Can AI help workforce mental health?

With burnout increasing in the UK, a new survey from Unmind, a workplace and wellbeing platform, shows that 42% of HR leaders are considering adopting artificial intelligence (AI) as a way of addressing workforce mental wellbeing.

The data, based on insights from 2,000 UK HR leaders, also shows that 89% of those surveyed are planning to implement AI to streamline people management in their organisations with 86% believing that AI will play a crucial role in the success of workplace mental health strategies by 2030.

So how can AI technologies be leveraged to support and enhance mental health in the workplace?

• AI mental health chatbots can provide immediate and confidential support to employees, offering resources, coping strategies, and suggestions when professional help may be necessary on a 24/7 basis.

• AI can analyse facial expressions, voice tones, and other biometric data to assess the emotional well-being of employees, allowing for early intervention if signs of stress, anxiety, or other mental health issues are found.

• AI algorithms can analyse data patterns to predict potential mental health challenges within the workforce, allowing proactive measures to be taken to address issues before they escalate.

• AI can assist in creating personalised well-being applications that cater to individual needs around mindfulness, exercise, stress management or other resources based on the employees’ preferences.

• AI-driven virtual reality experiences can be developed to help employees relax and manage stress by calming environments or guiding them through relaxation exercises.

• AI can analyse work-related data to identify patterns that may contribute to stress, burnout, or dissatisfaction. These insights can then inform decisions about workload distribution and help design more supportive work environments.

• AI can analyse employee feedback and surveys to gain insights into overall workplace satisfaction and identify areas that may impact mental health.

• AI can be used to develop interactive training modules on mental health awareness and stress management. These modules can be tailored to the specific needs and challenges of different industries or job roles.

72% of those surveyed observed an increase in mental health-related employee absences so the idea that AI can offer a personalised 24/7 support service for employees is undeniably attractive. However, AI must be used safely and responsibly if HR leaders and managers are to create work environments where every employee can flourish.

AI has great potential to support workforce mental health but it's essential to implement these technologies ethically, ensuring user privacy, consent, and addressing potential biases. It should complement human support rather than replace it, and employees should be informed about how AI is used in the context of mental health within the workplace.

Enhancing Employee Onboarding Processes with Digital Marketing Automation Tools by Bash Sarmiento

Businesses increasingly rely on marketing automation tools to streamline communication with customers, from personalised email campaigns to targeted social media ads. However, what many overlook is that these same automation tools can also revolutionise how you communicate with new hires during the onboarding process.

Employee onboarding is a crucial step in ensuring the success and retention of your workforce. Yet, many organisations still struggle with outdated onboarding processes. As different businesses and service providers, such as financial institutions, fund administrators, and tech companies, can benefit from enhancing their employee onboarding processes, it's important to explore innovative solutions.

In this article, we’ll talk about how you can leverage different digital marketing automation tools you might already have to improve your onboarding process.

Employee Onboarding Tasks to Automate

When it comes to employee onboarding, there are several repetitive tasks that can be automated to save time and effort for both HR professionals and new hires. Here are some common onboarding tasks that can benefit from automation:

●      Documentation and paperwork. Automating the creation and distribution of onboarding documents such as offer letters, contracts, and employee handbooks can streamline the administrative process.

●      Training and onboarding materials. Digital marketing automation tools can deliver personalised training modules and onboarding materials to new hires based on their role, department, or skill level.

●      Communication. Automated email sequences can be set up to welcome new hires, provide them with important information about their first day, and introduce them to key team members.

●      Feedback and surveys. Implementing automated feedback surveys at various stages of the onboarding process allows HR teams to gather valuable insights and continuously improve the onboarding experience.

●      Task reminders and checklists. Automation can be used to send reminders and checklists to new hires, ensuring that they complete necessary tasks and milestones during their onboarding journey.

Digital Marketing Automation Tools You Can Use for Onboarding

You may not realise that you already have digital marketing automation tools that can be repurposed to improve your employee onboarding processes. Here are some commonly used tools:

●      Email Marketing Platforms. If your company uses an email marketing platform such as Mailchimp, Constant Contact, or HubSpot, you already have a powerful tool for automating communication with new hires.

●      Customer Relationship Management (CRM) Systems. CRM systems like Salesforce, Zoho CRM, or Microsoft Dynamics are commonly used to manage customer relationships, but they can also be valuable tools for managing employee onboarding.

●      Social Media Management Tools. Social media management tools such as Hootsuite, Buffer, or Sprout Social can also be leveraged to share company culture content with new hires or facilitate communication within onboarding groups.

●      Chatbots. You can use chatbots to provide instant answers to common questions from new hires, guide them through the onboarding process, and gather feedback along the way.

Advantages of Automating Employee Onboarding

Automating employee onboarding offers many benefits for both employers and new hires:

Efficiency

Automation eliminates the need for manual tasks, speeding up the onboarding process significantly. This means new hires can integrate into the team and start contributing faster, benefiting both them and the company.

Consistency

With automated processes, every new hire receives the same level of attention and information. This consistency ensures that no one falls through the cracks and that everyone starts their journey with the company on the right foot.

Personalisation

Digital marketing automation tools allow for personalised onboarding experiences tailored to the unique needs and preferences of each new hire. By catering to individual interests and learning styles, businesses can increase engagement and satisfaction among new employees.

