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

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

Jenna Rogers

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

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

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

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

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

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

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

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

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

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

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

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

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

 

About the Author

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

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

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

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

You can also follow Career Civility on Instagram and LinkedIn.

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

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

Recent Posts

Optimizing Employee Performance: Leaders’ Tips for Effective Evaluations

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Optimizing Employee Performance: Leaders’ Tips for Effective Evaluations

What’s the optimal frequency for employee performance evaluations? 

And what are the most effective methods and tools for conducting these reviews? 

These are crucial questions for any organization seeking to foster a high-performance culture and support the growth and development of its employees. 

In this post, we seek answers from those leading the way. 

Here, HR and business leaders share their current practices, revealing how often they conduct performance evaluations and detailing the preferred methods and tools they utilize. 

Their insights provide a practical guide for organizations looking to optimize their performance management processes and create a more meaningful and impactful experience for both employees and managers.

Read on!

Khurram Mir
Founder & Chief Marketing Officer, Kualitatem Inc

Quarterly or Biannually

In order to give regular feedback and guarantee consistency with business objectives, employee performance reviews are usually carried out on a quarterly or biannual basis. 

A combination of techniques, including one-on-one meetings, self-evaluations, and 360-degree feedback, enables a thorough review of an employee’s contributions and opportunities for improvement. 

The process is streamlined by tools like Lattice, BambooHR, or 15Five, which track performance data, provide clear goals, and enable ongoing feedback. 

In addition to increasing employee engagement, regular evaluations help the company develop a culture of accountability and progress.

Amaury Ponce
Business Owner, Ponce Tree Services

Top-Notch Service with Semiannual Reviews

At Ponce Tree Services, we conduct employee performance evaluations semi-annually to ensure our team consistently delivers top-notch service. 

With over 20 years of experience in the industry and as a certified arborist with TRAQ certification, I’ve developed a structured approach to these evaluations. 

Each session includes both a formal review and a hands-on assessment in the field. We use a combination of key performance indicators like safety adherence, customer feedback, productivity, and technical skill improvement to measure success. 

Tools such as checklists tailored to our services and 360-degree feedback help us gather well-rounded insights. By incorporating regular coaching sessions throughout the year, we ensure our employees are prepared for the review process, making it constructive rather than intimidating.

One example of how this approach has created positive outcomes involves a crew member who struggled initially with advanced pruning techniques. Through our hands-on evaluations, we identified the issue and tailored a training plan, pairing them with an experienced team lead for mentorship. 

Within six months, their skill level improved significantly, and their customer ratings went from good to excellent. My years of experience allowed me to spot potential and provide the right resources to unlock it. 

These evaluations aren’t just about critiquing performance; they’re an opportunity to build confidence, address gaps, and empower the team to grow. 

This commitment to development is a big reason our employees stay with us long-term and take pride in their work.

Ronald Osborne
Founder, Ronald Osborne Business Coach

A Mix of Quantitative KPIs and Qualitative Feedback

I conduct employee performance evaluations quarterly because businesses move fast, and waiting a year to address performance issues or recognize achievements is too slow. 

My preferred method is a mix of quantitative KPIs and qualitative feedback. I use structured one on one meetings, peer reviews, and self assessments to get a full picture of an employee’s contributions. Tools like performance management software help track progress, but real conversations matter most. 

My background in running multimillion-dollar businesses and coaching companies across different industries has shown me that a strong evaluation process drives both individual and business growth. 

A great example of this was when I worked with a struggling mid-sized company in the UAE that had issues with employee accountability. By implementing structured quarterly evaluations, setting clear performance metrics, and training managers to give constructive feedback, we saw a 40% increase in productivity within six months. 

Employees felt more engaged, turnover dropped, and the company’s profitability rose significantly. 

My years of experience in business coaching and my MBA in finance helped me design an evaluation system that aligned individual goals with business objectives, ensuring both the employees and the company thrived.

Peter Hunt
Director & Physiotherapist, The Alignment Studio

Biannual Evaluations for Regular Progress

At The Alignment Studio, we conduct employee performance evaluations biannually. 

