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The Polywork: Reimagining Careers in the Age of Flexibility

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The Polywork Puzzle: Reimagining Careers in the Age of Flexibility

The once-dominant model of a single, lifelong career with one employer is steadily giving way to a more fluid and multifaceted approach to work. 

Enter “polyworking” – the practice of individuals engaging in multiple jobs, projects, or income streams simultaneously. 

This isn’t just a fleeting trend; for many, it’s becoming a strategic response to the evolving demands of the modern economy and a personal quest for greater fulfillment and security.

Driven by the tailwinds of the gig economy, the widespread adoption of remote work, and an increasing desire among professionals for greater autonomy and income diversification, polyworking is rapidly moving from the fringes to the mainstream. 

Statistics indicate a significant rise in individuals undertaking multiple jobs, with some reports suggesting that a notable percentage of the workforce, particularly younger generations like Gen Z, are actively involved in or open to polywork arrangements. 

This generation, digital natives who are often adept at multitasking and value diverse experiences, find the dynamic nature of polyworking particularly appealing.

The Allure: Flexibility, Growth, and Diversified Income

For employees, the advantages of polyworking can be compelling. The most obvious is enhanced flexibility – the ability to design a work life that fits personal needs and preferences, often breaking free from traditional 9-to-5 constraints. This autonomy can be incredibly empowering.

Beyond flexibility, polyworking offers rich opportunities for personal and professional development. Engaging in diverse roles allows individuals to cultivate a broader skill set, gain experience across different sectors, and build more extensive professional networks. 

Imagine a software developer who also takes on freelance graphic design projects and manages a small e-commerce store; each role enriches the others, fostering cross-disciplinary skills and unique perspectives. 

Furthermore, diversifying income streams can provide a crucial safety net, reducing reliance on a single employer in an era of economic uncertainty and rapid industry shifts. Many find that juggling different types of work keeps them energized, inspired, and less prone to the monotony that can sometimes accompany a single, long-term role.

The Flip Side: Burnout, Balance, and Divided Attention

However, the polyworking path is not without its challenges. The primary concern for employees is the potential for burnout. While the thrill of managing multiple projects can be initially invigorating, it can quickly lead to fatigue and overwhelm if not managed with strong self-discipline and clear boundaries. Maintaining a healthy work-life balance becomes even more critical and, for some, more elusive.

The pressure to constantly switch contexts, manage competing deadlines, and meet the expectations of multiple stakeholders can be immense. Not everyone thrives in such an environment; individuals who prefer highly structured, focused work styles may find polyworking stressful and counterproductive. There’s also the risk that deep specialization in one area might be diluted if attention is spread too thinly across too many disparate roles.

The Employer’s Equation: Fresh Perspectives vs. Commitment Concerns

For employers, the rise of polyworking presents a complex equation. On one hand, tapping into a polyworking talent pool can bring fresh ideas, diverse experiences, and specialized skills into an organization, often on a flexible, as-needed basis. This can be particularly advantageous for smaller businesses or for projects requiring niche expertise without the commitment of a full-time hire. Some employers find that individuals engaged in side projects or businesses bring up-to-date, real-world insights back to their primary roles.

On the other hand, employers may harbor legitimate concerns about divided attention, potential conflicts of interest, and overall commitment when employees are juggling multiple professional responsibilities. The traditional expectation of an employee dedicating their full energy to one job is challenged by the polywork model. This necessitates a shift in how productivity and engagement are assessed, moving away from a focus on hours clocked in towards an emphasis on outcomes and results.

Navigating the New Norm: Trust, Communication, and Outcome-Based Management

For polyworking to succeed for both individuals and organizations, a new approach to talent management is required. Clear guidelines, open communication channels, and a culture of trust are paramount. Employers who embrace polyworking by offering flexible schedules, focusing on project-based engagements, and fostering transparent dialogue about workload expectations are more likely to turn this trend into an asset.

Ultimately, successful polywork arrangements often hinge on aligning incentives with outcomes rather than mere task completion. When job descriptions and responsibilities are clearly tied to business objectives, the “how” and “where” of work become less critical than the results achieved. This requires a shift in mindset for both employers and employees, fostering an environment where flexibility is balanced with accountability, and diverse experiences are seen as a strength rather than a distraction.

As the underlying economic and cultural trends driving this behavior continue, polyworking seems poised to become more than just a niche practice. It represents a genuine evolution in how we perceive and structure work, offering a glimpse into a future where careers are more varied, skills are more transferable, and the balance between professional goals and personal interests is more attainable – albeit with a healthy dose of discipline and clear communication.

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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A Connected Workforce: Strategies for Addressing Loneliness in All Roles

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A Connected Workforce: Strategies for Addressing Loneliness in All Roles

In the bustling hum of a crowded workplace, loneliness can still cast a silent shadow over certain employees, dimming morale and productivity.

While a packed office might seem immune to isolation, specific roles—think remote IT specialists, night-shift supervisors, or high-pressure executives—can leave even the most dedicated workers feeling disconnected.

We posed a vital question to HR visionaries and business leaders:
Which roles are most vulnerable to employee loneliness, and what HR strategies can effectively combat this hidden challenge?

Drawing on insights like Gallup’s 2024 report, which links workplace connection to a 20% boost in engagement, their innovative solutions—from targeted mentorship programs to inclusive team-building initiatives—offer a powerful playbook for fostering belonging and reigniting workplace camaraderie.

Join us as we uncover the roles at risk and the strategies that bring employees back into the fold.

Read on!

Lisa Lohmann
Founder, LáFora

Lisa Lohmann

‘All the lonely people, where do they all belong?’ sang the Beatles 60 years ago. Turns out, loneliness isn’t just about being alone. It’s just as real in remote work as it is in packed offices.

And one group feels it most: leaders. Managers and executives often report feeling isolated. Why? Leading teams, making tough calls—it’s not something you can easily share. Add to that the fact that most leaders don’t have managers to guide them, and the usual team-building events aren’t really built for them. Between workloads and maintaining authority, they rarely join the Friday drinks or trivia nights.

So what’s the fix? According to Harvard Business Review, company-sponsored activities can ease workplace loneliness. And for leaders specifically, there’s one standout solution: leadership offsites.

Offsites are 2-5 day retreats where leadership teams can step away from the office noise to strategize, connect, and actually talk. These aren’t about PowerPoints and packed schedules – they’re about creating space to connect. Space for real conversations, honest challenges, and (yes) even friendships. From workshops to team challenges to relaxed dinners, offsites break down the barriers that isolate leaders.

Investing in leadership offsites shows you care about your leaders. And when leaders feel supported, they show up stronger for their teams. Fixing loneliness isn’t just about wellbeing – it’s about creating a workplace where everyone thrives, starting from the top.

Tonya Ladipo, LCSW
Founder and CEO of The Ladipo Group

Tonya Ladipo, LCSW

Loneliness stems from a sense of disconnection. We can be surrounded by people and still feel lonely, which only intensifies our feelings.

Employees who report to multiple departments but lack their own dedicated team often feel isolated. Remote workers are also at a risk for loneliness, especially in organizations where other roles are hybrid or in-person.

