We quizzed leading industry experts for predictions on what would be priorities in 2025.

Priority: facilitating continuous learning

In our recent feature on key challenges in 2025, unsurprisingly the rapid pace of tech change was mentioned. In order to deal with this, employers will need to prioritise continuous learning and development among employees. 

There is already a sense of fear among some employees about tech like AI taking over jobs, so educating them on how they can best work alongside these new tools is essential, not only for productivity, but for wellbeing too.

Jo Rigby, Senior Director, Global Lead Performance, Talent and Careers, Human Resources, AtkinsRéalis, confirms that “how we help our people use tools in the right way” is a priority for her, as is “keeping pace with technological advancements and changing job requirements”. 

Others argue that training/discussions should also be provided on the ethics of emerging technology, as well as the promotion of face to face soft skills, which are potentially at risk in a tech-focused world.

AtkinsRéalis is taking a particularly progressive approach to new technology, focused on identifying the best opportunities for staff to keep their skills relevant and futureproof through upskilling and reskilling programmes. 

The employer is also using AI to help identify skills that can be transferred between different roles, as well as different sectors, which initially wouldn’t appear to be a match. The company calls this ‘Careers without Boundaries’ and empowers the employee to feel in control of their career path.

An added challenge regarding learning and development now, says Rigby, is that fact that with hybrid working “different work environments require new strategies for learning”. She recommends embracing “learning in the flow of work” which means creating a culture where learning is embedded into job designs on a daily basis.

“This makes learning more relevant and immediate to boost employee motivation and attract and retain top talent,” says Rigby. She also recommends keeping an eye firmly on “the ROI of learning” and creating robust metrics and data points aligned to business performance and goals.

Priority: shifting to a culture of prevention

The new government has made clear it has set its sights on transforming the culture of Health, and the NHS, to one of prevention rather than cure. It is planning on making a raft of reforms (see this feature) which will have an impact on employers. 

Smart About Health’s Head of Strategy and Operations Sarah Restall recommends that “rather than waiting for problems to arise”, or indeed legislation to be introduced, employers should “proactively identify and mitigate risks”.

According to her, this requires a deep understanding of the employee lifecycle and the unique challenges that individuals face at different stages of their lives ie. one size, as we keep saying here, does not fit all!

It also requires a shift from “reactive, siloed interventions” to “proactive, integrated strategies that address the full spectrum of employee needs”.

She recommends employers can kickstart a prevention culture by educating employees on topics such as sleep hygiene, stress management and nutrition. But, this needs to be done alongside “ensuring that workloads and expectations support these behaviours”.

On a more practical level, screening for certain illnesses and diseases, like cancer, are another way that organisations can create a culture of prevention. With these screening tests becoming increasingly affordable, many more employers are likely to consider this option as a benefit in 2025.

Priority: financial wellbeing support

Many of our interviewees identified that supporting employees’ Financial Wellbeing would be a priority in 2025 as the economic uncertainty and ‘cost of living crisis’ continues. 

“Programmes addressing financial literacy, debt management, and savings will likely see further development, recognising the critical role financial stability plays in overall health,” says Sarah McIntosh, Chief Executive, MHFA England.

Octopus Money CEO Ruth Handcock flags certain changes, like reduced stamp duty thresholds for first-time buyers and stagnant child benefit policies, that will leave many more employees “grappling with tough financial decisions”.

“These pressures risk affecting productivity, engagement, and overall mental health,” she says. “But there are very practical ways that employers can support their teams through these challenges so they feel more in control of their finances and better equipped to navigate change.”

Indeed, supporting employees to navigate change better was cited as a key challenge in this feature on 2025 challenges.

Priority: bedding in office / remote / hybrid working model

Last year saw many employers call for their employees to come into the office more, with some stipulating mandatory days and others core hours. Some even required office attendance to take advantage of certain benefits like bonuses.

Whichever path was chosen, 2025 will surely be the year to consolidate the behaviour around that decision.

Many organisations have chosen a hybrid model as there are some clear benefits to remote and flexible work. But, as Mental Health Trainer and cancer awareness campaigner Sharron Moffatt, says:

“Remote work isn’t going away, but if we don’t get better at defining boundaries, burnout will keep rising. Employees need support in creating healthy routines and learning when it’s okay to say ‘no’,” she says.

McIntosh also stresses the need to watch out for isolation and disconnection among some employees who are working remotely.

“Organisations will need to address this by fostering stronger community-building efforts, both virtually and in-person, to maintain social wellbeing,” she says.

Priority: listening

This article on the importance of listening was one of our most read articles of last year…. Which is good news, as listening is going to be a priority in 2025!

As Dr Jo Yarker, Professor in Occupational Psychology at Birkbeck University of London, says, with an increasing recognition that Health & Wellbeing is “owned by everyone” increased collaboration – for which listening is an essential skill – will “help to accelerate the impact of activities to improve working lives and business performance”. Particularly, collaboration between OH, HR, H&S and DEI will be important.

There is often a mismatch between how ‘well’ leaders believe their Wellbeing strategies are being received, and how well they are actually being received. This is why organisational listening is so important in identifying the needs, particularly of different segments of the working population, and providing tailored solutions and benefits for them. 

