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.

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.

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.

The perils of productivity paranoia

In 2022, the concept of productivity paranoia was introduced by Microsoft to describe the concerns managers had about remote workers not operating at peak efficiency. Now, the term has been widened and is commonly used to explain employees’ feelings of fear or anxiety to constantly prove their productivity. This state of heightened anxiety about their productivity levels and fear of falling short of expectations can lead to overwork, a striving for perfectionism, a lack of downtime, and neglect of self-care activities. These can all increase feelings of stress or overwhelm which in the longer-term lead to chronic stress and eventually burnout.

Eliminating this toxic mindset requires a collective effort from an organisation. Leaders and managers should model healthy work habits and demonstrate that productivity is not synonymous with constant busyness by encouraging employees to prioritise tasks effectively and delegate when necessary. A positive, supportive, and collaborative work environment with a culture of open communication where employees feel comfortable seeking help and sharing concerns can also help alleviate productivity-related stress and anxiety.

Goals need to be realistic, with an employee’s efforts and achievements recognised and rewarded. Resources and training need to be in place and a healthy work-life balance promoted with access to mental health resources such as counselling, mentorship, or stress management programmes. Regular check-ins with employees to discuss their workload, progress, and any challenges they may be facing provides an opportunity to address concerns and adjust as needed to support productivity and well-being.

Being productive doesn't mean being busy all the time; it's about finding a healthy balance that allows employees to achieve their goals while taking care of their well-being. No one can be constantly focused and productive throughout a typical working day. Research has suggested that the ideal working time for maximum productivity is 52 minutes followed by a 17-minute break so taking a screen break, time away from the desk and getting fresh air are most definitely important elements of the working day.

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.

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.

Why an organisation needs an EVP.

The EVP, or employee value proposition, has become increasing important since the great resignation changed the employment market. An EVP can play a key role in attracting, engaging, and retaining top talent as well as elevating an employer brand so, in a competitive recruitment market, should all organisations have one?

An EVP simply aims to set out and communicate the unique benefits and rewards that an organisation offers to their employees in exchange for their skills, experience, and commitment. This includes salary, benefits, rewards, career development, and work-life balance, as well as the organisation’s values, mission, social purpose, and culture. In short, it’s the value employees can expect to receive from their employment with an organisation. and why it’s the right place for an employee to thrive.

Key components of an EVP include:

·      Compensation and Benefits - salary, bonuses, health insurance, pension plans and any other financial incentives.

·      Career Development - the opportunities for growth, learning, and advancement that are available

·      Work-Life Balance - policies and practices that support a healthy balance between work and personal life

·      Company Culture - the values, mission, and culture of an organisation

·      Job Security - the assurance of a stable and secure employment environment.

·      Recognition and Rewards - programmes that acknowledge and appreciate employees' contributions.

·      Work Environment - the physical and social aspects of the workplace

·      Leadership and Management - the quality of leadership and management within the organisation

·      Corporate Social Responsibility (CSR) - the commitment to give back to the community and address environmental and social issues.

·      Employee Wellbeing – the support for physical and mental health, wellness programmes, and employee assistance services.

Whilst an EVP highlights what an employee can or will receive in return for their commitment to an organisation, an employer brand is external and refers to an organisation’s reputation in the outside world. It highlights its mission, values, what it stands for, and what it’s like to work with, something that is increasingly important to potential employees. The EVP is therefore the core of an employer brand, something that shows the substance of an organisation and why it’s unique.

A well-defined EVP helps an organisation attract the right talent, engage employees, and retain them in the long term. It’s something that should be communicated clearly to both potential and existing employees, align clearly with the organisation’s values and goals and most importantly evolve over time as the organisation's needs and the job market change.

Balance or Fluidity? Integrating our professional and work lives.

We’re all aware of the importance of having a good work life balance but is it really the best way of ensuring our wellbeing?  Is work/life fluidity the key to a better blend of our work and personal lives?

Nowadays, we’re all encouraged to have a good work-life balance to ensure our mental and physical wellbeing. Whilst this looks different for everyone, it generally means finding a balance between the demands of our work and personal life to ensure a greater sense of well-being. By having a clear and firm boundary between our work and personal lives and by seeing them as completely separate entities we can devote our attention to them at any given time. In reality though, our work and personal lives are linked in many ways and trying to separate them can be difficult and often counterproductive.