Here are a three HR strategies to help combat loneliness in the workplace:

Schedule regular, casual check-ins with team members to foster connection beyond work-related conversations. A simple 30-minute coffee chat, guided by a few questions, can help bring people together. Ask people to share their favorite TV shows or play a work-friendly version of Two Truths and A Lie.

Create structured opportunities for roles that are inherently isolated. Have employees attend department meetings for adjacent departments and teams. This is another opportunity for connection that also allows a new perspective of the work, which will also likely generate new ideas.

Encourage participation in Employee Resource Groups (ERGs). Joining ERGs promotes a sense of community while enjoying company-sponsored events.

Creating connection is the key strategy to combat loneliness at work and in life!

Iqbal Ahmad
Founder & CEO, Britannia School of Academics

Iqbal Ahmad

Certain positions such as leadership roles and senior managers, within an organisation, are naturally more prone to loneliness, even in a busy workplace. It is natural for them to feel isolated as they cannot share their challenges with their subordinates. Remote workers are also more likely to feel disconnected as there is no team interaction in their daily routine.

HRs can address these challenges with practical strategies to create a real connection. Regular check-ins or informal meetings regarding the current situation of projects can provide a space for employees to talk about the challenges they are facing.

Cross-departmental collaborations, or organising social events within the organisation also enhance the interaction between employees at the workplace. Regular team dinners and lunches will also help to bring the remote workers out from their dens to enjoy some time with colleagues.

Small actions like encouraging feedback, creating peer groups, or just making everyone feel included can make a big difference in reducing loneliness and building a stronger team.

Samantha Taylor
Business Consultant, LLC.org

Samantha Taylor

Loneliness in the workplace often impacts people who have jobs where they work by themselves or do not talk much with others. Remote tech workers, night shift employees, or team leaders handling individual projects can feel lonely even if the workplace is very active.

This I see many times in my over 12 years of helping businesses make strong teams.

HR can do something about this. They can implement a buddy system and pair workers with mentors to help get on a personal level. Organizing project collaborations from different departments is also a good idea. Managers should check how staff are doing with these projects. Social events, both online and in person, can help people feel included.

I always tell companies, they need to try hard so everyone feels like part of the team. Saying thanks for good work is a very important thing. Happy employees=higher output. Companies should value inclusion.

Dr Kevin Huffman
CEO, On the Rocks Climbing Gym

Dr Kevin Huffman

People who perform unique tasks in their job roles encounter specific difficulties when trying to connect with other employees.

For instance, a data scientist who studies advanced algorithms may find it hard to make connections with marketing and sales staff. Specialized knowledge and unique work may create social barriers meaning these professionals have trouble connecting with others at work.

Those who work remotely alongside office-based colleagues still feel disconnected from others. Technology helps us communicate but lacks the full depth of human interaction experience.

Employees who work remotely often fail to participate in casual employee bonding sessions and miss spontaneous team interactions that take place in shared offices.

Leaders in charge often feel disconnected from others despite their influential position. The demanding nature of their work separates them from their coworkers.

Gareth Hoyle
Managing Director, Marketing Signals

Gareth Hoyle

Communication is key: If you work predominantly from home, it’s important to remember to keep in touch to combat loneliness, however, even some people working in an office can experience loneliness. 

As a leader, being present helps you to create a workplace culture built on openness and collaboration, which is essential in any remote or in-person office to combat loneliness. So, celebrate everyone’s successes, no matter how big or small, keep everyone involved and remember to have your door perpetually open. 

While being present in day-to-day meetings reminds your team that you’re there to help, make sure you’re having dedicated check-ins too. This could take the form of a one-on-one video call if you’re a remote worker, a weekly team catch up or a monthly in-person review. All of which can help remote employees feel more connected. 

As remote workers, make sure that we have a face to face catch up with a coffee and/or lunch and spend the day working together at least once a month, wherever is convenient for those meeting up, to help us feel less lonely in a fully remote workforce. 

Encourage socialising: Encouraging your team to chat with one another outside of work hours can boost morale and combat loneliness. Whether it’s a night out, a team meal or simply a call that isn’t about work, I think it’s important for my team to feel like they know each other outside of the workplace. At Marketing Signals, we try to make sure we all meet up twice a year, once in winter and once in summer and then individual teams and managers try to meet up regularly too.

But it’s not just social events that can build a sense of belonging and reduce the risk of feeling lonely. After the weekend, we all make sure we’re catching up on calls to ask how it went to develop a more personal connection. While it’s not always possible or practical to build small-talk into every single meeting, make sure you’re seizing the chances you have to make each other feel connected by simply asking how everyone really is.

Taking calls with the camera on: We tend to make sure that when we’re on calls, we’re using our camera so that we can see each other. This helps maximise communication, and engagement, reduces loneliness and ensures the team are all focused on the call rather than trying to multitask. Seeing the person you’re talking to encourages a more authentic human connection and with a remote team, can help them feel less alone. 

Don’t be an absent manager: In straightforward terms, don’t be an absent manager. There might be a lack of face-to-face contact for those working flexibly, but that doesn’t mean you can’t develop a formal structure that makes regular contact a priority. 

Ensuring every individual at each location has what they need to be successful, whilst making yourself available when they need additional support is essential. This will ultimately help keep remote employees engaged and ensure they feel supported and less alone, despite not working face to face all the time.

Michael Franco
Organizational Development Consultant, Quokka Hub

 

Michael Franco

In my experience with eNPS surveys, individual contributors and leadership roles are the most prone to feelings of loneliness.

The individual contributors feel loneliness due to the independent nature of their work.

Leadership can feel lonely due to the separation that occurs because of the decision-making duties and unique responsibilities.

The best solutions I have seen achieve results are mentorship programs, group leadership development programs, and informal coffee chats.

Mentorship programs foster connections, the L&D leadership programs create community among leaders, and the coffee chats encourage casual conversations across teams.

Shawn Boyer
CEO & Founder, goHappy

Shawn Boyer

Deskless workers often feel left out without access to things like company emails or regular updates from their employers. This can lead to feelings of loneliness, which impacts how engaged and motivated they are.

But HR leaders can change that through simple strategies like regular check-ins, celebrating wins, and asking for feedback can make a big difference.

Tools like goHappy make it easy to keep frontline workers in the loop, helping everyone feel connected, valued, and part of the team.

David Case
President, Advastar Group

David Case

In general terms, I would say that middle managers are often prone to feeling isolated or lonely because of their unique position within a company’s hierarchy.

The people they work with most often will typically be their direct reports, which limits their access to colleagues they can confide in. Even if they generally get along with their teams and have a good rapport, the fact that they’re in a position of authority adds distance in these relationships.

On the other side, they’re not on a peer-to-peer level with upper leadership, either, and opportunities to engage and collaborate with other middle managers who could serve as workplace friends are often limited.

This creates an environment where these individuals are often at high risk for feeling isolated.

One strategy that can be very effective for combatting this isolation is to organize peer-to-peer groups where middle managers across the organization can connect. These could be organized meet-ups or something more like an online forum or chat group.

Another excellent option is to establish a mentorship program that partners middle managers with individuals from senior leadership, which can help to break down the barriers between leadership levels, providing more open communication and giving middle managers another source of support.

