and engagement arena. It can be the difference between working through a rough patch and being disrupted by a major roadblock.

If you would like to discuss how we can help build grief management skills and mitigate the effects of loss in the workplace due to change, please get in touch with me at amanda@orgshakers.com

Remote working isn’t going anywhere anytime soon. Since the pandemic forced companies to adapt their working styles to adhere to the strict conditions of lockdown, once we returned to normalcy, many employers opted to keep a remote or hybrid approach to work.

However, there have always been productivity concerns – especially from employers – around those employees who do work from home either full- or part-time. And there is some weight behind this concern; the Stanford analysis, which pooled the results of multiple studies, found a 10-20% reduction in productivity amongst those employees working from home.

There are many reasons for this, ranging from childcare demands, household duties, or simply just the ability to remain focused in an environment which was previously considered the antithesis of the workplace. As remote and hybrid working continues to remain popular amongst employees, it can be a great idea for employers who may be noticing a dip in productivity to promote some focus strategies for those working from home:

1. Create a Dedicated Workspace – when working from home, encourage employees to try utilizing a private space to operate from where possible. Whether this be a spare room, their own bedroom, or a different room in their home, it’s good to be able to have physical boundaries in place to distinguish to themselves and others they live with that in this space they are ‘at work’. This can also help prevent the lines between ‘work’ and ‘home’ from blurring too greatly, as it compartmentalizes these two things.
2. Don’t be Afraid to be Flexible – a great tip employers can promote is this idea of asynchronous work. When working from home, employees can be more flexible with their approach to their working hours (albeit within reason of being available for scheduled meetings and so on). This can help chunk the workday when operating remotely, allowing for time to tend to those distractions that may pop up when in the house.
3. Encourage Goal Setting – help employees stay on track by promoting short- and long-term goal setting. This enables tasks to be broken down into smaller, manageable chunks which can reduce the likelihood of procrastination and instead boost motivation.
4. Set Boundaries with Others – employees may be working from home with others in their home, such as a partner or roommates. Either way, the notion of working from home can sometimes be mistaken for ‘being at home’, mistakenly implying you are readily accessible for a chat or a task whenever needed. To avoid this, it’s important for staff to set boundaries with those they share a home workspace with, setting expectations by communicating that during these hours, they are unavailable as they will be working.
5. Foster Connections – 23% of remote workers reported to be suffering from loneliness. Whilst remote work has been received well overall, there are pros and cons to everything, and one major drawback of working remotely for some is the lack of social connection and camaraderie that it offers. This isolation can result in a lack of motivation, which has a domino effect on wellbeing and productivity. Employers can therefore encourage team collaboration through regular virtual meetings, peer check-ins, or accountability partnerships, as feeling connected to colleagues can help to increase engagement and focus and ward off those feelings of loneliness and isolation.

Working from home offers incredible flexibility and convenience, but it also demands intentional strategies to stay focused and productive. By promoting these tips and providing the right resources, employers can empower their remote employees to thrive.

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

1.6% of US adults identify as transgender or nonbinary – and 42% of US adults know somebody who is transgender. In the UK, 0.5% identified as having a gender identity  that differed from their sex registered at birth – around 262,000 individuals.

With such a sizable population, it’s so important for employers to be ensuring that they are building a workplace environment that is inclusive and welcoming of those gender nonconforming staff members. Especially considering McKinsey has discovered that more than half of transgender employees say they are not comfortable being out at work, with two-thirds remaining ‘in the closet’ in professional interactions outside of their own companies.

Transgender employees continue to face systemic barriers in the workplace, and employers must be breaking down these barriers and fostering an environment where trans and nonbinary employees feel safe and included. Here are some things to be considering when building a transgender-inclusive workplace:

