5 Strategies That Work To Handle Rejection When You Didn’t Get the Retail Role You Wanted

November 13, 2025

You did everything right. Applied for the Retail role of your dreams with a custom CV and cover letter, showed off your skills in the interview, and completed the assessment tests. But despite everything, you still get the same response: “We’ve decided to move forward with another candidate.”

What You’ll Learn

  • Process rejection without spiralling — Practical self-compassion techniques to manage the emotional impact of hearing “no” and prevent anxiety from taking control
  • Turn feedback into your advantage — How to ask for (and use) interviewer insights that 70% of managers are willing to share but only 30% of candidates request
  • Build skills that matter now — Why 94% of employers prioritise demonstrable skills over credentials, and how to identify and close your specific gaps
  • Leverage hidden job opportunities — Strategies to access the unadvertised roles through strategic networking and relationship-building
  • Reframe setbacks as redirection — Methods to maintain forward momentum and recognise when rejection is guiding you toward better-fit opportunities

In some industries, only 2% of job applicants get an interview, so the odds of getting hired are extremely slim. That’s particularly true now that many employers are being more selective about the people they choose to hire.

There are plenty of good reasons you might end up getting rejected. Sometimes someone else had more direct experience. Other times, the job goes to an internal candidate, or the team shifts priorities without saying so. You might never know. Most people don’t.

That uncertainty leaves room for all kinds of self-doubt. It’s not just the missed opportunity; it’s what it stirs up. A sense of wasted effort. A quiet voice suggested you weren’t as strong a candidate as you thought. That thinking can wear on a person, especially when it’s happening repeatedly.

So, here, we’ll introduce five strategies for coping with rejection that can help. These steps will make staying confident and taking the next step easier without spiralling.

Strategy 1: Process the Emotional Impact and Practice Self-Compassion

Millions of people today say it’s harder to get a job than it once was. But knowing that doesn’t always make rejection hurt any less. In many cases, every “no” fuels candidates’ anxiety during a Retail job search.

72% of candidates now say searching for a job harms their mental health. The best thing you can do here is prevent negativity from taking control. That doesn’t mean ignoring how you feel, though.

There’s often pressure to move on quickly, pick yourself up, dust yourself off, and apply for the next role. But it’s okay to take a break after a rejection. Not to quit the search, but to get your bearings. That space can make a difference, even just a day or two. Go for a walk. Put your phone away for a bit. Let your brain slow down.

If sitting still helps, try a short breathing exercise. Or open an app like Headspace and let someone else guide you. If not, move around, clean something, cook, or text someone who makes you feel normal again.

More than anything, try to pay attention to the way you talk to yourself. Rejection messes with that. It’s easy to turn it into a story about failure. But there’s no reason to be cruel about it. That kind of thinking doesn’t help.

Try saying something simpler:

  • “It’s disappointing, but I still showed up.”
  • “I answered honestly.”
  • “This one wasn’t mine, but that doesn’t mean the next one won’t be.”

You might not get closure. Most people don’t. But you can still leave that experience behind without dragging yourself down.

Strategy 2: Seek and Analyse Feedback for Growth

Rejection stings, but it’s also an opportunity to learn if you’re willing to seek guidance. If the Retail role felt like a good fit, consider asking why you didn’t move forward. The answer might give you something useful for next time.

According to LinkedIn’s hiring trends report, 70% of managers are open to sharing feedback, yet only 30% of candidates follow up and ask for it. That gap means many people are missing a simple opportunity to improve.

The best time to reach out is within a day or two of hearing back. The message doesn’t need to be long. You’re not reapplying, you’re asking for insight.

Here’s a basic version that works:

“Thanks again for the interview. I really enjoyed meeting you and learning more about the company. I’d be grateful for any feedback that could help me improve if you’re open to it. Even a sentence or two would be helpful.”

It’s professional. It’s brief. Not everyone will respond, but the ones that do will help you move forward. Over time, patterns start to show up.

  • Was it a technical gap?
  • Were your examples too broad?
  • Did you get stuck on the same question in multiple interviews?

Some candidates track this in a short document. It’s not in-depth; it’s just notes on what was asked and how it went. After a few interviews, you’ll start seeing what needs work.

Once you have that feedback, put it to use. If you keep hearing that your answers are too vague, rehearse tighter stories. If you’re unsure how to improve, a coach or peer mock interview can help you break it down. You don’t need to fix everything. Just focus on the part that showed up more than once.

Strategy 3: Use Rejection as a Skills Development Catalyst

Not getting the job might mean you weren’t what they needed. Or it could point to something more specific—something missing that you can work on.

A lot of companies are hiring differently now. They’re less interested in job titles and more focused on whether you can do the work. According to Forbes, 94% of employers say hiring based on skills rather than titles or degrees leads to better performance. That shift opens the door for people learning and adapting, but it also raises the bar. The shelf life of a hard skill is now around five years and shrinking.

If the same tools or systems keep showing up in job listings, and you’re unfamiliar with them, that’s probably worth paying attention to. Doesn’t mean you need a full Retail course or another degree. Sometimes, just a few hours with a new platform or a walkthrough on YouTube is enough to start filling in the gaps.

As you work on developing yourself, keep the long view in mind. According to the World Economic Forum, 59% of workers need retraining or redeployment this decade. Commit to continuous improvement, and you’ll be ready for what’s next.

Strategy 4: Leverage Rejection to Strengthen Your Professional Network

Another useful way to grow from rejection? Use it to build your network. Many Retail roles aren’t advertised publicly these days. They’re shared through internal referrals, professional groups, and quiet conversations. That’s what people mean when discussing the “hidden job market.” The only way into it is through connection.

To strengthen your network, start by leaving a good impression. Even if you didn’t get the job, send a thank-you email to the interviewer asking them to stay in touch. If the conversation went well, send a connection request on LinkedIn with a personal note.

Making connections is one thing. Keeping them alive is the real work. It doesn’t have to be a big effort; just small things that remind people you’re still here and still interested.

  • Join a Retail LinkedIn group where people actually post things. You don’t have to say much; start by watching.
  • If you see a free webinar or panel in your field, sign up. Even if it’s not amazing, someone else attending might be worth knowing.
  • Message an old coworker. No agenda. Just a hello.
  • If there’s someone you respect in your industry, ask if they’d be open to a short chat. Be clear that you’re not asking for a job.
  • Follow companies you’d like to work for. When they share something meaningful, comment thoughtfully.

Stay in touch with people who care about your progress. Friends, mentors, peers. You don’t have to do this alone; the job you get may come through someone you already know.

Strategy 5: Reframe Rejection as Redirection and Maintain Forward Momentum

Rejection feels like a door closing. That’s usually how it starts. But over time, a pattern can emerge, roles you didn’t get that led to something better. Sometimes, not getting picked helps you find something that’s a better fit.

Adopting this mindset doesn’t mean pretending rejection doesn’t hurt. It just means seeing it as another step forward, rather than a step back.

Look at what’s still in motion, what you’re still doing to move forward:

  • Block out time for job search tasks, then stop when the time is up
  • Keep a list of roles you’ve applied to so you’re not guessing
  • Use simple goals, like “three quality applications a week”
  • Track small wins, a recruiter follow-up, a new contact, a useful insight

When momentum dips, return to the basics: rest, reset, apply again.

Sometimes, it helps to let the rejection shape your search. One rejection doesn’t mean you’re on the wrong track, but a few might be telling you something. Maybe the roles are too narrow. Maybe there’s a nearby path that fits better.

  • Try adjusting your filters, location, seniority, and adjacent industries
  • Revisit roles you skipped before. What’s changed?
  • Ask yourself what kind of team or mission would feel energising

You only need one offer. That’s it. And often, it’s the one that comes after something didn’t go as planned.

Every Rejection Takes You One Step Further

Rejection is part of the job search. It is not the easiest part, but it is a familiar one, and it is often more common than people expect. Whether this was your first setback or one of many, it doesn’t mean you’re falling behind. It means you’re in the process.

Each “no” carries something useful, even if it takes a while to see it. Feedback shows you where to grow. Reflection reveals where you’re strong. Skills can be sharpened, connections made, direction realigned. Over time, these steps add up.

The five strategies shared here, processing the emotion, asking for feedback, building new skills, staying connected, and reframing rejection as redirection, work best when used together. They don’t remove the sting, but they do give you a way through it.

Keep going. Each application is a fresh chance, and each rejection is one step closer to the right opportunity. Persistence isn’t just showing up again; it’s showing up wiser, clearer, and ready.

The Psychological Contract: Building Trust When 20% of Workers Are Planning to Quit

November 6, 2025

It’s not just finding the right Office and Commercial candidates that’s a challenge for business leaders anymore. It’s keeping them. People are increasingly drifting away from the roles they used to love.

The disengagement isn’t obvious at first. A colleague might talk less in a meeting, or someone starts updating their LinkedIn profile more often. Maybe a good employee who used to go the extra mile now only hits the finish line.

Leaders assume their employees are tired or a little extra stressed, but they’re thinking about quitting.

Many will leave for something that’s harder to put into words. A feeling that things don’t quite line up anymore.

That’s the psychological contract.

It’s the part of the job that’s not in writing but shapes everything. When its strong, people stay. When it breaks, they start looking for a way out, even if the formal contract remains intact. Once people start pulling away, it’s hard to bring them back.

What You’ll Learn:

  • Why employees quit despite stable contracts: The psychological contract—unwritten expectations about trust, support, and workplace treatment—drives 20% of workers to plan exits when breached
  • The hidden cost of broken trust: Psychological contract violations trigger burnout, disengagement, and productivity losses costing businesses £450-550 billion annually through absenteeism and turnover
  • How to rebuild and strengthen workplace trust: Practical strategies including transparent communication, consistent leadership behaviours, managing change with empathy, and HR’s strategic role in aligning expectations with reality
  • Early warning signs before resignation: Recognise when employees mentally disengage through subtle behavioural changes like reduced participation and increased LinkedIn activity

Understanding the Psychological Contract

The psychological contract isn’t something most Office and Commercial executives talk about. There’s no space for it on the onboarding checklist. It doesn’t show up in handbooks or HR dashboards. Still, it exists.

