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The 6th annual MAD World Summit

After months of eager anticipation, the annual MAD World Summit came to life in person on October 12th in the heart of Central London. The event was a resounding success, with 970 attendees exploring inclusive workplace culture, mental health, and wellbeing content and solutions. With a diverse array of over 140 speakers, the summit proved to be a remarkable meeting of cross-sector employers in pursuit of insights and inspiration.

The MAD World Summit, renowned for its thought leadership in mental health and diversity, delivered a truly memorable experience this year. Attendees from various sectors came together to engage in conversations, share knowledge, and find solutions that promote a more inclusive and mentally healthy workplace.

One of the standout features of this year’s event was the inauguration of the Diversity, Equity, and Inclusion (DE&I) Summit. This addition emphasised the growing significance of DE&I in today’s workplace landscape and provided a dedicated space for exploring the synergies between mental health, diversity, and workplace culture.

The MAD World Summit 2023 was a celebration of insights, inspiration, and collaboration, and it set the stage for positive change in the realm of employee mental health & wellbeing, diversity, and workplace culture. It’s an event that will leave a lasting impact on the way organisations approach these vital topics.

Download the report here

Key topics to be discussed:

  • What you need to know to invest wisely in workplace wellbeing
  • Wellbeing washing: – what it is, why it matters and how to overcome it
  • The future of work through the lens of workplace culture, mental health and wellbeing
  • Meeting the wellbeing needs of different working demographics in a hybrid world of work
  • Safeguarding the health of the nation – getting people back to work effectively
  • Creating a leadership playbook for a mentally-well organisation
  • Measurement of workplace wellbeing – using data to elevate your strategy

Next year, the MAD World Summit will take place on October 17th, 2024. If you are interested in participating.

Register your interest here

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INSIGHTS

Meet the people developing the most progressive approaches to workplace culture,mental health and wellbeing

COLLABORATION

Share knowledge in real-time with our cross-sector, cross-function network of like-minded speakers, exhibitors and attendees.

ACTION

Tell your colleagues and book a group pass. Get practical insights to take back and adapt to your organisation.

Latest Make A Difference News

Make A Difference News

With the number of people off on long-term sick at a 10-year high and the NHS stretched to the max, it’s more important than ever that workplace employee health and wellbeing programmes make a tangible impact – both for individual staff members and their businesses.

But this is easier said than done. To really make a difference, it’s essential to stay up to date with the fast-evolving needs of employees and how best to support them. There’s a raft of new legislation to keep abreast of too, which will impact your strategies, from the introduction of the right to request flexible working from day one in a new job to the requirement to provide ‘reasonable adjustments’ for menopausal employees.

Featuring 100 speakers at the free-to-attend conference sessions and an exhibition of suppliers showcasing a wide range of mental, physical, financial, social and workplace design solutions, The Watercooler and co-located The Office Events are a perfect opportunity to learn from the leaders and find the right approach for your people.

To whet your appetite, here we’ve outlined eight key developments in employee health and wellbeing that the conference sessions and partner-led workshops will be honing in on.

This is just a taste of what to expect though. You can find the full agendas for the main-stage sessions and partner-led workshops here.

The key to improving workplace wellbeing lies in culture, leadership and management behaviour

Rather than relying on band-aid initiatives which might treat symptoms but do nothing to address root causes, forward-thinking employers are increasingly recognising the impact that managers have on workplace culture and employee wellbeing and are taking steps to weave wellbeing into the everyday workflow. 

Middle management are the highest stress group, but are also the ones responsible for keeping organisations going. Companies need to equip middle managers better so that they have active listing skills and are equipped to have the right, timely conversations with employees. Managers also need to get the support that they need to look after themselves so that they can, in turn, look after others. This includes providing support for the groups of enthusiastic ‘wellbeing champions’ that have emerged in a wide range of organisations.

This is so fundamental to the future of employee health and wellbeing that it’s a golden thread running right across the event.

Measurement and data are growing in importance

A decade ago, wellbeing largely couldn’t be (or wasn’t) measured. Now data is much more robust and impact can be measured and proven much more effectively. However, many employers are still struggling to work out which data they should draw on both to assess needs and measure impact, as well as how best to access this data.

It’s also key for employers to be able to know how to use data effectively for storytelling, to build the business case and reinforce trust in the effectiveness of workplace health and wellbeing initiatives.

Join the panel session from 11.35 – 12.20 on 24th April: “How employers are using data to enhance their health, wellbeing, benefits and rewards offering”. Chaired by Clare Kenny, Head of Wellbeing Strategy, PVL and featuring input from Amanda Webb, Head of Reward, Ovo Energy; Sharon O’Connor, Global Lead Wellbeing, Novartis and Hannah Meredith, former Health and Wellbeing Lead, MVF.

The rise of AI

Many leaders with an employee health and wellbeing remit are taking a serious look at AI in 2024. But question marks still remain about how to maximise its potential. For instance, AI is a useful tool to make healthcare more scalable, and in some cases, more accurate. But, balancing technology with empathy will be essential to get this right. Employers need to ensure that AI is used to widen participation and not hinder it, which potentially means offering additional access routes for colleagues who do not wish to interact with AI but humans.

Find out more at the fireside chat from 13.50 – 14.20 on 23rd April: “How to use AI to support wellbeing, HR and grow the employee value proposition” featuring insights from Mariyana Zhou, HR Director, 1inch and Kevin Lyons, Senior HR Manager, Pearson.

Women’s health and wellbeing

The fact that employers can now be sued for disability discrimination if they fail to provide ‘reasonable adjustments’ for menopausal employees means that, if they weren’t before, employers now need to take women’s health and wellbeing at work seriously. This development is also helping to break down taboos around talking about other aspects of women’s health, including period and reproductive health and what employers can do to proactively support women through the various life-stages of their careers. For many, questions still remain around how to weave support of women into a wider, inclusive approach to workplace health and wellbeing.

To get answers to your questions join the partner-led workshops on the show floor on both days of the event and the stellar panel session which rounds off the day’s proceedings from 14.30 – 15.15 on 24th April: “What’s on the agenda with women’s health and wellbeing – from endometriosis to menopause”. Chaired by the inimitable Trudi Roscouet and including input from Helen Tomlinson, the Government Menopause Employment Champion; Cathy Earnshaw-Balding, Head of Diversity, Inclusion & Belonging , GXO; Maurice O’Connor, British Airways; Dr Sam Wild, BUPA and Ginisha Vekaria, Workplace Menstrual Wellbeing Programme Manager, Endometriosis UK.

