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Addressing Burnout: Strategies for a Healthier and More Productive Workforce

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Addressing Burnout: Strategies for a Healthier and More Productive Workforce

How are leading organizations tackling the growing challenge of employee burnout? 

What are the most prevalent factors contributing to this issue across different industries, and what proactive steps can companies take to mitigate its impact? 

In this post, we seek answers from the front lines, gathering insights from experienced HR and business leaders. 

We asked them to pinpoint the primary cause of burnout within their respective industries and to detail the specific initiatives or strategies their organizations have implemented to address this critical issue. 

Their responses offer a roadmap for building a more resilient and engaged workforce, highlighting the importance of proactive intervention and a commitment to employee well-being.

Read on!

Beryl Krinsky
Founder & CEO, B.Komplete

Lack of Work-Life Balance

As the owner of a Corporate Wellness Firm, we see employee burnout with our clients across many sectors. 

One of the biggest burnout contributors is a lack of work-life balance. 

We speak with employees who tell us that they are checking their email at night, on the weekends, and aren’t scheduling time for self-care and relaxation. 

We have also seen employees who are constantly on their phones – scrolling on social media, checking email, texting, and more. 

This also leads to burnout.

To help combat this, we offer a variety of wellness programs around mindfulness, self-care, and resiliency. 

For example, we have a Wellness Station that teaches employees about mindful living and balance in an accessible and actionable way. 

We offer workshops to help bring mindfulness to life, and ways to develop self-care routines. 

We also teach a “power of productivity” workshop that brings to life the danger of always being “on” and how to get more done, effectively, so that you have time for rest and relaxation.

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

Micro-Decisions Overwhelm Employees

People think it’s from long hours or tough customers. 

That’s surface-level stuff. The real killer is actually micro-decisions. 

A hundred small choices pile up like pricing tweaks, route adjustments, and scheduling shifts. The brain overheats. Energy drains before the real work even starts.

We stripped that out. Simple playbooks for repetitive tasks. AI-assisted scheduling. Pre-set responses for common customer issues. 

Employees use their brainpower where it counts, not on “Should I approve this minor change?” or “What’s the best response for a late return?” 

The less they think about the routine, the more energy they have to handle the unexpected.

Amaury Ponce
Business Owner, Ponce Tree Services

Physical Demands and Extreme Weather

The most prevalent contributing factor to employee burnout in the tree service industry is the physically demanding nature of the work combined with extreme weather conditions. 

Climbing trees, operating heavy equipment, and performing hazardous removals require intense physical exertion, and doing so in extreme heat or cold only adds to the strain. 

Over time, this leads to exhaustion, increased risk of injury, and a decline in overall morale. With more than 20 years in the industry and as a certified arborist, I’ve seen firsthand how burnout can impact both safety and efficiency, so I’ve made it a priority to implement strategies that keep my team both physically and mentally strong. 

At Ponce Tree Services, we combat burnout by enforcing structured rest periods, rotating crews on high intensity jobs, and investing in top-quality safety gear to reduce strain. We also focus on ongoing training, ensuring employees use the most efficient climbing and cutting techniques to minimize fatigue. 

Additionally, we promote a strong team culture by encouraging open communication, recognizing hard work, and providing growth opportunities within the company. Because I’ve been in their shoes since childhood, I understand exactly what it takes to keep a crew motivated and safe. 

These efforts have led to lower turnover, fewer injuries, and a team that feels valued and energized, which ultimately results in better service for our clients.

David Holman
CEO, Weepli

High Customer Expectations

In the high-stakes arena of insurance tech, burnout doesn’t announce itself. It creeps in. Customers expect instant everything, and the race to meet those demands never slows.

So, we fought back. First, AI chatbots absorbed Tier 1 inquiries, slashing manual workload by 40%. Second, we carved out deep work blocks with uninterrupted hours free from meetings and group chats. But the real game-changer was switching to a four-day workweek.

Same output, fewer hours, and no productivity loss. The verdict is that burnout is inevitable when you push people too much. Sometimes, you need to restructure.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Physical Exhaustion and Seasonal Demands

One of the biggest contributing factors to employee burnout in the gardening and landscaping industry is physical exhaustion combined with seasonal demand fluctuations. 

Long hours spent in the sun, handling heavy equipment, and performing repetitive manual labor can take a serious toll on the body, especially during peak seasons when customer demand is high. 

Without proper recovery time and a structured workflow, fatigue sets in quickly, leading to burnout and reduced job satisfaction. 

To tackle this, I implemented a structured rotation system at Ozzie Mowing & Gardening, ensuring that team members alternate between physically demanding tasks and lighter duties. 

This strategy, combined with mandatory hydration and break periods, has significantly reduced fatigue while maintaining high-quality service. 

My 15 years of experience in the industry, coupled with my horticulture certification, allowed me to recognize early signs of burnout and implement proactive solutions. I introduced skill development sessions where team members can rotate into design and consultation roles, giving their bodies a break while expanding their knowledge. 

Not only has this improved morale, but it has also enhanced service quality, as employees feel more valued and engaged in the broader scope of gardening and landscaping. 

By prioritizing both physical well-being and career growth, we’ve created an environment where employees stay motivated and passionate about their work, leading to better results for both our team and our clients.

Abhishek Shah
Founder, Testlify

Pressure to Meet Hiring Targets

In the tech and recruitment industry, one of the biggest causes of burnout is the constant pressure to meet hiring targets and tight deadlines while managing high volumes of candidates. 

This fast-paced environment can lead to mental fatigue and disengagement. 

To tackle this, we focus on workload balance, flexible work arrangements, and clear priority setting. Regular check-ins, mental health resources, and encouraging employees to take breaks help maintain well-being. 

Most importantly, fostering a culture where people feel supported—not just pressured to perform—goes a long way in preventing burnout.

Nik Aggar
Business Development Manager, Outstaff Your Team

Heavy Workloads and Tight Deadlines

In the staffing industry, burnout is a real challenge, and one of the most prevalent contributing factors is heavy workloads with tight deadlines. 