The formal contract an employee gets lays out what they’re paid for. The psychological contract shapes how they feel about giving their energy, time, and effort to the work.

The psychological contract is the part of the job that lives between the lines. It’s built on what people believe they agree to when they take a role, not just in terms of duties or pay, but how they expect to be treated, supported, and seen.

It starts early, sometimes before an interview is even booked. A company’s tone online, the way someone is spoken to in a screening call, and even how quickly a question is answered all shape what the person begins to expect. They build a picture of how things work in your business. That picture gets clearer or cloudier through onboarding, team dynamics, and how feedback is handled.

The challenge is that much of it stays hidden. Managers often don’t know what their team is thinking. Leaders may believe they’ve been clear when they haven’t. Employees may hold back questions for fear of seeming ungrateful. Over time, a gap can grow.

It’s helpful to picture it like an iceberg. The visible part of the written job description, the title, and the benefits, is only a small piece. The rest is submerged: all the things left unsaid but still expected. When those expectations aren’t met or change without explanation, trust cracks.

Left alone, the crack deepens, and valuable employees start dropping away.

The High Cost of Psychological ‘Contract Breaches’

81% of employees expect their employees to build trust at work, but most don’t get what they ask for. Small breaches of the psychological contract build up. A manager asks someone to stay late again, a development plan is postponed, or an opportunity disappears.

Your Office and Commercial staff member might not say anything at first, but beneath the surface, they’re starting to question you and the role. They stop stepping up and offering ideas and start stepping back.

The research on this is steady. When people feel their expectations haven’t been met, they’re more likely to burn out. They become less committed, less engaged. Many start planning their next move. Others stay, but it’s not the same kind of staying.

There’s a cost not just in turnover but in the weight people carry when trust slips: increased stress, sleep loss, and a sense of unease that follows them into the weekend. Studies show a clear link between breaches and anxiety, exhaustion, and low morale.

Companies feel it, too—in missing knowledge, slower decisions, and the silence that settles during team meetings. Gallup puts the price of disengagement somewhere between £S450 and £550 billion a year. It shows up in absenteeism, low productivity, and teams that once worked well together now feel disconnected.

Building Trust Through Psychological Contract Management

Most of the time, trust doesn’t fall apart all at once. It frays. A few unclear expectations here, a broken promise there. A manager means well but says too little. Someone keeps their head down and stops asking for more.

The contract is still there; it just feels thinner. Rebuilding it or strengthening it before it starts to wear usually means going back to basics.

Talking Clearly, Listening Fully

Expectations are often vague until they aren’t met. That’s when someone realises they had one. That’s also when trust starts to slip.

Most of this can be avoided by saying more at the start—not just about what the Office and Commercial role is but also about what it feels like to work with your business, what’s flexible, what isn’t, and what’s still in flux. These details matter more than people think.

It also helps to ask questions that give you a clearer view:

  • “What does support look like for you?”
  • “Is anything surprising you about the role?”
  • “Has anything shifted in what you need?”

People don’t always know how to bring these things up. Most won’t, unless they’re asked. It helps to have spaces where employees can speak freely. Let them submit concerns anonymously, or pair them with a mentor, or a workgroup they can talk to.

Building Trustworthy Leaders

Trust between Office and Commercial employees and a company often hinges on their relationship with their leaders. Managers don’t necessarily need all the answers, but they need to follow through on what they say, share what they know, and stay honest.

Leaders should be:

  • Admitting when something didn’t go to plan
  • Checking in without a meeting request
  • Treating people’s time with care
  • Applying rules the same way to everyone

They also need to be committed to regular feedback. That means acknowledging employees’ hard work, even if it’s just with a quick note, giving people opportunities for growth and development, and helping them take the next step forward.

Managing Change

Even in a stable company, things change. Roles shift, and structures evolve. A good idea today might look different six months from now.

What people want in those moments isn’t perfection. It’s clarity. Some acknowledgements that what was said then might not hold now, and that this isn’t being hidden or brushed off.

It’s tempting to delay those conversations. To wait until you “have more information.” That silence can cost more than uncertainty ever would.

If something promised can’t be delivered, say so. Say why. Be honest about what’s still true and what isn’t. People might be disappointed, but they’re far more likely to stay if they feel included. When breaches in the psychological contract occur because of change:

  • Explain the reasoning behind it
  • Share a timeline and strategy for fixing the issue
  • Show empathy and compassion (don’t be defensive)

Focus on negotiating or renegotiating the deal so it works for everyone.

HR’s Strategic Role in Psychological Contract Management

The psychological contract doesn’t live in policies, but HR often sits closest to where it begins. Job ads, onboarding, role design, training. These are the places where expectations take root.

If HR isn’t watching closely, it’s easy for the formal and informal to drift apart. Official promises go one way, and lived experience goes another. Often, no one notices until someone starts pulling away.

Getting ahead of that means doing the slow work. Checking whether the stories told through hiring conversations, internal messaging, and benefits language match reality. If they don’t, update the script.

HR teams in Office and Commercial businesses can do this in a few ways:

  • Look again at job descriptions. Note what they say and what they imply.
  • Make onboarding honest. If something’s not perfect, say so. People trust transparency.
  • Train managers to listen for the unsaid. The pause before a “yes.” The smile that doesn’t quite match the words.

It also helps to treat the psychological contract less like a concept and more like a lens—not “one more thing” to manage, but the lens you use to notice where trust is holding and where it’s starting to strain.

Closing the Gap Between Expectation and Experience

The psychological contract isn’t something you can hold. There’s no file for it, no formal record. Yet it shapes whether people show up with energy or protect themselves from disappointment. Whether they go all-in or start planning an exit.

What makes the biggest difference for Office and Commercial teams isn’t a single conversation. It’s consistency, clarity, and following through. Making space to ask, “What were you hoping this would be?” and listening to the answer.

When trust is looked after like this, it doesn’t just keep people from leaving. It also ensures that they stay motivated, passionate, and engaged when they stay.

Staying Motivated During Long Hiring Processes in the Healthcare Sector

October 23, 2025

Looking for a job in Healthcare wasn’t what it was a few years ago. Now it drags on, sometimes way longer than you expect. It’s normal to stretch out three, four, maybe six months before you land somewhere. You’re waiting even once you spot a role that looks like a match. Companies are taking their time, setting up round after round of interviews, assessments, and more interviews.

It can be exhausting. You prepare, show up, and try to put your best self forward every time, but sometimes, you hear nothing. There’s no feedback or idea where you stand—many people feel stuck in limbo. About 72% of job searchers say the process has negatively impacted their mental health.

It’s a tough combination: uncertainty, high stakes, no clear timeline. It’s easy to start thinking it must be something you did wrong. But extended hiring processes are just the standard now.

It doesn’t mean you’re not qualified or valuable. You need a way to stay motivated and healthy throughout the process.

Understanding the Modern Hiring Landscape

Before blaming yourself for a job search that takes forever, look at the Healthcare recruitment space; Approach this with context.

For one, multi-stage interviews have become the default. It’s rare to get a yes or no after one meeting. You’ll often start with a recruiter call, then do a skills test or assessment, followed by a video interview, maybe a panel conversation, and sometimes a final round with a team that decides if you’re the right fit.

That alone can stretch out over weeks, especially if calendars don’t align.

Then there’s the economic side of things. Companies are cautious. They want to be sure before they add a headcount. So even when everything looks positive, the final decision can stall while budgets get signed off or teams debate priorities.

Technology plays a part, too. AI screening tools are everywhere now. They’re useful for sorting through thousands of applications but add more steps and make it harder to feel any sense of connection. In one survey, nearly two-thirds of candidates said automated systems made the experience feel distant and hard to read.

It’s also worth remembering that industry-specific timelines vary a lot. A process can easily run into the two- or three-month mark in fields like tech, consulting, or senior management. This doesn’t reflect your worth as a candidate. It doesn’t mean you slipped through the cracks. It means the system is complex.

Knowing all this upfront can make it a little easier to breathe. If you expect it to take time, you’re less likely to question yourself when it does.

Mental Health and Emotional Wellbeing Strategies

A long job hunt can wear you out in ways you don’t really see coming. You start feeling ready, maybe even excited to see what’s out there. Then it just keeps going. It’s easy to think you should be handling this better. But you’re not the problem. The process itself is draining. Anyone in your shoes would feel the same way.

Practical Mental Health Strategies

There’s no perfect solution here, but a few habits can help you stay steadier. One thing a lot of people find useful is mindfulness. This isn’t about sitting cross-legged on the floor for an hour. Just pause. Breathe for a minute. Let your thoughts settle a bit. If you don’t know where to start, Headspace or Calm have guides that walk you through it. Having a daily routine helps more than you’d think.

Establishing a routine helps, too. When your days lack structure, you feel you’re never doing enough. Maybe pick a window of time in the morning for applications. Then give yourself a break and focus on something else. Even ten minutes outside can reset your mind a bit. Talking to someone helps too.

If you start to feel overwhelmed, look for help. It doesn’t have to be a therapist—maybe just a Healthcare career coach, a trusted mentor, or someone from an Employee Assistance Program.

Some things to try, even if they feel small:

  • A ten-minute guided meditation when you feel anxious
  • One set time every day when you’ll look for jobs, and when you’ll stop
  • Breaks that have nothing to do with work
  • A chat with someone you trust
  • Checking if you have access to EAP support

Self-Care Fundamentals

Remember that self-care is important, too. If you’re not looking after yourself, you’ll lack the energy or momentum to keep going.

