The challenge of engaging Gen Z

A recent survey by the Manpower Group has revealed that 45% of UK managers intend to hire Gen Z employees over the summer but that 96% of them reported challenges when engaging workers with less than ten years in work.

To stay competitive, companies need the diverse, innovative talent that Gen Z brings but understanding and meeting their unique characteristics and expectations can be problematical. Younger workers place a high value on work/life balance and flexible working opportunities which may be difficult for organisations with more rigid work structure to meet. They are drawn to dynamic and inclusive workplace cultures that align with their own values and aspirations and expect employers to offer the latest technology and tools. However, there are also some factors that have specifically shaped Gen Z’s attitudes to work.

Gen Z witnessed the burnout suffered by many millennials and this has prompted many of them to prioritise work-life balance and higher salaries over long-term career promises. The disruption brought by the Covid-19 pandemic influenced this further when the opportunities of remote work and flexible schedules reinforced the importance of employee wellbeing. Additionally, Gen Z is entrepreneurial, confident, and tech-savvy, making them able to take advantage of online business ventures and far less tolerant of jobs and organisations that don’t meet their expectations.

So, although engaging Gen Z may be difficult, there are some steps you can take to make a job and organisation more appealing:

• Flexible Work Arrangements: Offer flexible work hours and remote work options that offer them a better work-life balance.

• Professional Development: Provide clear career paths and continuous learning opportunities to meet their expectations for growth and development.

• Adopt Latest Technology: Ensure the workplace is equipped with modern technology to attract tech-savvy candidates.

• Promote Job Stability: Communicate openly about job security and company stability to alleviate concerns about economic uncertainty.

• Demonstrate Corporate Values: Showcase genuine commitment to corporate social responsibility and ethical practices.

• Competitive Compensation: Offer competitive salaries and benefits, including non-traditional perks that cater to their overall well-being.

• Engage with Authenticity: Foster an authentic employer brand that resonates with their values and expectations.

• Streamlined Recruitment: Optimize the recruitment process for efficiency and transparency, leveraging digital tools to enhance the candidate experience.

The current job market is highly competitive, so employers need to understand and cater to Gen Z’s unique needs and preferences. By aligning company values, educating on benefits, and investing in employee development, organisations can attract, hire, and retain top Gen Z talent.

Managing Your Emotional Overdraft

Keywords

Resilience - Emotional Overdraft – Burnout - Emotional Reserves - Invisible Costs - Wellbeing

In this episode of Resilience Unravelled, Andy Brown, an award- winning adviser and coach for people-based businesses, talks about the concept of 'emotional overdraft'. He highlights its implications for burnout, the need to maintain healthy emotional reserves and the importance of acknowledging invisible personal and emotional costs in business finances, He also explores the idea of building a personal board of experts for support, the significance of prioritising well-being in highly stressed jobs, and the potential of writing a book to share experiences and insights.

Main topics

• The concept of 'emotional overdraft' and how it can be managed

• The dangers of misusing the term 'burnout' and the need to refresh the meaning of terms like 'stress' and 'resilience'

• Acknowledging and maintaining healthy emotional reserves for personal and professional success

• The concept of an "invisible line" in business finances, referring to the hidden personal and emotional costs of pursuing profitability

• Maintaining a healthy "emotional bank" balance to avoid excessive strain

• Building a personal board of experts to help overcome challenges.

• Discipline as a better approach to building habits and achieving goals

• The role of motivation in funding work

• Why leadership development needs more focus

Action items

You can connect with Andy at  https://www.linkedin.com/in/andybrownprofile/ and his book is available at https://www.amazon.com/Emotional-Overdraft-balancing-business-wellbeing/dp/1788605136/

You can complete the free Emotional Overdraft Self-Assessment at https://emotionaloverdraft.com/self-assesment/, follow Emotional Overdraft on Instagram at https://www.instagram.com/andybrownauthor/ and get all the latest Emotional Overdraft articles at https://emotionaloverdraft.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.   

How to support neurodivergent employees in the workplace

With research showing that around one in seven of the UK population is neurodivergent there is a very good chance that someone in your organisation will have ADHD, Autism, Asperger’s, Dyslexia, Dyspraxia or Dyscalculia. The characteristics of these conditions bring a variety of strengths to the workplace and allow neurodivergent employees to use their unique qualities to excel in specific areas and provide new perspectives to old challenges.

Whilst there are tasks and roles that neurodivergent people are well suited to, there are others that may not be right for them or environments that don't play to their strengths. Workplaces and work patterns are generally designed by neurotypical people so often will not provide ways of working that allows neurodiverse people to perform well.

