Human Resources
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8
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October saw the observance of another World Mental Health Day and this year’s theme had experts talking about mental health in the workplace. Plus, new research reveals more employees seek supportive bosses and that different generations perceive ethics differently.
Recent reorganisations at large companies have also prompted discussions about the benefits of middle management. Finally, as we approach the end of the year, experts are discussing the HR trends that will shape 2025.
Let’s examine these trends in depth.
World Mental Health Day 2024, held on October 10, spotlighted the theme, "It is time to prioritise mental health in the workplace". This year’s theme is more focused than last year’s broader theme, "Mental health is a universal human right," and aims to spotlight the importance of mental health in the workplace (see: Trend 1 from October 2023).
Organisations worldwide are encouraged to place mental wellbeing at the core of their workplace cultures, with a focus on reducing burnout, fostering resilience, and creating a supportive environment for employees.
One of the campaign's key messages is that the workplace can have a strong impact on mental health. The World Health Organisation (WHO) highlights in a September 2024 fact sheet that poor working conditions—such as discrimination, inequality, excessive workloads, low job control, and job insecurity—pose significant risks to mental health.
Additionally, mental health issues originating outside of work can still affect employees during the workday. Globally, WHO September 2024 statistics estimate that depression and anxiety result in the loss of 12 billion working days each year, costing US$1 trillion annually in lost productivity.
Prioritising mental health in the workplace
HR leaders can create a workplace culture and environment that prioritises mental health by:
It’s also important for leaders, managers and HR teams to be self-aware and check in with themselves regularly (see: Trend 5 from April 2024 and Trend 5 from May 2024). When leaders model this self-awareness and actively look after their own physical and mental health, it fosters an environment where others feel empowered to do the same.
Recent research shows that people value having a good boss just as much as they value earning a competitive salary. According to the Owl Labs 2024 State of Hybrid Work report, 92% of employees indicated that a supportive manager is the most important factor in their work experience, following compensation at 94%.
Supportive managers, also known as "green flag" bosses, help employees feel valued and engaged, fostering a positive work environment that enhances productivity and job satisfaction.
Green flag boss traits include:
There are many ways to become a green flag boss. One leadership style in the spotlight is servant leadership, which prioritises serving team members and fostering their growth.
Here are six things to know about displaying servant leadership:
Every leader and manager adopts a style that suits them. Servant leadership is one way experts say managers can help create a thriving workplace where employees feel supported and valued. Other styles of leadership include democratic leadership, transformational leadership and humble leadership (see: Trend 4 from June 2024).
Businesses often respond to economic downturns by reducing staff, frequently starting with middle management. This trend, known as "unbossing," has gained attention recently.
Commentators point out that middle managers are the engine of any organisation, implementing strategic plans and fostering team development and workplace culture.
Middle managers uniquely combine daily operational responsibilities with strategic goal implementation, making their proper training and support crucial. Instead of eliminating these roles, organisations can focus on enhancing middle managers' skills to improve team dynamics and maintain a positive organisational culture.
However, the pressures of middle management mean that some employees won’t want to take these jobs in the first place. A recent report by Robert Walters reveals that 52% of Gen Zers do not want to be middle managers, while 72% prefer an individual career path over managing others.
Middle managers often serve as a buffer between management and frustrated employees, a situation that can lead to burnout. As a result, younger professionals are “consciously unbossing”. That is to say, more young professionals are rejecting the manager route.
While changes occur around the world, middle management will continue to play a vital role in many organisations, regardless of how structures change. The key takeaway is that supporting middle managers with proper training is essential for their success and for fostering a positive work environment.
HR leaders should focus on empowering these managers to be active contributors, not just overseers. This means investing in skill development, encouraging open communication, and creating a supportive culture. By doing so, organisations can enhance team dynamics and employee satisfaction, ultimately driving better results.
According to the 2024 Code of Conduct report by LRN Corp, an ethics and compliance solutions firm, Gen Z employees are more likely (63%) to consult their employer’s code of conduct than boomers (49%). At the same time, the report showed Gen Z is also more than twice as likely to agree that bending the rules is acceptable to “get the job done.”
“These findings underscore the complexity of fostering strong ethical cultures, particularly as different generations bring varying attitudes, expectations and behaviours to the workplace,” Jim Walton, LRN’s Advisory Services Director, said in a statement.
“Codes of conduct play a key role in guiding the development of ethical, compliant workplace cultures, and organisations must think strategically and creatively about how best to bridge the generational gaps as they shape their business culture for the future.”
Generational differences in how employees engage with codes of conduct and make ethical decisions at work suggest that HR and compliance professionals may need to adopt a tailored approach to training, communication, and support.
When it comes to training teams in ethics compliance, LRN shared these tips:
By creating strong training plans, organisations can foster a more ethical workplace culture that resonates with all employees, ensuring compliance and integrity across the board.
Experts have started discussing the trends that will shape HR in 2025.
We’ve gathered seven key trends experts predict will continue to have a significant impact on HR practices in the coming year.
AI will play a growing role in automating tasks like resume screening and interview scheduling, while also supporting strategic decisions like workforce planning and data analysis. Managers will need to decide how to integrate AI into their processes and address any ethical concerns that arise (see: Trend 1 from January 2024 and Trend 3 from July 2024).
More organisations may continue to shift their focus to skills over traditional qualifications, which will help improve job matches and reduce turnover rates (see: Trend 4 November 2023).
As the need to re-skill for AI and sustainability grows, companies will keep investing in learning and development (L&D) (see: Trend 1 from June 2024). Generative AI is set to transform L&D, especially in content creation, with tools enabling dynamic materials from documents, including synthetic voice and video. Soon, virtual coaches and assistants could be part of this shift.
DEI initiatives will remain a priority next year with organisations implementing strategies like blind hiring (removing identifying information like age and education during the hiring process) and bias training to create more inclusive workplaces. We’ll also see a stronger focus on intergenerational inclusion and support for neurodiversity, ensuring diverse teams thrive (see: Trend 2 from February 2024 and Trend 2 from June 2024).
HR teams will increasingly rely on data analytics to make informed decisions around recruitment, employee engagement, and performance management. This can include data from employee surveys, performance reviews, and engagement metrics, helping identify trends and areas for improvement.
In 2025, frontline employees will increasingly use technology like IoT devices and mobile apps to improve efficiency and communication. These tools provide real-time data and seamless access to company systems for workers like delivery drivers and healthcare staff, boosting engagement and productivity
AI chatbots are improving employee experience (EX) by handling inquiries and conducting employee surveys to gather insights on sentiment and culture. In 2025, HR leaders will keep developing strategies to manage these AI agents, ensuring collaboration with IT to integrate them across various applications.
As these trends unfold, HR leaders will need to adapt and innovate to create inclusive, efficient, and data-driven workplaces, setting the stage for a successful year ahead.
This month’s trends have highlighted recurring themes in HR and recruiting: wellness at work, effective leadership, the role of management and navigating ethics and intergenerational differences in the workplace.
As the year comes to an end, experts are switching their focus on preparing for a strong 2025, with trends like AI integration, skills-based hiring, and a strong commitment to diversity, equity, and inclusion set to make a major impact in the world at work.
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