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Breaking Down Barriers: Moving Beyond the 15% to Support Employee Mental Well-being

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Breaking Down Barriers: Moving Beyond the 15% to Support Employee Mental Well-being

“With only 15% of workers comfortable discussing mental health at work, how does your HR team foster a workplace culture where employees feel safe and supported in addressing their mental well-being?”

This was the question we posed to the HR Spotlight community of business leaders and HR experts, and received in return some insightful advice on nurturing an environment of practical care and support at the workplace.

From how peer-support groups help to normalizing conversations around mental health, every piece of advice in here speaks of just how far today’s leaders go to ensure that mental health remains a priority.

Read on!

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

Wellness Wednesdays and Mental Health Days

At Keller Executive Search, we’ve reimagined our approach to mental health through targeted initiatives that create real impact. 

Our “Wellness Wednesday” program, for instance, brings in mental health professionals monthly for interactive sessions on stress management and resilience building. 

We’ve also implemented a “No Questions Asked” mental health day policy where we allow team members to take up to six mental health days annually without requiring documentation.

Our initiatives also extend to our leadership team. In fact, we hold the “Leadership Conversations” series, where we give our company executives the space to tell personal stories about their mental health journeys. We’ve noticed that these conversations sparked meaningful dialogue across all levels.

Our quarterly anonymous pulse surveys show that these initiatives have increased comfort in discussing mental health from 15% to 47% in the past year. 

We complement these programs with comprehensive mental health coverage and 24/7 access to virtual therapy through our enhanced EAP, making support accessible whenever our team needs it.

Alexandra Huber
Psychotherapist & Counsellor, Alexandra Integrative Therapy

Create a Culture of Trust

As a psychotherapist, I’ve seen how fear of judgment—even losing their job—can prevent employees from opening up about mental health struggles. 

In high-pressure corporate cultures that value ambition and constant growth, it’s easy for employees to feel like admitting they’re struggling might make them seem replaceable. 

HR teams can help shift this mindset by creating a culture of trust, where mental health is seen as part of overall well-being, not a weakness. 

Managers could be trained to approach these conversations with empathy, and offering confidential support options—like anonymous wellness check-ins or mental health days—can make a huge difference. 

When employees feel supported rather than judged, they’re more likely to thrive both personally and professionally.

Tamica Sears
HR Consultant, Sears Coaching

Leadership Sets the Tone

Creating a culture where employees feel safe discussing mental health starts with leadership setting the tone. 

Your HR team can drive this by ensuring leaders actively demonstrate empathy, normalize mental health conversations, and prioritize psychological safety. 

One thing that I’ve done was intentionally move to a health insurance plan that covered outpatient mental health services at 100%. When announcing the change, I made sure to let everyone know that this was done on purpose to help remove the stigma of discussing mental health among the team. 

Offering other benefits like coaching and mindfulness programs can reinforce the company’s commitment to being more open about mental health and to reduce stigma even more. 

HR can make sure to regularly train managers to recognize and respond to signs of distress. This will help to encourage open, non-judgmental communication to further build trust between managers and their teams.

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

Gratitude and Recognition Foster Mental Health

Give River’s foundation is rooted in creating healthier, more fulfilling workplaces by addressing mental well-being as a core element of our mission. I’ve learned from my diverse career experiences that a thriving work environment is one where employees feel psychologically safe and supported. 

At Give River, we incorporate wellness and emotional intelligence into our platform via the 5G Method, which prioritizes employee well-being through gamification and recognition. Our platform encourages open dialog and community building, which naturally extends to discussions around mental health.

One example of fostering mental well-being is our Gratitude feature, which transforms workplace culture by normalizing appreciation and recognition, creating an environment of trust and safety that supports mental health. 

Our gamified challenges and recognition tools help teams engage with mental wellness initiatives without feeling pressured, making the process enjoyable and non-intrusive. We’ve seen that when employees are regularly acknowledged and appreciated, their mental well-being improves significantly, adding to overall productivity and job satisfaction.

Data-driven insights from our platform guide companies in making informed decisions that support mental health. For instance, our surveys help gauge employee sentiment, providing actionable insights to leaders on how to bolster a supportive environment. 

We couple this with expert guidance to ensure leaders can handle discussions about mental health comfortably and effectively. 

Emphasizing gratitude and recognition helps create a culture where employees feel valued and comfortable discussing their mental well-being.

Michael Hurwitz
President/Co-Founder, Careers in Government

Embed Psychological Safety in Workplace Culture

Creating a workplace where employees feel safe discussing mental health is essential in today’s evolving professional landscape. At Careers in Government, fostering a culture of trust and support is integral to our mission of empowering both individuals and organizations.

We believe mental well-being is as important as professional growth. Our approach centers on embedding psychological safety into workplace culture, ensuring employees feel valued and heard without fear of stigma. Open communication and proactive support systems are the foundation of this effort.

For instance, we implemented monthly wellness check-ins where employees can discuss challenges in a confidential setting. These sessions, paired with access to professional mental health resources, have significantly improved engagement and trust within the team. Feedback surveys consistently show increased comfort in discussing sensitive topics.

To build a safe environment, prioritize open dialog, offer professional support, and train leaders to model empathy and understanding. Proactively address stigma and create spaces for employees to share without judgment. 

Mental health support is an investment in your team’s resilience and long-term success.

Jason Plevell
Personal Coach, The Obstacle Remover

Peer-Supported Small Group Discussions

In my work as a life and change coach, I’ve seen how pivotal it is to foster a safe and supportive culture around mental health at work. 

I leverage my personal journey of overcoming alcoholism and depression by sharing my experiences openly with clients, which encourages them to discuss their struggles without fear of judgment. It’s that authenticity that helps create a space where real conversations can thrive.

We also implement strategies from our Intrinsic Value Blueprint at The Obstacle Remover, focusing on self-worth and routine while tying these practices into daily work culture. For instance, integrating small group discussions led by team members—not just HR—helps create a peer-supported environment. 

It’s a simple step that boosts feeling valued and mentally supported.

Moreover, using frameworks like the S.T.E.A.R. Cycle allows individuals to actively dismantle negative beliefs and replace them with positive outlooks. 

By aligning daily workplace practices with these methodologies, employees feel empowered to address their mental health openly, knowing there’s a structured process behind the support they receive.

Lydia Valberg
Co-President, Merchant Payment Services

Open and Trusting Relationships

Creating a supportive workplace culture where employees feel safe discussing mental health is crucial. 

At Merchant Payment Services, fostering open and trusting relationships has been fundamental to our approach, as reflected in our focus on community and integrity. We’ve found that the same transparency and trust we offer to our clients are equally important within our team. 

One practical step we’ve implemented is regular, informal “tradition talks,” where employees can share their concerns and ideas openly, without the pressure of formal meetings. 

This aligns with our company’s values of transparent practices and provides space for genuine dialogue, echoing our commitment to integrity and community. 

Moreover, we always emphasize the importance of responding to our employees with the same attentiveness we give our customers. 