I’ve seen firsthand how the fast-paced nature of our work such as juggling client demands, filling positions quickly, and managing multiple accounts can overwhelm even the most dedicated professionals. 

According to recent surveys, over 50% of workers in the U.S. report burnout due to long hours and rising stress levels, which is common in industries like ours where responsiveness is critical.

To combat this, we implemented several initiatives. One standout strategy is flexible work arrangements. We’ve introduced remote work options and adjustable schedules to help our team balance their personal and professional lives better. 

For example, recruiters can work from home on days when they’re not meeting clients or candidates in person. This flexibility has been a game changer for reducing stress. We’ve also prioritized mental health support by offering access to wellness programs and encouraging regular breaks. 

For instance, we’ve set up “mental health days” where employees can take time off without guilt if they feel overwhelmed. Additionally, we conduct regular workload check-ins to ensure tasks are distributed fairly and no one feels buried under unrealistic expectations.

Another initiative is fostering open communication. Weekly one-on-ones between team members and managers allow us to identify early signs of burnout and adjust workloads proactively. We also encourage employees to set boundaries like turning off notifications after hours to prevent the “always-on” syndrome.

Tim Alagushov
COO, IRBIS Air, Plumbing & Electrical

Physical Strain and Long Days

It is a huge challenge right now to get people interested in joining the home services industry as technicians or otherwise. 

We are fortunate that most of the people in our company are fairly young; however, ensuring that they enjoy long, fruitful careers is a concern of mine and something I’ve thought a lot about. 

In the past, and at other companies still today, home service technicians often had to perform demanding physical jobs while also working long days and spending hours in the car fighting traffic. At IRBIS Air, Plumbing & Electrical, I’ve dedicated a lot of time to solving this problem. 

One of the best solutions I’ve found is to ensure our technicians have adequate support. This means hiring support staff to manage things like equipment orders, customer service calls, project management support, and basically any task that takes technicians away from performing actual services. 

We also work to optimize their job schedule geographically to ensure that they aren’t spending an excessive amount of time driving between jobs or in traffic. 

Providing this level of support to our technicians helps narrow their responsibilities so that they can focus on their primary job without being pressured to go into overtime due to administrative responsibilities. Teamwork and workflow management are the best safeguards against burnout. 

We also work hard to proactively manage our busy seasons, ensuring that team members have the opportunity to take their vacation time when they need it while still being able to stay on top of their work goals. 

Work-life balance can be very difficult in service-based industries like ours, but as a manager, it is my job to help my team achieve this.

Ivan Rodimushkin
Founder & CEO, XS Supply

Constant Changes and Stress of Staying Updated

Constant technological changes and the need to stay updated can cause burnout. 

Our industry requires continual learning and adaptation to new medical technologies and supply chain innovations. 

This pressure to keep pace with technological advancements places a heavy burden on our staff. It’s mentally exhausting and relentless.

We invest in training and development to ease the burden of technological changes. 

By keeping our team well-informed and skilled, we reduce the stress associated with adapting to new systems. Regular workshops and seminars provide the tools they need to feel confident and competent. 

This ongoing education helps mitigate the stress of continuous adaptation.

Tanya Borovskaya
HR Director at Famesters

Compensation, Goals, and Performance Anxiety

At Famesters we specialize in influencer campaigns showing visible results, so our success is proved by performance-based metrics, which might actually be called the most contributing factor leading to burnouts. 

Agencies most often use commission-based compensation, where a significant part of the manager’s income is tied to the success of campaigns launched. This creates a direct financial incentive to achieve high performance, which can be stressful. In case campaigns don’t perform as expected, managers may face pressure increasing their stress level.

To address this issue, we encourage work-life balance and make sure that managers promptly use their paid time off and scheduled breaks to prevent burnouts. 

Teams have shifted working hours in accordance with the regions they work with. We have developed a mentoring program so that managers can address more senior colleagues for help and advice. 

And of course we constantly consult and train our clients about the nuances of influencer marketing to reduce micromanagement and unrealistic demands.

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

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

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

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Employee-Focused Initiatives: Insights from HR and Business Leaders

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Employee-Focused Initiatives: Insights from HR and Business Leaders

How are HR and business leaders strategically investing in their employees? 

What are the key priorities guiding the development and implementation of new employee initiatives? 

To gain insight into these critical questions, we turned to the experts. 

In this post, we’ve assembled a panel of HR and business leaders, asking them to share details about their most recent significant employee initiative. 

They reveal not only the specifics of the program itself but also the underlying objectives and strategic factors that motivated its creation. 

Their responses here offer a valuable perspective on how organizations are aligning their employee initiatives with broader business goals and creating a more positive and productive work environment.

Read on!

Chris Dyer
Keynote Speaker on Culture, ChrisDyer.com

Launch Sustainable Balance Program to Combat Burnout

The most significant employee initiative I launched five years ago was our “Sustainable Balance Program,” which aggressively addressed burnout by mandating disconnection. 

We instituted policies that prohibited after-hours work communications, required employees to use their full vacation days annually, and enforced a strict “if you were wired, you were fired” rule barring work during time off. 

To operationalize this, we automatically deleted all emails received during vacations—ensuring employees returned to an empty inbox—and held team catch-up meetings on their first day back to streamline reintegration. 

The key objectives were to dismantle our “always-on” culture, reduce chronic stress, and rebuild trust in work-life boundaries. 

This was driven by alarming burnout-related turnover, declining morale, and employee feedback citing unsustainable workloads. 

The results were transformative: within two years, employee satisfaction scores surged, burnout vanished as a recurring concern in engagement surveys, and voluntary turnover dropped to near-zero levels. 

By prioritizing recovery as non-negotiable, we proved that respecting employees’ downtime wasn’t just humane—it was a strategic advantage. 

The program became a cornerstone of our culture, demonstrating that systemic change, not individual resilience, solves burnout.

Mark Krajnik, LSSGB, CPC
CEO, Performance Mindset Associates

Implement REAL Goal Achievement for Career Growth

We launched a new process that focuses on goal achievement, rather than just goal setting, that positioned each employee with the focus, support, and tools to grow their career and achieve their immediate professional goals, REAL Goal Achievement. 

