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Employee Trust is Dipping: Leadership Steps to Turn the Tide

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Employee Trust is Dipping: Leadership Steps to Turn the Tide

The 2025 Edelman Trust Barometer revealed a concerning decline in employee trust, with only 75% believing employers “do the right thing,” down 3 points from prior years, signaling a widening gap amid workplace challenges. 

This HR Spotlight article compiles insights from business leaders and HR professionals on practical steps to rebuild trust. 

Experts emphasize transparent communication, active listening, and following through on commitments to foster authenticity. 

They recommend regular check-ins, psychological safety measures, personalized growth plans, and inclusive practices like cultural competency. 

By owning mistakes, soliciting feedback, and aligning actions with values, leaders can enhance morale, reduce stress, and create environments where employees feel valued, ultimately driving productivity and loyalty in uncertain times.

Read on!

Simon Fabb
CEO, ChiefJobs

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.

Transparency, Consistency Rebuild Employee Trust

Mauricio Velásquez
President & Founder, DTG

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 we are doing (as Leaders/Managers) every day to Build Trust and Undermine Trust (behaviorally, might be unintentional)? Never say “This was needed to know and you did not need to know”—destroys trust.

Transparent Communication Fosters Psychological Safety

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

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.

Cultural Stories Enhance Workplace Trust

Andy Kolodgie
Founder, Sell My House Fast

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.

Personalized Growth Boosts Employee Confidence

Zarina Bahadur
CEO & Founder, 123 Baby Box

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.

Transparent Pay Practices Build Trust

Shannon Alter
Leadership Coach, Communications Expert & Founder, Leaders Exceed

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.

Authentic Interactions Drive Team Trust

Alex Johnson
CEO, Man & Van Star

Rebuilding trust in the modern working world begins with transparency, coupled with consistent action that is closely aligned with the values of the business. I have witnessed this personally while orchestrating moves for clients feeling uncertain: communication and keeping your eye on the ball worked to settle nerves, engender confidence and keep everyone moving in the same direction.

There are some pragmatic considerations too, such as listening to employee issues and easing financial burdens through competitive salary and support programmes – particularly when fears over affordability are a key trust factor.

Managers must also ‘prove’ their credence by honesty about issues and through involving workers in decision-making to stop them feeling excluded.

Creating a culture of inclusivity that encourages difficult discussions about diversity and civility also helps mend broken relationships. Lastly, investing in employee growth through reskilling and career development is a sign of playing the long game and it helps deepen loyalty.

Such efforts build the basis for trust that can lift moral and lead to better business results.

Inclusive Actions Strengthen Employee Loyalty

Renante Hayes
Executive Director, Creloaded

To rebuild trust in today’s workplace, leaders must first embrace consistent, transparent communication. This means sharing both successes and challenges openly.

Second, implement actionable feedback loops where employee input directly influences decisions, with clear attribution when their ideas are implemented.

Third, leaders must visibly demonstrate integrity by honoring commitments, admitting mistakes, and aligning actions with stated values.

Finally, recognize that trust-building isn’t a one-time initiative but requires sustained effort through regular check-ins and accountability measures.

In my experience, trust doesn’t come from grand gestures but from countless small moments of authenticity and follow-through that demonstrate genuine respect for employees as stakeholders in the organization’s future.

Consistent Transparency Increases Trust Levels

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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Breakthrough Resume Tips: Catching a Recruiter’s Attention Made Easy

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Breakthrough Resume Tips: Catching a Recruiter's Attention Made Easy

In a competitive job market, a well-crafted resume can make or break a candidate’s chance to shine. 

This HR Spotlight article compiles insights from business leaders and HR professionals on the top three tips for preparing a resume tailored to their organization or industry. 

From emphasizing measurable outcomes and clear formatting to showcasing relevant skills and personal motivations, these experts highlight what catches their attention. 

Whether it’s avoiding fluff, aligning with job requirements, or demonstrating industry-specific impact, their advice offers a roadmap for candidates to create compelling resumes that resonate with hiring managers and secure opportunities in diverse fields.

Read on!

Randy S. Strauss
Managing Partner, Strauss Group

A polished resume goes beyond perfect grammar to tell a clear story, highlighting your key accomplishments and promotions, not just job duties.

To build trust and avoid misleading a potential employer, be specific with dates and customize your experience to align with the job’s requirements.

No spelling errors! Cannot emphasize this enough. Check your work twice and then one more time. I do not call candidates with any spelling errors on their resume.

Leave out fluff. Identify the 4 or 5 accomplishments in each role. Highlight promotions whenever possible.

Include months and years on dates worked. Never give the reader the impression that you may be trying to fool them. For example, 2021-2022 could mean one month or two years. Be specific!

Overall, the resume is your chance to tell your story, but importantly, your opportunity to demonstrate communication skills, performance (promotions) and likelihood that your reason for applying to the job falls in line with your career.

If there are extenuating circumstances regarding losing a job or being out of work for an extended period, include a cover letter explaining this.

Each resume should be customized to highlight relevant points aligned with the job requirements. All highlighted information must be accurate.

A Great Resume Tells a Clear Story

Austin Rulfs
Founder, SME Business

When reviewing resumes, especially from candidates hoping to break into the mortgage industry, I look for key elements that help them stand out.

