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Mending the Trust Divide: Strategies for a More Engaged Workforce

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Mending the Trust Divide: Strategies for a More Engaged Workforce

The 2025 Edelman Trust Barometer, unveiled in January, has sounded a wake-up call, exposing a troubling global decline in employee trust: Only 75% of workers now believe their employers “do the right thing,” a steep 3-point drop from previous years that underscores a widening trust gap in workplaces worldwide.

As organizations navigate a landscape marked by remote work fatigue, economic uncertainty, and a 3.5% unemployment rate (SHRM, 2025), this erosion of confidence threatens morale, productivity, and retention.

The Techronicler team reached out to a powerhouse panel of HR experts and business leaders to confront this pressing challenge with a critical query:

As an HR or business leader, what practical steps would you suggest to rebuild trust and address this workplace challenge?

Their insightful, hands-on strategies—ranging from transparent communication to innovative engagement initiatives—promise to bridge the divide and reignite a culture of trust.

Dive into their expert roadmaps and discover how to transform your workplace for the better!

Read on!

Kurt Uhlir
Chief Marketing Officer, eZ Home Search

Kurt Uhlir

Let’s stop pretending the trust gap is just about layoffs or bad CEOs—it’s about a lack of clarity and connection.

In my experience leading high-growth companies and coaching other GTM leaders, I see two major breakdowns behind today’s erosion in employee trust.

First, there’s a transparency gap:- Too many leadership teams fail to explain the why behind business decisions. I’m not saying share every spreadsheet—but employees should understand the key outcomes the company is aiming for, across different timeframes. Just as important, they need to know how their day-to-day work contributes. Without that, people feel like bystanders. So when leaders say “we missed our numbers,” it doesn’t feel honest—it feels disconnected. In hindsight, employees often realize they could’ve helped—if only someone had taken the time to connect the dots. Leaders need to remember, sometimes you have to go slow to go fast—or go far.

Second, return-to-office mandates have fractured trust by ignoring how distributed teams really operate:- I’ve said this before, and it keeps proving true: Once your team expands beyond a single office, every additional location functionally becomes remote. That’s when your workplace strategy either scales your culture—or erodes it. I’m not hiring people to sit in a building. I’m hiring them to drive results. Many RTO policies send the wrong message: “We don’t trust you unless we can see you.” That’s a culture killer. And the irony? With modern tools, I have better visibility into performance today than ever before.

Rebuilding trust takes more than a town hall or a Slack update. It requires intentional leadership, visible actions, and repeated clarity. Start there—and the culture will follow.

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj

Trust is built in the small moments- clear communication, fair treatment, and follow-through. At Mixmax, we operate with a lot of transparency: hiring managers and leadership share strategy updates regularly, and we don’t over-promise.

In my coaching work, the companies that retain trust even in hard times are the ones that:

  • Acknowledge uncertainty honestly.
  • Involve employees in decisions where possible.
  • Follow through on what they say they’ll do (e.g., support for DEI, real investment in wellness, not just performative posts).

Trust can’t be rebuilt overnight, but consistency matters. One leader I worked with started weekly “Ask Me Anything” sessions during a reorg – it turned employee anxiety into collaboration.

Dr. Kirk Adams
Disability Inclusion Strategist & Speaker, Innovative Impact LLC

Dr. Kirk Adams

To rebuild trust in the workplace, especially from a disability inclusion standpoint, leaders must prioritize accessibility, representation, and open communication.

Start by embedding disability inclusion into core values and policies. Ensure all digital and physical environments meet or exceed accessibility standards, and provide reasonable accommodations proactively, not reactively.

Establish Employee Resource Groups (ERGs), which are voluntary, employee-led groups that support community and belonging, for people with disabilities. Make sure these groups have executive sponsorship. Inclusive hiring practices, visible leadership commitment, and regular training on disability awareness foster a culture of respect. Involve employees with disabilities in decision-making processes.

Nothing about us without us. Transparent communication about progress and challenges builds credibility and trust. When employees feel seen, heard, and supported, trust follows.

Genevieve Piturro
Founder, Genevieve Piturro LLC

Genevieve Piturro

The change-maker for building trust between management and employees is right in front of us, a truth we’ve always known in our hearts – genuine human connection. It has taken me 25 years to fully embrace the leadership truth that human connection is the expression of love – and love is the key to success for all of us growing our organizations.

Here are a few ways leaders can build trust:

Start each day by asking yourself, “What can I do to bring people together?”: Have some fun and surprise everyone with a long lunch and a game tournament! Try Checkers, Monopoly, even Family Feud! Or, go bigger and bring in a pro to facilitate a Murder Mystery event! While together, highlight uplifting news or updates on a current goal to inspire engaging conversation. Having team fun will last far longer than one day.

“Do you have 30 minutes today? I’d like to know how it’s going.”: Invite someone you’re still getting to know for a one-on-one. Let them know you’re interested in how they’re doing with the project they’re working on and if they have any special weekend or summer plans coming up. Let your heart lead your conversation – it knows exactly what to do – and say.

“What’s one skill that most people don’t know you have?”: It’s SPRING – Take it Outside! Enjoy the smell of flowers and soak up some sun by moving your team – and your conversations outside. Make it fun by ordering a picnic lunch complete with fruit, cheese, sandwiches, chips, and dessert. Start off by asking each team member to answer one question such as, “What’s 1 skill that most people don’t know you have?”

Ruth Rathblott
Speaker, Author, Ruth Rathblott

Ruth Rathblott

The drop in employee trust isn’t just about policies or perks, or just a data point; it reflects something deeper: people don’t feel safe to fully show up at work.

As someone who hid my limb difference for 25 years, I know the toll it takes to pretend everything’s fine—to stay quiet, to overperform in hopes of belonging. That same dynamic plays out in workplaces every day.

And as a former CEO, I also know what it’s like to be in the leadership seat—wanting to build trust with your team, but not always knowing if you’re creating the space for it. It can be lonely. And it takes intentional, consistent work.

When employees feel they have to hide—parts of their identity, their concerns, or their ideas—trust breaks down. And that disconnection quietly erodes engagement, innovation, and retention.

To rebuild trust, leaders need to go first. That means:

  • Naming what’s not being said: Create space for honest, two-way dialogue—not just surveys or check-ins.
  • Modeling vulnerability: When leaders share a challenge or truth, they give others permission to do the same.
  • Valuing difference over sameness: Reward the voices that bring something new—not just the ones that echo the norm.

Trust isn’t a checkbox—it’s a culture. And it starts when people feel safe enough to be seen and ask for the support they need. It’s also a two-way street!

Christopher Migliaccio
Founder, Warren and Migliaccio LLP

Christopher Migliaccio

I’ve led a law firm through major transitions and understand how trust can make—or—break a professional environment.

Over the years, we’ve built a culture that emphasizes transparency and follow-through.

This is what my experiences have taught me:

One of the most effective ways to rebuild employee trust is to ensure that leadership models accountability.

When something goes wrong, owning the mistake publicly, rather than spinning it, can be more powerful than any team-building activity.

Equally important is the consistency between what leadership says and what it does.

Trust breaks when there’s a gap between messaging and action. It rebuilds when even the small promises are kept.

Finally, give employees a meaningful seat at the table—ask for their feedback, implement what you can, and explain transparently when you can’t.

David Goldstein
Founder, TeamBonding

David Goldstein

Drawing from decades of industry experience, I emphasize that involving employees in meaningful Corporate Social Responsibility (CSR) activities offers profound benefits, especially in today’s uncertain economic climate.

These initiatives don’t just check a box, they foster a powerful sense of purpose and unity when employees work together towards a common cause.

For organizations, they are a way to demonstrate company values in action and a commitment to making a positive impact both for employees and the larger community.

CSR team-building events, like TeamBonding’s Do Good Bus or Charity Bike Build, are opportunities to boost engagement and create lasting, positive memories, transforming team building into genuinely impactful and fun experiences.

