HRSpotlight-Logo
Menu

HRSAdmin

Engaging Every Generation: Leaders’ Tips for a Diverse Workforce

by

Engaging Every Generation: Leaders' Tips for a Diverse Workforce

What’s the biggest hurdle to effectively managing and engaging a multigenerational workforce? 

And how can leaders overcome it? 

These are crucial questions for organizations seeking to thrive in today’s diverse work environment. 

To find answers, we went straight to the source, asking HR and business leaders from various industries to share their perspectives. 

Each expert offers a unique challenge they’ve encountered, paired with a practical solution they’ve found effective. 

This HR Spotlight post compiles their insights, providing a valuable resource for anyone navigating the complexities of a multigenerational team.

Read on!

Yosef Adde
Owner, Buy Houses Torrance

Yosef Adde

One of the significant difficulties in handling a multigenerational workforce is the difference in communication style preferences.

For instance, younger workers are more inclined towards instant messaging, via Slack for example, while their older colleagues may be more interested in interacting through phone calls or prefer longer emails.

This is a problem since it may foster misunderstandings and disruption in working together.

Putting diverse communication into practice is one practical solution to this challenge.

Get team members to reveal their preferred modes of communication and use technology that fills such gaps, such as hybrid meetings where participants can attend both physically and virtually.

Also, creating an environment where team members elaborate on “why” they do things in a certain way can be helpful in building the understanding and respect among the team members.

Casey Cunningham
Founder & CEO, XINNIX

Casey Cunningham

One distinct challenge associated with managing and engaging a multigenerational workforce is how they prefer to communicate within their day-to-day responsibilities.

One simple and easy way to address this challenge is by bringing the respective generations together to agree on preferences and ultimately the final solution.

By allowing the multiple generations to contribute to the conversation, the culture is being shaped and embraced as one that cares and listens to their employees.

Marco Manazzone
CEO, Zzone Homes

Marco Manazzone

One challenge associated with managing and engaging a multigenerational workforce is the differences in preferred communication styles and interpretation of tone between generations.

For example, older employees may prefer face-to-face meetings or phone calls, while younger employees might favor instant messaging or email.

One way to address this challenge is to establish clear communication guidelines that accommodate various preferences while promoting inclusivity.

This could involve training sessions to raise awareness about generational differences in communication styles and encouraging team members to express their preferences openly.

Kirsten Bombdiggity
Fractional CXO, Bombdiggity

Kirsten Bombdiggity

The most fascinating challenge in today’s workplace is how each generation fundamentally defines what it means to be ‘professional.’

I’m seeing younger team members who view authenticity as non-negotiable – they bring their whole beautiful selves to work, build deep friendships with colleagues, and approach client relationships as genuine partnerships.

Meanwhile, our seasoned professionals are masters at the art of meaningful boundaries, viewing professionalism through the lens of structured relationships and intentional work-life separation.

I suggest implementing ‘Value-First Communication Guidelines’ – a flexible framework that celebrates these different styles instead of fighting them.

For example, team members who value clear boundaries can establish dedicated focus time and structured meeting protocols, while those who thrive on organic connection can maintain open-door policies and collaborative spaces.

When we stop forcing everyone into one ‘right’ way of being professional, and instead create systems that honor multiple approaches, we build stronger, more innovative workplaces.

Stephen Greet
CEO & Co-founder, BeamJobs

Stephen Greet

I’d be delighted to share insights on managing and engaging a multigenerational workforce, including strategies we’ve seen create alignment and foster innovation.

My experience helping job seekers communicate their value across diverse teams has provided me with a unique perspective on bridging generational divides in the workplace.

One of the toughest challenges I’ve observed in managing a multigenerational workforce is breaking through assumptions.

For instance, there’s often an unspoken divide: older employees may assume younger colleagues lack experience, while younger team members might view their older counterparts as resistant to change.

This dynamic doesn’t just create tension—it stalls collaboration and innovation.

I think addressing this begins with fostering cross-generational mentorship.

Pair a tech-savvy Gen Z employee with a seasoned Baby Boomer, for example. This isn’t about assigning teacher and student roles but rather creating a platform for mutual learning.

In one instance, I’ve seen such mentorships improve workflows dramatically—where the younger employee streamlined tech processes, and the experienced colleague shared invaluable industry knowledge.

When employees begin to see each other as collaborators, not competitors, the assumptions fade.

This builds trust, unlocks fresh ideas, and aligns everyone with the company’s bigger vision.

Alexander Anastasin
CEO & Co-Founder, Yung Sidekick

Alexander Anastasin

Different generations bring varying expectations about work-life balance, job stability, and career growth.

Older generations may prioritize loyalty and long-term employment, while younger workers often seek flexibility, quick advancement, and alignment with personal values.

HR teams should implement customizable benefits and development programs.

Offering flexible working hours or remote options caters to younger employees, while robust retirement plans and mentorship opportunities appeal to older staff.

Organizations can harmonize expectations and boost engagement across the board by creating a workplace culture that values individual needs.

Adam Hamilton
CEO, REI Hub

Adam Hamilton

I think one of the biggest challenges with managing and engaging a multigenerational workforce is actually that the different generations often don’t naturally engage with each other as much.

Especially when it comes to more than one difference in a generation, people tend to stick closer to the people they are closer to in age because of relatability.

When you are managing a workforce and trying to engage everyone, a key aspect of that is getting them to work together and engage with each other well so that the team as a whole strengthens.

So, things like team bonding can make a big difference.

Darrin Murriner
CEO & Co-founder, Cloverleaf

Darrin Murriner

One of the most pressing challenges in managing a multigenerational workforce is addressing the subtle but significant communication barriers that can emerge between team members from different age groups.

These gaps often stem from distinct expectations around how ideas should be shared, how feedback is received, and what it means to collaborate effectively.

Without the right tools, these differences can lead to frustration or misalignment.

At Cloverleaf, we focus on equipping teams to better understand and connect with one another.

Digital coaching provides friendly, actionable nudges that help team members recognize communication hazards—whether it’s about being more direct, listening more carefully, or making space for others to contribute.

When people feel heard and understood, it creates a foundation for genuine collaboration and deeper trust, regardless of age or experience.

Alison Stevens
Senior Director – HR Services, Paychex

Alison Stevens

As the workforce continues to evolve with the rise of Millennials and Gen Z, workplaces are increasingly adopting flexible schedules and leveraging emerging technologies to enhance productivity and job satisfaction.

However, for other generations, these rapid changes can feel challenging and complex as they navigate a landscape that is noticeably different from the one they built their careers in.

Despite these challenges, Baby Boomers bring invaluable skills and experience. Their deep industry knowledge and years of expertise offer perspectives that younger generations may not yet possess.

This wealth of insight is a critical asset for any organization seeking to balance innovation with seasoned wisdom.

HR teams play a pivotal role in bridging generational gaps within the workplace.

By tailoring onboarding processes to address generational strengths and challenges, pairing employees from different age groups, and providing upskilling and educational opportunities, HR professionals can foster collaboration and ensure that all generations contribute to a dynamic, well-rounded team.

Skills-based hiring and training further enable organizations to capitalize on each generation’s unique abilities, creating a truly inclusive and high-performing workforce.

