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    The Silent Killer of Corporate Success: The Wrong People in the Wrong Seats

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    If you want to decimate your bottom line, obliterate employee morale, and set your company on fire without even realizing it, there’s a surefire way to do it: put the wrong people in the wrong seats.
    It happens every day. A high-performing individual-contributor gets catapulted into management because of tenure, not talent. An executive holds onto their cushy title despite being woefully out of touch. A mid-level manager remains in place because they’re “nice” but lack the teeth to lead. And leadership turns a blind eye—because confrontation is uncomfortable, change is disruptive, and mediocrity is oddly comforting.
    And then? The rot begins.
    The Hidden Costs of Corporate Complacency
    Let’s get brutally honest. Most companies are hemorrhaging money, and they don’t even realize it. Not because of market downturns or inflation, but because they are carrying dead weight. HR inefficiencies and disconnects contribute to $8.9 trillion lost due to low employee engagement.
    The cost of misaligned talent isn’t just a staggering amount of money, it’s insidious, metastasizing beneath the surface like a slow-growing cancer. Here’s how it plays out:

    Talent Waste: Your A-players—the ones who should be shaping the future—spend their time cleaning up the messes of underqualified, misallocated colleagues. Instead of innovating, they’re babysitting. Instead of leading, they’re buffering incompetence. And guess what? They’re exhausted.
    Culture Erosion: The workplace turns toxic when the wrong people stay in the wrong roles. High performers disengage, lose faith in leadership, and either check out or check out permanently—taking their brilliance straight to your competitor.
    Death by Bureaucracy: Bad fits breed bureaucracy. When people lack the skills to execute, they compensate with meetings, emails, and endless rounds of indecision. Paralysis sets in. Your once-agile company starts moving at the speed of molasses, suffocated by its own inefficiency.
    Customer Experience Deterioration: Ever interacted with a company that felt like a slow-motion train wreck? Clueless managers, disengaged employees, frustrating customer service—it’s all symptomatic of people misaligned with their roles. Customers don’t tolerate incompetence. They leave. And they don’t come back.

    How Leadership is Failing (And Why They’re Too Afraid to Fix It)
    Let’s be real—executives love to talk about “talent optimization,” but when it comes to making the hard calls, they hesitate. Why?
    Because firing someone who’s “nice” but ineffective makes them uncomfortable. Because confronting a long-time employee about their declining performance is awkward. Because realigning talent forces them to admit they’ve made bad hires.
    So, they avoid it. They placate. They justify. They convince themselves that an employee who’s been failing for months just “needs more time” or that “loyalty” somehow compensates for incompetence. But in doing so, they betray their best talent, erode their culture, and bleed money from the organization.
    The Brutal (Yet Liberating) Truth: No One is Safe From Reassessment
    The solution is simple, but it’s not for the faint of heart. Every single person in your organization—including the C-Suite—needs to be evaluated against three non-negotiable criteria:

    Competency: Do they have the skills, knowledge, and experience to execute effectively? Do they have a deep understanding of the organization’s goals and objectives?
    Culture Fit: Do their values, beliefs, and behaviors align with the company’s mission, values, and long-term vision?
    Drive: Are they operating with hunger, ownership, and a relentless commitment to progress?

    If an employee fails even one of these tests, they don’t belong in that seat. It’s that simple. That means tough conversations. That means organizational discomfort. But here’s the truth—if someone isn’t delivering at an exceptional level, they are already stealing from you. They are taking money from the business, sapping energy from their team, and actively contributing to the dilution of your company’s competitive edge.
    The ROI of Ruthless Talent Realignment
    When you start making decisions based on alignment instead of sentimentality, your organization transforms. Here’s what happens when the right people sit in the right seats:

    Productivity Skyrockets: Teams move faster. Decisions are made with clarity. Execution becomes seamless. There’s no wasted motion—only momentum.
    Innovation Flourishes: When people are in roles where they can play to their strengths, they create. They solve problems. They push boundaries. The entire organization becomes an incubator for game-changing ideas.
    Culture Strengthens: Toxicity evaporates when every employee is surrounded by high-caliber colleagues. Work becomes energizing, not draining. Retention improves, and engagement soars.
    Profitability Explodes: Let’s talk numbers. Companies that optimize their talent allocation don’t just win in culture—they win on the balance sheet. Revenue climbs. Costs shrink. The bottom line reflects the hard truth: businesses thrive when the right people are in the right places.