Insights for Improvement

Tracking and analysing onboarding metrics provide valuable insights into the effectiveness of the process. By understanding what works and what doesn't, businesses can make informed decisions to enhance their onboarding strategies continually.

Scalability and Seamlessness

Automated onboarding processes are flexible and easily scalable to accommodate a growing workforce. Whether the company is expanding rapidly or just starting out, automated systems ensure a seamless onboarding experience for new hires, regardless of company size or expansion plans.

How to Enhance Employee Onboarding Using Digital Marketing Automation Tools

Now that we've explored the benefits of automating employee onboarding, let's discuss how you can leverage digital marketing automation tools to enhance your onboarding processes:

1.     Segmentation and Targeting

Begin by segmenting new hires based on factors like department, job role, or location using automation tools. Once segmented, deliver targeted onboarding content and resources to each group.

2.     Personalised Communication

Craft personalised email sequences that warmly welcome new hires, acquaint them with the company culture, and provide relevant information specific to their role and responsibilities. Set up automated emails to be sent at key intervals throughout the onboarding process.

3.     Automated Training Modules

Develop interactive training modules and onboarding materials that can be delivered automatically to new hires. Utilize learning management systems (LMS) to create engaging and interactive onboarding courses, complete with quizzes and assessments to gauge understanding.

4.     Feedback Loops

Implement automated feedback surveys at crucial interaction points during the onboarding process. Set up automated surveys to be sent after specific onboarding milestones, such as after the first week or after completing training modules, to gather timely feedback.

5.     Integration with HR Systems

Ensure seamless integration between your automation tools and existing HR systems to streamline data flow and ensure accuracy in employee records. Work with your IT or HR department to set up integrations between your automation tools and HR systems, ensuring that all relevant data is synced automatically.

Final Thoughts

As different businesses and service providers continue to seek ways to enhance their employee onboarding processes, digital marketing automation tools offer a compelling solution. By automating repetitive tasks, personalising communication, and leveraging data-driven insights, businesses can create a more efficient and engaging onboarding experience for their new hires.

Bash Sarmiento, a writer and educator based in Manila, specialises in crafting concise pieces across the realms of education, lifestyle, and health. His works reflect his academic background and wealth of experience in teaching, textbook evaluation, business management, and travel.

When resilience becomes toxic

In today’s fast-moving and competitive workplace, the idea of resilience, of bouncing back and remaining positive in the face of adversity or stress, is seen as an important attribute. But, with the world of work constantly changing and ongoing disruption and uncertainty, being consistently upbeat can take a real toll on mental health and emotional well-being. At this point resilience can become toxic.

The idea of toxic resilience centres on the expectation that employees should be able to deal with stress, pressure, and adversity by hiding their human vulnerabilities. Despite adverse situations such as ineffective organisational culture, inept management, or ongoing under resourcing, high workloads, and lack of work life boundaries, they keep going and stay productive!

This type of culture puts pressure on employees to keep quiet when they’re overwhelmed or struggling. They don’t feel able to ask for help or raise their concerns because if they do, they are made to feel that they are letting their colleagues down, are incompetent or weak, or simply aren’t resilient enough. A culture of fear then develops, and employees start to put their own needs behind that of the organisation, going beyond their limits and adopting unhealthy coping mechanisms that can have severe and long-lasting effects, and lead to burnout, mental health issues and decreased morale.

It's therefore important that leaders are able to recognise if a culture of toxic resilience is emerging and can instead start to build an environment where healthy resilience can develop. This means creating a culture where authenticity and open communication is valued, mental health resources provided, and managers enabled with the training to support their team and to understand the importance of their own mental health and wellbeing.

Resilience shouldn’t be needed to get through every day, it should be drawn on in the short term, when challenges arise, or problems have to be overcome. If leaders want to create workplaces that foster growth, fulfilment, and well-being, they need to lose the culture of toxic resilience.

Quiet cutting. A new trend?

Increasing uncertainty in the workplace has led to some organisations to look at different ways of reducing costs. One of the ideas that has increased in recognition is ‘Quiet Cutting’, a way to restructure an organisation by reassigning staff so they remain employed but are moved to new roles that can be less prestigious, have lower pay, and more demanding.
 
Currently, some employers are looking at this as a strategy that can play a significant role in the workplace dynamic because it offers a way of stopping talent loss by leveraging existing staff to meet immediate requirements and maintain stability. Other organisations though can see it as a passive but hostile way to lose workers.

It’s a situation that can be difficult for employees to deal with. Whilst they might feel some initial relief that they are still in a job and may even be retrained, it could also be seen as a demotion and a way of making them quit so their employer can avoid paying redundancy. However, its seen though, it can have a significant effect on an employee’s wellbeing. Employees start to question their abilities, their value, the way the organisation works and its culture. Feelings of confusion, fear, anger, self-doubt, diminished confidence, and anxiety come to the fore, which can also impact on other employees. Even those who aren’t at risk of reassignment see a situation that’s out of their control and may start to look at alternative employment options.

