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The Promotion Equation: Loyalty, Performance, and the Risk of Attrition

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The Promotion Equation: Loyalty, Performance, and the Risk of Attrition

It is one of the most revealing dilemmas a manager can face, a choice that pits stability against raw talent. 

On one hand, you have the loyal, average performer—the steady pillar of the team who embodies the company culture but may have a limited performance ceiling. 

On the other, the high-achieving “flight risk”—a top performer who consistently drives exceptional results but whose ambition suggests they may not be around for the long haul.

Who do you promote?

This decision goes far beyond filling a single role; it sends a powerful message to the entire organization about what is truly valued: consistency and commitment, or game-changing, albeit potentially temporary, performance. 

In the competitive talent market of 2025, where retaining key employees is a paramount concern, this question has never been more urgent.

To navigate this complex issue, we turned to a panel of seasoned HR and business leaders and asked them to make the tough call:

“Would you promote a loyal yet average performer over a high-performing employee but potential flight risk? What are the strategic considerations driving your decision?”

Their responses are a masterclass in strategic thinking, revealing the delicate balance between managing risk, fostering culture, and driving results. Here’s how they would approach this timeless management crossroads.

Read on!

Ambrosio Arizu
Co-Founder & Managing Partner, Argoz Consultants

Ambrosio Arizu

If loyalty and organizational stability are priorities, promoting the loyal employee may be more beneficial, as their commitment can foster a solid and lasting work environment. However, if the goal is to drive immediate performance and innovation, a high-performing employee might be a better option, although with the concern of retaining them long-term.

In this case, a key consideration is the impact on the team: a loyal leader could inspire others to become more committed to the company, while a high performer may generate faster results but with the risk of losing talent in the future. The ideal approach would be to create an environment where both types of employees can grow, maintaining the commitment of the loyal ones while leveraging the performance of the more productive ones.

Kevandre (Dre) Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Kevandre (Dre) Thompson

I would lean towards promoting the loyal, average performer due to the value they bring in terms of stability, team cohesion, and long-term commitment.

I believe loyalty should be rewarded, and it usually translates to a deeper understanding of the company culture, processes, and the trust that comes with consistent performance.

Although high performers may bring immediate results, their potential flight risk can introduce uncertainty and disruption, especially if their concerns aren’t addressed in a timely manner.

By investing in a loyal, average performer, you ensure continuity within the team, which can be crucial in maintaining morale and retaining institutional knowledge (that can be passed on to new company joiners).

Lastly, with the right development and support, an average performer may have the potential to grow into a strong leader who can contribute to the company’s long-term success and objectives.

Steven Rodemer
Owner and Attorney, Rodemer & Kane

Steven Rodemer

Promotions are to further the long-term viability of a company, not to reward short-term gains. A good performer can attract strong numbers, but if he is a flight risk, his leaving the company can disrupt operations and morale. Leadership positions demand stability, trust, and loyalty to the future of the company.

An average but loyal performer provides valuable reliability. They understand the systems, culture, and team dynamics. However, reliability in itself is not sufficient. If they lack the potential to grow in the position, advancing them poses a risk of inefficiency. Good decision-making, flexibility, and inspiring others are necessary for leadership. If they possess growth potential, cultivating them can provide an opportunity to create a long-term leader who will remain in the company.

The optimal decision hinges on the larger picture. If the high achiever is already exploring other opportunities, their loyalty is short-term. A company succeeds with leaders who find a balance between performance and commitment. Selecting a candidate who builds a solid foundation for the company avoids disruption and guarantees long-term success.

Chintan Shah
President & Managing Partner, KNB Communications

Chintan Shah

Always promote the high performer. The risk of losing them may be higher–but so is the cost of keeping them stagnant.

Loyalty is valuable, but it can’t outweigh impact.

The best way to retain your top talent is to challenge, reward, and promote them at the pace of their ambition. It keeps them engaged, and it also sends a message to the rest of the team that great work earns growth.

Jo Trizila
Founder & CEO, TrizCom PR

Jo Trizila

While it might seem like a no-brainer to promote the over-achieving employee, I can say without pause loyalty is an invaluable asset that’s difficult to cultivate and replace.

From my experience owning and running a successful PR firm for the past 18 years, TrizCom PR, loyalty, while not as immediately quantifiable as performance metrics, contributes significantly to an organization’s long-term stability and culture.

A loyal employee may exceed expectations when given greater responsibility and also enhance team morale and commitment.

We have always tried to promote based on loyalty, alongside performance, which has benefited our company, reinforcing a culture that values growth and dedication.

Joan Denizot
Owner, Body Ready

Joan Denizot

When deciding between promoting a loyal yet average performer and a high-performing employee who is a flight risk, I believe the key factor is long-term business stability.

While high performers can drive immediate results, their potential departure poses risks such as operational disruptions and costly recruitment.

Loyal employees, even if not top performers, often provide stability, institutional knowledge, and cultural continuity. If they show potential for growth, investing in their development can yield long-term benefits.

However, if the high performer aligns with company goals and can be retained through incentives or career growth opportunities, promoting them may be a more strategic choice.

Ultimately, the decision should balance performance impact with organizational stability, ensuring that the promoted employee contributes to the company’s sustained success.

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs

From my experience, whether to promote a loyal average performer or a high-performing employee with flight risk relies greatly on the larger context.

Loyalty is a significant strength, particularly in a company that is driven by long-term relationships, such as property investment and finance. Nevertheless, a high performer with great potential might yield short-term benefits, but if they jump ship shortly after promotion, it might lead to disruptions.

It’s about balancing immediate needs with long-term sustainability. In some cases, promoting the loyal employee could strengthen team morale, reduce turnover, and maintain stability.

But if a high performer’s contributions are significantly impactful, I’d work on strategies to retain them, perhaps offering incentives or career development opportunities to address their flight risk.

Paul Koenigsberg
Attorney, Koenigsberg & Associates

Paul Koenigsberg

I would promote a loyal yet average performer if they have shown enough consistency to be trusted with more strategic things. 

However, that doesn’t mean I wouldn’t consider promoting the potential flight risk but high-performing employee. This is very often the case with high performers. They are potential flight risks because they are often misunderstood. 

Sometimes, leaders can see enough promise in a person to actually take that risk just to see where it would lead, even if that meant putting out fires indefinitely.

It all comes down to what the team needs and what kind of risk is worth taking. 