Here are the top three things I recommend focusing on:

Clear and Focused Objective: I appreciate when candidates clearly communicate their career goals and how they align with the company’s mission. A targeted objective shows that the candidate has done their research and is genuinely interested in the role.

Relevant Experience or Transferable Skills: Even if they don’t have direct experience in the mortgage industry, I like to see how a candidate’s previous roles or projects show skills that transfer well. For example, strong communication, problem-solving, and analytical skills are vital in mortgages.

Quantifiable Achievements: I always appreciate when candidates back up their experience with metrics, like improving customer satisfaction by 15% or managing a project with a budget of $100,000. Numbers help me visualize their impact and potential.

By focusing on these three areas, a candidate can make a strong first impression and increase their chances of standing out in a competitive job market.

Objective, Skills, Achievements: Keys to Resumes

Adam Hamilton
CEO, REI Hub

In today’s tech-driven world, your resume is a vital tool for showcasing your skills and making a strong first impression.

Beyond simply listing your work history, the way you highlight your technology skills, present a concise narrative, and use design elements can significantly influence how employers perceive you.

Highlight any skills related to technology. In pretty much any field these days, tech skills are invaluable. Whether it be the continuing integration of AI or simply the heavy reliance on technology in a hybrid/remote workforce, employers want to hire people who are skilled with technology and won’t have that extra learning curve to get past.

Don’t include information that’s unrelated if it’s going to take up too much valuable space on the page. If a past job won’t help you in any way look like a better candidate, you don’t necessarily need to include it. Pages that are too crammed are hard to comprehend.

Use color strategically. You don’t have to do anything crazy, but implementing color in certain ways can help the content be more easily readable and distinguishable.

Tech Skills are Invaluable in Today’s Workforce

Seamus Nally
CEO, Turbo Tenant

In a competitive job market, clarity is paramount. You need to make sure your resume is easy to read, with your contact information front and center, so employers don’t have to hunt for the basics.

Your resume is your first impression. Make every word count by using bullet points to highlight your key experiences and accomplishments, and avoid generic “skills” that don’t help you stand out.

Make sure that it’s easy to find your contact information. I’ve seen too many resumes where I have to search hard to simply find the candidate’s email address. That information should be super easy to find – ideally at the top of the page.

Utilize bullet points with each job experience. This is a mistake I also see too often – candidates writing out descriptions of their past jobs in long sentences rather than succinct bullet points. It’s way easier to comprehend a candidate’s experience when it’s in bullet point format.

Don’t include the basic “skills” that are generic and that everyone includes, like ‘fast learner,’ or ‘team player.’ All that does is take up valuable space on the page while not actually helping employers get to know who you really are!

Clarity, Brevity, and Substance

Hayden Cohen
CEO, Hire With Near

Your resume’s content and clarity are far more important than its design, especially when it needs to pass through AI filters.

To make a lasting impression, focus on highlighting the specific skills and experiences that directly align with the job, and remember that your resume is just one piece of your complete professional story.

Less is more. Good design elements can help your case, but only if your resume gets through AI filters. Focus on providing the content you want to in a simple, easy-to-read format before you make it look good.

Focus on your resume. Having a diverse skill set is great, and it can be a selling point, but make sure you’re highlighting the skills that employers are actually looking for, even if this means cutting things you’re proud of.

Your resume isn’t your only tool. Make sure you’re putting just as much effort into your cover letter, online profiles, websites, portfolios, etc.

Focus on Substance, Not Just Style

Steve Faulkner
Founder & Chief Recruiter, Spencer James Group

Here are the top 3 tips I’d give candidates on things I want to see in resumes when I’m reviewing them.

Customize your resume for the specific role you’re applying for.
This is the first thing I look for when I’m going through resumes—I want to see at least some of the specific skills, experience, credentials, or other details mentioned in the job description reflected in the resume.

If the resume feels very generic, or like it’s being sent as-is to multiple jobs, then I am likely to reject it after my first review because it likely will not give me confidence that this candidate would be a strong fit for the specific role I’m filling.

Include specific, relevant accomplishments backed by data when feasible.
In the work experience section of the resume, I don’t need to see a list of the responsibilities for a candidate’s past roles. What I’m looking for is insight into how they performed in that role and whether that experience would be relevant in the context of the role I’m filling.

Quantifiable accomplishments pack the most value here. For instance, instead of just saying you “Managed premiums”, go into more detail with something like “Oversaw premium calculations and renewals for a $X book of business” or “Negotiated premium rates with carriers, resulting in X% cost savings for clients”.

Include relevant soft skills and industry knowledge.
Many resumes center work experience, technical skills, and credentials like degrees or certifications. This may be appropriate for some roles and industries, but many of the roles that we fill are either client-facing or leadership positions (or both), where soft skills and industry expertise can be equally important.

For instance, we fill a lot of roles in the insurance space, where compliance is non-negotiable and regulatory knowledge is a definite advantage for a candidate.

Many roles we recruit for also rely heavily on skills like relationship building, communication, negotiation, and emotional intelligence. The strongest resumes balance technical skills, soft skills, and industry knowledge to show they meet all of the core qualifications for the role.

Customize, Quantify, Balance for a Great Resume

Julia Epstein
VP, Estee Lauder Companies

When I scan resumes, I’m not just looking for credentials—I’m looking for signals of creativity and clarity.

