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Employee Burnout: Unmasking the Causes and Discovering Ideas for Prevention

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Employee Burnout: Unmasking the Causes and Discovering Ideas for Prevention

Employee burnout, a state of physical, emotional, and mental exhaustion caused by prolonged or excessive stress, is more than just a buzzword; it’s a critical workplace issue with significant consequences for both individual well-being and organizational performance. 

Reports and studies consistently highlight its prevalence, with a significant percentage of the global workforce experiencing burnout symptoms. This not only leads to decreased productivity, higher absenteeism, and increased healthcare costs for businesses – estimated to be hundreds of billions of dollars annually – but also takes a profound toll on employees’ lives.

Understanding the multifaceted nature of burnout is the first step. While causes can be industry-specific, common threads emerge, painting a picture of systemic pressures and unmet needs. 

But a problem understood is a problem half-solved. 

Proactive organizations are increasingly recognizing the importance of not just addressing burnout but actively preventing it through thoughtful initiatives and a supportive culture.

The Common Culprits: Unpacking the Drivers of Burnout

Across diverse industries, several key factors consistently contribute to employee exhaustion:

The Relentless Pace and Crushing Workloads: In many sectors, particularly healthcare, staffing, and consulting, employees face a relentless pace, high demands, and the pressure of urgent tasks without sufficient downtime. This often leads to an unhealthy work-life balance, pushing individuals towards overwhelm and exhaustion. The expectation to be constantly “on,” especially with 24/7 operational demands in some industries, can be a major stressor.

Communication Gaps and Disconnection: Poor communication is a significant driver of burnout, with studies showing a vast majority of employees citing communication failures as a cause of workplace breakdowns. When messages are unclear, inconsistent, or infrequent, teams can feel disconnected from organizational goals and from each other, leading to diminished morale and a sense of isolation. This can be exacerbated in roles with “dual loyalty,” such as consulting, where conflicting interests between employer and client can cause internal disharmony.

Lack of Recognition, Value, and Autonomy: Feeling unappreciated and unvalued is a potent recipe for burnout. When administrative burdens, financial targets, or bureaucratic processes overshadow meaningful human interactions and diminish an employee’s sense of control over their work, feelings of worthlessness and unfulfillment can take root. This is particularly acute when employees lack autonomy in their daily endeavors or decision-making.

The Weight of Unclear Expectations and Insufficient Feedback: Employees are often expected to perform at a high level, yet without clear, ongoing feedback, they can be left uncertain about expectations, progress, and their contribution. This ambiguity creates disengagement and anxiety, especially for those newer to the workforce. Waiting for formal annual reviews for course correction or recognition is often too little, too late.

The Inherent Nature of the Work: Some industries, like home services (e.g., plumbing) or environmental justice work, involve physically demanding tasks, high emotional labor, or exposure to stressful situations. An aging workforce in some skilled trades also adds pressure, with fewer new entrants to replace retirees, increasing the load on existing employees. Creative roles, too, are not immune, facing their own unique pressures that can lead to creative burnout.

Forging Resilience: Effective Strategies for Burnout Prevention

Recognizing these drivers is leading proactive organizations to implement a range of strategies focused on prevention and support:

Cultivating a Culture of Support, Connection, and Open Communication:

– Fostering Team Cohesion: Implementing regular team check-ins, “come back to the mothership” days (even virtually), or social events can strengthen bonds, allow for sharing of frustrations and learnings, and create a sense of unity.

– Transparent Communication: Ensuring messages are clear, consistent, and effectively cascade through the organization helps align employees with company goals and fosters a sense of belonging.

– Safe Spaces for Dialogue: Addressing the fear and anxiety associated with workplace changes or stressors by providing tools and forums for employees to discuss emotions safely.

Empowering Employees: Autonomy, Flexibility, and Manageable Workloads:

  • Flexible Work Models: Adopting truly employee-centric flexible work models that allow employees to design schedules or choose locations based on personal needs and productivity peaks, with a strong emphasis on work-life balance.
  • Workload Management: Ensuring employees are not consistently overbooked, guiding them on managing their calendars, and helping them distinguish true emergencies from manageable tasks.
  • Job Fit: Taking the time to understand employees’ strengths and preferences to ensure they are placed in roles where they can thrive and maintain a healthy work-life integration.

Valuing People: Recognition, Continuous Feedback, and Growth Opportunities:

  • Regular Recognition: Implementing peer recognition programs and celebrating personal and professional milestones visibly across the organization. Simple gestures like gift cards or public acknowledgment can significantly boost morale. Research shows that regular recognition can improve employee retention by a remarkable margin (some studies suggest over 50%).
  • Continuous Feedback Culture: Moving beyond infrequent formal reviews to a system of real-time recognition and constructive course correction, ensuring employees feel heard, supported, and clear on expectations.

Career Development: Providing opportunities for skill enhancement, training, and career progression, showing employees they are valued and invested in.

Investing in Holistic Well-being:

  • Comprehensive Benefits: Offering robust benefits packages that include medical, dental, vision, and life insurance, as well as generous paid time off beyond standard holidays.
  • Wellness Initiatives: Encouraging participation in wellness-focused activities, which can range from on-site gyms and relaxation lounges with amenities like arcade games and virtual golf, to mindfulness programs and mental health support.
  • Mission Reinforcement: Regularly reminding employees of the organization’s mission and reviewing key accomplishments can be highly motivating and reaffirm the value of their work.

Tailored and Creative Interventions:

  • Structured Rest: For high-strain sectors like non-profits, implementing models that include dedicated “Rest Weeks” where the organization fully closes, allowing staff to recharge without using personal leave.
  • Engaging Activities: Introducing fun, informal activities like “website roasts” or similar competitive but lighthearted team challenges to break routines, spark creativity, and foster cross-departmental engagement.

Combating employee burnout is not about a single initiative but about cultivating a holistic ecosystem of care, support, and empowerment. 

It requires a sustained commitment from leadership to prioritize employee well-being, recognizing that a healthy, engaged, and resilient workforce is the most valuable asset an organization possesses. 

By understanding the unique pressures within their industry and actively implementing strategies that address these root causes, businesses can create environments where employees not only survive but truly thrive.

