Over three years on from initial lockdowns, the global corporate landscape continues to evolve in response to learnings from the COVID-19 era. Whatever your views on the remote vs return-to-office debate, the data indicates a wider preference for hybrid work models, blending remote and office work. 

The rise of hybrid work is found to aid in enhancing employee efficiency. This supports the idea that office environments still play a vital role in harmonizing workflow, without the need to enforce in-office roles 5 days a week. For employees, work-life balance is a major factor, with companies who champion flexible work favored by 89%

Where some companies had existing hybrid models in place before March 2020, they were rare. An advancement of technologies over the last three years, coupled with a shift in attitudes, have played a crucial part in this transition. Organizations are now able to quickly adapt and thrive amidst changing workplace norms. 

The role of Artificial Intelligence in HR

Prominent among these notable technological advancements is an increasing global reliance on artificial intelligence (AI). We’re seeing signs of a stronger commitment to AI, such as with the UK government’s ‘Frontier AI’ taskforce. Focused on innovative AI applications, they aim to discover new uses for AI, and address safety risks associated with AI. The implications transcend industry boundaries, expected to make an indelible mark on HR and the management of people. 

The benefits of AI for HR are multiple, and still largely unexplored. The power of AI is already being harnessed to help automate aspects of talent acquisition, including screening job applications and identifying non-inclusive language in job adverts. Not only does this expedite the hiring process, it also lays the groundwork for more equitable hiring practices and more inclusive cultures. 

An area expected to leverage AI imminently is Learning & Development (L&D). According to the Learning Performance Benchmark report, only 50% of L&D teams have achieved ‘level one stage’ of Organizational Learning Maturity. In a world where half of the workforce must re-skill or upskill by 2025 in order to keep up with shifting demands, this is clearly problematic. Initiatives that focus on state-of-the-art learning technologies and cost-effective training initiatives are necessary for accelerating organizational learning maturity, and emerging technologies will play a pivotal role in this. 

How flexible working supports diversity and inclusion

The rise of technology continues to support a move towards flexibility, and as always we should assess everything through the lens of balance. 

The global shift to hybrid and remote work is paving the way for our future: 

  • Research suggests that three days a week in-office is optimal for career growth and idea generation
  • Recent reports indicate remote and partially-remote roles are a great way to reduce carbon emissions and slow climate change
  • Diverse employees – particularly neurodiverse colleagues – find working from home hugely beneficial

Yet, only a quarter of businesses currently offer fully flexible hybrid working. This discrepancy presents a pivotal area for development and change, and highlights the need to embrace emerging technologies. 

On the subject of diversity and inclusion, many neurodiverse employees feel AI tools could further their career progression, underscoring the importance of technology in shaping breakthrough L&D practices. It’s clear that companies must strive for inclusivity, not only in hiring processes, but in their professional development initiatives too. 

In the face of technological advancement, HR and ERP software integration promise to streamline operations, boost employee engagement, optimize business processes, and enhance decision-making capabilities. By promoting adaptability, particularly in the technological domain, businesses can foster long-term innovation and growth. 

The benefits of AI for HR: looking to the future

The broad consensus is clear: as we navigate workplace transformation in the post-pandemic world, embracing hybrid work models, championing diversity, inclusion, equity, and belonging, and continually reimagining and bolstering L&D initiatives are the driving forces pushing us toward a brighter, more inclusive, and collaborative future of work.

Looking towards the future, the drive towards automating distinct operations hints at an increasingly predominant role for technologies like AI. This necessitates the cultivation of a culture valuing continuous learning, skill-building, and flexibility. Businesses are striving to adapt their workspaces and working styles in accordance with the pandemic-induced changes. Their focus must remain on fostering an environment that nurtures growth, empowerment, and adaptability in the face of unprecedented challenges.

Global software business | 5000+ employees

Goals: Senior Leadership Development | Retention | DEIB

The challenge

A fast-paced software business, our client was scaling rapidly and facing huge cultural challenges as headcount grew. There were a lot of new managers in the business – both promotions and lateral hires – and a lack of alignment was creating issues.

“Looking at engagement surveys, it was clear there were holes in our management capabilities, and it was seriously damaging productivity, and impacting our diversity efforts. Our retention was also concerning, with turnover in some departments as high as 30%. We were aware there was a need for culture change.” – Talent Development Director.

Working with Sama

“We chose Sama due to the flexibility and scalability they offered. We initially rolled this out to our most senior managers, and once we saw the impact we began adding cohorts of management from critical departments too.”