One resume that stuck with me had a section called “People-Centered Wins.” It was unexpected and instantly told me what the candidate cared about.

I love when someone uses a unique heading like that—it sets the tone and makes your story easier to follow.

I also look for metrics that go beyond the usual—things like adoption rates, time saved, or how many countries a program scaled to. That shows strategic thinking, not just activity.

And finally, I’m a fan of a “highlight reel” at the top: two or three bullets with real punch. Think of it like a trailer—it makes me want to read the full story.

Creativity And Clarity Make Resumes Stand Out

Ronald R. Magas
President & Owner, Magas Media Consultants, LLC

Clarity and design are not just about aesthetics; they are crucial signals of your credibility and judgment. A great resume goes beyond a list of duties to highlight your strategic decisions and showcase what you prioritize, leaving the reader wanting to learn more about your unique impact.

Clarity = Credibility. If your resume is dense, bloated, or hard to follow, I assume your leadership is too. Can you cut through complexity? Start there.

Decisions = Duties. Don’t just tell me what you were responsible for. Tell me what was at stake—and what you chose to do.

Design = judgment. If your resume feels cluttered, scattered, or overdesigned, I question how you prioritize. Show me you know what matters.

The best resumes make me want to know more—not because they say everything, but because they signal someone who does.

Clarity, Decisions, Design Win Resumes

Natalia Szubrycht
HR Advisor, KlikLekarz.pl

As an HR advisor in the medical industry, I always encourage candidates to focus on clarity, relevance, and intent in their resumes.

First, clarity of structure is essential—use clean formatting, consistent headings, and bullet points to make the resume easy to scan.

A cluttered design distracts from your qualifications.

Second, highlight relevant experience, even if it’s outside clinical settings—transferable skills like communication, attention to detail, and compliance matter greatly in healthcare roles.

Lastly, a strong personal statement or summary at the top can really set you apart. It should reflect your motivation for entering or returning to the medical field and what you hope to contribute.

This is especially powerful for those re-entering after a career break or pivoting from another industry. A resume that tells a story, not just lists tasks, catches my attention every time.

Clarity, Relevance, Intent Win Medical Resumes

Kyle Sobko
CEO, Sonder Care

If you want to differentiate yourself, show me outcomes – not responsibilities.

I’m less interested in what you are responsible for compared to what changed because of you. Did you reduce returns? Did you enhance client satisfaction? Say that. I’m also looking for quiet clarity in how it has been laid out.

If your resume looks all over the place, then I assume your thinking is also. Use space effectively, keep formatting consistent, and lead with the numbers.

Lastly, I want to see if you understand our user. If you have to support aging parents, or work with vulnerable populations, even if outside of what you are paid to do, include it. That sort of personal context can hold more weight than a perfect credential.

Show Outcomes, Not Just Responsibilities

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 Resume X-Factor: Standing Out in a Crowded Market

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The Resume X-Factor: Standing Out in a Crowded Market

In today’s competitive hiring landscape, a resume that highlights industry-specific achievements can set candidates apart. 

This HR Spotlight article gathers insights from business leaders and HR professionals on one unique element they seek in a candidate’s resume tailored to their organization or industry. 

From measurable digital marketing wins to hands-on experience with niche platforms and evidence of adaptability or crisis response, these experts reveal what makes a resume stand out. 

Their insights provide a roadmap for job seekers to showcase relevant, impactful skills that align with organizational needs, ensuring they shine in fields ranging from tech to humanitarian aid.

Read on!

Jared Bauman
Co Founder and CEO, 201 Creative, LLC

In digital marketing, especially SEO and content strategy, one unique standout is a resume that includes specific keyword wins or performance-based case studies. 

We look for candidates who can point to rankings they helped achieve, traffic increases they drove, or revenue they influenced. Generic phrases like “managed SEO campaigns” don’t impress us. 

We want to see measurable results tied to actual work because it shows they understand how to drive outcomes, not just complete tasks.

Show Measurable SEO Results on Resumes

Mike Stafiej
CEO, ERIN

One of the most unique elements we see on resumes in the HR tech industry is direct, hands-on experience with modern Applicant Tracking Systems or Human Capital Management platforms like Workday, iCIMS, or Greenhouse.

Unlike most industries, where technology experience tends to be more general, success in HR tech often hinges on a deep understanding of these systems, integrations, and how they impact talent acquisition outcomes.

ATS Experience is Key in HR Tech

Samuel Huang
CEO, TeleAdsAgency

In performance marketing, we look for candidates who include measurable outcomes tied to paid media experiments—not just duties.

For example, if someone writes, “Launched A/B creatives that improved CTR by 42% and reduced CPL by 18%,” that’s gold. It tells me they’re not just executing—they’re testing, learning, and thinking in terms of business impact.

We also love seeing links to live ads, landing pages, or even failed experiments with a quick “what I’d do differently” note. It shows real curiosity and accountability—two traits you can’t teach.

Portfolios are nice, but thoughtful data speaks louder.

Performance Marketing: Showcase Measurable Outcomes

Marin Cristian Ovidiu
CEO, Online Games

One resume element that stands out in our industry is a link to a personal game, mod, or interactive prototype—especially one built outside formal education or work. In gaming tech, creativity and initiative matter just as much as technical skill.