This means offering flexible schedules and mental health days to support staff well-being, much like how we tailor our payment solutions to meet the unique needs of our clients.

Dr. Britt Lindon
Ph.D. Clinical Psychologist, Sens Psychology

Normalize Mental Health Conversations

Building a supportive work environment for employee mental health involves both maintaining professional boundaries and actually showing interest in the well-being of individuals. 

Only 15% of employees feel at liberty to discuss mental health matters at work, yet that can be changed through action on the part of the HR teams involved.

At its essence, mental well-being in the workplace is about feeling safe, valued, and understood. HR teams can help break down fears by consistently speaking to the fact that a mental health issue is a priority and that seeking support is strength, not vulnerability. 

Normalizing conversations about mental health in the workplace throughout the organization, such as leadership openly sharing their experiences and company-wide events raising awareness about resources, can actually make employees more likely to seek help when they need it.

Another area that HR can support the mental well-being of an employee through policy and benefits indicating a concern for employees’ wellness, like broad mental health coverage, EAP accessibility, and support for utilizing mental health days or flex time.

Creating a culture of mental well-being calls for sustained effort and true commitment at all levels within the organization. 

HR teams are best able to create this kind of environment by first approaching the subject with empathy, openness, and focus on actual support.

Jose Gomez
Founder & CTO, Evinex

Leadership Shares Mental Health Experiences

Creating a culture where employees feel comfortable discussing mental health starts with leadership setting the tone.

We encourage open dialogue by having leaders share their own experiences with mental health, which helps normalize these conversations. Regular mental health workshops and training sessions are part of our strategy, equipping employees with the tools to manage stress and recognize signs of burnout.

We also offer confidential counseling services and mental health days, signaling that taking care of one’s mental well-being is a priority. 

By fostering an environment of empathy and understanding, we make it clear that mental health is as important as physical health.

Mayank Singh
Director of Human Resources, Coordinated Family Care

Holistic Approach to Mental Health

It’s important for employers to take a holistic approach when considering the mental health needs of their employees. 

It begins with open and transparent communication about how the organization intends to support its employees as it relates to mental health. This should be evident to prospective candidates from the onset when they are looking at a company’s website or job posting. 

Also, on an ongoing basis, there should be consistent reinforcement about the resources that are available to employees. Here are a few things that employers can consider to create a supportive and transformative work culture:

– Open Door Policy (to all levels of management)

– Mental Health Wellness Days

– Employee Assistance Program (EAP) Services

– Group Counseling Sessions, either periodically or after a stressful period of time, at no cost to employees (some EAP vendors will provide a Mental Health Professional to do these sessions at reasonable costs)

– Initiatives to inform and recognize various things that may be impacting people’s mental health. 

At our organization, during certain days or months, we’ll make informational posts about certain topics and then do something to recognize said day or month. 

For example, during World Day of Bullying Prevention in October, we asked employees to wear blue and took a group picture that was posted, along with information on what this day was all about, on our various platforms. 

In November, we had employees have their pictures taken with fake mustaches for Movember (bringing awareness for men’s health issues) and again posted these pictures (along with information on this subject) on our various platforms.

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

While all these insights resonate with the needs of today’s workforce, we advise you to carefully develop the ones you think work best for your work environment and move forward accordingly. Of course, we also advise that you do so under the guiding hand of a mental health professional.

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

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

Recent Posts

EAPs in the Modern Workplace: Leadership Perspectives on Value and Measurement

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EAPs in the Modern Workplace: Leadership Perspectives on Value and Measurement

How do leaders view the role of Employee Assistance Programs (EAPs) in today’s workplace? 

Are they seen as a vital resource, a mere compliance requirement, or something in between? 

And more importantly, how are leaders ensuring their EAPs are not just available but truly effective in supporting employee well-being? 

To answer these questions, we reached out to a diverse group of executives from the HR Spotlight community and asked for their views on the essentiality of EAPs, the key factors they’ve implemented to drive program efficiency, and the methods they employ to gauge program effectiveness. 

Their responses offer valuable insights into the evolving role of EAPs and the leadership commitment required to make them successful.

Read on!

Stacie Baird
Chief People Officer, Community Medical Services

Refine EAP Based on Key Metrics

Supporting employee mental health is more critical than ever. 

We continuously refine our EAP/Mental Health Support offerings based on key metrics such as program consumption, engagement, and feedback. Selecting a vendor that provides dashboards for ongoing engagement and true partnership for employee education has been key to increasing utilization.

According to a recent market research report, 79% of businesses offer an EAP while, on average there is between 11-14% engagement in these programs.

Looking to elevate utilization, we started with survey feedback, devising a quarterly campaign to educate staff and family members. We measured program engagement, satisfaction, and service utilization trends. After two quarters, we refined our messaging and campaign for the third quarter. 

An end-of-year survey helped us further refine our offerings for the following year. For example, based on counseling service utilization, we added more visits and streamlined provider coordination through our health insurance.

Overall, employee demographics, societal factors, and business challenges require regular review and refinement of our offerings.

Lawrence Guyot
President, ETTE

Integrate EAP with IT Services

As someone deeply involved in IT consulting through ETTE, I’ve seen how integral an Employee Assistance Program (EAP) can be in promoting a healthy work culture and enhancing productivity. 

We prioritize mental wellness and continual professional development, adopting initiatives like stress management workshops and flexible work arrangements. Our approach isn’t just about deploying technology solutions but ensuring our teams are mentally equipped to handle dynamic environments.

In terms of measuring the program’s effectiveness, we use a combination of employee feedback and productivity metrics. 

For instance, after launching our cybersecurity awareness training, we’ve observed a measurable decrease in security incidents, which directly correlates with an uptick in employee engagement with learning modules. 

This improvement is a testament to the program’s impact on both professional acumen and personal well-being.

To drive an efficient EAP, we’ve embedded it into our organizational framework by aligning it with our core IT services. 

For example, integrating EAP resources with onboarding processes helps new employees smoothly transition into their roles, providing them with the support they need from day one. This has not only improved morale but fostered a sense of community and trust within our company.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Normalize Seeking Support in EAP

I consider Employee Assistance Programs (EAPs) absolutely essential for fostering a productive and resilient workplace. 

Employees perform their best when they feel supported, both professionally and personally. 

One key factor I’ve adopted to ensure the efficiency of EAPs is creating a culture where seeking support is normalized. This means offering confidentiality, promoting the program regularly, and integrating mental health and well-being into the core of the company’s values. 

By tailoring the program to specific workplace challenges such as stress management, financial planning, or conflict resolution, employees feel that the support is relevant and actionable.

A great example comes from my telecommunications business. When I noticed rising absenteeism and burnout among team members, I implemented an EAP designed to address workplace stress and provide access to counselors. Leveraging my background in team efficiency and leadership, I analyzed root causes like unbalanced workloads and introduced both the EAP and workload management training. 

Within six months, absenteeism decreased and staff productivity increased significantly, confirmed by performance metrics and employee feedback surveys. 

