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Plans and Predictions for 2025: What Will Change HR for the Better?

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Plans and Predictions for 2025: What Will Change HR for the Better?

The HR niche is in constant flux, driven by relentless innovation and evolving workplace and workforce needs. As we kickstart 2025, it’s a critical time to reflect on the trajectory of HR and consider what changes are most needed to ensure a positive and impactful future. 

To gain insight into this crucial question, we turned to the individuals at the forefront and asked HR and business leaders to identify the single most important innovation, shift, transformation, or correction they hope to see in 2025. 

These insights provide a compelling roadmap for the year ahead, revealing the key areas where HR transformation is most essential.

Read on!

Beryl Krinsky
Founder & CEO, B.Komplete

HR Fully Participates in Wellness Programs

Our company B.Komplete partners with HR leaders across the country to develop and lead health and well-being programs. 

Regardless of the location, industry, or title, HR leaders are consistently overworked and do not get to fully participate themselves in the wellness programs. 

We have seen our HR partners plan out a Wellness Fair for their employees – including our chair massage, tasting tables, and wellness stations – the employees love it, and HR is running around trying to ensure all goes smoothly. 

We have seen HR schedule our chair massage and not take time to get a massage themselves. 

And we have also seen our HR partners schedule our onsite cooking demonstration and encourage all of the employees to get their samples before they eat. 

This selfless behavior is very kind; however, it doesn’t allow HR to improve their own health. 

In 2025, I would celebrate a positive shift in which HR fully participates in the corporate wellness programs! 

HR works tirelessly for their employees, and they deserve a massage, a delicious and healthy snack, and a way to reduce stress during the workday.

Tim Toterhi
CHRO, Plotline Leadership

Better Way to Surface Excellence

We need a paradigm shift in staffing. 

The profession has long been criticized for “who you know” bias – that relationships restrict opportunities and sometimes allow ill-qualified applicants to jump the line and secure a position. 

This still happens, of course, but a bigger problem has emerged – “candidate crowding.” 

Since the pandemic and the rise of virtual work, the number of applications received for each opening has proliferated to such a degree that even the most sophisticated HR technology is unable to sort the wheat from the chaff. 

Recruiters are overworked. Candidates are consistently ghosted. And now, ironically, the only effective way to hire or be hired is to embrace the traditional “know a guy” approach. 

It seems reasonable and fair to a degree when everyone understands the rules. 

Swimming in a sea of LinkedIn sameness is the surest way to drown. To survive, you must stand out. 

Unfortunately, for many, that means littering the virtual landscape with rehashed content and adopting a spray-and-pray application strategy. 

But all the clamoring for attention only creates more noise. And many competent, capable candidates are quietly going under. 

If HR needs anything in 2025, it needs a better way to surface excellence – to know the yet unknown.

Niki Ramirez
Founder & Principal Consultant, HRAnswers.org

HR Professionals Get Out from Behind Computers

In 2025, the single most important shift that I’d like to see made in HR would be for human resources professionals to get out from behind their computers. 

Getting out into the workforce will allow HR professionals to align their activities with business goals in a way that truly serves employees and the company’s interests. 

HR professionals can gain a much better understanding of how to act as a strategic partner when they have a working understanding of the business, and the activities that employees engage in day in and day out. 

Whether it is virtual, in-person, or hybrid: spend a week with accounting; learn about quarter-end or year end. Spend time working alongside marketing as they roll out their newest initiative. Ride along on an important sales call. Sit with various service and project professionals and observe their work, learn what they do, try it out for yourself even, where appropriate. 

In order to provide great service to employees and the organization, HR needs to be seen as, and act like an insider. 

Don’t wait to be invited. Get out there and deepen connections and understanding to maximize your contribution as HR professionals.

Tiffany Slater
CEO, HR TailorMade, LLC

HR Seen as Strategic Organizational Contributor

I want to see a shift in how teams view human resources. 

HR should be seen as a strategic, value-adding, and essential organizational contributor. 

Making this shift requires HR professionals to communicate value better—strategically—in a way that aligns with organizational goals and positively impacts organizational culture. 

We must shift to serving as culture curators rather than organizational police, ensuring long-term continuity of joyful work instead of implementing short-sighted tactics to check a box. 

I see the shift happening in pockets, but I would like for the trend to shift gears and move at warp speed.

Heath Gascoigne
Founder & CEO, HOBA Tech

HR Transforms into Strategic Enabler

In 2025, I would most want to witness a transformation in HR that elevates it from a tactical, administrative function to a strategic enabler of organizational success. 

At a US government agency, we helped achieve this by redefining the HR role through a collaborative, vision-driven approach. 

Traditionally, HR business partners were stuck in tactical tasks like managing leave balances and closing sick leave cases. This left no time for strategic activities like workforce planning, identifying skill gaps, or succession planning-essential elements for aligning HR with the organization’s goals.

We began by co-creating a vision: “Be the trusted strategic people partner that helps the business continually improve.” 

This vision was not only signed off by senior leadership but also underpinned by strategies in people, processes, technology, and data. 

Using our VSOM (Vision, Strategies, Objectives, and Measures) framework, we engaged the entire HR division, aligning efforts and expectations across the organization. 

Within days, the shift was palpable-HR was empowered to deliver strategic value, and the business recognized it as a partner in driving continuous improvement. 