When a candidate shares a passion project—whether it’s a browser game, a map mod, or a small system built with Unity or Godot—it shows us how they think, build, and solve problems without a rigid roadmap.

Even unfinished or quirky projects speak volumes. We’ve hired multiple developers whose personal game jam entries impressed us more than polished portfolios. In an industry driven by iteration and play, showing your experiments—not just job titles—is often the biggest differentiator.

Personal Projects Trump Polished Portfolios

Eugene Leow Zhao Wei
Director, MarketingAgency

In the agency world, especially in SEO and digital strategy, one unique element we value is what I call “client proof”—evidence that the candidate knows how to communicate results in business terms. That could be a link to a campaign report, a dashboard they built, or even a short note on how their work impacted traffic or conversions.

It’s not just about keywords like “growth” or “engagement.” We want to see if they can connect technical work (like metadata audits or content briefs) to outcomes that matter. If a resume mentions “helped client double leads in 3 months by improving landing page load time,” that tells us more than any certification.

That kind of real-world framing stands out immediately.

Client Proof Matters More Than Keywords

Dr. Kirk Adams
Disability, Equity & Inclusion Advisor, Innovative Impact LLC

Retention, innovation, and safety sit high on every leader’s wish list. This is why we look for lived experience on a résumé.

Especially people who navigate disability every day bring proven resilience, creative problem-solving, risk awareness, and clear communication. They earn degrees, build careers, lead teams, and master assistive tools that keep them productive with any group.

The payoff shows up in the numbers — lower turnover, fewer absences, safer operations, and a happy team. When you spot that line on a résumé, lean in: it may be the hire that lifts your entire organization and measurably fuels truly inclusive cultures.

Lived Experience Fuels Inclusive and Resilient Cultures

Mark Niemann
CEO & Co-Founder, Mein Office

In entrepreneurship and business development, a unique and highly valued resume element is demonstrable adaptability across industries.

Entrepreneurs often wear multiple hats, and someone who showcases success in transferring skills—such as marketing, sales, or operations—across unrelated sectors brings proven versatility.

For example, a candidate who has scaled processes in both a SaaS startup and a consumer goods company demonstrates agility and depth.

Another unique element is evidence of intrapreneurship—launching new business units, products, or strategies within larger organizations, showing initiative and ownership.

These resume attributes stand out as they indicate someone who thrives in ambiguity, learns fast, and contributes to growth from day one.

Adaptability And Versatility are Key Skills

Dionne Jayne Ricafort
Marketing Manager, CSO Yemen

One element we often see on resumes of candidates well-suited for roles at CSO Yemen is prior experience in crisis response and humanitarian aid.

Given the complex, dynamic nature of the challenges we address across Yemen, we look for individuals who have demonstrated the ability to adapt quickly, think strategically under pressure, and collaborate effectively with diverse stakeholders.

Candidates who have served in roles such as emergency response coordinators, humanitarian logistics managers, or community outreach specialists tend to stand out.

Their unique combination of technical expertise, cultural sensitivity, and problem-solving agility allows them to thrive in our fast-paced, mission-critical environment.

We value this specialized background as it enables our teams to deliver vital support to vulnerable populations with maximum efficiency and impact.

Crisis Experience is Key in Humanitarian Aid

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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How to Ace Your Interview: HR and Industry Insiders Spill Their Secrets

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How to Ace Your Interview: HR and Industry Insiders Spill Their Secrets

Securing a job in today’s cutthroat market hinges on two critical steps: a standout resume to land the interview and a stellar performance to seal the deal. 

But what makes a candidate truly unforgettable? 

It’s not just about showcasing achievements or a flawless work history. 

The real difference lies in the subtleties—your mindset, the questions you ask, and the behaviors that signal your potential. 

In this HR Spotlight article, we’ve gathered exclusive insights from top business leaders and HR experts who reveal the strategies and unspoken cues they prioritize. 

Discover how to move beyond standard advice and position yourself as an invaluable asset to any team.

Read on!

Tricia Harrison
Online Business Manager, VA Recruiter & Remote Work Strategist

In my world of VA placement and online business management, the candidates who stand out own three things: preparation, presence, and proactivity.

Preparation: I love when candidates come with clarity, not just about the role, but about how they uniquely solve founder pain points. Knowing my company and the value of remote operations is a huge green flag.

Presence: Whether it’s a polished Zoom background or confident body language, show me you take the interview and yourself seriously. Remote doesn’t mean relaxed.

Proactivity: Ask smart questions. Reference the systems or gaps you’re excited to help fix. Bonus points if you’ve already peeked at my brand and can reflect back how you’d support our mission.

In short? Don’t just apply, align.

Preparation, Presence, Proactivity Win Hiring

Darcy Bevelacqua
CEO, SuccessworksCx

3 Tips in preparing:

  • Read and understand our company values
  • Be up to date on the company news (website, quarterly reports, industry news, etc.)
  • Read and digest the job description so you understand what we expect and can talk about the job responsibilities in the job description and why we should consider your candidacy

What we would like to see in a candidate:

  • Has specific examples of how they’ve solved our problems in the past
  • Demonstrates they have a continuous learning mindset and are able to pivot when needed based on changing market conditions
  • Ask intelligent questions that show knowledge of our company and industry.
  • Demonstrates confidence
  • Is excited about our company and what we have to offer

Preparation and Mindset Win the Interview

Sheraz Ali
Founder, HARO Links Builder

Preparation is key.

