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The Trust Crisis: How Leaders Can Restore Employee Confidence in 2025

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The Trust Crisis: How Leaders Can Restore Employee Confidence in 2025

The 2025 Edelman Trust Barometer revealed a troubling trend: employee trust in employers has slipped globally, with only 75% of workers believing their organizations “do the right thing,” a 3-point drop from prior years.

This growing trust gap signals a critical challenge for HR and business leaders, as trust underpins engagement, retention, and productivity.

Economic uncertainty, rapid technological changes, and evolving workplace expectations have heightened employee skepticism, making authentic leadership and transparent communication more vital than ever.

To address this, the HR Spotlight team asked HR and business leaders for practical steps to rebuild trust and foster a resilient workplace culture.

Their insights—ranging from prioritizing open dialogue and accountability to aligning actions with values—offer actionable strategies for organizations aiming to close the trust gap.

In an era where employees demand authenticity and purpose, these steps can help leaders not only restore confidence but also strengthen organizational loyalty and performance.

Discover how top leaders are tackling this challenge and paving the way for a more trusted workplace in 2025.

Read on!

Khalilah “KO” Olokunola
Chief People Strategist & Impact Architect, ReEngineering HR

Trust Erodes Quietly, Rebuilds Through Consistent Action

The Barometer confirmed what many of us already feel in the culture space: employee trust is slipping. A 3-point drop may sound small, but trust rarely collapses overnight; it erodes in quiet moments, minor inconsistencies, & missed opportunities to align what’s said with what’s done.

This isn’t just about trust in leadership, it’s about systems, values, and cultural credibility. And rebuilding trust doesn’t start with a campaign, coffee bar, or comms strategy. It starts with behavior.

From our lens, trust isn’t intangible, it’s the infrastructure holding your people, culture, & performance together. When it wobbles, so does everything else.

So, how do we rebuild it?

1. Lead with transparent intent, not perfect outcomes. People don’t expect perfection; they expect honesty. Share the strategy and the struggles. Transparency isn’t about having all the answers, it’s about not hiding the real ones.

2. Make listening tangible and visible. Feedback can’t feel like it disappears into a black hole. Listen, respond, and show what changed because of employee voice. Ask first, shape second.

3. Coach leaders to show up human-first. Psychological safety starts with leadership. When leaders are empathetic and authentic, teams feel seen and heard.

4. Align actions to values. If equity is a core value, show it in processes. Trust grows from what people experience, not what’s written on a wall.

Some Practical steps we suggest?

Implement a Trust Dashboard: Track signals like fairness, communication, belonging, and leadership credibility. Make it public. Make it actionable. We all know that what gets measured gets moved.

Re-onboard after the change: Treat it as a culture reset after mergers or restructures. Help employees reconnect to purpose, values, and expectations. Trust increases when direction is clear.

Empower managers as trust-builders: Managers shape daily experience. Equip them with toolkits, training, and clarity to lead with empathy.

Own your Uh Oh moments. I also call this the Eminem Factor: In 8 Mile, Eminem wins by telling on himself and sharing things the other rapper could use against him. Organizations should do the same.

Acknowledge what went wrong or what could be used against you and share how you’ll fix it. Avoiding the truth only deepens the gap.

Trust isn’t a checkbox. It’s a relationship built through clarity, consistency, and care. And if we want engaged teams and resilient cultures, rebuilding trust isn’t optional. It’s the work.

Vikrant Bhalodia
Head of Marketing & People Ops, WeblineIndia

Transparent Decision-Making Builds Trust Without Fanfare

We noticed trust slipping a bit when changes were rolled out without enough explanation. So instead of just announcing decisions, we started explaining the thinking behind them why we made them, what we weighed, and who was involved.

We kept it low-key. Sometimes it was a quick message in Slack. Other times, it was a five-minute voice note. No fluff. Just “Here’s what we were trying to solve, here’s what we considered, and here’s where we landed.”

It wasn’t about getting everyone to agree. It was about being real and open. Once people saw that decisions weren’t random and that there was actual thought behind them—it softened the pushback. Even though changes landed better.

One other thing: we stopped using phrases like “the company decided.” We started saying things like “We as a leadership team chose this” or “The team discussed and aligned on this.” Small language shifts, but they helped. People saw there were people behind the decisions not just a nameless company.

Max Shak
Founder/CEO, nerDigital

Trust Demands Presence, Not Perfection

Rebuilding trust starts with something simple but often overlooked—showing up consistently and communicating transparently. At Nerdigital, I’ve learned that trust isn’t restored with one bold gesture. It’s rebuilt through repeated actions that reinforce accountability, honesty, and shared purpose.

When trust dips, it’s often because employees feel decisions are being made behind closed doors or without their best interests in mind. So one of the first things I do is invite people into the conversation early. We hold monthly team huddles where no topic is off-limits—whether it’s upcoming strategic pivots, internal challenges, or client feedback. The key is not just to inform, but to engage. People need to see their input shaping outcomes.

Second, I make sure leadership is visible and approachable. If your team only hears from you when there’s a directive to follow, you’re missing the point. I personally check in with team members across departments, not to micromanage, but to understand what’s working—and what’s not. That visibility shows we’re in it together, not sitting above it all.

And third, follow-through is everything. If you ask for feedback, act on it. Even small wins—like improving internal tools or updating policies based on employee input—build credibility. It sends the message that leadership listens and takes action.

My advice to other leaders is this: trust doesn’t demand perfection, it demands presence. Be transparent in decisions, be consistent in your values, and create real space for people to speak up. If your team believes you’re genuinely invested in them, that trust becomes resilient—even during tough calls.

Chris Percival
Founder & Managing Director, CJPI

Context and Feedback: Keys to Trust Restoration

To rebuild trust, leaders need to move beyond broad statements and focus on consistently visible decisions which the team understands.

One practical step is increasing contextual transparency — not just sharing decisions, but explaining why they’re being made.

