In the workplace, digital communication has become a staple. Emails are now sent in favor of phone calls, instant messages have replaced the slow back-and-forth of physical meetings, and having all of our work needs condensed onto apps on our phones means that we are always contactable at all times of the day.

However, too much of anything isn’t always good, as all these technological advancements do come with a price: ping fatigue.

‘Ping fatigue’ is a type of mental exhaustion which is brought on by constant notifications from work-related tools such as email, instant messaging apps, task management systems and calendar reminders. Employees are battling with a tsunami of pings all throughout their day that can lead to feelings of distraction and overwhelm that ultimately hinder their productivity and wellbeing – even though the goal of these time-saving services is to make life easier. And the lines become even more blurred when we consider remote and hybrid working arrangements, as the boundaries between work and home can sometimes start to blur in an unhealthy way that can make it hard to know when to truly switch off and silence those pings.

Interestingly, cognitive research has found that it takes an average of 23 minutes to refocus after an interruption. In other words, each new notification can actually end up disrupting an entire workflow, even though it is intended to be a gentle ping reminder. With micro-tasks constantly beckoning workers for their attention, this results in employees spiralling into a perpetual state of multitasking that will increase the likelihood of errors and stress.

So, what can employers be doing to help mitigate this rising ping fatigue?

• Establish Clear Communication Protocols – set guidelines for when it’s acceptable to send messages or initiate meetings (for example, only during specific hours or with expectations for a delayed response outside of work hours), and encourage teams to establish specific times in the day for deep work without interruptions. During these designated hours, employees could disable their notifications so that they can focus without feeling pressured by incoming messages.
• Limit Notification Settings – employers should advise employees to customize their notification settings across different platforms so that they only get alerts for critical messages. This could look like prioritizing direct messages over group chats to help minimize interruptions, or setting your applications to ‘do not disturb’ during focused work hours.
• Promote Mental Wellbeing – encourage employees to take regular microbreaks throughout the working day, as this has been proven to help with the management of stress. If employees actively set aside little pockets of time to take a moment for themselves away from their avalanche of pings, this can really help towards the management of their mental wellbeing.
• Provide Awareness Training – make an effort to educate employees around the impacts of ping fatigue, and offer workshops or training sessions on managing notifications, time management, and setting boundaries when digitally communicating.

Ping fatigue is becoming increasingly common in workplaces around the world. Although digital tools have transformed the way we work, they have also introduced new challenges for employers and employees alike. However, when used strategically, and with an emphasis on high-quality work and well-being rather than constant availability, these tools can help organizations foster a healthier and more fulfilling environment for everyone. If you would like to discuss how we can help foster this environment through mitigating ping fatigue, please get in touch with us today!

Not all employee turnover is detrimental. In fact, when an unreliable, high-maintenance, under-performing individual leaves, managers and colleagues alike will often breathe a sigh of relief.

However, when a top performer makes an abrupt departure, it can leave managers and their teams in a difficult situation:

1. Direct Costs: When a valuable employee quits, you incur the direct costs of recruiting, onboarding, and training their replacement to get them up to speed.
2. Lost Investment: The great employee you worked hard to recruit, onboard, and train takes their talent (and your investment in them) to another employer. When you lose a relatively new employee, the impact of your lost onboarding and training investment is even higher because the sooner they leave, the less time you have to make a return on your investment.
3. Disruption to Workflows and Relationships: Any time an employee voluntarily quits, your company experiences a disruption in workflow and work relationships (both internally and externally). The vacuum they create also typically increases the work burden on your remaining employees. When a top performer makes an abrupt departure, it can magnify the disruption and stress on your team.
4. Copycat Departures: When good employees leave, it sometimes triggers other unplanned departures. Remaining employees may question their own loyalty to your organization or be directly recruited by the former employee’s new employer.
5. Loss of Proven, Reliable Talent: High voluntary turnover among good employees diminishes the strength of your internal talent bench. A “revolving door” makes it nearly impossible to develop home-grown talent for other positions throughout your organization and up the ranks.

However, organizations can take control of unplanned turnover by CHARM-ing their employees?

Most organizations have processes such as ‘Exit Interviews’ in place to try to understand why employees are leaving. But this is only part of the battle; employers must be able to swiftly enact CHARM-ing strategies to attract, retain, and develop their workforce.