This transformation underscored how a clear vision and collaborative alignment can redefine HR as a strategic capability.

Kerri Roberts
Founder & CEO, Salt & Light Advisors

Focus on Professionalism and Business Acumen

I think we’re going to see a big shift ‘back to basics’ in 2025. 

We’ve got a huge skills gap for middle managers as well as within general business acumen for young team members. 

I believe we’ll see a much-needed focus on things like professionalism, business writing, conflict resolution and problem-solving skills. 

We may even see events like leadership development retreats and leadership development programs come back to life!

Meghan Calhoun
Co-Founder & Director of Partner Success, Give River

Employee Recognition and Well-Being Take Center Stage

In 2025, I envision a paradigm shift where employee recognition and well-being take center stage in HR practices. 

Through my experiences founding Give River and developing the 5G Method, I learned that regular recognition boosts employee retention by 52%, significantly reducing turnover costs. This is supported by data showing that engaged employees cost companies far less in lost productivity.

Imagine companies integrating gamification and wellness initiatives custom to foster a culture of gratitude and growth. During a recent survey, companies investing in leadership development reported a return of $7 for every $1 spent, proving the importance of this shift. 

The key lies in making recognition and personal growth cornerstones of the workplace.

This approach is not just theory but something I’ve actively implemented, with Give River enabling teams to keep employees engaged and valued. 

By 2025, I hope more HR departments will adopt these proven methods, enabling healthier and happier work environments, strengthening community and team synergy.

Jeff Roberts
Founder & CEO, Innovation Vista

AI Enhances HR with Proactive Agent

The power of AI is really beginning to show itself in the HR function, with chatbots answering questions directly about policy, and some with the ability to cross-reference employee specifics to apply to that policy as well. 

This opens the door to a promising next step – a proactive “agent AI” that can suggest updates and point out opportunities for employees to maximize their benefits, position themselves for career growth, etc. 

Powering this with AI enables a level of personally tailored recommendations that would be cost-prohibitive to staff in HR departments. 

From maximizing PTO usage to suggesting training/certification opportunities which would qualify the employee for promotions or transfers, this capability would send a clear message to employees that HR is not only here when they have a question, but is actively investing to help them grow and enjoy their employment to the fullest. 

It is an exciting time to be working in HR IT!

Adnan Jiwani
Assistant Manager Digital Marketing, Ivacy VPN

HR Adopts Truly Employee-Centric Flexible Work Models

In 2025, I’d like to see HR fully adopt flexible work models that are truly employee-centric. 

While remote and hybrid work have become more common, many companies still struggle with making these arrangements effective in the long term. 

I’d love to see HR departments focus on creating systems that allow employees to design their own work schedules, with a strong emphasis on work-life balance and mental health. 

For instance, a company could offer employees the ability to choose their hours or work locations based on their personal needs and productivity peaks. 

This shift would promote greater job satisfaction, reduce burnout, and ultimately lead to better employee retention.

Carolyn Bennett Sullivan
CEO & Founder, SAVVY Heart LLC

HR Addresses the Fear and Anxiety of Transitions

According to the 2024 Deloitte human capital trends employees are now facing four major changes at work per year. 

Major change can cause anxiety, stress, self doubt, particularly when communication regarding the change isn’t forthcoming or transparent. 

This leads to low morale, higher sick days, loss and productivity, quiet quitting lack of trust, which has a direct impact on the company bottom line. 

In 2025, I’d like to see HR begin to address the fear and anxiety which routinely occurs during transition beyond stress relief.

Employees need support tools, and strategies to:

– Discuss their emotions in a safe space.

– Rewire their brains to create new thinking and habits which foster their personal and professional growth.

– Create connections with one another, which builds trust, collaboration, and encourages innovation.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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 Multigenerational Team Mosaic: Leading a Modern Workforce

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The Multigenerational Team Mosaic: Leading a Modern Workforce

Ever been to a family event where even a conversation between different generations seems impossible and wondered how a workplace with Baby Boomers and Gen Xers to Millennials and Gen Z work so well together? 

Well, anyone who has worked in an organization with a workforce that comprises different generations will tell you how things are not as smooth and simple as they seem at first glance. 

There’s a lot of effort that goes into managing a multigenerational team and delivering not just organizational success but also employee satisfaction, and the effort has to be continuous too.

These insights from HR experts and business leaders of the HR Spotlight community reveal the strategies and moves behind leading the workforce of the day. 

Read on!

Lydia Valberg
Co-President, Merchant Payment Services

Mentorship Programs for Mutual Learning

One challenge in managing a multigenerational workforce is ensuring everyone feels valued and included, especially when their roles and contributions might differ significantly. 

In our family-owned business, which has spanned over 35 years, we noticed that younger employees often bring innovative ideas while older ones hold invaluable institutional knowledge. 

To address this, I’ve implemented a mentorship program where experienced employees share insights with newer team members, fostering mutual learning and respect.

For instance, in managing ATM services, our younger team members introduced new software solutions that streamlined our operations; meanwhile, seasoned staff guided them through understanding the historical context of our business decisions, ensuring these innovations aligned with our core values. 

This approach not only improved efficiencies but also built a culture of collaboration where every generation’s strengths are recognized.

This strategy doesn’t just apply to our industry. Businesses can cultivate such dynamic environments by creating opportunities for intergenerational mentoring, which benefits both the company and its employees, boosting morale and innovation across the board. 

