A brand-new study recently discovered that those employees who are ‘workaholics’ are more likely to become disengaged with their moral values. This got us thinking about how being a workaholic – whilst outwardly presenting as a super engaged and committed employee – actually has detrimental effects on overall productivity and wellbeing – so much so that it apparently throws off one’s moral compass, too. That’s why this month we have grabbed a copy of Malissa Clark’s latest book, Never Not Working: Why the Always-On Culture is Bad for Business–and How to Fix It.

Dr Malissa Clark is an associate professor of industrial-organizational psychology at the University of Georgia, and her research has particularly focused around workaholism, burnout, employee wellbeing, and organizational culture. Widely published in academic journals, Malissa has become a leading voice in the conversation around workplace mental health, and her first book, Never Not Working, translates her years of academic insights into accessible, actionable guidance.

In her book, Malissa starts by examining the toxic rise of workaholism in today’s professional world – where long hours and constant availability are not only normalized but celebrated. She argues that this ‘always-on’ culture is not a mark of dedication or success, but a harmful and unsustainable approach that damages individuals, teams, and entire organizations.

The book creates a clear distinction between healthy work engagement (feeling energized and fulfilled by work) and workaholism, which is defined by an uncontrollable inner compulsion to work excessively and obsessively. Malissa draws on over a decade of empirical research to show how workaholism is linked to burnout, anxiety, strained relationships, and reduced productivity, debunking the myth that more work automatically leads to better outcomes.

The book also goes on to address the systemic and cultural drivers of overwork: from glorified ‘hustle culture’ and performative busyness to poor leadership and the spread of technology that blurs the line between professional and personal life. She explores how these patterns have been intensified by the pandemic, remote work, and economic pressures.

Rather than simply critiquing the current state of affairs, Malissa offers a practical framework for change. She provides tools for leaders to recognize unhealthy behaviors in themselves and their teams, and she outlines steps organizations can take to shift away from overwork, such as setting boundaries, promoting recovery time, and measuring success based on output rather than hours being logged.

Ultimately, Never Not Working is a call to reimagine what productivity and success look like in the 21st century, arguing that sustainable work is not only better for employees, but better for business overall.

If you would like to discuss how we can help train your leaders and middle managers to identify the signs of workaholism, please get in touch with us today!

And in the meantime, be sure to grab yourself a copy of Never Not Working – it can be purchased here in the US and here in the UK.

HR professionals are at the forefront of navigating the evolving dynamics of workplace culture.

So, with more and more organizations increasing the number of in-office workdays, the rise of ‘hushed hybrid’ working – when front-line managers quietly allow employees to work remotely despite official Return to Office (RTO) mandates – presents a critical challenge that demands immediate attention.

The Current Landscape

In 2024, several major organizations, including Amazon, JPMorgan Chase, and AT&T, issued strict RTO mandates, requiring employees to return to the office five days a week.

These policies have sparked a significant pushback, with surveys revealing that a significant percentage of employees are either ignoring these mandates or considering leaving their roles due to the lack of flexibility.

This resistance underscores a growing disconnect between senior leadership and front-line management and employees.

The Risks of ‘Hushed Hybrid’ Practices

‘Hushed hybrid’ working may seem like a practical workaround for front-line managers aiming to balance employee satisfaction with company policies. However, this approach is unsustainable and fraught with risks:

• Employee Tensions: Allowing some team members to work remotely while others are required to be in the office can create feelings of unfairness and resentment.

• Erosion of Trust: The secrecy inherent in ‘hushed hybrid’ arrangements undermines transparency and can lead to a toxic workplace culture.

• Policy Compliance Issues: If managers are bypassing RTO policies, it raises concerns about adherence to other organizational policies, signaling potential governance issues.

The Role of HR in Bridging the Gap

HR professionals play a pivotal role in addressing the root causes of ‘hushed hybrid’ working. Here’s how you can act:

• Facilitate Open Dialogue: Create channels for middle managers to provide honest feedback to senior leadership about the challenges and employee sentiments surrounding RTO mandates.

• Reassess RTO Policies: Collaborate with leadership to evaluate the effectiveness of current RTO policies and explore more flexible, hybrid models that align with employee needs and organizational goals.

• Promote Transparency: Foster a culture of openness where policies are clearly communicated and consistently applied across all levels of the organization.

• Support Middle Managers: Equip managers with the tools and training needed to navigate the complexities of hybrid work arrangements while maintaining compliance with company policies.

Building a Sustainable Workplace Culture

The rise of ‘quiet’ workplace trends like ‘hushed hybrid’ working highlights the need for proactive measures to strengthen organizational culture. By addressing these challenges head-on, HR can help bridge the gap between policy and practice, ensuring that your organization remains an employer of choice in an increasingly competitive talent market.

