Employee wellbeing – through COVID-19 and beyond.

Most of us are now thinking about the return to the new different. Whether this is a return to work for those employees on furlough or a return to workplaces for those of us that have been working from home for these last few months, change is on the horizon.

Wellbeing needs to be on all our agendas right now. I’ve been thinking about this a lot of late, reading and researching. I’ve collated here, for those who might find them useful, what I believe are the important factors for us to consider – and share with your leaders and managers with key roles to play in facilitating this return.

Disclaimers first. There’s lots of stuff on mental health here. I’m not a mental health professional; this is a distillation of stuff that I know from and have read from a range of sources. I am drawing on academic research and papers, so some points are somewhat simplified.

Now onto the helpful stuff.

We have each of us been living though a shared situation but we have experienced it very differently. From isolation to overwhelm, busier than ever to furlough. There will be people that have copied well, others that are not coping at all. We cannot assume what category people will fall into, what their particular concerns will be, what they will need in the week and month to come.  Mental health professions are telling us that during the last few months many people have experienced poor mental health – and these effects are likely to be long lasting.  Check out this report from Mind Charity.

When it comes to experiencing potentially traumatic events, people tend to fall into one of four groups.

1. People that will be fine
2. People that will need some support but recover reasonably quickly / well
3. People that are ok now but will become not ok in the future (delayed responses)
4. People that will not be at all well and will need lots of support.

It isn’t that straightforward to say how many people will into each group. There are a number of factors at play here from personality type, demographic factors, availability of resources to the proximity to the experience. So for example, if there’s a traumatic event (like a pandemic) you might be more likely to fall into group 4 if you have actually become ill rather than just been worried about being ill.

Broadly, the majority of people will probably be fine (group 1) – possibly up to 65%. Again, we just don’t know. We cannot know a person and then guess where they will fit.

Lessons for HR? We need to prepare for what each of these groups need, from some basic wellbeing support for those people in group 2 to those in group 4 who may need long term support. We also need to make sure whatever we put into place is available long term – not just for the next few months.

Generally wellbeing interventions fall into three categories: primary, secondary and tertiary. Simply, primary is about tackling the source and preventing poor workplace wellbeing. Secondary is the wellbeing stuff that many of us do in the workplace – mindfulness, fitness classes and training and learning. Tertiary is the stuff that supports people who are ill (occupational health, EAPs, counselling). HR also needs to ensure that we have all of these available. Regarding primary interventions we can’t necessarily tackle the main source of stress (the pandemic itself) but we can reduce stressors of returning to work through good, timely communication, trained managers and effective health, safety and hygiene. Right now, we need to ensure that we are considering wellbeing initiatives at every level. We can’t tackle all of the primary (the source of the problem is outside of our control – but our response is not). We can address the particular sources of stress relating to returning to the workplace or the source of stress for particular employees such as working parents or people in BAME groups. We then need to have proactive wellbeing support to enable people to boost their wellbeing – and support for those who are currently unwell or will become so.

What about those employees who have been on furlough? Again, we don’t know. There’s no research that we can look at because it’s never happened before. We can however draw (to some extent) on research into unemployment and its impact on wellbeing. There are of course key differences (people on furlough have continued to have income even if reduced and there has been an end point even if it was not exactly known throughout).

Work, for some people, is associated with meaning and purpose in life. Furlough has challenged this. Just like with trauma, people react differently to being unemployed. Some of the factors around wellbeing and unemployment are less relevant but still possible (fears about re-employment or financial worries – noting that people may have had reduced incomes or be worrying that furlough will lead to longer term unemployment). Unemployment is linked with poor mental health and poor physical health too. This is often greater for those who have high levels of work-role centrality – e.g. their sense of work is highly linked to their sense of self. People’s response to unemployment isn’t homogenous and neither is the response to furlough likely to be either. There’s a whole range of factors that will impact how much someone’s wellbeing is impacted from their ability to be able to use coping strategies, retain some sort of structured time use and routine, financial implications and the duration of the unemployed period.

Onto quarantine now.  We’ve never before quarantined a whole country – so we are back to not really knowing the long term implications of it.  But there is research into other quarantine situations like SARS and Ebola, and it has been associated with stress, anxiety and increased substance misuse – some of it long lasting.  One thing that does need to be in the secondary and tertiary support mix – help for people who have struggled with substances during COVID-19.  Make this about wellbeing, not discipline.

As HR professions or people managers we are unable to make any assumptions about how people will be or what they will need. We can make an educated guess or two. If someone has been seriously ill as a result of COVID-19, they may be more likely to fall into the group that needs more wellbeing support. If someone has been bereaved the same might apply. But as we cannot assume; our only option therefore is to engage on an individual level to find out whilst making sure that organisationally we have the right tools in place.

I believe it is critical that managers are provided with tools and information.  Many organisation train managers on mental health – but we need to help them understand the specific implications of COVID-19, and how to support staff now and for the months to come.  I attended a CIPD webinar last week where one of the speakers commented that (for furloughed employees but I think it applies wider too) returning to work isn’t a one off event, it is a process.  Improving wellbeing and mental health post COVID-19 and lockdown is similarly a process, and possibly a long term one too.