The growing intersectionality of DEI and wellbeing – including neurodiversity

One of the most prominent trends in 2023 was a growing acknowledgment of the deep connection between workplace wellbeing and diversity. Employees can only thrive when they are allowed to be at their natural, authentic best, and not hampered by masking who they really are. Furthermore, to be truly effective, employee health and wellbeing programme have to acknowledge and accommodate the very different needs of diverse workforces.

As part of this, neurodiversity has also become a hot topic. With some estimating that around 15-20 per cent of the population is neurodivergent, employers are increasingly recognising that embracing differences is not only the right thing to do, it also benefits the whole organisation. But many are still confused about how to do this effectively.

Sessions on the agenda honing in on this crucial topic include: The keynote fireside chat “Disability and wellbeing in the workplace – what inclusive employers need to know” from 10.00 – 10.35 on 23rd April featuring Isaac Harvey MBE in conversation with Lee Chambers; also from 10.00 – 10.35 on 23rd April, in the “Engage” theatre: “Why neurodiversity and wellbeing need to be considered together in the workplace” featuring Clarke & Carrie Carlisle in conversation with Jon Salmon; the fireside chat from 10.50 – 11.20 on 23rd April “The increasing intersection between DE&I and wellbeing – where belonging, health, happiness and productivity meet” featuring Dan Robertson, MD of FAIRER Consulting and Global Head of ED&I Advisory Services at Hays International in conversation with Sunaina Kohli, Diversity, Equity & Inclusion Leader, ASOS; and the panel from 11.35 – 12.20 on 24th April “How wellbeing strategy is supporting DE&I and aligning to wider business objectives” Chaired by Sobia Afridi, Equality Diversity Inclusion Specialist, Oxford City Council and including input from Nimisha Overton, EMEA Diversity, Equity & Inclusion Lead, Canon; Kerrie Smith, Head of Health & Wellbeing, Mace Group; Monica Stancu, Senior DEI Manager, Lloyds of London and Karen Aitchison, Global Head of Mental Health & Wellbeing, ERM.

Flexibility and the return to the office

In 2024 employers’ understanding is growing of both the value of flexibility for colleagues and the importance of face-to-face time. Employers are also realising that work environments are an essential part of the workplace wellbeing mix. They now need to provide better and healthier office experiences, both in physical terms and in terms of support available.

For this reason, The Watercooler Event now incorporates The Office Event, for leaders who understand the need to adapt their work spaces to meet the diverse and changing needs of employees and want to learn from best practice case studies and compare solutions.

For more on this topic, as well as all of the sessions on The Office agenda, join the keynote session from 10.00 – 10.35 on 24th April “Future ways of working – how wellbeing and HR can adapt to the workplace of 2025” Chaired by Chris Brook-Carter, CEO, Retail Trust and featuring input from Caroline Andrews, Chief People Officer, International Airlines Group (IAG); Dr Nicola Millard, Principal Innovation Partner, BT Group; and James Hurrell, Managing Director, Grocery & Consumer, Wincanton. Followed by the case Study from 10.50 – 11.20 on 24th April “Structure and embed more flexible working practices to help tackle key wellbeing challenges” with Amy Butterworth from Timewise and Jane O’Mahoney, Deputy Director, House of Commons.

Financial wellbeing

In 2023 employee finances were battered by escalating prices, soaring interest rates and rising taxes. Unfortunately, the impact of the cost-of-living crisis is extending into 2024, continuing the pain for households striving to make ends meet or battling to uphold their standard of living. It isn’t only low-income and no-income families that are affected. Nobody is escaping unscathed.

Employers continue to grapple with how they can realistically offer support of financial wellbeing, and meet the diverse needs of their workforce, beyond pay rises.

To find out more, join the partner-led workshops on the show floor on both days of the event. Plus the keynote session from 10.00 – 10.35 on 24th April “Targeting financial support during the cost-of-living crisis” with Ruth Handcock, CEO, Octopus Money and the session from 10.50 – 11.20 on 23rd April “Tailoring financial wellbeing to individual needs” featuring Natalie Jutla, Employee Benefits & Financial Wellbeing Lead, DeFRA and Rashree Chhatrisha, Reward Director – Pensions & Benefits, SAGA.

The rise of Occupational Health

The government’s recent establishment of an expert ‘task and finish’ group, led by Dame Carol Black, to support the development of a “voluntary minimum framework for quality OH provision which employers could adopt to help improve employee health at work” signifies growing recognition of the pivotal and preventative role occupational health can play when it comes to supporting the health and wellbeing of employees and getting them back to work. The question remains for many though: what does this mean for us and how will we need to adapt?

Stay one step ahead by joining the session from 10.50 – 11.20 on 24th April “Embedding occupational health into your wellbeing programme – the missing link” Chaired by Christian von Stolk, Executive Vice President, RAND Europe and including Rachel Suff, Senior Policy Adviser – Employment Relations, CIPD and Consultant Occupational Health Physician Abeyna Bubbers-Jones.

You can find out more and register for these and all of the other free-to-attend conference sessions and partner-led workshops. Stay ahead, achieve maximum impact with your budgets and really make a difference to workplace culture, mental health and wellbeing here.

 

8 employee health and wellbeing trends that we’re honing in on at The Watercooler

The Carer’s Leave Act comes into force from 6 April 2024. This means employers will be required to offer their employees up to one week’s unpaid leave per year to give or arrange care for a dependant. 

This includes individuals facing physical or mental illness or injury necessitating care for more than three months, those with disabilities as defined by the Equality Act 2010, or those requiring care due to old age. This entitlement extends beyond familial relations, encompassing anyone reliant on the employee for care.

Importantly, employees are entitled to carer’s leave from their very first day of employment and their fundamental employment rights, such as holiday entitlement and the guarantee of returning to their position, remain safeguarded during this period of leave. This legislative change marks a significant step towards supporting employee welfare and balancing work-life responsibilities in the modern workplace landscape1.

The challenges of caregiving

According to CIPD2, carers fulfil vital roles in families, communities, and society at large, enhancing the quality of life for those they support. However, caregiving can pose significant challenges, ranging from physical and emotional strain to financial hardship, particularly when combined with paid employment.

Alarmingly, a substantial portion of working carers in the UK feel unable to discuss their caregiving responsibilities with their employers, often due to perceived lack of support. This reluctance can lead to feelings of isolation and even contemplation of leaving their jobs altogether.

Approximately 5 million individuals in the UK, representing 1 in 7 employees in every workplace, are estimated to manage both work and caregiving responsibilities, with this number expected to rise. The challenges inherent in balancing work and caring duties contribute to the decision of 1 in 6 carers to either leave their jobs or reduce their working hours to accommodate their caregiving responsibilities. Therefore, organisations such as Employers for Carers have been established in order to bridge the gap and offer guidance to carer-employees.

