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

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

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

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

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

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

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

How HR Can Support Employees with Eating Disorders

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

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

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

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

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

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

Identifying Ageism in the Workplace

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

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

Creating an Inclusive Workplace Culture

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

Benefits of an Age-Diverse Workforce

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

Taking Action

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

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

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

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

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

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

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

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

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

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

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

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

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

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

First, organizations need to rethink their structures and processes.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

In the wake of the pandemic, the working world has been in a constant state of transformation. The rise of a carpe diem mentality and the evolving needs of the workforce have necessitated a shift in how organizations attract, embed, and retain top talent.

As we move into 2025, this shift may involve rethinking traditional hiring requirements.

In particular, the four-year degree, once a staple of job qualifications, is being reconsidered. Major corporations like IBM, Accenture, Bank of America, and Google have set a precedent by eliminating the bachelor’s degree requirement for many roles. And recent data suggests that nearly half of US organizations intend to eliminate the need for a bachelor’s degree – a trend is not just exclusive to the US with LinkedIn data showing a 90% increase in the share of UK job postings that did not require a university degree.

Given the current talent shortage, it’s no surprise that companies are beginning to value unconventional pathways into the workforce. After all, fewer than 40% of Americans actually hold a bachelor’s degree, which means that 70 million workers who do not have a university qualification were potentially being overlooked by employers.

But if degree inflation is finally starting to fall, what should employers be doing to ensure they are attracting the best talent?

The solution lies in two key areas: defining the characteristics of a desirable candidate and offering robust training pathways. Hiring managers and HR professionals should shift their focus from traditional qualifications to evaluating candidates based on their attitude, acquired skills, and potential to enhance the company culture. Many eager and capable individuals have not pursued a four-year degree but possess the drive to learn and grow. By moving away from rigid degree requirements, companies can tap into a larger and more diverse talent pool.

The success of new hires hinges on the training programs that employers provide. One offering that is growing in popularity in the US is apprenticeships, which have seen a 64% rise over the last decade. Apprenticeships have proven to be a great tool for getting fresh talent into roles; for example, in Switzerland 70% of teenagers participate in apprenticeships after finishing high school due to their effectiveness for businesses and their biproduct of creating social mobility opportunities. Apprenticeships can attract talent and boost retention rates by fostering loyalty from the outset.

Similarly, employers can develop in-house training programs tailored to their specific needs, enroll new hires in Bootcamps, and offer external certifications. These initiatives are particularly popular in the tech industry, where continuous learning is essential.

By moving away from degree requirements and creating comprehensive apprenticeship and training programs, companies can also advance their Environmental, Social, and Governance (ESG) strategies. These initiatives contribute to social mobility and demonstrate a commitment to broader social goals.

If you would like to explore how OrgShakers can assist you in expanding your hiring process and accessing a wider pool of untapped talent, please get in touch with us today!

The term ‘red flags’ is often used these days in the world of dating – namely, trying to identify potentially undesirable qualities in potential suitors.

And, as we know, the dating process can be a lot like the hiring process – you arrange a time to meet, exchange pleasantries, and then get into the fundamentals to determine whether the two of you are a compatible.

But before all of this, it’s highly likely that, as in dating, a recruiter might take a look at a prospective candidate’s social media presence to see what it reveals about their personality and values.

This process of social media screening is a common practice amongst hiring professionals – in fact, a survey by CareerBuilder found that 70% of employers use social media to screen potential employees before making a hiring decision.

So, in light of this, we have compiled a list of social media ‘red flags’ that hiring managers should take into consideration when vetting a potential candidate:

• Inappropriate/Offensive Content – this is one of the most obvious red flags, and essentially means that if you are finding any posts that are misogynistic, homophobic or discriminatory, then this is probably a sign that the candidate might not be the best fit for the culture of your company. Content like this can also indicate a lack of professionalism and poor judgement, which are not two favorable skills.
• Complaints About Past Employers – while it’s normal to encounter occasional frustrations at work, frequent public complaints about previous employers, coworkers, or clients on social media can be indicative of a lack of discretion, poor conflict resolution skills, or an inability to maintain professional relationships.
• Negative/Hostile Tone – if you find that a candidate is constantly having arguments in comment sections and making frequent passive-aggressive remarks aimed at their peers than this could be a sign that they may struggle to maintain a positive and collaborative attitude in the workplace.
• Oversharing Confidential Information – posting sensitive or confidential information about a previous employer, such as proprietary data, client details, or internal discussions, is a significant red flag. It demonstrates poor judgment and raises questions about whether they would respect confidentiality in your organization.
• Excessive Alcohol or Drug Use – while occasional photos from social gatherings are generally harmless, a consistent pattern of posts featuring excessive drinking or drug use can signal potential issues with responsibility and reliability. However, when looking at this it’s important to differentiate between casual social behavior and signs of lifestyle choices that may affect job performance, as what an employee does to have fun is their own business, but how much of it they share online is when the lines begin to blur slightly.
• No Online Presence – it’s not necessarily a red flag to have no social media presence, but a complete lack of it can be noteworthy. In today’s digital age, it could suggest a candidate’s unfamiliarity with technology, or a deliberate attempt to avoid scrutiny. However, it’s essential to avoid penalizing candidates for their decision to maintain privacy.

It’s important to remember to take these ‘red flags’ with a pinch of salt.

A person’s social media is inevitably going to include content unrelated to their professional capabilities, and it’s important to recognize that anything that does raise a red flag doesn’t automatically mean that the assumption being made is true.

Rather, it’s merely something to touch on and discuss if you decide to offer the candidate an interview.

It’s important for hiring managers to be considering the context around social media posts and to focus more on patterns of behavior instead of isolated incidents.

Social media can be a valuable tool for gaining insights into potential hires, but it should complement, not replace, traditional evaluation methods. If you would like to discuss how we can help efficiently screen potential candidates and strengthen your hiring processes, please get in touch with us today.

Research has found that an alarming number of employees are now using their own AI tools at work, without the permission of their organization.

According to a survey by Software AG, half of all knowledge workers – defined as “those who primarily work at a desk or computer” – use personal AI tools.

Most knowledge workers said they use their own AI tools because they prefer their independence (53%). An additional 33% said it’s because their organization does not currently offer the tools they need.

This suggests that if businesses want their employees to use officially issued tools, a different process is needed for determining the ones that are actually made available.

The research goes on to show that personal AI tools are so valuable that half of workers (46%) would refuse to give them up, even if their organization banned them completely.

This is a powerful signal to organizations that they need more robust and comprehensive AI strategies, to prevent inviting significant risk into their business.

In a recent article the BBC spoke to a product manager at a data storage company, which offers its people the Google Gemini AI chatbot.

External AI tools are banned by the company, but the product manager uses ChatGPT through search tool Kagi. He finds the biggest benefit of AI comes from challenging his thinking when he asks the chatbot to respond to his plans from different customer perspectives.

“The AI is not so much giving you answers, as giving you a sparring partner,” he says. “As a product manager, you have a lot of responsibility and don’t have a lot of good outlets to discuss strategy openly. These tools allow that in an unfettered and unlimited capacity.”

He’s not sure why the company has banned external AI. “I think it’s a control thing,” he says. “Companies want to have a say in what tools their employees use. It’s a new frontier of IT and they just want to be conservative.”

It’s an interesting perspective – but Shadow AI comes with significant risks.

Modern AI tools are built by digesting huge amounts of information, in a process called training, with around a third of applications being trained using information entered by the user.

Consequently, the uncontrolled use of Shadow AI can result in company data being stored in AI services that the employer has no control over, no awareness of, and which may be vulnerable to data breaches.

It’s another example which shows cybersecurity isn’t just about firewalls and encryption – it’s about people. And HR holds the key to making every employee a vigilant defender of the company’s digital assets.

If you would like to discuss how we can help we can help build cybersecurity into the culture of your organization, please get in touch with us today!

How was January for you?

As the new year begins, it is common to feel a bit of a slump after the festive period packed with traditions, colorful lights, and good food.

This feeling, known as the ‘January Blues’ or the ‘Winter Woes,’ refers to a general decline in mood, lethargy, or even a sense of depression during the first month of the year. If December brings a rush of adrenaline, January is when the reality sets in.

For most people, this feeling fades as they get back into the routine. However, for some, it can linger due to factors like financial stress exacerbated by the holiday season or the struggle with seasonal affective disorder (SAD)  during the winter months.