“Smart workplaces will start to listen to employees,” says Health and Wellbeing consultant Amy Mckeown. “My hope is that 2025 is the year that we start listening to each other. Even those we disagree with. Bring back debate. It’s only by listening  and understanding each other more we’ll be able navigate the change, uncertainty and uncharted waters that lay ahead.”

Priority: measuring any Health and Wellbeing activity

Measurement continues to be a tricky area, as the industry still seeks a standard and robust methods that can be adopted universally. One of the challenges predicted for 2025 is senior management pushing back on budgets and an important part of a professional’s armoury will be the ability to use data and prove ROI.

According to Yarker, we are already seeing the shift but we need to see it more:

“There is growing recognition of the need for evidence-based approaches. Professionals are starting to scrutinise the design and impact of the tools they are using; taking a more data driven approach and considering  more carefully the outcomes / KPIs they want to deliver on.”

The main theme of the last MAD World Festival in October was the debate on where the responsibility for Health and Wellbeing lies between the employer and the employee.

While there were valid arguments discussed both sides, there was a general consensus about the move away from one off, generic health campaigns to job design and organisational culture and to personalised solutions relevant to individuals.

Yarker, for one, hopes that 2025 is the year that the term “psychosocial risk” is normalised and “we move beyond health promotion and focus on the role of good jobs”.

This throws up more challenges in terms of measurement because culture is much harder to measure than a one-off campaign. However, the increased pressure on organisations to find ways to report on ESG measures will help Health and Wellbeing make a more compelling case.

Yarker predicts that in 2025 we will see more organisations integrating Wellbeing into ESG, aligning their strategies with broader company goals, which demonstrate social responsibility. 

Dame Carol Black would like to see the industry “come together more” in terms of measurement and  outcomes  potentially sharing their findings  so that organisations might learn from each other and industry as a whole benefit

“But it’s very rare that a company publishes the outcomes from the  interventions they have introduced,” she says. “That would help us move forward and learn a great deal, if they did.” 

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The 2025 Challenges that need to be on your radar

A new year often brings new ideas and a renewed enthusiasm as plans for the coming year take place and start to come to life. Whilst January is notoriously known for being a month where people feel ‘blue,’ with the colder weather and what feels like 6 months to pay day you may feel like the creative spark within your team isn’t shining quite as bright this month. 

Boosting team spirit through music

Team spirit and camaraderie are vital at this time of year to bring your people back together after the holidays, and music is a great way to inject some fun into your workplace. Allowing everyone to choose their favourite tracks helps them to feel valued and eases them back into work after an extended break. Adding some fun to the playlists can spark conversations – perhaps a ‘guilty pleasure’ playlist where people can try to guess who chose which song, or a themed playlist from an era like the 80s or 90s can create feelings of nostalgia.

We spoke to The Workplace Depot last year about how they keep their teams in the office and warehouse connected, and how music plays a part in that.

Music in the warehouse

Mikey Doodah who works in the warehouse told us “When we’re working, the first thing we do is put the radio on, it gives everyone a bit of energy in the morning. On the Friday, what I like to do when it’s my turn to pick, I like to play party music, quite upbeat music, just to get ready for the weekend. I feel like it would definitely be a whole different atmosphere at work if there wasn’t any music because obviously it’s just a lot quieter, it just doesn’t feel right.”

Music in the office

Annabelle Earps, based in the main office said “We use music everywhere in the business really, we use it in the office upstairs, we have different stations for all the different teams, so we have customer service, finance and marketing. For myself, working in a creative role, it’s so important to have music on to get you through the days, get you through certain tasks, just excite me a little bit more and get me into that creative space.

A lot of employees can believe that it can be a really huge distraction to their employees, but personally I think it really helps me and really helps everyone else as well. When you go down to the warehouse and they’re playing music, like they were playing Cher a couple of weeks ago, which was just unexpected. I’ve had previous roles where I have dreaded going into work whereas here, it’s really, really a place I enjoy.”

Feeling valued through music

To sum up that feeling of being valued by their employer, Mikey added: “It makes you feel definitely more part of the team and part of a family that they’re paying for TheMusicLicence because it shows that the company does actually care about its employees. They’re willing to spend money on us, so we feel better whilst we’re working.” 

The Workplace Depot are getting it right when they play music for their people, hear more from the team there and how important music is to them here.

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This week, meet Future of the Office, Audiem, and Workplace Geek’s Podcast—three innovative entities reshaping workplace dynamics. Here’s why they stand out and why we’re thrilled to welcome them as exhibitors at The Office Event, 30 April – 1 May.

Future of the Office: Empowering the Future of Work

At Future of the Office, we transform workplaces to meet the evolving demands of the Knowledge Era, where flexibility, creativity, and employee well-being are at the heart of success. Our tailored approach blends stakeholder collaboration, data-driven insights, innovative design, and cultural alignment to create workspaces that inspire innovation, foster collaboration, and empower diverse teams to thrive.  

By integrating leadership alignment, cultural transformation, sustainable practices, and flexible furniture solutions, we craft environments that adapt seamlessly to the needs of hybrid work. With a focus on people and purpose, we turn offices into strategic assets, dynamic destinations that drive both business performance and employee engagement.