    The Final Wake-Up Call: Are You Protecting the Future or Coddling the Past?
    If you’re leading an organization, ask yourself: Are you protecting your company’s future, or are you protecting the comfort of underperformers? If your answer isn’t immediate and obvious, you already have a problem.
    Here’s the thing—organizations aren’t failing because of external pressures. They’re failing because they tolerate mediocrity. They hold onto outdated hierarchies. They reward tenure over talent. And the most dangerous phrase in corporate America is, “That’s just how we do things here.”
    The companies that will dominate the future are the ones that embrace a new paradigm—one where every single seat is occupied by a person who is unequivocally, undeniably the best fit for the job.
    No exceptions. No excuses. No dead weight.
    You want to win? Start making the hard decisions. Now.
    Kelly Meerbott is an acclaimed TEDx and keynote speaker, author, podcast host, and award-winning certified leadership expert. With a unique trauma-informed approach and PTSD training, Kelly has transformed the leadership landscape for hundreds of C-suite and senior executives, and more than 400 high-ranking military officers. 
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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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      Navigating the Impact of the ‘Flexi-fallout’ on Employee Wellbeing

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      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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      Revitalizing Workplace Morale: Innovative Tactics for Boosting Employee Engagement in 2024

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      This year it has become increasingly evident that the success of any organization hinges upon its most valuable asset: its people. As the modern workforce continues to evolve, it’s imperative that employers acknowledge the pivotal role employees play, particularly when it comes to the success of their companies. One pressing issue that demands attention and has the power to threaten profitability right now is employee satisfaction.
      Recent studies show that job satisfaction ratings are shockingly low, with nearly 22% of professionals describing their job satisfaction as excellent. This distressing figure dwindles further to 13% among non-supervisory employees. This stark contrast underscores the pressing need for employers to address the growing dissatisfaction among their workforce.
      To reinvigorate workplace morale and supercharge employee engagement, organizations must take a people-centric approach to achieving their desired results, and prioritize employee well-being and satisfaction as a strategic contribution to long term success.
      Well-Being Over Salary
      In recent years, it has become clear that people are placing a heavy importance on work-life balance. Surprisingly, well-being has taken precedence over salary as the top contributor to job satisfaction with more employees seeking balance between their professional and personal lives.
      Outdated views of traditional success, solely measured by financial compensation, are evolving and organizations that recognize the significance of fostering environments where employees can flourish both inside and outside the office are better equipped to attract and retain talent. By developing innovative policies – such as flexible work hours, remote work options, enhanced leave policies, and upskilling, reskilling programs – organizations can create more inclusive and adaptable workplace culture. These types of initiatives not only benefit individual employees but also promote a diverse and engaged workforce.
      Embracing the concept of success as a multifaceted endeavor that includes personal growth, work-life balance and skill development aligns with the changing dynamics of the workforce. As a result, forward thinking companies are not only investing in their employees’ professional development but also in their overall well-being, leading to increased loyalty, productivity and revenue.
      Redefining Performance Reviews
      Standard performance reviews aren’t cutting it as new data strongly supports creating new standards to evaluate employee performance as annual or semi-annual reviews no longer align with the pace of most workplaces. Instead, to cultivate a sense of engagement and transparency, more frequent and goal-oriented performance reviews prove more effective for both employees and managers alike. Instead of waiting months to provide feedback, organizations are shifting toward continuous performance assessments, allowing for real-time adjustments, growth, and development.
      It is crucial to create awareness of an individual’s impact on company goals and their peers. By shifting away from merely evaluating an individual’s performance to assessing an employee’s impact, you can help connect their work to strategic priorities and those around them. People who discuss their effects on overall objectives and peers are 2x more likely to rate the performance of the organizations as excellent and to feel recognized by leaders.
      Fostering Inclusivity and Cultural Harmony
      Despite being at the forefront of the larger corporate agenda for some time now, many diversity, equity and inclusion (DEI) initiatives still miss the mark when it comes to creating truly inclusive environments. A glaring issue is the notable lack of focus on empathy, which can have a detrimental impact on an organization’s culture and morale.
      To have an inclusive workplace, one that emphasizes belonging, business leaders need to break down the walls that stereotypes have built. Successful DEI programs excel in cultivating a culture that fosters open, sincere, and introspective conversations. These are the types of dialogues that can amplify eagerness and motivation to collaborate—enhancing overall engagement, retention, and success. But oftentimes, it can be difficult to have these conversations. To combat this, organizations need to ensure their workplace is that of an outward mindset, one where individuals can develop a genuine appreciation for diversity and actively seek ways to dismantle systemic barriers.
      To truly change an organizational culture, leaders need to address the harmful beliefs and behaviors that hold people back. By shifting mindsets, organizations can pave the way for real change to create inclusive workplaces that embrace diverse perspectives and make everyone feel valued and included.
      Embracing Collaborative Technology
      With remote and hybrid work arrangements becoming the new norm, these changes present a need for effective collaboration in a dispersed workforce. Organizations must embrace collaborative technology that empowers employees to work seamlessly whether they are in office, working fully remote or somewhere in between.
      Tools, including video conferencing platforms, project management software, and virtual whiteboards, are essential for fostering productive teamwork across physical boundaries. As well, encouraging a culture of digital collaboration through providing training and resources is essential to maximize the potential of these technologies. Effective collaboration not only enhances productivity but can reinforce a sense of unity and engagement among employees, regardless of their physical location.
      Cultivating a Positive Culture
      More than a buzzword, crafting a positive company culture can be a catalyst for employee engagement and productivity. United by shared values, a sense of belonging, and a greater focus on well-being, employees are more likely to feel motivated and committed to their work and the organization’s goals. A sense of purpose can significantly diminish feelings of isolation, or alienation and can make the workplace a more fulfilling environment.
      Revitalizing workplace morale in the year ahead will require outside the box thinking and tactics like prioritizing of work-life balance, fostering empathy-centric DEI initiatives, redefining performance reviews, embracing collaborative technology and the cultivation of positive cultures to propel companies toward a brighter future of increased employee engagement and satisfaction. By embracing people-centric approaches, organizations can create workplace environments where employees are not only productive but also genuinely fulfilled.
      The Arbinger Institute is the innovator of leadership and professional development that empowers leaders to transform their organization’s culture to achieve lasting business results. 
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      Netflix: An Employer Brand Built on Freedom and Responsibility