Five strategies employers can implement

Nurse-led health and wellbeing provider RedArc (which is part of the Howden Group) believes that whilst the Carer’s Leave Act is a step in the right direction, employers should be playing a more vital role in offering support to their employees.

For many employees, taking unpaid leave may not be financially feasible. Simply mandating employers to provide unpaid leave overlooks significant gaps in the practical support needed by carers. Drawing from experience, RedArc understands the complexities of caring for a loved one and acknowledges the profound impact on carer-employees’ mental, physical, financial, and social wellbeing. RedArc advocates for additional measures to complement the Carer’s Leave Act, offering tangible support to carer-employees:

  1. Ensuring mental health support is available within employee benefits programmes to help carer-employees cope with the mental strain of caregiving.
  1. Facilitating connections with relevant charities for carer-employees to share experiences and foster a sense of community, alleviating feelings of isolation. Expert assistance in accessing local support can be invaluable.
  1. Providing access to clinical experts to enhance understanding of a loved one’s medical needs and determine appropriate care levels, supporting carer-employees in their caregiving roles.
  1. Supporting carer-employees’ physical wellbeing through nutrition, fitness, and broader wellness initiatives to sustain their ability to provide care effectively.
  1. Offering guidance on accessing financial support resources, such as the Citizens’ Advice Bureau and organisations like Step Change, to alleviate financial strain resulting from caregiving responsibilities.

Although granting a week of leave for caregiving is a step forward, employers must acknowledge the need for comprehensive support. Failure to do so risks losing valuable staff, as carer-employees may seek part-time work, less demanding roles, or resign, impacting both their wellbeing and financial stability. 

Christine Husbands, commercial director for RedArc said: “Caring can impact someone’s ability to work, in fact, it’s well documented that many people find the pressures of working and caring too much and choose to leave the workforce entirely. Having a week of clear headspace to provide or arrange care is real progress but it needs to come hand in hand with much wider support to help carers stay in work, long after the unpaid leave is over.”

  1. https://www.gov.uk/carers-leave
  2. https://www.cipd.org/uk/knowledge/guides/carer-friendly-workplace/
  3. https://www.carersuk.org/for-professionals/support-for-employers/employers-for-carers/

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Carer’s Leave Act: Five Strategies Employers Can Implement to do More

It’s no secret. Demand for mental health support is on the rise and with the NHS stretched to the max, employees are increasingly looking to their employers for support – both for themselves and their families. The stats speak for themselves:

  • 89% of UK employees with mental health issues say it impacts their working life. More than half of these have considered resigning from a job due to being negatively impacted by their mental health – CV Library
  • Despite 13.8million employees in the UK being covered by an EAP (EAPA), 52% of employees don’t feel they are receiving enough support from employers on mental wellbeing (Deloitte)  
  • 76% of parents said that their child’s mental health had deteriorated while waiting for support from Child and Adolescent Mental Health Services (YoungMinds).

One size does NOT fit all

Life and work are intertwined for many – it’s no longer about employee benefits just supporting the employee in the workplace, it’s much wider – we must holistically support employee lifecycle needs.

Many employers and traditional employee benefits are struggling to meet the holistic nature of presenting issue(s) and growing complexity of care needs resulting in employee wellness bearing the brunt.

It’s important now more than ever to have clinically led, individualised mental wellbeing care pathways to support the employee lifecycle needs in the current heath landscape to prevent a mental health epidemic.

If you’re grappling with this challenge, join us on Thursday 16th May from 10.00am – 11.00am during Mental Health Awareness Week for our free-to-attend, interactive Make A Difference webinar, sponsored by Lyra UK & Ireland to gain answers to your questions and insights into:

  • Approaches to meeting needs across the entire employee lifecycle
  • What a personalised experience really looks like and the importance of supporting the individual care needs
  • Case study from a leading employer: marrying mental health, culture and individualised care
  • How a bespoke, localised approach from a Global provider can provide a unique customer experience and security in clinical care standards.

Including expert insights from:

  • Dr Catherine McKinven, chartered Counselling Psychologist and Clinical Lead for Lyra UK and Ireland.
  • Dr Richard Peters, Medical Director EMEA, Goldman Sachs
  • Claire Hallmey, International Wellbeing Manager, Oracle

Who Should Attend:

  • C-Suite, HR, DE&I, Wellbeing, Benefits & Rewards Leaders
  • Talent, Engagement, Communication Leaders
  • Culture & Transformation Leaders
  • Managers, Team Leaders, ERG Chairs & Wellbeing Champions
  • Anyone passionate about fostering diversity, equity and inclusion in the workplace

If you can’t make the date/time, go ahead and register anyway and we’ll send you the recording a few days after the session.

You can find full details and register free here.

Mental Health Awareness Week webinar – How to provide holistic, individual support across the employee lifecycle as demand for mental health support increases

Work-related stress is pervasive, with many employees and business leaders agreeing that the majority of the stress in their life comes from work. This stress extends beyond the office, as well. In fact, many employees report that work stress has negatively impacted their physical health and weight, their ability to care for their family or children’s mental health, and has even caused personal relationships to end.

Reassessing your mental health support strategies

Given these findings, it’s crucial for companies to reassess their strategies for supporting mental health. Join industry leaders on Tuesday 16th April, from 10.00am – 11.00am for our free-to-attend, Make A Difference webinar, sponsored by Headspace as they explore workplace mental health trends through Headspace’s 6th annual Workforce State of Mind Report, aiming to empower employers to foster optimism and transparency while building a mentally resilient workforce.

The expert panel will:

  • Share new data on the state of workplace mental health from Headspace’s survey of thousands of employees, CEOs and HR leaders
  • Examine the impact of work-related stress on personal wellbeing, covering its effects on physical health, relationships, and family dynamics
  • Highlight the vital role of interpersonal relationships in fostering workplace purpose and community
  • Analyse key trends affecting today’s workforce and its leaders, offering actionable strategies for improving work cultures and employee mental health

Including insights from:

  • Zoë Bancroft, Manager, Organisational Culture Strategy, Headspace
  • Simon Blake OBE, CEO, Mental Health First Aid England
  • Leo Savage, Head of Global Wellbeing, Howden Insurance Brokers

The content is designed for:

  • C-Suite, HR, Wellbeing, Benefits and Rewards Leaders
  • Consultants and brokers who recommend workplace wellbeing products and services
  • Talent, Engagement, Equality, Diversity and Inclusion Leaders
  • Wellbeing Champions

If you care about your people and and you care about your business, we look forward to seeing you there. If you can’t make the date/time, go ahead and register and we’ll send you the recording.