Audiem: Unlocking the Power of Employee Feedback 

Audiem is an advanced AI-powered platform that gathers employee feedback to reveal not just what they think, but why. We understand the importance of capturing employee feedback therefore, Audiem helps you make work better for your people by revealing actionable insights that really matter to them, based on their own day-to-day experiences. Audiem helps you to understand how your people feel about their workplace – and its impact on both their work and your business performance – in their own words.

Audiem’s cutting-edge technology collects feedback from various sources, including surveys, helpdesk tickets, and virtual suggestion boxes. With support for 100+ languages, Audiem transforms unstructured text data into user-friendly dashboards highlighting key pain points, themes, and suggestions.

Audiem gives all employees a voice not just the leadership team to uncover insights wherever you collect workplace feedback.

Click here to find out more about Audiem.

Workplace Geek’s Podcast: Bridging Academia and Business 

Workplace Geeks, the award-winning podcast on a mission to discover, interrogate and disseminate the world’s leading workplace research. We explore workplace research from around the globe with the teams behind it. We discuss the methodology and challenges as well as deep dive into the findings. Hosted by Chris Moriarty and Ian Ellison, each episode explores fascinating work with the authors themselves, capturing practical learning and potential business impacts.

Workplace Geeks bridges the gap between academia and business as we explore the diverse elements affecting workplace experience, employee value and business performance. You can subscribe wherever you get your podcasts, or click here.

Visit Future of the Office, Audiem, and Workplace Geek’s Podcast at The Office Event to discover how they can elevate your workplace experience. Save the date: 30 April – 1 May!

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Spotting the signs of mental health struggles in the workplace is a difficult responsibility. And there are growing resources that highlight behavioural, social and performance indicators of the individual struggling. 

But what if there are barriers to spotting these signs that lie within our own subconscious mental shortcuts (biases and heuristics) as managers?

It is important to state that these biases are not our fault; they are simply natural shortcuts our brains rely on to process information – but we may not realise how they influence our ability to recognise the signs that others may need our support. 

This article introduces a fresh perspective and practical advice rooted in behavioural science to help you spot the hidden signs of mental health struggles at work. We’ll uncover three biases that shape our thinking and explore how we can overcome them.

Let’s dive in!

The confirmation bias

Definition: We tend to interpret information or behaviours in a way that confirms our pre-existing beliefs or assumptions, while undervaluing contradictory evidence.

How this impacts us:

• Managers may unconsciously evaluate wellbeing based on an existing mental “template” of what mental health struggles look like. An employee we perceive as highly resilient, sociable, or generally “happy” may cause us to seek out information that confirms this is still the case while subconsciously missing signs of struggle.
  
  For example: a manager might think, “They have always been able to handle pressure in the past” or “They are generally the more social member of the team, so they must be doing fine.”

Practical Tips to Overcome:

• Ask for others’ perspectives: Project leaders, team members, or close colleagues may have noticed signals, changes in behaviour, or conversations you haven’t seen.
  
  You might ask: “Hi X, I’m always looking to proactively support Y as best I can – how do you feel they are doing themselves? Have you noticed any changes at all?”

• Resetting our assumptions: Regular check-ins are essential. Scheduling monthly or bi-monthly conversations to discuss life circumstances and overall wellbeing allows managers to spot underlying issues.
  
  Openly stating that you care about their wellbeing and are looking to understand how best you can support them allows you to ask empathetic questions as simple as:

“How is life treating you these days?”  
“I know work has been busy recently – how have you been doing outside of all of this?”
“Is there anything you’ve been juggling outside of work?”

• Flip the mental script:  We often assume others are doing “fine” until signs show otherwise. Instead, hypothetically assume someone is “not fine” and write down any evidence or behaviours that challenge this assumption.

The availability heuristic

Definition: We tend to rely on information that readily comes to mind when evaluating situations or making decisions.

How this may impact us: Managers may focus only on clear, observable signs of struggle, such as emotional breakdowns or missed deadlines, which often occur when someone is already in crisis. By understanding the more subtle signs of struggle, managers can ensure employees receive support before they hit a crisis. 

For example: someone may seem fine simply because they haven’t explicitly said they are struggling, haven’t shown visible distress like crying, or haven’t fallen behind on deadlines.

Practical Tips to Overcome:

Try not to ignore the high performers:

• The Availability Heuristic often causes us to overlook high performers who mask their struggles through productivity. This can reinforce unhealthy productivity myths and presenteeism. To counteract this, regularly check in with high-performing employees to uncover potential hidden struggles.
  
  A simple question like: “I’ve noticed you’ve been really busy at the moment—your work is great, but I just wanted to check in to see how you’re holding up in general?”

Be aware of the more subtle signs of struggle:

Working Behaviours & Performance: 

• Employees may arrive late or leave early more frequently.
• They may struggle with concentration or decision-making.
• Small mistakes may occur more often, even in routine tasks.
• Employees might stay off-camera or muted more frequently during video calls.

Social and Emotional

• Avoiding social activities or becoming unusually withdrawn.
• Eating lunch alone or at their desk more often.
• Showing increased irritability, defensiveness, or frustration.
• Appearing more stressed, anxious, or overwhelmed.
• Displaying lower motivation or disinterest in their work.