There’s one more thing to add. For some, a potentially traumatic experience leads to deep reflection. It challenges what we believe to be true, what we think we have always known. This can lead to a desire to change, to new motivations a new life course. We should expect some of our employees to be in this space too.

And finally.  Not everyone has seen a negative impact upon their wellbeing.  For some respondents to my recent research, the last few months has meant less stressful commuting, more time for exercise, a chance to eat better food and have the opportunity for hobbies.  Although I am not sure many of them were also home-schooling……

The future of work is at home. Maybe.

Recent weeks have seen several media articles and surveys, all predicting an increase in demand for homeworking in the future, now that many of us have seen just how possible it is to work effectively outside of the office.

I’ve been researching this subject with colleagues at Liverpool John Moores University. We asked employees, who had transitioned to homeworking as a result of COVID19, about their experiences. We asked them to reflect on their challenges from this time, but also what benefits they had found, and what if anything they wanted to differently in the future as a result. We analysed over 3500 individual comments and coded them into themes.

We expected that respondents would tell us about a range of challenges including childcare, home-schooling, stress and anxiety. We also expected to hear about the practical challenges relating to technology and appropriate work spaces, as well as finding balance and establishing boundaries between work and home. This is exactly what people did tell us. However, despite the very many difficulties expressed and the hardships endured, many of the survey respondents were able to identify and articulate very real benefits to their lives too – and much of this related to working from home and reducing the commute.

When we asked people want they want to do differently in the future, almost two thirds of people said that they want to work from home more. More than a quarter of those don’t just want to work from home one day a week, but on a much more regular basis. Some survey respondents talked of wanting to spend the majority of their time at home, or have an equal split between home and office. Others want to reverse the old idea of working from home being something you do one day a week and being in the office for the remainder, to four days at home and one in the workplace.

What does this mean in practical terms for organisations, and for HR teams in particular?

It is highly likely that in the months to come there will be an increase in flexible working requests specifically in relation to homeworking. In my experience of advising on flexible working requests in the past, most people who want to work from home asked for one day a week, or maybe one day a fortnight if they felt their manager was going to be particularly resistant. But we may well see a shift to asking for more time from home – or even the majority.

Of course, what employees want is not always what they will get.  So what happens if people get told no?  There’s a potential risk that where this demand isn’t met and requests are turned down, employees may choose to seek work elsewhere, perhaps for an employer that will allow them more flexibility in their working lives. We know we are heading towards an economic recession so these implications may take some time to be felt – but engagement and morale might take an immediate hit.

This increased demand for homeworking can present a real opportunity, especially in terms of talent acquisition and retention, for those organisations who are prepared to continue these new ways of working into the future.

There are some steps that our research suggests organisations should take now to prepare for the increase in demand for homeworking.

  • Review your overall approach to flexible or home working; how might it work for your specific organisational sector, role types and context in the future? Identify the risks and benefits for your organisation of increased homeworking (or indeed refusing it).
  • Prepare people managers for the potential increase in flexible working requests. Ensure that they understand policies and procedures and their specific responsibilities. They also need to be aware of the potential and multiple benefits of supporting flexible working in the longer term.
  • Review Flexible Working and Homeworking policies and processes to see if they are fit for purpose and update these were necessary.

Is homeworking here to stay? Only time will tell…….

What people want to do differently

This graph represents the answers to the survey question regarding what people want to do differently in the future as a result of their wfh experience. Simply, the bigger the box the  more coded responses.  

100 days

This week we reach 100 days in lockdown, or so I read on Twitter.

It has been long and long.

Those early pandemic, strange, discombobulated and anxiety filled early days have mostly passed. We have come a long way, but still have far to go. We have made new routines, accommodated new challenges along the way.

From the conversations that I’ve been having in recent weeks however, the main issue people seem to be experiencing right now, is exhaustion.

Juggling work and home, work and childcare, work and home-school. Working from kitchen tables and sofas. Sharing tech and too-small spaces. The constant online meetings demanding a whole different kind of focus. For parents, the thought that there are weeks and weeks more to come.

All too often we seem to have lifted and shifted the way that we worked in the office and moved it online. An all-day meeting? Let’s make it a seven hour Zoom! Some office forced fun? Now it’s in your living room.

We are running the risk not only of having tired employees, but actually burning them out.

How many concessions has your company made for the stress people are under? The balancing they are doing? How flexible are you being? What changes to ways of working have you made?

I sent a few tweets earlier today, prompted by one of the organisations I work with announcing a meeting light fortnight, in which they are encouraging people to cancel all non-essential meetings. The senior team are leading the way by halting their own.

I shared this, along with some thoughts of my own. The rapid number of likes and comments tells me that others recognise this problem too.

We need to think about tiredness. About exhaustion, about burnout. We need to make changes in the way that we are working for the sake of our people’s wellbeing and ongoing mental health.  Sometimes, this needs a formal, leadership message to provide the permission.

We need to recognise that being in online meetings all day is different – and more tiring – than sitting in a room with folk. There’s no opportunity to stand up and move around. No walk between meeting rooms even. Long meetings are especially tiring.

It is also too easy at the moment not to take any holiday – because there isn’t anywhere to go. Some of those things that might have got us up from the desk whilst in the workplace – coffee with a friend, nipping out to the shops at lunch, going out for some food – aren’t available either.

