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National Guard Deployment Ignites Labor Protests in Los Angeles Amid Immigration Raid Backlash

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National Guard Deployment Ignites Labor Protests in Los Angeles Amid Immigration Raid Backlash

The streets of Los Angeles have become a battleground of protest and policy as President Donald Trump’s deployment of 2,000 National Guardsmen to the city, announced on June 8, has sparked fierce labor union resistance.

The move, aimed at quelling demonstrations against federal immigration raids, has instead fueled a third day of clashes in Compton and downtown L.A., raising urgent HR concerns about workplace safety, diversity policies, and how companies manage politically charged labor disputes.

As the situation unfolds, businesses and HR departments are scrambling to adapt, with the potential for a lasting overhaul of emergency response strategies.

A Flashpoint of Tension

The unrest began on June 6 when U.S. Immigration and Customs Enforcement (ICE) conducted raids across Los Angeles, detaining 118 immigrants—44 in a single operation at a job site on June 7, according to ICE statements.

The raids, targeting workplaces like the Fashion District and a Home Depot in Paramount, triggered immediate backlash, with protesters clashing with law enforcement using tear gas, flash-bang grenades, and rubber bullets.

By June 8, the violence escalated, with cars set ablaze in Compton and downtown L.A. declared an unlawful assembly, leading to 27 arrests by 8 p.m. that day, per the Los Angeles Police Department (LAPD).

Trump’s decision to federalize the California National Guard under Title 10 Authority—bypassing Governor Gavin Newsom’s objections—marked the first such deployment since 1965, drawing sharp criticism.

Newsom called it “unlawful” and “purposefully inflammatory,” announcing plans to sue the administration. Mayor Karen Bass echoed this, labeling the move a “chaotic escalation” that sows fear in immigrant-heavy neighborhoods, where 1 in 3 residents are immigrants, per 2024 LA government data.

Labor unions, including the Service Employees International Union (SEIU), have joined the fray, with SEIU California president David Huerta arrested on June 7 for allegedly obstructing federal agents, remaining in custody as of Sunday.

Labor’s Outcry and Workplace Fallout

Labor unions are decrying the deployment as an overreach that threatens immigrant workers, a critical segment of L.A.’s workforce.

Compton and Paramount, with their large Latino populations and per capita incomes below $25,000, have seen the heaviest protests, with reports of looted gas stations and burned vehicles.

The SEIU, representing over 700,000 workers, argues that the raids and military presence disrupt labor rights, safety, and diversity initiatives. Social media posts from union supporters highlight fears of workplace raids targeting day laborers, with one user noting, “ICE is turning job sites into war zones.”

HR departments are now on high alert. Companies face immediate challenges: ensuring employee safety amid protests, complying with federal immigration policies, and maintaining inclusive cultures.

A 2024 Gartner survey found 62% of employees in diverse sectors like retail and manufacturing—hit hard by these raids—prefer human-led support during crises, complicating reliance on automated systems.

The arrest of Huerta, a prominent labor leader, has intensified calls for HR to mediate between federal enforcement and worker protections, potentially forcing firms to update diversity training and emergency plans.

Escalating Clashes and HR Implications

The situation escalated further on June 9, with LAPD Chief Jim McDonnell reporting “increasingly worse and more violent” clashes, including commercial-grade fireworks targeting officers.

National Guard troops, numbering around 300 by Sunday morning, have taken positions near federal buildings, while Defense Secretary Pete Hegseth warned that 500 Marines from Camp Pendleton are on standby.

Protesters, many waving Mexican flags, have blocked the 101 Freeway and clashed with riot-geared officers, with at least 10 more arrests by Sunday night.

For HR, the stakes are high.
Workplace safety protocols are being tested as employees report anxiety over potential raids—Paramount Mayor Peggy Lemons noted community fear driving the protests.

Diversity policies face scrutiny, with companies like Waymo reporting damaged self-driving cars set ablaze by demonstrators on June 8.

HR teams must also navigate legal compliance under Trump’s travel ban, effective today, which restricts nationals from 12 countries, potentially shrinking talent pools and complicating hiring.

A 2025 Forrester report warns that 45% of firms automating customer service saw dips in employee trust, a trend now extending to labor unrest.

A Broader Industry Reckoning

In L.A., the National Guard’s presence may deter violence but risks alienating workers, especially in industries like construction and hospitality, where immigrants are 20% of the workforce, per the U.S. Bureau of Labor Statistics (2024).

HR leaders are rethinking response plans, with some advocating hybrid strategies—combining security measures with union dialogue—to balance safety and morale.

The establishment narrative frames this as a necessary law enforcement action, with Trump touting “law and order” on social media.

Yet, critics like the ACLU argue it’s an abuse of power, endangering civilians and troops alike.

Social media sentiment leans toward outrage, with posts questioning the militarization of labor disputes, though these remain inconclusive amid the chaos. The real test lies ahead: can HR bridge the gap between federal policy and worker rights, or will this deepen a divide that automation alone can’t resolve?