For this reason, employers aiming to re-engage employees often use the ‘Winter Woes’ as an opportunity to focus attention on their wellbeing strategy. This makes a great deal of sense – but it is important to maintain and build upon this momentum rather than let it wane as the year goes on.

And, let’s be honest, we can all be a bit guilty of this at this time of year! Some of us will have signed up for that new gym membership and started taking part in Veganuary only to discover that these resolutions quickly fizzle out. Suddenly the gym membership is just another card cluttering your wallet – and no amount of carrots and hummus can stop you daydreaming about cheeseburgers!

The corporate version of this is a phenomenon known as ‘Wellbeing Washing.’

‘Wellbeing Washing’ occurs when companies express their commitment to mental and physical health but fail to demonstrate this consistently through their actions and practices.

And it’s more common than you might think. Indeed, one study found that more than a third (35%) of businesses are perceived by their employees to be wellbeing washing.

To avoid this pitfall, consistency and clarity are key. Wellbeing has gained significant importance on the corporate agenda, especially in the post-pandemic era. Employers must ensure that their efforts to support the physical, mental, social and financial health of their workforce are consistent throughout the year.

While happy, healthy workers naturally contribute innovative thinking and productivity, a study by Mind found that 60% of employees believe that employer-led wellbeing initiatives would increase their motivation and the likelihood of them recommending their company as a great place to work.

So, in the same way employers should be committing to redouble their wellbeing efforts as they move through January; as we begin February they should be committing to maintain that effort through the year ahead.

If you would like to discuss how we can assist your business with its wellbeing strategies, please get in touch with us.

I think it’s safe to say that most of us have suffered through a breakup in our lives. Whether this be a relationship ending, navigating a divorce, or dealing with a ‘situationship’ gone sour, it’s no secret that breakups are a challenging and distracting time.

In spite of this, what we tend to see in many workplaces is a taboo around the topic.

Despite the fact that these occurrences will have huge impact on an individual, it can feel somewhat awkward and inappropriate to discuss this at work due to its personal nature.

Yet, the reality is that 79% of employees said that a relationship breakdown had an impact on their ability to work. And what’s even more interesting to note is that more than half of these respondents (57%) claimed they did not receive the required support from their employers, ultimately resulting in almost one in ten leaving the company within a year.

From this, it’s clear that how employers support those staff members going through the breakdown of a relationship can be instrumental to minimizing the effect it has on productivity, engagement, and retention rates. This is why having tailored support strategies in place can help to make a real difference. So, here are some strategies that employers should consider:

• Fostering a Culture of Empowerment – the culture of an organization plays such a vital role in helping employees feel comfortable, safe, and like they belong. If employees feel that they can bring their authentic selves to work, they will be much more likely to share when they are going through such an emotionally difficult time. Their workplace should make them feel empowered when they express vulnerabilities like this, and ultimately this will ensure that employers can begin offering proper support to those staff members.
• Impact on Mental Health – 60% of employees said that their breakup caused stress, anxiety, or depression, and a further 23% had to take sick or unpaid leave as a direct result. Your mental health is undoubtedly affected when you go through such an emotional experience, so it’s important for managers to be trained to recognize the warning signs of an employee struggling and to signpost them correctly to their Employee Assistance Program, where they can seek counselling support to help them. However, it’s also important for employees to express that they are struggling as this helps speed up the process of getting the correct support!
• Offering Flexibility – flexibility can be so crucial for employees during this time. With the potential for having to rearrange childcare schedules, or having to find new accommodation, a relationship breakdown can leave an employee needing that flexibility as they find their feet. It’s worth reviewing the company’s policy around compassionate leave as well, and whether this should be applicable for those going through this.   
• Updating Employee Benefits – it’s important for employers to assist with the administrative changes that may have to be considered with a breakup. For example, health insurance may have to be updated to remove certain claimants depending on the context of the split, or updating beneficiary plans accordingly to accurately reflect the current situation. However, employers need to approach this with a level of care in mind and communicate with the employee to find the best time to sit down and do this.
• Reassuring Employees – reassurance can go such a long way when it comes to struggling with a breakup. I know from firsthand experience that being made to feel like an inconvenience or a burden when going through a breakup just makes you feel worse, and for me it ultimately led to my resignation. Ensuring that people managers are trained appropriately so to avoid the prospect of making an employee feel like an inconvenience whilst they navigate this new chapter in their life is so vital for managing the overall impact it will have on the individual and on the wider business.