Kelley Rexroad
Founder, Krex Consulting

Kelley Rexroad

The biggest issue is assuming communication.

This includes understanding cliques used, urban slang words used, abbreviations used, and lack of specificity.

It also includes  the method of communication. Some people hate text, others prefer the telephone, and some want video calls.

Using a non-desired communication tool sets up the exchange  for a less-than-good result.

People assume and use what they like, not necessarily what the audience of the communication likes. 

The way to combat this is to ask questions.     

What is your preferred way to receive information?  

How often do you wish for information?  

What do you mean by “it will be hard”  to get done by then?   

Questions show that we are listening to the other person and not listening to reply.

Questions bring listening, which brings understanding. This is how respect and value are exchanged, and the “extra ”is the quality and speed of 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.

Recent Posts

The Human Side of Business: Prioritizing Well-being in the Workplace

by

The Human Side of Business: Prioritizing Well-being in the Workplace

In today’s increasingly demanding work environment, organizations are recognizing the critical importance of employee well-being. 

Beyond traditional benefits packages, there’s a growing focus on creating workplaces that support mental, emotional, and even spiritual well-being. 

Practices like mindfulness, meditation, and programs designed to foster a sense of purpose are gaining traction. 

In this post, the HR Spotlight team dives into this evolving landscape, exploring the role of mindfulness, well-being practices, and the often-sensitive topic of spirituality in the workplace. 

We’ve gathered insights from leading HR and business executives, asking them to share their opinions, experiences, and the impact of any such initiatives implemented within their organizations. 

Their responses offer a valuable perspective on the challenges and rewards of fostering a more holistic approach to employee well-being.

Read on!

Katie Hevesi
Psychotherapist, Joywell Therapy

Mindfulness Improves Therapeutic Outcomes and Resilience

At JoyWell Co., we’ve incorporated mindfulness and meditation into our therapy approach, particularly in online settings.

In my experience, these practices significantly improve therapeutic outcomes, not only in clinical settings but also in workplaces.

Mindfulness can foster emotional awareness, improve resilience, and cultivate a more harmonious work environment.

A specific example from my practice involves using mindfulness and meditation to support clients with eating disorders.

I’ve found that these techniques not only help clients manage stress but also boost self-awareness and emotional regulation, leading to improved well-being.

This approach can easily be adapted to organizational contexts to improve employee focus and reduce stress levels.

Moreover, integrating such practices into the workplace can encourage a culture of empathy and open communication, as I’ve seen in therapy sessions.

While I focus on therapy, the principles remain applicable: mindfulness can lead to improved interpersonal relationships and a supportive workplace culture.

Audrey Schoen
Licensed Marriage and Family Therapist, Audrey Schoen, LMFT

Reflective Sessions Improve Team Collaboration

As a Licensed Marriage and Family Therapist, I’ve seen how mindfulness practices can transform workplace dynamics. In my own practice, I’ve integrated mindfulness into therapy, emphasizing techniques like deep breathing and body scans.

These practices significantly reduce stress and improve focus, fostering a calmer atmosphere that improves both productivity and employee well-being.

One effective initiative I’ve observed is incorporating mindfulness breaks during the workday.

These short pauses, where employees step back and focus on their surroundings, lead to increased clarity and reduced burnout.

This practice is especially beneficial for entrepreneurs and busy professionals who face constant demands, as it empowers them to prioritize effectively and maintain balanced mental health.

In my interactions with clients, particularly entrepreneurs, mindfulness has played a crucial role in achieving work-life balance.

By implementing structured mindfulness sessions, businesses can support their employees in navigating stressors, which ultimately results in improved decision-making and organizational outcomes.

The focus here is on making these practices accessible and routine, ensuring that employees feel supported in developing sustainable resilience.

Amaury Ponce
Business Owner, Ponce Tree Services

Mindfulness Boosts Focus and Reduces Errors

At Ponce Tree Services, I’ve found that mindfulness and well-being practices are critical to fostering a healthy and productive workplace, especially in an industry like ours that involves physical labor and safety-focused tasks.

With over 20 years of experience in the tree care industry and a background as a certified arborist and TRAQ certified professional, I understand how crucial it is for employees to be both mentally and physically prepared.

One practice we’ve implemented is starting each day with a short mindfulness session that includes stretching, breathing exercises, and a safety-focused discussion.

This not only helps employees center themselves and prepare mentally for the day’s tasks but also reinforces the importance of situational awareness and safety.

Employees have shared that this practice helps them feel more focused and less stressed throughout the day, and I’ve seen firsthand how it reduces errors and increases overall job satisfaction.

Since incorporating these well-being practices, we’ve observed significant benefits.

Employee morale has improved, and our team operates more cohesively. For a business built on trust and teamwork, this has translated to fewer accidents, higher customer satisfaction, and an increase in productivity.

My years of experience have taught me that taking care of your team isn’t just the right thing to do, it’s also the smart thing to do for long-term success.

When employees feel valued and supported, they bring their best to every job, which strengthens both the business and the relationships we build with our customers.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Tailored Well-Being Practices Improve Productivity

Mindfulness, well-being practices, and even incorporating elements of spirituality into the workplace can have a transformative impact, and I’ve seen this firsthand in both my own businesses and my clients’ organizations.

When I ran my telecommunications company, I noticed early on that stress and burnout were holding back not just individual performance but also team cohesion.

Drawing on my experience in the military, where mental resilience is key, and my MBA studies in organizational behavior, I implemented a structured mindfulness and well-being program.

This included guided meditation sessions, flexible break schedules, and access to wellness resources like yoga and mental health support.

What made it work was tailoring these practices to align with our company culture and ensuring leadership fully embraced them.

Within six months, we saw a drop in absenteeism and a boost in productivity, and employees consistently reported feeling more focused and engaged.

One standout example comes from a construction client I worked with in the UAE. They were experiencing high turnover and morale issues, which were costing the business heavily.

Using my coaching expertise, I introduced a holistic approach that combined mindfulness training with weekly “perspective meetings” where employees could share goals and personal values.

These practices were supported by leadership workshops to ensure alignment from the top down.

Within a year, turnover decreased by 30%, job satisfaction metrics improved by 25%, and revenue grew due to the improved efficiency of a happier, more cohesive team.

These results are a testament to how focusing on well-being isn’t just a feel-good initiative-it’s a strategic investment in your business’s long-term success.

Peter Hunt
Director & Physiotherapist, The Alignment Studio

Mindfulness Enhances Employee Satisfaction and Care

Mindfulness and well-being practices are critical in today’s workplace, especially as we navigate hybrid work environments and the stress associated with modern work life.

At The Alignment Studio, we strongly believe that fostering employee well-being translates to better performance, higher morale, and reduced absenteeism.

We’ve implemented several initiatives to support our team, including regular mindfulness sessions, ergonomic workshops, and personalized health plans tailored to individual staff needs.

These programs have created a workplace culture where health and well-being are prioritized, and this has led to measurable improvements in both employee satisfaction and patient care outcomes.

One example of this is the integration of mindfulness into our team meetings.

Recognizing the physical and mental demands on our practitioners, I introduced short mindfulness exercises and stress management techniques drawn from my 30 years of experience in physical therapy.