Find full details and register free here.

New webinar – Headspace Workforce State of Mind: 2024 Mental Health Insights & Trends

Dr Sally Hemming is a psychologist and EY’s Health and Wellbeing Lead. But she is also someone who knows what it’s like to live with a long-term chronic health-condition, which makes her passionate about creating a workplace that promotes wellbeing for all, and especially those who would benefit from reasonable adjustments (the topic she’s speaking about at The Watercooler in April). She’s also undertaken research, as part of a PHD and ongoing, on the topic of long-term conditions at work with her findings published in professional and scientific literature.

Usually private by nature, we were very privileged in this interview to talk to her about what it’s like to live with her condition and how it influences how she does her job.

What is it that makes you so passionate about managing long-term health conditions in the workplace?

It’s personal.

I received a life-changing diagnosis in my twenties and at the time I was questioned by clinicians and people “should you be working?”.

The diagnosis meant that something terrifying could happen to me at any moment, but then I was told “go off and live your life”.

If I’m honest, I was cross about it and life changed in a moment.

And I recognise that I talk about it in quite a ‘dark’ way to this day. My reality is that I’m not a ‘marathon runner’ for the cause, and I’ll never be. I will never say my diagnosis is the ‘most amazing thing’ that has ever happened to me because, if I could turn the clock back, I would.

What has it taught you about how we talk about longterm health conditions in the workplace?

It’s taught me that there’s a social narrative around health which is unhelpful. The predominant narrative implies that if you have a longterm condition then you’re different, broken, sick, less than. You’re a risk. You’re unreliable.

The focus often seems to be about ‘fixing’ people with health conditions (rather than fixing the system around them) so they can keep working.

Most people I’ve spoken to with a long-term condition, and I include myself here, want to work. I think that work plays such an important role too because the reality is, at least for me, you may not be able to work at all one day, and you don’t know necessarily if and when that time will come.

I also learnt that it’s wrong to think about workers with long-term health conditions as one ‘type’ of worker because there is such a vast array of conditions.

Some people have had a condition for a long time and it’s fairly stable, others are newly diagnosed and learning to self-manage symptoms. Others might have a condition(s) that does or does not interfere with work much. Yet other people’s conditions may be fine one moment and relapse in the next. Moreover, some conditions degenerate and worsen over time. 

What’s it like, living with that much uncertainty?

It’s scary. I have a family. I have bills to pay. And I feel like I’m always planning for a scenario of not being able to work. I need to work now to save for when I might not be able to anymore, even though that might not happen. It’s not alot of fun to live with such ambiguity and often challenges identity.

What else have you found unhelpful in the way people are treated when they have a chronic illness at work?

It can be unhelpful when the workplace expects someone with a chronic illness to have all the answers and control, when they can’t possibly, and especially if the workplace pushes for certainty. 

For instance, I can’t be 100% sure that I’ll able to work next Monday. But I hope to. Is there a chance I won’t be able to? Sure. Is there a chance that I might not be able to get out of bed, but also a chance I will be just fine? All scenarios could be true of all of us, some of us just have the heads up on a greater possiblity.

Anything else you find unhelpful in the way that people treat you, on account of your illness?

I don’t want people to tilt their headsat me, or say ‘sorry’ they knew someone with that and, therefore, they know how it is for me, or congratulate me on my ‘battle’ when, in fact, I’m always losing. So, I often don’t want to talk about my health situation and prefer to discuss it only when I really need to.

What would you most like people reading this to understand about what it’s like living with a chronic illness?

I would like people to know that it’s a tough gig. Statistically, people with chronic conditions are far more likely to also have mental health challenges. And I think there is a real lack of appreciation that living with a long-term illness is like a second job, that runs alongside your career, caring responsibilities and everything else. 

It’s non-stop. 

You’re not just thinking that you’ve got meeting today, you might also be thinking ‘have I taken my meds on time?’or ‘do I need to phone that consultant who said there’s a drug trial that could be really good for me?’.

The mental load that affected workers carry is huge. Sometimes it’s called ‘cognitive fatigue’. I think of it as the bag of worries, responsibilties and insecurities you’re constantly carrying around with you. This thinking can be frightening and unsettling and draining. It’s important that employers appreciate this extra work and that, on some days, what they’re asking – alongside this – can be challenging for a person to handle.

You’ve spoken to a lot of people with long-term health conditions for research you’ve done on this topic. What is their experience of how the workplace handles their situations?

People’s experiences varied and some were well supported. Hearing people’s stories especially was a privilege but also saddening. Some people perpetuated stigmas about themselves and their health due to work factors, and a lack of openness and confidence.

What could companies do better?

Be honest and up front about long-term conditions and open to learning about them. Where possible, make it easier for affected people to adjust and empower them to do things for themselves.

I know more about my condition and its affects than anyone and have more real, lived experience than a medical team. Workers with conditions can benefit from being trusted in their lived experience and in knowing what is going to help. We are the expert patients, like mini–clinicians ourselves.

Frankly, no yoga lesson will help me navigate through or out of my health condition. What could be useful is my GP and consultant talking about work, its role in my life and the disease journey, and to each other. Practically, working flexibly and to not be over tired help – the latter two are obviously not specific just to those with long-term conditions.

We’ve written a lot about the ‘rise of Occupational Health’ recently. What would you like to see more of from OH?

OH can help people navigate workplace adjustments better and I would like to see OH have more of a role with broader psychosocial support and vocational rehabilitation, which is often offered through income protection providers. 

We’ve also written a lot about flexible working. What is your view of this in relation to long-term health conditions?

My view on this is that if you had to make one adjustment, flexible working would be it.

The Covid-19 pandemic demonstrated very clearly that flexible working is possible in many industries, and this could be the obstacle stopping someone with a long-term condition working at all.

How do you bring all this experience to bear on your role at EY?

My role at EY is broad in terms of health and wellbeing. I bring relevant personal, professional and health experiences and have a scientific understanding and knowledge about psychosocial work factors, which helps.

I’ve also worked in employee relations, which helps relationships and support access.

My priority focus is our wellbeing culture, mental health and wellbeing advocacy. What I’m most interested in is getting beyond gimmicks and under the skin of working conditions and their health and wellbeing effects.

You’ve also talked about the power of purpose. Can you tell me more about that?

Purpose helps people navigate tough stuff.

For me personally, my PHD gave me an enduring purpose and was an opportunity to make a real difference to working people. As I’ve managed to keep involved with academia, alongside and complementary to my day job, this maintains a sense of purpose that drives me to make things better.