Elene Cafasso
President, Enerpace

Elene Cafasso

The number one way to build trust is to have a high “say/do ratio”. If you say it, announce it or promise it – do it!

Frequent changes in direction lose buy-in because they’re just the “flavor of the month”. Eventually, they’re ignored.

Authentic, frequent communication is the foundation of trust. Speak in conversational language, not PR soundbites.

Even if there’s something you can’t share yet, address the elephant in the room or any rumors. Let folks know when you will be able to share more, or why you can’t do so at this time.

Even if employees don’t like the message, they’ll appreciate your honesty.

Our reptilian brains get triggered when there’s a lack of control, certainty or fairness. Trust is extraordinarily difficult to rebuild if any of these are missing.

Use the Golden Rule and treat people like intelligent adults. It pays off!

Andrea Hayley-Sankaran
Owner, Lotuswood Organic Wellness Farm

Andrea Hayley-Sankaran

Rebuilding trust starts with listening—and really meaning it.

At Lotuswood Farm, we keep things small, intimate, and transparent. But even in a tight-knit team, trust can waver when people feel like their voice doesn’t matter. So I make it a point to ask questions without an agenda, to have open conversations where no one is punished for telling the truth.

I also believe leaders need to show more vulnerability. If you want people to trust you, you have to admit when you’re unsure or when you’ve made the wrong call. That builds emotional safety, and emotional safety builds trust.

When trust is present, people take initiative, offer ideas, and stick around for the long haul—not because they have to, but because they want to.

David Maffei
SVP & GM, Staffbase

David Maffei

Rebuilding trust in the workplace starts with strong, consistent communication, and middle managers are the unsung heroes who can make that happen.

As the most trusted source of information, with 57% of employees saying they trust their immediate supervisor “a great deal,” middle managers play a critical role in bridging leadership and frontline teams.

Organizations should provide these managers with timely, transparent updates and encourage two-way communication to further this sense of trust.

Staffbase’s data revealed that 88% of employees who feel well informed about changes also report being happy in their jobs, which ultimately contributes to employee retention and productivity.

Leveraging trusted tools like employee apps, ranked the top source of information by 60% of users, can also further enhance transparency and engagement.

When communication flows clearly and consistently, trust follows.

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

Ending Blame Culture: Leaders’ Playbook for Workforce Growth

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Ending Blame Culture: Leaders’ Playbook for Workforce Growth

Accountability forms the bedrock of a high-performing organizational culture, but for many teams, the tendency to shift blame creates a significant obstacle.

Often stemming from fear of failure or a lack of ownership, this behavior can undermine workforce morale, stall professional growth, and contribute to a 20% decline in employee engagement, as reported by Gallup in 2024.

In 2025, with a 3.5% unemployment rate (SHRM, 2025) intensifying talent competition and economic pressures mounting, cultivating accountability has become a top priority for business success.

The HR Spotlight team engaged with HR and business leaders to tackle the question:

Shifting blame comes easy to some employees, a habit that can be quite detrimental to workforce morale and growth. What are your go-to solutions to improving accountability within your workforce?

Their responses—from fostering open communication to implementing tech-driven performance tracking—provide actionable insights for creating a culture of responsibility and teamwork, empowering organizations to flourish amidst today’s economic and cultural challenges.

Read on!

Leila Rao
Agile Coach, Author, Cultural Cartography

Leila Rao

To strengthen accountability, start with clear expectations and shared goals. When people know what success looks like, and how it fits into the broader purpose, they can take initiative with confidence.

It also helps when work is visible. Supported, not surveilled, celebrating progress and making room for real-time course correction when needed.

And perhaps most importantly, accountability stems from feedback – especially when it’s part of everyday culture, not just isolated occasions.

A quick conversation, a thoughtful check-in, a moment of acknowledgment – these all reinforce that follow-through matters. It’s in showing up for each other that accountability becomes a shared value.

When people feel aligned, equipped, and respected, accountability doesn’t need to be enforced, it’s embedded.

Nirmal G
Founder & CMO, WP Creative

Nirmal G

I used to think accountability was about setting rules and hoping people followed them. But what really changed for us was creating a space where people felt safe to speak up.

What I noticed was that when something went wrong there was either silence or finger pointing. That slows everything down and builds tension. So we made one simple change. Every task has one clear owner. No confusion, no passing the buck.

We also started doing weekly check-ins. These aren’t formal meetings, just a chance to talk about what’s working and where someone might need help. It’s helped people feel more supported and less defensive. I also make sure to own my mistakes. If I mess up I say it. That sets the tone.

When people see being honest won’t get them in trouble they’re more likely to take responsibility. Over time that built a stronger, more accountable team.

Ushmana Rai
Owner, TDEE Calculator

Ushmana Rai

Shifting blame is usually an indication of a more insecure, confused, or untrusting state of being in people. The solution that I have always turned to is creating an accountability culture where it is seen as empowering, rather than punishing.

Define ownership clearly: There must always be one, and only one, person who is responsible for every task or project. Shared responsibility leads to shared excuses.

Make accountability visible: We just have simple dashboards open to all, with tasks, owners, and deadlines on it. The visibility alone brings in enough pressure—without micromanagement.

Normalization of accountability from the top: Leaders have to show what it means to own up to mistakes. If a manager doesn’t ever say, “This is my fault,” no one else will.

Looking forward to holding oneself accountable: Instead of raising questions like, “Who is to blame?”, we ask, “How can we avoid such things in the future?” It is a change in orientation from defensiveness to improvement.

Accountability can only be active when people feel empowered and trusted. It is not about control; it is about clarity, consistency, and culture.

Jean-Louis Benard
Co-founder & CEO, Sociabble

Jean-Louis Benard

Accountability in the workplace is important for overall success. Maintaining it is not just limited to having expectations and rules in place. One of the biggest challenges I have faced is tackling employees who have the tendency to shift blame.

To handle this issue, I focused on offering my team psychological safety, where they feel safe to own both their successes and failures. This doesn’t mean you overlook mistakes. You simply normalize failure and turn it into a learning opportunity.

The best way to do this is to stay vulnerable and open about your own mistakes and lessons. Teams are often more open to learning and improving when they feel it is okay to make mistakes.

To build a sense of accountability, clear communication is also important. Have specific expectations for each individual and goals that can be tracked so that everyone knows what they are responsible for.

Regular check-ins, celebrating small wins, and discussing areas of improvement can also make a difference.

Finally, tell your teams about the difference their work is making in the company.

When employees understand their direct impact, they are more likely to take ownership and hold themselves accountable.

This way, their morale will improve, and they will work for continuous growth.

Corina Tham
Finance & Sales Director, CheapForexVPS

Corina Tham

Fostering accountability in the workplace begins with defining clear responsibilities and demonstrating them in action.

I think it’s vital to build a culture where team members grasp their duties and feel encouraged to take charge of their work. Consistent feedback sessions and transparent conversations have worked well for me to track progress and resolve obstacles early on.

I’ve also noticed that celebrating individual achievements reinforces a sense of duty, as people are naturally motivated to keep performing well. When errors occur, I promote discussions centered on growth and solutions rather than assigning blame.

Trust is equally crucial—showing confidence in your team inspires them to respond with accountability.

At its core, it’s about creating an atmosphere where everyone feels appreciated and driven to deliver their best.

Dr. Victoria Grinman
Psychotherapist, Leadership Advisor

Dr. Victoria Grinman

From my work with teams navigating growth and change, I’ve found that blame rarely stems from malice; it’s often a protective reflex in environments where psychological safety is low and perfection is prized over process.

To counter this, I guide leaders to:

  • Normalize healthy mistake culture by modeling self-accountability at the top and actively celebrating course correction as a sign of strength.
  • Use values as anchors—when accountability is framed as alignment with shared values rather than personal flaw, people step forward rather than shrink back.
  • Create feedback systems that invite ownership: Regular, skillful feedback loops—paired with development-oriented 1:1s—turn defensiveness into engagement.