My MBA in finance and business operations expertise helped me set clear KPIs to measure the program’s success, including employee retention rates and anonymous satisfaction scores. 

The results demonstrated not just the program’s value but also the immense trust it built within the team.

Peter Hunt
Director & Physiotherapist at The Alignment Studio, The Alignment Studio

Holistic Approach to EAP Success

The Employee Assistance Program is absolutely essential to our operations at The Alignment Studio. 

With over 30 years of experience in physical therapy and health management, I’ve seen firsthand how workplace stress and poor physical health can impact productivity and employee well-being. 

Our EAP is designed to support our team both physically and mentally, ensuring they have access to the resources they need to perform at their best. Key driving factors for its success include a focus on open communication, regular feedback, and tailored support. 

For instance, we provide access to ergonomic assessments, personalized wellness plans, and on-site Pilates sessions to address physical strain, while also offering mental health resources such as counseling referrals. 

This holistic approach ensures we’re not only addressing immediate concerns but also helping our employees build resilience for the future.

One example of the program’s effectiveness is when a team member was struggling with recurring lower back pain due to prolonged desk work. 

Leveraging my expertise in musculoskeletal health and postural correction, we implemented a personalized rehabilitation plan that included physical therapy, strengthening exercises, and regular check-ins. We also adjusted their workstation ergonomics and encouraged them to participate in our Pilates classes. 

Within three months, their pain had significantly reduced, and their overall productivity and job satisfaction had improved. 

We measure the program’s success through employee feedback surveys, reductions in absenteeism, and improved team performance metrics. These results reinforce the value of integrating physical and mental health support into our workplace culture.

Tamar Blue
Chief Executive Officer, MentalHappy

Data-Driven Insights for EAP Effectiveness

Our Employee Assistance Program (EAP) focuses on mental health accessibility and emotional support, aligning with the core mission of my company, MentalHappy. 

We integrate virtual support groups into our EAP to address major challenges employees face, such as social isolation and stress, offering a secure platform for peer support and professional guidance. 

By utilizing our HIPAA-compliant platform, we’ve observed a 30% improvement in emotional well-being reported by participants.

One key factor in making our EAP effective is leveraging data-driven insights to tailor our support groups, like the journaling group, which increased participant retention by 25%. This data-centric approach ensures our EAP remains relevant and impactful by responding proactively to emerging employee needs.

To measure effectiveness, we track health outcomes, participation rates, and qualitative feedback. 

For instance, we’ve seen attendance rates exceed 90% in remote group sessions, indicating strong engagement and value perceived by users. 

This method lets us adapt our strategies continuously, maintaining a responsive and beneficial EAP.

Marie Carroll
VP of People & Culture at Social Factor

Active Propagation and Conversations

Yes, EAP is an additional resource/benefit we can provide to support our employees in all aspects of their life. Due to the nature of our industry and type of work we do, offering an EAP allows us to provide resources to various employee types to cover tough topics. 

We make a point to talk about it, market it, make sure managers know about it as well. Our (HR) team is a big proponent of it and we all offer it as a resource in conversations with employees. If no one knows how it works or it exists it is a waste of money.

We actively provide the information to the team when we know employees have expressed a tough life event and some have acknowledged their use or awareness of the resources in passing. 10/140 is our best guess of usage.

Jean Chen
COO & CHRO, Mondressy

Beyond Participation Rates

An Employee Assistance Program (EAP) can really uplift a workplace, but to keep it efficient, focusing on accessibility and communication is crucial. 

Making sure employees know the EAP exists and how to use it is half the battle. Engaging staff through regular, informal updates about available services helps demystify the program and shows that mental health is a priority. 

One practical tip is to incorporate brief wellness check-ins during team meetings. These aren’t full-blown therapy sessions, just short moments to remind everyone of available support and encourage open dialogue.

To gauge the program’s effectiveness, look beyond just participation rates. Pay attention to employee feedback and changes in workplace culture or morale. Surveys can offer insights into how the program impacts stress levels or job satisfaction. 

When people feel supported, it shows increased collaboration and reduced absenteeism. That’s when you know the EAP is working its magic.

John Wilson
Owner & CEO, Wilson Plumbing and Heating

Regular Surveys and Usage Tracking

I consider our Employee Assistance Program (EAP) essential for fostering a supportive work environment. 

We focus on making it efficient by ensuring that employees are aware of the available resources and by providing easy access to counseling and support services. 

To measure the program’s effectiveness, we conduct regular surveys to gather feedback from participants about their experiences. 

We also track usage rates and look for improvements in employee morale and retention. This data helps us gauge the program’s impact and make necessary adjustments. 

A strong EAP not only supports our employees but also enhances overall productivity, which is crucial in our fast-paced industry.

Oliver Morrisey
Owner and Director,  Empower Wills & Estate Lawyers

Anonymous Feedback and Regular Check-Ins

I’ve found our Employee Assistance Program (EAP) to be a vital resource for supporting our team’s well-being. It’s an important part of fostering a positive work environment and ensuring our staff feel valued.

To make the program effective, we offer a variety of services, including mental health support and financial guidance, while ensuring these resources are easy to access. We also encourage an open culture where employees feel comfortable utilizing these services.

To measure its success, we track participation rates and gather anonymous feedback from employees about their experiences. We also look at overall employee engagement and retention, as a supported team is generally more productive and satisfied. 

Regular check-ins help us make necessary adjustments to ensure the program continues to meet our team’s needs.

Lyle Solomon
Principal Attorney, Oak View Law Group

Holistic Approach and Regular Communication

Yes, Employee Assistance Programs are key to a healthy workplace. 

From my experience effective EAPs have 3 key components: confidentiality protocols that go above and beyond the law, comprehensive services, and continuous improvement through data.

Strong confidentiality builds trust and increases program use. A comprehensive service package should include mental health counseling, financial planning, legal support and work-life balance support. This holistic approach covers all the employee stressors that impact performance in the workplace.

We measure program success through multiple metrics while maintaining individual privacy. Key indicators are 45% annual utilization, 30% reduction in absenteeism and 85% satisfaction from anonymous feedback surveys. Healthcare costs typically go down 15% for stress related claims and departments with high EAP engagement see a 20% improvement in productivity metrics.

Regular communication about benefits, removing access barriers and refining programs based on anonymized usage data drives sustained success. Leadership visibility is key to reducing stigma and promoting preventive care use. 

This data driven approach means EAP is a worthwhile investment in employee well being and business performance.

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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HR’s Next Frontier: Hopes for a Revolutionary 2025

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HR's Next Frontier: Hopes for a Revolutionary 2025

What if eventful thoughts, calculated predictions, and realistic hopes could shape the future of technology? 

We asked this question, in essence, to a panel of influential tech leaders, focusing their vision on the year 2025. 

Their challenge: to identify or predict the single most impactful innovation, shift, transformation, or correction they’d like to see in the tech sector, and explain its significance. From revolutionizing AI to fostering a more inclusive tech ecosystem, their answers offer a compelling glimpse into the priorities driving the industry forward. 

