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The Silent Revolution: The Underrated HR Practices Delivering Real ROI

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The Silent Revolution: The Underrated HR Practices Delivering Real ROI

In the quiet corners of forward-thinking organizations, where flashy HR buzzwords often dominate headlines, a subtler revolution is brewing: simple, human-centered tweaks that quietly outperform grand overhauls in driving retention, morale, and efficiency. 

What if the real 2026 breakthroughs aren’t massive AI rollouts or policy overhauls, but empowering people to own their paths, verifying authenticity without drama, and letting teams communicate on their own terms? 

On HRSpotlight, pragmatic executives, founders, and HR leaders share their under-the-radar bets—practices flying below the hype radar yet delivering measurable wins. 

From crews self-selecting jobs based on skills and satisfaction, to peer feedback unlocking caregiver voices, async defaults clearing calendars, AI quietly validating profiles to ease executive hires, and engineers leading safety walks for sharper risk detection—these “underdog” moves emphasize autonomy, trust, and ownership over top-down mandates. 

Their collective insight challenges conventional wisdom: sometimes the most powerful strategies are the least glamorous ones that put people first. 

Discover which low-key bets could quietly redefine workplace success in 2026.

Read on!

Joseph Melara
Chief Operating Officer, Truly Tough Contractors

At my company, we started tracking who had what licenses and how their last project went.

Then we let crews pick their own jobs based on that info.

Retention improved and people were just happier, all without us forcing any new policies.

For trade-heavy teams, giving people control over which projects they take is a simple move that puts the right skills in the right place.

Let Crews Choose Jobs, Retention Rises

Andrew Yan
Co-Founder & CEO, AthenaHQ

Here’s a trend I’m watching that’s still under the radar.

Companies are using AI to check if executive and candidate profiles actually match up.

We saw this work at AthenaHQ, where these checks cut down on profile fudging and made hiring conversations much smoother.

It’s a simple way to protect your reputation on platforms like LinkedIn, especially if you’re worried about being misled.

AI Verifies Profiles, Smoother Executive Hires

Akash GR
Founder, Senior Services Directory

At the Senior Services Directory, we had caregivers give each other quick, informal feedback.

No formal program, no forms, just people helping each other out. Suddenly, the quiet ones started speaking up.

We didn’t fix everything overnight, but the whole vibe changed.

People were more willing to help each other. I’d tell any care team to try this.

It costs nothing but people’s time, and the boost in morale is real.

Peer Feedback Sparks Caregiver Voice and Morale

Sean Chaudhary
Founder, AlchemyLeads

After two remote jobs with brutal time zone differences, I stopped fighting it.

The fix? Make asynchronous communication the default, not the exception.

We just started writing everything down. Project updates, decisions, feedback.

Suddenly our calendars cleared up.

People worked when they were actually productive, not when a meeting was scheduled. It made the whole thing manageable.

Default to Async, Workflows Speed Up

Bell Chen
Founder & CEO, Superdirector

I think the future is using AI to match people with tasks they’re actually good at, not just what their title says.

One summer at Enlighten Animation Labs, we analyzed old projects to assign new roles based on real skills.

Output improved and people seemed more into their work.

Any creative tech team could probably find people on their team who are great at things you never knew about, just by looking at what they’ve done.

AI Matches Tasks to Real Skills

Lisa Clark
Director, Bell Fire and Security

We started letting our engineers run their own safety walks and it’s been a game changer.

They catch the little risks our managers always missed. The team has more ownership now, you can just tell.
They do it every month. Honestly, letting people take the lead makes for a safer workplace and better morale.

Let Engineers Lead Safety Walks, Risks Drop

Edward Cirstea
Founder, Fotoria

Here’s something I’ve noticed: giving executive teams a simple set of visual rules actually works.

At Fotoria, we created a basic template for LinkedIn and our internal site.

Suddenly, new leaders weren’t confused about what photo to use, and updating someone’s bio when they got promoted took minutes instead of days.

If you do this, make sure everyone gets the same simple template. It saves a lot of headaches later.

Standardize Executive Visuals, Cut Update Friction

Vince Tint
Founder, 12 Steps Marketing

I bet AI authenticity checks are about to get huge.

We had one candidate whose LinkedIn and Facebook looked like two different people, making background checks a nightmare.

We added a simple AI verification tool and suddenly we knew exactly who we were talking to.

If your company is on the line for who you hire, this simple fix saves you from a massive headache.

Adopt AI Authenticity Checks, Avoid Bad Hires

Mr. John Sammon
CEO, Diehard Local

The trend of going back to using a set amount of vacation days rather than unlimited PTO.

I think people have discovered the downsides of “unlimited PTO” and are looking to shift back to the previous approach of offering a set amount of days to take within a calendar year.

Set Vacation Days Return as Smarter Choice

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?

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Stopping the Exit: HR Strategies for When Employees Start “Cushioning”

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Stopping the Exit: HR Strategies for When Employees Start "Cushioning"

Your top performer just quietly applied elsewhere—again. “Career cushioning” isn’t a fad; it’s the new normal in a workforce where loyalty feels optional and options abound. 

But is it betrayal, or a blazing red flag that something’s broken inside your culture?

HR Spotlight went straight to CEOs and founders who’ve stared down this silent exodus: from Gen Z teams vanishing until given real paths, to high-performers drifting when ideas die unheard. 

Their unfiltered wisdom? It’s rarely about money—it’s about feeling seen, stretched, and part of something bigger. 

Discover how honest one-on-ones, visible growth maps, and genuine empathy turn “one foot out the door” into “all in for the long haul.” 

If you’re losing talent you can’t afford to lose, these battle-tested moves might just save your team. 

Dive into the real talk on HR Spotlight.

Read on!