Language Indicators

• “I’m not sleeping well at the moment.”
• “I’m just feeling tired or exhausted a lot recently.”
• “I’m feeling a bit overwhelmed.”
• “I’ve got some personal things going on.”
• “I’m not enjoying my work at the moment.”

The fundamental attribution error

Definition: We tend to attribute the behaviours of others to their innate personality or character, rather than to situational, external, or contextual factors.

How this may impact us: 

• Misattributing performance issues to an individual’s character can cause managers to overlook stress, burnout, or personal challenges as the true causes of struggle.
• Employees who feel misunderstood, unsupported, or unfairly judged may experience worsening mental health and performance. 
• Managers may also overlook contextual factors such as consistently high workloads, tight deadlines, team conflicts, longer working hours, or challenges outside of work like family or health issues.

For example: We might assume an employee who is missing deadlines is unorganised or uncommitted, that someone appearing distracted in meetings is disinterested, or an employee arriving late or working from home frequently doesn’t care about their job.

Practical tips to overcome: 

Seek to understand the context behind an employee’s behaviour. 

• Take a supportive and empathetic approach by asking open-ended questions that allow employees to share their circumstances. 

For example:

“I’ve noticed you’ve been a bit quieter recently. How are you feeling in general, both in and out of work?”

“There are a couple of small mistakes I’ve noticed, which isn’t like you. Are there other pressures or challenges I should know about?”

Focus on observing patterns rather than isolated incidents. 

• Avoid jumping to conclusions based on a single event and instead look for trends over time. 
• Keeping notes on workload changes, team dynamics, or personal pressures can help you identify patterns and provide a clearer understanding of what may be contributing to an employee’s struggles.

Centre conversations on solutions. 

• Ensure your conversations and check-ins focus on finding a solution going forward and any support needed which could address an underlying issue or cause for performance.

• Collaboratively find ways to adjust workloads, offer practical support, or provide reassurance.
  
  For instance, you might say:
  
  “You mentioned you’re feeling a bit overwhelmed—let’s look at how we can adjust the workload or how the team can help out,”
  
  “I noticed a few small mistakes, which isn’t like you. I’m more than happy to help with any final checks or proofreads so I can help support”

As we mentioned, these biases are not our fault; they are natural shortcuts our brains use to process information quickly – but by making ourselves aware of our own biases we can create a new lens to identify and support employees’ mental health. When we approach our teams with curiosity, compassion, and an open mind, we not only support individual wellbeing but also foster healthier, more connected, and resilient workplaces.

References:

Kahneman, D. (2011). Thinking, Fast and Slow. New York: Farrar, Straus and Giroux.

Kayhan, V.O. (2015). Confirmation Bias: Roles of Search Engines and Search Contexts. International Conference on Interaction Sciences.

Wang, Z. (2023). Research on the Application of Availability Bias on Decision Making. Lecture Notes in Education Psychology and Public Media.

Goldhahn, A. (1992). Effects of Culture and Debate Experience on the Fundamental Attribution Error.

About the author:

Jack Duddy is the Founder of Kind., a mental health startup that empowers the social circles (co-workers, friends, families) of those struggling to become effective supporters through practical tools and behavioural science. With a career as a Behavioural Science consultant, Jack is dedicated to understanding human behaviour and creating meaningful change. Informed by his own lived experiences of mental health struggles, he blends professional knowledge with personal insight to craft effective solutions. Jack focuses on creating collective wellbeing, strengthening social connections, empowering individuals and organisations to improve mental health. 

In 2023, Acrylicize took centre stage in redefining how art can integrate with workplace design through their captivating installation at Loyens & Loeff’s Hourglass building in Amsterdam. This innovative project exemplifies the fusion of digital artistry, interactivity, and brand storytelling, creating a space where employees, clients, and visitors alike can experience the core values of the organisation in a tangible way.

A vision centred on people

As a leading European law and tax firm, Loyens & Loeff places people at the heart of their business—a philosophy that became the inspiration for Acrylicize’s bespoke digital art installation. The challenge was to translate this ethos into a physical form that seamlessly connects with the firm’s new Amsterdam office, its people, and the surrounding cityscape.

Drawing from Amsterdam’s iconic canals and waterways, Acrylicize designed an 11m x 9m installation located in the building’s entrance and atrium. The centrepiece is an interactive LED lighting system that ripples outward in response to nearby movement, symbolising the impact and intrinsic value of each individual within the organisation.

Technological innovation meets aesthetic brilliance

Acrylicize’s approach leveraged cutting-edge technology to create a dynamic, programmable LED track system. The system enables a spectrum of colours and lighting effects inspired by the changing hues of the sky—from the warm yellows and peaches of sunrise to the brand’s signature blue midday tones, and the deep purples of evening.

This artistic versatility ensures the installation evolves throughout the day, offering a range of moods that reflect the rhythm of both the environment and its users. For moments of celebration, a special “party mode” adds a playful touch, reinforcing the firm’s vibrant and people-centred culture.

An emotional connection through art

This installation not only enhances the aesthetics of the workspace but also creates a lasting emotional impact. As Loyens & Loeff’s team noted:

“Acrylicize immediately understood what we had in mind. The artwork fully meets our wishes; it is friendly, sustainable, abstract, surprising, and recognisable.”