Despite the potential cost benefits, quiet cutting can have a detrimental effect on organisational culture, employee wellbeing, and productivity as employees become disengaged, uncertain about their future and unhappy in a role they didn’t ask for or want. However, the situation can be managed in a more positive way. If the purpose of the changes and future plans are effectively communicated, a reorganisation can increase understanding, reduce uncertainty, and solidify employee commitment. Involving employees in the process and providing support services can also contribute to building a better outcome for both the organisation and employees.

Making conflict positive.

Workplaces are a prime breeding ground for conflict. It’s almost inevitable that when people with different goals, opinions, and attitudes work together, insecurities, personality clashes, misunderstandings, breakdowns in communication and competitive instincts all emerge. But, whatever the reason for it, differing viewpoints show that an organisation has diversity, innovation and risk at its core and a culture where people are actively interested.

Most people see conflict as a negative. It’s something that’s hostile, frustrating, and uncomfortable, with a “win or lose” outcome. It’s feared and something to avoid when in fact it’s a normal and natural part of life.  In the workplace, its often subjective - something that might offend or frustrate one person, doesn’t worry another - because workplaces are made up of people who in all probability would never otherwise meet. It’s unlikely they will always agree and share the same goals but, it is possible to use those tensions in a positive way, to work with differences rather than against them.

Effectively managed, conflict can be a learning experience which can stimulate creativity and produce different perspectives and ideas that lead to innovative problem-solving.  Conflict resolution can lead to improved interpersonal and communication skills, a more positive and supportive environment where trust and team dynamics are strengthened and opportunities for personal growth and self-reflection. Unresolved though, conflict can quickly escalate and lead to the disintegration of relationships and teamwork, the removal of goodwill and the loss of areas of common ground. There is also the detrimental financial effect with increased costs in employee turnover, time wastage, increased absenteeism and health or stress-related claims.

Conflict needs to be managed in a way that harnesses the passion people feel about their work. Organisations often aim for the elimination of conflict which means that managers are less skilled at dealing with its emotional aspects so focus on avoiding it. If managers are empowered to see conflict as a core part of a vibrant culture and given the skills, training, and support to recognise, address and manage it, they will be able to gain the benefits from it. Whether it’s through a conflict resolution strategy, such as open communication, active listening, and mediation, an investigation or process, people need to work through the issues, clear the air, and then see how they can go forwards together.

Workplace conflict can be distressing, disruptive, time consuming and expensive but, organisations need the positive outcomes conflict can bring - it’s just a case of learning how to manage and harness its potential.

Reducing performance anxiety.

We’ve all been there. The increased heart rate, racing thoughts, feelings of dread or even panic attacks we get before our workplace skills, knowledge and performance are put to the test. The apprehension, nervousness, and fear that can arise in response to the demands and expectations of our working lives is referred to as performance anxiety and it’s a phenomenon that many people experience in their professional lives. It occurs when people feel pressure to meet high expectations, perform perfectly, or fear negative consequences for mistakes or workplace performance. In this situation anxiety can develop which manifests in various ways and can have a significant impact on an individual's overall well-being and job performance.

Workplace performance anxiety can hinder an employee's ability to perform at their best. The fear of making mistakes or being judged can lead to cautious, risk-averse behaviour and make it difficult for them to communicate their concerns or ask for feedback. Their creativity can become stifled, and collaboration reduced as they become reluctant to share new ideas or take risks. It can also negatively impact their mental and physical health, leading to burnout and decreased job satisfaction.

A psychologically safe work environment where employees feel they can share their thoughts or concerns without negative consequences and feel comfortable being themselves, leads to employees being more engaged and motivated. They are more able to openly discuss their challenges, seek help and learn from their mistakes, and are confident seeking feedback and discussing areas for improvement. Because they are happy to share ideas and work collaboratively, a more innovative and productive work environment develops. With employees feeling better supported, there is a reduction in stress and a sense of belonging and wellbeing is promoted.

Whilst a certain level of stress in the workplace is normal and can even be motivating, when anxiety becomes overwhelming and chronic, it can have detrimental effects on both mental and physical health. Building a psychologically safe workplace and addressing performance anxiety can make a significant difference in improving overall job satisfaction and productivity and provide a work environment where employees can thrive and contribute their best.

The increase in unpaid overtime

New research from Ciphr has shown that some UK employees are clocking up three hours of unpaid overtime per week with 11% of those surveyed putting in an additional five hours a week.

The survey, of 1,000 employees, showed that there are more employees who work unpaid overtime (49%) than those who do receive payment (23%). Employees most likely to work the unpaid extra hours include senior managers, 25-34-year-olds remote workers and those working in legal services and education.

Employees can work unpaid overtime for a variety of reasons. It might be an industry or work culture norm, a dedication to their work, a desire for achievement or to achieve their personal goals, in understaffed or resource-constrained environments, they might work unpaid overtime to cover gaps, ensure essential tasks are completed or because of pressure from managers and colleagues. Alternatively, there may be a fear of falling behind through heavy workloads and tight deadlines or of being seen as less dedicated particularly if job security is low.

Employees might also work unpaid overtime to ensure that a project is completed successfully on time or because they don’t have a clear understanding of their job responsibilities or how long tasks should take whilst some employees resort to working unpaid overtime to catch up on tasks they couldn't complete during regular working hours, something that can be particularly noticeable if people are hybrid or home working.

