When an employee seems disengaged or downcast, they may be suffering a new phenomenon that’s becoming increasingly common in workplaces around the world – ‘resenteeism’.

So, here’s a comprehensive look into this unproductive mentality, which has been dubbed the “silent productivity killer”.

What is Resenteeism?

Resenteeism happens when an employee stays in a job despite being unhappy.

They actively dislike their job and feel frustrated with their work or employer but feel trapped in their role due to financial obligations or other responsibilities.

Resenteeism is not to be confused with quiet quitting – when employees take control of their work life balance and push back on additional tasks and responsibilities outside of their job description.

Both concepts are a result of workplace dissatisfaction, however staff with resenteeism are perhaps more vocal about their dislike of their role, employer, or work environment.

Someone experiencing resenteeism may continue to be productive – which can make it difficult to spot – yet can have a damaging impact on employee morale and workplace culture.

Is Resenteeism the Same as Presenteeism?

While presenteeism refers to employees being physically present at work but unproductive, resenteeism involves maintaining satisfactory productivity but feeling frustrated and trapped.

Unlike presenteeism, which is passive, resenteeism is active and can be more destructive to workplace morale and culture.

Resenteeism is often harder to detect as employees may not vocalize their feelings to their managers, instead expressing their discontent to colleagues.

Causes of Resenteeism

Several factors contribute to the rise of resenteeism, including:

• Economic Pressures: Fears of recession and the rising cost of living make job security a priority, discouraging job changes.

• Workplace Trends: The ‘great resignation’ and ‘quiet quitting’ have left remaining employees feeling undervalued or forgotten.

• Pandemic Aftermath: The lingering effects of Covid-19 continue to affect workplace dynamics.

How to Spot Resenteeism

HR professionals should be vigilant for the following signs:

• Change in Attitude or Behavior: An employee showing consistent negativity or frustration may be experiencing resenteeism.

• Lack of Enthusiasm: Declining new opportunities or career development can indicate discontent with their role.

• Emotional Detachment: A lack of motivation and engagement in work or office activities is a red flag.

• Decline in Work Quality: A noticeable drop in work quality suggests an unhappy and disengaged employee.

Preventing Resenteeism

To tackle resenteeism, employers can take the following steps:

• Encourage Open Communication: Foster a culture where employees feel comfortable discussing their feelings and concerns.
• Promote Work-Life Balance: Encourage regular breaks and vacations to help employees recharge.
• Support Mental Health: Provide resources and normalize conversations about mental health.
• Offer Professional Development: Create opportunities for learning and growth within the organization.
• Enhance Employee Experience: Act on employee feedback to improve workplace conditions.
• Show Appreciation: Recognize and reward employees’ efforts, celebrating team successes to build a positive culture.

Resenteeism is a growing concern in today’s workplace, but with proactive measures, HR professionals can help create a more engaged and motivated workforce.

If you would like to discuss how we can help your organization tackle this silent productivity killer, please get in touch with us.

Let’s be honest—no one is surprised that gender bias is still alive and well in most workplaces. In fact, research shows that one in three (33%) HR decision-makers admit that sexist behavior still exists in their organizations. And let’s not forget that 23% of young women have reported being paid less than their male colleagues for the same work.

But here’s the thing—gender bias doesn’t just start in the workplace. It’s something we absorb from the world around us from a young age. Studies have shown that by age two, children begin forming gender stereotypes, and by age seven, these beliefs are fully ingrained. By this point, many children already associate ‘intelligence’ with men and ‘niceness’ with women. So, by the time they enter the workforce, these biases are deeply rooted.

The workplace is one of the most influential spaces in shaping societal norms—right up there with home and school. That’s why business leaders and employers have a crucial role in not just challenging gender bias but actively working to eliminate it. Because creating a workplace where everyone is supported and valued based on their actual skills—not their gender—shouldn’t be a radical concept.

So, how do we do this? Here are some practical, real-world strategies to help employers make lasting change:

1. Rethink Family-Friendly Policies

Too often, workplace policies reinforce outdated gender roles. Take parental leave, for example. When companies offer extended maternity leave but minimal (or no) paternity leave, it sends a clear message: childcare is a woman’s responsibility. This not only limits opportunities for women but also discourages men from taking an active caregiving role.