A loyal, steady performer can be the backbone of stability, while a high performer, especially one on the edge of leaving, can either push the team to new heights or create chaos. 

The real challenge for leadership is knowing when to bet on potential and when to double down on reliability. 

Sometimes, the right move isn’t just about performance but about who will step up when it really counts.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen

The answer here depends a lot on what kind of promotion we’re talking about. Loyal-yet-average workers often make great managers.

They may lack some of the raw talent of their peers, but if they’re good with people and committed to the organization and its culture, management may be the ideal place for them. On the flip side of this, promoting flight risks can be a good way to keep them around, as long as a promotion is what they’re after. If I suspect that someone’s going to leave shortly after being promoted, I’ll definitely go with the more loyal person.

Rearranging staffing causes disruptions, and those are expensive. If a promotion will keep them around, though, then it can be a smart move.

Jason Hennessey
CEO, Hennessey Digital

Jason Hennessey

Business decisions should be strategic, not emotional. Promoting a loyal but average performer can limit growth. Losing a high performer can hurt momentum. I would first analyze their long-term potential. If the high performer can be retained, I’d make that my focus. If the loyal employee is coachable, I’d consider them. A promotion should benefit both the individual and the company. Stability and performance should always complement each other.

Strong teams need a balance of reliability and excellence. Promotions should drive performance, not just maintain comfort. If neither candidate fits leadership, I’d develop another. Investing in leadership development ensures long-term success. Retaining top talent is more cost-effective than replacing them. Loyalty without growth is a risk. A company thrives on smart leadership decisions. A strong leader creates lasting impact.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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New York Becomes First State to Mandate AI and Automation Disclosure in Layoffs

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HR NEWS

New York Becomes First State to Mandate AI and Automation Disclosure in Layoffs

June 17, 2025 — In a pioneering move, New York has become the first U.S. state to require employers to disclose whether artificial intelligence (AI) or automation contributes to mass layoffs, a step aimed at enhancing workforce transparency and understanding the impact of technology on jobs.

The new requirement, which took effect in March 2025, is part of an amendment to the state’s Worker Adjustment and Retraining Notification (WARN) Act, announced by Governor Kathy Hochul during her January 2025 State of the State address.

New York Becomes First State to Mandate AI and Automation Disclosure in Layoffs

The New Rule: A Checkbox for Transparency

Under the updated NY WARN Act, employers with 50 or more employees must file a notice at least 90 days before a mass layoff or plant closure affecting at least 25 workers or one-third of the workforce at a single site. The new mandate adds a checkbox to the WARN form, requiring companies to indicate if “technological innovation or automation” is a reason for the layoffs. If checked, employers must specify the technology involved, such as AI or robotics.

This contrasts with the federal WARN Act, which applies to companies with 100 or more employees and requires 60 days’ notice for layoffs of 50 or more workers but does not mandate disclosure of reasons. New York’s stricter requirements aim to provide workers and policymakers with critical data to address job displacement caused by automation.

Governor Hochul emphasized the dual goals of the policy: “The primary goals are to aid transparency and gather data on the impact of AI technologies on employment and to ensure the integration of AI tools into the workforce creates an environment where workers can thrive.” The state’s Department of Labor (DOL) will use the data to inform reskilling programs and economic policies, though defining an “AI-related layoff” remains a challenge, as noted by Labor Commissioner Roberta Reardon.

Why It Matters: AI’s Growing Impact on Jobs

The rise of AI has sparked widespread concern about job displacement across industries. A 2024 International Monetary Fund report estimated that AI could affect nearly 40% of jobs globally, with half potentially facing automation-driven displacement. In the U.S., industries like finance, tech, and customer service are increasingly adopting AI, leading to efficiency gains but also workforce reductions. For instance, a recent report noted that global banks could lose up to 200,000 jobs in the coming years due to automation, while companies like Meta and IBM have announced layoffs tied to AI adoption.

In New York, where AI is projected to drive $320 billion in economic growth by 2038, the state is balancing innovation with worker protections. The disclosure requirement aims to provide clarity on how AI is reshaping the labor market. As of June 2025, no companies filing WARN notices in New York have reported AI as a cause for layoffs, possibly due to the rule’s newness or employers’ reluctance to admit AI’s role.

Experts see this as a critical step. Michael Jakowsky, an employment attorney with Jackson Lewis PC, told Bloomberg Law, “The policy is trying to get a handle on what’s going on behind the scenes so they can better understand the economic impact of AI.” However, he noted that the policy’s success depends on employers accurately reporting AI’s role, which may be complicated by mixed factors like market conditions.

Implications for Employers and Workers

For employers, the mandate introduces new compliance obligations. Companies must now navigate potential public relations challenges when admitting AI-driven layoffs, which could impact brand reputation and employee morale. However, transparency could foster trust with workers and the public.

Legal and HR leaders are advised to assess how AI tools are used and their impact on headcount, job satisfaction, and morale to ensure compliance. Shawn Matthew Clark, an attorney at Littler, noted, “This is one more content obligation added to the already complex notice requirements under NY WARN.”

For workers, the 90-day notice period creates a window for proactive reskilling. The policy also requires employers to provide affected workers with access to workforce training programs when AI is a factor in layoffs. This aligns with findings from the World Economic Forum, which reported that 63% of employers see skill gaps as a major barrier to business transformation through 2030.

Broader Context: AI Regulation in the Workplace

New York’s move is part of a growing trend to regulate AI in employment. In 2021, New York City passed Local Law 144, requiring bias audits for automated employment decision tools (AEDTs) used in hiring and promotions. Other states, like Colorado and Illinois, have enacted laws to prevent algorithmic discrimination in AI-driven employment decisions, while California has proposed similar measures.

At the federal level, the Equal Employment Opportunity Commission (EEOC) issued guidance in 2023 on AI’s potential for adverse impact in workplace decisions, though recent rollbacks under the Trump administration have shifted focus to state-level regulations. New York’s law could set a precedent for other states considering similar measures.

Challenges and Criticisms

The policy has potential shortcomings. It only applies to mass layoffs, missing smaller AI-driven job cuts, and its effectiveness hinges on employers’ willingness to report accurately. 

Kevin Frazier, a scholar cited by Bloomberg, questioned, “How do you point to a single job and say this job loss was caused by AI, rather than market conditions or other factors?” 

Critics also argue that the added compliance burden could slow AI integration, though supporters counter that it encourages responsible adoption.