1. Committing to your vision and ensuring your culture aligns with the company’s values as well as the type of person you seek to employ.
2. Helping your leaders navigate the changing scope of work and equipping them with the tools and resources needed to inspire, coach, and develop their teams. Helping your employees manage competing priorities, their growth, and outside factors that can cause stress.
3. Attracting the best talent by partnering with your HR teams to maximize results in recruiting. Focus on the type of person you want to employ and what they want in an employer. When you identify those qualities, use them as the foundation for your recruiting strategy.
4. Re-recruiting your good people! Retaining key talent needs to be done with the same energy that you invested in recruiting that talent in the first place. Consider implementing a twice-yearly “stay meeting” for employees – think the polar opposite of an “exit interview” i.e.: “what do we need to do to ensure you stay?” Vs “what did we fail to do that made you leave?”.
5. Motivating your people by taking the time to know what’s going on in their work and personal lives and offering support. Take care of work-life balance and recognize your people’s achievements. People become most motivated when their leader shows interest in their whole lives and not just work output.

The OrgShakers team has extensive experience in analyzing why employees are leaving, where they are going, and what will attract and retain your ideal employee.

If you would like insight into how Unplanned Turnover is impacting your organization – and guidance in developing your strategy to take control, please get in touch at: hello@orgshakers.com.

The theme of bettering ourselves is prominent as we head into a new year. Many of us endeavour to make changes to ourselves and our lifestyles, often spurred on by a new year’s resolution or two. But how do we increase the chance that our resolutions will stick around past January? How can we avoid the February fizzle?

Good news: we know something about managing change from our work lives and those best practices can help us with the changes we want to make outside of the office. When you think about it, rolling out a new performance management system or reworking an internal communications strategy can be straightforward, as they rely on the more technical aspects of change. We create new processes, document new procedures, and train teams on what to do differently.

But when it comes to mindset shifts – getting people to think differently – the challenge is greater. Changing a mindset goes beyond altering the way we do things – we have to alter the way we perceive the world around us, and this requires time, intention, and effort. Adapting a few best practices from change management can help:

• Set a clear objective and definition of success

Ask yourself: Why am I trying to adopt this new mindset? What do I hope to achieve? Perhaps you want to develop a more growth-oriented outlook or become more patient in your leadership style. Without a clear objective, it’s difficult to measure progress or stay motivated.

In change management, we establish clear success criteria and milestones. When managing your own mindset shift, it helps to do the same: define what successful change means to you. Is it when you instinctively approach challenges with curiosity instead of frustration? Or when your team starts to notice and appreciate your more open-minded approach? Defining success helps keep you focused and provides a sense of achievement along the way.

• Prepare your stakeholders and create accountability with supportive partners

Every mindset shift has a ripple effect on those around us—whether it’s our colleagues, friends, or family. Ask yourself: Who are my ‘stakeholders’ in this change? How might my new mindset affect them, and how might they react? Providing some ‘advance notice’ to those affected can help manage expectations and foster support.

Accountability partners can dramatically increase the likelihood of a successful mindset shift. Just as we engage sponsors and champions in organizational change efforts, we can enlist trusted colleagues or friends to act as our personal support network. These individuals can provide encouragement, offer feedback, and help hold us accountable.

• Build in some structure

In the workplace, we implement policies and tools to support technical change, so think about how this can be adapted for personal mindset shifts: structural changes might include setting up reminders, scheduling regular check-ins with your accountability partners, or keeping a journal to track progress and reflect on lessons learned. These reinforcements create an environment conducive to lasting change.

• Be kind and patient with yourself

Finally, be realistic and kind to yourself. Organizational change takes time, and so does personal transformation. Don’t expect an overnight shift. Set realistic expectations for how long it might take for your new mindset to become second nature and remember that setbacks are part of the process…the key is to keep moving forward, one step at a time.

You may be thinking: “Best practices from work?  Really?” This approach may feel like overkill, but it is great way to demonstrate respect for your efforts through good planning. Applying proven change management principles to personal change increases the likelihood that your new mindset will take hold, and come February, those changes will be here to stay.

If you would like to discuss how we can help you build or strengthen a change management mindset, please get in touch with me at gordon.robinson@orgshakers.com or via our website.

Statistically, most of us will have a furry friend waiting for us at home; over half of UK adults and a whopping 66% of US households own a pet of some kind!

