Menu

HR Tips

Employee-Focused Initiatives: Insights from HR and Business Leaders

by

Employee-Focused Initiatives: Insights from HR and Business Leaders

How are HR and business leaders strategically investing in their employees? 

What are the key priorities guiding the development and implementation of new employee initiatives? 

To gain insight into these critical questions, we turned to the experts. 

In this post, we’ve assembled a panel of HR and business leaders, asking them to share details about their most recent significant employee initiative. 

They reveal not only the specifics of the program itself but also the underlying objectives and strategic factors that motivated its creation. 

Their responses here offer a valuable perspective on how organizations are aligning their employee initiatives with broader business goals and creating a more positive and productive work environment.

Read on!

Chris Dyer
Keynote Speaker on Culture, ChrisDyer.com

Launch Sustainable Balance Program to Combat Burnout

The most significant employee initiative I launched five years ago was our “Sustainable Balance Program,” which aggressively addressed burnout by mandating disconnection. 

We instituted policies that prohibited after-hours work communications, required employees to use their full vacation days annually, and enforced a strict “if you were wired, you were fired” rule barring work during time off. 

To operationalize this, we automatically deleted all emails received during vacations—ensuring employees returned to an empty inbox—and held team catch-up meetings on their first day back to streamline reintegration. 

The key objectives were to dismantle our “always-on” culture, reduce chronic stress, and rebuild trust in work-life boundaries. 

This was driven by alarming burnout-related turnover, declining morale, and employee feedback citing unsustainable workloads. 

The results were transformative: within two years, employee satisfaction scores surged, burnout vanished as a recurring concern in engagement surveys, and voluntary turnover dropped to near-zero levels. 

By prioritizing recovery as non-negotiable, we proved that respecting employees’ downtime wasn’t just humane—it was a strategic advantage. 

The program became a cornerstone of our culture, demonstrating that systemic change, not individual resilience, solves burnout.

Mark Krajnik, LSSGB, CPC
CEO, Performance Mindset Associates

Implement REAL Goal Achievement for Career Growth

We launched a new process that focuses on goal achievement, rather than just goal setting, that positioned each employee with the focus, support, and tools to grow their career and achieve their immediate professional goals, REAL Goal Achievement. 

The REAL Goal Achievement process provides a proven approach that builds in accountability, so your focus remains on the achievement of your top professional goals. 

The driving factors around the development of REAL Goal Achievement were the lack of focus on completion of what was started, the inability to motivate individuals to complete any SMART Goal, and the ability to maintain passion through completion of a professional goal. 

The REAL Goal Achievement process revolutionized the way we look and attack our professional goals. 

Now, we flipped the script on underperformance through the adoption and implementation of REAL Goal Achievement.

Ronak Kothari
Owner, Ronkot Design, LLC

Adopt Advanced Social Media Tools

At Ronkot Design, we’ve recently focused on empowering our team through the adoption of advanced social media management tools like Buffer and Zoho Social. 

This initiative aimed to streamline our marketing operations and improve digital engagement. 

Given my decade-long experience in strategic marketing and branding, I recognized a need for tools that facilitate broader reach and improved content management.

We specifically targeted these platforms to empower our teams to plan, schedule, and track digital campaigns efficiently. 

This was particularly motivated by the desire to augment our clients’ online visibility, similar to our successful website revamp for the Southlake Chamber of Commerce, which increased their sign-ups by 25% in just three months.

This initiative was primarily driven by understanding the importance of having real-time analytics and a robust digital presence, especially during crises like COVID-19, which taught us the necessity of agile digital strategies. 

Our hands-on approach, ensuring tools are effectively integrated into daily workflows, not only boosted our team’s productivity but also aligned closely with our client’s evolving digital needs.

Victor Santoro
Founder & CEO, Profit Leap

Implement AI-Powered Continuous Training and Development

At Profit Leap, our most recent significant employee initiative focuses on implementing continuous training and development custom for each team member through our AI-powered tools like HUXLEY. This initiative is driven by the need to keep our workforce agile and innovative in a rapidly evolving business landscape, ensuring that all employees are equipped with the latest knowledge and skills.

One of the key objectives is to align these training programs with personal areas of interest and career growth paths using the insights provided by our AI systems. By integrating AI, we’ve personalized learning experiences that not only improve individual competencies but uplift team dynamics and efficiency. Since this implementation, we’ve seen productivity increase by 30% across teams involved in business scaling strategies.

A practical example is when we used our 8 Gears of Success framework to re-evaluate employee training gaps, focusing on SMART objectives aligned with business goals. This approach has dramatically improved both workforce satisfaction and client deliverables, clearly illustrating the power of combining technology with strategic planning for personal and organizational growth.

At Profit Leap, our most recent employee initiative was the implementation of the Huxley mentorship program. The primary goal was to foster a culture of continuous learning and innovation within our company. This program pairs experienced employees with newer hires to share strategic insights and leadership skills, encouraging mutual growth and development.

One motivating factor was the observation that 65% of new ventures fail due to people issues, often at the senior level, as cited by McKinsey. By identifying and nurturing key competencies early on through mentoring, we aim to build stronger and more cohesive teams. This initiative has already shown promising results in improving employee satisfaction and productivity.

In an example of success, we have seen significant improvement in project outcomes at ThirdEye Technologies after adopting a similar delegation approach. By tailoring tasks to employees’ strengths within the mentorship framework, not only did efficiency rise, but there was also a noticeable increase in ownership and accountability. This initiative underscores our belief in the power of shared knowledge and strategic alignment within teams.

Elmo Taddeo
CEO, Parachute

Develop Personalized Learning and Development Platform

The most recent major employee initiative at Parachute is our “Personalized Learning and Development Platform”. 

It’s designed to help employees grow in their careers with customized training, mentorship, and skill-building activities. 

Each team member can access learning paths based on their goals and current skill set. This gives them a clear way to strengthen their abilities, advance within the company, and stay engaged in their work. 

The platform was built to address key challenges. Employees wanted training that matched their roles and ambitions, and we listened. It also helps us close skill gaps, ensuring our team stays ahead in an industry that’s constantly changing. Offering clear career progression keeps employees motivated and strengthens retention. 

When people see real opportunities for growth, they are more likely to stay and contribute at a higher level. 

We developed this initiative in response to workforce shifts, employee feedback, and the need to attract top talent. The job market moves fast, and continuous learning is essential. 