Justin Carpenter
Founder, Jacksonville Maids

My Gen Z team starts looking for other jobs the second they feel stuck.

We were losing people last year until we moved our reliable seasonal workers into full-time positions with benefits and showed them an actual path forward.

They don’t seem to be looking anymore.

Honestly, just sitting down with them one-on-one on a regular basis is what keeps them around.

It’s that simple.

One-on-Ones Stop Gen Z Job Hunts

Joe Spisak
CEO, Fulfill

I’ve learned that career cushioning isn’t the problem–it’s the symptom.

When your best people are quietly interviewing, they’re telling you something broke in your culture before they ever updated their LinkedIn profile.

At Fulfill.com, I’ve seen this play out dozens of times as we’ve scaled from startup to a company working with thousands of brands.

The reality is that top performers don’t wake up one day and decide to leave.

They make that decision incrementally, over weeks or months, when small disappointments compound.

Maybe they pitched an idea that got ignored. Maybe they hit a growth ceiling.

Maybe they realized their manager cares more about metrics than their development.

Here’s what I do when I sense someone’s checking out.

First, I have an honest conversation–not the corporate HR version, but a real one.

I ask directly: What would make you excited to be here in two years? What’s frustrating you right now that I don’t see?

Sometimes the answer surprises me.

I had a warehouse operations lead who seemed disengaged, and I assumed it was compensation.

Turns out, he wanted to build our automation strategy but thought we only saw him as an ops guy.

We restructured his role, and he’s still with us three years later.

Second, I’ve stopped trying to retain everyone.

Some people should leave, and that’s healthy.

If someone’s career goals genuinely don’t align with where we’re headed, I help them find their next opportunity.

That authenticity builds trust with everyone else on the team.

Third, I focus on the people who aren’t job hunting yet.

Career cushioning spreads when your engaged employees watch you ignore the warning signs with others.

They think, if leadership couldn’t keep Sarah happy, why would they fight for me?

So I’m obsessive about one-on-one, about asking what people need before they’re desperate enough to start interviewing.

The logistics industry moves fast, and we compete for talent with tech companies offering ridiculous perks.

What I’ve learned is that people don’t leave for ping pong tables.

They leave when they stop believing in the mission or their role in it.

My job isn’t to prevent people from interviewing–it’s to build something worth staying for.

When you do that right, career cushioning becomes rare because your best people are too busy building something meaningful to browse job boards.

Cushioning Is a Culture Warning Sign

Debbie Naren
Founder & Design Director, Limeapple

Overlooking the subtle signs of career cushioning can result in sudden talent drain and unravel the fabric of team morale.

When high performers begin quietly testing the job market, it’s often a clear signal that core needs are being overlooked or that engagement levels are slipping—a sentiment that can ripple through an organization if left unchecked.

Forward-thinking leaders don’t wait for a resignation letter to arrive; they make regular, intentional check-ins a cornerstone of their leadership.

By nurturing a culture where concerns and ambitions can be voiced without fear, leaders not only build real trust but often reignite the passion and loyalty of their top talent before the temptation to leave turns into action.

Check-Ins Reignite Passion Before Exit

Susan Collins
Executive Career Coach, The Network Concierge

Building a career takes perspective and strategy.

Too often, leaders don’t consider new opportunities until they are “running from something” in their job.

By that time, they are less likely to wait for the “right” job.

Interviewing when you have a job gives you time and space to make decisions that align with your values and long-term goals, while also providing perspective on what is happening outside your organization.

This perspective makes you a more valuable player at work, offering fresh insights into your competitors.

I work with leaders who are curious but afraid of the significant change a new job could bring.

Think of your job search like having a party.

You would never have a party without cleaning the house.

Invest time in updating your resume annually, your LinkedIn profile quarterly, and take that call from the recruiter!

More importantly, do the inner work of knowing yourself, your dreams, your aspirations, and the patterns behind your decisions.

It will make saying no easier, but you will also be ready to say yes when the time is right.

Exploring Sharpens Value, Not Betrayal

Edward Piazza
President, Titan Funding

Good people in finance are always looking around, even when they seem fine.

I’ve learned that when someone gets antsy, it’s because they’re bored or don’t see a future here.

What actually helps is giving them a shot at something new, a bigger project, or just talking about what’s next.

When they see a path forward, they stop looking elsewhere.

New Challenges Halt the Quiet Search

Matt Bolton
Business Development Director, Parallel Project Training

When people quietly interview elsewhere, there are two things I suggest checking.

Firstly, salary: make sure that what you are offering is still within the typical salary range for the role.

Secondly, does the role no longer push them, has it become unrewarding?

As a leader, you need to prevent it before it becomes a resignation.

I advise managers to pick up the conversation early and ask a simple question: “what would make this role feel like progress again?”.

You don’t have to promise the world or seem desperate!

But you can offer development pathways, training, clearer expectations, or more interesting project responsibilities.

In my experience, people don’t walk away from a company that actively invests in their growth unless there is a much more competitive salary on offer elsewhere, and you are not paying current market rates.

Ask What Makes Role Progress Again

Akram Azaz
Director, Genie Hiring

Career cushioning is a natural response in today’s uncertain job market, and leaders shouldn’t take it personally.

The key is to focus on what you can control, which is creating an environment where your best people want to stay.

Early in my career, I learned that showing genuine empathy and asking about personal challenges can completely transform an employee’s engagement and performance.

When you notice someone seems disengaged or has one foot out the door, have an honest conversation about what they’re facing both professionally and personally.

Sometimes the issue isn’t the job itself but other factors that a caring leader can help address.

The best retention strategy is building real relationships with your team before problems arise.

Empathy Transforms Engagement and Loyalty

Chaitanya Sagar
Founder & CEO, Perceptive Analytics

Career cushioning is really just a new name for something people have always done which is keeping optionality when they feel uncertain.