These factors, plus the ongoing and ongoing nature of this pandemic, are creating a perfect storm for being utterly, completely and totally knackered.

Here’s what I think we should do:

  • Reduce the length of meetings. All meetings should be 45 mins by default to provide for some movement and brain space between them.
  • Remind people to take their annual leave. Keep messaging this. Don’t just allow people to carry over leave or build up too much flexi-time.  Rest is essential, even if it just more of being at home.
  • Have a maximum time limit on online meetings. If you can’t sort it in two hours, do something else. No one needs a day long Zoom.
  • Stop meetings over lunch. This will help people find time for a break, and help parents who need to feed their kids.
  • If you see people looking visibly tired, check in with them. Ask them how they are, tell them you are worried about them. Encourage them to seek support from their manager.
  • Remind people about your wellbeing services. Get senior leaders to be part of the message – it will give the permission to play.
  • If you can afford to, give everyone a day off. Wherever possible, the same one. No email, no pressure.
  • Declare some meeting free days, e.g. no meetings on a Friday.
  • Have an email free day. Trust me it is possible. No you can’t replace them with instant messages, Slack notifications or Teams comments.
  • Where people are working with more time flexibility, such as working evenings and weekends around other family commitments, encourage them not to send emails immediately and schedule them for more typical working hours. Whilst I generally don’t like to perpetuate the myth that work takes place 9-5, right now let’s help each other with overwhelm by not filling up their inboxes.
  • It’s always been said that many meetings can be emails. Try and prove it.
  • Have a phone call instead of an online meeting! Remember them? You can get up and move!

We have a way to go yet, before there is some sort of normal again, whatever that means.  Let’s not burn people out before we get there.

Woman Leaning on Table

How is homeworking working for you?

I’ve already written about whether the current situation will really change how we work, or whether the old ways will just pull us back in.

Well I decided I’d try and find out some of the answers for myself. Along with some colleagues at Liverpool John Moores University I am researching employee experiences of working from home during COVID-19. If, before all of this, you more typically worked in an office but are now working 100% from home, please fill in this short survey. We are aiming to make the results available quickly so that they can be useful to organisations in their planning for future.

You can find the survey here.

Possible, flexible futures

If you read this blog regularly you will know that I am a big advocate of flexible working. In recent weeks I have seen it suggested that we will never go back to the old ways of working, that the case for remote working is now made, we will all be flexible workers now.

I am yet to be convinced.

Firstly, let us not conflate flexible working and remote working. Working from home is just one way that people can work flexibly, outside of the default 9-5 model. Secondly, we also need to acknowledge that what we are doing now is neither remote working or flexible working – not in any typical sense anyway.

Remember toom that research shows that there are strong biases against flexible workers, and these are unlikely to have gone away over night.  The current situation has challenged some of the myths about flexible working (technology being the main one) but many of the barriers and stereotypes remain.

When an organisation moves towards flexible or remote working it usually does so in a strategic, organised way. Thought is given to ways of working, equipment, communication, manager training and support. It isn’t normally something that we do with notice of just a day or so. It does not usually involve trying to simultaneously home school children, cope without a decent workspace, manage increased levels of anxiety, support friends and relatives with care or practical matters and cope with restrictions on our lives and freedoms.  We are not working from home, we are working during a crisis.

There is a potential different future on offer. There are certainly indications that there will be an increased demand for flexible and remote forms of working now that people have realised just what is possible. There is another future however. One where the old ways pull us back in strongly. Where the desire to manage once again by presence will return. Where those managers who have personally had a difficult time whilst working from home will simply return to turning down requests using that personal experience as evidence.

The business case for flexible working is strong. It is about talent, engagement, wellbeing, inclusion and sustainability. It can contribute to solving some of our big problems – if we let it. And that is the key. If we want a more flexible, remote future we cannot assume that this situation will deliver it to us on a plate. We will need to craft and create it.

HR – time to step up.

Wellbeing Resources

There’s no shortage of wellbeing content around at the moment. My social media feeds and email inbox is full of top tips on working from home, leading remotely, staying healthy during lockdown.

It can be difficult to know just what to read, or what to ignore.  I have curated for colleagues some of the more useful and interesting articles and links I have read in the recent weeks, below.

For anyone who is in a management or leadership role or supporting people that are, last week I had the pleasure of interviewing Professor Sir Cary Cooper, President of the CIPD and expert in health and wellbeing about the role of managers in supporting wellbeing during the current time.

Please feel free to share.

Ted playlist on self-care.

From Harvard Business Review: how to avoid burnout when working from home.
From the Conversation – being a better manager when working from home.
Harvard Business Review article – That discomfort you are feeling is grief.
From the Conversation – the perils of perfectionism during lockdown

My interview with Cary Cooper on the role of managers in wellbeing is here.

Productivity Shaming

We are living through something that almost defies words. Each of us is experiencing it differently, with our own unique fears, perspectives, losses big and small.

There is no one way to be right now. No good or bad. Just getting through, the best way that we can.

In the last few days I’ve seen several posts on social media that fall into the category of what I’d call productivity shaming. Bragging about achievements made during lockdown. Suggestions, implied and explicit, that if you’re not making the most of this situation you’re not doing good enough. Maybe a little lazy perhaps.