Candidates who come prepared with questions about the company’s mission, recent success, and industry trends indicate they care and are ready to make a contribution.

In my experience, individuals with specific questions regarding the company’s direction and challenges are evidence of a true desire to contribute. The type of preparation is unusual but not forgotten.

Professional demeanor cannot be overstated. Studies have proven that first impressions are created in seven seconds, and job applicants who are professionally dressed, maintain good eye contact and are confident are always deemed more qualified and credible. Everything, even grooming and posture, speaks of discipline and respect for the opportunity.

Authenticity is the biggest differentiator. I am always attracted to those who respond to questions thoughtfully, provide true stories of triumph over adversity, and don’t hesitate to display their passion.

When a person allows their true self to be seen, it’s interesting and memorable.
“Ready, polished, and authentic-these are the qualities that can turn a candidate into a leader of the future.”

Be Ready, Polished, and Authentic to Win

Edward Hones
Founder, Hones Law

Be Prepared with Purposeful Stories

One of the most impressive things a candidate can bring to an interview is a well-thought-out story that connects their past experiences to the role they’re applying for.

At Hones Law, we represent people whose stories have often been dismissed or minimized, so we look for candidates who can tell a story clearly, confidently, and with emotional intelligence.

Whether you’re discussing a past conflict at work or how you handled a demanding client, your ability to convey the facts, reflect on the impact, and show what you learned tells us a lot about how you’ll show up for our clients.

Show Sincerity and a Grounded Commitment to Justice. We work in a field where authenticity matters just as much as credentials.

I look for candidates who are genuinely passionate about workers’ rights, not just those who say the right things, but those who’ve done something about it. Whether it’s volunteering, organizing, or simply advocating for someone else in a tough situation, showing that you’re not just here for a paycheck but for a purpose will always stand out.

A calm, professional demeanor paired with a clear moral compass is the combination that catches my attention every time.

Purposeful Stories, Sincerity Win Interviews

Lilly Williams
Senior Recruiter, Greystones Group

Improve Your Interview Game

AI-Powered tools can now offer AI-driven mock interviews. These tools analyze your answers, body language, and tone of voice during mock interviews, providing feedback on how you can improve your performance. 

Some AI systems use machine learning to assess how your answers compare to successful candidates. They might provide feedback on how to improve your answers and offer suggestions on tone, pacing, and content. Tools like InterviewBuddy allow you to practice real-world interview scenarios with AI-powered feedback.

AI-Powered Mock Interviews Improve Performance

Paige Arnof-Fenn
Founder & CEO, Mavens & Moguls

I’ve interviewed candidates throughout my career from working in large companies, startups and now as an entrepreneur.

Given most people are working hybrid more, the skills I look for and questions I ask have shifted to reflect how fundamental soft skills like charisma/confidence can help you rise in the office environment, but when it comes to remote/hybrid work, groups value helpfulness/reliability over bluster/charm.

In a hybrid environment you want people who are independent/self-motivated/adaptable/flexible with strong communication skills.

The best marketers like asking lots of questions/are naturally curious, they listen for ways to help and share ideas.

A career in marketing/communications is about relevancy so every day you have to pay attention to pop culture/trends.

It’s critical to ask questions at the end of the interview to show you are interested/ambitious/have done your homework.

Many technical skills can be learned with training.

Cultural fit and attitude matter more now.

Remote Skills: Helpfulness Trumps Charm

Felicia Shakiba
CEO & Executive Coach, CPO PLAYBOOK

In interviews, I look for three things: intentional preparation, thoughtful presence, and role alignment over resume hype.

  • Preparation means more than Googling the company. Great candidates come in with insightful observations about the business and questions that show they’re already thinking like an insider.
  • Presence matters—especially in leadership or scaling environments. I look for composure, curiosity, and the ability to connect ideas clearly without overperforming.
  • Role alignment is crucial. The best candidates can articulate why this specific role is the right challenge for them at this exact moment—not just why they’re qualified.

“Great interviews aren’t performances—they’re shared diagnosis sessions. Candidates who lean into that mindset stand out.”

Intentional Preparation, Thoughtful Presence, Role Alignment

Mark Sanchez
Founder, Gator Rated

As the founder of Gator Rated, I regularly interview candidates for roles across our Florida real estate platform, so I’ve developed a clear sense of what makes someone stand out during interviews.

The most memorable candidates always do their homework—they not only know our company’s mission, but they reference specific features or recent projects that show they’ve dug deeper than a quick glance at our website.
Secondly, I value candidates who ask thoughtful questions that challenge the status quo or show curiosity about how our business works, rather than just waiting for instructions.

Third, authenticity goes a long way: I’m always drawn to those who admit what they don’t know but are excited to learn, rather than trying to appear perfect.

In my experience, these qualities signal long-term potential over just a polished interview performance.

Homework, Curiosity, Authenticity Win Interviews

Hayden Cohen
CEO, Hire With Near

Be honest: Our job is to place you in a job that’s going to be a good fit for your skills. If you try to make it sound like you have skills you don’t, or say you’re willing to take a job that won’t actually be a good fit for you, you’re hurting your chances.

