When done well the key principles of active listening, feedback and growth will help employees to align their personal development objectives with business goals and help the business to thrive.

Why is this so important in the STEM sector in particular?

It is well recognised that the ‘purely technical’ workplace is a thing of the past. Managers have often been appointed, in part due to their technical expertise and skill, but managing people is a whole other ball game and perhaps one where they might feel uncertain at times. People are of course complex and embedding coaching practices as part of your daily interactions with your team can make a real difference. In the innovative and experimental STEM sector a coaching culture approach supports cross-functional collaboration, encourages curiosity and perhaps most importantly helps teams navigate failure when it doesn’t go according to plan. Furthermore, the multi-generational dynamics of the workplace now require a more people-centric approach to leadership.

These need to be consistently deployed as part of everyday leadership – your BAU. This will enable all team members to have reflective and constructive conversations which support each other’s growth and help with problem solving. Many top-performing engineering teams now credit coaching with enhanced performance, higher morale and more efficient delivery. (see the recent h2h coaching case study)

Putting a coaching culture into practice takes time and a strategic approach, especially if this is something that is fairly new for your organisation. As is often the case, when the Senior Leadership Team leads by example, the chances of success are much improved. If your managers are unaware of the coaching fundamentals, training in what this looks and sounds like is a good place to start.  At h2h we often reference the  70-20-10 model which shows that 70% of the learning comes from experiential, on-the-job activities such as team meetings, project reviews, de-briefs and performance check-ins.

Being mindful of the various generational expectations and communications styles within your workforce is a good tip when trying to roll this out across the organisation. In fact, this approach may help you to bridge any age gaps and foster mutual respect.  Peer coaching programmes and sharing of cross-functional knowledge may be another avenue you choose to explore alongside reverse mentoring which can help to promote an inclusive and sustainable culture where all voices are heard. There are also several digital platforms, tool kits and tech solutions that you may want to look into if you need to scale this up across a large organisation and which can help you measure impact and track results.

Ultimately, engineering empathy through a coaching culture may just be your competitive advantage. From attracting great talent, in onboarding systems through to employee engagement and succession planning. It is the strategic option for businesses, particularly in the scientific and engineering sector, who want to future-proof their workforce, unlock innovation and build resilient, inclusive teams.

At h2h we offer a range of coaching services tailored to individual or organisational requirements, including:

• One-to-one coaching
• Transition coaching
• Team coaching
• Developing internal coaching capability

Contact us at: hello@h2h.uk.com for more information on our coaching services.

The post Engineering empathy: why coaching cultures are crucial in the STEM sector? appeared first on h2h.

The cost of this oversight is high: research by CIPD quotes average staff turnover rates of 34% for all UK workers. For senior leadership roles the figure is generally lower at around 18% but the impact and reach are far wider – when a senior leader leaves this can result in up to 40% attrition across the team. When transitions at this level fail, the consequences ripple far beyond the individual. Teams lose momentum, morale dips, productivity slows, and relationships take time to re-build. Recruitment of a senior leader is expensive, (circa £45K at executive level), but the hidden cost of disruption is often far greater.

Why integration matters

Traditional onboarding can often focus mainly on the logistics: systems, structures, processes and policy. However, what really makes the difference is when it also addresses credibility, relationships, influence, and cultural alignment. This is where we help our customers to really focus in on integration When this is done well, the risk of transition failure can be significantly reduced, and leaders can reach full impact far more efficiently and effectively.

Senior leader integration that is managed with intention drives a significant and measurable impact. Benefits include:

• Early confidence and credibility
• Faster strategic impact and alignment
• Stronger team performance
• Higher engagement and morale
• Enhanced brand and reputation
• Long‑term capability building.

And perhaps most importantly, this approach can also be scaled, using lighter‑touch formats for mid‑level leaders, further extending its impact across the organisation.

Our 90‑Day integration framework

Our senior leader integration framework is intentionally designed around the first 90 days which is the period that most strongly shapes long‑term success.

The process begins before Day One, with the co‑creation of a transition plan tailored to the leader’s priorities, stakeholder landscape, and organisational context. From there, the journey can include:

• Structured workshops
• Performance and leadership diagnostics
• Hands‑on advisory support
• One‑to‑one leadership coaching.

This holistic approach ensures leaders are set up for success and fully embedded personally, culturally, and strategically. We have found that this targeted and tailored approach can get leaders operating at close to full impact by the end of the three months – much more effectively than learning through trial and error on a more ad hoc basis.

