The 7th annual MAD World Summit

“Gen Z doesn’t want to show up to work,” is a sentiment I’ve heard from business leaders in my role as a performance specialist. This perspective is often accompanied by complaints about a perceived lack of motivation, unrealistic demands, or an inability to handle feedback. But dismissing this generation with oversimplified stereotypes isn’t just short sighted, it’s a missed opportunity.

The comments in this www.makedifference.media article reminded me of the need for employers to understand that Gen Z represents more than a new generation entering the workforce; they represent a huge cultural shift. Their unique perspectives, skills, and values challenge traditional workplace norms. They also illuminate the path to a more adaptive, innovative future. As the leaders and teams of tomorrow, understanding how to integrate Gen Z effectively into the workplace is not just beneficial but vital for business success.

Who Are Gen Z?

Born between 1997 and early 2012, Gen Z has grown up in a world vastly different from that of previous generations. Their experiences have been shaped by:

• Constant Connectivity: With smartphones and social media available throughout their upbringing, Gen Z is used to instant communication and have been able to communicate with anyone, anywhere, at any time.
  
• Digital Information: This generation has had access to online resources for learning and problem-solving from a young age. They’ve never been confined to traditional methods, such as books or physical classrooms. Instead, they have had access to endless information in multiple formats like detailed podcasts and 15-second clips.
  
• Global Exposure: Diverse lifestyles, ideologies, and career paths are more visible than ever. They’ve witnessed global news in real-time and influencers building six-figure incomes from their bedrooms with a laptop and Wi-Fi.
  
• Economic Uncertainty: Having lived through the 2008 financial crisis, the COVID-19 pandemic, rising living costs and global unrest, many have grown up sceptical of traditional career paths leading to stability.
  
• The Pandemic: From 2020 much of the world spent around two years in uncertainty. At times it was even illegal to meet people in person. We were living in sweatpants, bringing offices into homes and watching “Tiger King” on weekdays. For many in Gen Z, this was their last days of school or first two years of work.

This backdrop sheds light on Gen Z’s priorities while highlighting the stark contrast with earlier generations. Older generations will remember the days of dial-up internet to send a single email, the hefty expense of making overseas calls, library books to gather information, and the absolute need to be physically present at school or work—or risk falling behind. Work was defined by smart-casual dress codes, long commutes, forced small talk after a poor night’s sleep, and endless “could have been an email” meetings, all as part of a path that typically promised stability and relative comfort. 

Why Traditional Work Doesn’t Appeal to Gen Z

Imagine stepping into a system where:

• Homeownership feels out of reach.
  
• AI threatens to make some jobs obsolete at an accelerating pace.
  
• Flexible, self-directed career paths seem more viable than rigid corporate structures.

For Gen Z, the old model of work like long hours in an office, strict dress codes, and unquestioned hierarchies seems increasingly irrelevant. It’s not that they don’t value work; they value work that aligns with their priorities: flexibility, purpose, and outcomes over process.

What Gen Z Brings to the Table

It’s easy to focus on what Gen Z lacks, but doing so risks ignoring their immense potential.

• Empathy and Humanity: Gen Z is increasingly attuned to mental health, diversity, and inclusivity.
  
• Adaptability: Raised alongside rapid technological advancements, they’re quick to learn and embrace new tools, including AI.
  
• Creativity and Innovation: With exposure to a vast array of circumstances, ideas and perspectives, they can bring fresh approaches to problem-solving and innovation.
  
• Digital Fluency: As digital natives, they often bring strong skills in leveraging technology to optimise processes and communication.

Gen Z is uniquely equipped to take full advantage of digital advancements. Human skills such as empathy, adaptability, and creativity will become even more valuable, emphasising the qualities that distinguish people from AI.

Rethinking the Workplace for Gen Z

Flexibility Over Rigidity

• How: Offer flexible schedules, remote work, and hybrid options that allow employees to work to their full potential.
  
• Why: Productivity is about results, not hours spent at a desk.

Purpose and Meaning

• How: Link tasks to a bigger mission. Show how their work benefits the company, community, or world.
  
• Why: Highlight the ways their work has value and develop a sense of purpose beyond profits.

Fair Compensation

• How: Provide competitive salaries, good benefits, and perks like wellness and generous time off.
  
• Why: Financial pressures mean fair pay is crucial for job satisfaction and retention.

Support and Development

• How: Invest in training, coaching, and leadership development to help them grow, close skill gaps and develop experience.
  
• Why: As a younger workforce, gaining experience and strengthening weaknesses is important for development. Opportunities for growth fuel motivation and a sense of purpose.

Empathy and Inclusion

• How: Strive towards a workplace culture that emphasises open communication, psychological safety, and inclusivity.
  
• Why: Transparency and trust encourage engagement, collaboration, and loyalty.

Explaining Business Needs

• How: Clearly explain the reasons behind mandates, ways of working, goals and requirements.
  
• Why: Not all personal preferences are aligned with business goals. Explaining why mandates and assignments are appropriate builds respect, transparency, and understanding.

The Business Case for Change

Some leaders fear that adapting to Gen Z’s needs might compromise business priorities. In reality, the opposite is true. Creating a workplace that values flexibility, purpose, and inclusivity boosts employee engagement, retention, and overall job satisfaction.