It’s very common for our pets to hold a special place in our heart, as they are considered just as important of a family member as anyone else. However, if an employee’s child were to fall ill or be in need, most employers would insist that they go and attend to them…but this isn’t necessarily the case when it comes to pets.

There is a bit of a grey area around the sudden need to have to care for any animal, as they don’t quite fall into the same category as needing to care for a family member…from a technical perspective. But from an emotional perspective, most employees would want to be able to care for their animals’ wellbeing, but it’s more than likely they wouldn’t be afforded the same leniency with paid time off (PTO) to do this.

Until now?

A new bill has recently been proposed in New York which updates the Earned Safe and Sick Time Act to allow workers to use sick leave to care for certain animals. If the bill were to go through, employees would be able to take time off for a “companion or service animal that needs medical diagnosis, care or treatment of a physical illness, injury or health condition”.  

The proposition of this update stems from the fact that pets are able to significantly reduce stress, anxiety, and depression, as well as lower blood pressure. They can also provide emotional support and a sense of purpose, and so naturally if our pet were to become unwell, an owner would become distressed. This emotional strain can then easily begin to spill over into one’s working life, which will ultimately lead to an impact on focus, productivity, and general wellbeing.

However, there is some division when it comes to the popularity of introducing such a policy; People Management conducted a LinkedIn poll which found that 55% of respondents were in favor of this policy but 45% were opposed, highlighting a significant divide.

In some ways, it might be strange to consider offering PTO to care for pets in the UK when only recently was the Carer’s Leave Act introduced, allowing employees to take up to a week of unpaid leave off to care for a member of their family. If at the moment only unpaid leave is being offered to care for an elderly or unwell family member, than it may seem like a jump to be offering paid leave to attend to a pet.

Or is it simply time for employers to be offering paid leave for both? With some states like New York offering ‘Paid Family Leave’ to care for an elderly parent with a serious health condition, and considering offering PTO for the care of sickly pets, is New York leading the way in understanding what employees need and what would attract them to a workplace?

We will have to wait and see.

What did you dream of becoming when you were a child?
And how close have you come to achieving that dream?

If your answer is “nowhere near” you’re not alone! In fact, only one in ten Americans say they are working their ‘dream job’.

This reality gives rise to frequent “if only…” moments for employees. “If only I’d stuck with that course.” “If only I’d studied for a different degree.” “If only I’d chosen that career path instead of this one.” The list goes on.

Research has found that a whopping 94% of employees regularly think about these alternate paths, with only 6% claiming they never or almost never entertain these thoughts. Indeed 21% of workers reported that they have these “if only” thoughts “often” or “almost always”!

And this is having a direct impact on business performance, as these employees tend to be more distracted, daydream more frequently, take breaks and days off more often, are less engaged, and are more likely to be searching for other jobs.

In today’s world, it’s easy to fall victim to this spiral of thoughts due to the multitude of choices we constantly face. LinkedIn’s Easy Apply option, for example, makes speculative applications for a new role simple and undemanding.

This may be a great way for an individual to scratch their “if only” itch, but it has driven a surge in the ‘apply anyway’ trend, with a 2023 report finding 73% of recruiters reporting a lack of qualified applicants for roles as the biggest challenge in the hiring process.

Given all of the above, it crucial for employers to address and redirect these “if only” thoughts into creative and innovative outputs. Here are some strategies to consider:

• Recognition: Acknowledging employee contributions is essential for boosting engagement. Quantum Workplace conducted research which discovered that when employees believe management will recognize their efforts, they are 2.7 times more likely to be highly engaged.  By regularly reminding employees of their value to the company and demonstrating how their work directly contributes to the business’s success, employers can reaffirm that their job matters and the choices leading them there were meaningful.

• Role Flexibility: Creating opportunities for ‘job crafting’ is an effective way to diminish “if only” feelings. Allowing employees to innovate within their roles and incorporate personal passions fosters fulfillment. Managers should strive to understand their employees’ talents and interests, finding creative ways to integrate these elements into their work. This approach helps align an employee’s identity with their job, reigniting their engagement and commitment.

• Internal Locus of Control: In psychology, individuals with a high internal locus of control  believe they have significant control over their behavior and view outcomes as a result of their actions rather than external factors. Coaching employees to develop this mindset can help them respond productively to “if only” thinking. When employees feel empowered and responsible for their successes, they are less likely to be distracted by past choices and more focused on their current roles.