Beginning with a cohort of 15 senior leaders, Sama now coach 100+ leaders within the business. This has allowed our client to roll out targeted development campaigns, addressing specific issues as they arise.

“The ability to communicate with coaches and for them to have insights on our specific business context was vital. When I’ve managed coaches in the past, communicating on an individual basis everything they need to know can become a full-time job. We were trying to build something bigger than just our managers, we needed this to have a wider impact than the coachee pool, and Sama allowed me to really communicate this to our coaches.”

Leveraging Sama’s confidential insights allows the company to share important company and individual information with coaches before sessions begin, providing context, framing unique challenges, and ensuring the fastest time to success.  

The L&D ecosystem

Coaching was not the first initiative our client implemented to invoke culture change. There was already a robust management training program in place, covering basic management skills and competencies such as strategy and values-led behaviours. 

“We had a great management training program in place, and the team were developing some great structures. But we were still missing managerial courage – that confidence to really lead teams and shape our culture. The emotional intelligence piece needed work, which is where coaching was the only solution.”

The results


Employee turnover decreased by 50% in 12 months, representing £33M savings and 220x ROI. (use this calculator to estimate your annual cost of turnover). 


“Coaching has been huge for our equity seeking populations too. Feedback highlights how female and neurodiverse managers feel more supported now Sama is in place. Personally, as a female leader in a male dominated environment, I couldn’t have survived without coaching.”


eNPS increased +17 points in the first year. Most notably, this began in the teams where managers were working with Sama coaches and has spread throughout the business as the initiative has grown. 

When you’re designing your L&D strategy, it’s easy to get caught up in all the amazing tools and offerings on the market. But you’re likely working with a limited budget, and while you’d love to transform your business overnight, you’ll probably need to work on a handful of initiatives at a time before moving onto the next project. So, how do you choose the right learning and development initiatives?

It’s vital that you understand what is a want and what is a need before requesting budget or presenting your strategy to senior leadership. But where do you start? There really is no one-size-fits-all approach to take; every organization is different, and will have different priorities. Here’s some tips to help you define what the right fit for your business is right now.

1. Do a complete audit

Before you begin planning for the future, you need to understand what is already in place (and whether or not it’s working), what has worked or failed in the past, and where there are existing gaps. 

You’ll need to speak to department heads, business unit owners, and the C-Suite to get a clear view of this before any work can begin. Compile all the information and look for any patterns or cross-over in terms of existing initiatives and learning gaps. 

2. Prioritize and score potential initiatives based on effort, impact, and budget

Impact must take into account the overarching business goals, not just those of the people team. Aligning a learning outcome with a big ticket item for the C-Suite gives you far more success when it comes to gaining buy-in. Using a method like RICE scoring will help keep things objective and ensuring your outcomes are accurate and you choose the right learning and development intiatives to begin with.

3. The highest impact scores must be prioritized. 

Whether they’re your favorite ideas or not, i’s important you trust the system and prioritize your high impact projects. These will be unique to your business, but some common high impact initiatives include:

Moving classroom training to eLearning within an LMS where possible and relevant.

This allows for less disruption to the flow of work as people are able to access content when they need it, rather than taking a whole team out of output mode for a day.

Formal coaching and informal mentoring

A coaching culture encourages and supports learning, growth, and development. Businesses with coaching cultures want their people to become the best version of themselves through ongoing feedback, healthy challenge, and support. Giving people access to performance coaches, alongside trusted internal mentors, sets everybody up for success.

Plugging skills gaps

‘Upskilling and reskilling’ are terms you’ll have heard a lot in the last 5 years. Skill gaps have ballooned worldwide with 87% of companies set to face this challenge in the near future. Around 1 billion people will need to be re-skilled by 2030 to keep pace with changes brought on by technology, calling for a “reskilling revolution”.

Find out all about the latest L&D trends and start building a world-class strategy today.

If you’re responsible for learning and development (L&D) programs, you’re likely focused on how to secure budget and get that all important leadership buy-in. Convincing senior leaders to spend money on new initiatives can be tricky. This is especially true in areas like training where the immediate ROI or benefit to the business can be hard to demonstrate. Here are three ways to make a strong business case and get leadership team buy-in from the start.

1. Involve (relevant) senior stakeholders from the beginning

The best way to get started is by involving the C-Suite from the beginning. Don’t come to an executive, board, or people planning meeting with a fully formed strategy. Instead, ensure you raise the need for a program overhaul before you get started.