I call BS.

This might not be the time to learn a language, write that book you’ve always thought about, start a new hobby. If that’s what’s getting your through, if it’s adding to your wellbeing, then of course do it.

In normal times there is evidence to suggest that learning and accomplishment contributes to overall wellbeing. But these are far from normal times.

But maybe don’t tell others that they should be doing the same. Maybe don’t suggest someone isn’t enough if they don’t take your path.

And to those managers pushing for productivity right now, expecting people to deliver like they always have, I say simply this.  Lift your head. Look around you.  Look up the word empathy in the dictionary.  The time will return to worry about metrics and measurement and performance against objectives.  That time is not today.  

We’ve all got much to cope with right now. Our normal resources may not be available to us, our challenges greater than ever.  Finding balance between the two for many, is simply impossible.  

A list of shoulds, musts, oughts and got tos on top of everything else to be faced are neither necessary or helpful.  Verging on cruel.  

Be productive. Or don’t be.

There is no shame. Just getting through.


Working from home – the etiquette guide

Just for fun…..

All you folks who have never worked from home before, this list is to help you with vital etiquette when engaging with others virtually in the coming weeks.

1. Do not just randomly video call people. Us regular homeworkers cannot promise we have showered / brushed hair / go dressed. Always confirm first if video will be used.
2. Do not schedule virtual meetings unless absolutely necessary at the same times as Homes Under the Hammer (10am daily, BBC1 – you’re welcome).
3. If you have an audio call and here some random noises in the background we might be cleaning our kitchen / sorting the washing out. Multi-tasking is our jam. Don’t mention this.
4. Do not comment on the home décor of the person you are video conferencing with. Commenting on their pets who come into shot is fine.
5. We might look smart from the waist up but there is no guarantee we will have proper trousers on. Don’t request anything of us that might require us to stand up.
6. If we take a few seconds to pick up your call, we are hiding the biscuit tin / frantically chewing our lunch. Don’t draw attention to this.
7. If we say our webcam isn’t working it is because we haven’t showered. All that advice that says get up and put proper clothes on? I give you three days.
8. We look better than we normally do IRL? We know where the button on Zoom is that says ‘enhance my appearance’. Yes this is a thing. Don’t mention this either.

And finally….. as we all start managing this astonishing and scary shift in all our lives, balancing work and sometimes home schooling, be good to each other.

Be well.

About feet

I want to talk about a photo.

A photo of feet.

Not just any feet, but working feet.

Specifically feet that seem, for reasons that aren’t entirely clear to me, to illustrate issues like the gender pay gap, workplace sex based inequality and so on.

I know you have seen the photo (or one very similar to it).

There are a couple of versions around, but they have something in common besides the headlines.

There will be several pairs of feet. The  majority look to be male feet, suited and booted.

Then there will be some female feet. Always white.  Always appearing to be a professional or office type worker.  Always, and I mean always, wearing a skirt and with bare legs (or wearing some very womanly tights).  Heels are obligatory.

I have several problems with these photographs.

First of all – why and when did gender/sex related articles became associated with feet?

There’s a suggestion contained within that the only people (women) who experience gender and sex based problems in the workplace are professional, white and looking like a particular version of femininity.

Do women of colour, women working in retail, care or domestic work not experience the same challenges at work? Do women who wear boots and don’t conform to the old style idea of how women at work should dress also not experience discrimination, harassment, a lack of equal pay, career marginalisation?

Can we please find a better image to explain the systemic, structural and serious issues of sex based inequality in the workplace?

Say no to feet.

Being Human

Yesterday I sent a tweet about a conversation I’d been in that morning. It briefly described a situation that had been told to me, relating to a large UK organisation the name of which would be familiar to many.  This organisation was undertaking a redundancy exercise.  How did you know if you were impacted?  You were given a conference call number to dial, where you could listen to a recorded message.  Some people got the recording that explained their jobs were safe.  Others got the version that confirmed the individuals on the call were at risk of redundancy.

My tweet said that if you worked in HR and thought that was an acceptable approach, maybe it was time to find a new career.

The tweet has since had a lot of interaction; some has been from other HR folk expressing their dismay. Others have shared their own, similar stories.  I have even had private messages sharing other examples that they can’t mention publically, but all of which are frankly, shameful.

I stand by what I tweeted yesterday.

In HR, we have to do difficult stuff. It’s part of the job description.  We discipline people, we make them redundant, we change terms and conditions, we dismiss, reach settlement agreements, TUPE out and in, we change benefits arrangements.  I have done all of this in my career and more.

We do stuff that impacts upon people’s lives. When we do that stuff, we have an obligation to do it with decency, empathy and respect.  We have an obligation to do it properly and in accordance with all of the necessary policies and legislation.  We have an obligation too, to do these things professionally and with the individual – and not the process – in mind.

We should not do these things the quickest way, or the easiest way.  We should not do these things in the way that is most convenient for the business or the HR professional themselves.

Technology has its place – although the example here very much isn’t it.  But when it comes to job losses in particular, we must do this difficult stuff face to face.  It is the very least we can do.  Oh, and for the record, that means you go to them, you don’t get someone to come and meet you miles away from their home or office to get the worst of the news.