I don’t see it as disloyalty.

I see it as data.

When high performers quietly start exploring the market it usually signals one of three things: they’re not growing, they don’t feel heard or they don’t see a future they can trust.

The worst leadership response is suspicion. The best response is curiosity.

A few practices that have helped me when I sensed great people drifting:

– Have real career conversations. Don’t wait for a resignation to ask someone what they want next.

– Make their growth path visible. People stay when they can clearly see the next chapter inside the company.


– Remove internal friction. High performers leave when bureaucracy feels harder than the actual work.


– Show consistent appreciation. Not the performative kind but meaningful responsibility and recognition outside of performance cycles.

When people feel valued, challenged and supported they stop interviewing “just in case.”

Career cushioning doesn’t show up in teams where people feel they’re moving forward, it shows up where people feel stuck.

Leaders who focus on prevention, not policing, keep their best talent not because employees can’t leave but because they genuinely don’t want to.

Curiosity Beats Suspicion Every Time

Valentin Radu
CEO, Founder, Blogger, Speaker & Podcaster, Omniconvert

To address this, leaders should focus on creating an environment where employees feel genuinely valued and see opportunities for growth.

Start by having open, personalized conversations with your team members to understand their aspirations, concerns, and career goals.

Identify areas where their current role can align with their long-term ambitions and work to provide resources or projects that enhance those skills.

Transparency about company goals and how employees contribute to them fosters loyalty.

Invest in professional development programs to show a commitment to their growth.

Regularly recognize and reward contributions to make employees feel appreciated.

By proactively building trust and creating a culture of support, you can encourage retention and reduce the urge for employees to consider other opportunities.

Success lies in making your top talent feel motivated to grow with your business.

Personalized Growth Paths Kill Cushioning

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?

Individual Contributors:

Answer our latest queries and submit your unique insights:
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Submit your article:
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Hiring in High-Stress Professions: What Law Firms Reveal About Burnout, Retention, and Talent Fit

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February 14 2026

Hiring in High-Stress Professions: What Law Firms Reveal About Burnout, Retention, and Talent Fit

By the HR Spotlight Team

In nearly every industry, HR leaders are grappling with the same challenge: burnout is rising, retention is unpredictable, and traditional hiring indicators aren’t delivering long-term stability.

Few workplaces expose these cracks faster than law firms.

Legal environments are deadline-driven, adversarial, and emotionally demanding. Client expectations are high. Stakes are often personal. The margin for error is thin. When hiring decisions miss the mark in these settings, the consequences appear quickly, in performance gaps, morale issues, or early departures.

For HR leaders, law firms offer a valuable case study in what happens when high performance expectations meet imperfect hiring systems.

  • When Credentials Aren’t Enough

Law firms have historically prioritized pedigree: top schools, clerkships, trial experience, technical precision. But credentials alone rarely predict durability in high-pressure roles.

Tim Wheeler, Partner at Greene Broillet & Wheeler, has seen this firsthand.

“Technical competence is table stakes,” Wheeler explains. “What separates long-term contributors from short-term hires is judgment under pressure. In litigation, stress is constant. The people who succeed are typically steady, collaborative, and able to manage intensity without letting it disrupt the team.”

For HR leaders outside the legal field, the lesson is clear: high-stress roles magnify soft-skill deficiencies. Emotional regulation, communication under pressure, and adaptability are foundational.

Organizations that overweight résumé signals and under-evaluate resilience often discover the mismatch only after the hire is embedded in high-stakes work.

  • Burnout Often Begins at Recruitment

Burnout is frequently framed as a workload problem. But in high-pressure professions, it is often a hiring alignment issue.

Justin Lovely of Lovely Law Firm Injury Lawyers notes that expectations play a decisive role.

“In plaintiff litigation, cases move quickly and emotions run high,” Lovely says. “If candidates don’t have a realistic understanding of that intensity before they join, the adjustment can be overwhelming. Transparency during hiring is critical. It’s better to lose a candidate upfront than lose them six months in.”

This insight resonates beyond law. Across industries, organizations often soften job previews to remain competitive in talent markets. But when reality diverges from recruitment messaging, disengagement accelerates.

HR leaders who prioritize honest role descriptions (including the difficult aspects) reduce attrition driven by surprise and misalignment.

  • High-Stress Environments Expose Weak Onboarding

In calmer settings, onboarding gaps can go unnoticed. In high-demand environments, they become liabilities.

The pressure can compound rapidly if new hires enter roles without:

  • Clear performance expectations
  • Defined communication channels
  • Decision-making boundaries
  • Access to mentorship

Legal workplaces, where time sensitivity and client accountability are constant, demonstrate how essential structured onboarding is. The same holds true in healthcare, technology, finance, and other performance-driven sectors.

HR teams that treat onboarding as an operational ramp-up rather than a cultural integration period may inadvertently increase early burnout risk.

  • The Role of Flexibility in Sustaining Performance

While high-stress roles may be unavoidable in certain professions, work design still matters.

Frederic S, co-founder of RemoteCorgi, observes that flexibility (when structured correctly) can extend sustainability even in demanding careers.

“Remote and hybrid options don’t eliminate pressure,” Frederic explains, “but they give professionals greater control over how they manage it. The key difference we see is autonomy. When employees feel trusted to structure their work around outcomes rather than constant presence, resilience improves.”

However, Frederic cautions that flexibility without clarity can backfire.

“Organizations that advertise flexibility but maintain unclear performance standards create confusion, not relief. High-performing teams need both autonomy and clearly defined expectations.”

For HR leaders, the takeaway is not simply to expand remote options, but to ensure that flexibility aligns with measurable outcomes and accountability systems.