Dr. Felix Lucian Happich
CEO & Founder, Formation Consultant

Dr. Felix Lucian Happich

Any business owner will tell you that mistakes are inevitable in running an enterprise. Success will depend on how one reacts to it. To encourage accountability in the workplace, focus on the process rather than the person to blame.

Simon Sinek, author of Start with Why, has said that leaders who shift blame to employees can erode trust and create a culture of fear. He also said that accountability starts from the leaders. Instead of asking who made the mistake, true accountability focuses on why things went wrong.

Concrete ways that this can be achieved include setting up a clear system where expectations and roles are clearly defined. There should also be a regular set of feedback mechanisms that makes use of measurable and realistic goals. Clarity can help a business owner spot issues more easily.

Finally, ensure that there is a culture of responsibility in the company. Open communication and productive feedback loops should be in place. An example of this is regular check-ins and performance reviews.

Jocelyn Greenky
Founder, Sider Road

Jocelyn Greenky

When you’re seeking to improve accountability, it pays to be more cut and dried than you would be in another aspect of your business and employee relations.

Here’s my advice, stop the blame game dead in its tracks by sticking to facts: whose job was it to get a particular task done? What was the hangup? Stay business-like and non emotional.

Create, on your own, an SOP (standard operating procedure) document to ensure transparency moving forward and this may require a digital checklist.

Shifting blame is a CLASSIC tactic of manipulators – there are many in our work environments – I call this being an offensive player. Some people are brilliant at this because most colleagues are not prepared for this type of aggression.

Good bosses know a bully when they see one. Addressing micro or macro aggressions face to face will go a long way to culling bad habits in your staff and boosting company morale.

Brian Futral
Founder & Head of Content, The Marketing Heaven

Brain Futral

Kill the Hero Culture: The fastest way to poison accountability is to idolize the firefighter who swoops in to fix everything at the last minute. That mindset creates blame silos. Instead, we reward consistency, not crisis control. When someone messes up but reports it early, they’re praised louder than the person who hides it until it’s unfixable.

You want to make accountability less about punishment and more about process alignment. I run post-error celebrations. It sounds weird, but it works. We dissect mistakes over donuts. When people know they won’t be shamed, they get honest fast.

Accountability by Design: We also engineered responsibility into our workflows. Not “you own this task” nonsense, but “you own this metric.” If a campaign tanks, no one’s hiding behind a task list they’re answering to performance data they agreed to own.

Most folks don’t avoid responsibility because they’re lazy; they avoid it because they think it’ll blow back unfairly. Fix that, and accountability becomes self-reinforcing.

The AI arms race brewing globally will leave behind organizations that can’t self-correct quickly. Accountability isn’t a buzzword. It’s a competitive edge.

In my shop, you’re not ready for leadership if you can’t say what went wrong and what you’ll do differently next time. And that clarity builds trust like nothing else.

Margaret Rogers
CEO, Pariveda Solutions

Margaret Rogers

It really starts with making sure there is alignment and a shared understanding of what someone’s role is accountable for, the outcomes that they drive, and principles of behavior. For experienced people, they will be better equipped to define how they get to the outcomes they are responsible for, while those early in their career might need more directing.

Quantitative and qualitative feedback loops are critical here for a person to be able to adapt what they are doing, especially if what they are doing is not working. It’s also why it’s critical to have a team that is committed to each others’ success, is willing to talk about our blind spots with candor and respect, and be open to taking in the feedback from others. When you have a team that can communicate this way, you offer the psychological safety required to avoid the need for blame-shifting all together.

As for the rationalizing or redirecting that often comes with blame-shifting, it’s important that these difficult conversations stay focused on what was in their control and what was within their ability to influence. As a leader, you have to provide some level of grace while still being able to hold others to the expectations they agreed to when they took the job.

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

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

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

Recent Posts

Unlocking Gen Z Potential: Innovative Tools and Tactics for Flexible Work Success

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Unlocking Gen Z Potential: Innovative Tools and Tactics for Flexible Work Success

With 46% of Gen Z prioritizing flexible schedules (per recent EY insights), the workplace is undergoing quite a noticeable shift as this digital-native generation demands work that fits their lives—not the other way around.

The Techronicler team tapped into the expertise of top HR leaders and business innovators to explore a burning question:

With 46% of Gen Z prioritizing flexible schedules, how is your organization adapting to meet this demand? What flexible work policies or tools have you implemented, and how do you balance Gen Z’s needs with other generations and business goals? Share your strategies and challenges!

Their candid insights reveal a bold new era of work—where adaptability meets ambition—and offer a roadmap for thriving in a multigenerational workforce.

Read on!

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj – Mixmax

At Mixmax, we’ve always embraced flexibility – we’re a fully remote company, with contractors and employees working across Europe, LATAM, the USA, and even the Philippines. That flexibility isn’t just about location, though. It’s also about trusting people to work when they’re most productive.

We don’t have rigid 9–5 expectations. Instead, we focus on outcomes. We use async tools like Notion, Slack, and Loom to enable collaboration across time zones, and we encourage autonomy. For Gen Z, who often value freedom and balance, this is a huge draw. But it’s not only about them-we’ve found this model works across generations.

The challenge? Keeping connection and culture alive without physical offices. That’s why we’ve invested in intentional rituals: regular all-hands, remote-friendly team events, and async onboarding tools that make people feel welcome. It’s about balancing flexibility with clarity and structure.

Steven Rothberg
Founder and Chief Visionary Officer, College Recruiter

Steven Rothberg – College Recruiter

I’ve heard it said that when it came to work, Baby Boomers wanted to make as much money as possible, Gen Xers like me wanted to make enough money to have balance between work and pleasure, Millennials wanted to figure out how others were making so much more money, and Gen Z wanted to figure out what money was as they didn’t have any.

If you agree that this statement isn’t entirely in jest, what it probably says to you is that Gen Z understands that its opportunity to make a lot of money from work isn’t nearly as good as the opportunities faced by previous generations, and so it is only natural that Gen Z will then prioritize other facets related to work, such as flexible work schedules.

One way that the company that I founded, College Recruiter job search site, adapted to meet this demand for more flexible work schedules was to shift to an entirely remote workforce way back in 1997. We require all of our employees globally to work roughly the same hours, but we don’t really care if someone starts at 8am or 10am our time, as long as most of their work hours overlap with those of the rest of our team.

Andrew Peluso
Founder, What Kind Of Bug Is This

Andrew Peluso – What Kind Of Bug Is This

We offer fully remote work with flexible daily schedules, as long as the job is completed and clients are satisfied.

That’s our baseline.

For Gen Z, we’ve found they value autonomy, but still want structure, so we anchor the week with two mandatory team calls and clear deliverables.

The challenge is syncing that flexibility with client deadlines and cross-generational teammates who may prefer traditional hours.

We use tools like ClickUp and Loom to manage asynchronous communication, which lets everyone contribute on schedule without dropping the ball.

It’s not perfect, but our productivity hasn’t dipped, and our team churn is near zero.

Hasan Hanif
Director, CEO, & Accountant, Colour Vistas

Hasan Hanif – Colour Vistas

Over at Colour Vistas, we are aware that there’s a flexibility boom, particularly from the Gen Z, the sole future workforce, and this has compelled us to offer flexible working hours and remote working.

This is because we have discovered that work-life balance is a prerequisite for almost all Gen Z.

We have also put in place all processes of digital communication and collaboration via Slack, Zoom, etc. to ensure that everyone in the organization is reached no matter where they live.

The main important thing in this is trust-trust for each employee to plan their schedule with regard to deadlines and quality of work. And that is an effective change for an encouraged and engaged team that can spend their time freely both personally and professionally.