A better approach? Offer equal parental leave to both men and women. When fathers are encouraged to take time off for childcare, it normalizes shared responsibilities and removes the stigma that only women should adjust their careers for family life.

2. Flexibility Should Benefit Everyone

If the pandemic taught us anything, it’s that flexibility is not a ‘perk’—it’s a necessity. But for flexibility to truly level the playing field, it has to be available to everyone, not just working mothers.

Employers should offer:
– Remote work options – where feasible, allow employees to work from home to balance personal and professional responsibilities.
– Adjustable hours – giving employees control over their schedules prevents burnout and makes workplaces more inclusive.
– Clear job descriptions – roles requiring travel should specify how the company can accommodate parental responsibilities (e.g., financial support for childcare during work trips).

Making flexibility a standard policy rather than a special accommodation means women won’t have to ‘justify’ their need for balance—because it’s expected for everyone.

3. Stop the ‘Leaky Pipeline’ of Female Talent

Women enter the workforce with just as much ambition and talent as their male peers. But as they approach the stage of life where they may start a family, many start questioning whether their career is sustainable in the long run. This is why so many women drop out of leadership pipelines before they reach the top.

How do we fix this? Invest in women early.
– Offer mentorship & sponsorship programs – connect high-potential women with mentors who can advocate for their career growth.
– Provide clear career pathways – let women know from the start how they can progress in the company, even if they take a break for maternity leave.
– Reintegration programs – support returning mothers by offering phased return-to-work plans, ensuring they don’t feel penalized for taking leave.

Retention isn’t about convincing women to stay—it’s about making sure they don’t feel forced to leave in the first place.

4. Get More Women Into Leadership (and Make It Mean Something)

We’ve all seen it before—a company proudly announces its one female board member and calls it “progress.” But here’s the reality: if there’s only one, she’s a token.

Companies need to move beyond symbolic representation and aim for real inclusion:
– Set measurable diversity goals – aim for multiple women in leadership roles, not just one or two.
– Focus on merit-based advancement – ensure leadership pipelines aren’t biased towards men in informal networking and promotion processes.
– Create an inclusive culture – leadership isn’t just about who gets the title—it’s about who actually has a voice in decision-making.

Tokenism does nothing for gender equality. Real change happens when diverse leadership is the norm, not the exception.

5. Practical Workplace Fixes That Actually Matter

Beyond policies, small changes in workplace culture can make a big impact on inclusivity.

Here are some quick wins:
– Rethink meeting schedules – Avoid early morning or late evening meetings that clash with childcare responsibilities.
– Diversify hiring pools – Ensure at least one-third of resumes reviewed come from diverse candidates.
– Be transparent about diversity metrics – Companies that publicly share their gender representation hold themselves accountable.
– Offer on-site or subsidized childcare – A game-changer for working parents.

Gender Equity: The Right Thing & The Smart Thing

Let’s be real—creating a workplace free of gender bias isn’t easy. It means rewiring decades of ingrained behaviors and assumptions. But here’s the truth: a workplace that prioritizes inclusivity isn’t just the right thing to do—it’s the smart thing to do.

Inclusive workplaces = higher engagement, better innovation, and stronger performance.

Companies that prioritize gender equity see higher retention rates, a more diverse talent pipeline, and ultimately, a competitive advantage.

So, what’s the takeaway? Gender equity doesn’t just happen—it’s built, intentionally. Employers must take deliberate action to remove barriers, challenge biases, and create cultures where talent thrives, regardless of gender or any other characteristic.

If you’re ready to take the next step in making your workplace truly equitable, I’d love to discuss how we can help. Let’s connect: anju.jain@orgshakers.com

And in the meantime, if you want to learn more about the paradigm of discrimination that women face and how to combat this, feel free to grab a copy of my book, Step Up: How Women Can Perform Better for Success.

Together, let’s break the bias—and build workplaces where everyone can succeed.

This month, we’ve been reading Vijay Pendakur’s debut book, The Alchemy of Talent: Leading Teams to Peak Performance.