  • Go outside, take a walk, and get exercise
  • Eat healthy, nutritious, and balanced meals
  • Build a sleep schedule and stick to it. When you’re tired, everything feels worse
  • Talk to the people around you and lean on your relationships
  • Unplug from time to time. Don’t be switched on 24/7

Remember, looking for the ideal Healthcare role doesn’t have to consume your entire life, no matter how important it feels. Look after yourself.

Strategic Networking and Relationship Building

When you’re waiting on interviews and not hearing back, it can feel like everything depends on job boards. But most jobs don’t even get posted. About 70% are filled through word of mouth or personal connections.

It’s one of the reasons networking matters so much. Even a quick chat online can open a door. On LinkedIn, countless Healthcare candidates have landed jobs through casual conversations. You don’t have to pitch yourself to everyone you meet; learn how to leverage your network.

Leveraging Hidden Job Markets

Most managers would rather hire someone they’ve heard of than sift through a pile of applications. That’s why telling people what you’re looking for is worth doing.

Start with people you already know. Maybe a former coworker or a classmate. A manager you got along with. You don’t have to lead with a request; tell them you’re exploring opportunities and want to catch up. If they mention a chance, ask about it.

Effective Networking Strategies

First, if you haven’t already, set up LinkedIn. Keep what you do clear and honest. Make sure it’s up to date. Join a couple of groups that interest you, leave a comment here and there, and share something now and then that feels like you.

When you’re ready to build connections in person, look up local events or opportunities.

  • Look up meetups or local chapters of professional groups.
  • Check alumni networks: those are often easier to approach.
  • Don’t feel like you have to collect business cards all night. One good conversation is enough.

Handling Rejection and Building Resilience

Rejection hurts. Even when you tell yourself it’s not personal, it still feels that way, particularly when you’ve put so much work into finding the right Healthcare role. But a lot of the time, rejection doesn’t really have anything to do with you.

Sometimes, the budget freezes, the team changes direction, or you are one of three final candidates, and they pick someone else. You could have done everything right and still not been the one.

Try to think of it this way: every “no” moves you one step closer to the place that’s a better fit. Take the opportunity to:

  • Learn from feedback: Ask for feedback. Sometimes you’ll get radio silence, or something generic that doesn’t help. Or you might hear that your examples were vague or that someone else had more experience. It stings, but it’s information. Keep a note of what you learn.
  • Stay resilient: Rejection chips away at you. You don’t have to pretend it doesn’t hurt. It’s normal to feel disappointed, angry, or just tired. Let yourself have the experience, talk it out with someone you trust, and be kind to yourself. Listen out for any negative self-talk and squash it straight away. Try to spot little wins. Maybe you got further in the process this time. Perhaps you answered a question more confidently. Those things count.
  • Recovery and momentum: There’s no shame in pausing after a rejection. You might need time to rethink how to present yourself, and that’s okay. When you’re ready, pick back up again gradually. One small step is enough. Remember, all the effort you’re putting in still counts.

Practical Motivation Maintenance Strategies

It’s hard to stay motivated when the finish line keeps moving. One way to keep going is to set goals you can see yourself hitting. You might decide to apply for three jobs this week, have one conversation with someone in your field, or spend an hour updating your CV.

If it helps, write it down somewhere you’ll see it. A sticky note. A phone reminder. The point isn’t to pile on pressure. It’s to give yourself something solid to work toward when everything feels vague. Other ways to stay focused might include:

  • Setting up accountability systems: It’s easy to drift when doing this alone. Having someone to check in with can keep you from losing your grip on the process. Maybe you set up a standing call with a friend looking for work. You can also join a small online group where people share updates. Just knowing someone else is in it too makes it less lonely.
  • Developing skills: If interviews are slow or offers aren’t coming, that doesn’t mean you can’t do anything. You can pick one thing to work on in the meantime. It could be a short course you’ve been meaning to take. Or brushing up on a skill that comes up in interviews. Or just reading about trends in your field so you feel informed when conversations pick up again.
  • Using monthly checks: Once a month, pause. Look back at what you did. Look at what you learned. You might realise that something isn’t working as well as you thought. Or you may discover you’re not investing enough time into self-care. Maybe you’ll decide you should be pursuing a different Healthcare role entirely.

Take the time to find a strategy that works for you, one that balances well-being, with measurable and ongoing progress.

Moving Forward, One Step at a Time

If there’s one thing to take from all this, it’s that long hiring processes are how things work now. It doesn’t mean you’re doing anything wrong.

But that doesn’t mean you must let it run you into the ground. You can set boundaries, look after your mental health, develop your network and build new skills

Here are a few steps you can start with right now:

  • Set a routine. Decide when you’ll job hunt and when you’ll step away.
  • Pick small, clear goals. A few applications. One conversation. One profile update.
  • Stay connected. Reach out to people you trust or join a group so you don’t feel alone.
  • Take breaks. A day off here and there isn’t quitting. It’s taking care of yourself.
  • Check in with yourself. Once a month, look at what’s working and what isn’t. Adjust as you need.

This process is hard, no matter how prepared you are. But you’re not stuck. Every small step counts. Just keep moving forward.

Creating Development Plans That Deliver for Your Legal Team

October 16, 2025

Ask any business leader in the Legal industry, and they’ll tell you it’s becoming a lot more difficult to keep teams fully staffed, engaged, and confident in their skills. Across industries, hiring is starting to feel more like plugging leaks than building momentum.

75% of employers say finding qualified people to fill roles is their biggest challenge. As technology evolves and skill gaps grow wider every year, it’s no wonder. New demands arrive faster than many teams can respond.

It’s common to spend months recruiting only to see another critical role open when someone leaves. That’s why strategic development planning has moved far beyond optional training budgets or nice-to-have perks. A clear, thoughtful growth plan is now one of the few tools that can help keep good people engaged and ready for what comes next.

Without it, there’s little chance of staying ahead of rapid change or keeping the Legal employees who care about staying productive and competitive. A future-ready workforce depends on a strong development plan.

The question is how you build one.

What Makes Development Plans Deliver

A development plan works best when everyone knows why it exists. It isn’t just a record of training courses. It’s a simple way to show how someone’s skills can grow in a direction that matters to them and the business.

Many plans fall short because they stay too general. They rely on the same list of goals for every role. Over time, people stop seeing the point. If a plan doesn’t connect to real work, it becomes a paperwork exercise. You need a cohesive strategy if you want your plan to deliver a competitive talent advantage. That starts with goals.

The SMART Goals Framework keeps things grounded. It drives companies to set specific, practical objectives that lead to measurable development outcomes. “Get better at data skills” doesn’t mean much. A stronger goal might be, “Finish a data analytics certification by October and use it to improve the next reporting cycle.”

It also helps to think about how learning happens. For most Legal employees, it doesn’t come from sitting in a classroom. The 70-20-10 model indicates that about 70% of skill development happens as a side effect of daily work. 20% comes from social interactions (coaching, mentoring, and peer conversations). Only about 10% comes from formal courses.

That balance might differ depending on your team, though. Some people want to learn with hands-on experiences; others need time to watch examples or walk through steps. Smaller, targeted lessons can also make learning feel manageable. Many Legal companies are moving toward microlearning, offering short videos or guides that employees can pull up when needed.

Whatever approach you take, make sure there’s alignment between individual aspirations and preferences, and organisational objectives.

The Strategic Development Planning Framework

A development plan is easier to build when there is a clear process behind it. Many Legal teams try to start with a list of training courses or generic goals. That approach rarely holds up over time. For measurable development outcomes, you need more clarity.

Here’s how to start:

Conduct a Skills Assessment & Gap Analysis

Any effective development plan starts with understanding the skills your teams already have. Competency mapping doesn’t have to be complicated. It can start with simple questions about the types of tasks employees handle well, and where projects slow down. You might consider what sector-specific capabilities will be more important tomorrow than yesterday.

Take a holistic view. Assessing technical Legal skills will be important, particularly as demand for certain things, like digital literacy, continues to grow. But remember to consider soft skills, leadership qualities, and transferable skills.

Think ahead and remember that some skills are becoming essential across all industries. AI proficiency, data analysis, and automation skills are becoming more relevant to all kinds of Legal employees. Will those be crucial to your team moving forward?

Explore the Four Types of Development Plans

Once you’ve mapped your skills gap, you can look at the bridges that might fit. Not every plan needs to look the same. Sometimes, you’ll be focused on improving employees’ skills in a specific Legal role. Other times, you’ll want to prepare staff to grow into new positions.

Consider a broad range of:

  • Skill-based plans strengthen the abilities a person uses most days.
  • Succession plans prepare someone to take over a crucial role for progress.
  • Management development plans help new leaders feel steady and clear about expectations.
  • Career transition plans support employees moving into a different part of the business.

Sometimes, your entire development plan will borrow elements from multiple different areas. What matters most is that your approach makes sense to you and your employees.

Define Your Resource Allocation Strategy

Strategic development planning can stall when resources feel limited. Many Legal companies set aside 2-5% of payroll for development, but there’s no ideal budget. Some organisations choose to spend a lot more. After all, certain studies have shown that learning and development has an average ROI of 353%.

If putting more into development helps you spend less on constant recruiting, high turnover, and work that keeps getting redone, it’s usually worth the investment. Learning and growth don’t just improve productivity. It also makes your company more appealing to candidates, keeps people engaged, and helps morale stay steady.

If your resources are limited, look at budget-conscious options:

  • Cross-training helps people build skills by learning directly from colleagues.
  • Mentoring connects senior and inexperienced employees for peer-to-peer learning.
  • Short online courses or microlearning tools can fit into busy schedules without much cost.

Technology is also changing what’s possible. Some teams use simple learning platforms to track progress. Others bring in AI-powered tools to suggest training options or measure results. These systems don’t need to be elaborated on to be helpful.