Looking Ahead

As protests enter their fourth day, with ICE planning 30 days of raids per Rep. Nanette Barragán, the labor and HR landscape in L.A. hangs in the balance.

Companies may need to invest in de-escalation training, legal counsel, and community outreach to mitigate fallout.

The National Guard’s role—whether a stabilizing force or a provocation—will shape HR strategies for years, proving once again that in crises, human insight trumps tech when trust is on the line.

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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Resistance to Readiness: How Leaders Can Upskill Teams in AI and Analytics

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Resistance to Readiness: How Leaders Can Upskill Teams in AI and Analytics

The rise of AI and analytics is transforming industries, pushing organizations to urgently upskill their teams to stay competitive in a data-centric world.

Yet, preparing employees for this shift comes with significant challenges.

From addressing resistance to new technologies to managing limited budgets and diverse skill levels, HR and business leaders face a multifaceted journey to drive effective upskilling.

The HR Spotlight team posed a critical question to leading HR and business experts:
What practical challenges should leaders anticipate when helping their workforce advance in AI and analytics skills?

Their responses highlight key barriers—such as cultivating a culture of continuous learning, securing resources for robust training, and designing inclusive programs that meet varied employee needs—while providing practical solutions to navigate them.

As AI expertise becomes essential for organizational success, these leaders stress strategic foresight, transparent communication, and tailored approaches to empower teams.

Discover their insights below to learn how to overcome these obstacles and build a workforce ready for the demands of 2025.

Read on!

Chris Hunter
Director of Customer Relations, ServiceTitan

Personalized Development Paths Ease AI Transition Fears

Leaders have to take into consideration different levels of competence across teams, which means personalized development paths are required.

In addition, obstacles exist when people do not want to change or fear that machines will take jobs away from them. Thus, access to top-level training materials is essential, as is the ability to develop a culture of consistent improvement.

Finally, the integration of new AI software should not disrupt old workflows, which means stressed leaders have to take part in detailed planning and communication to ease employees into the transition.

Chris Brewer
Managing Director, Best Retreats

Lead by Example: Curiosity Drives AI Adoption

Expect resistance and uneven learning curves. Not everyone will be tech-savvy or excited.

Budget for ongoing training, not just one-off sessions.

Be clear about the “why” behind the upskilling so it feels relevant, not forced.

Create space for experimentation without fear of failure.

Most importantly, lead by example because curiosity is contagious.

Joel Miller
President, Miller Pest & Termite

Tailor AI Training to Roles for Faster Adoption

Leaders should prepare for resistance to change and varying skill levels across their workforce when introducing AI and analytics training.

Many employees may feel intimidated or unsure about how these tools fit into their daily work. It’s essential to address these concerns through clear communication and tailored training.

Another challenge is integrating new AI tools without disrupting current workflows.

Leaders need to plan for time and resources to support learning while maintaining productivity. Practical training must focus on real-world applications relevant to employees’ roles to build confidence and drive adoption.

Amir Husen
Content Writer, SEO Specialist & Associate, ICS Legal

Map Individual Gaps Before Building AI Skills

When upskilling teams on AI and analytics, leaders must prepare for several hurdles.

Uneven skill baselines: A one-size-fits-all bootcamp won’t work—map individual strengths and gaps, then offer tiered learning paths.

Tool proliferation: Bombarding learners with every new library or platform breeds confusion. Start with one core stack (e.g., Python + pandas + a BI tool), then expand.

Data quality & access: Without clean, well-governed datasets and clear ownership, analytics projects stall. Audit your pipelines before training begins.

Time constraints: Carve out protected “learning sprints” or micro-learning slots—don’t expect people to upskill on top of full workloads.

Change fatigue: Promote quick wins, celebrate early successes, and keep leadership visibly invested to maintain momentum.

Anticipating these challenges turns training initiatives from checkbox exercises into lasting capability builders.

Louis Costello, MD
Founding Physician, Dynatech Lifestyle Mind Body Care

Address Biology First for Effective AI Training

The dominant narrative frames AI literacy as a content issue, solved with more courses and longer modules.

That misses the actual bottleneck: cognitive fatigue and information rejection.

Most employees can handle 60 minutes of high-intensity abstract learning before the prefrontal cortex disengages and starts defaulting to rote behavior. Stretch that to two hours with no breaks and retention drops below 40%. Instead of expanding access to AI resources, more companies should be reducing training blocks to 45-minute intervals, followed by physical reset tasks that spike dopamine and improve memory encoding.

Without structured rhythm, upskilling becomes an intellectual treadmill.

Any AI training rollout that skips lifestyle recalibration will collapse under mental dropout.

Sleep compression reduces data absorption by 25% in 48 hours. Multitasking through Slack or email during training destroys analytical engagement. Movement, fuel timing, and environment temperature under 72degF all impact neuroplasticity.

These variables do not show up on a curriculum checklist, but they determine whether the content lands or bounces.

Every executive designing AI training must address biology first. Otherwise, the content is brilliant but the brain is unavailable.

Yoad Bet Yosef
Owner, Nature Sparkle

Gradual Learning Process Builds AI Confidence

When I started helping my team get better at AI and analytics, one of the biggest challenges was getting people comfortable with the new tools.