A global talent and culture leader, Vijay has seen the very real effects that change fatigue has had on employees after years of what has felt like constant disruption and uncertainty. In this book, he pools his vast amount of leadership experience and draws from extensive research in behavioral science and organizational psychology to create this comprehensive guide that delves into building high-performing teams in today’s dynamic business environment.

Central to the book is the concept of ‘productive friction’ – the idea that diverse and complex teams, when managed effectively, can generate superior solutions and drive peak performance.

To harness this potential, Vijay introduces three key ‘talent catalysts’:

1. Psychological Safety – creating an environment where team members feel safe to take risks, voice their opinions, and admit mistakes without fear of retribution.
2. Belonging – fostering a sense of inclusion where individuals feel valued and integral to the team’s success.
3. Connection – encouraging strong interpersonal relationships that enhance collaboration and trust amongst team members.

Each catalyst is explored in dedicated chapters, beginning with real-world anecdotes from Vijay’s professional experiences. These narratives illustrate the practical application of each concept, followed by sections on understanding (‘knowing it’), identifying (‘spotting it’), and implementing (‘doing it’) the catalyst within one’s team. This structured approach provides leaders with clear guidance on how to transform these theoretical insights into tangible, effective practices.

The book also addresses the challenges posed by modern work settings, such as remote and hybrid models, which can impede traditional team dynamics. Vijay emphasizes the importance of adapting leadership practices to maintain the rituals that promote cohesion and productive interactions, even in virtual spaces.

And in addition to the core content, The Alchemy of Talent includes reflection prompts, illustrative graphics, and practical exercises designed to help leaders internalize and apply the concepts discussed. The emphasis on aligning leadership models with individual strengths and the strategic integration of diversity and inclusion efforts reinforces the book’s relevance in today’s dynamic organizational landscapes.

Overall, Vijay’s work serves as a vital resource for leaders aiming to navigate the complexities of team dynamics and drive their teams toward exceptional performance.

If you would like to discuss how we can help your teams achieve sustained success through our team coaching services, please get in touch with us today.

And in the meantime, be sure to grab a copy of The Alchemy of Talent – you can purchase a copy here in the US and here in the UK.

‘Sorry, not feeling 100%, need to leave the meeting’ was a text that Vicky Gooden had to send her boss who was sitting across the room one Monday morning where the president of the organization she worked for was hosting his weekly all-staff meeting.

This was because on numerous occasions, although more typically around the time of her period, Vicky was in so much pain that she was unable to physically remain for the whole duration of the meeting and would excuse herself to escape to the nearest bathroom and sit on the floor, doubled-over in pain, rocking back and forth until the feeling subsided.

This is the reality for many women who are currently living with endometriosis.

Endometriosis is a chronic medical condition that affects roughly 10% of the global population – this is equivalent to 190 million women and girls. As witnessed by Vicky’s own experiences, it can cause severe pain, fatigue, and other debilitating symptoms which can oftentimes affect a woman’s ability to work.

Despite its wide prevalence, endometriosis remains widely misunderstood in professional environments, which can in turn lead to unnecessary challenges for employees who have this condition.

So, what are some tailored support strategies that employers should be using to help support those staff who suffer with endometriosis?

• Flexible Working Arrangements – as evidenced from Vicky’s own story, flexibility is key when it comes to supporting those with endometriosis. Employers need to understand that this is a chronic condition that can flare up anytime (but especially around the time of one’s period) and reassure employees that it’s okay for them to work more flexibly to accommodate their health needs…even if this means having to step out of a meeting midway through. This is so important for employers to be offering, as currently 55% of those grappling with endometriosis find themselves frequently absent from work, and so having flexibility can be paramount to ensuring their wellbeing whilst also allowing them to work at their optimum.
• Adjusting Workload and Expectations – employees with endometriosis may have fluctuating productivity levels, and so those employers who promote task prioritization, adjust workloads accordingly, or offer job-sharing opportunities can help employees manage their responsibilities without feeling overwhelmed. This does not mean having lower expectations of someone’s capabilities just because of their endometriosis, it just means having the right reasonable adjustments in place for them to work with their condition rather than trying to work around it.
• Educating Managers and Teams – many managers and colleagues may be unaware of the severity of endometriosis and its effects on daily life – some of them may have never even heard of the condition altogether. Conducting awareness sessions or including information about endometriosis in wellness programs can foster empathy and understanding within the organization. As well as this, ensure that managers are trained in compassionate leadership and how to handle health-related accommodations.
• Enhancing Leave Policies – standard sick leave policies may not be sufficient for employees dealing with chronic illnesses like endometriosis. Implementing menstrual leave, additional paid sick days, or allowing employees to take unpaid leave without fear of repercussions can help them manage their health more effectively.
• Provide Access to Resources – offering access to Employee Assistance Programs (EAPs), mental health support, and workplace accommodations such as ergonomic chairs or rest areas can significantly improve an employee’s ability to manage their symptoms while working. Additionally, companies can explore healthcare benefits that cover treatments and specialist consultations for endometriosis.