But finding one’s balance between what Gen Z needs and what the rest of the generations seek isn’t easy. A few of our employees, especially some long-time ones, are not exactly what you would call flexible.

Therefore, from our point of view, we have clear communication upfront, set expectations, and attempt to operate beyond that line. In addition to open communication, we make sure that our entire team understands the benefits of flexibility among work locations that apply to the collective whole, but some degree of importance is attached to teamwork and collaboration.

Finding that place in the middle where flexibility is accepted but not to the exclusion of productivity or teamwork has been something that has worked fairly well but is always fine-tuning because we have to expand and learn more about what each generation wants.

Oryna Shestakova
Head of Communications, PapersOwl

Oryna Shestakova – PapersOwl

Our research at PapersOwl reveals that 95% of Gen Z and young Millennials find certain workplace behaviors – such as career catfishing, quiet vacationing, and coffee badging, as well as clocking out earlier, napping during working hours, and using corporate software for personal matters – acceptable. Many admitted to having done at least one of the 15 shortcuts we asked about.

These behaviors underscore Gen Z’s demand for greater autonomy in the workplace.

Lucy, one of the respondents, mentioned, ‘Why stay in a job that doesn’t respect me when I can freelance or find something better?’

Josh, another survey participant answered, ‘As long as I deliver on time, does it matter if I work from Bali beach?’

Desire for flexibility in the workday (66%); preference for working in a different location (41%) – These are the top two reasons why Gen Zers clock in and then go work somewhere else.

Organizations aiming to retain Gen Z talent must adapt by offering flexible schedules, prioritizing mental health, and fostering an environment of trust and open communication to balance generational expectations and overall business goals – or they risk having employees who would skip work occasionally due to mental strain(46%) or “just because they can.”

Amy Mayer
Product Engineer, Shawood

Amy Mayer – Shawood

To support Gen Z’s flexible work desires, we employed a hybrid work environment and integrated Asana and Zoom for async collaboration.

Productivity occurs via expectations and an outcome-based review system.

We’ve found success with choice versus compulsion—it transcends generations. Some people want direction; others want the freedom to determine what’s best for them.

That’s where we falter from a cultural and connective standpoint, but we’ve created many in-person team days to combat this issue.

Grace Savage
Brand & AI Specialist, Tradie Agency

Grace Savage – Tradie Agency

We don’t manage Gen Z by the hour. We manage them by outcomes.

Gen Z is the first fully internet-native generation; they are aware of their rights, their worth, and their options. They’ve grown up in a world of Uber, Fiverr, and YouTube monetization. Flexibility isn’t a perk to them – it’s the baseline.

So here’s how we’ve adapted:

Outcomes Over Hours: We’ve moved away from traditional 9-5 structures. Instead, we define clear KPIs, deliverables, or quotas and measure team members against those. If someone delivers what’s required, how or when they do it is secondary.

They might produce a website, write a launch email sequence, or complete a marketing rollout, and whether that happens at 10am or 10pm is up to them. We pay for the result, not the presence.

“Uber Model” for Knowledge Work: For many roles, especially in creative, support, or digital ops, we’ve adopted a drop-in model. Team members can log in when they’re ready to work, complete specific tasks or shifts, and log off. We don’t require fixed daily hours unless the role specifically demands it.

Some work casually. Some work like full-timers. It’s opt-in productivity.

Structured Touchpoints, Not Structured Days: We do keep a handful of fixed, team-wide syncs each week. But otherwise, they’re free to structure their time. This hybrid setup keeps alignment without micromanagement.

How We Balance Generational Needs

Not everyone wants complete flexibility; some prefer predictability. So, we keep one rule in place: clarity and fairness around expectations. If someone thrives with a 9-5 rhythm, that’s respected too. We don’t impose freedom; we offer it.

The core principle is mutual respect:

  • You own your outcomes.
  • We trust you to get them done.
  • You get paid based on value, not time.

The Challenges

The biggest challenge is the mindset shift. Leaders must move from managing time to managing trust. It’s uncomfortable at first, but once you see how Gen Z responds, it becomes second nature.

They’re not chasing gold watches at retirement. They’re chasing purpose, autonomy, and meaningful work. And if you can offer that, they’ll show up, deliver, and stick around.

Flexible work isn’t a “Gen Z” policy. It’s the new standard for high-output teams. The sooner you structure your business around outcomes instead of hours, the faster you’ll attract (and retain) the best talent across every generation.

Andres Bernot
Founder, Wow! Shirts

Andres Bernot – Wow! Shirts

We recognize that in the ways that flexibility is a major driver, one would probably say, for Gen-Z talent. The company has moved into flexible schedules and works remotely, especially on roles that allow such as Marketing and Design.

For example, the Design team’s work is hybrid, having aspects of in-office work and a requirement to work remotely. This way, they will be working outside their normal hours, tapping their creative juices without being as much pushed for productivity, yet ensuring job satisfaction.

We also employ Slack, Asana, and other online-created communities in keeping voices and projects going, ensuring that people at different places are aligned.

It is not always easy to balance the flexibility demanded by Gen Z workers with that needed by others from different generations and the business objectives. Luckily, we have learned that when given choices suiting different preferences, everyone thrives.

For instance, some of our team members from other generations prefer more structured hours, so we accommodate these by giving them the freedom to work within a specific framework of when and how long they can work. This keeps the whole team engaged, productive, and set up to meet the business goals.

The challenge comes with different kinds of expectations and keeping people connected, but open communication and some clear guidelines always really seem to help us find a nice middle ground.

Richard Dukas
Chairman & CEO, Dukas Linden Public Relations (DLPR)

Richard Dukas – DLPR

DLPR moved to a hybrid model in 2020, and it remains a core asset of our culture today. In a recent survey, our team members across generations highlighted flexibility as one of the things they appreciate most about the agency.

Anecdotally, our Gen Z employees value the collaboration and learning experiences fostered by their time in the office, so we work to make sure it’s a welcoming and productive environment.

When teammates are trusted to get their work done, whether that’s in the office, at home, or in a remote location, they are motivated to deliver their best thinking and highest quality results.

One particularly well-received policy allows all employees based in our New York City headquarters to work fully remotely for up to four weeks per year. From California to Ireland to the U.S. Virgin Islands, our team has enthusiastically embraced this opportunity, and productivity has remained consistently strong.

Jackie Churchwell
Co-Founder & CEO, Gratia

Jackie Churchwell – Gratia

At Gratia, flexibility isn’t just a perk—it’s foundational to our model.

With Gen Z prioritizing autonomy and purpose, we’ve architected a managed marketplace that offers these analysts remote, project-based opportunities tailored to their skill level, career aspirations and schedule.

Using AI to scope and match talent, our platform enables analysts—regardless of geography—to work asynchronously, choose engagements aligned with their strengths, and earn more as they upskill.

We believe this structure accommodates Gen Z’s preference for flexible work without compromising on quality.

For clients, it ensures continuity and output through structured mentorship and real-time oversight. Balancing generational needs is easier when flexibility is baked into the platform, not bolted on.

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

Resistance to Readiness: How Leaders Can Upskill Teams in AI and Analytics

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Resistance to Readiness: How Leaders Can Upskill Teams in AI and Analytics

The rise of AI and analytics is transforming industries, pushing organizations to urgently upskill their teams to stay competitive in a data-centric world.

Yet, preparing employees for this shift comes with significant challenges.

From addressing resistance to new technologies to managing limited budgets and diverse skill levels, HR and business leaders face a multifaceted journey to drive effective upskilling.

The HR Spotlight team posed a critical question to leading HR and business experts:
What practical challenges should leaders anticipate when helping their workforce advance in AI and analytics skills?

Their responses highlight key barriers—such as cultivating a culture of continuous learning, securing resources for robust training, and designing inclusive programs that meet varied employee needs—while providing practical solutions to navigate them.

