The working world is evolving at an unprecedented pace, driven by transformative forces such as new technologies, generative AI, geopolitical turbulence, and the assimilation of hybrid and remote working models.

For HR professionals, these rapid changes present both opportunities and challenges, demanding agile approaches to ensure organizational readiness.

A key concern is whether organizations are equipped to manage change effectively.

According to a recent report from Gartner, 82% of HR leaders believe that managers lack the skills needed to navigate change successfully.

Coupled with this, 77% of employees report experiencing change fatigue – the exhaustion and cynicism that individuals experience when undergoing frequent or complex changes, leading to resistance, decreased motivation, and disengagement. This fatigue negatively impacts employee wellbeing and productivity, yet only 8% of workers feel confident in their ability to manage it.

For HR leaders, the imperative is clear: addressing change fatigue must be integral to organizational transformation strategies. And, as the pace of change shows no signs of slowing, incorporating proactive fatigue prevention measures becomes essential to sustain workforce engagement and drive productivity.

Traditionally, change management has focused on clear communication and comprehensive training. Now, however, our approach needs to evolve further. Integrating change fatigue management into organizational strategies equips managers with tools to guide their teams effectively. This involves identifying fatigue drivers, addressing issues promptly, and preventing fatigue through measures such as promoting microbreaks, involving employees in decision-making, fostering a psychologically safe work environment, and normalizing rest periods.

Critically, successful fatigue prevention requires HR leaders to recognize that one-size-fits-all solutions are ineffective. Employees have diverse needs based on their roles, personal circumstances, and life stages. By adopting an intersectional lens to employee wellbeing, HR professionals can create tailored support systems that resonate with each demographic within their workforce.

For instance, midlife workers often have needs that differ from those of younger employees. While established wellbeing programs frequently focus on parental leave or childcare support, midlife employees may benefit more from initiatives such as menopause support or resources for working carers. By bridging these gaps and offering inclusive wellbeing strategies, organizations can empower their entire workforce to manage change fatigue confidently.

As HR professionals, we play a pivotal role in steering organizations through this era of transformation. By prioritizing employee wellbeing and equipping managers with the tools to mitigate fatigue, we can create a resilient workforce ready to adapt and thrive amid ongoing changes.

Is your organization prepared to embrace change with confidence?

Let’s start the conversation and explore innovative strategies to support your employees through this dynamic landscape. Reach out today to discuss how we can collaborate on implementing change fatigue management solutions tailored to your organization’s needs.

As employers, one of the most fundamental responsibilities we are tasked with is fostering a workplace environment where all employees feel safe, valued, and empowered to be their authentic selves. However, for many transgender employees, the reality is quite different.

In the US, one study found that half of transgender and non-binary people hide their gender identity at work in fear of discrimination. And in the UK; a survey by Totaljobs conducted with YouGov discovered that a whopping 65% of transgender employees in the UK felt that they needed to mask their identity in the workplace.

It is these fears of discrimination, microaggressions, and outright exclusion that often compel trans people to make themselves ‘invisible’ at work, and it’s important for employers to be able to recognize when a transgender employee may be doing this. This self-erasure can emerge in behaviors such as:

• Avoiding Discussions about their Personal Lives – many trans employees refrain from sharing details about their identity, past experiences, or relationships to avoid having to answer uncomfortable questions or deal with any potential bias.
• Conforming to Cisnormative Expectations – some transgender people may alter their speech, clothing choices, or mannerisms to avoid standing out or being misgendered.
• Withdrawing from Social Interactions – fearing misgendering or invasive questioning, trans employees might disengage from workplace social events, team-building activities, or even casual conversations.
• Staying Silent on Discrimination – even when faced with workplace bias, trans employees may choose not to report incidents, fearing retaliation or skepticism.

Employers have a responsibility to ensure that they are creating a culture of belonging for transgender employees, as employees who cannot bring their whole selves to work can often experience heightened stress, diminished productivity, and an increased risk of mental health issues. So, what are some of the key steps that employers should be taking to ensure their workplace is a safe and productive environment for their transgender and gender non-conforming employees?

1. Implement Comprehensive Policies – ensure your organization has clear anti-discrimination policies that explicitly protect transgender and non-binary employees. This should include policies on name and pronoun use, dress codes, restroom access, and any transition-related support that they might need (such as flexibility for any potential medical procedures involved with their transition).