If you would like to discuss how we can help coach your leaders in communication, as well as foster a culture of openness in your workplace, please get in touch with us.

Let me set the scene: it’s a rainy Tuesday morning and you arrive at the office for work. The place is quiet – just the hum of the coffee machine and the low murmur of someone on a Teams call. But by 10 a.m., a small group has gathered in the open-plan communal space: Finance are chatting about a reporting glitch, a new employee is asking questions about a new platform, and someone is sharing photos from their dog’s birthday (yes, that’s a thing now!).

Within half an hour, three new ideas have been sparked, two problems solved, and a connection made that will lead to an impromptu mentorship pairing.

This is the kind of magic that’s hard to replicate through a screen.

While AI and automation are undeniably transforming the way we work – bringing speed, efficiency, and convenience – they can’t replicate the authenticity, collaboration, or creative spark that comes from sharing a space with others. In an age where so much can be streamlined, the unmediated, spontaneous moments of human connection remain irreplaceable. A smile, a firm handshake, or a quick coffee break creates bonds that virtual interactions simply can’t match.

Creating environments that foster meaningful connection is no longer a ‘nice to have’ – it’s essential for building resilient teams and strong workplace culture.

AI: An Enabler, Not a Replacement

Let’s be clear: AI is here to stay, and that’s a good thing. Used thoughtfully, it can lift the administrative burden, speed up data analysis, and allow people to focus on what they do best – building relationships, solving problems, and bringing fresh ideas to the table.

In the HR space alone we’ve seen AI enhance recruitment, employee feedback, and performance monitoring. Gartner predicts that by 2027, nearly 25% of all professional roles will be supported or augmented by AI. But while these tools enhance productivity, they must not replace the emotional intelligence, trust, and judgment that only humans bring.

AI won’t notice when a new starter is feeling overwhelmed. It can’t coach someone through a delicate conversation or teach the nuance of when to lead, when to follow, and when to challenge. That kind of knowledge lives in the in-between moments – moments that only come with face-to-face connection.

The Value of Being There

As we integrate AI into more aspects of work, it becomes even more important to double down on what can’t be automated – namely, mentorship.

While AI can accelerate tasks and fast-track knowledge acquisition, it doesn’t teach people how to navigate a tough conversation, when to push back in a meeting, or why a certain client prefers one communication style over another. That kind of learning comes from observing, shadowing, and talking things through with someone who’s been there before. It comes from being present.

In professional environments – particularly those where junior employees are just beginning to shape their skills – this human guidance is essential. Kevin Ellis, Chairman of PwC, captured it well when he said: “You give people the freedom to do more. This, in turn, requires more coaching to equip people more quickly for more responsibility and to impart knowledge that is usually acquired over a longer period of time.” AI might take someone from year one to year three on paper, but the real growth happens in the conversations in between.

Being physically present in the workplace allows for these crucial mentoring moments to unfold naturally – whether it’s a casual debrief after a meeting, or a spontaneous question asked in passing. These are the moments that build confidence, capability, and a sense of belonging.

Without them, there’s a real risk that early-career employees, especially, miss out on the very experiences that shape future leaders.

Designing Office Time with Intention

That doesn’t mean flexibility goes out the window. Remote and hybrid working have provided much-needed balance for many, and the option to focus at home is now a baseline expectation. But if we want employees to come into the office, the experience has to be more than just replicating remote work at a desk.

Office time should be purposeful. It should be about collaboration, creativity, shared learning, and community – things that don’t happen as organically over scheduled calls. When designed well, the physical workplace can serve as a catalyst for connection. Open-plan areas, communal kitchens, and informal breakout spaces make it easier for spontaneous interactions to flourish.

In-person collaboration unlocks creativity and fosters deep trust – an authenticity that screens and algorithms can’t capture.

The Human Touch Builds Trust

Trust is the foundation of effective teams, and it’s much easier to build when we’re face-to-face. Research from MIT Sloan shows that high-trust teams are 50% more productive and 76% more engaged. Shared experiences – the chats between meetings, the eye contact across a table, the subtle cues from body language – form the basis of camaraderie and psychological safety.

In roles like HR, trust is especially vital. When employees know there’s a human being behind the process, someone they can see, speak to, and be heard by, they are more likely to feel supported. But when services are automated to the point of invisibility, that trust can erode.

We must continue to capitalise on the human element – not in spite of AI, but alongside it.

Moving Forward – Together

AI will continue to shape the future of work, but it’s our responsibility to ensure it doesn’t strip out the soul of the workplace. It’s not about choosing between technology and human connection; it’s about using technology to elevate it.