  • Outline your reasons why (use data to highlight skills gaps and other areas you feel are lacking)
  • Set project goals in an early conversation
  • Ensure you’re asking for input from the relevant C-level roles. This isn’t just the obvious ones like Chief People Officer. Often COOs and CEOs are useful stakeholders for L&D projects.

2. Make business goals the center of your strategy

A great L&D program centers business goals and aligns with overarching business strategy. Make sure it’s clear from the outset how your L&D program will be integral to achieving your business goals by getting your people performing at their best to support your company’s success. 

For each idea or initiative, link it to a company objective when you first present it, and in all subsequent project plans. This clarifies your vision for senior stakeholders and makes it more likely they will buy into the initiative.  

3. Demonstrate ROI

It may be easier said than done, but the best way to gain senior leadership buy-in is with numbers. While it may not always be immediately obvious how investing in L&D drives ROI, some areas are easier to quantify than others:

Reduction in employee turnover

If your business is focused on reducing headcount loss, it’s easy to show the financial benefit of your initiative. 94% of employees will stay longer in a business they feel is investing in their development, and you can use an online calculator to demonstrate exactly what the annual cost saving of higher retention looks like for your organization.

Reduced litigation costs 

For industries where compliance and/or litigation are major concerns, it should be straightforward to demonstrate where enhanced training could have prevented previous litigation costs, whether within your organization or by using case studies and news stories from your peers.

The impact of high performance

Investing in strategic development initiatives, like coaching, has a direct impact on output and productivity. In organizations where coaching is widely available, 70% of employees’ day to day performance improves, boosting company-wide productivity.

Gaining C-Suite buy-in for your L&D programs is vital to securing budget and getting sign-off. Remember to involve the right people early, use data to support your strategy, and focus on ROI for maximum success.

Find out all about the latest L&D trends and start building a world-class strategy today.

It’s no secret that your people want learning and development opportunities. In fact, 94% of employees would stay longer in their role if they felt their company was invested in their personal development. Whether you already have a robust L&D program or you’re just starting out, gathering feedback from all stakeholders on learning gaps is crucial. Here are three ways you can get started.

1. Start with company goals

The purpose of a great L&D program is to get your people performing at their best to support your company’s success. Your first step in gathering feedback on L&D needs should be speaking to business unit heads and understanding their key business goals and challenges. Not only will this help you understand where to prioritize your focus, you’ll also get buy-in from senior leaders early in the process. 

Use data to support your plans

Understanding key metrics around performance, turnover, and profit will highlight where learning initiatives are likely to best support business needs. This will help you prioritize the gaps, and will act as a great way to gain senior leader buy-in, too. 

2. Conduct an L&D needs audit 

This is a big task, and one that will take a lot of input. In order to understand what is already in place, you’ll need to speak with all department heads and people managers. Understand existing team provisions, and whether each item is standardized or bespoke. Compile all the information and look for any patterns or cross-over in terms of existing initiatives and learning gaps. 

Best practices

Alongside your audit and internal fact finding, there are several initiatives that fit every business. If you’re not already doing these, it’s time to consider their place in your business:

  • Coaching
  • Mentoring
  • Leadership development programs
  • Performance reviews & OKR / Objective setting
  • Custom eLearning / training sessions

3. Ask your learners

Commonly overlooked, engaging the people who will actually be doing the learning is critical to gaining buy-in. A major reason employees don’t engage in learning programs is they don’t find the solutions and opportunities relevant to their own development. Using employee feedback to create your L&D program is the best way to build something that works for the business and the people.

Keep it simple

Start with the simple question: “what do you want to learn?” This should help you gather 3-4 recurring themes and highlight major areas of focus and can be as simple as a free text survey. Avoid multiple choice questions as you’ll limit scope and influence the direction of answers; giving people the option to answer with anything – however creative – will give you much more honest and useful feedback in areas you may not have considered. 

As with anything, feedback is crucial. Building learning and development programs that engage the entire business is fundamental to their ongoing success. When everybody feels they have a voice, buy-in will be high and your programs are sure to be a success.

Find out all about the latest L&D trends and start building a world-class strategy today.

It’s no secret that employee expectations are changing. People are demanding ever-more from their employers, with a particular focus on personal development, which of course falls to you in HR. Whether you’re new in a business or a veteran, you’re likely asking yourself one crucial question: how does our Learning and Development program measure up to other companies?