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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Accountability Unlocked: HR and Business Leaders’ Top Strategies

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Accountability Unlocked: HR and Business Leaders’ Top Strategies

Workplace blame-shifting can fracture trust, dampen morale, and hinder progress, posing a stubborn obstacle for countless organizations.

Research, like Gallup’s 2024 findings, reveals that cultures prioritizing accountability can lift employee engagement by 27%, making responsibility a cornerstone of success.

To crack this issue, we consulted HR trailblazers and business executives with a key question:
What are your top strategies for cultivating accountability in your teams?

Their actionable solutions—ranging from clear, trackable objectives to nurturing open, safe communication—provide a roadmap for turning blame into empowerment.

Explore their expert insights to build a thriving, accountable workplace.

Read on!

Alexandru Samoila
Head of Operations, Connect Vending

Recognizing Accountability Boosts Team Confidence

One strategy I use to empower my team members is focussing on recognizing and rewarding accountability.

I make it a point to celebrate when team members take ownership of their tasks and deliver results, to offer positive reinforcement.

For example, when a team member successfully led a project and exceeded expectations, I publicly acknowledged their initiative and contributions.

I think it’s also important to reward team members who may underperform, but take accountability and learn from the outcome, as I think creating an environment of open communication and honesty is very important in increasing employees’ confidence in taking ownership of tasks.

Matthew Ramirez
Founder, Rephrasely

Weekly Reviews Foster Ownership And Growth

In order to cultivate a culture of accountability within my team, I emphasize the importance of establishing clear expectations and fostering an environment in which all members comprehend their roles and recognize the significance of their contributions to the overall success of the organization.

One effective strategy I have implemented is the regular review of progress through weekly meetings. During these sessions, each team member is afforded the opportunity to provide updates regarding their tasks, discuss any challenges encountered, and articulate what resources they require for success. This practice not only ensures alignment among team members but also instills a sense of ownership over their responsibilities.

Furthermore, I encourage team members to establish personal goals and monitor their own progress, thereby promoting accountability for meeting deadlines and delivering high-quality outcomes.

Additionally, I underscore the importance of constructive feedback, encompassing both commendations and areas for improvement, to ensure that individuals feel supported in their professional development.

This comprehensive approach not only reinforces accountability but also nurtures a collaborative and growth-oriented environment.

George Yang
Founder & Chief Product Designer, YR Fitness

Team Debriefs Shift Focus From Blame To Lessons

What’s worked best for us is building a culture where people speak up early, own their role, and learn from mistakes without fear.

Years ago, we had a major overseas order that was delayed, our teams pointed fingers and I brought everyone together and asked this question “What can we do better next time?” People stopped deflecting and started contributing, it shifted the focus from protecting themselves to protecting the team. From that point on, we made a small but powerful change where after every order, we do a 10-minute team debrief. Not to point fingers but to share lessons.

We also made ownership visible. For every project, one person’s name is clearly listed as “owning” it, that simple line reduces confusion and excuses. People step up when it’s clear what’s theirs to lead.

And when mistakes happen, I encourage people to speak up early. One junior staffer once flagged a minor barcode error, it turned out to save us from a customs delay that would’ve cost weeks. We praised her not just for catching it but for saying something.

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Simple Check-Ins Promote Ownership And Progress

Accountability starts with clear roles. When everyone knows what’s expected–and what success looks like–it’s harder to hide behind excuses. I like using simple check-ins. Not heavy meetings, just quick weekly syncs to see what’s moving forward and where someone’s stuck. That alone changes how people show up and take ownership of their work.

Also helps to lead by example. If something goes wrong on my end, I own it–no fluff, no spin. That sets the tone. And when someone else drops the ball, we talk about what happened and how to fix it, not who to blame. The goal’s always progress, not perfection. That kind of mindset spreads fast once people see it’s safe to be honest.

Michael Benoit
Founder & Insurance Expert, ContractorBond

Milestone-Based Ownership Drives Accountability

In my experience, a highly effective strategy for fostering accountability is implementing milestone-based ownership. Each team member takes full responsibility for a specific part of a project, ensuring they manage timelines, communicate updates, and resolve any issues independently.

During our recent launch of a streamlined bonding process, I assigned a key team member to oversee client onboarding improvements. They were accountable for reducing onboarding time from 7 days to 3 by optimizing workflows and handling client concerns directly.

This approach resulted in a 57% reduction in onboarding time, and we received positive feedback from clients who appreciated the smoother process.

I believe this level of ownership motivates team members to go beyond simply completing tasks-they develop a deeper understanding of the business and their role in its success.

In my opinion, giving individuals clear milestones and measurable goals creates an environment where they feel valued and capable of making impactful contributions.

Danilo Miranda
Managing Director, Presenteverso

Trust And Development Turn Mistakes Into Learning

At Presentverso, improving accountability starts with trust and development. We give each team member control over their assigned goals and performance measures. We use mistakes as learning opportunities rather than assigning blame when things go wrong. I always ask, What can we learn from this?

I also make sure to assist their development through quick online courses or pairing them with experienced individuals. This perspective turns errors into learning opportunities, which leads to people gradually taking on more responsibility.

Joseph Commisso
Owner, WeBuyHousesQuick.ca

Open Communication Builds Accountability Culture

Improving accountability starts with setting clear expectations and leading by example. When everyone understands their role and what’s expected, it’s easier to own results–good or bad.

Open communication is key, so I always encourage honest conversations, especially when mistakes happen. Instead of pointing fingers, we focus on what can be learned and how to move forward.

Regular check-ins, constructive feedback, and recognizing those who take responsibility help build a culture where accountability is the norm, not the exception.

It’s about creating a safe space where people feel supported to grow, not afraid to fail.

David Struogano
Managing Director & Mold Remediation Expert, Mold Removal Port St. Lucie

Clear Ownership Prevents Blame-Shifting

As someone who juggles multiple clients, I’ve found that assigning clear ownership to every project or deliverable is my most effective tactic. Clear responsibility assignment prevents blame-shifting because everyone understands their exact role.

I also make accountability part of the conversation from day one, and I reinforce it with regular check-ins. This strategy allows everyone to take pride in their role, and it’s significantly improved the flow of communication and outcomes.

