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    5 Ways to Prevent a Burnout Epidemic: Employers Take Note

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    Picture walking into a nearly robotic office, the workers shuffling through emotionlessly doing their jobs on autopilot, returning home to get a few winks of sleep. Imagine feeling like the entire world is devoid of all creativity, and sterile silence fills the space as personal connections are more challenging. Gallup says that burnout is brewing under the surface in workplaces, and 65% of employees worldwide experience it. We can no longer continue to ignore this as talent acquisition professionals or HR leaders (or employer brand advocates). The growing malaise within the US workforce is about more than simply burnout, which is challenging enough to combat: humans losing their mojo, creative edge, and joie de vivre.
    How can we, as leaders, change this? We can use technological solutions that tackle the source of burnout rather than the symptoms.
    Roots of Burnout: It Goes Deeper than the Workload
    Imagine you have a top performer with innovative ideas sitting in his cubicle blankly, looking at his computer screen buried with work. But burnout is not just burnout because you work yourself to death. It’s a traumatic event that taxes your emotional well-being. It results from an expectation exceeding a limit and the loss of control. According to a 2021 Deloitte report, 77% of workers said they have experienced burnout in their current jobs, and many feel that employers are not doing enough. The cost? Decrease in productivity, rise in high turnover, and lackluster employee engagement.
    The “this” that needs fixing is not perks, employee engagement programs, or Band-Aid solutions but how we work. Here are five creative and meaningful approaches that enable companies to combat burnout at the source and re-energize their workforce.
    1. Digital Detox Periods
    How about an entire day without email, Slack, or checking your tasks with a project management tool? Imagine the headspace employees gain from that formal ‘digital detox.’ One way to counter this burnout trap is to schedule short periods of uninterrupted work.
    For instance, Asana famously has “No Meeting Wednesdays,” which is intended to support deep focus. It has gotten the employees out of working in ‘neck-deep water,’ giving them space to be far more strategic than trying to run around in five different directions at once. Shopify saw the value of digital detoxes and deleted 322,000 hours of meetings, which was equivalent to adding 150 new employees.
    2. Experiment with Workweek Flexibility with the Four-Day Backend
    Flexible working hours answer this – but what if we consider reworking the entire workweek? The 4-Day workweek is here to stay, and it changes everything. Buffer and Microsoft Japan, for example, have implemented 4-day work weeks, resulting in a 40% productivity increase and stress reduction among employees. In other words, by giving employees a 3-day weekend, companies are providing the opportunity for those employees to return feeling refreshed, energized, creative, and more willing to work.
    3. AI for Employee Wellness
    AI impacts more than just labor costs — it can enhance employee well-being, too. AI platforms are used to identify burnout risks and provide personalized wellness under the control of corporations. Using machine learning to detect behavioral data, tools like Leena AI and Welltok provide tips on wellness resources before burnout occurs.
    These tips could include meditation, pausing, or even advice on mental health support for at-risk personnel, such as how HR uses such a scientific system.
    Case in point: Real-time stress and burnout data allowed for preempting early intervention, such as with a multinational organization employing AI-powered wellness tools that reported a 35% decline in burnout cases, improving job satisfaction.
    4. Gamify Health Challenges
    Imagine teams excited about their team wellness, teams not only healthy but also competing amongst themselves for improvement. It has become the norm to have some way to gamify wellness programs for fitness challenges, mindfulness practices, etc. Companies can use SaaS tools like Virgin Pulse and MoveSpring to launch weekly wellness challenges with leaderboards, rewards, and recognition.
    5. AI-Powered Personal Career Development Plans
    Feeling trapped can lead to burnout. Employees want to move up the ladder; they may sometimes be unsure how. Pymetrics and Gloat are examples of companies that invest in AI tools to create a personalized, talent-centric career development path based on their employees’ strengths and preferences. Growth plans, mentorship, and guided learning paths will help them get more excited about their work because burnout correlates with stagnation.
    Conclusion: The Future of Burnout Prevention
    Burnout is a complicated, multifaceted phenomenon, but it can be overcome! Innovative solutions, such as digital detox periods, the 4-day workweek, AI-powered wellness platforms, gamified health challenges, and personalized career development plans, can be mobilized to empower a thriving and resilient workforce.
    Our job as HR leaders, talent acquisition specialists, and employer brand advocates is to ensure that our organizations are not simply places where work happens but—more importantly—places where people live their best working lives. Stopping this burnout epidemic is our responsibility, and if we can learn how to maintain balance ourselves, we can help show the rest of the world how to find that balance, too.
    Kelly Meerbott is an acclaimed TEDx keynote speaker, author, podcast host, and award-winning certified leadership coach. With a unique trauma-informed approach and PTSD training, Kelly has transformed the leadership landscape for executives, C-suite members, and senior military officers. Her proven strategies help 90% of her clients overcome burnout, become more resilient, and achieve their goals. Kelly’s insights on burnout are featured in her bestselling book From Burnout to Bliss and her latest release, Meerbott’s Fables.
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      The US Companies and Tech Giants with the Longest and Shortest Interviews