This schedule allows us to regularly assess progress, set new goals, and provide timely feedback to ensure our team remains engaged and supported. 

These evaluations are a collaborative process, blending formal one-on-one discussions with ongoing informal check-ins throughout the year. We use a combination of structured performance metrics, tailored to each role, and qualitative feedback from both team members and clients. 

For instance, we track client satisfaction scores, professional development progress, and each employee’s contributions to our integrated care model. This approach ensures that evaluations are comprehensive and aligned with our mission to provide exceptional, multidisciplinary care. 

An example of this process in action is when I identified one of our newer physical therapists struggling to confidently manage complex cases. 

Leveraging my more than 30 years of experience, I mentored them through case studies and invited them to shadow me with athletes recovering from post-surgical rehabilitation. 

We incorporated a professional development plan into their evaluation, including additional training and regular case reviews. Within six months, their confidence had grown significantly, and they received glowing client feedback, particularly from patients dealing with similar challenges. 

This success story highlights how combining structured evaluations with tailored mentorship not only benefits the employee but enhances the overall quality of care we provide at The Alignment Studio.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Quarterly Evaluations for High Standards

At Ozzie Mowing & Gardening, I conduct employee performance evaluations on a quarterly basis. 

I believe regular feedback is key to maintaining high standards and ensuring the team consistently delivers exceptional results for our clients. 

With over 15 years of experience in the industry and a strong foundation in horticulture, I’ve developed an evaluation system that combines practical observation, client feedback, and employee self-assessment. 

During the evaluation process, I spend time working alongside each team member to see their skills in action, assess their knowledge, and provide on the spot coaching where needed. This hands-on approach ensures I can tailor feedback to their strengths and areas for improvement. 

Additionally, we collect client reviews and comments regularly, which give us valuable insights into how well we’re meeting expectations.

One example that stands out is when we hired a new team member who had little professional gardening experience but a clear passion for the field. 

Through regular evaluations and mentoring, I was able to guide them in developing essential skills like plant care techniques and efficient lawn maintenance. 

By setting measurable goals during each evaluation and using visual tools like before and after photos of projects to track progress, this team member quickly became one of our most reliable staff members. 

This structured, supportive process not only improved their performance but also enhanced the overall quality of our services. 

My qualifications and experience gave me the ability to spot their potential early on and provide the tools they needed to succeed, which ultimately strengthened our team as a whole.

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

Continuous Feedback and Real-Time Recognition

At Give River, we conduct employee performance evaluations with a focus on fostering a culture of gratitude and emotional intelligence, rather than limiting ourselves to traditional timelines. 

How frequently we evaluate isn’t set in stone—sometimes it’s weekly, other times it aligns with milestones like project completion. 

Our Insights Dashboard helps track real-time engagement and feedback, allowing us to adapt our evaluation frequency and approach continuously. 

Using tools like our Feedback Friday, we capture the team’s pulse regularly, ensuring concerns are addressed promptly. This encourages open dialogue and continuous improvement, aligning with our mission to create supportive environments. 

The positive loop of feedback from gamified challenges and recognition efforts has, for example, revealed an 88% increase in motivation and engagement among employees who felt valued. 

Making employee recognition a natural part of daily communication has been facilitated through integrations with platforms like Slack and MS Teams. 

These methods not only improve real-time evaluations but also instill a sense of belonging and appreciation across teams, which bolsters performance. 

My podcast and broader initiatives also emphasize these strengths, helping working moms integrate career growth and personal joy seamlessly. 

At Give River, we prioritize ongoing employee development rather than traditional performance evaluations. 

Inspired by Positive Intelligence and emotional intelligence principles, we emphasize continuous feedback and real-time recognition. This approach stems from my diverse career experiences, where recognizing and appreciating individual strengths significantly boosted team morale and productivity. 

We use our own platform’s innovative features, such as Feedback Friday, to capture regular employee insights. This method ensures feedback is timely and actionable, fostering a culture of open communication and continuous improvement. 