For instance, after noticing signs of fatigue and burnout in the team, I collaborated with a mindfulness coach to deliver guided breathing exercises and mindfulness strategies during our weekly staff meetings.

This simple initiative improved focus, reduced stress, and enhanced communication among team members. As a result, not only did we see an increase in employee engagement and job satisfaction, but our patients also benefited from more energized and attentive practitioners.

My dual qualifications in physical therapy and health sciences played a crucial role in identifying the right approaches, ensuring they were both practical and evidence-based.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Daily Mindfulness Practices Foster Team Community

Mindfulness and well being practices can have a profound impact on workplace culture and productivity.

At Ozzie Mowing and Gardening, we’ve implemented mindfulness practices as part of our daily routine, especially in a field that requires both physical effort and creative problem-solving.

For instance, before starting the day, we take a few minutes as a team to set intentions and discuss the tasks ahead. This helps everyone feel mentally prepared, focused, and supported.

We’ve also incorporated flexible schedules and outdoor team building activities that allow staff to connect with nature, which aligns perfectly with the therapeutic aspects of gardening and landscaping.

These practices not only reduce stress but also create a sense of community and purpose within the team.

With over 15 years of experience and my background as a certified horticulturist, I understand how important it is to nurture people as much as the plants we care for.

By fostering a workplace environment that emphasizes well-being, I’ve seen a noticeable improvement in morale and job satisfaction. Employees take pride in their work and feel valued, which has translated into better client relationships and higher-quality outcomes in our projects.

For example, one of my team members shared that these initiatives helped them develop a more positive mindset, which enhanced their creativity and problem solving skills on the job.

The result has been not just a happier team, but also a thriving business with consistently excellent customer feedback.

Tamar Blue
Chief Executive Officer, MentalHappy

Mindfulness Groups Improve Emotional Stability

Mindfulness and well-being practices can have a transformative impact on workplace environments.

At MentalHappy, we prioritize emotional support and community connection, and we encourage organizations to accept mindfulness as a tool for improving employee engagement and reducing burnout.

We’ve seen the power of structured support groups dedicated to wellness, where participants reported a 70% improvement in emotional expression and overall stability.

Our platform, MentalHappy, supports these endeavors by hosting over 5,000 group sessions, proving effective in environments like behavioral health hospitals where they’ve seen increased revenue and 90%+ attendance rates due to virtual access.

These metrics highlight how virtual support and well-being practices not only benefit individual mental health but also lead to improved organizational outcomes.

By using support groups custom to mindfulness and well-being, companies can improve connection, purpose, and performance within their teams.

As the founder of MentalHappy, I’ve prioritized weaving mindfulness and well-being practices into both our platform and organizational culture. We’ve witnessed the transformative impact these practices have on employee well-being and company performance.

For example, at MentalHappy, we’ve adopted flexible work schedules and regular mindfulness breaks, leading to a noticeable reduction in employee stress levels and an increase in overall productivity.

We’ve also integrated gratitude practices and positive self-talk workshops as part of ongoing employee development.

Research has shown that gratitude can improve mental health and resilience, and we’ve seen these benefits reflected in our team’s improved morale and collaboration.

This approach has not only bolstered individual well-being but also fostered a supportive work environment, facilitating better team dynamics and innovation.

Moreover, our work with virtual support groups highlights the importance of community and connection in mental wellness, offering insights that are directly applicable to workplace settings.

By focusing on creating an environment that values emotional health, we’ve seen steady improvements in organizational outcomes, such as higher retention rates and increased engagement from both employees and users.

Abhishek Shah
Founder, Testlify

Regular Mindfulness Sessions Reduce Burnout Rates

I believe mindfulness and well-being practices are crucial for creating a healthy work environment.

At Testlify, we’ve implemented regular mental health check-ins and mindfulness sessions to help our team manage stress and stay balanced.

We also encourage flexibility, like allowing employees to take mental health days when needed.

The impact has been noticeable: we’ve seen a drop in burnout rates and an increase in overall productivity.

Employees feel more supported and connected to the organization. It’s not just about the work we do, but about creating a culture where employees feel valued and heard.

It’s definitely made a difference in retaining talent and boosting morale.

Avigail Lev
Founder, Bay Area CBT Center

Mindfulness Workshops Enhance Team Collaboration

In my experience as a clinical psychologist, I have witnessed the transformative effect of integrating mindfulness and well-being practices in the workplace.

At the Bay Area CBT Center, we’ve implemented structured mindfulness workshops and single-session mindfulness interventions that cater to the specific stressors of our tech startup clients.

These initiatives have significantly improved employee resilience and overall workplace mental health.

We’ve seen compelling results, such as a reduction in workplace stress and a notable increase in focus and productivity.

One of our clients reported a 30% drop in stress-related absenteeism after a three-month mindfulness pilot program.

By aligning these practices with the unique cultural dynamics of each organization, we’ve fostered environments where employees feel valued and empowered, ultimately leading to better organizational outcomes.

Additionally, through our custom executive coaching, which includes mindfulness-infused leadership strategies, managers have developed improved empathetic communication and emotional intelligence.

This shift has improved team cohesion and fostered a culture of mutual respect and open dialogue.

The resulting positive work atmosphere has led to increased engagement and satisfaction among employees.

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

Gratitude Practices Boost Team Spirit and Productivity

In my two decades of experience in high-pressure roles, I’ve seen the profound impact mindfulness and well-being practices have on workplaces.

At Give River, we’ve embedded these elements into our 5G Method, focusing on recognition and community impact, enhancing mental well-being and organizational productivity.

Studies show companies with effective employee wellness initiatives see a 34% higher profit rate, and our clients consistently report increased engagement.

One of our initiatives includes the Gratitude and Generosity modules, where team members jot down acts of kindness and participate in charitable events.

This not only fosters a sense of community but significantly boosts team spirit and individual well-being.

Our clients experience a 22% higher productivity and noticeably reduced turnover rates through these practices.

Moreover, the emotional intelligence and mindfulness developed through our platforms have helped foster environments where employees feel deeply connected and valued.

This change has led to a robust culture of open communication and mutual respect, ultimately driving better business outcomes.

Our “Feedback Fridays” tool helps teams maintain a continuous feedback loop, enhancing engagement and aligning company objectives with employee well-being.

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.

Recent Posts

Beyond the Google Petition: The Debate Over Job Security Guarantees

by

Beyond the Google Petition: The Debate Over Job Security Guarantees

How are HR and business leaders responding to the growing calls for greater job security, further propelled by the recent petition from Google employees? 

What are the practical considerations and potential challenges of implementing employment security guarantees across different industries? 

In this post, we tap into the expertise of those on the front lines. 

We’ve gathered insights from leading HR and business executives, asking them to share their opinions on the Google petition and to assess the feasibility of providing employment security guarantees within their specific sectors. 

Their responses offer a grounded perspective on the complexities of this issue and provide valuable guidance for organizations navigating the evolving expectations of the modern workforce.

Read on!

Sania Khan
Founder, Inflection Point Strategy

Sania Khan – Founder

The Google employee petition underscores growing concerns about workforce transitions in the age of AI and automation.