The pandemic demonstrated that businesses can adapt quickly when necessary. Embracing Gen Z’s strengths offers a similar opportunity: to innovate, evolve, and position organisations for long-term success.

Integrating Generations

Gen Z is not a problem to fix but a resource to embrace. Their priorities and skills may differ from those of previous generations, but with understanding and adaptation, businesses can create environments where generations can bring their strengths together harmoniously. In doing this, we can accommodate future generations and build a foundation for sustainable success.

So, how do we integrate Gen Z into the workplace?

Let go of outdated systems, value their humanity and support their growth. By doing this, we ensure a future where both businesses and their people can grow.

About the author

Emma Gray is a performance specialist and founder of Empathrive. With expertise in psychology, mental health, fitness, and software engineering, Emma brings a holistic approach to transforming the workplace. Emma deeply understands the challenges of today’s work environments and knows what it takes to empower successful teams. Through proven strategies to enhance performance and optimise work structures, Emma helps businesses boost productivity, minimise burnout, and build a positive workplace culture that drives sustainable business success.

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With so much going on in the world, it’s great to see that survey platform WorkBuzz’s State of “Employee Engagement Report” indicates that employee wellbeing is set to be the main priority for HR professionals in the UK over the next twelve months. This is closely followed by employee engagement and then attracting talent.

WorkBuzz’s research was conducted with 640 HR professionals, including 335 from the UK.

Balancing flexible working with wellbeing

The research highlights that employee wellbeing has been a key HR concern for the past number of years, with it being the second highest priority in WorkBuzz’s previous report. However, organisations are now placing an even greater emphasis on their employees’ mental, emotional and physical health, as they try to effectively balance their workforce’s need for flexible working with wellbeing issues exacerbated by the isolatory nature of home working.

The situation with younger workers aged 16-34 is among the most complex as they have a strong preference for remote work, and yet are more prone to depression and loneliness*.

“Employers are trying to solve a challenging paradox – providing their people with the option of remote and flexible working on the one hand, while managing the wellbeing fallout from this on the other”, says Steven Frost, CEO of employee engagement specialist WorkBuzz. “Reconciling flexibility with duty of care to ensure a supportive and thriving workplace culture, is a challenge many HR teams are currently struggling to navigate.”

Increasing focus on employee experience

Employee engagement and more broadly, the employee experience, is HR professionals’ second biggest priority according to WorkBuzz’s recent report, moving up from fifth position in last year’s priority list. The focus for HR appears to be on improving the quality of the more everyday employee experiences, with employee listening playing an important role in this.

Frost says, “HR leaders are placing greater weight on listening to their employees to find out how their daily lived experiences can be improved. They want to make changes that are genuinely reflective of what employees want and need rather than investing in sweeping top-down initiatives.”

The ongoing challenge: talent attraction

Talent attraction – still third on U.K. HR professionals’ priority list when compared with 12 months’ ago – remains an ongoing challenge.

Frost adds, “Securing highly skilled diverse candidates, especially those with transformative digital skills, is a struggle across many U.K. industries. It requires HR professionals to take a holistic approach so that their organisation is viewed as an appealing and inclusive destination for all.”

Career structures are changing. At the same time, the ability to find a sense of fulfilment and purpose at work are increasingly being recognised as central to employee wellbeing.

There’s not only the continuing shift to flatter, less hierarchical structures, but there’s also the advent of AI that is, already, hugely changing the way people do their jobs.

But what does this all mean for employers?

It means that, to keep staff engaged, happy and productive at work, it might mean rethinking traditional career paths – not only to facilitate employees finding more fulfilling roles and keeping themselves relevant, but also to best deploy skills across an organisation. We’ve written here about how to cater for employees who don’t want to manage people and here about how to go about restructuring.

In this article, we case study a company – engineering firm AtkinsRéalis – which is ahead of the curve on this trend. We talk to Jo Rigby, Senior Director, Global Lead Performance, Talent and Careers, Human Resources, about her strategy and vision. The company is progressive in the way it thinks about skills deployment, is using AI to support career progression and wants its employees to think of life-long careers there ‘without boundaries’.

What have you noticed about the way career paths are changing?

We’re noticing that it’s increasingly beneficial to shift from the traditional model, based around jobs, organising work in terms of the skills needed to perform it. 

Confining work to standardised tasks in a functional job hinders some of today’s most critical organisational objectives: agility, growth, and innovation, as well as diversity, inclusion, and equity. And the ability to offer a positive employee experience for people. 

So, we’re freeing people from being defined by their jobs. Instead employees are seen as whole individuals, with skills and capabilities, that can be fluidly deployed to work, matching evolving business priorities, as well as employee career interests.

And job satisfaction is obviously linked with Health and Wellbeing, as well as productivity?

That’s right. So what we’re doing is opening people’s minds to other possibilities. 

How are you doing that? 

One of the ways we are addressing this is, we are taking those with critical transferable skills  and inviting them to work in a different market. 

Take the example of our engineers working in the Transportation Market in the UK; given the government spend investment challenges, we need to think differently about talent optimisation. 

We are inviting employees to consider markets they might not have thought of, like defense. This sector is rocketing, as is nuclear. We call this the ‘Gateway’ model.