  • What HR Leaders Can Learn From Legal Workplaces

Law firms are not unique in facing burnout challenges. What makes them instructive is the speed at which hiring misalignments surface.

From their experience, several consistent themes emerge:

  • Resilience must be evaluated, not assumed. Behavioral interviewing and situational assessments are critical in high-pressure roles.
  • Honest job previews reduce early attrition. Transparency builds trust and improves retention.
  • Onboarding is risk management. Structured mentorship and expectation-setting prevent performance shock.
  • Autonomy supports sustainability. Flexibility works when paired with clarity.
  • Culture amplifies stress or mitigates it. Competitive environments without collaboration accelerate burnout.
  • Turning Pressure Into a Strategic Advantage

High-stress professions will always demand more from employees. But the solution is not simply about reducing expectations but you must also improve alignment.

Organizations that refine how they hire, communicate role intensity honestly, and build support structures around performance can convert demanding environments into sustainable ones.

Law firms offer a clear example: when talent fit, transparency, and structured leadership align, pressure becomes a catalyst for growth rather than a driver of turnover.

For HR leaders across industries, the message is practical: burnout prevention does not start at resignation. It starts at recruitment.

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?

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The Layoff Crossroads: Should You Pivot or Stick to Your Path?

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The Layoff Crossroads: Should You Pivot or Stick to Your Path?

Getting laid off feels like the floor just disappeared, yet every founder, CEO, and industry veteran we spoke to has the same quiet confession: some of their greatest chapters began the day they were shown the door.

The question isn’t “Should I stay or should I go?”—it’s “What evidence do I actually have that my best work is behind me in this field… or still ahead of me somewhere else?”

We asked nine battle-tested leaders who have started companies, switched industries, survived recessions, and turned side hustles into empires one simple thing: If someone they cared about was laid off tomorrow and genuinely unsure whether to double down or leap, what would they say over coffee?

Their answers are raw, specific, and surprisingly consistent: stop treating it as a binary choice between loyalty and betrayal. Treat it as a forced skills audit with the best timing you’ll ever get.

Read on!

Mike Erickson
Founder & CEO, AFMS

I’ve been in the logistics industry for over three decades, starting as a District Manager at Airborne Express before founding AFMS in 1992.

I’ve seen thousands of supply chain professionals steer career transitions, and here’s what actually matters from what I’ve observed.

The biggest mistake I see is treating this as an either/or decision when it should be a skills audit.

When I started AFMS, I wasn’t abandoning logistics–I was taking my carrier relationship knowledge and applying it differently.

We just helped a client save $2.3M annually by auditing their freight invoices, work that required the same attention to detail I used managing districts, just redirected.

Ask yourself: what specific skill made you valuable in your last role, not just your job title.

Right now in 2025, supply chains are in chaos–87% of shippers expect volume increases but 59% lack demand forecasting insight according to recent data I’ve seen.

That’s not a problem for your old industry or a new one, that’s an opportunity gap.

I watch companies spend 22% of operating budgets on logistics while leaving money on the table through poor carrier negotiations.
If you can solve expensive problems, the industry label matters less than you think.

One practical test: spend two weeks talking to people in adjacent roles to what you did.

I’ve found the best pivots happen when someone finds their core skill (analyzing data, managing vendor relationships, optimizing processes) is desperately needed somewhere unexpected.

A former client’s supply chain analyst just moved into healthcare procurement–same negotiation principles, different products, 40% salary bump.

Skills Don’t Expire, Labels Do

Seth Capp
Division Chief Pediatric Imaging, Specialty Focused Radiology

I faced this exact decision during the pandemic when radiology volume dropped 40-50% nationwide and doctors were getting laid off across all specialties.

I had just launched my company and had to choose: shut it down for stable employment, or push through the uncertainty.

I stuck with my path, but I transformed how I executed it. The pandemic proved telemedicine worked in radiology–something many doubted before.

Instead of just trying to survive the volume drop, I launched Pediatric Teleradiology Partners to fill coverage gaps that became critical when facilities couldn’t staff properly.

The crisis revealed the real need.

Here’s what actually matters: can you see a specific gap or problem in your current industry that you’re positioned to solve differently?

I didn’t leave radiology–I changed how radiology gets delivered. That’s less risky than starting completely over, but still lets you build something new.

The Goldman Sachs 10KSB program taught me that pivoting within your domain beats jumping ship entirely.

You already understand the pain points, the players, and the economics.

Use a disruption as a reason to rebuild better, not abandon what you know.

Crisis Revealed the Real Need

Rudy Mosketti
Founder, Rudy’s Smokehouse

I’ve been exactly where you are.

After 40 years in the restaurant industry, I got laid off and had to decide whether to keep chasing the same roles or finally take the leap I’d been thinking about.

In 2005, I opened Rudy’s Smokehouse instead of looking for another restaurant job.

Here’s what made the difference: I didn’t pivot to something completely new–I took everything I knew about restaurants and applied it my own way.

The skills were the same, but now I controlled the direction.

That meant I could build in things like our Tuesday charity program, which no corporate restaurant would’ve let me do.

My honest advice? If you’re burned out on your industry, pivot.

If you’re just burned out on your employer, stay in your lane but change the environment.

I wasn’t tired of restaurants–I was tired of not having control over how I served people.

Twenty years later, I’m still here greeting guests at the door because I picked the right problem to solve.

The market will tell you fast if you made the right call. We became one of Central Ohio’s top BBQ spots because I stuck with what I knew but did it on my own terms.

Burned Out on Bosses, Not BBQ

Travis Bloomfield
Managing Partner & CEO, Provisio Partners

I’ve made this exact call twice–once leaving the Air Force to enter consulting, then again co-founding Provisio in 2017.

Here’s what nobody tells you: the decision isn’t really about the industry or role. It’s about whether you can clearly articulate what problem you’re solving by making the move.