The REAL Goal Achievement process provides a proven approach that builds in accountability, so your focus remains on the achievement of your top professional goals. 

The driving factors around the development of REAL Goal Achievement were the lack of focus on completion of what was started, the inability to motivate individuals to complete any SMART Goal, and the ability to maintain passion through completion of a professional goal. 

The REAL Goal Achievement process revolutionized the way we look and attack our professional goals. 

Now, we flipped the script on underperformance through the adoption and implementation of REAL Goal Achievement.

Ronak Kothari
Owner, Ronkot Design, LLC

Adopt Advanced Social Media Tools

At Ronkot Design, we’ve recently focused on empowering our team through the adoption of advanced social media management tools like Buffer and Zoho Social. 

This initiative aimed to streamline our marketing operations and improve digital engagement. 

Given my decade-long experience in strategic marketing and branding, I recognized a need for tools that facilitate broader reach and improved content management.

We specifically targeted these platforms to empower our teams to plan, schedule, and track digital campaigns efficiently. 

This was particularly motivated by the desire to augment our clients’ online visibility, similar to our successful website revamp for the Southlake Chamber of Commerce, which increased their sign-ups by 25% in just three months.

This initiative was primarily driven by understanding the importance of having real-time analytics and a robust digital presence, especially during crises like COVID-19, which taught us the necessity of agile digital strategies. 

Our hands-on approach, ensuring tools are effectively integrated into daily workflows, not only boosted our team’s productivity but also aligned closely with our client’s evolving digital needs.

Victor Santoro
Founder & CEO, Profit Leap

Implement AI-Powered Continuous Training and Development

At Profit Leap, our most recent significant employee initiative focuses on implementing continuous training and development custom for each team member through our AI-powered tools like HUXLEY. This initiative is driven by the need to keep our workforce agile and innovative in a rapidly evolving business landscape, ensuring that all employees are equipped with the latest knowledge and skills.

One of the key objectives is to align these training programs with personal areas of interest and career growth paths using the insights provided by our AI systems. By integrating AI, we’ve personalized learning experiences that not only improve individual competencies but uplift team dynamics and efficiency. Since this implementation, we’ve seen productivity increase by 30% across teams involved in business scaling strategies.

A practical example is when we used our 8 Gears of Success framework to re-evaluate employee training gaps, focusing on SMART objectives aligned with business goals. This approach has dramatically improved both workforce satisfaction and client deliverables, clearly illustrating the power of combining technology with strategic planning for personal and organizational growth.

At Profit Leap, our most recent employee initiative was the implementation of the Huxley mentorship program. The primary goal was to foster a culture of continuous learning and innovation within our company. This program pairs experienced employees with newer hires to share strategic insights and leadership skills, encouraging mutual growth and development.

One motivating factor was the observation that 65% of new ventures fail due to people issues, often at the senior level, as cited by McKinsey. By identifying and nurturing key competencies early on through mentoring, we aim to build stronger and more cohesive teams. This initiative has already shown promising results in improving employee satisfaction and productivity.

In an example of success, we have seen significant improvement in project outcomes at ThirdEye Technologies after adopting a similar delegation approach. By tailoring tasks to employees’ strengths within the mentorship framework, not only did efficiency rise, but there was also a noticeable increase in ownership and accountability. This initiative underscores our belief in the power of shared knowledge and strategic alignment within teams.

Elmo Taddeo
CEO, Parachute

Develop Personalized Learning and Development Platform

The most recent major employee initiative at Parachute is our “Personalized Learning and Development Platform”. 

It’s designed to help employees grow in their careers with customized training, mentorship, and skill-building activities. 

Each team member can access learning paths based on their goals and current skill set. This gives them a clear way to strengthen their abilities, advance within the company, and stay engaged in their work. 

The platform was built to address key challenges. Employees wanted training that matched their roles and ambitions, and we listened. It also helps us close skill gaps, ensuring our team stays ahead in an industry that’s constantly changing. Offering clear career progression keeps employees motivated and strengthens retention. 

When people see real opportunities for growth, they are more likely to stay and contribute at a higher level. 

We developed this initiative in response to workforce shifts, employee feedback, and the need to attract top talent. The job market moves fast, and continuous learning is essential. 

Our team asked for more personalized career development, and we made it happen. Investing in our people also gives us an edge in hiring and retaining skilled professionals. 

A team that’s always improving is a team that delivers the best results.

Lawrence Guyot
President, ETTE

Implement Flexible Work-From-Home Policy

At ETTE, our latest employee initiative was the implementation of a flexible work-from-home policy, leveraging advanced remote access technology. 

This development was motivated by the need to improve work-life balance for my team while maintaining productivity. 

By integrating secure remote access solutions, we’ve seen a 15% increase in employee productivity, evidenced by improved project turnaround times and improved team collaboration.

We’ve addressed some of the most common productivity challenges, like time management and remote access to crucial resources. 

For example, implementing mobile applications for timesheet management has streamlined our processes, allowing our employees to log hours efficiently from anywhere, resulting in a 10% reduction in admin overhead. 

This initiative aligns with IT strategies we’ve successfully implemented for our clients, demonstrating its effectiveness internally as well.

Moreover, we’ve undertaken strategic IT planning to ensure each team member has access to the necessary technology custom to their role.

We believe in reinforcing technology adoption through our consulting practices, ensuring our team is both comfortable and motivated to use these tools to their full potential. 

Our focus on operational efficiency and strategic technology use is helping our staff thrive in a flexible work environment.

Craig Lewis
Founder & CEO, Gig Wage

Enhance Financial Literacy and Well-being

At Gig Wage, our most recent significant employee initiative focused on enhancing financial literacy and well-being for our team, reflecting our commitment to empowering both internal staff and the gig workers we serve. 

We launched a comprehensive program that provides personalized financial planning sessions and workshops aimed at understanding the gig economy’s financial intricacies.

The motivation behind this initiative was to address the unique financial challenges faced by employees who work with gig contractors, ensuring they are as informed and prepared as possible. 