Looking Ahead

New York’s AI disclosure mandate marks a bold step toward addressing the human cost of automation. 

By collecting real data on AI’s impact, the state aims to craft policies that support displaced workers while fostering innovation. 

As other states and federal regulators observe New York’s outcomes, this policy could spark a nationwide framework for managing AI’s role in the workforce. 

For now, HR professionals, employers, and workers in New York must adapt to a new era of transparency in the age of AI.

Written by Grok with inputs from the HR Spotlight team and information sourced from Bloomberg Law, New York State Government, New York State Department of Labor (DOL), International Monetary Fund (IMF), World Economic Forum (WEF), Equal Employment Opportunity Commission (EEOC), New York City Local Law 144, General Web Sources.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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The DEI Dilemma: Experts Reveal Outcomes of Corporate Retreats

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The DEI Dilemma: Experts Reveal Outcomes of Corporate Retreats

What happens when a company’s commitment to Diversity, Equity, and Inclusion is put to the test? As some organizations begin to dial back their DEI programs, we are witnessing a real-time stress test of corporate values versus financial and political pressures. This moment of reckoning raises crucial questions about the future of workplace culture.

We asked a group of DEI experts, HR professionals, and business leaders to help navigate this uncertainty. They cautioned against the profound risks of losing momentum—eroded trust, stifled innovation, and a disengaged workforce. However, they also explored how this challenging period can serve as a catalyst for building more resilient, intentional, and impactful approaches to inclusion.

Discover their insights on the path forward, balancing pragmatic challenges with the non-negotiable need for progress.

Read on!

Dr. Qiana O’Leary
CEO & Founder, Minty Education Service

Dr. Qiana O’Leary

As CEO of Minty Educational Services and Instructional Assistant Professor at Texas A&M International University, my work sits at the intersection of culturally responsive leadership, educator wellness, and sustainable work culture.

My research is grounded in conversational leadership, an approach that centers intimacy, interactivity, inclusion, and intentionality as core elements of how leaders communicate and build trust.

Through this lens, inclusion is not an initiative.

It’s a way of being. A daily practice. It’s how we show up.

So when organizations scale back DEI efforts, they’re not just stepping away from a program. They’re signaling that equity is optional. And that message carries consequences: broken trust, lowered morale, and cultures that become performative rather than people-centered.

Conversational leadership offers a more sustainable path. One that isn’t reactive to political winds but rooted in the values that make organizations strong. Honest dialogue. Shared power. A commitment to belonging that doesn’t waiver.

This is the kind of leadership that holds. And this is the work we do at Minty.

Sara Thomas
Advisor, Mother Cover

Tabitha Ziegmann

When organizations choose to scale back DEI initiatives, they will likely face consequences that will impact them well beyond the surface metrics. When comprehensive support systems are dismantled, women and underrepresented employees bear the brunt of the impact.

Take structured parental leave policies as an example. When these programs are diminished, it’s women who are impacted the most as they typically shoulder the caregiving responsibilities. When this happens it leads to career interruptions that directly impact pay equity and create challenges that have long term effects, including: reduced participation in professional development, limited advancement opportunities, and widened wage gaps.

Similarly, cutting flexible work arrangements removes the very accommodations that help diverse talent balance personal responsibilities. McKinsey’s “Diversity Wins” report confirms the business case: companies in the top quartile for ethnic diversity are 36% more likely to outperform peers on profitability, while those leading in gender diversity see 25% better financial returns.

Forward-thinking organizations recognize the value in these benefits and do not view them as dispensable costs but as interconnected systems that create equitable workplaces where all employees can contribute their full potential while also managing their personal lives.

It’s in these environments where organizations and people come together driving innovation, retention, and sustainable growth.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen

There are some short-term gains to be made here, but this is going to hurt businesses in the long term. 

Cutting DEI initiatives now may let companies eliminate some positions in HR and perhaps get on the good side of the current administration and their supporters, but it’s important to remember that the core of DEI is smart business. 

It’s about finding the best talent at the best price. 

Historically, women and minorities are underpaid and under-represented in leadership. 

I call that a market inefficiency to take advantage of.

Shannon Estreller
Director of People, EvolveMKD

Shannon Estreller

Scaling back DEI initiatives can have significant negative consequences for organizations, particularly in terms of engagement and retention. Employees who feel valued and included are more engaged and productive.

I think there’s a misconception about how DEI initiatives show up in the workplace.

At EvolveMKD, we understand that a workplace prioritizing Diversity, Equity, and Inclusion isn’t just checking a box—it’s creating a space where everyone can thrive. And our actions speak louder than words.

Our holistic approach to DEI is reflected in our benefits, employee wellness programs and philanthropy. For instance, our Annual Medical & Wellness reimbursement covers ad hoc childcare, birth & postpartum doula services, mental health therapy, physical therapy, and pet wellness.

Our Life Event Benefit supports family planning, reproductive health, and gender-affirming care, while our Paid Reproductive Loss Leave provides support during challenging times. We also celebrate and support DEI through cultural celebrations, community volunteer work, and targeted donations.

These initiatives are not standalone efforts but are woven into the fabric of our organization, ensuring that all employees and our local community feel valued and empowered. This commitment has led to a significant increase in our retention rate year over year.

Doug Crawford
Founder, Best Trade School.net

Doug Crawford

In the long term, scaling back DEI efforts could also limit the diversity of talent an organization attracts.

Today, candidates, especially those just entering the workforce, are looking for employers who are committed to inclusivity and equal opportunities. If a company pulls back on its DEI initiatives, it might struggle to compete for top talent, particularly from younger generations who value these principles.

Organizations might find that their efforts to cut costs or streamline initiatives may end up costing them in employee satisfaction and talent retention in the long run.

These programs aren’t just about ticking a box; they’re an important part of creating a positive and productive workplace.

Robert Grunnah
Owner, Austin House Buyer.

Robert Grunnah

In the real estate game, trust is currency—and trust is built when people feel seen, respected, and represented. That’s something DEI efforts help foster, whether you’re closing deals or running teams.

Cutting back on DEI might save money in the short term, but it could cost a lot more in the long run. When businesses quietly move away from being welcoming, they send the message that joining is up for grabs, whether they mean to or not. That lowers confidence, turns away the best people, and stops new ideas from coming up.

