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

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

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

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

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

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

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

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

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

Read on!

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

Louis Costello

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

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

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

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

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

Andrew Peluso
Founder, What Kind Of Bug Is This

Andrew Peluso

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

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

Ram Krishnan
CEO, Valant

Ram Krishnan

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

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

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

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

Simon Fabb
CEO, ChiefJobs

Simon Fabb

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

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

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

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

Mauricio Velásquez
President & Founder, DTG

Mauricio Velásquez

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

Our advice is always:

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

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

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

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

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

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

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

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

Balaram Thapa

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

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

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

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

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

Andy Kolodgie
Founder, Sell My House Fast

Andy Kolodgie

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

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

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

Zarina Bahadur
CEO & Founder, 123 Baby Box

Zarina Bahadur

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

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

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

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

Cindy Williams
Executive Director, WorkLife Partnership

Cindy Williams

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

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

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

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

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

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

Shannon Alter
Communications Expert & Founder, Leaders Exceed

Shannon Alter

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Read on!

Miriam Groom
CEO, Mindful Career

Miriam Groom

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

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

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

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

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

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

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

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

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

Rimma Kulikova
COO, HilltopAds

Rimma Kulikova

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

Justin Belmont
Founder & CEO, Prose

Justin Belmont

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

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

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

Xin Zhang
Marketing Director, Guyker

Xin Zhang

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

Mohammed Kamal
Business Development Manager, Olavivo

Mohammed Kamal

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

Robert Hosking
Executive director, Robert Half

Robert Hosking

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

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

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

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

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

Mimi Nguyen
Founder, Cafely

Mimi Nguyen

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

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

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

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

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

Dr. Lisa T. Lewis

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

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

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

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

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

Sara Bandurian
Operations Director, Online Optimism

Sara Bandurian

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

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

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

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

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

TJ Hughes
Consultant, Red Clover

TJ Hughes

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

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

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

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

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

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

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Decoding the Perfect Resume: Ways to Catch a Leader’s Eye

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Decoding the Perfect Resume: Ways to Catch a Leader's Eye

When you’re chasing that big career break, your resume is your first handshake with a potential employer—it’s not just a document, but your personal pitch to stand out in a crowded field.

With hiring managers and business leaders wading through stacks of applications, often spending mere seconds on each, what makes your resume the one they pause for?

Is it a sleek, eye-catching design? Content that tells a compelling story? Or perhaps a unique spark that leaves a lasting impression?

To dig past generic tips and uncover what truly grabs attention, we tapped a panel of seasoned HR professionals and business leaders with years of hiring experience across industries.

We posed a direct question: “What are your top three tips for a candidate crafting a resume to land a role in your organization or industry? Whether it’s the design, the content, or that one standout element that hooks you—what are the three things you want to see?”

In this post, their candid, actionable insights reveal the strategies and details that can transform your resume from just another file in the inbox to a powerful invitation for an interview, setting you up to shine in today’s competitive job market.

Read on!

 

Archie Payne
Co-Founder & President, CalTek Staffing

Archie Payne

I see a lot of resumes as a recruitment firm leader, including from recent graduates and career-switchers breaking into the IT or engineering sectors where we specialize. Here are the three tips I’d offer to help candidates stand out:

Learn the language of the industry and use it wisely in your resume: It’s important to understand the terminology that’s commonly used in your target field. This doesn’t mean stuffing your resume with jargon, which can come off as forced. Instead, identify key skills, platforms, and technologies that hiring managers and applicant tracking systems are looking for—like specific programming languages or tools—and incorporate them naturally. This shows you’re familiar with the industry and helps get your resume noticed.

Use quantifiable metrics to show your impact: Even if your previous experience is in another field, numbers help hiring teams understand what you’ve accomplished. Whether it’s improving efficiency, increasing customer satisfaction, or saving time or money, measurable results speak volumes. This kind of data-driven storytelling makes it easier for employers to see the value you can bring, no matter your background.

Highlight growth and adaptability: For entry-level candidates, this might mean emphasizing what you learned during your degree or how you’ve gone beyond the classroom through certifications, personal projects, or internships. For those with work experience, focus on how you’ve taken on new challenges and responsibilities over time. Especially in fast-moving industries like tech, showing that you can learn, adapt, and grow signals that you’re ready not just for the job now, but for what it could become.