Remember Cultural Integration

The last piece is making sure development fits the way people already work. A plan that ignores culture can feel forced.

Remote and hybrid teams often need more flexibility. Different types of Legal staff members prefer varying approaches. Certain employees prefer to learn independently, while others need regular check-ins to stay engaged.

Development also means different things to different generations. Early-career employees may want to build credibility, while someone later in their career might focus on mentoring others.

Plans should reflect the fact that people learn and grow in different ways. They need to show their commitment to diversity, equity, and inclusion. When employees see that development is set up to work for everyone, they’re more likely to take it seriously.

A plan that accommodates different needs and backgrounds feels more genuine. It shows that learning isn’t just an extra thing to do when there’s time; it’s part of how the team works.

Implementation Best Practices: From Plan to Performance

A Legal development plan can look amazing in a document, with clear goals, good intentions, and a timeline everyone can follow. But sometimes those plans fall apart because they don’t account for a careful launch, regular monitoring, and future growth.

Here’s how you can plan for success.

Develop a Clear Launch Strategy

How you introduce a plan is important. Without your team’s input, it shouldn’t feel like it was developed behind closed doors. When employees get to share what they need and what feels realistic, it’s easier to get real commitment.

It’s worth talking early about what success should look like, too. Be specific about who will be responsible for what, and what should happen month after month. Make sure everyone knows what resources are available to help.

Don’t overlook basic preparations, too. Setting up logins, ensuring reading materials are easily accessible, and even figuring out how to record milestones early can make a plan feel more structured.

Master Monitoring & Evaluation

It’s common to see plans lose momentum when nobody checks in. Without regular conversations, goals lose their meaning. Some Legal teams meet monthly to see how things are going. Others chat every couple of weeks, even just for ten minutes. What matters is that it happens.

Measuring progress doesn’t need a big system. A few questions work fine. Are new skills showing up in daily tasks? Are people more confident? Is turnover steady? These are the signals worth watching.

You can usually spot the impact if you look for it:

  • People stay longer because they feel their role has a future.
  • Projects finish faster with fewer mistakes.
  • More employees are ready to step into bigger jobs.
  • Teams can handle more complex work without needing outside help.
  • Surveys or informal chats show people feel supported.

Don’t wait for a formal review or exit interview to spot issues. A quick conversation can uncover small problems before they turn into big ones.

Commit to Continuous Improvement

The Legal industry, and your business will continue to change. Your development plans shouldn’t stay frozen in place. It helps to define moments when you’ll review what’s happening and decide whether it’s working for your team.

Be ready to adjust when a new project, a shift in priorities, or a change in employee aspirations arises. Keep communication fluid, too, focusing on regular feedback. Gathering insights from team members about what they would like to improve can help you optimise your training resources. Recognizing staff for their efforts keeps motivation high.

The last step is constantly documenting the lessons you’re learning as a business. When a team finishes a development cycle, pause and look back. What worked? What slowed things down? Collect those insights so the next plan feels easier to start and simpler to follow.

Turning Plans into Real Progress

There’s no perfect recipe for strategic development planning. What works for one Legal team might hold another back. Every organisation has its own mix of challenges, priorities, and learning preferences.

But one thing shows everywhere: people want to know their skills matter. They want to see that there’s a path forward, especially when everything around them feels uncertain.

A good development plan helps meet that need in a real way. It tells employees that growth isn’t something they have to figure out on their own.

Getting started doesn’t take a huge step; it just requires a clear goal, a conversation with your team members, and a small investment in the right resources.

If you’re unsure where to begin, don’t wait for the perfect moment or plan. The most important thing is to start somewhere. Even a simple, honest approach can go a long way if it stays connected to people’s daily work.

Finding the Best Healthcare Recruiter: The Simple Guide

October 9, 2025

Even when you’re eager to find the ideal Healthcare role fast, getting constant messages from recruiters can be stressful. Some are thoughtful and specific. Others look like they were copied to a hundred people at once. It’s hard to know which ones deserve your attention and which will end up wasting your time.

Finding a recruiter who genuinely cares about your goals makes a huge difference to your career. A good recruiter doesn’t just pass along job postings. They help you consider your wants and introduce you to roles you might never see. That matters when up to 4 in 5 jobs today are never advertised publicly.

Unfortunately, not every recruiter has your best interests in mind. Some focus only on hitting their placement targets, and others know enough about your sector.

You need to know what to look for and what to avoid, which we are sharing in this week’s post.

The Foundation: What Makes a Great Recruiter

A great recruiter isn’t just a middleman who fires off job descriptions. A truly reliable Healthcare recruiter acts as your guide – they’re honest with you, direct, supportive, and knowledgeable.

You can often start to see if you’ve found the right person. For one thing, a good recruiter listens. They’re not just nodding along while they look for keywords on your CV; they’re asking questions, diving deeper into your goals.

Instead of jumping straight to, “Can you start Monday?”, they might say, “What would a meaningful next step look like for you?” That’s not something you hear from everyone.

It also helps if they really know your industry. The best recruiters can talk through the state of the market without having to check a cheat sheet. If you’re in healthcare, they’ll understand the certifications and work environments that matter. That kind of industry knowledge is hard to fake.

Good recruiters are also clear communicators. They don’t keep you guessing. If a process usually takes six weeks, they’ll say so. If a promising role has challenges you must overcome, they’ll iron them out for you. Then, there’s how they treat the relationship.

The best Healthcare recruiters don’t vanish if a job doesn’t pan out. They’ll stay in touch, check in once in a while, maybe even send over information on a networking event or course that might be helpful. That tells you they see you as more than a slot to fill.

Communication Red Flags to Watch For

How a Healthcare recruiter communicates with you is a big factor. Not every initial message you get from someone looking to fill a job role is worth your trust. Not every recruiter bothers to stay transparent and accessible throughout your job search process.

First impressions matter with recruiters just as much as they do for candidates. If you notice any of the following, step back:

  • Messages feel copied and pasted: The message could have gone to fifty others. There is no mention of your work history or anything personal; it is just a bland pitch.
  • They can’t tell you why you’d be a fit: They don’t mention why they reached out to you or reference your credentials. When you ask why you’re right for the role, they give you a canned response.
  • The details are vague: You get a message about a generic Healthcare job – no reference to responsibilities, requirements, or anything.
  • They push you to act fast: Maybe they say you need to share your CV instantly to get a chance, or complete an online test without any background.
  • They disappear. You had a good conversation. Maybe send over your details, and then nothing. The recruiter seems to vanish into thin air.
  • They avoid your questions. You ask about the company’s culture or the salary range, and they either dodge or give you generic answers. You probably won’t get transparency later if they can’t be upfront.
  • They complain about other people. Maybe they talk down about other candidates or vent about clients. It’s unprofessional and usually means they won’t speak well of you either.
  • It’s all about their deadlines. You hear many “I need to fill this quickly” and not much about whether it aligns with what you want.

If you start to feel nervous because you’re not getting answers, or they’re applying a lot of pressure, it’s okay to back off. You don’t owe a recruiter your time or your personal details.

Questions You Should Always Ask

Ask a recruiter questions. You’re trusting them to talk to companies on your behalf, and that’s no small thing.

Here are some things worth asking when you first start talking.

  • “Why do you think this role fits me?” They should be able to tell you exactly why they reached out, not just say you have “a good experience.”
  • “What did you notice about my experience?” They probably don’t know anything about you if they can’t name anything specific. You might be a name on a list.
  • “How do you usually keep in touch?” Some recruiters will text or call every few days. Others might email now and then. It helps to know.
  • “What’s the culture like at this company?” See if they can tell you something concrete. They might share stories, examples, or information about the employer.
  • “How long does this process usually take?” They might not be able to tell you when you’ll get a job offer, but they can give you a basic timeline.
  • “Can you share a couple of references from folks you’ve placed? “Anyone doing this for a while will have people they can talk to.

Evaluating Recruiter Industry Knowledge and Approach

You can tell a lot about a recruiter by how much they understand your field. Some people will say they ‘specialise’ in an industry, but when you ask a few questions, they don’t know much beyond the job titles.

The best way to determine this is to listen to how they discuss your work and the market overall. Here’s what to look for.

Assessing expertise:

A good recruiter can discuss the Healthcare work itself with you. If you start describing what you do and they look confused, that’s a sign. You want someone who:

  • Knows the language of your industry, without getting confused.
  • Understands your role’s latest trends, challenges, and opportunities.
  • Can map out the standard career path for someone in your work.
  • Asks you about specific technical skills and competencies.

If you bring up a common concept in your industry and their eyes go blank, that probably means they’re not as much of a specialist as they say.

Professional approach indicators:

Beyond knowledge, please pay attention to how they handle the whole process of representing you. What they do before and after you talk will give you clues about their professionalism.

A Healthcare recruiter worth your time will:

  • Look into your background before calling you, so you don’t have to explain everything from scratch.
  • Show you multiple options, if possible, rather than pushing you hard toward a single role.
  • Share honest insights about salaries or benchmarks in your role.
  • Give you direct feedback you can use, whether you move forward with the position or not.
  • Stay friendly, while being professional, clear, and straightforward.

Some recruiters will also share advice you didn’t even think to ask for, like how to highlight certain parts of your experience or what to expect in an interview.

Building Productive Long-term Relationships

Once you find a recruiter who feels like a good fit, you must consider how to keep that relationship strong over time. The best connections aren’t just about landing one job. They’re about having someone you can call years down the road when you’re ready for a new step.

