In today’s evolving workplace, where employee expectations are shifting and retention is more critical than ever, one leadership trait is emerging as a powerful differentiator: approachability.

Far from being a soft skill or a sign of weakness, approachability is now recognized as a strategic asset that drives employee engagement, loyalty, and performance. So, for HR professionals, cultivating and supporting approachable leadership is no longer optional – it’s essential.

Why Approachability Matters

Recent research underscores a longstanding and compelling truth: employees don’t leave companies – they leave managers.

According to SHRM’s 2024 Talent Retention Report, dissatisfaction with leadership and toxic work environments were among the top reasons employees quit, ranking higher than compensation. Conversely, a positive culture, strong leadership, and work-life balance were cited as the most influential factors in why employees choose to stay.

Forbes’ 2025 analysis echoes this, revealing that companies with high retention rates – such as Southwest Airlines and NVIDIA – share a common thread: leaders who foster trust, transparency, and personal connection. These organizations prioritize psychological safety, shared purpose, and meaningful relationships, all of which are nurtured through approachable leadership.

The Core Elements of Approachability

Approachability in leadership can be cultivated through intentional behaviors and cultural practices. Here are the key components:

1. Breaking Down Hierarchies

Simple gestures like greeting employees by name, making eye contact, and engaging in casual conversation can significantly enhance a leader’s accessibility. Leaders who consistently recognize their team members are 63% more likely to retain them. These small acts signal that people matter and help dismantle the invisible walls that often separate leadership from staff.

2. Authentic Connection

Knowing your team goes beyond job titles. Great leaders ask open-ended questions, show genuine interest in employees’ lives, and share their own experiences – including failures. This mutual vulnerability fosters trust and encourages open communication. Harvard research confirms that asking questions increases likability and strengthens interpersonal bonds.

3. Open-Door Mindset

An open-door policy – both literal and figurative – invites dialogue and signals that leaders are available and willing to listen. This accessibility helps surface issues early, reduces the risk of miscommunication, and builds a culture of transparency.

4. Nonverbal Communication

Body language plays a crucial role in approachability. Relaxed posture, nodding, smiling, and maintaining eye contact all contribute to a welcoming presence. Leaders must be mindful of how their physical demeanor aligns with their verbal messages.

5. Feedback and Self-Awareness

Approachable leaders actively seek feedback on how they are perceived, especially under stress. This self-awareness helps close the gap between intention and impact, ensuring that assertiveness is not mistaken for unavailability.

6. Trust and Ethical Leadership

Trust is the foundation of approachability. Leaders must handle sensitive information with integrity and demonstrate consistent, ethical behavior. When employees trust their leaders, they are more likely to engage, innovate, and stay.

The Business Case for Approachability

The benefits of approachable leadership extend beyond employee satisfaction. Gallup’s 2024 report found that engaged employees are 87% less likely to leave their organizations. Moreover, companies that invest in leadership development and employee experience outperform their peers in productivity, innovation, and financial performance.

SHRM’s 2025 predictions highlight that employee experience is becoming a strategic edge, with organizations moving beyond engagement metrics to focus on holistic wellbeing. Approachability is central to this shift, as it directly influences how employees experience their workplace on a daily basis.

Practical Strategies for HR Leaders

To embed approachability into leadership culture, HR professionals can:

• Train leaders in emotional intelligence and communication skills.
• Encourage regular check-ins and informal conversations.
• Implement mentorship and peer coaching programs.
• Promote transparency in decision-making and feedback loops.
• Recognize and reward inclusive, empathetic leadership behaviors.

Conclusion

Leadership is a competitive advantage. It’s not about being everyone’s friend – it’s about being present, human, and trustworthy. HR leaders have a pivotal role in shaping this culture by equipping managers with the tools and mindset to lead with openness and empathy. By championing approachability, organizations can build workplaces where people don’t just stay – they thrive.

If you would like to discuss how we can help build greater leadership approachability in your organization, please get in touch with us today!

There has long been a disconnect between the immense value midlife employees can offer and the actual opportunities available to them. That’s why the recent announcement by the French government – a national campaign to boost employment for workers over 50 – feels both revolutionary and long overdue.

France’s labor minister, Astrid Panosyan-Bouvet, captured it perfectly:

“The underemployment of the over-50s is a real economic, human, and social waste.”

She’s right, and not just economically, but socially and ethically too.

France is tackling the issue head-on with three interlinked priorities: changing attitudes, policy, and practice.