A different way of bringing our work and personal lives together is through work/life fluidity. Instead of having hard boundaries between our work and personal lives, it acknowledges the connection between the two and finds ways to make their different aspects complement and enhance each other. Instead of putting our work and lives into different compartments, we embrace the way they overlap and interconnect and recognise that our needs and responsibilities change constantly. This means we can adapt to the changing nature of our world and allow our work and personal lives to support one another.

That’s not to say though that work life fluidity is a better option than "work-life balance”. Whilst some people may prefer a more traditional work structure with clear boundaries, others may thrive in a more fluid and flexible environment. The key is to find a balance through open communication that meets the needs of both the individual and the organisation. One that ensures work expectations are met, but also promotes overall well-being and aligns the individual's personal and professional goals with their specific circumstances.

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.

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.

Are you ‘rusting out’ at home?

Following on from quiet quitting, the next trend to hit the workplace seems to be ‘Rusting out’, the term used to describe a state of disengagement and apathy that can occur when someone feels unchallenged or unfulfilled in their work. It’s something that’s often associated with feelings of boredom and stagnation and can lead to a decline in motivation and productivity.

The benefits of ensuring employees are engaged is well established and is of course paramount for business growth. Finding the right work environment is therefore essential and, whilst working from home and hybrid working options really suit some people, others find being away from the office leaves them feeling less connected or engaged by work and at risk of ‘rusting out’.

There are several varying factors such as personality, work environment, job characteristics, and personal circumstances that can contribute to it, for example the nature of the work itself can play a significant role in preventing rust out. If the work is inherently unchallenging or lacks variety, it can lead to monotony and reduced motivation, regardless of whether one is working from home or in a traditional office setting. Employers should therefore strive to provide stimulating and meaningful work assignments to maintain employee engagement and prevent rust out.

Additionally, the increased autonomy and flexibility working from home provides allows individuals to have more control over their work schedules and environment. This can be beneficial as it provides an opportunity to manage work in a way that suits individual preferences and needs. Having control over one's work can help prevent rust out by promoting a sense of ownership and engagement but the lack of social interaction that can occur when working remotely is a real red flag. Social connections and interactions with colleagues are important for motivation and engagement in work so if an individual feels isolated and lacks opportunities for collaboration and socialisation, it may increase the risk of rust out.

The blurring of boundaries between work and personal life can be another problem. A lack of clear routines can make it challenging to maintain a healthy work-life balance because without proper boundaries, people may find themselves constantly working or struggling to separate work-related tasks from personal activities. This lack of structure can contribute to feelings of monotony and eventually lead to rust out.

Like its distant cousin ‘burn out’, ‘rust out’ can have a real negative impact on an individual's well-being and performance. Recognising the signs and taking appropriate steps to address the underlying causes is essential to restore motivation, engagement, and overall satisfaction in work and life. To mitigate the risk of ‘rust out’, it's important for individuals and organisations to establish effective communication and social connections, prioritise work-life balance, and ensure that work tasks remain engaging and meaningful!

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?

Paws for thought?

Back in 2017 Scottish brewer Brewdog announced that all employees who adopted a puppy or rescue dog could have one week’s paid leave to help settle in their new pet. Now, the increase in pet ownership that started during in pandemic has put the subject of paid leave to look after new pets back in the discussion of employee benefits.

Pawternity is the term used to describe the concept where companies offer their employees paid time off to take care of their new furry friends. Similar to maternity or paternity leave, pawternity leave recognises the importance of pets in our lives and the responsibility that comes with taking one on. Depending on the company policy, the leave can range from a few days to a couple of weeks and is designed to allow employees to bond with their new pet, provide necessary training, and ensure their pet's health and wellbeing during the crucial adjustment period.

Employers are not legally obliged to give their employees paid or unpaid ‘pawternity leave’ in the UK. Some do however because they consider it’s something that's valuable to their staff – essentially prioritising animal welfare but with a benefit to the organisation. A pawternity policy provides employees with all the benefits that come with pet ownership such as reduced blood pressure, lower stress levels and boosted mood. And, when employees are happier and more content, job satisfaction, office morale and employee productivity all improve. One study from the University of Warwick actually shows that happiness improves productivity by around 12%.

Of course, if the owners of new pets get time off work, what does everyone else get?  Whilst its great to offer employees generous perks, is it unfair to offer such benefits to a limited number of people? And where does it stop? Any organisation thinking of introducing a pawternity policy will have to be very clear on the terms - what constitutes a pet and whether the benefits will only apply to cat or dog owners or if they will be extended to other types of pet owners.