This aligns with our mission to lift the financial experience for gig workers and contractors on our platform.

By equipping our employees with better financial acumen, they can better support our community of users and contribute to the innovative solutions Gig Wage offers, like faster payment cycles. 

We’ve seen a tangible increase in employee engagement and satisfaction, which has a direct positive impact on our service delivery.

Charles Berry
Director, Zing Events Limited

Create Innovation Lab for Team Building

As a leading team building company for most of the FTSE 250, we’re under constant pressure to develop new and innovative activities, so our most recent significant employee initiative was the “Innovation Lab”—a dedicated space for employees to pitch, test, and develop new team building concepts. 

The key objective was to foster creativity, collaboration, and continuous improvement, ensuring we stay ahead in delivering fresh, engaging experiences for our clients. 

This initiative was driven by our belief that the best ideas come from within the team, and giving employees the freedom to experiment and contribute directly to our product offerings boosts both engagement and job satisfaction. 

By encouraging a culture of innovation, businesses can empower their teams, enhance problem-solving skills, and ultimately drive long-term growth.

Ryan T. Murphy
Sales Operations Manager, Upfront Operations

Streamline CRM and Sales Operations with AI

At UpfrontOps, our most recent significant employee initiative revolved around streamlining CRM and sales operations through AI automation. 

The key objective was to improve productivity and reduce the manual workload for our team members, allowing them to focus more on strategic tasks rather than repetitive processes. 

This initiative was driven by our rapid growth and the need to maintain efficiency while scaling operations.

One concrete example of its impact was with our pipeline optimization. 

By implementing AI-driven analytics solutions, we achieved a 33% reduction in lead processing time, which directly contributed to a 73.3% annual growth rate. 

This initiative not only improved our team’s productivity but also bolstered our ability to secure partnerships with major industry players like AT&T and AWS.

For those looking to replicate this, I recommend starting with clear objectives for AI deployment, and aligning them with the company’s growth goals. 

Pilot the AI tools with teams who will benefit most and adjust based on feedback. This ensures a seamless integration that genuinely improves efficiency and drives tangible results.

Justin McKelvey
Founder, SuperDupr

Improve Innovation and Collaboration Through Workshops

At SuperDupr, we recently launched an initiative to improve innovation and collaboration among our team members through cross-disciplinary workshops. 

The key objective was to break down silos and leverage diverse expertise to foster creative problem-solving, crucial for our AI-driven solutions. 

This approach emerged from recognizing that diverse perspectives often lead to more robust and effective digital strategies.

A concrete example is when we brought our marketing, design, and development teams together to refine our AI automation offerings. This collaboration not only improved our services-boosting client satisfaction by 15%-but also cultivated a culture of shared knowledge and inclusivity. 

The success of this initiative reflects our commitment to continuous improvement and the creation of outstanding digital products, a testament to the value of integrated teamwork.

At SuperDupr, we recently launched a dynamic employee initiative focused on skills improvement through AI-driven automation training. Our aim was to empower our team with cutting-edge skills in automating business processes, reflecting our core mission of time and cost savings for our clients. 

Given our team’s diversity and talent, this initiative was crucial in keeping pace with market demands and delivering exceptional solutions.

This program was motivated by the success we’ve seen with projects like Goodnight Law, where we implemented automation strategies that improved client operations and satisfaction. 

By equipping our team with the latest in AI technology skills, we improve our internal productivity and continue providing unparalleled value to our clients.

In the initial phase, participants reported a 20% increase in efficiency in handling routine tasks, allowing them to focus on creative and strategic areas. 

This focus on continuous learning and staying ahead of technological trends ensures we remain industry leaders and a trusted partner to our clients.

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

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

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

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Jeffrey Beeson – Talent Labs: Pioneering Network-Centric Talent Management

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Talent Labs: Pioneering Network-Centric Talent Management

Jeffrey Beeson

In today’s business environment, talent management has become a critical priority for organizations. As the demand for a skilled, adaptable workforce intensifies, the complexities of finding, developing, and retaining suitable talent increase as well.

One major obstacle is the relentless pace of technological change. Automation, AI, and digitalization are reshaping roles and skills at an unprecedented rate. One example of addressing such rapid change is Deutsche Bank. To remain competitive in a tech-driven financial landscape, it has invested in AI capabilities in addition to upskilling employees. The rapidly changing skill requirements in this industry underscore the urgent need for continuous learning throughout organizations. Business success depends on fostering a culture of adaptability that bridges imminent skill gaps.

Furthermore, a profound demographic shift compounds the talent challenge. As the current workforce ages and employees retire, companies are faced with critical knowledge gaps. SAP, a cloud-based service provider, has successfully navigated such workforce transition. To meet its demands, the company attracts younger talent while re-skilling existing employees to support its digital transformation and sustainability goals. Flexibility, meaningful work, and a values-based culture are all key drivers of cross-generational retention.

Going one step further, SAP recognizes that holistic support is essential to sustain employee engagement. Its Global Mindfulness Practice is one example of SAP’s cutting-edge approach to supporting the development, engagement, and retention of its multi-generational workforce.

With so much at stake, a pressing question concerning talent management arises: How can organizations not only navigate these talent challenges but also thrive? Addressing this question requires fresh thinking, bold strategies, and a willingness to redefine conventional talent practices from a network perspective.

Why the talent challenge is a network issue

Over the past two decades, network science has revealed that every complex system — including organizations — is structured as a network. In an organizational context, networks consist of individuals who are connected through flows of information, expertise, and influence. Unprecedented connectivity generates continuous information flows across individuals and departments. This creates both opportunities as well as complexities.

The prevailing recruitment challenge provides an example of the impact of information flows. Finding a new job has become easier than ever before with position openings appearing continuously on platforms like LinkedIn. This ease of connectivity and resulting visibility of various employment opportunities means organizations must work even harder to retain talent.

Talent retention is also closely tied to the strength of networks. Research reveals that 76 percent of employees who have close friends at work are more likely to stay with their employer. This underscores the importance of cultivating strong interpersonal connections throughout an organization.

