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Loyalty vs. Performance: A Difficult Promotion Decision

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Loyalty vs. Performance: A Difficult Promotion Decision

Imagine this: you’ve got a promotion to fill. 

Do you go with the loyal employee who’s always been there, even if their performance is just okay? 

Or do you pick the rockstar performer, knowing they might be out the door in six months? 

It’s a tough call, and it’s one HR and business leaders face all the time. 

In this post, we’re getting real about those hard decisions. 

We asked top leaders how they approach this dilemma, what factors they consider, and how they balance the need for great performance with the value of loyalty (and the cost of losing someone good!).

Read on!

Chris Giannos
Co-Founder & CEO, Humaniz

Promote Leadership Potential And Adaptability

The decision to promote a loyal but average performer over a high-performing employee who may leave depends on the long-term impact on the team and the organization.

While loyalty is valuable, a promotion should be based on leadership potential, adaptability, and the ability to drive results rather than tenure alone.

If the high performer is a strong cultural fit and contributes significantly to business success, efforts should first be made to retain them by addressing their career growth needs.

If they’re leaving due to a lack of advancement opportunities, a promotion could be a strategic move to keep them engaged and invested in the company.

However, if their long-term commitment is uncertain despite these efforts, promoting someone else who consistently supports team stability and growth might be the better choice.

Loyalty alone doesn’t justify a promotion, but if the average performer has demonstrated leadership qualities, the ability to develop skills, and a strong influence on team morale, they may be the better long-term investment.

The key is to ensure that any promotion aligns with business goals, maintains team motivation, and strengthens leadership without compromising performance.

Noah Musgrove
HR & Marketing Specialist, Liberty Financing LLC

Balance Performance And Long-Term Stability

When deciding between promoting a steady, loyal employee or a high performer who may leave, it is important to weigh both long-term and short-term stability impacts.

A top performer brings strong results, but if they decide to leave early the organization could face disruptions in workflow, morale, and overall team cohesion.

On the other hand, a reliable, consistent employee may not stand out as much in terms of performance but offers dependability and a stronger likelihood of long-term contribution.

The best choice depends on the company’s priorities and the potential for growth in each individual. If the high performer is open to staying with the right support, offering career development or incentives might make sense.

However, if their departure is likely, investing in the loyal employee’s growth and leadership skills can provide long-term stability.

It’s all about striking the right balance between immediate performance and sustainable success!

Vasilii Kiselev
CEO & Co-Founder, Legacy Online School

Balance Performance And Retention Strategies

When it comes to promoting a loyal average employee versus a high-performing potential flight risk, it all comes down to long-term strategy.

At Legacy Online School, we value performance and loyalty equally, but also recognize that every employee has his or her own unique set of strengths to bring to the table.

In this case, I would prioritize the high-potential flight risk performer first, with some major caveats.

The reason is simply this: performance drives results. A top performer is one who can potentially have an immediate and substantial effect on the organization’s growth.

That said, this does not mean loyalty is irrelevant–it most definitely is. Loyalty, however, can be cultivated and nurtured.

The strategic thought behind this is to sit down with the high performer and discuss their career path, hear their concerns, and find out how we can match their aspirations with the company’s aspirations.

If we can retain top performers while providing them with the right opportunities, the ROI will be tremendous.

On the other hand, a loyal average performer can add cultural value but not necessarily move the bottom line in terms of results. The business would then be missing out on growth opportunities.

What really matters, ultimately, is a balance between retention and performance strategies–because performance, though a possible game-changer, is transient, while loyalty can be nurtured and developed with a good strategy.

Alex Cornici
Writer, Cheap Places To Go

Assess Performance And Company Needs

Promoting an employee involves a mix of assessing their current performance, potential for growth, and overall impact on team dynamics.

If faced with choosing between a loyal, average performer and a high-performer who might leave the company, the decision isn’t just about their individual contributions.

The loyal employee’s consistent performance provides stability and can be crucial for maintaining a cohesive team environment. However, their average performance might limit the company’s growth potential, especially in roles that demand high innovation or technical skills.

On the other hand, a high-performing employee often drives significant improvements and results, potentially bringing more value to the company in the short term. Yet, the risk of them leaving could result in a disruptive gap, especially if they occupy a critical role.

This decision depends greatly on the specific needs and strategic goals of the company; for instance, if a business is navigating through a critical transformative phase, the high performer’s cutting-edge skills might be indispensable.

Ultimately, the choice could also reflect on the company’s culture and values, possibly influencing future recruitment and retention.

Carefully weighing these factors will guide a decision that supports not only immediate needs but also long-term stability and growth.

Aviad Faruz
CEO, FARUZO

Align Promotion With Company Goals

The decision to promote a loyal yet average performer over a high-performing but potential flight risk depends on the long-term strategic goals, team stability, and leadership needs of the organization.

While performance is critical, leadership roles require reliability, cultural fit, and commitment–qualities that an average but loyal performer may bring, while a high-performer at risk of leaving might not.

If the role is high-impact and requires immediate results, promoting the high performer with strong incentives and a clear career growth plan might be the best move to retain them and maximize short-term success.

However, if the role demands long-term team stability, mentorship, and cultural reinforcement, then promoting a steady, loyal employee could provide more lasting value, even if their individual output isn’t exceptional.

A strategic middle ground could be tailored retention efforts for the high performer, such as a stretch assignment or leadership training, while investing in skill development for the loyal employee.

Ultimately, promotions should be based on a combination of performance, leadership potential, and alignment with the company’s future goals–not just immediate output or tenure.

Michael Kazula
Director of Marketing, Olavivo

Assess Impact On Team Dynamics

Choosing between promoting a loyal but average performer and a high-performing employee at risk of leaving is complex.

Promoting loyalty fosters a positive culture and reduces turnover, enhancing team stability.

However, the potential loss of a high-performer could disrupt projects and knowledge flow.

Each option requires careful assessment of how they impact team dynamics and the company’s long-term objectives.