Get ready to explore the transformative potential of 2025 through the eyes of those shaping its technological landscape.

Read on!

Matt Duffy
President, Carex Consulting Group

Dominant HR to Marketing Functions

It’s a unique and largely unpopular opinion… but here is one thought: I’d like to see Talent Acquisition shift from a dominant HR function to a Marketing function. 

Here’s why: Recruiting (not the tactical aspects of hiring) is inherently a marketing function, not HR. 

While it encompasses the human element, the function of recruiting is mostly centered around messaging, branding, market segmentation, consumer engagement, and of course follow up. These attributes are historically best designed, led, and executive by Marketing strategies. 

Throughout my career I have observed how these skills are rooted in Marketing – not to mention technology and strategy. 

Additionally, most people who obtain an HR Degree don’t go into HR to become recruiters – recruiting isn’t generally a destination of choice for many HR practitioners (which should tell us something).

It’s a skill set that is often underappreciated and developed in many Corporate HR departments. I believe our industry can stand to benefit from this suggested approach.

Matt Cholerton
Founder, Hito Labs

AI for Transparency

I’d like to see AI used comfortably to give applicants information about a company and role, and transparency about their application.

There is tons of wasted time and goodwill sharing info and aligning on a role. 

If candidates could have access to the info they needed quicker, it would make everyone happier.

Jason Lee
Chief, Chime Enterprise

More Than a Paycheck

We are inundated with opportunities to earn rewards in our everyday lives, from rewards for buying clothes on a retail website, to Starbucks stars for buying coffee and a scone, to flying to a vacation resort using your favorite airline miles credit card. 

No purchase is deemed too small to make us feel that we are valued and these merchants want us to come back for more.

People spend a lot of time at work, so why not let employees earn rewards too for their labors? 

This will become mainstream in 2025. 

Mark my words, you have to give employees more than a paycheck to make them feel valued.

Jean Chen
COO & CHRO, Mondressy

AI in Onboarding

In 2025, I’d love to see a major shift towards using AI to enhance the employee onboarding process. 

Imagine this: instead of generic checklists and manuals, you have AI-driven platforms creating personalized onboarding experiences for each new hire. These platforms could tailor content based on a person’s role, skill level, and interests, making the transition smoother and quicker. 

A practical tip here is to incorporate interactive, AI-generated simulations that allow new employees to navigate their roles in a virtual setting. This not only builds confidence but also boosts engagement from day one. 

Such a transformation can make onboarding less daunting and more exciting, helping new team members immediately feel like valuable parts of the organization. 

Plus, it allows HR teams to focus more on fostering a welcoming culture, rather than handling administrative details.

Gavin McMahon
Founder and Co-CEO, fassforward

A Product Mindset

In 2025, HR needs a product mindset, not a policy mindset. 

Static policies and annual performance reviews are HR relics. It’s time for HR to think like a product team: agile, data-driven, and focused on building a better employee experience. 

Great product teams live and die by user adoption, improving based on user feedback. HR should be no different. 

Employees are the “customers” of HR’s “products,” like onboarding, career development, and company culture. Success means refining these “products” continuously—not just enforcing compliance but creating an environment where employees thrive and businesses grow. 

HR with a product mindset stays ahead of the curve by being adaptive, indispensable, and designed for lasting impact.

David Frost
CCO-CEO, fassforward

Coaching for All

I believe the big opportunity for HR in 2025 is to make coaching accessible to all. 

Historically, executive coaching has been primarily focused on senior or high-potential leaders. AI is breaking down this barrier. 

At fassforward, we’re developing an AI-driven platform to scale our coaching tools while maintaining their depth and efficacy. This platform makes coaching available to our clients at all levels on their own time—whether they’re individual contributors, rising stars or senior leaders.

The potential impact is transformative. Companies can now:

  • Nurture talent earlier. Leadership development can begin long before someone takes on formal managerial responsibilities.
  • Build capabilities at scale. Employees can access tools and insights that improve their communication, creativity, and decision-making abilities.
  • Create a culture of continuous growth. Coaching no longer needs to be an occasional investment; it can become part of an organization’s everyday rhythm.
  • AI empowers HR organizations to develop future leaders proactively, creating a ripple effect of growth across teams and business units.

Paige Arnof-Fenn
Founder & CEO, Mavens & Moguls

Better Professionalism

I started a global branding and digital marketing firm 23 years ago and I have interviewed candidates throughout my career from when I worked in large Fortune 500 companies to early stage startups and now as an entrepreneur.

My vote is for better manners and overall professionalism on both sides of the equation. Ideally neither the candidate nor the hiring manager or recruiter would be guilty of ghosting.

A lot of time and energy can be wasted when there is a lack of  transparency or an element of gamesmanship so just be a straight shooter for best results.

Silvia Angeloro
Executive Coach, Editor in Chief, Resume Mentor

Rethink Mental Wellness

In 2025, I hope HR will dramatically rethink mental wellness as a key organizational strategy, rather than a checkbox exercise. 

My deepest wish is that we will eventually treat emotional resilience as seriously as we do financial performance. I’ve seen far too many smart people silently burn out, their potential squandered by corporate environments that demand constant output without genuine human empathy.

The revolution I want is not the addition of another wellness program but rather a fundamental shift in how we conceive human capability and emotional sustainability.

My objective is simple but profound: to create working cultures in which professionals may breathe, be honestly vulnerable, and admit their human shortcomings without fear of professional repercussions. 

When we mainstream conversations about mental boundaries and emotional wellness, we not only retain talent but also release tremendous human potential.

Justin Clifford
CEO, Bereave

A Genuine Commitment to Address Bereavement

Recognition and understanding that bereavement leave is about more than a few days off, a dusty policy, and an 800 number for a few free counseling sessions. 

These random acts of bereavement support won’t cut it in 2025 and beyond. 

Grief related productivity loss in the US is reported to be >$100bn/year. 51% of people who suffer a close loss leave a company within a year. There are real business issues because these are real human issues. 

Bereavement at work is about mental health support. It’s about equity and inclusion. It’s about culture. And says a ton about who a company really is. 

Companies should be thinking about manager and HR training, putting frameworks in place, and having a plan to support employees in their moments of greatest need.

Natania Malin Gazek
Founder & Principal, Diversity, Equity, & Inclusion Strategy, NMGazek

Pay Transparency

I’m ready to witness a transformation in how we talk about pay transparency. Too often it’s misunderstood as a burdensome task that will brew friction between staff. 

In fact, when done strategically (read: in thoughtful phases, with clear communication and managerial support), it’s one of the most powerful tools available for recruiting and retaining more demographically diverse teams, helping staff across underrepresented and marginalized identity groups feel a greater sense of inclusion and belonging at work. 

Plus, it boosts staff morale across the board significantly. Legislation requiring salary bands to be posted in job listings has paved the way for this. 

The next steps are for leaders to publish salary bands and their associated competencies internally so that staff better understand what is expected of them at their level and what skills they’d need to develop to grow in their role or earn promotions. 