With all the current difficulties in attracting and retaining talent, Pawternity leave could appeal to people who value their work-life balance and the well being of their pets. With work related stress costing the UK economy millions of pounds each year in lost productivity, perhaps any way of cultivating a happier, healthier and more productive workforce should be considered?

Manic Mondays?

We've all been there. Waking up on a Monday morning and realising the weekend wasn't quite long enough to recover from the stress of the previous working week. If you've ever had similar feelings, the latest emerging workplace trend may well be something that might appeal to you.

Bare Minimum Monday is intended to lower all the feelings of anxiety and stress about the upcoming working week.  These start to build on a Sunday afternoon so the idea is to focus on your own mental health and wellness by giving yourself space and a sense of calm to better navigate your first day back to work.  Doing “the bare minimum” of what needs to be done on a Monday (along with whatever else you want to do) means you are better able to focus on larger or more complex tasks on your other working days.

The idea comes from TikTok creator Marisa Jo Mayes who sees it as a form of self-care and a way to fight back against the feelings of overwhelm, exhaustion work-related stress. By prioritising the self and avoiding stressors, better outcomes are achieved, there is a positive impact on employee wellbeing by protecting mental health and employees are happier and healthier in the long term.

Recent work trends such as the Great Resignation and Quiet Quitting have shown that employees are considering how their work impacts their mental health far more but Bare Minimum Monday would seem to be at odds with the classic models of self-care. These tend to be built on meaningful engagement, not avoiding or ignoring challenges and building ways to thrive. If employees are just doing the bare minimum, or getting the ‘Sunday Scaries’ it could be a sign of disengagement, which leads to the question, if you need to disengage from a job to cope with it, is it really the right job?

Expecting employees to be at the top of their game 100% of the time is unrealistic. We all have good days and bad days and its certain that there will be times when we are more productive and produce better quality work. Whilst it may be tempting to do as little as possible on Mondays to avoid stress, this approach may not be the most effective in the long run. It's important to find a balance between minimising stress and meeting work responsibilities. Instead of doing as little as possible, prioritising your tasks and finding ways to work more efficiently may be a better way to manage Manic Mondays.

Executive loneliness. Overcoming isolation in the business world.

Nick Jonsson was born in Sweden but he left in the 1990’s because he wanted to learn English. He moved to Australia where he played golf professionally for a few years before moving to South East Asia where he has lived and worked since 2004.  Mainly working in Indonesia, Vietnam and Thailand, Nick took on a number of MD roles leading large international companies.  After a while Nick realised he was quite lonely and he can now see he was isolated perhaps because he had ‘elbowed’ his way to the top, something many executives do. He changed his life, leaving the corporate world five years ago and now knows many other senior executives find themselves in an isolation trap.

Nick tried to balance the stresses of his working life by playing hard. Initially he did this through exercise but life had its ups and down and he was divorced in 2015.  This left him feeling even more isolated both at work and at home so it was natural that he wanted to go out and meet people. It was a lot easier to go to the bar instead of going to the gym and having a couple of drinks was OK in the short term but it became a bad habit. He stopped his gym membership and became a regular at the bar, which in turn became a downward spiral. He realised a change was needed but this was very slow. At the time his friends were happy to see he was out and about, it was good to see him enjoying himself, they were worried about him just exercising and being on his own. It felt natural and he didn’t realise it before it was too late. He put on a lot of weight, his health deteriorated, he had hypertension and high blood pressure. He was only 42 years old and was in poor health.

Then with the added stress of work it got to the point where he couldn't stop the drinking. He realised he was addicted. It had been secret and silent for a long time and he didn't want to admit he had an addiction and issues. He was at rock bottom but had to admit it to himself and to other people to get out of it. People had thought he was coping and didn't have a problem with drink and it's the same with loneliness. It seems as if everything is OK until you suddenly realise it’s a problem. Until you realise it's a problem you don't know its problem.

Once he was on his way to recovery, Nick wanted to know if he was the only one suffering in this way. He sent out a survey to other senior executives to find out how lonely they were in their roles. His first finding in 2019 was before the pandemic and showed that 30% of the senior executives he surveyed actually admitted they were suffering from loneliness in the workplace. He went back to the same group in 2020 during the pandemic and the figure had gone up to 59%. He was definitely not alone!