The interactive nature of the installation transforms the space into a living, breathing canvas, fostering a deeper connection between individuals and their environment.

Rethinking office spaces

Acrylicize’s project for Loyens & Loeff underscores how digital art can elevate workplace design beyond functionality, offering a platform for meaningful interactions and brand storytelling. It’s a powerful reminder of the role of art in shaping human experience and driving emotional engagement within corporate spaces.For a detailed look at the project, visit the original case study here.

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Whether you buy into the wellness industry’s annual ‘New Year, New You’ seduction or not, there’s no doubt that January is a good opportunity to look ahead and make plans for the next twelve months.

As our features on 2024 and key learnings reflected, last year was tricky due to many factors from economic to political uncertainty. While there is still much instability, trend forecasters are generally predicting that 2025 will be more stable – not least because the United States of America now knows (for better or for worse, remains to be seen) who its President is for the next four years. 

We asked leading Health and Wellbeing experts to tell us the key challenges they think industry professionals need to be aware of – and thoughts on how to tackle them.

Increased focus on ROI to get and keep C-Suite buy in

As part of our planning process, Make A Difference Media and our sister company The Watercooler Events commissioned some research amongst industry practitioners. One question asked about their biggest challenges and this one ranked highly in the qualitative feedback.

One respondent described a familiar scenario. With the industry generally acknowledging that employee Health and Wellbeing needs to be addressed at the core, job design level (rather than through periphery initiatives) there’s a recognition that this requires restructuring and widescale change.

“Organisational wellbeing looks at changing the way we set ourselves up to work, and this is not what a lot of C-Suite want to accept” says one respondent.

“It is a very traditional environment with senior leaders who have been in the business a long time, so it is difficult to change things or bring in anything new or innovative,” says another.

Consequently, professionals need to focus on preparing robust ROI arguments for why investment in employee wellbeing makes financial sense.

However, on the bright side, the qualitative insights from the research revealed that budgets are generally up for 2025 and of more concern to practitioners are competing business priorities, overcoming siloes and getting buy-in from different departments.

Investment in line manager training

Line managers are increasingly recognised as central to the success of employee wellbeing. For this reason, MHFA England Chief Executive, Sarah McIntosh, predicts that “the importance of managers and leaders in promoting wellbeing will remain a critical focus”.

However, in order to do this, managers need support. As Dr Jo Yarker, Professor in Occupational Psychology at Birkbeck University of London, says, the industry has “long since” recognised this but she hopes 2025 will be the year that we “see a move beyond this awareness to skill development, focusing on key behaviours and practices that make a difference”.

One thing that is likely to make a difference is line managers understanding that investing time in their own and their team’s health and wellbeing will, in the long run, lead to better productivity and working relationships. The issue currently is that many see it as another chore ‘to do’ contributing to a sense of overwhelm that can ultimately lead to burnout.

Increased understanding might also lead to a greater sense of accountability from managers, too, something one survey respondent said is lacking in their organisation among managers as well as leaders.

Keeping up with new tech, especially AI

Digital tools and AI powered solutions are bound to keep launching at a rapid pace in 2025, with huge advances being made seemingly overnight at the moment. 

Jackie Buttery, Head of Benefits and Reward, Human Resources, Travers Smith, confirms that this is an issue “we are all starting to think about” at her organisation and feels like “somewhat uncharted territory”. She predicts this tech revolution will see “many changes to our working practices”.

She hasn’t mapped out the consequences for wellbeing yet, but hopes the impact of AI will be “positive for many”.

“But, nonetheless, change can be unsettling and people may have less certainty and may feel their sense of wellbeing is knocked in the short term,” she says.

IOSH’s Chief Executive Vanessa Harwood-Whitcher advises that introducing these technologies requires “transparency, clear justification and communicating reasons for the decision”.

She recommends including organisation-wide consultation, ensuring due diligence and adherence to legal obligations and responsibilities. 

Keeping up with the rapid pace of change in general

With change happening on so many fronts, this is bound to be a biggie in 2025.

As we wrote about last year, the Labour government is ramping up reforms in the wellbeing/mental health space, declaring its desire to shift to a preventative culture, which employers will have to keep abreast of. 

“The new government is expected to bring significant reforms aimed at improving working conditions,” says McIntosh. “For example, policies promoting greater work-life balance, fair pay, and enhanced worker protections.”

One of the government reforms garnering most interest relates to the Mental Health Act. MHFA England’s McIntosh hopes that this “may encourage more open dialogue and drive organisations to adopt policies aligning with the updated legislation”. 

All these reforms will certainly mean new compliance requirements for organisations. Navigating change, and employing leaders/managers who are skilled in this, will be key for success overcoming this challenge. 

Professionals need to be on the lookout for “change fatigue” among employees, and have solutions to mitigate this phenomenon. Wellbeing experts like Health and Wellbeing consultant Amy Mckeown, for example, expect to do more work in the arena of “organisational change, transition and culture” in 2025.