Paired with meaningful feedback loops where employee input leads to actual change, or a sensible explanation of why it isn’t something which could lead to change now, or in future – rebuilding trust is not immediate, but it is absolutely possible.

Niclas Schlopsna
Managing Consultant and CEO, spectup

Trust Forms in Quiet Moments, Not Flashy Campaigns

Trust isn’t built through a flashy campaign or a one-off town hall—it’s earned slowly, mostly in quiet moments. One of the most underrated but powerful steps is to simply show up consistently as a leadership team.

Not just in the boardroom, but in everyday channels where employees talk, worry, and question. I’ve seen how quickly morale improves when a founder joins a product Slack thread or answers a tough question without dodging. At spectup, we make it a habit to over-communicate during uncertain times. It’s not about having all the answers—it’s about being real when you don’t.

Another practical move is to give middle managers the tools and autonomy to lead with transparency. They’re often the bottleneck or bridge for trust. I’ve watched a growth-stage startup almost implode because middle management kept sugarcoating tough realities, thinking they were protecting the team.

Once they started sharing the “why” behind decisions—even the uncomfortable ones—engagement shot back up. Lastly, act on feedback visibly. There’s no faster way to kill trust than running a survey, hearing hard truths, and doing nothing.

We helped one of our clients turn that around by publicly mapping feedback themes to action items, then reporting progress monthly. It wasn’t perfect, but it showed intent—and intent goes a long way.

Andy Danec
Owner, Ridgeline Recovery LLC

Radical Transparency Transforms Treatment Center Culture

As the owner of an addiction treatment center in Ohio, I’ve seen firsthand how fragile trust can be—and how vital it is to the health of any team. In our field, trust isn’t a perk, it’s a necessity. Clients depend on it. Staff morale depends on it. And when it breaks, everything suffers.

One of the most practical steps I’ve taken to rebuild and protect trust is committing to radical transparency. That means being open about challenges the business is facing, not sugarcoating tough decisions, and involving staff early in conversations that impact them. People don’t expect perfection—they expect honesty.

Another key move was implementing structured, recurring one-on-one check-ins between leadership and staff. Not performance reviews, but real conversations. “What’s working for you? What’s not? What do you need from me?” That regular rhythm of communication makes people feel seen—and heard.

Lastly, I make sure follow-through matches the promises we make. Trust erodes quickly when leadership talks about values but doesn’t live them. If we say we’re about compassion, accountability, or equity, our policies, hiring, and everyday behavior have to reflect that—consistently.

If trust is dipping across the board, it’s a sign that leaders need to stop broadcasting and start listening. That’s where repair begins.

Justin Belmont
Founder & CEO, Prose

Trust Grows From Action, Not Empty Promises

Trust isn’t rebuilt with town halls and platitudes—it’s earned through transparency and follow-through.

One practical step: flip the script on feedback.

Don’t just collect it—report back on what you heard, what you’re doing about it, and when.

Create visible accountability loops.

When employees see their input turned into action, trust builds organically. In 2025, trust is less about what you say—and all about what you ship.

Grace Savage
Brand & AI Specialist, Tradie Agency

Five Structural Elements That Rebuild Workplace Trust

In my experience, trust isn’t lost all at once. It erodes gradually, from feeling unheard, unseen, and unvalued. So, if you want to close the gap, you’ve got to rebuild it from the inside out. And that starts with culture, not comms. You don’t fix trust with slogans; you fix it with structure.

The 5 E’s of Rebuilding Trust

Environment – Create moments that feel human, not corporate: Team-building days are often forced, but people trust each other more when they’ve laughed together, not just worked together. We’ve seen real traction with simple, consistent social themes: comedy nights, pizza evenings, even casual trivia. Nothing is mandatory. These are just natural shared experiences that feel like us, not work.

Empowerment – Let your team teach and contribute beyond their job title: We’ve run internal “Show What You Know” workshops where any team member can teach a skill, share an insight, or lead a conversation. These workshops build confidence, visibility, and respect across departments. They’re not about performance; they’re about participation.

Engagement – Don’t just listen to feedback. Make it structured and safe: Agile-style retros work because they depersonalise problems. The focus becomes “what’s working, what’s not,” not “who’s to blame.” It invites everyone to contribute without fear. That’s what builds absolute trust, a safe structure that encourages honesty.

Enablement – Give quieter team members space to contribute: It’s easy for louder voices to dominate. You need deliberate facilitation to bring others in — not just passive encouragement. Assign advocates within the team to involve and support the less vocal. You’d be shocked how much brilliance is hiding in the background.

Experience – Share, don’t shield: When leadership is transparent about wins, losses, and even internal challenges, it draws everyone in. People trust what they understand. We’ve seen firsthand how openness from the top humanises the entire company.

Trust isn’t restored with an all-hands speech; it’s built by design. Create a structure where your team can feel safe, seen, and significant and watch what happens to retention, morale, and performance.

Tracey Beveridge
HR Director, Personnel Checks

Prove Investment in Staff Through Clear Roadmaps

Show that you’re actively investing in your staff and prove to them that they can trust you, and that you DO care.

This has to be done by actually investing in them and showing clear investment road maps for how you’ll assist with personal and professional development over the long-term (it’s not enough to just say that you care).

David Pagotto
Founder & Managing Director, SIXGUN

Radical Transparency and Accountability Restore Workplace Trust

Rebuilding trust in the workplace starts with radical transparency and consistent communication.

Be honest about challenges, decisions, and outcomes, even when difficult. Follow through on commitments without fail; broken promises are trust’s biggest enemy.

Actively listen to employee feedback, both formal and informal, and visibly act on it. Foster a culture of accountability where leaders also admit mistakes and take responsibility.