Our team asked for more personalized career development, and we made it happen. Investing in our people also gives us an edge in hiring and retaining skilled professionals. 

A team that’s always improving is a team that delivers the best results.

Lawrence Guyot
President, ETTE

Implement Flexible Work-From-Home Policy

At ETTE, our latest employee initiative was the implementation of a flexible work-from-home policy, leveraging advanced remote access technology. 

This development was motivated by the need to improve work-life balance for my team while maintaining productivity. 

By integrating secure remote access solutions, we’ve seen a 15% increase in employee productivity, evidenced by improved project turnaround times and improved team collaboration.

We’ve addressed some of the most common productivity challenges, like time management and remote access to crucial resources. 

For example, implementing mobile applications for timesheet management has streamlined our processes, allowing our employees to log hours efficiently from anywhere, resulting in a 10% reduction in admin overhead. 

This initiative aligns with IT strategies we’ve successfully implemented for our clients, demonstrating its effectiveness internally as well.

Moreover, we’ve undertaken strategic IT planning to ensure each team member has access to the necessary technology custom to their role.

We believe in reinforcing technology adoption through our consulting practices, ensuring our team is both comfortable and motivated to use these tools to their full potential. 

Our focus on operational efficiency and strategic technology use is helping our staff thrive in a flexible work environment.

Craig Lewis
Founder & CEO, Gig Wage

Enhance Financial Literacy and Well-being

At Gig Wage, our most recent significant employee initiative focused on enhancing financial literacy and well-being for our team, reflecting our commitment to empowering both internal staff and the gig workers we serve. 

We launched a comprehensive program that provides personalized financial planning sessions and workshops aimed at understanding the gig economy’s financial intricacies.

The motivation behind this initiative was to address the unique financial challenges faced by employees who work with gig contractors, ensuring they are as informed and prepared as possible. 

This aligns with our mission to lift the financial experience for gig workers and contractors on our platform.

By equipping our employees with better financial acumen, they can better support our community of users and contribute to the innovative solutions Gig Wage offers, like faster payment cycles. 

We’ve seen a tangible increase in employee engagement and satisfaction, which has a direct positive impact on our service delivery.

Charles Berry
Director, Zing Events Limited

Create Innovation Lab for Team Building

As a leading team building company for most of the FTSE 250, we’re under constant pressure to develop new and innovative activities, so our most recent significant employee initiative was the “Innovation Lab”—a dedicated space for employees to pitch, test, and develop new team building concepts. 

The key objective was to foster creativity, collaboration, and continuous improvement, ensuring we stay ahead in delivering fresh, engaging experiences for our clients. 

This initiative was driven by our belief that the best ideas come from within the team, and giving employees the freedom to experiment and contribute directly to our product offerings boosts both engagement and job satisfaction. 

By encouraging a culture of innovation, businesses can empower their teams, enhance problem-solving skills, and ultimately drive long-term growth.

Ryan T. Murphy
Sales Operations Manager, Upfront Operations

Streamline CRM and Sales Operations with AI

At UpfrontOps, our most recent significant employee initiative revolved around streamlining CRM and sales operations through AI automation. 

The key objective was to improve productivity and reduce the manual workload for our team members, allowing them to focus more on strategic tasks rather than repetitive processes. 

This initiative was driven by our rapid growth and the need to maintain efficiency while scaling operations.

One concrete example of its impact was with our pipeline optimization. 

By implementing AI-driven analytics solutions, we achieved a 33% reduction in lead processing time, which directly contributed to a 73.3% annual growth rate. 

This initiative not only improved our team’s productivity but also bolstered our ability to secure partnerships with major industry players like AT&T and AWS.

For those looking to replicate this, I recommend starting with clear objectives for AI deployment, and aligning them with the company’s growth goals. 

Pilot the AI tools with teams who will benefit most and adjust based on feedback. This ensures a seamless integration that genuinely improves efficiency and drives tangible results.

Justin McKelvey
Founder, SuperDupr

Improve Innovation and Collaboration Through Workshops

At SuperDupr, we recently launched an initiative to improve innovation and collaboration among our team members through cross-disciplinary workshops. 

The key objective was to break down silos and leverage diverse expertise to foster creative problem-solving, crucial for our AI-driven solutions. 

This approach emerged from recognizing that diverse perspectives often lead to more robust and effective digital strategies.

A concrete example is when we brought our marketing, design, and development teams together to refine our AI automation offerings. This collaboration not only improved our services-boosting client satisfaction by 15%-but also cultivated a culture of shared knowledge and inclusivity. 

The success of this initiative reflects our commitment to continuous improvement and the creation of outstanding digital products, a testament to the value of integrated teamwork.

At SuperDupr, we recently launched a dynamic employee initiative focused on skills improvement through AI-driven automation training. Our aim was to empower our team with cutting-edge skills in automating business processes, reflecting our core mission of time and cost savings for our clients. 

Given our team’s diversity and talent, this initiative was crucial in keeping pace with market demands and delivering exceptional solutions.

This program was motivated by the success we’ve seen with projects like Goodnight Law, where we implemented automation strategies that improved client operations and satisfaction. 

By equipping our team with the latest in AI technology skills, we improve our internal productivity and continue providing unparalleled value to our clients.

In the initial phase, participants reported a 20% increase in efficiency in handling routine tasks, allowing them to focus on creative and strategic areas. 

This focus on continuous learning and staying ahead of technological trends ensures we remain industry leaders and a trusted partner to our clients.

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.

Recent Posts

Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

by

Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

How can organizations identify and support employees who may be experiencing loneliness, even within a seemingly bustling workplace? 

What are the specific roles that are most susceptible to isolation, and what proactive measures can HR teams implement to foster a greater sense of belonging? 

To answer these critical questions, we turned to our experts from the HR Spotlight community. 

These compiled insights feature responses from seasoned HR and business leaders, sharing their perspectives on the often-hidden issue of workplace loneliness. 

They reveal the roles they’ve found to be most at risk and detail the effective HR strategies they’ve implemented to address feelings of isolation, offering a blueprint for building a more connected, supportive, and ultimately, more successful organization.

Read on!

Michelle Enjoli
Career Development Speaker & Coach, Michelle Enjoli International

Support Senior Leaders with Mentorship

The role of a senior leader is often one of the loneliest in most organizations. 