Our unique ‘drops’ system rewards team contributions, promoting engagement and motivation. For instance, after implementing a pilot of our gamified recognition tools, we noted a 20% increase in employee engagement within a month. 

This reinforces the belief that continuous, meaningful recognition can reduce burnout and increase overall workplace satisfaction.

Wayne Lowry SBS
CEO, Scale by SEO

Aligning Evaluations with Milestones and Initiatives

In my previous role as the head of a company with over 500 employees, I learned the importance of integrating innovative solutions into our operations. 

We didn’t follow a traditional performance evaluation schedule. Instead, we aligned assessments with specific company milestones and healthcare initiatives that directly impacted our bottom line. 

For instance, when we implemented the Frontier Direct Care program, we closely monitored employee health engagement and related performance metrics, which significantly reduced healthcare costs. 

I found that direct feedback and engagement were more effective than formal reviews. We encouraged open communication between employees and managers, allowing real-time adjustments and support. 

This approach fostered a culture of continuous improvement and accountability, aligning personal development with the company’s strategic goals. 

Incorporating DPC principles into our evaluation process also highlighted the importance of personalized care—not just in health but in professional development. 

By focusing on individual needs and strengths, we created a supportive environment that empowered employees to excel, much like the personalized healthcare model we advocate at Best DPC.

Matt Meadows
Founder, WorkStory

Monthly or Quarterly Check-Ins

In our experience, the traditional annual review often falls short in fostering meaningful growth. Instead, we’ve seen the most success when organizations embrace more frequent conversations—monthly or quarterly check-ins. 

These regular touchpoints allow for timely feedback, reduce recency bias, and create an ongoing dialogue that supports both employees and managers. 

To make this approach effective, it’s helpful to combine methods like one-on-one conversations and peer feedback with tools that simplify the process. 

Finding tools that help to aggregate all of that information helps to make the process more effective while also alleviating managers’ workloads. 

When feedback becomes part of the rhythm of work rather than a once-a-year event, it drives performance improvement in a way that annual reviews simply can’t match. The employee improves more quickly and the organization benefits as a result.

Dennis Lenard
CEO & Co-Founder, Creative Navy UX Agency

Uncovering Real Value of Daily Interactions

Managing an international remote team of design professionals means rethinking performance reviews to make them collaborative, continuous, and supportive. 

Rather than rigid, top-down evaluations, we focus on fostering open communication and empowering the team to thrive.

Formal check-ins happen every three months, where we review goals, align on priorities, and map out personal growth. 

However, the real value lies in our day-to-day interactions, which cover ongoing feedback, and problem-solving sessions. I trust my team to voice their needs and challenges, and my role is to provide the resources, guidance, and space for them to succeed.

We rely on simple yet effective tools like Calendly for scheduling and Notion for tracking progress, sharing updates, and maintaining transparency. 

This approach creates an environment of trust and agility, where feedback flows both ways, and performance is less about a singular review and more about continuous improvement and collaboration.

Courtney Zalesak
Vice President, Malek Service Company

Biannual Evaluations with Seasonal Alignment

In my role as Vice President at Malek Service Company, we conduct employee performance evaluations biannually as part of our Total Protection Plan initiative. This approach allows us to align evaluations with key seasonal maintenance periods in our industry. 

By evaluating performance alongside these critical business operations, we ensure our team is effectively contributing to our core services of HVAC, plumbing, and electrical maintenance.

I prioritize using a blend of qualitative feedback from customers and quantitative performance metrics. 

For instance, we analyze customer feedback forms and service completion rates to assess technician performance. This dual approach provides a comprehensive view of employee effectiveness, ensuring our high standards of customer service and technical expertise are maintained.

We also incorporate continuous skills training and technology updates into our evaluation process. 

By doing so, we not only assess past performance but actively support future growth, ensuring our team is prepared to use and implement the latest industry innovations. This proactive strategy keeps us at the forefront of service excellence.

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

Addressing Burnout: Strategies for a Healthier and More Productive Workforce

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Addressing Burnout: Strategies for a Healthier and More Productive Workforce

How are leading organizations tackling the growing challenge of employee burnout? 