As AI expertise becomes essential for organizational success, these leaders stress strategic foresight, transparent communication, and tailored approaches to empower teams.

Discover their insights below to learn how to overcome these obstacles and build a workforce ready for the demands of 2025.

Read on!

Chris Hunter
Director of Customer Relations, ServiceTitan

Personalized Development Paths Ease AI Transition Fears

Leaders have to take into consideration different levels of competence across teams, which means personalized development paths are required.

In addition, obstacles exist when people do not want to change or fear that machines will take jobs away from them. Thus, access to top-level training materials is essential, as is the ability to develop a culture of consistent improvement.

Finally, the integration of new AI software should not disrupt old workflows, which means stressed leaders have to take part in detailed planning and communication to ease employees into the transition.

Chris Brewer
Managing Director, Best Retreats

Lead by Example: Curiosity Drives AI Adoption

Expect resistance and uneven learning curves. Not everyone will be tech-savvy or excited.

Budget for ongoing training, not just one-off sessions.

Be clear about the “why” behind the upskilling so it feels relevant, not forced.

Create space for experimentation without fear of failure.

Most importantly, lead by example because curiosity is contagious.

Joel Miller
President, Miller Pest & Termite

Tailor AI Training to Roles for Faster Adoption

Leaders should prepare for resistance to change and varying skill levels across their workforce when introducing AI and analytics training.

Many employees may feel intimidated or unsure about how these tools fit into their daily work. It’s essential to address these concerns through clear communication and tailored training.

Another challenge is integrating new AI tools without disrupting current workflows.

Leaders need to plan for time and resources to support learning while maintaining productivity. Practical training must focus on real-world applications relevant to employees’ roles to build confidence and drive adoption.

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

Map Individual Gaps Before Building AI Skills

When upskilling teams on AI and analytics, leaders must prepare for several hurdles.

Uneven skill baselines: A one-size-fits-all bootcamp won’t work—map individual strengths and gaps, then offer tiered learning paths.

Tool proliferation: Bombarding learners with every new library or platform breeds confusion. Start with one core stack (e.g., Python + pandas + a BI tool), then expand.

Data quality & access: Without clean, well-governed datasets and clear ownership, analytics projects stall. Audit your pipelines before training begins.

Time constraints: Carve out protected “learning sprints” or micro-learning slots—don’t expect people to upskill on top of full workloads.

Change fatigue: Promote quick wins, celebrate early successes, and keep leadership visibly invested to maintain momentum.

Anticipating these challenges turns training initiatives from checkbox exercises into lasting capability builders.

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

Address Biology First for Effective AI Training

The dominant narrative frames AI literacy as a content issue, solved with more courses and longer modules.

That misses the actual bottleneck: cognitive fatigue and information rejection.

Most employees can handle 60 minutes of high-intensity abstract learning before the prefrontal cortex disengages and starts defaulting to rote behavior. Stretch that to two hours with no breaks and retention drops below 40%. Instead of expanding access to AI resources, more companies should be reducing training blocks to 45-minute intervals, followed by physical reset tasks that spike dopamine and improve memory encoding.

Without structured rhythm, upskilling becomes an intellectual treadmill.

Any AI training rollout that skips lifestyle recalibration will collapse under mental dropout.

Sleep compression reduces data absorption by 25% in 48 hours. Multitasking through Slack or email during training destroys analytical engagement. Movement, fuel timing, and environment temperature under 72degF all impact neuroplasticity.

These variables do not show up on a curriculum checklist, but they determine whether the content lands or bounces.

Every executive designing AI training must address biology first. Otherwise, the content is brilliant but the brain is unavailable.

Yoad Bet Yosef
Owner, Nature Sparkle

Gradual Learning Process Builds AI Confidence

When I started helping my team get better at AI and analytics, one of the biggest challenges was getting people comfortable with the new tools.

Many of our employees, especially those in customer service and marketing, were used to more traditional methods of working. Transitioning them to data-driven decisions required patience and clear, simple explanations of how AI could make their jobs easier.

One thing that worked was offering bite-sized training sessions that focused on real-world applications, like how AI could help with predicting customer preferences.

After implementing this approach, we saw a 22% increase in marketing team productivity, as they became more confident in using analytics to create personalized campaigns.

The key takeaway is: Make the learning process gradual, show the direct benefits to daily tasks, and celebrate small wins along the way. This way, your team can embrace the changes rather than resist them.

Marcus Denning
Principal & Senior Lawyer, MK Law

Align AI Tools with Daily Legal Practice

Often, lawyers struggle with using statistics because they perceive them as separate from the legal process. I helped a company explain the basics of data analytics by using daily examples and easy-to-understand legal terms for probabilities and trends. Presenting legal ideas as simple data allows people to learn them more quickly and retain them for a longer period.

I tried an AI tool for litigation and found it impressive at the start, but it was not fully aware of the details used in Victoria’s courts. They quickly rejected it because it did not fit with what they dealt with every day. It demonstrated to me that any software that does not align with the law or lawyers’ thought processes will not find use.

Furthermore, I have suggested that companies reconsider their expectations as people adapt to new ways of doing things. In some cases, junior lawyers did not use AI tools since their time was only recorded by billable hours. We changed the benchmarks for a brief period to encourage students to try different activities, and very soon students became excited about working together.

Mary Rizutti
HR Advisory & Compensation Resources group, EisnerAmper

Skill Analysis, Identifying Application, and More

While AI is changing so many aspects of business, with change comes challenges. There is clearly and expectedly a learning curve in this space. Companies are facing the challenge of a workforce that has had limited to no exposure and/or training in AI.

To work effectively with AI, a combination of technical and soft skills is needed. Technical skills such as knowledge of programming languages like Python, Java, R and C++ are commonly used in AI development. Individuals with backgrounds in computer science, data science, artificial intelligence, robotics, mathematics and statistics and software engineering may possess skills upon which they may rely to begin to understand large language and algorithm model development, as well as prompt engineering (the ability to optimize prompts for AI tools), as an example. may be acquired through self-study.

It’s important for companies to assess the current workforce to help them understand which employees might be suited to support an AI integration process.

One initiative many companies are undertaking is to perform a skills analysis on its workforce to identify those in-house who possess the capability to engage in identifying areas where AI may be appropriate.

Companies should also be prepared to deal with the challenge of identifying the application for AI within their companies. Some questions they should consider include: How far down the road should we go with AI? Are there controls in place to test and trust AI’s output? Do we have policies in place to monitor and provide guardrails for individual usage?

These challenges call upon leaders to not only possess, but to also instill and encourage keen problem-solving skills among their teams, to create ethical awareness around AI biases, privacy concerns and the responsible use of AI.

Fostering an environment of continuous learning, adaptability, curiosity, communication and collaboration needs to be a deliberate focus for leaders to enable their companies to travel the AI journey that is ahead.

Rebecca Trotsky
Chief People Officer, HR Acuity

Allow Employees to Shape AI Use

As HR leaders, one of our biggest priorities is helping our people leaders reskill and upskill their team members.

Many are excited by AI’s potential; yet, some challenges and concerns remain.

Fear of job displacement, lack of understanding, concerns about privacy and bias. Knowing these sensitivities, organizations that are adopting AI have to remember that trust and transparency are just as critical as training.

That means involving your employees from the start, allowing them to help shape how AI is used.

Making sure that they understand how AI is an enhancement not a replacement. And setting clear policies on how tools are used and what data is collected.

Danielle Pickens
Chief Program Officer, Urban Schools Human Capital Academy

Support Not a Substitute for Human Judgment

One key challenge for education leaders is preparing their workforce to effectively adopt AI and analytics. This goes beyond technical training as it requires a mindset shift toward data-informed decision making.

Educators are the heart of schools, yet many lack exposure to AI tools and face time constraints, making targeted professional development critical. Leaders must ensure equitable access to technology to prevent deepening disparities, while addressing ethical concerns like data privacy and bias.