Many of my clients share this experience, largely due to the perceived power and authority associated with their positions. 

Senior leaders are frequently required to make tough decisions and set firm boundaries, which can lead to a sense of isolation. This disconnect often stems from the leader feeling distant from the rest of the workforce. 

A valuable strategy for HR to support these leaders is to offer mentor opportunities and provide education on how to build meaningful connections with colleagues and employees, while still maintaining effective leadership.

Ekta Capoor
Director, Co-founder & Editor-in-Chief, Amazing Workplaces

Implement ‘Culture-in-a-Box’ for Remote Workers

Roles such as remote workers and engineers are particularly vulnerable to loneliness due to their physical isolation and limited exposure to company culture. 

This often leads to indifference and a sense of disconnection from the organization.

To address this, HR can implement a “Culture-in-a-Box” program—a curated experience sent to remote employees that includes interactive materials, virtual reality office tours, and company-branded items. 

This provides them with a tangible connection to the organization.

Additionally, leveraging immersive tech like AR/VR for team meetings or onboarding can create engaging, shared experiences, bridging the gap between remote and in-office employees. 

Another unique approach is a “Culture Ambassador Buddy”—assigning an in-office employee to act as their go-to connection for updates, check-ins, and cultural integration.

Focusing on meaningful experiences rather than generic check-ins ensures remote employees feel like integral contributors, not just distant participants.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Foster Inclusion Through Cross-Departmental Mentoring

In my experience, roles that are naturally more isolated, such as remote workers, traveling salespeople, night shift employees, or those in highly specialized positions, tend to experience loneliness even in larger workplaces. 

For example, IT professionals in smaller teams or employees in back-office operations often feel disconnected from the core functions of the business. 

This loneliness can lead to disengagement, reduced productivity, and even higher turnover rates. Left unaddressed, it can impact not only the individual but also the organization’s overall morale and performance.

One example from my career involved working with a mid-sized logistics company in the US. 

Their warehouse and back-office staff consistently reported feeling disconnected from the main office and upper management. 

Using my years of experience and the insights from my study on 675 entrepreneurs, I implemented a strategy that included cross-departmental mentoring, regular town hall meetings via video conferencing, and recognition programs that celebrated the contributions of every team member, regardless of their location or role. 

We also introduced weekly check-ins for remote employees and created an internal social platform for communication and collaboration. 

Within six months, employee engagement scores improved and turnover in those roles decreased significantly. 

This showed me that by fostering inclusion and frequent communication, even the most isolated employees can feel like vital parts of the organization.

Modestas Mankus
Founder, Talks Grow

Promote Inclusive Communication and Peer Support

Roles like remote workers, new hires, and specialized positions like data scientists) often feel isolated despite being in busy workplaces. 

At Talks, we combat this by fostering inclusive communication like virtual coffee chats and creating peer support networks. 

For example, pairing new hires with mentors. 

Celebrating small wins and promoting work-life balance also help.

Rejoyce Owusu
Vice President of Human Resources, Umatta Consulting

Organize Retreats and Team-Building for Executives

Employee loneliness is common in senior management positions in organizations. 

They are frequently placed in roles requiring them to lead large groups of people on incentive and goal-oriented projects that can be exceedingly demanding. As a result, they frequently have few social functions associated with their employment. 

Intentional quarterly retreats and team-building events with the senior C-suite are two excellent human resource initiatives for addressing feelings of isolation among individuals in these positions. 

Furthermore, there may be deliberate support for the C-suite both within and outside of the firm. 

This could provide information to the human resources department on the executives’ mental and emotional health. 

As a result, there is an employee assistance program.

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

Cultivate Emotional Intelligence and Recognition

From my diverse career, including roles in high-pressure environments like TV hosting and advertising, I’ve observed that roles such as middle management and data analysis can lead to employee loneliness. 

These positions often involve sitting at a desk with minimal interaction or being stuck between operational duties and upper management expectations, which can isolate individuals.

To combat this, I focus on cultivating workplace cultures that prioritize emotional intelligence and recognition. 

For instance, at Give River, we integrate real-time recognition tools, allowing peers to acknowledge each other’s efforts, promoting a sense of connection. Recognition six times a year can increase performance by up to 32%, demonstrating its power in mitigating isolation.

Furthermore, utilizing community impact initiatives, as we do at Give River, can improve human connection. Engaging in projects with social value helps employees in solitary roles find purpose and shared goals. 

This fosters a collective experience that strengthens team bonds, even in roles that traditionally suffer from loneliness. 

In my two decades of experience across varied workplaces, I’ve seen loneliness emerge, particularly in roles like sales teams and positions involving constant travel. These roles often require individuals to be away from the main office or work in different time zones, leading to feelings of isolation despite being part of a larger team.

To tackle this, at Give River, we emphasize the 5G Method, which includes community impact and recognition to bridge this gap. 

For instance, we employ gamified challenges that connect teams across geographies, building camaraderie through shared goals and achievements. This boosts engagement and creates a sense of belonging.

Data-driven insights from our platform help identify employees at risk of loneliness, allowing for custom interventions. 

We use real-time feedback loops, such as Feedback Friday, to ensure every voice is heard, creating channels for continuous support and connection among employees.

Tamar Blue
Chief Executive Officer, MentalHappy

Create Interactive Platforms for Remote Workers

In my experience as the founder of MentalHappy, roles that involve extensive remote work, such as customer support representatives or administrative assistants, can be particularly prone to feelings of isolation. 

These positions often lack face-to-face interaction, even in a populated workplace. 

At MentalHappy, we ensure our remote team members feel connected by organizing regular virtual support sessions and utilizing team-building exercises custom to their circumstances.

A concrete HR strategy is to create interactive platforms where employees can share their daily experiences and participate in peer-led discussions. 

For example, one initiative we’ve implemented is virtual coffee chats, allowing team members to connect informally and discuss non-work related topics, which has led to noticeable improvements in team cohesion and reduced isolation.

Additionally, tracking employee engagement through data-driven insights can help identify individuals at risk of feeling isolated. 

These insights enable us to personalize interventions, ensuring everyone receives appropriate support and fostering a more inclusive and connected work environment.

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Establish Local Networking Groups for Hosts

In Detroit Furnished Rentals, I’ve noticed that roles involving significant independence, such as independent hosts managing multiple properties, can often feel isolated. 