Many of our employees, especially those in customer service and marketing, were used to more traditional methods of working. Transitioning them to data-driven decisions required patience and clear, simple explanations of how AI could make their jobs easier.

One thing that worked was offering bite-sized training sessions that focused on real-world applications, like how AI could help with predicting customer preferences.

After implementing this approach, we saw a 22% increase in marketing team productivity, as they became more confident in using analytics to create personalized campaigns.

The key takeaway is: Make the learning process gradual, show the direct benefits to daily tasks, and celebrate small wins along the way. This way, your team can embrace the changes rather than resist them.

Marcus Denning
Principal & Senior Lawyer, MK Law

Align AI Tools with Daily Legal Practice

Often, lawyers struggle with using statistics because they perceive them as separate from the legal process. I helped a company explain the basics of data analytics by using daily examples and easy-to-understand legal terms for probabilities and trends. Presenting legal ideas as simple data allows people to learn them more quickly and retain them for a longer period.

I tried an AI tool for litigation and found it impressive at the start, but it was not fully aware of the details used in Victoria’s courts. They quickly rejected it because it did not fit with what they dealt with every day. It demonstrated to me that any software that does not align with the law or lawyers’ thought processes will not find use.

Furthermore, I have suggested that companies reconsider their expectations as people adapt to new ways of doing things. In some cases, junior lawyers did not use AI tools since their time was only recorded by billable hours. We changed the benchmarks for a brief period to encourage students to try different activities, and very soon students became excited about working together.

Mary Rizutti
HR Advisory & Compensation Resources group, EisnerAmper

Skill Analysis, Identifying Application, and More

While AI is changing so many aspects of business, with change comes challenges. There is clearly and expectedly a learning curve in this space. Companies are facing the challenge of a workforce that has had limited to no exposure and/or training in AI.

To work effectively with AI, a combination of technical and soft skills is needed. Technical skills such as knowledge of programming languages like Python, Java, R and C++ are commonly used in AI development. Individuals with backgrounds in computer science, data science, artificial intelligence, robotics, mathematics and statistics and software engineering may possess skills upon which they may rely to begin to understand large language and algorithm model development, as well as prompt engineering (the ability to optimize prompts for AI tools), as an example. may be acquired through self-study.

It’s important for companies to assess the current workforce to help them understand which employees might be suited to support an AI integration process.

One initiative many companies are undertaking is to perform a skills analysis on its workforce to identify those in-house who possess the capability to engage in identifying areas where AI may be appropriate.

Companies should also be prepared to deal with the challenge of identifying the application for AI within their companies. Some questions they should consider include: How far down the road should we go with AI? Are there controls in place to test and trust AI’s output? Do we have policies in place to monitor and provide guardrails for individual usage?

These challenges call upon leaders to not only possess, but to also instill and encourage keen problem-solving skills among their teams, to create ethical awareness around AI biases, privacy concerns and the responsible use of AI.

Fostering an environment of continuous learning, adaptability, curiosity, communication and collaboration needs to be a deliberate focus for leaders to enable their companies to travel the AI journey that is ahead.

Rebecca Trotsky
Chief People Officer, HR Acuity

Allow Employees to Shape AI Use

As HR leaders, one of our biggest priorities is helping our people leaders reskill and upskill their team members.

Many are excited by AI’s potential; yet, some challenges and concerns remain.

Fear of job displacement, lack of understanding, concerns about privacy and bias. Knowing these sensitivities, organizations that are adopting AI have to remember that trust and transparency are just as critical as training.

That means involving your employees from the start, allowing them to help shape how AI is used.

Making sure that they understand how AI is an enhancement not a replacement. And setting clear policies on how tools are used and what data is collected.

Danielle Pickens
Chief Program Officer, Urban Schools Human Capital Academy

Support Not a Substitute for Human Judgment

One key challenge for education leaders is preparing their workforce to effectively adopt AI and analytics. This goes beyond technical training as it requires a mindset shift toward data-informed decision making.

Educators are the heart of schools, yet many lack exposure to AI tools and face time constraints, making targeted professional development critical. Leaders must ensure equitable access to technology to prevent deepening disparities, while addressing ethical concerns like data privacy and bias.

AI should be seen as a support, not a substitute, for human judgment. It all starts with a strategic, empowered Human Resource team ready to lay the foundation for continuous learning.

By prioritizing upskilling and fostering an open culture, schools can begin to leverage AI to improve efficiency, accessibility, and ultimately, student outcomes.

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 2025 Trust Gap: HR Experts on Restoring Faith in the Workplace

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The 2025 Trust Gap: HR Experts on Restoring Faith in the Workplace

The 2025 Edelman Trust Barometer uncovers a concerning shift: only 75% of employees worldwide trust their employers to act with integrity, a 3-point decline from previous years.

This widening trust gap poses a significant hurdle for HR and business leaders, as trust is the foundation of employee engagement, retention, and organizational success.

Factors like economic volatility, rapid technological advancements, and changing workplace expectations have fueled employee skepticism, underscoring the need for genuine leadership and open communication.

