Latest news with #HiBob
Forbes
14-05-2025
- Business
- Forbes
What Is Revenge RTO, And Why Is It Rising In The Workplace?
Revenge RTO is a pattern of passive-aggressive behaviors from employees getting back at employers ... More because they feel forced to return to the office. I wrote a story for last December in which experts predicted that revenge quitting would peak in 2025, and boy has it ever. In many cases, it's taking a slightly different form known as the Revenge RTO trend. As companies mandate more days in office, there's a rising trend of employees finding passive-aggressive ways to get back at leadership in the workplace. The experts I spoke to were correct. Revenge quitting is on the rise. In fact, it's the top career trend of 2025, according to some sources, showing that 28% of employees expect it to happen at work this year. And workers are not slipping away quietly. They're making sure their exit is seen and heard, leaving loudly and dramatically over unmet promises, RTO mandates and toxic cultures. Examples of revenge RTO are coming in late, leaving the office for lunch, leaving the office early, taking home office snacks and more. So, what's behind this trend? According to experts at Hogan Assessments, the key lies in understanding the deeper disconnect between employees and their workplace. "Revenge quitting isn't just about frustration over daily tasks—it's a breakdown in communication and a failure to align employee aspirations with company culture,' explains Dr. Ryne Sherman, chief science officer at Hogan Assessments and co-host at The Science of Personality podcast. 'The good news? It's preventable.' While many companies might consider perk policing, I spoke with leaders--like Annie Rosencrans, HiBob director of people and culture--who believe, instead, that employers should think about the ways workers may be feeling unheard or overlooked when it comes to their needs for flexible schedules and better employee appreciation. 'Signs of revenge RTO can include taking home office snacks or supplies, coming in late and leaving early or stepping out of the office for lunch or a workout class," Rosencrans stresses. "Employees are taking time away from the office in a stance against leadership as a result of feeling overlooked and underappreciated for the lack of flexibility.' When we spoke through email, Rosencrans shared with me why flexible work is so important and offered tips to make in-office days more meaningful to employees. 'Revenge RTO is becoming the norm as in-office mandates become stricter and as many companies abandon the flexibility that was once promised to employees,' she told me. 'Employees are also feeling that the return to office requirements haven't resulted in more meaningful connection with their colleagues.' Rosencrans cites a recent study showing that only 31% of employees feel connected at work. She says employees perceive their companies as not prioritizing employee morale and improved experience even as in-person days become required, leaving teams resentful and wondering why they're in the office at all. 'Flexibility is key in work-life balance and many employees need and expect these accommodations.,' Rosencrans asserts. 'It's crucial to creating an inclusive workplace that values both employee morale and productivity. While taking snacks and leaving the office early may seem minor, it can be a sign of deeper team disengagement.' She points out that in order to truly understand the needs of employees, leadership should solicit team feedback through anonymous surveys, one-on-one meetings or town hall gatherings. 'The results can help companies better frame their workplace models to avoid potential backlash and employee resentment, creating a stronger company culture as a result,' she notes. Sherman at Hogan Assessments emphasizes companies that successfully retain their top talent have one thing in common: they take a proactive approach to employee engagement. 'Rather than scrambling for short-term fixes, they address core issues before employees feel the need to make a statement with their resignations," he says. Sherman has identified three key strategies for leaders to retain top talent and prevent costly exits. 'Remote work flexibility, work-life balance, growth opportunities and employee well-being are no longer perks—they're non-negotiables,' according to Sherman. 'When these expectations aren't met, employees don't just disengage, they make high-impact exits that disrupt teams and shake up workplace dynamics.' He insists that organizations must adopt transparent policies, offer genuine flexibility and establish open feedback channels to stay ahead, adding that employers who listen and adapt to evolving employee needs will not only boost retention but also strengthen their employer brand. 'Poor leadership is a fast track to revenge quitting. Toxic or absentee management styles drain morale, increase burnout and drive talent away,' Sherman states. 'Employees who feel unsupported or undervalued by their managers are significantly more likely to leave—and they'll make their dissatisfaction known. In fact, a recent Gallup report highlights that managers are the linchpins of engagement, with 70% of team engagement attributed to the manager.' Sherman cites the flip side where teams led by calm, organized and empathetic managers report three times higher engagement, adding that investing in leadership development isn't just beneficial—it's essential. Sherman is convinced that when companies cultivate an environment of trust, inclusion and mutual respect, they see tangible benefits: improved innovation, higher productivity and, most importantly, greater talent retention. 'Creating psychological safety isn't just an HR initiative—it's a business imperative,' he concludes. Nearly half of American workers are seeking new employment this year, hitting a 10-year high. After waves of layoffs, harsh return-to-office mandates and skyrocketing workloads, employees are no longer staying quiet. They're leaving abruptly and loudly, fighting back against big business for not considering their work flexibility and work-life balance. Sherman predicts that the most successful organizations with talent retention will be those that embrace authentic leadership, meaningful engagement and a culture of trust. As the workplace evolves, those companies that fail to adapt risk losing their most valuable asset: their people. Sherman believes that businesses that get this right won't just prevent revenge RTO quitting, they'll set the gold standard for workplace excellence in the years to come.