Senior leader onboarding is a strategic investment. When organisations move to structured integration, they dramatically increase the odds of success and unlock performance faster.  Getting the first 90 days right can make the difference between a costly mistake and a leadership appointment that delivers lasting value.

Contact us at hello@h2h.uk.com for more information or download a copy of recent report into the employee life cycle – from onboarding to retirement here.

The post So much more than a handover: How to help senior leaders to land, lead, and last appeared first on h2h.

Long gone are the days of one employer, one job and one career ladder, today people will often have at least 2 or 3 career changes over the life span of their working lives. However, in the last 5 years the world of work has shifted significantly due to rapid advances in technology, AI, the rise of flexible working and the multi-generational workplace. People are now looking for more variety and fluidity in their work and more balance in their lives, where multiple roles, part-time positions, freelance and side-hustles are combined to make up a portfolio career.

“I think more people of all ages will move towards portfolio careers and approach their working life with a more flexible attitude. With skills shortages impacting all industries – particularly STEM sectors – we will need to think differently about how to get the people we need in the roles that are so vital to the economy.” – Senior HR Leader

A portfolio career brings several benefits for the employee such as flexibility and autonomy which dovetails well with the emerging trend of more project based and part-time roles. This shift in approach is of particular appeal to those under 30 and can lead to an improved set of transferable skills and adaptability amongst this population. There are many articles on the benefits for individuals  such as this from Forbes on non-linear careers. However, this also needs to be counterbalanced with the flip side of the coin – potential instability, isolation and perhaps some push back from employers who may question commitment and reliability.

Advice is not so readily available for employers. So how can employers react to the emerging trend of the portfolio career and use this to their advantage? In a nutshell we cannot resist this shift and need to rethink traditional systems and practices in order to create an environment that attracts and retains multi-skilled professionals and embraces flexible talent models. Easy to say, but not so easy to do.

Organisations should consider the following:

The post The era of the portfolio career appeared first on h2h.

A Blessing in Disguise?

When deployed appropriately, AI has the potential to transform onboarding into a smooth, interactive, and personalised experience.

• Personalisation at scale: AI can tailor training into bite-sized, manageable modules aligned to specific roles and learning preferences.
• Consistency across sites: For multi-location organisations, AI ensures that key messages are delivered uniformly, reducing the risk of things being lost in translation.
• 24/7 accessibility: Chatbots can handle straightforward FAQs, while virtual office tours and health & safety briefings can be accessed anytime, anywhere. This is particularly valuable for flexible or remote workers.
• Efficiency: The automation or digitalisation of repetitive administrative tasks frees up managers to focus on building genuine connections with new employees.
• Data-driven insights: AI can collate onboarding data, anticipate training needs, and highlight emerging trends and provide real-time monitoring of progress and engagement.

According to McKinsey’s HR Monitor 2025, the UK is leading the way in AI-enabled HR services, with 40% of organisations surveyed using shared HR platforms – the highest adoption rate in Europe. This signals a clear appetite for innovation in the employee experience.

The Poisoned Chalice?

Yet, with opportunity comes risk. The danger lies in allowing automation to dominate at the expense of empathy, trust, and human judgement.

Over-reliance on AI can undermine the very human connection that onboarding is designed to foster.

Striking the Balance

AI in onboarding is neither wholly a blessing nor entirely a curse. It is a powerful, but imperfect tool. The real advantage lies in using it to reduce administrative burdens, enabling managers to focus on meaningful work and human connection from day one.

The challenge for HR leaders is to strike the right balance: using AI to enhance efficiency and personalisation, while safeguarding against over-automation, bias, and privacy risks.

As AI continues to develop, people professionals must remain vigilant. The goal is not to replace human connection but to augment it. By blending the efficiency of AI with the empathy of human interaction, organisations can create onboarding experiences that drive engagement, performance, and retention and ensure that technology serves people, not the other way around.

Contact us at hello@h2h.uk for an informal chat about how we can help to augment your employee onboarding experience or download our free report – From Onboarding to Retirement here.

The post Onboarding with AI – Human Touch or Tech Trap? appeared first on h2h.

A recent study by LinkedIn and Microsoft which found that in 2025 even more people want to quit their jobs than did in 2021. The survey of 31,000 individuals across 31 countries has found that 46% of employees want to leave their jobs in the year ahead – more than the 40% in 2021. A further study undertaken by Universum identifies that 36% of highly skilled professionals in Europe are considering changing employers in 2025. Whilst various other sources are also indicating that those most likely to make the move are Millennials and Generation Z – the latter of which now make up over 27^% of the workforce in the UK.