1. Changing Attitudes
   A nationwide communication campaign will launch to challenge age-related stereotypes and promote the career stories of older workers. What’s especially encouraging is the emphasis on visibility for older women, who are an often doubly marginalised group in the labour market. This isn’t just feel-good PR, but a necessary cultural shift to remind employers that experience is not a liability – it’s an asset.
2. Changing Policy
   Legislation is coming in June to support these goals. The bill will include mid-career interviews, more flexible end-of-career arrangements, and a new ‘Experience Enhancement Contract’ to support jobseekers over 60. These are tangible steps that give structure to what has too often been overlooked in other countries.
3. Changing Practice
   France Travail (formerly Pôle Emploi) will provide personalised support, training and retraining opportunities under the Atout Seniors programme, which is being rolled out nationwide. It’s practical, local, and human-centred, which is exactly the kind of approach need if we want to see real change.

For the US, UK, and many other countries with ageing populations, this initiative should serve as both a wake-up call and a blueprint.

We already know the demographics: people are living and working longer. And yet, many over-50s face diminishing prospects despite their wealth of experience. That’s not just a personal tragedy, it’s an economic misstep. If other countries are serious about addressing productivity gaps, skills shortages and even social inequality, integrating older workers into the heart of their talent strategy is essential.

Whilst employers bide their time for similar action to take place in their countries, they must be leading the charge for this inclusivity initiative in their own organizations. This means auditing recruitment processes for age bias, actively offering mid-career development plans, and endeavouring to create flexible paths to retirement that support contribution rather than exit.

France’s campaign is bold, pragmatic, and above all, it’s hopeful. OrgShakers prides itself on being a company that is age inclusive – so much so that half of our team are midlife workers – and so with firsthand experience of these inclusive practices, we are experts in helping companies cease the opportunities that this group of untapped talent can provide. If you would like to discuss just how we can help you do this, please get in touch with us today!

As World Emoji Day rolls around each July 17th, it’s a timely reminder that the way we communicate at work is always evolving … and becoming increasingly visual.

Emojis have grown from informal texting shorthand into a rich, digital language that transcends borders – we like to call this language ‘cybernese’. But while these colourful icons can bring warmth and clarity to messages, they can also cause confusion, particularly across different generations in the workplace.

So how can HR teams embrace emojis as tools for better communication while remaining mindful of generational nuances and digital fluency?

There’s no denying that emojis are now part of everyday communication at work. According to a Slack and Duolingo study, 58% of employees globally said that using emojis at work allows them to communicate more nuance with fewer words, and 54% believe that emoji use can speed up workplace communication.

For younger generations (especially Millennials and Gen Z) emojis are second nature. They use them to soften instructions, express appreciation, or inject humour. But for Gen X or Baby Boomers, emoji use can feel unfamiliar, unprofessional, or even ambiguous.

Take the humble ‘thumbs up’ emoji. While older workers view it as a positive and efficient response, younger employees may perceive it as passive-aggressive or dismissive. Similarly, the classic cry-laughing face – once the go-to for sharing a laugh – has been replaced by the skull emoji among Gen Z to signal ‘I’m dead from laughing’. For someone unfamiliar, that can be jarring.

Understanding emoji literacy isn’t just a trend, it’s part of digital fluency and an essential component of inclusive communication in today’s workplace.

Generational misunderstandings can quickly lead to frustration, misinterpretation, or even conflict, and so employers can play a key role in helping to bridge these gaps by:

• Providing soft-skills training around digital communication norms.
• Creating emoji style guides that outline tone, professionalism, and preferred use in platforms like Slack or Microsoft Teams.
• Encouraging respectful curiosity rather than judgement. This helps to foster a culture where employees feel comfortable asking what something means.

Used mindfully, emojis can actually increase engagement and psychological safety – especially in hybrid or remote settings. Reactions like a heart or clapping hands can easily be used to acknowledge contributions without derailing focus. And custom emojis can also reinforce company culture and inside jokes, helping to build a sense of belonging.

So, employers need to ensure that they are not shying away from the use of emojis in the workplace. Rather, they should be harnessing their full potential and making this accessible for all staff – not just the younger ones.

This means treating emojis as part of the evolving language of work, championing intergenerational understanding through open dialogue, and encouraging a balance of professionalism and personality when using digital channels.

If you would like to discuss how we can help bridge the generational gap in your organization, please get in touch with us today!

In today’s rapidly evolving workplace, Emotional Intelligence (EQ) has emerged not as a “nice to have,” but as a critical business imperative. Once dismissed as a soft skill, EQ is now recognized as a foundational capability for leadership, innovation, resilience, and organizational performance. For HR professionals, understanding and leveraging EQ is essential to building empowered, adaptable, and high-performing teams.

Why Emotional Intelligence Matters More Than Ever

The World Economic Forum’s Future of Jobs 2023 report placed emotional intelligence among the top 10 most important skills for the future of work. As organizations navigate the complexities of hybrid work, AI integration, and generational diversity, EQ enables leaders and employees to manage change, foster collaboration, and maintain psychological safety.