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      You’ve had the interview, and you’re pretty sure you smashed it. Now you’re just hanging on for the callback to let you know whether the job is yours.
      It can be an agonizing and frustrating experience. And, as this latest study from career.io shows, how long you have to wait depends on the company you want to work for. Using data collected and analyzed from Indeed, it ranks how long it takes many of the top US companies, tech giants, and restaurant chains to offer a job to interview candidates.
      Let’s take a closer look.
      US Companies with the Longest and Shortest Interview Processes
      It takes just under 40 days (39.27, to be exact) to land a dream job as an agent at the Federal Bureau of Investigation (FBI). That’s the longest interview process of any US company or organization included in the career.io study.
      And as well as being one of the longest interview processes, it’s also one of the toughest. Aspiring recruits are interviewed by a panel of three senior FBI agents. They must answer a series of behavioral and scenario-based questions designed to highlight their decision-making and ethical judgment.
      This is followed by a written test, an extensive background check, a physical fitness test with a 1.5-mile run, and a comprehensive medical exam.
      Pass all these, and you might get a shot at flashing that FBI badge. But you’ll have to be absolutely exceptional. The FBI acceptance rate for new applicants is under 5%.

      McDonald’s sits right at the other end of the scale. On average, no-experience-required jobs have an interview process that takes 5.32 days. So someone interviewing Monday could be flipping their first burger by the weekend.
      How long is the interview process at top US tech companies?
      Candidates applying for tech-based roles at Uber, Amazon, and Netflix get final answers less than 10-14 days after their first interview.
      NVIDIA is another company that has a swift selection process. Candidates interviewing at the hottest company in the world right now find out their fate within 15 days of the initial recruitment call.
      Then there are the big-tech names where things move a little slower. It takes candidates over 20 days to get hired at Google. It’s a complex and challenging interview process designed to test their behavioral and technical competencies. And, because it’s Google, interviewers like to throw in a few curveballs to identify the candidates who know how to think a little differently. Google interview brain teasers in the past have included questions like “How many golf balls can fit in a school bus?

      There are similar interview times at Apple and Oracle, where candidates can expect their interview journey to last between 22 and 25 days.
      So what’s the hold-up? Aren’t these the companies that like to move fast and break things?
      Well, not anymore. Or at least not when it comes to recruiting.
      Companies like Google and Apple started life as start-ups, but they’re now fully-blown corporate entities. That means they have to sift through a huge number of applicants, conduct comprehensive background checks and multiple interview rounds, and the final yes for new staff often requires multiple layers of approval.
      Interviewing for Jobs at US Restaurant Chains
      Restaurant chains live and die on how fast they can serve their customers. And they apply the same approach to hiring new staff, because this is one industry where hiring always happens quickly.
      Candidates who interview at Papa John’s, Jimmy John’s, and Subway usually get an answer within five days.

      Even restaurants with a longer interview process, like Starbucks and In-N-Out Burger, like to inform their candidates whether they have got the job within just over a week.
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      How Singapore’s New EOR Rules Affect Your Workforce