Because sometimes, the best ideas – and the strongest relationships – are sparked not by an algorithm, but by a laugh across the desk and a second cup of coffee.

If you would like to discuss how we can help create environments that foster meaningful connections in your organization, please get in touch with us today!

For a concept once hailed as the next technological revolution, the metaverse has experienced a lull in mainstream attention.

However, for HR professionals, the metaverse’s potential to transform work has not gone away. As digital transformation continues to redefine workplace dynamics, the metaverse represents a frontier brimming with opportunities to enhance employee experience, collaboration, and talent management.

The Metaverse in Decline – or Dormancy?

The fanfare surrounding the metaverse seemed to wane as headlines shifted to AI advancements and economic uncertainties. Initial high-profile investments faced challenges, with many organizations questioning the feasibility of fully virtual workplaces.

Yet, this retreat may be less about the metaverse’s viability and more about recalibrating expectations. Experts suggest that the metaverse’s most promising applications lie not in sweeping overhauls but in targeted, practical implementations – especially within HR.

Meta’s virtual office product is currently at Beta testing stage. It’s called Horizon Workrooms and is available on the Oculus Quest 2. Its benefits are that it’s affordable for businesses, fully immersive, and easily accessible. Facebook has already started to use it within their teams.

Microsoft, Amazon, Apple, and Google have also created their own spaces within the metaverse. We don’t know yet when (or if) these products will come to market, but these are certainly companies to watch for future metaverse workplace application.

Reimagining Employee Experience in Virtual Spaces

The metaverse’s immersive environments offer HR leaders an innovative way to reimagine employee experiences. For example, the metaverse could revolutionize onboarding by creating realistic yet safe environments for new hires to explore company culture, policies, and expectations.

This interactive approach fosters deeper engagement compared to traditional formats like webinars or handbooks. Moreover, virtual spaces enable creative team-building activities and social interactions among geographically dispersed employees.

Training, Development, and Upskilling in the Metaverse

For HR professionals focused on learning and development, the metaverse is a game-changer. It enables experiential learning, where employees can practice complex or high-stakes tasks in virtual settings that feel real yet remove the risks.

For instance, healthcare and manufacturing sectors have already tapped into VR to train employees for emergency scenarios. HR teams can leverage similar applications to provide customized upskilling programs, enhancing employee capabilities while building stronger organizational resilience.

A Tool for Inclusion and Accessibility

One of the most compelling aspects of the metaverse is its potential to create inclusive workplaces. Virtual environments can be tailored to accommodate employees with disabilities, offering tools that eliminate physical barriers to participation. This not only broadens the talent pool but also strengthens employer branding as a champion of diversity and inclusion.

Challenges and Considerations

However, adopting the metaverse isn’t without hurdles. Concerns around data privacy, cybersecurity, and equitable access to technology must be addressed. HR professionals should lead these conversations, advocating for policies that protect employees’ rights while fostering innovation. Additionally, organizations must ensure they strike the right balance between virtual and physical interactions to avoid alienating employees who prefer more traditional approaches.

Preparing for the Future

While the metaverse is not yet a workplace staple, it’s a space that HR professionals cannot afford to ignore. As technology evolves, the metaverse is poised to complement existing HR tools rather than replace them, offering fresh ways to attract, engage, and retain top talent. By staying informed and open to experimentation, HR leaders can position their organizations to thrive in a future where virtual and physical workplaces seamlessly coexist.

If you would like to discuss how we can help build robust HR technology strategy for your organization, please get in touch with us today!

Now, it can be easy to dismiss ‘Take Your Child to Work Day’ as a feel-good event that’s little more than a nostalgic tradition for families and a minor disruption to the workday routine. Yet, in 2018 more than 37 million Americans took their children into over 3.5 million workplaces.

But is this sentiment still present today? In an age of hybrid and remote working, has the need for ‘Take Your Child to Work Day’ become redundant – or is it actually something that is needed now more than ever? We took to LinkedIn to find out what our followers believed, and the results were, rather interestingly, divided: 30% believed that this day was an ‘irrelevant distraction’, 31% believed it was a ‘vital educational initiative’, whilst 36% argued that it was time to ‘reassess’ the purpose that Take Your Child to Work Day could serve.

Whilst the opinions are relatively equally split, it’s interesting that the one that does prevail above all is the idea that Take Your Child to Work Day has the potential to be a great tool for employers, it just may need to be reassessed as to how to wield it to harness the most from it.

Arguable, when approached with intention, this one day can become a powerful tool for deepening organizational culture, engaging employees, building future talent pipelines, and even strengthening community partnerships.