By fostering diverse interactions, you improve both employee engagement and retention, crucial for any business’s long-term success.

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

Cross-Generational Knowledge Sharing Opportunities

At Keller Executive Search, we regularly see how communication differences can create challenges in today’s multigenerational workforce. 

For example, when we place executives, we notice that some senior leaders prefer formal emails and scheduled meetings, while younger team members often gravitate toward instant messaging and impromptu video calls. 

These varying communication styles can sometimes lead to disconnects and misunderstandings within teams.

We’ve found that one of the most effective ways to address this challenge is to create intentional opportunities for cross-generational knowledge sharing. 

We encourage our client organizations to implement structured mentorship programs that pair experienced executives with emerging leaders. 

This approach isn’t just about younger employees learning from veterans—it’s a two-way street. 

While seasoned professionals share their deep industry insights and leadership wisdom, younger team members often bring fresh perspectives on technology, social media, and evolving market trends.

Joshua Miller
Executive Leadership Coach, Joshua Miller Executive Coaching

Cross-Generational Mentoring

Over the past twenty years coaching executives and leading HR initiatives, I’ve observed that the biggest multigenerational workplace challenge isn’t about age – it’s about assumptions. 

Leaders often fall into the trap of applying generational stereotypes rather than recognizing individual work styles and motivations. 

One of the most effective strategies I’ve implemented is creating cross-generational mentoring programs where knowledge flows both ways: senior employees share institutional wisdom while younger team members offer fresh perspectives on technology and market trends. 

This bilateral approach breaks down stereotypes, builds mutual respect, and creates organic knowledge transfer. 

The key is framing these partnerships as learning opportunities rather than hierarchical relationships, which helps dissolve age-related barriers and creates genuine collaboration. 

What’s fascinating is how quickly generational labels fade when people are united around shared purpose and mutual learning.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Leadership Styles to Bridge Generational Gaps

One of the biggest challenges in managing and engaging a multigenerational workforce is navigating differing communication styles and workplace expectations. 

For instance, younger employees, like Gen Z and Millennials, often prefer direct, digital communication and thrive in flexible, collaborative environments. In contrast, older generations, such as Baby Boomers, may value face-to-face interactions and a more structured approach to hierarchy. 

These differences can lead to misunderstandings, reduced collaboration, and disengagement if not properly managed.

In one of the companies I coached, a mid-sized technology firm with over 200 employees across three generations, I identified this challenge during their team performance reviews. 

Employees expressed frustration over misaligned expectations, particularly in communication and decision-making processes. 

Leveraging my years of business coaching experience and the insights gained from studying 675 entrepreneurs, I introduced a tailored communication framework. 

It involved cross-generational mentorship programs, where older employees shared industry knowledge while younger team members helped integrate more effective digital tools. I also implemented regular feedback loops to align on goals and expectations. 

Within six months, the company reported an increase in employee satisfaction scores and a significant improvement in interdepartmental collaboration. 

This experience reinforced the importance of adapting leadership styles to bridge generational gaps and foster a cohesive, productive team.

Justin McKelvey
Founder, SuperDupr

Hybrid Training Models for Diverse Learning Preferences

One challenge in managing a multigenerational workforce is accommodating diverse learning preferences. 

Different generations often have varying styles of learning and adapting to new technologies or processes. While older workers might prefer structured in-person training sessions, younger employees often opt for self-directed online resources.

At SuperDupr, we tackled this by creating a hybrid training model, offering both traditional workshops and digital courses. This flexibility ensures all team members receive training in a format that suits them, promoting faster skill acquisition and smoother project execution. 

For instance, our team built out a comprehensive library of training videos and quick-reference guides for our AI automation processes, which has increased our project efficiency by 15%.

Encouraging employees to share their expertise across generations has also proven effective. By pairing younger staff adept in cutting-edge digital tools with seasoned professionals who have deep industry insights, we’ve fostered a collaborative environment. 

This approach doesn’t just unify the team; it improves our service offerings and directly improves client satisfaction.

Ahmad Elzahdan
Co-Founder & CEO, Audo

AI-Driven Tools for Personalized Career Development

One challenge I’ve encountered in managing a multigenerational workforce is aligning their career development aspirations with company goals. 

Younger employees often seek rapid skill acquisition and career advancement, while older workers may focus more on stability and refining existing skills. 

To bridge this gap, we at Audo use AI-driven career development tools that tailor learning journeys according to individual aspirations. This personalization respects diverse career motivations while aligning employees’ growth with organizational objectives.

For instance, at Audo, we implement customized skill-building paths, blending AI insights with human-centered coaching. This approach has increased employee satisfaction across age groups, as everyone feels their professional growth is valued and supported. 

By focusing on personalized career coaching, I’ve seen a notable improvement in employee engagement and retention, fostering a more cohesive and collaborative team environment across generations.

Jason Plevell
Personal Coach, The Obstacle Remover

Communication Preference Surveys

One challenge in managing a multigenerational workforce is bridging the communication gap. 

Different generations communicate differently and have varied expectations. For example, older employees might prefer phone calls or in-person meetings, while younger workers lean towards emailing or messaging apps. This discrepancy can cause misunderstandings and inefficiency.

To address this challenge, I’ve found success in implementing a “communication preference survey” within my coaching practice. 