We also have regions that are rocketing in terms of wealth and work, like the Middle East. You can apply the Gateway model here too.

We’re trying to take employees who, ordinarily and historically, would have stayed in ‘their lane’ in the transportation market and encourage them to take a look somewhere else so they can take those critical skills of engineering with them.

And you’re using AI to help you identify these opportunities across your company to transfer skills, is that right?

Yes. We’re using AI to help our people based on the skills they have now, and what they might need for the future. They input their skills into our platform ‘Opportunity Marketplace’ and it makes suggestions on jobs, learning or mentoring, often inspiring the employee on actions that they wouldn’t have ordinarily thought of. This opens their minds to other possibilities to contribute to the business and grow their career.   

How do you get someone, for example, who has never considered defense or nuclear to entertain this idea?

We talk about skills transfer, upskilling and reskilling to enable our people to perform at their best, and keep themselves relevant, as well as have a fulfilling and varied career. 

The problem with a lot of linear structures is that people get fed up because they have to wait for the person senior to them to move on, in order to progress. Does this method get round that?

Essentially, yes. The trouble with those linear career paths is that employees feel like they’re hitting a ceiling and not able to move on in their lane. So a lot of our messaging is around the skills you bring to a role, and where you find your fulfillment, your purpose and your sense of belonging. We call it ‘careers without boundaries’.

Historically progress mainly was about moving up in a linear way, but younger employees in particular are saying to me ‘why can’t I do a sideways role and move to something interesting and new?’ They are interested in the learning and growth and, most importantly, the variety and choice they have available to them. 

What are the challenges?

One is that we still have a long way to go in terms of helping our people understand how they can take control of their own career. We have a really strong philosophy that you drive your own career and change starts with the employee, and we expect them to have regular check-ins about this throughout the year.

Having said this, we still see in some of our exit data comments like ‘I didn’t get the career I wanted here’. So we recognise there is more work to do.  Careers are unique and personal. What we’re focused on is building capability to ensure more of a coaching approach through questioning and listening to enable conversations to get to the heart of what really matters to our people as well as them being at their best and making a difference in their contribution to the business – these two things come hand in hand with one another.  

What about AI – are you having to manage people’s career worries about AI taking their jobs?

In the last year we’ve been educating our people on Microsoft’s AI tool Copilot. It’s called ‘co’ pilot for a reason; it’s working with you, helping you do what you do in a much more efficient way.

I had someone say to me in quite a bashful way ‘oh, I used AI’ as if it were a dirty word. There’s a fear or stigma attached to it, so our challenge is how do we support people to go forward with it and maximise the benefits?

This is where skills really come into play for me because it’s all about having the relevant skills and ensuring you’re either up-skilling or re-skilling – and doing this quickly.

Do you see any differences between your younger employers and older generations on any of these issues?

What I see is that younger generations really want variety and meaningful work. And, they really want to make a difference and don’t want to do run-of-the-mill work. 

This is so different to my personal career experience, when I was younger, I welcomed all the work I was fortunate to experience, for me back then it was work. I see real positives in todays’ younger generations being braver to challenge and challenge hard in order for them to be sure the work they experience will make a difference. 

We invest heavily in developing people who come to us in their early careers and we emphasise, as they arrive, the need for a growth mindset to enable their future so they can adapt and work in places with our clients wherever they are in the world.

We are steering towards a working world that is changing the way work is designed, organised and executed at the same time employees want more choice and flexibility – a world we are embracing  

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As organisations continue to navigate the evolving landscape of work, many are finding that typical hybrid workplace models no longer align with operational needs or employee expectations. The widespread adoption of hybrid and distributed work has created new challenges, but it has also opened doors to innovative solutions that can enhance productivity, wellbeing and employee satisfaction while managing costs effectively.

The impact of remote work on employee wellbeing

The impact of remote work on employee wellbeing is multifaceted. While remote work offers flexibility, it can also lead to feelings of isolation. A survey by ResumeBuilder.com found that 25% of remote workers feel their social skills have declined since working from home, with challenges in initiating conversations and participating in group discussions. 

Conversely, remote work is also associated with happier employees and reduced stress levels. According to the U.S. Career Institute, 48% of remote workers report less stress and have the lowest stress levels compared to hybrid and in-office employees.

How a global professional services firm addressed these complexities

For many organisations, addressing these complexities requires innovative solutions that strike a balance between operational efficiency and employee wellbeing. A global professional services firm provides a prime example of adapting to these challenges through a partnership with a workplace aggregator platform. This offers Pay-As-You-Go access to professional workspaces around the world in addition to fixed HQ sites and the option to work from home (WFH).

Faced with the need to optimise its real estate portfolio, the firm closed several offices in response to broader industry trends – with 90% of CEOs claiming that adopting a hybrid work model has reduced business costs. 

To maintain access to professional meeting spaces however, the firm gave employees access to NearU, a Future of Work tool that includes a booking platform with access to on-demand workspaces. This enabled teams to select an environment best suited to their needs – whether for client meetings, team collaborations, or simply as a local alternative to WFH.

Their staff now have on-demand access to professional workspaces across different regions, regardless of business unit. This approach has proven particularly valuable for distributed teams within the business who need space to collaborate in person. 