Supporting neurodivergent employees in the workplace involves creating an environment where they can thrive. Here are some of the ways to achieve this:

1. Education and Awareness: Educate employees about neurodivergence to foster understanding and reduce stigma. Training sessions or workshops can help raise awareness about different neurodivergent conditions and how they may manifest in the workplace.

2. Flexible Work Arrangements: Offer flexibility in work hours, breaks, and workspaces to accommodate individual needs. Some neurodivergent employees may benefit from remote work options or adjustable schedules to manage sensory sensitivities or other challenges.

3. Clear Communication: Provide clear and concise instructions and be prepared to offer additional support or clarification when needed. Neurodivergent individuals may interpret information differently, so it's essential to communicate in a way that everyone can understand.

4. Accommodations and Support Services: Work with neurodivergent employees to identify accommodations that can help them perform to their best. This might include assistive technologies, quiet work areas, or access to support groups or counselling services.

5. Structured Feedback and Evaluation: Offer regular feedback and structured performance evaluations. Providing specific feedback and setting clear expectations can help neurodivergent employees understand their strengths and areas for improvement.

6. Sensory Considerations: Be mindful of sensory sensitivities and make adjustments to the work environment as needed. This could involve reducing noise levels, providing noise-cancelling headphones, or allowing for breaks in quiet spaces.

7. Promote Diversity and Inclusion: Foster a culture of acceptance and celebration of diversity in the workplace. Encourage neurodivergent employees to contribute their unique perspectives and talents to projects and decision-making processes.

8. Mentorship and Peer Support: Pair neurodivergent employees with mentors or peer support groups to provide guidance and encouragement. Having a support network can help individuals navigate challenges and build confidence in their abilities.

9. Continuous Learning and Development: Offer opportunities for professional development and skills training to help neurodivergent employees advance in their careers. Tailor training programs to accommodate different learning styles and preferences.

10. Regular Check-ins and Supportive Management: Schedule regular check-ins with neurodivergent employees to discuss their progress, address any concerns, and provide ongoing support. Managers should be approachable and empathetic, creating a safe space for open communication.

By implementing these strategies, employers can create a more inclusive and supportive workplace where neurodivergent employees feel valued, respected, and empowered to succeed.

Changing perspective to overcome challenges

Keywords

Resilience – Mindfulness – Breathing – Breath Work – Wellbeing

In this episode of Resilience Unravelled Michael O’Brien, a qualified meditation teacher, executive coach, and endurance athlete, talks about stopping a bad moment becoming a bad day and accomplishing hard things through mindfulness. Michael shares his career journey in healthcare pharmaceuticals and his personal experience with a near-death cycling accident.

Michael discusses how his perspective on life changed after the accident, which occurred when a driver crossed over into his lane, causing a head-on collision. He shares his bleak prognosis from doctors following the accident and how he struggled with anger and uncertainty about his future roles as a father, husband, and employee. He also highlights how a mentor helped him adopt a more positive perspective by emphasising the importance of self-labelling, practicing gratitude, and mindfulness. This shift in perspective helped him overcome his challenges and gradually move forward in his recovery journey, which included both progress and setbacks.

Main topics

• The concept of mindfulness and its benefits

• Using breath work to manage stress and improve focus and decision-making

• The importance of creating space between stimulus and response

• Cultivating a more thoughtful and neutral approach to decision-making

• The importance of connecting with one's breath for overall health and well-being

• Different patterns of breathing

• Using shorter mindfulness practices to promote mindful living and improving overall health and wellbeing

 Action items

You can find out more about Michael at https://www.michaelobrienshift.com/pause-breathe-reflect/

  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.   

Chronoworking. The end of the nine-to-five?

Since Covid, there have been huge changes in workplace culture and practices with trends such as the ‘great resignation’, ‘quiet quitting’ and ‘productivity paranoia’ becoming well established.  The latest is Chronoworking - a way of working that allows employees to tailor their work schedules to their individual circadian rhythms and find a workflow that not only suits them but also allows them to produce their best work.

It’s a concept coined by journalist Ellen C. Scott, and it promotes the idea that aligning work hours with personal energy peaks can enhance productivity, job satisfaction, and overall well-being​. This is backed by studies from the US National Institute of Health, that show traditional work patterns don’t always coincide with employee's productive periods and that working outside natural circadian rhythms can lead to inefficiency, wasted potential, illness, and lower morale.

Employees most productive times varies from individual to individual so allowing people who struggle with concentration and tiredness during the first few hours of the day to start later when they are more alert not only offers enhanced productivity, increased job satisfaction, and a better work-life balance but can also help reduce stress It has also been shown to improve employee mental health, create more effective work periods, and reduce burnout which all translates into lower absenteeism and reduced turnover.