Here are a few things you can do to build that rapport:

  • Be honest about what you want: If you’re still figuring out your Healthcare career roadmap, that’s fine – but say so. If you have dealbreakers and priorities already, share them early.
  • Give feedback: If they share a role with you that isn’t right, don’t just ignore them; let them know. Tell them when an interview didn’t go well or a culture didn’t feel like the right match. It helps them help you.
  • Stay in touch: Even if you take a job, check in sometimes. This is just a quick update to keep the connection going.
  • Refer people you trust: If you know someone who’s looking, pass along their name. Recruiters remember when you help them out.
  • Show appreciation: We all appreciate a little gratitude. Thank them if your recruiter helped you find the Healthcare role of your dreams.

Remember, the relationship you build here can be an amazing asset. You’ll have someone who knows what matters to you and can spot the right job when it comes along.

Choosing the Right Partner for Your Career

Choosing a recruiter isn’t something you have to rush. You have more control than you might think. The best recruiters won’t just find you a job; they’ll help you navigate your career.

You deserve a Healthcare recruiter who can give clear answers, honest advice, and respect your time. Don’t settle for anyone who treats you like another number or CV. Trust your gut when something is wrong, ask questions, and take your time.

The right recruiter will stand out because they’ll treat your goals like they matter and go above and beyond to help you achieve them.

How to Handle Underperformers in Your Office and Commercial Team

October 2, 2025

Underperformance in an Office and Commercial team isn’t always immediately obvious, but the side effects are inevitably painful. Whether you’re dealing with a few missed deadlines, the occasional delayed project, or a series of complaints from clients, eventually, you’ll realise something needs to change. That’s an uncomfortable thing for business leaders to recognise.

Approaching an underperforming employee can be stressful and tricky. You don’t necessarily want to convince them to leave, particularly now that 75% of companies struggle to find talent. But you can’t afford to let their potential deteriorate any further either.

Ultimately, you need a plan for employee performance management that gets staff back on track, maintains morale, and tackles performance issues simultaneously.

Understanding Underperformance in 2025

Underperformance in the Office and Commercial workplace shows up in different ways. Sometimes, it’s obvious that people are failing to meet KPIs, upsetting customers, or having ongoing quality issues. Other times, it’s more subtle: employees gradually ignore policies, miss more deadlines, or create a negative atmosphere. It’s easy to assume these things happen because team members stop trying.

Sometimes, that’s the case; 77% of employees are disengaged at work, leading to diminishing motivation, poor productivity, and even quiet quitting.

The root cause of underperformance is usually more complicated. Skill gaps are increasingly contributing to performance issues. The World Economic Forum says most hard skills only stay current for about five years now. That’s not long. Many people end up in jobs where what they knew last year isn’t enough anymore.

Another issue is clarity. Are expectations clear? Has someone explained what good looks like in detail? People might assume they’re hitting objectives when they aren’t.

Then there’s the question of resources. Even strong Office and Commercial employees will struggle if they don’t have the right tools or enough time. Rapid growth, the introduction of new tools, or hybrid work can leave gaps that no one notices at first.

Legal and Compliance Framework

When performance problems arise, focusing only on business needs makes fixing the problem before profits dip critical. But how you approach workplace performance issues needs to be governed by fairness and the rules of employment law.

In most places, you’re required to ensure employees understand what’s expected of them, provide feedback, and give them the tools and development to improve.

If you fire an Office and Commercial employee and they challenge you, you’ll need evidence that the dismissal was fair. That’s particularly crucial if the underperformance issue could be connected to a protected characteristic like a health condition, disability, or age.

Modern Awards or Enterprise Agreements add complexity, setting minimum entitlements, notice periods, and procedure requirements. When you’re planning how to handle underperformers, make sure you:

  • Keep clear records. Note what standards apply to the role, when feedback was given, what support was offered, and how progress was tracked.
  • Involve HR early. A fair, steady process is easier to defend and often leads to better results. If HR doesn’t have the answers, speak to an employment law expert.
  • Allow enough time. Most improvement plans last 30 to 90 days, depending on what’s needed. Create a policy and stick to it unless employment laws change.

The DIRECT Performance Management Framework

Managing underperforming staff is always easier when you have a structure to follow. The DIRECT framework offers that, breaking the process down into six steps. Here’s how it works:

D: Diagnose the Issue

Start by reviewing exactly what’s happening. That means looking beyond assumptions. Pull together data, performance reports, client feedback, and examples of missed deadlines. Be specific. A vague impression that someone is “just not engaged” won’t help you or them.

Also consider what else might be driving the problem.

Are they skills?

Resources?

Something personal?

Separate the symptoms from the real cause.

I: Initiate Constructive Conversation

Once you’ve gathered the facts, sit down privately. This isn’t a time for blame. The tone you set here will shape everything that comes next. Use simple, neutral language: “I’ve noticed your reports have come in late the past two months. Can we talk about what’s getting in the way?”

Listen to your Office and Commercial employee carefully. You need to hear their perspective so you can realistically determine if there’s something you can fix.

R: Develop Response Strategy

After the first discussion, work together on a plan. Make it concrete. Just telling your Office and Commercial team member to “do better” won’t help anyone. Set specific, measurable, achievable, relevant, and time-bound (SMART) goals together.

Also, identify what support they’ll need. Maybe extra training, clearer instructions, or a mentor to check in. Agree on a timeline for review.

E: Execute a Performance Improvement Plan (PIP)

Write it all down. A formal Performance Improvement Plan is a roadmap for you and your employee. It should include:

  • The performance issues are stated plainly.
  • The improvement goals.
  • The timeframe (often 30–90 days).
  • The support you’ll provide.
  • What happens if there’s no progress?

Schedule check-ups, either weekly or fortnightly. Don’t make the meetings feel like interrogations. There should be a chance to determine what’s working and what isn’t.

C: Continuous Monitoring and Adjustment

Performance improvement plans need to be adaptable. Don’t set them aside and forget about them. Keep tracking progress. Celebrate with your employees when things improve; recognition can help maintain momentum. If something goes wrong, invite your Office and Commercial team member for another meeting and try to figure out how to adjust together.

This is a good time to update your notes, too. Documenting each check-in will help you remember details and demonstrate that you handled everything fairly.

T: Terminate or Transition (if necessary)

If you’ve given your Office and Commercial employee the best possible chance to improve and you’re still not seeing progress, you need to decide what’s next. That might mean ending employment or shifting them to a better-fitting role.

Before making the choice, review everything. Are you confident that you’ve been fair throughout the process? Is the documentation solid? Do you need to seek extra feedback from HR?

If termination really is the only next step, handle it with compassion. Be clear, calm, and professional, and offer an exit interview so you can learn more about what went wrong.

Alternative Interventions and Support Strategies

Remember, a performance improvement plan doesn’t have to be a starting point. Sometimes, you don’t need something that formal right away. If you think the issue your Office and Commercial team member is having comes from a skill gap, implement a training plan.

A short course or a bit of extra practice often does more than a warning ever could. Mentoring works, too. Pair someone with a colleague who knows the ropes. It gives them someone to ask, and it makes them feel less alone.

Look at the role itself. Maybe part of the job doesn’t fit their strengths. Swapping a few tasks can help them feel more confident.

Be open to flexibility. If your staff is dealing with health issues or family issues, consider lighter hours or different shifts for a while. That compassion could pay off through more engagement, dedication, and motivation from your staff.

Simple tools help more than people expect. Better templates, clear checklists, and automatic reminders can reduce mistakes.

Building a Fair and Supportive Performance Culture

Underperformance is rarely a simple problem to solve. It’s usually not a result of someone just not caring anymore. The issue can have numerous causes, from skills that need updating to unclear expectations or personal stress.

With that in mind, don’t approach employee performance management as a one-size-fits-all process. Commit to getting to the root cause of the problem first. Start having conversations with your employees before the issue compounds and frustration builds.

Be clear about what you expect but listen carefully to what might get in the way. Remember, documentation is part of protecting everyone. It shows you’ve acted fairly and given the person a real chance to improve. It also helps keep decisions consistent across your team.

Even if performance doesn’t recover, a structured, respectful process helps reduce risk and leaves the person feeling decently treated. Over time, this approach strengthens trust and culture.

Building Team Resilience: How to Create Stability When Economic Signals Are Mixed

September 11, 2025

If you’ve felt like the economic signals this year are sending mixed messages, you’re not alone. Global growth is forecast to slow to just 2.3% in 2025. At the same time, the Economic Policy Uncertainty Index just hit its highest mark this century.

This uncertainty leads to tension inside the Office and Commercial workplace, as teams start to ask questions.

  • Is the company okay?
  • Is my job stable?
  • What does this mean for me?

No wonder `resilience’ has become the year’s buzzword. In 2024, the use of that word among Fortune 500 companies shot up by 200% in earnings calls. But just because business leaders are prioritising resilience, it doesn’t mean they’re feeling it. Around 84% of companies don’t feel equipped to deal with the uncertainty they face.

The truth is, building team resilience isn’t just about surviving economic confusion. It’s about unlocking long-term stability and a competitive advantage by investing in people, transparency, and leadership that leads with heart.

Understanding Team Resilience in an Economic Context

Team resilience in the Office and Commercial industry isn’t just about bouncing back. It’s about bouncing forward. It’s that rare ability to meet uncertainty with clarity, regulate stress in healthy ways, and move from “What now?” to “Here’s what we’ll do.”

The benefits of that shift are massive. According to Harvard Business Review, companies with resilient cultures outperform their peers by 8% in productivity gains during economic slowdowns. But achieving true resilience is getting tougher in today’s financial landscape.

Inflation still looms. Banks are being cautious and restricting lending criteria. Global trade is rocky. Plus, we’re watching an enormous workforce transformation unfold. By 2030, an estimated 92 million jobs could be displaced by AI and automation (though 170 million new ones will be created).

Most teams aren’t prepared. Only 23% of employees feel equipped with resilience and adaptability skills, according to research by McKinsey.

So, what’s holding organisations back?