These positions lack the daily team interactions found in traditional workplaces, contributing to a sense of loneliness.

A strategy that has worked in my experience is creating local networking groups for hosts. 

These groups provide a platform to share experiences, challenges, and solutions, fostering a supportive community. By organizing regular meet-ups or workshops, hosts can engage with peers, reducing isolation.

Additionally, I’ve implemented feedback systems where hosts can share insights and receive constructive input from their peers. 

This not only improves operational efficiency but also builds a network of support, helping hosts feel more connected to their community and less isolated in their roles.

Avigail Lev
Founder, Bay Area CBT Center

Use Virtual Team-Building for Remote Employees

In my experience at the Bay Area CBT Center, I’ve observed that employees in roles requiring frequent travel or remote work often face loneliness. 

These positions, such as sales representatives or field technicians, separate individuals from their office community, creating physical and emotional gaps.

To address this, I’ve seen success with virtual team-building activities that encourage engagement beyond work tasks. Implementing regular video check-ins and virtual social hours can help bridge the gap and foster a sense of belonging among remote employees.

Additionally, organizations can provide mentorship programs that pair employees in isolated roles with more experienced colleagues. 

This nurtures a support network, allowing individuals to discuss challenges and share experiences, alleviating feelings of isolation.

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Promote Communication and Community for Remote Jobs

When it comes to loneliness at work, certain roles tend to face it more. 

I’ve seen it in remote jobs, especially in positions like content creators or UGC managers. These roles often involve a lot of solo work with minimal interaction with colleagues. 

For example, working on content for clients or brands can mean long hours alone at a desk, and the sense of isolation can be overwhelming. The lack of face-to-face connections might lead people to feel disconnected, even in larger organizations. 

HR can help by promoting better communication and creating a sense of community. It’s about creating open channels where employees can share ideas or check in with each other. 

Regular team calls, virtual events, or even informal online meetups can bridge the gap. 

Encouraging employees to collaborate on projects or even setting up mentorship programs can also help combat that feeling of being alone in their role. 

Simple steps like these make a huge difference in how employees feel connected to the team.

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.

Recent Posts

Jenni Field – Culture Over Cubicles: Why Location Isn’t the Real Workplace Issue

by

Culture Over Cubicles: Why Location Isn’t the Real Workplace Issue

Jenni Field

Five years after the pandemic redefined the way we work forever, the debate over returning to the office continues, dominating the news agenda and no doubt being on the agendas of many meetings. This ongoing conversation reflects people’s passion for how they spend their time, and rightly so.
However, the issue isn’t as simple as choosing between working remotely or in an office. The real problem lies in the narratives we create and the stories we tell about productivity, wellbeing, and trust, often without fully understanding their impact.

Instead of arguing about location, we need to shift our focus, and we need to do it quickly and collaboratively.

This debate stems from a crisis, and what worked during that challenging period of chaos hasn’t seamlessly translated into our new “normal” in the post-Covid world. The pandemic forced us to adapt quickly, but now it’s time to evaluate where we are and where we need to go next.

Arguing whether one option is “better” than the other misses the point.

Working remotely requires a significant cultural shift for an organization. It demands investment in tools and communication to support the operational change. It also calls for a new leadership style, one that understands how to connect and communicate effectively with teams through digital tools and to be credible in the delivery of information and change within a business.

Ultimately, it’s not about where we work, but about the culture, relationships, and experiences that shape our working lives.

Trust, productivity, and wellbeing are central to this debate, yet all of them can easily be challenged and redefined.

It’s Not About Trust

Allowing employees to work remotely isn’t solely about trust. In many cases, it’s driven by cost savings or the realization that work continued successfully outside the office during the pandemic.

While organizations often proclaim, “We trust you, we don’t need to see you,” this message doesn’t always align with reality.
That’s the hook.

But it’s a lie and that’s because you can see people on platforms like Teams and you know if they are online or not. Tracking software has grown in use since 2021 and alongside this we are seeing cases of bullying and pressure from managers and leaders increase by more than 40% since the pandemic.

Trust is one of the biggest issues in organisations today, so something isn’t working.

Trust isn’t about surveillance, it’s about relationships. Organizations are made up of people working together toward a shared goal. Building trust requires a genuine commitment to fostering those relationships, not simply posting it as a corporate value.

Productivity Is Hard to Define

What does productivity mean for knowledge workers? Unlike roles in manufacturing or healthcare, productivity in an office environment isn’t easily measurable. We often equate productivity with “doing more,” but this mindset can create unnecessary pressure and burnout.

Claims that remote work increases productivity because there are fewer distractions are equally unfounded. The truth is, we haven’t taken the time to clearly define what productivity looks like for knowledge workers.

Instead of chasing arbitrary metrics, organizations should focus on outcomes. What does success look like for a specific role or project? By aligning expectations with clear goals, leaders can create a healthier and more effective working environment.

Wellbeing Goes Beyond the Office

Humans are social creatures. While managing time and energy for deep work is essential, long-term isolation can negatively impact mental and physical health.

Remote work can reduce movement, with many people going from desk to sofa to bed without the natural activity of a commute. Without intentional habits like walking, stretching, or regular breaks, this sedentary lifestyle can lead to health issues.

On the other hand, commuting and office environments aren’t a universal solution. The key is recognizing that wellbeing requires balance. Organizations must create spaces, whether physical or virtual, that encourage connection, movement, and support.

If It’s Not Location, What Is the Real Issue?

The real issue is leadership. Effective leadership builds trust, fosters productivity, and supports wellbeing. Yet, for too long, we have overlooked its importance.

Leaders need to go beyond tick-box exercises. If you want to show trust, give employees autonomy to choose when, where, and how they work. Be accountable, communicate your vision clearly, and inspire your team with passion and integrity.

For productivity, set clear goals and define success in ways that align with your organization’s values. For wellbeing, lead with empathy, recognizing that your team’s needs may differ across generations and individual circumstances.

Leadership isn’t about control; it’s about creating a community where people feel valued and connected. Work has never been just about tasks; it’s about contributing to something bigger and believing in it.

A New Focus for the Future

The debate over where we work is ultimately a distraction. The future of work isn’t about cubicles or kitchen tables, it’s about culture, relationships, and leadership. By prioritizing these elements, we can create workplaces where people thrive, no matter where they log in from.

