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Many will recall Gordon Gekko and the movie “Wall Street”. For those who have not seen it, I do recommend you to do so.

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When times are uncertain and you are unsure of what lies ahead for your business, it can be easy to lose focus on what got you there in the first place – your employees.

How does somebody stay motivated at work? To know this, firstly, you have to discover the real reason behind their lack of motivation to work.

In this blog I want to talk about the feeling of losing control of our lives and our work and how Autonomy, which is one of the 10 factors of the Emotional Salary Barometer, can help you start changing this.

What we know for sure Within the Emotional Salary Barometer team, we know that each of us is responsible for our own Emotional Salary.

In this blog we’ll look at what senior business leaders consider to be the “skills gap” we need to plug in order to overcome the challenges we are facing from the current situation and the future of work, and what this might mean for business results.

What happens in times of crisis? Emotional Salary, the emotional benefits we get from working, plays a huge role in helping us get through crisis situations – both on an individual and organisational level.

Note: We haven’t included in this article our thoughts on workers who provide essential goods and services who are continuing to work outside their homes in the current environment, albeit in many cases under significantly more pressure and risk than usual.

In this blog, we want to write about the topic of self-awareness because of it’s strong importance in the success of everything. That might sound like a very broad claim to say that something can be responsible for the success of everything, but hear us out.

We often think of ourselves as being either a very creative person or not at all. We rarely see the grey area that exists between both.

Emotional Salary is a concept that arouses strong interest and the majority of leaders agree that it is important for organisational success. More and more the concept is becoming part of our language and discussions about our work and professional wellbeing.

Every year during the month of January, we are usually bombarded with new year resolutions and plans. One of the main questions that people seem to ask is based around how to find our purpose.

We are in the midst of a fascinating time for HR, People and Learning Teams. Work as we know it is changing, both on an organisational and individual level. The role and function of organisations as employers is evolving.

It is not uncommon for employees to refuse their holiday days in fear of a massive build-up of unmanageable work while they’re gone. Many don’t feel that holidays are worth the amount of work they have to catch-up on when they’re back.

Have you ever thought about why we don’t always do the things that will benefit us? And I don’t mean things that we will eventually do because we are obliged to do them, for example, carry out a project or write a contract.

Why is it an issue if we struggle to retain information? Put yourself in the following situations. You’re going for a new promotion and need to learn how to manage a larger team.

We’re all familiar with the statistics. According to research from Gallup, 85% of employees worldwide are not engaged in their job. Additionally, 71% of employees in Western Europe are not engaged (2017 Gallup State of the Global Workplace survey).

With Thanksgiving coming up and Christmas just around the corner, some of you might be stressed about all the work you may have to leave incomplete in the office.