An upside of this focused government attention is that leaders (mentioned in challenge number 1) will not be able to avoid the issue. McIntosh is also optimistic that it will pave the way for “greater integration of wellbeing into business strategy” with organisations increasingly “not treating wellbeing as an add-on, but as a fundamental driver of long-term success”. 

The wellbeing of employees who are carers

This is one of Buttery’s biggest priorities in 2025 on account of the increased employer’s national insurance requirements from April.

“The care sector is already in a state of crisis but with this, it’s quite possible the care sector will shrink further in 2025,” she says. “That worries me greatly and that’s sure to impact carers and parents. In a childcare context, there is a threat of nurseries closing or pushing up their prices which employees will struggle to afford.” 

She predicts that it will affect those employees caring for elderly friends and relatives too. 

“There is a risk of significant worry for employees with ageing parents, who may well be forced to shoulder some of the care needs themselves,” she says. “These care challenges just can’t be solved by a neat corporate benefit, so it’s likely employees will need to take more time off if the care givers just aren’t there.”

The Health and Wellbeing of younger generations

We’ve covered this topic in depth at the end of last year (see here for our feature on why so many younger people are out of work and here on why so many managers find Gen Z ‘difficult’).

As Dame Carol Black said at our Leader’s Lunch “we’ve got an increasing problem with young people” which affects an organisation’s ability to create a sustainable workforce. The problems – in terms of getting younger employees into work, and rising levels of mental ill health amongst these generations – have been well documented in the mainstream media.

Dame Carol recommends making a concerted effort to really understand your younger employees and prospective recruits through tools like surveys and focus groups. 

“CEOs and Heads of HR have got to get their heads around the fact that different generations of workers are not the same. They must listen to young people’s concerns and try very hard to put the right support in the workplace,” she says.

Tackling the ‘woke backlash’ whilst continuing to integrate DE&I with health and wellbeing

In this feature on challenges in 2024, we mentioned scepticism around DEI gathering momentum, with high profile employers reportedly cutting high profile roles in the sector. (Read more on this here).

This backlash, and sensationalist media coverage around it, is bound to bleed into 2025 and will be a challenge to address. 

The best way to approach it, as Roxanne Hoobs, Founder of the Hobbs Consultancy, argues, is to view it as an opportunity to potentially “bring more balance to the agenda”. 

This is a good time to take an objective view of your approach whilst continuing to look at ways to integrate DE&I with health and wellbeing.

As the late Apple entrepreneur Steve Jobs said – words that could be applied to all the issues identified in this feature for 2025 – “innovation is the ability to see change as an opportunity, not a threat”.

All of the issues in this article will be covered as part of the free-to-attend conference sessions taking place  at The Watercooler Event on 30th April and 1st May 2025 at ExCeL in London, The Watercooler Event is Europe’s biggest trade show, with free-to-attend content, dedicated to creating workplaces that empower both people and business to thrive. Now in its fourth year, it’s two days of cutting-edge employee health & wellbeing, workplace culture, benefits, DE&I and engagement networking and product discovery – co-located with The Office Event for the full 360-degree workplace experience.

Named in recognition of those crucial “watercooler moments” of connection with colleagues, what really sets the event apart is its ability to unite the full range of stakeholders from different types and sizes of organisations. You can find out more and reserve your place here.

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How can employers support the government’s mission to shift to preventative healthcare?

As a follow up to Aon’s sponsorship of the ever-popular roundtable discussions at Make A Difference Media’s sister event, the MAD World Summit, they have put together a useful summary report.

It provides a high-level overview of the key discussions, themes and takeaways to come out of each of the roundtable discussions.

Challenges and solutions

Focused on five key topic areas, the roundtables were an opportunity for peers to share challenges and brainstorm solutions around:

• Balancing Psychosocial Risks versus Personal Resilience
• Tech and AI in Wellbeing – Help or Hindrance?
• Measuring the Effectiveness of a Wellbeing Strategy – The Power of Using Aggregated Data
• How does Leadership and Culture Facilitate Wellbeing in a Multigenerational Workforce?
• How do you Develop a Wellbeing Strategy and Know if it is Making a Difference? 

Whether or not you were able to attend the roundtables at the Summit, the insights shared in this report provide valuable starting points for conversations within your own organisation. 

You can download the free report here.

Listening is one of the most underrated yet critical skills a manager can possess. While technical expertise and strategic decision-making are essential, the ability to listen attentively can make the difference between being a competent manager and an exceptional leader.

A common challenge in management

Many managers are promoted into their roles because of their high IQ and technical expertise. These skills are vital for operational success but do not always prepare individuals for the complexities of people management. Emotional intelligence (EQ)—the ability to understand and manage emotions, both one’s own and those of others—is often overlooked during promotions. As a result, managers may find themselves ill-equipped to handle interpersonal challenges, build trust, and foster a supportive work environment.

The value of listening in management

Active listening is a cornerstone of EQ and is crucial for creating a positive and productive workplace. Here’s why listening matters:

1. Builds Trust and Respect: When employees feel heard, they are more likely to trust their manager and feel respected. This trust forms the foundation of a healthy manager-employee relationship.
2. Improves Morale: Listening demonstrates that a manager values their team members’ perspectives, which boosts morale and fosters a sense of belonging.
3. Enhances Problem-Solving: By understanding the root of an issue through careful listening, managers can address problems more effectively and make better-informed decisions.
4. Encourages Open Communication: Active listening creates a safe space where employees feel comfortable sharing ideas, concerns, or feedback without fear of judgement.