The senior executives Nick surveyed worked in the C-Suite in large multinationals based in Singapore. A number of them were European or American, working as regional directors in large companies so they were displaced from their home countries and often only had their immediate family with them. They needed a different type of support without knowing it.

Nick knew about the loneliness so the next question he asked then was whether this was something they would talk to HR or their boss to. The answer was that 84% wouldn't. The type of role they were in meant they were the people who needed to be seen as being the strongest and stereotypically not able to ask for help. Some people have external executive coaches but many people find it hard to trust internal bosses or HR so who did they turn to? When asked do you seek professional help 75% said no so they were coping by themselves. Nick feels that one of the few good things that came out of the was that psychologists and therapists could be seen online so people could start to reach out without being seen in a waiting room somewhere. Anonymity is there now so there has been some progress but people are still reluctant to talk about it and seem to deny it because the stigma is still there.

Many of these leaders are what Nick calls anxious over achievers like himself. He was not good at high school went overseas to study at university. Once he got a taste of winning scholarships and topping some classes he wanted to take it to the workplace.  What was important was getting to the top, getting power and getting promotions packages. What he saw when he conducted his interviews was that many were as anxious as he had been and thought the way to prove themselves was to achieve and get power in the company. There are many leaders walking around feeling very anxious.

Men tend to define themselves by their work about what they have rather than who they are. If the job is lonely then that's what you've striven for and your sense of achievement is linked to. The realisation that this can feel empty can have a real impact. Nick found that women tended to have a few close friends that they could be vulnerable with. They could share some of the challenges or issues facing them. If you are exposing yourself to a friend that friend will help and guide you but men often have good friends to play golf with, to have couple of drinks with or have a good time with.  Nick’s way of relaxing meant not bothering friends with issues he was having at work, rather it was something he left at the office. He went out and had a good time but then woke up in the middle of the night worrying about a problem that was still there in the morning. He was bad at having someone to talk to about his issues and it was the same with many of the executives he interviewed.

Men can be just as emotionally intelligent as long as they are skilled up to be but there may be a cultural thing around the acceptance that men shouldn’t talk to each other about difficult issues. The current generation breaking it down through and there is a new attitude. Some of this may come down to parenting. In Asia people are very quiet about what’s happening in their family and there is a lot of stigma about mental health and addictions generally.  People keep things to themselves a lot more than in the western world where we are speaking up a lot at the moment.

At work the leaders are often a parent substitute and need to create an adult culture where just deciding you don't like something isn’t OK because you still have to come to work and perform. If leaders are lonely they will find it hard to provide a positive adult culture with supportive mechanisms right through. Vulnerability has to start at the top. No one is going to knock the bosses door and open up about the issues or challenges they are facing if the leader has never been seen to be vulnerable. Why are we all so scared of admitting to others that we are going through a challenging time?

The world of work is changing and although styles of leadership before Covid weren’t working, they are still are being pursued. A new style of leadership may be needed going forward. Career limiting mistakes can drive leaders to loneliness. The easiest thing to do is make a mistake - it’s not about all the brilliant decisions you make, its how few bad decisions you make. This is what leads to the dumming down of the average.  It’s a sign of weakness to make a mistake. Admitting weakness is a sign that we are struggling and that is a mistake. We need to change that. If you have a leader who is lonely, ethical decisions start to be comprised as well because the leader becomes weaker.

There is some positive change though. In his own company Nick operates a fail fast policy so as soon as you make a small mistake people need to admit it and share it so everyone can learn from it. If there is a culture where people are comfortable sharing their mistakes and what they learned from it, people would not be so scared and mistakes will be dealt with and not be so costly. For example, in Nick’s company the marketing team have an additional budget called ‘Test and Trial’ which they can use to try new things so if it doesn't work out its ok and people learn from the exercise.

Nick’s networking organisation, Executives’ Global Network (EGN) Singapore providing more than 600 senior executives and business owners with a safe and confidential space where they can share their challenges, receive support, and learn from each other. It’s as if you have your own private advisory board or an external management team. You can put your problem on the table for the facilitators or moderators to discuss and the aim is that executives leave a session feeling the pressure has been lifted. Just talking can help because even if they don't get the answer, they get sympathy and support. It’s a shared experience. The perception that people at the top don't get lonely is a very dangerous one.

You can find out more about Nick at nickjonsson.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.
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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.

Women’s health – a priority for employers.

During 2022 there were over fifteen and a half million women in the UK workforce and, in areas such as health and social care and retail, female workers dominated. However, for many years there has been little awareness of the issues that can impact on women’s health.

