There has been a bit of a theme emerging in the world of work.
First it was the ‘quiet quitting’ phenomenon that swept across the 2022 workplace landscape.
Hot on its heels came the trend for ‘quiet firing’ which emerged in response to workers quietly quitting.
And so, to the newest edition – ‘quiet hiring’.
The term has been coined by the leader of Gartner’s research team, Emily Rose McRae, who describes ‘quiet hiring’ as a way to address an immediate need for the company. The business could hire external contractors. Or, if money is tight, they might shuffle existing team members around to fill the short-term gap that has opened up.
The latter approach is, however, higher risk as uprooting people from their roles might just prompt them to begin quietly quitting! Add to that the danger of someone feeling their original role was not valued if it could be put on hold and you have a recipe for a host of unintended consequences further down the line.
The problem with having all of these ‘quiet’ approaches is that they are all being carried out, well, quietly!
Employees found themselves struggling to communicate their need for boundaries at work, and so began to quietly build them themselves. Employers were struggling with communicating with staff who they felt were underperforming, and so began to quietly push them away. And now we have companies who are trying to quietly repair skill gaps, which could result in more quiet quitting … which will, in turn, lead to more quiet firing.
It is a vicious, surreptitious cycle which could be avoided if employers and employees spoke up rather than clammed up about their mutual needs and expectations.
This means encouraging and supporting a dialogue between managers and their direct reports about their wellbeing needs, as well as managers knowing how to help employees they feel may be underperforming.
And when it comes to filling those short-term gaps, the best approach is to be open with your people about what the company needs to do – and how you plan to do it. Then sit back and listen to what they have to say, because a productive two-way dialogue is always better than the sound of silence.
To get in touch with us about any communication and culture needs you may have, head over to our contact page.
Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020
With the pandemic altering the fundamental structure of work, many employers have been wading through several stages of grief as they realize there is no “returning to normal” and remote/hybrid working models are here to stay. As we venture into a new year – three years after the pandemic began – employers appear to be entering the final stage of grief: acceptance. And this ‘acceptance’ can help organizations thrive with the introducing of a Chief Remote Officer (CRO).
According to the State of Remote Work Report 2022, 60% of employers in the US require staff to work remotely or in a hybrid capacity. Now is the time for employers to embed remote work into their foundations and use it as an organizational tool. Employers who are intentional about remote working strategies will be able to build, innovate, and leverage their benefits, and this means clearly establishing how remote work will fit into your company and its culture.
This is where a CRO proves incredibly valuable; having an executive leader dedicated to optimizing remote and hybrid workers ensures a business can create and accelerate opportunity. The CRO finds ways of leveraging remote work in a healthy, productive, and profitable way for employers and employees alike.
They also design policies and programs that remove an individual’s work location as a critical factor for success. With McKinsey finding over 90 million American workers now working remotely or in a hybrid setting, the need for a specialized executive to coordinate and care for this aspect of work has become even more necessary.
Many more responsibilities fall under a CRO – establishing the most effective communication protocols, exchanging and gaining access to shared data, maintaining the organization’s culture, and repurposing the workplace to meet today’s business and workforce needs. Expanding the C-suite to include this new role reflects how many companies’ dynamics have evolved since COVID. Employee needs have changed – people value their time, recognize its importance, and are largely in favor of a remote working lifestyle.
Establishing a role like the CRO allows an organization to move away from being constantly reactive to remote and hybrid work. It is a proactive approach to meeting today’s business and workforce needs. Now is the time to begin looking at how you can best leverage this organizational tool – whether that be from an economic perspective, a people strategy perspective, or to further your environmental, social, and governance agenda. To discuss this topic further, please get in touch with me at email@example.com
Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020
As we enter the new year, many employers are conducting end of year pay reviews for their employees. This year’s pay trends are likely to differ from previous ones due to a variety of factors which may influence how leaders and workers approach their compensation strategy in the coming twelve months. Considering that a recent study by Willis Towers has revealed that 75% of organizations are struggling to win over new talent, it is critical for companies to actively improve their compensation IQ in order to be a viable talent competitor.
As there is a clear need for employers to improve their compensation IQ in 2023, consider the following trends that are rising in the compensation space as your organization looks into how best to reward talent.