This helps identify how each team member prefers to communicate and receive information. Harmonizing these differences allows for smoother collaboration and increased productivity. Blending traditional methods with modern technology can meet all preferences and needs.

By understanding these generational differences through honest reflection and disciplined action, men undergoing professional transitions can foster a more cohesive and dynamic workplace. 

This approach has helped my clients steer career challenges, enhancing both organizational effectiveness and employee engagement.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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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HR Heroes: When HR Saves the Workplace

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HR Heroes: When HR Saves the Workplace

An HR team is best known for working behind the scenes, interacting with employees and management only when necessary, and even then, somehow managing to stay undercover.

Well, all that changes when the organization is up against a crisis and needs everything from a crisis manager to all-round navigator.

It is during these times that the true worth of an HR team comes to the fore, and this is when everyone from an employee to a CEO realizes just how relevant an HR team is to not just their success but also their stability.

We reached out to our business leaders and requested them to share with us any instances that woke them up to the heroes that HR truly are, and the stories we received in return does indeed cement the fact that these behind-the-scenes personnel are the ones who save the workplace when nothing else works!

Read on!

Trisha Zulic
HR Consultant, Efficient Edge

Encouraging Civil Conversations

During election week, the tone in the workplace shifted. 

Rather than avoiding sensitive topics, we introduced the concept of civil conversations – encouraging discussions to be conducted with dignity and respect. 

This initiative, driven by SHRM, proved to be valuable in addressing the silent challenges within the organization, fostering a more open and supportive environment.

Jake Linkowski
Change Management Consultant, Horizon Consulting

Streamlining Onboarding Process

During a period of rapid growth, our company faced challenges in onboarding new employees efficiently. 

The HR team streamlined the onboarding process, developed comprehensive training programs, and fostered a welcoming company culture. This proactive approach ensured a smooth transition for new hires, boosting their productivity and overall satisfaction. 

Additionally, HR’s emphasis on employee engagement initiatives led to increased morale and a stronger sense of belonging within the organization.

Mark Krajnik, LSSGB, CPC
Fractional Chief People Officer, Performance Mindset Associates

Contributing to AWS Growth

There are two sides to HR, Internal Affairs and People, Talent, and Culture. 

Internal Affairs tends to send fear and stress towards employees, as it is in place to protect the organization and deals in investigations, compliance, and regulatory issues. 

When I was on the global Executive Recruiting Team at AWS, prior to the massive layoffs in 2023, our HR team played a key role in the growth and success of the fastest growing division at Amazon. 

Our virtual international team served to deliver the top executives that led AWS around the globe. We met our diversity hiring goals in back-to-back years, engaged executive leadership to gain insights around continuous improvement, and created incredible employee engagement programs. 

The People, Talent, and Culture side of HR at AWS from 2021-2022 was the best-of-the-best, adding value to a growing organization.

Lynne Williams
Resumes & LinkedIn – Executive Director, Great Careers Network

Advocating for Inclusivity

As the currently self-employed mother of a neurodivergent AUDHD (autistic and ADHD) adult child and former K-12 special education teacher, I applaud the HR teams who are advocates of diversity, equity, inclusion, belonging, accessibility, and justice (DEIBAJ) at my daughter’s current workplaces. 

The HR team is critical in fostering inclusivity by ensuring accommodations meet diverse employee needs. Creating an equitable workplace is essential, especially considering the significant time spent at work. 

By facilitating understanding and open communication, HR can help implement accommodations that enable individuals to perform at their best. They are instrumental in educating managers and staff on the importance of inclusivity and promoting a culture of empathy and collaboration. 

Through consistent monitoring and advocacy, HR can ensure that accommodations remain effective for individuals and are aligned with organizational goals because, as we know from research, diversity drives more innovation and market growth. Employees must know there are equitable opportunities and feel a sense of belonging.

Adam Zagha
Founder, Numa Recovery Centers

Performing in a High-Stress Environment

In the high-stress environment of addiction treatment, maintaining staff morale and retention is crucial. 

At Numa Behavioral Health, we faced a significant challenge during the pandemic, where HR interventions were essential. By prioritizing employee mental health through targeted training and support, we ensured our staff felt valued and equipped to navigate their own recovery journeys, which ultimately benefited our clients.

During a recent staffing crisis, effective HR strategies were pivotal. Our HR team developed flexible work policies that catered to employee well-being, addressing burnout and promoting a resilient workplace culture.

Our HR team has been instrumental in fostering an inclusive workplace that respects individuals from diverse backgrounds, particularly those in recovery. Implementing inclusive hiring practices not only supports our mission but also enriches our organizational culture, making it a safe space for all employees.

Drawing from my consulting background, I’ve seen how technological innovations in HR practices- such as 24/7 mental health resources- have transformed workplace support systems. These advancements are critical in the mental health sector, allowing us to provide continuous support for our employees and ensuring they have access to the resources they need.

As I often say, “A strong HR foundation is the bedrock of a thriving organization, especially in the mental health and addiction field.”

Reade Taylor
Technology Leader, Cyber Command

Responding to Unexpected Challenges

In a recent project at Cyber Command, we faced a cybersecurity threat from a third-party vendor, which underscored the vital role HR plays in our organization. 