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      When it comes to company culture, Netflix is a force to be reckoned with. Its famous “Freedom & Responsibility Culture” presentation has made waves and introduced ideas that are now commonplace, like unlimited paid time off and a radical approach to employee empowerment.
      But what’s really behind Netflix’s unique approach to company culture? And how do they attract and recruit top talent in both tech and entertainment?
      We sat down with Sergio Ezama, Chief Human Resources Officer at Netflix, to find out.
      Simplicity is Key
      At Netflix, everything is based on five simple principles:

      Encourage decision-making by employees
      Share information openly, broadly, and deliberately
      Communicate candidly and directly
      Keep only your highly effective people
      Avoid rules

      These guidelines inform all sorts of management policies at Netflix, from their unlimited vacation policy to their five-word expense policy: “Act in Netflix’s best interest.”
      This management structure, which Netflix sums up as “highly aligned and loosely coupled,” enables them to grow while still retaining the ability to make big pivots quickly. In short, it’s how they were able to transition from mailing DVDs directly to customers into becoming a video streaming platform, and then make the jump into producing their own high-quality content.
      Working with the Best
      Ezama quickly points out that the Netflix culture memo is an external document, not an internal one. They want it to be the first thing a candidate reads about the company and the first document you receive if you’re applying for a job.
      “We want to strike a balance between being a bit different, being credible, and being aspirational,” Ezama says. That means putting what they stand for front and center and being OK with the fact that it’s not going to appeal to everyone. The work is challenging, and excellence is expected because that’s what it takes to be the best at what you do.
      For Ezama and the candidates he’s looking for, the chance to be on a dream team that comes together to solve very challenging problems makes working at Netflix so rewarding. It’s the central Employer Value Proposition that drives all of their employer branding work.
      “Industries will change over time, and cultures will change over time,” he says, “but working with the best people is something that will remain constant.”
      Measuring Success
      As the CHRO of a large organization, Ezama is passionate about measuring the success of employer branding efforts. When someone comes to him with an idea, the first thing he’s looking for is conviction. Are you passionate about this? Are you really, truly behind this? And secondly, what is the evidence? What output can we measure?
      At Netflix, they rely on the Employer Brand Index to give them the data they need to measure their employer branding efforts. “The work that we do with Link Humans helps us understand if we’re being competitive or not, not only with Netflix but also relative to those we compete against,” Ezama says.
      So, what’s the takeaway?
      Netflix is a company that is committed to simplicity, excellence, and working with the best people. If you’re looking for a challenging and rewarding work environment where you can be part of a dream team that solves big problems, then Netflix might be the place for you.
      But be warned: Netflix is not for everyone. The work is challenging and excellence is expected. If a candidate is not up for the challenge, then it’s probably best to look elsewhere.
      But if they are ready to join a team of the best and brightest minds in the world, then Netflix is the place to be.

      To follow Sergio Ezama’s work, connect with him on LinkedIn. For help gathering data and insights you can act on to improve your own company, get in touch.
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      9 Do’s and Don’ts of Asking Questions in Job Interviews

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      The path from unemployment to employment has several steps, and for most, the first step after application is the job interview. The primary function of the interview is to allow the hiring manager to interact with candidates in order to determine if their qualifications and experience are a fit for the job’s requirements, as well as how they might fit into or add to the company’s culture and values.
      However, the job interview has a secondary function, but equally important for job seekers – the chance to interview the interviewer. The questions job seekers choose to ask in the interview are of paramount importance for two reasons:

      They demonstrate candidates’ preparation for the interview and interest in the job and company.
      They balance the scales in candidates’ favor, allowing them to determine if the job and company are truly a good fit for them.

      As a job seeker, choosing the right interview questions should be part of your interview preparation. Though there are many articles and blogs listing questions that candidates should ask in interviews, choosing the right ones and tailoring them to the role, the employer and your individual needs will help set you apart from the competition. Let’s look at nine best practices for asking questions in job interviews.
      1. Ask About Job Duties and Expectations
      Hiring managers love inquisitive minds. They want to know you’re interested in the role beyond what you’ve been told and that you’re anxious to learn more. Prepare questions on what the role will involve and what will be expected of you.
      2. Ask About Learning and Growth Opportunities
      Employers don’t want to hire people who are satisfied working the same job for the rest of their careers. They want to hire employees who are interested in constantly learning, growing, and evolving. Show the interviewer that this is a priority by asking about training, continuing education, and mentoring opportunities.
      3. Ask About Company Culture and Values
      Asking a generic question about a company’s culture is predictable, but tailoring the question based on elements of the culture that the company is known for or that interest you shows you’re familiar with the employer brand. Every company has values that are ingrained in their culture and essential to their employees. By showing interest in them and how they align with your values, you show that you’re interested in more than just a paycheck.
      4. Ask About Success
      Finding out how the interviewer defines success, what makes others successful at the company, and what will define success in the role for which you’re interviewing demonstrates your interest in achieving the same.
      5. Ask Follow-Up Questions
      While preparing questions in advance is essential to a successful job interview, it’s also a good idea to ask questions based on topics that you just discussed with the hiring manager. By following up on these topics later in the interview, it shows you were astute enough to take note of specific details in the conversation, and inquisitive enough to want to know more.
      6. Don’t Ask Anything That’s Easy to Research
      By asking overly simplistic questions about the company that can be answered with a quick Google search, it shows you weren’t willing to do any advance research or put any thought into preparing your questions. The same goes for questions about the role that can be answered by reading the job description.
      7. Don’t Ask About Salary or Time Off
      It’s never a good idea to convey a “what can YOU do for ME” attitude in a job interview, and calling attention to salary, benefits, or time off does just that. Though you will make the ultimate decision as to whether or not to accept an offer, keep the focus on the job, the company, and how you can contribute to both until the interviewer broaches these subjects or after an offer is made.
      8. Don’t Ask Anything Predictable
      If a question is general enough to be asked by any candidate at any job interview for any company, it’s probably not a good question. Spend time preparing your questions to ensure they are unique to your situation; they make the interviewer think and show you did your homework.
      9. Don’t Ask Anything Controversial or Negative
      If the company or one of its leaders has been in the news recently for the wrong reasons, don’t call attention to it in the job interview. Though this may be a valid reason for rejecting a job offer, posing questions to the interviewer about scandalous news or controversial topics won’t work in your favor.
      How you respond to a hiring manager’s inevitable closing interview question, “Do you have any questions for me?” can make or break your chances of landing a job offer. In addition, it’s an often-underutilized opportunity to demonstrate knowledge of and interest in the job and company, gain an advantage over your competition, and determine whether or not it’s where you want to spend the next several years of your career. By preparing questions in advance tailored around subjects that employers use as determining hiring factors, you can control the direction of the interview and, as a result, the direction of your career.
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      How Startups Can Create an Unbeatable Culture