When I left military air traffic control, I didn’t just “go into tech consulting.” I saw organizations struggling with operational chaos that my Air Force systems-thinking could fix.

At Provisio, we didn’t just start another consulting firm–we identified that human services nonprofits had zero Salesforce partners who actually understood their world. That specificity mattered more than any industry credential.

The layoff gives you one advantage most people don’t have: permission to be honest about what wasn’t working.

Before you decide to pivot or stay, write down the actual daily tasks that energized you versus drained you in your last role.

When we work with nonprofits going through funding freezes, the ones who survive aren’t the ones with the most resources–they’re the ones who know exactly which activities drive their mission forward and which are just organizational theater.

Test your hypothesis before you commit.

One of our clients at CASL was collecting data on dozens of programs but had no idea which ones actually moved the needle.

Once we built dashboards showing their chef training graduates earned $16.25/hour versus $14.20 in other programs, they knew where to double down.

Do the same with your career–find a way to validate your pivot direction through a project, freelance work, or even structured conversations with people already doing it.

Solve a Problem, Not a Title

Brian Nguyen
Managing Partner, Universal Law Group

I actually made this exact pivot myself. I started at USC as a pre-med student with a clear path ahead, but quickly realized I had a weak stomach for blood and struggled with chemistry.

Instead of forcing myself down the wrong path, I switched to law–and it completely changed my trajectory.

Here’s what I learned: your current skills transfer more than you think.

When I left the DA’s office in 2007 to join a labor and employment firm, then later moved into personal injury and criminal defense, each transition built on what I’d already learned.

My prosecution experience now helps me maximize settlements for injury clients because I understand how the other side thinks.

My advice is to evaluate whether you’re running from something or toward something. I wasn’t running from medicine–I was moving toward work that actually fit my strengths.

If you’re genuinely drawn to a new industry, that pull matters more than the comfort of familiarity.

But if you’re just frustrated with one bad situation, consider whether a different role in your current field might be the better move.

The market rewards specialized expertise, but it also values people who can connect different disciplines.

My pre-med background gives our case managers an edge when evaluating medical claims that pure legal training wouldn’t provide.

Whatever you choose, find ways to make your diverse experience an asset rather than treating it like starting over.

Run Toward Fit, Not From Fear

Jeff Bogue
President, Momentum Ministry Partners

I’ve led Grace Church through major transitions over 30+ years, including our “30 campuses in 30 years” vision that required constant pivots. When we expanded from one location to eight campuses across three states, I had to personally wrestle with whether to keep doing what worked or completely reimagine our approach.

Here’s what I learned: the question isn’t “which path is safer”–it’s “where can I create the most Kingdom impact right now?”

When I became President of Momentum Ministry Partners in 2020, I had nearly two decades as a pastor and board member there, but stepping into the CEO role during a pandemic was terrifying.

I brought my pastoral leadership experience into organizational leadership, and that “mismatched” background became our strength.

We launched new initiatives like Momentum Marketplace specifically because I understood both church leadership and marketplace challenges from living in that tension myself.

My practical advice: look at your layoff as a forced margin to ask better questions. I tell our ministry leaders at Grace College Akron–don’t just ask “what job can I get?”

Ask “what problems do I see that I’m uniquely positioned to solve?”

Your current industry knowledge plus fresh outside perspective from a new field might be exactly what someone needs.

I’ve built a 150+ person staff by hiring people who brought unexpected combinations of experience.

One concrete step: spend this week writing down every problem you noticed in your old role that annoyed you.

Then research which industries desperately need someone who understands those exact problems.

When we expanded Grace Church, our biggest hires weren’t church professionals–they were business people who saw operational gaps we couldn’t even name.

Your layoff might be God clearing the deck so you can see opportunities you were too busy to notice.

Layoff Is Forced Margin for Clarity

Dan Keiser
Principal Architect, Keiser Design Group

I’ve been through economic downturns and career uncertainty myself–I graduated in 1993 during a recession and couldn’t return to my hometown like I’d planned.

My advice: don’t make the decision based on fear or pressure.

Take two weeks to really think about what’s been eating at you before the layoff happened.

When I was bouncing between three different firms early in my career, I wasn’t just job-hopping–I was intentionally building diverse experience.

I went from a 3-person firm to an 8-person firm to a 25-person firm, each teaching me something different.

That “wandering” became the foundation for starting KDG in 1995.

Sometimes what looks like a setback is actually positioning you for something better.

Here’s what I’d do: make a list of the projects or moments in your career when you felt most alive.

For me, it was those personal architecture projects I was doing on the side while working full-time–I had about 10 per year going while at Sullivan Bruck.

That itch told me everything I needed to know. If your list points back to your current field, stay the course. If it points somewhere else, you’ve got your answer.

One practical move: while you’re deciding, find a way to teach or mentor in your field.

I stumbled into teaching at Gahanna Lincoln High School in 1999 through a random newspaper ad, and it became the bridge that let me build KDG on the side.

Teaching clarifies what you actually know and love about your work, and it keeps you connected to your industry without the pressure of a full-time role.

Side Projects Whisper the Truth

Mina Daryoushfar
CEO & President, Rug Source

I came to the US as an immigrant in 2000 with nothing but my parents’ support and started in the rug business in 2002–zero connections, zero industry background.

Eight years later in 2010, I left that job security to open Rug Source.

That terrifying leap taught me something: your “wrong” timing might be the market’s perfect timing.

Here’s what nobody tells you about pivoting–your old industry knowledge doesn’t disappear, it becomes your edge somewhere unexpected.

When I started Rug Source, I wasn’t just selling rugs online like everyone else. I spent years learning how rugs are actually made, the craftsmanship behind hand-knotted pieces, which let me write product descriptions and answer customer questions in ways big-box stores couldn’t match.