Historically, many companies ran this day as a simple shadowing opportunity – a child would follow their parent around, peek at some spreadsheets, sit in a few meetings, and maybe get a free lunch. While this approach offered a surface-level view of adult work life, it rarely inspired or educated beyond a general ‘now I know where Mom works’ understanding.

But to be a forward-thinking organization, you must start to consider how you can evolve this day into something more intentional. Done right, it can become an immersive experience that says something meaningful about who you are as an employer. There are a few key ideas that could be considered when trying to achieve this:  

• Take Your Child to Work Day as a Cultural Touchstone – some organizations have been using this event to reflect their values. This meant not just showcasing the business, but celebrating the families behind the workforce. With carefully curated activities that went beyond cubicle tours, the event became a cultural touchstone. Partners met employees’ children, children got to see their parents in a new light, and everyone left with a deeper sense of connection. This wasn’t just about letting kids tag along – it was a statement that said we support families and we see the whole person who shows up to work each day.
• Take Your Child to Work Day as a Future Talent Pipeline – this is the idea of recognising that this day is no longer just about engagement, it’s also about recruitment. Organizations can be using it to expose middle and high school students to potential career paths – particularly those unfamiliar with what various roles entail. Kids today often struggle to envision life beyond school, and so by inviting them into workplaces with intention, employers can begin to help bridge that anticipation gap. One of our team recalled when children who were visiting for the day were able to try on hard hats, operate simulation equipment, or tour active worksites to really get a feel for what a job entailed rather than just watching their parent do it. This kind of hands-on exposure acts as more than just fun – it plants seeds. Six or seven years from now, those same students may remember that spark and pursue a path back to that company.
• Take Your Child to Work Day as a Community Outreach Opportunity – companies could also consider extending the day beyond their workforce entirely, using it instead as a way to connect with the local community. Inviting local school groups – particularly from underserved areas – can open doors for students who might otherwise never consider a future in that industry. This kind of partnership also aligns with corporate social responsibility goals, as companies that actively contribute to the development of their communities build stronger reputations and long-term loyalty from families who remember the gesture.

Of course, in the post-COVID world, some parents are asking a valid question: Why bring my child to work when they’ve been working next to me at the kitchen table for the past three years? After all, the rise of remote and hybrid work has changed the meaning of ‘the workplace’.

This shift also calls for a redefinition of what this day can be. Perhaps it’s not about bringing kids into the office, but instead about designing virtual job exploration experiences, digital workshops, or hybrid events that still connect children with the essence of your workplace, even if that workplace isn’t strictly a physical one.

Like any initiative, the success of Take Your Child to Work Day hinges on how intentionally it’s planned. If it’s just about keeping the kids entertained for a few hours, the impact will be minimal. But if it’s designed as a tool to reinforce company culture, support families, recruit future talent, and give back to the community, then it could become something far more valuable.

If you would like to discuss how we can help your company harness the most out of Take Your Child to Work Day, please get in touch with us today!

For many new employees, the first few days at a company set the stage for their entire experience. A warm welcome, a clear understanding of expectations, and a sense of belonging can make all the difference.

Yet, a recent survey has found that over half (54%) of office-based employees said they were dissatisfied with their onboarding experience, with the reasons being cited including lack of structure, discrepancies between the role they applied for and the job they were hired to do, and confusion around daily tasks. This is why investing in a strong onboarding process is not just a courtesy but a strategic move that fosters engagement, productivity, and long-term retention.

First things first…first impressions matter. Starting a new job is exciting, but it can also be overwhelming. A well-designed onboarding process helps employees feel valued from day one, setting a positive tone for their journey.

A comprehensive welcome package, an introduction to company culture, and a mentor or buddy system can go a long way in ensuring new hires feel at ease. And, employees who feel welcomed are more likely to integrate quickly and contribute effectively.

Speaking of contributing effectively, many employers will know that engaged employees are productive employees. From this perspective, onboarding should be more than just paperwork and IT setup – it should immerse new hires in the company’s mission, values, and goals. When employees understand their role in the grand scheme of things, they feel a greater sense of purpose and commitment. Encouraging early participation in team meetings, collaborative projects, and company events can help to strengthen this connection.

Research shows that employees who experience effective onboarding are more likely to stay with a company long-term. Therefore, a strong onboarding process is essential for equipping employees with the tools and knowledge they need to perform their roles efficiently. Offerings such as structured training, access to key resources, and hands-on guidance are just some key examples to help new hires become productive faster. Without this support, employees may take longer to reach their full potential, which can impact overall team performance.

It’s also good to remember thatonboarding isn’t just about integrating employees into their roles – it’s also about fostering a sense of community. When new hires feel connected to their colleagues and company culture, they are more likely to contribute positively to the workplace environment.