Research your employer: The more knowledge you can show, the better this is going to go. The company’s website is essential reading, but look for social media and press coverage, and if you have a strong professional network, reach out to them to learn more.

Relax: If you overprepare or worry too much, they’re going to notice and it’s going to hurt your chances. If you’ve made it to the interview stage, you have the skills people are looking for. It’s just a matter of making a personal connection.

Honesty, Research, And Relaxing Win Interviews

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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Hiring a New Talent Pool: Strategies for Mid-Career Professionals

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Hiring a New Talent Pool: Strategies for Mid-Career Professionals

As organizations adapt to dynamic markets, hiring mid-career professionals making bold career shifts is a strategic advantage.

This HR Spotlight article gathers insights from business leaders and HR professionals on effective recruitment strategies for attracting these talented individuals.

From emphasizing transferable skills to crafting adaptive onboarding and mentorship-driven hiring, these experts share approaches that unlock diverse expertise and drive innovation.

By rethinking rigid job requirements and fostering inclusive processes, organizations can tap into the resilience and strategic clarity of mid-career talent, boosting retention, productivity, and fresh perspectives in today’s competitive landscape.

Read on!

Andy Wright
CEO, BRIX Recruiting Partners, LLC

In many cases, talented professionals are part of the passive candidate pool, so ideally, you’d want to build your recruiting strategy around targeting those who are generally ‘happy where they’re at’.

This means relying on proactive, outbound candidate generation methods as opposed to inbound and reactive job boards where top performers are rarely found.

The passive candidate recruitment experience should feel like a two-way courtship with open communication and transparency. It often takes longer to land that candidate, and you may need to get creative at the offer stage.

Zeroing in on candidates who see your opportunity as a level-up and are running to your company rather than away from theirs, should result in better retention and productivity.

Target Passive Candidates for Better Retention

Leigh Anne Taylor Knight
Executive Director & Chief Operating Officer, The DeBruce Foundation

A growing body of evidence shows people and their occupational interests are much more resilient and flexible than traditionally assumed.

As the economy becomes more dynamic than ever before, companies should be more open to applicants who took non-traditional career paths. And we encourage everyone involved in a hiring or recruitment process – and the AI tools that increasingly support them – to consider research suggesting people may be well-suited for jobs that seem vastly different from their current one, because those jobs use similar “Agilities.”

For example, a plumber draws on the same top “Agilities” as an airline pilot, and a kindergarten teacher uses the same top “Agilities” as a family therapist.

Most importantly, all of us need to let go of the idea that the work we do is a fixed choice. The career paths of the future will look even more like a stream of different twists and turns that draw on various skills we possess, acquire along the way, and transfer from one setting or job to another.

Non-Traditional Career Paths are the Future

Luca Dal Zotto
Co-Founder, Rent a Mac

Having founded Convert Bank Statement and changed careers a couple of times, I have had some sharp insights into hiring mid-career professionals who bring tremendous value to young companies.

Highlight transferable skills over industry experience. According to recent workforce studies, mid-career candidates possess 73% greater problem-solving abilities than entry-level candidates. I recommend competency-based interviews that assess strategic thinking, leadership potential, and adaptability over strict technical skills.

Mid-career candidates will likely introduce cross-industry thinking that generates innovation—something I’ve witnessed firsthand while hiring senior developers who’ve transitioned from finance to fintech.

Create adaptive onboarding programs that acknowledge their experience and incorporate firm-specific training.

Career professionals achieve full productivity 40% earlier when companies recognize their expertise and focus integration efforts on culture and processes rather than skill foundation building.

Also, emphasize opportunities for growth and meaningful work rather than traditional perks, as these professionals appreciate meaningful work that utilizes their learning and leadership potential.

Hire Mid-Career Talent for Transferable Skills

Doug Crawford
Founder, Best Trade Schools LLC

I analyze labor market trends and vocational education to help trade schools align training programs with workforce demand, including mid-career shifts.

In the case of hiring mid-career professionals making a transition to new sectors of work, organizations should emphasize on specific upskilling initiatives where the linkage between the previous and new work is clearly presented.

The individuals are normally rich in transferable skills but might require to acquire knowledge/technology in the industry. This gap can be overcome with a systematic process of onboarding, guiding, and customized training aiding their onboarding into the workforce.

Instead of just using conventional job advertisement, the organizations should actively recruit mid-career professionals in special networking functions, online social groups and collaborate with some schools to recruit talent.

These positions can be more attractive to point out any opportunities to grow and the possibility of new challenges. This method helps in acquiring the talent and prepares the scene towards long-term retention because it properly equips the employees to assimilate into new careers.

Upskill Mid-Career Pros for Better Retention

Sarah Chen
Founder & Principal, Recruit Engineering

I can’t tell you how many companies approach me as a recruiter saying they want to attract top problem solvers in the mid-career stage – those who have hit that sweet spot of experience but are still within reach salary-wise. It’s a smart goal.

Recruiting these professionals can address the challenges of a younger workforce and bring fresh perspectives to a stagnant work culture.

In other words, mid-career professionals are often “just right.”

And yet, when it comes to the actual assessment criteria, many of these same companies make little to no change to their rigid role requirements.