AI should be seen as a support, not a substitute, for human judgment. It all starts with a strategic, empowered Human Resource team ready to lay the foundation for continuous learning.

By prioritizing upskilling and fostering an open culture, schools can begin to leverage AI to improve efficiency, accessibility, and ultimately, student outcomes. (126 words)

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

The Accountability Edge: Solutions to Transform Your Team

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The Accountability Edge: Solutions to Transform Your Team

Accountability is a cornerstone of a thriving organizational culture, yet shifting blame remains a persistent challenge for many teams. 

This habit, often rooted in fear of failure or lack of ownership, can erode workforce morale, hinder growth, and lead to a 20% drop in employee engagement, according to a 2024 Gallup report. 

As businesses navigate the complexities of 2025—including a 3.5% unemployment rate (SHRM, 2025) and heightened competition for talent—fostering accountability is more critical than ever. 

The HR Spotlight team reached out to HR and business leaders to address the query: 

Shifting blame comes easy to some employees, a habit that can be quite detrimental to workforce morale and growth. What are your go-to solutions to improving accountability within your workforce? 

From cultivating transparent communication to leveraging technology for performance tracking, their strategies offer a roadmap for building a culture of ownership and collaboration, ensuring teams thrive in an era of economic and cultural shifts.

Read on!

Garrett Yamasaki
CEO, WeLoveDoodles

Garrett Yamasaki

Fostering accountability starts with radical transparency and ownership. We ditched traditional top-down oversight for a system where every team member, from developers to customer support, co-owns quarterly OKRs (Objectives and Key Results). For example, our “Customer Delight” OKR includes metrics like response time (owned by CX) and product defect rates (owned by engineering).

Weekly check-ins aren’t about status updates but problem-solving together. If a shipping delay occurs, logistics leads present root causes and solutions, not excuses. This shifts blame into collective responsibility, as teams see how their work impacts others. Tools like 15Five track progress publicly, so there’s nowhere to hide, but also no shame in asking for help.

We also gamify accountability with peer recognition tied to impact. Our “Doodle MVP” program lets employees award virtual “bones” (via Bonusly) to colleagues who step up, like a warehouse manager who redesigned our packing workflow to cut errors by 25%. These bones convert to real rewards (extra PTO, charity donations), but social recognition matters most.

Finally, data is the ultimate accountability partner. We use Tableau dashboards to link individual KPIs to customer outcomes. For instance, if a marketer’s campaign drives traffic but has a high bounce rate, they’re tasked with auditing UX friction, not just celebrating clicks. This creates a culture where metrics are mentors, not micromanagers. When accountability feels like empowerment (not punishment) teams stop dodging blame and start chasing impact.

Shannon Estreller
Director of People, EvolveMKD

Shannon Estreller

At EvolveMKD, “Be Kind, Don’t Suck” isn’t just a catchy credo. We believe in fostering a performance-based culture rooted in respect and kindness. Our core values—passion, enthusiasm, transparency, teamwork, and restless discontent—are crucial to this.

Operating with restless discontent is a big part of accountability for us. It means we’re always looking to improve and grow, both individually and as a team. We see challenges and mistakes as opportunities to learn and develop.

Open communication and feedback are key to our approach, helping us stay aligned with our roles and responsibilities. This way, we can tackle challenges together instead of shifting blame, fostering trust and mutual respect among team members.

Ultimately, when we’re aligned with one another, employees can see their impact on the team’s success, which encourages a sense of ownership and responsibility. At EvolveMKD, accountability is about embracing a growth mindset and holding ourselves accountable for how we show up for each other.

Jasmine Charbonier
MPA, Jasmine Charbonier

Jasmine Charbonier

I’ve found that accountability starts from day 1 of employment. In my experience managing teams across different departments, setting crystal clear expectations upfront makes all the difference.

Back in April, I implemented a new system where each team member documented their key responsibilities in their own words — not some corporate handbook garbage, but real, practical stuff they own. The results were impressive, with about 85% fewer “that’s not my job” situations.

The thing is, most accountability issues stem from fuzzy boundaries and unclear ownership. So I started having weekly stand-ups (keeping them to 15 mins max) where team members share what they’re working on and any roadblocks. But here’s the key — I make sure everyone knows it’s not about catching people doing things wrong. It’s about identifying where support is needed.

I personally believe in the power of leading by example. When I messed up a client presentation last September, I owned it immediately in front of my team. Sent a clear message that mistakes happen, but hiding them or blaming others isn’t our style. That single moment shifted the dynamic dramatically — suddenly my team felt safer admitting their own missteps.

Metrics matter too, but not in that soul-crushing corporate way. I work with each person to set their own performance targets (with my guidance, of course). They’re way more invested when they help create the standards they’re measured against. And it works — saw a 40% boost in project completion rates using this approach.

Here’s something that might sound counterintuitive — I actually encourage calculated risk-taking. Told my team I’d rather see them make bold moves & fail occasionally than play it safe & achieve nothing. Created this thing called “failure fridges” where we share lessons from our mistakes over coffee. Sounds weird maybe, but it’s transformed how we handle setbacks.

And documentation — can’t stress this enough. Not endless paperwork, but simple project tracking that shows who’s doing what & when. Started using a basic shared dashboard (nothing fancy, just spreadsheets really) where everyone updates their status. Cuts through the “I thought someone else was handling that” nonsense real quick.

The most important piece though: Recognition. When someone owns their responsibilities & crushes it, I make sure everyone knows. Not just a quick “good job” in passing — I’m talking specific callouts about what they did & why it mattered. This positive reinforcement creates a cycle where people actually want to be accountable.

Stephanie Pittman
A Communication Coach/Improvement Solution

Stephanie Pittman

Shifting blame is a natural human response. When we make a mistake or feel called out, our instinct is often to protect ourselves, guard our image, and avoid criticism. But while that instinct is normal, it’s not helpful. Especially in a workplace where progress depends on taking responsibility.

When blame-shifting or defensiveness creeps in, we move into denial mode instead of a productive, solutions-oriented space. I work with a lot of leaders who ask: How can I get my employees to take more ownership of their work?

Here are my go-to strategies:

Learn how your employees prefer to receive feedback: Everyone’s different. Some people appreciate being told in the moment, others prefer written notes they can digest privately, and some want scheduled feedback so they can mentally prepare.

One leader I coached was frustrated that his team kept repeating the same mistakes, despite her constant feedback. When we dug deeper, we realized his “on-the-fly” corrections were stressing the team out. Once he shifted to weekly one-on-ones with space for calm, clear feedback, performance improved across the board.

And don’t save it all for annual performance reviews. Regular, constructive feedback builds trust and keeps issues from piling up.

Focus on the action, not the person: Words matter. Instead of saying, “You always mess up the math on these reports. Do better,” try: “Can you double-check the numbers on this report before sending it?”
This simple shift keeps the tone professional and encourages responsibility without triggering shame or defensiveness.

Lead by example: Accountability starts at the top. If you want your team to own their mistakes, you’ve got to model that behavior first. Be transparent. Admit when you mess up. Own your part.

I’ll never forget a professional I worked with who made a public mistake during a high-stakes project. Instead of brushing it off, she opened the next team meeting by saying, “I missed something important, and it affected your work. Here’s what I learned from it, and how I plan to prevent it moving forward.”

Her team respected her more (not less) for that moment of honesty. And guess what? They started showing up with more ownership too.

Bottom line: Accountability isn’t about calling people out. It’s about calling them up. Invite your team into a culture of responsibility where feedback is clear, mistakes are learning opportunities, and everyone (from intern to exec) knows they’re safe to grow.

George Burgess
Serial Entrepreneur, Modern Day Talent

George Burgess

The key has to be very clear deliverables and deadlines. If these are documented, accountability becomes crystal clear.