Endometriosis is a real and challenging condition that affects millions of workers like Vicky on a day-to-day basis. As employers, it is our duty to ensure that all employees, regardless of their health conditions, are given the tools and flexibility they need to thrive in the workplace. By implementing tailored strategies, employers can create a more inclusive and supportive environment for those living with endometriosis.

A healthier workplace benefits everyone, and investing in employee wellbeing is always a step in the right direction. If you would like to discuss how we can help you create and implement these tailored support strategies for those employees with endometriosis, please get in touch with me at therese@orgshakers.com

Pancake Day has become widely popular in British culture over the years.

Traditionally, Christians would eat pancakes on the last day before Lent – Shrove Tuesday – to use up things in the cupboard like flour, eggs and milk that they wouldn’t be eating during the 40 days before Easter.

Today it has evolved into a fun and cultural staple that many of us joyfully take part in.

When we think about pancakes, our minds tend to go one of two places – the thin, sugary lemon crepes of France, or the thick, maple-soaked stacks of North America.

But what is so interesting to note is that the pancake – something that seems relatively simple in its creation – takes on so many different forms, flavors, and styles across the world.

The Japanese have their savory pancake, called okonomiyaki, the Swedes have grated potato pancakes called raggmunk, and in South India they have thin, savory delicacies called dosas.

This clearly highlights the power of diverse perspectives.

The pancake has been reimagined, reshaped, and reborn in so many different ways across the globe, and now there are so many innovative approaches to one dish.

So, imagine applying this mindset to the working world – if employers foster and encourage diverse thinking, what are the benefits that they might be able to cook up?

Well, for one thing, a study published by Harvard Business Review discovered that teams solve problems faster when they are more cognitively diverse. Having a varied set of employees who have been enriched by different experiences in life will invite new ways of thinking and looking at something into workplace discussions.

This paves the path for innovation and creativity, as well as being able to expand their customer base into new market territories that were potentially being missed previously.

But it is not as simple as hiring diversly – employers must also strive to foster a culture of inclusion so that each employee feels that they belong.

This means encouraging open communication, embracing ‘taboos’, and challenging potential microaggressions that may hinder the assimilation of a diverse workforce. By creating this culture, employers will be able to unlock all of the opportunities that a diverse workforce has to offer, and there are many!

In a recent McKinsey report, it was found that successful diverse companies outperform less varied organizations.

So, on this Pancake Day, opt to adopt the pancake mindset, and embrace the power of diversity and new perspectives by taking something and seeing its potential to be so much more.

If you would like to discuss how we can help your company diversify its hiring practices and foster an inclusive culture, please get in touch with us.

A couple of years ago when I was at the hospital, the doctor noticed that my heart rate would drop quite significantly and wanted to do further tests. However, I assured him that this was quite normal for me and showed him the data that my health ring had been measuring for the past couple of years.

After taking a look at it, he agreed that there was, in fact, nothing to worry about, and was able to send me on my way.

It was then that I realised what a revolution health technology was becoming.

Not only did I now have instantaneous access to various points of real-time data about myself, but I was able to use this data in medical settings to make my health checks more efficient and informed.

This got me thinking – is this the future of the modern workplace? Should companies be considering the reality of taking health insurance to a whole new level, and actually ensuring the health of their employees by offering them access to a product that can measure their health diagnostics?

Well, that’s how I came to discover Alula Health’s new product VivaScore.