Although employees might need to put in extra hours to meet business needs, (and be happy to do so), It's important that both employees and employers understand the negative consequences of unpaid overtime. The aim should be to create a workplace culture that values the work-life balance, fair compensation, and sustainable workloads. Employers should communicate clear expectations, manage workloads effectively, and discourage a culture of overwork whilst employees should prioritise their well-being and consider the long-term impact of consistently working unpaid overtime.

Mindfulness for organisations

Keywords

Resilience – Mindfulness – Performance – Leadership – Workplace Culture - Stress

In this episode of Resilience Unravelled Andrew MacNeill, a leadership consultant who helps individuals and teams thrive under pressure, discusses how mindfulness can be used as a tool to improve both well-being and performance in high-pressure environments.  Andrew spent 20 years in senior leadership and throughout his career led large teams in high pressure environments. He is also an accredited mindfulness teacher and brought these two worlds together in his book Organisational Mindfulness - a How-to Guide in 2019.

By integrating his leadership experience and insights from being a mindfulness teacher Andrew has developed a method to help leaders and their teams embed and implement techniques which improve performance, build psychological safety and support their own and their collective wellbeing. 

In this podcast Andrew shares his personal experience of discovering mindfulness while in a high-pressure leadership role and how it helped him cope with stress. He also explains that mindfulness is about non-judgmental present moment awareness and choosing where we place our attention intentionally.  

Main topics

• The implementation of mindfulness in organisations, particularly in meetings.

• The importance of noticing one's own biases and reactions, choosing to respond rather than react, and being present for effective decision-making.

• The need for cultural change towards mindful practices but acknowledging that it should be done thoughtfully as some people may not want to participate.

Timestamps

1: Introduction - Russell welcomes the guest, Andrew, and introduces the podcast. 00:00-00:23
2: Andrew's Work - Andrew explains that he is a leadership consultant who helps individuals and teams thrive under pressure. 00:56-02:03
3: Mindfulness - Andrew discusses how he discovered mindfulness and how it can be applied in a work context. He provides a practical example of how to practice mindfulness, and explains that it is a life-long practice. 02:05-08:28
4: Organsational Mindfulness - Andrew speaks about his book, "Organisational Mindfulness," which explains how mindfulness can be applied in a work setting. He discusses how mindfulness can help organisations support their people and deliver objectives. Andrew also explains how to implement cultural change and build skills to navigate high-stress environments.  08:51-15:24
5: Mindful Meetings - Andrew provides an example of how a program board meeting can be a practice in shared mindfulness. He explains how mindfulness can help people choose to respond rather than react in difficult meetings. 15:35-19:41
6: Conclusion - Russell and Andrew wrap up the podcast and provide information on where to find Andrew's book and services.  19:41-25:05

Action items

• Find out more about Andrew's book Organisational Mindfulness. http://www.organisationalmindfulness.co.uk/

• Find out more about Andrew at https://lxleaders.com/

 You can listen to the podcast in full and find out further information here. Our upcoming guest list is also available along with our previous blogs.
Find out more about our innovative Resilience and Burnout solutions.  

Changing employee expectations.

Driven by evolving work environments, technological advancements, and shifting societal values, employee expectations have undergone significant change in recent years.

Now, a new study by Oracle that surveyed 1,000 employees and HR leaders in the UK has found that despite current economic uncertainty, worker expectations for pay, flexibility, and training are continuing to increase. At a time when many of those surveyed were worried about job stability, burnout, a lack of career growth, having to reduce their standard of living or take on a second job, 57% of them still had higher expectations than they did three years ago. Pay raises to meet inflation, flexible work options and more learning and development opportunities were seen as essential, with 89% of them saying they would walk away from a job that doesn’t meet their expectations, even during a recession whilst 55% were more worried about having the right job than the right salary.

What employees expect from employers is obviously changing and with recruitment and retention problems in many industries, organisations that don’t address these changed employee expectations may find it difficult to build a positive work environment, retain talent, foster productivity, and create a strong organisational culture that benefits both the employees and the organisation as a whole.

To address these changing expectations, employers should consider implementing the following strategies:

• Flexible work arrangements, with remote and flexible options

• Opportunities for continuous learning and career development.

• The development of a strong company culture with a clear mission and purpose.

• The embracing of diversity and inclusion initiatives and the creation of a sense of belonging for all employees.

• Prioritising employee well-being and the creation of a supportive work environment.

• Investment in technology and tools that improve productivity and collaboration.

• Enhancing transparency and communication channels within the organisation.

By understanding and addressing these evolving expectations, employers can attract and retain top talent and create a positive work environment that promotes employee engagement and satisfaction. Failure to meet employee expectations can have negative consequences for both the employees and the organiation with detrimental effects on job satisfaction, employee retention, morale, teamwork, customer satisfaction, and the organisation's overall reputation. It is therefore essential for organisations to prioritise understanding and meet employee expectations to foster a positive work environment and achieve long-term success.

Recognising a toxic work culture

With senior executives at ITV defending their work culture against allegations of bullying, trauma and discrimination, allegations of bullying against Dominic Raab and of misconduct at the CBI, workplace toxicity has never been so high-profile.  And recent research shows that these problems are a lot more common than you might think. In the US, around 30 million or one in nine workers consider their workplace toxic according to research from MIT Sloan School of Management, with the three main factors creating toxic cultures being bad leadership, toxic social norms, and poorly designed job roles.