Making the effort to invest in improving your compensation IQ as an employer can be the differentiating factors when it comes to your talent strategy in 2023. Amongst the rising inflation rates, the cost-of-living crisis and changing attitudes towards work, understanding how to leverage compensation as a way of making you stand out will help ensure you are bringing in the right people. To discuss growing your compensation IQ or reviewing your compensation strategy in more detail, get in touch with me at firstname.lastname@example.org
Copyright OrgShakers: The global HR consultancy for workplace transformation founded by David Fairhurst in 2020
Recently, Meta founder Mark Zuckerberg laid off more than 11,000 employees due to a drop in profits, and this saw shares in the company sink by almost 20%. This is all without mentioning the anonymous reviews being left by former Meta employees on Blind – with one of them claiming that “the metaverse will be our slow death”. Suddenly, after months of being told that the metaverse is going to be the next step in the working world, people have begun to question this sentiment.
The metaverse is being marketed as the saving grace of hybrid, remote and global working. A digital space where users can interact with a face-to-face element from the comfort of their homes, allowing for company culture to remain intact, as well as revitalizing the ability to socialise with colleagues. It’s great on paper – but the whole point of the metaverse is its paperless allure.
Which brings me to the question – do we actually need it? Aside from the new wave of HR-related issues that would have to be navigated, seeing the sudden drop in its financial potential has spotlighted the fact that the metaverse may be a solution looking for a problem.
When we look deeper into what it is offering, it is presenting itself as the next step after Zoom and Teams, but is it more of just a sidestep? Video calling allows for face-to-face communication and global communication with ease, and now, after lockdown, most people have been trained and come to terms with the ins and outs of remote work. Introducing the metaverse into the workplace – which does the same thing but sounds cooler – could bring on more confusion than it’s worth. It would require an entire new set of training for colleagues to understand how to use the virtual reality headsets, as well as the purchasing of said equipment.
And while avatars are meant to make interaction in the metaverse more personable, will they be able to capture the non-verbal cues that are just as telling as someone’s verbal communications? Or will it require employees to become fluent in Cybernese, the emerging non-verbal language of the digital world? On Zoom, we can still see facial expressions and, to a degree, examine body language, but would this be the case with an avatar that is mimicking your behavior, or would it require a new set of knowledge entirely?
There is obvious attraction for a digital world – and the strides that could be taken in more hands-on jobs (such as mechanical engineering and biomedicine) could be life-changing for the future. But in terms of office jobs, it may be pulling at the wrong lever. A recent poll that OrgShakers conducted seemingly confirms this, as 50% of respondents did not want to use the metaverse, 22% didn’t know what it was, and no one said they were excited about it.
And with products like Sneek – which allows remote workers to see their fellow colleagues as they work and jump into instant video chats with them – the concerns that hybrid work has brought are already being solved without the need to venture into a digital landscape.
As it stands, the metaverse’s integration into corporate life could go either way – but while up to this point I had been viewing it as a huge step forward in the way we work, I am now beginning to think that we all might be blinded by its hype.
If you are thinking ‘what on earth is Cybernese?’ you may be surprised to discover that it is a rapidly evolving language that we all need to become fluent in – fast. Because Cybernese is the non-verbal, online language we have all begun to adopt since the mass exodus from the office to remote and hybrid work.
In the physical world, the idea that body language, facial expressions, and tone of voice can communicate as much as the actual words coming out of your mouth is a familiar one. So, being able to ‘read’ people is an important skill which can give us valuable insights into what they actually think and feel about something (or someone).
With more and more interaction happening online, we are now having to interpret a whole new set of non-verbal signals – Cybernese.
For example, services like Zoom and Teams have become an integral part to working from home. And whilst now it is more difficult to decipher body language from just a person’s head and shoulders, there are other aspects of non-verbal Zoom etiquette which convey a whole new set of different meanings – intentional or otherwise.
Do you attend meetings with your camera off? A recent study found that 92% of US executives believed that employees who had their cameras off probably did not have a long-term future at their organization.
And what about the background you use when on a video call? What does it imply about you and the kind of worker you are?
It is no surprise that those who are already somewhat fluent in ‘Cybernese’ are Gen Z workers – they are digital-natives with an almost intuitive understanding of the internet and social media. Research shows that 98% of Gen Z own a smartphone, and almost all of them use social media in some form. For younger workers, myself included, understanding all the non-verbal nuances in the digital world is something that we just know how to do – partly because we were the ones who invented them!
