- 18
- Episodes
- Weekly
- Cadence
- 2026
- First episode
About Not Work Ready
Managing Gen Z staff isn't easy. Not Work Ready helps supervisors and managers understand what's really causing workplace challenges, and how to build confident young teams that stay. notworkready.substack.com (https://notworkready.substack.com/s/not-work-ready?utm_medium=podcast)
- Publisher
- Jono Van der Ploeg
- Category
- business · business
- Language
- en
- Explicit
- No
- First episode
- 4 May 2026
- Latest episode
- 7 Oct 2026
Latest episodes
18 episodes in the feed.
7 Oct 2026
We Couldn't Find Young Staff. So We Stopped Recruiting the Same Way.
We were struggling to find enough young staff for our summer pool season. So instead of continuing to advertise the same jobs through the same recruitment process and hoping for a different result, we changed the process. We went into schools and built relationships with students before asking them to apply. We simplified the application. We ran group interviews so young people could come along with friends. Then, once they were in, we gave them the opportunity to shadow experienced staff, learn the workplace and gradually build the skills and confidence to do the job. Nine months later, when it was time to recruit for another season, around 70% came back and applied again. They weren't wondering whether they could do the job anymore. They already knew they could. In this episode of Not Work Ready I explore what this experience taught me about recruiting young people, confidence and our obsession with finding people who are already “work ready”. We explore: Why traditional recruitment can screen out capable young people Building relationships before recruitment begins Removing unnecessary barriers without lowering expectations Why being good at interviews isn't the same as being good at the job Letting young people learn through real workplace experience The role of supervisors, mentoring and formal training How experience builds confidence Why around 70% of the young people returned Why employers need to take some responsibility for developing work readiness The difference between finding good staff and developing good staff Maybe employers need to stop asking: “Why aren't young people work ready?” And start asking: “What are we doing to help them become ready?” How well are you setting up your young staff? If you're employing young people and aren't sure whether your onboarding is helping them build confidence, clarity and independence, you can complete the free Confidence in Mentoring Onboarding Audit. It looks at your onboarding, expectations, feedback, support and workplace culture, then gives you a personalised report showing where your strengths and gaps may be. Read the article on Substack: Not Work Ready (https://notworkready.substack.com/) More from Confidence in Mentoring: Confidence in Mentoring (https://confidenceinmentoring.com?utm_source=chatgpt.com) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
30 Sept 2026
Your Young Employee Says Their Mental Health Is Affecting Work. Now What?
When a Young Staff Member Tells You They’re Struggling A young staff member asks if they can have a quick chat. You sit down and they tell you: “I’m really struggling with my mental health, and it’s affecting my work.” What do you say next? For many managers, this is where the uncertainty kicks in. You want to support them, but you’re their manager, not their counsellor. Pasted markdown In this episode of Not Work Ready, I work through a case study step by step and explain how I’d approach this conversation after more than 20 years working with young people. We explore: How to respond when someone first opens up Why you don’t need to immediately fix the problem What questions are actually useful to ask How support and high expectations can exist together Where the boundaries of your role as a manager sit Why referrals and follow-up matter How the workplace itself might be contributing to the problem Why an EAP isn’t a substitute for fixing an unhealthy workplace The big question isn’t: “How do I fix this person’s mental health?” It’s: “How can I support this person to be well and succeed at work, while staying within my role as their manager?” 🎧 Follow Not Work Ready wherever you listen to podcasts. 📖 Read the accompanying article and subscribe on Not Work Ready on Substack (https://confidenceinmentoring.substack.com/?utm_source=chatgpt.com) 🌐 Confidence in Mentoring (https://confidenceinmentoring.com.au/?utm_source=chatgpt.com) If you know a manager who’d benefit from this conversation, send the episode their way. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
22 Sept 2026
Scared of getting pronouns wrong?
Getting Someone’s Pronouns Wrong Isn’t the Biggest Problem Managers are often terrified of saying the wrong thing. What if I use the wrong pronoun?What if I don't understand the terminology?What if I accidentally offend someone? After years of working alongside LGBTIQA+ young people, I've learnt that respect doesn't require perfection. I've used the wrong pronoun before. I've watched young people accidentally use the wrong pronouns for their own friends. Most of the time, someone corrects themselves, moves on and the conversation continues. There's a big difference between making a mistake and choosing not to respect someone. In this episode of Not Work Ready, I talk about what working with LGBTIQA+ young people taught me about pronouns, inclusion and creating workplaces where people feel safe to be themselves. We explore: Why fear of saying the wrong thing can get in the way of genuine connection What to do when you accidentally use the wrong pronoun Why a huge apology can sometimes make things more uncomfortable The difference between an honest mistake and deliberate disrespect Why inclusive practice becomes easier when it becomes everyday practice How young staff learn whether a workplace is safe by watching how other people are treated Why your LGBTIQA+ staff shouldn't have to become your diversity trainers What all of this has to do with trust, belonging and retention You don't need to understand every part of someone's identity to treat them with respect. Listen. Learn. Correct yourself when you get something wrong. Then keep building the relationship. Because your staff don't need you to get everything right. But they shouldn't have to wonder whether you're trying. 🎧 Not Work ReadyPractical conversations about young staff, workplaces, mentoring and the systems we sometimes forget to question. Read and subscribe to Not Work Ready on Substack (https://notworkready.substack.com/?utm_source=chatgpt.com) Connect with Jono Van der Ploeg on LinkedIn (https://www.linkedin.com/in/jonathonvanderploeg) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
15 Sept 2026
Stop Acting Surprised When Your Staff Resign.