When talent challenges like acquisition, development, and retention are rooted in network dynamics, the solutions to these issues must also address the current network traits.

The role of Talent Labs: A bridge to network-centric talent management

Talent Labs serve as experimental environments in which organizations can explore, test, and refine network-based approaches to talent management. Acting as experimental environments, these labs are tailored to the specific needs of a company and its workforce. They allow organizations to pilot innovative strategies for talent acquisition, development, and retention, and then fine-tune them before scaling the initiative. By bridging traditional and network-centric talent management practices, Talent Labs empower organizations to build a resilient, connected workforce that can thrive amid evolving challenges.

Talent Labs incorporate a range of innovative network-driven strategies, including:

Relationship Mapping – This tool maps the connections between individuals or groups within a network, making it easier to identify key influencers, understand communication patterns, and reveal collaboration opportunities. The strategic visualization enables organizations to leverage existing networks to strengthen internal connectivity and optimize the flow of resources.

Social and Emotional Competence Training – The quality of connections in a human-centric network is deeply linked to social and emotional skills. Social and Emotional Competence Training is a structured approach that improves the quality of relationships within the network, reducing stress and enhancing communication. In fostering these skills, organizations boost network resilience and promote a more supportive, connected culture.

Strength-Based Assessments – In any network, energy flows most effectively through individuals’ strengths. Strength-Based Assessments help leaders tap into these natural energy channels by recognizing and activating what people do best. These assessments focus on individual strengths as a way to improve collaboration quality, resulting in more engaged, productive teamwork.

Network Connection Modules – These small-format, virtual sessions (for 10–25 participants) emphasize peer-to-peer learning and network building. Each 90-minute session follows a structured content plan, guided by a trained Learning Ambassador, to promote active engagement and meaningful knowledge-sharing among participants.

Community Learning Events – Designed for up to 200 participants, these events can run from 90 minutes to a half-day and are adaptable to in-person, virtual, or hybrid formats. They focus on community building and exchanging best practices. Community Learning Events foster a networked learning culture, promote collaboration, and strengthen organizational connectivity.

Through Talent Labs, organizations transition from traditional talent management to an adaptable, network-centered model that not only meets current demands but also positions them for future success. This approach addresses root talent challenges, while building a sustainable, interconnected workforce ready for the complexities of a rapidly evolving landscape.

About the Author

Jeffrey Beeson has spent decades serving thousands of leaders and leading culture transformation initiatives for multi-national corporations. He is the founder of Ensemble Enabler, fostering agile organizational cultures and advanced leadership.

His new book, Network Leadership: Promoting a Healthier World through the Power of Networks (Cambridge University Press, Dec. 31, 2024), describes how newly emerging network science applies to organizational leadership today.

Learn more at networkleadership.eu.

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.

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Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

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Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

How can organizations identify and support employees who may be experiencing loneliness, even within a seemingly bustling workplace? 

What are the specific roles that are most susceptible to isolation, and what proactive measures can HR teams implement to foster a greater sense of belonging? 

To answer these critical questions, we turned to our experts from the HR Spotlight community. 

These compiled insights feature responses from seasoned HR and business leaders, sharing their perspectives on the often-hidden issue of workplace loneliness. 

They reveal the roles they’ve found to be most at risk and detail the effective HR strategies they’ve implemented to address feelings of isolation, offering a blueprint for building a more connected, supportive, and ultimately, more successful organization.

Read on!

Michelle Enjoli
Career Development Speaker & Coach, Michelle Enjoli International

Support Senior Leaders with Mentorship

The role of a senior leader is often one of the loneliest in most organizations. 

Many of my clients share this experience, largely due to the perceived power and authority associated with their positions. 

Senior leaders are frequently required to make tough decisions and set firm boundaries, which can lead to a sense of isolation. This disconnect often stems from the leader feeling distant from the rest of the workforce. 

A valuable strategy for HR to support these leaders is to offer mentor opportunities and provide education on how to build meaningful connections with colleagues and employees, while still maintaining effective leadership.

Ekta Capoor
Director, Co-founder & Editor-in-Chief, Amazing Workplaces

Implement ‘Culture-in-a-Box’ for Remote Workers

Roles such as remote workers and engineers are particularly vulnerable to loneliness due to their physical isolation and limited exposure to company culture. 

This often leads to indifference and a sense of disconnection from the organization.

To address this, HR can implement a “Culture-in-a-Box” program—a curated experience sent to remote employees that includes interactive materials, virtual reality office tours, and company-branded items. 

This provides them with a tangible connection to the organization.

Additionally, leveraging immersive tech like AR/VR for team meetings or onboarding can create engaging, shared experiences, bridging the gap between remote and in-office employees. 

Another unique approach is a “Culture Ambassador Buddy”—assigning an in-office employee to act as their go-to connection for updates, check-ins, and cultural integration.

Focusing on meaningful experiences rather than generic check-ins ensures remote employees feel like integral contributors, not just distant participants.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Foster Inclusion Through Cross-Departmental Mentoring

In my experience, roles that are naturally more isolated, such as remote workers, traveling salespeople, night shift employees, or those in highly specialized positions, tend to experience loneliness even in larger workplaces. 

For example, IT professionals in smaller teams or employees in back-office operations often feel disconnected from the core functions of the business. 

This loneliness can lead to disengagement, reduced productivity, and even higher turnover rates. Left unaddressed, it can impact not only the individual but also the organization’s overall morale and performance.

One example from my career involved working with a mid-sized logistics company in the US. 

Their warehouse and back-office staff consistently reported feeling disconnected from the main office and upper management. 

Using my years of experience and the insights from my study on 675 entrepreneurs, I implemented a strategy that included cross-departmental mentoring, regular town hall meetings via video conferencing, and recognition programs that celebrated the contributions of every team member, regardless of their location or role. 

We also introduced weekly check-ins for remote employees and created an internal social platform for communication and collaboration. 

Within six months, employee engagement scores improved and turnover in those roles decreased significantly. 

This showed me that by fostering inclusion and frequent communication, even the most isolated employees can feel like vital parts of the organization.