So, what is driving this? There are of course a number of causes and trends but some of these are quite different from the ones at play in 2021. They include:

• The trend for employers requiring the workforce to be based in their place of work rather than working remotely or flexibly
• A lack of investment and/or reduced offering around training and development
• Limited career advancement opportunities and pathways
• Compensation concerns and reduction in salary increases and accompanying benefits
• Shifting workplace priorities that are often out of balance with individual needs for flexibility and work-life balance.

If you consider the main motivation and engagement factors at work for many millennial and gen Z employees, then many of the above are high in priority. Given that these age groups are projected to make up roughly two-thirds of the workforce within the next few years (Deloitte)  – what can be done to change the narrative and find a long -lasting solution?

UK based organisations are currently having to cope with the implications around minimum wage and NI contributions as well as changes to international tariffs. These are of course having a far-reaching impact on how business’s operate. However, you can try to monitor these trends and find solutions to improve retention and hold on to your employees if you can:

1. Re-enforce and promote the flexible working policies that do exist to ensure employees and prospective ones are aware of them. Evaluate the impact of different approaches so that the ones that work best are retained and benchmark what you are doing against competitors in order to stay informed of marketplace trends.
2. Develop line management capability and flexibility so leaders are agile and know how to get the best out of their teams. Provide clarity around flexible working and give managers some autonomy within their role to enact this as they know their people best.
3. Invest in focused career development. Developing clear career pathways can help with this, as can dedicated upskilling and technical/leadership development programmes that have a clear alignment with on-the-job activity.
4. Develop a creative and well promoted training and L & D offering. There are many different development approaches that can happen directly in the workplace and have limited upfront costs. These include mentoring schemes, shadowing, project opportunities, secondments and the use of subject matter experts.
5. Promote the employee offer. Ensure current and potential employees are clear on what is on offer to them in terms of wellbeing, flexibility, development and career growth.

If this blog resonates with you and you would like to find out more about potential solutions to The Next Great Resignation. Then take a look at the following pages of our website and explore how you can encourage your employees to stay through developing your line management capability, career development toolkits and increased training and development opportunities or contact us at enquiries@h2h.uk.com for an informal conversation.

The post The Next Great Resignation: Causes, Trends, and Solutions by h2h Lead Consultant Robbie Lightfoot appeared first on h2h.

If you’re part of our leadership team, it can be useful to measure your effectiveness by how many decisions you are making together. Of course, we also come together for other reasons such as information sharing, developing strategy, collaboration, and problem solving. But as a leadership team, if we’re not making decisions, we’re probably not driving the business forward.

If you’d like your team to be making faster and better decisions together, you may want to consider some of the following tactics.

1. Agenda

The team I mentioned before had a very professional agenda. 2 pages long, it covered everything from operational matters for the here and now through to strategic planning for the next 5 years. Whilst all areas were touched on, many ended up being added to the agenda for the next meeting for follow up. They needed to prioritise. A useful starting point is to make sure that decisions that the team need to take together are put firmly at the centre of any agenda. This may well require us to sacrifice other items and find other ways of dealing with them in the sidelines. For absolute focus, make sure that the decision that is required to be made is stated clearly on the agenda itself.

2. Proposal

For any decision that needs to be made there should be a proposal that’s been prepared in advance. This may be by a specific team member or a sub team that’s worked on this before the meeting. They should be prepared to present a brief and compelling positioning for the decision that is being proposed. Supporting analysis should be shared in advance in a pre-read.

3. Pre-consult

In preparation for the meeting, the owner of the decision required should be pre-consulting with each of the team. As a result, they will know all the different concerns and points of view represented by different members. This enables them to present the full complexity of the decision required where every team member feels that their views have been considered and represented. Ideally, there will be no surprises in the meeting.

4. Chair

During the agenda item, the team member making the proposal will effectively facilitate conversation. It’s helpful for someone else to act as chair during this agenda item. Often this falls to the leader of the team. But if they have a significant role to play in the discussion it may be better for someone else to take this role. They hold the team to account for both how they work the decision, and also to ensure that the decision is made in the agreed time frame.

5. Visualise

Having done all this good work far too often teams then discover later that the decision and hasn’t followed through on – more than likely because not everyone agreed with the decision. Ensure absolute clarity by writing the decision that has been made in the meeting visually so that everybody can see and agree to it. Scan the room and if you doubt anyone’s buy in, call it.