Michael Kazula
Director of Marketing, Olavivo

Michael Kazula

As a Director of Marketing in an affiliate network, I seek candidates with relevant skills and a strong understanding of affiliate marketing.

To enhance their resumes, candidates should highlight quantifiable achievements in previous roles, showcasing metrics like increased conversion rates and improved return on advertising spend (ROAS) to demonstrate their impact on team success. This focus on numbers makes a resume stand out.

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

Amir Husen

As HR experts, when reviewing resumes for a break into our organization or industry, here are 3 things that catch our attention:

Tailored Content & Quantifiable Achievements: Generic resumes get overlooked. We like to see content specifically tailored to the role and our company, showcasing how the candidate’s skills and experiences (even from different fields) align with our needs. Crucially, quantify achievements wherever possible (e.g., ‘Increased efficiency by X%,’ ‘Managed projects worth $Y’).

Clear, Concise Design & Structure: A clean, professional, and easy-to-read design is key. Avoid clutter. Use clear headings, bullet points, and consistent formatting. The resume should guide the reader smoothly through the candidate’s story.

A Compelling Summary/Objective: That one element often is a well-crafted summary or objective at the top that immediately highlights the candidate’s key value proposition and career aspirations, clearly stating why they are interested in this specific opportunity and what they bring to the table.

Justin Belmont
Founder & CEO, Prose

Justin Belmont

1. Show me impact, not just tasks—don’t say you “managed campaigns,” tell me the result. Numbers, wins, before-and-after snapshots.

2. Customize the top third—use a killer summary or headline that screams why you fit this role. No generic fluff.

3. Make it scannable—clean layout, clear headings, zero walls of text. If I can’t skim it in 30 seconds, it’s already a no.

Nikita Sherbina
Co-Founder & CEO, AIScreen

Nikita Sherbina

When reviewing resumes with career breaks, three things really catch my attention.

First, honesty and clarity—address the break briefly but confidently, whether for caregiving, education, or personal growth. I appreciate when candidates include a “Career Break” section explaining what they learned or how they stayed engaged with the industry during that time.

Second, relevance—highlight transferable skills and any freelance, volunteer, or part-time work done during the break. This shows initiative and continuous development.

Lastly, formatting matters—clean, easy-to-read design with clear headings and bullet points makes it simple to spot key information quickly.

Resumes that balance transparency, relevant skills, and strong presentation always stand out to me as thoughtful and professional.

Sara Bandurian
Operations Director, Online Optimism

Sara Bandurian

One thing that immediately gives a candidate bonus points for me is if there are live links to their LinkedIn profile and to their portfolio on their resume. That simple touch can go a long way in garnering goodwill from your hiring manager.

On the other hand, one thing I cannot stand to see on resumes are skill bars, particularly when they show you that you aren’t well-versed in certain tools. Using a simple list of tools you are familiar with will convey your skills in a more polished way, and will save you space on your resume as well.

My final tip is to ALWAYS submit your resume as a PDF file, unless otherwise specified, to ensure the formatting is consistent across all platforms and devices.

Sara Green-Hamann
Founder & CEO, Tallwood Human Resources Consulting

Sara Green-Hamann

The first thing I’m looking for when I see a resume is professionalism, both aesthetically in how the content is displayed, including white space and consistent headers, but also in the language used to describe the duties held in each position.

Secondly, I’m looking to see if the candidate can articulate the results they’ve achieved. I want to see specific outcomes and metrics to back up any claims made.  It’s not enough for a candidate to tell me they had a specific result; they need to show me.

Finally, candidates need to be clear with the content of their resume. I need to be able to read it and understand who they are as a worker in under 10 seconds.  If I can’t identify that they are a good fit for the job in less than 10 seconds, then I am moving on to another candidate.

Firdaus Syazwani
Founder, Dollar Bureau

Firdaus Syazwani

Over the years of hiring content strategists, marketers, and freelancers for my businesses, I’ve reviewed hundreds of resumes. The strongest ones always stand out for the same reasons.

First, I love seeing clarity in design. A clean, well-structured layout shows that the candidate respects the reader’s time. If I can skim your resume and immediately grasp your value, you’re already ahead.

Second, highlight impact, not just responsibilities. Don’t just list what you did—show how it made a difference. Numbers help, but even a clear before-and-after scenario is powerful.

Third, tailor it to the role. Generic resumes feel lazy. I pay attention when someone’s resume reflects our business needs, tone, or even specific tools we use.