To tackle this issue, the HR Spotlight team gathered insights from HR and business leaders on practical ways to rebuild trust and cultivate a thriving workplace culture.

Their recommendations—emphasizing transparent dialogue, accountability, and values-aligned actions—provide a roadmap for organizations to bridge this trust divide.

In a time when employees crave authenticity and purpose, these strategies empower leaders to restore confidence and foster enduring loyalty.

Dive into the expert advice below to learn how forward-thinking leaders are addressing the trust crisis and building stronger, more resilient workplaces in 2025.

Read on!

Louis Costello, MD,
Founding Physician, Dynatech Lifestyle Mind Body Care

Louis Costello

Trust collapses when employees feel like human output machines, not sentient collaborators.

Most companies obsess over purpose statements and culture decks while ignoring the single most predictive trust variable—energy clarity.

I run operations with color-coded energy reporting every 48 hours across my team of 10.

No algorithms, just check-ins built into workflows that cost zero dollars and reduce burnout rates by 35 percent.

Teams do not need more perks—they need to feel that their rhythms are visible, predictable, and respected.

Andrew Peluso
Founder, What Kind Of Bug Is This

Andrew Peluso

Rebuilding trust starts with transparency—sharing what decisions are made and why. When people understand the trade-offs behind layoffs, budget shifts, or policy changes, they’re more likely to stay engaged, even if they disagree.

We hold monthly open Q&A sessions where team members can ask about priorities, financials, or leadership decisions. It’s sometimes uncomfortable but shows we’re not hiding behind spin. That openness builds real trust over time.

Ram Krishnan
CEO, Valant

Ram Krishnan

Organizations should have a clear purpose, mission and vision and try to align everything to those tenets. They have to be real, and companies need to be able to tangibly connect to them.

For Valant, every employee plays a vital role in our organization’s purpose to make the world a mentally healthier place, and we communicate this practice to our employees.

To rebuild trust, leaders must be clear in their vision, for the company, for a division, and even for a job function.

They must be transparent about what they will and won’t do by those guidelines, and they must do what they say they are going to do.

Simon Fabb
CEO, ChiefJobs

Simon Fabb

Rebuilding employee trust starts with being honest and consistent. Leaders should show they understand what matters to their teams by listening carefully and acting on feedback.

Transparency matters too – explaining decisions clearly helps people feel involved rather than left out. It also means following through on promises because trust fades when actions don’t match words.

Creating chances for genuine connection through regular check-ins or informal chats helps people feel valued beyond their work.

Owning up to mistakes and taking responsibility can strengthen trust, showing the organisation is made up of real people, not just rules.

Mauricio Velásquez
President & Founder, DTG

Mauricio Velásquez

Diversity Training Group provides training, consulting and executive coaching to clients and we are often asked to address Psychological Safety and Workplace Trust issues, Emotional Intelligence and dealing with Toxic Behaviors.

Our advice is always:

Be transparent, don’t just make and share decisions without context or explanation. Explain how you came to make said decision and get input ahead of the decision from all parties involved.

Communicate regularly – state of the business, industry, emerging trends – regular “all hands meetings”

Recommit to Mission, Vision and Core Values and hold all to account; none of this “Well this person is a “Senior Leader – they will not be held to the same standards.”

Is your organization Psychologically Safe? Do we have high or low trust teams?
– Are you approachable as a Manager/Leader – do you solicit feedback to improve without getting defensive
– Are people afraid to share contrarian ideas, suggestions and recommendations?
– Do you think your team members are holding back – for fear of retaliation?
– Do you allow bullies, toxic people to “roam free and dominate?”

SMR Covey says “Leadership is getting results in a way that inspires trust”

We ask in our Trust-Psychological Safety workshops what are we doing (as Leaders/Managers) every day to Build Trust and Undermine Trust (behaviorally, might be unintentional)?

Never say “This was need to know and you did not need to know” – destroys trust

Balaram Thapa
Co-Founder & Travel Advisor, Nepal Hiking Team

Balaram Thapa

Emphasizing cultural competency and inclusive narratives can have a powerful impact on rebuilding trust within the workplace. 

When employees see their diverse backgrounds and stories authentically represented and celebrated, it fosters a deeper connection and commitment to the organization. 

Creating spaces where employees can share personal stories related to their cultural backgrounds and experiences can be transformative. This practice encourages open dialogue, breaks down stereotypes, and enhances mutual understanding across teams. 

As people relate on a human level beyond job titles, trust organically grows. 

Support these initiatives with clear actions, like incorporating learnings into company policies and celebrations, demonstrating that the company values every individual’s story.

Andy Kolodgie
Founder, Sell My House Fast

Andy Kolodgie

To rebuild trust in such a scenario, focus on personalizing professional growth. While companies often emphasize generic career pathways, tailoring growth plans to individual skills and aspirations can make a huge difference.

Engage employees in regular one-on-one conversations not just about performance, but about their career aspirations and personal growth goals. Empower managers to help team members access resources, training, or mentorship opportunities that align with these personal goals.