While there are clear benefits, implementing chronoworking can be challenging and isn’t suitable for every industry or role. Organisations thinking of introducing it will need to establish clear communication channels, set core hours where team members overlap for essential meetings and collaborative tasks​, have well-defined goals in place and ensure ways of measuring KPI’s and tracking projects are in place.

Overall, chronoworking could lead to a shift towards more personalised and flexible work arrangements that reflect the growing recognition of a good work-life balance and individual productivity. The creation of work environments where employees can get the most out of their peak performance hours means companies can boost satisfaction, maximise efficiency, and create a healthier, more balanced workplace. In the workplace of the future, chronoworking could become key feature that helps makes business more dynamic and adaptable.

Workspaces for wellbeing and productivity

There is no doubt that where and how we work can have a huge impact on our wellbeing. Now, with burnout anxiety and stress on the rise, there is increased interest in developing workspaces as a way to promote physical and mental health.

Research supports this and also highlights that well-designed workplaces can lead to significant improvements in productivity. For example, a study by the World Green Building Council found that productivity improvements of up to 11% are achievable through better air quality whilst another study by the American Society of Interior Designers reported that 68% of employees were dissatisfied with the lighting in their offices, affecting their performance and well-being.

Here are some of the areas that can impact employee wellbeing and productivity:

1. Ergonomics: Proper ergonomic design of furniture and workstations can reduce physical strain and discomfort, leading to fewer health issues and absenteeism Ergonomically designed chairs, desks, and computer setups help employees maintain better posture and reduce the risk of repetitive strain injuries.

2. Lighting: Adequate lighting, particularly natural light, has been shown to improve mood, energy levels, and concentration. Poor lighting can cause eye strain, headaches, and fatigue, which can also negatively affect productivity.

3. Noise Levels: Excessive noise can be a major distraction, leading to decreased concentration. Workplaces that manage noise levels through soundproofing, quiet zones, or designated areas for collaboration and concentration can enhance productivity.

4. Layout and Space Utilisation: Open floor plans can foster communication and collaboration but may also lead to distractions. Flexible layouts that include a mix of open spaces, private offices, and meeting rooms allow employees to choose environments that best suit their tasks. Adequate space and efficient layout can reduce clutter and enhance workflow.

5. Aesthetics and Environment: A visually pleasing environment can positively impact employee mood and satisfaction. Colours, artwork, plants, and overall décor can contribute to a more stimulating and enjoyable workplace, which can, in turn, boost morale and productivity.

6. Air Quality and Temperature: Good ventilation and appropriate temperature control are critical for maintaining a comfortable working environment. Poor air quality and extreme temperatures can cause discomfort and health issues.

7. Break Areas and Rest Zones: Providing areas where employees can take breaks and relax can help reduce stress and prevent burnout, allowing employees to return to work refreshed.

8. Technology Integration: Workplaces that are well-equipped with modern technology and tools that employees need to perform their tasks efficiently can enhance productivity. This includes everything from high-speed internet and reliable hardware to collaborative software and tools.

In summary, designing a workplace that addresses ergonomic, environmental, and technological areas can boost efficiency and support the overall wellbeing of employees, leading to a more positive, productive, and healthy workforce.

Leadership challenges and opportunities in non-profit organisations

Keywords

Resilience - Leadership – Non-profits – Self-care – Wellness – Emotional Intelligence – Self-reflection – Communication - Expression

In this episode of Resilience Unravelled Rikimah Glymph, a traveller, writer, author, health/wellness coach, advocate for social justice and Founding Partner of Glymph Consulting, LLC, talks about the challenges and opportunities in non-profit leadership. This includes the need for a new approach and the tensions that can arise when personal passions and organisational priorities conflict.

Rikimah also highlights the importance of enhancing emotional intelligence among leaders, emphasising the need for self-reflection, understanding the communication styles of others' communication styles and creating a safe environment for expression. Additionally, Rikimah stresses the importance of self-care and wellness, including the social, emotional, and environmental factors needed for leaders to thrive

Main topics

• The need for a new approach to traditional leadership

• The tensions that can arise when employees' personal passions and the organisation's priorities diverge

• The unique challenges of blending family businesses with non-profits

• The intergenerational nature of business and the need for a flexible leadership structure

• The differences and similarities between leadership in the non-profit and profit sectors

• Why having a supportive network of like-minded individuals, who have undergone similar leadership experiences, can be beneficial for growth and feedback

• Why self-care and wellness, including social, emotional, and environmental factors, are crucial for leaders to thrive 

Action items

You can find out more about Rikimah at BWell365 or through LinkedIn Rikimah’s book is Total Wellness: A Millennial & Gen Z Guide to Living a More Balanced Life  

  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.   