Take the emoji for instance. Originally conceived as icons to help add expressions to your text messages, many emojis now hold hidden meanings that are much less obvious to those who have not grown up using them. If your manager is sending you an eggplant emoji to tell you they are having a veggie parmigiana for dinner, this may not quite come across as intended…
Pre-pandemic, ‘Cybernese’ existed primarily as a means for young people to communicate amongst themselves without the older generation understanding what was being said. This is not a new idea; in the Victorian era flowers were used to send silent messages, with different flowers holding different meanings. Similarly, in 1970s New York, many gay men would use a handkerchief code to signal to each other. So, having a hidden, non-verbal language is not a new phenomenon – but what is new is the sudden need for this language to be understood by almost everyone in order to avoid any potential mishaps.
‘Cybernese’ could open a potential communication gap between staff – especially those from different generations – and so introducing a new set of training for digital non-verbal cues would be a great way to ensure that employers and employees alike know exactly how to market themselves. And with Gen Z steadily flowing into the workforce, as well as remote and hybrid working becoming more and more popular, now is the perfect time to seize this opportunity.
To get in touch with us and discuss this topic further, head over to our contact page.
Imposter syndrome has sadly been a popular term going around recently. After having to navigate working through a pandemic and now adapting to the new normal of hybrid and remote work, many employers and employees have found themselves feeling somewhat out of their depth. A YouGov survey of 2,500 UK workers found imposter syndrome to be one of the most common mental health issues in the contemporary workplace, with nearly three in five (58%) of employees experiencing it. Similarly, a study in the US found that 65% of professionals suffered from imposter syndrome. The prevalence of this feeling in today’s world means that this is no longer something that we should label as a problem predominantly facing women.
But where do these feelings stem from? And how can employers aid those who find themselves questioning whether they deserve to be in their position?
Feeling like an imposter can be brought on by a number of things, but these can be filed under two main factors – internal and external.
Internal imposter syndrome is in reference to those who suffer from anxiety and self-doubt, sometimes on a debilitating level, that is triggered by the individual’s internalized stories. They will lack the confidence to speak up because they are constantly second-guessing themselves and their capability, and this mindset can fester and grow as time goes on. Often times, it will be newer hires who have fallen short or made a mistake upon starting, and in their attempt to be mentally tough and analyse what they did wrong, they can end up planting a seed of doubt that blooms over time.
External imposter syndrome examines the environment someone is entering. Many employers will look at hiring more diverse candidates to bring in new and fresh perspectives, but these candidates can find themselves feeling like imposters if they are entering into a culture that has been set in its ways for a while and they repeatedly find themselves being ‘shut down’. In this sense, this is a sign that the culture needs to begin evolving to incorporate new ways of thinking so that everyone can benefit from it.
Regardless of what has provoked these feelings, a growth mindset approach to both can help tremendously with combatting this ideology of self-doubt. If its internal, leaders can coach their employees who are suffering, or refer them to an external coach, who can help to recalibrate the way they perceive themselves and their capabilities – spinning the idea on its head to go from, ‘why don’t I know this’ to ‘I don’t know this yet, what can I do to accelerate my learning and development in this area? ’. The label ‘imposter’ can be a harmful one and carries heavy connotations that are not usually applicable – you are not an imposter if you don’t know how to do everything, and that’s completely fine. It can be as simple as reminding staff that they were hired for a reason, so they have already earned their place at the table. Another great way of getting this across is by regular acknowledgment of contribution and feedback – reassurance from those that work above you can go a very long way.
This same logic can be applied to external imposter syndrome. If you have hired someone to bring in a fresh perspective on a new market, for example, then naturally their ideas are going to vary. To avoid making them feel alienated from the get-go, you can explore ways to allow for new ideas to be brought forward. A few ideas include:
This also allows time for the culture to organically adapt to changes.
It's important for any employer to recognise that anyone who finds themselves in a new position – regardless of their hierarchical position – may begin to feel like an imposter of sorts. If you ensure that you have an inclusive culture that encourages communication, then employees will feel comfortable in seeking some support for the way they are feeling. Having coached many executives who have experienced these feelings of doubt, I know first-hand how important it is to address this before it becomes embedded. If you need further guidance on how to approach imposter syndrome in your workplace, you can get in touch with me at email@example.com
As we venture into this new year, none of us can be sure what the future holds. However, with ‘unprecedented’ events becoming commonplace this decade, there are sure to be more than a few surprises in store for employers over the next 12-months.