2. Provide Training on Gender Inclusivity – mandatory training for all employees on transgender issues can help combat ignorance and foster a more inclusive workplace. Topics should cover respectful language, avoiding assumptions, and understanding the importance of pronoun use.

3. Normalize Pronoun Use – encouraging the use of pronouns in email signatures, name badges, and introductions helps to normalize gender diversity. This can really help trans employees as it reduces the stigma surrounding the announcement or correction of pronouns and makes it a much more normalized practice.

4. Foster a Culture of Allyship – leadership and colleagues need to be actively supporting trans employees in order to achieve a culture of allyship. This includes addressing any discrimination and ensuring inclusivity in workplace conversations and events.

5. Create Safe Reporting Channels – many transgender employees hesitate to report discrimination or bias, and so it is paramount to establish confidential and trusted avenues for employees to voice concerns without fear of retaliation.

Transgender employees should never feel the need to hide who they are to succeed at work. Equally, whilst today is International Transgender Day of Visibility, true inclusivity is an ongoing and continuous effort that must continue long after one day. This will lead to a stronger workplace culture and enhanced team cohesion – two key drivers of organizational success.

If you would like to discuss how we can assist your company in conducting a cultural audit and plugging any inclusion gaps, please get in touch with us today!

In Shakespeare’s As You Like It, the character Jaques famously declares, “All the world’s a stage, and all the men and women merely players”. In other words, all of us are, to some extent, putting on an act when interacting with the world around us.

This is particularly resonant in the modern workplace, where employees often feel the need to adopt a professional persona that aligns with company culture, industry expectations, and leadership styles. But to what extent is this workplace persona necessary? And how does it impact employee wellbeing, performance, and authenticity?

A workplace persona – a cultivated version of oneself tailored to professional settings – serves various purposes. It can help with maintaining professional boundaries, navigating workplace dynamic, and even building credibility for someone’s own personal brand. Whatever the reason, it has always been well-known that the workplace has a set of pseudo-expectations that many of us will adhere to because there is a certain ‘way’ to be an employee. And the numbers speak for themselves when it comes to this phenomenon: a survey by Workhuman found that 73% employees claimed to have a ‘work personality’ that was different to how they interacted with family or friends.

While professionalism is undeniably important for employers, the pressure on employees to sustain a rigid workplace persona can be exhausting and, in some cases, detrimental to mental health. Employees who feel compelled to mask their true selves for extended periods may experience emotional fatigue, reduced job satisfaction, and even burnout. This phenomenon, known as ‘surface acting,’ occurs when individuals suppress their genuine emotions in favor of expected workplace behaviour, which can inadvertently lead to creativity and innovation being stifled.

The key for both employees and employers is to strike a balance between professionalism and authenticity. Encouraging a psychologically safe environment where employees feel comfortable expressing themselves without fear of judgment can improve morale and ensure that creativity and innovation – two things that require the courage to take risks – remain a top priority in your business.

Flexibility in workplace norms, such as hybrid work models or relaxed dress codes, can also contribute to a more authentic and comfortable environment. When employees feel supported in being themselves (while still maintaining professional standards) they are more likely to remain engaged and committed to their roles.

The world of work is indeed a stage, but employees shouldn’t feel like actors reading from a script. While a workplace persona can facilitate professionalism and collaboration, it should not come at the cost of authenticity and wellbeing. Organizations that recognize and respect the balance between professional expectations and individual identity will ultimately foster a healthier, more productive workforce.  

If you would like to discuss how we can help your organization strike the perfect balance between professionalism and individualism, please get in touch with us today!

In today’s fast-paced economy, financial stress is a silent but powerful force affecting the workplace. In a 2024 survey, 60% of employees claimed to worry about money at least once a week.

As an HR professional, I’ve seen firsthand how personal debt can impact employee well-being, productivity, and retention; while financial struggles may seem like a personal issue, the reality is that they have a direct effect on the workplace. Employers have an opportunity – if not an obligation – to support their workforce in navigating financial challenges.

When employees are burdened by debt, their stress levels rise, leading to reduced concentration, increased absenteeism, and even mental health struggles. Research shows that financial anxiety can significantly hinder job performance, with employees spending hours of work time worrying about their financial situations.