Different kinds of people on my team have seen deals that other teams missed because they saw them through a different set of eyes. I once worked with a bilingual agent who helped us reach a market group we hadn’t been able to reach before. Without her help, we would have missed out on six figures in sales.

That wasn’t just DEI on paper; that was the return on inclusion in the real world. Pulling back right now is not only dangerous but also not smart. Businesses don’t need tools that do things. They need strategies that are focused on people and change along with the areas they serve.

Harpreet Saini
CEO, We Buy Houses in Metro Detroit

Harpreet Saini

As the CEO of a real estate investment company with a diverse workforce, I’ve had the opportunity to see firsthand how DEI initiatives have evolved and draw conclusions from data regarding their impact on their business.

The pullback from DEI initiatives now is a concerning trend that overlooks considerable business value.

According to McKinsey’s 2023 diversity report, more-diverse firms capture 19% more revenue from innovation and 35% better financial performance. By backing away from structured DEI initiatives, organizations risk losing these competitive differentiators that bring bottom-line achievement.

Firms that are reducing DEI efforts most typically reference budget or political reasons. Still, our experience is that incorporating diversity values into core business processes rather than discrete projects costs less to implement and is more successful.

We’ve found that incorporating inclusive practices into existing business processes results in employees being retained for 27% longer and 31% higher customer satisfaction rates in ethnically diverse communities where cultural competence directly impacts transaction success.

The worst possible consequence is the talent flight when companies send signals of diminished commitment to inclusion. Our industry research indicates that companies publicly retreating from DEI initiatives see a 42% increase in resignation rates of high-performing underrepresented group employees in six months.

This talent loss has measurable recruitment costs of $45,000-$150,000 per role while decreasing organizational knowledge and capability.

Rather than binary “all-in or all-out” DEI approaches, more progressive organizations are embracing integration models in which inclusive practices are incorporated into mainline business operations rather than existing as freestanding programs.

This has allowed our organization to have different points of view that drive innovation without politicizing the problems that tend to ensnare freestanding DEI departments.

Jonathan Palley
CEO, QR Codes Unlimited

Jonathan Palley

I definitely think that DEI is a good idea, but there have been some really bad implementations of it.

I know that the backlash to DEI isn’t being driven so much by, say, a bad HR training as by deeper racial animus, but I think it’s important to acknowledge that, while DEI was a good idea, it wasn’t working for a lot of people.

I do hope that DEI survives and moves forward, but it needs to improve.

Edward Hones
Founder, Hones Law

Edward Hones

Short-Term Optics vs. Long-Term Risk: Scaling back DEI initiatives might feel like a safe move in the face of political or economic pressure, but from my perspective as an employment lawyer, it’s a legally and culturally shortsighted decision.

When companies pull back on DEI, they may reduce immediate public scrutiny, but they often increase their long-term exposure to discrimination claims, retention issues, and internal morale breakdowns.

I’ve seen firsthand how organizations that deprioritize inclusion begin to quietly lose top talent, especially from underrepresented groups.

The risk isn’t just about optics, it’s about losing the trust of your workforce.

DEI as a Legal and Strategic Imperative: I advise clients to see DEI not as a trend, but as part of their risk management and talent strategy. It’s about creating systems that help everyone thrive, which in turn reduces liability and drives innovation.

Organizations that proactively invest in equitable practices tend to experience fewer legal disputes because they’re addressing root causes before they escalate.

If leadership treats DEI like a PR campaign rather than a core value, it will always be the first thing cut, and that’s where real damage begins.

The companies that stay the course will be the ones best positioned for long-term success and legal resilience.

Emma Sinclair MBE
CEO, EnterpriseAlumni

Emma Sinclair

Companies scaling back DEI initiatives are going to have a major talent problem in the medium term.

These companies that don’t make an effort to include women, returnees, carers, minorities will find that they have less boomerang hires, referrals, evangelists and advocates.

Talent is the number one challenge and need for all businesses – so it’s a short-term own goal.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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The Human Side: HR Strategies for Layoffs and Transitions

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The Human Side: HR Strategies for Layoffs and Transitions

This year, the workforce got hit hard with over 61,000 layoffs at big names like Walmart and Microsoft, fueled by shaky economies and the fast rise of automation and AI.

According to SHRM, 60% of those let go are finding it tough to land new jobs, pushing companies to rethink how they manage their people.

HR pros and business leaders are stepping in, focusing on training to keep employees on board and offering real support for those leaving.

In this article, the HR Spotlight team digs into answers with a key question:
“How is your company cutting down on layoffs or helping workers move on?”

From creative programs to shift talent within the organization to thoughtful outplacement support, see how forward-thinking businesses are tackling this tough time to strengthen their teams and stand by their people.

Read on!

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj – Mixmax

At Mixmax, we’ve been fortunate to grow sustainably. One of the ways we’ve minimized layoffs is by hiring responsibly and maintaining a lean, efficient team. We often hire contractors first-which gives both sides flexibility-before expanding full-time headcount.

When changes have occurred, transparency has been key. In my coaching work at Kadima Careers, I’ve supported many professionals post-layoff, and what I’ve seen work best (and encourage companies to do) includes:

  • Internal mobility and upskilling, so employees can pivot before roles are cut.
  • Proactive career coaching or transition support to help people find roles faster.
  • Encouraging employees to keep their networks warm and LinkedIn profiles strong—especially in uncertain markets.

Upskilling + proactive transparency = lower attrition and stronger long-term engagement.

Tammy Sons
Founder & CEO, TN Nursery

Tammy Sons – TN Nursery

Growing people in my business requires the same patience and intention I use to grow plants. Instead of letting downturns dictate layoffs, I concentrate on cross-training employees while developing abilities that meet our changing business requirements.

Our team adapts to shifting roles by providing members with fresh opportunities inside the company. Encouraging open discussions about goals and growth enables people to perceive transitions as steps forward instead of setbacks.

Our smaller size compared to major tech companies enables us to dedicate personal attention to each employee’s professional path.

True resilience develops through establishing strong foundations while expanding into new directions rather than reducing scope.

Miriam Groom
CEO, Mindful Career

Miriam Groom – Mindful Career

The tech world is facing a reckoning. With over 61,000 layoffs in 2025 from major players like Walmart and Microsoft, the ripple effects are being felt across industries. According to SHRM, 60% of laid-off workers are still struggling to land new roles, and the emotional toll is immense.