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      It’s undeniable that there are many benefits of great work culture, although they can be difficult to pin down as each organization has its own unique mission, history, and personality. Albeit extensive, it’s almost impossible to create a ‘one size fits all’ list.
      A strong team is the driving force of success. In the early days, attracting talented individuals and aligning them all with your company’s ideals is crucial. But just as important as finding a great team is holding onto that talent. There is no point in onboarding a team of great people to just lose them around the corner.
      Almost 40% of job hunters say that a “positive working culture” matters to them, so nurture one, and shout about it.
      According to PwC’s 2021 Global Culture Survey, 72% of business leaders say that culture helps successful business initiatives, and 67% argue that culture is more important than strategy and operations.
      Providing a great working culture and an environment, whether it’s remote, hybrid, or in-person, that staff genuinely want to be part of will make them think twice about looking elsewhere. Being a great place to work is a powerful tool for plucky young companies competing with more established businesses with the capital to offer bigger salaries. It boosts morale, productivity and, perhaps most importantly, builds trust. All of this naturally leads to longer, more fruitful tenures.
      Become unbeatable
      Today’s startups come in all shapes and sizes. Businesses born in the pandemic may have continued with remote working, transitioned to hybrid, or maybe back in office right now. Almost 40% of people now work from home at least once a week, and as the demand grows, startups will have to adapt.
      For remote startups, providing time for people to get together is a great way to break free of work-related Zoom and Teams calls and kick-start real interactions.
      In-person get-togethers naturally build relationships in ways that aren’t always possible virtually. Even though there are costs involved with getting these events together, the bonds forged are priceless, and it still costs much less than having a permanent office space.
      Re-imagining work perks
      Everyone enjoys a work perk, but it’s time to provide benefits that are meaningful. We organized a study asking for the most desirable bonuses people think about when looking for a job or deciding whether to stay in their current role. The results showed that fewer people valued typical new-age perks, such as games rooms and pool tables, beer on tap, and sleeping pods.
      We found that:

      70% of people valued the option to work remote/hybrid
      33% said free lunches reigned supreme
      33% also wanted to be involved in employee share schemes