Rachel Tuma
Director, HR & Payroll Services, CESA6

Rachel Tuma

I believe the truth is no matter how many people are around us each day from a remote finance person to the outgoing salesperson who seems to know everyone, it’s possible for anyone in any position to feel lonely.

At CESA 6, a 2024 Gallup Exceptional Workplace Award winner, we ask employees as part of our gallup engagement survey if employees have a best friend at work.

We use this data to support events like virtual pet day, wellness competitions, and a Souperbowl (soup competition) to encourage team building and foster a positive environment where employees can develop social connections based on their interests to eventually find that best friend at work.

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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Counteroffer Strategies: How to Retain High-Performing Employees

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Counteroffer Strategies: How to Retain High-Performing Employees

Losing a top-performing employee is a costly and disruptive event for any organization.

When that employee informs you they’ve received a competitive job offer from a rival company, the stakes are even higher.

Immediate and strategic action is required to retain this valuable talent.

In this post, we break down the critical moments following such a disclosure, exploring the urgent retention strategies that can make the difference between keeping a star employee and watching them walk out the door.

We asked HR and business leaders to share their go-to approaches for successfully negotiating with high-performing employees who are considering leaving, offering a practical guide for navigating this challenging situation.

Read on!

Levi Hemingway
Co-Founder, City Storage By Nomad Capital

Levi Hemingway

If a top performer at City Storage USA discloses a competitive job offer, the first step is to understand their motivation for considering the move.

Just like in storage, where customers choose a facility based on security, convenience, and value rather than just price, employees stay where they feel valued, challenged, and supported.

One key retention strategy would be reinforcing their long-term growth potential within City Storage USA. Just as we help customers find scalable storage solutions that grow with their needs, we ensure our employees see a clear path for professional development, whether through leadership opportunities, specialized training, or expanded responsibilities.

If compensation is a factor, we would explore performance-based incentives or benefits that align with their career goals, much like how we offer flexible leasing options to match customer needs.

Beyond financial incentives, reaffirming our workplace culture is essential. Employees stay where they feel engaged and connected. Highlighting our team environment, the impact they have on our success, and any upcoming company initiatives they can take ownership of reinforces their importance.

Much like storage customers who stay because they trust our service and security, employees stay when they feel genuinely valued and see a future with the company.

Abhishek Shah
Founder, Testlify

Abhishek Shah

The first step I would do is to understand their reasons for considering a move. A quick but meaningful conversation can help uncover whether it is about salary, career growth, work-life balance, or a better role.

Showing immediate appreciation for their contributions and reaffirming their value to the company is crucial. Employees want to feel recognized beyond just numbers, so making it clear that their career growth matters can set the stage for an open discussion.

If compensation is the main driver, a counteroffer should be competitive but also strategic. Simply matching the offer may not be enough, so proposing a long-term growth plan that includes performance-based incentives, stock options, or leadership opportunities can add more value.

If career growth is the concern, offering a structured roadmap for promotion, assigning them to a high-impact project, or providing executive mentorship can show commitment to their future.

Work-life balance can also be a factor, and adjusting remote work options, PTO, or wellness benefits can make a significant difference. Reinforcing their role in shaping the company’s future and helping them visualize their long-term impact can sometimes outweigh financial incentives.

Having a well-prepared, personalized discussion within 24 to 48 hours is crucial for retention, but if they still decide to leave, maintaining a positive relationship can keep the door open for future collaboration.

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Natalia Lavrenenko

Retention starts long before a competitor steps in.

When a top performer shares a competitive offer, speed matters. Counter with more than money. A personalized career path, leadership opportunities, or a high-impact project can shift the conversation.

One UGC creator on my team wanted to leave for an agency offering better pay. Instead of matching the salary, I handed them creative control over a major brand campaign. They stayed, delivered viral content, and felt valued.

Flexibility and recognition close more deals than a paycheck alone.

A talented editor once hinted at leaving, frustrated with workload balance. Instead of a raise, we restructured their role–fewer repetitive tasks, more creative freedom. Within weeks, they were engaged again, producing their best work.

Retention is about giving people what they can’t buy elsewhere.

Chris Giannos
Co-Founder & CEO, Humaniz

Chris Giannos

If a top performer discloses a competitive job offer, the first step is understanding their motivations beyond just salary. Is it career growth, flexibility, leadership opportunities, or company culture? A successful retention strategy requires addressing their core concerns rather than simply countering with a higher paycheck.

One urgent approach is personalizing a career development plan tailored to their goals. If growth is a priority, offering a leadership role, upskilling opportunities, or a clear path for advancement can reinforce their long-term value within the company. If flexibility is a factor, adjusting remote work policies, benefits, or workload balance can make a difference.

Another key strategy is reinforcing their impact and future potential within the company. Expressing genuine appreciation, outlining how their contributions have shaped the organization, and detailing how they fit into long-term plans can create an emotional connection that a competitor’s offer may lack.

If compensation is a driving factor, exploring non-monetary perks such as equity, bonuses tied to long-term performance, or project ownership can help make staying more attractive. The goal is to ensure they feel valued, see clear opportunities ahead, and believe that their best career path remains within your organization.

Noah Musgrove
HR & Marketing Specialist, Liberty Financing LLC

Noah Musgrove

If a top performer shares that they’ve received a competitive job offer, it’s important to respond thoughtfully and efficiently.

The first step is to have an open discussion to understand what’s driving their decision. Are they looking for higher pay, career advancement, or better work-life balance? Once you know their key motivators, you can explore ways to address their needs within your company.

If compensation is the main issue and a counteroffer is an option, it’s essential to ensure it aligns with company policies and long-term fairness.

However, retaining employees isn’t just about salary–offering growth opportunities, increased responsibilities, or more flexibility can be just as persuasive. Recognizing their contributions and outlining a clear path for future success within the organization can reaffirm their value.

The ultimate goal is to create an environment where they feel engaged, appreciated, and see a strong future ahead.

Dre Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Dre Thompson

If a top performer discloses a competitive job offer, my approach blends strategic negotiation with understanding the candidates desires and motivations.

First, I acknowledge their contributions and reaffirm their growth potential within the company.

Secondly, I assess their true motivators whether it’s compensation, promotion opportunities, or work-life balance.

If salary is the main factor, I explore competitive adjustments, but I also position long-term value through leadership opportunities, professional development, and impactful projects. If the hiring manager is aligned, there may be an opportunity to match the salary to keep the top performer.

Additionally, I highlight the unique advantages of staying, whether it’s cultural alignment, flexibility, or career stability.

Instead of a transactional counteroffer, I partner with all stakeholders to create a compelling career roadmap, reinforcing that their best growth opportunities exist within our organization.

In my opinion talent retention isn’t just about numbers; It’s about engagement, trust, and aligning aspirations with opportunity.

Leila Rao
Agile Coach, Cultural Cartography

Leila Rao

Job security, once a given in the federal workforce, is fading as contracts are abruptly cut in the name of “efficiency.”

As a small consulting business owner in the federal space, I know this scenario all too well. With an administration shift, many are navigating professional pivots, my staff included.