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      Recent updates from Singapore’s Ministry of Manpower (MOM) have introduced significant changes for companies employing foreign workers through Employer of Record (EOR) services. While companies can still use EOR services for visa sponsorship, they must now also have a legal entity in Singapore. This adjustment has far-reaching implications, necessitating a reevaluation of how businesses operate within Singapore. If your company currently relies on an EOR for managing foreign talent, understanding these new regulations and adapting accordingly is crucial to ensuring compliance and continuity of operations.
      Understanding the New Regulations
      Under the updated guidelines from MOM, foreign companies can no longer rely solely on EOR services to sponsor visas and manage foreign employees. To maintain eligibility, businesses must establish a legal entity in Singapore. This marks a significant shift from the previous system, where companies without a local presence could engage talent solely through EOR services. Now, without a legal entity, your foreign workers may no longer qualify for sponsorship, making it imperative for businesses to rethink their approach to talent acquisition and workforce management in Singapore.
      The new regulation aims to strengthen Singapore’s employment market and ensure that companies have a more permanent and accountable presence in the country. This requirement for a local entity does not just affect administrative processes; it also touches on broader strategic considerations regarding how your company operates in this dynamic market.
      Impact on Your Business
      This regulatory shift introduces both challenges and opportunities. The immediate concern is ensuring the continued employment of your foreign staff, as companies without a legal entity may face compliance risks. Companies must now act swiftly to avoid potential legal and staffing challenges, as failing to comply with the new regulations could jeopardize the employment status of foreign workers and lead to penalties.
      However, this change could prompt some companies to establish a more permanent base in Singapore, enhancing their position in this dynamic market. Singapore’s reputation as a global business hub offers numerous benefits, including access to one of the most robust financial markets in the world, a highly skilled workforce, and a stable regulatory environment. Having a local entity can help you take advantage of these opportunities while building stronger ties in the region.
      Adapting to these changes involves assessing your current situation, which may include setting up a legal entity, understanding local regulations, and adjusting your global workforce strategy.
      Practical Steps for Compliance

      Assess the Impact: Review your current foreign workforce in Singapore and determine how the new regulations affect each employee.
      Consult Experts: Engage with legal and HR professionals familiar with Singapore’s employment laws for guidance on establishing a legal entity and ensuring compliance.
      Establish a Legal Entity: If feasible, register your business with the Accounting and Corporate Regulatory Authority (ACRA), obtain necessary licenses, and set up compliant payroll and tax systems. AgileHRO can assist with navigating these complexities.
      Leverage EOR Services: Once you have a local entity, you can continue to use EOR services for visa sponsorship to streamline administrative processes.
      Consider Local Talent: As a strategic move, you might also consider sourcing Singapore Citizens or Permanent Residents for positions impacted by the new regulations. This approach can help mitigate the impact while ensuring compliance.

      Why Acting Quickly is Essential
      The transition to the new regulations should be swift. Delays in establishing a legal entity or adapting to the new model can lead to non-compliance and operational disruptions. Prompt action ensures smooth operations and minimizes risks.
      Additionally, transparent communication with your workforce during this transition is essential. Keeping employees informed about the changes and the steps your company is taking to ensure compliance will not only boost morale but also help maintain job security and trust within your team.
      Exploring Alternatives and Moving Forward
      While the new regulations may present certain challenges, they also open up opportunities for growth and innovation. For companies ready to commit to a more permanent presence in Singapore, establishing a legal entity can enhance your reputation and allow you to operate more competitively in the region.
      For those businesses that are not yet ready to take this step, there are still other alternatives to consider. For example, partnerships with local firms or adopting a more localized talent acquisition strategy could help bridge the gap. These approaches can be especially useful in the interim period as you evaluate whether establishing a legal entity is the right long-term move for your company.
      In summary, while Singapore’s new EOR restrictions introduce added complexity to managing a global workforce, they also present opportunities for businesses to reassess and strengthen their operational strategies. By acting quickly, seeking expert guidance, and exploring all available options—including leveraging EOR services in conjunction with a local presence and sourcing local talent—your company can continue to succeed in Singapore’s dynamic landscape.
      AgileHRO is here to support you through these transitions, helping you navigate regulatory changes and maintain compliance while ensuring your employees are well-supported.
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      The RTO Tug-of-War: Large Employers Grapple with Return-to-Office Mandates

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      The post-pandemic return to work continues to be a battleground, with large employers caught in the middle.
      A recent trend – Return-to-Office (RTO) mandates – is seeing companies require employees to return to the physical office for a set number of days per week. While some see this as a necessary step to rebuild company culture and collaboration, others worry it disregards the benefits of remote work and risks driving away valuable talent.
      Many companies are implementing Return-to-Office (RTO) mandates, requiring employees to spend a certain number of days in the office. Here are some notable examples:
      Technology Giants

      Amazon: Requires most corporate employees to be in the office at least three days a week.
      Apple: Mandates employees to work in the office three days a week.
      Meta (formerly Facebook): Requires employees to be in the office at least three days a week.
      Microsoft: Has a hybrid work model but encourages employees to be in the office for in-person collaboration.