It’s natural for employees to occasionally wonder about alternate career paths. While harmless reflection can be beneficial, those who find themselves stuck in the past may need support to move forward. HR practitioners play a vital role in guiding employees through these thoughts and helping them find purpose and engagement in their current roles.

If you would like to discuss how we can help improve your employee engagement levels by optimizing the wonderment of “if only”, please get in touch with us.

Together, we can transform these reflections into productive and fulfilling experiences for your workforce.

OK, so what do you think the office is really for?

What was once seen as a logical and efficient way of working has now been brought into question by the “work-from-home” / “return-to-office” tug-of-war which has broken out between employees and business leaders in many organizations.

So, to work out where we’re going – we first need to rewind.

From the 15th-century scriptoriums of medieval monks to the modern skyscrapers dotting urban landscapes, the ‘office’ has always been in a shifting state with innovations like artificial light, telephones, typewriters, elevators, and computers progressively reshaping the working environment.

Then came the lockdown. An abrupt shift that turned traditional office dynamics upside down. Those able to work from home found their productivity and job satisfaction often increased. Today, nine in ten jobseekers say hybrid work is now as important as financial benefits.

This shift challenges employers to rethink how office spaces can boost productivity while supporting employee well-being in remote settings. The strategy for this transformation focuses on policy, place, and purposeful leadership:

• Policy: Clear and well-communicated hybrid and remote work policies are essential. Define when employees need to be in the office and when they have the flexibility to choose. Transparency in policy-making fosters trust and loyalty.
• Place: Office space must cater to diverse needs. Some employees may need a quiet workspace every day, while others might prefer the office for collaborative tasks only once a week. Whether it’s a Superdesk for collaboration or cubicles for concentration, the office should accommodate various working styles.
  But beware! There is no ‘best way’ to do it – a recent study found that actively trying to make creative office spaces could be stifling creativity, whilst another discovered that changing from cubicles to open-plan saw a 70% drop in face-to-face interactions!
• Purposeful Leaders: Leaders play a crucial role in implementing these policies and ensuring the office space delivers value. Effective leaders highlight the benefits of coming to the office, promoting collaboration, and enhancing company culture. This can transform the office from a chore to a place employees are excited to be.

Employers must recognize the benefits of hybrid and remote work, leveraging these models to optimize productivity rather than viewing them as obstacles. The purpose of the office is evolving, and it’s time to lead this change.

We are here to help you navigate this transformation, optimizing organizational effectiveness in hybrid work, crafting policies, and coaching leaders to meet your company’s unique needs and those of your workforce. So, to continue this conversation, you can either head over to our contact page, or reach out to me directly at andy@orgshakers.com

The HR world has been known to love a buzzword – ‘quiet quitting’ immediately springs to mind as one from the previous years that has loomed particularly large.

And whilst buzzwords are inherently designed to be catchy, memorable phrases, they also signify potential issues that employees are having and help guide employers in the direction of identifying the root cause of these issues and correcting them.

So, in that spirit, let’s take a look back at some of the new, popular buzzwords and phrases that emerged in the last year, and see which of these may still be something for employers to look out for as we head into the bulk of 2025:

• Hushed Hybrid – many companies were issuing return to office mandates over the course of 2024, and this consequently saw the emergence of ‘hushed hybrid’. This is when, despite company policy, managers would continue to quietly allow some employees to continue working from home or working flexibly. The debate between working from home and working in office has been ongoing ever since lockdown was lifted, so it wouldn’t be far-fetched to assume that this topic may continue to be prevalent this year.
• Quiet Vacationing – 37% of millennial workers admitted to ‘quiet vacationing’ in 2024 – that is, taking time off work without telling their managers under the guise of working remotely. However, whilst this sounds like millennial workers slacking off from work and using the autonomy of remote working to do so, there may actually be a deeper reason behind the emergence of this trend. Most notable, millennial employees tend to be the ones who have school-aged children/elderly parents to care for, so is ‘quiet vacationing’ happening in response to a lack of flexible working arrangements being offered?
• Workation – in contrast to quiet vacationing, a workation acts as a combination of ‘work’ and ‘vacation’ and is defined as taking a break from the work environment but not the work itself. This has emerged as an innovative way to seize the benefits of remote working and the fluidity of working across time zones, as now employees can work remotely during the day and then enjoy the fruits of a vacation in the evening. However, does this work for all employers? And should employees have to disclose whether they are on a workation?
• Coffee Badging – it may sound a bit strange, but ‘coffee badging’ is when an employee comes into the office very briefly, taps in with their identity card, then grabs a coffee and mingles with colleagues for a short stint before leaving to work the rest of the day from home. It’s a presenteeism cheat sheet in the face of the increased return to office mandates, and further highlights (much like hushed hybrid!) that the conversation around in-office working and remote working is still very much an ongoing one.
• Resenteeism – a new term that has emerged which was coined by RotaCloud, ‘resenteeism’ describes an employee who remains in their current job despite being overtly unhappy there and resenting the environment they work in. This trend has emerged because of the cost-of-living crisis, as with the economic uncertainty that this has brought, employees have become less willing to sacrifice the security of their current job despite their rising resentment. 