• Gender Identity Inclusion Training – education is vital for fostering an inclusive culture. Many people may have questions or hold misconceptions about gender identity, and providing training can improve understanding and empathy across the organization, as well as equip employees with the tools they need to support an inclusive environment. Workshops could include topics such as how to use the correct gender terminology and the best way to approach, discuss, and correct pronouns.
• Establish Clear Policies – establish comprehensive policies that explicitly protect against discrimination based on gender identity and expression. While some companies have overarching anti-discrimination policies, transgender-specific protections may not always be included. Such policies communicate to all employees that the company values and upholds a clear commitment to inclusion.
• Inclusive Facilities – providing access to gender-neutral restrooms and changing facilities can make a significant difference for transgender employees. Where possible, workplaces should offer all-gender restrooms or allow employees to use facilities that align with their gender identity. In addition, ensure that dress codes are gender-neutral and allow all employees to dress comfortably in a way that reflects their identity.
• Trans-Inclusive Health Benefits – healthcare coverage is a critical component of transgender inclusion, as many transgender individuals face significant barriers to accessing gender-affirming care. When employers are designing or reviewing their benefit packages, they can work with insurers to ensure that coverage includes gender-affirming treatment such as hormone therapy and surgeries, as well as mental health services tailored to the needs of transgender individuals.
• Supporting Transitioning Employees – in the instance that an employee decides to begin their transition journey whilst in your employment, it’s important for employers to have a transition plan in place for supporting this employee to ensure the experience is as smooth as possible. This includes offering assistance in updating HR records, identification badges and other relevant information, as well as flexibility with time off or scheduling adjustments to allow for medical appointments and recovery time. It’s also important for employers to be prepared on how to support this employee with telling other colleagues about their transition.

A truly inclusive workplace doesn’t happen overnight, but the positive impact of cultivating such an environment is undeniable. And with the transgender and nonbinary population continuing to grow, it is more important than ever to be ensuring that your workplace is equipped with the tools is needs to support these employees and create a culture that is inclusive to all.

If you would like to discuss how we can help build these inclusion strategies into your business, please get in touch with us today.

We spend about a third of our lives at work, and so it’s therefore not shocking to discover that 75% of workers say they have formed lifelong friendships with their co-workers.

As humans, we naturally seek out connection. Socialising brings with it a wealth of benefits for our health and wellbeing, including better mental health and the promotion of a sense of safety, belonging, and security. But it doesn’t stop there – a study from Gallup also found that having close friendships at work results in improved productivity, retention, and employee satisfaction.

So it’s clear to see that there is a myriad of benefits for employers and employees alike when it comes to the fostering of social connections in the workplace…and yet, when you start to dig a little deeper, you begin to see that the types of employees who are reaping these benefits the most tend to be women.

There has always been this assumption that women will have a close-knit group of pals who they see and talk to on a regular basis. Whereas in contrast, male friendships tend to be less committal, and are usually bound by a shared activity or something transactional (like a sport). Interestingly, there is some psychology behind this stereotype – the intimate, face-to-face relationships between women have a lot to do with the fact that when women are stressed, they release the hormone oxytocin, which is believed to be the reason why women tend to be more maternal and nurturing. As a result of this, female friendships are based on emotional intimacy and connection, unlike male friendships.

However, as we have seen from the above research, the fostering and maintaining of close friendships can do wonders for your mental health. And this is likely why men tend to suffer with worse mental health, and why suicide is the leading cause of death for men under 50. A lot of men lack that social security blanket that close friends can offer, and don’t have a space where they can share the more intimate and emotional details of their life. And this stems largely from outdated ideas around masculinity and manhood, and that to share or express your feelings is ‘girly’.

Yet in actuality, it’s healthy! It’s healthy sociologically, psychologically, and even scientifically. One study published in the Journal of Clinical Oncology found that women with early-stage breast cancer were four times more likely to die from it if they didn’t have very many female friends. Conversely, women with early-stage breast cancer with a large group of female friends had a higher survival rate.

Social connection plays a vital role in our lives, and can even be the thing that ends up saving it. That’s why, for employers, it’s so important for them to be encouraging this culture of connection at work – especially amongst their male employees.

A great way of doing this is by starting up a Men’s Network or Group for male employees. This can be scheduled on a regular basis, and will be specifically designed to encourage men to talk about topics that are considered more ‘taboo’ – such as their mental and physical health. Creating that space to do this highlights that there is space for it – and I guarantee you will be surprised to see just how many male employees benefit from having such a space.  

If you would like to discuss how we can help create strategies to foster connection in your workplace, please get in touch with me at therese@orgshakers.com

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.