      Other Industries

      Disney: Has implemented an RTO policy for its corporate employees.
      Barclays: A UK-based bank, has mandated a return to the office for most employees.
      Asos: An online fashion retailer, has introduced an RTO policy for its staff.
      UPS and Boeing: Have implemented strict five-day-a-week RTO mandates.

      The Push for In-Person:
      Proponents of RTO mandates argue that in-person interaction fosters creativity, innovation, and a stronger sense of team spirit. Companies like Dell point to the value of spontaneous brainstorming sessions and mentoring opportunities that are difficult to replicate virtually. Additionally, concerns exist around maintaining company culture and ensuring effective communication when employees are scattered geographically. However, a recent report by the Stanford Graduate School of Business suggests that these concerns may be overstated, with studies showing that remote teams can be just as effective at collaboration when equipped with the right tools and processes.
      The Employee Exodus:
      However, many employees, especially those who thrived during the remote work era, are pushing back. A recent study by Time Magazine cited research showing a significant exodus of senior employees from companies with strict RTO policies. These employees cite factors like work-life balance, childcare challenges, and increased productivity at home as reasons for preferring remote work options. This talent drain can be particularly damaging for technology companies, which rely heavily on skilled professionals.
      Companies that lose talent due to RTO face significant consequences:

      Loss of institutional knowledge: Departing employees take valuable experience and knowledge with them, impacting the company’s expertise and innovation.
      Difficulty filling open positions: Finding skilled replacements in a competitive job market can be challenging, especially if the company’s RTO policy is seen as inflexible.
      Decreased morale and productivity: The remaining workforce might experience lower morale and decreased productivity due to feeling undervalued or facing increased workloads.

      Companies like Buffer and Automattic, once known for their successful remote-first models, saw significant talent departures after implementing RTO mandates. These cases highlight the potential cost of disregarding employee preferences for work flexibility.
      Finding a Middle Ground:
      The answer may lie in a hybrid model that allows employees to split their time between home and the office. This approach offers a compromise, balancing the benefits of in-person interaction with the flexibility and productivity gains of remote work. However, crafting a successful hybrid model requires careful consideration of factors like role requirements, team dynamics, and employee well-being.
      Microsoft offers a flexible approach, allowing employees to choose their work style based on their role and needs. They have designated “focus days” where in-person collaboration is encouraged, but also allow for significant remote work flexibility. Microsoft emphasizes clear communication and utilizes technology to ensure all employees, regardless of location, feel connected and included.
      The Future of Work:
      Who will thrive? Companies that can strike a balance between remote work flexibility and the benefits of in-person interaction are likely to succeed in the future.
      The future of work is not an either/or situation regarding WFH or RTO. A flexible, hybrid model that prioritizes employee well-being and fosters a productive and inclusive work environment is likely to be the most successful approach for companies in the years to come.
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      The Paradox of Plenty: Why Job Growth Slows While Openings Increase

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      The Job Openings and Labor Turnover Survey (JOLTS), released by the Bureau of Labor Statistics (BLS) on July 2nd, 2024, offers valuable insights into the current state of the U.S. labor market. This analysis delves into the key findings of the May 2024 report, exploring job openings, hiring activity, and separation rates.
      Job Openings: A Persistent Plateau
      The headline figure from the May JOLTS report reveals a continuation of the trend observed in recent months. Job openings remained relatively unchanged at 8.1 million on the last business day of May. This persistent level signifies a sustained high demand for labor across various sectors of the economy. While not a record high, it reflects a tight labor market where employers struggle to fill open positions.
      Several factors might be contributing to this plateau. One explanation lies in the ongoing effects of the “Great Resignation,” where workers are reevaluating careers and prioritizing work-life balance. This shift in worker preferences may lead to a more selective approach towards job openings, resulting in a slower filling rate despite high vacancies. Additionally, lingering concerns about the pandemic and economic uncertainty could prompt some to remain cautious about job changes.
      Hiring Activity: Stagnant Momentum
      The May JOLTS report also indicates a lack of significant movement in hiring activity. The number of hires remained steady at around 5.8 million, mirroring the trend in job openings. This suggests that employers find it challenging to attract and retain qualified candidates despite the abundance of open positions.
      This stagnation in hiring could be attributed to a skills mismatch between available workers and job requirements. The rapid pace of technological advancements might necessitate specific skillsets that a portion of the workforce may lack. Additionally, competitive wages and benefits offered by other employers could entice potential hires away, making it difficult for companies to fill vacancies.
      Labor Turnover: A Breakdown of Separations
      The JOLTS report sheds light on the reasons behind job vacancies by analyzing separations, including quits, layoffs, and other departures. Total separations remained stable in May at around 5.4 million. Notably, the report categorizes separations into three key areas:

      Quits: The number of quits, representing voluntary resignations, stayed relatively flat at approximately 3.5 million. This statistic aligns with the narrative of the “Great Resignation,” suggesting that workers are still confident enough in the labor market to pursue new opportunities or prioritize non-work activities.