VivaScore offers revolutionary technology when it comes to tracking employee health, as it’s specifically designed for employers to be able to turn workforce health data into actionable insights that will help drive better business decisions. It uses a cutting-edge facial scan that takes no more than 30 seconds to complete, and from this is able to offer instant insights on things such as blood pressure, cardiovascular risk, stress, and even mental wellbeing.

Employers are then able to track their company’s health as a whole through the insights received, and can use these data points to start guiding prevention and intervention services if needed. They can also use ‘nudges’ to help encourage their employees towards better health.

VivaScore offers employers a sense of insurance over the health of their teams, as well as a much more detailed and tailored insight into how they can actually best support their workers on an individualised basis.

I know how difficult it can be to truly support the wellbeing of every single employee at all times – people are complex, and their needs can be even more complex, and so it can be challenging for an employer to devote the time and energy needed to each individual person. But now, with a health tracking app like VivaScore, employers will be able to see instantly who needs health support, whether this be from something physical, or something mental. And with more than two-thirds of employees feeling stressed at work, there is no better time for employers to have access to a tool that can tell them who is stressed and how to help reduce this so that they can continue working at their best and feel their best.  

And what’s even better, being able to offer a service like VivaScore as an employee benefit will help companies stand out to employees. With the rise of health rings, Fitbits, and Apple Watches (as I said, I’m a health ring wearer myself!), it’s become trendy for people to invest in AI-based health technology – so those companies offering access to it as a benefit are likely to prevail as the most attractive ones to work at.

To find out more about VivaScore and the future of employee wellness, be sure to attend our upcoming webinar where we discuss how to transform employee wellness with myself, the CEO and Chief Medical Officer at Check4Cancer Professor Gordon Wishart, as well as Managing Director of Alula Health Simon Spurr and Head of Sales and Growth at Alula Health Jon Cooke on Tuesday 4^th March at 3PM UK time.

In the meantime, if you have any burning questions about VivaScore and its impact for your company, feel free to shoot me an email at therese@orgshakers.com

Eating disorders can often be a taboo topic in the workplace, laden with misconceptions that prevent employers from addressing them effectively.

However, these disorders are more common than many realize, affecting around 1.25 million people in the UK, and almost 30 million in the US.

Contrary to the stereotype that eating disorders mainly impact teenage girls, adults are more frequently affected, with 25% of sufferers being men. This means that it’s quite likely some employees may be silently struggling, leading to increased absences and decreased productivity.

Identifying employees at risk can be challenging since many with eating disorders do not appear visibly underweight. While anorexia is often the most recognized eating disorder, others such as bulimia, binge eating, and ‘Other Specified Feeding or Eating Disorders (OSFED)’ can be more easily concealed.

For HR professionals, understanding the signs and knowing how to respond is crucial. Here are some symptoms that may indicate an employee is dealing with an eating disorder:

• Anxiety and Stress Around Food: This can manifest as reluctance to eat with others, obsessive calorie counting or exercising, constant eating, or avoiding looking at their own image (e.g., preferring to keep their camera off during meetings).
• Social Withdrawal: Employees might avoid social situations, particularly those involving food and drink, to maintain control over their diet.
• Need for Routine and Stability: Individuals with eating disorders tend to be perfectionists and may struggle with sudden changes, which they cannot predict or plan for.
• Increased Absences: Eating disorders can compromise the immune system, leading to more frequent health-related absences.

When these signs are coupled with changes in productivity and engagement, it’s important for the employee’s line manager to address the issue. The best approach is to set up a one-on-one meeting, focusing on the employee’s performance rather than directly diagnosing them with an eating disorder. This helps to avoid making the employee feel accused and allows them to lead the conversation, which can help bring the issue to light naturally.

How HR Can Support Employees with Eating Disorders

If it becomes apparent that an employee is struggling with an eating disorder, it’s essential to reassure them that the goal is to support, not judge. Here are steps HR professionals can take:

1. Open a Dialogue: Encourage an open and compassionate conversation about their performance and well-being without making assumptions.
2. Provide Resources: Signpost the employee to helpful resources such as a GP or specialized support organizations like as Beat (UK based) or the National Eating Disorder Association (NEDA, US-based).
3. Implement Supportive Policies: Develop and implement policies that promote mental well-being in the workplace. This may include flexible working hours, access to mental health professionals, and creating a supportive culture.