Imposter Syndrome. A gender issue?

Imposter syndrome, the feeling of inadequacy or self-doubt despite evident success is one of the most common mental health issues in today’s workplace. It’s something that affects individuals regardless of gender with nearly 58% of employees experiencing feelings of self-doubt and failure that override their successes in their workplace.

It has however been observed that imposter syndrome may be more commonly reported among women. The ‘Working on Wellbeing’ survey of 2,500 UK workers in 2022 and showed that 21% of women suffered very frequently from imposter syndrome compared to just 12% of men.  A further study of 4,000 adults commissioned by Galaxy and the Young Women’s Trust in 2023 found that 62% of the women claimed to have hardly ever felt true confidence in their lives, with 53% struggling with unwarranted feelings of self-doubt, incompetence, and being underqualified. Comparatively, 54% of the men surveyed said they had never felt that way at all, with 63% admitting they only ever felt like it in the workplace.

Although imposter syndrome can affect individuals regardless of gender, there are specific issues that may disproportionately impact women. Some of these include:

1.     Societal Expectations: Women often face societal pressure to be perfect, nurturing, and accommodating, exacerbating feelings of inadequacy if they feel they don't meet these standards.

2.     Gender Bias: Women are more likely to be underestimated or overlooked, leading them to doubt their abilities and feel they don't belong in certain roles or industries.

3.     Tokenism: As a result of being the minority in male-dominated fields, women may feel they have to prove themselves constantly to be taken seriously.

4.     Perfectionism: Women are more likely to internalise perfectionist tendencies, set excessively high standards for themselves and feel like failures if they don't meet them.

5.     Work-Life Balance: Juggling multiple roles and responsibilities alongside professional aspirations can amplify feelings of inadequacy and impostorism.

6.     Lack of Representation: A lack of female leaders can make it difficult for women to envision themselves succeeding in similar roles.

7.     Microaggressions: Women may encounter subtle forms of discrimination such as being interrupted frequently or having their ideas dismissed, which can undermine their confidence and reinforce imposter syndrome.

8.     Stereotype Threat: Women may experience performance anxiety due to the fear of conforming to negative stereotypes about their gender's competence in certain fields.

9.     Internalised Sexism: Women who have internalised societal messages about their worth or capabilities based on their gender may struggle as they navigate professional environments.

10.  Imposter Syndrome Cycle: Women may find themselves in a cycle of imposter syndrome, where feelings of inadequacy lead to self-doubt and fear of failure, which in turn reinforces the belief that they are imposters.

Although imposter syndrome can affect anyone, the early exposure to negative beliefs and thought patterns means women may be more susceptible to the self-doubt that provides the basis for imposter syndrome. In the workplace they are often held to a higher standard than men, and are expected to be warm, caring and sociable whilst dealing with many other contradictory and clashing biases.

An understanding of the specific challenges faced by women can create more supportive environments and interventions to address imposter syndrome. This requires a multifaceted approach that includes building self-confidence, challenging societal norms and biases, fostering inclusive environments, providing mentorship and support networks, and promoting a culture of recognition and validation for achievements.

Dedicated or addicted?

Whilst dedication and hard work are generally seen as positive qualities in the workplace, they can become a problematic if taken to extreme and negatively affect different aspects of an individual's life and well-being.  Over the last few months actor Idris Elba and playwright James Graham have both talked about their problems with work addiction so what is the best way to approach workaholism?

Work addiction, or workaholism, is a behavioural addiction characterised by the prioritisation of work over all else and this excessive preoccupation leads to the neglect of other areas of life such as personal relationships, socialising, and leisure activities. It can also lead to problems with physical and mental health, as well as personal relationships.

Dealing with work addiction requires a multifaceted approach that addresses the underlying issues contributing to the addiction and promotes healthier behaviours and coping strategies. These include:

1.    Recognising the signs of work addiction and acknowledging that it exists.
2.    Seeking support from a therapist, counsellor, or psychologist who specialises in addiction or work-related issues.
3.    Setting clear boundaries between work and personal life and sticking to them.
4.    Prioritising self-care by incorporating activities that promote physical and mental well-being into your daily routine.
5.    Cultivating mindfulness through practices such as meditation, deep breathing exercises, and mindfulness-based stress reduction techniques.
6.    Delegating and collaborating so colleagues to share responsibilities and workload.
7.    Setting realistic goals that are achievable both professionally and personally.
8.    Creating a healthy work-life balance by allocating time for work, leisure, relaxation, and socialising.
9.    Practicing self-compassion and treating yourself with the same kindness and understanding you’d offer a friend.
10. Seeking support from friends, family members, or support groups for encouragement and accountability.