This is what being a human resources professional is really about. It’s not about resources, it’s about people.  They day we forget that, the day we set up a conference call to take away someone’s job, is the day we don’t deserve to work in HR.

Feel free to get your coat on the way out.


Stay away from my emails

I run a lot of wellbeing workshops and manager training. In most sessions, the subject of email use will surface at some point.  Often, someone will suggest that organisations should prevent email from being sent outside of office hours.  Sometimes they will have seen examples from other countries or businesses where emails are banned between certain times, or even prevented by IT systems.

I’m not a fan of this suggestion.

Just what are regular office hours anyway? If we assume that it’s 9-5 (or thereabouts) all we do is reinforce the outdated notion that these are the hours that people do / should work. If we banned emails outside of these hours then we limit the option for people to work flexibly or just simply when best works for them. It is just a whole new version of command and control management. There are already so many barriers to flexible working, this would be one more to overcome.

I was therefore pleased to see this research from the University of Sussex that will help me respond to this debate with evidence. The headline findings are that restricting email isn’t actually the nice simple wellbeing solution that some people think it is, and could actually do more harm than good.  You can find more information here.

When it comes to wellbeing, we are all different. One size only fits one.  What causes one person stress won’t even register with someone else.  The same applies to the question of what enhances wellbeing – there is no single approach here either.

Blanket policies and more rules aren’t the answer.  Neither is removing people’s control over how they work; we know that this only has the potential to cause even more stress.

Instead, if we want our employees to be well, we can start by treating them like adults, giving them autonomy and letting them work in the way that works for them.

Or is that just a bit too radical?

The often practiced art of non-work

Do you want to get some work done? Or do you want to do something a bit easier instead?

After a couple of decades of working in organisations large and small, I’ve concluded that there are many ways to ensure that nothing at all very much gets done. Here are the most popular ways of avoiding real work, making decisions, influencing real change or taking effective action.

To become effective at forms of non-work, consider this list.

First of all, if you don’t want any real work to take place, ensure that all meetings have at least 10 attendees. Responsibility for any actions will be so diffused no one will ever remember who is supposed to be doing what.  This works even better if the room is filled with people who have lots to say; it is inevitable that you will run out of time and a further meeting will be required to finalise the conversations.

The next best thing to a large meeting is to set up a Working Party. A misnomer if there ever was one.  The purpose of a working party is normally to look at a particular issue or undertake a discreet task.  Unless there are very well defined aims and objectives for the group, or determined timescales for completion, working parties can expand exponentially.

Run some Focus Groups. Decide that nothing can be done until you have some feedback on something from someone or other.  Ensure that, for  maximum non-work impact, multiple focus groups are held for separate stakeholder groups.  Report back the findings of a focus group to a Working Party.

Have an audit. Before any action can be taken it is a good idea to understand where you are now. So an audit of current practices / customers / stakeholders / external factors (etc) should be undertaken.  This could be completed by a Working Party (see above) for maximum inefficiency.  An audit will take at least six months, and the output of which will undoubtedly have to be reviewed by a committee who will have a meeting (see first point).  You can easily get a year of no work at all out of an audit if appropriately combined with other form of non-work.

Take a minuted action from a meeting. Guaranteed to kick the actual thing in the long grass until 48-hours before the next meeting when everyone will look at the agenda and work out what they haven’t done since the last meeting ended with relief all round.

Set up a sub-group to report to the main group / working party (no, I don’t know either, but I’ve seen plenty of them).

Hold a conference. First of all, a great deal of time and energy will be needed to plan the conference, including significant numbers of meetings.  Then there will be the conference itself, which, for those skilled at non-work can take at least several days of work time. There’s the (usual) daylong conference, and then some time required to set up and set down, send follow up emails and the like.  Typically conferences will have a plan for ensuring that the content isn’t forgotten and there’s follow up which most people recognise will never actually take place but everyone will pretend to dance.

Have a team-building activity (no good will ever come of this so just stop now).

Deferring a decision until the next meeting. This can arise in various forms.  ‘Taking something away’ is the main culprit.  Similar work terminating versions will include the need for further interim discussions (a pre-meeting before the next meeting), time for everyone to reflect, or a chance to consider how other organisations or departments might be tackling the same change.

Set up a committee. Like a Working Party on acid, many committees are nothing more than talking shops that create minutes, agendas, papers and buffet orders.  If you make sure that this is a committee with a large number of attendees, this will compound the inaction.

This blog post may feel a little snarky. It isn’t intended to be (well, maybe just a little bit).  There is a serious point here; in most workplaces there is always peripheral, life-sucking, value lacking stuff that gets in the way of the real stuff.  The stuff that makes a difference.

What do you want to be known for? Sitting in meetings and taking an agenda item away for further discussion? Or doing something that is real, valued, makes a difference?  There is of course value in some of the activities I have criticised. But not all of the time.  Not as the default mode of working or approaching any business challenge.

We can do real work, good work, better work.

Or we can perpetuate the bureaucracy.


10 Tips for Successful Flexible Working

I talk about flexible working a lot – but normally I’m being asked to deliver training or write policies. This week, someone who is starting to work flexibly for the first time asked me for some tips for making it successful.  This is what I said to them.