      Layoffs and Discharges: Layoffs and discharges, representing involuntary separations, also exhibited minimal change, hovering around 1.7 million. This data point suggests a degree of stability in terms of employer-initiated workforce reductions.

      Other Separations: This category encompasses retirements, deaths, and other reasons for leaving a job. The May report showed no significant fluctuations in this area.

      Implications and Future Considerations
      The May JOLTS report paints a picture of a labor market characterized by high job openings, stagnant hiring activity, and a persistent “quits” trend. This dynamic presents both challenges and opportunities for businesses and policymakers alike.
      Challenges:

      Attracting Talent: Employers must implement strategies to attract and retain workers in a competitive environment. This may involve offering competitive compensation packages, fostering positive work cultures, and providing opportunities for growth and development.

      Skills Gap: Addressing the skills mismatch requires collaborative efforts from educational institutions, training programs, and businesses. Investment in upskilling and reskilling initiatives can equip workers with the necessary skillsets to meet evolving job demands.

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      3 Ways to Adopt a Holistic Approach to Mental Health in the Workplace

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      According to new research, scientists advocate for a holistic approach to mental health that integrates physical and mental wellbeing.
      They emphasize that while the medication is commonly used to treat mental health conditions, it is equally important to consider environmental, lifestyle, and social factors. This comprehensive approach focuses on addressing the emotional, physical and mental needs of individuals.
      Several practical steps can be taken to help employers implement this holistic approach in the workplace to create a supportive and healthy environment for employees.
      Here are some strategies to consider…
      #1 Establish clear lines of communication
      Dealing with employees with mental health problems requires employers to lead with empathy and recognize any personal issues which may have affected their wellbeing at work. After all, they’re only human, and while many desire to leave their troubles at the door, often that is easier said than done.
      That’s why encouraging open and regular communication is a key component in adopting a holistic approach to mental health.
      With a recent poll revealing there’s still a stigma attached to discussing mental health issues with colleagues, leaders should foster an environment where employees feel safe discussing their mental health without fear of judgment.
      To break this barrier, employers can establish regular check-ins and group discussions. These sessions provide a supportive platform for employees to share their experiences and seek advice, promoting a culture of openness and understanding within the workplace.
      #2 Encourage physical activity
      Promoting physical activity is equally important, as physical and mental health are interconnected.
      It’s well known that physical exercise releases ‘feel-good’ chemicals such as endorphins and dopamine, which make us feel positive and relieve stress—but the benefits of ’emotional fitness’ on physical health are less widely known.
      However, recent findings from Nuffield Health’s 2024 Healthier Nation Index found that in the last year, 46.20 percent said work had negatively impacted their physical/mental health.
      Despite the well-documented benefits of physical activity for improving mental health, many employees lack the time to engage due to work demands. Nearly half (45.70%) of respondents admit that lack of time due to work acted as a barrier, with 42.91 percent stating that more time should be put aside for it.
      However, physical activity is vital for improving mental health, and a holistic approach requires employers to understand this link and promote movement in the workplace.
      Employers can support their workforce by encouraging regular outdoor breaks, subsidizing gym memberships, or offering on-site health assessments. These initiatives promote physical health and enhance mental well-being.
      #3 Signpost relevant wellbeing resources
      Sometimes, just talking things through with someone who’s removed from the situation and has professional training in alleviating emotional issues is key to improving mental health problems.
      As an employer, providing wellbeing support to your workforce will not only help boost emotional well-being, but it will also enhance productivity and likely increase retention.
      Available support may consist of services like Cognitive-Behavioural Therapy (CBT), Counselling, and Employee Assistance Programs (EAPs) to assist employees dealing with personal difficulties that might negatively affect their work performance, health, and wellbeing.
      But if employees don’t know how to access it, what use is that to them?
      Enhancing access to mental health support means clearly signposting the available resources through various communication channels, such as regular emails, a virtual wellbeing hub, or an office huddle, to keep employees informed. This ensures that employees know how to access the help they need when they need it.
      And if in-house support is not available, providing information on external charities and services can be beneficial.
      By Gosia Bowling, National Lead for Mental Health at Nuffield Health.
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      The Post Non-Compete Workforce: A Business’s Guide to Adapt and Survive 