Often, this is the default to short-term thinking: a stress management workshop here, a one-off change management meeting there. But resilience doesn’t work like that. If we want Office and Commercial teams to endure change and thrive through it, we need to start designing for adaptability, not just stability.

Leadership Communication as the Foundation

When things feel shaky, in the market, across the industry, or just inside your business, it’s natural for Office and Commercial leaders to hold back. You might think, “I’ll wait until I have the full picture before I say anything.”

But here’s the thing: people often imagine the worst without communication because silence isn’t neutral: It’s unsettling.

In the absence of information, people don’t assume the best. They fill in the blanks, which rarely end with, “Everything’s going great!”

Silence doesn’t calm anyone; it creates a vacuum. And in uncertain times, that vacuum gets filled with anxiety and speculation. Uncertainty doesn’t require perfect answers. What it needs is presence. A steady voice.

That means saying, “Here’s what we know. Here’s what we don’t. And here’s what we’re trying to do about it.” That kind of honesty builds trust and confidence.

McKinsey says employees who feel their company is transparent are 12 times more satisfied in their roles.

Of course, communication isn’t just about updates; it’s also about listening. Some of the most powerful words an Office and Commercial leader can say are, “What do you think?” Inviting people to share their ideas and concerns tells them they matter.

Surprisingly, you might uncover a solution you haven’t thought of yet.

Then there’s how you show up. Leaders set the emotional temperature in any workplace. Calm, candid, and compassionate leaders make a difference. When people see their leaders handling pressure with composure, they feel more equipped to do the same.

Finally, great communication needs rhythm and structure. That might mean monthly town halls (virtual or in-person), weekly email updates, or quick Slack check-ins that keep people connected and informed. What matters most is that people hear from you regularly, not just during a crisis.

Employee Wellbeing and Psychological Safety

When the outside world feels unstable, your Office and Commercial workplace need to feel like solid ground. That means creating a culture where people feel safe, supported, and genuinely cared for as human beings, not just employees.

Resilience thrives in Office and Commercial workplaces where teams can ask questions, admit mistakes, and speak up without fear. That’s psychological safety.

You can build it by keeping feedback flowing, making room for honest conversations, and treating mistakes as learning opportunities. When leaders model vulnerability and celebrate contributions, big or small, it sends a powerful message: you belong here.

Supporting Mental Health, Every Day

Mental health is now a central part of performance and retention. Studies show stress and burnout are still among the top reasons people leave jobs.

The good news? Support systems make a difference. Confidential counselling through Employee Assistance Programs (EAPs), trained managers who can spot signs of distress, and a genuine respect for work-life balance go a long way.

Wellness programs don’t have to be complicated or expensive; they need to be relevant.  Explore flexible schedules, wellness challenges, meditation apps, and healthy food options. It’s about showing your team that their health matters, not just their output.

The most successful wellbeing programs listen and adapt. Run regular pulse checks. Watch for signs like rising absenteeism or turnover. Most importantly, ask your people how they’re doing, then act on what you hear.

Skills Development and Adaptability

The pace of change right now is insane. Every Office and Commercial company are exploring new tools, shifting markets, and evolving role requirements. What worked three months ago might be outdated today. That’s what makes development such a crucial part of resilience.

Here’s something we know for sure: people want to grow. A growing number of employees are actively asking for more learning opportunities. It is formal training and real skill-building that feels useful, timely, and empowering. Explore:

  • Workshops that help people stay ahead of industry shifts or master new technologies.
  • Mentorship that connects junior talent with more experienced voices, not just for knowledge sharing but also for confidence-building.
  • Flexible access to online learning platforms so that people can learn in the flow of their day, not despite it.

It’s not about turning everyone into a tech expert overnight. It’s about creating a culture where learning is normal, expected, and fun.

Making Adaptability a Core Skill

Adaptability helps people adjust quickly, think creatively, and stay grounded even when things get unpredictable.

Organisations that invest in adaptability see real results: smoother change management, smarter decision-making, and fewer people feeling overwhelmed when plans shift. Here’s how you build adaptable teams:

  • Give people a chance to step outside their silos. Let them join cross-functional projects, try new roles, or shadow a different team for a week.
  • Reward curiosity. Create space for experimenting, asking questions, and failing sometimes. That’s where growth lives.
  • Ensure people have the tools and time to develop new skills. (Stretching without support leads to burnout, not growth.)

Technology Integration

Technology sometimes gets a bad rap; many think it’s out to replace people. But the right tech, used correctly, can improve people’s jobs.

Automation can free up time to focus on meaningful work. Smart tools can help teams stay aligned, make faster decisions, and spot problems early. But the rollout has to be thoughtful.

That means:

  • Training, not just announcements. People need to feel confident, not confused.
  • Choosing intuitive tools that solve a problem, not just shiny new software.
  • Encouraging input from the people who’ll use the tech every day. They know what works (and what doesn’t).

When teams are trained and empowered, technology becomes less intimidating and much more exciting.

Measuring and Monitoring Resilience

Resilience might feel like a `soft’ trait, something you see in your Office and Commercial team’s attitude or energy, rather than on a spreadsheet, but that doesn’t mean it can’t be measured. And if you want to strengthen it, you need to know where you’re starting from and how you’re progressing.

Here’s what you can track:

  • Engagement scores: If people are staying connected, contributing, and showing up with energy, that’s a strong sign your culture is holding.
  • Turnover during tough times: Are people choosing to stay even when things get hard? If so, you’ve built something they trust.
  • Recovery Time Objective (RTO): How fast can your team get back on track after a disruption? The quicker the bounce-back, the stronger the system.
  • Adaptation speed: How long can people get comfortable with a new process or platform after it is rolled out?
  • Innovation metrics: Are employees offering ideas? Are you tracking how often they’re implemented? Innovation is a powerful proxy for psychological safety and trust.

Remember, keep the pulse, not just the score. Behind every number is a person; if you want the full picture, you must listen and measure.

Run quarterly resilience reviews, where you take time to reflect as a team on what makes people feel supported or overwhelmed. Hold post-crisis debriefs, where everyone gets involved, and invest in ongoing feedback loops that keep communication strong.

Bouncing Forward, Not Just Back

The word `resilience’ gets thrown around a lot, but building resilience in the Office and Commercial industry isn’t just about enduring hardship. It’s about learning from it. Growing through it, and using it to create a more stable, human, and future-ready foundation.

Moving forward, the most resilient businesses will lead with clarity, invest in adaptability, and put their people first. They’ll communicate openly, respond swiftly, and support their teams in weathering storms and finding their way through them.

Start with transparent communication, build psychological safety, embed learning into the culture, not just the calendar, measure what matters, and, most importantly, treat resilience not as a core business strategy.

Because the economy may be unpredictable, but your culture doesn’t have to be.

How To Move to a New Role Before The End of This Year

August 29, 2025

A common belief (or myth) is that at a certain point in the year, companies stop hiring. Sometimes they do, but in many cases, the opposite happens.

Here is the truth.

Teams have open roles they need to fill. Budgets must be used, as hiring managers don’t want to start the next quarter short-staffed.

Logically, this is a smart time for candidates to make a move, especially when they’re not switching industries but looking for something new within the field they already know.

It’s easy to tell yourself there’s not enough runway left in the year, and it is better to wait until January. In reality, waiting might mean missing the quietest moment in the hiring cycle, when fewer candidates are applying, but roles still need to be filled.

Right now, another shift is happening. More companies hire based on skills and outcomes rather than ticking boxes on a CV. That means experience matters, and not always in the way it used to. If you’ve been in a job for a while and know you’re ready for a different challenge, there’s room to move before the year ends.

Here is where to start.

Assess Your Current Position & Define Your Target

You don’t have to do a full career reset to make a change. Sometimes it’s more about refining than reinventing. Think about your current role. What parts of your day do you enjoy most? Where do you feel your energy is being drained?

Consider your skills, not just what you have qualifications for, but what you do well.

Once you have a clear idea of your abilities and priorities, start narrowing down where you want to go. Look at a handful of job descriptions in your sector that catch your eye, even if they feel slightly out of reach. You’re not applying yet. You’re collecting patterns.

What do those roles seem to expect? What’s already familiar? What’s new, but learnable? You’re not trying to tick every box. You’re trying to see the shape of the move.

Remember that if money is the main reason for moving, first check if your salary is below market rate, and if all else is fine with your current employer, ask for a pay increase.

If that is unsuccessful, then move to stage two. Do some early research. Look at public salary ranges. Browse live listings. If you have a recruiter you trust, check in with them.

Make sure you have something to fall back on, too, a financial buffer you can rely on while you wait for the right role to come your way.

Leverage the Skills-Based Hiring Shift

One of the more useful changes in hiring right now is that job titles don’t carry as much weight as they used to. Employers are paying closer attention to what people can do, not just where they’ve worked or what their CV/Resume says on the first line.

Some reports suggest that around 81% of companies have shifted to skills-based hiring. That transition is an opportunity, if you know how to use it.

Suppose you’ve been working in your sector for a while. In that case, you’ve probably built up a mix of practical skills, problem-solving instincts, and lived experience that doesn’t always show up cleanly on a CV/Resume, in a more traditional hiring model, that might’ve worked against you. It’s more likely to count in your favour, especially if you know how to present it.

  • Get clear on what transfers: A good place to start is with the last six to twelve months of your work. Think about a few projects or problems you’ve handled, and write down the core skills that made a difference. Communication, decision-making, and time management are broad and transferable skills.
  • Show it where it counts: Once you know your core skills, the next step is weaving them into the places where recruiters and employers look. Start with your LinkedIn headline. Add a short phrase or two about what you’re good at, not just your job title. Something real. “Operations manager focused on clarity and follow-through.” “Product marketer with a bias for clear messaging.”
  • Prepare for a new interview: Companies hiring for skills ask different interview questions. Behavioural questions “tell me about a time…” are common. Prepare for these with a few STAR (Situation, Task, Action, Result) stories that share real examples of your value.