Modestas Mankus
Founder, Talks Grow

Promote Inclusive Communication and Peer Support

Roles like remote workers, new hires, and specialized positions like data scientists) often feel isolated despite being in busy workplaces. 

At Talks, we combat this by fostering inclusive communication like virtual coffee chats and creating peer support networks. 

For example, pairing new hires with mentors. 

Celebrating small wins and promoting work-life balance also help.

Rejoyce Owusu
Vice President of Human Resources, Umatta Consulting

Organize Retreats and Team-Building for Executives

Employee loneliness is common in senior management positions in organizations. 

They are frequently placed in roles requiring them to lead large groups of people on incentive and goal-oriented projects that can be exceedingly demanding. As a result, they frequently have few social functions associated with their employment. 

Intentional quarterly retreats and team-building events with the senior C-suite are two excellent human resource initiatives for addressing feelings of isolation among individuals in these positions. 

Furthermore, there may be deliberate support for the C-suite both within and outside of the firm. 

This could provide information to the human resources department on the executives’ mental and emotional health. 

As a result, there is an employee assistance program.

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

Cultivate Emotional Intelligence and Recognition

From my diverse career, including roles in high-pressure environments like TV hosting and advertising, I’ve observed that roles such as middle management and data analysis can lead to employee loneliness. 

These positions often involve sitting at a desk with minimal interaction or being stuck between operational duties and upper management expectations, which can isolate individuals.

To combat this, I focus on cultivating workplace cultures that prioritize emotional intelligence and recognition. 

For instance, at Give River, we integrate real-time recognition tools, allowing peers to acknowledge each other’s efforts, promoting a sense of connection. Recognition six times a year can increase performance by up to 32%, demonstrating its power in mitigating isolation.

Furthermore, utilizing community impact initiatives, as we do at Give River, can improve human connection. Engaging in projects with social value helps employees in solitary roles find purpose and shared goals. 

This fosters a collective experience that strengthens team bonds, even in roles that traditionally suffer from loneliness. 

In my two decades of experience across varied workplaces, I’ve seen loneliness emerge, particularly in roles like sales teams and positions involving constant travel. These roles often require individuals to be away from the main office or work in different time zones, leading to feelings of isolation despite being part of a larger team.

To tackle this, at Give River, we emphasize the 5G Method, which includes community impact and recognition to bridge this gap. 

For instance, we employ gamified challenges that connect teams across geographies, building camaraderie through shared goals and achievements. This boosts engagement and creates a sense of belonging.

Data-driven insights from our platform help identify employees at risk of loneliness, allowing for custom interventions. 

We use real-time feedback loops, such as Feedback Friday, to ensure every voice is heard, creating channels for continuous support and connection among employees.

Tamar Blue
Chief Executive Officer, MentalHappy

Create Interactive Platforms for Remote Workers

In my experience as the founder of MentalHappy, roles that involve extensive remote work, such as customer support representatives or administrative assistants, can be particularly prone to feelings of isolation. 

These positions often lack face-to-face interaction, even in a populated workplace. 

At MentalHappy, we ensure our remote team members feel connected by organizing regular virtual support sessions and utilizing team-building exercises custom to their circumstances.

A concrete HR strategy is to create interactive platforms where employees can share their daily experiences and participate in peer-led discussions. 

For example, one initiative we’ve implemented is virtual coffee chats, allowing team members to connect informally and discuss non-work related topics, which has led to noticeable improvements in team cohesion and reduced isolation.

Additionally, tracking employee engagement through data-driven insights can help identify individuals at risk of feeling isolated. 

These insights enable us to personalize interventions, ensuring everyone receives appropriate support and fostering a more inclusive and connected work environment.

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Establish Local Networking Groups for Hosts

In Detroit Furnished Rentals, I’ve noticed that roles involving significant independence, such as independent hosts managing multiple properties, can often feel isolated. 

These positions lack the daily team interactions found in traditional workplaces, contributing to a sense of loneliness.

A strategy that has worked in my experience is creating local networking groups for hosts. 

These groups provide a platform to share experiences, challenges, and solutions, fostering a supportive community. By organizing regular meet-ups or workshops, hosts can engage with peers, reducing isolation.

Additionally, I’ve implemented feedback systems where hosts can share insights and receive constructive input from their peers. 

This not only improves operational efficiency but also builds a network of support, helping hosts feel more connected to their community and less isolated in their roles.

Avigail Lev
Founder, Bay Area CBT Center

Use Virtual Team-Building for Remote Employees

In my experience at the Bay Area CBT Center, I’ve observed that employees in roles requiring frequent travel or remote work often face loneliness. 

These positions, such as sales representatives or field technicians, separate individuals from their office community, creating physical and emotional gaps.

To address this, I’ve seen success with virtual team-building activities that encourage engagement beyond work tasks. Implementing regular video check-ins and virtual social hours can help bridge the gap and foster a sense of belonging among remote employees.

Additionally, organizations can provide mentorship programs that pair employees in isolated roles with more experienced colleagues. 

This nurtures a support network, allowing individuals to discuss challenges and share experiences, alleviating feelings of isolation.

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Promote Communication and Community for Remote Jobs

When it comes to loneliness at work, certain roles tend to face it more. 

I’ve seen it in remote jobs, especially in positions like content creators or UGC managers. These roles often involve a lot of solo work with minimal interaction with colleagues. 

For example, working on content for clients or brands can mean long hours alone at a desk, and the sense of isolation can be overwhelming. The lack of face-to-face connections might lead people to feel disconnected, even in larger organizations. 

HR can help by promoting better communication and creating a sense of community. It’s about creating open channels where employees can share ideas or check in with each other. 

Regular team calls, virtual events, or even informal online meetups can bridge the gap. 

Encouraging employees to collaborate on projects or even setting up mentorship programs can also help combat that feeling of being alone in their role. 

Simple steps like these make a huge difference in how employees feel connected to the team.

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

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

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

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Jessica Chivers – Success and Positive Impact: How Comeback Coaching Supports Returning Employees

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Success and Positive Impact: How Comeback Coaching Supports Returning Employees

– Jessica Chivers

Picture yourself 30 minutes late for supper at a friend’s apartment.