Work addiction is detrimental because it compromises physical and mental health, strains relationships, decreases productivity, diminishes quality of life, increases the risk of burnout, and hinders the ability to enjoy life beyond work. Dealing with it takes time, effort, and commitment but, by taking proactive steps to address the underlying issues and implement healthier habits, it is possible to regain control and find greater satisfaction and fulfilment both professionally and personally.

Creating new solutions for burnout

Keywords

Resilience - Burnout - Retreats - Mindfulness - Wellness - Self-discovery - ROI

In this episode of Resilience Unravelled Max Schneider from Sand and Salt Escapes shares his experience of burnout and how it led him to create a solution to help others going through similar issues. He discusses how he initially struggled to recognise and address his burnout, explaining that his high-achieving and competitive nature led him to push through physical and emotional signs of exhaustion. A significant turning point came when he developed shingles at 27, a symptom he now recognises as a warning sign of burnout.

During a trip to Costa Rica, Max realised he needed to make a change and when Max and his wife returned from their trip, they left their jobs and started a process of self-discovery. He realised that his own behaviours and mindsets, rather than external factors, led to his burnout and took responsibility for his actions and sought therapy to understand his brain's wiring and learn how to manage it. He also found mindfulness and meditation helpful tools to prevent future burnout. This experience led him to create something to assist others who are experiencing disconnection, loss of identity, or burnout.

 Main topics

•  The rising issue of burnout in many cultures and the potential solutions

• The importance of self-reflection, therapy, and mindfulness

• The cultural pressure in organisations that often fuel burnout

• The value and challenges of implementing workplace wellness programmes

• Shifting organisational responsibility towards caring for top talent

• The difficulty in calculating the return on investment (ROI) for such programmes

• The challenge of getting CEOs to fund such initiatives for all employees

• The benefits of retreats with a focus on mindfulness, self-discovery, and connection

 Action items

 You can find out more about Max at sandandsaltescapes.com or through LinkedIn or Instagram

  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.   

Is it always good to be ‘easy to work with’?

At some point in their working career many people will have been told that they’re easy to work with. But while it’s nice to know that people like you and enjoy working with you, is it always a good thing? Does it mean that your ideas and opinions aren’t being listened to or even that you’re setting yourself up for increased levels of stress and ultimately burnout?

When someone is easy to work with, it generally means they collaborate well with others, communicate effectively, and contribute to a positive and productive work environment. They might be seen as someone who is always positive. Someone who always says yes when asked for help, someone who has a can-do attitude and is always there when needed. But whilst being helpful and attentive can go a long way in an organisation, they’re not always traits employees need to be good at their job. And some of these traits can be linked to increased levels of stress and burnout.

Employees who are overly easy-going may find it challenging to set and enforce boundaries leading to an imbalance in workload and a diminished work/life balance. Managers or teammates may delegate more tasks them, give them more than their share of responsibilities and expect them to go above and beyond - often without proper recognition or compensation! In environments that value assertiveness, being too easy-going might impact career advancement if others are taking advantage of them and their contribution.

Constantly prioritising the needs of others can negatively impact personal well-being and lead to stress and burnout so it's important to strike a balance between collaboration and taking care of oneself. Being easy to work with doesn’t mean being a pushover or compromising principles. It involves being collaborative, communicative, and adaptable while maintaining a sense of professionalism and integrity.

When does a tough leader become a toxic one?

Being a leader is complex. They are expected to maintain consistently high performance and productivity, create a collaborative, cohesive culture, deal with interpersonal conflict, engage and develop talent, lead and support change initiatives, establish goals and priorities and all while creating a sense of inclusion and belonging.

It’s a tough role and leaders may feel they need to be tough to maintain the high standards they set for their team.  But they need to remember to apply those same standards to their own performance because it’s very easy to slip from being a tough leader to a toxic one. The two styles have very similar behaviours at times but there are distinct differences.

• Feedback and Criticism: A Tough Manager is direct but fair in their assessments and provides constructive feedback and criticism that’s aimed at improving performance and achieving goals. A Toxic Manager is more likely to offer destructive criticism, often attacking individuals personally rather than focusing on performance and is  demoralising and undermines confidence.