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EY’s Hemming: ‘There’s a social narrative around health which is unhelpful’

A dynamic and evolving topic, neurodiversity in the workplace is presenting both challenges and opportunities for employers in the UK and internationally.

With growing awareness of the unique perspectives and strengths that neurodivergent individuals can bring to the workplace, forward thinking companies are recognising the importance and benefit of creating inclusive working environments where all employees, including those who are neurodivergent, can thrive.

Benefits of neurodiversity for employers

In fact, the Harvard Business Review states that organisations that actively promote inclusivity generate 19% more revenue and Hewlett Packard reports that neurodiverse teams are 30% more productive; just some of the positive benefits leading to the conclusion that neurodiversity is actually a competitive advantage.

“Neurodifferent employees can bring exceptional abilities, particular specialisms and creativity to their work. We can help flip the narrative from duty of care to opportunity and potential for advancement.” 

som.org.uk

At Make A Difference, we’ve certainly seen an increase in organisations exploring and implementing strategies to foster neuro-inclusive work environments. Our recent webinar ‘Unlocking neurodiversity in the workplace’, had a high uptake of registrations and saw experts come together to discuss challenges, debunk myths and share strategies for fostering truly inclusive workplaces.

Neurodiversity at work

Neurodiversity describes the variation of cognitive functions and behavioural traits in people. When it comes to the workplace, a neuro-inclusive perspective encourages the acceptance and recognition of neurodivergent staff – those individuals with varying neurotypes; recognising and valuing the differences in how people’s brains function, with unique ways of thinking, processing and engaging.

Neurodiversity, or neuro inclusion, challenges outdated perceptions that certain cognitive conditions are disorders needing to be fixed, instead celebrating those natural variations, considering them to be a normal part of human diversity. 

Neurodiversity in the workplace encourages employers to recognise and utilise the strengths of neurodivergent individuals, such as enhanced problem-solving skills, creativity, and attention to detail.

Common neurodivergent conditions

It’s estimated that in the UK 1 in 7 people (between 15 – 20%) have some kind of neuro difference – a statistic that underlines why many are saying it’s time to normalise neurodiversity.  These include a wide range of cognitive differences that can affect how individuals experience and interact within the workplace. 

Common neurodivergent conditions include:

  • Autism 
  • attention-deficit/hyperactivity disorder (ADHD)
  • Dyslexia
  • Dyspraxia
  • Dyscalculia

This neurodivergence can influence how individuals communicate, process information, focus on tasks, and respond to sensory stimuli at work. When organisations recognise and support these differences, they can further develop the diverse skills and talents of employees, as well as fostering a more inclusive and productive workplace.

Challenges for neurodivergent workers

Unfortunately, neurodivergent employees are likely to encounter workplace challenges that can affect both their individual wellbeing and professional growth. And according to a recent survey by global tech firm Alludo, more than half of neurodivergent workers either want to quit their jobs, or already have because they don’t feel valued or supported by their employer.

It’s clear then, that acknowledging and addressing these challenges is an important step for employers wanting to build inclusive and supportive workplaces that support and retain their neurodivergent employees.

Here are just some of the workplace challenges experienced by neurodivergent employees.

  • Misconceptions and social stigma: Misconceptions about neurominorities can lead to bias and discrimination that affects how neurodivergent employees are perceived by colleagues. Employers can help to dispel myths by promoting awareness and educating their teams about neurodiversity.
  • Sensory challenges: Workplace environments, such as those with bright lights and crowded, noisy spaces, can sometimes present challenges for neurodivergent individuals with sensory sensitivities, which can lead to heightened stress and anxiety. 
  • Communication/teamwork: Differences in processing information and social cues may cause some neurodivergent individuals to find aspects of communication and teamwork challenging. Employers can help to promote clearer communication through inclusive training and promoting a culture of understanding and empathy in teams.

Challenges for employers

Similarly, creating a neuro-inclusive workplace where neurodivergent individuals are valued and supported, can also present challenges for employers, such as:

  • Lack of awareness/understanding: Some employers may not have sufficient knowledge or awareness about neurodiversity, which could lead to misconceptions, biases, and stereotypes, hindering the creation of an inclusive environment.
  • Stigma/discrimination: Negative stereotypes and stigma could result in discrimination against individuals who disclose their conditions in the workplace. Fear of judgement may prevent employees from seeking accommodations or support.
  • Limited resources: Access to resources such as accommodations, specialised training, or support may be limited or unavailable in some workplaces. Employers may struggle to provide the necessary support and accommodations to enable neurodivergent employees to thrive.
  • Communication barriers: Neurominority individuals may have unique communication styles and preferences, which can pose challenges in workplace interactions and collaboration. Employers need to foster an inclusive communication culture that accommodates diverse communication needs.
  • Accommodations/adjustments: Neurodivergent employees may require specific accommodations to perform their job duties effectively. Identifying and implementing appropriate adjustments tailored to individual needs can be challenging for employers, particularly if they lack expertise or resources in this area.
  • Recruitment and retention: Neurominorities may face barriers during the recruitment process, such as bias in hiring decisions or inaccessible application processes, so employers need to work to make sure the recruitment process is inclusive. Similarly, employers may struggle with retention if workplaces fail to provide a supportive environment where neurodivergent employees feel valued and included.

“We need to break down the barriers to recruitment so that neurodivergent people (and others) can get in the door in the first place, rather than having a specialist programme for them. That means thinking differently about how employers interview and assess people. It also means that candidates can be open about their neurodiversity, or not.” 

Caroline Eglinton, Head of Inclusion, East West Railway Company 

Supporting neurodiversity in the workplace 

So, what are some practical things employers can do to build inclusive, productive neurodiverse workplaces?

Prioritise education

It’s generally accepted among neurodiversity consultants that there is still a lack of understanding around neurodiversity within the workplace. Workshops, online training, webinars, are all things employers could offer to raise awareness and knowledge of neurodiversity at work.

Be open to reasonable adjustments

Under UK employment law, individuals are able to request employers to make reasonable adjustments to make it easier for them to carry out their work duties – this is also relevant to those who are neurodivergent. Whilst individual needs will differ, some adjustments that may be helpful include things like:

  • Interview adjustments
  • Screen filtering
  • Static workstations
  • Flexible working
  • Remote working
  • Extra breaks
  • Reduced sensory stimuli

Autism.org.ukADHDUK and the British Dyslexia Association all offer guides and examples of reasonable adjustments.

It’s also important to make sure that adjustments are available to all employees, and not just to single out those who are neurodivergent. Psychological Safety and Neurodiversity Advocate, Richard Peachey, says: 

“The first shift in thinking that needs to happen is that neurodiversity includes everyone. Just like everyone has mental health. A lot of the ways that we support neurodivergent people should be ubiquitous and available to everybody. Once we stop labelling, and sub categorising, and we start dealing with everyone, looking at how we get the best out of each person, then we’re going to end up with more productive, engaged workforces.”