Rob Clegg
Senior SEO Manager, Exclaimer

Promote Based On Merit And Transparency

In any company, the most essential way to manage expectations is to create a culture that’s based on merit and transparency.

When someone is offered a promotion, it should be obvious to everyone why the person was chosen, which achievements and what skill set recommends them for the promotion.

Resentment happens when employees feel like they are owed a promotion based on tenure alone, which should not be the case.

If someone has not showcased any interest in expanding their responsibilities, leading the growth of the business, there is no reason they should be promoted.

This is what employees need to understand and where transparency can have such a huge impact, effectively communicating what a promotion requires.

It will automatically create a natural selection, where many employees will not want the added responsibility for the increased reward and will develop an appreciation of those who do.

Anna Blood
Founder & Managing Attorney, Blood Law PLLC

Prioritize Internal Promotions And Growth

When a company grows rapidly, I believe it’s important to prioritize promoting from within.

As a business leader, I want to reward and recognize my existing team for their hard work and leverage their knowledge and experience.

If multiple qualified individuals are interested in a promotion, consider factors such as their performance, potential for growth, and their long-term goals.

Transparent communication is key to ensuring that everyone feels valued and understood, even if they don’t get the promotion.

It’s also crucial to avoid overwhelming employees with excessive responsibilities.

If someone is promoted, ensure that their previous role is filled to maintain productivity and prevent burnout.

Kate O’Sullivan
Founding Partner & Executive Coach, CoachSelect

Reward High Performers Without Management

This is a common situation, and I often hear companies worrying about what to do when they have a high performer and no leadership position to promote them to.

However, companies are overlooking the reality that not everyone wants to be a people manager.

In fact, I hear it all the time– I want to progress in my career, but I don’t want to manage a team.

So a great solution is for companies to think of ways for high performers to expand their impact without leading a team. This could be through leading high-profile projects, giving them more autonomy on what work to pursue, or increasing the scope of their responsibility.

Another key consideration is that high performers want to be rewarded for their hard work, which means compensation has to be a part of the retention conversation. If the only way to reach a certain salary level is to become a people manager, companies will inevitably lose top talent.

Make sure that compensation is aligned to the incentives of achieving team and company goals.

If high performers know what their expectations are, are incentivized by fair and competitive compensation for their efforts, and are a part of open conversations about career progression, you have a recipe for keeping top employees retained and engaged.

Levi Hemingway
Co-Founder, City Storage By Nomad Capital

Prioritize Consistency And Team Stability

At City Storage USA, promoting a loyal yet average performer over a high-performing but potential flight risk would depend on the long-term impact on the business.

Just like in storage, where long-term occupancy and stability often outweigh short-term gains, we prioritize consistency, reliability, and growth potential when making leadership decisions.

One key consideration is cultural fit and team stability.

A loyal employee who embodies our values, supports the team, and is invested in the company’s mission may be a better long-term leader than someone who delivers top results but is disengaged or likely to leave.

Leadership is about more than just numbers–it’s about trust, collaboration, and the ability to motivate others, much like how a well-managed storage facility thrives on strong customer relationships rather than just maximizing unit rentals.

However, performance cannot be ignored.

If the high performer has the potential to stay with the right incentives, we would explore ways to retain them, such as offering professional development opportunities, customized incentives, or leadership training.

If they remain a flight risk despite these efforts, promoting a steady and dependable team member who is willing to grow into the role may ultimately be the smarter choice for long-term stability and business continuity.

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

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

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

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The Art of Retention: Negotiating with a  Top Performer Considering Another Offer

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Tony Deblauwe - Terkel HR Spotlight

The Art of Retention: Negotiating with a Top Performer Considering Another Offer

The moment a top performer discloses a competitive job offer, a delicate negotiation begins. 

The outcome of this negotiation can have significant implications for the organization, impacting productivity, morale, and overall success. 

In this post, we introduce you to the art of retaining top talent in the face of competitive offers. 

We gathered insights from experienced HR and business leaders, asking them to share the urgent retention strategies they rely on for successful negotiations. 

Their responses offer a valuable perspective on how to approach these critical conversations, craft compelling counteroffers, and ultimately, convince your most valuable employees to stay.

Read on!

Dandan Zhu
Founder, CEO, DG Recruit

Understand Employee Motivation

Whenever counteroffer opportunities arise, the risks on both sides are significant.

Here are some factors to consider:

Why is the employee choosing to leave?: 

Besides the financial end of things which I’ll dive into shortly, THIS is the core issue to understand.

If the core issue of WHY the employee wants to leave is resolvable, a counteroffer endeavor would be worth exploring.Not only does the issue have to be resolvable, the solution needs to be SUSTAINABLE.

Many companies throw up a hail Mary to salvage the employee in the short term. THIS is why we have an industry average of 6-12 months of the employee quitting again.

To mitigate this risk, the employer has to have an honest discussion around their ability to resolve the employee’s RFL (reason for leaving) for longer periods of time.

Is it a money grab effort or a sincere financial adjustment?

Money matters and that’s a fact. Nobody goes to work for fun!

That said, is the financial ask reasonable per market rates or is the employee leveraging external factors to enrich themselves unreasonably and opportunistically?

How badly does the employer want to retain the departing employee?

If this person is a once-in-a-lifetime top performer, serious considerations need to be had because their departure could be detrimental to the wider team.

However, if the top performer possesses a terrible personality that is tolerated, how much should the employer fight to keep them on?

In Conclusion

Counteroffers, as much as people advise against them, happen in the real world – surprisingly more frequently than people think.

Handling them is an art. How you decide to proceed is either going to save you tens of thousands of dollars or COST you that amount (or more!).

Of course, replacing staff is never cheap – resources, both internal and external, along with losing effectiveness, getting behind on projects, opportunity cost, etc add up to a monstrous level quickly.

Often, counteroffers are a legitimate way to make the best out of a bad situation.

As attractive as that potentiality is, counteroffers could also fail within short order as employers find their staff leaving again in 6 months’ time in which they’ve now spent more money just to lose, yet again!

Facing both possibilities, both sides need to be as honest as possible about the issues they’re facing to reach a happy medium.