This approach shows that the company values them as individuals, not just cogs in a machine. When employees feel their unique contributions and potential are recognized, trust grows. This method fosters a stronger, more personal connection between employees and employers, bridging the trust gap effectively.

Zarina Bahadur
CEO & Founder, 123 Baby Box

Zarina Bahadur

Focusing on transparent compensation practices can be an effective way to rebuild trust in the workplace.

When employees have a clear understanding of how salaries are determined, they perceive a fair and equitable work environment.

Sharing information on pay ranges and the criteria for promotions or raises demystifies the process and reduces skepticism. Implementing an open forum or Q&A sessions where employees can discuss their compensation concerns or gain clarity on the company’s financial strategies fosters trust.

This approach, while not as commonly discussed as open-door policies or feedback loops, addresses the fundamental issue of fairness and transparency in the workplace—key factors in building and maintaining trust.

Cindy Williams
Executive Director, WorkLife Partnership

Cindy Williams

Rebuilding trust starts where most leaders don’t look: in the gaps between intention and impact.

Having supported nearly 20,000 workers through personal and workplace challenges, we’ve learned this: trust erodes when HR approaches well-being more like a checkbox for insurance discounts than a core company value.

So, where to start? Lift the hood and listen. Beyond engagement surveys, gather qualitative insights to understand how uncertainty, stress, and available supports are really impacting your people.

Then, equip your team with better data. Push vendors for real-time indicators of well-being – not just utilization rates. Trust grows when HR has the tools to respond meaningfully and employees have the tools to thrive.

Finally, act visibly. As HR takes action, close the loop by communicating how employee feedback is driving decisions.

And don’t forget to share the wins. Employees don’t expect every idea to stick, but they do want to know they’ve been heard.

Shannon Alter
Communications Expert & Founder, Leaders Exceed

Shannon Alter

Trust must be earned and the easiest way to earn trust with your employees is to be open, honest and communicate with authenticity and transparency. As the CEO or team leader, it’s your responsibility to lead by example. To boost trust, optimism and unlock loyalty, senior leaders need to start here:

Think of your organization as a “handshake” kind of business. Employees want to shake your hand and look you in the eye in the process – that’s how you begin to build trust.

In a fast-paced, hybrid working world, communication is more awkward and more transactional than ever. To combat this, leaders must take time to actually talk with their teams. People want to be seen and heard.

Make interactions intentional. Don’t just show up to your office and hope for the best. Instead, actively seek out opportunities to interact with employees. It works at building connection, a sense of belonging and also trust.

Don’t abandon one-on-ones with your team because you’re busy. These are a prime opportunity to really understand what’s going on in the business, from the very people who are helping you build the business. It’s a great opportunity to listen and show your team that you value them.

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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6 Signs You’ve Found the Right HR Leader

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Matthew Ramirez HR Spotlight
Karen Cate Agustin - HR Spotlight
Yongming Song, CEO, Live Poll for Slides
Piotrek Sosnowski - Terkel HR Spotlight
Tony Deblauwe - Terkel HR Spotlight
Matt Grimshaw - HR Spotlight

6 Signs You’ve Found the Right HR Leader

From leading with inclusivity to generating a self-building ecosystem, here are six answers to the question, “What are some important signs that show you’ve found the right HR leader for your organization?”

  • Create an Inclusive Culture
  • Display Strong Communication Skills
  • Have Openness to Criticism
  • Share Your Company Values
  • Bring a Diverse Experience
  • Build Systems that Improve Over Time
HR Leader - HR Spotlight

Create an Inclusive Culture

When you find an HR leader who can create an inclusive culture, you’ve found a keeper. Today, employees want to work for a company that makes them feel welcomed and appreciated. HR leaders are the ones who make all of the company policies and procedures that guide the employees. So, if you have an HR leader who can create an inclusive culture, they can create a welcoming environment for all employees, no matter their race, gender, or religion.

Matthew Ramirez, CEO, Rephrasely

Display Strong Communication Skills

Strong communication skills are an essential trait for any HR leader to have. If your HR leader communicates with employees at all levels of the organization and with external partners, such as vendors and service providers, then you’ve found the right HR leader for your organization.

Karen Cate Agustin - HR Spotlight

Good HR leaders listen actively and attentively to others and fully understand their perspectives and needs. They present ideas and information in a way that is easily understandable to others.

Karen Cate Agustin
Business Analyst, Investors Club

Good HR leaders listen actively and attentively to others and fully understand their perspectives and needs. They present ideas and information in a way that is easily understandable to others. In addition, the ability to write well, including the ability to compose clear and professional emails, memos, and other written communications, makes an HR leader perfect for any organization.

Karen Cate Agustin, Business Analyst, Investors Club

Have Openness to Criticism

One sign of a good HR leader is having an open mind and a readiness to adapt to change. They listen to other people when criticism arises and objectively consider their opinions. They will take criticism and make improvements where necessary, especially in managing people.

A good HR leader allows others to take the spotlight in departments where people take accolades. As to them, it is the results and progress that matter. They face situations head-on and deal with the issues raised without expecting individual rewards, but for the benefit of the entire organization.