  • Clearly communicate your working pattern. Tell people, block the time out in your calendar so people don’t try and schedule meetings, and use an auto signature or out of office to communicate when you are available.
  • If you work part time, say so. Don’t preface it with ‘only part time’. You are not only anything.
  • Don’t be too flexible in return for your flexible working agreement. There might be occasions where a meeting is taking place at a day or time you don’t work, or people have an urgent issue they need to discuss with you when you are out of the office. Accommodating this once in a while is fine – but don’t make it a habit or let it expand so that you are doing it on a regular basis. Set your own boundaries.
  • Be prepared for ‘banter’. I wish I didn’t have to write this tip, but unfortunately it still happens. The ‘it’s alright for some’ comments are still rife in many workplaces, alongside the sideways glance at the watch. This is not your problem – it’s theirs. Decide in advance how you are going to handle this. You can choose to ignore it or have an answer ready. I tend to go with ‘I work flexibly because it makes me more productive’, often accompanied with a hard stare.
  • If your working pattern involves you working outside of what most people consider ‘typical’ working hours, consider how this will impact on others. For example, you may be online or sending emails at unusual times. Make it very clear that you don’t expect a response until the recipient’s normal working hours – this is especially important if you hold a senior position.

home working

  • Build in reviews of your working pattern. It’s good to keep flexible working under review. Check in with your manager every so often that the working pattern is working from their perspective as well as yours.
  • If childcare is your primary reason for working flexibly, don’t try and mix work with childcare. It isn’t good for you or the kids, and your work life balance will be impacted.
  • If your flexible working includes an element of homeworking, boundaries are also important here. Create a separate space for work if you can, and aim to have a defined start and finish time for work to prevent it spilling over into your home life.
  • If you are working a different schedule or from a different location to your colleagues, be proactive and talk to them about the best ways to keep in touch and stay connected. Make sure you own this conversation to ensure you don’t get left out. Let people know how best to contact you when you are not in the office.
  • Master technology. You don’t need special equipment of software to work flexibly or remotely – but you can make the most of readily available tools to facilitate effective communication and collaboration.


And finally….. be loud and proud about your flexible working. Working flexibly does not make you any less committed to your role.  Being open about flexible working helps to change the culture and pave the way for others.  If you feel that you can, be a flexible working role model.


Flexible working is already here….

……it’s just not evenly distributed.

Apologies to William Gibson for both appropriating and amending his quote.

Last week I shared on social media that I was really rather chuffed to be writing a book for Kogan Page, entitled ‘The Flexible Working Revolution’.

I have been inundated with connections keen to share the awesome stuff they are doing at their organisations in the name of flexibility.  I am looking forward to featuring some of these stories in the book in due course.

But this morning, the TUC shared the output from a recent poll that found that 1 in 3 flexible working requests are turned down.  I have also received comments from people in recent days, keen to share their horror stories when attempting to achieve even a small amount of flexibility in their working lives.

It’s clear that some organisations get the benefits of flexibility, not just for working parents as so often so stereotyped, but for wellbeing, inclusion, talent acquisition, retention and employee engagement.  But there are others that start from a position of no, of distrust, of flexism.

flex 2


Flexible working is in high demand, but more people want it than are able to achieve it.  I believe that flexible working is a key part of the future of work.  While some people are already embracing it, there are others that will continue to resist despite increasing evidence that this will be a talent risk.

Like with most new innovations or ways of working, the late majority will catch up – eventually.  But while we wait for them to do so, the talent might just have up and moved to somewhere more flexible instead.

Flexible working is already here.  Where are you?



Reflections on training. 

A few weeks ago I attended a training course. It wasn’t anything to do with my usual work, but was about learning to help children with Down Syndrome to navigate the transition to teenage years. 

As someone who regularly delivers training, I take part in learning as a delegate though that lens, experiencing it as a learner, but looking too at way the leaning is designed and delivered. The course left me with much to reflect upon, from both perspectives. 

The training itself was of the type that we now so often criticise. It was PowerPoint heavy, led from the front of the room by experts, and there wasn’t a huge amount of delegate activity. It was definitely low-tech.  There were no signs of flipped classrooms or action leaning sets or planning for knowledge transfer.  Just lots of content. 

There was an ice-breaker. A term second only to ‘role play’ for striking fear into your typical training attendee. From the oh so old school ‘introduce the person next to you’ routine to assembling pasta and marshmallows, we’ve all been there. But this was an ice breaker in every sense of the word. It was a question: ‘what word do you use with your child to describe their penis or vagina?’  Result – laughter, heads in hands, ice broken – but with an important point underneath used as a platform for serious discussion. (Children with learning disabilities should be able to have the appropriate descriptive words for their body in case they need to use them, for example to a doctor or the police). 

How often do you see an ice breaker at a learning event that either really breaks the ice, or is relevant to the learning itself? 

The extensive content was brilliantly delivered by two trainers who quickly established both their credibility and knowledge, but also their personal passion for the people that they help and support. They created a space in which it was safe to talk about difficult, deeply personal challenges. A room in which emotion could be expressed. 

It didn’t matter that the training room was bland. That it was a Sunday. That there was lot of PowerPoint and a cramming of content. No gimmicks. No workbooks or handouts. Just people who wanted to learn being taught solid content by people that understood.  