Otherwise, walking away, while painful in the short term, ultimately is the right decision.

Tony Deblauwe - Terkel HR Spotlight

Tony Deblauwe
Global HR Leader

Focus on Long-Term Engagement

When a top performer discloses a competitive offer, the key is to approach the conversation strategically rather than reactively.

Retention isn’t just about counteroffers–it’s about understanding why they’re considering leaving in the first place and addressing their long-term engagement.

The first and most important step is to listen.

Too often, leaders assume money is the sole driver, but in many cases, it’s about career growth, leadership, work-life balance, or a combination of factors.

If compensation is the only issue, matching or exceeding an offer might work, but if deeper concerns exist, simply increasing pay won’t create lasting retention.

Once I understand their motivations, I focus on three core areas: career acceleration, compensation, and executive alignment.

If career growth is their main concern, I explore ways to fast-track development opportunities, such as placing them on high-visibility projects, expanding their scope, or providing direct access to senior leadership.

High performers stay where they see a compelling future, and organizations that proactively create those pathways are far more likely to retain their best talent.

If the offer is significantly higher in compensation, I look beyond base salary to consider equity, retention bonuses, or performance-based incentives.

While competitive pay matters, top performers also want to feel valued in ways beyond their paycheck.

Beyond money and promotions, engagement often comes down to whether an employee feels truly seen and valued by leadership.

A direct conversation with an executive about their impact and future within the company can make a significant difference.

High performers want to know their work is recognized at the highest level, and sometimes, meaningful recognition and influence matter more than a salary increase.

Ultimately, the goal isn’t just to win this negotiation–it’s to ensure they don’t feel the need to explore external offers again in six months.

If the gap between what they want and what the company can realistically offer is too wide, a respectful and well-supported transition is better than a desperate counteroffer.

Real retention strategies start long before a competitor comes knocking.

When companies proactively create an environment where top talent sees a clear, compelling future, retention conversations become far less frequent.

Mohammed Kamal
Business Development Manager, Olavivo

Tailor Offers to Priorities

When a top performer receives a competitive job offer, immediate retention strategies are vital for negotiation.

Begin by understanding their motivations, such as salary, career growth, work-life balance, or company culture.

For example, a tech firm retained a key software engineer by having an open dialog about their reasons for considering the new offer, ultimately leading to a tailored counter-offer that addressed their priorities.

Justin Abrams
Founder & CEO, Aryo Consulting Group

Address Needs Quickly

It’s a sign you need to act fast. You don’t know exactly what’s driving their decision, but you do know that if you don’t address it, you risk losing a key team member.

Start by having an open conversation to find out if it’s about salary, career growth, or something else.

If it’s about money, consider matching or improving the offer, and if it’s about career opportunities, show them how they can grow within your company.

It’s not just about salary; think about what your company offers beyond pay, like flexibility or career advancement. Highlight these benefits to show that staying with you offers more than just a paycheck.

Ultimately, moving quickly and offering real value can make the difference between retaining or losing your top performer.

If you can address their needs, they’ll likely stay. But if not, you’ll have valuable insights to improve your future retention strategies.

Kerri Roberts
Founder & CEO, Salt & Light Advisors

Analyze Employee Data

Context is key in this conversation.

Has there been frustration in the past shared by this employee? Did you know they were potentially looking for another role?

Is there conflict between the employee and a colleague? Did they ask for increased responsibilities or an increase in pay and were denied?

Whether this is out of the blue, or there was a known reason they were searching for another role, I would work with your HR team (or the person in charge of employee compensation to learn the following):

– What was the employee hire date (what is their tenure)?

– What pay changes have occurred during their tenure

– What did the last performance review show?

– Where are they paid in the position pay band (10th percentile, 25th, median, 75th, 90th)?

– If they are a top performer and there is room for pay growth, how much?

– What is your philosophy on one-time bonus payouts versus base pay increases?

Ideally, if they are a performer and a cultural fit, we work to salvage them.

However, don’t waste the chaos.

While it’s painful to replace an employee, when they share they have another offer, it’s a great time to breathe and ask yourself – could we draw a better card from the deck?

We don’t have to counteroffer everyone. It’s not always the right choice for the organization.

Sometimes we just wish them well. But, if they ARE a great performer and they DO shine in the culture, come prepared with the answers to my questions above, listen to their reasoning, and see what you can do to make it work.

Aviad Faruz
CEO, FARUZO

Offer Tailored Incentives

If a top performer discloses a competitive job offer from a competitor, my urgent retention strategy would focus on understanding their motivations, offering tailored incentives, and reinforcing long-term career value.

Instead of immediately countering with money, I would start with a one-on-one conversation to understand what’s driving their decision–is it compensation, career growth, work-life balance, or leadership concerns?

Once I identify the key motivators, I would take a customized approach to retention.

If compensation is the main factor, a competitive counteroffer combined with performance-based incentives (such as bonuses or stock options) could reinforce their financial future.

However, if the issue is career stagnation, I’d outline a clear growth plan with leadership opportunities, mentorship, or skill development.

If work-life balance is the concern, flexibility in schedule or remote work options could make a difference.

Beyond immediate retention, I’d reinforce their long-term value within the company, showing how their contributions impact our success and ensuring they feel recognized and challenged.

I’d also assess if the broader team’s retention risks need addressing, turning this into a learning opportunity.

The key to successful negotiation isn’t just matching the competitor’s offer–it’s making the employee feel like their best opportunities still exist within the company.

Susan Snipes
Head of People, Remote People

Discuss Growth Opportunities

If my top performer were considering a competitive job offer, I would find out what their main motivating factor was for considering the move.

If the main concern was career advancement, I would discuss possible career growth opportunities within my firm.

I would be open to creative solutions like offering a title change and more interesting projects. Additional training opportunities could also be provided.

If my top employee’s main concern was compensation or benefits-related, I would evaluate what changes could be made to my total rewards strategy. For example, maybe I could offer a retention bonus.

As long as I know the main driving factor behind them considering leaving, I can work with them and think creatively to come up with a retention solution.