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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EAPs in the Modern Workplace: Value, Efficiency, and Measurement

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EAPs in the Modern Workplace: Value, Efficiency, and Measurement

In today’s dynamic and often demanding work environment, Employee Assistance Programs (EAPs) are increasingly recognized as a critical component of a comprehensive employee well-being strategy. 

No longer viewed as just a reactive measure or a mere compliance checkbox, forward-thinking organizations understand the profound value EAPs can offer. 

With a reported 79% of businesses now offering EAPs, the conversation has shifted from whether to have one, to how to make it an essential, efficient, and demonstrably effective resource.

But what makes an EAP truly impactful? 

How are leaders ensuring these programs are not just available, but actively utilized and contributing to both employee well-being and organizational success? 

Insights from HR and business leaders reveal a multi-faceted approach, emphasizing strategic implementation, continuous refinement, and robust measurement.

The Essential Role of EAPs in Today’s Workplace

Across various industries, from high-pressure consulting and healthcare to dynamic tech and even skilled trades, leaders consistently view EAPs as essential. 

The core belief is that employees perform their best when they feel supported, both professionally and personally. EAPs provide a confidential and accessible avenue for addressing a wide array of challenges, including stress management, mental health concerns, financial planning, legal issues, and work-life balance struggles.

In industries characterized by relentless pace or unique stressors, like the dual loyalty faced by consultants or the emotional toll in environmental justice work, EAPs offer a crucial safety net. 

The ultimate goal is to foster a productive, resilient, and engaged workforce by acknowledging and supporting the whole employee.

Driving EAP Efficiency: Key Strategies for Success

An EAP’s value is significantly diminished if it’s not utilized or if it doesn’t meet the actual needs of the workforce. Leaders highlight several key factors for driving program efficiency:

Active Propagation, Communication, and Normalization: “If no one knows how it works or it exists, it is a waste of money.” This sentiment echoes widely. 

Effective EAPs require continuous and proactive communication. This includes regular marketing of services, ensuring managers are well-versed and can recommend the EAP, and integrating EAP information into onboarding processes so new hires are aware of support from day one. 

Crucially, organizations are focusing on creating a culture where seeking support is normalized and destigmatized, with leadership visibility playing a key role in promoting preventative care.

Accessibility and Confidentiality: Removing barriers to access is paramount. This means ensuring services are easy to find and utilize, whether through virtual platforms, streamlined provider coordination via health insurance, or clear contact points. 

Alongside accessibility, robust confidentiality protocols, often exceeding legal minimums, are fundamental. 

Anonymity builds trust, which is the bedrock of EAP utilization. Statistics show confidentiality is a top concern for employees considering using an EAP.

Comprehensive and Tailored Services: A one-size-fits-all EAP is rarely the most effective. Successful programs offer a comprehensive suite of services addressing mental health counseling, financial guidance, legal support, and work-life balance resources. 

Moreover, tailoring these services to specific workplace challenges or employee demographics significantly boosts relevance and engagement. 

This might involve offering peer support groups for issues like social isolation or stress, or even physical wellness components like ergonomic assessments and on-site fitness opportunities in physically demanding roles.

Data-Driven Refinement and Vendor Partnership: The most effective EAPs are not static. Leaders emphasize the importance of continuously refining offerings based on key metrics such as program consumption, engagement levels, and direct employee feedback. 

Selecting an EAP vendor that provides transparent dashboards for ongoing engagement tracking and acts as a true partner in employee education is seen as key to increasing utilization. 

This data-centric approach allows organizations to proactively respond to emerging employee needs and ensure the EAP remains relevant and impactful.

Measuring the True Impact: Beyond Participation Rates

While EAP utilization rates – which average around 11-14% nationally but can be significantly higher (e.g., 45% in highly engaged programs) with targeted efforts – are an important indicator, they don’t tell the whole story. Leaders are employing a broader range of measures to gauge true effectiveness:

Employee Feedback and Satisfaction: Regular anonymous surveys and direct feedback from participants about their experiences are invaluable for understanding the perceived value and quality of EAP services.

Tangible Business Outcomes: The impact of a successful EAP often ripples through key business metrics. Organizations report seeing:

  • Reduced Absenteeism: Employees with access to support are less likely to take stress-related leave.

  • Increased Productivity: Supported employees are generally more focused and engaged. Some departments with high EAP engagement see productivity improvements of up to 20%.

  • Improved Retention: Feeling valued and supported contributes significantly to employee loyalty.

  • Reduced Healthcare Costs: Proactive mental and emotional support can lead to a decrease (e.g., 15% reported by some) in stress-related healthcare claims.

Qualitative Changes: Beyond numbers, leaders also look for shifts in workplace culture, improved team morale, and increased collaboration as indicators of a supportive environment fostered, in part, by the EAP.

A Continuous Journey: The Evolving EAP

The consensus among leaders is that an EAP is not a set-and-forget benefit. Employee demographics, societal pressures, and business challenges constantly evolve, necessitating regular review and refinement of EAP offerings. By consistently analyzing data, soliciting feedback, and adapting strategies, organizations can ensure their EAP remains a vital and valuable resource.

Ultimately, a well-designed, efficiently managed, and effectively measured EAP is a powerful investment in an organization’s most crucial asset: its people. It signals a commitment to holistic well-being, fosters trust, and contributes significantly to a healthier, happier, and more productive workplace.

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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May 30, 2025

Scaling XR for Healthcare HR: Unlocking a $250 Billion Future

By Sarah Chen, Chief Executive Officer, HorizonXR Innovations

The extended reality (XR) market is poised to soar to $250 billion by 2028, driven by a 250% surge in search interest over the past five years, according to McKinsey’s 2024 report and Exploding Topics 2025.

As CEO of HorizonXR Innovations, I’ve spent 15 years harnessing XR to transform healthcare, from surgical training to patient care. Yet, a critical challenge persists: 70% of organizations lack the IT infrastructure to scale XR, per Gartner’s 2025 tech trends. For HR leaders in healthcare, XR offers unparalleled opportunities to upskill clinicians, enhance employee well-being, and foster diversity, equity, and inclusion (DEI).