If the reasonable adjustments requested are too expensive for employers to implement, it’s possible that financial assistance is available via the government’s Access to Work grant. It doesn’t affect any other benefits that an employee may be receiving.

Create good policies

Clear diversity and inclusion policies are also a good way for companies to articulate their commitment to inclusion and also provide a framework for action.

Read more: 14 tips to get the best out of your neurodiverse workforce

Neurodiversity and workplace design

Considering neurodiversity within workplace design can also significantly enhance productivity, creativity, and overall wellbeing.

Designing a workplace with neurodiversity in mind could involve things like:

  • Creating a sensory-friendly workspace – Considering factors such as lighting, noise levels, and spatial arrangements. Employers might provide options for adjustable lighting, noise-cancelling headphones, and designated quiet areas.
  • Flexible/Agile workstations and break areas – Offering flexibility such as adjustable desks, alternative seating options, and designated break areas can accommodate varying sensory needs and promote wellbeing in the workplace.
  • Incorporating nature and green spaces – Access to nature has been shown to reduce stress, improve concentration, and enhance creativity, so integrating natural elements such as plants, green spaces, and natural lighting into the workplace design can have a positive impact on employee wellbeing and productivity.

Diagnosis and disclosure

Areas that current thinking seems to be a little more divided on, are the benefits and necessity of disclosing neurodivergence, and the need for diagnoses. 

Whether or not you believe individuals should disclose their neurodivergence to their employer, one thing that can be agreed on is that workplaces should aim to foster an environment where employees feel psychologically safe to be able to disclose if they so choose. Kirsty Cook, global director of D&I services at auticon says that ‘by taking a person-centred and individually tailored approach, you can also better support someone that may not even realise they’re neurodivergent or aren’t ready to share that information with their employer’.

And while getting a formal diagnosis can be really helpful for people personally – as Caroline Eglinton shared with us:

“Whilst I strongly suspected that I had ADHD for around a year, getting a formal diagnosis really did help me. Importantly, ADHD is highly treatable and medication can help to manage symptoms. However you can only be prescribed the medication if you have had an official diagnosis.”

– it may not necessarily be as helpful to share in the workplace. Professor Amanda Kirby puts it this way:

“Diagnosis should never be the answer for the workplace. We’re not defined by a diagnosis, just as you don’t need to tell people you’ve got diabetes or irritable bowel syndrome. No employer expects you to do that. So why do people expect you to share your neurodivergent conditions and traits?”

A SOM paper on evaluating and supporting neurodifferences at work suggests a variety of adjustments that can be offered without a formal diagnosis, and also states you ‘do not need a diagnosis for the Equality Act to apply’.

Neurodiversity and Occupational Health

So what about the role of occupational health when it comes to fostering inclusive, neurodiverse workplaces? Well, the government’s recent response to a consultation into ways to increase the uptake of OH provision outlined plans to “imminently” set up an expert “task and finish” group to support the development of a “voluntary minimum framework for quality OH provision which employers could adopt to help improve employee health at work”.

Given this OH push, it may become increasingly important for OH professionals to have a good understanding of neuro differences, and how they can affect performance at work, especially if employers are referring neurodivergent employers to OH. Kirsty Cook suggests that often companies expected “their occupational health teams would understand neurodiversity and the support needed, but that’s not always the truth”.

There has been some contention over how occupational health fits in with the wellbeing remit, with some thinking that it has traditionally been a reactive service where prevention should be more of a focus. However, a shift towards wellbeing and OH working better together could be ‘revolutionary for workplace wellbeing’ and a positive step for all employees, including those who are neurodivergent.

Read more: So, you think you’re doing neurodiversity support well? You may need to think again…

Embracing neurodiversity for positive change 

In conclusion, fostering neurodiversity in the workplace is not just a box ticking activity; it’s about building a stronger, more resilient workforce. By actively seeking out, being accessible to, and supporting existing neurodivergent employees, companies gain a strategic advantage, helping to drive innovation and productivity, as well as improving employee satisfaction and retention.

With thanks to Genius Within for their contribution to this piece.

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Neurodiversity and the workplace: challenges and opportunities

As the workplace continues to evolve, businesses are constantly seeking innovative ways to enhance employee wellbeing and productivity. According to a survey by Microsoft , 41% of the global workforce would consider switching jobs in the next year, with 55% noting that their work environment would play a role in their decisions. So, in the pursuit of creating conducive work environments, the design of the workspace plays a pivotal role.

Here are five top trends in workplace design that are currently shaping the future of the workplace.

1. Hotelification of the Office: Creating Comfortable Workspaces

Inspired by the hospitality industry, the “hotelification” of the office concept focuses on creating spaces that prioritise comfort and convenience. This trend emphasises the importance of providing employees with amenities and services commonly found in hotels, such as cosy lounges, on-site cafes, fitness centres, and relaxation zones. By transforming traditional office settings into inviting and versatile environments, businesses can cultivate a sense of community and make the workplace feel more like a home away from home. This approach not only enhances employee satisfaction but also attracts top talent and boosts retention rates.

2. Flexible Workspaces: Adapting to Changing Needs

In today’s dynamic work landscape, flexibility is key. Flexible workspaces are designed to accommodate various work styles and preferences, allowing employees to choose the environment that best suits their tasks and moods. This trend includes open-plan layouts, hot-desking options, and modular furniture arrangements that can be easily reconfigured to support collaboration or individual focus. By providing employees with the freedom to work where and how they want, businesses can promote creativity, and productivity while fostering a culture of trust and empowerment.

3. Biophilic Design: Bringing Nature Indoors

In today’s fast-paced and technology-driven world, the need to reconnect with nature has become more apparent than ever. Biophilic design aims to bridge this gap by integrating natural elements into the built environment. From living green walls and indoor gardens to strategically placed natural light sources and organic materials, biophilic design fosters a sense of tranquillity and connection with the outdoors. A recent study ‘Reap What You Sow’ has shown that exposure to nature within the workplace can reduce stress, boost creativity, and improve overall well-being among employees by up to 200%.

4. Wellness Rooms: Prioritising Mental and Physical Health

Recognising the importance of employee well-being, many organisations are incorporating dedicated wellness rooms into their workplace design. These quiet retreats offer employees a space to recharge, meditate, practice mindfulness, or engage in physical activities like yoga or stretching exercises. Equipped with comfortable furnishings, calming décor, and amenities such as essential oils or sound machines, wellness rooms provide employees with the opportunity to prioritise their mental and physical health throughout the workday. By promoting self-care and stress management, businesses can improve employee morale, reduce absenteeism, and enhance overall productivity.