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      In a move targeted to promote more efficient matching between employer and employee, the Federal Trade Commission (FTC) has set its sights on non-compete agreements, proposing a ban that could significantly impact the job market. The FTC’s proposal aims to curtail the widespread use of non-compete clauses, which have long been controversial for their potential to stifle competition and limit worker mobility.
      At its core, a non-compete agreement is a contractual provision that restricts employees from working for a competitor or starting a competing business for a specified period after leaving their current employer. Proponents argue that they protect a company’s trade secrets and prevent employees from taking valuable knowledge and clients to competitors. However, critics argue that non-competes can hinder innovation, limit job opportunities, and suppress wages by trapping workers in undesirable positions.
      The question is not, “Will this affect our business or industry,” but rather it’s a question of when and how. And in order to mitigate risk moving forward, there are impactful actions that every organization can take to evolve with the changes in a way that doesn’t hinder growth for the business.
      The Current Landscape
      The FTC’s proposed ban attempts to address these concerns by prohibiting employers from enforcing non-compete agreements nationwide. If implemented, the ban would mark a significant departure from the current patchwork of state laws governing the use and enforceability of non-competes. But beyond these surface-level speculations, there’s a lingering question as to how certain industries continue to operate moving forward without risk or damage to business development or growth.
      Take a look, for example, at industries where closed ecosystems and client ownership are paramount. Fields like law, talent management, and consulting — where relationships with clients form the bedrock of business — will likely experience heightened concern and debate over the ruling. Critics in these sectors fear that eliminating non-compete clauses could erode their competitive advantage by making it easier for former employees to poach clients or leverage sensitive information.
      However, for professionals who frequently move across industries and for those in roles where client ownership is less relevant, such as executives in B2C companies, where you sell to millions as opposed to a small group of big-spending corporate clients, the impact of this ruling will likely be minimal. These roles often emphasize internal management, employee relations, and strategic planning rather than direct client relationships.
      Proactive Change for the Future
      Regardless of the degree to which industry may or may not be affected, perhaps this indicates it’s time to take a closer look at traditional business structures, policies, and operations and find opportunities to evolve for the better, not the business, of course, but also for the individuals that make up the organization. In determining whether or not this ban would actually cause collateral damage, leaders have an opportunity to solidify and strengthen their company’s culture through precautionary measures.
      The Role of Company Culture
      It’s true – you can’t be everything to everyone, but it’s important to plant a stake in the ground when it comes to company identity and culture and, more importantly, ensure actions and decisions are reflective of that culture. How are employees treated, developed, and supported? What does internal communication look like? Then, apply these trends and values to situations that fall outside of standard operating procedures. For example, in the absence of a non-compete clause, if an employee were to leave the organization taking with them valuable intellectual property, how would current employees feel watching leaders pursue action against that employee?
      These considerations don’t vary solely based on industry but also present different challenges based on the size of the organization. Intellectual property and client relationships will likely hold greater weight for a smaller organization, and in that same list of vulnerabilities, these companies tend to feel greater pain after losing an employee.
      Consistency is Key
      Looking towards the future, companies that don’t succeed in solidifying their processes in a world without non-competes will lose great talent, and one thing is for certain: this ban will place a great deal of flexibility back into the hands of the employee. It’s been years since the pandemic hijacked conventional workplace models, but companies are still straddling the fence between directions in which to grow – first, granting remote work opportunities, then enforcing a ‘return to office’ mandate, teasing the idea of a four-day work week, or insisting all executives work six days per week in response to low performance.
      Consistency is key. It’s imperative that company expectations and policies match company culture. In doing so, there’s a greater chance of building a talented team whose values reflect those of the company, resulting in strong retention and lower turnover.
      Ultimately, while the ruling has sparked strong reactions in client-driven industries, it may pave the way for greater job flexibility and mobility across the broader workforce. The final form of the ruling has yet to be seen, but its ramifications could reshape employment practices nationwide.
      Kyle Samuels is the founder and CEO of Creative Talent Endeavors, an executive search consultancy and agency.
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      Relationship Challenges at Work: 3 Steps for Building Rapport