Samuel Lee
Managing Sponsor, Mighty Vault Storage

Coaching And Communication Foster Accountability

Improving accountability starts with setting clear expectations and fostering a culture where team members take pride in their responsibilities. At Mighty Vault Storage, especially with the unique needs of RV and boat storage, every team member plays a vital role in maintaining the customer experience–from keeping the grounds clean to ensuring smooth move-ins.

When I notice a pattern of shifting blame, my first step is to have an honest one-on-one conversation. I try to understand what’s behind the behavior–whether it’s a lack of clarity, training, or confidence. Then, I focus on coaching rather than criticizing. We also emphasize team ownership during our meetings, where we celebrate wins but also discuss setbacks as a group, reinforcing the idea that accountability is about learning and improving, not finger-pointing.

By encouraging open communication, setting measurable goals, and modeling accountability at the leadership level, we create an environment where people feel both responsible and supported. Over time, this approach builds trust and helps shift the mindset from deflecting blame to stepping up with solutions.

Wendy Rummler
Chief People Officer, Credit Acceptance

Strong Listening Culture for Empowerment and Accountability

At Credit Acceptance, we believe that accountability begins with listening. We empower our team members through our strong listening culture, where their insights don’t just get heard, they directly shape business decisions. In fact, over 70% of our leadership initiatives have been influenced by employee feedback. That level of inclusion builds a sense of ownership, trust, and shared responsibility throughout the organization.

Our leadership team plays a critical role in reinforcing this culture. From onboarding to regular team interactions, our leaders are expected to model ownership, listen actively, and coach supportively. I learned the importance of this early in my own career when I made a significant mistake. Rather than assigning blame, my leader responded with empathy and guidance. That moment shaped how I view accountability: not as punishment, but as an opportunity to learn and grow. Today, that same philosophy underpins how we develop people across the company.

We start building accountability on Day 1. Our year-long cohort-based onboarding program includes regular check-ins and peer support to ensure new team members feel heard, aligned, and set up for success. Throughout the employee journey, we maintain open feedback loops via roundtables and surveys. That responsiveness reinforces a two-way accountability: we expect our people to speak up, and they expect us to listen and act.

We also equip our leaders with training, resources, and discretionary budgets to support and recognize their teams meaningfully. By creating opportunities for employees to lead, take on stretch projects, and grow, we make space for individual ownership and pride in outcomes.

Accountability doesn’t come from top-down enforcement—it comes from a culture where people know their voices matter and where leadership responds with clarity, consistency, and care.

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

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

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

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The Polywork: Reimagining Careers in the Age of Flexibility

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The Polywork Puzzle: Reimagining Careers in the Age of Flexibility

The once-dominant model of a single, lifelong career with one employer is steadily giving way to a more fluid and multifaceted approach to work. 

Enter “polyworking” – the practice of individuals engaging in multiple jobs, projects, or income streams simultaneously. 

This isn’t just a fleeting trend; for many, it’s becoming a strategic response to the evolving demands of the modern economy and a personal quest for greater fulfillment and security.

Driven by the tailwinds of the gig economy, the widespread adoption of remote work, and an increasing desire among professionals for greater autonomy and income diversification, polyworking is rapidly moving from the fringes to the mainstream. 

Statistics indicate a significant rise in individuals undertaking multiple jobs, with some reports suggesting that a notable percentage of the workforce, particularly younger generations like Gen Z, are actively involved in or open to polywork arrangements. 

This generation, digital natives who are often adept at multitasking and value diverse experiences, find the dynamic nature of polyworking particularly appealing.

The Allure: Flexibility, Growth, and Diversified Income

For employees, the advantages of polyworking can be compelling. The most obvious is enhanced flexibility – the ability to design a work life that fits personal needs and preferences, often breaking free from traditional 9-to-5 constraints. This autonomy can be incredibly empowering.

Beyond flexibility, polyworking offers rich opportunities for personal and professional development. Engaging in diverse roles allows individuals to cultivate a broader skill set, gain experience across different sectors, and build more extensive professional networks. 

Imagine a software developer who also takes on freelance graphic design projects and manages a small e-commerce store; each role enriches the others, fostering cross-disciplinary skills and unique perspectives. 

Furthermore, diversifying income streams can provide a crucial safety net, reducing reliance on a single employer in an era of economic uncertainty and rapid industry shifts. Many find that juggling different types of work keeps them energized, inspired, and less prone to the monotony that can sometimes accompany a single, long-term role.

The Flip Side: Burnout, Balance, and Divided Attention

However, the polyworking path is not without its challenges. The primary concern for employees is the potential for burnout. While the thrill of managing multiple projects can be initially invigorating, it can quickly lead to fatigue and overwhelm if not managed with strong self-discipline and clear boundaries. Maintaining a healthy work-life balance becomes even more critical and, for some, more elusive.

The pressure to constantly switch contexts, manage competing deadlines, and meet the expectations of multiple stakeholders can be immense. Not everyone thrives in such an environment; individuals who prefer highly structured, focused work styles may find polyworking stressful and counterproductive. There’s also the risk that deep specialization in one area might be diluted if attention is spread too thinly across too many disparate roles.

The Employer’s Equation: Fresh Perspectives vs. Commitment Concerns

For employers, the rise of polyworking presents a complex equation. On one hand, tapping into a polyworking talent pool can bring fresh ideas, diverse experiences, and specialized skills into an organization, often on a flexible, as-needed basis. This can be particularly advantageous for smaller businesses or for projects requiring niche expertise without the commitment of a full-time hire. Some employers find that individuals engaged in side projects or businesses bring up-to-date, real-world insights back to their primary roles.

On the other hand, employers may harbor legitimate concerns about divided attention, potential conflicts of interest, and overall commitment when employees are juggling multiple professional responsibilities. The traditional expectation of an employee dedicating their full energy to one job is challenged by the polywork model. This necessitates a shift in how productivity and engagement are assessed, moving away from a focus on hours clocked in towards an emphasis on outcomes and results.