Yongming Song, CEO, Live Poll For Slides

Share Your Company Values

Investigating the personal values of a candidate is a process that I never skip during interviews, especially with HR experts. In fact, I believe that a candidate’s values aligning with those of your company are a promising sign that they would be a good fit as an HR leader in your organization.

First, shared values can create a sense of cultural fit and make it more likely that the candidate will be happy and motivated in their role. When HR leaders share the same values as the rest of the organization, they are more likely to make decisions that are in line with the company’s overall goals and mission. Without that, the company would not live by the values they preach.

Piotrek Sosnowski - Terkel HR Spotlight

Finding an HR leader who shares the values of your company matters in ensuring they do not become empty words without real consequences.

Piotrek Sosnowski
Chief People & Culture Officer, HiJunior

This is absolutely crucial to people like me, who believe that companies should always uphold their principles. Overall, finding an HR leader who shares the values of your company matters in ensuring they do not become empty words without real consequences.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

Bring a Diverse Experience

An HR leader who has broad experience in different industries and business sizes, and a demonstrated track record of developing and implementing various types of people initiatives, is a sign of a strong leader. The diverse exposure typically ensures the person is flexible, adaptable, and can pivot based on changing business circumstances.

Tony Deblauwe, VP, Human Resources, Celigo

Build Systems that Improve Over Time

The best HR and people leaders are the ones who can build data-led systems that improve over time. Historically, HR has been too focused on delivering individual projects, initiatives, and applications, but these things only deliver lasting value if they’re part of a bigger people management system.

Matt Grimshaw - HR Spotlight

The best HR and people leaders are the ones who can build data-led systems that improve over time. Historically, HR has been too focused on delivering individual projects, initiatives, and applications, but these things only deliver lasting value if they’re part of a bigger people management system.

Matt Grimshaw
Founder & CEO, Youda

If you’re not joining things up properly in HR, it’s a bit like having all the components of a car, but not fixing them together—you won’t get very far! The best people leaders see their employees as “users,” and they look to build a system that creates a coherent, seamless employee experience. They do this using HR tech that enables them to test and learn so they can generate the data they need to improve business performance.

Matt Grimshaw, Founder & CEO, Youda

So Go Ahead and Make the Right Choice!

Now that you have a list of great insights to refer to, you know you can make a far better choice when hiring your HR leader. Remember, more than anything else, the ideal candidate must understand how important their job is and how they will be leading the most important resources in your organization. As long as they’re willing to commit themselves to the good of the organization and the workforce and have the experience and expertise to match, your organization will be in good hands.

Do you have a best practice or tip you think will provide added direction to leaders hiring their next HR leader? Or is there another insight 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.

6 Reasons Why Employers Scan a Candidate’s Online Behavior

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Matthew Ramirez HR Spotlight
Max Schwartzapfel - HR Spotlight
Anjela Mangrum - HRSpotlight
Archie Payne - HR Spotlight
Seth Newman - Terkel for HR Spotlight
Yongming Song, CEO, Live Poll for Slides

6 Reasons Why Employers Scan a Candidate’s Online Behavior

Scan Candidate Online Behavior - HRSpotlight

Determines Company Fit

Scanning online behavior can be a great way to see if a candidate is a good fit for the company culture. I’m not talking about seeing their interests or following other companies merely, but rather about how they use their online platform.

Are they posting about going to the gym and eating well, or are they complaining about work or the people they work with? Online profiles are windows into a person’s life, and employers are using them to determine if candidates are the right fit for their company.

Matthew Ramirez, CEO, Rephrasely

Shows the Real Candidate

Employers want to get a fuller idea of what the person they’re hiring is like. Social media can allow them to understand what a person’s behavior represents when they aren’t acting on a script. It provides a more natural view of a candidate than they might see during an interview.

Max Schwartzapfel - HR Spotlight

If understanding a candidate before hiring saves a company from having to deal with behavior troubles or legal liabilities of any sort, then it’s already worth the effort.

Max Schwartzapfel
CMO, Schwartzapfel Lawyers

If understanding a candidate before hiring saves a company from having to deal with behavior troubles or legal liabilities of any sort, then it’s already worth the effort. It will always be better for a company to reject an unsuitable candidate than it will be to fix any issue caused by them in hindsight.

Max Schwartzapfel, CMO, Schwartzapfel Lawyers

Filters Out Troublemakers

I’ve learned the hard way how important it is to conduct candidate background checks, especially their social media profiles.

Five years ago, I hired an apparently perfect candidate for a role, only to have the HR department bombarded with complaints about inappropriate remarks and insensitive behavior towards other employees. Later, I discovered this was the norm for him; his Facebook profile was full of problematic status updates, racist quotes, and shockingly sexist remarks.

Anjela Mangrum - HRSpotlight

With challenging times ahead for businesses, I think it’s better to deep-dive into whatever candidate information is available instead of risking hiring them, only to terminate them and rehire someone else in a month.