Addressing eating disorders in the workplace is not just about improving productivity but also about fostering a supportive and inclusive environment. By challenging the taboos and providing the necessary support, HR professionals can make a significant difference in the lives of their employees.

If you would like to discuss how we can help boost productivity through the implementation of policies around mental well-being in your workplace, please get in touch with us.

Research by the Centre for Aging Better has shown that, in the UK, 37% of people in their 50s and 60s in the UK have experienced age discrimination – predominantly in the workplace. And in the US, approximately two-thirds of over-50 adults believe older workers face age discrimination at work. It is, therefore, crucial for organizations to recognize and address this pervasive issue to foster a more inclusive and productive work environment.

Ageism often goes unnoticed, with casual comments and outdated assumptions perpetuating discrimination. With a third of the UK workforce being over 50, and nearly a quarter of the US workforce being over 55, HR professionals must take proactive steps to combat ageism and unlock the full potential of midlife employees.

Identifying Ageism in the Workplace

To effectively address ageism, HR professionals must first recognize its manifestations. Rest Less have identified seven common examples of ageism that happen in the workplace:

1. Stereotyping: Assumptions or judgments based on age can affect both older and younger workers. Avoiding these stereotypes is crucial to creating a fair work environment.
2. Marginalization: Often resulting from stereotyping, marginalization makes employees feel less important or valued. This sidelining can lead to decreased morale and productivity.
3. Microaggressions: Subtle, often unintentional comments or behaviors that convey discriminatory messages. Both stereotyping and marginalization can be forms of microaggressions.
4. Bias in Hiring Processes: Older candidates may be labeled as “overqualified” and overlooked for roles that don’t directly align with their experience and skill level.
5. Rebranding Roles: Employers may inform older employees that their role is being phased out, only to advertise the same role under a different title and hire a younger candidate.
6. Redundancy Selection: During redundancy processes, older employees may be offered voluntary redundancy based on the assumption that they will retire soon anyway.
7. Harassment: Age harassment can take various forms, including the examples listed above. In extreme cases, it may escalate to explicit bullying.

Creating an Inclusive Workplace Culture

Organizations that understand how ageism manifests in the workplace are better equipped to challenge it. By fostering a culture of inclusion and respect, HR can create an environment where all employees feel welcome and valued. This type of culture enables employees to thrive and contribute their best work.

Benefits of an Age-Diverse Workforce

An age-diverse workforce brings numerous benefits to a company. Midlife workers offer a wealth of experience and age-inclusive perspectives that can expand an organization’s horizons. This is why it is so important for older workers to also be offered opportunities to learn and develop, as they have so much talent to offer, it may just need to be re-contextualized!

Taking Action

If you would like to discuss how we can help eradicate age discrimination from your workplace and unlock the potential of a diversely-aged team, please get in touch with us. Together, we can create a more inclusive and productive work environment.

The landscape of workplace inclusion has undergone significant transformation over the past few decades, particularly concerning LGBTQ+ rights. Many modern workplaces are now actively seeking to make their cultures inclusive to the needs of LGBTQ+ individuals, as well as expand their horizons to the diverse perspectives of those who are a part of this community to inform how they communicate and appeal with LGBTQ+ consumers, too.

But this shift didn’t happen overnight; it took years of pride and protests for LGBTQ+ inclusion to be where it is today, and so in honor of LGBTQ+ History Month, we thought it would be only right to chronicle the journey of LGBTQ+ inclusion in the workplace:

1969 – The Stonewall Riots: often cited as the catalyst for the modern LGBTQ+ rights movement, the Stonewall Riots in New York City ignited a wave of activism that would eventually influence workplace policies worldwide.

1975 – First Corporate Non-Discrimination Policy: the city of Minneapolis became the first to pass a non-discrimination ordinance protecting LGBTQ+ individuals. Around the same time, companies like AT&T began including sexual orientation in their non-discrimination policies.

1993 – The Rise of Employee Resource Groups (ERGs): IBM pioneered the establishment of LGBTQ+ employee resource groups, creating safe spaces for employees and influencing other corporations to follow suit.