As we can see, there is some clear overlap in the above buzzwords and what may have ignited their creation, and it is also clear that many of the catalysts for these catchy phrases are still issues that employers are grappling with today…so, if you would like to discuss the causes surrounding these trends and how we can help manage them, please get in touch with us today!

Or, if you would prefer to have a chat with one of our experienced HR professionals immediately, you can now book in an hour slot with an OrgShaker of your choosing to discuss anything and everything to do with HR, where we can offer you immediate advice and strategies right there and then. To find out more, head over to the OrgShakers CL!CK page on our website.

The New Year is always a time for reflection, and more often than not, this can lead to us reevaluating what things have been bringing us purpose in our life and where in our lives this purpose can be found. This is where The Purpose Effect: Building Meaning in Yourself, Your Role and Your Organization by Dan Pontefract comes into play.

Dan is a leadership and culture change strategist, a keynote speaker with over two decades of experience at companies such as SAP, TELUS, and Business Objects, and an author to a number of bestselling books.

In his book The Purpose Effect, Dan combines his years of experience with swathes of research on employee engagement to create a work about the three crucial areas of purpose that result in the Purpose Effect: individual, workplace role, and organizational. 

Purpose-driven organizations focus on more than just profits. They align personal, organizational, and role-based purposes, benefiting both employees and society. When these elements align, employees feel fulfilled and engaged, contributing towards better work. If there is a mismatch between an employee’s personal purpose and the organization’s goals, it can ultimately lead to dissatisfaction.

This is where the Purpose Effect comes in, and it arises from three main factors:

1. Personal Sense of Purpose: Employees need to have a motivating purpose. This involves growth, defining life goals, and maintaining ethical behavior. Employees should be continually asking themselves how they are evolving and how they want to be perceived at work.
2. Organizational Purpose: This defines why the company exists. It reflects the company’s principles, ethics, culture, and commitment to fair practices. Fair compensation, performance management, and recognition are essential for aligning employees with a company’s purpose.
3. Role-Based Purpose: Each employee’s role must align with their personal and organizational purpose. When employees see their work as a ‘calling’, they are more likely to engage with said work.

Dan’s book teaches employers how they can find what he dubs the ‘sweet spot’ – this is the intersection of personal, organizational, and role purposes. By achieving this alignment, leaders will be able to foster a community spirit within the organization that will lead to a more productive, motivated workforce, as a company without a clear purpose may struggle to attract and retain top talent.

If you would like to discuss how we can help implement the best strategies to achieve the Purpose Effect, please get in touch with us today!

In the meantime, be sure to grab a copy of The Purpose Effect – you can head over here for the US and here for the UK.

Last year, we asked the OrgShakers team what practices and ideologies they thought employers should be leaving behind as they ventured into the New Year.

Now, as another year comes to a close, we wanted to see what they believe should be left behind in 2024 in order to help propel sustainability and growth in the year to come:

• Our Founder David Fairhurst believes that the end of the year is a great time for HR leaders to be considering their key areas of focus for 2025, and this includes looking at what practices should be left behind in order to foster more innovative, inclusive, and employee-centric workplaces. This could be done by adopting outcome-centered models of managing performance, or placing a greater focus on strategic workforce planning to ensure the workforce is a future fit, or even looking into comprehensive wellbeing strategies to avoid employee burnout, to name a few. But what’s important to remember when looking at new practices is to be realistic, and this can be done by thinking of HR strategic objectives on three levels:
  • What are the basics that need to be maintained?
  • What are the areas that must continuously improve?
  • What are the big moves we need to focus on which will offer a transformative impact?
• Anya Clitheroe would like to stop hearing managers complaining about the Gen Z workforce! This year she has heard so many managers making the blanket statement that Gen Z have been spoilt and they don’t want to work hard or that they don’t show any initiative. Instead, Anya would like them to find a way to engage the younger workforce in a way that interests them. Have they clearly communicated ways of working expectations, and have they found out what does motivate them? At the very least, they need to see that not every Gen Z can be identical in their workstyle preferences!
• Speaking of leaders, Marty Belle believes that employers should leave behind rigidity and paternalistic leadership operating styles. These areas of inflexibility include enforcing Return to Work practices in cases where remote workers are more productive, or only offering fixed work schedules without taking into consideration some workers may not be morning people and would choose to work mid-day rather than early morning. Additionally, more flexible scheduling would accommodate childcare needs and parental involvement in their children’s extracurricular activities.
• Building on this, Lauren Kincaid believes that employers should be leaving behind a one-size-fits all approach when it comes to employment policies and employee benefits. The more personalized the employment experience, the more seen, heard and valued an employee feels, resulting in better employee engagement, loyalty and performance.
• Echoing Marty’s sentiment of rigidity, Sayid Hussein also believes employers should leave behind in 2024 a “9-to-5, in-office only” mentality. With advancements in technology and changing workforce dynamics, it’s time to embrace flexible working arrangements that prioritize outcomes over hours. Trusting employees to manage their time fosters creativity, improves retention, and acknowledges the diverse realities of modern life.
• Speaking of mindsets, Karen Cerrato believes that employers should be leaving behind short-term thinking. Whether at a corporate level or a management level, if we want longevity out of our employees, Kanen believes that need to start thinking strategically and long term. The days of people staying in a job for 10 yrs + “just because”, are long gone; we need to give them a reason to want to stay:  
  • Reactive decision-making: Shift toward proactive strategies that prioritize long-term growth and stability.
  • Underinvestment in talent: Invest in professional development and career growth opportunities for employees.
  • Top-down communication only: Foster two-way communication to engage employees and encourage innovation.
• Amanda Holland believes that employers need to be conducting their final Covid pandemic clean up: it’s time to finish assessing any processes or procedures developed specifically during the pandemic. Operationalize any efficiencies your company will be keeping by ensuring the language is up-to-date and free from pandemic references. Eliminate those policies, processes, and procedures that are no longer needed or applicable.
• Ken Merritt believes that employers should be leaving behind ‘reluctance’. Several companies have been slow to hire and fast to retire because there has been a ‘cloud of reluctance’ hanging over the economy since 2022 – it’s time for employers to be leaving that behind for good in 2024.
• Therese Procter knows that 2024 has been a very challenging year, with the key topics of remote working, political uncertainty, and the skills gap taking many of the highlight spots. But an area that she believes is often pushed down the agenda (whether this be due to the amount of effort and/or cost it requires) is mental and financial wellbeing. That’s why she believes that employers should be leaving behind poor and ineffective mental health support strategies and programs that are outdated and not fit for purpose, and instead take on a fresh approach to wellbeing this new year that better supports mental and financial aspects of life.

If you would like to get in touch with us about any of the points raised by our team, or if you have a different concerns that you were hoping to leave in 2024 and need assistance in shedding it, please don’t hesitate to get in touch with us today!

Equally, if you want some on-demand advice and strategies, why not book in a 1-hour private consultation with one of our seasoned HR professionals? Take a look at our OrgShakers CL!CK service for more details!

From all of us at OrgShakers, we wish you a happy and prosperous New Year!

For a whole host of reasons, this time of year can be challenging for some. Because while most of us will be making merry, others will be experiencing a very different set of emotions.

One prominent issue is loneliness. The festive season, especially Christmas, emphasizes inclusiveness and togetherness, can be a stark reminder for some of their own lack of company.

For those with fractured family relationships or who have lost loved ones, the holidays symbolize family, making it hard not to feel isolated. Research conducted by Mind confirms this, with over one-third of people (36%) being too embarrassed to admit they are lonely at Christmas time.

Others may struggle with religious trauma. This time of year can be challenging 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.

Overall, more than two in five people feel stressed during the holidays and, according to a YouGov survey, just over a quarter say that the Christmas season actually makes their mental health worse. These stresses inevitably affect working life.