That specific knowledge became our differentiation and why customers email us saying they “absolutely rely on getting excellent rugs at good prices” from us specifically.

My practical move: spend two weeks talking to people who frustrate easily with products in your old industry.

I mean actually call them, don’t just survey.

When someone got a rug delivered that didn’t match their expectations, I didn’t just process a return–I learned exactly what information was missing from our site.

Those conversations revealed that people needed guidance on rug sizes for specific rooms, which became our most-visited content and drives sales daily.

One thing I wish I’d known earlier–being laid off removes the guilt of exploring.

I spent evenings doing kickboxing and powerlifting at my gym while building Rug Source, and that physical separation from “work mode” let my brain make connections I’d have missed sitting at a desk.

Use this forced break to try one thing weekly that your old job schedule never allowed.

The pattern you notice might be your next business.

Old Knowledge, New Battlefield

Joshua McAfee
CEO & Founder, McAfee Institute

I’ve built careers from scratch in law enforcement, corporate security at Amazon, and now run a global certification company–so I’ve been on both sides of this decision multiple times.

The answer isn’t about the path itself, it’s about whether you’ve actually hit your ceiling or just hit a bad company.

Here’s what I do when someone asks me this: Look at the last five job postings in your field that excited you.

If you read them and think “I could crush that role but this company held me back,” stay in your lane.

When I left law enforcement for Amazon, I wasn’t leaving investigations–I was taking investigative thinking into a space that desperately needed it and would pay for it.

The real test is skill transferability versus starting over.

I see this constantly with our students–military investigators transitioning to corporate roles aren’t pivoting, they’re repositioning the same core skills.

One of our certified investigators went from local PD to a $140K fraud analyst role at a Fortune 500 in eight months.

Same investigative foundation, different application, way better compensation.

The only time I tell people to completely pivot is when their industry is dying or they’re physically burned out from the work itself.

Otherwise, you’re probably one strategic move away from the career you want–not a total rebuild.

Most people quit their industry two years before they would’ve broken through.

You Didn’t Hit a Ceiling, Just a Bad Company

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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Upskilling Mantras: Leveling Up Your Workforce

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Upskilling Mantras: Leveling Up Your Workforce

Upskilling workforces in AI and analytics is pivotal for 2025 competitiveness, yet practical challenges abound, with 46% of leaders citing skill gaps per McKinsey. 

This HR Spotlight article compiles insights from business leaders and HR professionals on key hurdles to prepare for. 

Experts highlight mindset shifts, fear of displacement, data quality issues, and ethical concerns like bias. 

They stress fostering curiosity through real-world applications, tailored training, and human oversight to bridge gaps. 

By addressing resistance via empathy, ensuring tool relevance, and promoting continuous learning, leaders can transform challenges into opportunities, boosting productivity and adaptability across industries from healthcare to consulting. 

Read on!

Casey Cunningham
Founder & CEO, XINNIX

One of the biggest practical challenges leaders face when helping their teams level up on AI and analytics is making it feel real and relevant. It’s not just about training—it’s about sparking curiosity.

I encourage leaders to create space for people to share how they’re already using AI—at home, at work, anywhere. Personal use often translates into professional impact.

I also challenge leaders to ask their peers how they’re approaching this. You don’t have to figure it all out alone. Chances are, someone else in your organization is already a few steps ahead. Learn from them.

And finally—ask AI! Use it to create grocery lists, build menus, fix issues—get people playing with it. When they see what it can do in everyday life, they’ll be more open to using it professionally.

The goal is to normalize it. The moment they experience that “wow,” the resistance fades. Now they’re in.

Spark Curiosity for AI Adoption

Mary Rizutti
Practice Leader, HR Advisor & Outsourcing

Challenges in AI and Analytics Upskilling

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.

Assess Skills for AI Integration

Danielle Pickens
Chief Program Officer, Urban Schools Human Capital Academy

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.

Bridge Tech, Human Judgment Gap

Drew Wiard
Owner, Clear Sky Properties

Everyone has varying ability levels. Some people learn new tools quickly, while others require more instruction. Training must adapt to these variations. The most effective learning is experiential, using real-world examples.

Understanding data ideas is one thing, but applying them to transactions and property management is quite another. The aim is to close that margin. In addition to teaching theory, I concentrate on demonstrating how analytics enhance decision-making.

Confidence is fostered by promoting inquiry and allowing others to grow from their errors. The team tries new things when they feel encouraged. We can maintain our competitiveness in a changing market with such a mentality.

Overcome Varying Team Abilities

Marco Dewey
CTO, Jazzberry

Prompting is your team’s new secret weapon. Everyone thinks these AI tools are just plug-and-play. Drop in a question, get an answer.

The real power of these AI tools isn’t in their ability to answer a question, but in their diversity in what they can do with that question. AI tools are not a set-in-stone algorithm, they are a dynamic algorithm that can give you custom results if you know how to prompt it.

Leaders need to train their team on the art of prompting. Prompting can be unintuitive, but it will make more sense to your team if you educate them on how these models work under the hood.

Think of prompting as a new kind of literacy, and do not be afraid to experiment; only you know what will work best for your team.

Master Prompting for AI Power

Oliver King-Smith
CEO, SmartR AI

Leaders preparing to upskill teams in AI and analytics must tackle three thorny realities. First, overcoming “grunt work paralysis”—even skilled analysts waste weeks on manual tasks like data cleaning or merging NHS trust mappings.

Tools like SCOTi® AI automate this drudgery, freeing 70% of time for strategic work. Second, bridging the “plain English gap”: Employees shouldn’t need coding skills to ask, “Why did margins drop?” Assistive Intelligence that answers conversational queries (with charts/stats) democratizes data access.