Navigating the New Norm: Trust, Communication, and Outcome-Based Management

For polyworking to succeed for both individuals and organizations, a new approach to talent management is required. Clear guidelines, open communication channels, and a culture of trust are paramount. Employers who embrace polyworking by offering flexible schedules, focusing on project-based engagements, and fostering transparent dialogue about workload expectations are more likely to turn this trend into an asset.

Ultimately, successful polywork arrangements often hinge on aligning incentives with outcomes rather than mere task completion. When job descriptions and responsibilities are clearly tied to business objectives, the “how” and “where” of work become less critical than the results achieved. This requires a shift in mindset for both employers and employees, fostering an environment where flexibility is balanced with accountability, and diverse experiences are seen as a strength rather than a distraction.

As the underlying economic and cultural trends driving this behavior continue, polyworking seems poised to become more than just a niche practice. It represents a genuine evolution in how we perceive and structure work, offering a glimpse into a future where careers are more varied, skills are more transferable, and the balance between professional goals and personal interests is more attainable – albeit with a healthy dose of discipline and clear communication.

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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Counteroffer Strategies: How to Retain High-Performing Employees

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Counteroffer Strategies: How to Retain High-Performing Employees

Losing a top-performing employee is a costly and disruptive event for any organization.

When that employee informs you they’ve received a competitive job offer from a rival company, the stakes are even higher.

Immediate and strategic action is required to retain this valuable talent.

In this post, we break down the critical moments following such a disclosure, exploring the urgent retention strategies that can make the difference between keeping a star employee and watching them walk out the door.

We asked HR and business leaders to share their go-to approaches for successfully negotiating with high-performing employees who are considering leaving, offering a practical guide for navigating this challenging situation.

Read on!

Levi Hemingway
Co-Founder, City Storage By Nomad Capital

Levi Hemingway

If a top performer at City Storage USA discloses a competitive job offer, the first step is to understand their motivation for considering the move.

Just like in storage, where customers choose a facility based on security, convenience, and value rather than just price, employees stay where they feel valued, challenged, and supported.

One key retention strategy would be reinforcing their long-term growth potential within City Storage USA. Just as we help customers find scalable storage solutions that grow with their needs, we ensure our employees see a clear path for professional development, whether through leadership opportunities, specialized training, or expanded responsibilities.

If compensation is a factor, we would explore performance-based incentives or benefits that align with their career goals, much like how we offer flexible leasing options to match customer needs.

Beyond financial incentives, reaffirming our workplace culture is essential. Employees stay where they feel engaged and connected. Highlighting our team environment, the impact they have on our success, and any upcoming company initiatives they can take ownership of reinforces their importance.

Much like storage customers who stay because they trust our service and security, employees stay when they feel genuinely valued and see a future with the company.

Abhishek Shah
Founder, Testlify

Abhishek Shah

The first step I would do is to understand their reasons for considering a move. A quick but meaningful conversation can help uncover whether it is about salary, career growth, work-life balance, or a better role.

Showing immediate appreciation for their contributions and reaffirming their value to the company is crucial. Employees want to feel recognized beyond just numbers, so making it clear that their career growth matters can set the stage for an open discussion.

If compensation is the main driver, a counteroffer should be competitive but also strategic. Simply matching the offer may not be enough, so proposing a long-term growth plan that includes performance-based incentives, stock options, or leadership opportunities can add more value.

If career growth is the concern, offering a structured roadmap for promotion, assigning them to a high-impact project, or providing executive mentorship can show commitment to their future.

Work-life balance can also be a factor, and adjusting remote work options, PTO, or wellness benefits can make a significant difference. Reinforcing their role in shaping the company’s future and helping them visualize their long-term impact can sometimes outweigh financial incentives.

Having a well-prepared, personalized discussion within 24 to 48 hours is crucial for retention, but if they still decide to leave, maintaining a positive relationship can keep the door open for future collaboration.

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Natalia Lavrenenko

Retention starts long before a competitor steps in.

When a top performer shares a competitive offer, speed matters. Counter with more than money. A personalized career path, leadership opportunities, or a high-impact project can shift the conversation.

One UGC creator on my team wanted to leave for an agency offering better pay. Instead of matching the salary, I handed them creative control over a major brand campaign. They stayed, delivered viral content, and felt valued.

Flexibility and recognition close more deals than a paycheck alone.

A talented editor once hinted at leaving, frustrated with workload balance. Instead of a raise, we restructured their role–fewer repetitive tasks, more creative freedom. Within weeks, they were engaged again, producing their best work.

Retention is about giving people what they can’t buy elsewhere.

Chris Giannos
Co-Founder & CEO, Humaniz

Chris Giannos

If a top performer discloses a competitive job offer, the first step is understanding their motivations beyond just salary. Is it career growth, flexibility, leadership opportunities, or company culture? A successful retention strategy requires addressing their core concerns rather than simply countering with a higher paycheck.

One urgent approach is personalizing a career development plan tailored to their goals. If growth is a priority, offering a leadership role, upskilling opportunities, or a clear path for advancement can reinforce their long-term value within the company. If flexibility is a factor, adjusting remote work policies, benefits, or workload balance can make a difference.

Another key strategy is reinforcing their impact and future potential within the company. Expressing genuine appreciation, outlining how their contributions have shaped the organization, and detailing how they fit into long-term plans can create an emotional connection that a competitor’s offer may lack.

If compensation is a driving factor, exploring non-monetary perks such as equity, bonuses tied to long-term performance, or project ownership can help make staying more attractive. The goal is to ensure they feel valued, see clear opportunities ahead, and believe that their best career path remains within your organization.

Noah Musgrove
HR & Marketing Specialist, Liberty Financing LLC

Noah Musgrove

If a top performer shares that they’ve received a competitive job offer, it’s important to respond thoughtfully and efficiently.

The first step is to have an open discussion to understand what’s driving their decision. Are they looking for higher pay, career advancement, or better work-life balance? Once you know their key motivators, you can explore ways to address their needs within your company.

If compensation is the main issue and a counteroffer is an option, it’s essential to ensure it aligns with company policies and long-term fairness.

However, retaining employees isn’t just about salary–offering growth opportunities, increased responsibilities, or more flexibility can be just as persuasive. Recognizing their contributions and outlining a clear path for future success within the organization can reaffirm their value.