While a job security guarantee may not be entirely feasible in tech, organizations can adopt strategic workforce approaches that enable AI and human talent to evolve together—driving greater long-term ROI than reactive layoffs.

As a labor economist and AI strategist specializing in ethical AI+Human collaboration, I offer insight into AI’s impact on hiring trends, labor markets, and the future of work.

Key Takeaways:

– AI investments must extend beyond cost-cutting. Leaders should ask: Is the workforce upskilled and have the resources to work alongside AI? Productivity gains aren’t automatic.

– Example: A BCGx study on GitHub Copilot found that structured coaching is essential for teams to achieve 2x productivity—AI alone isn’t enough.

– As AI reshapes knowledge work, leaders must redefine Workforce Strategy to ensure AI and human expertise complement rather than replace each other.

– This requires task-level analysis to understand how AI transforms work and how to redeploy talent effectively.

While blanket job security guarantees aren’t realistic, a commitment to workforce resilience and fair transitions is both achievable and necessary.

Companies that focus on long-term agility, upskilling, and AI-human collaboration—not just AI adoption—will emerge as leaders in the future of work.

Samantha Taylor
Business Expert, LLC.org

Samantha Taylor – Business Expert

Job security? It’s a complex problem.

Google employees are seeking an assurance, but in business, there is no such thing as a total assurance.

I’ve dealt with small businesses for over 12 years, assisting them in growing, and one thing is sure, businesses need to stay flexible to succeed.

Lifetime job security guarantee? That can tie a business’s hands.

I work with business owners every day, and they know the key to success is adaptability. Markets move, industries evolve, and companies must change.

If companies can’t pivot, they fail.

That’s why real job security doesn’t lie in a contract, it lies in skills. Workers who constantly learn and grow stay relevant, no matter what happens.

For employers, the most intelligent course of action is to invest in employees, train them, promote them, and give them workplaces where they want to stay.

That’s how you have long-term success, for businesses and workers alike.

I’ve seen it work, time and time again.

Nathan Barz
Founder & CEO, SEO DocVA

Nathan Barz – Founder & CEO

As someone who has navigated corporate restructuring in the financial sector, I see Google’s job security petition as a reflection of broader workforce concerns across industries. 

Over 1,300 employees signed the petition, calling for voluntary buyouts before layoffs, guaranteed severance, and the removal of forced attrition quotas. 

In response, Google introduced a voluntary exit program for its U.S.-based Platforms and Devices team, offering severance packages to those who leave.

From my experience in finance, I’ve seen how major firms handle restructuring, balancing cost-cutting with employee retention strategies. 

Financial institutions have long relied on early retirement incentives and outplacement services to soften the impact of downsizing. 

While absolute job security is unrealistic in today’s dynamic market, companies prioritizing transparency and structured career development foster loyalty and long-term stability. 

Google’s situation highlights the importance of proactive workforce planning, a lesson applicable across industries.

Christopher Pappas
Founder, elearningindustry.com

Christopher Pappas – Founder

Tech employees pushing for job security reveal a deeper concern—workers feel vulnerable in an era of layoffs and AI-driven disruption. 

While companies may not be able to promise lifelong employment, they can provide stability through skill development and career agility.

In L&D and corporate training, we see a major push toward future-proofing talent rather than guaranteeing roles. 

The best companies aren’t offering life contracts—they’re offering skills that keep employees in demand, no matter where they go.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen – CEO

Job security is an important perk to offer your employees.

People want to know that they aren’t going to have their livelihoods threatened by layoffs, and employees with secure jobs are more likely to stick around and go above and beyond for your business.

Offering a blanket guarantee just doesn’t make business sense, though, especially for a massive organization like Google.

Keeping employees who aren’t performing up to standards or who don’t have the skills to handle the work that actually needs doing just doesn’t make business sense.

Samantha Reynolds
Marketing Director, Helpside

Samantha Reynolds – Marketing Director

With the layoff trends of the last few years in the tech industry and the current uncertainty due to AI innovations like DeepSeek, I think it’s understandable that Google’s employees are organizing around their mutual desire for job security.

I work primarily with small and medium-sized companies, and I see my clients creating true job security for their workforce by embracing agility and investing in their employees.

No matter the industry, an ‘employment security guarantee’ is only as good as the people and businesses making the agreement.

However, in a volatile sector like tech, it seems like more of a band-aid than a true solution.

Kevin Franks
President, Comprehensive Marketing

Kevin Franks – President

The tech industry is built on disruption, and any attempt to insulate workers from market shifts is destined to fail.

Just a few years ago, companies were scrambling to hire, offering top dollar even for junior roles. Now, AI and automation are eliminating large swaths of that same workforce. Yet, some workers expect protection.

The reality is simple: every hire must add profit.

Those who fail to adapt to changing industry demands become an expense, not an asset.

No company—no matter how large—can afford to carry non-essential roles indefinitely.

The only true job security lies in continuous evolution and adaptation.

Instead of fighting inevitable change, tech professionals should focus on upskilling, repositioning, and leveraging new technology.

AI isn’t just eliminating jobs—it’s creating new opportunities for those willing to adapt.

In today’s workforce, survival isn’t about tenure; it’s about value.

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

James McNally – Managing Director

Job security sounds great on paper, but businesses don’t run on guarantees. Markets shift, costs change, and demand moves.

No company-Google or otherwise-can promise lifetime stability without limiting flexibility.

A smarter approach?

Invest in employee adaptability instead of security guarantees. When people upskill, cross-train, and stay ahead of industry shifts, they create their own job stability.

My company focuses on keeping employees valuable, not just employed. That keeps us lean while making sure our team stays employable-whether with us or somewhere else.

Security doesn’t come from promises. It comes from being too skilled to let go.

Abhishek Shah
Founder, Testlify

Abhishek Shah – Testlify

The job security petition from Google employees highlights a growing concern in the tech industry-workers want more transparency and fairness in layoffs, better severance, and voluntary buyout options.

While an absolute employment security guarantee isn’t always realistic, companies can still foster stability by prioritizing clear communication, fair policies, and career development opportunities.

In my industry, job security depends on adaptability, but building trust through ethical leadership and transparent decision-making can make employees feel more secure, even in uncertain times.

Nik Aggar
Business Development Manager, Outstaff Your Team

Nik Aggar – Business Development Manager

The job security petition from Google employees is definitely a sign of the times. Over 1,400 employees are asking for things like guaranteed severance, voluntary buyouts before layoffs, and fairer performance reviews.

It’s understandable as tech layoffs have been hitting hard recently, even at companies that seem to be doing just fine financially.

As someone who works in staffing, I see both sides of this. On one hand, employees want stability, they want to feel secure in their jobs. On the other hand, businesses, especially in fast-moving industries like tech, need flexibility to adapt to market changes.

Promising job security across the board might sound great in theory, but in practice? It’s tricky. Companies could end up stretched too thin trying to guarantee jobs while staying competitive.

In our world of HR, we focus more on creating opportunities than offering guarantees.

For example, during the pandemic, we saw a big shift toward contract work. Companies needed to stay lean, and workers needed jobs.