Finally, securing buy-in for “messy data” journeys—teams often stall waiting for “perfect” data. SCOTi’s Schema Sense reverse-engineers chaotic databases and even scrapes missing dimensions, proving ROI while fixing infrastructure.

Compliance remains non-negotiable: Ensure tools like SCOTi operate on-premises/air-gapped for sectors like healthcare or defense.

The real win? Treating AI as a collaborator, not a crutch—it’s why teams using assistive tools see 2x faster insights and 50% higher stakeholder trust.

Automate Drudgery, Free Strategy

Wesley Kang
Founder, Realtor1099Cafe

Honestly, running a tech forward real estate firm showed me how emotion drives adoption more than logic ever could.

People fear status loss more than technology itself and my veteran agents worried AI would erase their market expertise until we reversed the power dynamic. Now they lead our AI testing program, finding new ways to blend human insight with machine analysis.

I’ve also seen that fear hits hardest when AI touches money directly and through countless training sessions, I noticed how quickly agents embrace AI for basic tasks but panic when it approaches their commission structure. We solved this by guaranteeing base pay during the learning phase which let them experiment without risking income.

In all honesty, I believe successful AI adoption starts with protecting people’s sense of value.

Reverse Power Dynamic Fears

Paul Monk
Chief Strategy Officer, Alpha Development

AI technology is developing at such a pace that it will quickly become universal, with little to differentiate the tools used by competing organizations. Most of the value of AI will be delivered in the quality of data, and how each workforce is upskilled & motivated to engage with these new tools.

We initially categorize a workforce into two broad groups – the FOBOs (Fear Of Missing Outs) and the Resistance. FOBOs are anxious to be given access to AI tools & training, while the Resistance try to justify why AI is not applicable to their role, team, or business area. Both need to be acknowledged & engaged by any plan to upskill on AI and analytics.

Upskilling & reskilling for AI should be delivered just like any other transformational learning program – it requires business leader support, active learning, and the opportunity to practice & embed new skills following any formal training.

Once new skills have been acquired, the focus should shift to monitoring application of AI within upskilled teams – including keeping a close eye on “disengaged augmentation” i.e. when an employee working with AI augmentation disengages from their responsibilities and inappropriately allows the AI to complete the task end-to-end.

Ensuring that employees understand their role in augmentation, and are recognized & rewarded for delivering this, is crucial for delivering real change in AI and analytics skills.

Engage FOBOs, Resistance Groups

Dan Gower
Product Studio Lead, Sketch Development Services

I work at a software consulting company that helps enterprises adopt AI. One challenge we keep talking about is that AI was trained on a massive amount of material, and it’s not only the good stuff.

It’s getting better fast, but right now, we have to assume that whatever AI is doing is informed by average work. In other words, check it as you would if an aggressively average employee produced it.

Verify AI Outputs Vigilantly

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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Industry Tips to Ace Interviews: Leaders Reveal Insider Information

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Industry Tips to Ace Interviews: Leaders Reveal Insider Information

With 71% of businesses struggling to find qualified candidates, the demand exists alright, but nailing interviews is just as crucial. 

This HR Spotlight article compiles tips from business leaders and HR professionals on three standout elements to impress in interviews. 

Experts emphasize preparation through company research, authentic attitude over polish, and specific examples to showcase impact. 

They highlight soft skills like dependability, outcome-focused answers, and closing strong by asking for the job. 

From trades to tech, these strategies—grounded in clarity, enthusiasm, and relevance—help candidates stand out, proving fit beyond resumes. 

Mastering these can turn interviews into offers, bridging the talent gap in competitive markets. 

Read on!

 Alex Schepis
CEO, Lightspeed Electrical

Here’s what I look for when someone walks into an interview at Lightspeed Electrical — or anywhere in the trades, really.

Show me you’re switched on. That doesn’t mean perfect answers — it means you’ve done your homework. You know what we do, you’ve read our site, and you can talk shop.

Don’t dress like you just rolled out of bed. I don’t expect a suit, but if you can’t respect the room enough to look sharp and clean, how can I trust you in front of a client?

Attitude over everything. Skills can be taught. Work ethic can’t. If you’re hungry, humble, and ready to learn, that gets my attention — every time.

Prep, Polish, Passionate Attitude

Alex Johnson
HR Manager, Man & Van Star

The three most important qualities that impress me in an interview are genuine enthusiasm, effective communication, and a problem-solving attitude.

I appreciate candidates who exhibit genuine interest in our business and express their motivation through concrete examples instead of general statements.

Being well-dressed and presenting yourself professionally in appearance matters, but no less important is your attitude; a positive, eager-to-learn attitude leaves a strong impression.

Also, I seek proof of critical thinking—how they tackle challenges or respond to surprise questions—since flexibility is crucial in our rapidly changing field.

For example, I once interviewed a candidate who didn’t merely respond to questions, but presented solutions to theoretical problems, demonstrating initiative and pragmatism.

When preparing, emphasize genuine enthusiasm, clearly articulate your thoughts, and be prepared to explain how you’ve addressed real-world problems; these factors distinguish you.

Enthusiasm, Clarity, Problem-Solving

Bill Dow
Owner, Dow Publishing

I have been interviewing for a long time, 30+ years actually and there are many tips I would give for candidate including:

Know the job description front and back. Many times, people don’t study the job description that well and I think that is wrong. I believe you need to know the job description inside and out, because most often they are written by HR and not the hiring manager, so there could be disconnects on the real work needed.

When you do that, you are well armed with the knowledge of what the JD says and you can formulate a lot from what they are expecting of you in the role. Study it as much as you study the company itself!

Do your research on the company. Go to LinkedIn to their company page, Google them, find out big events and talk to those big events. Don’t go overboard, but staying on top of what is happening helps you understand the company better.