1998 – Executive Order 13087: signed by President Bill Clinton, this order prohibited discrimination based on sexual orientation in the federal civilian workforce, setting a precedent for private sector policies.

2000s – Expanding Benefits: companies began offering domestic partner benefits, with leaders like Microsoft and Disney setting the standard for equitable healthcare coverage and family leave policies for LGBTQ+ employees.

2015 – Marriage Equality: the US Supreme Court’s decision in Obergefell v. Hodges legalized same-sex marriage nationwide, prompting businesses to reassess benefits, parental leave, and spousal support policies.

2020 – Bostock v. Clayton County: this landmark Supreme Court ruling affirmed that Title VII of the Civil Rights Act protects employees against discrimination based on sexual orientation and gender identity, reinforcing the legal framework for workplace inclusion.

However, whilst significant progress has been made when it comes to the inclusion of LGBTQ+ people in the workplace, the journey towards full inclusion is still very much ongoing. In fact, recent research suggests that 39% of LGBTQ+ employees still feel the need to hide the fact that they are a part of this community at work, and more than 1 in 4 LGBTQ+ people experience negative comments or conduct from customers or clients because of their identity. This is why it’s so important for employers to not just be reflecting on how far society has come this LGBTQ+ History Month, but also thinking about what the next steps are that they need to be taking to ensure that members of this marginalized community continue to feel valued and included (and ensuring this is achieved in a way that doesn’t fall into the trap of ‘pinkwashing’).

If you would like to discuss how we can help you find a harmonious balance when it comes to building on your LGBTQ+ inclusion strategies and wider inclusion intiatives, please get in touch with us today.

The rise of artificial intelligence (AI) and cutting-edge technology is no longer just a trend; it signifies a fundamental shift in the business landscape.

To remain competitive, organizations must embrace this technological transformation, starting with their most valuable asset: their People.

First, organizations need to rethink their structures and processes.

Collaborating with experts in this field is essential for ensuring a smooth and successful implementation of these changes.

This is where OrgShakers come into play. We can help employers build a foundation to adapt and thrive in a tech-driven future by leveraging our expertise in leadership optimization, people strategy, and human capital risk management.

Strategic HR management plays a pivotal role in aligning humans harmoniously with technology, unlocking the full potential of this new opportunity. Our comprehensive approach includes everything from talent acquisition to leadership development, all designed to foster a culture of innovation and adaptability.

Creating this culture isn’t just about adopting new tools; it’s about driving strategic cultural and organizational transformation. This requires an approach that ensures changes in structure and strategy are deeply embedded within the organization’s culture and values, sparking a ripple effect that reaches every corner of the company.

Integrating AI and new technologies demands a strong emphasis on learning and development opportunities. Providing training opportunities helps mitigate any doubts or change fatigue employees might experience as they adapt to these advancements.

In 2025, staying ahead means embracing the evolution of AI and technology, with a focus on both people and processes. Partnering with OrgShakers offers organizations the expertise and support they need to navigate this transformative journey.

By aligning HR strategies with technological advancements, companies can cultivate a resilient, innovative, and competitive workforce ready to excel in our high-tech future.

If you would like to discuss our services in relation to AI and technology in more detail, please get in touch with us today.

For most of us, 2020 is not a year likely to fade into obscurity.

From the initial announcement of one country’s encounter with the virus to the reality of a global lockdown, the pandemic certainly made its mark in modern history. Five years later, in many areas, we continue to see ripple effects from this world-wide experience.

When it comes to the workplace, however, it may be time to officially close the chapter on COVID.

The pandemic affected the world of work in a massive and far-reaching way. Employers were forced to think on their feet and find a way to protect onsite workers as best they could or make work usually done in the office achievable from the home. And there were some truly unique circumstances to consider. Do you remember when gym teachers were having to deliver their lessons – which required physical activity – from home?

The point is, when COVID came, employers adapted to survive.

The challenge some employers may be facing now is that the COVID hangover continues to affect their organization.  The dust has settled, COVID has become an issue of the past and yet it may still be lurking in the background of your policies and documentation, or echoing in your work language and thought processes.