The HR team swiftly coordinated with IT to organize immediate training sessions for staff, focusing on identifying potential threats and strengthening our internal protocols. This action not only mitigated the immediate risk but also built a stronger security mindset within the team.

From this experience, we recognized the significance of having a well-prepared HR department to respond to such unexpected challenges. 

Beyond hiring, HR has proved to be our frontline in fostering a proactive culture of awareness and training. This, in turn, improves our overall resilience to cybersecurity threats and ensures smooth operational continuity.

David Pumphrey
CEO, Riveraxe

Tackling Resistance to New Technology

In a recent project at Riveraxe LLC, we tackled a challenging EHR system implementation for a government healthcare provider. 

The strategic importance of HR became evident when our team faced resistance to the new technology from staff used to paper records. 

By engaging the HR team early, we designed a custom training program custom to different roles, which significantly improved acceptance and minimized disruptions.

This situation reminded me how critical communication and support from HR are in facilitating change management. They helped us identify tech-savvy employees who could act as internal champions, further smoothing the transition. 

For others implementing new tech, leveraging HR insights to customize training and foster internal advocacy can make all the difference.

Guillaume Drew
Founder, Or & Zon

Strategizing to Improve Interaction and Cooperation

A recent workforce challenge at Or & Zon truly underscored the strategic importance of our HR team. 

Amid the rapid scaling of our e-commerce platform, we faced a surge in cross-functional miscommunications between our design, supply chain, and customer service teams. Deadlines were slipping, and morale was dipping—a potential recipe for disaster in a fast-paced environment.

Our HR department acted as genuine strategists, conducting interdepartmental workshops to improve interaction and cooperation. They also came up with a solution to establish an anonymous feedback system for raising grievances. In a matter of weeks, however, the strain eased and productivity was restored. 

This experience made me remember that HR is not only about recruitment or provision of benefits, it’s about dealing with people and issues, and building the foundation for expansion. The contribution that they made for this case was significant.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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 AI Reality Check: When Workplace Implementation Goes Wrong

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The AI Reality Check: When Workplace Implementation Goes Wrong

All those wonderful things you hear about AI make it seem like a magical wand that you only need to bring into your workplace to transform it completely.

Well, although there’s no denying the powerful effects of a well-implemented AI strategy, there are also quite a few challenges  that come along with it. Moreover, these hiccups sometimes give way to tragic outcomes too. 

We checked in with the HR Spotlight community of HR leaders and business experts so we could go behind the scenes and bring to you a narrative you won’t always find among the AI headlines of the day—narratives where AI goes the other way, resulting in negative consequences. 

Read on!

Ronald Osborne
Founder, Ronald Osborne Business Coach

Overlooks Qualified Candidates

A company I worked with in the UAE had implemented an AI-driven hiring tool to streamline recruitment. The system used algorithms to filter candidates based on their resumes and preset criteria. 

Initially, it seemed like a fantastic time saver but over time, the company noticed a troubling trend. 

Highly qualified candidates were being overlooked, and there was an apparent lack of diversity in the new hires. Upon investigation, it became clear the AI system had been trained on historical hiring data that carried implicit biases, causing the tool to favor specific profiles while filtering out others unfairly. 

This led to a skills gap in critical areas and tension within the HR team as they struggled to understand the discrepancies.

With my background in recruitment optimization and operational efficiency, I was brought in to address the issue. 

Drawing on years of experience, I helped the company audit the AI system and retrain its algorithm with a more inclusive dataset. We implemented a dual-layered approach where human oversight complemented AI recommendations to ensure fairness. 

Additionally, I coached their HR leaders on how to create unbiased hiring practices and monitor AI systems for unintended consequences. Within six months, the company saw a significant improvement in candidate quality and diversity while retaining the efficiency benefits of AI. 

This experience underscores the importance of balancing technology with human judgment, something I always emphasize in my coaching practices.

Victor Santoro
Founder & CEO, Profit Leap

Lowering Employee Morale

During my career, I’ve seen AI bring remarkable advances, but also some unintended issues, particularly in HR functions. 

At a diagnostic imaging company I helped expand, we considered using AI for employee assessment. However, a similar AI tool used elsewhere in the industry unintentionally reduced employee morale. 

By focusing too much on performance metrics extracted from work patterns, it failed to account for individual contributions that weren’t easily quantified, such as team collaboration and creativity. 

This experience underscores the need for caution. AI can inadvertently neglect the human touch and nuanced judgment that are crucial in HR. Implementing AI requires more than just algorithmic precision; it needs a balanced approach that combines technology with human insights. 

Ensuring constant oversight and human involvement helps preserve morale and align AI tools with broader company values.

Jeff Michael
Ecommerce Business Owner, Supplement Warehouse

Favors Keywords, Reduces Diversity

Being a small supplement and vitamin company with limited resources, we implemented an AI-driven recruitment tool to streamline the hiring process. 

While it significantly reduced the time spent screening resumes, we noticed an unintended negative consequence: the AI’s algorithm unintentionally favored candidates with specific keywords, leading to a lack of diversity in the shortlisted applicants.

As a solution to this problem, we started doing regular audits of the AI’s selection criteria and combined its insights with manual review by HR staff. 

This hybrid approach helped us maintain efficiency while ensuring we didn’t miss out on talented candidates due to algorithmic bias.