As a trainer, facilitator and occasional lecturer, I love to introduce new stuff to learners. I’m a fan of unconferences and Open Space, using technology in the classroom, MOOCs and flipped classrooms. 

But this course was a reminder, that underneath all the shiny and the new, what really matters is the quality of your content and the desire to learn from the people in the room. 

Symptoms or Causes

My good friend Fiona McBride has recently become a qualified yoga teacher. She has blogged about how, somewhat unexpectedly, she had found a connection between her yoga teaching and her work as a facilitator and coach. You can read her post here https://www.linkedin.com/pulse/crossover-fiona-mcbride.

The post resonated strongly for me as a few years ago I qualified as a Personal Trainer. Completely removed, or so I thought, was this learning from my day to day HR and coaching work.

But not so much.

Good and less good people stuff has similarities – whether we are talking about work or wellbeing (or indeed both).

Too often, personal training tackles symptoms and not causes. You want to get fit? Here’s some cardio. Want to tone? Have some weights. Lose weight? Here’s a diet plan. All laudable, but the missing piece is what lies beneath – and is where you can make a real difference. One that will sustain.

Why someone put weight on in the first place. Why someone suddenly wants to change their lifestyle. How they got to where they are today. Motivation, commitment, will.

Goal setting, starting with why, starting with the end in mind, identifying success, asking good questions, understanding, encouragement, appropriate challenge. Individual coaching, personal training…. the two are often the same in terms of approach. That one takes place in a work setting and the other in a gym barely matters.

But in organisations too, we see similar themes. We see a problem and want a quick, shiny solution. We don’t always take the time to really understand the true nature of the issue or how we got to where we are. We don’t do the deep work. We don’t seek the evidence. Treating symptoms and not causes. Instead, we use unhelpful phrases like ‘we are where we are’.

Whether we are talking about a fitness regime or the latest change initiative, quick fixes don’t work, and neither does ignoring the journey to now.

Doing the deep work is what makes all the difference.

5 reasons why employees don’t engage with wellbeing at work

I’ve been out and about talking to people about wellbeing at work. Talking to employees about why they do or why they don’t engage with wellbeing initiatives, activities and programmes where they work.  I am particularly interested in secondary and tertiary wellbeing initiatives; tools to enhance or boost wellbeing, tools to help people cope.  From mindfulness classes to resilience training, onsite fitness classes to events, health checks and counselling, what makes employees get involved – and what are the barriers to taking part?

These conversations have led me to find there are five main barriers to engagement with wellbeing at work.

I’m too busy.

We are all busy. Many of us like to make sure that other people know that too. Some people say that they simply don’t have time to engage in this sort of thing at work (or indeed at all). But the Personal Trainer in me questions this narrative – because this often what people say when they really mean that they don’t want to, don’t see what’s in it for them, or simply aren’t prepared to prioritise it. It’s a reason many people gave me (usually the first reason), but scratch the surface and you’ll often find something else instead. Sometimes, it is something else in this very list.


We all know that when it comes to mental health many employees are concerned about stigma. According to Mind, about a third of employees wouldn’t want to tell their manager if they are suffering from a mental health issue.  But the people I spoke to felt this about broader wellbeing activity too.  Going to a wellbeing event might make people think you can’t cope, that you need help, that you aren’t up to it.  It’s not what serious, successful people do, don’t you know. They are concerned about the potential reputational impact of being seen to need wellbeing support at work.


As I’ve blogged before, many organisations work to support their employees in boosting wellbeing or dealing with the symptoms of ill-health when they arise. But they aren’t always quite so quick to tackle the big, strategic, organisational culture related stuff that works at the preventative level.   This in turn can to cynicism on the part of employees. The organisation isn’t serious, it’s all just window dressing, there’s no substance, no desire to do the difficult stuff.  It’s just care-washing.

Lack of awareness.

I recently organised some focused wellbeing activity for an internal event. I communicated on every channel known to a HR professional.  Several times.  I covered emails, intranets, social media and some old school posters too.  Why didn’t you come along? I asked people.  Didn’t know about it, came the reply.  It doesn’t matter how much you think you have communicated and communicated, your message won’t necessarily be getting through to the people that need to hear it.

Lack of management support.

There are two aspects to this. Firstly, a lack of role models (especially at a senior level) talking about wellbeing, being seen to (really) care about it, or even attending some of those activities for themselves. The second aspect rests with the actions of the immediate manager in terms of encouraging their team to get involved, creating the permission and providing the time. Where managers and leaders are aware of wellbeing and their role in enabling it, this can make all the difference.  Where it doesn’t happen this will impact on take up.


When it comes to wellbeing at work, there is no silver bullet.  There is no single solution to supporting people, engaging people, even tackling that bigger strategic stuff.  Wellbeing is personal, contextual.  What it means to live and work well is different for each of us.  There will be some who will never choose to get involved and that’s just fine.  But for those who just might want to but feel constrained or unable, tackling some of the stuff on this list of barriers is a good place to start.


Wellbeing: start where you are


This meme (and some similar variations) has been doing the rounds on social media for a while.

I get why it’s amusing and why it has been so widely shared; because for many of us it is likely to feel a little bit true about where we work.

Wellbeing interventions in the workplace are generally defined as being of a primary, secondary or tertiary nature.