The ultimate goal is to create an environment where they feel engaged, appreciated, and see a strong future ahead.

Dre Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Dre Thompson

If a top performer discloses a competitive job offer, my approach blends strategic negotiation with understanding the candidates desires and motivations.

First, I acknowledge their contributions and reaffirm their growth potential within the company.

Secondly, I assess their true motivators whether it’s compensation, promotion opportunities, or work-life balance.

If salary is the main factor, I explore competitive adjustments, but I also position long-term value through leadership opportunities, professional development, and impactful projects. If the hiring manager is aligned, there may be an opportunity to match the salary to keep the top performer.

Additionally, I highlight the unique advantages of staying, whether it’s cultural alignment, flexibility, or career stability.

Instead of a transactional counteroffer, I partner with all stakeholders to create a compelling career roadmap, reinforcing that their best growth opportunities exist within our organization.

In my opinion talent retention isn’t just about numbers; It’s about engagement, trust, and aligning aspirations with opportunity.

Leila Rao
Agile Coach, Cultural Cartography

Leila Rao

Job security, once a given in the federal workforce, is fading as contracts are abruptly cut in the name of “efficiency.”

As a small consulting business owner in the federal space, I know this scenario all too well. With an administration shift, many are navigating professional pivots, my staff included.

While I obviously want to retain my talented staff, my priority is transparency. If a more stable opportunity is best for you and your family, take it. I’ll even give you a referral.

I’m fortunate to lead a team aligned with my company’s vision, but alignment alone doesn’t guarantee retention during uncertain times.

Once, salary and benefits made an offer competitive; now, the differentiator is basic job security.

Dr. Tonya Jackman Hampton
Executive Coach & Speaker, Dr. Tonya Jackman Hampton

Dr. Tonya Jackman Hampton

If a performer discloses a competitive job offer, swift and strategic action is important, and you should keep the employee informed often during deliberation.

To respond, start with seeking to understand why they’re considering leaving and why the competing offer appeals to them—these are two distinct, critical questions. The employee will feel valued if you try to address their concerns.

Should they want to stay, refine their development plan, aligning it with their career aspirations. Address their concerns —whether it’s compensation, growth opportunities, work-life balance, or leadership dynamics. If immediate adjustments aren’t feasible, provide a clear objective and timeline for potential changes.

Collaborate if team dynamics are a concern to create an action plan. Engagement in problem-solving fosters commitment and shows you care.

Ultimately, counteroffers are not enough—it’s about ensuring they are able to thrive. When handled effectively, these conversations demonstrate advocacy, reinforce trust and strengthen commitment.

Cheryl Grace
CEO, Powerful Penny

Cheryl Grace

If a top performer gets a competing offer, don’t panic—get curious.

Were they actively looking, or did a recruiter come knocking? What’s making them consider leaving?

People want to feel valued, seen, and heard—it’s not always about money. Maybe they want more growth, flexibility, or just to know they matter.

Before throwing out a counteroffer, listen. What do they really want?

Then, tailor a retention plan that speaks to them—a leadership role, high-visibility projects, executive mentorship, or better work-life balance.

If culture is the issue, what can you shift? And don’t just focus on the now—paint a vision for their future with you.

At the end of the day, a successful negotiation isn’t just about matching a paycheck. It’s about making them feel like staying is the best decision they could make.

Ryan Gray
CEO, SGW Designworks

Ryan Gray

If your top performer is seriously considering a competitive job offer, that is a clear signal they are looking for something they do not think they can get with you, whether it is career growth, new challenges, or better compensation.

The first move should be a direct and honest conversation. Find out what is driving their interest. Is it just money, or are they feeling stagnant? Do they want a leadership role, a change in responsibilities, or a different work environment?

Once you understand what is missing, you can position your offer accordingly.

The best way to keep them is not just throwing more money at the problem, though, let’s be honest, that can help. Instead, show them a real pathway forward in your company.

If they are after career progression, map out what that looks like, whether it is a promotion, a lateral move into a different department, or a high-impact project that aligns with their goals. Make it clear they have room to grow without leaving.

And if salary is a factor, be competitive, but also reinforce the long-term benefits of staying, whether it is leadership opportunities, mentorship, or greater influence in the company.

Retention is not just about reacting to an offer, it is about proving why staying is the better move.

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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International HR Day 2025: Seizing Opportunities and Tackling Challenges

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International HR Day 2025: Seizing Opportunities and Tackling Challenges

Today, International HR Day, celebrated annually on May 20, shines a spotlight on the evolving role of human resources (HR) as a strategic force in navigating the intersection of technology, humanity, and workplace dynamics. 

This year’s theme, “Humanify AI,” underscores HR’s critical mission to harness artificial intelligence (AI) for efficiency while preserving empathy, trust, and ethical standards. With global events, webinars, and panel discussions led by Chief Human Resources Officers (CHROs), the day celebrates HR’s adaptability and highlights opportunities and challenges in a rapidly changing landscape. 

From AI-driven recruitment to mental health initiatives and diversity, equity, and inclusion (DEI) strategies, HR professionals are addressing a 3.5% U.S. unemployment rate, 5% inflation, and a global talent shortage of 85 million by 2030 (SHRM, 2025; Korn Ferry, 2024). 

Here’s a comprehensive look at International HR Day 2025, its key opportunities, challenges, and essential statistics shaping the future of HR.

The Significance of International HR Day 2025

Launched by the European Association for People Management (EAPM) in 2013, International HR Day recognizes HR’s transformative impact on organizations and employees. 

In 2025, the day takes on heightened importance as HR navigates unprecedented technological disruption, economic pressures, and societal expectations. This year’s focus is on “Humanify AI,” emphasizing HR’s role as a strategic partner in leveraging AI for recruitment, analytics, and employee engagement while ensuring human-centered values. 

Global events today, including virtual panels hosted by organizations like SHRM and CIPD, feature CHROs discussing AI’s ethical implementation, mental health, and workforce resilience. Posts doing the rounds online are celebrating HR’s adaptability, with sentiments like “HR is the bridge between tech and heart,” but also noting persistent challenges in upskilling and trust.