What are the most prevalent factors contributing to this issue across different industries, and what proactive steps can companies take to mitigate its impact? 

In this post, we seek answers from the front lines, gathering insights from experienced HR and business leaders. 

We asked them to pinpoint the primary cause of burnout within their respective industries and to detail the specific initiatives or strategies their organizations have implemented to address this critical issue. 

Their responses offer a roadmap for building a more resilient and engaged workforce, highlighting the importance of proactive intervention and a commitment to employee well-being.

Read on!

Beryl Krinsky
Founder & CEO, B.Komplete

Lack of Work-Life Balance

As the owner of a Corporate Wellness Firm, we see employee burnout with our clients across many sectors. 

One of the biggest burnout contributors is a lack of work-life balance. 

We speak with employees who tell us that they are checking their email at night, on the weekends, and aren’t scheduling time for self-care and relaxation. 

We have also seen employees who are constantly on their phones – scrolling on social media, checking email, texting, and more. 

This also leads to burnout.

To help combat this, we offer a variety of wellness programs around mindfulness, self-care, and resiliency. 

For example, we have a Wellness Station that teaches employees about mindful living and balance in an accessible and actionable way. 

We offer workshops to help bring mindfulness to life, and ways to develop self-care routines. 

We also teach a “power of productivity” workshop that brings to life the danger of always being “on” and how to get more done, effectively, so that you have time for rest and relaxation.

James McNally
Managing Director, SDVH [Self Drive Vehicle Hire]

Micro-Decisions Overwhelm Employees

People think it’s from long hours or tough customers. 

That’s surface-level stuff. The real killer is actually micro-decisions. 

A hundred small choices pile up like pricing tweaks, route adjustments, and scheduling shifts. The brain overheats. Energy drains before the real work even starts.

We stripped that out. Simple playbooks for repetitive tasks. AI-assisted scheduling. Pre-set responses for common customer issues. 

Employees use their brainpower where it counts, not on “Should I approve this minor change?” or “What’s the best response for a late return?” 

The less they think about the routine, the more energy they have to handle the unexpected.

Amaury Ponce
Business Owner, Ponce Tree Services

Physical Demands and Extreme Weather

The most prevalent contributing factor to employee burnout in the tree service industry is the physically demanding nature of the work combined with extreme weather conditions. 

Climbing trees, operating heavy equipment, and performing hazardous removals require intense physical exertion, and doing so in extreme heat or cold only adds to the strain. 

Over time, this leads to exhaustion, increased risk of injury, and a decline in overall morale. With more than 20 years in the industry and as a certified arborist, I’ve seen firsthand how burnout can impact both safety and efficiency, so I’ve made it a priority to implement strategies that keep my team both physically and mentally strong. 

At Ponce Tree Services, we combat burnout by enforcing structured rest periods, rotating crews on high intensity jobs, and investing in top-quality safety gear to reduce strain. We also focus on ongoing training, ensuring employees use the most efficient climbing and cutting techniques to minimize fatigue. 

Additionally, we promote a strong team culture by encouraging open communication, recognizing hard work, and providing growth opportunities within the company. Because I’ve been in their shoes since childhood, I understand exactly what it takes to keep a crew motivated and safe. 

These efforts have led to lower turnover, fewer injuries, and a team that feels valued and energized, which ultimately results in better service for our clients.

David Holman
CEO, Weepli

High Customer Expectations

In the high-stakes arena of insurance tech, burnout doesn’t announce itself. It creeps in. Customers expect instant everything, and the race to meet those demands never slows.

So, we fought back. First, AI chatbots absorbed Tier 1 inquiries, slashing manual workload by 40%. Second, we carved out deep work blocks with uninterrupted hours free from meetings and group chats. But the real game-changer was switching to a four-day workweek.

Same output, fewer hours, and no productivity loss. The verdict is that burnout is inevitable when you push people too much. Sometimes, you need to restructure.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Physical Exhaustion and Seasonal Demands

One of the biggest contributing factors to employee burnout in the gardening and landscaping industry is physical exhaustion combined with seasonal demand fluctuations. 