By implementing this approach, we foster a culture of transparency where team members understand exactly what is expected of them, when, and why.

We support these clear objectives with consistent communication channels that allow for real-time progress tracking and immediate problem-solving.

Our goal is to create an ownership-driven environment that empowers employees by providing the necessary tools and resources, while establishing a safe space for acknowledging challenges and seeking proactive solutions.

Cassy Nychay
People & Culture Manager, Vladimir Jones

Cassy Nychay

Shifting blame can undermine both the individual and team morale, impacting the overall growth of the organization. Building and maintaining a culture of accountability requires consistent effort from top to bottom and a strategic approach.

Below are five strategies that I have found effective in fostering accountability across teams:

Clear Expectations and Transparent Communication: The foundation of accountability starts with clear, well-communicated expectations. When employees know what is expected of them, they are better equipped to take ownership of their tasks. Regular team meetings, clear documentation of responsibilities, and setting realistic and measurable goals all contribute to this clarity.

Lead by Example: Accountability starts at the top. Leaders and managers should model the behavior they expect from their teams. If they take responsibility for their mistakes and failures, it sets the tone for others to do the same. Encouraging a growth mindset where mistakes are viewed as learning opportunities helps reinforce this culture.

Acknowledgement and Recognition: Acknowledging employees who consistently demonstrate accountability can motivate others to do the same. This could range from public recognition at team meetings to more formal incentives like bonuses or promotions. When employees see that accountability leads to positive outcomes, they’re more likely to embrace it. The wrong thing to do is reward bad behavior due to being scared that a team member will leave if they don’t get what they want.

Foster a Safe Environment for Open Dialogue: Encourage employees to speak up when challenges arise. An environment where people feel safe to admit when things aren’t going as planned helps prevent the tendency to shift blame. When mistakes are acknowledged early on, they can be corrected more efficiently without undermining team trust.

Implement Regular Feedback Loops: Continuous feedback (both positive and constructive) is essential for reinforcing accountability. It helps employees understand what they’re doing well and where they can improve. Review cycles are important, but frequent check-ins ensure that accountability is maintained throughout the year.

When issues do arise, it’s essential to approach them with a solution-oriented mindset. Instead of assigning blame, focus on addressing the root causes of the problem and offer support to help employees improve. Providing tools, training, and coaching fosters long-term accountability without creating a blame culture.

John Talasi
CEO & Founder, Financer

John Talasi

From my experience, accountability issues often stem from unclear expectations. I see that the most effective solution is creating crystal-clear visions from the start. When someone knows exactly what they’re responsible for and how it impacts the bigger picture, blame-shifting becomes almost impossible.

In my company, we implement a simple “ownership matrix” where each team member has defined responsibilities with measurable outcomes. This eliminates the “that’s not my job” syndrome. When metrics drop, there’s no question about who needs to address it.

I’ve also found that celebrating accountability is as important as enforcing it. When someone takes ownership of a mistake and fixes it, we acknowledge that publicly. This transforms the culture from fear-based to growth-oriented.

The most overlooked aspect of accountability is modeling it yourself. As a leader, I openly admit when I’ve made mistakes and show how I’m correcting them. This removes the stigma around failure and encourages others to take ownership.

Jayanti Katariya
CEO, Moon Invoice

Jayanti Katariya

“We replaced blame with post-mortems”

In my experience, blame-shifting is a symptom of fear, fear of failure, fear of consequences, and fear of losing face. So instead of reacting to the behavior, we rewired the environment that triggers it. At Moon Invoice, we introduced a culture of blameless post-mortems.

Every time something goes off-course, be it a missed deadline, a feature bug, or a marketing misstep, we hold a structured retrospective focused solely on “what” went wrong, not “who.” Everyone involved contributes honestly, without fear of finger-pointing. And we document learnings in an internal log that’s accessible across teams.

But here’s the twist: We ask each contributor to share one thing they personally could have done differently to create a better outcome. This subtle shift makes accountability self-driven, not enforced. Over time, it’s turned reactive behavior into proactive ownership.

The surprising result? Accountability isn’t just up—it’s infectious. When employees see leaders owning their own misses publicly, they follow suit. And the focus naturally shifts from excuses to execution.

Eunice Arauz
Founder, Pets Avenue

Eunice Arauz

To foster accountability, I aim to build trust and clarity regarding expectations. I try to ensure that each person is clear on what’s expected and how their work fits into the larger vision.

I have found that regular check-in and creating a space for open discussion regarding successes or struggles helps too. I give my team the opportunity to own the work by giving them some flexibility in relation to how they can solve the problem.

An example I have seen successful in practice is when I assign pet care specialists specific pet health records and let each of them track their own records of care. This has grown the care report accuracy by 15%.

When the task feels personal accountability improves.

Andrew Lokenauth
Founder at TheFinanceNewsletter.com

Andrew Lokenauth

From my 7+ years leading financial teams, I’ve learned that accountability starts at the top. Last month, I had to address a massive reporting error that cost us $50K — and instead of pointing fingers, I took responsibility for not having proper checks in place. The team’s response was immediate. They started owning their mistakes and focusing on solutions.

I’m a firm believer in setting crystal clear expectations. In my department, we’ve implemented what I call “responsibility mapping.” Each team member knows exactly what they’re accountable for, and there’s no grey area. The results speak for themselves – our error rate dropped by 35% in just 3 months.

The thing is, most accountability issues stem from fear. I’ve seen it countless times — people hide mistakes because they’re scared of consequences. So I changed our approach. Now, when someone comes to me with a problem they created, we focus on fixing it together. And let me tell you, it’s transformed our culture.

Documentation has been a game-changer for us. My team uses a shared dashboard (we picked Asana after trying like 5 different platforms) where everyone can see project status & ownership. It’s eliminated the whole “I thought someone else was handling that” excuse — which used to drive me crazy.

But here’s something that might surprise you – I’ve found that giving more autonomy actually increases accountability. When I stopped micromanaging my analysts and let them own their projects completely, they stepped up big time. One of my team leads took initiative on a cost-reduction project and saved us roughly $100K last quarter.

Regular check-ins matter too. I do quick 15-min stand-ups with my direct reports, and they do the same with their teams. Not to check up on people, but to remove roadblocks. These meetings helped us catch issues way earlier — saving both time & money.

And sometimes you’ve gotta make tough calls. I had an employee who consistently blamed others and refused to take responsibility. Despite multiple conversations, nothing changed. Making the decision to let them go was hard, but the team’s performance improved dramatically afterward.

The secret sauce — celebrating when people own their mistakes and fix them. In our monthly meetings, I highlight situations where team members showed accountability. It’s created this positive reinforcement loop that’s totally changed how people approach challenges.

Trust me on this one: accountability isn’t about punishment or strict oversight. It’s about creating an environment where people feel safe enough to own their actions & outcomes. That’s when real growth happens.

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

Unlocking Multigenerational Success: HR Leaders Share Solutions

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Unlocking Multigenerational Success: HR Leaders Share Solutions

Today’s workforce spans generations, from Baby Boomers to Gen Z, each bringing unique perspectives, work styles, and expectations.

Managing and engaging this diverse mix is a complex task for HR and business leaders, with challenges ranging from communication gaps to conflicting priorities.

To uncover actionable insights, we asked a panel of seasoned HR professionals and business leaders:
“What is one challenge associated with managing and engaging a multigenerational workforce, and what’s one way to address it?”

In this article, their responses reveal practical strategies and fresh approaches to bridge generational divides, foster collaboration, and create a thriving workplace where every generation feels valued and motivated.

Read on!

Kraig Kleeman
Founder, CEO, The New Workforce

Kraig Kleeman

One significant obstacle in overseeing a multigenerational workforce is the varying communication preferences. Younger generations tend to prefer fast, digital communication, whereas older generations favor more conventional methods such as emails or face-to-face discussions.