Drawing on my experience leading XR deployments for 200+ healthcare providers, I propose a cloud-native, edge-integrated platform as the key to overcoming scalability barriers, empowering HR to shape a resilient workforce in a $70 billion healthcare XR market.

  • XR’s Transformative Power in Healthcare HR

My journey in XR began at Stanford’s HealthTech Lab, developing AR surgical navigation tools, followed by five years leading Microsoft’s HoloLens healthcare initiatives.

At HorizonXR, I’ve overseen XR solutions that redefine HR processes. Our VR training programs have boosted clinician proficiency by 20% and reduced training costs by 30% across 150 hospitals, per our 2024 data. AR wellness apps have improved staff engagement by 25%, addressing the 60% of healthcare workers reporting financial stress, per a 2025 PwC survey.
With 80% of healthcare executives planning XR investments by 2027 (Deloitte 2025), HR is at the forefront of this shift, especially as 65% of medical students now train with VR, per a 2024 AAMC study.

HR’s role is critical amid 2025’s challenges: 61,000 tech layoffs (Times of India 2025), a 4.8 million cybersecurity talent gap (SHRM 2025), and 48% employee burnout post-election (SHRM 2025). XR enables HR to upskill, engage, and retain talent, but only if scalability issues are addressed.

  • The IT Scalability Challenge

Gartner’s 2025 finding that 70% of companies lack XR-ready IT infrastructure resonates in healthcare. HR teams face three hurdles:

Outdated Networks: 60% of hospitals rely on 4G or basic Wi-Fi, per a 2024 FCC study, unable to support XR’s 10-20 Mbps bandwidth needs. This disrupts VR training, where 95% of clinicians demand real-time performance, per our surveys.

Legacy Systems: 55% of hospitals struggle to integrate XR with EHR platforms like Epic, per HIMSS 2024, complicating HR’s ability to track training outcomes.

Processing Gaps: 70% of hospital servers, over five years old (Gartner 2025), can’t handle XR’s 3D rendering, limiting multi-user sessions critical for team training.

These barriers hit smaller and rural facilities hardest, where only 25% have upgraded IT in a decade (HIMSS 2024). With XR deployment costs averaging $500,000-$1 million (IDC 2024) and 5% healthcare inflation (PwC 2025), HR needs cost-effective solutions.

  • A Cloud-Native Solution for HR

To bridge the 70% IT gap, I advocate cloud-native XR platforms with edge computing integration.
By hosting XR applications on AWS, Azure, or Google Cloud and using edge nodes for local processing, HR can deploy training and wellness programs without costly hardware upgrades. This approach:

Cuts Latency: Edge computing reduces lag by 40% (AWS 2024), ensuring seamless VR training for 2,000 concurrent users.

Saves Costs: Cloud platforms slash hardware expenses by 35%, per our 2024 data, with subscriptions starting at $15,000 annually versus $500,000 for on-premises setups.

Ensures Compliance: Edge nodes secure patient data, addressing the 70% of healthcare breaches tied to weak systems (Gartner 2025).

In 2024, we piloted this solution with St. Luke’s Medical Center in Chicago. Their HR team scaled VR training from 50 to 250 clinicians monthly, saving $750,000 and boosting satisfaction to 97%. A similar pilot with Rural Health Network in Appalachia used AR wellness apps to reduce staff absenteeism by 20% for 500 employees, proving scalability for resource-constrained settings.

These outcomes align with HR’s data-driven focus, as 82% of leaders use analytics for talent management (SHRM 2023).

  • Real-World Impact from My Experience

My 15 years in health tech have taught me that XR’s success hinges on accessibility. At Microsoft, I led HoloLens deployments for 200 hospitals, cutting surgical training time by 25%.

At HorizonXR, I’ve driven cloud-based XR for 200+ providers, navigating HIPAA and legacy IT. Our 2024 Mercy Health partnership scaled XR training, wellness, and DEI programs across 20 facilities, reducing turnover by 18% and saving $1.2 million, with 96% clinician approval.

These results stem from strategic partnerships with cloud providers (65% of healthcare cloud market, Forrester 2024) and open-source frameworks like OpenXR, which cut development costs by 20% (Omdia 2024).

For HR, the ROI is clear: a 3:1 return within 18 months, per our pilots, driven by lower training costs and higher engagement. Subscription models and incremental adoption—starting with low-bandwidth AR tools requiring 5 Mbps—make XR viable for 40% of budget-constrained clinics (HIMSS 2024).

  • The Future of XR for HR

By 2028, healthcare XR will hit $70 billion, growing at a 34% CAGR (Statista 2024). Emerging trends will enhance HR’s impact:

6G Networks: Offering 1ms latency (Nokia 2025), 6G will enable real-time XR training, vital when 75% of hospitals lack 5G (HIMSS 2024).

AI Optimization: AI rendering cuts bandwidth needs by 30% (Nvidia 2024), supporting rural providers serving 20% of U.S. patients (CDC 2024).

Modular Devices: XR headsets, 40% cheaper by 2027 (IDC 2024), will democratize access.
HR must prepare by upskilling staff—50% lack XR skills, per Gartner—with certifications like AWS Cloud Practitioner.

For HR professionals entering XR, focus on cloud architecture (35% demand growth, LinkedIn 2024), Unity-based 3D modeling (60% of XR developer needs), and cybersecurity, with 750,000 U.S. job openings (Cybersecurity Ventures 2025). Bootcamps can train workers in 6-12 months, addressing the 61,000 tech layoffs.

  • A Call to HR Leadership

The $250 billion XR market is a transformative opportunity for healthcare HR. At HorizonXR, we’re proving that cloud-native, edge-integrated platforms can overcome the 70% IT gap, enabling HR to upskill clinicians, boost well-being, and champion DEI.