Yahoo
21-04-2025
- Business
- Yahoo
Major 'roadblock' to Australia ushering in a four-day work week revealed: 'Always difficult'
While plenty of Australians might want a four-day work week, many wouldn't sacrifice their current arrangements to make way for it. HiBob's latest report looked at how far workers would go to have this new-age policy introduced at their workplace. The research found Aussies would be very reticent in giving up their pay or work-from-home (WFH) arrangements just to enjoy a shorter working week. Sabrina Scherm, HiBob's customer success manager, told Yahoo Finance this could create a "roadblock" in seeing a four-day work week applied en masse across Australia. "From an HR perspective, it's always difficult to actually remove something from employees," she said. Four-day week 'wave' coming to Australia: '80 per cent hours for 100 per cent pay' Cafe owner hits back at customer's wild public holiday surcharge threat: 'Scum of the earth' Woolworths customer's secret to getting 'free money' every time she shops: 'Earned $1,400' After interviewing 2,000 people across the country, the HR software company found that there wasn't a lot of wiggle room when it came to compromises. Only 15 per cent of Aussies said they would take a pay cut to work four days a week. Just 22 per cent said they would be happy to reduce their holiday allowances for the shorter work week. Additionally, a third said they would go into an office full-time to get the new-age women would be far more unlikely to compromise on that front, with just 23 per cent willing to give up their WFH agreements, compared to 41 per cent of men. Scherm told Yahoo Finance that the huge gender gap is likely due to women preferring to work from home to help them better manage their children or family responsibilities. But she added that employers and managers shouldn't look at the four-day work week as a "one or the other" for work perks like WFH setups, but rather as an add-on. "I think companies can actually arrange it without taking something away," she said. "In terms of working from home and working from the office, it really comes down to how companies are viewing the results of their employees." But Scherm acknowledged that ushering in a four-day work week is no small feat that can be done overnight. The HiBob expert feels this is likely the big issue stopping many companies and businesses from hopping on the trend. "It will be a lot of responsibility for HR to drive that change, but obviously it needs to come from the management and cascade that down," she said. "Also, from an HR perspective, how do contracts need to change? What does it mean for public holidays for part-timers as well? "Are they actually then considered as full-time employees, or does that look even different? So I feel like there are a lot of questions that are not answered yet." Major companies like Bunnings, Medibank, and Telstra have been testing out the four-day work week. For Medibank's trial, hundreds of workers have been operating at 100 per cent pay for 80 per cent of their normal hours, and the results have been huge. After six months, staff reported being 4.5 per cent more satisfied with their job and 6.7 per cent were more engaged with their day-to-day tasks. The shortened week also helped these employees be more willing to go "above and beyond" their normal duties. Christian Miran previously worked at Medibank and led the insurer's trial. Now working at Thrive Nation, he told Yahoo Finance that the four-day work week concept wasn't alien to much of Australia and believes many companies are 'ready' to take it on. 'This is the next wave of understanding of how we could be more productive,' he said. 'Globally, labour cost productivity stats are stagnating since the 60s. We've kind of squeezed as much as we can out of people. 'We've got to find new ways and I think Australia is not immune from that and our burnout rates are equally as high in Australia as they are around the world.' Research from recruiter Robert Half found just over a third of Australian employees expected their organisation would transition to a four-day work week within the next five years. Another 37 per cent said their company 'might' transition within this timeframe. Scherm said it's worth giving it a go and seeing if it produces better results. "The five-day working week started like 150 to 200 years ago," she told Yahoo Finance. "Maybe it's time to change that. But it will only work when workers don't have to compromise on their current benefits as well."Sign in to access your portfolio
Forbes
03-04-2025
- Health
- Forbes