Recent research underscores this shift. A 2025 systematic review published in Canadian Psychology found that emotional intelligence significantly enhances collaborative problem-solving by improving team cohesion, trust, and performance. Moreover, EQ moderates the effects of team diversity, helping diverse groups work more effectively together.

In the age of AI, EQ is also a key differentiator. While machines excel at data processing, they lack the nuanced understanding of human behavior. EQ enables employees to “read the room,” adapt communication styles, and build rapport—skills that are increasingly valuable as automation reshapes job roles.

The Business Case for EQ

EQ is not just about interpersonal harmony—it drives tangible business outcomes:

• Innovation Premium: Organizations with emotionally intelligent leaders are more likely to foster cultures of empowerment, risk tolerance, and psychological safety—key ingredients for innovation.
• Resilience and Adaptability: EQ supports resilience by helping individuals manage stress, remain composed under pressure, and stay focused on solutions rather than blame.
• Performance and Retention: TalentSmart research shows that individuals with high EQ earn an average of $29,000 more annually than their lower-EQ peers. Additionally, 75% of managers use EQ as a criterion for promotions and salary increases.

EQ in Action: Building Resilient, High-Performing Teams

The traits that define emotionally intelligent teams—candor, resourcefulness, empathy, and humility—are also the hallmarks of resilient organizations. These teams engage in open dialogue, support one another, and collaborate effectively under pressure. As highlighted in Harvard Business Review, such characteristics are essential for navigating uncertainty and driving sustained performance.

Moreover, EQ is the “delivery system” for IQ. It enables individuals to apply their cognitive abilities more effectively by regulating emotions, communicating clearly, and responding constructively to feedback. This is especially critical in leadership, where the ability to motivate, empathize, and inspire is often more impactful than technical expertise alone.

EQ Is Measurable and Developable

Contrary to the belief that EQ is innate, decades of neuroscience research confirm that it can be developed throughout life. Brain plasticity allows individuals to build new emotional and behavioral patterns through deliberate practice and coaching. Tools like the EQ-i 2.0 assessment provide actionable insights into areas for growth, enabling HR professionals to design targeted development plans.

Effective EQ development involves:

• Empathy: Understanding others’ perspectives and responding with compassion.
• Self-regulation: Managing impulses and maintaining composure.
• Self-awareness: Recognizing and understanding one’s emotions and their impact.
• Social skills: Building rapport, resolving conflicts, and fostering collaboration.
• Motivation: Cultivating a drive to achieve and a commitment to goals.

The HR Imperative

For HR leaders, embedding EQ into talent strategies is no longer optional. It should inform recruitment, leadership development, performance management, and organizational culture initiatives. EQ coaching, peer feedback, and experiential learning can all play a role in cultivating emotionally intelligent workplaces.

As AI continues to transform the nature of work, the human skills that EQ encompasses—empathy, adaptability, and ethical judgment—will only grow in importance. Investing in EQ is not just a strategy for individual growth; it’s a blueprint for organizational resilience and competitive advantage.

If you would like to discuss how we can help build greater EQ in your organization, please get in touch with us today!

Employers have a duty to cultivate a workplace culture where people feel supported, not scrutinised; understood, not judged. Addiction – whether to substances or behaviours – remains one of the most pressing yet quietly managed issues in today’s workforce.

Often hidden behind absenteeism, performance dips, or behavioural changes, addiction can deeply affect both the individual and the wider team.

While alcohol and drug misuse are more traditionally associated with workplace risk, other forms of addiction (such as gambling, prescription medication, and even pornography) are becoming increasingly relevant. According to a Bupa survey, over 57% of employees have struggled with some form of addiction. That includes 15% citing alcohol, 14% gambling, and 7% drugs. A further number reported issues with other behaviours, including social media and pornography. These are issues that tend to fly under the radar until a serious incident forces them into the spotlight.

The implications for employers are significant. Alcohol misuse alone costs the UK economy more than £6.4 billion annually, with 3–5% of all workplace absences linked to drinking. In America, this misuse costs an estimated $249 billion.  

Yet despite the scale of the problem, addiction remains a deeply stigmatised topic – 43% of employees say they would not disclose an addiction for fear of professional repercussions. At the same time, 71% of employers recognise that addiction impacts their business, while only 13% currently offer structured support such as addiction counselling.

This presents both a challenge and an opportunity; employers who are willing to face addiction openly, and respond with care rather than punishment, can make a profound difference in the lives of their people and improve the health of their business in the process.

The starting point? Clarity. Every organisation should have a clear, compassionate policy that outlines expectations around substance and behavioural use, as well as procedures for support, intervention, and, if necessary, disciplinary action. Crucially, such a policy must extend beyond alcohol and drugs to acknowledge lesser-discussed behaviours like excessive pornography use, as this is not just a question of compliance, but of safeguarding workplace culture. Viewing adult content at work, for example, may seem like an isolated lapse in judgement, but it can damage trust and contribute to a toxic or unsafe environment. One survey even discovered that around 60% of employees had admitted to watching adult content at work – yet few employers are addressing this explicitly.