I once hired someone whose resume had a short case study as an add-on. That real-world context beat fancy buzzwords and showed initiative, and she turned out to be one of our best hires.

Thanks for this opportunity, Stanley. Let me know if you’d like more stories or examples—I’m happy to help.

Robin Levitt
President, 4D Executive Search

Robin Levitt

Be Accomplishment-Oriented: Don’t just list duties—highlight results. Use strong action verbs and quantify achievements when possible (e.g., “Reduced turnover by 25% in 6 months” vs. “Managed HR processes”).

Use Data and Metrics: Recruiters scan for impact. Include numbers, percentages, revenue growth, cost savings, or team size to show scope and success. Tangible outcomes speak louder than buzzwords.

Format for Skimmability: Use bullet points instead of paragraphs. Keep each point concise (1–2 lines max) so recruiters can quickly scan and identify key value. Prioritize the top third of your resume—it’s prime real estate.

Sarah Doughty
VP – Talent Operations, TalentLab

Sarah Doughty

Highlight Required Skills Early: Make sure the required skills for the role are clearly listed on your resume. Ideally, on the first page. Strong design or formatting can’t replace the impact of a resume that directly addresses the role’s core qualifications. The resumes that stand out most are those where candidates clearly demonstrate relevant experience aligned with the job description.

Focus on Specific Contributions and Results: Resumes are more compelling when they emphasize what you specifically contributed to a project, along with measurable outcomes. Avoid vague statements like “Results-oriented professional with a proven track record of success” unless you back them up with concrete examples. If a sentence could apply to anyone in any job, at any level, leave it out. Focus instead on clearly articulating your role, scope of work, and results achieved.

Be Concise and Edit Ruthlessly: Too much detail can dilute your message. While I don’t recommend using AI to write your resume—it’s often obvious to experienced recruiters—I do recommend using AI tools to help you refine and streamline your content. Overly long resumes signal a lack of judgment and may suggest poor communication skills or low emotional intelligence. Keep it sharp, relevant, and to the point.

 

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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Spirituality in the Workplace: Navigating the Conversation and Exploring its Potential

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Spirituality in the Workplace: Navigating the Conversation and Exploring its Potential

How are today’s leaders approaching the increasingly important topic of employee well-being?

Are concepts like mindfulness, well-being programs, and even spirituality finding a place in the modern workplace?

And if so, what are the practical implications and measurable results?

In this post, we seek answers from those on the front lines.

We’ve asked HR leaders, business executives, and well-being experts to share their perspectives on incorporating these practices into the work environment.

They reveal their personal opinions, detail initiatives implemented within their organizations and others, and assess the impact on both employee well-being and key organizational outcomes.

Their insights offer a practical guide for organizations seeking to create a more supportive and fulfilling workplace.

Read on!

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Improving Mental Health and Efficiency

At Rathly, we focus on promoting a balanced work environment. We know the importance of mental clarity, especially in the fast-paced world of data-driven marketing. 

Integrating well-being practices has a huge impact. 

Simple things like short breaks, stretching exercises, or even quiet time to recharge help improve focus and creativity. When people feel good, they perform better. It’s not just about being productive but also about feeling valued and supported.

I’ve seen firsthand how creating space for mindfulness can boost energy levels and team morale. 

Consistency is crucial. Offering small moments of calm helps avoid burnout and encourages people to stay sharp. 

In my experience, these practices directly translate into more engaged and happier teams, which ultimately improves results. Focus on well-being, and the work will speak for itself.

Traci Pirri
Owner & Director, Hope For The Journey

Culturally Sensitive Mindfulness to Improve Team Morale

At Hope For The Journey, we integrate mindfulness and well-being practices into our workplace because they align with our mission of helping individuals heal after trauma. 

From personal and professional experience, I know that trauma recovery and therapy significantly benefit from mindfulness practices like grounding techniques. Implementing these concepts has improved the work culture, leading to better team synergy and stress reduction among therapists.

In early 2023, we initiated a program where team meetings commenced with short mindfulness exercises inspired by our therapy methods, such as mindful breathing and grounding. 

This has translated into more focused and empathetic sessions with clients, a vital factor when dealing with trauma, anxiety, and depression. The result has been not only an improvement in employee well-being but also a more supportive and effective therapeutic environment for clients.

I’m particularly proud of how we implemented an initiative for therapists to engage in solo retreats similar to what I practiced during my own ‘pilgrimage year.’ 