While I obviously want to retain my talented staff, my priority is transparency. If a more stable opportunity is best for you and your family, take it. I’ll even give you a referral.

I’m fortunate to lead a team aligned with my company’s vision, but alignment alone doesn’t guarantee retention during uncertain times.

Once, salary and benefits made an offer competitive; now, the differentiator is basic job security.

Dr. Tonya Jackman Hampton
Executive Coach & Speaker, Dr. Tonya Jackman Hampton

Dr. Tonya Jackman Hampton

If a performer discloses a competitive job offer, swift and strategic action is important, and you should keep the employee informed often during deliberation.

To respond, start with seeking to understand why they’re considering leaving and why the competing offer appeals to them—these are two distinct, critical questions. The employee will feel valued if you try to address their concerns.

Should they want to stay, refine their development plan, aligning it with their career aspirations. Address their concerns —whether it’s compensation, growth opportunities, work-life balance, or leadership dynamics. If immediate adjustments aren’t feasible, provide a clear objective and timeline for potential changes.

Collaborate if team dynamics are a concern to create an action plan. Engagement in problem-solving fosters commitment and shows you care.

Ultimately, counteroffers are not enough—it’s about ensuring they are able to thrive. When handled effectively, these conversations demonstrate advocacy, reinforce trust and strengthen commitment.

Cheryl Grace
CEO, Powerful Penny

Cheryl Grace

If a top performer gets a competing offer, don’t panic—get curious.

Were they actively looking, or did a recruiter come knocking? What’s making them consider leaving?

People want to feel valued, seen, and heard—it’s not always about money. Maybe they want more growth, flexibility, or just to know they matter.

Before throwing out a counteroffer, listen. What do they really want?

Then, tailor a retention plan that speaks to them—a leadership role, high-visibility projects, executive mentorship, or better work-life balance.

If culture is the issue, what can you shift? And don’t just focus on the now—paint a vision for their future with you.

At the end of the day, a successful negotiation isn’t just about matching a paycheck. It’s about making them feel like staying is the best decision they could make.

Ryan Gray
CEO, SGW Designworks

Ryan Gray

If your top performer is seriously considering a competitive job offer, that is a clear signal they are looking for something they do not think they can get with you, whether it is career growth, new challenges, or better compensation.

The first move should be a direct and honest conversation. Find out what is driving their interest. Is it just money, or are they feeling stagnant? Do they want a leadership role, a change in responsibilities, or a different work environment?

Once you understand what is missing, you can position your offer accordingly.

The best way to keep them is not just throwing more money at the problem, though, let’s be honest, that can help. Instead, show them a real pathway forward in your company.

If they are after career progression, map out what that looks like, whether it is a promotion, a lateral move into a different department, or a high-impact project that aligns with their goals. Make it clear they have room to grow without leaving.

And if salary is a factor, be competitive, but also reinforce the long-term benefits of staying, whether it is leadership opportunities, mentorship, or greater influence in the company.

Retention is not just about reacting to an offer, it is about proving why staying is the better move.

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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International HR Day 2025: Seizing Opportunities and Tackling Challenges

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International HR Day 2025: Seizing Opportunities and Tackling Challenges

Today, International HR Day, celebrated annually on May 20, shines a spotlight on the evolving role of human resources (HR) as a strategic force in navigating the intersection of technology, humanity, and workplace dynamics. 

This year’s theme, “Humanify AI,” underscores HR’s critical mission to harness artificial intelligence (AI) for efficiency while preserving empathy, trust, and ethical standards. With global events, webinars, and panel discussions led by Chief Human Resources Officers (CHROs), the day celebrates HR’s adaptability and highlights opportunities and challenges in a rapidly changing landscape. 

From AI-driven recruitment to mental health initiatives and diversity, equity, and inclusion (DEI) strategies, HR professionals are addressing a 3.5% U.S. unemployment rate, 5% inflation, and a global talent shortage of 85 million by 2030 (SHRM, 2025; Korn Ferry, 2024). 

Here’s a comprehensive look at International HR Day 2025, its key opportunities, challenges, and essential statistics shaping the future of HR.

The Significance of International HR Day 2025

Launched by the European Association for People Management (EAPM) in 2013, International HR Day recognizes HR’s transformative impact on organizations and employees. 

In 2025, the day takes on heightened importance as HR navigates unprecedented technological disruption, economic pressures, and societal expectations. This year’s focus is on “Humanify AI,” emphasizing HR’s role as a strategic partner in leveraging AI for recruitment, analytics, and employee engagement while ensuring human-centered values. 

Global events today, including virtual panels hosted by organizations like SHRM and CIPD, feature CHROs discussing AI’s ethical implementation, mental health, and workforce resilience. Posts doing the rounds online are celebrating HR’s adaptability, with sentiments like “HR is the bridge between tech and heart,” but also noting persistent challenges in upskilling and trust.

Why It Matters: With 50% of organizations integrating AI into HR processes (Gartner, 2025), International HR Day underscores HR’s mandate to balance efficiency with empathy. As 56% of employees demand ethical AI use (LinkedIn, 2024), HR’s ability to humanize technology is critical to maintaining trust, with 79% higher employee loyalty in trust-focused cultures (MIT Sloan, 2024).

Key Opportunities for HR in 2025

International HR Day 2025 highlights several opportunities for HR to drive organizational success and employee well-being:

Harnessing AI for Strategic Impact: AI is reshaping HR, with 85% of HR professionals using AI tools for tasks like candidate screening, payroll automation, and performance analytics (Betterworks, 2025). AI-driven recruitment boosts hiring speed by 30%, enabling HR to fill roles faster in a tight 3.5% unemployment market (Edelman, 2025; SHRM, 2025). Tools like applicant tracking systems and predictive analytics, highlighted in today’s webinars, allow HR to personalize employee experiences, with 60% of firms using AI to tailor learning programs (ManpowerGroup, 2025). HR’s opportunity lies in becoming a data-driven strategist, with 65% of CHROs prioritizing digital fluency to align talent with business goals (Times of India, 2025).

Enhancing Mental Health and Well-Being: With 31% of U.S. workers reporting job-related stress, up from 30% in 2024 (SHRM, 2025), HR is seizing the chance to lead on mental health. The cancellation of federal mental health grants has shifted responsibility to employers, and 79% of companies with wellness programs report improved loyalty (MIT Sloan, 2024). Today’s discussions emphasize flexible leave, financial wellness, and peer support groups, with 70% of employees preferring customized solutions (Gallup, 2024). HR can leverage these to address the “trust gap,” where only 48% of staff trust their organizations compared to 64% of executives (SHRM, 2025).

Advancing DEI Amid Policy Shifts: Despite backlash, DEI remains a priority, with 56% of employees valuing inclusive cultures (LinkedIn, 2024). HR is exploring innovative approaches like blind resume screening and cultural competence training, with 50% of firms revising DEI metrics post-Executive Order 14173, which ended disparate-impact enforcement (SHRM, 2025). International HR Day panels highlight opportunities to integrate DEI into AI tools, ensuring unbiased hiring, as 60% of HR leaders expect legal challenges to shape compliance (SHRM, 2025).