Working With Recruiters

You don’t have to go through a job move alone. If you’ve never worked with a recruiter before, it’s easy to assume they only call when you’re not looking for work or only focus on senior roles. But if you find someone who knows your sector and gives them something clear to work with, they can help you find opportunities faster than you ever could.

Look for a focused recruiter that understands what you need. Find out if they have a strong track record in your industry, read online reviews and case studies, and ask questions.

Once you start communicating, be clear and honest about what you want, your timeline, and where you’re flexible. Build and maintain that relationship when you find a recruiter who works with you. Respond when they reach out (even if you’re not looking for work anymore), provide honest feedback, and keep them updated on any changes to your situation.

Apply Smart, Interview Strong

The hardest part of a job search isn’t usually the work. It’s the uncertainty. You send out an application and hear nothing. You get an interview and then wait weeks. Sometimes you make it to the final round and don’t get the offer.

That’s the cycle. For most people, it’s frustrating, even when it’s expected. The way to get through it is to focus on the parts you can control.

Start with your applications. You don’t need to rewrite your CV every time. Just pay attention to the role. Ask yourself: what’s this job actually about? If your experience overlaps, make sure that’s easy to spot. Use the same language where it fits. Cut anything that doesn’t speak to the work.

Cover letters don’t need to be long, though they do need to be relevant. Two short paragraphs. Why this role, why now, and what you bring that’s relevant.

When interviews come around, rehearse and remember that people want to know what working with you is like. Can you explain what you do? Can you talk through how you solve problems? Are you someone they’d trust to follow through?

Pick a few moments from your recent work, where you figured something out, or made something better. You don’t need a script. Just have them in your head. So, when someone asks, “Can you give me an example?” you already have one.

Your Year-End Job Search Timeline

A solid timeline is important, particularly if you want to switch roles by the end of the year. A good strategy is to plan out a 90-day sprint, focusing on tasks to do month by month.

Month 1: The Basics

Get your CV in good shape. Then, update your LinkedIn so it reflects what you actually do, not just your title.

Start looking into recruiters who can help you find opportunities you might miss. Ask them questions about their process. Request feedback from these experts on how to make yourself more appealing to employers.

Next, set up a few alerts. Use job boards you trust, whatever’s most active in your field. Keep the filters tight enough to be useful but not so narrow that you miss something close enough to consider.

Month 2: Active Applying

Apply to roles that feel like a real match. Close enough that you can write a genuine cover message or tailor your CV without forcing it. Even three or four focused applications a week is enough, as long as they’re targeted.

Month 3: Follow through

By the third month, a few things might be happening at once. Maybe you’ve had a couple of interviews. Perhaps you’re in final conversations. Maybe it’s quieter than you’d like.

That silence can be hard, especially if you’ve put time into it. But it’s common. Hiring managers get busy. Budgets stall. Teams pause decisions. None of that has much to do with you.

What helps is staying in motion. This could mean sending a short follow-up message after an interview, checking in with a recruiter, or reaching out to someone you spoke with earlier in the process.

Don’t Put Your Future On Hold

Most people wait until January to make a move. They tell themselves they’ll start fresh once things quiet down. The truth is, by the time they get going, the best roles are already filled, and the momentum is gone.

Now is a good time if you’re thinking about a change. The hiring market hasn’t stopped. Managers still have teams to build and roles to close. There’s less noise this time of year, which makes it easier to be seen.

You don’t need a perfect plan. Just a clear one. Something steady enough to keep you moving, even when the process feels slow. Making a move doesn’t require a new year. Just a decision.

Addressing Employment Gaps: Strategies for Explaining Breaks in Your Career

August 21, 2025

If you’re taking the next step in your Healthcare career this year, and you’re already aware of a glaring gap in your employment history, don’t panic. You’re not alone and probably not at as much of a disadvantage as you’d think. Realistically, career timeline breaks are very common.

Around 62% of employees say they’ve had a gap at some point in their career. Sometimes gaps result from personal circumstances, health issues, or deciding to dive back into your education. Other times, they’re a side-effect of something you can’t control, like the pandemic, or a change in your company’s hiring strategy.

It’s natural to feel anxious about “explaining” these gaps to your next employer, particularly when the current job market is so competitive. But with the right preparation, discussing an employment gap doesn’t have to feel like revealing a shameful secret. Sometimes, your story can make you more compelling to a potential employer.

Here’s how you can confidently ensure you’re ready to explain breaks in your career.

The Job Market Reality: Gaps Are Commonplace

The traditional “linear” career path is becoming somewhat outdated. Today’s Healthcare employees don’t always progress steadily from one role to another. Most people have career moments when they need to pause, pivot, or change something.

Career timeline breaks are now standard due to shifting priorities, unexpected life changes, or the need to regroup.

It’s not because people today are lazy, but because their lives and priorities don’t always follow a tidy path. The good news is that most employers understand. They’re increasingly open to hearing career pause explanations that are open, honest, or backed by a specific purpose.

However, some business leaders expect a more “in-depth” explanation than others. In certain industries, particularly where hiring cycles are extending, you might need to explain yourself repeatedly. Still, they will likely listen if you present your story with confidence, clarity, and a sense of growth.

The Types of Employment Gaps and Their Specific Challenges

Employment gaps in the Healthcare industry happen for many different reasons. The reason behind your break shapes how you talk about it, and understanding that from the start can help you feel more confident and less stuck. For instance:

Family-Related Gaps (Like Parental Leave Or Caregiving):

You might worry that employers will question your availability or commitment, but don’t overlook what you have gained. During these gaps, you may have gained empathy, learned how to stay organised under pressure, and mastered navigating emotional situations.

Health-Related Gaps (For Yourself Or Someone Else):

Gaps related to health can be difficult to talk about. You don’t necessarily have to share personal details if you have to take time out to focus on your wellbeing (or your family). Focus on the fact that you’re ready to re-engage in the Healthcare workplace. Sometimes, you might also be able to draw attention to how the experience made you more resilient or motivated.

Education Or Retraining Gaps:

This is one of the easiest types of career break explanations to frame. Upskilling shows initiative. Make sure you link what you’ve learned to the job you’re now pursuing. If you’ve switched industries or roles, you can highlight how you had to step back, reorient, and develop new skills to ensure you were ready for the next stage in your career.

Voluntary Breaks

Taking a break for yourself doesn’t make you less committed. It can lead to renewed energy and perspective. If you gained life experience, worked on a personal project, or just recharged, talk about what that gave you, not just what you stepped away from.

Layoffs and Economic Downturns

These are more common than ever, especially post-pandemic. What matters is how you used the time. Did you network, consult, take a course, or explore new roles? Share that. Employers respect candidates who take setbacks and stay proactive.

Pre-Interview Strategies: Addressing Gaps on Your CV

If you’re worried about explaining employment gaps, remember you don’t necessarily have to wait until you’re face-to-face with an interviewer to address the issue. Your resume, cover letter, and even your employer brand online can clarify your career story.

Updating Your Resume and Cover Letter

The first step is updating your CV to reduce the focus on your career gaps. If you’ve had multiple career timeline breaks, consider a skills-based or functional format. That way, you can focus on what you can do and what you’ve achieved rather than “when” you did certain things.

If you need to follow a chronological layout, try mentioning the years when you accomplished certain things rather than exact dates. It’s also worth highlighting your proactive work during those Healthcare career gaps.

Maybe you completed a certification online, volunteered for a local community group, or did some freelance work part-time. Combine your updated resume with an effective cover letter.

You can acknowledge the gap in your cover letter, briefly explain its reasoning, and then focus on what you gained. Finally, explain why you’re excited and ready to explore the new opportunity.

Optimising Your Online Brand

Most companies will check your online profiles when considering you for a role, as well as your CV and cover letter. Usually, that means tracking down your LinkedIn account. The good news is that LinkedIn allows you to add career pauses (with reasons) to your profile.

You can label the break (e.g., “Parental Leave,” “Career Transition,” “Professional Development”) and include a short description.

However, you choose to label your breaks, make sure your message is consistent across platforms. If an employer sees a professional gap on LinkedIn that is explained differently in your resume, it can raise unnecessary questions.

Think About the Applicant Tracking Systems

Most employers use Applicant Tracking Systems (ATS) to filter CVs before a human sees them. These systems can flag unexplained CV/resume employment history gaps, so prepare accordingly:

  • Use keywords from the job description
  • Fill in the gap periods with anything relevant, learning, volunteering, or consulting
  • Avoid large blank spots with no explanation at all

A well-structured resume helps you pass the first round and sets the stage for a more confident conversation later.

Discussing Gaps Confidently During an Interview

Interviews are often stressful enough without the added worry of having to explain your career timeline break. But you don’t need to dread the question. All you need to do is ensure you’re prepared to explain your story confidently.

Prepare a Clear, Honest Explanation

Reflect on your employment gap before entering an interview (or logging in to one). What was happening during that time? What did you learn? How did you grow?

You don’t need to go in with a defensive mindset. Instead, think about how you can give the interviewer a clear, honest insight into what’s happened throughout your career.

Don’t avoid the question; explain yourself clearly and honestly. The PAR method can help with this (Problem, Action, Result):

  • Problem: Briefly state the reason for your gap.
  • Action: Explain what you did then, the skills gained, courses taken, and personal development you achieved.
  • Result: Discuss how you’re better prepared and ready for this new Healthcare role.

Emphasize Transferable Skills and Current Value

Whatever the reason behind your Healthcare career break, there’s a good chance you picked up some valuable skills. They may not be obvious technical skills, like new data analysis abilities or a new certification. However, they could still be worthwhile.

You might have learned how to communicate more effectively when travelling worldwide. Maybe you became more resilient and emotionally intelligent when caring with a sick family member. Perhaps you learned how to manage your time more effectively.

