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From Silence to Support: Proactively Addressing the 15% Gap in Workplace Mental Health

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From Silence to Support: Proactively Addressing the 15% Gap in Workplace Mental Health

Mental well-being is no longer a peripheral concern in the workplace; it’s a fundamental aspect of a healthy and productive organization. 

Yet, a sobering reality persists: a mere 15% of workers feel comfortable discussing mental health at work. This highlights a critical gap between the need for support and the perceived safety to seek it. 

To explore how organizations can bridge this gap, we posed to our HR Spotlight community of business leaders and HR experts the crucial question of how to foster a workplace culture where employees feel safe and supported in addressing their mental well-being.

The responses we gathered offer a wealth of practical advice on cultivating a workplace that prioritizes mental health, showcasing the innovative approaches leaders are taking to create truly supportive environments.

Read on!

Lawrence Guyot
President, ETTE

Safe Spaces for Dialog

To foster a supportive workplace culture around mental health, I draw on my experience in cybersecurity and IT management to establish environments that prioritize security and trust. 

At ETTE, we emphasize creating safe spaces for dialog, using secure communication platforms where employees can discuss sensitive issues without fear of data leaks or judgment.

We’ve implemented the CIA Triad approach-not just for cybersecurity but as a metaphor for workplace wellness. 

Confidentiality ensures that discussions about mental health remain private, integrity underscores the importance of a supportive and honest environment, and availability means providing resources and support when needed.

I’ve also witnessed the effectiveness of integrating IT solutions that encourage a balanced work-life dynamic, like automated accessibility tools to reduce workloads. 

By reducing stress through technology optimization, employees feel more supported and have the time to focus on their well-being. 

These strategies help build a culture where mental health dialogs are natural and encouraged.

John Gluch
Owner, Gluch Group San Diego

Conversations and Partnerships

As a real estate business owner managing teams across multiple offices, I understand the importance of creating an environment where employees feel supported in addressing their mental well-being. 

We encourage open dialogue by regularly checking in with team members and normalizing conversations about mental health. Our team has access to flexible schedules, which helps them manage work-life balance more effectively. 

Additionally, we’ve partnered with resources like an employee assistance program to provide access to counseling and support.

I lead by example, openly sharing how I prioritize self-care and manage stress. 

By fostering a culture of transparency, compassion, and understanding, we’ve built an environment where team members feel safe and empowered to seek help or discuss challenges without stigma. 

This focus not only supports their well-being but also strengthens team morale and productivity.

Dr. Maria Knöbel
Medical Director, Medical Cert UK

Check-Ins and Culture

Our HR department has set up private mental health check-ins with trained professionals so that workers can talk about their health in a safe environment. 

In here, people can put their mental health first without thinking about what other people will think if they do this and go to regular classes and programs that teach them more about mental health. 

Likewise, they can also control their stress and choose their own hours, which helps them keep work and home life in order and avoid burning out. 

Supporting a culture of kindness, understanding, and help at work will help make it a place where people feel valued and free to ask for help when they need it.

We care even more about mental health very much, so we have teamed up with local mental health groups to give our employees more tools and help. 

We want to keep improving our mental health services, so we also ask our staff to talk to us and let us know what they think. 

Everyone will be healthier, happier, and more productive if we put mental health first and make the workplace a helpful place to be.

Andrew Higashi
Co-founder & CEO, ChangeEngine

Easy Communication

Creating a culture where employees feel safe discussing mental health starts with addressing the means of communication that they prefer for these types of conversations. 

A recent ChangeEngine survey revealed that while 69% of remote and hybrid leaders feel at ease using live video for sensitive discussions, only 53% of employees feel the same. Even more striking, 20% of employees reported they never feel comfortable using this method, compared to just 8% of leaders. 

Our HR team bridges this divide by prioritizing trust and accessibility. We provide training for managers to approach sensitive conversations empathetically, knowing one size doesn’t fit all. 

Whether it’s via anonymous feedback, check-ins over the phone, or through internal communication software, we’re meeting employees where they are and where they prefer to have those types of conversations. 

By pairing open communication from leadership with flexible support systems, we’re normalizing mental health discussions across all levels of our organization. Because no one should feel like they have to struggle alone.

Paul E. Wolfe
Advisor, Club Req

Taking the Lead

Creating a workplace culture where employees feel safe discussing mental health starts with leadership setting the tone. HR teams can foster this culture by implementing the following strategies:

Normalize Conversations: Encourage leaders to openly discuss mental health, share resources, and model vulnerability. When leaders demonstrate empathy, employees feel more comfortable speaking up.

Provide Training: Offer managers training on recognizing signs of mental health challenges and responding with compassion and confidentiality.

Enhance Benefits: Provide access to Employee Assistance Programs (EAPs), mental health days, and comprehensive healthcare coverage that includes mental health services.

Create Safe Spaces: Establish forums, support groups, or anonymous feedback channels where employees can share concerns without fear of judgment.

By prioritizing empathy, education, and resources, HR can build a supportive environment where mental well-being is not just addressed but actively championed. This fosters trust, loyalty, and a healthier, more engaged workforce.

Shenella Karunaratne
Director of Operations, Online MFT Programs

Open and Frequent Discussions

Our HR team is equipped with many different mental health resources. If someone goes to them needing to talk about their mental health or get help, talking to our HR staff isn’t just talking into a void. They listen and they help in whatever way you need. 

Also, as we are in the mental health industry, we naturally have discussions on the topic regularly. 

This is intentional on behalf of the leadership team. The more you talk about it, the more normalized those discussions become. 