This encourages them to experience personal renewal and empowerment, which reflects positively in their work. This practice doesn’t only improve employee satisfaction but also boosts collective creativity and commitment, ultimately leading to outstanding client outcomes in trauma therapy sessions.

Lauren Hogsett Steele
Therapist, Pittsburgh Center for Integrative Therapy

Enhancing Focus and Team Collaboration

At the Pittsburgh Center for Integrative Therapy, integrating mindfulness and well-being practices into our workplace is something I deeply value. 

These practices align with my therapeutic approach, which involves modalities like the Polyvagal Theory to regulate the nervous system. I’ve observed that applying such practices in a workplace setting can improve emotional stability and stress resilience among employees.

We implemented a strategy where employees participated in reflective sessions, similar to the grounding exercises used in therapies such as EMDR and somatic therapy. This initiative improved interpersonal relationships within the team, similar to the improvement seen in clients experiencing IFS therapy. 

The result was a noticeable increase in team collaboration and a boost in job satisfaction, reflecting positively on our service delivery.

A specific example comes from our collaborative consultation groups where therapists engage in system-focused reflection, mirroring family therapy’s collective support dynamics. 

This practice has nurtured a supportive community atmosphere, reducing burnout and enhancing our collective ability to address clients’ needs effectively, demonstrating tangible improvement in both employee well-being and client outcomes.

Rachel Eddins
Executive Director, Eddins Counseling Group

Improving Team Collaboration and Efficiency

I’m deeply invested in mindfulness and well-being practices, both personally and professionally, as they are crucial in fostering a healthy work environment. 

At Eddins Counseling Group, we emphasize the holistic benefits of mindfulness, integrating it into our organizational culture. This approach has significantly improved our team’s focus, stress management, and overall job satisfaction.

One tangible example is our implementation of mindfulness-based workshops that mirror techniques like deep breathing exercises, mindful intention setting, and grounding. These have not only improved employee mental health but also increased our organizational efficiency. 

A case study we often refer to is the reduction in chronic pain and stress levels among our clients at the Cleveland Clinic, which shows similar promising outcomes.

Many practitioners have found that introducing mindfulness practices has led to better decision-making and improved communication within teams. This correlates with our own experiences, where mindfulness has markedly improved interpersonal relationships and self-confidence among employees, creating a more supportive and collaborative workplace.

Leigh Matthews
Founder, Therapy in Barcelona

Boosting Morale and Reducing Absenteeism

As the founder of Therapy in Barcelona, I have experience in integrating mindfulness and well-being practices into the workplace. We’ve implemented a mindfulness program custom for our diverse team of therapists from around the globe, focusing on culturally sensitive approaches. 

This has led to a noticeable improvement in team morale and collaboration, as well as a reduction in stress-related absenteeism by 15%.

Our team engages in mindfulness practices that were adapted specifically for expatriates, addressing unique challenges such as cultural adaptation and emotional resilience. For instance, we hold bi-weekly mindfulness sessions developed from proven techniques like Mindfulness-based Stress Reduction (MBSR) and Acceptance and Commitment Therapy (ACT). 

This initiative has not only boosted our team’s well-being but has improved our effectiveness in client sessions by 20% through increased empathy and active listening.

These practices have bettered our organizational outcomes by enhancing our ability to connect with clients, particularly those dealing with the complexities of living abroad. 

In 2024 alone, we conducted 9,291 therapy sessions, largely attributed to the positive impact of our well-being initiatives, proving that investing in staff mindfulness not only aids personal health but significantly lifts professional performance.

Omar Alvarez
Founder & CEO, KINNECT

More Than Just a Checklist

Mindfulness and well-being at work should feel natural and unstructured, less like a checklist and more like showing employees they have space to breathe and be creative. 

Directly offering time to step away, reflect, or have “creativity time” vs. saying, “you should consider taking time.”

As a gay, agnostic person, I’m naturally curious about spirituality. 

Still, I see it less as a formal practice and more as a state of mind—about creating a culture where people feel free to show up as their whole selves. That includes supporting them if something feels off. 

Well-being isn’t just about offering yoga or meditation; it’s about building trust and a sense of belonging so everyone can thrive authentically.

Chanan N Frith
Author, Executive Coach

Benefit Packages for High Pressure Roles

A holistic state of being is one in which a person experiences ultimate health in their mind (soul), body and spirit. This is the place where mindfulness, well-being and spirituality meet to form a more fulfilled individual who, when all these elements align, enables them to live a life of prosperity and abundance. 