Support mechanisms must go hand-in-hand with policy. Employee Assistance Programmes (EAPs) are a cornerstone of this approach, offering confidential access to counselling and support services. Promoting these services proactively rather than waiting for a crisis is key, and so too is training line managers to recognise the early warning signs: unexplained absences, mood swings, declining output, or sudden behavioural changes. These patterns are often the first indication that someone is struggling.

While formal interventions may be necessary in some cases, it’s often the small, preventative actions that make the greatest difference. Employers can help reduce reliance on unhealthy coping mechanisms by promoting mental health initiatives, offering stress management support, encouraging regular breaks, and creating space for open dialogue. For example, substituting alcohol at workplace events with inclusive, alcohol-free options to send a message of sensitivity and inclusion.

And in addition to the wellbeing side of this support, addressing addiction makes business sense, too. One study found that organisations with clear alcohol policies saw a 20% reduction in heavy drinking among employees. Beyond cost savings and reduced absenteeism, companies also benefit from improved morale, lower staff turnover, and stronger team cohesion. But perhaps most importantly, they give their people a second chance – and that can have a ripple effect far beyond the office walls.

If you would like to discuss how we can help strengthen your policies and support strategies around addiction support in the workplace, please get in touch with me at anya@orgshakers.com

In today’s fast-paced, hybrid, and AI-augmented workplace, the most effective leaders are not just those who work the hardest – but those who manage their time and relationships with strategic intent. For HR professionals guiding leadership development, the convergence of time mastery and soft skill cultivation is no longer optional – it’s essential.

The Time Dilemma: From Reactive to Proactive Leadership

Time is the most finite resource in an executive’s toolkit. A 2025 Harvard Business Review study of 30 CEOs revealed a stark misalignment between where leaders think they spend their time and where they actually do. Most time was consumed by meetings, board interactions, and investor relations, with little left for customers or frontline employees. This disconnect not only hampers productivity but also signals misplaced priorities across the organization.

To counteract this, leaders must shift from a reactive to a proactive time management model. The “proact/react” ratio is a useful diagnostic: Are you initiating strategic conversations, or constantly responding to crises?

Leaders who operate in “proact mode” carve out time for reflection, vision-setting, and meaningful engagement with their teams. One practical tactic is the “thinking hour” – a weekly, interruption-free block of time dedicated to strategic thought. Former U.S. Senator George Mitchell famously protected this hour, allowing interruptions only from his wife or the President.

Delegation is another cornerstone of proactive leadership. Trusting a capable team not only frees up executive bandwidth but also empowers others to grow. As HBR notes, the most effective CEOs amplify their impact through indirect influence – by shaping culture, strategy, and talent – not by micromanaging.

The Hidden Cost of Poor Time Management

Poor time management doesn’t just affect the leader – it cascades down the organization. According to a 2025 SHRM survey, 84% of employees believe poorly trained managers create unnecessary work and stress, with time mismanagement being a major culprit.

Common pitfalls include overloading teams without understanding their capacity, last-minute requests, and lack of availability for support or feedback. These behaviors erode trust, morale, and performance.

The Soft Skills That Sustain Leadership

While time management is foundational, it must be paired with emotional intelligence and interpersonal finesse. Forbes’ 2024 and 2025 leadership research highlights five critical soft skills for modern leaders: emotional intelligence (EQ), change management, resilience, tech literacy, and creativity. These are not just “nice to have” – they are directly linked to employee engagement, innovation, and organizational agility.

Emotional intelligence, in particular, has emerged as a defining trait of successful leaders. A 2024 study published in Revista de Gestão Social e Ambiental found that leaders with high EQ foster more positive organizational cultures and higher job satisfaction. EQ encompasses self-awareness, empathy, relationship management, and the ability to communicate with authenticity.

Other essential soft skills include:

• Active Listening: Going beyond hearing words to understanding intent and emotion.
• Self-Compassion: Embracing vulnerability and imperfection, which fosters psychological safety.
• Empathy: Understanding others’ perspectives to build trust and loyalty.
• Honesty and Vulnerability: Being transparent about challenges and inviting collaboration.
• Curiosity and Intuition: Navigating ambiguity with open-mindedness and gut-informed judgment.

These skills are not innate – they can be developed through intentional practice, coaching, and feedback. Journaling, for instance, is a powerful tool for reflection and emotional growth. It helps leaders process experiences, identify patterns, and cultivate the self-awareness needed to lead with clarity and compassion.

Building a Culture of Leadership at All Levels

Leadership is not confined to the C-suite. As one article aptly notes, “everyone can be a leader at their own level.” HR professionals should encourage leadership behaviors across the organization by promoting feedback loops, mentorship, and continuous learning. Tools like performance management platforms can facilitate real-time feedback, helping individuals track their growth in both hard and soft skills.