But the truth about ‘surprises’ is that very often we will have had an idea they were coming our way. So, whether it’s based on the extrapolation of an established trend or simply ‘gut instinct’ based on years’ of experience, we asked the OrgShakers to predict what will be surprising us in 2023.
What we do know for certain is that 2022 brought with it many unexpected surprises that had a great effect on the working world, and so as we venture into 2023, OrgShakers are ready to help employers optimize every opportunity that comes their way. To get in touch with us about your people strategy or organization dynamics, head over here.
2022 was yet another memorable addition to the 21st century’s ‘roaring twenties’.
With the working world still adapting to the changes that the pandemic brought, as well as the rise of the metaverse and the cost-of-living crisis, there are a lot of things that employers, upon reflection, may want to leave in the past so that they can focus on the new year – and new opportunities – that lay ahead.
The OrgShakers team, therefore, have put together a list of thoughts that we think organizations should leave in 2022 in order to propel them upwards in the year to come:
If you want to get in touch with us surrounding any of these points, you can do so here!
For many around the world the festive season is upon us once again – a time of celebration, family gatherings and neighbourly sharing. These days, it is also underpinned by a flurry of purchases to achieve the idyllic picture of copious presents sitting under the Christmas tree. And as our TVs and social media feeds fill up with retail adverts encouraging us to part with our hard-earned cash, it will be no surprise to hear that online sales have increased by almost a trillion dollars worldwide between 2020 and 2021.
Whilst the COVID pandemic accelerated this trend, using the internet to buy goods has already become second nature to many of us. The rise of the online marketplace is something that employers are keenly involved in, and make most of their goods and services accessible from in order to apply to the largest group of consumers.
And yet, if companies were to take a step back, they would see that there are 10 million people lacking basic digital skills in the UK alone. This is a vast pool of potential clients who are unable to access those online services and interact with the world of e-commerce, which is a large potential profit being lost, especially during the holidays when commercialism is booming.
Signposting and providing alternative options and channels for customers to communicate with your organization will help to open your virtual business doors to those who were previously being excluded as they didn’t know how, do not have, or cannot use the digital technology of today. Upskilling those staff who are customer-facing will also help widen communication abilities – but this brings into question the digital competency of your staff, too.
If we look more closely, there is a large potential pool of talent that is being iced out due to a lack of digital proficiency. The recent FutureDotNow report, which examined how many people could complete Lloyds’ Essential Digital Skills for Work tasks, found that only 32% of the UK workforce were able to complete all 17. And yet, a report published by Oxford Economics has discovered that by 2030, 75% of jobs will require advanced digital skills.
What we are seeing is that workers and consumers alike are yet to fully develop their digital abilities, and so if a company is not finding alternative ways to access these groups of people, then they are at risk of missing out on a large opportunity to increase their market scope as well as their hiring potential.
Employers should also consider offering training to new staff in their digital comprehension, as this will ensure that everyone has the desired skills they need to be able to successfully achieve at their place of employment. This also means that all the experience that has been gained from those older workers who are less tech-savvy will not go to waste, helping to further enrich and diversify your talent.
To discuss any of these topics further, or for guidance on how to create an accessible business model, get in touch with me at firstname.lastname@example.org
The holiday bonus is carrying a lot more weight this year. With financial concerns at an all-time high, many employees may find themselves eager to receive an additional monetary gift more than ever this holiday season. And while WorkNest found that nearly a third (30%) of employers are planning on giving staff one-off bonuses, this still leaves a majority of companies who either do not have the means to offer one or have not considered it.
However, an end of year bonus doesn’t necessarily have to be money. Whether you are a small organization who cannot afford to offer gifts, or you would like to give something a little different this year, here are some fun and cost-friendly alternatives to show employees gratitude this time of year:
Whichever way an organization chooses to show their appreciation for their employees this holiday season, there is one key piece of advice that leaders need to remember:
It’s all about the messaging. As with any reward or recognition, the communication which accompanies the gift is very important. Ensure that any gift, activity or experience substituted for a monetary reward clearly expresses gratitude and shows how you have your employees’ interests front of mind when choosing them. Happy employees will lead to healthy business – and this is the ultimate goal.
If you would like to get in touch or need further guidance on how to approach an end of year bonus, you can contact me at email@example.com
The holidays can be a trying time. At a time when you are expected to be jolly, you may find it shameful to feel anything but that.