Let’s stop focusing on location and start investing in the experiences that truly matter and leading with the credibility people are looking for as the navigate the world of work in this new world.

About the Author

Jenni Field is an international speaker, author, and strategist, specializing in transforming chaos into calm through effective communication. From Canada to Slovenia, she speaks on leadership credibility and impactful communication.

A respected leader, Jenni is known for her optimism, energy, and honesty.

Her podcast, “Redefining Communications with Jenni Field,” features 15-minute episodes with business advice. In 2021, she published “Influential Internal Communication.”

Jenni has led research projects, including studies on communication with deskless workers and frontline teams. Her 2023 research on credible leadership resulted in the book, “Nobody Believes You, Become a Leader People Will Follow.

For more information go to redefiningcomms.com

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.

Recent Posts

Paula Caligiuri – Unlocking Hidden Value: How a Job Candidate’s Network Can Drive Your Business Forward

by

Unlocking Hidden Value: How a Job Candidate’s Network Can Drive Your Business Forward

– Paula Caligiuri, PhD

For years, I ended my MBA course in global leadership by giving my students an unconventional quiz. Instead of testing textbook theories, the questions focused on the professional backgrounds and cultural expertise of their classmates.

Questions like, “Who in your class works for Acme Inc.?” or “Who has experience leading a team in Germany?” encouraged students to learn about one another. In doing so they started to appreciate and trust the vast experience of their fellow classmates.

My goal was to help them build deeper, culturally diverse networks. Years later, many shared that these connections were instrumental to their success. Network diversity matters.

This lesson is even more relevant in today’s fast-paced, interconnected world, where businesses thrive on innovation, collaboration, and adaptability.

As companies strive to stay competitive, having a workforce that brings a wide range of experiences and perspectives is critical. While most hiring processes tend to focus on skills, qualifications, and job experience, there’s an often-overlooked asset that can significantly impact an organization’s success: a candidate’s professional network.

Professional networks aren’t just a source of potential job leads or partnerships for an individual; they’re a treasure trove of opportunities, fresh perspectives, and connections that can be leveraged to benefit the organization.

A candidate with a broad and diverse network brings more than just their technical or functional expertise — they bring the power of connections that can unlock new dimensions of success for the company.

Here are five important reasons why evaluating a candidate’s professional network should be a top priority in your hiring process:

Reason #1: Offers access to different perspectives

A candidate who has cultivated a wide and diverse professional network is regularly exposed to a variety of viewpoints, cultures, and ways of thinking. This exposure fosters a more open-minded and innovative approach to problem-solving. Organizations today are constantly navigating complex challenges that require outside-the-box solutions. A team composed of individuals who think differently can generate creative approaches that would have otherwise gone unnoticed.

When a candidate’s network spans across industries, professions, or geographic locations, they bring fresh insights that can transform the way your team tackles problems.

For example, a candidate with connections in both the tech industry and the nonprofit sector may introduce new processes or perspectives that combine efficiency with empathy — qualities that are often crucial in today’s business environment.

Organizations with teams capable of synthesizing different viewpoints and integrating them into decision-making processes are better equipped to respond to rapid changes in the market. Diversity of thought isn’t just a buzzword; it’s a powerful driver of innovation, and a candidate with a diverse network could act as a conduit for these new ideas.

Reason #2: Provides new business opportunities

Candidates with broad networks often have access to new business opportunities that would otherwise be out of reach. In many industries, partnerships, leads, and collaborations stem from the strength of personal and professional relationships. Research shows that even weak ties — connections outside a person’s immediate circle — can provide critical information, resources, and business leads.

For organizations looking to expand their reach, grow their client base, or explore new markets, having team members with connections in different sectors, regions, or industries can be invaluable.

A candidate who is well-connected in a particular region or has strong ties in an emerging market might be the key to unlocking new partnerships or gaining a foothold in a previously untapped area.

Moreover, candidates with a network that includes influencers or decision-makers in various industries can be instrumental in securing contracts, setting up joint ventures, or bringing in new clients. As more companies prioritize business development and external relationships, a candidate with strong, diverse external connections can serve as a bridge between your organization and new opportunities.

Reason #3: Enhances cultural agility

A diverse network is also an indicator of a candidate’s cultural agility. Cultural agility refers to the ability to interact and work effectively with people from different cultures and backgrounds. It’s a skill that’s becoming increasingly valuable as companies operate in global markets or manage diverse teams within their organizations.

Individuals who actively engage with professionals from a variety of cultural, geographic, and industry backgrounds tend to be more adaptable, empathetic, and flexible in their approach.

These qualities are needed when managing cross-cultural teams, navigating international markets, or addressing the needs of a diverse customer base.

Cultural agility isn’t just about speaking different languages or understanding cultural customs; it’s about having the ability to read the demands of an unfamiliar environment and respond, as needed, depending on the task at hand.

Candidates with broad networks are often more adept at identifying cultural nuances and having the cultural acumen to help them respond appropriately.

Organizations that prioritize cultural agility in their workforce are better positioned to succeed in a globalized world.

Candidates who demonstrate this skill through their diverse professional networks can help your company develop more inclusive practices, expand into new markets, and create products or services that resonate with a wider audience.

Reason #4: Generate better collaboration and teamwork

Collaboration is at the heart of any successful organization. However, effective collaboration requires individuals who are skilled at building relationships and working with others, often across different functions, departments, or industries.

Candidates with broad professional networks have usually honed their ability to collaborate with people from various backgrounds.

They’ve learned how to navigate differences in communication styles, expectations, and work habits, making them more adaptable when working within a team.

These individuals are often natural connectors — people who can bridge gaps between different groups, facilitate communication, and create a more cohesive work environment.

Having someone on your team who can seamlessly foster collaboration across different departments or functions not only enhances productivity but also helps create a more inclusive workplace.

Cross-functional teamwork leads to better problem-solving, more innovative ideas, and a stronger sense of community within the organization.

Reason #5: Drive continuous learning and growth

A key trait of successful professionals is their commitment to continuous learning. In today’s rapidly evolving business landscape, staying on top of trends, technologies, and industry changes is crucial.

Candidates who actively engage with professionals from a variety of industries, regions, or areas of expertise are constantly exposed to new ideas and emerging trends.

This cross-pollination of knowledge allows them to bring cutting-edge insights into their work.

Whether it’s the latest technology, a new management philosophy, or a trend shaping consumer behavior, candidates with strong networks are often ahead of the curve.