I hope some of the brief thoughts here help you to drive decision making in your team. If you would like to find out more about how h2h can help you develop your team or teams in your organisation, contact us at enquiries@h2h.uk.com .

The post Effective teams make timely decisions together by h2h Lead Consultant, Jerry Scott appeared first on h2h.

That first Monday, which also happened to be my first day, felt surprisingly enjoyable. At the time, I put it down to first-day excitement: meeting new colleagues, settling in, and (let’s be honest) getting a little extra attention as the shiny new team member. But as the weeks went on, I noticed something unexpected—I was still enjoying Mondays. In fact, I began to look forward to them, affectionately naming them “manic Mondays” because of their high-energy, productive vibe.

Let me explain what makes our Mondays special.

What Happens on an h2h Monday?

Our Mondays follow a clear structure that balances purpose and connection. Here’s how they typically unfold:

• Coffee and Weekend Debrief: We start the day catching up over coffee—a mixture of social connection and ease into the workday.
• Emails and Setup: A quick dive into our inboxes to clear the decks.
• Weekly Team Meeting:
  • Reflecting on the previous week.
  • Planning for the week ahead.
  • Discussing opportunities and priorities.
• Collaborative Work Time: Discussion or brainstorming together to tackle tasks that benefit from collective input.
• Lunch Together: A non-negotiable team tradition.
• Focused Work: The afternoon is all about getting on with individual and team priorities.

This structure is the secret weapon! It enables conversations that set us up for the week ahead, ensuring alignment, focus, and a sense of shared purpose. By the end of Monday, I know exactly what I need to prioritise, how I can support my colleagues, and how my work fits into the bigger picture.

Why It Works

The magic of h2h Mondays lies not just in the structure, but in the why behind it. Our office day is:

• Purposeful: Every activity aligns with shared goals and priorities.
• Collaborative: We create space for meaningful interactions and joint problem-solving.
• Fun: The energy of the team makes the day something to look forward to.

It’s worth noting that we’re a small, dynamic team, so this approach suits us well. However, the underlying principles are universally applicable.

My key takeaways from h2h Mondays:

1. Create Opportunities for Social Connection: Start the day with informal conversations or shared practices to build social connections.
2. Focus on Shared Goals: Dedicate time to aligning priorities and clarifying how everyone’s work contributes to the bigger picture.
3. Enable Meaningful Collaboration: Make space in the schedule for team members to work together on key projects or challenges.

Mondays may never be everyone’s favourite day, but with a little structure and intentionality, they can become something to look forward to.

The post Making Mondays Fun Again: Reflections on Purposeful Connectivity at h2h by Anne-Marie Wylie appeared first on h2h.

Pseudo-teams often come about because individuals report to the same person or sit in the same part of the organisation. Others may be a legacy of a historical purpose that is no longer relevant, or a well-meaning intent that lacks clarity. Pseudo-teams detract from the team members’ individual performance while delivering little joint benefit. If you suspect this may be the case for you, why not take 10 minutes at your next team meeting to ask all team members to rate the following on a scale of 1 to 10:

‘Our team meetings are compelling, energising and consequential.’

If the ratings range from low to middle of the road, it’s time to take action. The best place to start is to clarify why the team needs to exist at all.

CLARITY OF PURPOSE

Effective teams have an absolute clarity of purpose. They know why they exist, and this is challenging, valuable and unique. Their common purpose is compelling, creating a positive tension that means team members ‘have to be part of it’ – both energising and sustaining through the ups and downs. The purpose will clearly contribute to the longer-term objectives of the organisation. If you don’t already have a written purpose statement for your team, you might start with:

‘Our team exists in order to ……., so that …’

This simple but powerful statement can then be used to define further the remit of the team, it’s objectives and roadmap, which once developed, create a sharp focus on what you must deliver in the short and medium term. By understanding what you really need to achieve collectively, you are then able to evaluate the required team structure.

TEAM STRUCTURE

Effective teams are made up of those who are essential to the delivery of the teams’ purpose. Only as large as required (ideally 4 to 8 including the leader), they are each committed to the common purpose, with clear accountabilities and complimentary skills. So having established your team purpose, you can move on to discuss:

‘Who needs to be part of this team?’