Overcoming barriers to listening

Managers often face competing priorities, making it challenging to dedicate time to listening. However, dismissing an employee’s need to talk can lead to disengagement and missed opportunities for growth. To overcome these barriers:

• Prioritise Time for Conversations: If you’re unable to listen immediately, schedule a specific time to give the individual your full attention. This shows respect and commitment.
• Develop Active Listening Skills: Use techniques like paraphrasing, asking open-ended questions, and maintaining eye contact to ensure the speaker feels understood and valued.
• Eliminate Distractions: Create an environment conducive to meaningful conversations by minimising interruptions and focusing entirely on the speaker.

The broader impact of listening

Listening goes beyond individual interactions. It contributes to creating a workplace culture of trust, collaboration, and psychological safety. When managers actively listen, they not only address immediate concerns but also foster long-term engagement and loyalty among their team members.

A call to action for managers

The journey from being a technically skilled manager to becoming an empathetic leader begins with listening. By prioritising this vital skill, managers can bridge the gap between IQ and EQ, creating a workplace where employees thrive both personally and professionally.

In leadership, listening isn’t just a skill—it’s a responsibility. It’s about recognising that every voice matters and ensuring that no one goes unheard.

About the author:

Carole Spiers, FISMA, FPSA, MIHE, is the CEO of Carole Spiers Group, a prominent UK-based stress management consultancy with a strong presence both nationally and internationally. Recognised for her expertise in resilience, health, and wellbeing, Carole is a frequent contributor as a BBC guest broadcaster and the author of Show Stress Who’s Boss!  She also serves as Chair of ISMA^UK.

www.isma.org.uk  www.carolespiersgroup.co.uk 

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Celebrating 50 years of progress in health and wellbeing: a journey of transformation

Workplaces have long been designed with a one-size-fits-all mentality: rigid layouts, bright lighting, and noisy open plan layouts that prioritise efficiency over individuality. But in today’s world, where innovation is fuelled by diversity, these outdated spaces no longer serve the needs of modern employees. For organisations to thrive, they must embrace inclusivity at every level, and neuro-inclusive design is central to this transformation.

How thoughtful design unlocks potential, drives innovation, and fosters belonging

Neuro-inclusive design isn’t just about making workplaces accessible; it’s about creating environments where everyone, regardless of their neurological makeup, can succeed. Neurodiversity encompasses conditions like autism, ADHD, dyslexia, and sensory processing disorders, which affect how people perceive and interact with the world around them. By designing for neurodiverse individuals, companies unlock untapped potential, foster innovation, and create spaces that empower employees to bring their full selves to work.

Understanding neurodiversity and its value

Neurodiversity is not a deficit, it’s a strength. People with autism or ADHD, for example, often excel in areas like problem-solving, pattern recognition, and creative thinking. Their unique cognitive profiles allow them to approach challenges from angles others might not see.

Take the tech industry as an example. Companies like Microsoft, SAP, and Dell have embraced neurodiverse hiring initiatives, recognising the incredible value these individuals bring. People with autism often have heightened abilities in focus and detail-oriented tasks, making them exceptional at identifying software bugs or optimising code. Similarly, individuals with ADHD may bring unparalleled creativity and out-of-the-box thinking that lead to innovative solutions.

The ability to see challenges through a different lens is not just beneficial; it’s transformative. In an increasingly complex and fast-paced world, organisations that harness the power of neurodiversity gain a significant competitive edge. They solve problems faster, innovate more effectively, and build teams that reflect the complexity of the world they’re designing for.

Why neuro-inclusive design matters

Despite the value neurodiverse individuals bring, traditional office spaces can present significant barriers to their success. Environments with bright lights, constant background noise, and open-plan layouts can overwhelm individuals with sensory sensitivities, making it difficult for them to focus or feel comfortable. In contrast, neuro-inclusive design creates spaces that empower employees to thrive by accommodating their unique needs and preferences.

Here’s why embracing neuro-inclusive design is so important:

1. Unleashing potential: By removing barriers, companies enable neurodiverse employees to perform at their best, unlocking exceptional problem-solving skills, heightened focus, and creativity.
2. Fostering innovation: Cognitive diversity fuels innovation. When people with different ways of thinking collaborate, they generate ideas and solutions that wouldn’t emerge in homogeneous teams.
3. Enhancing well-being: Inclusive spaces send a powerful message: “You belong here.” This boosts employee morale, loyalty, and mental health, reducing turnover and absenteeism.
4. Aligning with modern values: Inclusivity is no longer optional; it’s a business imperative. In the Knowledge Era, where purpose and trust drive success, creating spaces that reflect these values is essential for attracting and retaining top talent.