5. Technology Integration: Enhancing Connectivity and Collaboration

As technology continues to reshape the way we work, workplace design is evolving to accommodate the increasing reliance on digital tools and connectivity. This trend involves integrating smart technologies and digital platforms seamlessly into the office environment to facilitate communication, collaboration, and productivity. From wireless charging stations and video conferencing capabilities to interactive displays and virtual reality workspaces, businesses are leveraging technology to create more efficient and engaging work experiences. By embracing technology integration, organizations can streamline workflows, foster innovation, and empower employees to work smarter, not harder.

In 2024, the landscape of workplace design is constantly evolving to meet the changing needs and expectations of employees in today’s modern world. By embracing these trends, businesses can create environments that promote well-being, collaboration, and productivity. As we continue to navigate the future of work, investing in thoughtful and innovative workplace design will undoubtedly remain a cornerstone of fostering a culture of wellness and success within organisations.

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5 Top Trends in Workplace Design for Enhanced Wellbeing

According to a 2021 World Health Organisation research study, overwork kills more than 745,000 people a year through strokes and heart attacks. The number of deaths due to long work hours from heart disease increased by 42% and from stroke by 19% between 2000 and 2016. The modern world of work is literally killing us. 

Published in the journal Environment International, researchers reviewed data of individuals working 55 hours or more – what we call long hours working, and the impact of long hours working on health and mortality rates.

The study established one simple fact: overwork is the single largest risk factor for occupational disease, accounting for roughly one-third of the burden of diseases related to work. Overwork impacts our health in two key ways; firstly it has a negative impact on our biology, caused by chronic stress. The second is due to behavioural change – limited sleep, little exercise, poor diet, and an increase in smoking and drinking, as a response to chronic stress and exhaustion. 

The cult of the modern workplace is a killer. 

The three killer cults

1. The cult of long hours

Miwa Sado, a young journalist who worked for Japan’s state-run broadcaster, spent the summer of 2013 covering two location elections in Tokyo. In the period of 4 weeks, in the run-up to the elections, Miwa had worked 159 hours in overtime, working excessive hours, often 7 days per week. Within days of the second election, at the age of 31, she was dead. Her body was maxed out. 

Miwa is one of many; there is also the case of Moritz Erhardt, the city intern who died as a result of overwork. The list is long. 

While attitudes may be changing, the culture of long working hours in many countries is the default. I’ve seen it in my career. I see many friends and acquaintances across the globe viewing long hours as a badge of honour. Doing an all-nighter in some sectors – in particular legal, consulting, financial – can reach hero status. Long working hours extends beyond the traditional Monday to Friday, spilling over into the weekend. This is fuelled by the cult of busyness. Knowledge workers are often more vulnerable to this cult of busyness than other groups. In his work on Slow Productivity, Cal Newport talks of ‘pseudo-productivity’. This is the opposite of ‘deep work’, and leads to highly unproductive and unhealthy workplaces.

In the absence of an obvious metric, Newport argues, bosses began “using visible activity as a crude proxy for actual productivity”, ultimately encouraging employees to prioritise this performative busywork. This got even worse, the author notes, when computers became a fixture of office life: they led, he says, “to more and more of the average [worker’s] day being dedicated to talking about work, as fast and frantically as possible, through incessant electronic messaging”.

Newport eloquently describes the art of performative busyness. Looking busy as status symbol is the new gold standard in many global work environments. As stressed by Lindsay Kohler, the lead behavioural scientist at employee engagement consultancy scarlettabbott, projecting busyness signals – in a climate of redundancies and layouts – leave me alone, I’m busy; I’m important and critical to business success. It’s the psychology of self-protectionism and status management all rolled into one. Burnout is the result.

2. The cult of technology

The modern workplace is driven by technological advances that drive human connectivity and speed of information flow. However, there is a dark slide to technology. Firstly, it drives the ‘always on culture’. The ideas that immediate connectivity means instant availability. I had coffee with a client of mine – the partner of a global law firm. I sat for 15 minutes as she described how she’d reach for her mobile phone literally, the moment she woke up. She’d be checking e-mails at 5.30am as she went to the bathroom. Her ‘work days’ were structured through a pattern of meetings and email checking until midnight, and then over the weekend and when on family vacations. No down-time. The phone was becoming a drug device – it became a means for her latest dopamine hit. She was drugged up on technological unhappiness. 

According to Marylène Gagné, a professor at the Future of Work Institute at Curtin University in Perth, Australia, technology has worsened the satisfaction of our psychological needs when we work. Her research has stressed that the increase in technology has led to a decrease in human capital skills, simply because technology has overtaken our skills requirements. This impacts key performance factors such as motivation, engagement and positive team relationships. 

Technology has eliminated the boundaries of work-life balance. In the US 47% of office workers believe that modern technology has increased their working hours, and at least one in three employees feel they are expected to be reachable after office hours. This always on culture via technology is stressing us all out. Gloria Mark from the University of California at Irving has shown that workers who take a break from the drug of mobile phone usage and email checking are less stressed, more productive and can focus longer on a single task.

Harvard Business School researchers Leslie Perlow and Jessica Porter asked a team of consultants from BCG to unplug from technology just once a week. The results, they became more productive and reported more open communication between colleagues. 

For me a critical issue with technology is the endless pinging of multiple devises simultaneously – Text, Phone, WhatsApp, Teams, Slack – the platforms designed to increase productivity and connectivity are, in reality, leading to dis-connected, unhappy and unhealthy humans. 

3. The cult of Othering

Being different has profound negative psychological consequences. As someone who has worked in inclusion management for over 20 years, I cannot stress enough the impact of being and feeling different is without question one of the most challenging issues of modern life. Many research studies have highlighted the importance of social connectedness as a trigger for positive health and wellbeing. Our relationships with co-workers, when friendly, stable, and positive impacts areas such as stress, anxiety, and depression. 

Research across five counties (United Kingdom, Australia, Brazil, Canada, and the United States) by the London School of Economics found that: 

  • Many individuals from ethnic groups are constantly ‘on guard’ due to experiences of micro-aggressions, bias and overt discrimination. 
  • Being on high alert adds an ‘emotional tax’ that negatively affects health, wellbeing, and the ability to thrive at work.
  • There was little difference between men and women, but marginalised racial and ethnic groups who are LGBTQ+ (74%) and transgender and nonbinary employees (85%) show significantly higher rates of being on guard against bias.