Inclusion in such a purposeful team raises levels of engagement and motivation, where colleagues know that their strengths are essential to the team’s success and that their contribution is valued. The common purpose obliges the team to work together even when the going gets tough, and this underpins a commitment to mutual support that will sometimes include personal sacrifices for the greater good. There is of course a value in bringing everyone together to share information, consult and provide mutual support, but decoupling this from more specific strategic or operational teams, means that people feel included for a reason and that their time is valued. This approach establishes clarity of purpose and intentional team membership in order to create a group that can develop and learn how to work together effectively.

WAYS OF WORKING

Every team is different, shaped by the mindsets and behaviours of the leader and every team member. It is important to match expectations, understand preferences and constraints, and establish how the team will best work together. This includes the structural rhythms of how to communicate, make decisions, solve problems, and influence stakeholders. In addition, effective teams hold each other to account, manage uncertainty, take risks, challenge each other – all of this requires a level of healthy conflict which will not happen without a climate of trust. Effective teams take time to really get to know each other, understand their strengths and challenges, appreciate what makes each other tick, and give and receive, regular and constructive feedback.

If you want to grow trust and enhance ways of working together, a great place to start is by talking about how you are doing things rather than what you are doing. Why don’t you try committing some time at the end of each team meeting for every team member to share:

‘What’s working well…? Even better if…?’

Our hope is that applying some of ideas across your organisation will help you to enjoy the benefit of working in a truly effective team and avoid the trap of pseudo teams.

If you would like to find out more about how h2h can help you develop your team or teams in your organisation, contact us at enquiries@h2h.uk.com

The post Are pseudo-teams sucking up time and energy in your organisation? by h2h Lead Consultant, Jerry Scott appeared first on h2h.

This got me thinking about the corporate world and how in a fast-paced, competitive market we are often completely focused on output – meeting targets, achieving sales goals, profitability, productivity and efficiency. In our latest blog, we discuss balancing the scales and think about the importance of both the input and the output in a business context.

For any business, of course, output is key. It represents the tangible results of a company’s efforts and demonstrates if the business strategies, resources, and employee contributions have been impactful. It also:

• Measures business success

Output is the way that a company can communicate, to key stakeholders, customers and the workforce, that the business is on the right track and helps identify where any adjustments can be made. It is a quantifiable measure of success which demonstrates if targets have been met and addresses many of the KPI’s required by shareholders. In addition, this success inevitably boosts employee morale and motivation.

• Drives efficiency and profitability

Good efficient output levels tells you how well a business utilises resources – materials, capital and people. High output with minimal use of resource can show that an organisation is operating efficiently, with limited waste and a good ROI. Clearly this has a positive impact on profitability as well as potentially improving sustainability.

• Enables growth

Organisations that consistently deliver strong output are often better placed to reinvest in and grow. This re-investment enables companies to increase production, launch new products, enter new markets and diversify, which in turn should both increase revenue and allow you to seize new opportunities.

These are strong drivers for any business, and it is not surprising that company reports often lead with these as the main KPIs and reporting measures. However, it is vital that the value of input is not overlooked. Sometimes, as with exam results, despite a student’s hard work and best efforts the outcome is not always as expected – a particularly tough test, a bad performance day, a disturbance in the exam room or a personal circumstance can all have a negative effect on the end result. In the same way, it is also vital that organisations do not overlook staff input. As well as boosting morale and engagement it is also what drives:

• Innovation and creativity

Front line employees are a valuable source of information – they interact daily with customers, processes and products. Recognising this contribution and encouraging them to share that direct knowledge helps to drive innovation around product improvements or find creative solutions to process problems. Valuing and implementing employee ideas where you can, acknowledges their input and contribution to the business and may just give you a competitive edge at the same time.

• Operational efficiency

As previously mentioned, your employees live and breathe the day-to-day operations of the company. Therefore, they will be among the first to spot any efficiencies, where processes could be streamlined or where costs can be reduced. Tapping into this knowledge can have a dramatic effect on the bottom line, enhance productivity and improve overall efficiency across the business.

• A collaborative culture

Asking your workforce for their input and feedback into how the organisation works – what is going well, what could be improved and what they value – feeds directly in to your business success. When employees feel valued for what they do and how they do it – it helps them to see the direct impact of their efforts on the profitability and reputation of the organisation. It can create a collaborative culture, where employees are enabled to share knowledge and best practices, work together as a team towards common goals and where managers are not distracted by a lack of cohesion or disagreements within the workforce.

In summary, output is of course vital to the survival and success of any business – it is the cornerstone metric. However, it is also important to remember the value that input has on an organisation in terms of innovation, continuous improvement, sustainability and workforce engagement. By ensuring that your organisation balances the scales and recognises both input and output, you can create a dynamic and resilient business and establish a continuous growth strategy for all.