Upskilling for an AI-Driven Future: The global talent shortage and 25% AI skills gap (ManpowerGroup, 2025) present HR with a chance to lead upskilling. With 40% of tech firms allocating budgets to AI literacy (Edureka, 2025), HR is rolling out certifications and micro-learning, with 70% of enterprises planning AI training in 2025 (Edureka, 2025). Today’s events showcase success stories, like firms reducing turnover by 20% through reskilling (Gallup, 2024), positioning HR as a catalyst for workforce agility.

Key Challenges to Watch

While opportunities abound, International HR Day 2025 also surfaces significant challenges HR must address:

AI Upskilling and Ethical Gaps: Despite 85% AI adoption, only 25% of HR professionals are fully trained in ethical AI implementation, and 60% of HR teams lack AI fluency (Betterworks, 2025; Times of India, 2025). This gap risks biased algorithms and eroded trust, with 70% of employees worried about data privacy (Edelman, 2025). There is an urgency of training, as 50% of HR processes are automatable, potentially displacing roles (McKinsey, 2025).

Navigating Layoffs and Morale: The tech sector’s 61,000 layoffs in 2025, including Microsoft’s 6,000 and CrowdStrike’s cuts, challenge HR to manage morale and transitions (Hindustan Times, 2025). With 60% of laid-off tech workers struggling to find roles within six months (SHRM, 2025), HR must balance automation’s benefits (30% cost reduction, McKinsey) with employee confidence, especially as 25% fear job loss (ManpowerGroup, 2025).

DEI Backlash and Compliance: Executive Order 14173’s end to disparate-impact enforcement complicates DEI, with 74% of employees citing unclear DEI goals as a turnover driver (LinkedIn, 2024). HR faces political and employee pushback, with 60% of initiatives lacking measurable results (Babbel for Business, 2025). Today’s webinars stress data-driven DEI KPIs, but 50% of HR leaders anticipate legal hurdles (SHRM, 2025).

Workplace Stress and Burnout: Rising stress (31% of workers) and a 40% burnout rate among HR leaders (SHRM, 2025) strain resources, particularly in hybrid settings where 40% of remote workers report isolation (SHRM, 2025). HR must innovate beyond generic apps, as 70% of employees demand tailored support, while managing budget constraints amid 5% inflation (Gallup, 2024; SHRM, 2025).

Essential Details and Statistics

AI in HR: 85% of HR professionals use AI, but only 25% are trained in ethical use; AI tools cut recruitment time by 30%, yet 70% of employees fear privacy breaches (Betterworks, 2025; Edelman, 2025).

Mental Health: 31% of U.S. workers report job stress; 79% of firms with wellness programs see loyalty gains, but only 48% of staff trust leadership (SHRM, 2025; MIT Sloan, 2024).

Layoffs: 61,000 tech layoffs in 2025, with HR roles also hit; 60% of laid-off workers face reemployment delays (Hindustan Times, 2025; SHRM, 2025).

DEI: 56% of employees value DEI, but 60% of initiatives lack measurable outcomes; 50% of HR leaders expect compliance challenges (LinkedIn, 2024; Babbel for Business, 2025).

Upskilling: 25% AI skills gap; 70% of firms plan AI training, with reskilling cutting turnover by 20% (ManpowerGroup, 2025; Edureka, 2025; Gallup, 2024).

Economic Context: 3.5% U.S. unemployment, 5% inflation, and 177,000 job additions in April 2025; 1.67M long-term unemployed need HR support (SHRM, 2025; CNN, 2025).

Trust and Loyalty: Trust-focused cultures boost loyalty by 79%; only 60% of employees feel trusted vs. 86% of executives (MIT Sloan, 2024; PwC, 2024).

Global and U.S. Perspectives

Globally, International HR Day events in Europe (EAPM), Asia (APFHRM), and Africa (IPM) emphasize AI ethics and talent mobility, with 65% of global HR leaders prioritizing cross-border hiring to address shortages (CIPD, 2025). In the U.S., SHRM’s focus on mental health and DEI compliance reflects domestic pressures, including a 33% rise in cybersecurity HR roles due to a $215B market (Gartner, 2025). Despite challenges, the general outlook is optimistic about HR’s strategic evolution but cautious about burnout and policy shifts.

Looking Ahead

International HR Day 2025 marks a turning point for HR, with opportunities to lead through AI, mental health, and DEI, but challenges like upskilling gaps, layoffs, and compliance loom large. As 60% of CHROs are now strategic partners (Gartner, 2025), HR’s ability to humanize AI—ensuring 70% of employees’ privacy concerns are addressed—will define its impact. With 85 million talent shortages projected by 2030 (Korn Ferry), HR’s role in reskilling and trust-building is critical, as 79% loyalty gains in trust-focused cultures show (MIT Sloan, 2024). Today’s events, streamed on platforms like HR Grapevine and SHRM, offer a roadmap for HR to thrive in a dynamic world, balancing tech and humanity.

Written by Grok with information sourced from HR Spotlight, SHRM, Times of India, Betterworks, Gartner, Edelman, LinkedIn, MIT Sloan, Gallup, McKinsey, ManpowerGroup, Edureka, Babbel for Business, Hindustan Times, CNN, CIPD, PwC, Korn Ferry.

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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Upskilling Unlocked: Expert Picks for Training Methods and Formats

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Upskilling Unlocked: Expert Picks for Training Methods and Formats

In the workplace of today, effective on-the-job training is the backbone of a skilled, adaptable workforce.

With 74% of employees citing a lack of training as a barrier to career growth (LinkedIn’s 2024 Workplace Learning Report), organizations are under pressure to deliver impactful learning experiences.

We asked HR pioneers and business leaders a critical question:

What on-the-job training methods and delivery formats do you find most effective for your workforce, and what challenges led you to adopt these approaches?

From immersive digital platforms and peer-led coaching to hybrid microlearning models, their innovative solutions—shaped by past pitfalls like disengagement or outdated systems—offer a playbook for building resilient, high-performing teams.

Dive into their insights to discover how to transform training into a catalyst for success.

Read on!

Mike Ouwerkerk
Cyber Security Awareness Trainer & Cultural Transformation Consultant, Web Safe Staff

Face-To-Face Workshops Provide Best Outcomes

As a provider of cyber awareness training, I can say hands down that face-to-face workshops provide the best outcomes for my clients. I do also provide videos, cheat sheets, quizzes, posters etc., but when I train people who have used anything other than face-to-face, their knowledge is typically lacking.

Why would companies use face-to-face over other methods? It comes down to the return on investment. If there are big benefits to be made (i.e., staff less likely to be tricked by a cybercriminal), then companies will make an informed financial decision, and spend the extra money to ultimately save money.

Mohamed Moussa
Managing Director, Tornado Marine Fleet

On-The-Job Training With Mentorship

For us, the best training happens right on the boat, in the middle of the action. New crew members shadow experienced staff, learning by doing instead of sitting through long lectures. We also mix in short, hands-on workshops and use quick video guides for things like safety drills and customer service tips.

Before, training was too informal with new hires just picking things up as they went, which led to inconsistency in training. Some crew learned fast, while others missed key details, and that affected our team’s morale. So, we created a structured but flexible system where mentorship, real-time coaching, and digital tools keep everyone on the same page.