And yet, the reality is that this time of year can be difficult for some of us, for varying reasons. For one thing, loneliness at the holidays is always a big concern. With all the festivities that are happening around us, especially Christmas, there is this connotation of inclusiveness and togetherness that can be a stark reminder for some of their own lack of company. The holidays have come to symbolise family, and so for those who may have fractured familial relationships or have lost loved ones, it can be difficult not to feel a sense of shame or embarrassment to have to admit to your own isolation. Research conducted by Mind confirms this, with over a third of people (36%) being too embarrassed to admit they are lonely at Christmas time.
There are also those who may be suffering with religious trauma. This time of year can be very triggering for those who have been brought up in strict religious households but have been on a journey of faith deconstruction into their adulthood. Being forced to take part in religious-based traditions in order to see their family can leave them feeling emotionally drained, and can lead to them feeling the need to pull away during this time.
And lastly, this year is particularly hard on us all financially. The commercialisation of Christmas is a consistent reminder that this is a time for giving and spending, but with the cost-of-living crisis touching the majority of us – Go.Compare Energy found that one in six UK households will not be putting up lights this year to save money – this can lead to increased feelings of stress and guilt at not feeling you are able to provide a ‘perfect’ Christmas. More than two in five people have reported feeling stressed during the holiday season, and just over a quarter of people (26%) say that the Christmas season actually makes their mental health worse, according to a YouGov survey.
Inevitably, all of these stresses and wellbeing concerns are going to leak into working life – so how can employers look to offer that little bit of extra help during the holiday season?
My biggest piece of advice would be to actively ask questions and actively listen to what your staff have to say. When in a managerial role, it can be very easy to fall into the habit of asking closed questions to staff, such as “Do you have any plans for Christmas?”. Nine times out of ten the answer will be ‘yes’ even if that is not the truth, so managers need to take it that next step further. Follow up with, “Oh, what are you up to?” – this immediately signals that you are genuinely interested and want to listen, and therefore you are now more likely to receive an honest answer.
Supporting the financial and emotional wellness of your staff can be difficult – you may already feel like time is escaping you – but placing that focus on your team members is a pillar of the managerial role. Even if you don’t have the answers, showing that you care enough to ask the right questions can make all the difference.
It comes down to taking accountability for your staff and making that effort to be self-aware during what is a potentially trying time for some members of your team. Making them feel comfortable, safe, and like they can confide in you will promote openness in your workplace culture and help ensure that performance can be maintained, as well as your staff being properly supported. Even if it is something as simple as sending out a group text or email on Christmas Day – it’s not a necessity, but one minute of your time could make someone feel that little bit less lonely amongst the festivities.
If you would like to discuss these topics further, you can get in contact with me at firstname.lastname@example.org
In discussing the current diversity, equity, and inclusion (DEI) agenda with thought leaders from the US and the UK, we have gained valuable insights into the way global events are shaping DEI strategy and practice in organizations.
A challenge raised in both conversations is that the scope of DEI has undeniably widened, primarily due to the massive societal strides that have been taken over the past few decades. Now, for example, financial wellbeing, mental health, and organizational culture all fall to DEI, as well as the recruitment and onboarding of people from an ever-widening mix of diversity dimensions.
This was the main subject of the discussion with our two UK DEI specialists – Sue Johnson and Therese Procter. They pointed out that failing to provide additional resources to deliver against this expanding portfolio risks the impact of DEI initiatives becoming diluted. To mitigate against this, companies need to consider employing a DEI specialist at board-level.
This aligns with Marty Belle and Conrad Woody’s conversation – which looks at DEI from a US perspective – in which they highlighted that inclusion starts with senior leaders acting as authentic role models for the required workplace behaviors.
A senior leadership team and board of directors that understand what inclusive behavior looks like will make inclusive decisions. And the best way of ensuring that the DEI dividend these decisions can bring is achieved, is by having a dedicated, senior DEI leader who can ensure inclusion remains at the top of the organization’s agenda.
With a diverse workforce comes diverse thinking, and this broader spectrum of perspectives will help when examining problems, as well as bring new ideas to the table. This can give you an advantage as an employer, as it means that the products and services you offer will more likely be accessible to a wider breadth of different types of people.
What these conversations have highlighted to us is that despite having an ocean between them, UK and US employers both recognise the importance of having an effective DEI strategy – and the performance dividend it can deliver. And by understanding their shared perspectives, we can help all organizations in implementing these strategies more effectively. So, if you are a business who would like to harness the power of DEI in your workplace, get in contact with us here.