Sometimes an employee resigns long before they hand in the letter. They’re still turning up.Still doing their job.Still sitting in the meetings. But something has changed. I know because it happened to me. I once spent around 18 months working on a major project, with significant funding, community consultation and organisational support behind it. Then one meeting changed my relationship with the organisation completely. I didn’t resign that day. But looking back, I think that was the day they lost me. In this episode of Not Work Ready, I explore what I call silent resignation, and why the moment someone officially resigns might be the end of a much longer story. We explore: Why silent resignation is different from quiet quitting The moment trust in a workplace can change How frustration can turn into resentment and cynicism Why employees start looking for evidence that leadership is getting things wrong Why someone going quiet isn’t necessarily a good sign The changes managers should be paying attention to Why exit interviews happen far too late How connection, trust and feeling valued can help prevent good people from mentally checking out When someone hands you their resignation, don’t just ask: “Why are they leaving?” Ask: “When did they start?” Because by the time the resignation letter arrives, you might have lost them months ago. Read more of my work and subscribe to Not Work Ready (https://notworkready.substack.com/) on Substack (https://notworkready.substack.com/) Connect with me on LinkedIn (https://www.linkedin.com/in/jonathonvanderploeg/) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
7 Sept 2026
If Everyone You Hire Is the Problem, I’ve Got Some Bad News For You
If Everyone You Hire Is the Problem, I’ve Got Some Bad News “They don’t take initiative.” “They lack confidence.” “They’re not motivated.” “They just don’t seem to get it.” Sometimes, the employee genuinely isn’t the right fit. But when the same problems keep showing up with different employees, it might be worth looking at the one thing that hasn’t changed. The workplace. In this episode of Not Work Ready, I explore what repeated patterns can tell us about onboarding, expectations, supervision and workplace culture, and why independence and initiative often need to be developed rather than simply expected. We explore: Why different managers can get different results from the same young people How unclear expectations can create dependence How managers can accidentally discourage initiative The difference between recruiting independence and developing it What repeated staff problems might be telling you about your workplace Why changing the environment can change the behaviour you’re seeing The question to take away: If the same problem keeps happening with different employees, what keeps happening in your workplace? 🎧 Follow Not Work Ready wherever you listen to podcasts. 📖 Read more and subscribe on Not Work Ready on Substack (https://confidenceinmentoring.substack.com/?utm_source=chatgpt.com) 🌐 Confidence in Mentoring (https://confidenceinmentoring.com.au/?utm_source=chatgpt.com) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
31 Aug 2026
Your Young Staff Could Become Your Greatest Management Achievement
What If Your Youngest Team Became Your Strongest Team? “They ask so many questions.” “They need more support.” “They don’t have enough experience.” “They’ll probably leave anyway.” There’s plenty of conversation about the challenges of managing young staff. But we don't talk nearly enough about what can happen when you get it right. Years ago, I ran a mentoring program with around 25 young volunteers. They gave up their Friday nights, supported each other, took ownership and eventually started bringing their friends along because they genuinely wanted to be part of it. That experience taught me something about what a strong culture can create. In this episode of Not Work Ready, I explore what could happen if we stopped seeing young staff primarily as a management challenge and started thinking about the team they could become. We explore: Why young, inexperienced teams can become incredibly strong teams How managers set the temperature for enthusiasm, confidence and engagement Why ownership helps young staff become more invested How peer mentoring can start happening naturally Why a great employee experience can turn your staff into your best recruiters And why developing a young team could become one of the strongest examples of your leadership capability Managing young staff takes patience. But imagine developing a team where people grow, support each other, take ownership and eventually start telling their friends: “You should come and work here.” Maybe the question isn't “Why are young staff so difficult to manage?” Maybe it's: “What could this team become if I led them exceptionally well?” Find more from Confidence in Mentoring:confidenceinmentoring.com.au (http://confidenceinmentoring.com.au) Connect with me on LinkedIn:linkedin.com/in/jonathonvanderploeg (http://linkedin.com/in/jonathonvanderploeg) 🎧 Not Work Ready explores what workplaces can do differently to help young people start, grow and stay. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
23 Aug 2026
Stop Complaining About Young Staff
Stop Complaining About Young Staff “They don’t have enough experience.” “They don’t understand what’s expected.” “They just don’t want to work anymore.” But if young people are the problem, why are some employers having much more success hiring them than others? In this episode of Not Work Ready, I look at Jobs and Skills Australia research and explore whether the real challenge for small businesses might be less about young people and more about the systems around them. We explore: Why larger businesses may find it easier to employ young people Why experience expectations can work against entry level recruitment How simple onboarding and support can make a difference The relationship advantage small businesses already have Maybe the question isn't: “Why aren’t young people work ready?” Maybe it's: “Is our workplace ready for young people?” Read more: Confidence in Mentoring (http://confidenceinmentoring.com.au?utm_source=chatgpt.com) Connect with Jono: LinkedIn (https://www.linkedin.com/in/jonathonvanderploeg/?utm_source=chatgpt.com) Not Work Ready explores the things we say about young people at work, and asks whether we're asking the right questions. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
13 Aug 2026
Does Giving Someone a Job Mean They Owe You?