With 20% of healthcare workers reporting low morale (BrandStoryboard 2025) and 70% of Gen Z valuing inclusion (Oyster 2025), XR is HR’s tool to build resilient, engaged teams.

Let’s shape a future where healthcare thrives through innovative talent strategies.

About the Author

Sarah Chen is CEO of HorizonXR Innovations. With 15 years in health tech, including roles at Stanford HealthTech Lab and Microsoft’s HoloLens team, she pioneers XR solutions that empower HR to transform healthcare training, well-being, and inclusion.

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.

Stand Out in the Hot Seat: Top Interview Tips from Leaders

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Stand Out in the Hot Seat: Top Interview Tips from Leaders

A job interview is your make-or-break moment—the chance to step out from behind your resume and show who you really are. It’s where your vibe, your smarts, and your drive get to shine.

But with countless candidates vying for the same spot, how do you leave a lasting mark? Is it a sharp look, a confident pitch, deep industry know-how, or that one spark that makes you unforgettable?

To get the real scoop, we went straight to the source: a panel of battle-tested HR pros and business leaders who’ve seen it all.

We asked them one big question: “What are your top three tips for someone prepping for an interview in your world? Is it the approach, the appearance, the attitude, or that one thing that grabs you—name the three things that make a candidate stand out.”

In this article, they spill their best advice, sharing practical, no-fluff strategies to turn your interview from a sweaty-palmed hurdle into a bold showcase of why you’re the one to hire.

Read on!

Miriam Groom
CEO, Mindful Career

Miriam Groom

Preparing for a job interview in today’s competitive market goes beyond rehearsing answers. It requires intentional alignment between presentation, authenticity, and insight. From the vantage point of coaching hundreds of candidates across industries, it’s clear that the most successful interviews aren’t about perfection—they’re about connection.

Here are the top three tips that can make any candidate stand out during an interview—whether in person, virtual, or panel-style.

1. Approach: Know the Company Like You Work There Already
One of the strongest signals of a prepared candidate is a tailored, well-researched approach. This includes understanding the company’s mission, recent projects, team dynamics, and industry challenges.

2. Appearance: Show Presence, Not Perfection
While clothing should reflect the company’s culture, the real “appearance” that matters is presence. This includes eye contact, confident body language, and how engaged the candidate is with the conversation.

3. Attitude: The Balance of Confidence and Curiosity
The ideal candidate mindset combines self-assurance with humility. Those who demonstrate “confident curiosity” strike the best balance.

Career coaching clients often begin with generic responses and surface-level research. But with practice and coaching, they learn how to deliver insights that resonate deeply. One client preparing for a role at a Canadian fintech startup studied the company’s recent acquisition. During the interview, they referenced how that acquisition could shift product strategy—and offered ideas aligned with it. That answer alone led to a second-round invitation.

According to a study published in the Journal of Applied Psychology, candidates who prepare company-specific questions and demonstrate knowledge of organizational goals are perceived as more competent and more likely to be hired.

In today’s job market, employers aren’t just hiring skillsets—they’re hiring mindset, presence, and alignment. Candidates who combine deep research, professional yet engaging presence, and genuine curiosity consistently stand out across roles and industries.

Career coaching plays a vital role in building this trifecta. It helps candidates shift from reactive answers to strategic storytelling, transforming interviews from nerve-wracking Q&As into authentic, high-impact conversations. When preparation meets intentionality, the result isn’t just a successful interview—it’s a confident, career-defining moment.

Rimma Kulikova
COO, HilltopAds

Rimma Kulikova

First — know the product. At HilltopAds, we’re deep in the B2B adtech space, so when a candidate shows they’ve done their homework on our platform and how it fits into the wider ecosystem, that stands out immediately. Second — be direct. We value clear thinkers who can communicate simply, especially when dealing with partners and data. Third — show ownership. Whether you’re talking about past wins or lessons learned, we look for people who take full responsibility. That mindset translates well in a fast-moving, performance-driven environment like ours.

Justin Belmont
Founder & CEO, Prose

Justin Belmont

1. Come with POV, not just prep—share sharp takes on the industry or role, not canned answers. Show me how you think, not just that you studied the job post.

2. Bring energy that matches the brand—if we’re a bold, creative org, don’t show up stiff and robotic. Read the room and vibe accordingly.

3. Ask punchy, specific questions—skip the “what’s the culture like?” and hit me with something that shows you’ve done your homework and actually care.

Xin Zhang
Marketing Director, Guyker

Xin Zhang

When preparing for an interview in our industry, I always look for three main things in a candidate: preparation, attitude, and presentation. First, doing your research is essential—candidates who reference specific details about our brand, products, or recent campaigns immediately stand out because it shows genuine interest and effort. Second, attitude matters just as much as qualifications. I appreciate candidates who speak confidently about their experiences but remain humble and open to learning; self-awareness and a growth mindset are big positives. Lastly, appearance and presentation play a role. While we don’t expect a formal suit, showing up polished and intentional about your look communicates professionalism. In creative fields, we value individuality—just make sure it’s balanced with the setting. A mix of authenticity, preparation, and presence always leaves a strong impression.

Mohammed Kamal
Business Development Manager, Olavivo

Mohammed Kamal

To succeed in a business development interview, candidates must focus on three key elements: demonstrating industry knowledge, maintaining professional appearance and demeanor, and showcasing a proactive attitude. A strong understanding of current industry trends and challenges, such as the impact of digital marketing regulations, helps candidates stand out by illustrating both the challenges and opportunities for strategic adaptation.

Robert Hosking
Executive director, Robert Half

Robert Hosking

During the interview process, three qualities can help candidates stand out and leave a positive, lasting impression.

First, preparation. Candidates who’ve researched the company, understand the role and what it takes to succeed, and come to the interview prepared with thoughtful questions demonstrate genuine interest and initiative.