At Mindful Career, we’ve supported hundreds of professionals through these very moments—engineers, UX designers, project leads—who walked out of one chapter unsure if the next one would even come. Our focus has never been just about job placement—it’s about career healing, reinvention, and human-centered strategy.

Our approach to reducing the impact of layoffs and aiding career transitions is twofold: individual transformation and organizational readiness.

For individuals, we provide structured support that helps them reclaim agency after sudden loss. This includes:

  • Behavioral profiling to uncover transferable strengths.
  • Career narrative rebuilding to reshape personal branding post-layoff.
  • Targeted upskilling pathways based on real-time labor market data.
  • One-on-one coaching focused on mindset, clarity, and re-entry strategy.

On the organizational side, we partner with HR teams to offer outplacement services, internal mobility consulting, and leadership support during restructuring. We help employers communicate layoffs with empathy, coach remaining staff through survivor’s guilt, and equip leaders to retain morale while making hard decisions.

One client, a senior product manager laid off from a retail-tech startup, came to us overwhelmed and emotionally burnt out. 

Within four sessions, she gained clarity around her non-negotiables, reframed her career goals, and secured a leadership role in a sustainability-focused company—an outcome more aligned with her values than her previous role had ever been. 

We’ve also supported internal HR partners from industries like fintech and healthtech in developing talent retention playbooks, helping them identify at-risk talent early and re-engage them through customized development plans—avoiding turnover altogether.

Layoffs are more than a business decision—they’re a rupture in someone’s story. At Mindful Career, we believe in meeting that moment not with generic advice, but with strategic clarity, deep listening, and personalized reinvention pathways.

Whether we’re working directly with jobseekers or advising HR teams post-restructure, our mission remains the same: to restore meaning, momentum, and confidence—one person at a time.

Volen Vulkov
Co-founder, Enhancv

Volen Vulkov – Enhancv

I still remember the first time I had to tell a talented colleague that her role was being eliminated. The look on her face stayed with me, and it changed how I think about layoffs.

Since then, I’ve pushed for open conversations about skill gaps and shifting business needs, rather than waiting for a crisis to force our hand.

Sometimes, that means sitting down with someone months before a change and mapping out a plan for them to learn something new or try a stretch assignment.

Our team has started pairing people from at-risk departments with mentors in growing areas of the company. One analyst who once felt stuck in a shrinking division now leads a data project that didn’t exist last year.

Watching her confidence grow as she learned on the job reminded me that upskilling isn’t just about saving jobs, it’s about helping people see themselves in a new light.

When transitions can’t be avoided, we focus on practical support. I’ve helped colleagues rewrite their resumes and even practiced interview questions with them.

Sometimes, just knowing someone is in your corner makes the next step feel less daunting. My hope is that by being proactive and personal, we make tough moments a little easier to bear, for everyone involved.

Josh Riutta
Owner, Mikku and Sons Roofing

Josh Riutta – Mikku and Sons Roofing

As a general contractor and professional roofer, the current economic climate, particularly the significant tech layoffs in 2025, presents both challenges and opportunities.

While our industry isn’t directly impacted by tech sector fluctuations, the ripple effect on the job market and overall consumer confidence is undeniable. Our organization is proactively addressing these trends through a two-pronged approach focused on workforce stability and community support.

Firstly, we prioritize internal upskilling and diversification. Rather than facing potential layoffs, we invest in cross-training our existing crews in various aspects of general contracting beyond just roofing. This includes siding installation, minor structural repairs, and even basic carpentry. This not only enhances their individual skill sets and value but also allows us to offer a wider range of services, making our company more resilient to shifts in demand for specific trades.

Secondly, we’re exploring partnerships with local trade schools and community organizations to offer apprenticeship programs and transitional support for individuals from other sectors looking to enter the skilled trades. We believe in providing pathways for those impacted by layoffs to acquire valuable, hands-on skills that are consistently in demand, contributing to a stronger, more adaptable local workforce.

Chris Desino
Owner, Ocala Horse Properties

Chris Desino – Ocala Horse Properties

At Ocala Horse Properties, we believe that layoffs aren’t just numbers, they’re people, families, and futures.

In an industry shaped by luxury, loyalty is our real currency.

Rather than downsizing, we cross-train our staff across marketing, client services, and property management to build multi-skilled teams with long-term value.

When the market slows, instead of letting people go, we shift their focus, training agents in digital real estate, investing in personal branding workshops, and encouraging side ventures we help co-incubate.

It’s unconventional, but it works.

Real estate is cyclical, but our talent strategy doesn’t have to be. We don’t just protect jobs, we future-proof people.

Renante Hayes
Executive Director, Creloaded

Renante Hayes – Creloaded

Having personally navigated the dot-com crash early in my career, I’ve implemented preemptive strategies at our organization that have eliminated the need for layoffs entirely.

We’ve established a cross-training program where team members develop skills across multiple departments, creating versatility that prevents obsolescence. Our quarterly skills assessment identifies emerging technology gaps, allowing us to proactively upskill employees before their roles become vulnerable.

For the broader tech community, we’ve launched a transition assistance platform offering free skills assessments, resume rebuilding, and introductions to our hiring partner network for displaced workers. This initiative has helped over 300 laid-off professionals find new positions within 45 days.

Christopher Migliaccio
Founder, Warren and Migliaccio L.L.P

Christopher Migliaccio – Warren and Migliaccio LLP

At Warren and Migliaccio, we prioritize retention by cross-training staff across multiple practice areas—this flexibility allows us to redistribute workload during downturns rather than resorting to layoffs.

We also maintain a proactive talent pipeline, so we’re never over-hiring based on short-term booms.

For team members considering transitions, we offer resume guidance, professional references, and flexible exit timelines.

It’s not just about saving jobs—it’s about investing in long-term professional resilience for everyone on the team.

Robbin Schuchmann
Co-founder, EOR Overview

Robbin Schuchmann – EOR Overview

Helping a client in the tech sector recently, I saw how leveraging Employer of Record (EOR) services eased transitions during workforce adjustments.

They faced a wave of layoffs but managed to retain critical talent by shifting some roles to remote positions in countries with lower operational costs, all while ensuring full compliance with local labor laws.

The EOR handled payroll, benefits, and legal employment responsibilities, which allowed the client to redeploy employees rather than let them go outright.

This approach softened the impact of layoffs and kept valuable skills within reach, giving the company time to upskill and reskill staff for future needs.