It wasn’t perfect as contract work doesn’t come with the same stability or benefits, but it kept people employed and businesses running.

Can companies like Google realistically offer employment guarantees? Maybe to a degree as they’ve got the resources.

But it’s not just about money; it’s also about staying nimble in a competitive market.

A better approach might be improving transparency around layoffs or offering solid severance and reskilling programs.

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.

Recent Posts

Improving the Employee Experience: Leaders Explain Their Organizational Initiatives

by

Improving the Employee Experience: Leaders Explain Their Organizational Initiatives

How are leading organizations prioritizing the employee experience? 

What specific initiatives are they launching to foster a more supportive, engaging, and productive work environment? 

In this post, we explore these questions through the lens of experienced HR and business executives. 

We asked them to share details about their most recent significant employee initiative, revealing not only the specifics of the program but also the underlying objectives and strategic factors that motivated its creation. 

Their responses offer real-world examples and actionable insights for organizations seeking to enhance their own employee experience.

Read on!

Steve Payerle
President, Next Level Technologies

Enhance Cybersecurity Training for Staff

At Next Level Technologies, our most recent significant employee initiative focused on enhancing cybersecurity training for our staff. 

Recognizing the rising threats in our industry, we developed an intensive training program aimed at equipping our employees with the latest knowledge and tools to bolster our defense mechanisms against cyber threats. 

This initiative was driven by our core value of “Doing It Right Every Time,” ensuring that our employees are not just reactive but proactive in safeguarding our clients’ data. 

We implemented a dynamic training module that included real-time simulations and vulnerability assessments. 

Post-training evaluations showed a 40% reduction in potential security breaches across our managed client networks. This program not only fortified our cybersecurity workforce but also increased client trust as businesses saw measurable improvements in their IT defenses. 

By prioritizing cybersecurity education, we’ve created a robust infrastructure where every team member is a guardian of data integrity. 

This initiative aligns with our goal to transform technology from a functional tool to a transformative force in business, highlighting our commitment to innovation while adapting to the changing tech landscape.

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

Integrate 5G Method for Employee Engagement

At Give River, our most recent significant employee initiative was the deployment of our comprehensive 5G Method. This initiative focuses on integrating recognition, wellness, growth, gamification, and community impact, aimed at creating a more fulfilling workplace. 

Our motivation was driven by alarming strides in disengagement, costing industries up to $550 billion annually. This data-driven approach addresses retention and productivity by fostering an inclusive, engaging work environment.

For example, we’ve seen great results in companies focusing on employee wellness with a 34% higher profit rate compared to peers. By using recognition tools, we significantly improve employee loyalty and reduce turnover costs that can reach up to 2x an employee’s annual salary. 

Companies using the 5G Method report noticeable improvements, not only in morale but also in team performance and community involvement.

From my diverse background in high-pressure roles, I understand the importance of creating balance and joy in work environments, something the 5G Method effectively addresses. This platform is designed to cater to team needs, promoting continuous growth through integrated learning and measurable results. Our goal is to leverage workplace engagement to drive tangible business outcomes and employee satisfaction.

Tamar Blue
Chief Executive Officer, MentalHappy

Enhance Work-Life Balance with Wellness Sessions

At MentalHappy, we recently launched an initiative focused on enhancing our employees’ work-life balance, recognizing its critical impact on mental health. 

This initiative was motivated by observing patterns of burnout and stress, which not only affect productivity but also the quality of care our team provides to our users.

We introduced scheduled wellness sessions, where employees engage in mindfulness exercises and group therapy. This stemmed from noticing that structured peer support significantly improves mental resilience, mirroring our platform’s success. 

For example, among our own team members, we’ve seen a 30% reduction in reported stress levels since implementing these wellness sessions.

Moreover, we initiated regular feedback cycles directly with our staff to tailor these sessions better and address specific concerns. This personal and professional support approach not only boosts morale but also ensures our team embodies the supportive nature we offer to our users. 

By prioritizing employee well-being, we’re aligning internal culture with our mission to provide compassionate mental health support.

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Develop Comprehensive Guest Feedback System

At Detroit Furnished Rentals, our recent significant initiative was the development of a comprehensive guest feedback system aimed at enhancing guest satisfaction and refining our offerings. 

From my diverse background in hospitality, business, and logistics, I’ve always understood the value of feedback in driving business improvements. 

This initiative focuses on gathering detailed, actionable insights from guests through targeted surveys that assess their stay experiences, specific amenities, and service interactions.

The key objective behind this initiative is to continuously improve the quality of our rentals by integrating direct guest suggestions and preferences. 

For instance, feedback pointed out the absence of certain kitchen amenities in some units, and we promptly addressed this by upgrading our kitchens to include those items. 

This has led to increased positive reviews and higher satisfaction scores, reflecting the importance of listening to and acting on customer feedback.

Motivated by the realization that incorporating customer feedback is crucial in maintaining high service standards and staying competitive, this initiative ensures we remain guest-centric. 

By allowing guests to feel heard and valued, we foster loyalty and attract repeat bookings, ultimately leading to a more sustainable and thriving business. 

This approach is applicable to any service-focused business looking to improve customer satisfaction through direct engagement and feedback integration.

Michelle M. Henson
Head of Copywriting, Legal Compliance Editor, Juvenon

Launch Digital Wellness and Mental Health Initiative

At Juvenon, we’ve recently launched a comprehensive digital wellness and mental health initiative customized specifically for our employees. 

The goal was to promote psychological well-being and mental resilience, supported by insights derived from our research on longevity and health supplements. 

Given my background in bringing narratives to life, I spearheaded the development of engaging content that communicates the importance of mental well-being in parallel to our physical health focus.

One effective strategy involved incorporating findings from studies—such as those highlighted in our article regarding the mental health benefits of practices like TV watching during stressful periods—which we adapted into interactive digital workshops. 

These sessions offer practical stress reduction techniques and tips for balanced living, inspired by the latest psychological and physiological research.

We’ve also leveraged the PERMA model in our self-care content, encouraging employees to explore activities that engage and fulfill them personally and professionally. 

This initiative was motivated by an understanding that a holistic approach, combining both mental and physical health, improves overall employee output and satisfaction, aligning with Juvenon’s mission to support healthy aging and wellness.

Spencer Gordon
CEO & President, NextEnergy.ai

Enhance Adaptive Learning System Through AI

At NextEnergy.ai, our latest employee initiative focuses on enhancing our adaptive learning system through AI technology. The aim is to empower our team by continuously improving the AI algorithms that manage our solar panels’ energy output. 

This initiative is driven by our commitment to providing top-tier intelligent solar solutions that adapt to user needs over time.

A key motivating factor was our desire to elevate the customer experience by lowering energy costs and optimizing energy efficiency. For instance, by analyzing vast datasets, our AI system can predict weather impacts and seasonal energy demands, thus allowing precise adjustments that maintain peak performance. 

This initiative has improved our service delivery and positioned us as leaders in AI-driven solar solutions in Northern Colorado.

Encouraging employee involvement in this initiative has been pivotal. 

It has fostered a culture of innovation where every team member’s insights contribute to our AI developments, enhancing both personal growth and the company’s value offering. 