Offering a robust learning and development program is key to attracting and retaining the best talent, and staying attractive in a competitive job landscape. But where do you start? First, you need to understand what other companies in your space are offering, and understand how to match – or beat – them. 

Here are 3 major L&D initiatives to keep you competitive in 2023.

Plugging skills gaps

‘Upskilling and reskilling’ are terms you’ll have heard a lot in the last 5 years. Skill gaps have ballooned worldwide with 87% of companies set to face this challenge in the near future. 1 billion people will need re-skilling by 2030 to keep pace with technological advances, calling for a “reskilling revolution”.

Giving your people the opportunity to upskill or reskill and future-proof their careers is a great way to stay competitive.

Ditch one-size-fits-all

If the latest shifts in learning patterns are anything to go by, one size fits only one.

In a world where we get personalized recommendations for what to watch on Netflix and customized news feeds on social media, it’s only natural that learning also moves in a similar direction. If we can use technology to make every other aspect of our lives more efficient, why not our learning? Learning personalized specifically for one’s interests and career goals is one of two main motivators for employees to learn. 

People want learning and development that is relevant to their career and their goals. By offering this, you can easily stay ahead of your peers.

Create a culture of coaching

More than just the latest L&D buzzword, a coaching culture encourages and supports learning, growth, and development. Businesses with coaching cultures want their people to become the best version of themselves through ongoing feedback, healthy challenge, and support. 

There are several ways businesses are leveraging coaching in 2023:

  • Level 1: Using engagement surveys to understand what your people want and need. Investing in one off initiatives and training sessions. Encouraging mentoring from manager and senior peers. Running team building sessions. Acknowledging learning styles and creating space for neurodiverse colleagues.
  • Level 2: All of the above, plus investing in specific ‘manager as coach’ training so your managers all adopt a coaching style with their teams.
  • Level 3: Employing all of the above, and investing in external, professional coaches to enable everybody to reach their individual goals and unlock their full potential.

Embedding a coaching culture – especially a level 3 culture – is a deliberate strategic decision, and cannot happen by accident. It takes constant work and investment, but the rewards are huge.

Find out all about the latest L&D trends and start building a world-class strategy today.

Wellbeing is a huge focus for many global businesses right now, as they seek to mitigate the long-term mental health challenges their teams are facing in the wake of the last few years. Whether it’s hybrid working, enhanced benefits programs, or ‘summer hours’, new initiatives and wellbeing trends seem to emerge every week. 

The thing many companies are missing, however, is the desire for purposeful careers; people are seeking work that aligns with their values, and companies where they see a long term future. The best way to create that purpose is to commit to people development. Specifically, it’s time to invest in professional coaching for wellbeing.

How can professional coaching help? 

The words ‘professional’ and ‘wellbeing’ may feel somewhat at odds, but it’s really important businesses understand what wellbeing truly is, and move away from the entrenched view of something fluffy and intangible that can be created through discounted cinema tickets and on-site gyms.

Wellbeing is the state of being comfortable, healthy, and happy. It’s a combination of a person’s physical, mental, emotional and social health factors, and as such is unlikely to be heavily impacted by the addition of an office pool table or drinks fridge. 

True wellbeing requires a great deal of psychological safety, something a workplace has a huge positive – or negative – impact upon. When organizations support their people via meaningful, relevant development initiatives, those people thrive. The best way to ensure mutual alignment on values and purpose is to provide a clear investment in their future.

Three ways coaching supports wellbeing

  1. Your people have a safe, confidential space to discuss challenges and work through issues. For companies where wellbeing is a priority, leadership and managers likely already have strong coaching skills, and people undoubtedly feel supported. By investing in external, independent coaches, you’re creating the additional psychological safety your people need in order to thrive. Coaching allows them to address challenges in real-time, independently, and on their own terms.      
  2. Coaching encourages work/life balance, developing strong boundaries, and prioritization. One of the main stressors people face is a lack of perceived balance. This is a huge barrier to wellbeing. Coaching encourages prioritization, allowing your people to perform at an optimal level at work, while also feeling as though they can live their lives. The impact coaching has on workplace performance is always positive: achieving work/life balance doesn’t mean prioritizing life, rather setting boundaries that allow them to achieve all their goals.
  3. Mental and physical health will improve. This is a huge positive for both your people, and your business. Absence due to burnout costs US businesses $500 billion annually. Much of this could be avoided by creating healthier work environments and empowering people to understand their own stress-triggers and limits. People who are coached are more self-aware, communicate more effectively, and understand their own stress triggers. Less people will reach the point of burnout, absenteeism will decrease, and your people will be healthier and happier.