Michael Kazula
Director of Marketing, Olavivo

Assess Affiliate Motivations

To retain top-performing affiliates facing competitive job offers, it’s crucial to understand their motivations through one-on-one assessments.

During these meetings, discuss their career goals, what they value in your network, and the appealing aspects of the new offer.

This personalized approach can help negotiate effectively and ensure affiliates feel valued and motivated to stay within your network.

Ambrosio Arizu
Co-Founder & Managing Partner, Argoz Consultants

Offer Various Incentives

To retain a key employee who has received an offer from a competitor, the urgent strategies I would implement are:

Recognition and appreciation: Show them how crucial they are to the team.

Example: “Your work has been essential to the success of project X, and without you, we wouldn’t have achieved these results.”

Competitive offer: Evaluate and improve their compensation package, including salary, bonuses, and benefits.

Example: “We are willing to increase your salary and offer you more benefits to match what they are offering.”

Professional development: Offer growth opportunities and new challenges within the company.

Example: “We would propose you lead the new project Y, which will be a great opportunity for your career.”

Flexibility and well-being: Offer improvements in work-life balance.

Example: “We can offer you more flexibility in hours and remote work so you can enjoy more time with your family.”

These actions demonstrate a genuine commitment to their development and well-being.

Alex Cornici
Writer, Cheap Places To Go

Reassess Employee Value

When faced with the dilemma of a top performer considering a competitive job offer, the priority shifts swiftly to reassessing and readjusting the value you’re providing them.

It’s essential to engage in a candid and constructive conversation to understand their professional aspirations and any possible dissatisfaction they might be experiencing.

During this discussion, highlighting their invaluable contribution to the team and forecasting their potential growth within the company can rekindle their alignment with your organization’s vision.

An effective retention strategy would include a competitive counteroffer that addresses not only monetary compensation but also opportunities for career progression, additional responsibilities, or flexibility, which might align better with their current life situation.

It can also be useful to personalize benefits, such as professional development resources, enhanced work-life balance options, or even equity stakes, depending on what resonates most with your employee.

Often, employees are looking for signals that the company values their contributions and is actively investing in their future.

In the end, demonstrating a clear path of growth and fulfillment within the company can be a powerful motivator for an employee to stay and grow with 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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Building a Better Workplace: A Peek Into Employee Initiatives

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Building a Better Workplace: A Peek Into Employee Initiatives

What are companies actually doing these days to invest in their employees? 

What’s top of mind for HR and business leaders when they’re designing new programs for their teams? 

We wanted to find out, so we went straight to the source! 

In this post, we’ve got a bunch of HR and business leaders sharing the scoop on their latest big employee initiative. 

They’re not just telling us what they did, but also why they did it – the goals they were aiming for and the thinking behind it all. 

It’s a great peek into how companies are making sure their employee programs actually line up with their overall business strategy and create a better, more productive workplace.

Read on!

Amy Butler
VP of People Operations, Awardco

Amy Butler – Awardco

Awardco has developed and continues to develop our people strategy from engagement survey results. We noticed from the data that our employees were hungry for opportunities to develop their skills and progress their careers.

In answer to this my team began working on a skill and competency matrix for every employee in our organization, which was a huge lift to go from nothing to something so robust.

We wanted to provide a clear roadmap for the skills and expectations needed to succeed not only their current level but also the level above them.

We wanted to help them see the path to get promoted and progress their career.

These matrices also removed any real or perceived bias in the promotion or merit increase cycle that may have existed before.

Awardco has a goal to retain top performers and help all employees understand what it takes to become a top performer. I believe the work we have done over the last year gives us a very clear path to that goal.

Phase two of this implementation was partnering with a powerful platform that employees and managers can engage with to provide access to content to enable learning.

In our case we chose LinkedIn learning. This allows managers and HR to send curated content specially focused on employee or business needs, and it allows employees to take ownership and learn independently.

In addition to all of this, we are about to roll out badges and recognition programs to further drive and encourage the behavior of learning, which will tie in well with our goals.

Overall, we have worked so hard this last year and have seen great strides in all employee initiatives over the last 12 months, and I couldn’t be more grateful for my team.

Barby K. Siegel
CEO, Zeno Group

Barby K. Siegel – Zeno Group

As Gen Z struggles to be heard and battles stereotypes, Zeno launched Project GAP (Generational Advisory Perspectives), a 12-person global advisory board of Gen Z and Millennials, to bridge the gap between today’s leaders and future ones.

Zeno’s engagement survey revealed these generations wanted deeper connections with leaders and to share their voice about agency and industry decisions.

These generations account for 60% of Zeno’s workforce – but underrepresented in leadership!

GAP members meet quarterly with Zeno Global CEO Barby K. Siegel and agency leaders on business challenges, opportunities, and industry happenings.

We empower them to bring their best to the work they do. And as an agency advising on Employee Engagement, we practice what we preach!

Olivia Cowan
Chief of Staff, NextLink Labs

Olivia Cowan – NextLink Labs

We have recently launched a few exciting initiatives at our organization:

– Company Career Ladder – Providing clear paths for employee advancement.

– Org-wide Commission Plan – Ensuring every team member understands how their work contributes to company success.

– Employee Content Guide – Encouraging employees to build their personal brands as thought leaders in their fields.

Kevin Mercier
Founder, Kevmrc-Travel

Kevin Mercier – Kevmrc Travel

The key objectives behind this initiative were to reward our team’s contributions, boost retention, and create a culture of ownership.

Travel is a highly dynamic industry, and I wanted to ensure that our employees feel directly connected to the company’s growth.

This initiative allows them to share in our profits, giving them financial benefits beyond their salaries.

The motivation? Simple, our employees are the backbone of our success.

By aligning their interests with the company’s, we create a win-win scenario where everyone thrives together.

It’s about fairness, appreciation, and long-term sustainability for both the company and its people.

Tawny Lott Rodriguez
Director of Human Resources, Rowland Hall

Tawny Lott Rodriguez – Rowland Hall

At Rowland Hall, Utah’s top independent school, we’re embracing the shift toward workplace flexibility.