Conclusion: The HR Imperative

For HR leaders, the message is clear: developing great leaders requires a dual focus on time mastery and emotional intelligence. Equip your executives with the tools to manage their calendars with intention, and the coaching to lead with empathy, honesty, and resilience. In doing so, you’ll not only enhance individual performance – you’ll shape a culture of trust, agility, and sustainable success.

If you need further guidance on how to start tackling your time, you can get in touch with us here.

In a world that is ever-changing, it can sometimes feel daunting to take risks – especially from an HR perspective. But it is not more than every that HR need to be bold, and this is why this month we have chosen to read Bold: A New Era of Strategic HR by Katarina Berg.

Katarina spent 12 years as Spotify’s Chief Human Resources Officer (CHRO) and is gearing up to take on this role with the athletic shoe and performance sportswear company On. Prior to this, Katarina held HR roles in various multinational companies, such as Swedbank, 3 Scandinavia, and Kanal 5. She also holds a Masters of Art in Human Resources Management and Development in Behavioral Science from Lund University, and has brought all of this knowledge and experience together in her debut book.

Bold is a sharp, personal, and thought-provoking exploration of modern leadership in a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA). Katarina uses her deep experience to argue that today’s leaders must move beyond traditional models of control and stability, and instead, they should embrace curiosity, humility, empathy, and decisiveness – even when certainty is out of reach.

The book is part memoir, part leadership manifesto, and part practical guide. Katarina draws on her years of experience at Spotify and beyond to explore how boldness can coexist with vulnerability, how to foster cultures of psychological safety, and why courage and compassion are indispensable in driving innovation. Each chapter blends personal anecdotes with observations on organizational behaviour, leadership challenges, and workplace culture (particularly within fast-moving, global tech environments).

At its core, Bold is a call to action for leaders to lean into discomfort, make values-driven decisions, and to centre people over process. It challenges the myth of the heroic, all-knowing leader and instead elevates the power of diverse teams, authentic conversations, and continuous learning.

What’s great about the book is that Katarina doesn’t claim to offer a blueprint. Instead, she offers something much more useful: a mindset. Her emphasis on vulnerability, emotional intelligence, and inclusive leadership feels both timely and timeless. In an era when burnout is high and trust in leadership is often low, Bold encourages a more sustainable and human approach to leading others.

And while the book may resonate most strongly with HR professionals, tech leaders, and those in fast-paced industries, its insights are universal. Anyone interested in building a more compassionate, creative, and courageous work culture will find something to take away.

If you would like to discuss how we can help ensure your HR department is implementing the right level of boldness into their work to produce the best results, please get in touch with us today!

In today’s fast-paced, digitally driven work environment, small talk may seem like a quaint relic of the past. Yet, for business leaders navigating hybrid teams, remote onboarding, and evolving communication norms, small talk is more than just filler – it’s a strategic asset.

As the nature of workplace interaction continues to shift, mastering the art of small talk can significantly enhance employee engagement, collaboration, and organizational culture.

Why Small Talk Still Matters

Small talk – those seemingly trivial exchanges about the weather, weekend plans, or a recent event – serves a deeper purpose in professional settings. It helps build rapport, eases social tension, and lays the groundwork for trust and collaboration. Research shows that small talk fosters positive emotions in the workplace, which in turn boosts organizational citizenship and morale.

For HR professionals, encouraging small talk can be a subtle yet powerful way to promote inclusivity and psychological safety. It signals openness, approachability, and a willingness to connect beyond transactional interactions.

The Post-Pandemic Communication Shift

With the rise of remote and hybrid work, many employees now operate in environments where informal interactions – once common in office hallways or break rooms – are rare.

According to a 2024 Forbes report, asynchronous communication and shortened attention spans (now averaging just 47 seconds on screen) have become the norm. This shift has made spontaneous small talk more difficult, yet more necessary than ever.

Barriers to Small Talk—and How HR Can Help

Many employees avoid small talk due to fear of saying the wrong thing or appearing awkward. A survey conducted by the emotional support charity Samaritans as part of their “Small Talk Saves Lives” campaign revealed that nearly half of British adults actively avoid small talk, with 22% citing anxiety about making social missteps. These concerns are amplified in professional settings, where the stakes feel higher.

Business leaders can play a pivotal role in normalizing and facilitating small talk by:

• Creating psychologically safe spaces where informal conversation is welcomed.
• Modeling inclusive communication during meetings and onboarding sessions.
• Encouraging open-ended questions that invite dialogue, such as “What projects are you excited about right now?” or “How did you get into your current role?”

Adapting Small Talk for Remote and Hybrid Teams

Remote work doesn’t have to mean the end of casual conversation. In fact, research from Rutgers University shows that small talk can be effectively taught and practiced via telehealth and virtual platforms, with comparable outcomes to in-person interactions.