Long hours spent in the sun, handling heavy equipment, and performing repetitive manual labor can take a serious toll on the body, especially during peak seasons when customer demand is high. 

Without proper recovery time and a structured workflow, fatigue sets in quickly, leading to burnout and reduced job satisfaction. 

To tackle this, I implemented a structured rotation system at Ozzie Mowing & Gardening, ensuring that team members alternate between physically demanding tasks and lighter duties. 

This strategy, combined with mandatory hydration and break periods, has significantly reduced fatigue while maintaining high-quality service. 

My 15 years of experience in the industry, coupled with my horticulture certification, allowed me to recognize early signs of burnout and implement proactive solutions. I introduced skill development sessions where team members can rotate into design and consultation roles, giving their bodies a break while expanding their knowledge. 

Not only has this improved morale, but it has also enhanced service quality, as employees feel more valued and engaged in the broader scope of gardening and landscaping. 

By prioritizing both physical well-being and career growth, we’ve created an environment where employees stay motivated and passionate about their work, leading to better results for both our team and our clients.

Abhishek Shah
Founder, Testlify

Pressure to Meet Hiring Targets

In the tech and recruitment industry, one of the biggest causes of burnout is the constant pressure to meet hiring targets and tight deadlines while managing high volumes of candidates. 

This fast-paced environment can lead to mental fatigue and disengagement. 

To tackle this, we focus on workload balance, flexible work arrangements, and clear priority setting. Regular check-ins, mental health resources, and encouraging employees to take breaks help maintain well-being. 

Most importantly, fostering a culture where people feel supported—not just pressured to perform—goes a long way in preventing burnout.

Nik Aggar
Business Development Manager, Outstaff Your Team

Heavy Workloads and Tight Deadlines

In the staffing industry, burnout is a real challenge, and one of the most prevalent contributing factors is heavy workloads with tight deadlines. 

I’ve seen firsthand how the fast-paced nature of our work such as juggling client demands, filling positions quickly, and managing multiple accounts can overwhelm even the most dedicated professionals. 

According to recent surveys, over 50% of workers in the U.S. report burnout due to long hours and rising stress levels, which is common in industries like ours where responsiveness is critical.

To combat this, we implemented several initiatives. One standout strategy is flexible work arrangements. We’ve introduced remote work options and adjustable schedules to help our team balance their personal and professional lives better. 

For example, recruiters can work from home on days when they’re not meeting clients or candidates in person. This flexibility has been a game changer for reducing stress. We’ve also prioritized mental health support by offering access to wellness programs and encouraging regular breaks. 

For instance, we’ve set up “mental health days” where employees can take time off without guilt if they feel overwhelmed. Additionally, we conduct regular workload check-ins to ensure tasks are distributed fairly and no one feels buried under unrealistic expectations.

Another initiative is fostering open communication. Weekly one-on-ones between team members and managers allow us to identify early signs of burnout and adjust workloads proactively. We also encourage employees to set boundaries like turning off notifications after hours to prevent the “always-on” syndrome.

Tim Alagushov
COO, IRBIS Air, Plumbing & Electrical

Physical Strain and Long Days

It is a huge challenge right now to get people interested in joining the home services industry as technicians or otherwise. 

We are fortunate that most of the people in our company are fairly young; however, ensuring that they enjoy long, fruitful careers is a concern of mine and something I’ve thought a lot about. 

In the past, and at other companies still today, home service technicians often had to perform demanding physical jobs while also working long days and spending hours in the car fighting traffic. At IRBIS Air, Plumbing & Electrical, I’ve dedicated a lot of time to solving this problem. 

One of the best solutions I’ve found is to ensure our technicians have adequate support. This means hiring support staff to manage things like equipment orders, customer service calls, project management support, and basically any task that takes technicians away from performing actual services. 

We also work to optimize their job schedule geographically to ensure that they aren’t spending an excessive amount of time driving between jobs or in traffic. 