      Share schemes are a great way to get people literally invested in the success of the company beyond just their day-to-day job. By offering bespoke schemes that have different vesting schedules, the required time or performance can be adapted for specific conditions.
      Employee share schemes have been around for a while, yet their benefits are only just being noticed. In fact, the number of companies with an employee share scheme has gone up by 80% in the last decade.
      For startups, having a large cash pool to dole out flashy rewards, hefty bonuses, or invest in pay rises is not realistic. So it’s important to instead be creative. And while everyone may love a day in lieu of heading out for lunch, these don’t foster an unforgettable culture.
      Instead, startups can capitalize on what they do have and give employees skin in the game. Not only does this give a deeper sense of commitment from the company but can also be a great, and often very tax-efficient way to give congratulations to the whole body of a business, creating a sense of unity. Providing a gift which, with their continued hard work, and granted the company is successful, could amount to a life-changing sum.
      Adobe’s recent acquisition of Figma for £20bn means that those employees with a 0.1% share could be banking more than $20,000,000. Although those numbers are rare for such a young company, Figma was only founded in 2016, demonstrating a high-level example of the potential returns from success.
      What we did
      I truly believe that retention begins at the recruitment stage. In competitive sectors, the reality is that applicants will have interviews with multiple businesses simultaneously. For cash-strapped startups, a great culture can be their secret weapon.
      Interview stages are just as much about the candidate liking you as you liking them, so, we prioritize honesty and transparency over expectations. I also ensure I personally meet all final-stage applicants to ensure that they are a good fit culturally for the team. And that the people we onboard are aligned with the ethos and mission at Vestd.
      Establishing this trust leads to more fruitful relationships between colleagues at all levels. Startups benefit from less obvious hierarchies, but the fact that ideas from lower down have fewer hoops to jump through doesn’t always mean that they will filter up. By providing safe spaces, through catch-ups and one-to-ones, startups can quickly nurture an open culture where people feel free to contribute.
      At Vestd we also have invested in twice-yearly in-person meetups. As a remote business, our company retreats are a time for team building and connecting with one another on a human level. On top of this, it shows our staff that we are willing to invest in experiences and their self-development, as well as performance.
      And, of course, we give equity to all our employees.
      For startups, tight on cash and time, getting the most from building a good culture can make all the difference. Implementing an equity scheme is a great way to not only supplement liquid cash for incentives but also incentivize staff to make the most of longer tenures, resulting in unbeatable work culture.
      By Ifty Nasir, founder and CEO of Vestd.
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      Making a Difference: Mental Health in Professional Services

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      Pre-Covid, the professional services industry was already focusing on ways to better foster employee mental health. However, the pandemic has greatly amplified the need for wellbeing support across the sector, with the impact of working from home and the broader health impacts of the virus taking a growing toll.
      This should come as a warning shot to professional services businesses – well-known to often be fast-paced and high-intensity workplaces even before the pandemic. Indeed, poor mental health has a very significant economic cost to employers, with recent research from Deloitte putting the cost to UK employers at up to £45 billion each year (a rise of 16% since 2016).
      Put simply, employee wellbeing is no longer something that businesses can afford to overlook. From embracing more flexible post-pandemic working to tackling ‘always on’ culture, forward-looking firms are already starting to benefit from investing in the long-term mental health of their staff. What’s more, recruiters and hiring managers are going to need to highlight their firms’ mental health policies during hiring processes earlier and with more prominence than ever before.
      The impact of the pandemic
      One of the most significant and lasting impacts of the pandemic has been the mass exodus of workers from offices to home working environments – this shift has had a significant impact on people’s mental health. In fact, according to recent research by ‘Divided Together’, 49% of UK professional services employees experienced a drop in the quality of their mental wellbeing during the first lockdown in 2020, with 44% saying they ‘were making an effort to seem upbeat when they didn’t feel it’.
      This overwhelming decline in worker mental health can partly be attributed to the solitary nature of working from home, but it is also a result of reduced concentration levels. Professional services respondents attributed this mental health deterioration to missing their usual routine (46%), finding it hard to concentrate (44%), being worried about the health of others (43%), or spending more time alone (36%).
      With restrictions easing, long-term remote working policies have been the topic de jure. However, it is how people will return to their offices that have the greatest significance for mental health. In a recent Totum Partners survey, more than 70% of firms said they are considering implementing some form of hybrid working policy in the future (some days spent in the office each week, others working from home). Done well, hybrid working can offer huge benefits to employees, providing everyone with long-term flexibility, all-important face-to-face contact, and critically, better balance for worker mental health.
      Therefore, companies looking to hire new talent will need to show that their firm is willing to adopt hybrid working policies while also being able to balance the mental health needs of their current employees. With a larger proportion of new recruits asking about mental health policy and hybrid working in interviews than ever before, hiring managers and recruiters need to highlight this company attributes at a much earlier stage.
      The ‘always on’ work culture
      A further wellbeing consideration that has come to light as a result of the pandemic is the risk of the ‘always-on’ culture. Presenteeism and the inability to switch off was a growing concern already prevalent before the pandemic, but taking the workplace home has only intensified the pressure for employees to be constantly available, with people finding it more difficult to separate home and work life. This has been especially challenging for workers that have not had the benefit of a home office and have found themselves working from the kitchen table or at makeshift desks.
      Addressing ‘always on culture’ and encouraging employees to set boundaries between work and home life must be a top priority for businesses in the post-pandemic era. In fact, those businesses that equate more hours with greater productivity, stand to lose not only the best talent and the best their employees can offer, but they also stand to bear the financial cost of workers’ mental ill-health.
      When recruiting new talent, it is equally important to show prospective employees that the business they are interviewing for respects the need for a good work-life balance, especially in a world where the ‘always-on’ culture has become second nature.
      A perfect time to find an effective solution
      There’s little doubt that the pandemic has created a significant challenge for worker mental health – a shadow epidemic in its own right. However, the pandemic also serves as a watershed moment to address the issues that have faced workers even prior to Covid. Now is the perfect opportunity to address the deep-seated issues concerning mental health within some parts of the professional services sector. Those that fail to seize this opportunity, will not only pay the price in lost talent, but they will also see the impact on their bottom lines.
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      How Remote Work Can Foster Inclusion and Psychological Safety