When employees are connected to a wide range of perspectives, they become lifelong learners, continually improving their skill sets and bringing new value to your organization.

They also become sources of knowledge for their colleagues, sharing insights and sparking innovation within the company.

In an age where cultural agility, global thinking, and innovation are essential for business success, the value of a candidate’s professional network can’t be overstated.

Candidates who bring diverse, expansive networks to the table don’t just enhance the internal dynamics of your team; they open doors to new opportunities, foster collaboration, and drive continuous growth.

As you consider candidates for your next hire, don’t just look at their résumé. Dig deeper into their connections, the breadth of their network, and the potential they bring to enhance your organization. In doing so, you’ll not only be hiring for today’s needs but also positioning your company for future success.

About the Author

Paula Caligiuri is a D’Amore-McKim School of Business Distinguished Professor of International Business at Northeastern University and co-founder and CEO of Skiilify, a digital platform for improving cultural adaptability and soft skill development.

Her new books include Build Your Cultural Agility: The Nine Competencies of Successful Global Professionals and Live for a Living: How to Create Your Career Journey to Work Happier, Not Harder.

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.

Recent Posts

Importance and Impact of EAPs: Investing in Employee Well-Being

by

Importance and Impact of EAPs: Investing in Employee Well-Being

The link between employee well-being and organizational success is undeniable. A healthy, supported workforce is more engaged, productive, and resilient. 

Recognizing this critical connection, many companies are turning to Employee Assistance Programs (EAPs) as a key investment in their human capital. 

In this post, we explore how organizations are leveraging these programs to create a more positive and productive work environment. 

We’ve gathered insights from HR and business leaders from the HR Spotlight community, asking them to address the essentiality of their EAPs, the strategies they’ve employed to maximize efficiency, and the methods they use to gauge program effectiveness. 

Their responses highlight the tangible benefits of a well-implemented EAP for both employees and the bottom line.

Read on!

Christopher Pappas
Founder, eLearningIndustry.com

Christopher Pappas – eLearningIndustry.com

For an EAP to work, it has to be accessible, destigmatized, and personalized. 

Many employees avoid using EAP services because they fear judgment or lack awareness of the resources available. We ensure efficiency by integrating our EAP into onboarding, company meetings, and manager training to normalize its use.

We also offer customized support options—some employees prefer one-on-one counseling, while others engage better with financial planning workshops or stress management webinars. 

By tailoring services to diverse needs, participation rates have significantly increased, proving that a flexible EAP is far more impactful than a one-size-fits-all approach.

Mike Fretto
Creative Director, Neighbor

Mike Fretto – Neighbor

Our employee assistance program is one of the simplest things we can do to boost employee retention and satisfaction. 

This isn’t always something that will get top-line attention from new hires, but for those who have been here for a while and found themselves in a tough spot, we’re able to provide them with the kinds of resources they really need to get back on their feet and keep their jobs with us. 

One of the most important things we did to make our EAP effective was to build strong communication networks within our team. 

We can only help out struggling employees when we hear that they’re struggling, and this is one area where our EAP really excels.

Aziz Bekishov
CEO, DC Mobile Notary

Aziz Bekishov – DC Mobile Notary

I find EAPs to be essential in fostering a supportive work environment. Employees are more productive and engaged when they have access to resources for mental health, financial guidance, and work-life balance.

To make our program efficient, I focus on accessibility and communication. We’ve ensured that resources are available 24/7, and we actively promote the program through internal newsletters and team meetings. I think constant reinforcement helps normalize EAP usage.

Measuring effectiveness is about outcomes. I track utilization rates, employee feedback, and absenteeism trends. Seeing improvements in these areas reassures me the EAP is working and truly helping our team thrive.

Rafi Friedman
President, Coastal Luxury Outdoors

Rafi Friedman – Coastal Luxury Outdoors

One of the things I love about running a small business is that our employee assistance program really is more than just a nice-sounding idea. 

We’re a close-knit company, and we tend to know when one of us is struggling with something. 

We’ll naturally offer support in small ways, even if that’s just a sympathetic ear, but when people on our team have more serious needs, we’re always quick to meet them. 

We’ve taken up collections to help cover expenses from car crashes, hurricanes, and cancer diagnoses. 

It’s one of the things that makes us feel more truly like a family.

Guillaume Drew
Founder, Or & Zon

Guillaume Drew – Or & Zon

The Employee Assistance Program (EAP) is important to help support the well-being and productivity of our employees. 

In order to achieve this goal, we place a strong emphasis on making the program fully secure and private, so that employees are not hesitant to utilize it. 

The key drivers include communications regarding EAP establishing outreach, integrating mental health support tools and providing specific assistance with work-life balance issues.

We assess effectiveness by overwhelming feedback from employees, use and retention statistics. Also, qualitative evidence, for example, stories about the improvement of the atmosphere at work, also have great value. 

When the team is strong, the business prospers, so the EAP is a necessary program.

Alex Johnson
HR Manager, Man and Van Star

Alex Johnson – Man and Van Star

EAPs play a vital role in psychological support for employees, but their effectiveness hinges on a few specific things.

Key Driving Factors

Awareness and Accessibility: Make people aware of the resources available under the EAP. In fact, hosting information sessions or communicating at regular intervals increases engagement.

Tailored Services: Underlying the needs of the workforce helps in tailoring EAP offerings: counseling, wellness workshops, financial advice, and the rest.

Utilization Rates: The rate of usage by employees of the EAP services is important. Higher usage often establishes a positive level of engagement and trust in the programme.

Feedback Surveys: Gathering regular feedback from employees will identify areas of improvement for the program, and the program will evolve and adapt to better meet the needs of the workforce.

Through awareness and customization, organizations can enhance the effectiveness of their EAPs in developing a healthier workplace culture.

Harrison Tang
CEO and Co-founder of Spokeo

Harrison Tang – Spokeo

Based on my experience, implementing Employee Assistance Programs (EAPs) is an effective strategy to manage employee stress and address performance challenges. As a business leader, I’ve successfully adopted this approach in my workplace. 

For instance, I introduced a monthly newsletter that highlights employee achievements and recognizes their efforts. This initiative has significantly boosted productivity by fostering a sense of accomplishment and belonging among employees.