These unhealthy and negative workplace environments can have detrimental effects on employees' well-being, job satisfaction, and productivity and are characterised by various negative behaviours, practices, and attitudes that hinder collaboration, growth, and a sense of belonging. So, if you’re looking to move jobs, what are the signs that an organisation is ‘toxic’?

1.     High employee turnover: A consistently high turnover rate may be an indication of a toxic work culture. People tend to leave in search of a healthier environment.

2.     Lack of trust and transparency: In a toxic work culture, there is often a lack of trust and transparency between management and employees. Important information is withheld, decisions are made without consultation, and communication is inconsistent or one-sided.

3.     Negative and gossip-filled environment: A toxic work culture often fosters negativity and gossip. If you frequently hear employees complaining, engaging in office politics, or spreading rumours, it suggests an unhealthy atmosphere.

4.     Micromanagement and lack of autonomy: If employees are excessively micromanaged and not given the autonomy to make decisions and contribute their ideas, it can indicate a lack of trust and a toxic work culture. Micromanagement can lead to feelings of frustration, disempowerment, and decreased job satisfaction.

5.     Lack of work-life balance: When work-life balance is disregarded, and employees are expected to work long hours consistently or are discouraged from taking time off, it can contribute to burnout and negatively impact well-being.

6.     Bullying or harassment: Any form of bullying, harassment, or discrimination within the workplace is a clear indication of a toxic work culture. This can include verbal abuse, insults, belittlement, or any behaviour that creates a hostile work environment.

7.     Lack of recognition and appreciation: In a toxic work culture, employees' efforts and achievements are often overlooked or undervalued which can lead to demotivation and decreased morale.

8.     Fear-based management: When fear and intimidation tactics are used to manage employees, it indicates a toxic work culture. Fear-based management can include threats of job loss, public humiliation, or unfair treatment.

9.     Resistance to feedback and change: Toxic work cultures often resist feedback and change. If suggestions for improvement are dismissed or met with hostility, and the organisation remains stagnant in its processes and practices, it suggests an unhealthy work culture.

10.  Physical and mental health issues: A toxic work culture can contribute to physical and mental health problems among employees. Increased stress levels, anxiety, depression, and physical ailments like headaches or sleep disorders may be prevalent.

Toxic workplaces are psychologically, emotionally, and physically draining so it’s best to avoid them completely. They can be difficult to spot though as the recruitment process puts leaders and teams on their best behaviour but research about the company prior to the interview and looking for the warning signs during the interview process could provide a heads-up.  Asking specific questions about work culture, expectations, employee turnover and workload and if possible, talking to current employees to get their perspective should also help avoid getting pulled in.

Combating proximity bias

One way or another, most people have been affected by hybrid or remote working. It’s something that has fundamentally changed the way people work and although there have been many benefits, it has also introduced some new challenges.

The pandemic initially led to remote working patterns that created a level playing field in terms of communication or having a presence in the office. Now, with many organisations moving to permanent hybrid or home working schedules, it’s become increasingly important for these workers ‘left at home’ to feel they are represented in the workplace and don’t suffer from proximity bias.

This refers to the cognitive bias that occurs when individuals favour or give more weight to information, ideas, or people that are physically or geographically closer to them. It’s a tendency to rely on or prioritise information that is readily or easily accessible, often overlooking or undervaluing more distant or less accessible alternatives. In the workplace, managers are seen to give preferential treatment to workers they are more familiar with because they are physically ‘in the office’. Because they are visible, they are then seen as more productive or as having more dedication to their role.

This bias can limit exposure to different ideas, perspectives, and experiences, potentially leading to a narrower view or a limited understanding of an issue. This can be problematical for employees in that they can get left out of decision-making processes and project assignments, become disengaged and demotivated, which ultimately hinders their success, career, and wellbeing. From an organisational perspective these attitudes can alienate remote workers, divide teams, and damage the overall company culture.

Anyone can fall victim to proximity bias and either intentionally or unintentionally promote it, so it’s something leaders need to be aware of to ensure it doesn’t stop the promotion of inclusivity and diversity and allows the perspectives, knowledge, and insight of physically distant people to be heard.

Overcoming biases is an ongoing process that requires conscious effort and continuous self-reflection, and as remote work is here to stay, managers need to understand proximity bias and build strategies to reduce it.

Optimise your teams through psychological safety.

Psychological safety, the belief that you can express thoughts, ideas, and concerns without fear of negative consequences such as ridicule, embarrassment, or punishment has been found to be essential to the success of an organisation. This has been shown recently in research from Google’s Project Aristotle where psychological safety was found to be the single most important factor for effective teams.

Now, with the lack of equity, diversity, and accessibility, falling levels of retention and productivity and a rise in burnout all pointing to people feeling unsafe and unhappy in their workplaces, surely, it’s time for the psychologically safe workplace to play a key role in optimising teams.

In a psychologically safe environment, people feel comfortable taking interpersonal risks, sharing their opinions, and being vulnerable without the fear of being judged or criticised. This sense of safety promotes open communication, collaboration and innovation within a group or organisation. People are more likely to engage in constructive dialogue, provide feedback, and contribute to problem-solving efforts which also enhances creativity, productivity, and overall team performance.