Now, training feels natural and works seamlessly with daily operations. Crew members get instant feedback, and everyone knows what’s expected, no matter which boat they’re on. The result? A confident, well-prepared and happy team that delivers top-notch service every time.

Antony Chan
Founder & Head of Learning, Teachng

Demonstration, Theory, Then Practice Approach

Having trained hundreds of team members throughout my career, I find the most effective on-the-job training follows a “demonstration-first, theory, then practice approach”.

I start by showing them what they’ll be doing, then breaking down the “why” behind each action, and finally letting them try it themselves.

This three-step process of “demonstration-first, theory, then practice approach” ensures that they’re not just imitating without understanding, but are actually grasping the reasoning behind their work.

I developed this approach after noticing that many people hesitate to ask questions during training, even when they don’t fully understand. Often, when they start doing the task, they make a lot of mistakes which can be time-consuming and expensive to fix.

By frontloading demonstration, then theory, and following up with hands-on practice, I can quickly identify gaps in their understanding and guide them before mistakes happen in real-world situations.

While the “demonstration-first, theory, then practice approach” does require time and deep expertise, it is worth it in the long run. It builds confidence, reduces errors, and ensures each team member isn’t just following instructions, but is thinking critically and mastering their role.

Jon Morgan
CEO, Business and Finance Expert, Venture Smarter

Immersive Project-Based Learning

One unique method we’ve implemented at Venture Smarter to enhance employee training in our software company is the use of immersive, project-based learning.

Rather than relying solely on traditional classroom instruction or online courses, we immerse our employees in real-world projects from the start. New hires and even current employees looking to upskill are paired with more experienced team members and assigned to live projects.

This hands-on approach not only accelerates learning but also fosters collaboration and practical problem-solving skills.

This method can be replicated in other sectors by identifying key projects within the organization that can serve as learning experiences.

For instance, in the healthcare sector, new nurses could be paired with seasoned professionals and involved in patient care scenarios. In marketing, junior staff could be assigned to active campaigns, working under the guidance of senior marketers.

The essence is to create an environment where learning is directly tied to real-world applications, ensuring that employees are not just theoretically proficient but practically competent as well.

Dr. Chad Walding
Co-Founder & Chief Culture Officer, NativePath

Interactive Online Learning With Hands-On Application

One of the most effective training methods for my team at NativePath involves a combination of interactive online learning and hands-on, in-person application.

Initially, we struggled with traditional training methods that focused heavily on theory, which led to disengagement. To address this, we incorporated real-world scenarios, case studies, and group exercises to bridge the gap between knowledge and practical application.

For instance, employees can learn the basics through online courses and then reinforce their understanding through workshops and role-playing exercises. This has significantly improved engagement, knowledge retention, and the ability to apply skills directly to their roles.

The results have been clear: we’ve seen a marked improvement in employee performance and satisfaction. If you’d like more details, feel free to reach out!

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Hands-On Mentorship-Based Approach

An effective on-the-job training method I use is a hands-on, mentorship-based approach, combined with structured lessons on horticulture fundamentals.

When a new team member joins Ozzie Mowing & Gardening, they start by shadowing an experienced team member, learning everything from proper mowing techniques to plant care, pest management, and efficient garden design.

I reinforce this practical learning with short, focused sessions covering soil health, pruning strategies, and plant nutrition, drawing on my formal horticultural education.

By pairing real-world experience with expert knowledge, my team develops both technical skills and a deep understanding of why certain methods work best. This approach ensures consistency in service quality and empowers my staff to think critically in the field.

This system was developed after noticing early on that traditional training such as simply explaining techniques or handing out instructional materials was not enough. Without hands-on application, newer team members struggled to fully grasp the nuances of plant care and garden maintenance.

My 15 years of experience in gardening, combined with my formal qualifications in horticulture, allowed me to refine this process by integrating science-backed principles with practical demonstrations.

As a result, my team now learns faster, retains knowledge better, and performs with a level of expertise that has contributed to the high customer satisfaction that earned us a customer service award.

Ben Lamarche
General Manager, Lock Search Group

Blended Learning With Ongoing Support

As the General Manager of Lock Search Group, I’ve found that the most effective on-the-job training methods are those that blend hands-on experience with ongoing support and collaboration. We’ve adopted a mix of mentorship, e-learning modules, and live, interactive sessions to ensure that our team has access to both structured learning and real-world application.

In the past, we relied heavily on traditional classroom-style training, which had its limitations. While informative, it often felt disconnected from the day-to-day realities of recruitment. There was a gap between theory and practice, and sometimes it was difficult for team members to see how the training applied to their specific tasks or client needs.

To address this, we shifted to a more dynamic approach. We now pair new recruits with experienced mentors who can offer guidance in real time. These mentors help with everything from understanding client expectations to refining candidate assessments, ensuring new hires feel supported as they apply their training in a practical context.

We also introduced e-learning modules that cover core recruiting skills, such as sourcing techniques, candidate engagement, and client relationship management. These modules are flexible, allowing our team to learn at their own pace, which is crucial given the demanding nature of the job. After completing these online modules, we bring everyone together for live sessions where we can discuss challenges and share insights in a collaborative environment.

This mixed format addresses the shortcomings of our previous training approach, such as a lack of direct application and limited interaction between team members.

By combining self-paced learning with mentorship and collaborative sessions, we’ve created a more engaging and effective training program that allows our team to grow while staying connected to the practical realities of recruiting.

Amit Doshi
Founder & CEO, MyTurn

Peer-To-Peer Code Review Program

One unique strategy that has significantly improved employee training at MyTurn is implementing a “peer-to-peer code review program.” Developers are paired with peers to review each other’s code in a structured format, enhancing both their technical skills and collaborative capabilities.

This approach not only elevates coding standards but also fosters a supportive learning environment where employees learn from real-world examples and feedback. To replicate this in other sectors, companies can adapt the core principle of peer-to-peer reviews to their specific field.

For instance, in marketing, employees can review each other’s campaign strategies, while in customer service, team members can evaluate call-handling techniques. This method promotes continuous improvement and strengthens team cohesion across any industry.

Sudheer Devaraju
Staff Solutions Architect, Walmart

Blended Learning With AI-Driven Paths

The most effective on-the-job training methods combine blended learning, hands-on project work, and AI-driven personalized training paths. Our workforce benefits most from role-based microlearning, real-time coaching, and interactive simulations, which provide immediate, applicable knowledge while minimizing disruption to daily tasks.

We shifted from traditional, one-size-fits-all training due to low engagement, knowledge retention issues, and limited adaptability to evolving skill needs. Instead, we implemented a hybrid approach that includes:

AI-Powered Adaptive Learning – Uses AI-driven platforms (like Workday Learning, Coursera for Business) to personalize training based on skill gaps and job roles.

Hands-On, Project-Based Training – Employees apply new skills in real-world projects, reinforcing learning through practical experience.

Virtual Simulations & Scenario-Based Learning – Using interactive VR/AR modules and role-based simulations, employees engage in realistic problem-solving.

Peer Learning & Mentorship Programs – Encourages cross-team knowledge sharing, improving retention and collaboration.