Justin McKelvey
Founder, SuperDupr

Creates Scheduling Conflicts

As the CEO of SuperDupr, I’ve seen AI’s potential to revolutionize various business functions, but it’s crucial to approach it with caution. 

In our work changing businesses, we encountered an AI tool designed to automate routine HR tasks, such as sorting emails and managing candidate workflows. 

However, the tool inadvertently created scheduling conflicts, impacting interview processes and frustrating both candidates and HR staff. 

Implementing AI in such critical areas requires careful oversight. 

At SuperDupr, we’ve learned that frequent testing and a strategic plan to integrate human oversight are vital. Providing team training to co-manage AI with human intuition can often prevent disruptions. 

We’ve found that a balance between AI efficiency and human ethics is key to fairly enhancing HR operations.

Azam Mohamed Nisamdeen
Founder, Convert Chat

Shows Bias in Recruitment

In the HR sector, AI has been used to streamline recruitment, but there have been instances where it created more problems than it solved. 

For example, some companies implemented AI-powered recruitment tools to screen resumes, only to discover that the algorithm unintentionally exhibited bias. One well-known case involved an AI system favoring male candidates because it had been trained on historical data skewed toward male hires.

As a chatbot owner, I’ve learned that data quality and transparency are critical when implementing AI. 

The bias in the AI tool wasn’t intentional, but it reflected the biases present in the training data. 

This highlights the importance of auditing datasets and ensuring that the AI systems align with company values and fairness goals. HR teams must work closely with data scientists to avoid these pitfalls.

The takeaway is that AI systems are only as good as the data they are fed. Companies need to remain vigilant and regularly test their AI implementations for unintended outcomes. 

In HR, the focus should not only be on efficiency but also on maintaining equity and inclusivity throughout the hiring process.

Dan Brown
CEO & Founder, Textun

Rejects Freelance Applications

We decided to try to use AI to filter applications a little while ago. 

However, we noticed that a large number of applications were being rejected and only a few were filtering through. 

After adjusting, we noticed that the AI was eliminating those with freelance experience-but as a content agency, most of our collaborators are freelance. This was relatively minor and we wound up adjusting the AI and feeding the resumes through again. 

However, I don’t know what would have happened had the rejection rate been just low enough that we didn’t notice anything wrong.

Alexander Anastasin
CEO and Co-Founder, Yung Sidekick

Cultural Bias in Performance Evaluation

We integrated AI to evaluate employee performance, aiming for objectivity and efficiency. The AI used communication style, task completion patterns, and language usage as metrics. 

However, it inadvertently penalized employees from non-native English-speaking backgrounds and introverted individuals who preferred concise responses over elaborate ones.

This created friction within the team as those affected felt unfairly labeled as underperformers. It also overlooked high performers in roles where communication wasn’t critical. 

The company faced backlash, leading to the suspension of the AI tool and temporary reinstatement of manual reviews.

The takeaway is that AI often amplifies cultural and contextual gaps if it isn’t trained with diverse datasets and clear ethical guidelines. 

Before implementation, it’s crucial to assess how metrics might disadvantage subsets of employees and include cross-functional reviews to mitigate biases. Otherwise, you risk damaging morale and trust in workplace technology.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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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Beyond the Announcement: Negotiating the RTO Mandate

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Beyond the Announcement: Negotiating the RTO Mandate

The Great Resignation, the tragic COVID era, and the rise of remote work—just as companies and employees were beginning to find a balance, the return-to-office chapter started to unfold.

Of course, this has turned out to be one of those instances where the workforce and the management just cannot seem to see eye to eye.

Even as HR teams continue to grapple with the issues around their organizations’ return to office mandates, we decided to check in with the HR Spotlight community of HR and business leaders to see how they’ve handled their RTO transitions and if they had any lessons to pass on.

Read on!

Lydia Valberg
Co-President, Merchant Payment Services

Lydia Valberg – Co-President, Merchant Payment Services

As co-owner of MPS, my approach to employee communication regarding return-to-office (RTO) policies stemmed from the values of transparency and community. I made sure to involve employees in discussions early on, ensuring they felt valued in shaping the policy.

An employee once shared that their customer interactions improved significantly with remote work, citing specific instances where being home allowed for faster problem resolution thanks to fewer distractions.

To address these concerns, we leveraged our Customer Management Tools, which offer detailed insights into client behavior and preferences. This data demonstrated that trust and satisfaction between clients and staff were at an all-time high during remote periods.

It was compelling enough for us to design a flexible RTO policy, ensuring that we maintain strong client relationships while respecting the preferences of our team.

This experience reaffirmed the MPS philosophy that fostering authentic relationships leads to better outcomes.

Much like our dedication to transparency with clients, engaging employees through transparent and data-backed discussions led to a policy that upholds both operational efficiency and employee satisfaction.

Tanya Troshyna
Product and People Leader, Tanya Troshyna

Tanya Troshyna – Product and People Leader

Leading global teams taught me that the biggest challenge wasn’t the policy itself but understanding the deeply personal impact of RTO decisions.

The most memorable perspective came from a top performer who explained how their productivity had actually increased at home, sharing data showing a 40% improvement in output and better work-life integration.

This led us to adopt a hybrid approach that balanced team collaboration needs with individual productivity patterns.

Rather than enforcing blanket policies, we created flexibility around core collaboration hours, which ultimately improved both retention and performance.