Anjela Mangrum
President, Mangrum Career Solutions

Sometimes, online profiles can also provide clues about the legitimacy of applications that seem too good to be true. With challenging times ahead for businesses, I think it’s better to deep-dive into whatever candidate information is available instead of risking hiring them, only to terminate them and rehire someone else in a month. As it is, with the current challenges of running a business, office drama is the last thing we need!

Anjela Mangrum, President, Mangrum Career Solutions

Controls Your Online Reputation

The things that an employee posts or does online don’t just impact their individual reputation; they can also influence how people view or think about your company, even when someone is posting on their personal social media.

Many customers today want to do business with companies that share their values, and job seekers feel the same way about employers. If you hire someone who’s an online bully or regularly posts offensive content, this could lead to people associating these behaviors with your company, and your online reputation as a business can suffer.

Archie Payne - HR Spotlight

If you hire someone who’s an online bully or regularly posts offensive content, this could lead to people associating these behaviors with your company, and your online reputation as a business can suffer.

Archie Payne
CEO, CalTek Staffing

This is aside from the potential impact on your team, culture, and morale from hiring someone who’s hostile, prejudiced, or otherwise toxic, although that’s something else that’s important to consider. Scanning the profiles and posting behavior of candidates before they get through the interview process is an easy way to check for red flags and avoid hiring someone who will cause you these kinds of headaches.

Archie Payne, CEO, CalTek Staffing

Exposes Red Flags

People always warned us in college that employers would search through our social media. It’s true because, as I am in charge of gathering candidates for new openings, the first thing I do when someone applies is look over their social media profiles. We do this to see if they will be a good fit with our company culture.

Obviously, you want employees who will show up on time and get along with others. When I see people who have their profile photos as themselves flipping off the camera and smoking drugs, those are red flags that they probably wouldn’t do well in our culture. With social media, you are supposed to put your best foot forward or show the best side of yourself. Make sure it truly is the best side you are showing others.

Seth Newman, Director, Sporting Smiles

Uncovers the Candidate’s Private Integrity

Social identity online is vital for employers to determine the integrity of potential candidates. Candidates with a dirty online identity can damage the reputation of the brand and link it with associated behaviors, such as racism or sexism.

Online scanning can validate the information that potential candidates provide and help gauge the intangible aspects of trust and integrity. It is also vital for security to avoid hiring candidates involved in illegal activities such as money laundering and cybercrime. It is also a way to eliminate unconscious bias through objective scanning of potential candidates.

Yongming Song, CEO, Live Poll For Slides

Scanning a Candidate’s Online Behavior Does Make a Lot of Sense!

Pick up any of these points shared by workplace leaders and you’ll know there are plenty of valid reasons to review a candidate’s online behavior and determine if they’d be a good fit or not. So the next time you post something or leave a comment without thinking twice, remember that your potential employers will get to it, review it, and probably use it as enough reason to reject you.

Do you have a valid pointer to add to this list? Or is there another topic you’d like to start a conversation around on the HR Spotlight platform?

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

13 Tips to Create a Happy Work Environment

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13 Tips to Create a Happy Work Environment

HR Spotlight Happy Workforce

Employee Recognition

Acknowledging and appreciating employees for their achievements and contribution goes a long way. Recognizing the effort of the employees shows that you have noticed their work, which may inspire them to work even harder on the following project and increase their commitment to the company’s future success.

When workers feel seen and appreciated, they voluntarily want to do more and more for the company. They adopt the organization’s mission and goals as their own, which subsequently helps the company succeed. They might even discover the abilities they never knew they had! That’s the power of recognition!

Make Employees Feel Valued

It is crucial for employees to feel trusted and respected because they are the foundation of any firm. Employees who do not believe their contributions are valued in their workplace have reported lower happiness levels. Those with higher job satisfaction have a greater desire to excel at their jobs.

It is essential to make your employees feel valued because their thinking affects their performance. The relationship is reciprocal; employees who believe their organization values them will also appreciate their organization.

Employee Appreciation

Appreciating the employee for their worth to the organization is very important, much like we did when we talked about the significance of employee recognition, which is recognizing them for their work. It extends beyond the specific job they have completed and includes things like their morals, punctuality, and technical expertise.

Everything helps, even just saying “thank you,” giving birthday presents, awarding employees of the month, best team awards, writing thank-you notes, and other such gestures can help your staff members feel loved and recognized by you.

Provide the Employees with Growth Opportunities

Unexpectedly, the areas that receive the least attention are closely related to employee satisfaction, such as a sense of purpose, fulfilment, and contentment. Employees feel satisfied with their work when it aligns with their mission or what they are intrinsically inspired to perform.

The lack of opportunity for advancement at work leads many employees to quit, and they aren’t happy with their jobs and need to understand why they do what they do. Employees who believe their work matters and receive proper training and development opportunities sense improvement in themselves and are, therefore, more devoted to their organization.

Balancing Personal and Professional Development

If people desire to advance in their careers, professional growth is critical. Providing proper training and growth opportunities for employees will raise the caliber of their output. Great employees will be developed by encouraging them to finish a course that would benefit them or providing them with career development advice.