By integrating real-time feedback and technical expertise from our employees, we ensure that our solutions remain ahead of industry trends.

Nikita Sherbina
Co-Founder & CEO, AIScreen

Support Remote Workforce with Well-being Program

The most recent employee initiative we launched is our Remote Well-being Program, which was designed to support the mental and physical health of our remote workforce. 

With the challenges of working from home, we realized it was crucial to help our team stay connected, productive, and balanced.

Our main objectives were to create a supportive work environment, reduce burnout, and promote a healthier work-life balance. To achieve this, we introduced flexible work hours, virtual wellness challenges, access to mental health resources, and monthly team-building events.

The driving force behind this initiative came from the feedback we gathered during our quarterly surveys. Employees expressed concerns about isolation and stress, and we noticed that remote work was leading to an increase in workload as the lines between personal and professional lives became more blurred.

By prioritizing well-being, we’re not only boosting employee satisfaction but also fostering long-term productivity and retention. 

It’s been a win-win for us—our team feels supported, and we’re maintaining high levels of performance across the board.

Dave Brocious
Managing Partner, Sky Point Crane

Enhance Safety and Efficiency with 3D Training

At Sky Point Crane, our most recent significant employee initiative focused on enhancing safety and operational efficiency through technology-driven training programs. 

Our initiative, the 3D Lift Planning and Project Management Training, aimed to provide our team with the skills to use advanced lifting technology, ensuring precise planning and execution. This program was developed in response to the growing complexity of crane operations and the need to improve accuracy and safety on job sites.   

The key objectives were to minimize on-site risks and improve project timelines by equipping our operators with cutting-edge tools such as GPS tracking and remote control systems. 

By leveraging these technologies, our operators could simulate different lifting scenarios, which not only increased safety awareness but also optimized crane performance and project planning. 

For example, real-time data analysis allowed us to reduce lift time by approximately 15%, resulting in significant cost savings and boosted efficiency.   

This initiative was motivated by our core value of safety and the drive to provide exceptional value to our clients. Ensuring that our operators are well-trained and proficient with the latest technology helps us maintain a zero-accident workplace and support our clients effectively in achieving their project goals. 

It’s about continuously adapting to the evolving demands of the construction industry while keeping safety and efficiency at the forefront.

Courtney Zalesak
Vice President, Malek Service Company

Improve Customer Service Through Personalized Interactions

In my role as Vice President at Malek Service Company, I spearheaded an initiative to improve our Customer Service Representative (CSR) division. We aim to foster a culture of genuine connection and superior customer care through personalized interactions. 

Key to this initiative are thank-you cards, personalized warranty books, and care packages for our Malek Club Members, making each customer feel valued and heard.

The motivation behind this was simple: to improve customer retention and satisfaction by creating memorable experiences that go beyond typical service touchpoints. 

By implementing personalized reminders and customer gifts, we’ve not only increased customer loyalty but also created a more engaged and motivated CSR team.

This initiative underlines our commitment to an exceptional customer experience by focusing on thoughtful, sincere interactions rather than traditional, impersonal customer service methods. 

It has set a new standard for customer engagement and satisfaction in our industry, which others can emulate by prioritizing personalization and solid customer relationships.

Ernie Lopez
Founder & CEO, MergerAI

Enhance Role-Based Access Control System

Our most recent significant employee initiative at MergerAI has been enhancing our role-based access control system to facilitate seamless collaboration while ensuring data security. 

This was initiated to empower our teams with the necessary tools to work efficiently across departments and with external advisors. It’s an essential development custom to address the complexities of M&A processes that we frequently manage. 

One motivating factor was to ensure that sensitive information remains protected without stifling collaboration. 

By introducing customizable access levels, we’ve improved task management across integration teams and achieved a 30% boost in task completion rates. This initiative stands out as we’re constantly refining our infrastructure to meet the dynamic needs of the M&A landscape. 

Engaging with our technical team and integrating their feedback into development was crucial. It fostered an environment of innovation and adaptability, significantly enhancing technical skills and cross-functional collaboration within MergerAI. 

This proactive approach allows us to maintain our competitive edge by delivering more streamlined, secure integration solutions.

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.

Recent Posts

Jenna Rogers – 5 Key Strategies to Help Manage and Communicate Effectively with Gen Z in The Workplace

by

5 Key Strategies to Help Manage and Communicate Effectively with Gen Z in The Workplace

Jenna Rogers

When it comes to Gen Z, you hear comments such as:
“They have horrible work ethic”
“They always think they are right”
“They consider feedback to be an attack”
“They are hard to manage”

As a professional whose job it is to train people on how to communicate effectively, collaborate successfully and teach organizations how to work productively, I know first hand that managing different generations in the workplace is challenging.

Different generations cannot follow the same prescription for success as their predecessors. The workplace in 2025 is a melting pot of generations, composed of four vastly different generations all needing to work together on a shared goal. And yet, with Boomers, Gen X, Millennials and Gen Z all competing for the “right” way to do business, conflict is rife, training falls flat and productivity falters.

It’s important to understand the contextual differences each generation brings to the workplace so we can understand how to best communicate with each other.

Let’s break down the basics of what the workforce looks like in 2024:

  • Baby Boomers (born 1946-1964, roughly 20% of the workforce.) Baby Boomers are products of the traditional corporate ladder, were rewarded for their loyalty to their companies and view the corporate ladder as secure and linear. They interpret a separation between work identity and other identities as a sign of “laziness” or “lack of passion.” And while they are exiting the workforce due to retirement, Boomers still hold a share of the workforce due to retirement age ticking upwards.
  • Gen X ( born 1965-1980, roughly 35% of the workforce.) Gen X introduced a shift in familial gender norms, with mothers remaining in the workforce and more fathers coaching little league. They are self-reliant, hard working and were the first generation to have a distrust for large corporations. Gen X is adaptable to technology, as their careers have been present both with and without technology. And as technology has evolved so rapidly throughout their careers, they’ve been forced to keep up with the times. Gen X currently holds the majority of management and leadership positions.
  • Millennials (born 1981-1996, roughly 35% of the workforce.). Millennials are viewed as entitled because they saw the generation before them integrate life into business and strive for the same “life outside of work” experience. They need recognition and praise for their work, value culture above loyalty and for context, Millennials entered the workforce during or immediately after the 2008 recession.
  • Gen Z (born 1997-2012). Gen Z beat their own drum and seek value, purpose and flexibility as main priorities. They are mission driven, prefer hybrid or remote first work and are susceptible to social isolation and loneliness. We are still learning more about Gen Z and their work style.

And don’t forget, Gen Alpha will be coming soon…

A generation is more than the prescribed years they were born into. Economic, societal and historical events, as well as the norms and beliefs that are held during the collective experience of “growing up together.” And with the workplace holding diverse numbers of different generations, that comes with different learned and lived experiences and unique communication styles.

And the problem is – different generations are communicating with each other incorrectly while expected to work together. For example, Boomers are primarily using very short hand emails, Millennials are using Slack and Gifs while Gen Z is using memes and TikTok.

So how do we get on the same page when it comes to different generations in the workplace together?

As a workplace communications expert, here are 5 key strategies to help manage and communicate effectively with those “difficult” Gen Z professionals in the workplace.