Tripping at the first hurdle can be costly, but with a strong onboarding process in place, businesses can set new employees up for success from day one. A little effort at the beginning of an employee’s journey can yield significant long-term benefits – so why not make onboarding a priority?

If you would like to discuss how we can help strengthen your onboarding process and ensure a well-rounded assimilation for new team members, please get in touch with us today!

Once upon a time, in a workplace not so far away, three employees faced challenges that tested the magic of their HR departments. With the right support from their employers, they knew that they could find their happily ever after…

“Hansel and the Breadcrumbs”

Hansel was excited to start his new job. He had worked hard to land a role in his dream company, but after onboarding, he felt lost in an unfamiliar forest of responsibilities. His manager was always too busy, and any guidance he received was scattered, much like a breadcrumb trail leading nowhere.

Hansel isn’t alone – over half (54%) of office-based employees said they were dissatisfied with their onboarding experience. Without any clear direction, he struggled to find his way, second-guessing himself and feeling isolated.

How can Hansel’s employer help him?

Firstly, companies should ensure structured, well-documented onboarding programs that don’t leave new hires to fend for themselves. Regular check-ins with a mentor or manager can help employees feel guided and supported. A buddy system, where a more experienced colleague helps navigate the first few months, can also work wonders.

And, most importantly, onboarding shouldn’t end after a few weeks. Continuous learning opportunities and career development plans ensure employees feel valued long after their first day. And this sentiment rings true – a Glassdoor survey found that a strong onboarding process improves a company’s retention rate by 82%.

“Rapunzel and the Remote Tower”

Rapunzel was thriving in her fully remote role – until she wasn’t. At first, working from home felt liberating. But over time, isolation crept in, and the excitement of flexible working turned into a lonely existence. She missed casual coffee chats and brainstorming sessions, and despite attending every virtual meeting, she still felt disconnected.

Rather ironically, she’s not alone – 67% of remote workers reported feeling disconnected from their colleagues. This is because a lack of in-person interaction can make employees feel like they’re trapped in a tower, with little social engagement.

So, how can Rapunzel’s employer support her?

Remote work should not mean working in solitude. Employers can implement virtual coworking sessions, casual chat channels, or monthly team-building activities to foster community. Hybrid work options, where employees can meet in-person periodically, can also help combat isolation if this is an option.

Most importantly, leaders should check in with their remote employees regularly – not just about tasks, but about their wellbeing, too. Encouraging employees to set boundaries and take microbreaks is key to ensuring they don’t feel trapped within their own four walls.

“The Three Little Pigs and the Big Bad Layoffs”

The Three Little Pigs worked hard to build their careers, but storm clouds loomed overhead. Economic downturns and restructuring left them anxious about job security. Some of their colleagues had already been let go, and rumors of more layoffs circulated like the wind. The first pig tried to ignore it, hoping it would blow over. The second panicked, applying to jobs frantically. The third, however, sought clarity from leadership.

With about 70% of employees saying layoffs negatively impact workplace morale, how can companies ensure their people feel secure, even in uncertain times?

Transparency is key. Leaders should communicate openly about business challenges and any potential restructuring, rather than letting rumors dictate the narrative. If layoffs must happen, organizations should prioritize empathy, offering career transition support and mental health resources.

For those staying, companies must rebuild trust by reinforcing a clear vision for the future, ensuring employees feel supported rather than expendable. Strong foundations – just like the pig who built his house of bricks – are what keep employees engaged even during turbulent times.

In today’s ever-changing workplace landscape, the magic isn’t in fairy godmothers or enchanted castles – it’s in the HR policies and leadership decisions that shape an employee’s experience. If companies want their employees to live happily ever after, then they must continue their commitment to making workplace wellbeing more than just a fairy tale. If you would like to discuss how we can help you achieve this, please get in touch with us today!

Parkinson’s disease is a progressive neurological condition that affects movement, coordination, and cognitive functions, and it is estimated that around 10 million people globally are living with Parkinson’s. Therefore, ensuring employees with Parkinson’s receive the right support is essential not only for their wellbeing but also for ensuring that they are able to continue to thrive in their role and maintain productive momentum.

The key to achieving this is implementing thoughtful workplace adjustments that allow employees to thrive while balancing business needs.