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      People in today’s workplace often face a range of challenges that can seriously undermine wellbeing—from loneliness and exclusion to stress and burnout to conflict with colleagues or managers. A key factor influencing this is unsatisfactory working relationships and the lack of rapport management skills that help address them. Research suggests that many people are dissatisfied with their working relationships, and understanding how to improve them is thus of critical importance. This article explains ways of achieving this.
      People sometimes think of personal development as an individual matter. In fact, however, growth is always influenced – for better for worse, and to a greater or lesser extent – by those around us. When our relationships with our co-workers – colleagues, leaders, managers, or direct reports – are problematic, our wellbeing is affected, and this will negatively affect our growth. Positive relationships are key to wellbeing and growth, but how can this be achieved? This article explains three steps that HR managers can take.
      1. Understand what triggers positive or negative rapport
      First, it is important to understand what the key triggers are that affect whether rapport is positive or negative. We call these the GAAFFE Triggers:

      G

      Goals: Do you understand each other’s goals and are they aligned?

      A

      Autonomy–Control: Are you aligned in the amount of freedom or direction that you each want in order to do your work well?

      A

      Attention–Inattention: Are you aligned in the amount of attention/collaboration or independence that you each want in order to do your work well?

      F

      Face: Are you supportive of each other’s/everyone’s need for respect and inclusion?

      F

      Fairness: Are you treating each other/everyone fairly?

      E

      Ethicality: Are you each acting with integrity and promoting ethical behavior?

      For instance, consider the following authentic example:
      Christoph works for a scientific consultancy company. He is an ambitious and hard-working young man, keen to perform well, get promoted and to earn more money. He has been given increasing responsibility and praised for his work. However, he found out that colleagues in a different division of his company were being promoted more quickly than in his division and were earning more money. He spoke to his boss, Robert, about this. Robert acknowledged that Christoph was performing above his grade but said that, in his view, staff should not be considered for promotion until they had worked in their role for a set period of time. Christoph was unhappy about this response from his boss and started looking for another job.
      In this case, Christoph’s goals were thwarted by his boss, and he felt he was being treated unfairly. This triggered a negative reaction, both towards his boss and the company. Yet his boss seemed unaware of the impact on Christoph of his response.
      This brings us to the second key point.
      2. Explore employee experiences of working relationships
      The second step is to find out how employees are feeling about their working relationships. For this, it is particularly valuable not only to explore how far they are having a positive experience of each of the GAAFFE triggers, but also to ask how important the issue is to them personally. This is because, despite all of the GAAFFE triggers consistently affecting people’s perceptions of the quality of working relationships, individual priorities may nevertheless vary. What is especially annoying or upsetting for one person, may be less critical for another. In addition, contextual factors play a big role. 
      In recent research, using a tool known as the Relationship Management Profiler to probe employee attitudes towards their line manager, it emerged that all respondents rated mutual understanding and awareness of Goals to be important or very important. However, over 25% reported that their experience of this was low or very low, indicating there was a clear issue that needed addressing for more than one-quarter of the participants of the study. Sometimes, if the figures are given the other way round, for example, that 75% are having a positive experience, it can sound high and give the impression that all is well. However, it is important to consider the details.  
      This raises another issue: the danger of relying on mean or summary scores. revant behavior is likely to vary from person to person and from department to department. As a result, overall ratings may easily mask some fundamental issues of concern. Even within one setting, the experiences of different individuals may vary because of personal differences and interpersonal ‘chemistry.’ So, it is always important to look at the full range of responses, and not to ignore low experiential ratings, even when they are given by a small minority. Even 15% negative ratings can have a detrimental effect on employee morale, and for the individuals concerned it can have a significant negative impact on their wellbeing.
      So, what can be done? This brings us to the third step.
      3. Support rapport skills development
      Insights from Step 2 will indicate the issues and contexts that are in particular need of attention. Here, we note some key relationship management strategies for taking action. They can be divided into three broad areas:

      Attend: pay close attention to what people say or do and how others react
      Think: reflect on what you notice, using key concepts such as the GAAFFE triggers to make sense of it
      Engage: find ways of connecting with others and of empowering them as much as possible. In addition, tackle difficult issues and flex where possible to accommodate individual preferences.  