To be effective psychological safety needs to be taken up by employees at all levels in an organisation. Team culture reflects the actions of its leaders so to establish and maintain a psychologically safe workplace, leaders must consistently adopt inclusive behaviours to build new team norms over time and identify when an employee’s threat responses are triggered, and how to effectively deal with them.

Overall, psychological safety creates a supportive, inclusive, and collaborative work environment that enables teams and individuals to perform at their best, contribute their unique perspectives, and drive organisational success. Conversely, when psychological safety is lacking, people may hesitate to speak up, withhold their opinions, and avoid taking risks. This can lead to a culture of silence, poor decision-making, and stifled innovation within a team or organisation.

By prioritising psychological safety, organisations can create an environment where individuals feel valued, empowered, and motivated to contribute their best, leading to higher levels of collaboration, innovation, and overall well-being.

The benefits of team collaboration.

A highly-motivated and engaged workforce that's in-tune with one another not only improves productivity and efficiency, but also the long-term well-being of individuals as well as enabling better idea-sharing and problem-solving.

A recent Stanford University study highlighted the benefits of effective team collaboration by showing that employees who were primed to act collaboratively stuck to their task 64% longer than those that worked alone, The research also reported higher engagement levels, lower fatigue levels and a higher success rate whilst another report by the Institute for Corporate Productivity showed that a collaborative approach helps companies by revealing that firms promoting collaborative working are five times more likely to be high performing.

Team collaboration refers to the process of working together towards a common goal or objective. In a collaborative team environment, individuals come together to share ideas, insights, and knowledge to achieve a shared goal and this is essential for achieving success in any organisation, as it allows individuals to leverage their unique strengths and expertise to create innovative solutions and drive results. When teams collaborate effectively, they achieve better outcomes than individuals working in isolation, by drawing on the diverse perspectives and experiences of all team members.

To foster effective team collaboration, it's important to establish clear communication channels, roles and responsibilities, and to set expectations around how individuals, teams and departments work together. This may involve defining shared goals and objectives, establishing processes for sharing information and ideas, and providing feedback and support to team members.

It is also essential to build a positive team culture that encourages openness, trust, and mutual respect among team members that will promote a growth mindset, continuous learning and development, and the recognition and celebration of individual and team achievements. The correct tools are also required so collaboration software and tools, such as project management software, communication platforms, and file-sharing tools, as well as training and support to help individuals use these tools effectively need to be in place.

Collaboration is all about making staff feel part of a team that is working towards the same goals so when everyone is fully invested and pulling in the same direction, the end result will be far more positive, for both the team and the company.

Ultimately, team collaboration can lead to more effective and efficient work processes, improved outcomes, and a stronger sense of community and purpose within organisations.

Never go back?

When people resign from a position it generally means they’re finished with that company permanently but that's not always the case. Following the Great Resignation, a large number of people are going back to their former workplaces as returning employees. In fact, a recent study by UKG shows that 43% of people who quit their jobs during the pandemic think they were better off in their old job with almost 1 in 5 of those who left jobs during the pandemic returning to their previous employer.

People can change jobs for many reasons such as improved salary, increased job security, flexible work options or simply a change of scenery but, during the pandemic, many of these things took on greater importance. Organisations entered a survival rather than an expansion mode so there were few new opportunities, which left employees, stuck in their role with limited options for change. Many decided to move elsewhere but now, as the pressures of the pandemic recede, their original companies are coming back with new opportunities and working conditions. So, as the original reasons for leaving lessen, we’re seeing the rise of the boomerang employee!

A boomerang employee is someone who leaves their organisation but then chooses to return after a period of time and it's a move that can be beneficial for both the employee and the organisation. For the employee they may bring new skills, perspectives, and experiences gained from their time away and these new credentials can be useful tools for negotiating a return to a higher position, improved pay or a more flexible work arrangement. Organisations may benefit from boomerang employees because they already have an understanding of the company culture, policies, and procedures, which can mean lower training and on-boarding costs. Because they want to return, whether its because they miss the culture, people or work itself, they will be motivated and want to succeed which can only be good for productivity and overall performance. 

There are a few downsides though. Returners may be coming back to the same problems they faced previously, they may just want to return to their comfort zone and there could be personnel issues with employees who stayed with the organisation and have not been promoted. Some organisations may have a different mindset around rehires. Given that these employees have already left once, does it appear to be rewarding disloyalty and encouraging other employees to leave and, if companies are looking at re-hiring former workers, where does that leave the labour market going forward?

The pandemic has delivered many new social and work trends and one is the opportunity for employers to engage with and truly listen to what their workers want and need. Maybe, as well as being an indicator of what motivates people to leave a job, boomerang employees could show what could make them stay?

The rise of the resentful employee

Over the past couple of years we’ve seen the rise of a number of workplace ‘buzzwords’ that describe the growing number of employees leaving their existing roles or becoming dissatisfied with their working life. ‘The Great Resignation’ and “Quiet Quitting ‘ have become well-established terms for people who are no longer satisfied with their work-life balance or are actively reassessing how work fits in with their priorities or lifestyle.