Just-in-Time Learning Modules – Short, task-specific videos and guides embedded within workflows provide instant knowledge access without disrupting productivity.

This approach accelerated skill development, increased engagement by 40%, and reduced training costs while ensuring a continuous learning culture in an evolving workplace.

Gauri Manglik
CEO & Co-Founder, Instrumentl

Tailored Training Methods For Individuals

I’ve seen many unique methods to improve employee training in software companies, and I can tell you that the most effective ones are those that are tailored to the individual.

For example, if you’re training someone who has difficulty learning from written material, then maybe it’s better to try visual aids or videos instead. If you’re trying to teach someone something that will be useful for them almost immediately after they’ve learned it, make sure they have an opportunity to apply what they’ve learned right away so that they can see how it works in real life.

And remember: the best way to teach your employees is through practice! So while it’s important not to overwhelm them with too much information at once, it’s also important not to let them leave training without feeling like they’ve had enough practice time with whatever skills they need.

Alexandru Samoila
Head of Operations, Connect Vending

Blended Approach With Peer-To-Peer Learning

We have been tinkering with our learning and training models for a while now and continue to innovate them based on employee feedback and engagement responses. Currently, a blended approach with a focus on peer-to-peer learning using bite-sized knowledge transfers has been working well for us, particularly for new employees and trainees.

We’ve realized that beyond the first few days when the mandatory learning and training sessions are done, it’s hard for people to make time for continuous learning every day. Furthermore, a rigid learning journey with little room for flexibility and personalization led to lower engagement and knowledge retention.

As of now, we have a buddy system that encourages mentoring and exchange of knowledge through formal and informal channels, along with leveraging a learning platform to provide nudges, prompts, quick assessments and customized learning content directly to employees.

This blended format has allowed team members to collaborate and learn at their own pace, while also relaxing the formality of training modules by making them more accessible.

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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Stopping the Blame Game: How to Build a Responsible Workforce

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Stopping the Blame Game: How to Build a Responsible Workforce

Blame-shifting in the workplace can erode trust, tank morale, and stifle growth, yet it’s a persistent challenge for many organizations.

With studies like Gallup’s 2024 report showing that high accountability cultures boost employee engagement by 27%, fostering responsibility is more critical than ever.

We reached out to HR visionaries and business leaders to tackle a pressing question:

What are your go-to solutions for improving accountability within your workforce?

From implementing transparent goal-setting frameworks to fostering psychological safety, their practical strategies and real-world insights offer a blueprint for transforming blame into ownership.

Dive into their expert advice to unlock a more empowered, productive workplace.

Read on!

Trayton Vance
CEO & Founder, Coaching Focus Ltd

Coaching Culture Replaces Blame With Accountability

When blame becomes the norm, growth takes a backseat.

It’s a pattern we see all too often. A deadline gets missed. A mistake slips through. Fingers start pointing. Suddenly, it’s less about solving the issue – and more about dodging responsibility.

Blame can feel safe in the short term. But over time? It chips away at trust. It fuels defensiveness. And it stalls progress.

Here’s the truth:
When blame takes over, learning stops. People hold back. Morale dips. And innovation? It fizzles.

So, how do you break that cycle?

By building a coaching culture that champions accountability – not blame.

In a coaching-led environment, mistakes aren’t seen as failures to hide. They’re seen as opportunities to learn and grow.

Here’s how coaching flips the script:

1. It shifts focus from blame to ownership: Our coaches support individuals in asking the right questions: What was my part in this? What can I learn from it? What would I do differently next time? Accountability becomes internal – not imposed.

2. It encourages curiosity over criticism: Instead of jumping to conclusions, teams learn to pause and explore what happened. That space creates understanding – and stronger, more resilient solutions.

3. It empowers leaders to model the way: Leaders stop reacting and start coaching. They become role models for calm reflection, honest feedback, and clear expectations. And when leaders own their part? The ripple effect is huge.

4. It builds psychological safety: When people feel safe to speak up, take risks, and admit when something didn’t go to plan – that’s where true accountability lives. Coaching nurtures that safety. It creates space for honesty without fear.

The result?

A workforce that doesn’t hide from mistakes. They learn from them.

They bounce back stronger.

And they hold themselves – and each other – to high standards because they want to, not because they’re afraid not to.

Nurdes Gomez
Director of People Operations, eMed

Accountability Thrives In Trust, Not Fear

Shifting blame can quickly erode trust and collaboration within a team. For me, improving accountability starts with creating a culture where people feel safe owning both their wins and their mistakes.

I’ve found that clear expectations, regular feedback, and modeling accountability as a leader go a long way. You need to be honest when you or your team makes a mistake, own it and fix it. People will always respect you for being forthcoming and working towards constant growth.

I also believe in focusing on solutions rather than finger-pointing. When someone drops the ball, it’s an opportunity to ask, “What can we learn from this?” and “How can we prevent it next time?” That reframing fosters growth, not fear. But just as important is making sure people know that trying something new isn’t failure–it’s learning. I always encourage a mindset of try, assess, and pivot. That’s how growth happens–through curiosity, experimentation, and reflection.

When we create space for people to explore new ideas without fear of blame, they feel empowered to take initiative and learn from the process. Accountability then becomes less about avoiding mistakes and more about continuously growing–together.

Max Shak
Founder & CEO, nerDigital

Clarity And Trust Foster Accountability Culture

Accountability isn’t just a leadership ideal–it’s a cultural foundation. At Nerdigital, we’ve worked hard to build an environment where ownership is expected, respected, and reinforced daily. Shifting blame might be easy in the short term, but in the long run, it erodes trust, stalls progress, and kills team momentum. One of my biggest priorities as a leader has been creating conditions where accountability becomes the norm, not the exception.

The first step is clarity. A lot of blame-shifting comes from vague expectations or undefined roles. So we start with alignment–every team member knows what success looks like in their role, what they’re responsible for, and how their work ladders up to the bigger picture. When people understand their impact, they take more pride in their performance.

But accountability doesn’t thrive in fear–it thrives in trust. We’ve created a culture where mistakes aren’t punished but debriefed. When something goes wrong, we don’t look for someone to blame; we look for what we can learn. That shift opens the door for real ownership. People feel safe admitting when they’ve dropped the ball–and that honesty becomes contagious. It also makes it easier for us, as leaders, to coach in real time rather than letting issues fester under the surface.

One thing I personally do is model it. If I miss something or make a misstep, I own it–publicly. That vulnerability from the top sets the tone for the rest of the team. It says, “We’re all human, but we’re also all responsible.” And it reinforces the idea that accountability isn’t about perfection–it’s about integrity.

We also use regular retrospectives, not just for projects, but for how we function as a team. What worked? What didn’t? Where can we improve individually and collectively? It’s not a blame game–it’s a growth loop.

Improving accountability isn’t about control–it’s about empowerment. When people feel truly seen, supported, and trusted, they start showing up not just for the task, but for the team. That’s when accountability becomes second nature. And when that happens, culture strengthens, performance improves, and everyone grows together.