In my work with many global businesses, I have found that many marginalised groups often (almost daily) experience a profound lack of psychological safety resulting in the need to Cover at work. They often experience isolation or paradoxically Othering through extreme forms of tokenism – let’s roll out the black person for our Black History Month talk or the gay person to speak on all matters related to the LGBTQ+ community. This places a burden of representation on individuals. 

Promoting a culture of inclusion and wellness

We at FAIRER Consulting work with organisations to promote wellbeing through inclusion. Our FAIRER Framework is underpinned by a number of core principles. Based on this, we have found three significant factors that assists with promoting a culture of inclusion and wellness. These are: 

1. Switch off

Introducing policies and promoting cultural norms that allow colleagues to mentally switch off from work significantly increases wellbeing, resilience, and motivation. Having a no connection rule – emails, text messages etc, after certain hours and over the weekends is the first starting point. A number of European countries have now introduced laws prohibiting companies from contacting employees after working hours. Virgin UK has introduced a 2-hour per week email ban for all senior management, and Volkswagen does not allow sending or receiving emails after an employee’s shift has ended. The impact on women, disabled groups, carers, and others is positively profound. 

2. Social Connections

A core element of the FAIRER framework is the promotion of corporate cohesion, as an inclusion by design approach. It’s based on research that supports social connectedness and team bonding as a driver for emotional and physical health and wellbeing. Being connected to others drives a sense of feeling respected and values. A key element here is employee voice and the reduction on workplace ingroup and outgroup bias. Facilitating inter-group connections helps to increase psychological safety, while reducing the emotional tax that minorised groups face. 

3. Providing Opportunities

Providing good work opportunities and personal growth, specifically for minority groups, through activities such as mentoring and sponsorship assists with fostering a culture of nurturing. This is often driven by investments in inclusive leadership skills – empathy, perspective taking, insight skills and promoting team collaboration.  

Promoting a culture of wellbeing through inclusive leadership and inclusion by design principles drives behaviours that reduce feelings of being different and promotes belonging, which ultimately increases worker engagement, feelings of self-worth and overall wellbeing. 

About the author

Dan Robertson is MD of FAIRER Consulting and Global Head of ED&I Advisory Services at Hays International. Dan is widely regarded as a global expert on workplace diversity and inclusive leadership. He began his career in race equality and inclusion management, working across public policy and private sector strategy.  Over the last 15 years Dan has spent his time supporting global business leaders to transform their ideas into meaningful action, with a focus on inclusion as a strategic management issue, bias mitigation and inclusive leadership. He has worked extensively across Europe, Asia, the Middle East and North America. 

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The Rise of Killer Jobs

For some time now, discussions on www.makeadifference.media have delved deep into the detrimental impacts of toxic managers on workplace culture and employee wellbeing. It’s therefore intriguing that strategic skills provider Corndel has recently released research honing in on this very issue, shedding light on its prevalence and consequences.

The impact of toxic managers reverberates far beyond mere dissatisfaction—it corrodes morale, stifles productivity, and erodes trust. Corndel’s recently released Workplace Training Report, confronts these challenges head-on. The report unveils three critical revelations: a third of UK employees have encountered toxic managers, HR leaders recognise the pressing need for leadership training, and a seismic shift towards empathetic management practices is underway.

Key Insights from Corndel’s Workplace Training Report 2024

Many HR decision-makers (70%) identify ‘bad managers’ as a pervasive organisational issue. They believe that providing leadership training is key to eliminating toxic workplace cultures.

The report found that a third of employees in the UK (33%) have experienced a ‘toxic manager’ at work in the past five years. Shockingly, over four in ten (41%) have even left their jobs due to their dissatisfaction with management*.

These worrying findings are from Corndel’s Workplace Training Report 2024, which surveyed 250 HR decision makers at large organisations and 1,000 UK employees*. Toxic manager traits include micromanaging, inflexibility, intimidation, gaslighting colleagues and deflecting accountability.  

This is having a significant impact on employees’ experiences at work. Almost half of employees (47%) say that receiving mental health support and empathy from their workplace is crucial for their job satisfaction. Additionally, 46% feel that a positive workplace culture boosts their job performance, especially among younger employees aged 18-34, where it rises to 55%.

Despite these concerns, nearly seven in ten (69%) HR leaders admit that ‘bad managers’ are a prevalent issue within their organisations. However, only 54% of HR professionals believe their organisation’s leaders possess the necessary skills to cultivate effective high performing teams. But in contrast, 81% of HR decision makers are confident that their managers uphold the organisation’s values. 

Importance of meeting management culture expectations

James Kelly, co-founder and CEO of Corndel, said: “In an era where company culture is actively promoted and workplace mental health is marketed as an employee benefit, ensuring that employees’ lived experiences meets their expectations for management culture is key. The evolving expectations of employees are moving beyond free breakfasts and ping-pong tables to influencing organisational structures built on empathy and inclusion, with mental health and wellbeing support baked into the culture”. 

“HR decision-makers must prioritise finding solutions for toxic workplaces, recognising that empathy, emotional intelligence and mental health support are critical factors in enhancing employee retention, performance, and job satisfaction.”

‘Accidental’ managers lack key skills

A substantial number of toxic and ineffective managers may stem from the promotion of ‘accidental’ managers to higher positions, especially during periods of insufficient qualified candidates, exacerbated by the UK’s skills shortage. According to recent research by the Chartered Institute of Managers**, 82% of individuals entering management roles have received no formal management or leadership training. Alarmingly, half of those lacking effective managerial guidance intend to leave their organisation within the next 12 months.

Cultivating leadership and management skills to grow high-performing teams

HR leaders nearly unanimously agree (99% of those surveyed) that leadership training is an effective approach to combating a toxic workplace culture – and more than half (54%) are convinced that workplace training can completely eliminate toxicity. 

Over six in ten (62%) organisations are set to boost their training budgets in 2024, marking a notable increase from 48% in 2023. Furthermore, 90% of HR decision-makers acknowledge the substantial impact of mental health on business performance, highlighting that we’ll likely see a shift towards improved mental health and wellbeing policies being woven into workplace culture in the near future.

James Kelly added: “Our report emphasises that urgent action is required to prevent the domino effect of toxic managers on employee wellbeing, engagement, and retention. By prioritising leadership development that focuses on ‘human’ management skills, emotional intelligence and mental health support, HR teams can combat toxic management cultures and build motivated, psychologically secure teams.”

*Opinium Research conducted an online poll on behalf of Corndel with 250 HR decision makers in organisations with 250+ employees and an online poll with 1,000 UK employees on 7th to 11th December 2023.

** Chartered Institute of Management report, October 2023

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A third of UK Employees have experienced a ‘toxic’ manager’