Productivity levels always ebb and flow, and this is natural. Our personal lives can sometimes overlap with our working ones, and it shouldn’t be the norm of employees to compartmentalize their personal struggles whilst at work. Employers who can recognize the humanness behind their employees are the ones that are going to be most in tune with their workforces, ultimately fostering a sense of loyalty amongst their people that will be hugely profitable in the long run.

If you would like to discuss how we can help design and implement tailored wellbeing strategies for breakups, please get in touch with me at brittany@orgshakers.com

In today’s workplace, the “one-size-fits-all” approach no longer works. Employees want more than just a paycheck; they want an experience that feels tailored to their needs, goals, and aspirations. This is where AI steps in, reshaping how HR teams create personalized experiences that truly resonate with their people. By 2025, leveraging AI for this purpose won’t just be an innovation – it’ll be a necessity.

What Does Personalization Mean in the Workplace?

Imagine starting a new job and immediately receiving tailored training modules, benefits suggestions, and a career plan that aligns with your strengths and ambitions. That’s what personalization is about – treating employees as individuals rather than a part of the collective. AI takes this concept to the next level by helping HR teams scale personalization in ways that were unimaginable just a few years ago.

How AI Delivers Personalization

Here are a few ways AI is already changing the game for HR and employees:

1. Learning and Development (L&D): Let’s say an employee wants to move into a leadership role but isn’t sure what skills they need. AI can analyze their current capabilities and suggest specific courses or training programs to close the gap. Tools like LinkedIn Learning already do this, but the future will involve even more precision. Think customized learning paths unique to each employee’s role and career trajectory.
2. Tailored Benefits: Employees aren’t all looking for the same perks. A recent graduate might prioritize loan repayment assistance, while a working parent might value childcare subsidies. AI helps HR teams analyze employee demographics and feedback to offer benefits packages that matter most to each individual.
3. Career Pathing: One of the biggest reasons people leave organizations is because they don’t see a future for themselves. AI addresses this by creating dynamic career maps, showing employees what roles they’re suited for and what steps they need to get there. It’s like having a career coach, but powered by data.
4. Real-Time Feedback: Forget the annual review – AI tools are making feedback a continuous process. Imagine an employee completing a project and instantly receiving insights on what went well and where they can improve. This kind of immediate feedback builds skills faster and keeps employees engaged.

Why Does This Matter?

The benefits of AI-driven personalization go beyond just ticking boxes. It creates real impact, both for employees and organizations:

• Employees Feel Valued: When people feel like their employer understands and invests in their needs, it boosts morale and loyalty.
• Retention Improves: Personalized career plans give employees a reason to stay, reducing costly turnover.
• Data-Driven Insights: HR teams can make smarter decisions by understanding what employees want – and acting on it.

What About the Challenges?

Of course, there are hurdles. Let’s address the elephant in the room: data privacy. Employees might be skeptical about how their information is being used. Transparency is key here – employees need to know what data is being collected, how it’s used, and how it benefits them.

There’s also the risk of over-reliance on AI. Yes, AI can process data at lightning speed, but it can’t replace human intuition. The best HR teams will use AI to inform their decisions, not make them entirely.

The Future is Personal

By 2025, personalization will be a core part of the employee experience. Companies that embrace AI to create these experiences will have a clear advantage in attracting and retaining top talent. But here’s the thing: while AI is a powerful tool, it’s the human touch that ultimately makes the difference. Employees don’t just want a perfect algorithm; they want to feel understood, appreciated, and supported by the people they work with.

So, the real challenge for HR teams isn’t just adopting AI. It’s finding the balance – using technology to enhance the employee experience while keeping the heart of human connection alive.

Closing Thought

At the end of the day, personalization isn’t just about making employees feel special – it’s about helping them thrive. And when employees thrive, so do organizations. The question isn’t whether we’ll use AI to personalize employee experiences – it’s how well we’ll do it.

If you would like to discuss how we can help personalize employee experiences through AI in your organization, please get in touch with us today!