We Give Young Staff Opportunities… And They’re Still Ungrateful “We took a chance on them.” “We trained them.” “We've been flexible.” “And then they leave.” It’s easy to understand why employers get frustrated when they invest time, money and energy into developing a young employee, only to watch them walk out the door. But is wanting young staff to be grateful actually the problem? Maybe not. Research suggests genuine gratitude can strengthen relationships, encourage people to help each other and create a greater sense of mutuality. The problem starts when gratitude becomes something employees are expected to repay. In this episode of Not Work Ready, I explore the difference between gratitude and indebtedness, why simply giving someone a job doesn't necessarily make them grateful, and what managers can do to create a workplace where appreciation goes both ways. We explore: Why gratitude can actually be valuable for workplaces The difference between “I appreciate what you've done for me” and “now I owe you” Why young staff might not see employment itself as a gift How genuine support and development can create gratitude Why appreciation can encourage people to contribute again The importance of managers modelling the gratitude they want to see Why someone can genuinely appreciate an opportunity and still decide to leave Maybe before asking: “Why aren't my young staff grateful for everything we're doing for them?” there's another question worth asking: “Do they know we're grateful for what they're doing for us?” Read more from Confidence in Mentoring:confidenceinmentoring.com.au (http://confidenceinmentoring.com.au) Connect with Jono on LinkedIn:Jono Van Der Ploeg on LinkedIn (https://www.linkedin.com/in/jonathonvanderploeg/) Not Work Ready explores the things we say about young people at work, and asks whether we're asking the right questions. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit notworkready.substack.com (https://notworkready.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
5 Aug 2026
Young Staff just aren't Resilient anymore..... or are they?
"Young people just aren't resilient anymore." It's a phrase many managers and business owners have said or heard. But is it actually true, or are we misunderstanding what resilience really is? In this episode of Confidence in Mentoring, I explore why resilience isn't a personality trait. It's something that develops through challenge, support and experience. I introduce the idea of mental calluses. Just like the calluses that form on your hands after repeated physical work, resilience develops when we repeatedly face difficult situations and come through them with support. Think about the first time you had to: Tell an unsuccessful candidate they didn't get the job. Have a difficult performance conversation. Give constructive feedback. Resolve conflict within your team. Make a decision you knew someone wouldn't like. For most managers, those moments were uncomfortable. Some probably lost sleep over them. But over time, they became easier because experience built confidence. Young staff deserve the same opportunity. The problem isn't that they're incapable of resilience. It's that many workplaces either shield them from challenge or throw them into it without support. Real resilience is built when people are stretched while knowing someone has their back. In this episode What resilience actually means. Why challenge is essential for growth. The concept of mental calluses and why repetition matters. The role psychological safety plays in developing resilient teams. Why mentoring is one of the most powerful ways to build confidence. Practical ways managers can help young staff become more resilient. A question to reflect on What's something that once felt incredibly difficult, but now feels almost routine because you've done it enough times? That's resilience. Connect with Confidence in Mentoring 🌐 Website: https://confidenceinmentoring.com.au (https://confidenceinmentoring.com.au) 💼 LinkedIn: https://www.linkedin.com/company/confidence-in-mentoring (https://www.linkedin.com/company/confidence-in-mentoring) 📝 Substack: https://confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com) If you enjoyed this episode, I'd really appreciate it if you followed the podcast, shared it with another manager or business owner, or left a review. Every share helps get practical mentoring ideas into the hands of leaders who want to build workplaces where young people can thrive. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
30 Jul 2026
Young Staff Just Aren't Loyal These days
Young people aren't loyal anymore... Or are they? In this episode, I challenge one of the most common beliefs in business today. Instead of blaming a generation, we explore what actually creates loyalty and why modern workplaces need to earn it. You'll hear why young staff leave, how workplace expectations have changed, and why belonging, trust and strong relationships matter more than ever. If you're a manager, supervisor or business owner trying to retain young staff, this episode will encourage you to see loyalty from a different perspective. In this episode Why the idea that "young people aren't loyal anymore" misses the bigger picture How the psychological contract between employers and employees has changed Why knowing workplace rights isn't the same as being disloyal The difference between compliance and genuine loyalty Five things that help young staff choose to stay Practical ways managers can build trust and belonging from day one Key takeaway Loyalty isn't something you hire. It isn't something you demand. It's something you earn through everyday leadership, genuine relationships and creating a workplace where people feel respected, supported and valued. Resources 📖 Read the companion article:Why Young Staff Aren't Loyal to Their Employers 📩 Subscribe to Confidence in Mentoring for practical ideas on retaining young staff, improving onboarding and building confident workplaces. 🌐 https://confidenceinmentoring.com.au (https://confidenceinmentoring.com.au) Connect Substackhttps://confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com) LinkedInhttps://www.linkedin.com/in/jonovan/ (https://www.linkedin.com/in/jonovan/) Websitehttps://confidenceinmentoring.com.au (https://confidenceinmentoring.com.au) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
23 Jul 2026
I Can’t Take a Day Off Without Everything Falling Apart