Second, enthusiasm. We look for people who are not only excited about the opportunity, but also possess a can-do attitude. These are individuals who are adaptable, open to feedback, and willing to pitch in wherever needed to support the team.

Third, professionalism with personality. A warm smile, a confident handshake, and even taking notes during the conversation go a long way to help a candidate appear both polished and approachable.

Ultimately, it’s not just about skills. It’s about finding someone who fits the culture and strengthens the team dynamic.

Mimi Nguyen
Founder, Cafely

Mimi Nguyen

When I interview candidates, I always watch out if the candidate did their “homework” of learning about our brand: what we do, our voice, market, and what the role requires.

Second, I have a bias for applicants who do their best to communicate with clarity and warmth. I’m not just listening to what you’ve done. I’m watching how you explain it!

Lastly, own your story. I value storytelling a lot, but your story needs to be true. If I sense that you’re making up one, that’s an instant no-no. For instance, if there are gaps or shifts in your resume, be upfront but also reflective about it. Confidence paired with humility makes a strong impression!

Overall, you don’t need to be flashy. Just make sure to come in prepared (regardless if it’s a face-to-face or virtual interview), curious, and grounded. That’s the combination that almost always makes us interviewers want to keep the conversation going.

Dr. Lisa T. Lewis
Founder, The Belief System Boss Institute

Dr. Lisa T. Lewis

I was in management for over two decades and participated in dozens of interview panels. When questioned by non-selected candidates, post interview, about what they could do better for future interviews, I’ve always given the following tips:

Take notes: None of us remembers everything. Taking notes demonstrates active listening, engagement, and self-awareness.

Ask the interview panel thought-provoking questions: There is nothing worse than the end of the interview, when the panelists ask the candidate, “Do you have any questions for us?” and the candidate says, “No.”

Show your personality: Insert your uniqueness into the interview. The candidate has the technical skills to do the job, but the interviewer needs to see how or if the candidate’s personality fits within the office culture.

When I’m hiring for my own company; these tips still apply.

Sara Bandurian
Operations Director, Online Optimism

Sara Bandurian

Preparation is key for success when interviewing, whether internally or in a new industry.

Before your interview, look up common interview questions and practice your answers to them with a friend, or with AI tools. If the interview is remote, you can even have your answers to common questions pulled up on your screen during the interview.

Research the company ahead of time, and bring something up in the interview to show that you are interested in working with them specifically and understand their unique company values. This helps you stand out from other qualified candidates who may not have done that research.

Be ready with questions to ask the interviewer at the end. I recommend:

– What does the day-to-day in this position look like?
– What would be expected of me to achieve 90 days into this role?
– What is your favorite thing about the company culture?

TJ Hughes
Consultant, Red Clover

TJ Hughes

Be Authentic: Present yourself in a polished and professional manner, but do so in a way that genuinely reflects who you are.

Demonstrate Your Ability to Serve the Customer: While HR knowledge is important, success as an HR consultant hinges on your ability to serve the client. That means consistently delivering excellent service and offering honest, critical feedback—even when it’s not what they want to hear. Our role is to support their people function while helping them manage risk effectively.

Be Open-Minded and Willing to Learn: Consulting exposes you to businesses of all sizes, across various industries, with different stakeholders—each bringing unique styles, challenges, and priorities. The ability to adapt quickly, shift gears, and embrace learning opportunities is a vital trait you can demonstrate in an interview.

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

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

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

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The Art of Retention: Navigating High-Stakes Negotiations with Top Performers

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The Art of Retention: Navigating High-Stakes Negotiations with Top Performers

The moment a top-performing employee discloses they’ve received a competitive job offer from a competitor is one many leaders dread. 

It triggers a high-stakes, delicate negotiation with significant implications for productivity, team morale, and overall organizational success. 

Losing a key player isn’t just about filling a vacant role; research consistently shows the cost of replacing an employee, especially a high performer, can range from one-half to two times their annual salary due to recruitment costs, onboarding, lost productivity, and impact on team engagement.

This isn’t just about throwing more money at the problem. While compensation is a factor, it’s rarely the sole driver. 

Successfully retaining a top performer in this scenario is an art, requiring a swift, strategic, and empathetic approach. 

It demands a deep dive into their motivations, a realistic assessment of their value, and a willingness to craft a compelling reason for them to stay that goes beyond a simple pay raise.

Step 1: Uncover the “Why” – The Root of the Decision

Before any counteroffer is considered, the absolute first step is to understand why the employee is looking to leave. 

Is it truly about a higher salary? Or are there deeper-seated issues related to career growth, leadership, work-life balance, company culture, or feeling undervalued? 

Studies on employee attrition often reveal that while compensation can be a trigger, factors like lack of growth opportunities, poor management, and feeling unappreciated are frequently the primary drivers.

An open, honest conversation is paramount. Leaders must create a safe space for the employee to share their true reasons. 

If the core issue – the “Reason For Leaving” (RFL) – isn’t resolvable or if the proposed solution isn’t sustainable, even a generous counteroffer is likely to be a temporary fix. 

Industry averages suggest that a significant percentage of employees who accept counteroffers end up leaving within 6 to 12 months anyway, often because the underlying dissatisfaction wasn’t truly addressed.

Step 2: Strategic Assessment – Weighing the Factors

Once motivations are clearer, a strategic internal assessment is crucial:

Employee Value & Impact: How critical is this individual to the team and the organization? What would be the tangible and intangible costs of their departure (e.g., project delays, loss of specific expertise, impact on team morale)? Is this a once-in-a-lifetime performer whose departure would be detrimental?

Cultural Fit: While performance is key, is the employee also a strong cultural fit? Sometimes, even top performers can have a negative impact on team dynamics, and their departure might, in rare cases, be a net positive in the long run.

Financial Realities: Is the competitor’s offer significantly above market rate, or is it a reasonable adjustment? Is the employee leveraging external factors opportunistically, or is there a genuine need for a compensation review? Analyze their current pay against internal pay bands and market data.