Draw attention to the transferrable skills that make you a great choice for your chosen role. Pivot back to the present whenever possible, too, talking about the relevant experience you already gained in other roles or all the new abilities you have to bring to the table after a period of learning.

Tackle Concerns Head-On

There’s a chance that your Healthcare interviewer might have some concerns about your gap, particularly if you’ve been out of the industry for a while. They may worry that your skills have become outdated or you’re unaware of the latest industry changes.

Address those concerns directly. Talk about what you’ve done to stay current, whether taking online courses, updating your certifications, or attending industry events. Maybe you’re following relevant thought leaders online or networking with professional peers.

You could even do some pre-interview homework to be extra prepared. Please read about the topics affecting your industry online and be ready to share your thoughts and opinions. That shows your future employer that you’re staying proactive.

Turning Career Gaps into Strengths

One of the best things you can do now is stop thinking of your employment gap as a setback. If you view it as a black mark on your CV, you will also present the wrong perspective to interviewers.

The key to success is reframing the narrative. Look at your professional gap not just as time away from work, but as a valuable chapter of your life. Find ways to:

  • Introduce New Skills: Highlight all the skills you’ve developed, from technical skills to soft skills like agility, resilience, or just strong communication skills.
  • Show Proactivity: Reassure future employers that you weren’t just sitting back and relaxing during your break. Discuss how you explored volunteering opportunities, took online courses, built your network, or worked on yourself.
  • Connect to Company Values: Show how your growth during your break aligns perfectly with the company’s mission. For instance, volunteering for your local community could resonate with a company focused on positive impact.
  • Show Clarity: Sometimes, stepping back from work helps you see the bigger picture clearly. If you used that time to reassess where you want to be and confirm your priorities, share that with your potential Healthcare employer.
  • Demonstrate Commitment to Growth: Even if you fell behind on training during your gap, show your potential employer that you’re keen to learn and grow now. Tell them about how you’re seeking out new courses, mentoring opportunities, and development strategies.

Address your employment gap from a positive, confident perspective, and it’s much less likely to drive potential job offers out of your hands.

Embracing Your Complete Career Story

Explaining gaps in your employment can feel daunting. You don’t want your future employer to overlook you because your career path hasn’t been linear.

Fortunately, most Healthcare employers now expect to interview candidates with career gaps. They’re not opposed to hiring people with breaks in their employment. They want you to explain the situation clearly, highlight what you gained from it, and show them that you’re ready for the next stage in your growth.

Your career journey, including its pauses, reflects your resilience and adaptability. Embrace your complete story confidently and let it propel you toward new opportunities.

The Return-to-Office Dilemma: Balancing Company Needs and Talent Expectations

August 14, 2025

The Office and Commercial workplace is still in flux. The initial scramble to implement remote work policies during the pandemic has diminished, but now there are deeper decisions to make. How do companies balance business needs with an ongoing employee demand for flexibility?

83% of employees worldwide still want hybrid work. They’ve tasted flexibility and autonomy, and they want more. At the same time, companies are worried about maintaining collaboration, productivity, and company culture in the age of hybrid work.

There’s no easy solution.

Finding the right strategy is equally complex worldwide, as candidates continue to prioritise flexibility and work-life balance.

Ultimately, if you want to attract and retain the right talent in 2025, you’ll need to quickly develop your RTO roadmap.

The Current Landscape: Flexibility Everywhere

The Office and Commercial workplace today has changed dramatically. Once, remote and hybrid work was just an emergency response to a complex situation; now, it’s what talented candidates expect.

Of course, hybrid maturity varies worldwide.

In the UK, about 28% of adults follow a hybrid schedule. In the US, more than 50% of employees are hybrid workers. According to the latest Australian Bureau of Statistics data, 37% of Australians worked from home at least once a week throughout 2023, a significant increase from the pre-pandemic level of just 13% of full-time workers.

Adoption is even higher among knowledge-based professionals, with 96% of Australian knowledge-based workers working hybrid or fully remote and 69% of employers now offering hybrid work arrangements.

The main reason for the shift is a change in candidate priorities. Employees don’t just want a wage anymore; they want to work with companies that don’t treat their health, well-being, or personal priorities as an afterthought.

However, while empowering, hybrid models can be complex. Flexibility is liberating for some employees, while others struggle to find a balance between their work and home lives. At the same time, leaders struggle to preserve the benefits of in-person collaboration in a hybrid setting.

The Business Case for the Office Return

On the surface, the demand for hybrid work seems great for businesses. They benefit from happier employees who suffer less burnout and feel more engaged. Plus, many companies have found that hybrid work can reduce operational costs at scale.

However, hybrid work also has challenges.

Although teams embrace technology to help bridge communication gaps, collaboration still thrives in the office. A Stanford University study even found that teams working in physical offices generate 15% more ideas than remote workers.

When Office and Commercial employees share a physical space, interactions are more organic and dynamic. Quick hallway chats turn into game-changing ideas, and a junior employee gains invaluable mentorship by brainstorming with a seasoned professional.

Equity among team members can also improve. Many leaders struggle to give remote workers the attention they offer in-person staff. Proximity bias can be a real problem, particularly for companies with larger teams.

However, it’s not just human connections and company culture that benefit from RTO mandates. Physical spaces cost money. Globally, companies spend billions on real estate, furniture, utilities, and infrastructure annually. These spaces weren’t designed to house people; they were built to enable focus, collaboration, and innovation. Walking away from those investments is difficult, particularly when budgets are tight.

The Talent Perspective: Shifting Priorities

From the perspective of Office and Commercial employees, things that used to be considered perks (flexible hours, remote options, and autonomy) are now crucial. A Guardian global survey found that work-life balance is the most important factor for any employee choosing a role, even ranking higher than salary.

Demand for flexibility is even higher among certain cohorts. Millennials and Generation Z employees crave mental wellbeing, meaning, and freedom in their roles. They want to design professions that work for them, rather than just accepting jobs that pay the bills.

Burnout is rampant, and candidates view companies that offer flexible and remote work options as more willing to actively support their mental health. They’re also more likely to see those companies as innovators in terms of diversity, equity, and inclusion. When companies can hire team members from anywhere, they align teams from numerous different backgrounds and walks of life.

Simply ignoring that employees today choose workplaces that align with their lives (not the other way around) isn’t an option. That’s why so many rigid return-to-office mandates have failed, causing massive turnover, workplace tension, and higher recruitment costs.

Developing Your RTO Strategy: Decision-Making Ideas

Simply asking employees to return to the office full-time won’t work for most Office and Commercial employers.

The truth is, no single model fits every team, role, or person. The companies that get the right results are the ones that don’t just roll out rules. They build flexible frameworks grounded in trust, data, and understanding. Here’s how to start building your strategy.

Ask yourself why it matters before asking people to show up at a desk. What value does the office add for them, not just for the business?

Some types of work thrive in an in-person environment. Employees who need to interact regularly with colleagues or customers, or mentor other staff members, benefit from real-world human connections. But not every task requires a dedicated desk.

Deep-focus work, writing, coding, and data analysis can often be done better from the quiet of home. Define which Office and Commercial roles need an in-office environment, and exactly how frequently team members need to be in the office to get the best results.

Once you’ve gathered the “what” and the “why,” you can start shaping a flexible model that respects both business goals and individual work styles.

Remember, your RTO policies don’t have to be carved in stone; they can evolve with your people and your Office and Commercial business.

RTO Policy Implementation: Ideas for Success

A good return-to-office policy on paper means nothing if it lands flat in practice. Implementation isn’t just about sending out emails and updating your online schedule. Here are some top tips for initiating an RTO mandate that doesn’t drive your top people away.

Start Small with Pilot and Phase-In Approaches

Change in the Office and Commercial workplace is easier to manage when it’s delivered in small doses. Rather than rolling out a full company-wide policy overnight, start with pilot programs. Select a few diverse teams and test various hybrid models.

Remember, different teams may work better with other frameworks. The product team could excel with two in-office days a week, while the marketing team prefers a fully remote setup with regular monthly sync-ups. Track what works, and use that to guide you.

Communicate with Clarity

There’s no such thing as too much communication during times of change. But clarity is everything. Don’t just announce policy changes, tell the story. Share the why and the reasoning behind your decisions. Share the trade-offs, the data, and the goals.

Be transparent about what you know and what you’re still figuring out. This kind of honesty builds trust and can help ensure your Office and Commercial employees feel more “involved” in the process.

Invest in Tools that Support Flexibility

If you’re asking people to work in new ways, you need to give them the tools to do so correctly. This could include smart scheduling platforms, digital calendars, virtual collaboration tools, and desk booking and space management systems.

Experiment with project management tools and cutting-edge communication solutions designed to bring people together in inclusive, immersive video meetings. Ask your team members what kind of technology they need to work more effectively wherever they are, and give your business leaders the resources to track performance metrics for all employees.

Measure What Matters and Keep Evolving

A return-to-office strategy shouldn’t be a one-and-done decision. It should be alive, and adaptive, informed by real results and honest feedback.

Track what really matters:

  • Are people engaged?
  • Are teams collaborating better?
  • Has productivity improved, or dropped?
  • Are we losing good people because of our policies?

Use surveys, retention data, performance insights, and regular pulse checks. Build a rhythm of reflection. Adjust when needed. The best leaders in 2025 aren’t chasing perfection—they’re staying curious, agile, and open.

The right RTO strategy shouldn’t actually be about “going back”, but about moving forward. The workplace and your employees will continue to change, and there’s no one-size-fits-all answer to keeping both your stakeholders and your teams happy.

The only way to thrive is to experiment. Use data and insights to guide your decisions, and resist the urge to stunt flexibility to avoid complexity.

Recognise that productivity doesn’t always come from presence, and remember that putting your employees’ needs first often pays off more than you’d think.