There comes a point in many managers’ careers when taking a day off no longer feels like a break. Your phone starts buzzing before you’ve finished your morning coffee. “Where’s that document?” “Can you approve this?” “What should I do about this customer?” “Can I just quickly ask you something?” By lunchtime, you’re answering emails, taking calls and wondering whether it would’ve been easier just to go to work. If that sounds familiar, you’re not alone. Many managers feel like they’re carrying the whole team on their shoulders. They become the person everyone relies on. The person with all the answers. The person who solves every problem. At first, it feels like you’re doing your job well. Eventually, it becomes exhausting. Dependency doesn’t happen overnight Most managers don’t set out to build a dependent team. It usually starts with good intentions. A new employee asks a question, so you answer it. Someone’s unsure what to do, so you make the decision for them. A problem comes up, and because you’re busy, it’s quicker to fix it yourself than explain the process. We’ve all done it. The trouble is, every interaction teaches something. When we consistently provide the answers, we’re also teaching our staff where the answers come from. Over time, they stop working through problems themselves because they know you’ll do it for them. Without realising it, we’ve trained dependence. The hidden cost of always having the answer It might seem efficient in the moment, but eventually the cracks begin to show. Your own workload grows because everyone needs your approval. Simple decisions pile up on your desk. You spend your day answering questions instead of leading your team. Your team becomes slower at making decisions because they’ve learned that the safest option is to check with you first. Then comes the real test. You take annual leave. Or you call in sick. Instead of the team continuing to move forward, everything seems to stop. Your phone starts ringing. Emails keep arriving. Problems that could have been solved internally end up back on your desk. The frustrating part is that many managers see this as a staffing problem. “My staff just aren’t confident.” “They don’t show initiative.” “They need too much support.” Sometimes that’s true. But sometimes we’ve accidentally created the very behaviour that’s frustrating us. Every answer shapes the future One of the biggest shifts I made as a youth worker was realising that every conversation was doing one of two things. It was either helping a young person become more independent... ...or making them a little more reliant on me. The same principle applies in the workplace. Every time a staff member walks into your office with a question, there’s actually two problems in front of you. The first is the issue they’ve brought to you. The second is whether they’ll be able to deal with something similar next time. Most managers focus entirely on solving today’s problem. Great managers are thinking about tomorrow’s capability. That’s where reflection becomes such a powerful mentoring skill. The rest of this article includes over 40 practical reflective questions, organised by purpose, to help you develop confident, independent staff instead of creating dependence. Become a free subscriber to unlock the full article. Subscriber Exclusive The rest of this article includes a practical mentoring toolkit designed for supervisors and managers. Unlock the full article by becoming a free subscriber. Reflection changes the conversation When someone walks into your office with a problem, it’s tempting to answer immediately. You’re busy. You probably know the answer. You want to help. But every time you jump straight to the solution, you’re doing the thinking for them. The immediate problem disappears. The long-term dependency grows. Reflection works because it changes who does the thinking. Instead of your staff borrowing your judgement, they begin developing their own. That doesn’t happen by accident. It happens through conversation. Start with curiosity, not solutions When someone asks, “What should I do?” Try resisting the urge to answer. Instead ask: “Talk me through what’s happening.” This simple question slows the conversation down. It also tells you something incredibly important. Do they actually understand the problem? Many managers assume they’re solving the right issue when, in reality, the employee hasn’t fully worked through what’s happening. Sometimes, after explaining the situation out loud, people solve the problem themselves. Then keep exploring. * What do you think is happening? * What have you noticed? * What’s your understanding of the situation? * What do you think is causing the problem? * Can you walk me through what happened? * What part are you finding most difficult? You’re not testing them. You’re inviting them to think. Understand how they’re thinking Once you understand the situation, become curious about how they’ve reached their conclusion. Ask: * What makes you think that? * Can I ask what led you to that conclusion? * Why do you think that’s happening? * What information are you basing that on? * Is there anything you might be missing? This is one of the most valuable parts of mentoring. You’re no longer judging whether they have the right answer. You’re trying to understand how they’re making decisions. Because if you improve their thinking, you’ll improve hundreds of future decisions, not just today’s. Expand their options People often become stuck because they believe there’s only one possible solution. Reflection helps them see alternatives. Ask: * What options do you have? * What’s another way you could approach this? * If this option wasn’t available, what would you do? * Is there another solution we haven’t considered? * What would happen if you did nothing? Sometimes the best mentoring isn’t providing another answer. It’s helping someone discover they already have several. Build judgement One of my favourite questions is: “Which option do you think is best, and why?” The first part asks for a decision. The second part develops judgement. People begin weighing up risks, considering consequences and explaining their reasoning. That’s far more valuable than simply telling them what to do. Help them think ahead Reflection shouldn’t stop once a decision has been made. Good mentors also help people prepare for what comes next. Ask: * What could go well? * What could go wrong? * If that happened, how would you respond? * What support might you need? * How will you know if you’ve made the right decision? These questions prepare people for uncertainty instead of protecting them from it. Build confidence from past success Many young staff underestimate what they’re already capable of. Reflection reminds them. Ask: * Have you dealt with something similar before? * What worked last time? * What strengths could help you here? * What’s one thing you’re already confident doing? * What’s the first step you already know you can take? Confidence grows when people recognise their own capability, not when someone else constantly reassures them. Encourage ownership Eventually every mentoring conversation should end with action. Ask: * What are you going to do next? * When are you planning to do it? * What’s your first step? * What obstacles might get in the way? * How can I support you without taking over? Notice that last question. You’re still providing support. You’re