This suggests that digital environments can still support meaningful social exchanges—if intentionally designed to do so.

Business leaders can foster virtual small talk by:

• Starting meetings with light, non-work-related questions.
• Creating dedicated Slack or Teams channels for casual conversation.
• Scheduling virtual coffee chats or ‘watercooler’ sessions to mimic in-office spontaneity.

Communication in the Mobile Era

Today’s workforce expects communication that is human, brief, and mobile-friendly.

A 2024 Forbes article emphasizes that employees increasingly prefer text-based updates and reminders over formal emails. This trend underscores the need for HR to rethink how and where small talk happens—perhaps through mobile messaging platforms or short video check-ins.

Conclusion: Small Talk as a Strategic HR Tool

In a world where efficiency often trumps connection, small talk remains a vital tool for building relationships, easing transitions, and strengthening workplace culture.

For business leaders, investing in small talk is not about encouraging idle chatter – it’s about cultivating a more connected, resilient, and human-centered organization.

By embracing small talk as a strategic communication skill, leaders can help bridge the gap between digital efficiency and emotional connection – ensuring that even in a remote-first world, people still feel seen, heard, and valued.

If you would like to discuss how we can help build greater connection in your organization, please get in touch with us today!

In today’s dynamic and often unpredictable work environment, coaching and mentoring have emerged as essential tools for employee development, engagement, and retention.

As organizations strive to navigate the complexities of hybrid work, generational diversity, and evolving employee expectations, HR professionals are uniquely positioned to champion these developmental practices.

This article synthesizes recent insights and research to explore how coaching and mentoring can be effectively balanced and integrated to drive meaningful outcomes at individual, team, and organizational levels.

The Distinct Yet Complementary Roles of Coaching and Mentoring

While often used interchangeably, coaching and mentoring serve distinct purposes in the workplace:

• Coaching is typically time-bound, performance-driven, and focused on developing specific skills or achieving defined goals. It is often evaluative and structured, with the coach – frequently a manager or external expert – guiding the process.

• Mentoring, by contrast, is long-term, non-evaluative, and mentee-driven. It supports holistic development, career navigation, and personal growth through the sharing of experiences and wisdom from a more seasoned professional.

Understanding these differences is crucial for HR professionals designing development programs. However, the real power lies in blending both approaches – a strategy increasingly supported by recent research.

Building Managerial Confidence in Coaching

Despite the proven benefits of coaching – 99% of coached employees report satisfaction and 96% would repeat the experience – many managers remain hesitant to adopt a coaching mindset. Common concerns include discomfort with vulnerability, fear of asking the wrong questions, or confusion between coaching and mentoring.

To address this, simplifying the coaching process is key. Tools like Michael Bungay Stanier’s The Coaching Habit offer accessible frameworks, such as his seven essential questions, that help managers guide developmental conversations without needing to be professional coaches.

A practical approach for managers is to begin with coaching – encouraging employees to define their challenges, explore options, and identify action steps – and then transition into mentoring by sharing relevant experiences. The critical nuance is in how advice is offered: avoiding prescriptive language like “you should” and instead framing insights as “something to consider.”

The Strategic Value of Mentoring

Mentoring is increasingly recognized as a strategic lever for talent development and retention. According to 2025 research from MentorcliQ, 98% of Fortune 500 companies now have mentoring programs, and those with such programs report more than double the median profits compared to those without.

 Moreover, employees with mentors are significantly more likely to feel valued, engaged, and committed to their organizations.

Mentoring also plays a vital role in addressing the skills gap. With 69% of companies reporting significant skill shortages, mentoring offers a personalized, experience-based method for upskilling and reskilling – especially when digital learning alone falls short.

Integrative Approaches: The Future of Development

Recent academic research underscores the growing trend toward integrative coaching and mentoring models. A 2024 synthesis published in the Journal of Managerial Psychology highlights the need for developmental relationships that are flexible, inclusive, and responsive to the post-pandemic workplace.

Key themes include:

• Virtual and hybrid delivery: The normalization of remote work has made digital coaching and mentoring not only viable but essential. Virtual formats offer flexibility and accessibility, especially for global or dispersed teams.
  
  
• Emotional and psychological support: In a world that is increasingly connected yet lonely, developmental relationships provide critical human connection, enhancing well-being and resilience.
  
  
• Diversity and inclusion: Programs like reverse mentoring and intergenerational mentoring foster inclusive cultures by bridging generational and hierarchical divides.

Measuring Impact and Ensuring Quality

One of the persistent challenges in coaching and mentoring is evaluating their impact. While outcomes may not always be immediate or easily quantifiable, recent studies show promising results. For example, a 2025 study in the healthcare sector found that virtual coaching significantly improved well-being and teamwork among professionals, leading to better service delivery.