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      People success platform leader Glint, part of LinkedIn, has published results on workplace culture that show that remote work is creating more inclusive and psychologically safe workplace experiences. The company’s Head of EMEA People Science tells us more.
      Our global pandemic-initiated shift to remote work has had many consequences, but one that isn’t called out as much as it should be is equality. In many ways, remote work has equalized opportunities for employees to be heard and seen. In a virtual work environment, every meeting looks the same, and each person takes up the same space on the screen, from the CEO to the intern.
      Virtual work bolsters inclusivity
      Glint has tracked a range of metrics about our changing workplace over the past year. Their latest trends report notes that employers that have committed to supporting remote work appear to be creating more inclusive and psychologically safe work experiences as a result. In companies that support remote working, workers feel freer to speak their minds and see their companies as valuing diversity.
      The analysis used a number of measures to derive its conclusions, including how many remote work-permitted job postings an employer puts on LinkedIn (over 275,000 adverts were surveyed from 375 organizations). Millions of Glint survey responses from over 600 organizations were also fed into the model. The analysis shows that employees at remote work-friendly firms were 14% more likely to feel safe speaking their minds. 9% are more likely to report that their leaders value different perspectives, compared to their peers in less remote work-friendly brands.
      The study shows that virtual work creates many features that can bolster employees’ feelings of inclusivity. Virtual work can provide flexibility to people with caregiving responsibilities, bypass location bias, and reduce the amount of time and energy required to conform to potentially unhelpful ‘professionalism’ standards, for instance.
      As organizations re-examine how to foster diversity, inclusion, and belonging in the new world of work, early signs indicate they’d do well to build on virtual work and expand habits, programs, and tools that help people bring their authentic selves to work.
      Culture in the new world of work
      This matters, as the survey also highlights the fact that what team members see as defining a great work culture has changed dramatically over the first year of the Covid pandemic—50% of the top 10 drivers in 2020 were not in the top 10 in 2019. Opportunities to learn and grow have emerged as the strongest drivers of work culture, shooting up eight positions.
      In the first half of 2020, employees’ sense of belonging also started to impact employee happiness, increasing by 12% to become the second most important characteristic people look for to describe a great work culture. That’s one of the ways in which work culture has changed drastically in 2020. Work culture was once shaped heavily by in-person interactions—coffee breaks, shared meals, team retreats, and the like. But when the pandemic not only stripped away physical interaction but also threatened our safety, the less tangible drivers of work culture—growth opportunities, belonging, and values—became more important to employees.
      There’s also a positive uplift here for recruitment and retention, as the research shows that employees at organizations with highly rated cultures are 31% more likely to recommend working there to peers and contacts, and 15% more likely to report being happy working there.
      Employees want more from their employers now than just a pay packet. They want to be challenged, and they want to work in a space where they can bring their whole selves.
      By Steven Buck, Head of EMEA People Science at Glint.
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