• Leadership Style: Tough Managers employ a firm leadership style that pushes employees to excel and meet high standards, giving clear expectations and support for their team, A Toxic Manager will rely on fear, intimidation, and manipulation to control their team and use bullying tactics and favouritism to create a hostile work environment.

• Conflict Resolution: A Tough Manager addresses conflicts directly and facilitates resolution through open communication and collaboration, encouraging dialogue and seeking mutually beneficial solutions. A Toxic Manager escalates conflicts, fuels drama, and may even instigate conflicts for personal gain, playing favourites or pitting team members against each other.

• Employee Development: Tough Managers invest in employee development, provide opportunities for growth and advancement and mentor and coach employees to help them reach their potential. Toxic Managers stifle employee development by hoarding opportunities, withholding resources, or actively sabotaging the growth of others to maintain control or power.

• Impact on Team Morale: Although they may be demanding a Tough Manager will ultimately inspire and motivate their team to achieve goals by fostering a culture of accountability and excellence. A Toxic Manager will negatively impact team morale, leading to high turnover, low engagement, and decreased productivity. Their presence creates a toxic work environment that can spread negativity throughout the organisation.

In essence, a tough manager challenges their team to perform at their best while supporting their growth and development, whereas a toxic manager undermines their team's confidence and well-being through destructive behaviours and a negative work environment which can have detrimental effects on employees' well-being, job satisfaction, and productivity.

Generational differences affecting productivity.

A new survey from the London School of Economics and global consulting firm Protiviti has found that friction between different generations is driving down productivity. The survey, of 1,450 employees in the finance, technology and professional services industries in the UK and USA, found that 25% of the employees surveyed self-reported low productivity, with 37% of Gen Z, 30% of Millennials, 22% of Gen X, and 14% of Baby Boomers reporting low productivity levels. Employees with managers more than twelve years their senior were nearly 1.5 times as likely to report low productivity.

Generational differences towards productivity can be seen in a variety of ways with differing attitudes towards work-life balance, career advancement and technological competence influencing individual productivity levels. Another issue that was flagged up by the survey is that there is a lack of collaboration between employees of different generations and, with some workplaces now having five different generations working together, the expectations and perspectives of each generation can make it difficult to build collaboration.

With differing work styles, strengths, and concerns, it is easy for misunderstandings, tensions, and conflict to appear. A management strategy that harnesses the distinctive skill set of each generation is therefore needed if the best results are to be achieved. This should include a commitment to a generationally diverse workforce which enables employees of every generation to have their opinions heard, advancement on merit rather than age and inclusive work practices that makes it easier for each generation to fit in.

By being aware of each employee’s framework of experience and their point of reference as well as generational work habits it’s possible to introduce management policies that foster an environment that generates business advantage. The LSE survey shows 87% of those surveyed reported higher productivity in organisations using multi-generationally inclusive work practices with Gen Z employees reporting low productivity dropping to 18% from 37% and from 30% to 13% for Millennials. And, in a tight recruitment market, there is the added benefit that employees working in multi-generationally inclusive workplaces are twice as likely to be satisfied with their jobs and are less likely to look for a new role.

With an ageing population and less young talent available to recruit it will become increasingly important for leaders to effectively manage multigenerational teams. This is particularly important with the OECD predicting that the UK, US, and the broader global economy will see a growth slowdown in 2024, putting pressure on organisations to increase productivity.

If managed correctly a multi-generational team will combine past learning with new perspectives, not only bringing greater efficiency and productivity but also the benefits that the insights and initiatives different age groups bring.  

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.

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.

Burnout or Boreout?

We’ve all heard about burnout. There are numerous articles telling us what signs and symptoms we need to look for but, there is another lesser-known work-related condition that has very similar symptoms. Boreout, is the exact opposite of burnout, but it’s effects can be just as detrimental, with negative consequences on mental health, well-being, and performance.

Most people find themselves bored at work sometimes but if people are bored over a long period of time, stuck in their comfort zone too long or don’t experience any personal development opportunities they often start to feel their job is meaningless and their work as has no value or purpose - they are suffering from boreout.

Employees suffering from boreout may find themselves with too little to do, not enough meaningful work and responsibilities or, constantly having to deal with tasks that are monotonous and don’t utilise their skills and abilities. This can lead to feelings of frustration, dissatisfaction and a lack of motivation that leaves them unfulfilled, disengaged from their work and suffering from a decline in their overall well-being and mental health. From an organisation’s perspective, boreout can lead to reduced productivity and creativity as well as counterproductive work practice such as distraction and absenteeism.