Personal development is as vital to professional progress. It is inevitable that if a person lives up to their potential and is the finest version of themselves, it will show in their work. A good work environment can teach the employees how to be more organized, on time, better handle their stress, etc.

You can encourage personal growth by starting your day by encouraging each employee to create a gratitude list. Such routines would help them feel rested and energized at the start of the day and enhance their awareness of themselves as individuals.

Prioritize Work-Life Balance

Work-life balance is equally crucial to getting the most work done by the employees. Set boundaries that divide an employee’s personal and work lives. Their emotional and physical health would also improve, enabling them to be more present at work.

Gender is not a factor in the requirement for work-life balance; both men and women need it. Numerous studies have found that people who don’t have a healthy work-life balance are the least productive and experience significant levels of stress.

Refrain from forcing staff to work or attend meetings when they are on vacation or at home. It’s crucial that employers acknowledge that their staff members lead lives outside of work.

Give Importance to Employee Wellness

Most employment includes sedentary work that keeps workers still for long periods, which is bad for both their physical and mental health. Physically and psychologically fit employees are much more enthusiastic and joyful than those who always feel ill and exhausted. Employee health has an impact on both their productivity at work and the effectiveness of the company.

For the firm as a whole, making an effort to encourage employees to adopt healthy lifestyles is an investment. Setting customized goals for each employee based on their current state of health and working toward them could help each person become a better version of themselves.

Focus on employee well-being in ways such as offering exercise memberships, access to one-on-one counseling sessions, giving healthy snacks in the office, etc.

An Effective Remuneration System

Any employee’s most significant source of motivation is the compensation they receive for their efforts. A reasonable remuneration system is a fundamental and crucial element that a good organization must possess for its people to be happy and content.

Remuneration includes base pay and additional benefits like commissions, bonuses, and overtime pay. It strengthens the relationship between employees and their employer and the level of dedicated employees have to their jobs. A fundamental benefit that an organization requires is that employees who are more satisfied with their jobs are more motivated to work harder.

Employee Involvement in Decision Making

Employees or teams involved in the decision-making or planning process have higher self-esteem and believe their thoughts and contributions are valued by their superiors and the organization. They will feel empowered and compelled to work more and make more significant contributions to the organization if they believe they can make a difference.

A significant advantage of integrating the staff in decision-making is that they will no longer perceive a hierarchy in the planning process and a need to do what they are told. The sense of belonging and feeling valued is a complete game changer!

Have More Face to Face Meetings

It is always better to have more in-person meetings and gather the staff in one location because doing so automatically contributes to the development of trust and improves the employer-employee relationship. Since most meetings took place remotely during the covid era, there needed to be more employee involvement.

Face-to-face communication makes it easier for coworkers to understand each other’s thoughts and opinions. It helps prevent misunderstandings, which are more likely to occur when information or orders are relayed to employees from higher-ups without having first-hand contact.

Besides, it feels nice to have everyone together in one space, and it is quicker and more effective to hold meetings where everyone feels heard.

Encourage Two-Way Feedback

Two-way feedback is one of the best healthy and effective communication approaches. Since employers and employees can express their opinions, employees are less likely to feel intimidated.

Feedback meetings are held to reflect on the work and determine what areas need improvement and what work has been appreciated and should be continued. Therefore, it is much preferable to involve the employee directly and get their opinion on it, whether it be regarding their work, rather than just the employer pointing out everything they have to say.

Employees can also be asked to fill out surveys about their employers so that they can make improvements in any areas where they feel the workplace is lacking.

Two-way feedback will assist the parties involved in developing trust, and since everyone has a chance to express their opinions, they feel satisfied and heard. This results in contented workers, who, in turn, have higher job satisfaction.

Together, Set Goals for the Next One Year

When an organization thinks of their employees not only from the perspective of what they can gain from them but also towards their individual growth, it boosts their motivation to stay loyal to their jobs.

Have meetings where you discuss what goals you are planning to achieve as a team for the organization and what everyone’s individual goals are. For example, one employee might say he wants to get fit; the other person might want to earn double what he had been making the current year, and so on.

This helps everyone know what are everyone’s individual goals and can support and motivate each other to achieve that. You can also conduct weekly meetings to reflect on the week and whether you’ve taken steps that bring you closer to your goals. This way, employees feel happy that their needs are being taken care of!

Avoid Micromanagement

Employees are discouraged from doing their best when their employers constantly monitor and regulate everything they do. Because let’s admit it, no one likes to be told what to do continually, and it’s uncomfortable to work under a supervisor who is always watching you.

Employees may question their skills and become highly pessimistic about their jobs. If every minor error is called out, they could become less motivated to complete their work. Employees would constantly feel anxious, lowering productivity and drastically reducing the likelihood of thinking creatively.

Therefore, one strategy that an organization should avoid using is micromanagement.

These are just a few of the many ways that, with regular practice, you could create a happy workplace.

Employees are more likely to stay aware, engaged, and satisfied with their work in a favorable and happy environment.

Remember, a happy work atmosphere results in content employees, creating a wonderful organization!

Do you have a unique solution to create a happy work environment you think should be a part of this list Or is there another insight 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.