  • Revamp Onboarding Plans: Onboarding, everboarding and professional development plans should be continuous. Take a look at your current onboarding plan through the eyes of your younger employees (ask for their feedback too) and integrate microlearning, collaborative learning, hands-on learning, mobile learning and personalized learning.
  • Train on Email Communication: 73% of business is done via email and yet, no one is taught how to effectively communicate via email. Train Gen Z, and all staff, on the best practices of email communication. Offer microlearning opportunities such as LinkedIn Learning courses or allow employees to enroll in courses like Email Tip Academy. 
  • Establish Meeting Etiquette: Create explicit guidelines, rules and best practices for meeting etiquette and expectations when running in person meetings, virtual meetings, client meetings and internal meetings. Gen Z needs a playbook, give it to them.
  • Incentivize Relationship Building: Give Gen Z a reason to feel a sense of belonging in the workplace. While Gen Z is reliant on technology, they are also susceptible to isolation and loneliness. Curate opportunities to build professional relationships and facilitate relationship skill building.
  • Teach Executive Presence: Teach Gen Z how to have executive presence. Gen Z knows their value but they struggle to communicate it, and how to communicate it humbly. Younger generations always think they are better than older generations. While they have a lot of learning to do, they also have good ideas too. Teach them how to convey their ideas in a productive way and watch the innovation of the company progress.

Intentional communication matters, and it can turn those “hard to manage” Gen Z colleagues into the best asset for the organization. Leaders build a collaborative workplace when they invest the time to understand generational differences, tailor their communication strategies and provide the appropriate tools and guidance. By fostering mutual respect, clear expectations and a shared sense of purpose, organizations can create an environment where every employee feels valued and empowered to contribute their best. The future of work is multigenerational—let’s embrace it with empathy, adaptability and a commitment to growth.

 

About the Author

Jenna Rogers is the founder of Career Civility, a workplace communications training firm based in Chicago, dedicated to helping professionals navigate the modern workplace.
With over 44,000 followers on Instagram (@careercivility), Jenna is an influential leader in this field, known for her clear and actionable personal and career-focused tips, scripts, and advice.

Driven by her personal experiences navigating communication challenges in the workplace, Jenna understands that we each have our own societal and life experiences, and unique communication styles that drive how we communicate at work. She’s on a mission to bring civility back into the workplace.

As a part of the work Jenna does at Career Civility, she offers workshops where she teaches organizations how to upskill their workforce in these important communication practices.

If you need help teaching your team how to communicate across the different generations represented in your workplace, go ahead and have a conversation with Jenna.

You can also follow Career Civility on Instagram and LinkedIn.

Do you wish to contribute to HR Spotlight? 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 experience and expertise.

Recent Posts

Optimizing Employee Performance: Leaders’ Tips for Effective Evaluations

by

Optimizing Employee Performance: Leaders’ Tips for Effective Evaluations

What’s the optimal frequency for employee performance evaluations? 

And what are the most effective methods and tools for conducting these reviews? 

These are crucial questions for any organization seeking to foster a high-performance culture and support the growth and development of its employees. 

In this post, we seek answers from those leading the way. 

Here, HR and business leaders share their current practices, revealing how often they conduct performance evaluations and detailing the preferred methods and tools they utilize. 

Their insights provide a practical guide for organizations looking to optimize their performance management processes and create a more meaningful and impactful experience for both employees and managers.

Read on!

Khurram Mir
Founder & Chief Marketing Officer, Kualitatem Inc

Quarterly or Biannually

In order to give regular feedback and guarantee consistency with business objectives, employee performance reviews are usually carried out on a quarterly or biannual basis. 

A combination of techniques, including one-on-one meetings, self-evaluations, and 360-degree feedback, enables a thorough review of an employee’s contributions and opportunities for improvement. 

The process is streamlined by tools like Lattice, BambooHR, or 15Five, which track performance data, provide clear goals, and enable ongoing feedback. 

In addition to increasing employee engagement, regular evaluations help the company develop a culture of accountability and progress.

Amaury Ponce
Business Owner, Ponce Tree Services

Top-Notch Service with Semiannual Reviews

At Ponce Tree Services, we conduct employee performance evaluations semi-annually to ensure our team consistently delivers top-notch service. 

With over 20 years of experience in the industry and as a certified arborist with TRAQ certification, I’ve developed a structured approach to these evaluations. 

Each session includes both a formal review and a hands-on assessment in the field. We use a combination of key performance indicators like safety adherence, customer feedback, productivity, and technical skill improvement to measure success. 

Tools such as checklists tailored to our services and 360-degree feedback help us gather well-rounded insights. By incorporating regular coaching sessions throughout the year, we ensure our employees are prepared for the review process, making it constructive rather than intimidating.

One example of how this approach has created positive outcomes involves a crew member who struggled initially with advanced pruning techniques. Through our hands-on evaluations, we identified the issue and tailored a training plan, pairing them with an experienced team lead for mentorship. 

Within six months, their skill level improved significantly, and their customer ratings went from good to excellent. My years of experience allowed me to spot potential and provide the right resources to unlock it. 

These evaluations aren’t just about critiquing performance; they’re an opportunity to build confidence, address gaps, and empower the team to grow. 

This commitment to development is a big reason our employees stay with us long-term and take pride in their work.

Ronald Osborne
Founder, Ronald Osborne Business Coach

A Mix of Quantitative KPIs and Qualitative Feedback

I conduct employee performance evaluations quarterly because businesses move fast, and waiting a year to address performance issues or recognize achievements is too slow. 

My preferred method is a mix of quantitative KPIs and qualitative feedback. I use structured one on one meetings, peer reviews, and self assessments to get a full picture of an employee’s contributions. Tools like performance management software help track progress, but real conversations matter most. 

My background in running multimillion-dollar businesses and coaching companies across different industries has shown me that a strong evaluation process drives both individual and business growth. 

A great example of this was when I worked with a struggling mid-sized company in the UAE that had issues with employee accountability. By implementing structured quarterly evaluations, setting clear performance metrics, and training managers to give constructive feedback, we saw a 40% increase in productivity within six months. 

Employees felt more engaged, turnover dropped, and the company’s profitability rose significantly. 

My years of experience in business coaching and my MBA in finance helped me design an evaluation system that aligned individual goals with business objectives, ensuring both the employees and the company thrived.

Peter Hunt
Director & Physiotherapist, The Alignment Studio

Biannual Evaluations for Regular Progress

At The Alignment Studio, we conduct employee performance evaluations biannually. 

This schedule allows us to regularly assess progress, set new goals, and provide timely feedback to ensure our team remains engaged and supported. 

These evaluations are a collaborative process, blending formal one-on-one discussions with ongoing informal check-ins throughout the year. We use a combination of structured performance metrics, tailored to each role, and qualitative feedback from both team members and clients. 

For instance, we track client satisfaction scores, professional development progress, and each employee’s contributions to our integrated care model. This approach ensures that evaluations are comprehensive and aligned with our mission to provide exceptional, multidisciplinary care. 

An example of this process in action is when I identified one of our newer physical therapists struggling to confidently manage complex cases. 