The signs of boreout are very similar to the signs of burnout. People may feel overwhelmed, exhausted, or emotionally drained with little or no purpose or direction. Their behaviours start to change, and they begin to stretch tasks out for longer periods to seem busy and engaged. They do just what is required, come in late, leave early and take more time off sick.

Recognising these signs and taking appropriate steps to address the underlying causes by establishing effective communication and social connections, prioritising work-life balance, and ensuring that work tasks remain engaging and meaningful!  Employers need to create work environments that promote a healthy balance of challenge and support, as well as enabling open discussion about workload and job satisfaction. This might require re-evaluating job roles, providing more challenging tasks, fostering a positive work environment, providing new challenges, exploring avenues for personal and professional growth.

Supporting Employee Mental Health in a Remote Work Setting: HR Strategies for Well-being and Resilience by Bash Sarmiento

The shift toward remote operations has transformed not just where we work, but how we work. For many business leaders and remote team managers, this new normal brings a unique set of challenges, particularly in nurturing and supporting the mental health of our teams. As stewards of our teams' well-being, we must adopt HR strategies that not only address these challenges but also promote resilience and a sense of community among a remote workforce.

Unique Challenges of Remote Work

The transition to remote work introduces specific challenges that can impact the mental well-being of our teams. Recognising these challenges is the first step in creating a supportive environment tailored to the needs of remote employees.

Promoting Work-Life Balance

While the flexibility of remote work is a boon, it can also blur the lines between professional and personal life. This inevitably leads to stress and burnout. Encouraging a clear separation helps prevent negative experiences that stem from remote work. 

Leaders should advocate for regular work hours, emphasise the importance of taking breaks, and respect employees' personal time to foster a healthier work-life balance.

Combating Feelings of Isolation

Remote work can often lead to feelings of loneliness and disconnection from colleagues. It's important to create opportunities for virtual social interaction and team bonding. This could include virtual coffee breaks, team-building activities, or simply encouraging informal chats among team members.

Ensuring Effective Communication

With the absence of face-to-face interaction, maintaining clear and open communication becomes a challenge. Implementing regular check-ins, using collaborative tools, and encouraging an open-door policy can help mitigate misunderstandings and ensure that team members feel heard and supported.

Addressing Technological Challenges

Remote work is heavily reliant on technology, which can lead to its own set of stressors, especially for those less tech-savvy. Providing ongoing tech support, training, and resources can alleviate these pressures, ensuring that all team members feel comfortable and capable in a digital work environment.

Acknowledging Diverse Home Environments

Each team member's home environment is unique, with varying degrees of conduciveness to productive work. Recognising and accommodating these differences - whether it be through flexible scheduling or providing stipends for home office setups - can greatly enhance employee comfort and productivity.

Implementing Effective Employee Engagement Strategies

Keeping remote teams engaged is vital for maintaining productivity and fostering a positive work environment. Engagement goes beyond work tasks; it's about creating a sense of belonging and connection among team members who may be spread across different locations.

Utilising Technology for Engagement

Leverage technology to keep your team connected and engaged. Tools that facilitate easy communication, project management, and collaboration can make remote work more efficient and enjoyable. Consider platforms that facilitate effective employee engagement to enhance your team's cohesiveness and productivity.

Fostering a Sense of Community

Building a strong team spirit in a remote setting requires intentional efforts to create a sense of community. Virtual team-building activities, celebrating team achievements, and encouraging non-work-related interactions can help bridge the physical distance. Regular virtual events, like team lunches or happy hours, can replicate the camaraderie of an in-office setting.

Recognising and Rewarding Contributions

Acknowledgment goes a long way in boosting morale and motivation. Make it a point to recognise individual and team achievements, no matter how small. Whether through shoutouts in team meetings, awards, or personalised notes, showing appreciation for hard work reinforces positive behaviour and fosters a culture of recognition.

Cultivating a Culture of Open Communication

Clear and consistent communication is the lifeline of remote work, playing a pivotal role in ensuring that team members feel connected, supported, and part of a cohesive unit.

Prioritising Transparent Communication

Transparency in communication helps in building trust and reducing anxieties that can arise from uncertainty. Regular updates about company news, project statuses, and team changes can help everyone feel informed and involved, mitigating feelings of being 'out of the loop.'

Implementing Regular Check-Ins

Regular one-on-one check-ins with team members provide a private space for open dialogue about work progress, challenges, and personal well-being. These sessions are crucial for understanding individual circumstances and offering support where needed.

Promoting Psychological Safety

Creating an environment where employees feel safe to express their thoughts, concerns, and ideas without fear of judgment is essential for mental health. Encourage an atmosphere of mutual respect and understanding, where all voices are valued and considered.