Principles of neuro-inclusive design

To create workplaces where everyone can thrive, organisations must go beyond accessibility measures and incorporate neuro-inclusive principles into their designs. These principles include:

1. Sensory-safe environments:
   • Quiet zones: Designate areas with minimal noise where employees can focus without distractions. Soundproof pods or rooms can provide much-needed escapes from the hustle and bustle of open offices.
   • Acoustic control: Use materials that absorb sound and reduce echo, creating a calmer auditory environment.
   • Lighting: Offer adjustable lighting options to accommodate sensitivities. Natural light, dimmable fixtures, and warmer tones can reduce visual strain and create a more soothing atmosphere.
2. Flexible and modular spaces:
   • Allow employees to choose the environment that suits their needs, whether it’s a quiet pod for deep work, a collaborative hub for brainstorming, or a comfortable lounge for decompression.
   • Incorporate ergonomic furniture and sensory-friendly materials to enhance comfort and support different working styles.
3. Personalised control:
   • Provide tools that allow employees to customise their environments, such as noise-cancelling headphones, height adjustable desks, ergonomic seating, and individual temperature controls.
   • Use smart technologies that enable individuals to tailor their spaces to their preferences, such as app-controlled lighting or white noise generators.
4. Clear navigation and structure:
   • Use clear signage, visual cues, and intuitive layouts to make spaces easy to navigate.
   • Create designated zones for different activities, such as collaboration, focus, and relaxation, so employees know exactly where to go for their needs.
5. Biophilic and wellness design:
   • Incorporate natural elements like plants, natural light, and organic materials to create a calming and restorative atmosphere. Studies show that biophilic design reduces stress, boosts focus, and enhances overall well-being.
   • Introduce wellness rooms or mindfulness spaces where employees can decompress and recharge during the workday.

Lessons from the tech sector

The tech industry has long been at the forefront of embracing neurodiversity. Companies like Microsoft and SAP have pioneered hiring programs specifically designed to attract neurodiverse talent, recognising the unique strengths these individuals bring to solving complex technical problems. But hiring is only part of the equation, ensuring neurodiverse employees thrive requires thoughtful workplace design.

For instance, SAP created workspaces that include quiet rooms, adjustable lighting, and sensory-friendly materials. These accommodations allow neurodiverse employees to work comfortably and productively, resulting in higher retention rates and improved performance. Similarly, Microsoft’s inclusive hiring initiatives are supported by workplace adjustments tailored to neurodiverse needs, enabling employees to excel in roles like software testing, where attention to detail is critical.

The success of these programs demonstrates a clear message: when companies invest in creating environments where neurodiverse individuals can thrive, the return is measurable in innovation, employee satisfaction, and business outcomes.

The power of authenticity

The things that make us different are not weaknesses; they are strengths. Being true to who we are, without compromise, gives us the confidence and resilience to thrive, both personally and professionally. For neurodiverse individuals, this is especially important. When workplaces embrace and celebrate neurological differences, they empower employees to bring their whole selves to work.

This authenticity fosters creativity, strengthens connections, and drives innovation. It also sends a powerful message to the entire workforce: diversity is not just accepted, it is valued. By creating workplaces that reflect this ethos, companies position themselves as leaders in the Knowledge Era, where inclusivity and purpose are key drivers of success.

Designing for the future

The workplace is no longer just a physical location, it’s a reflection of an organisation’s values and vision. Neuro-inclusive design is not a fleeting trend; it’s a strategic imperative. It challenges us to rethink outdated norms and create spaces that prioritise individuality and authenticity.

To lead this transformation, organisations must take intentional steps:

1. Start with an audit: Assess your current workplace to identify barriers faced by neurodiverse employees. Engage with your teams to understand their needs and preferences.
2. Collaborate with experts: Partner with workplace strategists, designers, and neurodiversity consultants to develop tailored solutions.
3. Implement incremental changes: Begin with small adjustments, like creating sensory-safe zones or introducing flexible seating options. Use employee feedback to refine and expand these initiatives.
4. Educate and advocate: Train leaders and teams on the value of neurodiversity and the principles of inclusivity. Foster a culture where differences are celebrated, not sidelined.
5. Measure and iterate: Use data to track the impact of your efforts and continuously improve your workplace design to meet evolving needs.

The future is inclusive

Imagine a workplace where every individual, regardless of their neurological makeup, feels valued, supported, and empowered to contribute their best. A workplace where diversity is celebrated as a strength, and inclusivity is built into every design choice. This vision is not just aspirational, it’s achievable.

As we move further into the Knowledge Era, where human ingenuity and creativity are the ultimate drivers of success, embracing neuro-inclusive design is not just ethical, it’s essential. The organisations that lead this movement will be the ones that attract top talent, drive innovation, and set the standard for what workplaces can achieve.

Are you ready to lead?

The time for change is now. By embracing neuro-inclusive design, organisations can create environments that empower individuals, foster innovation, and reflect the values of a modern, forward-thinking workforce.

The future of work is one where everyone can thrive. The question is: Will your organisation rise to the challenge?

You can meet Isobel in person at The Office Event where she’ll be exhibiting. The Office Event is a unique and timely trade show with free-to-attend content that offers a one-stop-shop for organisations who are rethinking their approach to workplace design, workplace experience and facilities management. Now in its second year, The Office will take place on 30th April and 1st May 2025, at ExCel in London. Co-located with The Watercooler Event for the full 360-degree workplace culture and employee wellbeing experience. You can find out more here.

About the author:

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