Rise Of ‘Boreout Syndrome': The Opposite Of Burnout With Similar Signs
A condition known as "boreout syndrome" is sweeping the American workplace where employees show ... More similar symptoms to burnout like depression, listlessness, insomnia, stomach upset, headache and dizziness. Learn the roots of the problem and what need to be done. A new phenomenon, known as 'boreout syndrome,' is gaining momentum in the American workplace. The condition is the absence of meaningful tasks versus the presence of work stress as with burnout. If you have "boreout syndrome,' instead of feeling overwhelmed, you're disengaged, underwhelmed and quietly clocking out. 'Boreout syndrome' can harm your mental and physical health and work culture morale, ultimately diminishing engagement and the company's bottom line. As job disengagement reaches an all-time high among the American workforce, could you or someone you know be suffering from 'boreout syndrome?" Symptoms include depression, disinterest in the job, listlessness, apathy, insomnia, stomach upset, headache and dizziness. Ironically, 'boreout' is the polar opposite of burnout, but its symptoms resemble the World Health Organization's symptoms of burnout: feelings of energy depletion, exhaustion and fatigue, increased mental distance from your job, along with feelings of negativism or cynicism and reduced professional efficacy. Karishma Patel Buford, chief people officer at Spring Health, explains 'boreout syndrome' as the antithesis to burnout. 'Elements that can contribute to this can include factors such as working in the same role with the same responsibility for an extended period, not seeing clear opportunities for growth or having minimal interactions with colleagues that are socially stimulating.' He also points out that 'boreout' can happen if a company doesn't set workers up for success or create an environment that is engaging and exciting to work in. "Boreout syndrome' isn't new. It was first given its name in 2007 in Diagnose Boreout by Peter Werder and Philippe Rothlin, two Swiss business consultants. Historically, the condition is considered the result of monotonous, repetitive tasks like assembly-line jobs or positions in which employees feel undervalued or unrecognized for their work or that lack meaning, purpose and interest. Current day experts associate 'boreout syndrome' with the new wave of workplace detachment. I spoke by email with Annie Rosencrans, director of people and culture at HiBob, who sees 'burnout syndrome' as a symptom of The Great Disengagement. 'It's no secret that we're in the middle of an employee disengagement crisis,' she told me, 'and while some of them have initially stemmed from burnout, we're now seeing the opposite challenge come to life with 'boreout.'' Joe Calvin, chief research officer at Vistage, sees 'boreout syndrome' as the precursor to 'quiet quitting,' where workers give up, checking out mentally and emotionally, managing the minimum requirements. 'This trending term refers to employees being un-engaged and unmotivated after a prolonged period of feeling unchallenged and under-stimulated at work,' he explains. I asked Dr. Jason Helfrich, co-founder of if 100% Chiropractic, if 'boreout' is a real medical condition or the younger generation's pay back for corporate America's RTO mandates. 'In a word, both,' he told me. "The feelings of boredom, apathy, frustration, hopelessness, being underappreciated and other signs of 'boreout' while real may not always be the fault of the employer. At least not in all instances." Rosencrans argues that the risks with 'boreout' are not just for companies losing hours of productivity or creative brain power from their employees. It's also not having a culture built on collaboration and connection. 'As leaders and managers, it is our obligation to foster that in the company and team culture,' she declares. 'And as an employee, it is important to speak up and make the most out of your work environment in order to find your purpose and to be happy in your role.' I spoke by email with Ilya Trakhtenberg, managing director and partner at L.E.K Consulting and co-author of Predictable Winners. Trakhtenberg points out that there's a close relationship between 'boreout' and innovation. 'In fact, they're mutually reinforcing: 'boreout' reduces an organization's ability to innovate and low innovation drives 'boreout.' The opposite is also true--a culture of innovation diminishes 'boreout,' drives engagement and enables more innovation success.' I also spoke through email with Trakhtenberg's co-author, Stuart Jackson, vice chair of L.E.K Consulting. 