As a leadership and mindset coach who also offers faith-based mentorship programs for high achieving kingdom minded females, this is the type of guidance I provide to my community.

In my opinion, holistic well-being is not the responsibility of an employer, I believe it is a personal choice, based on one’s values and belief system. A person who functions in alignment with their divine purpose will show up in their personal and professional lives holistically. The work environment then becomes a third-party beneficiary by virtue of the employee’s existence.

However, while I do not subscribe to an employer being primarily responsible for an employee’s holistic health, I believe companies should include such practices in their benefit packages, especially for high pressure work roles.

I’ve served as a company executive for more than 10 years with an employee count that exceeded 600; holistic benefits included two 15-minute breaks outside of a one-hour lunch break, health and wellness programs, medical insurance that included counseling options, performance evaluation schemes and various other allowances. 

And guess what? Employee turnover and sick callouts were high while employee morale and organizational performance were low. 

My point here is that one hat does not fit all and each work environment, based on culture, should seek to implement what will drive the best results for their organization.

Maria Szandrach
CEO, Mentalyc

Begin with Small, Consistent Steps

At Mentalyc, mindfulness and well-being aren’t just buzzwords; they’re values that shape how we operate every day. 

As someone who deeply believes in fostering mental health, I’ve made it a priority to integrate mindfulness and well-being practices into our workplace. It started small guided mindfulness sessions once a week but quickly grew as we saw how these practices impacted our team.

We’ve also introduced wellness benefits that empower employees to choose what supports their mental health, whether it’s meditation apps, yoga classes, or even taking time off for a mental reset. 

What’s been most rewarding is seeing how these initiatives ripple through our culture. Team members are more focused, less stressed, and more connected to one another. There’s a noticeable spark in their creativity and collaboration when they feel cared for.

The most meaningful part for me as a leader has been hearing employees say they feel truly supported not just as professionals but as people. 

It has reminded me that well-being isn’t a “nice-to-have” but a cornerstone of sustainable growth. 

If you’re thinking about implementing similar initiatives, my advice is to listen to your team’s needs and start with small, consistent steps. When people feel valued, it transforms not just their work but the entire organization.

Sarah M. Tetlow
CEO & Founder, Firm Focus

Slowing Down, Focusing, and Being Present

Mindfulness means to be present. 

As a productivity strategist, I often see busy professionals running on a hamster wheel. That practice is called multitasking, and it leads to mistakes, decreased productivity, increased stress and anxiety, and an overall reduction in employee morale and culture.   

Mindfulness or well-being practice helps organizations with employee retention and increased productivity.

An accounting services firm brought me in to conduct a program on mitigating distractions and interruptions. While seemingly unrelated to this topic, it proves quite relevant. 

Sometimes getting to the root of the problem – too many distractions readily available – reminds the employees to slow down, focus, and be present. This opens opportunities to find small moments throughout the workday to be mindful and present and engaged.

A year later, the firm says the program, and specifically identifying distractions and interruptions throughout their day, still helps their team.

Siobhan Shaw
Co-founder, Growing to Give

Get Outdoors to Tune In!

We are so lucky that our workplace is outdoors! 

At Growing to Give, those days spent planting food or trees for people in need are more than just work – they’re grounding. 

Kicking off my boots and curling my toes in the rich soil capturing the energy of the earth is energizing. There is no place that brings you into your awareness more than the routine of planting, the warmth of the sun on your back, the chirping of birds, and sweat trickling down your face.   

In those moments, you can’t help but tune in to your body, your quiet thoughts tuning out the intrusive sounds of the city. It clears your mind, connects you to nature, and reminds you why you’re doing what you do. It revs you up to get through the office routine. 

Every office should have an outdoor area for gardening for staff to renew and revive.

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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Engaging Every Generation: Leaders’ Tips for a Diverse Workforce

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Engaging Every Generation: Leaders' Tips for a Diverse Workforce

What’s the biggest hurdle to effectively managing and engaging a multigenerational workforce? 

And how can leaders overcome it? 

These are crucial questions for organizations seeking to thrive in today’s diverse work environment. 

To find answers, we went straight to the source, asking HR and business leaders from various industries to share their perspectives. 

Each expert offers a unique challenge they’ve encountered, paired with a practical solution they’ve found effective. 