Supporting transitions means creating flexibility in employment models. By using EORs, companies can tap into global talent pools quickly and compliantly, which helps reduce the pressure to downsize domestically.

This strategy not only aids employees in finding new roles faster but also helps businesses maintain continuity and morale during uncertain times. It’s a practical way to bridge gaps in workforce demand without the full disruption of layoffs.

David Hunt
COO, Versys Media

David Hunt – Versys Media

At Versys Media, we’ve prioritized skills development over layoffs by fostering a culture of continuous learning.

We offer various training programs that align with evolving industry trends, particularly in digital marketing and web development.

For instance, our recent initiative involved upskilling team members in emerging technologies like AI and data-driven marketing strategies. This not only equips our employees with in-demand skills but also strengthens our service offerings to clients.

By investing in our team’s growth, we mitigate the risk of layoffs during challenging times and improve retention rates.

We believe that empowering employees is key to navigating economic fluctuations and maintaining a competitive edge.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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US Supreme Court Unanimously Rules in Favor of Employee: Ames v. Ohio Department of Youth Services

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HR NEWS

US Supreme Court Unanimously Rules in Favor of Employee: Ames v. Ohio Department of Youth Services

In a unanimous 9-0 decision, the U.S. Supreme Court has ruled in favor of Marlean Ames, a former employee of the Ohio Department of Youth Services (DYS), striking down a controversial “background circumstances” rule that imposed a higher evidentiary burden on majority-group plaintiffs in employment discrimination cases. 

The landmark ruling in Ames v. Ohio Department of Youth Services, issued on June 5, 2025, clarifies that Title VII of the Civil Rights Act of 1964 applies equally to all individuals, regardless of whether they belong to a majority or minority group. 

The decision, authored by Justice Ketanji Brown Jackson, is set to reshape workplace discrimination litigation across the United States, particularly in the 20 states and Washington, D.C., covered by the five federal circuits that previously applied the now-defunct rule.

US Supreme Court Unanimously Rules in Favor of Employee: Ames v. Ohio Department of Youth Services

A Case Rooted in Alleged Bias

Marlean Ames, a heterosexual woman, began her career at DYS in 2004 as an executive secretary and advanced to program administrator by 2014, overseeing compliance with the Prison Rape Elimination Act (PREA).

Known for her strong performance, Ames received glowing reviews, including a 2018 evaluation from her supervisor, Ginine Trim, a lesbian woman, praising her work in 11 performance categories.

However, in 2019, Ames faced setbacks that would spark her legal battle. She was passed over for a promotion to bureau chief of quality in favor of another lesbian woman and was later demoted from her administrator role, which was filled by a 25-year-old gay man.

Her salary was significantly reduced, prompting Ames to file a lawsuit in the U.S. District Court for the Southern District of Ohio, alleging discrimination based on her sexual orientation.

Ames claimed that DYS favored LGBTQ+ employees, violating Title VII, which prohibits workplace discrimination on the basis of race, color, religion, sex, and national origin—a protection extended to sexual orientation following the 2020 Bostock v. Clayton County decision.

However, both the district court and the Sixth Circuit Court of Appeals dismissed her claims, citing her failure to meet the “background circumstances” rule.

This rule, applied in the Sixth, Seventh, Eighth, Tenth, and D.C. Circuits, required majority-group plaintiffs (e.g., white, male, or heterosexual individuals) to provide additional evidence—such as statistical proof of a pattern of discrimination against the majority or evidence that a minority-group member made the employment decision—to establish a prima facie case.

Ames appealed to the Supreme Court, arguing that the rule created an unfair double standard, placing a heavier burden on majority-group plaintiffs compared to their minority-group counterparts.

The Court agreed, delivering a ruling that levels the playing field.

The Supreme Court’s Decision: A Unified Standard for All

In a concise yet forceful opinion, Justice Ketanji Brown Jackson wrote that Title VII’s text, which prohibits discrimination “against any individual” based on protected characteristics, does not permit courts to impose different evidentiary standards based on group identity.

The “background circumstances” rule, the Court found, was a “categorical requirement” that conflicted with the framework established in McDonnell Douglas Corp. v. Green (1973).

That precedent outlines a three-step process for proving disparate treatment under Title VII without direct evidence:

1. The plaintiff must show they belong to a protected class, were qualified for the position, suffered an adverse employment action, and that the employer treated similarly situated individuals outside the protected class more favorably.

2. The employer must provide a legitimate, nondiscriminatory reason for the action.

3.The plaintiff must demonstrate that the employer’s reason was a pretext for discrimination.

The Sixth Circuit acknowledged that Ames could have met the prima facie standard but for the “background circumstances” requirement.

The Supreme Court rejected this additional hurdle, noting that it unfairly burdened majority-group plaintiffs with demands not imposed on others, such as statistical data or proof of a minority decision-maker.

Justice Clarence Thomas, joined by Justice Neil Gorsuch in a concurring opinion, called the rule “itself discriminatory” and questioned the broader McDonnell Douglas framework, suggesting it may merit future scrutiny.

The Court vacated the Sixth Circuit’s ruling and remanded Ames’ case for reconsideration under the standard McDonnell Douglas framework, giving her a renewed chance to prove her claims without the extra evidentiary burden.

A New Era for Workplace Discrimination Claims

The Ames ruling has immediate implications for employers, particularly in the 20 states and Washington, D.C., covered by the five circuits that previously applied the “background circumstances” rule. 

Legal experts predict a surge in so-called “reverse discrimination” claims, as majority-group plaintiffs—such as white, male, or heterosexual employees—face fewer obstacles in pursuing Title VII lawsuits.

“This decision doesn’t rewrite Title VII, but it removes a significant barrier for majority-group plaintiffs,” said Sarah Werner, an employment law attorney based in Columbus. “Employers need to be more diligent than ever in documenting their decisions to avoid costly litigation.”

The ruling arrives amid heightened scrutiny of workplace diversity initiatives. 

Following the 2023 Students for Fair Admissions v. Harvard decision, which ended race-based affirmative action in higher education, 43% of HR leaders reported scaling back DEI programs due to legal risks, according to a 2024 Deloitte survey. 

The Ames decision may amplify these concerns, as plaintiffs could challenge policies perceived as favoring minority groups. 

However, civil rights organizations, including the NAACP Legal Defense Fund, emphasized in an amicus brief that the ruling does not weaken protections for historically marginalized groups, noting that Title VII remains a vital tool for addressing discrimination against Black and LGBTQ+ workers.