Why It Matters: With 50% of organizations integrating AI into HR processes (Gartner, 2025), International HR Day underscores HR’s mandate to balance efficiency with empathy. As 56% of employees demand ethical AI use (LinkedIn, 2024), HR’s ability to humanize technology is critical to maintaining trust, with 79% higher employee loyalty in trust-focused cultures (MIT Sloan, 2024).

Key Opportunities for HR in 2025

International HR Day 2025 highlights several opportunities for HR to drive organizational success and employee well-being:

Harnessing AI for Strategic Impact: AI is reshaping HR, with 85% of HR professionals using AI tools for tasks like candidate screening, payroll automation, and performance analytics (Betterworks, 2025). AI-driven recruitment boosts hiring speed by 30%, enabling HR to fill roles faster in a tight 3.5% unemployment market (Edelman, 2025; SHRM, 2025). Tools like applicant tracking systems and predictive analytics, highlighted in today’s webinars, allow HR to personalize employee experiences, with 60% of firms using AI to tailor learning programs (ManpowerGroup, 2025). HR’s opportunity lies in becoming a data-driven strategist, with 65% of CHROs prioritizing digital fluency to align talent with business goals (Times of India, 2025).

Enhancing Mental Health and Well-Being: With 31% of U.S. workers reporting job-related stress, up from 30% in 2024 (SHRM, 2025), HR is seizing the chance to lead on mental health. The cancellation of federal mental health grants has shifted responsibility to employers, and 79% of companies with wellness programs report improved loyalty (MIT Sloan, 2024). Today’s discussions emphasize flexible leave, financial wellness, and peer support groups, with 70% of employees preferring customized solutions (Gallup, 2024). HR can leverage these to address the “trust gap,” where only 48% of staff trust their organizations compared to 64% of executives (SHRM, 2025).

Advancing DEI Amid Policy Shifts: Despite backlash, DEI remains a priority, with 56% of employees valuing inclusive cultures (LinkedIn, 2024). HR is exploring innovative approaches like blind resume screening and cultural competence training, with 50% of firms revising DEI metrics post-Executive Order 14173, which ended disparate-impact enforcement (SHRM, 2025). International HR Day panels highlight opportunities to integrate DEI into AI tools, ensuring unbiased hiring, as 60% of HR leaders expect legal challenges to shape compliance (SHRM, 2025).

Upskilling for an AI-Driven Future: The global talent shortage and 25% AI skills gap (ManpowerGroup, 2025) present HR with a chance to lead upskilling. With 40% of tech firms allocating budgets to AI literacy (Edureka, 2025), HR is rolling out certifications and micro-learning, with 70% of enterprises planning AI training in 2025 (Edureka, 2025). Today’s events showcase success stories, like firms reducing turnover by 20% through reskilling (Gallup, 2024), positioning HR as a catalyst for workforce agility.

Key Challenges to Watch

While opportunities abound, International HR Day 2025 also surfaces significant challenges HR must address:

AI Upskilling and Ethical Gaps: Despite 85% AI adoption, only 25% of HR professionals are fully trained in ethical AI implementation, and 60% of HR teams lack AI fluency (Betterworks, 2025; Times of India, 2025). This gap risks biased algorithms and eroded trust, with 70% of employees worried about data privacy (Edelman, 2025). There is an urgency of training, as 50% of HR processes are automatable, potentially displacing roles (McKinsey, 2025).

Navigating Layoffs and Morale: The tech sector’s 61,000 layoffs in 2025, including Microsoft’s 6,000 and CrowdStrike’s cuts, challenge HR to manage morale and transitions (Hindustan Times, 2025). With 60% of laid-off tech workers struggling to find roles within six months (SHRM, 2025), HR must balance automation’s benefits (30% cost reduction, McKinsey) with employee confidence, especially as 25% fear job loss (ManpowerGroup, 2025).

DEI Backlash and Compliance: Executive Order 14173’s end to disparate-impact enforcement complicates DEI, with 74% of employees citing unclear DEI goals as a turnover driver (LinkedIn, 2024). HR faces political and employee pushback, with 60% of initiatives lacking measurable results (Babbel for Business, 2025). Today’s webinars stress data-driven DEI KPIs, but 50% of HR leaders anticipate legal hurdles (SHRM, 2025).

Workplace Stress and Burnout: Rising stress (31% of workers) and a 40% burnout rate among HR leaders (SHRM, 2025) strain resources, particularly in hybrid settings where 40% of remote workers report isolation (SHRM, 2025). HR must innovate beyond generic apps, as 70% of employees demand tailored support, while managing budget constraints amid 5% inflation (Gallup, 2024; SHRM, 2025).

Essential Details and Statistics

AI in HR: 85% of HR professionals use AI, but only 25% are trained in ethical use; AI tools cut recruitment time by 30%, yet 70% of employees fear privacy breaches (Betterworks, 2025; Edelman, 2025).

Mental Health: 31% of U.S. workers report job stress; 79% of firms with wellness programs see loyalty gains, but only 48% of staff trust leadership (SHRM, 2025; MIT Sloan, 2024).

Layoffs: 61,000 tech layoffs in 2025, with HR roles also hit; 60% of laid-off workers face reemployment delays (Hindustan Times, 2025; SHRM, 2025).

DEI: 56% of employees value DEI, but 60% of initiatives lack measurable outcomes; 50% of HR leaders expect compliance challenges (LinkedIn, 2024; Babbel for Business, 2025).

Upskilling: 25% AI skills gap; 70% of firms plan AI training, with reskilling cutting turnover by 20% (ManpowerGroup, 2025; Edureka, 2025; Gallup, 2024).

Economic Context: 3.5% U.S. unemployment, 5% inflation, and 177,000 job additions in April 2025; 1.67M long-term unemployed need HR support (SHRM, 2025; CNN, 2025).

Trust and Loyalty: Trust-focused cultures boost loyalty by 79%; only 60% of employees feel trusted vs. 86% of executives (MIT Sloan, 2024; PwC, 2024).