While many organizations are pushing return-to-office policies, we see a huge opportunity to stand out by offering remote and flexible work arrangements—something almost unheard of in independent schools.

We know top talent wants flexibility, and as a nonprofit, we can’t always compete on salary. But we can compete on culture and work-life balance.

That’s why we’re launching our first-ever Remote Work & Flexible Work Arrangement Policy.

A committee is shaping this initiative to balance collaboration, autonomy, and student success, ensuring it benefits both employees and our mission.

With workplace trends moving this way, we see this as a game-changer for recruitment and retention.

Michael Samuel
Founder, OnlineResumeWritingServices

Michael Samuel – Online Resume Writing Services

At Online Resume Writing Services, our most recent significant employee initiative was the rollout of a dedicated professional development program.  

Recognizing the rapid evolution of the resume writing landscape and the need for our team to stay ahead of industry trends, this program offers workshops, online courses, and mentorship opportunities focused on advanced resume strategies, LinkedIn profile optimization, and applicant tracking system (ATS) navigation.  

The key objective is to empower our writers with the latest knowledge and tools, ensuring they can deliver the highest quality, most effective resumes for our clients.  

This initiative was driven by our commitment to continuous improvement and our belief that investing in our employees directly translates to better client outcomes or results.

Jess Roussos
Co-founder & Co-CEO, Blulever Education

Jess Roussos – BluLever Education

As BluLever Education scaled from 20 to 40+ team members, we noticed an unintended consequence—our increasingly specialized work had led to silos, impacting both collaboration and our sense of community.

To counter this, we launched Tuesday Team Tuck-ins (TTT)—a weekly, company-wide lunch gathering designed to strengthen relationships, share personal stories, and foster cross-team collaboration.

Every Tuesday, a team member presents their TTT story—a visual journey through their background, values, travels, and defining moments. It’s informal, image-driven, and deeply personal, sparking rich conversations and new connections.

The impact? Within two months, collaboration skyrocketed, and cross-team projects became more organic and efficient.

More importantly, TTT has become a ritual—an unmissable moment of togetherness that reminds us why we do what we do.

At BluLever, we believe strong teams build strong businesses, and TTT has been a game-changer in making that a reality.

Nathan Hoernig
CEO & Founder, Humble Bunny

Nathan Hoernig – Humble Bunny

We launched the salary drip.

It is a short term bonus type system but gets tacked onto salary and adjusted each month.

Besides salary and normal bonuses, it’s a third variation of making money for employees.

With the modern day young employee motivated by short term wins, more individualistic in mindset, and quick to change jobs, we introduced the drip to improve motivation.

Things like reviews, tenure, client extensions, working “over target”, etc. all affect this drip. It’s rewarded and adjusted month over month and shows steady upward growth for the first two years of employment due to the way it’s structured.

It also more heavily rewards team wins (over individual) to potentially reward a team spirit.

Finally, it shows increasing salary on the payslip which we hope will give a feeling of growth during critical early stages.

Katie Meyer
CEO, MoonLab Productions

Katie Meyer – MoonLab Productions

We’re thrilled to share something new at MoonLab Productions—Mission Councils for each of our core pillars: Giving Back, Sustainability, Women Empowerment, Mental Health & Wellness, and Diversity & Inclusion.

Our team has shown a real passion for these causes, and we wanted to create a way for everyone to get more involved in what matters most to them.

These councils will give employees a space to collaborate, share ideas, and take action on the issues they care about.

Rolling out next month, this is just the beginning of empowering our team to make a real impact—both within MoonLab and beyond.

We can’t wait to see what we’ll accomplish together!

Marc Bishop
Director, WytLabs

Marc Bishop – WytLabs

Recently, we initiated a “Health and Wellness Program” tailored for our digital workforce.

The program focuses on mental and physical health, featuring virtual fitness sessions and mental health days.

We included resources for mindfulness and stress management, accessible to our team at any time.

This initiative reflects our commitment to the holistic well-being of our employees.

The primary objective was to address the mental and physical strains associated with high-stress environments. Increasing work pressures and continuous screen time prompted us to act.

By promoting health and well-being, we aim to boost employee productivity and job satisfaction.

The initiative also seeks to decrease absenteeism and healthcare costs, benefiting both employees and the company.

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

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

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

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

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

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

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

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

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

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

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

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

Read on!

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Improving Mental Health and Efficiency

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

Integrating well-being practices has a huge impact. 

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

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

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

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

Traci Pirri
Owner & Director, Hope For The Journey

Culturally Sensitive Mindfulness to Improve Team Morale

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

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

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

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

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

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

Lauren Hogsett Steele
Therapist, Pittsburgh Center for Integrative Therapy

Enhancing Focus and Team Collaboration

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

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

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

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

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

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

Rachel Eddins
Executive Director, Eddins Counseling Group

Improving Team Collaboration and Efficiency

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

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

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

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

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

Leigh Matthews
Founder, Therapy in Barcelona

Boosting Morale and Reducing Absenteeism

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

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

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

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

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

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

Omar Alvarez
Founder & CEO, KINNECT

More Than Just a Checklist

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

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

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

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

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

Chanan N Frith
Author, Executive Coach

Benefit Packages for High Pressure Roles

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

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

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

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

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

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

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

Maria Szandrach
CEO, Mentalyc

Begin with Small, Consistent Steps

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

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

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

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

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

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

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

Sarah M. Tetlow
CEO & Founder, Firm Focus

Slowing Down, Focusing, and Being Present

Mindfulness means to be present. 

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

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

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

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

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

Siobhan Shaw
Co-founder, Growing to Give

Get Outdoors to Tune In!

We are so lucky that our workplace is outdoors! 

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

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

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

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

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

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

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

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Employee Isolation: At-Risk Roles and Effective HR Strategies

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Employee Isolation: At-Risk Roles and Effective HR Strategies

You’d think a packed office or a buzzing factory floor would be the last place someone would feel lonely, right? 