just providing it in a way that builds independence instead of dependence. The most powerful question If I could encourage every manager to use one question more often, it would simply be this: “What do you think?” Then wait. Don’t rush to fill the silence. Silence often feels uncomfortable because we’re used to rescuing people. But those few seconds are usually where the real thinking begins. If you answer too quickly, you’ve interrupted the very process you’re trying to develop. Reflection is an investment Reflective conversations often take longer than simply giving someone the answer. That’s why many managers stop doing them. They’re busy. They have deadlines. It feels quicker to solve the problem and move on. But that speed is an illusion. Every answer solves today’s problem. Every reflective question builds tomorrow’s capability. Eventually something starts to change. Instead of hearing, “What should I do?” You begin hearing, “I’ve thought this through. Here’s what I’m planning to do. Can I run it past you?” That’s a completely different conversation. They’re no longer asking you to think for them. They’re inviting you to strengthen their thinking. That’s how confidence develops. That’s how judgement grows. That’s how independent staff are created. One question before you answer The next time someone asks for your help, pause for a moment and ask yourself: Am I solving this person’s problem... or am I helping them become better at solving problems? Because the managers who build the strongest teams aren’t the ones with all the answers. They’re the ones who ask the kinds of questions that help other people discover they’re capable of finding the answers themselves. Thanks for reading! If this article made you think differently about leading young staff, there are plenty of ways to continue the conversation. 🎙 Listen to the Not Work Ready (https://podcasts.apple.com/au/podcast/not-work-ready/id1896254354) podcast (https://podcasts.apple.com/au/podcast/not-work-ready/id1896254354), where I explore practical ideas to help supervisors and managers build confident young teams. 🌐 Visit confidenceinmentoring.com (http://confidenceinmentoring.com.au) to learn more about workshops, manager training and practical workplace mentoring resources. Because every young person deserves someone in their corner, and every manager deserves the confidence to lead them well. Jono Van Der Ploeg Confidence in Mentoring This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
17 Jul 2026
Your Policy is Worthless
Some organisations have hundreds of policies. They can point to the folders, annual review dates, board minutes, and signatures showing everything has been checked. From the outside, it can look organised, responsible, and compliant. Then you ask the staff who are meant to use those policies what they actually say. They have never read them, received no training, and sometimes do not even know the policy exists. All that impressive documentation starts to look more like theatre than protection. A policy only matters when it shapes what people do. If it sits untouched in a folder, it is not keeping anyone safe, clarifying responsibility, or helping staff make better decisions. It is simply creating the illusion that action has been taken. The policy that was reviewed every year Years ago, I worked in an organisation where one of the most important child safety policies was completely inadequate. It contained significant gaps, offered little practical guidance, and left staff unsure about what to do when serious situations arose. Staff, the organisation, and the young people we supported were all carrying unnecessary risk. I raised the issue repeatedly over many years. Each time, I explained that the policy needed serious work and that leaving it unchanged was dangerous. The response was usually that it was too complicated, too difficult, or something that would be addressed later. Later never came. What made the situation worse was that the policy was formally reviewed every year. Someone changed the review date, it moved through the approval process, and it was signed off again. On paper, the organisation could confidently say the policy had been reviewed. In reality, nothing meaningful had changed. No one had spoken with the staff using it, examined the gaps, or tested whether the procedures made sense. The administration had been completed, but the responsibility had been avoided. Policy can become an illusion of action There is something comforting about having a policy. Once it has been written, approved, and uploaded, the organisation can point to it and say the issue has been addressed. Boards feel reassured, executives can report progress, and managers assume the risk is covered. Writing a policy and changing practice are two completely different things. A policy may look excellent on paper while having no impact on the workplace. Staff keep doing exactly what they were doing because no one has explained what changed or what they should now do differently. In that situation, the policy becomes an illusion of action. The organisation has produced a document, but the real work has not happened. Nothing has changed where it matters most, which is in the daily decisions and behaviour of staff. Speak to the people who actually use it One of the most common mistakes organisations make is writing policy from the top down. A small group of executives, managers, or consultants develops the policy, gets it approved, and passes it down to the staff expected to make it work. Frontline workers may not be consulted until the policy is already finished. That approach ignores some of the best knowledge available to the organisation. Frontline staff know where a process will slow things down, where responsibilities are unclear, and where a simple instruction may create unintended problems. They can often see where a policy will succeed or fail long before senior leadership does. Involving staff improves the policy and creates ownership. People are more likely to support a process when their expertise has been respected and their concerns have been taken seriously. Consultation also tells staff that leadership trusts the people doing the work. Job titles do not always reveal who understands an issue best. Executives may understand governance and organisational risk, while frontline staff understand what happens when a real situation unfolds late on a Friday afternoon. Good policy needs both perspectives. A good policy should make good practice easier Many policies contain broad statements about what an organisation values but offer very little guidance about what staff should actually do. They might describe safety, respect, accountability, or professional conduct without explaining the procedures underneath those ideas. Staff are left with principles but no clear pathway. A useful policy should reduce uncertainty. It should make responsibilities