To ensure effectiveness, HR professionals must focus on:

• Tailored program design: One-size-fits-all approaches rarely work. Programs should be customized to the needs of different employee groups and organizational contexts.

• Training and support: Coaches and mentors need guidance, resources, and ongoing development to maintain quality and consistency.

• Strategic alignment: Developmental initiatives should be embedded in broader talent strategies and aligned with organizational goals.

Conclusion: A Call to Action for HR Leaders

As the workplace continues to evolve, coaching and mentoring are no longer optional—they are strategic imperatives. HR professionals must lead the charge in cultivating a culture where both practices are not only accessible but seamlessly integrated into the fabric of organizational life.

By equipping managers with coaching skills, expanding mentorship opportunities, and embracing hybrid delivery models, organizations can unlock the full potential of their people. In doing so, they not only enhance performance and retention but also foster a more connected, resilient, and future-ready workforce.

If you would like to discuss how we can help build coaching and mentoring into your organization, please get in touch with us today!

The age of AI has arrived, and with it an urgent question for eco-conscious organizations: how can they embrace the productivity gains of generative AI while staying true to their environmental values?

There has been a growing awareness about the environmental cost of advanced technologies. Generative AI tools like ChatGPT, for example, consume significant computing power, so much so that it is estimated that training a large language model like GPT-3 consumed 1,287 MWh of electricity and resulted in over 550 metric tons of carbon emissions.

This is roughly equivalent to flying a single passenger round-trip from New York to San Francisco over 550 times!

This may sound daunting, but in reality, it’s a call to action.

Here’s the positive truth: for every challenge generative AI presents there’s an opportunity to lead with impact. One area that employers can really influence more than they may realise is with sustainable finance – particularly around employee retirement plans and investment choices.

Company pension schemes represent trillions in global assets. In the UK alone, pension funds control around £3 trillion in investments, yet many of these funds remain tied to carbon-intensive industries. What if employers flipped that? What if, alongside AI adoption strategies, they built green pension pathways as part of their sustainability agenda?

The same opportunity exists in the US, where 401(k) plans hold over $7.4 trillion in assets. Despite this scale, fewer than 3% of U.S. 401(k) plans offer a dedicated ESG (Environmental, Social, Governance) fund option. That’s an enormous missed opportunity… but also a wide-open door!

Employers can collaborate with benefits providers to introduce ESG-aligned investment options into 401(k) menus, allowing employees to consciously invest in renewable energy, green tech, and companies with strong environmental performance. And this is not just good for the planet, it can be good for the company, too. An analysis by Morningstar found that ESG funds outperformed their non-ESG counterparts in more than half of all asset classes over the previous 10 years.

Environmental action isn’t just a box-ticking exercise, it’s culture-defining. Employees, especially Gen Z and Millennials, increasingly expect their employers to reflect their values, and according to Deloitte’s 2025 Global Gen Z and Millennial Survey, 70% of respondents said they consider a company’s environmental policies to be important when evaluating a potential employer. And this is coming from the two demographics who now make up the vast majority of the current workforce.

That gives leaders an incredible opportunity transform AI anxiety into purpose-led action by building green AI roadmaps, encouraging responsible digital practices, and involving employees in eco-conscious decision-making.

Of course, none of this is easy. AI will continue to evolve, and so will its energy demands. But leaders are uniquely placed to unite people, policy, and purpose.

By viewing the rise of AI as a catalyst for greener practices – from pension reform to digital literacy – employers are not just responding to a challenge. They are building the kind of businesses the future needs: innovative, ethical, and environmentally aware.

If you would like to discuss how we can help build eco-conscious policies into your business structure to offset the environmental impacts of increased AI integration, please get in touch with us today!

In today’s evolving workplace, paid time off (PTO) is no longer just a checkbox on a benefits package—it’s a critical component of employee well-being, productivity, and retention. Yet, despite its importance, many organizations still struggle to create a culture where employees feel empowered to truly disconnect. For HR professionals, the challenge lies not only in offering PTO but in ensuring it serves its intended purpose: rest, recovery, and rejuvenation.

The Disconnect Between Policy and Practice

Research by QuickBooks Time reveals that while 84% of employees in the US have access to PTO, 65% don’t use all of it – and 60% worked during their time off. Furthermore, a staggering 89% reported going to work sick, and one in three admitted to experiencing unhealthy levels of stress.

These figures point to a troubling disconnect: employees may have PTO on paper, but cultural and operational barriers prevent them from using it effectively.

This issue is compounded by a lack of trust. Over half of employees admit to lying about why they need time off—often citing mental or physical health reasons—because they fear judgment or repercussions. This behavior reflects a deeper problem: employees don’t believe their mental health is genuinely valued by their employers.