      By helping employees and managers to engage more in these three steps, progress can be made towards a more inclusive workplace culture that support wellbeing. 
      Helen Spencer-Oatey is Managing Director of GlobalPeople Consulting Ltd. and Emeritus Professor at the University of Warwick. She is well known internationally for her work on rapport management and is co-author, with Domna Lazidou, of Making Working Relationships Work: The TRIPS Toolkit for handling relationship challenges and promoting rapport (Castledown, 2024).
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      Navigating the Impact of the ‘Flexi-fallout’ on Employee Wellbeing

      by

      Remote and flexible working arrangements have become the new norm, and in 2023, at least 44 percent of employed adults worked this way.
      But as businesses begin to transition back to onsite working, employees are growing concerned that they will lose the flexibility they’ve grown accustomed to.
      This anxiety will likely cause an increase in flexible working requests under the Flexible Working (Amendment) Regulations 2023.
      To address these concerns and support employee wellbeing during this transition, employers must take proactive steps to assess and mitigate the potential negative impacts of the ‘flexi-fallout.’
      Consider the impact of the ‘flexi-fallout’ on employees
      While mandating a return to onsite working may seem like a straightforward solution to increase productivity, it’s essential to consider the broader implications for employee wellbeing.
      For the majority of employees, the flexibility afforded by remote or hybrid work arrangements is pivotal for maintaining a work-life balance, and removing these options could result in increased stress, work dissatisfaction, and ultimately, burnout.
      Research has shown that hybrid work models can enhance productivity and job satisfaction, with 65 percent of hybrid workers reporting increased productivity and 59 percent experiencing improved job satisfaction.
      Before implementing any changes, employers must carefully evaluate how transitioning back to on-site working will affect their employees’ emotional well-being and productivity and whether the change is warranted.
      It is crucial to engage in open dialogue with employees to understand their perspectives on flexible working. By soliciting feedback and addressing concerns, employers can ensure that any decisions regarding workplace policies are informed and considerate of employee needs.
      Model benefits during the transition
      Workplace culture plays a major role in employee wellbeing and happiness, and maintaining a healthy outlook will help to facilitate a smooth transition back to onsite working and prevent a flexi-fallout.
      Employers should lead by example by encouraging employees to embrace the change in working policy and help them feel more motivated and supported about returning to the workplace.
      Taking a punitive approach to enforcing onsite attendance can backfire and lead to increased worker dissatisfaction and potentially higher employee turnover.
      Instead, employers should emphasise the benefits of returning to in-person working, such as increased social interaction, collaboration, and creativity.
      Office environments offer opportunities for spontaneous interactions and idea-sharing that can enhance problem-solving and alleviate feelings of isolation experienced by remote workers.
      Emphasising the value of these face-to-face interactions can help employees feel more connected and engaged with their work and colleagues.
      Establish a supportive workplace culture
      Creating a healthy and inclusive culture at work is vital for prioritising employee wellbeing and maintaining employee motivation and efficiency.
      Employers have a responsibility to cultivate a good working environment and must establish open lines of communication and stress the importance of a healthy work-life balance.
      A recent survey found that one in three workers have quit a job due to poor management and toxic work culture, but organisations that establish a respectful, transparent, and trustful environment are more likely to make their employees feel valued and empowered.
      Encourage workers to raise concerns they may have and remind them about setting boundaries and taking regular breaks to protect their well-being while enhancing job satisfaction and reducing the risk of burnout.
      Support employees with the right resources
      Transitioning back to onsite working from flexible working can be a struggle for some employees, but making resources and support services available can ease this process.
      Mental health support services like Cognitive Behavioural Therapy (CBT) sessions can equip workers with tools to manage stress and anxiety and address other mental health concerns that can create further workplace challenges.
      Counselling services like Employee Assistance Programs (EAPs) can help employees deal with personal or work-related challenges to mitigate stress and improve emotional and mental well-being.
      Improved employee well-being can reduce absenteeism and enhance productivity to the benefit of both workers and employers.
      All teams should also complete emotional literacy training which can help colleagues empathise with each other as they undertake workplace changes, and this will also help with coping with complicated interpersonal dynamics to foster healthy communication and resilience.
      By prioritising employee wellbeing and fostering a supportive and resilient workplace culture, employers can ensure a smooth transition back to onsite working while maintaining high levels of morale, productivity, and job satisfaction to successfully avoid a ‘flexi fallout.’
      By Gosia Bowling, National Lead for Mental Wellbeing at Nuffield Health.
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