The Equal Employment Opportunity Commission (EEOC), which supported Ames’ position, reiterated that “there is no such thing as ‘reverse’ discrimination—only discrimination.” 

With discrimination charges rising 8% in 2024 to 21,000, per the EEOC’s annual report, the agency is expected to ramp up enforcement actions in response to the ruling.

Implications for Employers and HR Professionals

The Ames decision places new demands on employers to ensure fair and transparent employment practices. Key steps for HR professionals include:

Robust Documentation: Maintain detailed records of hiring, promotion, and termination decisions, citing objective criteria like qualifications or performance metrics to defend against potential claims.

Manager Training: Educate leadership on Title VII’s uniform standards, emphasizing that bias against any group, including majority groups, is unlawful.

DEI Policy Reviews: Reassess diversity initiatives to ensure they prioritize inclusivity without appearing to favor specific groups. Skills-based hiring and universal benefits, such as expanded parental leave, can advance equity while minimizing legal risks.

Legal Collaboration: Work with employment attorneys to audit policies and prepare for potential litigation, particularly in circuits previously bound by the “background circumstances” rule.

A Texas-based tech company recently shifted its DEI strategy to focus on socioeconomic diversity and skills-based hiring, reducing legal exposure while maintaining inclusivity.

 Conversely, a Chicago retailer faced a lawsuit from a white male employee alleging he was denied a promotion due to DEI goals, a case that may gain traction post-Ames.

Looking Ahead: Ames’ Case and Beyond

While the Supreme Court’s ruling removes a significant hurdle for Marlean Ames, her legal battle continues. 

The lower courts will now reassess her claims under the standard McDonnell Douglas framework, evaluating whether DYS’s reasons for her demotion and denied promotion—likely centered on performance or organizational needs—were legitimate or a pretext for discrimination. 

Proving intent remains a high bar in employment discrimination cases, often relying on circumstantial evidence like inconsistent application of policies or biased statements.

For the broader workforce, the Ames ruling underscores Title VII’s universal promise: no one should face discrimination based on protected characteristics. 

As companies navigate economic pressures, hybrid work debates, and evolving DEI landscapes, HR leaders must balance compliance with fairness. 

The decision also aligns with broader trends, as 67% of HR leaders plan to leverage technology-driven solutions like HR analytics to address workplace challenges in 2025, according to a PwC survey.

“This is a wake-up call for employers to get their house in order,” said Werner. “Fairness and transparency aren’t just legal requirements—they’re critical for building trust and retaining talent.”

As workplaces evolve, Ames v. Ohio Department of Youth Services stands as a reminder that equality under the law applies to all.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Mending the Trust Divide: Strategies for a More Engaged Workforce

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Mending the Trust Divide: Strategies for a More Engaged Workforce

The 2025 Edelman Trust Barometer, unveiled in January, has sounded a wake-up call, exposing a troubling global decline in employee trust: Only 75% of workers now believe their employers “do the right thing,” a steep 3-point drop from previous years that underscores a widening trust gap in workplaces worldwide.

As organizations navigate a landscape marked by remote work fatigue, economic uncertainty, and a 3.5% unemployment rate (SHRM, 2025), this erosion of confidence threatens morale, productivity, and retention.

The Techronicler team reached out to a powerhouse panel of HR experts and business leaders to confront this pressing challenge with a critical query:

As an HR or business leader, what practical steps would you suggest to rebuild trust and address this workplace challenge?

Their insightful, hands-on strategies—ranging from transparent communication to innovative engagement initiatives—promise to bridge the divide and reignite a culture of trust.

Dive into their expert roadmaps and discover how to transform your workplace for the better!

Read on!

Kurt Uhlir
Chief Marketing Officer, eZ Home Search

Kurt Uhlir

Let’s stop pretending the trust gap is just about layoffs or bad CEOs—it’s about a lack of clarity and connection.

In my experience leading high-growth companies and coaching other GTM leaders, I see two major breakdowns behind today’s erosion in employee trust.

First, there’s a transparency gap:- Too many leadership teams fail to explain the why behind business decisions. I’m not saying share every spreadsheet—but employees should understand the key outcomes the company is aiming for, across different timeframes. Just as important, they need to know how their day-to-day work contributes. Without that, people feel like bystanders. So when leaders say “we missed our numbers,” it doesn’t feel honest—it feels disconnected. In hindsight, employees often realize they could’ve helped—if only someone had taken the time to connect the dots. Leaders need to remember, sometimes you have to go slow to go fast—or go far.

Second, return-to-office mandates have fractured trust by ignoring how distributed teams really operate:- I’ve said this before, and it keeps proving true: Once your team expands beyond a single office, every additional location functionally becomes remote. That’s when your workplace strategy either scales your culture—or erodes it. I’m not hiring people to sit in a building. I’m hiring them to drive results. Many RTO policies send the wrong message: “We don’t trust you unless we can see you.” That’s a culture killer. And the irony? With modern tools, I have better visibility into performance today than ever before.

Rebuilding trust takes more than a town hall or a Slack update. It requires intentional leadership, visible actions, and repeated clarity. Start there—and the culture will follow.

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj

Trust is built in the small moments- clear communication, fair treatment, and follow-through. At Mixmax, we operate with a lot of transparency: hiring managers and leadership share strategy updates regularly, and we don’t over-promise.

In my coaching work, the companies that retain trust even in hard times are the ones that:

  • Acknowledge uncertainty honestly.
  • Involve employees in decisions where possible.
  • Follow through on what they say they’ll do (e.g., support for DEI, real investment in wellness, not just performative posts).

Trust can’t be rebuilt overnight, but consistency matters. One leader I worked with started weekly “Ask Me Anything” sessions during a reorg – it turned employee anxiety into collaboration.

Dr. Kirk Adams
Disability Inclusion Strategist & Speaker, Innovative Impact LLC

Dr. Kirk Adams

To rebuild trust in the workplace, especially from a disability inclusion standpoint, leaders must prioritize accessibility, representation, and open communication.

Start by embedding disability inclusion into core values and policies. Ensure all digital and physical environments meet or exceed accessibility standards, and provide reasonable accommodations proactively, not reactively.

Establish Employee Resource Groups (ERGs), which are voluntary, employee-led groups that support community and belonging, for people with disabilities. Make sure these groups have executive sponsorship. Inclusive hiring practices, visible leadership commitment, and regular training on disability awareness foster a culture of respect. Involve employees with disabilities in decision-making processes.