Global and U.S. Perspectives

Globally, International HR Day events in Europe (EAPM), Asia (APFHRM), and Africa (IPM) emphasize AI ethics and talent mobility, with 65% of global HR leaders prioritizing cross-border hiring to address shortages (CIPD, 2025). In the U.S., SHRM’s focus on mental health and DEI compliance reflects domestic pressures, including a 33% rise in cybersecurity HR roles due to a $215B market (Gartner, 2025). Despite challenges, the general outlook is optimistic about HR’s strategic evolution but cautious about burnout and policy shifts.

Looking Ahead

International HR Day 2025 marks a turning point for HR, with opportunities to lead through AI, mental health, and DEI, but challenges like upskilling gaps, layoffs, and compliance loom large. As 60% of CHROs are now strategic partners (Gartner, 2025), HR’s ability to humanize AI—ensuring 70% of employees’ privacy concerns are addressed—will define its impact. With 85 million talent shortages projected by 2030 (Korn Ferry), HR’s role in reskilling and trust-building is critical, as 79% loyalty gains in trust-focused cultures show (MIT Sloan, 2024). Today’s events, streamed on platforms like HR Grapevine and SHRM, offer a roadmap for HR to thrive in a dynamic world, balancing tech and humanity.

Written by Grok with information sourced from HR Spotlight, SHRM, Times of India, Betterworks, Gartner, Edelman, LinkedIn, MIT Sloan, Gallup, McKinsey, ManpowerGroup, Edureka, Babbel for Business, Hindustan Times, CNN, CIPD, PwC, Korn Ferry.

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

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

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

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Upskilling Unlocked: Expert Picks for Training Methods and Formats

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Upskilling Unlocked: Expert Picks for Training Methods and Formats

In the workplace of today, effective on-the-job training is the backbone of a skilled, adaptable workforce.

With 74% of employees citing a lack of training as a barrier to career growth (LinkedIn’s 2024 Workplace Learning Report), organizations are under pressure to deliver impactful learning experiences.

We asked HR pioneers and business leaders a critical question:

What on-the-job training methods and delivery formats do you find most effective for your workforce, and what challenges led you to adopt these approaches?

From immersive digital platforms and peer-led coaching to hybrid microlearning models, their innovative solutions—shaped by past pitfalls like disengagement or outdated systems—offer a playbook for building resilient, high-performing teams.

Dive into their insights to discover how to transform training into a catalyst for success.

Read on!

Mike Ouwerkerk
Cyber Security Awareness Trainer & Cultural Transformation Consultant, Web Safe Staff

Face-To-Face Workshops Provide Best Outcomes

As a provider of cyber awareness training, I can say hands down that face-to-face workshops provide the best outcomes for my clients. I do also provide videos, cheat sheets, quizzes, posters etc., but when I train people who have used anything other than face-to-face, their knowledge is typically lacking.

Why would companies use face-to-face over other methods? It comes down to the return on investment. If there are big benefits to be made (i.e., staff less likely to be tricked by a cybercriminal), then companies will make an informed financial decision, and spend the extra money to ultimately save money.

Mohamed Moussa
Managing Director, Tornado Marine Fleet

On-The-Job Training With Mentorship

For us, the best training happens right on the boat, in the middle of the action. New crew members shadow experienced staff, learning by doing instead of sitting through long lectures. We also mix in short, hands-on workshops and use quick video guides for things like safety drills and customer service tips.

Before, training was too informal with new hires just picking things up as they went, which led to inconsistency in training. Some crew learned fast, while others missed key details, and that affected our team’s morale. So, we created a structured but flexible system where mentorship, real-time coaching, and digital tools keep everyone on the same page.

Now, training feels natural and works seamlessly with daily operations. Crew members get instant feedback, and everyone knows what’s expected, no matter which boat they’re on. The result? A confident, well-prepared and happy team that delivers top-notch service every time.

Antony Chan
Founder & Head of Learning, Teachng

Demonstration, Theory, Then Practice Approach

Having trained hundreds of team members throughout my career, I find the most effective on-the-job training follows a “demonstration-first, theory, then practice approach”.

I start by showing them what they’ll be doing, then breaking down the “why” behind each action, and finally letting them try it themselves.

This three-step process of “demonstration-first, theory, then practice approach” ensures that they’re not just imitating without understanding, but are actually grasping the reasoning behind their work.

I developed this approach after noticing that many people hesitate to ask questions during training, even when they don’t fully understand. Often, when they start doing the task, they make a lot of mistakes which can be time-consuming and expensive to fix.

By frontloading demonstration, then theory, and following up with hands-on practice, I can quickly identify gaps in their understanding and guide them before mistakes happen in real-world situations.

While the “demonstration-first, theory, then practice approach” does require time and deep expertise, it is worth it in the long run. It builds confidence, reduces errors, and ensures each team member isn’t just following instructions, but is thinking critically and mastering their role.

Jon Morgan
CEO, Business and Finance Expert, Venture Smarter

Immersive Project-Based Learning

One unique method we’ve implemented at Venture Smarter to enhance employee training in our software company is the use of immersive, project-based learning.

Rather than relying solely on traditional classroom instruction or online courses, we immerse our employees in real-world projects from the start. New hires and even current employees looking to upskill are paired with more experienced team members and assigned to live projects.

This hands-on approach not only accelerates learning but also fosters collaboration and practical problem-solving skills.

This method can be replicated in other sectors by identifying key projects within the organization that can serve as learning experiences.

For instance, in the healthcare sector, new nurses could be paired with seasoned professionals and involved in patient care scenarios. In marketing, junior staff could be assigned to active campaigns, working under the guidance of senior marketers.

The essence is to create an environment where learning is directly tied to real-world applications, ensuring that employees are not just theoretically proficient but practically competent as well.

Dr. Chad Walding
Co-Founder & Chief Culture Officer, NativePath

Interactive Online Learning With Hands-On Application

One of the most effective training methods for my team at NativePath involves a combination of interactive online learning and hands-on, in-person application.

Initially, we struggled with traditional training methods that focused heavily on theory, which led to disengagement. To address this, we incorporated real-world scenarios, case studies, and group exercises to bridge the gap between knowledge and practical application.

For instance, employees can learn the basics through online courses and then reinforce their understanding through workshops and role-playing exercises. This has significantly improved engagement, knowledge retention, and the ability to apply skills directly to their roles.

The results have been clear: we’ve seen a marked improvement in employee performance and satisfaction. If you’d like more details, feel free to reach out!