clear, explain what happens next, and help staff respond consistently. When someone faces a difficult situation, the policy should help them answer the question, “What do I do now?” This is especially important for new and young staff. They may not have years of workplace experience to fill in the gaps or challenge an unclear process. If the policy does not make expectations understandable, they are left to guess. Good policy makes good practice easier. Poor policy leaves staff carrying the risk. Implementation matters more than the document A well-written policy is only the beginning. Someone needs to own the rollout and make sure staff understand why the policy exists, what has changed, and how it affects their role. Without implementation, the policy remains separate from everyday work. Training gives staff the chance to work through realistic situations and ask questions. Induction ensures new staff learn the policies that shape safety, behaviour, reporting, boundaries, and decision-making from the beginning. Team meetings and supervision keep the policy connected to current practice rather than allowing it to disappear after launch. Mentioning a policy once is rarely enough. People need repetition, examples, reminders, and opportunities to raise concerns. That is how a policy becomes part of the workplace rather than another file saved somewhere on the shared drive. Policy should remain connected to practice A policy should be treated as a living document. That does not mean rewriting it every week. It means paying attention to whether it still works and listening to the people who use it. Managers can ask staff where they are getting stuck, whether procedures are realistic, and whether responsibilities are clear. These conversations should happen throughout the year rather than being left to an annual review completed by someone disconnected from the work. When the same issue keeps appearing, the organisation should respond. Staff quickly lose trust when they repeatedly raise a concern and nothing changes. Eventually, they stop speaking up, and silence gets mistaken for agreement. Accountability comes after clarity Staff need to be held accountable for following policy. But accountability only works when people have been properly informed, trained, supported, and given clear procedures. You cannot upload a document, tell no one about it, and later punish staff for failing to follow it. Managers and supervisors have an important role here. They need to model the policy, discuss it with staff, notice when it is not being followed, and address problems consistently. If leaders ignore the policy whenever it becomes inconvenient, staff will quickly learn that the document does not really matter. Accountability should also apply upward. If a policy is unclear, outdated, or unsafe, leadership has a responsibility to fix it. Signing off the same inadequate document every year is not accountability. Final thought A policy sitting in a folder is not protecting anyone. It does not protect staff, the organisation, customers, children, young people, or the wider community. Protection comes from clear procedures, staff involvement, practical training, consistent implementation, and leaders who are willing to act when something is not working. The next time your organisation reviews a policy, look beyond the date at the top of the page. Ask the staff who use it whether it actually helps them do their work. Ask whether people understand it, whether it reflects reality, and whether it has changed behaviour. Because changing the review date is not the same as reviewing the policy. And writing something down is not the same as doing it. About Confidence in Mentoring Confidence in Mentoring helps organisations employ, support, and retain young staff through better mentoring, clearer supervision, and stronger workplace systems. About the Author I’m a qualified youth worker of 20 years and a workplace mentor with extensive experience supporting young people in workplaces and community organisations. I write about workplace mentoring, supervision, staff confidence, retention, and what helps young staff thrive at work. You can contact me: 🌐 confidenceinmentoring.com (http://confidenceinmentoring.com.au/)💼 Linkedin (https://www.linkedin.com/in/jonathonvanderploeg/) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
8 Jul 2026
Why Young Staff Leave in the First 90 Days
Why Young Staff Leave in the first 90 days When young staff leave after a couple of months, it’s easy for businesses to feel frustrated. They’ve spent time advertising, interviewing, onboarding, training and answering questions, only for the young person to resign, disengage or disappear before they’ve properly settled. But what if the first 90 days aren’t just a probation period for the young person? What if they’re also the period where the young person is deciding whether the workplace is clear enough, safe enough and worth staying in? In this episode of Not Work Ready, I explore why the first 90 days matter so much for young staff, and why onboarding needs to be more than paperwork, policies and a quick tour. We unpack why young staff are learning the workplace, not just the job, and how confusion, hesitation or silence can easily be misread as poor motivation. I also discuss why belonging often comes before performance, and what managers can do to help young staff feel clear, connected and confident enough to contribute. In this episode Why young staff often leave before they settle Why probation works both ways How onboarding can become too administrative Why young staff are learning the workplace, not just the job How hidden workplace rules create confusion for new staff Why managers can mistake lack of clarity for lack of motivation Why belonging comes before performance What managers often misread in young staff Practical ways to support young staff in the first 90 days How clarity, connection, safe correction and future focus help young staff stay Key takeaway Young staff are more likely to stay when they feel clear, connected and confident enough to contribute. The first 90 days shouldn’t just be treated as a test of whether a young person is good enough for the workplace. They’re also a test of whether the workplace has created the conditions for that young person to settle, grow and succeed. Good onboarding isn’t just about helping young staff start. It’s about helping them stay. Keep the conversation going Read more articles on mentoring, young staff and workplace culture on Substack: Confidence in Mentoring https://confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com) Visit: Website: https://confidenceinmentoring.com (https://confidenceinmentoring.com) LinkedIn: https://www.linkedin.com/in/jonathonvanderploeg/ (https://www.linkedin.com/in/jonathonvanderploeg/) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
3 Jul 2026
Stop Blaming Staff. Start Fixing Systems.