Have questions for the end about the role and the company. Focus on what you don’t like and do like about the role, then ask questions and ask questions about the company itself. When you do that, they will understand you care enough to do your research.

Study JD, Research Company, Ask Questions

Michelle Schafer
Career Coach, Michelle Schafer Coaching

Provide a specific example for each question – even when not asked for one: Examples are the proof and evidence you have done your job well over the years. So if the question is “describe how you build relationships with external stakeholders”, provide insight into your general approach, then anchor your response with a STAR-framed example that showcases a time where you developed a strong relationship with an external stakeholder (note:- STAR = Situation, Task, Action and Result).

Research the company: Do your homework – look at the company website, see how they are represented in the news and talk to others who work there (or used to work there). When we ask “why do you want to work there”, be ready!

Ask insightful, strategic questions at the end: Questions like “what will be a key challenge for the successful candidate”, “how does the company demonstrate a commitment to work-life integration” or “what 3 words would people who report to you use to describe your leadership style?” are questions that can help you assess the opportunity for fit and show you are keen on the role.

Examples, Research, Insightful Questions

Mike Lyons
Chief HR Advisor, Seasoned Advice HR Services

Landing a healthcare role hinges on more than just qualifications. First off,projecting a positive attitude and high energy can be surprisingly impactful, often overshadowing minor shortcomings.

Secondly, prepare 3-5 compelling anecdotes from any stage of your life that highlight your drive, adaptability, and interpersonal abilities. These stories offer genuine insights into your character.

Finally, rehearsing your answers is key. Practice giving responses to standard interview questions, such as “tell me about yourself” and “describe a time you excelled in service.” Thorough preparation builds confidence and ensures you shine when it counts, ultimately increasing your chances of success in the competitive healthcare field.

Energy, Stories, Rehearsed Answers

Sari Honkala
Co-founder & Head of Performance Marketing, Glow Digital

When discussing your skills in an interview, make sure to connect them to real business outcomes. This helps demonstrate the impact of what you do. Many candidates struggle to sell themselves effectively because they don’t know how to highlight the value of their skills.

Be clear and concise in your answers. Practice common interview questions ahead of time. One question you can almost always expect is about your work history and your day-to-day responsibilities. It’s surprising how many candidates struggle to answer this clearly. Think of it as your elevator pitch. You should be able to describe what you do in 30 seconds with confidence and clarity.

Be honest. While your resume is in many ways a sales document, exaggeration can backfire. Nowadays, it’s common for candidates to use AI assistants when writing CVs and I don’t see that as a problem in itself. The problem is that sometimes these can contain outlandish claims about the candidate’s experience.

For example, if your resume says you “spearheaded the development of a new advertising campaign,” but your job title was ‘Intern’ and you worked in that role for two months, that’s definitely going to raise some eyebrows. If you can’t back up those claims during the interview, your chances of landing the role are likely slim.

Impact, Concise, Honest Claims

Andrea Hayley-Sankaran
Owner & Director, Lotuswood Organic Wellness Farm

When I’m interviewing someone to join our team at Lotuswood Organic Wellness Farm, I’m not looking for polished perfection — I’m looking for presence, purpose, and personality.
Show up grounded. We’re a farm. It’s nature-based. I want to see calm energy, not performative polish. How you walk in, breathe, and connect tells me a lot.

Know what lights you up. If you’re applying here just because it’s a job, I can tell. But if you talk about how working in fresh air or supporting meaningful celebrations excites you — now we’re talking.

Be real. I respect authenticity over slick answers. If you don’t know something, just say so. I value honesty and willingness to grow over experience alone.

Grounded, Purposeful, Authentic Presence

David Case
President, Advastar Group

Understand the company’s projects, clients, and focus, then reference those in your interview answers. Not only does this demonstrate that you’ve done your homework, but it also helps you to highlight why you’d be an ideal fit for this specific role and company. Before the interview, research the company and identify some major projects, areas of specialization, technologies used, reputation in the market, or aspects of their culture that you can refer to in your answers. When candidates do this, they always stand out in the right way.

Demonstrate the right soft skills. Dependability, work ethic, and teamwork are top of this list for the industries I work in. Stand-out candidates show these traits in multiple ways—through the career highlights in their resume, in how they answer interview questions, and by modeling these traits during the interview process, for instance by arriving for their interview on time and responding promptly to communications.

 Bring documents that verify your skill sets. It’s a smart move to bring copies of your resume, first of all. For those in design roles, it’s also valuable to bring your portfolio of past projects. In other roles, documents can take the form of certifications, trade licenses or qualifications, or safety records. Having these documents on-hand reinforces your suitability for the role and demonstrates a level of preparedness and professionalism that interviewers want to see.

Company Fit, Soft Skills, Documents

Gene Caballero
Co-Founder, GreenPal

My biggest tip I’d love to share with any candidate is to close the interview or essentially ask for the job.

Before I started my entrepreneurial journey, I worked as a sales manager for 7 years in a call center at a Fortune 50 tech company. I was also in charge of headcount for our division and have conducted hundreds of interviews.

The biggest mistake interviewers can make is not asking for the position. Especially in a sales environment, we want the interviewer to close the “proverbial sale” and ask for the job at the end of the interview. This is a mistake that many make when it comes to solidifying themselves as a front-runner for a position.

Interviewees should ask this question at the end of the interview. “Based on your experience, what are some of the characteristics that successful individuals demonstrate in this position?”

The interviewer should then spout off a few of the characteristics they are looking for in their ideal candidate.

Then the interviewee should close the interview by responding: “Having talked about my strengths earlier in the interview and what you just described as needing to be successful in this role, is there a reason why you would not recommend me for this position?”

Close Interview, Ask for Job

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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