To tackle this, I suggest promoting cross-generational mentorship. Based on my experience, when employees of various generations collaborate closely, they become accustomed to each other’s styles. It’s an excellent means of closing the gap, improving teamwork, and fostering innovation—something I’ve witnessed directly as my businesses have expanded.

Diego Lopez
HR Administrator, Excel Engineering

Diego Lopez

One significant challenge in managing and engaging a multigenerational workforce is effective knowledge transfer and collaboration between different age groups. 

Our younger employees often bring fresh perspectives and technological proficiency, while our more seasoned employees bring invaluable industry experience and institutional knowledge. These differences can sometimes lead to communication barriers.

To address this challenge, at Excel Engineering we’ve implemented a mentorship and phased retirement program. This program allows retiring employees to gradually transition out of their roles while working side-by-side with and mentoring younger colleagues, documenting their knowledge and processes. 

This careful (and often many months-long) approach not only ensures that valuable company expertise is retained but also fosters a culture of continuous learning and collaboration. 

By encouraging intergenerational knowledge sharing, we find we get the benefits and strengths of each generation, creating a more dynamic and innovative work culture and outcome.

It’s interesting to note that one of Excel’s core strategies since its founding 30+ years ago has been to build a sustainable and knowledgeable team by hiring retirees in their 60s, 70s, and 80s. 

This approach not only bridges the talent gap (with the Bureau of Labor Statistics projecting ~140,000 annual job openings for engineers due to growth and retirement) but also highlights a recent Bain & Company report that underscores the critical role older workers (50+) will play in a shifting global economy.

David Case
President, Advastar Group

David Case

One of the biggest challenges of managing a multigenerational workforce is the fact that employees expectations and priorities for the workplace and their career change depending on their age and where they are in their life. This can impact everything from how the team communicates to the values and culture you promote in your workplace to the types of professional development and employee benefits that it makes the most sense for you to offer.

I see this as being the biggest challenge for relatively small businesses. Larger companies may be able to both afford and justify offering a variety of options for things like continuing education or employee benefit coverage, allowing them to meet the needs of individuals from multiple generations at once. That may not be feasible for a smaller organization, however, especially if the generations aren’t equally represented in the workplace.

The best solution I can offer is to go beyond the generational divides and instead focus on the specific individual needs of your team. Conduct a survey to find out what your current team likes and doesn’t like about your work environment, internal communication systems, and the benefits or learning opportunities you offer. You still may not be able to please everyone, but by basing these decisions on the real-world needs of your employees rather than generalizations based on generations, you can at least be sure you’re directly addressing the needs of as much of your team as you’re able.

Jennifer Mihajlov
EVP – North America, Qualee

Jennifer Mihajlov

One significant challenge in managing a multigenerational workforce is aligning communication preferences. For example, Baby Boomers may prefer face-to-face interactions, while Millennials and Gen Z often lean toward digital platforms. This divergence can hinder collaboration and create friction.

Qualee helps bridge this gap by providing a centralized platform for communication and engagement. It enables organizations to deliver important updates via multiple channels, including mobile-friendly formats that cater to tech-savvy generations while remaining accessible to those who prefer simplicity. Additionally, its customizable workflows allow leaders to tailor messages based on audience preferences, ensuring everyone stays informed and connected.

By leveraging Qualee’s inclusive communication tools, organizations can create a seamless flow of information that respects diverse preferences, promoting a cohesive and productive work environment.

Kristen V. Carter
Owner, Kristen V. Carter Entertainment LLC

Kristen V. Carter

As a television showrunner and CEO of a boutique production company Kristen V. Carter Entertainment LLC, I run multigenerational production teams anywhere from 5-150 people with a variety of experiences and skill sets.


One specific challenge that I encounter with overseeing a multigenerational workforce is ensuring that everyone on my team can access and understand the same types of systems. Whether that is a technological system or organizational system, it is imperative that every person on the team have a similar level of confidence as it comes to the programs that we use and the materials through which we complete tasks.


It is my job to ensure that everyone grows in their comfortability as they adjust to the workflow that works best for the collective team. It is important that everyone feels that they can contribute and receive clarity and affirmation throughout the production process.

Ali Zane
CEO, Imax Credit Repair

Ali Zane

A pressing issue in managing a multigenerational workforce is the stark contrast in attitudes toward work-life balance. Baby Boomers and Gen X often prioritize job security and traditional career growth, viewing long hours as a badge of commitment. Conversely, Millennials and Gen Z emphasize flexibility, prioritizing remote work, mental health, and personal time. 

These divergent priorities can create friction in team dynamics, with older employees perceiving younger colleagues as less dedicated and younger employees seeing older peers as workaholics.

The key is implementing a dynamic work environment that caters to diverse needs. Offer options like compressed workweeks for those who value traditional schedules alongside remote or hybrid models for flexibility seekers. Introduce robust wellness programs encouraging employees across generations to unplug, such as company-wide mental health days or mindfulness initiatives.

Additionally, transparent conversations about productivity rather than “hours worked” can bridge the gap. Equip teams with productivity tools like Asana or Notion that focus on deliverables rather than time logs, fostering mutual respect for different working styles.

Ryan Farley
CEO, LawnStarter

Ryan Farley

I’d say differing communication styles can be one of the biggest challenges when it comes to managing a multigenerational workforce. This is something that’s been a bit of a learning process for me.

Prior to the last few years, I’ve had the most experience with managing teams consisting mostly of Gen X and millennials, but these differences in communication preferences and styles have become especially evident as more Gen Z individuals join professional roles.

For instance, I’ve found that Gen Z is incredibly direct in a way that can sometimes feel unprofessional, but can actually be helpful when it comes to understanding your employee engagement and expectations. Millennials tend to need more reassurance in my experience, while Gen X tends to be more independent.

Josh Qian
COO and Co-Founder, Best Online Cabinets

Josh Qian

One common challenge in managing a multigenerational workforce is differing technological proficiency. Younger employees often embrace new technologies quickly, while older generations may be more hesitant or require additional training. The disparity can lead to frustration and inefficiencies in collaboration.

We can implement a mentorship program focused on technology skills to address this. Pairing tech-savvy younger employees with those who may need more support can create a collaborative learning environment. Regular training sessions catering to varying skill levels can empower all employees to become more comfortable with the tools we use.

We foster an atmosphere where learning is encouraged and supported to enhance overall productivity and ensure everyone feels confident utilizing the latest technology to streamline our processes.

Patty Pavia
People Operations Manager, biöm

Patty Pavia

One challenge of managing a multigenerational workforce is balancing communication preferences. For instance, younger team members often prefer quick, digital communication like chat apps, while older employees might value face-to-face meetings or phone calls. This difference can sometimes lead to misunderstandings or frustration.

To address this, we created a flexible communication policy that embraces both styles. For team updates, we use a mix of tools: sending concise messages via chat apps and scheduling periodic in-person or virtual meetings for deeper discussions. This hybrid approach ensures everyone feels included and respected, regardless of their preferences.

Melody Allameh
HR Benefits and Wellness Manager, Dudek

Melody Allameh

We must shift our perspective on the challenge of managing and engaging a multigenerational workforce and view it as an opportunity. Addressing the diverse demographic needs of our employees is a priority.

Different generations bring distinct needs, from continuous learning to workplace fulfillment and maintaining a balanced lifestyle. As the HR Benefits and Wellness Manager at Dudek, I am dedicated to addressing these focus areas in relation to employee well-being.

Organizations should embrace a holistic approach to employee well-being that considers the unique needs of each generation. By implementing comprehensive wellness programs that prioritize total well-being—not just physical or mental health—employers can foster an inclusive environment that supports all employees.

Overall happiness and productivity stem from a balance of multiple factors, rather than one dimension of life. Additionally, consistently gathering employee feedback to understand their evolving needs and adjusting wellness initiatives accordingly will help foster a culture of engagement across a multigenerational workforce.

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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