Sustainability of Solutions: Can the organization realistically and sustainably address the employee’s core concerns? A one-time bonus might be a temporary salve, but if the RFL is about long-term growth or systemic issues, a more comprehensive solution is needed.

Precedent Setting: What message will retaining this employee (and how you do it) send to the rest of the team?

Step 3: Crafting a Compelling Reason to Stay – Beyond the Counteroffer

If the decision is to try and retain the employee, the approach must be tailored to their specific motivations. It’s not just about matching or exceeding the competitor’s salary.

Career Acceleration & Growth: For many top performers, future opportunities are paramount. Discuss clear pathways for advancement, high-visibility projects, mentorship opportunities, expanded scope, or access to specialized training and development. Sometimes a title change or involvement in more interesting projects can be highly motivating.

Holistic Compensation: Look beyond base salary. Consider performance-based incentives, retention bonuses, stock options, or other long-term financial rewards that reinforce their value and future with the company.

Recognition and Executive Alignment: High performers want to know their work is seen and valued at the highest levels. A direct conversation with senior leadership about their impact and future within the company can be incredibly powerful. Meaningful recognition can sometimes outweigh a pure salary increase.

Work-Life Balance and Flexibility: If work-life integration is a concern, explore options for more flexible schedules, remote work opportunities, or compressed work weeks.

Reinforce Non-Monetary Benefits: Remind the employee of the company’s culture, the strength of the team, the impact of their work, and other unique benefits that contribute to their overall job satisfaction.

Step 4: The Art of the Conversation – Swift, Open, and Value-Driven

Time is of the essence. Once an employee discloses an offer, act quickly.

Listen Actively: Dedicate time for an open, honest, and empathetic conversation. Let the employee do most of the talking initially.

Reinforce Their Value: Clearly articulate their contributions and why the organization wants them to stay.

Be Prepared: Have relevant data on hand (their performance, compensation, market rates) to inform the discussion.

Think Creatively: Be open to non-traditional solutions that address their specific needs.

Set Realistic Expectations: Be transparent about what the company can and cannot offer.

The Long Game: Proactive Retention is the Best Defense

Ultimately, the most effective retention strategies are proactive, not reactive. 

Creating an environment where top talent sees a clear, compelling, and rewarding future long before a competitor comes knocking is the best defense. This involves ongoing attention to career development, regular feedback, fair compensation, a positive work culture, and genuine recognition.

While counteroffers are a real-world necessity and can sometimes be the best way to manage a difficult situation, they are most successful when they address the root causes of an employee’s desire to leave. 

If the gap between what the employee seeks and what the organization can sustainably offer is too wide, a respectful and well-supported transition may be the better outcome for both parties. 

Each situation is unique, requiring a thoughtful, strategic, and human-centered approach.

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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Unlocking Multigenerational Success: HR Leaders Share Solutions

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Unlocking Multigenerational Success: HR Leaders Share Solutions

Today’s workforce spans generations, from Baby Boomers to Gen Z, each bringing unique perspectives, work styles, and expectations.

Managing and engaging this diverse mix is a complex task for HR and business leaders, with challenges ranging from communication gaps to conflicting priorities.

To uncover actionable insights, we asked a panel of seasoned HR professionals and business leaders:
“What is one challenge associated with managing and engaging a multigenerational workforce, and what’s one way to address it?”

In this article, their responses reveal practical strategies and fresh approaches to bridge generational divides, foster collaboration, and create a thriving workplace where every generation feels valued and motivated.

Read on!

Kraig Kleeman
Founder, CEO, The New Workforce

Kraig Kleeman

One significant obstacle in overseeing a multigenerational workforce is the varying communication preferences. Younger generations tend to prefer fast, digital communication, whereas older generations favor more conventional methods such as emails or face-to-face discussions.

To tackle this, I suggest promoting cross-generational mentorship. Based on my experience, when employees of various generations collaborate closely, they become accustomed to each other’s styles. It’s an excellent means of closing the gap, improving teamwork, and fostering innovation—something I’ve witnessed directly as my businesses have expanded.

Diego Lopez
HR Administrator, Excel Engineering

Diego Lopez

One significant challenge in managing and engaging a multigenerational workforce is effective knowledge transfer and collaboration between different age groups. 

Our younger employees often bring fresh perspectives and technological proficiency, while our more seasoned employees bring invaluable industry experience and institutional knowledge. These differences can sometimes lead to communication barriers.

To address this challenge, at Excel Engineering we’ve implemented a mentorship and phased retirement program. This program allows retiring employees to gradually transition out of their roles while working side-by-side with and mentoring younger colleagues, documenting their knowledge and processes. 

This careful (and often many months-long) approach not only ensures that valuable company expertise is retained but also fosters a culture of continuous learning and collaboration. 

By encouraging intergenerational knowledge sharing, we find we get the benefits and strengths of each generation, creating a more dynamic and innovative work culture and outcome.

It’s interesting to note that one of Excel’s core strategies since its founding 30+ years ago has been to build a sustainable and knowledgeable team by hiring retirees in their 60s, 70s, and 80s. 

This approach not only bridges the talent gap (with the Bureau of Labor Statistics projecting ~140,000 annual job openings for engineers due to growth and retirement) but also highlights a recent Bain & Company report that underscores the critical role older workers (50+) will play in a shifting global economy.

David Case
President, Advastar Group

David Case

One of the biggest challenges of managing a multigenerational workforce is the fact that employees expectations and priorities for the workplace and their career change depending on their age and where they are in their life. This can impact everything from how the team communicates to the values and culture you promote in your workplace to the types of professional development and employee benefits that it makes the most sense for you to offer.

I see this as being the biggest challenge for relatively small businesses. Larger companies may be able to both afford and justify offering a variety of options for things like continuing education or employee benefit coverage, allowing them to meet the needs of individuals from multiple generations at once. That may not be feasible for a smaller organization, however, especially if the generations aren’t equally represented in the workplace.