Rather than being constrained by traditional office boundaries, teams now choose a workspace that best suits their specific needs, whether for client meetings, team workshops, collaborative projects, or simply as a local alternative to WFH. This flexibility has enabled the organisation to maintain its professional standards while adapting to a more dynamic way of working.

How a global IT company addressed the impact of remote work on wellbeing and team cohesion

One of the less discussed aspects of remote work is its impact on mental health, wellbeing, and team cohesion. This challenge became particularly evident in the case of a multinational IT company headquartered in APAC after switching to a hybrid/remote set up. 

Despite the many well-documented advantages of remote work, the organisation observed concerning feedback trends relating to employee wellbeing. Many workers were reporting feelings of isolation and decreased opportunities for meaningful collaboration. 

Previous research from the Royal Society for Public Health underscored this concern, finding that 67% of workers who felt isolated in their remote work environment reported higher stress levels and decreased job satisfaction.

In response, the company’s HR department partnered with NearU to establish an approval process for employees to access professional third spaces when needed for wellbeing reasons. 

This approach recognises that while remote work offers basic flexibility, some employees still require the option to access a workspace to maintain their productivity and mental health. By implementing this system, the company demonstrates a commitment to employee wellbeing while maintaining the benefits of a predominantly remote work model.

This approach also aligns with findings from the Royal Society for Public Health, which reported that 67% of workers felt less connected to their colleagues when working remotely, highlighting the importance of providing alternative workspace options and an environment to collaborate outside of the primary HQ.

How a large Indian technology company balanced cost reduction through office closures with legal obligations to provide workspace access

A third and final case study highlights how global organisations must consider and navigate varying regional requirements while implementing wider workplace changes. In this example, a large Indian technology company sought a solution to balance cost reduction through office closures with legal obligations to provide workspace access across certain European markets.

Their solution involves utilising flexible third spaces in markets where they have closed permanent offices but retain staff who need workspace access. This approach ensures compliance with local regulations while providing employees with professional work environments, whether they need them occasionally or on a full-time basis. It’s a prime example of how companies can maintain their legal obligations and support employee needs while pursuing operational efficiency.

Meeting employees’ diverse needs

Beyond these examples, the broader implications of hybrid and flexible work arrangements cannot be ignored. Employers adopting hybrid models are seeing significant savings on real estate costs, a significant benefit in an era of economic uncertainty. Moreover, employees with access to local, flexible workspaces often report increased productivity, primarily due to fewer distractions and the elimination of lengthy commutes. 

Global studies have shown that the average commuter spends over an hour each day travelling to and from work. By offering flexible arrangements with options to work near home, organisations allow employees to reclaim this time, enhancing both professional output and personal wellbeing.

Despite these benefits, challenges remain. Remote work, while popular, does not suit every role or personality type. Some employees thrive in an office environment, where spontaneous collaboration and in-person interactions can drive creativity and innovation. Others face difficulties setting boundaries between home and work life, which can rapidly lead to burnout. 

Organisations must therefore embrace a nuanced approach to workplace strategy. By adopting employee-centric policies, such as hybrid models and access to on-demand third spaces, companies can cater to the diverse needs of their workforce. The key lies in flexibility: recognising that one-size-fits-all solutions are not viable in a rapidly changing work environment.

The future of work is not about choosing between remote and in-office setups; it is about creating a fluid toolkit that offers employees the choice to thrive in an environment that suits them best. As these case studies demonstrate, organisations that embrace flexibility and innovation will not only enhance employee satisfaction and productivity but also position themselves as leaders in the evolving world of work.

About the author

James Solomides is the Co-founder and Chief Commercial Officer at NearU. With 15 years of flexible workspace industry expertise, he has established himself as a trusted adviser to many of the world’s largest companies. Throughout his career, James has demonstrated a keen ability to solve complex workspace challenges and guide organisations through workplace transformations. As businesses continue to navigate the shift towards distributed and hybrid work models, he plays a pivotal role in shaping these modern workplace strategies, helping companies adapt and thrive through Future of Work (FoW) and PropTech solutions.

James will be exhibiting at The Watercooler Event on the 30^th April and 1^st May.  

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We quizzed leading industry experts for predictions on what would be priorities in 2025.

Priority: facilitating continuous learning

In our recent feature on key challenges in 2025, unsurprisingly the rapid pace of tech change was mentioned. In order to deal with this, employers will need to prioritise continuous learning and development among employees. 

There is already a sense of fear among some employees about tech like AI taking over jobs, so educating them on how they can best work alongside these new tools is essential, not only for productivity, but for wellbeing too.

Jo Rigby, Senior Director, Global Lead Performance, Talent and Careers, Human Resources, AtkinsRéalis, confirms that “how we help our people use tools in the right way” is a priority for her, as is “keeping pace with technological advancements and changing job requirements”. 

Others argue that training/discussions should also be provided on the ethics of emerging technology, as well as the promotion of face to face soft skills, which are potentially at risk in a tech-focused world.

AtkinsRéalis is taking a particularly progressive approach to new technology, focused on identifying the best opportunities for staff to keep their skills relevant and futureproof through upskilling and reskilling programmes. 