But the truth is, some jobs can be surprisingly isolating, even when you’re surrounded by people. 

And that loneliness doesn’t just affect the individual; it can impact the whole company, hitting productivity, engagement, and even retention rates. 

In this post, we’re digging into why this happens and what HR can do about it. 

We asked HR and business leaders, along with some well-being experts, to tell us which roles are most at risk and to share their top strategies for making those employees feel more connected. 

Read on!

Anne Marie White
Licensed Professional Counselor, Dream Big Counseling and Wellness

Anne Marie White

In my work as a Licensed Professional Counselor, I’ve observed that roles involving extensive data analysis or solitary creative work can lead to employee loneliness.

These roles often require prolonged periods of deep focus in isolation, which can exacerbate feelings of loneliness.

For example, individuals in high-stress creative roles, like copywriters or designers, might experience social disconnect due to their need to immerse deeply in their work without regular social interaction.

To address these challenges, organizations can implement HR strategies that focus on holistic wellness.

Encouraging regular breaks where employees engage in mindfulness or wellness activities can be beneficial.

Implementing structured peer collaboration periods can also help, allowing employees to share ideas and reduce feelings of isolation through community building.

Additionally, creating an environment that values open communication and emotional well-being can positively impact employee morale.

For instance, regular emotional check-ins and providing platforms for employees to voice their experiences foster inclusivity and connection, integral to improving workplace dynamics.

Rachel Eddins
Executive Director, Eddins Counseling Group

Rachel Eddins

From my experience as a therapist and career counselor, roles like remote workers, highly specialized technical positions, and executives often face loneliness, even in busy workplaces.

These roles can be isolating due to limited face-to-face interaction or pressures unique to leadership positions that set them apart from the general workforce.

HR strategies that effectively tackle isolation include fostering community through virtual check-ins and team-building activities.

For instance, creating peer support groups within the company can provide emotional intimacy, which is crucial in combating loneliness, a topic I’ve explored extensively.

Encouraging mentorship and leadership training can also bridge gaps, offering executives a sense of connection and shared experiences, impacting overall morale and productivity.

Brandi Simon
Owner, TX Home Buying Pros

Brandi Simons

One thing that tends to occur in many client-facing roles, especially those under high stress, is a feeling of loneliness.

In our company, we see that real estate agents and sales professionals often feel isolated, and we implement programs like mentorship and regular team-building to create a more inclusive environment; by providing guidance, we aim to build stronger connections within our team.

When professionals face high stress without peers to lean on, it can lead to loneliness, which is why creating opportunities for social interaction promotes a sense of belonging.

Such initiatives help bridge the gap created by physical and emotional distance.

As the owner of TX Home Buying Pros, I’ve worked extensively in real estate and have seen the impact of loneliness on performance and well-being.

My experience in handling complex client interactions has shown me the importance of a connected work community, and I’ve found ways to apply this understanding in my industry, even focusing on aspects like home staging, which requires collaboration to enhance property sales.

Kevin Turpin
Founder & CEO, Weavix

Kevin Turpin

Language barriers can create extreme isolation among workers, particularly frontline workers, in the manufacturing, logistics, service, and construction industries where diverse workforces are common.

While these employees often work alongside others, their inability to communicate leads to disconnection and reduced job satisfaction. 

Organizations can now issue smart radios with real-time translation capabilities to their entire workforce to help overcome language barriers.

These devices enable workers to communicate by automatically converting spoken or typed messages into each user’s preferred language.

Unlike traditional approaches that limit radio access to select members, giving all staff with translation-enabled systems fosters a real sense of belonging, as well as improving operational efficiency, reducing errors, and strengthening safety protocols. 

HR teams should discuss implementing smart radio systems in departments with high language diversity.

Success metrics should track operational KPIs and employee engagement scores, focusing on whether employees feel a sense of belonging and workplace satisfaction among non-native language speakers.

Amanda Carleski
The Efficiency Magician

Amanda Carleski

I have found that roles where you have to wear many hats and are in a role where one has to ‘support’ can be very isolating in my experience.

Many times, these roles are naturally left out of the traditional group activities due to the needs of the business or their client.

Also, roles where the role is designed to be solitary, such as truck drivers, graphic designers, and the like.

Additionally, neurodivergent individuals may have a tough time acclimating to the workplace and may not be able to ‘fit’ organically and may experience employee loneliness. 

In situations like this, HR kind of has to think outside of the box and be inclusive when coming across these situations. Some strategies that I would suggest would include:

– Swag: I know that this may be an unpopular opinion, but being given swag can at least give a quick dopamine rush of feeling included (this doesn’t count if you have to wear it as a uniform though!)

– Mentorship Programs: Having someone on the team who has ‘been there, done that’, and maybe has been in your role previously would help tremendously in feeling included and starve away any loneliness. Giving employees in the program flexibility to meet during work hours to go to lunch/have a 1:1 could do wonders for someone who feels lonely.

– Day of Service: Creating a volunteer program and scheduling various times/days that work around these employees schedules is not only good for the community, but will help employees develop relationships outside of the cubicle.

– Create a community: In this day and age, creating a ‘third space’ is essential for employee growth (and productivity!). Host programs related to work and life and have the employees develop these programs based on their interests.

Zita Chriszto
Clinical Psychologist, Dubai Psychology

Zita Chriszto

There are certain roles in the workplace that are more likely to cause loneliness. These are not necessarily isolated roles either.

For example, executives and senior management roles can experience isolation. Their position, whether intentional or not, creates a hierarchical barrier for others and professional boundaries can limit peer relationships.

There is also a trend towards remote work. Employees who are in different locations or time zones from their teams can struggle with the disconnect.

Another situation that can cause loneliness are those who have specialized technical roles, because they do not have a lot of opportunities to collaborate.

The roles themselves do not cause loneliness, but they do factor in.

Not everyone is affected the same way. Some individuals adapt well and still feel connected with others.

For those who do not, the organization can help address loneliness by creating opportunities for interaction.

Examples of these are mentorship programs or cross-functional or rotational programs.