This HR Spotlight post compiles their insights, providing a valuable resource for anyone navigating the complexities of a multigenerational team.

Read on!

Yosef Adde
Owner, Buy Houses Torrance

Yosef Adde

One of the significant difficulties in handling a multigenerational workforce is the difference in communication style preferences.

For instance, younger workers are more inclined towards instant messaging, via Slack for example, while their older colleagues may be more interested in interacting through phone calls or prefer longer emails.

This is a problem since it may foster misunderstandings and disruption in working together.

Putting diverse communication into practice is one practical solution to this challenge.

Get team members to reveal their preferred modes of communication and use technology that fills such gaps, such as hybrid meetings where participants can attend both physically and virtually.

Also, creating an environment where team members elaborate on “why” they do things in a certain way can be helpful in building the understanding and respect among the team members.

Casey Cunningham
Founder & CEO, XINNIX

Casey Cunningham

One distinct challenge associated with managing and engaging a multigenerational workforce is how they prefer to communicate within their day-to-day responsibilities.

One simple and easy way to address this challenge is by bringing the respective generations together to agree on preferences and ultimately the final solution.

By allowing the multiple generations to contribute to the conversation, the culture is being shaped and embraced as one that cares and listens to their employees.

Marco Manazzone
CEO, Zzone Homes

Marco Manazzone

One challenge associated with managing and engaging a multigenerational workforce is the differences in preferred communication styles and interpretation of tone between generations.

For example, older employees may prefer face-to-face meetings or phone calls, while younger employees might favor instant messaging or email.

One way to address this challenge is to establish clear communication guidelines that accommodate various preferences while promoting inclusivity.

This could involve training sessions to raise awareness about generational differences in communication styles and encouraging team members to express their preferences openly.

Kirsten Bombdiggity
Fractional CXO, Bombdiggity

Kirsten Bombdiggity

The most fascinating challenge in today’s workplace is how each generation fundamentally defines what it means to be ‘professional.’

I’m seeing younger team members who view authenticity as non-negotiable – they bring their whole beautiful selves to work, build deep friendships with colleagues, and approach client relationships as genuine partnerships.

Meanwhile, our seasoned professionals are masters at the art of meaningful boundaries, viewing professionalism through the lens of structured relationships and intentional work-life separation.

I suggest implementing ‘Value-First Communication Guidelines’ – a flexible framework that celebrates these different styles instead of fighting them.

For example, team members who value clear boundaries can establish dedicated focus time and structured meeting protocols, while those who thrive on organic connection can maintain open-door policies and collaborative spaces.

When we stop forcing everyone into one ‘right’ way of being professional, and instead create systems that honor multiple approaches, we build stronger, more innovative workplaces.

Stephen Greet
CEO & Co-founder, BeamJobs

Stephen Greet

I’d be delighted to share insights on managing and engaging a multigenerational workforce, including strategies we’ve seen create alignment and foster innovation.

My experience helping job seekers communicate their value across diverse teams has provided me with a unique perspective on bridging generational divides in the workplace.

One of the toughest challenges I’ve observed in managing a multigenerational workforce is breaking through assumptions.

For instance, there’s often an unspoken divide: older employees may assume younger colleagues lack experience, while younger team members might view their older counterparts as resistant to change.

This dynamic doesn’t just create tension—it stalls collaboration and innovation.

I think addressing this begins with fostering cross-generational mentorship.

Pair a tech-savvy Gen Z employee with a seasoned Baby Boomer, for example. This isn’t about assigning teacher and student roles but rather creating a platform for mutual learning.

In one instance, I’ve seen such mentorships improve workflows dramatically—where the younger employee streamlined tech processes, and the experienced colleague shared invaluable industry knowledge.

When employees begin to see each other as collaborators, not competitors, the assumptions fade.

This builds trust, unlocks fresh ideas, and aligns everyone with the company’s bigger vision.

Alexander Anastasin
CEO & Co-Founder, Yung Sidekick

Alexander Anastasin

Different generations bring varying expectations about work-life balance, job stability, and career growth.

Older generations may prioritize loyalty and long-term employment, while younger workers often seek flexibility, quick advancement, and alignment with personal values.

HR teams should implement customizable benefits and development programs.

Offering flexible working hours or remote options caters to younger employees, while robust retirement plans and mentorship opportunities appeal to older staff.

Organizations can harmonize expectations and boost engagement across the board by creating a workplace culture that values individual needs.