Now though there’s a new word hitting the world of work. Resenteeism is seen as a successor to ‘quiet quitting’ and describes a situation where employees are staying in jobs where they are fundamentally unhappy, feel underappreciated, undervalued and aren’t bothering to hide their dissatisfaction from their employer or co-workers!

This new trend seems to be in response to the unstable economy, challenging cost of living and redundancy and recession fears that are all prevalent at the moment. Employees who were thinking about leaving their existing roles are staying put so feel ‘stuck’ and frustrated by the lack of opportunity. This can very quickly create a negative work culture that discourages open communication and collaboration, affects the morale of colleagues, decreases productivity and engagement and increases workplace conflict.

In the Gallup State of the Global Workforce 2022 poll, the UK was ranked 33rd out of 38 European countries for workplace engagement with just 9% of UK workers being ‘actively engaged’ in their jobs. That’s worrying and really highlights how important it is for employers to have policies in place that head resenteeism off and ensures a productive and engaged workforce is maintained.

In what is a very volatile work environment, employers who promote a positive work culture that values employee well-being, encourages open dialogue and provides resources and support for managing physical and mental wellbeing, will be in a better place to halt the rise of the resentful employee.

Gen Z. Do they have the skills to thrive in the workplace?

Ever since Gen Z entered the workforce, concerns have been raised as to whether this online generation possesses the soft skills necessary to thrive in the workplace. The underdevelopment of these skills is blamed on an overuse of technology and time spent online but research has shown that large numbers of Gen Z realise that these skills are missing and are keen to take on the training and development needed to enhance their career prospects.

With few in-person opportunities to observe how the workplace ‘works’ or to experience formal and informal in-person interactions during the pandemic, its little wonder that Gen Z are behind on the skills needed to thrive in the workplace. They have learned to work independently with little collaboration or interaction and, without regular practice, we all lose the ability to communicate  – to make a point clearly and confidently, contribute effectively in meetings, take part in discussions calmly and rationally and to be confident talking with peers.

Gen Z priorities have been shaped by vastly different experiences and upbringing. Their values and attitudes demonstrate that authenticity, empathy, inclusiveness, and flexibility are important to them but they also hold learning opportunities among their top priorities. This of course creates an opportunity for organisations to attract, cultivate, attract, and retain this new talent.

The World Economic Forum expects that by 2025 Gen Z will make up 27% of the workforce so it makes sense that organisations are seen as an attractive proposition to this new generation. Gen Z-ers are looking for companies that will support them through a continuous learning process that will help them reach their goals. Whether that’s through formal training, coaching or mentoring, Gen Z want to ensure their employer gives them the best chance of a stable, long-term career.

The growing importance of ESG in recruitment and retention

Companies may risk losing talent if they don't take account of the greater ethical awareness of younger jobseekers and employees, with the majority willing to sacrifice earnings for their value.

Over the past few years we’ve seen businesses move their priorities to embrace environmental, social and governance (ESG) issues. Whilst it may not seem like the most exciting element of a remuneration package, increasingly job seekers are highlighting that its effective implementation is one of the reasons that leads them to initially accept a position and then stay with an organisation.

The influence of millenials and their commitment to social contracts is already being felt across business. Research by Robert Half shows that 38% of employees would look for a new role if they thought their organisation was not doing enough on ESG issues, and this rises to 47% of 18-34-year-olds. 53% said they would never work for an employer they thought was unethical, regardless of the salary on offer and this increases to 59% among the younger group.

When it comes to attracting new talent, it’s no longer as easy as offering the most competitive remuneration package. 22% of the 18-34-year-old group listed corporate values as their leading concern when choosing a new role, with 50% saying they research potential employer’s corporate values before making an application.

In a tight recruitment market a clear ESG strategy is becoming a vital tool for differentiation. If it came down to two employers offering the same salary, 69% of the 18-34 group said they would review the companies’ corporate values before making their decision.

Young professionals are looking to make a positive impact, in the workplace through the work they do and the choices they make. To attract the best and brightest talent, it’s vital to remember that todays and tomorrow’s job seekers aren’t just considering salaries and benefits. ESG has become a critical part of recruitment and retention especially among younger employees who want to work for an organisation that has a clear, demonstrable ESG plan in place with tangible, measurable actions.

Loneliness and isolation in the hybrid workplace

Long before the pandemic and the rise of working from home, loneliness and isolation was something felt by a number of office-based employees. Even if they were based in modern, open-plan offices designed to help collaboration, there was often little actual face-to-face communication. The increase in hybrid working has in many instances led to workers becoming even more isolated from other team members.

A report by Buffer (State of Remote Work 2022) found an increase in the number of remote and hybrid workers struggling with loneliness, from 20% in 2020 to 24% in 2022. It also found that 52% of employees globally felt less connected to their co-workers since they started remote working. Another study from Totaljobs found 60% of employees reported feeling lonely in their professional life, citing continued home working and irregular office patterns as increasing the problem.

By its nature hybrid working can accentuate feelings of isolation and disconnection by allowing siloed cliques and networks to develop and create distinct work experiences, cultures, and groups. Employees who are back in the office full-time can become dominant as they are able to centrally control information, knowledge and responsibilities. Teamwork, which generally improves the quality of a person’s working life, simply increases the issues within teams that have always existed - composition, interdependence and differences in working hours – whilst meetings where part of the team is in the office and the other is remote can easily become unbalanced and increase feelings of disconnection.