Ready to discover this impact coaching can have on your business? Get in touch today.

A manager is most simply defined as: a person responsible for controlling or administering an organization or group of staff. A definition which rang true for decades, but no longer holds up for the majority of workplaces. Today’s managers are expected to wear many different hats: counselor, confidante, cheerleader, coach… the list goes on. 

A huge management focus is on employee wellbeing, yet targets for high performance and ever-increasing output from teams have not reduced. Finding the right balance appears impossible.

While it’s certainly challenging, with the right tools and resources, managers can be everything to everyone – most of the time.

Juggling conflicting priorities

Balancing the conflicting priorities of wellbeing and output is hard. Managers must protect and develop their teams whilst also focusing on business outcomes, productivity, and performance. 

If a team member is struggling with workload, but deadlines are looming and there’s no additional resource budget, it can become overwhelming. Managers must seek to balance everybody’s needs and find an appropriate solution. This is especially challenging for new managers with less real-world leadership experience – and often less business experience, too.

In these conflicting situations, it’s easy for emotions to become fraught, and perspective to be lost, which is where emotional intelligence (or EQ) comes in. Contrary to popular belief, it is possible to develop EQ in your people, regardless of their starting point. You simply need to invest in the right initiatives to help them gain perspective, empathy, and resilience. 

The best place to start is with access to individual professional coaching, where managers can work through challenges in real-time and on their schedules, gaining clarity and solutions to their challenges. They’ll also learn skills for their management toolkit, so future conflict will seem less overwhelming.

Manager as coach

Not only do your leaders need coaching themselves, they should also be actively working to become coaching managers to best support their teams and the business. 

A coaching management style is rooted in the concept of empowering individuals to grow and develop within their organization. 

It’s about facilitating learning rather than directing it; asking questions rather than giving answers; and helping employees unlock their potential. It’s a huge move away from simply enforcing rules and procedures. 

It’s popular because it works: employees with coaching managers are 40% more engaged and are 20% more likely to stay in an organization long term.

How do I develop coaching managers?

If you already see the value of coaching as a management skill, but have no idea where to start, you’re not alone. It’s a common issue: many senior stakeholders envisage a vast program of work. Rather than retraining every line manager in the organization, it actually all starts with a simple mindset shift.

You need to develop a coaching mindset in your people.

It may sound like corporate jargon, but developing coaching mindsets in managers is the best way to guarantee strong leadership. 

Put simply, it’s an attitude or approach that involves guiding, inspiring, and supporting others in their growth and development. Managers with a coaching mindset see themselves not as bosses or supervisors, but as facilitators who empower their teams to perform at their best.

The first crucial step in transforming managers into effective coaches, this mindset shift centralizes the growth and development of others. Instead of taking a directive approach, where the manager tells the team what to do, there is a more collaborative one, where managers and employees work together to identify solutions and make decisions.

Where should I start?

If you’re ready to develop coaching leaders, here are the best ways to get started:

Management today is complex. Far from the output-focused role it once was, today’s managers are expected to be everything to their teams: career guides, mentors, support systems… the list goes on. The shift is best defined as a move from management to leadership; rather than dictating tasks and giving orders, the expectation is to develop teams aligned to a cause, who perform because they are bought into their leaders.

Striking the balance between pastoral care and goal attainment is tricky, especially for new managers who may not have much business experience themselves. Developing high levels of emotional intelligence is one way managers can navigate the delicate balance, understanding when to shift their approach from supportive to outcome focused.

Emotional intelligence, commonly referred to as EQ (Emotional Quotient. Think: IQ, but for empathy) comes naturally for some, but for others, it can be more of a challenge. The good news is that EQ can be developed in everybody, whatever their starting point.

Why is emotional intelligence so important?

First, let’s take a look at how EQ presents in a business context. Emotional intelligence is defined as the ability to perceive, understand, manage, and use emotions in a constructive and adaptive way. It can be categorized into five main components:

  • Self-awareness
  • Self-regulation
  • Motivation
  • Empathy
  • Social skills

All of these characteristics show up in strong leadership. Without these attributes, managers are unable to understand and manage their own emotions, or empathize with the feelings of their team members. 

How can I increase my managers’ emotional intelligence?