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Hands-On Mentorship-Based Approach

An effective on-the-job training method I use is a hands-on, mentorship-based approach, combined with structured lessons on horticulture fundamentals.

When a new team member joins Ozzie Mowing & Gardening, they start by shadowing an experienced team member, learning everything from proper mowing techniques to plant care, pest management, and efficient garden design.

I reinforce this practical learning with short, focused sessions covering soil health, pruning strategies, and plant nutrition, drawing on my formal horticultural education.

By pairing real-world experience with expert knowledge, my team develops both technical skills and a deep understanding of why certain methods work best. This approach ensures consistency in service quality and empowers my staff to think critically in the field.

This system was developed after noticing early on that traditional training such as simply explaining techniques or handing out instructional materials was not enough. Without hands-on application, newer team members struggled to fully grasp the nuances of plant care and garden maintenance.

My 15 years of experience in gardening, combined with my formal qualifications in horticulture, allowed me to refine this process by integrating science-backed principles with practical demonstrations.

As a result, my team now learns faster, retains knowledge better, and performs with a level of expertise that has contributed to the high customer satisfaction that earned us a customer service award.

Ben Lamarche
General Manager, Lock Search Group

Blended Learning With Ongoing Support

As the General Manager of Lock Search Group, I’ve found that the most effective on-the-job training methods are those that blend hands-on experience with ongoing support and collaboration. We’ve adopted a mix of mentorship, e-learning modules, and live, interactive sessions to ensure that our team has access to both structured learning and real-world application.

In the past, we relied heavily on traditional classroom-style training, which had its limitations. While informative, it often felt disconnected from the day-to-day realities of recruitment. There was a gap between theory and practice, and sometimes it was difficult for team members to see how the training applied to their specific tasks or client needs.

To address this, we shifted to a more dynamic approach. We now pair new recruits with experienced mentors who can offer guidance in real time. These mentors help with everything from understanding client expectations to refining candidate assessments, ensuring new hires feel supported as they apply their training in a practical context.

We also introduced e-learning modules that cover core recruiting skills, such as sourcing techniques, candidate engagement, and client relationship management. These modules are flexible, allowing our team to learn at their own pace, which is crucial given the demanding nature of the job. After completing these online modules, we bring everyone together for live sessions where we can discuss challenges and share insights in a collaborative environment.

This mixed format addresses the shortcomings of our previous training approach, such as a lack of direct application and limited interaction between team members.

By combining self-paced learning with mentorship and collaborative sessions, we’ve created a more engaging and effective training program that allows our team to grow while staying connected to the practical realities of recruiting.

Amit Doshi
Founder & CEO, MyTurn

Peer-To-Peer Code Review Program

One unique strategy that has significantly improved employee training at MyTurn is implementing a “peer-to-peer code review program.” Developers are paired with peers to review each other’s code in a structured format, enhancing both their technical skills and collaborative capabilities.

This approach not only elevates coding standards but also fosters a supportive learning environment where employees learn from real-world examples and feedback. To replicate this in other sectors, companies can adapt the core principle of peer-to-peer reviews to their specific field.

For instance, in marketing, employees can review each other’s campaign strategies, while in customer service, team members can evaluate call-handling techniques. This method promotes continuous improvement and strengthens team cohesion across any industry.

Sudheer Devaraju
Staff Solutions Architect, Walmart

Blended Learning With AI-Driven Paths

The most effective on-the-job training methods combine blended learning, hands-on project work, and AI-driven personalized training paths. Our workforce benefits most from role-based microlearning, real-time coaching, and interactive simulations, which provide immediate, applicable knowledge while minimizing disruption to daily tasks.

We shifted from traditional, one-size-fits-all training due to low engagement, knowledge retention issues, and limited adaptability to evolving skill needs. Instead, we implemented a hybrid approach that includes:

AI-Powered Adaptive Learning – Uses AI-driven platforms (like Workday Learning, Coursera for Business) to personalize training based on skill gaps and job roles.

Hands-On, Project-Based Training – Employees apply new skills in real-world projects, reinforcing learning through practical experience.

Virtual Simulations & Scenario-Based Learning – Using interactive VR/AR modules and role-based simulations, employees engage in realistic problem-solving.

Peer Learning & Mentorship Programs – Encourages cross-team knowledge sharing, improving retention and collaboration.

Just-in-Time Learning Modules – Short, task-specific videos and guides embedded within workflows provide instant knowledge access without disrupting productivity.

This approach accelerated skill development, increased engagement by 40%, and reduced training costs while ensuring a continuous learning culture in an evolving workplace.

Gauri Manglik
CEO & Co-Founder, Instrumentl

Tailored Training Methods For Individuals

I’ve seen many unique methods to improve employee training in software companies, and I can tell you that the most effective ones are those that are tailored to the individual.

For example, if you’re training someone who has difficulty learning from written material, then maybe it’s better to try visual aids or videos instead. If you’re trying to teach someone something that will be useful for them almost immediately after they’ve learned it, make sure they have an opportunity to apply what they’ve learned right away so that they can see how it works in real life.

And remember: the best way to teach your employees is through practice! So while it’s important not to overwhelm them with too much information at once, it’s also important not to let them leave training without feeling like they’ve had enough practice time with whatever skills they need.

Alexandru Samoila
Head of Operations, Connect Vending

Blended Approach With Peer-To-Peer Learning

We have been tinkering with our learning and training models for a while now and continue to innovate them based on employee feedback and engagement responses. Currently, a blended approach with a focus on peer-to-peer learning using bite-sized knowledge transfers has been working well for us, particularly for new employees and trainees.

We’ve realized that beyond the first few days when the mandatory learning and training sessions are done, it’s hard for people to make time for continuous learning every day. Furthermore, a rigid learning journey with little room for flexibility and personalization led to lower engagement and knowledge retention.

As of now, we have a buddy system that encourages mentoring and exchange of knowledge through formal and informal channels, along with leveraging a learning platform to provide nudges, prompts, quick assessments and customized learning content directly to employees.

This blended format has allowed team members to collaborate and learn at their own pace, while also relaxing the formality of training modules by making them more accessible.

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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