Pause for Thought
Whatifness is a term myself and my team use on a daily basis. We coined the phrase when coaching individuals and working with organisations through change and transition.
- What if we did and what if we didn’t?
- What if this happens; what does this actually mean?
- What if that happened; what could we do in that situation?
There is always more than one way to view any situation, yet typically the instant view seems to be a negative one based on our natural negativity bias. We tend to look at the problem and not the solution, the cost versus the benefits.
It’s OK to consider and entertain this view because over-optimism can be dangerous and detrimental.
By reviewing all angles, you can gain valuable insight and opportunities that can inform better decisions that are more aligned to the results you expect and desire.
When we speak with established clients and prospects, we often hit an objection over budget.
“We just can’t afford this”
“This is not in the budget”
Whilst we respect the fact this might not have been factored into the agreed budget, we have to challenge the cost of not allocating funds to invest in people.
For example, the cost of recruiting the volume of people due to high turnover versus the cost of retaining valued skills and collaborating teams.
The question to consider is “Can you really afford not to?” What will developing people and improving performance do for your culture, your expected results, your reputation, your business continuity etc?
If the cost benefit analysis points towards higher cost than return, then don’t do anything.
If the rewards and returns are higher than the costs, then you have investment as opposed to cost. Re-allocating resources including time and money might be the best decision instead of sticking to a rigid budget and seeing increased costs via lower productivity and higher expenditure.
And I’ll leave you with one of our most famous sayings that we wear on T-shirts and post on social media:
“Do it, Don’t Do it
Just Don’t Whinge about it”
News
This article from business.com argues that investing in employee training is no longer optional for businesses facing tight labour markets, rising turnover, and rapid technological change. Today’s employees actively seek roles that develop their skills, and organisations that fail to provide growth opportunities risk losing talent. Research cited in the article shows that training improves recruitment and retention, boosts employee engagement, and strengthens loyalty by signalling that the company is committed to its people’s long-term success. Well-designed training programs also help businesses identify high-potential employees and build internal pipelines for leadership, reducing reliance on costly external hiring.
Beyond retention, employee training delivers clear operational and strategic benefits. Skilled and adaptable employees make fewer errors, work more efficiently, and are better equipped to respond to change, which can significantly reduce costs and improve productivity. Training also supports innovation by bringing employees together across teams and encouraging new ideas, while preparing organisations for future skill needs such as digital fluency, analytics, and AI.
To read the press release in full visit: https://www.business.com/articles/why-businesses-should-invest-in-employee-training/?utm.com
Insight
This article from HR News explores why engaging and retaining Gen Z employees has become a growing challenge for organisations, driven by shifting expectations around careers and progression. Gen Z workers are more likely than previous generations to change roles frequently and seek advancement externally, giving rise to what the author describes as a “work situationship” rather than long-term employer loyalty. While pay and flexibility matter, the research highlights that career development is a critical driver of engagement. Many organisations struggle to retain Gen Z because their workplace strategies do not align with these expectations, particularly around visible progression, skills development and support in building managerial capabilities.
To address this, the article argues that learning and development strategies must be more personalised and inclusive of a multigenerational workforce. One-size-fits-all approaches risk deepening generational tensions, as Gen Z employees often feel misunderstood and older generations perceive differences in work ethic. Effective engagement comes from tailored L&D programmes, mentoring, and opportunities for cross-generational collaboration that foster empathy and shared understanding. By combining data insights with meaningful, human-led conversations, organisations can create people-first development strategies that support Gen Z’s growth while strengthening cohesion, retention and readiness for the future of work.
To read the article in full visit: https://hrnews.co.uk/how-to-effectively-engage-new-gen-z-employees-in-the-workplace