If you would like to speak to a member of the h2h team about how to set your organisation up for business success through the development and recognition of your people you can:

call; 01347 879056

email;  enquries@h2h.uk.com

or fill out our contact form

The post Balancing the scales: Why businesses should value both output and input for lasting success? by Sarah Tiffany appeared first on h2h.

Firstly, I find it both unhelpful and quite dangerous to label an entire generation of young people, born approximately between 1997 and 2012, as lazy or annoying – this is of course a sweeping generalisation. Secondly, Gen Z will, no doubt,

• currently be among your newest recruits,
• will soon represent a significant percentage of your work force
• and are the future of your organisation.

Gen Z bring with them a unique set of experiences, skills, characteristics and preferences that we must start to tap into in order to future proof organisations and move forward. This skill set includes:

1. Technological capability: Gen Z has grown up with digital technology, they are incredibly skilled in using a wide range of digital tools and platforms and understand the different nuances of social media platforms and how to engage with audiences effectively.
2. Flexibility: This generation has had to make some big adjustments in recent times – the cost-of-living /financial crisis and the disruption of the global pandemic for example. As a result, our young people are accustomed to rapid changes in the world around them – they are highly adaptable, open to change and are comfortable with remote work and flexible schedules.
3. Cultural awareness and diversity: Gen Z values diversity and inclusivity and has a passion for social impact. They are more likely to support and promote a diverse and inclusive work environment and push for more sustainable, ethical practices within the workplace. They can be the catalyst for changes that make a real impact to your business.
4. Collaborative and team focus: Although they value independence, Gen Z also understands the importance of collaboration. They are a group of people who can make a positive contribution and expect to have their voices heard. This enables them to be effective team players who work well in collaborative environments and who can help to drive innovation throughout the business.
5. Emphasis on work-life balance: Gen Z have high expectations and prioritize work-life balance and mental health, possibly due to seeing previous generations under high levels of stress or at times experiencing burnout. They will be advocates for healthy work environments and policies that support the employee well-being agenda.

These are just a handful of traits that this group of individuals may bring, although they may require a bit of support in bringing these to the forefront. We have to remember that these young people spent at least 2 if not 3 of their formative, developmental years in and out of lock-down. We all remember the limits that this placed on our social interactions and life experiences. This group did not have exposure to work experience, volunteering opportunities and were in part educated away from their peers and teachers locked in their bedrooms trying to learn remotely.  It may be some time before we realise the full impact that this may have had.

In terms of on-boarding Gen Z employees effectively, your organisation may need to review some of the current processes that could have been in place for some time. Strategies to create a successful on-boarding experience could include:

1. A clear, focused, structured on-boarding process: Gen Z values clarity and direction. They need to understand the company’s vision, values, and culture from the beginning and how they can contribute to that. A detailed on-boarding plan that outlines their roles, responsibilities, and objectives alongside any company expectations won’t take too long to pull together and is beneficial to all new employees. It gets them off on the right foot from the very start.
2. Engaging training: Can you establish if there are any gaps in their knowledge in terms of professional skills? Do your new recruits know how to run/participate in an effective meeting? What are their presentation skills like? Are they able to have difficult/slightly uncomfortable conversations? These are key skills that we all need in the workplace. By incorporating bite-size, interactive and engaging learning chunks you can help all employees to develop a solid base of professional key skills.
3. Assign workplace mentors: If you don’t do so already it is a great idea to pair up new recruits with mentors or associates to help them feel supported and connected and promote multi-generational working relationships. Your current employees are a great source of knowledge for any new recruits. They can provide guidance, answer specific questions, provide immediate feedback and be a great asset in developing positive workplace cultures.
4. Showcase career development opportunities: Let Gen Z and all employees know that there are opportunities for growth and progression within the business. Make information about possible career paths readily available and highlight any training and professional development resources. Show the workforce how they can get involved and that their personal and professional development is a priority.

These are just a few suggestions of how a robust on-boarding process can be shaped to meet the preferences and expectations of a Gen Z population. In doing so you can help them to feel welcome and ready for success in the workplace. At the same time all colleagues can benefit from a professional skills refresh and the opportunity to engage with your newest recruits.

If you would like to find out more about how h2h can help you develop a portfolio of professional skills training or to discuss your people strategy in general. Contact us at enquiries@h2h.uk.com

The post Why it is paramount to set Gen Z up for success in the workplace by Sarah Tiffany appeared first on h2h.