So, how can employers offer extra support during the holiday season?

The most important thing is for leaders to actively listen to their people.

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 a 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 your employees’ wellbeing is challenging – but essential. Even without all the answers, showing you care by asking the right questions can make a significant difference. Taking accountability for your team and being aware of their struggles can create a supportive environment.

A simple gesture, such as sending out a group text or email on Christmas Day could make someone feel that little bit less lonely amongst the festivities – and could be the biggest gift you give to anyone this year.

If you would like to discuss these topics further, please get in touch with us.

With the holiday season now in full swing, many employers will be gearing up to host their holiday staff parties to celebrate a year of hard work and foster some team spirit. And whilst this will likely be a jolly celebration, from an employer’s perspective it requires careful planning and considerations to ensure that employees feel included, remain compliant with workplace policies, and (of course) have fun.

Therefore, we have put together a few Dos and Don’ts to help leaders ensure that they are striking that perfect balance between festive cheer and professionalism so to avoid any HR horror stories in the aftermath…

The Dos –

• Do Consider Inclusivity – while Christmas is widely celebrated, not all employees observe the holiday or share the same traditions, so make sure the event is inclusive of all cultures and beliefs (such as Hanukkah and Kwanzaa, which are also celebrated in December). If you’re planning a holiday-themed event, consider using terms like ‘festive’ or ‘end-of-year celebration’ rather than strictly ‘Christmas party’. Additionally, when thinking about catering options, ensure that there is a wide variety on offer to accommodate for dietary restrictions (alcoholic and non-alcoholic drinks, vegetarian, vegan and halal options, etc).
• Do Plan for Transportation – if alcohol will be served at the party, ensure that safe transportation options are on offer. Organizing taxis, ride-sharing services, or providing shuttle buses allows employees to enjoy the event without worrying about driving home afterward, and this helps to mitigate the risk of any drunk driving, reaffirming your company’s commitment to employee safety and well-being.
• Do Set Clear Expectations – be sure to make it known that the event is a social gathering, and therefore employees are expected to maintain a level of professionalism throughout. Set expectations on what is acceptable, especially around alcohol consumption, to avoid any awkward situations or inappropriate behavior.
• Do Recognize Employee Achievements – employees who feel recognized are more engaged and productive than those who don’t, and so a holiday party is an excellent time for employers to acknowledge the hard work of their staff over the last year. A fun way of doing this could be having a mock awards show with small prizes; a small, simple gesture that demonstrates how much they value their staff and what they do.

The Don’ts –

• Don’t Overlook Accessibility Needs – employers want everyone to feel comfortable attending a holiday party, and so it’s crucial that all employees, regardless of any physical or mental disabilities, are able to participate and enjoy the event. This means ensuring that the venue is accessible, with proper accommodations for those who may need them, as well as considering those employees who may have sensory sensitivities if your celebration involves loud music or party lighting.
• Don’t Over-Serve Alcohol – while alcohol can add to the festive atmosphere, it can also lead to problems if overconsumed. It can be a good idea to set a limit on the number of drinks provided or consider offering drink tickets to help control consumption. This helps to remind staff that the ultimate goal of the celebration is to have fun and relax rather than overindulge.
• Don’t Make it Mandatory – it can be tempting to host a big bash and expect everyone to attend, but it’s important to remember to respect employees’ personal lives. Make the event voluntary so that employees don’t feel pressured to attend if they have other commitments or simply don’t feel like socializing. Offering a ‘no-pressure’ environment ensures that people attend because they genuinely want to, not because they feel obligated.
• Don’t Tolerate Inappropriate Behavior – holiday parties can sometimes bring out behaviors that wouldn’t typically occur in the workplace, especially when alcohol is involved. As the host, it’s your responsibility to ensure that no one engages in offensive, discriminatory, or inappropriate conduct – this includes addressing any inappropriate jokes, comments, or behaviors immediately.

Hosting a successful work Christmas party is a wonderful way to celebrate the holiday season and actively show appreciation for your employees. By keeping these dos and don’ts in mind, you can ensure that the event is enjoyable, safe, and inclusive for all employees without compromising company values.

If you would like to discuss how we can help support your HR teams when it comes to arranging a safe, inclusive, and fun holiday party (no matter the season), please get in touch with us today.

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.