Ryan Carter
CEO & Founder, NetSharx

Ryan Carter – CEO & Founder, NetSharx

Navigating RTO policies at NetSharx Technology Partners was a unique challenge given our commitment to transparency and long-term relationships.

One story that stuck with me was from an employee who expressed concerns over losing the collaboration benefits we had honed while working remotely. He emphasized how our cloud-based technologies facilitated better cross-team interactions and faster decision-making remotely, leading to unexpected efficiency gains.

To address this, we leveraged our TechFindr platform, normally used for matching clients to providers, to collect internal feedback and usage patterns from remote work setups. This data was crucial in understanding the real impact on company dynamics and played a pivotal role in devising a hybrid model that respected those benefits.

It wasn’t just about bringing people back into the office; it was about rethinking our collaboration practices to retain those efficiencies.

NetSharx has always been about providing a vendor-agnostic perspective, and I applied this approach internally as well.

By being open to employee feedback and agnostic about the RTO solution-whether it was remote, in-office, or hybrid-we could create an environment where our team felt heard and aligned with our mission of providing extraordinary service.

Bryan Driscoll
HR Consultant, Bryan J. Driscoll, JD, LLC

Bryan Driscoll – HR Consultant

Most RTO plans are just thinly veiled power plays.

For jobs that can be done remotely, forcing people back into cubicles is about one thing: control. It’s not about collaboration, productivity, or culture; it’s about managers needing to feel in charge.

One of my clients asked me to chat with employees about their RTO plans and one of the employees said, “If my work speaks for itself, why does someone need to watch me do it?”

That hit hard because it exposes the real issue: trust. For companies still pushing RTO, my advice is simple: focus on outcomes, not butts in seats.

Angelique Hamilton
CEO & Founder, HR Chique Group

Angelique Hamilton – CEO & Founder, HR Chique Group

As an HR executive, implementing our RTO policy was one of the toughest challenges I faced.

Balancing the company’s operational needs with our employees’ concerns required careful consideration and empathy.

I’ll never forget when one team member pleaded, “Please don’t force RTO on us.” That moment really struck a chord and reminded me of the impact this decision had on people’s lives.

It emphasized the importance of flexibility and understanding in our approach, even as we worked towards bringing people back to the office.

Meghan Calhoun
Co-Founder & Director of Partner Success, Give River

Meghan Calhoun – Co-Founder & Director of Partner Success, Give River

Navigating the return-to-office policy was an eye-opener. At Give River, we’re all about creating positive work environments, and understanding employee views is vital.

One comment that lingers with me came from a working mom who described the joy and satisfaction she found balancing work and parenting during remote days. Her insight pushed me to evaluate the impacts of physical presence on employee emotions and family dynamics.

The key was empathy and recognition. Through our platform’s gratitude features, we found that real-time employee recognition decreased stress and increased productivity regardless of the workspace. This encouraged us to integrate more flexible options and to acknowledge employee needs fully. The psychological boost from feeling valued outweighed the rigidness of typical office settings.

In terms of data, Gallup’s research on employee engagement supports this notion, showing 22% higher profitability with engaged workforces.

So looking at these insights, we focused on enhancing remote engagement by gamifying recognition and wellness, meeting our employees where they feel most productive. This approach respects their personal needs while driving company goals effectively.

Naomi Clarke
Head of HR & Chief Diversity Officer, Flingster

Naomi Clarke – Head of HR & Chief Diversity Officer, Flingster

When we decided to implement an RTO policy at Flingster, a hybrid tech startup where remote work had become a core part of our culture, it was anything but smooth sailing.

The initial decision stemmed from leadership’s belief that face-to-face collaboration could spark creativity and strengthen team dynamics. However, communicating this policy revealed significant blind spots in our approach, and the employee response was both vocal and unforgettable.

We announced the RTO policy during an all-hands meeting, followed by an email detailing the schedule and rationale. The email aimed to highlight the benefits of in-person collaboration but lacked sufficient acknowledgment of the flexibility and autonomy employees had grown to value.

The response was immediate and passionate. Employees expressed their discontent in anonymous surveys, Slack channels, and even direct meetings with HR.
One employee made a poignant point during a one-on-one: “Why should I spend hours commuting when I’ve proven my productivity working from home? This feels more like a lack of trust than a strategy.”

Resistance came in many forms—missed commutes were the minor gripe. More concerning were increased turnover rates, productivity dips, and even a sense of disengagement among teams.

The most striking example of dissent was a mid-level manager who staged a “team protest,” where several members worked from a co-working space rather than coming to the office, underscoring their preference for flexibility over a corporate mandate.

Ultimately, the backlash led us to re-evaluate the policy.
We pivoted back to a hybrid model, offering more structured flexibility. The experience taught us an invaluable lesson: successful policy changes must account for employees’ lived experiences, not just leadership’s aspirations.

RTO mandates need to be conversations, not commands, balancing business goals with the realities of a modern workforce.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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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Unlocking HR Efficiency: A Quick Guide to Must-Have HR Tools

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Unlocking HR Efficiency: A Quick Guide to Must-Have HR Tools

The HR stack is more than just a powerful collection of tools that can automate tasks; these tools come together to form the foundations of an HR team’s work, enabling them to work with efficiency and focus on employee experience.