The employer is also using AI to help identify skills that can be transferred between different roles, as well as different sectors, which initially wouldn’t appear to be a match. The company calls this ‘Careers without Boundaries’ and empowers the employee to feel in control of their career path.

An added challenge regarding learning and development now, says Rigby, is that fact that with hybrid working “different work environments require new strategies for learning”. She recommends embracing “learning in the flow of work” which means creating a culture where learning is embedded into job designs on a daily basis.

“This makes learning more relevant and immediate to boost employee motivation and attract and retain top talent,” says Rigby. She also recommends keeping an eye firmly on “the ROI of learning” and creating robust metrics and data points aligned to business performance and goals.

Priority: shifting to a culture of prevention

The new government has made clear it has set its sights on transforming the culture of Health, and the NHS, to one of prevention rather than cure. It is planning on making a raft of reforms (see this feature) which will have an impact on employers. 

Smart About Health’s Head of Strategy and Operations Sarah Restall recommends that “rather than waiting for problems to arise”, or indeed legislation to be introduced, employers should “proactively identify and mitigate risks”.

According to her, this requires a deep understanding of the employee lifecycle and the unique challenges that individuals face at different stages of their lives ie. one size, as we keep saying here, does not fit all!

It also requires a shift from “reactive, siloed interventions” to “proactive, integrated strategies that address the full spectrum of employee needs”.

She recommends employers can kickstart a prevention culture by educating employees on topics such as sleep hygiene, stress management and nutrition. But, this needs to be done alongside “ensuring that workloads and expectations support these behaviours”.

On a more practical level, screening for certain illnesses and diseases, like cancer, are another way that organisations can create a culture of prevention. With these screening tests becoming increasingly affordable, many more employers are likely to consider this option as a benefit in 2025.

Priority: financial wellbeing support

Many of our interviewees identified that supporting employees’ Financial Wellbeing would be a priority in 2025 as the economic uncertainty and ‘cost of living crisis’ continues. 

“Programmes addressing financial literacy, debt management, and savings will likely see further development, recognising the critical role financial stability plays in overall health,” says Sarah McIntosh, Chief Executive, MHFA England.

Octopus Money CEO Ruth Handcock flags certain changes, like reduced stamp duty thresholds for first-time buyers and stagnant child benefit policies, that will leave many more employees “grappling with tough financial decisions”.

“These pressures risk affecting productivity, engagement, and overall mental health,” she says. “But there are very practical ways that employers can support their teams through these challenges so they feel more in control of their finances and better equipped to navigate change.”

Indeed, supporting employees to navigate change better was cited as a key challenge in this feature on 2025 challenges.

Priority: bedding in office / remote / hybrid working model

Last year saw many employers call for their employees to come into the office more, with some stipulating mandatory days and others core hours. Some even required office attendance to take advantage of certain benefits like bonuses.

Whichever path was chosen, 2025 will surely be the year to consolidate the behaviour around that decision.

Many organisations have chosen a hybrid model as there are some clear benefits to remote and flexible work. But, as Mental Health Trainer and cancer awareness campaigner Sharron Moffatt, says:

“Remote work isn’t going away, but if we don’t get better at defining boundaries, burnout will keep rising. Employees need support in creating healthy routines and learning when it’s okay to say ‘no’,” she says.

McIntosh also stresses the need to watch out for isolation and disconnection among some employees who are working remotely.

“Organisations will need to address this by fostering stronger community-building efforts, both virtually and in-person, to maintain social wellbeing,” she says.

Priority: listening

This article on the importance of listening was one of our most read articles of last year…. Which is good news, as listening is going to be a priority in 2025!

As Dr Jo Yarker, Professor in Occupational Psychology at Birkbeck University of London, says, with an increasing recognition that Health & Wellbeing is “owned by everyone” increased collaboration – for which listening is an essential skill – will “help to accelerate the impact of activities to improve working lives and business performance”. Particularly, collaboration between OH, HR, H&S and DEI will be important.

There is often a mismatch between how ‘well’ leaders believe their Wellbeing strategies are being received, and how well they are actually being received. This is why organisational listening is so important in identifying the needs, particularly of different segments of the working population, and providing tailored solutions and benefits for them. 

“Smart workplaces will start to listen to employees,” says Health and Wellbeing consultant Amy Mckeown. “My hope is that 2025 is the year that we start listening to each other. Even those we disagree with. Bring back debate. It’s only by listening  and understanding each other more we’ll be able navigate the change, uncertainty and uncharted waters that lay ahead.”

Priority: measuring any Health and Wellbeing activity

Measurement continues to be a tricky area, as the industry still seeks a standard and robust methods that can be adopted universally. One of the challenges predicted for 2025 is senior management pushing back on budgets and an important part of a professional’s armoury will be the ability to use data and prove ROI.

According to Yarker, we are already seeing the shift but we need to see it more:

“There is growing recognition of the need for evidence-based approaches. Professionals are starting to scrutinise the design and impact of the tools they are using; taking a more data driven approach and considering  more carefully the outcomes / KPIs they want to deliver on.”

The main theme of the last MAD World Festival in October was the debate on where the responsibility for Health and Wellbeing lies between the employer and the employee.