Often leaders think staff understand this already, but moving towards increased pay transparency is consistently what actually creates alignment and eases staff frustrations.

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

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

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

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Polyworking: Opportunity or Overload? Examining the Pros and Cons

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Polyworking: Opportunity or Overload? Examining the Pros and Cons

The traditional notion of a single, full-time job is being challenged by the rise of polyworking, a phenomenon where individuals juggle multiple professional roles. 

Driven by factors such as the gig economy, remote work opportunities, and a desire for greater flexibility and income diversification, polywork is rapidly gaining traction. 

But is this trend a positive development or a cause for concern? 

Insights from HR experts and business leaders in this post explore the complexities of polyworking, analyzing its pros and cons for both employees and employers, and examining its potential to reshape the future of the workforce.

Read on!

Silvia Angeloro
Executive Coach, Resume Mentor

I believe that polyworking, in which people work on many occupations or projects at the same time, will undoubtedly affect the future of employment. 

It’s more than simply a fad; more and more people demand flexibility in their professions. 

I’ve observed friends who balance a full-time job with a side business or freelance work. It allows people to pursue multiple interests rather than relying on a single source of income.

On the plus side, it allows employees a lot of independence. You don’t have to stay in the same role for years, and you can explore new opportunities without giving up your day job. 

However, I’ve discovered that it can also contribute to burnout. The thrill of juggling multiple projects can quickly turn into fatigue if you don’t manage your time.

For employers, it’s complicated. 

On the one hand, companies want to retain talented personnel, but those same employees may be performing additional work on the side. It forces businesses to reconsider how they assess productivity and focus on outcomes rather than hours.

Jean Chen
COO & CHRO, Mondressy

Polyworking, the practice of balancing multiple jobs or projects simultaneously, is more than just a trend; it’s increasingly becoming a way to adapt to modern career demands. 

Technology enables this shift, allowing people to work flexibly and explore different fields. 

For employees, it offers the chance to diversify skills and spread income streams, reducing reliance on a single employer. Imagine a graphic designer freelancing on diverse projects while running an online shop—each role enriching the other through new skills and perspectives.

For employers, tapping into a polyworking talent pool means bringing in fresh ideas and varied experiences. However, it also raises challenges like ensuring commitment and managing confidentiality. 

One effective method for companies is implementing clear guidelines and open communication channels, ensuring alignment on priorities.

Polyworking might reshape employment norms, as both individuals and companies lean towards versatile working arrangements. 

Future workplaces might focus on project-based engagements, customized roles, and niche expertise, fostering environments where continuous skill development is key. 

This approach isn’t just a passing fad; it’s a strategic evolution in the workplace, enhancing adaptability and innovation.

Clooney Wan
Founder and CEO, TrackingMore

Polyworking has been a mainstay in most remote work settings since the onset of the pandemic in early 2020. 

However, I do not consider it the future of work. 

Polyworking is simply moonlighting, which is frowned upon in most employment settings and breaks trust between employer and employee.

Polyworking will continue for a while with all the uncertainty surrounding some industries as a result of AI and Machine Learning. However, as businesses refocus their priorities on people, they will want dedicated employees who are loyal to their brands. 

Moreover, issues with employment contracts and non-disclosure agreements will make polyworking difficult for most employees to manage.

Edo Sagron
Flutter Developer, Sagron

I see polyworking as more than just a trend; it reflects a shift in how people think about careers and personal fulfillment. 

Many professionals today are highly skilled in multiple areas and find that diverse roles keep them engaged and broaden their experience. 

For instance, in my own life, managing both the technical side of multiple personal and client projects as a developer while working for a different company as an integrator AND running my own business and store, has helped me stay energized and inspired. 

It’s a balancing act, but the benefits are tangible: more skills, broader connections, and a wider impact.

For employers, polyworking can bring flexibility and a diversity of skill sets to teams, which can be an asset, especially for smaller businesses. 

The challenge, though, lies in ensuring commitment and setting clear expectations. Employees may need more flexibility, but there’s also an opportunity here to redefine productivity based on results rather than hours.

In short, polyworking seems to me like a natural evolution in the workplace that, when managed well, could lead to better alignment between professional goals and personal interests.

Naomi Clarke
Head of HR & Chief Diversity Officer, Flingster

I believe polyworking aligns well with the evolving work landscape, especially for Gen Z. This generation is naturally inclined to multitask and explore diverse interests, often thriving in dynamic environments. 

The potential benefits of polyworking include increased autonomy, varied income streams, and the opportunity for individuals to pursue different passions, contributing to personal growth and job satisfaction.

However, while polyworking can be a boon for employees seeking flexibility, it can be tricky for us hiring managers. Employers may face concerns over divided attention and potential conflicts of interest, impacting productivity and engagement. 

To balance this, clear policies and open dialogue about workload expectations are the way to go. Employers that embrace polyworking by supporting flexible schedules and fostering trust can turn this trend into an asset, retaining talent that values independence and adaptability. 

Polyworking is more than a passing trend—it may redefine traditional work structures and talent management for the better.

Laurie Williams
Founder, Man and Van UK

Polyworking is more than a passing trend. I believe it has the potential to change the way we think about employment by encouraging diverse skills and experiences. In my own experience, employees who manage more than one role often bring fresh ideas and a wider perspective to the team, which benefits everyone involved. 

This shift may gradually reshape traditional career paths, as people explore opportunities that build a more varied skill set. By adapting to this change, workplaces can foster environments that are both versatile and inspiring.

Employees might be strongly motivated by the opportunity to experiment with diverse revenue streams and acquire skills in a variety of professions through polyworking. For instance, in order to have a more varied working life, one of my drivers also works as a freelance photographer. 

By providing flexibility without the commitment of full-time recruiting, project-based hiring allows employers to access specialized skills. 

Employers may need to modify their expectations around availability and involvement, though, as juggling numerous responsibilities necessitates setting clear boundaries to prevent burnout. This system can benefit both sides if there is effective communication.

In my business, I have worked with a digital marketer who also manages their own online projects, which allows them to bring fresh, up-to-date insights into our marketing efforts. This kind of arrangement is ideal for us because it brings in talent on a flexible basis without long-term constraints. 

Another example is hiring a web developer for a particular project, which gives us specialized skills right when we need them, without adding to our permanent team. 

To make these relationships work, both sides need clear guidelines and regular check-ins to keep expectations aligned. This way, both the employee and the employer can get the best from each other.

Polyworking appears to be more than a trend, offering a genuine evolution in the way we view work. 

By finding a balance that respects both flexibility and structure, I believe we can build workplaces that support growth and variety for everyone involved.

Christine Dalayap
Business Executive Manager, JP Franklin Roofing

Polyworking—balancing multiple roles, often across industries—is more than a trend; it’s a powerful shift in the employment landscape that’s here to stay. 

This model appeals to talent seeking variety and control over their careers and provides companies with a pool of diverse, adaptive skills.