Stop Blaming Staff. Start Fixing Systems. When staff leave, performance drops, or workplace culture starts to suffer, organisations often look for someone to blame. Is it the young staff? The supervisor? HR? But what if we're asking the wrong question? In this episode of Not Work Ready, I explore why many workplace challenges aren't actually people problems—they're systems problems. We unpack what workplace systems really are, how they shape staff confidence and workplace culture, and why one of the most important roles of a manager is removing the barriers that stop people from doing their best work. Drawing on examples from my own experience, I discuss why clear processes, consistent communication, accountability and predictable workplace practices matter so much, particularly for young staff entering the workforce. In this episode Why organisations often blame people instead of fixing systems What workplace systems actually are How poor systems create confusion, frustration and disengagement Why good managers remove barriers instead of simply managing people Practical ways managers can improve systems within their own teams How trauma-informed principles create better workplaces through predictability, consistency and connection Why workplace culture is often the result of the systems behind it Key takeaway Good people can struggle inside poor systems. The role of a manager isn't simply to get people working harder—it's to create an environment where people know what's expected, feel supported, and have the systems they need to succeed. Sometimes improving one system can have a greater impact than hiring another person. Keep the conversation going Read more articles on mentoring, young staff and workplace culture on Substack: Confidence in Mentoringhttps://confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com) Visit: Website:https://confidenceinmentoring.com (https://confidenceinmentoring.com.au) LinkedIn:https://www.linkedin.com/in/jonathonvanderploeg/ (https://www.linkedin.com/in/jonathonvanderploeg/) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
17 Jun 2026
Why Mentoring Programs Quietly Die
Most workplace mentoring programs don't fail dramatically. They don't end with a formal announcement or a decision to shut them down. More often, they slowly fade away. Meetings get postponed, mentors become too busy, mentees stop engaging, and eventually the program becomes something everyone quietly stops talking about. In this episode of Not Work Ready, I explore the five common reasons mentoring programs fail after launch and what organisations can do differently to build mentoring programs that actually survive busy workplaces. We look at the importance of having a clear purpose, separating mentoring from performance management, selecting the right mentors, providing training and support, and measuring the outcomes that matter. I also discuss why mentoring is much more intentional than many workplaces realise, and why good mentoring programs require more than goodwill and good intentions to succeed. In this episode: Why mentoring programs rarely fail overnight The most common mistakes organisations make when launching mentoring Why mentoring needs a clear business objective The difference between mentoring and performance management How poor mentor selection can undermine a program Why mentor training matters The importance of measuring outcomes and participation What organisations that sustain mentoring programs usually do differently Key takeaway Mentoring programs don't fail because people don't care. They fail when organisations treat mentoring as an informal activity rather than a supported system. Successful mentoring programs require clarity, structure, training, support, and ongoing attention if they are going to create meaningful outcomes for staff and organisations. Free ResourcesMentoring Program Business Case https://confidenceinmentoring.com.au/#landing (https://confidenceinmentoring.com.au/#landing) Read the companion articles: Why Many Workplace Mentoring Programs Fail Before They Even Beginhttps://confidenceinmentoring.substack.com/p/most-workplaces-think-they-understand (https://confidenceinmentoring.substack.com/p/most-workplaces-think-they-understand) Connect Website:https://confidenceinmentoring.com.au (https://confidenceinmentoring.com.au) LinkedIn:https://www.linkedin.com/in/jonathonvanderploeg/ (https://www.linkedin.com/in/jonathonvanderploeg/) Substack:https://confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
2 Jun 2026
The Secret to Keeping Young Staff
A lot of workplaces are asking the same question right now: “How do we keep young staff?” In this episode of Not Work Ready, I explore why many young people don’t actually leave because work is hard — they leave because the environment around the work feels difficult to settle into. I unpack the social and emotional side of employment that workplaces often underestimate, including the importance of belonging, clarity, fairness, and psychological safety for young staff entering the workforce. Throughout the episode, I share reflections and stories from my experience working alongside young people in workplaces, mentoring programs, and youth services, and why I believe mentoring can play such an important role in helping young staff settle, grow in confidence, and stay connected to work. In this episode: Why young people experience workplaces differently