Adam Hamilton
CEO, REI Hub

Adam Hamilton

I think one of the biggest challenges with managing and engaging a multigenerational workforce is actually that the different generations often don’t naturally engage with each other as much.

Especially when it comes to more than one difference in a generation, people tend to stick closer to the people they are closer to in age because of relatability.

When you are managing a workforce and trying to engage everyone, a key aspect of that is getting them to work together and engage with each other well so that the team as a whole strengthens.

So, things like team bonding can make a big difference.

Darrin Murriner
CEO & Co-founder, Cloverleaf

Darrin Murriner

One of the most pressing challenges in managing a multigenerational workforce is addressing the subtle but significant communication barriers that can emerge between team members from different age groups.

These gaps often stem from distinct expectations around how ideas should be shared, how feedback is received, and what it means to collaborate effectively.

Without the right tools, these differences can lead to frustration or misalignment.

At Cloverleaf, we focus on equipping teams to better understand and connect with one another.

Digital coaching provides friendly, actionable nudges that help team members recognize communication hazards—whether it’s about being more direct, listening more carefully, or making space for others to contribute.

When people feel heard and understood, it creates a foundation for genuine collaboration and deeper trust, regardless of age or experience.

Alison Stevens
Senior Director – HR Services, Paychex

Alison Stevens

As the workforce continues to evolve with the rise of Millennials and Gen Z, workplaces are increasingly adopting flexible schedules and leveraging emerging technologies to enhance productivity and job satisfaction.

However, for other generations, these rapid changes can feel challenging and complex as they navigate a landscape that is noticeably different from the one they built their careers in.

Despite these challenges, Baby Boomers bring invaluable skills and experience. Their deep industry knowledge and years of expertise offer perspectives that younger generations may not yet possess.

This wealth of insight is a critical asset for any organization seeking to balance innovation with seasoned wisdom.

HR teams play a pivotal role in bridging generational gaps within the workplace.

By tailoring onboarding processes to address generational strengths and challenges, pairing employees from different age groups, and providing upskilling and educational opportunities, HR professionals can foster collaboration and ensure that all generations contribute to a dynamic, well-rounded team.

Skills-based hiring and training further enable organizations to capitalize on each generation’s unique abilities, creating a truly inclusive and high-performing workforce.

Kelley Rexroad
Founder, Krex Consulting

Kelley Rexroad

The biggest issue is assuming communication.

This includes understanding cliques used, urban slang words used, abbreviations used, and lack of specificity.

It also includes  the method of communication. Some people hate text, others prefer the telephone, and some want video calls.

Using a non-desired communication tool sets up the exchange  for a less-than-good result.

People assume and use what they like, not necessarily what the audience of the communication likes. 

The way to combat this is to ask questions.     

What is your preferred way to receive information?  

How often do you wish for information?  

What do you mean by “it will be hard”  to get done by then?   

Questions show that we are listening to the other person and not listening to reply.

Questions bring listening, which brings understanding. This is how respect and value are exchanged, and the “extra ”is the quality and speed of work.

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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Jenna Rogers – 5 Key Strategies to Help Manage and Communicate Effectively with Gen Z in The Workplace

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5 Key Strategies to Help Manage and Communicate Effectively with Gen Z in The Workplace

Jenna Rogers

When it comes to Gen Z, you hear comments such as:
“They have horrible work ethic”
“They always think they are right”
“They consider feedback to be an attack”
“They are hard to manage”

As a professional whose job it is to train people on how to communicate effectively, collaborate successfully and teach organizations how to work productively, I know first hand that managing different generations in the workplace is challenging.

Different generations cannot follow the same prescription for success as their predecessors. The workplace in 2025 is a melting pot of generations, composed of four vastly different generations all needing to work together on a shared goal. And yet, with Boomers, Gen X, Millennials and Gen Z all competing for the “right” way to do business, conflict is rife, training falls flat and productivity falters.

It’s important to understand the contextual differences each generation brings to the workplace so we can understand how to best communicate with each other.