Providing this level of support to our technicians helps narrow their responsibilities so that they can focus on their primary job without being pressured to go into overtime due to administrative responsibilities. Teamwork and workflow management are the best safeguards against burnout. 

We also work hard to proactively manage our busy seasons, ensuring that team members have the opportunity to take their vacation time when they need it while still being able to stay on top of their work goals. 

Work-life balance can be very difficult in service-based industries like ours, but as a manager, it is my job to help my team achieve this.

Ivan Rodimushkin
Founder & CEO, XS Supply

Constant Changes and Stress of Staying Updated

Constant technological changes and the need to stay updated can cause burnout. 

Our industry requires continual learning and adaptation to new medical technologies and supply chain innovations. 

This pressure to keep pace with technological advancements places a heavy burden on our staff. It’s mentally exhausting and relentless.

We invest in training and development to ease the burden of technological changes. 

By keeping our team well-informed and skilled, we reduce the stress associated with adapting to new systems. Regular workshops and seminars provide the tools they need to feel confident and competent. 

This ongoing education helps mitigate the stress of continuous adaptation.

Tanya Borovskaya
HR Director at Famesters

Compensation, Goals, and Performance Anxiety

At Famesters we specialize in influencer campaigns showing visible results, so our success is proved by performance-based metrics, which might actually be called the most contributing factor leading to burnouts. 

Agencies most often use commission-based compensation, where a significant part of the manager’s income is tied to the success of campaigns launched. This creates a direct financial incentive to achieve high performance, which can be stressful. In case campaigns don’t perform as expected, managers may face pressure increasing their stress level.

To address this issue, we encourage work-life balance and make sure that managers promptly use their paid time off and scheduled breaks to prevent burnouts. 

Teams have shifted working hours in accordance with the regions they work with. We have developed a mentoring program so that managers can address more senior colleagues for help and advice. 

And of course we constantly consult and train our clients about the nuances of influencer marketing to reduce micromanagement and unrealistic demands.

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

Employee-Focused Initiatives: Insights from HR and Business Leaders

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Employee-Focused Initiatives: Insights from HR and Business Leaders

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

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

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

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

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

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

Read on!

Chris Dyer
Keynote Speaker on Culture, ChrisDyer.com

Launch Sustainable Balance Program to Combat Burnout

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

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

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

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

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

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

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

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

Mark Krajnik, LSSGB, CPC
CEO, Performance Mindset Associates

Implement REAL Goal Achievement for Career Growth

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

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

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

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

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

Ronak Kothari
Owner, Ronkot Design, LLC

Adopt Advanced Social Media Tools

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

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

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

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

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

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

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

Victor Santoro
Founder & CEO, Profit Leap

Implement AI-Powered Continuous Training and Development

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

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

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

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

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

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

Elmo Taddeo
CEO, Parachute

Develop Personalized Learning and Development Platform

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

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

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

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

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

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

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

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

Lawrence Guyot
President, ETTE

Implement Flexible Work-From-Home Policy

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

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

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

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

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

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

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

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

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

Craig Lewis
Founder & CEO, Gig Wage

Enhance Financial Literacy and Well-being

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

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

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

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

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

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

Charles Berry
Director, Zing Events Limited

Create Innovation Lab for Team Building

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

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

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

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

Ryan T. Murphy
Sales Operations Manager, Upfront Operations

Streamline CRM and Sales Operations with AI

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

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

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

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

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

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

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

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

Justin McKelvey
Founder, SuperDupr

Improve Innovation and Collaboration Through Workshops

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

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Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

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

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

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

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

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

Read on!

Michelle Enjoli
Career Development Speaker & Coach, Michelle Enjoli International

Support Senior Leaders with Mentorship

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

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

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

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

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

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

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

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

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

This provides them with a tangible connection to the organization.

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

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

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

Ronald Osborne
Founder, Ronald Osborne Business Coach

Foster Inclusion Through Cross-Departmental Mentoring

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

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

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

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

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

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

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

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

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

Modestas Mankus
Founder, Talks Grow

Promote Inclusive Communication and Peer Support

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

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

For example, pairing new hires with mentors. 