Forward-thinking employers are shifting their approach to financial wellbeing by offering meaningful benefits and resources. Traditionally, organizations have provided pension plans, health insurance, and bonuses, but there is now a greater need for direct financial wellness initiatives. Here are some effective ways companies can assist employees in managing their debt:

• Financial Education & Coaching – workshops, webinars, and one-on-one coaching can equip employees with budgeting skills, debt repayment strategies, and long-term financial planning tools.
• Access to Responsible Financial Products – instead of leaving employees to rely on high-interest payday loans, employers can partner with financial wellness platforms that provide access to affordable credit options and budgeting tools.
• Earned Wage Access (EWA) – one of the most impactful solutions is giving employees control over their earnings. This is where companies like Wagestream are leading the way. By allowing workers to access a portion of their earned wages before payday, Wagestream helps employees avoid costly overdrafts, late fees, and predatory lending.
• Debt Repayment Assistance – some businesses are offering employer-sponsored student loan repayment contributions or direct payroll deductions for debt payments, making it easier for employees to stay on track.
• Workplace Savings Programs – encouraging employees to build an emergency fund through automatic payroll deductions can provide long-term financial security and resilience against debt accumulation.

Supporting employees in managing their debt isn’t a charitable initiative – it’s a business strategy that yields tangible benefits. Financially secure employees are more engaged, motivated, and less likely to seek alternative employment due to money-related stress. Companies that prioritize financial well-being programs also build stronger employer brands, attracting top talent in competitive job markets.

By integrating financial wellness into workplace benefits, employers can create a culture that fosters stability, productivity, and loyalty. And with innovative solutions like Wagestream, we have the tools to make financial freedom a reality for our workforce.

If you would like to discuss how we can help embed financial wellness strategies into your employee benefits, please get in touch with me at therese@orgshakers.com

Many studies have shown that employee happiness is linked to their productivity – the most famous of these studies citing that employees are around 13% more productive when they feel happy at work.

Employee happiness seems to be becoming a rising concern to employers; only a few months ago did Chinese company Pang Dong Lai make history by introducing ‘unhappiness leave’, a new form of paid time off where employees could now request an additional 10 days off if they were not feeling happy. Whilst this indicates care for their employees’ mental wellbeing, it doesn’t actually get to the root of the problem…that is, what is making them unhappy in the first place?

This is where having some real-time data around the happiness of your employees would be so beneficial. But how could an employer go about obtaining this? How does one ‘measure’ happiness?

Traditional methods of assessing employee well-being – such as annual surveys or exit interviews – are often outdated by the time they are analyzed. What employers need is real-time tracking which will allow them to gain insights into the current mood and morale of the workforce, enabling proactive interventions before issues escalate – and foregoing the need for unhappiness leave in the first place.

One of the most effective ways to track employee happiness in real time is by leveraging technology-driven tools that are specifically designed for this. For example, let’s take a look at a platform pioneered by Matt Phelan – the Happiness Index.

The Happiness Index measures employee sentiment by focusing on two key areas: Happiness (emotional wellbeing) and Engagement (purpose and motivation). Employees provide regular feedback through simple pulse surveys, and the system aggregates and analyzes this data to identify trends and areas for improvement.

By utilizing AI-powered sentiment analysis, the Happiness Index provides real-time insights, allowing HR teams and leaders to track fluctuations in employee wellbeing. In a nutshell, it helps businesses understand what’s working and what’s not, based on genuine employee sentiment rather than blind guesswork.

There are then multiple ways that this data on employee happiness can be used for the betterment of your business:

• Enhancing Workplace Culture – data on employee happiness helps businesses identify what contributes to a positive workplace culture. If employees report feeling stressed or disengaged, initiatives can be implemented like wellness programs, flexible work arrangements, or leadership training to improve workplace dynamics.
• Reducing Turnover – real-time happiness tracking allows organizations to spot signs of disengagement or dissatisfaction early. When employees consistently report low happiness scores, the underlying issues of this can be investigated and corrected to avoid the loss of top talent.
• Boosting Productivity and Innovation – as evidenced above,employees who feel happy and engaged are more likely to be productive and innovative. By continuously monitoring happiness levels, organizations can adjust their work environment to encourage peak performance (for example, redesigning office spaces to make them more complimentary to hybrid working).
• Personalizing Employee Experience – just as businesses personalize customer experiences based on data, real-time employee happiness tracking allows employers to tailor experiences for their workforce. Whether through customized learning and development opportunities or individual wellbeing support, organizations can create a more employee-centric workplace.
• Strengthening Leadership Effectiveness – leadership plays a crucial role in shaping employee happiness. By using real-time feedback, managers can gain insights into how their leadership style affects their teams and use this to adapt their management techniques.