This is where a COVID clean-up can prove effective. Consider reviewing three key areas to ensure your organization is up-to-date and looking towards sustainability and future growth rather than looking back:

• Guidance Documents and Policies – this is the more administrative side of the COVID-clean up. Do you still have policies centred around COVID? Are there forms taking up space that are now, in a post-COVID world, no longer needed? For example, an employee form recording a positive COVID test and a request to work remotely, is likely no longer relevant for today. It’s time to discard the outdated policies, procedures, and forms. Making the effort to polish guidance documentation so that it’s up to date and relevant can improve business efficiency and eliminate unnecessary work.
• Mindset – in the early days post-COVID, the world of work saw significant changes in the way people viewed work as well as their role in it – consider the carpe diem mindset prevalent during the Great Resignation. Fast forward to now and this outlook may not be as applicable as it was a few years ago. This forward movement applies to many ways of working (and ways of being) that emerged during the pandemic. The mindsets that leaders and employees had to adopt during the pandemic years were vastly different to how they were previously thinking about and approaching tasks. Mindsets have continued to evolve post-COVID and while being responsive, adaptive, and flexible can be seen as positive biproducts of this forced mindset shift, it’s important that employers are not still making decisions based on what happened with COVID.
• Language and Communication Styles –it’s time for us to stop talking about COVID. Terms like ‘pre-pandemic’ and ‘post-pandemic’ should be used rarely, if at all. Instead, we might say, ‘moving forward, here’s where we want to be’ or ‘let’s focus on today’s most pressing challenges.’ Employers can refrain from using language that calls back to COVID and the pandemic because it no longer serves the purpose it once did. For example, when faced with a work disruption, the first question shouldn’t be about what we did before, after, or during the pandemic. It’s time to take COVID out of the buzzword box to make room for more applicable terminology.

Once this clean-up is completed, employers will likely see that moving away from the association of any disruptions with the pandemic can have significant benefits for their organization. Greater value can be realized by shifting efforts towards how to manage and mitigate all types of disruptions as and when they occur. By conducting this shift in language and mindset, and ensuring it is reflected in policies and processes, employers will be better equipped to manage the onslaught of change fatigue that has arisen in the working world over the past few years.

If you would like to discuss how we can help you conduct a COVID clean-up and build resilience into your workplace policies and practices, please get in touch with me at amanda@orgshakers.com

It has recently been confirmed that from the 6^th April 2025, employees will be entitled to 12 weeks of paid leave if their baby requires neonatal care.

Delving into the nitty gritty of the new Neonatal Leave law, employees will be entitled to this from day one of their employment, and the employee must also be one of the baby’s parents or intended parents (in regards to surrogacy), and the baby must be born after the 6^th April 2025 for this to qualify.

In terms of the neonatal care itself, it must have taken place or begun within the first 28 days of birth and care must continue for a period of at least seven continuous days – so this could still be potentially disappointing for those parents who discover health issues that require neonatal care after the first few weeks of their child’s birth.

Before the passing of this law, the reality for many parents of sick or premature babies has been having to juggle this emotionally strenuous circumstance with ensuring they either have enough paid leave to take off work or in fact go to work whilst their child is in neonatal care. But after consistent advocacy from non-profit Working Families, the Neonatal Care (Leave and Pay) Bill was able to take shape, and is finally coming to fruition later this year.

This new law is paving the way for companies on a global scale to consider the realities of parenthood and make conscious efforts to amend their policies to include the offering of leave in the event of a premature birth. According to the World Health Organization, 13.4 million babies are born prematurely every year, and so it’s important for employers to be reflecting this reality into their maternity and paternity leave policies.

Whilst countries like Canada, Croatia, and Finland do offer the extension of maternity leave in the case of a premature birth or a poorly baby, the UK is the first country to pass a specific bill which addresses neonatal care and views it as a separate entitlement.

For the US, the passing of this new law may be a call to action for many American employers who are not offering neonatal care leave as a part of their benefit packages. With the majority of the workforce now made up of Millennials and Gen Z – both of which are either already parents or nearing the age of becoming parents – a benefit like this may prove very attractive and important for the younger generations in the workforce.  

If you are a company that would like guidance in creating a neonatal care leave policy, please get in touch with us today.