Keeping your team informed and motivated is key. EFR’s monthly newsletter is a great resource, featuring relevant topics, practical advice, and ‘Monthly Motivators’ to encourage individuals to take charge of their well-being. 

Additionally, the quarterly webinars with expert speakers provide deeper learning and development opportunities.

Our workplace has implemented several EAPs, resulting in tangible benefits. We’ve observed a 20% reduction in healthcare expenditures and a 35% decline in workers’ compensation claims.

Balázs Keszthelyi
Founder & CEO, TechnoLynx

Balázs Keszthelyi – TechnoLynx

Do we find our Employee Assistance Program (EAP) essential? Absolutely, an EAP is essential for fostering a supportive work environment. It provides employees with access to mental health resources, which can significantly reduce stress and improve overall productivity. 

At TechnoLynx, we recognise that our employees’ well-being directly impacts our success, and the EAP serves as a vital tool in promoting mental health.

To ensure our EAP is efficient, we focus on three key factors: accessibility, awareness, and integration. 

We’ve made the programme easily accessible through a user-friendly platform, ensuring that employees can seek help whenever they need it. We also conduct regular awareness campaigns to keep the programme top-of-mind. 

Lastly, integrating EAP resources into our overall health and wellness strategy has been crucial; it ensures that employees see the EAP as a part of their holistic well-being rather than a standalone service.

Measuring the effectiveness of our EAP involves both qualitative and quantitative methods. We conduct anonymous surveys to gather feedback from employees who have utilised the programme, which helps us understand their experiences and areas for improvement. 

Additionally, we track metrics such as employee engagement and retention rates, as well as the frequency of EAP usage, to assess its impact on our workforce.

Kalim Khan
Founder at Affinity Law

Kalim Khan – Affinity Law

I’m one of the founders of Affinity Law, and in our practice, fostering employee well-being is a critical part of maintaining productivity and morale. As someone who manages teams in a high-pressure legal environment, I’ve found EAPs to be an essential resource.

What makes our EAP efficient is accessibility and anonymity. Employees must trust the program and feel comfortable seeking help without fear of judgment. We’ve also integrated mental health workshops and regular check-ins to normalize conversations around well-being. 

We track engagement rates, gather anonymous feedback, and monitor productivity shifts post-intervention to measure effectiveness. 

When employees feel supported, it reflects in their performance and overall job satisfaction, reducing absenteeism and turnover.

Aman Chopra
Marketing Manager, Stallion Express

Aman Chopra – Stallion Express

One of the best parts of our EAP is “Rapid Response Coaching,” a service meant to help workers during times of high stress, like when shipping is busy around the holidays. 

This real-time support allows our team to deal with problems and stay focused and busy. People participating in this training said they were 40% less stressed and 15% more efficient last year.

We know the EAP works because employees tell us so, the program is being used, and employees’ performance has improved. 

For us, the EAP isn’t just about fixing problems; it’s also about giving our team more power. Our clients will get better service, and our business will do better if our employees are healthy and happy.

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.

Recent Posts

HR and Mental Health: Safety and Support at the Workplace

by

HR and Mental Health: Safety and Support at the Workplace

Despite growing awareness of mental health issues, a significant barrier remains where very few workers feel comfortable discussing their mental well-being in the workplace. 

This silence can lead to decreased productivity, increased absenteeism, and a decline in overall employee morale. 

So, how can HR teams proactively address this challenge and cultivate a more supportive environment? 

In this post, we line up practical solutions and insights from the HR Spotlight community of leading HR and business professionals. 

Here, these leaders detail the specific steps their teams are taking to foster a culture where employees feel safe, seen, and supported in addressing their mental health needs.

Read on!

Julia Yurchak
Senior Recruitment Consultant,  Keller Executive Search

Constant Evaluation and Improvement

At Keller, we believe that mental well-being is just as important as physical health, and our HR team works diligently to create an environment where every employee feels supported and heard. We’ve built our approach around the understanding that mental health isn’t a one-size-fits-all concept.

One of our cornerstone initiatives is our comprehensive wellness program, which provides confidential counseling through our EAP, regular stress management workshops, and mindfulness sessions. We’ve found that giving employees multiple pathways to support helps them find what works best for them personally.

Our organization backs these programs with concrete policies that put mental health first. 

This includes flexible work arrangements that help our team maintain work-life balance, and we’ve normalized the concept of mental health days – because we understand that we all need time to recharge every now and then. We’ve also established clear accommodation processes for employees who need additional support.

What we have found really makes a difference, though, is our focus on creating an open dialogue about mental health. 

Our leadership team actively participates in mental health initiatives and some have even shared their own experiences, which has gone a long way in destigmatizing these conversations and encouraging employees to do the same. 

We also regularly conduct anonymous surveys to understand how we can better support our team, and we adapt our programs based on this feedback.

Our managers receive specialized training to recognize signs when someone might be struggling and how to have supportive conversations with them. This has helped foster empathy and understanding throughout the organization.

We’re proud of the culture we’ve built, but we also understand that this is an ongoing journey. We’re constantly evaluating and improving our approach based on what our employees need. 

Mental well-being isn’t just a program or policy for us – it’s a fundamental part of Keller’s identity as an organization.

Luca Steinmetz
Founder and CEO,  FarAwayHome

Designated Unplugged Hours

I mainly focus on establishing designated “unplugged hours” where no emails, calls, or meetings are scheduled, encouraging employees to focus on their mental health or spend quality time with loved ones without work interruptions. 

For instance, we have a company-wide policy of no meetings after 6 PM and on weekends. This helps employees to disconnect from work and prioritize their mental well-being.

I have found it very effective to have open and honest communication about mental health in the workplace. 

Our HR team regularly holds workshops and seminars on topics such as stress management, self-care, and creating a work-life balance. This educates employees and shows that we prioritize their mental well-being and provide resources for support.

John Gill
Director Operations, Easy Concrete Supply

Sharing, Support, and Resources

I often organize voluntary storytelling sessions where employees can share personal experiences with mental health challenges and triumphs. Hearing relatable stories fosters a culture of openness and reduces the stigma around mental health discussions. According to a study, this approach has helped improve overall well-being and job satisfaction among employees.

Our HR team conducts these voluntary storytelling sessions regularly, encouraging employees to participate and share their experiences. 

For instance, we recently had an employee share their journey with anxiety and how they found support from their colleagues during a particularly difficult time. 