So, the first step any company should take to truly attract mid-career professionals is to back up their intention with action. That means shifting the focus from linear experience to transferable skills.

Prioritize core competencies, problem-solving ability, leadership, and adaptability over direct industry experience. Job descriptions should be rewritten to emphasize skills and potential, not just years spent in a specific role.

Additionally, the interview process needs to evolve. Incorporate behavioral interviews, case studies, and practical assessments that allow candidates to demonstrate how they think, how they learn, and how they solve problems, not just what they’ve done before.

This approach gives mid-career candidates a real chance to show their capabilities. These practical steps will open the hiring pool you’re looking for.

Hire Mid-Career Pros for Transferable Skills

Tracey Beveridge
HR Director, Personnel Checks.

When recruiting talented professionals making mid-career shifts, it is important to lead with the positives of the company culture, values and opportunities for personal development – just because the candidates aren’t fresh out of university doesn’t mean they will take any role, they may even be more selective.

Demonstrate why they would want to come and work for you, and how you would be a good fit for them during this mid-career transition.

A business that is only seeking employees who have the ‘perfectly aligned’ resume credentials may immediately alienate potential talent.

A recruitment strategy that welcomes a person with a combination of transferable skills, adaptability and a diverse career history may in fact bring the breath of fresh air that a team needs.

It’s important to ensure your background checks are suitable when recruiting any employee, but also those that are mid-career change. This will allow you to confidently employ candidates knowing their career change is a genuine and positive transition.

Attract Mid-Career Talent with Company Culture

Jamilyn Trainor
Owner & SPM, Muller Expo

As someone who has managed multi-disciplinary teams within Müller Expo, we regularly recruit from the creative, construction, and tech sectors and have found mid-career employees to be a secret weapon for innovation, provided we hire with intention.

The best approach is to hire for skills and not titles.

When recruiting organizations should map positions against not past job titles but transferable skills – for example, stakeholder management, client-facing delivery, logistical coordination – we also combine this with a short list of situation-based interviews to support their skill/ability to work in ambiguous situations – which is typically where someone who has made a career change will thrive.

Finally, consider your recruitment messaging: ensure you invite candidates from adjacently related industries. If your job description continues to sound as if it were written for someone who has previously held the role, then you are missing out on what could be your next best hire.

This has led us to be able to onboard people who see the role as a fresh opportunity for them to show their worth to us, and a chance for self-progression, with possible loyalty that often exceeds the loyalty of traditional candidates.

Hire for Skills, Not Titles

Bambi Rattner
Founder, Intensive Therapy Retreats

After working with clients aged 3 to 103 across every mental health setting imaginable, I’ve learned that the best talent often comes from unexpected places.

Mid-career professionals bring depth that fresh graduates simply can’t match.

Focus on transferable resilience skills rather than industry-specific experience. In my intensive therapy retreats, I’ve seen how someone who survived corporate burnout often has better emotional intelligence than someone who’s never faced real workplace adversity.

When I hire retreat facilitators, I look for people who’ve steered their own career transitions—they connect authentically with clients going through similar changes.

Create “story-based” interviews instead of traditional Q&A sessions. I ask candidates to walk me through their career pivots and what drove those decisions. The best hires are those who can articulate their journey thoughtfully, not just recite their resume. One of my most effective team members was a former accountant who shifted to mental health—her analytical background actually improved her therapeutic approach.

Hire for Transferable Resilience, not Just Skills

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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Ghost Jobs Decoded: Unexpected Drivers in Today’s Hiring Game

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Ghost Jobs Decoded: Unexpected Drivers in Today’s Hiring Game

Job searching is already challenging, but “ghost jobs”—listings posted without real hiring intent—add a layer of deceit. 

Far beyond building talent pipelines, these postings serve complex, sometimes questionable purposes, like salary benchmarking or internal employee pressure tactics. 

Drawing from frank perspectives of HR experts and business leaders, this HR Spotlight article reveals the hidden motives behind ghost jobs and explores the serious risks they pose to a company’s reputation and the trust of job seekers.

Read on!

Friddy Hoegener
Co-Founder & Head of Recruiting, SCOPE Recruiting

Hidden Motives Behind Corporate Ghost Job Practices

As an HR business lead, beyond the commonly discussed reasons like maintaining candidate pipelines or satisfying internal posting requirements, I’ve observed some less obvious motivations behind ghost job practices in the recruiting industry.

Companies frequently post positions to gauge salary expectations in competitive markets.

When organizations are considering expanding into new geographic areas or skill sets, fake job postings help them understand what compensation levels they’d need to offer without committing to actual hires.

Another uncommon driver involves competitive intelligence gathering. Some companies post attractive roles to see which competitors’ employees respond, providing insights into rival organizations’ retention challenges and workforce stability. This information becomes valuable for strategic planning and market positioning.

I’ve also noticed ghost jobs being used to test internal promotion readiness. Organizations post external roles to see if current employees apply, revealing who might be considering departure and helping identify internal candidates for future advancement opportunities.

Some companies use ghost postings to justify budget requests for hiring. When executives see hundreds of applications for non-existent roles, it supports arguments for increased headcount or higher salary ranges in subsequent budget discussions.

The practice reflects deeper organizational planning processes rather than deliberate candidate deception. However, it wastes candidates’ time and damages employer brand reputation when people discover the truth.