Parkinson’s symptoms vary significantly, but may include tremors, muscle stiffness, slowness of movement, fatigue, and cognitive changes. These can impact tasks such as typing, walking, speaking, or multitasking. While Parkinson’s does not affect every individual in the same way, employers must recognize that small adjustments can make a significant difference in an employee’s ability to perform their job effectively:

• Flexible Working Arrangements – allowing remote working or hybrid models can help accommodate the fluctuating energy levels that are sometimes caused by Parkinson’s. Additionally, offering more flexibility with working hours enables these employees to work when they feel most capable.
• Physical Adjustments to the Workplace – employers should consider the benefits of providing ergonomic chairs and adjustable desks to help improve comfort and combat against more physical symptoms. It can also be important to ensure easy access to rest areas and quiet spaces for breaks and take this into consideration when situating certain employees in the office.
• Technology and Assistive Tools – offering speech-to-text software for those who struggle with typing can be a great way of keeping productivity up through a reasonable adjustment.
• Task and Role Adjustments – consider modifying job responsibilities to focus on strengths and subsequently minimize strain by allowing additional time for tasks requiring fine motor skills or concentration.
• Supportive Workplace Culture – ensure that managers and colleagues are offered the appropriate training around Parkinson’s to foster a deeper understanding and a greater sense of inclusion. This encourages an open dialogue which will make all employees – not just those with Parkinson’s – feel that they can better voice their concerns and seek support.

Just as there is a business and moral case for these adjustments, it’s important to remember the legal compliance surrounding this, too. Employers must comply with disability discrimination laws, such as the Equality Act 2010 in the UK and the Americans with Disabilities Act in the US, which ensure reasonable accommodations are provided.

By making the effort to employ these thoughtful adjustments, businesses can maintain productivity and ensure employees with Parkinson’s have the tools they need to succeed, all the while remaining legally compliant. If you would like to discuss how we can help ensure your workplace is compliant for the needs of those with Parkinson’s, or any other progressive neurodegenerative disorders, please do get in touch with us today.

The modern workforce is undergoing profound shifts, with a significant trend emerging among younger employees: the “Great Detachment.”

This phenomenon, taking cues from the post-pandemic “Great Resignation”, reflects a growing number of employees staying in roles despite feeling unfulfilled and disengaged.

Alarmingly, Gallup’s State of the Workplace 2024 report reveals that only 23% of employees globally feel engaged at work, leaving a staggering 77% in a state of disengagement.

For HR leaders, this trend underscores a pressing challenge: re-engaging an increasingly detached workforce. The competitive job market has made transitions less frequent, but dissatisfaction remains pervasive, impacting both employee wellbeing and organizational productivity.

While complete fulfillment at work may be an ambitious goal – surveys show that just 7% of Americans and 25% of UK adults claim to be in their dream careers – the rise of younger generations in the workplace introduces new attitudes shaped by pandemic-era reflection. For them, “settling” in an uninspiring job is no longer a compromise they’re willing to make, resulting in disengagement that carries tangible consequences for businesses.

What Can Employers Do?

HR leaders must move beyond traditional engagement strategies to address this paradigm shift. A promising approach lies in fostering a culture of flexibility and creativity—giving employees the opportunity to shape their roles to align more closely with their passions and talents.

Job Crafting and “Squiggle Room”

One innovative strategy is enabling ‘squiggle room’, a concept encouraging employees to job craft. By integrating individual strengths and interests into daily responsibilities, employers can empower staff to find deeper meaning in their work. This not only rekindles engagement but also stimulates innovation by leveraging diverse perspectives to solve business challenges.

For organizations, the benefits of job crafting are manifold. Beyond improving engagement, it cultivates a culture of adaptability—a critical advantage in navigating today’s rapidly evolving business landscape. Employees who feel empowered to contribute creatively are more likely to generate fresh ideas, solve problems effectively, and remain committed to their roles.

Flexibility as a Cornerstone

Flexibility remains a pivotal element in employee attraction and retention strategies. Squiggle room supports this by embracing the dynamic nature of work, ensuring organizational goals are met while providing employees with pathways to innovate and excel. Companies that prioritize flexibility and encourage job crafting position themselves as leaders in employee engagement, fostering a workforce that’s resilient, motivated, and productive.

Re-engaging employees amid the Great Detachment requires HR leaders to think beyond conventional frameworks. By championing personalized roles and cultivating a flexible work environment, organizations can effectively address disengagement while driving meaningful outcomes. The time to act is now—the future of work depends on it.

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

As employers, we are constantly looking for ways to improve employee wellbeing. One of the most prominent barriers to achieving this goal is employee burnout – a condition that is characterized by emotional, physical, and mental exhaustion caused by heavy workloads, high expectations, and the ever-blurring lines between our work lives and our personal lives.

However, with the recent rise of artificial intelligence (AI) in the workplace, this does beg the question: can technology be the key to reducing workplace stress, or does it risk adding to the pressure?

We know that workplace stress is at an all-time high. According to a report by the American Psychological Association, over 75% of employees experience daily stress related to work, with many citing unrealistic deadlines, lack of control, and poor work-life balance as the primary culprits.