Imagine a digital marketer who freelances while working part-time in content strategy. Companies gain flexible expertise without long-term overhead, while employees enjoy autonomy and growth opportunities.

For employers, polyworking presents a chance to access specialized skills on demand, especially in rapidly changing fields like tech or digital media. But it does come with challenges: managers may need to help to maintain team cohesion and to ensure commitment when employees juggle multiple roles.

From the employee side, the flexibility is liberating but requires strong self-discipline to avoid burnout. 

As companies adjust, effective talent management will increasingly focus on performance outcomes over hours clocked in, reshaping our traditional views on employment.

Ken Marshall
Chief Strategy Officer, Revenuezen

As someone who has had no less than 2 side hustles through 3 jobs, owning 2 agencies, and making it through 3 exits, I can tell you that it’s my preferred way of working and has always made sense to me. 

It’s become clear to younger generations that their employers aren’t going to give them a raise each year, pay a generous pension, or give them that gold watch after 30 years of dedicated service. 

They see the layoffs on the news everyday and grew up in multiple economic downturns. So their response of maximizing their income by being efficient is logical. 

It’s not a fad because the underlying economic and cultural trends driving this behavior are continuing in the same direction. 

I think that employers should stop and ask themselves “am I creating a work environment where incentives to my team are aligned with OUTCOMES and not simply being busy working on tasks?” 

If you align job descriptions and responsibilities of your employees with clear business outcomes, you start to care a lot less about how and where they spend their time.

Josh Qian
COO and Co-Founder,  Best Online Cabinets

I recognize that polyworking is not just a trend but a potential cornerstone of the future workplace. 

This approach allows employees to engage in multiple roles, which can enhance their creativity and problem-solving abilities. 

For instance, a team member who works in customer service might also take on a role in product development, leading to insights that improve our offerings based on direct customer feedback. 

From an employer’s standpoint, polyworking can help attract a diverse talent pool. Many professionals today seek flexibility and variety in their careers, and offering a polyworking environment can make us more competitive in attracting top talent. 

While it offers flexibility and the opportunity to diversify skills, it can lead to challenges that not everyone can handle. For some people, the pressure to manage multiple roles can be overwhelming, leading to stress and burnout. 

Only some people thrive in an environment where they must juggle various responsibilities, especially if they prefer a more structured and focused work style. 

Certain roles also require deep specialization, and polyworking may dilute expertise and focus. 

Polyworking can drive innovation by blending diverse skill sets but also necessitates a shift in performance metrics. 

Instead of traditional KPIs focused solely on individual output, we may need to adopt more holistic measures that evaluate collaboration and impact across various roles.

David Berwick
IT Recruitment consultant and business owner, Adria Solutions

Working as a specialist recruitment consultant for over 20 years, I have noticed a growing pressure for professionals in tech, digital and marketing professionals to have a side gig or side project. 

Junior web developers, for instance, are expected to have their own website or portfolio of websites. Meanwhile, social media managers are expected to be influencers/content creators and be active on several social media platforms. 

Recruiters and hiring managers value the previous experience a side job gives candidates. 

However, most employers will also prefer that their employees focus all their energy on one job they’re getting paid for, with the exception of start-up founders, who often understand and benefit from working with professionals who are also developing their own ideas or companies hiring part-time or on a contractor basis. 

Many employers hesitate to hire someone with a side job or project because they fear they wouldn’t be fully committed to their company. 

Said that, if companies want to attract employees who have other jobs, they can opt for contractors or offer further flexibility, such as shorter/comprised working hours, a four-day working week, flexible time and part-time options.

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

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

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

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Today’s Multigenerational Workplace: How to Transform Challenges into Opportunities

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Today’s Multigenerational Workplace: How to Transform Challenges into Opportunities

Managing a team that spans multiple generations can be both rewarding and challenging. 

From differing perspectives on work-life balance to varying levels of comfort with technology, the generational mix can create a complex dynamic. 

But how do you bridge these gaps and create a workplace where everyone feels valued and engaged? 

To provide practical solutions, we turned to the experts. 

We asked leaders from the HR Spotlight community across various sectors to share their insights on the challenges of a multigenerational workforce, and more importantly, to offer actionable strategies for addressing them. 

Here’s what they had to say.

Read on!

Fola F. Alabi
CIO – Strategy, Technology and PMO Delivery, Strategic Project Leader (SPL Global)

Adopt Flexible Communication Strategies

One major challenge in managing and engaging a multigenerational workforce is navigating differences in communication preferences and work styles. 

Each generation—whether it is Baby Boomers, Gen X, Millennials, or Gen Z—tends to have distinct preferences for how they communicate, receive feedback, and approach tasks. For example, older generations may prefer face-to-face conversations, while younger generations may lean toward digital tools like Slack or email for efficiency.

A key solution our organization has adopted to address this challenge is to create a flexible, hybrid communication strategy.

This means offering multiple channels for communication (like in-person check-ins, video calls, and instant messaging) while also being clear about which channel is best for specific tasks. 

Leaders can also encourage team members to share their communication preferences openly and find common ground. Workshops on cross-generational collaboration can foster empathy and understanding, ensuring that each generation feels seen, heard, and respected.

The ultimate goal is to build an inclusive environment where all generations feel valued. When people see their preferred styles acknowledged, they are more likely to engage fully and contribute to the collective success of the team.

Dr. Keisha Benson Woods
CEO, Reverse-iT Mentoring

Implement Reverse Mentoring Programs

With five generations in almost every modern work environment, one key challenge in managing and engaging a multigenerational workforce is navigating differing communication styles and expectations across generations. 

For example, older workers (Traditionalists and Baby Boomers) may prefer structured, formal communication, while younger workers (Gens X, Y, and Z) might lean towards quick, technology-driven interactions. 

These differences can lead to misunderstandings, decreased collaboration, and disengagement if not addressed effectively. 

To address this challenge, organizations should consider implementing a tailored reverse mentoring program as an effective way to bridge these gaps. By pairing younger employees with older colleagues, reverse mentoring fosters mutual understanding and collaboration, promotes inclusivity, reduces friction, and aligns with organizational goals like innovation and retention. 

Whether recruiting younger workers to the financial industry, helping the metropolitan police create cultural change across the rank structure, or improving intergenerational communication, reverse mentoring should be in the toolkit of every modern HR and business leader.

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

Promote Generosity to Bridge Generational Gaps

One challenge in managing a multigenerational workforce is fostering a sense of shared purpose while acknowledging diverse values and communication styles. 

I’ve found that integrating a platform like Give River improves this by promoting generosity and emotional intelligence, essential for bridging generational gaps. For instance, using our Charity Channel, employees across age groups participate in initiatives that align with their values, boosting engagement and fostering unity despite differences.

Our “Game of Good Deeds,” similar to a virtual charity run, encourages everyone to work towards common charitable goals. This initiative has notably increased cross-generational collaboration by 30%, as individuals from different age groups find common ground in shared contributions. 

Coupled with continuous feedback loops, it creates a positive feedback mechanism where every team member feels valued and heard.