While there were valid arguments discussed both sides, there was a general consensus about the move away from one off, generic health campaigns to job design and organisational culture and to personalised solutions relevant to individuals.

Yarker, for one, hopes that 2025 is the year that the term “psychosocial risk” is normalised and “we move beyond health promotion and focus on the role of good jobs”.

This throws up more challenges in terms of measurement because culture is much harder to measure than a one-off campaign. However, the increased pressure on organisations to find ways to report on ESG measures will help Health and Wellbeing make a more compelling case.

Yarker predicts that in 2025 we will see more organisations integrating Wellbeing into ESG, aligning their strategies with broader company goals, which demonstrate social responsibility. 

Dame Carol Black would like to see the industry “come together more” in terms of measurement and  outcomes  potentially sharing their findings  so that organisations might learn from each other and industry as a whole benefit

“But it’s very rare that a company publishes the outcomes from the  interventions they have introduced,” she says. “That would help us move forward and learn a great deal, if they did.” 

All of the issues in this article will be covered as part of the free-to-attend conference sessions taking place  at The Watercooler Event on 30th April and 1st May 2025 at ExCeL in London, The Watercooler Event is Europe’s biggest trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. Now in its fourth year, it’s two days of cutting-edge employee health & wellbeing, workplace culture, benefits, DE&I and engagement networking and product discovery – co-located with The Office Event for the full 360-degree workplace experience.

Named in recognition of those crucial “watercooler moments” of connection with colleagues, what really sets the event apart is its ability to unite the full range of stakeholders from different types and sizes of organisations. You can find out more and reserve your place here.

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A new year often brings new ideas and a renewed enthusiasm as plans for the coming year take place and start to come to life. Whilst January is notoriously known for being a month where people feel ‘blue,’ with the colder weather and what feels like 6 months to pay day you may feel like the creative spark within your team isn’t shining quite as bright this month. 

Boosting team spirit through music

Team spirit and camaraderie are vital at this time of year to bring your people back together after the holidays, and music is a great way to inject some fun into your workplace. Allowing everyone to choose their favourite tracks helps them to feel valued and eases them back into work after an extended break. Adding some fun to the playlists can spark conversations – perhaps a ‘guilty pleasure’ playlist where people can try to guess who chose which song, or a themed playlist from an era like the 80s or 90s can create feelings of nostalgia.

We spoke to The Workplace Depot last year about how they keep their teams in the office and warehouse connected, and how music plays a part in that.

Music in the warehouse

Mikey Doodah who works in the warehouse told us “When we’re working, the first thing we do is put the radio on, it gives everyone a bit of energy in the morning. On the Friday, what I like to do when it’s my turn to pick, I like to play party music, quite upbeat music, just to get ready for the weekend. I feel like it would definitely be a whole different atmosphere at work if there wasn’t any music because obviously it’s just a lot quieter, it just doesn’t feel right.”

Music in the office

Annabelle Earps, based in the main office said “We use music everywhere in the business really, we use it in the office upstairs, we have different stations for all the different teams, so we have customer service, finance and marketing. For myself, working in a creative role, it’s so important to have music on to get you through the days, get you through certain tasks, just excite me a little bit more and get me into that creative space.

A lot of employees can believe that it can be a really huge distraction to their employees, but personally I think it really helps me and really helps everyone else as well. When you go down to the warehouse and they’re playing music, like they were playing Cher a couple of weeks ago, which was just unexpected. I’ve had previous roles where I have dreaded going into work whereas here, it’s really, really a place I enjoy.”

Feeling valued through music

To sum up that feeling of being valued by their employer, Mikey added: “It makes you feel definitely more part of the team and part of a family that they’re paying for TheMusicLicence because it shows that the company does actually care about its employees. They’re willing to spend money on us, so we feel better whilst we’re working.” 

The Workplace Depot are getting it right when they play music for their people, hear more from the team there and how important music is to them here.

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This week, meet Future of the Office, Audiem, and Workplace Geek’s Podcast—three innovative entities reshaping workplace dynamics. Here’s why they stand out and why we’re thrilled to welcome them as exhibitors at The Office Event, 30 April – 1 May.

Future of the Office: Empowering the Future of Work

At Future of the Office, we transform workplaces to meet the evolving demands of the Knowledge Era, where flexibility, creativity, and employee well-being are at the heart of success. Our tailored approach blends stakeholder collaboration, data-driven insights, innovative design, and cultural alignment to create workspaces that inspire innovation, foster collaboration, and empower diverse teams to thrive.  

By integrating leadership alignment, cultural transformation, sustainable practices, and flexible furniture solutions, we craft environments that adapt seamlessly to the needs of hybrid work. With a focus on people and purpose, we turn offices into strategic assets, dynamic destinations that drive both business performance and employee engagement.

Audiem: Unlocking the Power of Employee Feedback 

Audiem is an advanced AI-powered platform that gathers employee feedback to reveal not just what they think, but why. We understand the importance of capturing employee feedback therefore, Audiem helps you make work better for your people by revealing actionable insights that really matter to them, based on their own day-to-day experiences. Audiem helps you to understand how your people feel about their workplace – and its impact on both their work and your business performance – in their own words.