The Cost of Ignoring Mental Health

The consequences of this disconnect are significant. Poor mental health costs U.S. employers an estimated $225 billion annually due to reduced productivity and increased absenteeism.

SHRM’s 2024 research underscores this, revealing that 51% of workers feel emotionally drained, and 44% report burnout. Alarmingly, 52% feel pressured to prioritize organizational needs over their own well-being.

Moreover, Mental Health America’s 2024 “Mind the Workplace” report found that 90% of employees in unhealthy workplaces say work stress affects their sleep, compared to just 44% in healthier environments .

Psychological safety—defined as the ability to express oneself without fear of negative consequences—is a key differentiator. Employees in psychologically safe environments report higher job satisfaction, better relationships with managers, and improved mental health.

Redefining PTO: From Policy to Practice

To bridge the gap between policy and practice, HR leaders must rethink how PTO is structured and supported. It’s not enough to offer days off; organizations must ensure those days are truly restorative. Here’s how:

1. Create a Culture of True Time Off

Employees often cram work before a vacation or return to a backlog, negating the benefits of time away. To combat this, employers should:

• Assign coverage: Like understudies in theatre, every employee should have a backup who can step in during absences.
• Set communication boundaries: Use IT tools to block work-related messages during PTO and redirect them to designated colleagues.
• Provide re-entry briefings: A short update upon return can ease the transition and reduce anxiety.

2. Offer Flexibility and Customization

While 61% of employees would reject a job without PTO, 74% would prefer a raise over more time off. This suggests a need for customizable benefits. Consider offering:

• PTO-for-pay conversions: Let employees trade unused PTO for bonuses.
• Flexible PTO packages: Allow staff to choose between more vacation days or higher pay, depending on their personal needs.

3. Foster Psychological Safety

According to the American Psychological Association’s 2024 survey, psychological safety correlates strongly with productivity, engagement, and retention. HR can promote this by:

• Encouraging transparent communication.
• Training managers to be supportive and fair.
• Offering feedback mechanisms and inclusive decision-making opportunities.

4. Support Mental Health Proactively

Only half of workers feel comfortable accessing mental health resources at work 1. To change this, organizations should:

• Normalize mental health conversations.
• Provide access to counseling and wellness programs.
• Recognize and reward employees who prepare for their time off, especially in smaller teams where coverage is limited.

A Call to Action for HR Leaders

The data is clear: offering PTO is not enough. HR professionals must champion a culture where time off is respected, mental health is prioritized, and employees feel safe to disconnect.

By aligning policies with practice and fostering psychological safety, organizations can unlock the full potential of their workforce—boosting morale, productivity, and long-term retention.

In future, the most successful companies will be those that understand this simple truth: when employees are well, business thrives.

If you would like to discuss PTO policies and workplace culture strategies, please don’t hesitate to get in touch with us at: hello@OrgShakers.com.

In the first article of this series, we explored the HR multiverse – a planning model that prepares for multiple simultaneous futures in an unpredictable world. In the second, we looked at how internal mobility allows talent to flow in response to shifting business needs, preventing bottlenecks and boosting retention.

In the third and final instalment in this series chronicling how to respond to uncertainty, we zoom out even further and ask: what kind of organizational structure allows this flexibility to happen on a large scale?

In most companies today, the formal organization chart is still king. But in a landscape defined by ambiguity – new tariffs, AI acceleration, climate-driven supply risks – rigid hierarchies are no longer fit for purpose. What employers need instead is a structure that’s flexible, fluid, and skills-based.

And many companies are already evolving in this direction. A 2024 Deloitte report found that 45% of employees and 42% of HR leaders believe job roles and descriptions are outdated. Meanwhile, the shift to skills-based organizations, where roles are defined by capabilities rather than titles, is beginning to accelerate across industries.

One powerful example of this agility in action is Volvo’s implementation of an agile teams methodology across 700 teams and 9,000 employees. Their internal assessments found not only greater speed to innovation but also improved employee engagement as team ownership and purpose increased.

For employers, this structural transformation means shifting their own practices, such as:

• Quarterly talent reviews instead of annual ones.
• Performance systems that assess contribution across projects, not just in-role.
• Learning platforms that push on-demand development, aligned with shifting skills needs.
• Career paths that look more horizontal rather than vertical.

It may initially sound a bit chaotic but, in reality, it’s controlled, strategic flexibility – and it works. Agile organizations outperform their peers in both innovation and employee satisfaction, especially during volatile periods.

Ultimately, structure is strategy. The way employers organize their people says everything about how ready they are to adapt. And when uncertainty is the norm, fluidity needs to become the foundation that leaders are working from.

So as we close out this series on thriving in the HR multiverse, here is the core truth: we may not know exactly what the future holds, but we can build systems, structures and cultures that let us respond with confidence, creativity and efficiency.

If you would like to discuss how we can help you achieve this, please get in touch with us today!