We checked in with our HR community to find out more about their HR stack, and specifically, on their go-to HR tool that transforms their processes into a well-oiled machine.

The responses we received showed us just why some tools are a clear favorite. Bamboo HR, of course, emerges as a winner, but there are others that have made an impression on our HR leaders too.

Read on!

Makeda DuBose
Career and Leadership Development Coach, HiRe Purpose Solutions

Workday

Workday is a favorite HR tool of mine because of its multifunctional capabilities. We can track applicants via the cloud platform as well as run reports, payroll, offer letters, save attachments, and fully onboarding new hires making for a seamless hiring process.

Chris Dukich
Owner, Display Now

BambooHR

As an HR expert and owner of Display Now, a SaaS company revolutionizing screen-based marketing, the indispensable tool in our HR tech stack is BambooHR. This platform centralizes our employee data, streamlines onboarding, and automates performance management, allowing us to focus on strategic initiatives rather than manual processes.

BambooHR’s intuitive design ensures quick adoption by our team, and its reporting features offer insights that guide data-driven decisions. For example, tracking turnover trends has helped us implement proactive retention strategies, critical for sustaining our innovative workforce.

In an industry where agility and scalability are key, BambooHR supports our HR goals by providing a solid foundation for team growth, enhancing employee experiences, and aligning talent management with organizational objectives. It’s a cornerstone of our ability to attract and retain top talent in a competitive market.

Iqbal Ahmad
Founder & CEO, Britannia Training Centre

Bitrx24

The one tool which we cannot live without is Bitrx24.

We have set up different rules in our HR manual to make sure everyone is abiding by them, this is where Bitrix24 came in with its unique features. For instance, it offers a Clock In, Clock Out feature which helps our HR team to detect easily who came on time or late.
It also helps our employees to request leaves or holidays directly from the application. I can say it is one of the best tools for HR-related matters and for internal communication.

David Milo
HR Expert and Owner, Independent Lending

Pymetrics

Pymetrics is the HR application that our Human Resources department would not let go of come 2025. Pymetrics is the perfect example of how technology can disrupt HR processes. Instead of using traditional psychometric recruitment tests, it employs neuroscience gaming to assess the emotional and cognitive dimensions of the applicants.

What is the differentiating factor in Pymetrics?

Rather, the keystone of Pymetrics is its predictive analysis, through which we can now determine a candidate’s fit using their personality rather than sifting through countless resumes. Rather than the usual boring approaches to improvement, we’ve integrated constructive and entertaining games that improve desired traits such as cooperation and flexibility into our recruitment strategy.

What is even more remarkable? The reason why we recruited more is the bias that conventional methods of recruitment have towards and irrationally over-valorizes qualifications. The side effect of this is that we discovered new talent that we never expected and have been able to create a more favorable atmosphere.

This is quite strange but interestingly enough can be a strong reason for Pymetrics’ effectiveness: the empathy factor.

Interestingly, we have confirmed a hypothesis that those who completed Pymetrics are more satisfied with the hiring process. Such candidates view the hiring process from a relatively different lens which in turn bolsters our reputation as a desirable employer in the marketplace.

Sean Smith
CEO & Head of HR, Alpas Wellness

BambooHR

Bamboo HR is one of the must have tools in our HR tech stack. It drives all of our HR processes, onboarding, performance tracking and everything in-between. However, it stands out from the crowd in that it helps to cluster data about employees into one place, automating repetitive admin work and providing real-time analytics.

BambooHR, for example, has developed an amazing applicant tracking system that allows our team to seamlessly find the top talent in a very personal way. In addition, its self-service tools are user-friendly and allow our team to drive transparency and engagement.

What I also love about it is how it maps to our mission in the organization: making more time for what truly matters, developing people. In a field as valuable, and delicate, as behavioral health, where the well-being of our employees is directly related to the outcomes of patients, something like this keeps us on track for cultivating a culture of care, growth and excellence.

John Brooks
Content Specialist, Coinvesting

JoinHomebase

We use JoinHomebase to streamline our HR operations, and it has been a game changer for our staff. The scheduling option allows us to easily develop and exchange shift plans, which reduces confusion and saves us time. Their time-tracking solution also ensures payroll accuracy, reducing errors and making paydays less stressful for everyone.

What I like best is the messaging feature; it keeps communication clear and helps the entire team stay engaged. Furthermore, the compliance help and performance tracking capabilities provide us confidence that we are adhering to labor rules and providing fair support to our workforce.

Using JoinHomebase lets us spend less time on admin work and more time on what matters—keeping our employees happy and focused. It’s been a key part of reaching our HR goals.

Kraig Kleeman
Founder and CEO, The New Workforce

Inhouse Engagement Platform

Running an HR department without an engagement platform is like playing hide-and-seek in the dark—only you’re it, and nobody bothered to hide. With real-time feedback, we flipped the switch on clarity, and suddenly, growth didn’t just knock—it barged in.”

As the Founder and CEO of The New Workforce, I’ve noticed that one of the tools that has become essential for our HR technology group is our employee engagement platform. Honestly, it was a game changer. Imagine this: Before we implemented it, tracking everyone’s feedback and keeping communication open was like trying to fool around in the dark. Now we can see in real time how the team is feeling, resolve issues faster, and ensure everyone’s voice is heard. This not only keeps the team happy and engaged, but it also motivates our productivity and drives the growth we’re known for.

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