Ultimately, investing in employee happiness isn’t just about making work enjoyable – it’s about fostering a sustainable and high-performing organization. Tools like The Happiness Index provide employers with the insights they need to make data-driven decisions that help to ensure sustainability, as well as improve the livelihoods of their teams.

If you would like to discuss how we can help unlock employee happiness in your organization, please get in touch with me at andy@orgshakers.com

With 13.4% of the US population having one or more disability, as well as 23% of adults of working age in the UK, accessibility in the workplace has never been more important to ensuring that those employees who are differently abled are able to do their best work with the needed reasonable adjustments.

For the most part, workplace buildings have built disability access into their architecture. Elevators for wheelchair users, disabled bathrooms, access ramps – these are all examples of adjustments that are now made as second nature to ensure employees are able to access their workplace building safely.

However, while many organizations have made strides in accommodating more common disabilities, there are still a number of lesser-known accessibility needs that often go unaddressed. And when these needs are overlooked, this can unintentionally exclude these talented individuals from contributing fully in the workplace.

So, what are some of the more niche accessibility requirements that employers should be considering?

• Sensory Sensitivities – many workplaces are designed with the assumption that employees can tolerate bright lighting, background noise, and open office layouts. However, individuals with sensory processing disorders, autism, or chronic migraines may struggle in such environments, and so to help with this, employers can provide noise-cancelling headphones to minimize auditory distractions, as well as adjustable lighting options to accommodate those sensitive to fluorescent lights. Deutsche Bank might be paving the way for this, as they only last year had ‘reset and recover pods’ installed in their new offices which offer the user lighting, noise, and temperature control.
• Cognitive Accessibility – workplaces often focus on physical accessibility while neglecting cognitive accessibility, which is crucial for employees with ADHD, dyslexia, or brain injuries. To best support these employees, try to use plain language in communications and policies to avoid unnecessary complexity, as well as providing written instructions alongside verbal instructions to reinforce understanding.
• Chronic Pain and Fatigue – employees with conditions such as fibromyalgia, lupus, or multiple sclerosis may experience chronic pain and fatigue, as well as those employees who suffer with endometriosis or are going through the menopause. Employers should consider investing in ergonomic furniture to reduce strain, as well as remote or hybrid working options where available to help these employees manage their energy levels more effectively.
• Digestive and Medical Needs – for those employees who have conditions such as Crohn’s disease or diabetes, more frequent breaks and easy access to restrooms should be considered for their wellbeing. Employers should also think about introducing flexible break policies for employees who need to take medication or eat at specific times.
• Hidden Disabilities – not all disabilities are visible; employees with mental health conditions such as anxiety, depression, or PTSD may require certain adjustments (such as clear and predictable work expectations) or support (such as access to Employee Assistance Programs) to help ensure they are able to work at their best whilst having their mental wellbeing supported.

Addressing these overlooked accessibility needs requires a proactive approach rather than waiting for employees to request accommodations. Conducting regular accessibility audits, consulting with employees with disabilities, and fostering a culture of inclusion can make all the difference when it comes to creating a working environment that not only boasts inclusion but actively embeds it.

If you would like to discuss how we can help conduct an accessibility audit for your company, please get in touch with us today.

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

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

What is Resenteeism?

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

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

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

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

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

Is Resenteeism the Same as Presenteeism?

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

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

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

Causes of Resenteeism

Several factors contribute to the rise of resenteeism, including:

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

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

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

How to Spot Resenteeism

HR professionals should be vigilant for the following signs:

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

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

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

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

Preventing Resenteeism

To tackle resenteeism, employers can take the following steps:

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

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

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

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

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

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

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

1. Rethink Family-Friendly Policies

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

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

2. Flexibility Should Benefit Everyone

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

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

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

3. Stop the ‘Leaky Pipeline’ of Female Talent

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

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

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

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

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

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

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

5. Practical Workplace Fixes That Actually Matter

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

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

Gender Equity: The Right Thing & The Smart Thing

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

This clearly highlights the power of diverse perspectives.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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