The feelings of isolation however, are not always related to the lack of interaction with colleagues, but rather to the feeling of exclusion that they have. In a 2020 Igloo study, almost 60% of teleworkers surveyed said they didn’t have certain information because it was communicated in person with 55% reported being excluded from meetings because they weren’t physically present.

Social isolation is one of the greatest risks hybrid workers face but there are some activities and strategies that can stop employees from feeling professionally isolated:

1. Regular face-to-face interactions

Make sure colleagues often meet in person by creating opportunities for informal chats, so people can share information and get to know one another better.

2. Communicate well

Use different channels to communicate with colleagues. Be transparent, and keep everyone in the loop in terms of work and, if they are happy to do so, what’s going on in their personal lives.

3. Evolve learning and development

Set up processes that work in a hybrid setup, e.g. days when junior employees can work with their line managers in the office. If possible invest in learning platforms and tools suitable for hybrid environments to enable people to develop their knowledge and skills.

4. Improve leadership

Leaders need to know how to manage in the hybrid world, to understand and spot any potential challenges and provide a role model to their teams.

5. Enhance onboarding

An in-person onboarding process is essential.  As well as work-led and social buddies, leaders need to be involved in the process to enable new employees settle smoothly into the company and their role.

Although hybrid working is often presented as the future of work and does bring many benefits, it is becoming obvious that there are some problems in its implementation and one of these is that more people feel lonely at work than ever before. A feeling of isolation at home, a lack of genuine connection to other team members, lack of belonging within the company culture, or even lack of visibility and recognition can all contribute to a sensation of loneliness at work.

Loneliness and isolation can be an issue regardless of whether employees are in a physical or virtual working environment but if a company doesn’t make an effort to address these issues, the hybrid work model will only have a negative impact on employee cohesion and motivation.

Desk bombing? Why it’s good to talk.

Desk bombing seems to have become the most recent buzzword to hit the workplace. It’s a phrase that appeared recently in a Financial Times feature where highlighted the incident of a worker who’d received no response to emails they’d sent to someone in the same office. It was suggested that they walk over and get the matter resolved but the worker refused, saying they didn’t want to “desk bomb” their colleague.

The idea is to encourage workers to think about whether they need to get up from their desk to discuss something with a colleague or if what they want to ask can be put in an email. To critics, the one-on-one is considered a waste of work time and 'intrusive', with mailing or messaging being preferable and less invasive. To others though, face-to-face contact is part of being human and an essential part of a flourishing workplace culture.

Communicating with co-workers has always been fundamental to building and maintaining strong working relationships and in creating a healthy working culture. So what’s changed? Is it that working from home has somehow damaged working relationships? Do some workers now feel uncomfortable or anxious interacting with colleagues and clients face-to-face after working on their own during lockdown? Do employees who prefer being ‘left alone’ really welcome the idea of desk bombing becoming an HR or contractual issue if someone turns up at their desk unscheduled?

We all have moments when we’re really under pressure and don't want to be disturbed so its important to recognise personal space.  If someone looks totally engrossed in what they’re doing or are wearing headphones it's a sign that they don’t need or want to be disturbed. That's all good but we need to remember that it’s impossible to build a strong team if some of its members are unable or unwilling to talk to others.

Good communication is an essential tool in maintaining strong working relationships at all levels of an organisation and conversations with co-workers are an important aspect in creating a healthy work environment. 

Personally, after the last few years working from home with endless Zoom calls, actually talking face-to-face seems a far more enjoyable method of communication - as well as being more efficient by not generating a long and unwarranted email trail.

Intimidating? Me?

Nobody likes working in an intimidating work environment. The problem is some people don’t know the effect they have on people. They think they operate in a collaborative culture and value input from their staff but the office goes quiet when they walk in, people won’t look them in the eye and are nervous when asked to complete a task!

Intended or not, intimidation implies a threat and some people just aren’t able to regulate their responses to others. They lack ‘Emotional Intelligence’. Their mood or emotional state makes them seem threatening and they use phrases and body language that are ‘too powerful’. That said, most people don’t deliberately try to intimidate their co-workers - it's obviously much better to motivate and inspire your team rather than intimidate them into action.

Whilst the intimidation could be created by something you can’t actually control, such as being taller and towering over other people, it is possible to change some of your actions to help foster an open environment where employees feel able to express themselves. 

• Look for what people do well and congratulate them

• Focus your attention solely on the person you’re talking to

• Be an active listener

• Ask how you can help

• Use open body language

• Maintain good eye contact and smile

• Admit to mistakes you make

• Try to be more relaxed

• Be a continuous, lifelong learner

• Ask for constructive feedback

Very few leaders set out to be intimidating. Most have a real desire to get along with their employees and build relationships based on mutual trust and respect but no one is immune to intimidating staff.

By better understanding how to moderate unspoken gestures and spoken reactions, being real with other people, setting aside the quest to win or be perfect, and being as compassionate to those around you as you would be to yourself means you’ll be better equipped to avoid being seen as intimidating.