You’re one of nine guests and although you’re familiar with a few of them, the majority are strangers.

You arrive to find your table mates looking relaxed and enjoying animated conversation about something you know nothing about.

Pause and consider this: how do you feel as their heads swivel to say hello?

I’m guessing at least a little awkward and maybe questioning if you fit in here.

That scenario, and the feelings that go with it, is akin to what’s played out around the globe thousands of times a week as employees return to work after maternity leave, sick leave and other extended absences from work.

Hold that thought.

Comeback coaching for smooth workplace and career transitions

Workplaces with a strategic focus on homegrown talent and employee development have been using coaching to support career transitions for decades.

For instance, executive coaching for an established line manager who is moved to lead a team of technical experts in a field she has relatively little expertise herself.

Coaching supports her transition through an uncomfortable time where new behaviours and ways of thinking need to be cultivated.

Coaching cuts the time it takes for that manager to be delivering effectively by creating a space for honest discussion of difficulties, discomfort and doubt and the generation of very specific actions she can take to become more proficient and at ease in the new space.

Back to employees returning to workplaces after an extended break.

It’s been a natural progression for high-performance cultures and those with a commitment to narrowing their gender pay gap to put return to work coaching – or ‘comeback coaching’ as I labelled it in 2012 – in place to ease the transition of women returning from maternity leave.

This is an arena I’ve been working in for twenty years and which has broadened into coaching for men returning from shared parental leave as well as both sexes returning from sick leave, sabbaticals and bereavement.

Last year I conducted research to understand the main effects and implications for the use of coaching to support employees returning to work after a break. 

Relatively little study has been done of ‘comeback coaching’ and what stood out from the data was the performance-enhancing effects all participants believed it to have.

A catalyst for efficiency after maternity leave

One participant, Alice, from an asset management firm was clear that the coaching had a catalyst effect:

“The transition was much easier for me because of the coaching. I think I’ve gotten to where I am now quicker than I would have without it.”

If coaching shrinks the time it takes to get back to pre-leave performance by even 20% that’s a significant efficiency boost.

I can say with confidence from anecdotal data gathered over two decades that it takes most people around six months to feel they are ‘back’ and delivering as effectively as they did before leave.

For another participant, Laura, the coaching played a part in retaining her:

“Even though I was only on a one year contract to know they were prepared to invest in me with coaching. It’s really paid off because now they’ve got a permanent employee.”

Increases in ambassadorial behaviour and other positive ripples

Some participants talked about their coaching experience leading them to do more of what could be described as ‘ambassadorial behaviour’; a proclivity to talk positively about their employers both internally and externally.

Overall, five lasting effects of coaching emerged from the study:

– Sense making and better-quality thinking.

– Better performance-related behaviours.

– Boosted confidence and self-awareness.

– Better health and feeling energised.

– Positively impacting colleagues.

Not only are these effects beneficial to the individual receiving the coaching, they have a positive ripple on the colleagues around them as Lisa reflected:

“Through the coaching I’ve changed my mindset about things, I think just being that wee bit more relaxed has had a positive effect of [my team]. I’m very relaxed and I think that does have a positive impact on the rest of the team”

Meanwhile Marina who works in a media company and had coaching after her first maternity leave looked at how coaching increased her prosocial behaviour at work:

“I’ve got more compassion for others in the same situation and offering that supporting hand to others is something that came out of coaching.”

Protective effects on mental health

As concern for employee wellbeing goes up the People agenda and stress, depression or anxiety accounted for the majority of days lost (17.1 million) due to work-related ill health in 2022-23, HR professionals will perhaps be as interested as I am in the health-related effects of coaching.

A number of participants talked about how coaching positively affected their mental health.

The data shows the coaching had a protective effect on mental health through the containment of worries as Anna describes:

“It was being able to kind of go ‘OK I’ve identified that this is an issue and I’m going to use my next coaching session for that so therefore I don’t need to worry about this ‘til 1.30pm on Tuesday when I know I’m chatting to Caroline’.”

Amy talked similarly:

“It was just an overwhelmingly positive effect on my overall well-being. It was a place to sort of re-energise, to fill you up again with sort of that, you know, renewed energy. You would feel such a sort of lift and boost in your energy post coaching. It felt like a little bit of sort of coaching medicine.”

Lisa found that through coaching she’s found a lasting way to reduce the amount of anxiety she experiences:

“I really found it so helpful. I’m sure there’s lots I don’t think about anymore (lasting effects of coaching) but that for me was the biggest one. Just kind of facing that anxiety head on as opposed to constantly worrying about it. It’s just so much better. So that’s the lasting effect on me.”

Comeback coaching as an attraction tool

Outside of this study an engineering client called my attention to another benefit of comeback coaching for her organisation: talent attraction tool.

A couple of weeks after my study was published Emma Day, an HR Business Partner from Stantec e-mailed to request comeback coaching for a new starter, Hannah Kaur, who was joining from maternity leave at another organisation.

Hannah had another job offer and when Emma told her they could offer her access to the Comeback Community programme to support her start at Stantec, it clinched the deal.

Here’s Hannah’s take:

“When Stantec offered me the role I wasn’t mentally ready and I hadn’t expected to get it. I requested a four-day week to ease me back in and not only did they say yes – another pleasant surprise – they offered me a place on the coaching programme. This was when I knew Stantec was the right employer to work for. I got a real sense of they care about their employees and set that tone from the beginning, which is how I prefer to lead my team”.

Emma said:

“I was really pleased that Hannah accepted our offer and being able to offer her the Comeback Coaching I knew would really help support her return back to work, as I know how important it is to feel supported returning back to work and Jessica and the team have supported so many of our employees on their return.”

We first started working with Emma Day many years ago when she was in the People Team at Barton Willmore (which was acquired by Stantec in 2022).

Of the people we coached as they returned to Barton Willmore from a break:

– 92% strongly agreed that they found their coaching experience worthwhile.