The importance of social belonging at work How uncertainty and lack of clarity quietly increase stress The role fairness plays in trust and retention Why young staff often leave emotionally before they leave physically How mentoring helps young people settle into workplaces What workplaces that retain young staff usually understand Key takeaway Young staff are not just looking for jobs. They are looking for workplaces where they feel connected, clear about what’s expected, and treated fairly. When workplaces create environments that feel socially safe, predictable, and supportive, young people are far more likely to relax, contribute, and stay. Connect Website:https://confidenceinmentoring.com.au (https://confidenceinmentoring.com.au) LinkedIn:https://www.linkedin.com/in/jonathonvanderploeg/ (https://www.linkedin.com/in/jonathonvanderploeg/) Substack:https://confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
19 May 2026
Silence, Anxiety, and Young Staff
Young people who are quiet in the workplace are often misunderstood. Managers may assume they lack initiative, confidence, communication skills, or interest in the role. But in many cases, quietness is actually a sign of overwhelm, anxiety, uncertainty, or fear of getting something wrong. In this episode of Not Work Ready, I unpack why young staff sometimes go quiet at work, what workplaces often misunderstand about this behaviour, and how clearer support structures can help young people settle, speak up, and build confidence over time. I also introduce some basic trauma-informed approaches workplaces can use to reduce unnecessary anxiety and confusion for young staff. This includes simple but powerful things like creating predictability, explaining expectations clearly, introducing staff properly to the team, pairing them with supportive colleagues, and helping them understand what to expect throughout the day. The episode finishes by exploring how mentoring can create a safe relationship within the workplace — helping young people ask questions earlier, process feedback more confidently, and feel supported before issues escalate into disengagement or resignation. In this episode: Why quietness is often misunderstood in workplaces The link between silence, overwhelm, and anxiety Why many young staff avoid asking questions What workplaces unintentionally do that increases stress Simple trauma-informed practices that reduce uncertainty The importance of clarity, predictability, and connection How mentoring helps young staff feel safer and more confident Why support often needs to come before initiative Related article Read the companion article here: Quiet Young staff arent always doing finehttps://open.substack.com/pub/confidenceinmentoring/p/quiet-young-staff-arent-always-doing?r=6ca2x8&utm_campaign=post-expanded-share&utm_medium=web (https://open.substack.com/pub/confidenceinmentoring/p/quiet-young-staff-arent-always-doing?r=6ca2x8&utm_campaign=post-expanded-share&utm_medium=web) Connect Website:https://confidenceinmentoring.com.au (https://confidenceinmentoring.com.au) LinkedIn:https://www.linkedin.com (https://www.linkedin.com) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
4 May 2026
Episode 1: When Mental Health Starts Affecting Work
Episode 1: When Mental Health Starts Affecting WorkMental health issues don’t always show up at work as “mental health issues.” They often show up as lateness, withdrawal, poor communication, low confidence, emotional reactions, repeated mistakes, avoidance, conflict, or someone slowly disengaging from the workplace. In this first episode of Not Work Ready, I talk about what happens when mental health starts affecting staff performance, why this creates real pressure for managers, and how mentoring programs can create an early layer of support before issues escalate. I also share part of my own story, how mentoring changed the trajectory of my life during a difficult period with my own mental health and why that experience shaped the work I now do through Confidence in Mentoring. This episode explores why mentoring is not therapy, HR, or performance management, but a practical support structure that can help staff feel seen, supported, and more confident before things reach crisis point. Read the related article here:When Mental Health Starts Affecting Staff Performance, It’s Already Too Late (https://open.substack.com/pub/confidenceinmentoring/p/when-mental-health-starts-affecting?r=6ca2x8&utm_campaign=post&utm_medium=web) Learn more about Confidence in Mentoring:confidenceinmentoring.com.au (http://confidenceinmentoring.com.au) Connect with me on LinkedIn:https://www.linkedin.com/company/confidenceinmentoring (https://www.linkedin.com/company/confidenceinmentoring) This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit confidenceinmentoring.substack.com (https://confidenceinmentoring.substack.com?utm_medium=podcast&utm_campaign=CTA_1)
Contact Not Work Ready
- Guest appearances
- Does not typically book guests
Based on episode analysis; this does not confirm that the show is currently accepting guests.
Host of Not Work Ready?
Claim your podcast to manage its listing and keep your show details accurate.
Pod Engine is an independent podcast discovery and analytics service and is not affiliated with or endorsed by this podcast. Artwork and show content belong to their owners. Full legal notice.
Explore this show
Podcast research with Pod Engine