Nothing about us without us. Transparent communication about progress and challenges builds credibility and trust. When employees feel seen, heard, and supported, trust follows.

Genevieve Piturro
Founder, Genevieve Piturro LLC

Genevieve Piturro

The change-maker for building trust between management and employees is right in front of us, a truth we’ve always known in our hearts – genuine human connection. It has taken me 25 years to fully embrace the leadership truth that human connection is the expression of love – and love is the key to success for all of us growing our organizations.

Here are a few ways leaders can build trust:

Start each day by asking yourself, “What can I do to bring people together?”: Have some fun and surprise everyone with a long lunch and a game tournament! Try Checkers, Monopoly, even Family Feud! Or, go bigger and bring in a pro to facilitate a Murder Mystery event! While together, highlight uplifting news or updates on a current goal to inspire engaging conversation. Having team fun will last far longer than one day.

“Do you have 30 minutes today? I’d like to know how it’s going.”: Invite someone you’re still getting to know for a one-on-one. Let them know you’re interested in how they’re doing with the project they’re working on and if they have any special weekend or summer plans coming up. Let your heart lead your conversation – it knows exactly what to do – and say.

“What’s one skill that most people don’t know you have?”: It’s SPRING – Take it Outside! Enjoy the smell of flowers and soak up some sun by moving your team – and your conversations outside. Make it fun by ordering a picnic lunch complete with fruit, cheese, sandwiches, chips, and dessert. Start off by asking each team member to answer one question such as, “What’s 1 skill that most people don’t know you have?”

Ruth Rathblott
Speaker, Author, Ruth Rathblott

Ruth Rathblott

The drop in employee trust isn’t just about policies or perks, or just a data point; it reflects something deeper: people don’t feel safe to fully show up at work.

As someone who hid my limb difference for 25 years, I know the toll it takes to pretend everything’s fine—to stay quiet, to overperform in hopes of belonging. That same dynamic plays out in workplaces every day.

And as a former CEO, I also know what it’s like to be in the leadership seat—wanting to build trust with your team, but not always knowing if you’re creating the space for it. It can be lonely. And it takes intentional, consistent work.

When employees feel they have to hide—parts of their identity, their concerns, or their ideas—trust breaks down. And that disconnection quietly erodes engagement, innovation, and retention.

To rebuild trust, leaders need to go first. That means:

  • Naming what’s not being said: Create space for honest, two-way dialogue—not just surveys or check-ins.
  • Modeling vulnerability: When leaders share a challenge or truth, they give others permission to do the same.
  • Valuing difference over sameness: Reward the voices that bring something new—not just the ones that echo the norm.

Trust isn’t a checkbox—it’s a culture. And it starts when people feel safe enough to be seen and ask for the support they need. It’s also a two-way street!

Christopher Migliaccio
Founder, Warren and Migliaccio LLP

Christopher Migliaccio

I’ve led a law firm through major transitions and understand how trust can make—or—break a professional environment.

Over the years, we’ve built a culture that emphasizes transparency and follow-through.

This is what my experiences have taught me:

One of the most effective ways to rebuild employee trust is to ensure that leadership models accountability.

When something goes wrong, owning the mistake publicly, rather than spinning it, can be more powerful than any team-building activity.

Equally important is the consistency between what leadership says and what it does.

Trust breaks when there’s a gap between messaging and action. It rebuilds when even the small promises are kept.

Finally, give employees a meaningful seat at the table—ask for their feedback, implement what you can, and explain transparently when you can’t.

David Goldstein
Founder, TeamBonding

David Goldstein

Drawing from decades of industry experience, I emphasize that involving employees in meaningful Corporate Social Responsibility (CSR) activities offers profound benefits, especially in today’s uncertain economic climate.

These initiatives don’t just check a box, they foster a powerful sense of purpose and unity when employees work together towards a common cause.

For organizations, they are a way to demonstrate company values in action and a commitment to making a positive impact both for employees and the larger community.

CSR team-building events, like TeamBonding’s Do Good Bus or Charity Bike Build, are opportunities to boost engagement and create lasting, positive memories, transforming team building into genuinely impactful and fun experiences.

Elene Cafasso
President, Enerpace

Elene Cafasso

The number one way to build trust is to have a high “say/do ratio”. If you say it, announce it or promise it – do it!

Frequent changes in direction lose buy-in because they’re just the “flavor of the month”. Eventually, they’re ignored.

Authentic, frequent communication is the foundation of trust. Speak in conversational language, not PR soundbites.

Even if there’s something you can’t share yet, address the elephant in the room or any rumors. Let folks know when you will be able to share more, or why you can’t do so at this time.

Even if employees don’t like the message, they’ll appreciate your honesty.

Our reptilian brains get triggered when there’s a lack of control, certainty or fairness. Trust is extraordinarily difficult to rebuild if any of these are missing.

Use the Golden Rule and treat people like intelligent adults. It pays off!

Andrea Hayley-Sankaran
Owner, Lotuswood Organic Wellness Farm

Andrea Hayley-Sankaran

Rebuilding trust starts with listening—and really meaning it.

At Lotuswood Farm, we keep things small, intimate, and transparent. But even in a tight-knit team, trust can waver when people feel like their voice doesn’t matter. So I make it a point to ask questions without an agenda, to have open conversations where no one is punished for telling the truth.

I also believe leaders need to show more vulnerability. If you want people to trust you, you have to admit when you’re unsure or when you’ve made the wrong call. That builds emotional safety, and emotional safety builds trust.

When trust is present, people take initiative, offer ideas, and stick around for the long haul—not because they have to, but because they want to.

David Maffei
SVP & GM, Staffbase

David Maffei

Rebuilding trust in the workplace starts with strong, consistent communication, and middle managers are the unsung heroes who can make that happen.

As the most trusted source of information, with 57% of employees saying they trust their immediate supervisor “a great deal,” middle managers play a critical role in bridging leadership and frontline teams.

Organizations should provide these managers with timely, transparent updates and encourage two-way communication to further this sense of trust.

Staffbase’s data revealed that 88% of employees who feel well informed about changes also report being happy in their jobs, which ultimately contributes to employee retention and productivity.

Leveraging trusted tools like employee apps, ranked the top source of information by 60% of users, can also further enhance transparency and engagement.

When communication flows clearly and consistently, trust follows.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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