Audiem’s cutting-edge technology collects feedback from various sources, including surveys, helpdesk tickets, and virtual suggestion boxes. With support for 100+ languages, Audiem transforms unstructured text data into user-friendly dashboards highlighting key pain points, themes, and suggestions.

Audiem gives all employees a voice not just the leadership team to uncover insights wherever you collect workplace feedback.

Click here to find out more about Audiem.

Workplace Geek’s Podcast: Bridging Academia and Business 

Workplace Geeks, the award-winning podcast on a mission to discover, interrogate and disseminate the world’s leading workplace research. We explore workplace research from around the globe with the teams behind it. We discuss the methodology and challenges as well as deep dive into the findings. Hosted by Chris Moriarty and Ian Ellison, each episode explores fascinating work with the authors themselves, capturing practical learning and potential business impacts.

Workplace Geeks bridges the gap between academia and business as we explore the diverse elements affecting workplace experience, employee value and business performance. You can subscribe wherever you get your podcasts, or click here.

Visit Future of the Office, Audiem, and Workplace Geek’s Podcast at The Office Event to discover how they can elevate your workplace experience. Save the date: 30 April – 1 May!

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Spotting the signs of mental health struggles in the workplace is a difficult responsibility. And there are growing resources that highlight behavioural, social and performance indicators of the individual struggling. 

But what if there are barriers to spotting these signs that lie within our own subconscious mental shortcuts (biases and heuristics) as managers?

It is important to state that these biases are not our fault; they are simply natural shortcuts our brains rely on to process information – but we may not realise how they influence our ability to recognise the signs that others may need our support. 

This article introduces a fresh perspective and practical advice rooted in behavioural science to help you spot the hidden signs of mental health struggles at work. We’ll uncover three biases that shape our thinking and explore how we can overcome them.

Let’s dive in!

The confirmation bias

Definition: We tend to interpret information or behaviours in a way that confirms our pre-existing beliefs or assumptions, while undervaluing contradictory evidence.

How this impacts us:

• Managers may unconsciously evaluate wellbeing based on an existing mental “template” of what mental health struggles look like. An employee we perceive as highly resilient, sociable, or generally “happy” may cause us to seek out information that confirms this is still the case while subconsciously missing signs of struggle.
  
  For example: a manager might think, “They have always been able to handle pressure in the past” or “They are generally the more social member of the team, so they must be doing fine.”

Practical Tips to Overcome:

• Ask for others’ perspectives: Project leaders, team members, or close colleagues may have noticed signals, changes in behaviour, or conversations you haven’t seen.
  
  You might ask: “Hi X, I’m always looking to proactively support Y as best I can – how do you feel they are doing themselves? Have you noticed any changes at all?”

• Resetting our assumptions: Regular check-ins are essential. Scheduling monthly or bi-monthly conversations to discuss life circumstances and overall wellbeing allows managers to spot underlying issues.
  
  Openly stating that you care about their wellbeing and are looking to understand how best you can support them allows you to ask empathetic questions as simple as:

“How is life treating you these days?”  
“I know work has been busy recently – how have you been doing outside of all of this?”
“Is there anything you’ve been juggling outside of work?”

• Flip the mental script:  We often assume others are doing “fine” until signs show otherwise. Instead, hypothetically assume someone is “not fine” and write down any evidence or behaviours that challenge this assumption.

The availability heuristic

Definition: We tend to rely on information that readily comes to mind when evaluating situations or making decisions.

How this may impact us: Managers may focus only on clear, observable signs of struggle, such as emotional breakdowns or missed deadlines, which often occur when someone is already in crisis. By understanding the more subtle signs of struggle, managers can ensure employees receive support before they hit a crisis. 

For example: someone may seem fine simply because they haven’t explicitly said they are struggling, haven’t shown visible distress like crying, or haven’t fallen behind on deadlines.

Practical Tips to Overcome:

Try not to ignore the high performers:

• The Availability Heuristic often causes us to overlook high performers who mask their struggles through productivity. This can reinforce unhealthy productivity myths and presenteeism. To counteract this, regularly check in with high-performing employees to uncover potential hidden struggles.
  
  A simple question like: “I’ve noticed you’ve been really busy at the moment—your work is great, but I just wanted to check in to see how you’re holding up in general?”

Be aware of the more subtle signs of struggle:

Working Behaviours & Performance: 

• Employees may arrive late or leave early more frequently.
• They may struggle with concentration or decision-making.
• Small mistakes may occur more often, even in routine tasks.
• Employees might stay off-camera or muted more frequently during video calls.

Social and Emotional

• Avoiding social activities or becoming unusually withdrawn.
• Eating lunch alone or at their desk more often.
• Showing increased irritability, defensiveness, or frustration.
• Appearing more stressed, anxious, or overwhelmed.
• Displaying lower motivation or disinterest in their work.

Language Indicators

• “I’m not sleeping well at the moment.”
• “I’m just feeling tired or exhausted a lot recently.”
• “I’m feeling a bit overwhelmed.”
• “I’ve got some personal things going on.”
• “I’m not enjoying my work at the moment.”

The fundamental attribution error

Definition: We tend to attribute the behaviours of others to their innate personality or character, rather than to situational, external, or contextual factors.