Transparent communication about hiring timelines and actual needs serves everyone better than these indirect intelligence-gathering methods.

Arvind Rongala
CEO, Edstellar

Reveals Internal Skill Benchmarking Strategy

While it’s often assumed ghost jobs are posted to build a talent pipeline, an uncommon but increasingly relevant reason is internal benchmarking.

Some companies post roles publicly to gauge the market value of skills they already have in-house, helping HR teams justify salary adjustments or training investments.

For example, if job postings attract candidates with higher-level skills or certifications, it can prompt leadership to upskill existing teams rather than hire externally.

In this context, corporate training becomes a strategic alternative to recruitment, aligning workforce capabilities with evolving business needs.

Blake Beesley
Operations & Technology Manager, Pacific Plumbing Systems

Serves Multiple Strategic Business Purposes

One uncommon reason we’ve seen is pipeline protection companies post ghost jobs to have backup candidates ready in case someone quits or underperforms, especially in hard to fill roles.

Another is internal leverage: some managers use fake openings to pressure current staff to take promotions or work harder, creating a false sense of competition.

In a few cases, jobs are posted to gather market salary data or gauge interest in a potential expansion that hasn’t been approved yet. While not always malicious, it wastes candidates’ time and erodes trust.
If a role isn’t real, don’t post it transparency matters.

Guillermo Triana
Founder & CEO, PEO-Marketplace.com

Pressures Employees, Stall Hiring

Here is something people do not talk about: some companies post fake openings to pressure current employees.

It is like a soft threat, e.g., “your role could be filled.” It sounds shady, but it happens, especially during budget cuts or performance dips. Nobody says it outright, but when three people on a team spot their job posted publicly, morale tanks. It is a passive-aggressive tactic used to spark urgency without having the guts to confront issues head-on.

Then you have the internal chaos side. Some roles are posted without real intent to hire because teams are waiting on budget approval, but recruiting gets told to move anyway. It is a stall tactic. Post first, decide later.

Sometimes it is just a placeholder to keep a role “active” in the system. Basically, no plan, just bureaucracy in motion. Meanwhile, candidates waste time applying to something that does not exist.

Lacey Kaelani
CEO, Metaintro

Ghost Jobs: Hidden Motives Beyond Hiring

Beyond the obvious “keeping options open for good talent,” we’re tracking more subtle motivations.

Because a lot of the major job boards don’t source check, we see companies every day taking advantage of free traffic.

For instance, a few weeks ago, we saw a company post over 600K jobs on a major job board that drew traffic to their site – and who knows if those jobs were real.

In addition to this, we can assume employers post ghost jobs for AI training data collection., competitive intelligence gathering and even, perhaps, employee retention psychology.

Leah Miller
Marketing Strategist, Versys Media

Signals Growth, Benchmark Talent

One less obvious reason some companies post ghost jobs is purely strategic. I’ve seen organizations use them as a way to signal projected growth to investors or stakeholders.

Posting open roles they don’t intend to fill quickly can give the impression of scaling up, even when resources aren’t quite there yet.

Another reason is internal benchmarking; a company may want to see what kind of talent or salary expectations are out there without having to commit to hiring.

We once worked with a tech platform that listed roles just to test how its employer brand was landing compared to competitors. It wasn’t done maliciously, but from the candidate’s perspective, it still erodes trust.

Wendy Sellers
HR, The HR Lady

Ghost Jobs Hurt Brand, Morale, Productivity

That 40% figure is troubling. Beyond the usual “pipeline building,” some managers post phantom roles to signal growth to investors or customers, to satisfy headcount optics before budgets are set, to test pay ranges or locations without committing, to hedge for pending contracts, or to appease leaders who equate open reqs with influence. It’s a bad practice.

Candidates notice and your brand takes the hit; current employees see the listings and assume they’re being replaced, which drags morale, productivity and retention.

It’s also a waste of money and time—recruiting and ads are expensive, and every hour spent screening for a non-job is an hour stolen from real workforce planning.

Do better: be transparent about hiring status, build talent communities, and only post when funding and approvals are real.

Gregory Shein
CEO, Nomadic Soft

A Bet On Uncertainty

Posting “ghost jobs” may seem deceptive, but some less-discussed motivations come from operational uncertainty rather than ill intent.

In fast-moving sectors like tech and FinTech, companies sometimes post roles preemptively anticipating funding rounds, contract wins, or internal restructures that haven’t been finalized.

It’s a way to gauge market talent and keep a candidate pipeline warm.

Another overlooked reason is employer branding. Active listings can falsely signal growth or stability to investors, clients, or even competitors. While I understand the strategic logic, it’s a practice that erodes trust in the long term.

Transparency should always take precedence over short-term optics.

Calin Oancea
Founder, Nature and Sustainability

Ghost Jobs Benchmark Salaries and Talent

Having hired over 30 people and freelancers in my company and projects and having consulted with multiple HR teams during hiring booms, I’ve seen how these so-called “ghost jobs” serve hidden strategic purposes.

I regularly collaborate with companies that are refining their growth projections. One less-discussed driver is the desire to measure labor market trends or competitors’ salary expectations; some managers post roles purely to benchmark talent pools and adjust internal plans.

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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