The secondary stuff is about helping people to cope and health promotion. It’s resilience training, mindfulness classes, fitness and free fruit.  The tertiary stuff is about supporting people who are already unwell or in a crisis situation.  Occupational health, EAPs, counselling services.  Both secondary and tertiary initiatives address symptoms.  These initiatives focus and place the responsibility on the individual.

I’m seeing increasing criticisms of organisations who are operating only in the secondary and tertiary spaces. This is of course, the basis of the meme.  But there can be real value in the secondary and tertiary.  This stuff helps to shift culture, give permission, create conversation.  It can give people valuable skills and information, and nudge them to work with wellbeing in mind.

Wellbeing at work is a tripartite relationship; it involves the individual, the manager, and the organisation itself. So the secondary and tertiary activity will always need to be a big part of any workplace wellbeing focus, whatever else is going on.

Of course the primary intervention…. that is where the magic happens. Primary interventions are strategic.  Tacking the big issues, whether that is systemic, sector wide, structural or cultural.  It is tackling the causes of organisation ill-health, and not the symptoms.  Primary interventions focus on the organisation, not the individual.  This is the hard stuff.  Much harder than handing out free fruit or offering some desk based massage.

To be truly effective, a wellbeing strategy needs to have all three types of interventions. This is where real change will be felt because together they address both the source of any negative impact on wellbeing as well as the consequences.

But if you aren’t there yet, that is okay too. Start where you are and with what you have got.  And if that is a mindfulness class, that will do for starters.

Train life: the rules

At the weekend I came across a train etiquette guide. It was, in my opinion, far too brief.  I have therefore compiled my own guide, issued with thoughts and prayers to everyone who has to commute to work via the train.

  1. If you don’t regularly get a train during rush hour, try not to comment incredulously on the state of the railways to more regular commuters. Phrases such as ‘is it always this bad?’ and ‘I couldn’t do this every day’ will not be welcomed.
  2. Always, and I mean always, have your ticket ready to go through the station exit turnstiles. Try not to leave getting it out of your purse as you approach said turnstile when there are 45 other frustrated people behind you.
  3. Don’t speak to fellow commuters unless there is an absolute emergency. In my case, for the avoidance of doubt, this should only be if I am on fire and you are certain that I have not noticed.*
  4. When [insert useless train company of your choice] don’t sent enough carriages and you are forced to stand with your body so uncomfortably close to a total stranger that you can tell what they had for lunch, you will both pretend that this is not happening. There will be absolutely no eye contact.
  5. Take the following items on a train journey: tissues (to blow your nose – no sniffing, ever), headphones* (no, we don’t want to listen to your videos and Facetime calls) and something to read (this also helps with points 3 and 4).
  6. Do not take: smelly food, smelly dogs, smelly feet (retain shoes on feet at ALL times).
  7. If you take a large suitcase with you on your journey, please store this in the appropriate place. The appropriate place can vary from train to train, but is not ever a) on your seat when there are people standing, and b) in the middle of the bloody aisle so no one can get passed it.
  8. Don’t buy the coffee on the train. This has nothing to do with etiquette. It’s just always vile.
  9. Try not to use the toilet. See above.
  10. Wait for people to get off the train BEFORE YOU TRY AND BOARD IT.
  11. Please, oh please, don’t have loud business conversations on the train. If you need to form, norm and storm, sell several tonnes of steel, provide interview feedback or pick some low hanging fruit, do consider doing this somewhere (anywhere) else. It’s both a potential breach of the GDPR and deeply irritating.
  12. If you leave a train part way through its journey, consider taking your rubbish with you and putting it in an actual bin so that another traveller doesn’t have to sit next to your empty cans of Stella.
  13. Aftershave.  Don’t bathe in it before you leave the house for your commute.
  14. TAKE YOUR BAG OFF THE SEAT. Do not wait to be asked. Just do it. Or be aware that I will sit on it.


*A colleague gets my train regularly. Most days we then get on the same bus at the other end.  Sometimes we even sit next to each other.  We have never, ever spoken.  This is the British way.

**Headphones can also be utilised as a defence mechanism for people who break rule 3. You don’t even need to be listening to anything.

On Kindness

This is a story about kindness, and the difference that you can make to someone else without even knowing it.

My mum works in a supermarket. Recently while she was at work, a stranger walked up to her and spoke her name, took her hand. ‘I have wanted to see you again for nearly 40 years’ she said.

When I was a young child, my mother had been involved in the local community baby and toddler group. One day they had held a sale of pre-owned children’s clothing.  The woman holding my mum’s hand had been a young, single mum, struggling for money.  This was the late 1970s.  She told my mum how she had often experienced negative reactions to her single mum status.  Judgement and disapproval.  My mum had chatted to her just for a little while, been kind, and given her some of my old baby clothes and didn’t charge her for them.

This woman remembered my name, my mum’s name, every detail of the encounter. She told of how she had wanted to say a proper thank you during all of the years in between.  She had never forgotten a moment of kindness from another mum.  It doesn’t surprise me that my own mum doesn’t remember this particular meeting, because this is just who she is, every day.

We should remember that no act of kindness is ever wasted. People will always remember how you make them feel.  We can make a difference to others as we walk through the world.

Be kind, always.