So how does AI fit into all of this? Well, AI has the potential to revolutionize the way businesses operate and, if implemented correctly, can help alleviate some of the most prominent stress triggers in the workplace:

• Automating Repetitive Tasks – administrative burdens often contribute to employee burnout, and so it can be smart to invest in AI-powered tools that can handle repetitive, time-consuming tasks like scheduling meetings, processing invoices, and responding to routine emails. By automating these processes, employees can focus on more meaningful and engaging work, reducing cognitive overload and frustration.
• Smart Workload Management – AI-driven project management software, such as Asana and Trello, have the capabilities to analyze workloads and redistribute tasks more efficiently. These systems can provide real-time insights into employee capacity, preventing burnout by ensuring workloads are balanced.
• Enhanced Employee Support and Wellbeing – AI-powered mental health chatbots and virtual counsellors, such as Wysa and Woebot, offer employees 24/7 emotional support, guiding them through stress management techniques. Additionally, companies such as Alula Technologies offer detailed, personalised insight on mental wellbeing and stress levels through their VivaScore product, which can give employees tailored advice best suited to them and alert employers to which employees are struggling with stress.
• Work-Life Balance through AI Scheduling – one of the most significant contributors to burnout is a lack of work-life balance. AI-driven scheduling tools can optimize meeting times, reduce unnecessary interruptions, and suggest better time management strategies. For example, Microsoft’s Viva Insights provides employees with data-driven recommendations on when to take breaks and how to structure their workday for maximum efficiency.

However, it is important to note that while AI presents significant opportunities, it is not without risks. Employees may feel uneasy about being monitored by AI, raising concerns about privacy and surveillance. Additionally, an over-reliance on AI could lead to depersonalization in HR, where human empathy and intuition are crucial ingredients to the human resource function. It’s therefore essential that AI is used as a supplement to – and not a replacement for – genuine human support and interaction.

As organizations introduce AI into the workplace, it is HR who will play a pivotal role in supporting these new co-worker relationships between humans and technology. As Melissa Swift describes in her book Work Here Now, HR will be ‘couples counsellors’ for humans and technology, coaching employees on how to successfully interact with newly integrated tech in order to optimize its (and their) abilities.

If you would like to discuss how we can help your company choose the best AI tools to help manage and prevent employee burnout, as well as be the ‘couples counsellors’ for your employees and new technology, please get in touch with us today!

The corporate world can at times be guilty of adhering to traditional (and, dare we say, outdated!) bureaucratic systems that prioritize control and efficiency at the expense of creativity and motivation.

Well, to challenge this issue, we grabbed ourselves a copy of Gary Hamel’s and Michele Zanini’s book, Humanocracy: Creating Organizations as Amazing as the People Inside Them.

Gary Hamel is known as one of the most influential and iconoclastic business thinkers of our time who has worked with leading companies across the globe. He is the co-founder of Management Lab which is designed to help the world’s largest and most successful companies accelerate the pace of their management innovation. His co-author Michele Zanini is also co-founder of Management Lab, whose own ideas are fuelled by his years of on-the-ground research on the limits of traditional management and how successful companies can overcome these obstacles.

Pooling their vast experience and knowledge, Gary and Michele created Humanocracy in which they propose companies make a radical shift that would see employees given greater autonomy, decision-making power, and opportunities for growth. This approach acts as the blueprint for creating organizations that are as inspired and ingenious as the human beings inside of them.

According to their data, the critical building blocks for achieving a humanocracy are:

• Dismantling Bureaucracy – reducing unnecessary layers of management to enable more agility.
• Empowering Employees – giving individuals more control over their work and decision-making.
• Meritocracy Over Hierarchy – rewarding contributions rather than status.
• Encouraging Experimentation – fostering a culture where employees are encouraged to innovate.
• Customer-Centric Thinking – aligning operations with customer needs rather than internal politics.

Humanocracy acts as an insightful and compelling critique of traditional management structures, offering a bold vision for the future of work. Hamel and Zanini effectively illustrate how bureaucratic red tape inhibits creativity and how companies that embrace decentralization and employee empowerment can unlock greater levels of engagement, adaptability, and success in an economy where the pace of change is ever-increasing.

If you would like to discuss how we can help build a humanocracy in your workplace that creates space for innovation and creativity, please get in touch with us today!

And in the meantime, grab yourself a copy of Humanocracy here in the US and here in the UK.

Autism Spectrum Disorder (ASD) is a neurodevelopmental condition which is typically characterized by persistent challenges in social communication and interaction, as well as restricted, repetitive patterns of behaviors, interests, and activities. ASD emerges in different ways in different people, which can make it difficult to generalize behaviors.