Leveraging my more than 30 years of experience, I mentored them through case studies and invited them to shadow me with athletes recovering from post-surgical rehabilitation. 

We incorporated a professional development plan into their evaluation, including additional training and regular case reviews. Within six months, their confidence had grown significantly, and they received glowing client feedback, particularly from patients dealing with similar challenges. 

This success story highlights how combining structured evaluations with tailored mentorship not only benefits the employee but enhances the overall quality of care we provide at The Alignment Studio.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Quarterly Evaluations for High Standards

At Ozzie Mowing & Gardening, I conduct employee performance evaluations on a quarterly basis. 

I believe regular feedback is key to maintaining high standards and ensuring the team consistently delivers exceptional results for our clients. 

With over 15 years of experience in the industry and a strong foundation in horticulture, I’ve developed an evaluation system that combines practical observation, client feedback, and employee self-assessment. 

During the evaluation process, I spend time working alongside each team member to see their skills in action, assess their knowledge, and provide on the spot coaching where needed. This hands-on approach ensures I can tailor feedback to their strengths and areas for improvement. 

Additionally, we collect client reviews and comments regularly, which give us valuable insights into how well we’re meeting expectations.

One example that stands out is when we hired a new team member who had little professional gardening experience but a clear passion for the field. 

Through regular evaluations and mentoring, I was able to guide them in developing essential skills like plant care techniques and efficient lawn maintenance. 

By setting measurable goals during each evaluation and using visual tools like before and after photos of projects to track progress, this team member quickly became one of our most reliable staff members. 

This structured, supportive process not only improved their performance but also enhanced the overall quality of our services. 

My qualifications and experience gave me the ability to spot their potential early on and provide the tools they needed to succeed, which ultimately strengthened our team as a whole.

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

Continuous Feedback and Real-Time Recognition

At Give River, we conduct employee performance evaluations with a focus on fostering a culture of gratitude and emotional intelligence, rather than limiting ourselves to traditional timelines. 

How frequently we evaluate isn’t set in stone—sometimes it’s weekly, other times it aligns with milestones like project completion. 

Our Insights Dashboard helps track real-time engagement and feedback, allowing us to adapt our evaluation frequency and approach continuously. 

Using tools like our Feedback Friday, we capture the team’s pulse regularly, ensuring concerns are addressed promptly. This encourages open dialogue and continuous improvement, aligning with our mission to create supportive environments. 

The positive loop of feedback from gamified challenges and recognition efforts has, for example, revealed an 88% increase in motivation and engagement among employees who felt valued. 

Making employee recognition a natural part of daily communication has been facilitated through integrations with platforms like Slack and MS Teams. 

These methods not only improve real-time evaluations but also instill a sense of belonging and appreciation across teams, which bolsters performance. 

My podcast and broader initiatives also emphasize these strengths, helping working moms integrate career growth and personal joy seamlessly. 

At Give River, we prioritize ongoing employee development rather than traditional performance evaluations. 

Inspired by Positive Intelligence and emotional intelligence principles, we emphasize continuous feedback and real-time recognition. This approach stems from my diverse career experiences, where recognizing and appreciating individual strengths significantly boosted team morale and productivity. 

We use our own platform’s innovative features, such as Feedback Friday, to capture regular employee insights. This method ensures feedback is timely and actionable, fostering a culture of open communication and continuous improvement. 

Our unique ‘drops’ system rewards team contributions, promoting engagement and motivation. For instance, after implementing a pilot of our gamified recognition tools, we noted a 20% increase in employee engagement within a month. 

This reinforces the belief that continuous, meaningful recognition can reduce burnout and increase overall workplace satisfaction.

Wayne Lowry SBS
CEO, Scale by SEO

Aligning Evaluations with Milestones and Initiatives

In my previous role as the head of a company with over 500 employees, I learned the importance of integrating innovative solutions into our operations. 

We didn’t follow a traditional performance evaluation schedule. Instead, we aligned assessments with specific company milestones and healthcare initiatives that directly impacted our bottom line. 

For instance, when we implemented the Frontier Direct Care program, we closely monitored employee health engagement and related performance metrics, which significantly reduced healthcare costs. 

I found that direct feedback and engagement were more effective than formal reviews. We encouraged open communication between employees and managers, allowing real-time adjustments and support. 

This approach fostered a culture of continuous improvement and accountability, aligning personal development with the company’s strategic goals. 

Incorporating DPC principles into our evaluation process also highlighted the importance of personalized care—not just in health but in professional development. 

By focusing on individual needs and strengths, we created a supportive environment that empowered employees to excel, much like the personalized healthcare model we advocate at Best DPC.

Matt Meadows
Founder, WorkStory

Monthly or Quarterly Check-Ins

In our experience, the traditional annual review often falls short in fostering meaningful growth. Instead, we’ve seen the most success when organizations embrace more frequent conversations—monthly or quarterly check-ins. 

These regular touchpoints allow for timely feedback, reduce recency bias, and create an ongoing dialogue that supports both employees and managers. 

To make this approach effective, it’s helpful to combine methods like one-on-one conversations and peer feedback with tools that simplify the process. 

Finding tools that help to aggregate all of that information helps to make the process more effective while also alleviating managers’ workloads. 

When feedback becomes part of the rhythm of work rather than a once-a-year event, it drives performance improvement in a way that annual reviews simply can’t match. The employee improves more quickly and the organization benefits as a result.

Dennis Lenard
CEO & Co-Founder, Creative Navy UX Agency

Uncovering Real Value of Daily Interactions

Managing an international remote team of design professionals means rethinking performance reviews to make them collaborative, continuous, and supportive. 

Rather than rigid, top-down evaluations, we focus on fostering open communication and empowering the team to thrive.

Formal check-ins happen every three months, where we review goals, align on priorities, and map out personal growth. 

However, the real value lies in our day-to-day interactions, which cover ongoing feedback, and problem-solving sessions. I trust my team to voice their needs and challenges, and my role is to provide the resources, guidance, and space for them to succeed.

We rely on simple yet effective tools like Calendly for scheduling and Notion for tracking progress, sharing updates, and maintaining transparency. 

This approach creates an environment of trust and agility, where feedback flows both ways, and performance is less about a singular review and more about continuous improvement and collaboration.

Courtney Zalesak
Vice President, Malek Service Company

Biannual Evaluations with Seasonal Alignment

In my role as Vice President at Malek Service Company, we conduct employee performance evaluations biannually as part of our Total Protection Plan initiative. This approach allows us to align evaluations with key seasonal maintenance periods in our industry. 

By evaluating performance alongside these critical business operations, we ensure our team is effectively contributing to our core services of HVAC, plumbing, and electrical maintenance.

I prioritize using a blend of qualitative feedback from customers and quantitative performance metrics. 

For instance, we analyze customer feedback forms and service completion rates to assess technician performance. This dual approach provides a comprehensive view of employee effectiveness, ensuring our high standards of customer service and technical expertise are maintained.

We also incorporate continuous skills training and technology updates into our evaluation process. 

By doing so, we not only assess past performance but actively support future growth, ensuring our team is prepared to use and implement the latest industry innovations. This proactive strategy keeps us at the forefront of service excellence.

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.

Recent Posts