Leadership Through Egoless Leadership

The approach of egoless leadership can significantly enhance communication dynamics within a team. Leaders who demonstrate humility, empathy, and a willingness to listen can foster a more open, supportive, and collaborative work environment.

Fostering a Security-Aware Remote Workforce

Security of workspaces and data is not just a technical issue but also a contributor to mental well-being. Ensuring that employees feel secure in their digital environment can alleviate stress and foster a sense of reliability and trust.

Establishing Robust Cybersecurity Measures

Implement strong cybersecurity protocols to protect sensitive company and employee data. This includes secure VPNs, regular updates of security software, and safe data storage solutions. Educating your team on cybersecurity best practices is also crucial in building a security-aware remote workforce.

Providing Technical Support and Training

Offer comprehensive technical support and training to help employees navigate any technical difficulties they may encounter. This reduces the frustration and anxiety associated with tech issues and ensures that team members can work efficiently and confidently.

Creating a Safe Digital Work Environment

A safe digital work environment extends beyond cybersecurity. It's about creating a space where employees feel comfortable and equipped to perform their best. This includes providing ergonomic advice for setting up home offices, ensuring they have the right tools and technology, and offering stipends for necessary equipment.

Regular Mental Health Check-Ins and Resources

Regular check-ins dedicated to discussing mental health and well-being can significantly impact an employee's sense of support and belonging. These conversations should be normalised and integrated into the regular workflow to remove any stigma associated with discussing mental health.

Providing Access to Mental Health Resources

Make mental health resources readily available to your team. This can include subscriptions to mental wellness apps, access to counselling services, or an employee assistance program (EAP) that offers confidential psychological support.

Encouraging Mindfulness and Stress-Relief Practices

Promote practices that can help reduce stress and increase mindfulness among your team. This could be through organising virtual meditation sessions, encouraging regular physical activity, or providing resources on stress management techniques.

Supporting Flexible Scheduling

Recognising that each employee may have different needs and circumstances, especially in a remote setting, offering flexible scheduling can greatly alleviate stress. This approach allows employees to work during hours when they feel most productive and balanced, contributing to better mental health.

Final Thoughts

Supporting the mental health of remote employees is vital for building a productive and positive work environment. By implementing thoughtful strategies and resources, leaders can ensure their teams feel supported and valued, fostering a culture of well-being and resilience in the remote workspace.

Bash Sarmiento is a writer and an educator from Manila. He writes laconic pieces in the education, lifestyle and health realms. His academic background and extensive experience in teaching, textbook evaluation, business management and traveling are translated in his works.

Renee Joyal – Living beautifully

Keywords

Resilience - Wellness – Lifestyle Change – Self-healing

In this episode of Resilience Unravelled Renee Joyal, a newly published author and wellness enthusiast shares her personal journey with lupus and how she made lifestyle changes to overcome it. She emphasises the importance of nutrition, exercise, and self-healing practices in maintaining good health and also talks about having a holistic approach to health instead of restrictive diets.

Renee discusses her approach to wellness, emphasising the importance of focusing on both physical and mental health and shares techniques for strengthening the mind, such as journaling and meditation, which can help in handling life's challenges.

Main topics

• Making specific lifestyle changes to overcome autoimmune disease.

• The functional medicine practices Renee implemented in her life.

• How being in an abusive relationship affected Renee’s health and autoimmune disease.

Timestamps

1: Introduction. The host welcomes the audience and introduces the guest, Renee, who is a newly published author and wellness enthusiast. Renee talks about her passion for helping people expand their health journey - 00:02-01:03
2: Overcoming Life's Obstacles. Renee discusses how to overcome life's obstacles, live healthily, feel good, and enrich your life to live it to the fullest. 02:12-02:29
3: Renee's Health Journey. Renee shares her personal health journey, including her debilitating illness, Lupus diagnosis, and how she made lifestyle changes to improve her health - 02:29-07:31
4: Focusing on Healing. Renee talks about her focus on healing and what she added to her life to make it better and live fully without restriction - 09:16-11:32
5: Strengthening the Mind. Renee discusses the importance of strengthening the mind and shares techniques such as journaling, meditative experiences, and empowering mind techniques - 11:32-17:56
6: Live Beautiful Book. Renee talks about her book, Live Beautiful, a compassionate balance guide to everyday wellness and well-being. She shares where to find it and discusses the rewarding process of writing and connecting with the community - 17:57-20:43

Action items 

• Renee’s book is Live Beautiful: A Compassionate Balance Guide to Everyday Wellness and Well Being

• Connect with her on her website or Instagram to learn more about her approach to wellness.

 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.   

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.