'A powerful antidote to 'boreout' is putting people in teams where they have the opportunity to experiment, innovate and grow," he proposes. "A growing firm is always more energized than a stagnant one.' He encourages employers to create a culture that fosters and supports experimentation if they want to foster innovation and growth. Buford asserts that it's the leader's responsibility to foster a workplace environment that nurtures both the professional and personal growth of employees. 'That means creating opportunities for meaningful connection, reducing feelings of isolation, and encouraging exploration through new experiences' he states, 'whether it's mentorship programs, working from a different office, cross-functional training, attending industry conferences or other growth-focused initiatives. This new trend also shines a light on the value of mental health support at work.' Helfrich states that, although it's the responsibility of the leader/manager to provide a welcoming work environment filled with meaningful work, appreciation and chance of advancement, it's also the responsibility of the worker to find self motivation, inspiration and opportunity through taking on challenges, working through disagreements, embracing the in-office environment and enjoying the productivity that comes with a team that works together. 'If you are feeling yourself start to fade into 'boreout,' employees should seek out opportunities to connect and find a new purpose at their job,' according to Rosencrans. 'That can mean asking for new mentorship opportunities, setting up one-to-one meetings with managers to check in on progress and growth opportunities outside of formalized reviews, going into the office when possible to collaborate with other teams or asking for opportunities to upskill and try new things.' Rosencrans acknowledges that people want to be excited, engaged and stimulated by work--both intellectually and socially. But if you're tuning out at work or losing your drive for growth or appreciation for your role, 'boreout syndrome' could be the culprit. Helfrich suggests that you look internally for motivation and ask what would inspire you to do your position at the highest level possible. Then, get on the same page with your boss and define your goals and identify the "why" behind them. At the end of the day, he advises that you question why you chose your job in the first place, make necessary changes or find a role that provides personal fulfillment.
Yahoo
17-03-2025
- Business
- Yahoo
HiBob Named Core Leader in Fosway's 2024 9-Grid™ for Cloud HCM
LONDON, March 17, 2025 /PRNewswire/ -- HiBob, the company behind Bob, has once again been named a Core Leader in Fosway Group's 2024 9-Grid™ for Cloud HCM, marking its second consecutive year in this prestigious category. This recognition highlights HiBob's continued growth, innovation, and leadership in HR technology. The Fosway 9-Grid™ Report provides an independent analysis of HR technology providers, evaluating vendors based on performance, potential, total cost of ownership, and future trajectory. HiBob's position as a Core Leader reflects its strong market presence, advanced capabilities, and commitment to delivering an intuitive and scalable HR solution that enables businesses to manage and engage their workforce effectively. Driving Innovation in HR Technology The 2024 Fosway report highlights key industry trends, including the growing importance of AI-driven automation, skills intelligence, and workforce agility. As businesses invest in flexible and resilient HR technology, HiBob continues to lead the way with intelligent automation, seamless integrations, and a user-friendly experience. "Being recognised as a Core Leader for the second year in a row underscores our dedication to innovation and customer success," said Ronni Zehavi, CEO of HiBob. "Organisations need adaptable, intuitive HR solutions that evolve with the way people work. This recognition affirms our mission to build a best-in-class HCM platform that helps companies attract, retain, and develop talent in an ever-changing world." A Mission-Critical HR Platform for Growing Companies HiBob is the go-to HR platform for mid-sized and fast-growing businesses, providing a scalable, intuitive, and customisable solution that supports strategic workforce planning, payroll integration, AI-powered insights, and employee engagement. According to David Wilson, Founder & CEO of Fosway Group, "HiBob sets the benchmark for SMB HCM solutions, offering a comprehensive scope and an exceptional employee experience. The recent addition of UK Payroll further strengthens its capabilities for UK-based customers." For more information on HiBob's ranking in Fosway's 2024 9-Grid™ for Cloud HCM, visit HiBob's website. About HiBob HiBob is on a mission to transform how organizations operate in the modern world of work with its HR platform Bob. It offers resilient, agile technology that wraps all the complexities of HR processes into a game changing, user-friendly tool that touches every employee across the business. Used by more than 4400 multinational companies to accelerate hiring, retain the best talent and elevate employee engagement. View original content: SOURCE HiBob Sign in to access your portfolio