Let’s break down the basics of what the workforce looks like in 2024:

  • Baby Boomers (born 1946-1964, roughly 20% of the workforce.) Baby Boomers are products of the traditional corporate ladder, were rewarded for their loyalty to their companies and view the corporate ladder as secure and linear. They interpret a separation between work identity and other identities as a sign of “laziness” or “lack of passion.” And while they are exiting the workforce due to retirement, Boomers still hold a share of the workforce due to retirement age ticking upwards.
  • Gen X ( born 1965-1980, roughly 35% of the workforce.) Gen X introduced a shift in familial gender norms, with mothers remaining in the workforce and more fathers coaching little league. They are self-reliant, hard working and were the first generation to have a distrust for large corporations. Gen X is adaptable to technology, as their careers have been present both with and without technology. And as technology has evolved so rapidly throughout their careers, they’ve been forced to keep up with the times. Gen X currently holds the majority of management and leadership positions.
  • Millennials (born 1981-1996, roughly 35% of the workforce.). Millennials are viewed as entitled because they saw the generation before them integrate life into business and strive for the same “life outside of work” experience. They need recognition and praise for their work, value culture above loyalty and for context, Millennials entered the workforce during or immediately after the 2008 recession.
  • Gen Z (born 1997-2012). Gen Z beat their own drum and seek value, purpose and flexibility as main priorities. They are mission driven, prefer hybrid or remote first work and are susceptible to social isolation and loneliness. We are still learning more about Gen Z and their work style.

And don’t forget, Gen Alpha will be coming soon…

A generation is more than the prescribed years they were born into. Economic, societal and historical events, as well as the norms and beliefs that are held during the collective experience of “growing up together.” And with the workplace holding diverse numbers of different generations, that comes with different learned and lived experiences and unique communication styles.

And the problem is – different generations are communicating with each other incorrectly while expected to work together. For example, Boomers are primarily using very short hand emails, Millennials are using Slack and Gifs while Gen Z is using memes and TikTok.

So how do we get on the same page when it comes to different generations in the workplace together?

As a workplace communications expert, here are 5 key strategies to help manage and communicate effectively with those “difficult” Gen Z professionals in the workplace.

  • Revamp Onboarding Plans: Onboarding, everboarding and professional development plans should be continuous. Take a look at your current onboarding plan through the eyes of your younger employees (ask for their feedback too) and integrate microlearning, collaborative learning, hands-on learning, mobile learning and personalized learning.
  • Train on Email Communication: 73% of business is done via email and yet, no one is taught how to effectively communicate via email. Train Gen Z, and all staff, on the best practices of email communication. Offer microlearning opportunities such as LinkedIn Learning courses or allow employees to enroll in courses like Email Tip Academy. 
  • Establish Meeting Etiquette: Create explicit guidelines, rules and best practices for meeting etiquette and expectations when running in person meetings, virtual meetings, client meetings and internal meetings. Gen Z needs a playbook, give it to them.
  • Incentivize Relationship Building: Give Gen Z a reason to feel a sense of belonging in the workplace. While Gen Z is reliant on technology, they are also susceptible to isolation and loneliness. Curate opportunities to build professional relationships and facilitate relationship skill building.
  • Teach Executive Presence: Teach Gen Z how to have executive presence. Gen Z knows their value but they struggle to communicate it, and how to communicate it humbly. Younger generations always think they are better than older generations. While they have a lot of learning to do, they also have good ideas too. Teach them how to convey their ideas in a productive way and watch the innovation of the company progress.

Intentional communication matters, and it can turn those “hard to manage” Gen Z colleagues into the best asset for the organization. Leaders build a collaborative workplace when they invest the time to understand generational differences, tailor their communication strategies and provide the appropriate tools and guidance. By fostering mutual respect, clear expectations and a shared sense of purpose, organizations can create an environment where every employee feels valued and empowered to contribute their best. The future of work is multigenerational—let’s embrace it with empathy, adaptability and a commitment to growth.

 

About the Author

Jenna Rogers is the founder of Career Civility, a workplace communications training firm based in Chicago, dedicated to helping professionals navigate the modern workplace.
With over 44,000 followers on Instagram (@careercivility), Jenna is an influential leader in this field, known for her clear and actionable personal and career-focused tips, scripts, and advice.

Driven by her personal experiences navigating communication challenges in the workplace, Jenna understands that we each have our own societal and life experiences, and unique communication styles that drive how we communicate at work. She’s on a mission to bring civility back into the workplace.

As a part of the work Jenna does at Career Civility, she offers workshops where she teaches organizations how to upskill their workforce in these important communication practices.

If you need help teaching your team how to communicate across the different generations represented in your workplace, go ahead and have a conversation with Jenna.

You can also follow Career Civility on Instagram and LinkedIn.

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

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

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