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

Rejoyce Owusu
Vice President of Human Resources, Umatta Consulting

Organize Retreats and Team-Building for Executives

Employee loneliness is common in senior management positions in organizations. 

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

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

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

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

As a result, there is an employee assistance program.

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

Cultivate Emotional Intelligence and Recognition

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

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

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

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

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

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

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

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

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

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

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

Tamar Blue
Chief Executive Officer, MentalHappy

Create Interactive Platforms for Remote Workers

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

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

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

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

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

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

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

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Establish Local Networking Groups for Hosts

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

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

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

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

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

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

Avigail Lev
Founder, Bay Area CBT Center

Use Virtual Team-Building for Remote Employees

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

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

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

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

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

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Promote Communication and Community for Remote Jobs

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

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

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

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

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

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

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

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

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

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

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Jessica Chivers – Success and Positive Impact: How Comeback Coaching Supports Returning Employees

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Success and Positive Impact: How Comeback Coaching Supports Returning Employees

– Jessica Chivers

Picture yourself 30 minutes late for supper at a friend’s apartment.

You’re one of nine guests and although you’re familiar with a few of them, the majority are strangers.

You arrive to find your table mates looking relaxed and enjoying animated conversation about something you know nothing about.

Pause and consider this: how do you feel as their heads swivel to say hello?

I’m guessing at least a little awkward and maybe questioning if you fit in here.

That scenario, and the feelings that go with it, is akin to what’s played out around the globe thousands of times a week as employees return to work after maternity leave, sick leave and other extended absences from work.

Hold that thought.

Comeback coaching for smooth workplace and career transitions

Workplaces with a strategic focus on homegrown talent and employee development have been using coaching to support career transitions for decades.

For instance, executive coaching for an established line manager who is moved to lead a team of technical experts in a field she has relatively little expertise herself.

Coaching supports her transition through an uncomfortable time where new behaviours and ways of thinking need to be cultivated.

Coaching cuts the time it takes for that manager to be delivering effectively by creating a space for honest discussion of difficulties, discomfort and doubt and the generation of very specific actions she can take to become more proficient and at ease in the new space.

Back to employees returning to workplaces after an extended break.

It’s been a natural progression for high-performance cultures and those with a commitment to narrowing their gender pay gap to put return to work coaching – or ‘comeback coaching’ as I labelled it in 2012 – in place to ease the transition of women returning from maternity leave.

This is an arena I’ve been working in for twenty years and which has broadened into coaching for men returning from shared parental leave as well as both sexes returning from sick leave, sabbaticals and bereavement.

Last year I conducted research to understand the main effects and implications for the use of coaching to support employees returning to work after a break. 

Relatively little study has been done of ‘comeback coaching’ and what stood out from the data was the performance-enhancing effects all participants believed it to have.

A catalyst for efficiency after maternity leave

One participant, Alice, from an asset management firm was clear that the coaching had a catalyst effect:

“The transition was much easier for me because of the coaching. I think I’ve gotten to where I am now quicker than I would have without it.”

If coaching shrinks the time it takes to get back to pre-leave performance by even 20% that’s a significant efficiency boost.

I can say with confidence from anecdotal data gathered over two decades that it takes most people around six months to feel they are ‘back’ and delivering as effectively as they did before leave.

For another participant, Laura, the coaching played a part in retaining her:

“Even though I was only on a one year contract to know they were prepared to invest in me with coaching. It’s really paid off because now they’ve got a permanent employee.”

Increases in ambassadorial behaviour and other positive ripples

Some participants talked about their coaching experience leading them to do more of what could be described as ‘ambassadorial behaviour’; a proclivity to talk positively about their employers both internally and externally.

Overall, five lasting effects of coaching emerged from the study:

– Sense making and better-quality thinking.

– Better performance-related behaviours.

– Boosted confidence and self-awareness.

– Better health and feeling energised.

– Positively impacting colleagues.