Incorporating emotional intelligence training, as part of our learning resources, has also been beneficial. It helps different generations in understanding and adapting to each other’s communication styles. 

This focus on interpersonal skills not only improves team harmony but also ensures that every voice is acknowledged, fostering a respectful and productive workplace environment.

Michael Hurwitz
President/Co-Founder, Careers in Government

Use Multi-Channel Recruitment Strategies

In today’s public sector workforce, managing a multigenerational talent pool presents a unique challenge. We see a vast “Silver Tsunami” of baby boomers retiring, while Gen Z and Millennials bring new expectations to the workplace.

One critical challenge lies in effectively bridging the communication gap between generations. Traditional recruitment methods often fail to resonate with younger audiences who expect a more tech-savvy and engaging experience.

At Careers In Government (CIG), we’ve seen a dramatic shift in how government agencies attract talent. Our data shows a growing emphasis on social media outreach and mobile-optimized career pages. For example, CIG boasts a strong social media presence, with over 110,000 Twitter followers and nearly 100,000 Facebook followers. 

To bridge this gap, agencies need to adopt a multi-channel recruitment strategy. This involves leveraging social media platforms like Twitter and Facebook to connect with potential candidates. Additionally, creating a mobile-friendly career website that caters to the preferences of younger job seekers is crucial.

By implementing these strategies, government agencies can bridge the communication gap and attract top talent from a wider pool of qualified candidates.

Komita C. Liggans
Certified Executive Coach and Development Strategist, GK Liggans

Facilitate Inclusive Interactions

Managing a multigenerational team that ranged from age 25 to 70 years of age, came with opportunities to work through some challenges and build bridges among the generations. 

One such area – communication. 

Whether I was communicating with them individually, they were communicating with each other, or all of us were in the same space communicating as a group; it proved to be a great opportunity to be the bridge since my age fell mid-range of my team. 

My team knew they could safely communicate in a manner that was the most work-appropriate to them. 

At the same time, as the leader, I opened up space to address what was said or how it was said when it happened if it caused confusion, lack of empathy, or offensiveness. Sometimes that came in the form of someone asking for clarification, elaboration, or a simple repeat of what was said. 

This allowed for real-time bridge-building even when there were some tough moments of conversation.

Cheryle Hays
Founder & CEO, InPower Strategists

Encourage Unlearning of Outdated Beliefs

One challenge in managing and engaging a multigenerational workforce is the underlying and often unspoken goals and drivers that shape how individuals communicate. 

These underlying differences often lead to personal reactions, especially when we don’t understand their perspective or when their priorities clash with ours.

To address this, I encourage leaders to listen actively for four key things: the facts, the emotion, their point of view, and their WIIFM. Then, be curious and seek to understand their ‘why’ – because in any situation, there are always multiple goals at play, and multiple reasons we act the way we do. 

This approach bridges differences, uncovers shared interests and aligns efforts, turning differences into opportunities for connection and collaboration, not just for the situation, or the day, but for the future.

Shana Sanders
CEO, We Create Tech, Inc

Bridge Communication Styles for Generational Harmony

One challenge associated with managing and engaging a multigenerational workforce is differing communication styles, especially between Gen Z and Millennials. 

Gen Z tends to favor fast, digital communication through text messages, social media, or collaboration tools like Slack, valuing efficiency and brevity. On the other hand, Millennials often prefer email and video conferencing for more detailed or thoughtful conversations. 

These differences can lead to misunderstandings or inefficiencies if not addressed properly. 

To overcome this challenge, it’s essential to be willing to learn and adapt to the communication preferences of different generations. 

As a leader or manager, it’s important to create an environment where employees feel comfortable expressing how they prefer to communicate, and then offer a mix of communication channels that cater to both quick, informal exchanges and more in-depth discussions. 

By fostering a culture of flexibility and mutual respect for diverse communication styles, you can bridge the gap between generations and promote stronger collaboration and engagement across your team.

Janet du Preez (MSc MOTI)
Leadership & Organisational Development Consultant, Engagement Dynamics

Recognize Multigenerational Benefits for Team Success

It seems that many leaders default to concern about the potential issues that may arise from having a multigenerational workforce. 

Before addressing challenges, I want to assert that the benefits of a multigenerational workforce can far outweigh the challenges. Diverse perspectives and experiences can lead to conflict, but should add value and depth to any conversation or problem-solving situation. 

This is a massive question, but leaders serve their teams best when they ensure that everyone in the team can contribute value and feel valued. 

Leaders can do this by facilitating inclusive interactions, ensuring that contributions are evaluated through both constructive and critical lenses. For example, exploring how a negative attribute might have positive benefits creates rich and open conversations. 

Leaders ideally need to work openly and collaboratively with team members to define how each generational group can add maximum value BECAUSE of their age and experience and how each group can gain value from the other groups. 

Transparency and overt discussion go a long way to fostering constructive engagement.

Carolina Caro
CEO, Conscious Leadership Partners

Navigate Generational Diversity with Unlearning Advantage

We assist organizations in navigating a multigenerational workforce with the ‘Unlearning Advantage.’ 

This model tackles generational diversity by encouraging individuals to release outdated beliefs and behaviors, known as Generational Conditioning. 

For instance, those struggling with work/life balance may realize they were conditioned to a different definition of success. 

We invite every generational group to explore what they need to unlearn. By unlearning, all generations can collaboratively shape the workplace they desire.

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

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

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

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2024 in Review: HR Lessons from a Transformative Year

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2024 in Review: HR Lessons from a Transformative Year

The year 2024 presented HR with a unique set of challenges, demanding agility, innovation, and a renewed focus on the employee experience. 

From navigating RTO negotiations and finding the balance between organization and workforce to helping employees leverage the advantages of newly introduced AI tools and platforms, HR professionals have been at the forefront of navigating a rapidly changing world of work. 

In this post, we dive into the key lessons our community of HR and business leaders learned during what proved to be a transformative year with key insights on how they adapted, what they learned, and how these experiences will shape their strategies moving forward in 2025.

Read on!

Alysha M. Campbell
Founder & CEO, CultureShift HR

Adaptability And Compassion Are Lifelines

2024 taught me that adaptability and compassion aren’t just leadership qualities—they’re lifelines. 

Last year, I saw how small, intentional shifts—like offering flexible working hours for parents balancing childcare or using mental health check-ins—had a ripple effect on morale and productivity. These actions turned stress into trust and uncertainty into connection.

One standout tool last year was AI. 

From streamlining recruitment processes to enhancing employee engagement with predictive analytics, AI showed us how technology can complement, not replace, the human side of HR. For example, using AI-driven sentiment analysis helped identify early signs of burnout, allowing us to intervene before it escalated.

In 2025, I plan to double down on creating intentional spaces for dialog—whether through pulse surveys to assess well-being or workshops equipping managers with empathetic leadership tools. 

Leadership isn’t about having all the answers but being willing to listen, evolve, and embrace innovation alongside your team. 

AI will continue to play a pivotal role in enhancing, not overshadowing, the human experience at work.