Charles Berry
Director, Zing Events Ltd

Charles Berry

Certain roles, particularly remote workers, freelancers, and field-based staff, are more prone to loneliness due to limited daily interaction with colleagues.

As co-founder of Zing Events, specialists in enhancing employee engagement and company culture, I’ve seen firsthand how isolation impacts productivity, retention, and morale—issues highlighted in Gallup’s research on disengaged employees. 

Over the past five years, we’ve delivered virtual team building activities for most of the FTSE250, often with briefs focused on boosting engagement and helping remote workers feel appreciated and connected.

HR strategies that work include proactive engagement programs, regular check-ins, and fostering opportunities for informal connection, like virtual team building events.

These initiatives not only combat loneliness but also improve company culture and performance, proving that a connected team is a successful team.

Rachel DeAlto
Communication & Relatability Expert, RachelDeAlto.com

Rachel DeAlto

In my experience, one of the loneliest roles is that of a new leader, especially one promoted to middle management.

They often feel that they are too senior to have friendships with their direct reports, but not quite at the level where they are invited into the inner circle of executives.

Effective strategies include mentorship programs and a focus on professional development – where they can connect with peers at the same level and feel less isolated in their situation.

Sara Bandurian
Operations Supervisor, Online Optimism

Sara Bandurian

At Online Optimism, we’ve noticed that employees in fully remote roles, especially those in management positions and smaller departments, can feel isolated, even within a lively company culture.

To address this, we’ve rolled out several initiatives to engage and connect our employees.

One of our favorites is the Buddy Program, which pairs new full-time hires with someone from a different department to build cross-team relationships right from the start.

We also host a mix of activities like trivia games, department and company happy hours, DEI discussion luncheons, and yoga sessions to bring people together in fun and meaningful ways.

Our weekly company meetings are another key touchpoint, giving us a chance to celebrate wins and check in as a team.

We also use these meetings monthly for departments to present their own updates and industry news, so no one feels out of sync with the bigger picture.

These efforts help ensure our team stays connected, no matter their role or location.

Ruth Rathblott, MSW
Speaker, Author, Expert: Inclusion & Belonging, Ruth Rathblott

Ruth Rathblott, MSW

Loneliness in the workplace is more common than we think.

Senior leaders, remote workers, niche specialists, new hires, and diversity advocates often feel disconnected—not because they’re alone, but because their roles can isolate them emotionally.

As a TEDx speaker and bestselling author, I work with leaders and teams to transform their workplaces by addressing the hidden barriers to connection and belonging.

I know firsthand the toll hiding can take, having spent 25 years in leadership while concealing my own disability.

The solution begins with leadership.

Leaders, often taught to maintain authority and keep emotions at bay, may not have learned the importance of creating space for vulnerability and connection.

But when leaders ‘unhide’—sharing their authentic selves—they pave the way for trust, inclusion, and belonging.

Simple yet powerful practices like intentional check-ins with your teams, storytelling training, and creating space for honest dialogue can transform dynamics.

When paired with mentorship programs and peer networks, these efforts ensure employees feel seen, valued, and part of something bigger.

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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Employee Burnout: A Leadership Perspective on Causes and Prevention

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Employee Burnout: A Leadership Perspective on Causes and Prevention

Employee burnout is a costly and prevalent problem, impacting both individual well-being and organizational performance. 

But what are the leading causes of burnout in different industries, and what can organizations do to proactively address this challenge? 

In this post, we provide answers from those who know best: HR and business leaders on the front lines. 

We asked them to identify the most prevalent contributing factor to burnout within their respective industries and to share the specific initiatives or strategies their organizations have implemented to mitigate its impact. 

Their responses offer practical guidance and real-world examples of how companies are prioritizing employee well-being and building a more sustainable work environment.

Read on!

Egbert Schram
Group CEO, The Culture Factor Group

Egbert Schram – The Culture Factor Group

The most prevalent contributing factor to employee burnout in the consulting industry is the challenge of dual loyalty.

Loyalty to your employer, and loyalty to the client at whose site and in whose interest, you are supposed to work.

Often the conflicting interests cause disharmony.

As an employer of consultants / facilitators, ensuring a solid glue to their employer, with fixed “come back to the mothership” days, e.g. Mondays or Fridays is the most effective way of sharing learnings, frustrations and ensure a feeling of being united in the joint effort to produce the best insights for your customers is the best way.

In absence of this physical option, doing the same using virtual cafe’s is an alternative.

Karen Rigamonti
Co-Partner, KHDR Consulting, LLC

Karen Rigamonti – KHDR Consulting

Burnout in healthcare is a significant problem characterized by feeling unappreciated and unvalued.

The increasing burden of administrative requirements, meeting insurance guidelines, and reaching financial targets sacrifices fulfilling human interactions with colleagues and patients, autonomy in clinical care delivery, and time management.

Productivity, safety, employee engagement, and patient satisfaction are negatively impacted by feelings of worthlessness, isolation, and unfulfillment.

Early diagnosis and intervention requires education of individuals and teams to be aware of signs and symptoms of burnout.

Prevention must limit administrative responsibilities, enhance collaborative teamwork, provide opportunities for career development and create a positive culture that enhances employee wellness.

A happy work environment stresses psychological and physical wellbeing concurrently with mental health support.

Lastly, it is essential to highlight the role of compassion toward self and others, individual agency and autonomy in daily endeavors, and avoiding the stigma of burnout.

Joe Alas
Chief Executive Officer, Quality Temp Staffing

Joe Alas – Quality Temp Staffing

Employee burnout in the medical staffing industry is primarily driven by the relentless pace and high demands of healthcare.

Constant patient needs, urgent tasks, and multiple responsibilities without sufficient downtime lead to overwhelm and exhaustion, making it challenging to maintain a healthy work-life balance.

At Quality Temp Staffing, our employee’s well-being is our top priority, and we treat them like family.

We get to know each of our employees, and make sure they’re placed in a position that’s a good fit for them, and that they can manage a healthy work-life balance.