Not only are these effects beneficial to the individual receiving the coaching, they have a positive ripple on the colleagues around them as Lisa reflected:

“Through the coaching I’ve changed my mindset about things, I think just being that wee bit more relaxed has had a positive effect of [my team]. I’m very relaxed and I think that does have a positive impact on the rest of the team”

Meanwhile Marina who works in a media company and had coaching after her first maternity leave looked at how coaching increased her prosocial behaviour at work:

“I’ve got more compassion for others in the same situation and offering that supporting hand to others is something that came out of coaching.”

Protective effects on mental health

As concern for employee wellbeing goes up the People agenda and stress, depression or anxiety accounted for the majority of days lost (17.1 million) due to work-related ill health in 2022-23, HR professionals will perhaps be as interested as I am in the health-related effects of coaching.

A number of participants talked about how coaching positively affected their mental health.

The data shows the coaching had a protective effect on mental health through the containment of worries as Anna describes:

“It was being able to kind of go ‘OK I’ve identified that this is an issue and I’m going to use my next coaching session for that so therefore I don’t need to worry about this ‘til 1.30pm on Tuesday when I know I’m chatting to Caroline’.”

Amy talked similarly:

“It was just an overwhelmingly positive effect on my overall well-being. It was a place to sort of re-energise, to fill you up again with sort of that, you know, renewed energy. You would feel such a sort of lift and boost in your energy post coaching. It felt like a little bit of sort of coaching medicine.”

Lisa found that through coaching she’s found a lasting way to reduce the amount of anxiety she experiences:

“I really found it so helpful. I’m sure there’s lots I don’t think about anymore (lasting effects of coaching) but that for me was the biggest one. Just kind of facing that anxiety head on as opposed to constantly worrying about it. It’s just so much better. So that’s the lasting effect on me.”

Comeback coaching as an attraction tool

Outside of this study an engineering client called my attention to another benefit of comeback coaching for her organisation: talent attraction tool.

A couple of weeks after my study was published Emma Day, an HR Business Partner from Stantec e-mailed to request comeback coaching for a new starter, Hannah Kaur, who was joining from maternity leave at another organisation.

Hannah had another job offer and when Emma told her they could offer her access to the Comeback Community programme to support her start at Stantec, it clinched the deal.

Here’s Hannah’s take:

“When Stantec offered me the role I wasn’t mentally ready and I hadn’t expected to get it. I requested a four-day week to ease me back in and not only did they say yes – another pleasant surprise – they offered me a place on the coaching programme. This was when I knew Stantec was the right employer to work for. I got a real sense of they care about their employees and set that tone from the beginning, which is how I prefer to lead my team”.

Emma said:

“I was really pleased that Hannah accepted our offer and being able to offer her the Comeback Coaching I knew would really help support her return back to work, as I know how important it is to feel supported returning back to work and Jessica and the team have supported so many of our employees on their return.”

We first started working with Emma Day many years ago when she was in the People Team at Barton Willmore (which was acquired by Stantec in 2022).

Of the people we coached as they returned to Barton Willmore from a break:

– 92% strongly agreed that they found their coaching experience worthwhile.

– 75% strongly agreed it positively impacted their performance at work (25% agreed).

– 92% strongly agreed that they would recommend comeback coaching to other colleagues.

Coming back to the comparison of the unease of being late to the party with that doubt and awkwardness experienced by employees returning from an extended leave, one thing you can do as host/team mate/line manager is offer a warm welcome.

Call the table/team to attention and be vocal and unequivocal about why you’re delighted your dinner guest/team member is (back) with you.

About the Author

Jessica Chivers is a coaching psychologist, executive coach, author and Director at The Talent Keeper Specialists, home to the Comeback Community™ employee experience programme.

She also hosts the top-rated COMEBACK COACH podcast for people returning to work after a break as recommended by HR leaders to returning employees.

Jessica writes Caremail, a free fortnightly e-mail for people returning to work after a break. Jessica also writes Talent Keeping, a free fortnightly note for people interested in the psychology of workplace performance, relationships and well-being.

Be in touch with Jessica hello@talentkeepers.co.uk and find her on Instagram @comebackcommuk and @talentkeepersuk.

@talentkeepersuk  |  @comebackcommuk

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

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

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