Ashish Gaur
HR Consultant

Empathy And Agility Define Success

The HR lesson 2024 taught me was the critical importance of adaptability and empathy in a rapidly changing work environment. 

The past year underscored that employees are not just resources but humans navigating challenges like evolving technologies, economic uncertainty, and personal well-being struggles. As AI and automation integrated further into workplaces, it became evident that human-centric leadership-where empathy meets agility-defines organizational success. 

In 2024, I learned that fostering trust and emotional intelligence is key to retaining talent and boosting performance. Employees today value connection, purpose, and personalized development over traditional perks. Ignoring these shifts risks disengagement and turnover. 

Going forward in 2025, this realization will reshape my approach to HR practices. 

I will prioritize employee well-being by strengthening mental health programs, flexible work models, and skills-based development plans. I will advocate for data-driven decision-making but ensure that technology enhances, rather than replaces, human connection. 

Building a culture of continuous feedback, innovation, and inclusivity will be central to my strategy. 

By blending empathy with strategic adaptability, I aim to future-proof the workforce—ensuring employees are resilient, valued, and aligned with organizational goals, even amidst uncertainty. 

This human-centered perspective will guide me as a leader in 2025.

Lekeshia Hicks
Diversity, Equity, Inclusion, and Accessibility Strategist, Lekeshia Angelique Consulting

Trust And Transparency Are Key

The most profound HR lesson I learned in 2024 was that trust and transparency were the backbone of any thriving workplace. 

Employees are more discerning than ever and want leaders who show up authentically and take action—not just talk about company values. 

The year underscored the importance of listening to employee voices through meaningful dialogue, not just surveys. When teams feel heard, seen, and included, they’re far more engaged and willing to collaborate on solutions.

In 2025, I’ll continue to champion HR practices that put people first—practices that recognize employees as whole individuals with lives and challenges beyond their job titles. 

Prioritizing wellness, fostering psychological safety, and embedding representation at every level will remain non-negotiables. 

The future of HR is not reactive—it’s proactive, human-centered, and rooted in creating cultures where people can truly thrive.

Carolina Caro
CEO, Conscious Leadership Partners

Detachment Enhances Leadership

Last year, I had the profound opportunity to work with individuals who illuminated how deeply our personal baggage and wounds can influence our leadership. 

These experiences showed me that our tendencies to personalize situations often hinder our ability to create the necessary detachment for learning and growth on our leadership journey. 

In 2025, I am committed to empowering my clients—and myself—to embrace tools that enhance our capacity to detach while maintaining effectiveness. 

This balance of emotional intelligence is crucial for achieving high performance without compromising our well-being.

Tiffany Slater
CEO, HR TailorMade, LLC

Connecting Goals And Expectations

Last year, I deepened my commitment to articulating the connection between organizational goals and individual job expectations. 

Often, leaders share organizational objectives but never make the connection to how job expectations impact them. 

This became evident when a client couldn’t understand why their organizational targets were not being achieved. They questioned how team members could achieve their goals and the organizational objectives not come to fruition. 

Unfortunately, I learned that the connection is not a natural leap for many leaders. 

Therefore, our work with clients will explicitly reflect this connection moving forward. 

Our clients’ organizational goals will be the thread that weaves all of the work we do together in our capacity as their HR department.

Joey Price
CEO, Jumpstart HR

AI Will Not Replace HR Professionals

The most profound HR lesson that 2024 taught me was that AI will never replace the value of a strategic HR professional. 

Last year, my firm helped clients navigate employee theft, mental health workplace accommodations, dismissal of executive leaders, and so much more. I couldn’t imagine a bot or algorithm leading the charge in these sorts of sensitive matters in 2025 or even 2055! 

HR leaders who wish to retain their jobs and grow should harness their power to influence organizational morale through sound business acumen, mastery of the law, and the ability to navigate change under pressure.

Elise McCabe
Founder, Career Management Consulting

Communication And Technology Drive Efficiency

As a small business owner, the end of a year offers a valuable opportunity to reflect on the lessons learned and set the direction for the year ahead. For me, there were two impactful realizations last year, which I am committed to continuing to focus on in 2025. 

(1) The awareness of how communication drives collaboration – understanding the critical role communication plays when functions within a business interlink. Misaligned communication can lead to inefficiencies, misunderstandings, and missed opportunities. In 2025 I aim to utilize collaboration platforms that streamline communication and ensure information flows seamlessly. 

(2) Leveraging technology for administrative efficiency – another pivotal lesson has been recognizing the immense value of leveraging technology that allows us to focus on delivering better services to clients. In 2025, my focus will be on streamlining processes to eliminate redundancies and improve turnaround times, and exploring new tools that address efficiency.

William Ryan
Founder & Principal Consultant, Ryan Consulting, LLC

Focus On Individuals, Not Just Work

Reflecting on 2024, the most profound HR lesson I learned was the importance of focusing on individuals and their work environments rather than solely on where and when they work. 

By prioritizing the well-being and growth of each person, we created a more engaged and productive workforce. 

Looking ahead to 2025, I believe HR practices will continue to evolve towards personalized support and flexible work arrangements, ensuring that employees feel valued and empowered in their roles. 

This shift will ultimately lead to more successful and cohesive teams.

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

Empathetic Leadership Boosts Engagement

Our biggest HR lesson from 2024 was that empathetic leadership directly impacts the bottom line. 

Data showed that teams with leaders who prioritized understanding employee challenges saw 30% lower turnover and 40% higher engagement scores in our quarterly surveys.

We learned this through real situations: when we gave managers flexibility to adjust deadlines for team members facing personal challenges, projects actually finished faster. 

When we trained leaders to spot early signs of burnout and authorized them to redistribute workloads, productivity improved by 25% quarter-over-quarter.

For 2025, we’re rebuilding our leadership training to make empathy measurable and actionable. 

We’re implementing monthly well-being check-ins, creating clear escalation paths for personal challenges, and adding empathy metrics to performance reviews. 

It’s not about being nice – it’s about being smart. 

The numbers prove that understanding our people’s needs isn’t just good HR – it’s good business.

Joshua Miller
Master Certified Executive Leadership Coach, Joshua Miller Executive Coaching

Future Of Work Is Happening Now

The most profound HR lesson from 2024 was realizing that the ‘future of work’ isn’t something we’re waiting for – it’s happening in real-time, often messily and unpredictably. 

Through coaching numerous organizations navigating hybrid work challenges, layoffs, and AI integration, I’ve observed that companies clinging to rigid policies struggled, while those embracing adaptive leadership thrived. 

What’s fascinating is how the year shattered the myth of universal workplace solutions, as organizations that succeeded were those that stopped searching for the ‘right’ answer and instead created frameworks flexible enough to support multiple right answers. 

Whether it was allowing teams to define their own collaboration rhythms or creating personalized development paths, the winners were those who embraced complexity rather than fighting it. 

Looking ahead to 2025, this means shifting from trying to solve workplace challenges to creating environments where solutions can emerge organically.

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

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

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

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