Unlike most staffing agencies that hire contractors, Quality Temp hires employees, so that everyone who works for us gets full benefits and health insurance.

We also regularly check in with each of our employees to make sure they are happy, safe, and thriving in their new roles.

Patrick Fee
Co-Owner, Mr. Drain

Patrick Fee – Mr. Drain

In the plumbing industry, the average age of plumbers is 46, and for every 10 plumbers retiring, only one new plumber starts.

This is causing a crisis in the industry (it is also a problem across other areas of the home services industry).

There are many reasons for this, but I think a major issue is the often physically demanding work we do and the high likelihood of burnout. 

I believe that taking good care of your employees can separate you from the rest and protect your team from burnout.

A happy side effect of prioritizing employee care is that they, in turn, will have the bandwidth and drive to take care of your customers. 

At Mr. Drain, we treat our team as our number one customer.

As such, we have developed a host of amenities aimed at giving them the support they need to be their best at work.

We have built out a beautiful gym on site for our employees, including shower and locker room facilities. We have also built a lounge for the team with arcade games, TVs, sofas, virtual golf, air hockey, and more.

It’s a bright space with a fun atmosphere where they can wind down. 

In our industry, we have to be available at any time of day for our customers—a plumbing problem doesn’t wait for regular business hours. This means that our company operates 24/7.

However, this doesn’t mean we neglect the needs of our team.

We make sure all employees get adequate time off to recharge, spend time with family and friends, and participate in their hobbies and personal passions. 

And it doesn’t stop there.

We offer a full complement of benefits to our employees, including additional paid days off beyond federal holidays, medical, dental, and vision coverage, life insurance coverage, aggressive 401k matching, and annual bonus disbursements. 

This is just a small sampling of how we prioritize the care of our employees.

We want them to live healthy, happy lives.

Combatting burnout is about more than offering time off—it’s about taking a holistic approach to employee care.

Neil Morrison
Global Chief People Officer, Staffbase

Neil Morrison – Staffbase

One of the most significant contributors to employee burnout is poor communication with 86% of employees saying communication failures lead to workplace breakdowns.

When messages are unclear or inconsistent, teams feel disconnected and morale suffers.

Effective, transparent communication helps align employees with company goals and fosters a sense of belonging. 

For us, quality communications go beyond transparency alone to help create a positive workplace culture.

Celebrating personal milestones, organizing social events, and introducing peer recognition programs in ways that are visible to the entire organization make a big impact.

Additionally, regularly encouraging employees to take advantage of wellness-focused activities, flexible schedules, and experience-based rewards goes a long way toward preventing burnout.

Communications are an essential driving component of any company’s ability to build a more engaged and resilient workforce.

Matt Meadows
Founder, WorkStory

Matt Meadows – WorkStory

One of the biggest drivers of burnout we see across teams is the lack of clear, ongoing feedback.

Employees are often expected to perform at a high level, yet without regular input, they’re left uncertain about expectations and progress.

This creates disengagement—especially for younger members of the workforce.

The teams we work with have had the most success reducing burnout by fostering a culture of continuous feedback—ensuring employees receive recognition and course correction in real time rather than waiting for formal reviews.

When people feel heard and supported you’ll see a lot less burnout taking place.

Gianna Sollitto
Development & Communications Senior Manager, Groundwork Southcoast (GWSC)

Gianna Sollitto – Groundwork Southcoast (GWSC)

Groundwork Southcoast (GWSC) recognizes that burnout, overwork, and emotional strain are prevalent challenges in the nonprofit sector, particularly for staff engaged in environmental justice work.

To actively combat this, we’ve developed the RestoRation model—a structured approach to rest and rejuvenation that ensures our team remains balanced, strategic, and sustainable.

Twice a year, GWSC implements Rest Week, during which the organization fully closes, allowing staff to disconnect and recharge without using personal leave.

This is followed by Ration Week, a time dedicated to internal goal-setting and shifting from reactive to proactive work.

By prioritizing staff well-being through RestoRation, along with flexible scheduling and reflective staff meetings, we foster a work culture that values sustainability—not just for the planet, but for the people driving change.

Investing in our team’s health and balance strengthens our ability to invest in the environmental justice communities we serve year-round.

Pam Cusick
Senior Vice President, Rare Patient Voice

Pam Cusick – Rare Patient Voice

Remember the mission. In our case, we want to give patients a voice, and every day we are accomplishing that. 

At  monthly meetings, we review key accomplishments. It is more motivating to look at what we’ve done than what we haven’t done.

Celebrate milestones.  Employees always appreciate an Amazon gift card.

Thomas Hughes
Consultant, Red Clover HR

Thomas Hughes – Red Clover HR

One of the biggest contributors to burnout in HR consulting is the high-pressure, client-driven environment where consultants juggle multiple clients with unique needs and tight deadlines.

To prevent this, our company lives by our core value of Family First, promotes flexible work, and ensures consultants aren’t overbooked.

While this should always be top of mind, senior team members reinforce it during onboarding by guiding new consultants on managing their calendars and recognizing true emergencies.

We also emphasize open communication, regular check-ins, and flexibility to maintain balance.

Our goal is to add value to every client while prioritizing our well-being. By managing stress effectively, we stay productive and deliver our best work.

EmilyKate Lorenz
Chief Operating Officer, hieroart.com

EmilyKate Lorenz – Hiero

One way I’ve learned to tackle creative burnout within my team is with our weekly website roast.

Every week, I randomly pick a website (kept secret so no one has an edge) and give everyone five minutes to check it out.

Then, they go around the room and each share one insight or critique about what we noticed.

It’s not always about tearing the website apart, the talking points can also be about what works well or brainstorming potential improvements.

What makes it fun is the little competitive twist.

The person who has the most valuable insights (judged by our CEO) is crowned the winner who gets bragging rights and a gift card to their favorite lunch spot.

This competition not only keeps everyone engaged and creative, but it also sharpens our understanding of website best practices.

It’s a quick, informal way to break up the routine and spark some fresh ideas across our design, development, marketing, and sales teams.

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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