Women can have complex and varying health concerns throughout their life including, fertility, miscarriage, pregnancy and menopause as well as endometriosis, breast or cervical cancer, post-natal depression and peri-menopausal anxiety. Despite the large number of women in the workforce however there is often a stigma around these issues with some women feeling so embarrassed or ill equipped to discuss things with their manager that they avoid the conversation all together!

Since the pandemic partnerships and parenting have become more equitable than ever before but the challenge of balancing work and home life still remains. Women often end up compromising on the quality of their personal and professional lives but in a competitive employment market expectations around health and wellbeing are growing. Now, if an employer is to build a truly diverse and inclusive workplace they need to support female health and wellbeing by being proactive in providing flexibility and choices that allow women to remain in or return to the workplace. Organisations that overlook these factors may well suffer from reduced productivity, engagement and retention levels as well as increases in absence or even skill gaps.

As we move further into 2023, it’s the perfect time to focus on making women’s health and wellbeing needs a greater priority for employers. Organisations that can demonstrate they are addressing the challenges women face by offering a more inclusive working environment, support, guidance and access to benefits and services, will retain their female staff and help them reach their full potential but also attract the best new female candidates.

Embracing the 4-day working week?

In 1926 Henry Ford became one of the most high profile employers to reduce the working week from six days to five. As well as the benefits this brought to his employees, his business actually benefited as productivity rose as his employee’s leisure time increased. Since then, the five-day working week has generally become the norm but now the question being asked is whether a further decrease in hours would not only lead to improvements in productivity, but also to employees mental and physical health.

The 4-day Week Global initiative is a coordinated, 6-month trial of a 4-day working week.  It’s currently running in the US, Canada, Australia, New Zealand, Ireland and the UK where there are 3,000 workers in 70 companies each having an extra full day off each week whilst still being paid 100% of their salary.

Supporters of the idea highlight the benefits that a reduced working week might bring. Staff who work less may be healthier and less stressed so there could be a noticeable reduction in burnout, depression and anxiety as well as countering the negative impacts of remote working. Reduced hours would improve employees work life balance with more options for flexible working and increased time for family responsibilities and commitments, socialising, exercise, continuing education and volunteering, all leading to an improvement in both mental and physical health. 

Advocates also argue that employers have a lot to gain from a shorter working week. Employees who are better rested and generally happier tend to be more focused, and motivated. This in turn could boost productivity and engagement and reduce the number of absences caused by illnesses, stress, and mental health conditions. Moving to a four-day working week could also make companies more appealing places to work and help in recruiting and retaining the best talent.

Despite these benefits, many businesses are hesitant. Even if predictions that reduced hours would increase productivity are true, its quite possible that changing work patterns would prove difficult and expensive to particularly in industries such as hospitality, retail and health implement where choices would need to be made in terms of staffing and opening hours. Although a reduction in hours might seem a good option for people unable to work from home, perhaps the question should be whether more time off or an increase in salary would be most beneficial?

The feedback from the initiative at the halfway point of the project has been mixed, with some companies taking part finding it difficult to implement and benefit from a different operational model. Other response has been positive though so with three months to go its becoming increasingly obvious that whilst shortening the working week isn’t a silver bullet for increasing engagement, productivity and improved employees physical and mental health, in some businesses it may well help.

Above and beyond? The trend of quiet quitting

In the midst of everything that's going on around the world, one thing that has been trending consistently over the last few weeks is ‘quiet quitting.’ But is this really anything new? There have always been employees who check out because they are exhausted, bored, stuck or fed up with the amount of work they’re asked to do. So has the huge change in the way people view their lives and work and consequent revaluation of priorities and work/life balance that was driven by the pandemic simply provided a new label for disengaged employees?

Previously of course dissatisfaction with your job was something just people close to you knew about but now it’s out there on social media that the employee experience just isn’t what it should be. Of course there are some people who feel their work/life balance is a problem and are close to burning out but there will be others who are simply sitting it out because a new job might come with more problems than their existing one.  

Having an employee who although physically present at work is so disengaged that they just do the bare minimum to keep their job can cause huge damage to a team and to the wider business. Improving the employee experience is therefore essential - getting feedback, ensuring realistic workloads and boundaries, open and honest relationships, stress management policies and structured career paths with achievable goals will all help to manage expectations and contribute to a positive work culture where employees feel engaged, valued and don't quit – quietly or not.