Whether they have high emotional intelligence, or there’s work to be done, here are a few ways managers can enhance their EQ, whatever their starting point:

Reflection: Regular self-reflection helps managers become more self-aware and understand how their emotions drive their behavior.

Feedback: Encourage open and honest feedback from peers and team members. This can help managers understand how their actions affect others. Feedback can be informal or more formal via tools such as 360 degree assessments.

Mindfulness: Practices like meditation can help managers stay focused and aware of their emotional state.

Coaching: Providing ongoing coaching to your managers is the most impactful way you can support their EQ journey. Coaching is proven to help increase self-awareness, resilience, and motivation.

How do I know it’s working?

Strong leaders will always get better results, develop more engaged teams, and see far lower undesirable headcount churn than their peers.

Investing in a meaningful EQ initiative – like coaching with Sama – for all managers gives you access to real-time data that demonstrates the impact of coaching. Using retention data and employee surveys also demonstrates the benefits of strong, empathetic leadership on your business success. 

By investing in developing the emotional intelligence of your managers, you’ll enhance the effectiveness of your coaching efforts and create a more supportive, understanding, and productive work environment.

Emotional intelligence is just one component of developing empowering leaders. Find out more about developing managers to drive your business success in our complete guide. Get in touch to discuss your people strategy today.

Can you spot the signs of burnout in your team? Burnout is a response to chronic workplace stress, and it’s becoming ever more prevalent. Many cite a lack of separation between work and life as the cause. People are more connected than ever in modern workplaces, with work technologies increasingly creeping onto personal devices, and home offices blurring the line between work and life even further. 

As an employer, it’s important to understand the many and varied causes of burnout, and work to reduce them in your workplace. It’s even more important that you can spot signs of burnout in individuals and plan to negate them. Here are the top ways to tell if your workforce are heading for burnout – and what to do about them.

1. Productivity is plummeting

A company or team-wide drop in productivity is a huge red flag for burnout. This could manifest as consistently missed sales targets, a lack of new ideas, or a growing culture of unmet deadlines. Whatever it looks like, when productivity drops, it’s a good indication people are less engaged and motivated than previously, and it’s likely that chronic stress or lack of direction are the cause.

Ensure you’re setting meaningful SMART objectives across all teams. Clear communication of expectations appropriately manages workloads and gives better visibility on resourcing. 

Regular one to ones encourage open dialogue with management, so your people can communicate their concerns and highlight any blockers to success they’re facing. Don’t be afraid to ask the difficult questions: Are you feeling engaged and motivated? Is your role appropriately resourced? The answers may throw up problems and concerns that take additional workload to solve, but the alternative is a continued erosion of productivity and a rise in undesirable churn.

2. Sentiment is poor, and teamwork is out the window

Negative behavioural changes and shifting dynamics are a strong indicator that people are struggling. It may be that they simply no longer have the desire to foster workplace relationships. It could be that exhaustion is leading to frayed nerves and an absence of patience. If you’re noticing more friction and cynicism in your team, examine whether burnout is the cause.

The best way to understand the issues facing your team is to ask them. Run anonymous employee surveys, encourage open questions at town hall meetings, and task managers with understanding team sentiment. Importantly: act on the feedback. 

Transparency is key. Acknowledging where you’ve been getting things wrong – and how you’re going to rectify them – is crucial to avoiding long-term damage from burnout. You’ll see critical team interactions improve too!

3. Absenteeism is high

Lost productivity through work related stress costs the global economy $47.6 billion annually. Those absences might not always be logged as stress. Not only do people falsify the reason to avoid the stigma or potential fallout of taking time for burnout, exhaustion also manifests in other illnesses, like migraines and gut problems. If your sickness absence has shot up, consider if your culture is encouraging burnout. 

Developing self-aware, resilient teams significantly reduces the chance of absence from burnout. Working with coaches to focus on resilience, your people become empowered to understand their stress triggers. They’ll begin to overcome adversity in a less emotional, all-consuming way. Investing in your people is an investment in your business; building teams with healthy stress responses will benefit the overall health of your business and boost productivity.

It’s impossible to avoid all potential causes of burnout in the workplace; shifting priorities and pressures of growth will always create stressors. As an employer, your job is to minimize their impact on your people and spot the signs of burnout. Taking measures to protect your teams is what differentiates you as an employer, and keeps your people at their best, driving your success..

Find out more about how to spot the signs of burnout, and how developing a coaching culture in your organization reduces burnout. Or get in touch to discuss your people strategy today.