Tyler Harper
Co-Founder, Homegrown Storage

Clear Roles Encourage Ownership And Growth

Improving accountability starts with setting clear expectations and creating a culture where ownership is encouraged and modeled from the top down. At Homegrown Storage, we’ve found that when roles, responsibilities, and outcomes are clearly defined, it becomes much easier for team members to take ownership of their work.

One of our go-to solutions is regular check-ins that focus not just on performance but on problem-solving. We ask team members to reflect on what went well, what didn’t, and how they plan to improve. This shifts the focus from blame to growth. We also make it a point to recognize accountability when we see it–publicly acknowledging when someone takes responsibility and works to fix an issue helps reinforce that it’s a valued trait.

When mistakes happen, we treat them as learning opportunities rather than reasons for punishment. This creates a safe space for honest reflection and encourages continuous improvement. Over time, this approach builds trust, strengthens morale, and fosters a more resilient, responsible team.

Kritika Kanodia
CEO, Write Right

Leading By Example Cultivates Accountability

Improving accountability within a workforce starts with creating a culture of trust and transparency. At Write Right, I’ve found that leading by example is one of the most effective strategies. When I hold myself accountable, it sets a tone for others to do the same.

I make sure that responsibilities are clearly defined from the start–everyone knows their roles and expectations. Regular check-ins are crucial for staying on track and making adjustments as needed. If an issue arises, I focus on problem-solving rather than blame. Encouraging open communication and allowing space for honest discussions about mistakes fosters a learning environment instead of a blame culture.

One key practice I implement is having “ownership meetings,” where team members share successes and also areas where things didn’t go as planned. This helps people take responsibility without fear of punishment, knowing it’s a learning opportunity.

By nurturing a culture of mutual respect and ownership, employees begin to see accountability as a part of personal growth and success, which ultimately leads to improved morale and a stronger, more cohesive team.

Steve Faulkner
Founder & Chief Recruiter, Spencer James Group

Workflow Platforms Enhance Accountability And Efficiency

When each team member’s work is clearly documented and tracked, it becomes much more difficult for employees to shift blame or sidestep accountability. This doesn’t require micromanaging every task. What has worked well for us at Spencer James Group is making effective use of a workflow management platform to assign tasks, monitor progress, and give managers visibility into their teams’ work at a big-picture level.

What I appreciate about this solution is that it strengthens accountability while also improving efficiency and communication across the team. Everyone knows exactly what stage each project is in and who is responsible for it. Once a task is complete, it can automatically move to the next step in the process, reducing the risk of delays or missed steps.

This kind of system also fosters peer-to-peer accountability. It gives team members visibility into each other’s workloads, allowing them to check in, offer support, or collaborate when someone falls behind or needs help to meet a deadline. Ultimately, utilizing a workflow management platform increases transparency around every team member’s tasks and responsibilities–and transparency and accountability go hand in hand.

Anita Roach
Founder, Safe & Sound Workplace Alliance

Trauma-Informed Approach Transforms Accountability

Blame-shifting is often seen as a character flaw or a lack of professionalism–but in trauma-informed workplaces, we pause to consider: what’s underneath the behavior? The instinct to deflect blame can, in fact, be a deeply ingrained trauma response. For individuals who have experienced environments–personally or professionally–where mistakes led to punishment, shame, or loss of safety, self-protection becomes a reflex. Shifting blame becomes a way to survive, not sabotage.

This doesn’t mean we excuse the behavior. It means we understand it, so we can change it.

Accountability is not about blame. It’s about building safety, trust, and integrity through aligned actions and transparent systems. In Safe & Sound: Cultivating a Whole-human, Trauma-informed Approach to Employee and Employer Well-being, I introduce the Seven Agreements, a set of actionable commitments that help organizations operationalize trauma-informed values. Among them, Uphold Accountability is foundational.

In a Safe & Sound workplace, accountability is approached not as a tool for control, but as a mechanism for healing and empowerment. It reinforces the message: “You are believed. You are protected. We stand behind our commitments.”

This shift requires organizations to:

Create clear and consistent structures for accountability that avoid ambiguity and arbitrariness.

Model transparency at all levels, especially among leadership, to demonstrate that accountability is reciprocal–not hierarchical.

Build relational trust by acknowledging mistakes, offering repair, and demonstrating that accountability is about growth, not punishment.

This Agreement doesn’t exist in isolation. It is upheld by others–especially Allow and Accept Humanness, which ensures that employees feel safe enough to admit mistakes without shame, and Be Mindful of Actions, Behaviors, and Their Impact, which helps us recognize how unaddressed harm can perpetuate silence, blame, and fear.

In organizations where accountability is upheld in alignment with these Agreements, we don’t see blame-shifting as often. Instead, we see employees who take ownership of their work, raise concerns earlier, and engage in repair when things go wrong. Why? Because they trust the process and feel psychologically safe.

Modeling the behaviors, embedding them in policies, and providing training that helps teams understand accountability not as discipline, but as care can shift behavior from one of blaming to one of accountability.

Marissa Daskalakis
Small Business Owner & Chef, Fete Fraiche

Family Meal Review Depersonalizes Feedback

We’ve transformed accountability in our kitchen by implementing a practice borrowed from Michelin-starred restaurants called “family meal review.”

After each event, our entire team gathers to taste leftover components and discuss both successes and shortcomings openly, focusing on the food itself rather than individual performance. This product-centered approach depersonalizes feedback while maintaining clear standards.

When issues arise, we ask “what happened to the dish?” rather than “who made the mistake?” This subtle shift encourages collaborative problem-solving rather than defensive positioning.

By consistently modeling vulnerability–beginning with leadership acknowledging our own missteps first–we’ve created a culture where accountability becomes about collective improvement rather than individual blame, resulting in remarkable quality improvements and nearly eliminated staff turnover.

Austin Benton
Founder, Speaker Drive

Ownership Maps Shift Culture From Blame To Clarity

One of the most effective ways I’ve found to improve accountability–especially in a team where finger-pointing starts creeping in–is to remove the fog. At our speaker agency, we made one simple change: we replaced vague to-do lists and generic job titles with ultra-clear ownership maps. Every project now has a visible owner, not a “team” owner–one person, one face, even if the work is shared.

What that did was quietly shift the culture. It’s not about blame anymore, it’s about clarity. When someone knows their name next to a task, they think differently. And when something does go sideways, the conversation shifts from “who messed this up?” to “what process let this through, and how do we fix it next time?” Blame fades when people feel safe owning things–even the mistakes.

Accountability isn’t built by pushing harder–it’s built by creating systems that don’t let people hide or panic. Clear roles, honest post-mortems, and a culture where owning up gets you more respect than deflecting ever could–that’s how you build real accountability.

James McNally
Managing Director, SDVH [Self Drive Vehicle Hire]

Celebrating Accountability Reduces Blame Culture

At SDVH, I focus on leading by example and making accountability a core part of our culture. My team needs to observe me taking responsibility in all situations as a CEO because it demonstrates leadership through ownership, and that trickles down.

We also make it a point to celebrate accountability across departments. If a team member steps up to solve an issue or drive a project forward, we recognize that publicly through team shoutouts and internal comm. Our organization has seen a major reduction in blame culture alongside an increase in team morale because of this reinforcement strategy.

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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