– 75% strongly agreed it positively impacted their performance at work (25% agreed).

– 92% strongly agreed that they would recommend comeback coaching to other colleagues.

Coming back to the comparison of the unease of being late to the party with that doubt and awkwardness experienced by employees returning from an extended leave, one thing you can do as host/team mate/line manager is offer a warm welcome.

Call the table/team to attention and be vocal and unequivocal about why you’re delighted your dinner guest/team member is (back) with you.

About the Author

Jessica Chivers is a coaching psychologist, executive coach, author and Director at The Talent Keeper Specialists, home to the Comeback Community™ employee experience programme.

She also hosts the top-rated COMEBACK COACH podcast for people returning to work after a break as recommended by HR leaders to returning employees.

Jessica writes Caremail, a free fortnightly e-mail for people returning to work after a break. Jessica also writes Talent Keeping, a free fortnightly note for people interested in the psychology of workplace performance, relationships and well-being.

Be in touch with Jessica hello@talentkeepers.co.uk and find her on Instagram @comebackcommuk and @talentkeepersuk.

@talentkeepersuk  |  @comebackcommuk

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.

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Jenni Field – Culture Over Cubicles: Why Location Isn’t the Real Workplace Issue

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Culture Over Cubicles: Why Location Isn’t the Real Workplace Issue

Jenni Field

Five years after the pandemic redefined the way we work forever, the debate over returning to the office continues, dominating the news agenda and no doubt being on the agendas of many meetings. This ongoing conversation reflects people’s passion for how they spend their time, and rightly so.
However, the issue isn’t as simple as choosing between working remotely or in an office. The real problem lies in the narratives we create and the stories we tell about productivity, wellbeing, and trust, often without fully understanding their impact.

Instead of arguing about location, we need to shift our focus, and we need to do it quickly and collaboratively.

This debate stems from a crisis, and what worked during that challenging period of chaos hasn’t seamlessly translated into our new “normal” in the post-Covid world. The pandemic forced us to adapt quickly, but now it’s time to evaluate where we are and where we need to go next.

Arguing whether one option is “better” than the other misses the point.

Working remotely requires a significant cultural shift for an organization. It demands investment in tools and communication to support the operational change. It also calls for a new leadership style, one that understands how to connect and communicate effectively with teams through digital tools and to be credible in the delivery of information and change within a business.

Ultimately, it’s not about where we work, but about the culture, relationships, and experiences that shape our working lives.

Trust, productivity, and wellbeing are central to this debate, yet all of them can easily be challenged and redefined.

It’s Not About Trust

Allowing employees to work remotely isn’t solely about trust. In many cases, it’s driven by cost savings or the realization that work continued successfully outside the office during the pandemic.

While organizations often proclaim, “We trust you, we don’t need to see you,” this message doesn’t always align with reality.
That’s the hook.

But it’s a lie and that’s because you can see people on platforms like Teams and you know if they are online or not. Tracking software has grown in use since 2021 and alongside this we are seeing cases of bullying and pressure from managers and leaders increase by more than 40% since the pandemic.

Trust is one of the biggest issues in organisations today, so something isn’t working.

Trust isn’t about surveillance, it’s about relationships. Organizations are made up of people working together toward a shared goal. Building trust requires a genuine commitment to fostering those relationships, not simply posting it as a corporate value.

Productivity Is Hard to Define

What does productivity mean for knowledge workers? Unlike roles in manufacturing or healthcare, productivity in an office environment isn’t easily measurable. We often equate productivity with “doing more,” but this mindset can create unnecessary pressure and burnout.

Claims that remote work increases productivity because there are fewer distractions are equally unfounded. The truth is, we haven’t taken the time to clearly define what productivity looks like for knowledge workers.

Instead of chasing arbitrary metrics, organizations should focus on outcomes. What does success look like for a specific role or project? By aligning expectations with clear goals, leaders can create a healthier and more effective working environment.

Wellbeing Goes Beyond the Office

Humans are social creatures. While managing time and energy for deep work is essential, long-term isolation can negatively impact mental and physical health.

Remote work can reduce movement, with many people going from desk to sofa to bed without the natural activity of a commute. Without intentional habits like walking, stretching, or regular breaks, this sedentary lifestyle can lead to health issues.

On the other hand, commuting and office environments aren’t a universal solution. The key is recognizing that wellbeing requires balance. Organizations must create spaces, whether physical or virtual, that encourage connection, movement, and support.

If It’s Not Location, What Is the Real Issue?

The real issue is leadership. Effective leadership builds trust, fosters productivity, and supports wellbeing. Yet, for too long, we have overlooked its importance.

Leaders need to go beyond tick-box exercises. If you want to show trust, give employees autonomy to choose when, where, and how they work. Be accountable, communicate your vision clearly, and inspire your team with passion and integrity.

For productivity, set clear goals and define success in ways that align with your organization’s values. For wellbeing, lead with empathy, recognizing that your team’s needs may differ across generations and individual circumstances.

Leadership isn’t about control; it’s about creating a community where people feel valued and connected. Work has never been just about tasks; it’s about contributing to something bigger and believing in it.

A New Focus for the Future

The debate over where we work is ultimately a distraction. The future of work isn’t about cubicles or kitchen tables, it’s about culture, relationships, and leadership. By prioritizing these elements, we can create workplaces where people thrive, no matter where they log in from.

Let’s stop focusing on location and start investing in the experiences that truly matter and leading with the credibility people are looking for as the navigate the world of work in this new world.

About the Author

Jenni Field is an international speaker, author, and strategist, specializing in transforming chaos into calm through effective communication. From Canada to Slovenia, she speaks on leadership credibility and impactful communication.

A respected leader, Jenni is known for her optimism, energy, and honesty.

Her podcast, “Redefining Communications with Jenni Field,” features 15-minute episodes with business advice. In 2021, she published “Influential Internal Communication.”

Jenni has led research projects, including studies on communication with deskless workers and frontline teams. Her 2023 research on credible leadership resulted in the book, “Nobody Believes You, Become a Leader People Will Follow.

For more information go to redefiningcomms.com

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.

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