This session sparked conversations and support among colleagues, creating a sense of community and promoting overall well-being in the workplace. 

This also allows us to identify any potential red flags or concerns and provide support or resources where necessary such as therapy services or mental health resources.

Alan Noblitt
President, Seascape Capital, LLC

Normalizing Conversations and Genuine Care

I prioritize creating a culture where employees feel safe addressing mental well-being by promoting open communication and offering tangible support. 

We provide mental health resources, like counseling services and wellness programs, and ensure leaders are trained to recognize and respond to challenges empathetically. 

Regular check-ins and anonymous feedback channels give employees a voice, fostering trust. 

By normalizing conversations about mental health and showing genuine care, we build a supportive environment where employees can thrive.

Gareth Hoyle
Managing Director, Marketing Signals

Encouraging Clear Boundaries, Open-Door Policy

Encouraging workers to set clear boundaries: With computers and other devices within instant reach, many employees often feel the need to be available 24/7. 

But never switching off from work is guaranteed to increase stress levels and, ultimately, lead to burnout. 

If you need to contact one of your employees outside of their core working hours, make it clear that they only need to reply at a time that’s suitable for them. 

Personally, I’ve added a permanent note on my email signature to make it clear that I don’t expect an instant response.

We also promote a better work/life balance by encouraging employees to take regular breaks throughout the day to eat, stretch, rest and exercise. 

This helps people take proper breaks when they are feeling a bit stressed without having to ask for time off.

Establishing an open-door policy: It’s important that your employees feel comfortable enough to reach out if they need support. 

We encourage an open door policy where managers regularly ask for honest feedback and employees are actively encouraged to discuss any problems, without fear of repercussion. 

We do this by scheduling regular video or in person 1-2-1s with each team member. 

This helps us to gauge how they’re doing both personally and professionally, whilst providing them with a natural opportunity to voice any concerns to reduce any negative impact on their mental health.

Maria Szandrach
CEO, Mentalyc

An Ongoing Commitment

As the CEO of Mentalyc, a company deeply rooted in mental health support, creating a safe and supportive workplace culture is not just a priority, it’s a core value. 

We recognize that the stigma surrounding mental health remains a significant barrier, even in progressive workplaces. To address this, our HR team plays a vital role in fostering an environment where employees feel comfortable discussing their well-being.

One of the first steps we’ve taken is normalizing mental health conversations through open leadership. 

I’ve personally shared my own experiences with stress and how I manage it, which sets the tone for vulnerability and openness. When leaders demonstrate that it’s okay to talk about mental health, it resonates with the team.

Our HR team has also implemented anonymous check-ins and regular surveys to gauge employee well-being, allowing individuals to express concerns without fear of judgment. 

Additionally, we’ve partnered with mental health professionals to provide confidential resources, from therapy sessions to stress management workshops.

Another crucial initiative is encouraging managers to undergo mental health awareness training. This equips them to recognize signs of burnout or stress and respond with empathy. It’s incredible to see how a simple, “How are you really doing?” from a manager can open up meaningful dialogue.

At Mentalyc, we know that supporting mental well-being isn’t a one-time effort, it’s an ongoing commitment. By creating a culture of trust and care, we hope to make our team feel as valued as the mental health providers we serve.

Lesley Cooper
Founder and CEO, WorkingWell

Building a Psychologically Safe Culture

To create an environment that’s conducive to employees being able to manage their pressure, and to speak up when demands exceed their ability to cope, leaders must role model behaviours that support employee sustainability. 

They also need to create the conditions that encourage and allow employees to effectively manage their personal energy resources and in so doing build their resilience and capacity. 

This generates a true win-win. Employees stay accountable, committed and happily engaged without burning out in the process. 

To achieve this, what’s needed is an improvement in workplace psychological safety. 

Building a more psychologically safe culture is not inherently difficult, but it does require genuine commitment and involvement from leadership to model behaviours that build trust, encourage openness and inclusion and above all allow people to drop the work mask, feel able to be themselves and to bring all that they are and have to offer to the work challenge.

Tony Jamous
CEO & Co-founder, Oyster

Tech Stack, Leadership Support, and Clear Policies

The company has a dedicated Slack channel for mental health conversations where team members can speak openly about how they’re feeling and the support they need.

Oyster has also integrated Plumm into its tech stack. It’s a mental health platform, where a person can access therapists. 

With mental health issues on the rise and work being a significant part of why people can suffer, help alleviate some of the burden.

It’s important for leaders to engage in mental health conversations, to normalize the fact that external stressors are impacting today’s workforces. 

Instead of shying away from having conversations around one’s mental health––whether people are afraid of being vulnerable or perhaps think it’s unnecessary––we need to think of it as a brave and powerful act to share personal stories. Being vulnerable is human; and we’re all more than just founders, employees, managers etc. in the workplace.  

It’s best for founders, leaders, managers to be open and help create safe spaces, with really clear policies to back up conversations and policies around employee mental health and well-being. This helps lay the groundwork for what the company culture is. 

Alli Myatt
Co-Founder, The Equity Practice

Offer Space and Time and Reprioritize Work

The most important thing you can do to support people in caring for their mental health is to ask what they need and share resources available through their employer.  

Often, people need time and space to care for themselves when they are dealing with mental health challenges.  

The one direct lever companies can use is changing the pace of the work to create that time and space.  

HR teams can make sure team leaders have what they need to slow down or pause work so team members can take the time to care for themselves and their mental health.  

HR can support that by ensuring managers have the skills and capacity to reprioritize work and leadership commitment to support adjusting timelines when possible to give team members more breathing room.

Steve Lowisz
CEO, Lowisz Leadership Institute

Leadership Investment and Participation

Creating a workplace where employees feel safe discussing mental health is about action, not just conversations. 

Leaders should teach resilience and problem-solving, asking, “What challenges are you facing, and how can we tackle them together?” This shifts the focus from venting to finding solutions.

Mental health isn’t just an HR issue; it’s a leadership responsibility. 

Leaders must be approachable while promoting accountability. By providing tools, coaching, and steps to manage stress, they empower their team to overcome setbacks.

HR sets the framework, but leaders must lead by example, guiding employees toward solutions and holding them accountable for progress. 

When employees see leadership invested in their growth and well-being, they feel empowered and supported. This approach strengthens resilience, promotes problem-solving, and fosters a proactive culture that truly supports mental well-being.

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.

Recent Posts