While we have been aware of autism for many years, there is still an alarming gap when it comes to the employment of individuals with ASD. In the US, only 32% of adults with autism are employed, compared to 70% of neurotypical adults. Similarly in the UK, the Buckland Review of Autism Employment found that just 3 in 10 autistic people are in work, compared to 5 in 10 for all disabled people and 8 in 10 for non-disabled people. It also found that those with ASD faced the largest pay gap of all disability groups.

The needs of individuals with ASD can be increasingly unique. As employers, it is crucial to actively foster an accepting and supporting work environment that adopts a more nuanced and individualized approach.

One of the most important principles in supporting employees with ASD is to avoid making assumptions. Certain physical and behavioral traits are often associated with ASD, but employers should not jump to conclusions about an employee’s neurodivergence based on observation alone. Diagnosing employees is not the role of the employer; rather, support should only be offered when an employee actively discloses their diagnosis or requests assistance or accommodation.

Once an employee voluntarily shares that they have ASD, the first step for an employer is to check their own biases. Do not immediately assume what the employee can or cannot do. Instead, ask questions, remain open-minded, and recognize that ASD manifests uniquely in each individual. The label of ASD is not a limitation but an opportunity to learn how best to support an employee’s productivity and wellbeing in the workplace.

Every employee with ASD has different sensitivities and needs. Employers must work with employees to determine which environmental adjustments will help them perform at their best. Here are some key factors to consider:

• Sound Sensitivities – many employees with ASD may suffer from sensitivity to sound and could benefit from the use of noise-cancelling headphones. If headphone use is approved, take a close look at your organizational culture to ensure the use of headphones doesn’t immediately connotate disengagement or isolation. It may in fact be promoting productivity rather than drawing away from it.
• Visual Stimuli – some ASD employees may prefer dim lighting, while others thrive in bright spaces. Workspaces should therefore be flexible to accommodate different visual needs. This sensitivity may extend to colors and patterns on walls, furniture, and flooring.
• Physical Environment – ergonomic accommodations such as standing desks, specialized keyboards, or alternative seating arrangements can significantly enhance productivity for ASD employees.
• Sensory Triggers – strong smells, such as those from a breakroom, can be disruptive for some individuals with ASD to the point that they are unable to focus. Employers should be mindful of this when choosing seating arrangements in the workplace and consider relocating workspaces if necessary.
• Hygiene Considerations – some individuals on the spectrum may have different hygiene habits, whether it be excessive use of cologne or a lack of awareness of workplace hygiene expectations. Employers should ensure they offer the proper training to managers so that they can approach these conversations with sensitivity and education rather than reprimand as it can make the difference between success and potential litigation.

In addition to physical workplace considerations, a company’s culture plays a significant role in how well ASD employees assimilate into the workplace. Many individuals on the spectrum struggle with unspoken social rules and expectations, which can lead to insecurity and social isolation. Without a culture of understanding and belonging, ASD employees may experience increased absenteeism or disengagement. Here are some key factors to consider when promoting a mentally supportive culture:

• Encourage Open Conversations – employees with ASD may not always express their feelings directly. Managers should strive to build an environment where employees feel comfortable discussing their challenges and needs so they can be addressed and workers continue to feel supported.
• Provide Clear Communication – around 9 in 10 autistic individuals process sensory information differently to neurotypical people. This is because ASD individuals often process stimuli more intensely than neurotypical individuals. While neurotypical employees can filter out unnecessary stimuli, ASD employees may absorb and analyze everything in their environment. Understanding this distinction can help managers avoid unnecessary pressure or misunderstandings regarding an employee’s reactions or work style. It can also help to inform them on how best an individual with ASD can absorb instructions (whether this be written communication, verbal communication, or visually given).
• Normalize Neurodivergence – individuals with ASD and other neurodivergent disorders can sometimes exhibit behaviors that are not considered typical, and this can lead to judgement from neurotypical people. As employers, it is important to embed neurodiversity behaviors into workplace etiquette in order to promote belonging, which in turn increases employee productivity and morale. Educating employees on ASD and encouraging them to practice patience and understanding when colleagues display behaviors that may be considered unconventional often results in fewer disruptions and improved motivation and results.

Supporting employees with ASD requires a thoughtful, individualized approach that prioritizes understanding over assumption. By considering sensory needs, providing flexible accommodations, and fostering an accepting culture, employers can create a workplace where neurodivergent employees feel valued and supported.

If you would like to discuss how we can help build neurodiversity support strategies into your company and grant you access to a wide pool of untapped talent, please get in touch with me at amanda@orgshakers.com