Yahoo
24-02-2025
- Business
- Yahoo
Aussie bosses warned over 'ticking time bomb' in workplaces: 'Fuse is already lit'
Australian bosses are being warned that the Reserve Bank of Australia's (RBA) decision to cut interest rates could create a wave of resignations. HR tech firm HiBob has found a shocking number of Aussies prepared to leave their jobs the second there are signs that the economy is improving. While the job market has been tight in the last few years, it's hoped that the RBA's move to reduce the official cash rate to 4.10 per cent could grease the wheels and get the economy moving. But HiBob's Damien Andreasen told Yahoo Finance that this would have an unintended consequence. "For a lot of Australian employees right now, job stability isn't about loyalty, but survival. When interest rates are high, the cost of living squeezes household budgets, and people are less inclined to take risks," he said. Melbourne lags behind on return-to-office trend as WFH bubble bursts across Australia Aussie launches multi-million dollar rival to Coles, Woolworths: 'Want to be the reverse' Dates Australian banks will pass on interest rate cut to mortgage holders after RBA move "However, interest rate cuts signal stronger economic confidence. "If people feel a little less financial pressure, they're far more likely to re-evaluate their options and look for jobs that offer better pay and growth, or simply a better work-life balance." HiBob found that 43 per cent of Aussie workers are ready to pull the pin on their current roles as many feel undervalued, under-recognised, and lacking clear career paths."Businesses shouldn't mistake this short-term stability for long-term commitment, because once their financial conditions shift, talent exodus is inevitable," Andreasen said. "The fuse is already lit; people are just waiting for the right moment to move. "Regardless of when we start seeing this exodus, the window to act is closing fast as the sentiment to change jobs is already here. If companies don't step up now, they'll be left scrambling to fill vacancies while their competitors snap up top talent." Andreasen urged businesses to start showing their staff how much they care about them. But he warned that you can't just throw money at the problem - although that can't hurt. "Salary alone won't keep people if they feel stuck at work," he said. "Employees want to see a future for themselves if they were to keep their position long-term, which means clearer career pathways, meaningful feedback and real recognition. "If companies continue to link career growth to overtime or assume people will stick around just because times are tough, they're, frankly, delusional — and will be blindsided when their best talent walks out the door." He said the best course of action is to sit down with staff and ask them what's missing in their day-to-day lives and work out how to fulfil that. There is a big debate about how long workers will be able to continue enjoying work-from-home (WFH) arrangements. There has been a wave of big companies like Coles, Woolworths, Amazon and the public sector ordering staff back to the office. Some believe this trend will continue in 2025, while others feel it will hit a watershed moment. "I'm predicting that if the market starts to pick up and recruitment picks up, those top performers that are being forced to go back to the office have a choice, and I suspect we'll see an increase in resignations," Natasha Hawker, managing director for HR and recruitment company Employee Matters, told Yahoo Finance. "We recruit across multiple industries, and I have to say, from a candidate perspective, they do not want to return to the office." Randstad Australia found that 52 per cent of white-collar workers now view WFH as a fundamental right and fear it is being unjustifiably taken away. The research also discovered that 24 per cent of Aussies would actively search for a new hybrid role if they had to go back to the office full-time, while 6 per cent would resign without another job lined up.