The best solution I can offer is to go beyond the generational divides and instead focus on the specific individual needs of your team. Conduct a survey to find out what your current team likes and doesn’t like about your work environment, internal communication systems, and the benefits or learning opportunities you offer. You still may not be able to please everyone, but by basing these decisions on the real-world needs of your employees rather than generalizations based on generations, you can at least be sure you’re directly addressing the needs of as much of your team as you’re able.

Jennifer Mihajlov
EVP – North America, Qualee

Jennifer Mihajlov

One significant challenge in managing a multigenerational workforce is aligning communication preferences. For example, Baby Boomers may prefer face-to-face interactions, while Millennials and Gen Z often lean toward digital platforms. This divergence can hinder collaboration and create friction.

Qualee helps bridge this gap by providing a centralized platform for communication and engagement. It enables organizations to deliver important updates via multiple channels, including mobile-friendly formats that cater to tech-savvy generations while remaining accessible to those who prefer simplicity. Additionally, its customizable workflows allow leaders to tailor messages based on audience preferences, ensuring everyone stays informed and connected.

By leveraging Qualee’s inclusive communication tools, organizations can create a seamless flow of information that respects diverse preferences, promoting a cohesive and productive work environment.

Kristen V. Carter
Owner, Kristen V. Carter Entertainment LLC

Kristen V. Carter

As a television showrunner and CEO of a boutique production company Kristen V. Carter Entertainment LLC, I run multigenerational production teams anywhere from 5-150 people with a variety of experiences and skill sets.


One specific challenge that I encounter with overseeing a multigenerational workforce is ensuring that everyone on my team can access and understand the same types of systems. Whether that is a technological system or organizational system, it is imperative that every person on the team have a similar level of confidence as it comes to the programs that we use and the materials through which we complete tasks.


It is my job to ensure that everyone grows in their comfortability as they adjust to the workflow that works best for the collective team. It is important that everyone feels that they can contribute and receive clarity and affirmation throughout the production process.

Ali Zane
CEO, Imax Credit Repair

Ali Zane

A pressing issue in managing a multigenerational workforce is the stark contrast in attitudes toward work-life balance. Baby Boomers and Gen X often prioritize job security and traditional career growth, viewing long hours as a badge of commitment. Conversely, Millennials and Gen Z emphasize flexibility, prioritizing remote work, mental health, and personal time. 

These divergent priorities can create friction in team dynamics, with older employees perceiving younger colleagues as less dedicated and younger employees seeing older peers as workaholics.

The key is implementing a dynamic work environment that caters to diverse needs. Offer options like compressed workweeks for those who value traditional schedules alongside remote or hybrid models for flexibility seekers. Introduce robust wellness programs encouraging employees across generations to unplug, such as company-wide mental health days or mindfulness initiatives.

Additionally, transparent conversations about productivity rather than “hours worked” can bridge the gap. Equip teams with productivity tools like Asana or Notion that focus on deliverables rather than time logs, fostering mutual respect for different working styles.

Ryan Farley
CEO, LawnStarter

Ryan Farley

I’d say differing communication styles can be one of the biggest challenges when it comes to managing a multigenerational workforce. This is something that’s been a bit of a learning process for me.

Prior to the last few years, I’ve had the most experience with managing teams consisting mostly of Gen X and millennials, but these differences in communication preferences and styles have become especially evident as more Gen Z individuals join professional roles.

For instance, I’ve found that Gen Z is incredibly direct in a way that can sometimes feel unprofessional, but can actually be helpful when it comes to understanding your employee engagement and expectations. Millennials tend to need more reassurance in my experience, while Gen X tends to be more independent.

Josh Qian
COO and Co-Founder, Best Online Cabinets

Josh Qian

One common challenge in managing a multigenerational workforce is differing technological proficiency. Younger employees often embrace new technologies quickly, while older generations may be more hesitant or require additional training. The disparity can lead to frustration and inefficiencies in collaboration.

We can implement a mentorship program focused on technology skills to address this. Pairing tech-savvy younger employees with those who may need more support can create a collaborative learning environment. Regular training sessions catering to varying skill levels can empower all employees to become more comfortable with the tools we use.

We foster an atmosphere where learning is encouraged and supported to enhance overall productivity and ensure everyone feels confident utilizing the latest technology to streamline our processes.

Patty Pavia
People Operations Manager, biöm

Patty Pavia

One challenge of managing a multigenerational workforce is balancing communication preferences. For instance, younger team members often prefer quick, digital communication like chat apps, while older employees might value face-to-face meetings or phone calls. This difference can sometimes lead to misunderstandings or frustration.

To address this, we created a flexible communication policy that embraces both styles. For team updates, we use a mix of tools: sending concise messages via chat apps and scheduling periodic in-person or virtual meetings for deeper discussions. This hybrid approach ensures everyone feels included and respected, regardless of their preferences.

Melody Allameh
HR Benefits and Wellness Manager, Dudek

Melody Allameh

We must shift our perspective on the challenge of managing and engaging a multigenerational workforce and view it as an opportunity. Addressing the diverse demographic needs of our employees is a priority.

Different generations bring distinct needs, from continuous learning to workplace fulfillment and maintaining a balanced lifestyle. As the HR Benefits and Wellness Manager at Dudek, I am dedicated to addressing these focus areas in relation to employee well-being.

Organizations should embrace a holistic approach to employee well-being that considers the unique needs of each generation. By implementing comprehensive wellness programs that prioritize total well-being—not just physical or mental health—employers can foster an inclusive environment that supports all employees.

Overall happiness and productivity stem from a balance of multiple factors, rather than one dimension of life. Additionally, consistently gathering employee feedback to understand their evolving needs and adjusting wellness initiatives accordingly will help foster a culture of engagement across a multigenerational workforce.

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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