How this may impact us: 

• Misattributing performance issues to an individual’s character can cause managers to overlook stress, burnout, or personal challenges as the true causes of struggle.
• Employees who feel misunderstood, unsupported, or unfairly judged may experience worsening mental health and performance. 
• Managers may also overlook contextual factors such as consistently high workloads, tight deadlines, team conflicts, longer working hours, or challenges outside of work like family or health issues.

For example: We might assume an employee who is missing deadlines is unorganised or uncommitted, that someone appearing distracted in meetings is disinterested, or an employee arriving late or working from home frequently doesn’t care about their job.

Practical tips to overcome: 

Seek to understand the context behind an employee’s behaviour. 

• Take a supportive and empathetic approach by asking open-ended questions that allow employees to share their circumstances. 

For example:

“I’ve noticed you’ve been a bit quieter recently. How are you feeling in general, both in and out of work?”

“There are a couple of small mistakes I’ve noticed, which isn’t like you. Are there other pressures or challenges I should know about?”

Focus on observing patterns rather than isolated incidents. 

• Avoid jumping to conclusions based on a single event and instead look for trends over time. 
• Keeping notes on workload changes, team dynamics, or personal pressures can help you identify patterns and provide a clearer understanding of what may be contributing to an employee’s struggles.

Centre conversations on solutions. 

• Ensure your conversations and check-ins focus on finding a solution going forward and any support needed which could address an underlying issue or cause for performance.

• Collaboratively find ways to adjust workloads, offer practical support, or provide reassurance.
  
  For instance, you might say:
  
  “You mentioned you’re feeling a bit overwhelmed—let’s look at how we can adjust the workload or how the team can help out,”
  
  “I noticed a few small mistakes, which isn’t like you. I’m more than happy to help with any final checks or proofreads so I can help support”

As we mentioned, these biases are not our fault; they are natural shortcuts our brains use to process information quickly – but by making ourselves aware of our own biases we can create a new lens to identify and support employees’ mental health. When we approach our teams with curiosity, compassion, and an open mind, we not only support individual wellbeing but also foster healthier, more connected, and resilient workplaces.

References:

Kahneman, D. (2011). Thinking, Fast and Slow. New York: Farrar, Straus and Giroux.

Kayhan, V.O. (2015). Confirmation Bias: Roles of Search Engines and Search Contexts. International Conference on Interaction Sciences.

Wang, Z. (2023). Research on the Application of Availability Bias on Decision Making. Lecture Notes in Education Psychology and Public Media.

Goldhahn, A. (1992). Effects of Culture and Debate Experience on the Fundamental Attribution Error.

About the author:

Jack Duddy is the Founder of Kind., a mental health startup that empowers the social circles (co-workers, friends, families) of those struggling to become effective supporters through practical tools and behavioural science. With a career as a Behavioural Science consultant, Jack is dedicated to understanding human behaviour and creating meaningful change. Informed by his own lived experiences of mental health struggles, he blends professional knowledge with personal insight to craft effective solutions. Jack focuses on creating collective wellbeing, strengthening social connections, empowering individuals and organisations to improve mental health. 

In 2023, Acrylicize took centre stage in redefining how art can integrate with workplace design through their captivating installation at Loyens & Loeff’s Hourglass building in Amsterdam. This innovative project exemplifies the fusion of digital artistry, interactivity, and brand storytelling, creating a space where employees, clients, and visitors alike can experience the core values of the organisation in a tangible way.

A vision centred on people

As a leading European law and tax firm, Loyens & Loeff places people at the heart of their business—a philosophy that became the inspiration for Acrylicize’s bespoke digital art installation. The challenge was to translate this ethos into a physical form that seamlessly connects with the firm’s new Amsterdam office, its people, and the surrounding cityscape.

Drawing from Amsterdam’s iconic canals and waterways, Acrylicize designed an 11m x 9m installation located in the building’s entrance and atrium. The centrepiece is an interactive LED lighting system that ripples outward in response to nearby movement, symbolising the impact and intrinsic value of each individual within the organisation.

Technological innovation meets aesthetic brilliance

Acrylicize’s approach leveraged cutting-edge technology to create a dynamic, programmable LED track system. The system enables a spectrum of colours and lighting effects inspired by the changing hues of the sky—from the warm yellows and peaches of sunrise to the brand’s signature blue midday tones, and the deep purples of evening.

This artistic versatility ensures the installation evolves throughout the day, offering a range of moods that reflect the rhythm of both the environment and its users. For moments of celebration, a special “party mode” adds a playful touch, reinforcing the firm’s vibrant and people-centred culture.

An emotional connection through art

This installation not only enhances the aesthetics of the workspace but also creates a lasting emotional impact. As Loyens & Loeff’s team noted:

“Acrylicize immediately understood what we had in mind. The artwork fully meets our wishes; it is friendly, sustainable, abstract, surprising, and recognisable.”

The interactive nature of the installation transforms the space into a living, breathing canvas, fostering a deeper connection between individuals and their environment.

Rethinking office spaces

Acrylicize’s project for Loyens & Loeff underscores how digital art can elevate workplace design beyond functionality, offering a platform for meaningful interactions and brand storytelling. It’s a powerful reminder of the role of art in shaping human experience and driving emotional engagement within corporate spaces.For a detailed look at the project, visit the original case study here.

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