It’s all about letting people know that there are only positive outcomes when you have the bravery to talk about it.

Archie Payne
President, CalTek Staffing

Resources and EAPs

As we are all aware, you can’t necessarily count on employees to  tell you when they’re struggling with their mental health. 

Even if you have a fairly open and supportive workplace, there is still a significant stigma in the broader business landscape regarding mental health, and many professionals still feel like they could put their career progress at risk if they discuss these challenges with their employers. 

Because of this, I find it’s important to be proactive and provide resources that they can utilize without feeling like they’re “outing themselves”, or like they need to discuss their mental health at work if they don’t feel comfortable doing so.

At minimum, this should start by choosing an employee health insurance package that covers mental health care in addition to physical health services. 

Another great option is to offer EAPs that give your employees access to counseling services or wellness workshops. 

Finally, make sure the managers in your organization are trained to spot the signs of issues like burnout, anxiety, and depression, and strategies to address or respond to these issues if they note them on their team. 

Employees who don’t feel comfortable discussing their mental health struggles with HR may be more willing to do so with a manager they trust to be empathetic and supportive.

Mike Fretto
Creative Director, Neighbor

Support Without the Need to Talk

The balance we’ve chosen to strike around mental health is that we don’t need people to talk about it at work, but we do need them to take care of themselves using the resources (like health insurance and paid time off) that we provide. 

One of the lines I find myself using a lot is “I don’t care how you use your sick days. If you think you need a day off, then you need a day off. End of story.” 

By reassuring people that I’m not going to scrutinize their decisions, I give them the freedom to get the help they need.

Jordan Anthony
Head of Nutrition, Ahara

Science-Backed Lifestyle

This is one reason I’m glad to work in a health-related space. 

Our entire philosophy is built around providing science-backed lifestyle plans to help our customers reach their goals, and we apply that same philosophy to our HR policies. 

We strongly encourage our team to not just take care of their mental health with therapy and medication, but to focus on eating a good diet, getting plenty of exercise, and sleeping well. 

Our self-care chat on Slack is one of our most popular employee “downtime” activities.

David Tang
CEO, Flevy

Policies and Practices

HR teams can embed mental health policies in the organization, like accommodations for stress-related disorders and burnout prevention programs. 

– Create anonymous reporting systems for workplace stressors such as overwork or toxic behavior

– Review and update these policies often based on the needs of employees. 

– Pay for and recognize mental health work done in teams. 

– Schedule wellness events like yoga or peer support groups after work. 

If mental health is integrated into the organizational culture, HR can show employees that it takes care of people and fosters a healthier, more productive workforce.

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

While all these insights resonate with the needs of today’s workforce, we advise you to carefully develop the ones you think work best for your work environment and move forward accordingly. Of course, we also advise that you do so under the guiding hand of a mental health professional.

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

Onboarding Success: Key Actions for Integrating New Employees

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Onboarding Success: Key Actions for Integrating New Employees

Beyond the standard paperwork and orientation sessions, what are the most impactful actions HR teams can take to truly welcome and acclimate new hires? 

To uncover best practices and actionable strategies, we requested a panel of seasoned HR leaders from the HR Spotlight community to help, asking them to identify their top three priorities during the initial onboarding period. 

Their answers provide a practical roadmap for organizations looking to enhance their onboarding processes, offering valuable insights into how to create a more engaging, supportive, and effective experience for new employees.

Read on!

Jenni Stone
HR Director, InfoMC, Inc.

Conduct Comprehensive Virtual Orientation

InfoMC embraces a fully remote workforce across 8 states. Being a “remote first” workplace, we prioritize three key actions to integrate new remote employees effectively. 

First, we conduct a comprehensive virtual orientation that includes live sessions with leadership and team members across departments, helping new hires understand our company culture and cross-functional workflows. 

Second, we implement a structured 30-60-90 day onboarding plan with clear milestones and regular check-ins, pairing each new hire with both a direct supervisor and a peer mentor to provide diverse perspectives and support. 

Third, we provide a curated “welcome kit” that includes company-branded items, office supplies, and technology resources, accompanied by personalized welcome messages from team members, which helps create a tangible connection to our remote culture from day one.

Brett Ungashick
CEO, OutSail

Create Personalized Onboarding Plans

Our HR team’s three key actions to welcome and acclimate new employees during onboarding are personalized onboarding plans, fostering connections, and providing structured training. 

These steps ensure new hires feel supported, connected, and prepared to succeed in their new roles.

We create a personalized onboarding plan tailored to the individual’s role and responsibilities. This includes a clear schedule for their first week, introductions to key team members, and access to all necessary resources and tools. A welcome kit reflecting our company culture is also provided to help them feel valued and included from day one.

We arrange introductions with their immediate team and key stakeholders to foster connections. Each new hire is also paired with an onboarding buddy or mentor who guides them through the initial weeks, answering questions and providing support as they acclimate. Regular check-ins with their manager further reinforce their sense of belonging and engagement.

Finally, we offer structured training programs to equip new employees with the skills and knowledge needed for their roles. This includes role-specific training, an overview of company policies, and access to tools and platforms they’ll use daily. These efforts ensure new hires feel confident and ready to contribute, fostering a smooth transition and setting them up for long-term success.

Lawrence Guyot
President, ETTE

Emphasize Cybersecurity and Digital Inclusivity

One crucial action our HR team takes during onboarding is emphasizing cybersecurity and digital inclusivity. 

Every new hire undergoes comprehensive training on our multifactor authentication systems and cybersecurity protocols, using real scenarios like handling employee data and safeguarding PII. This ensures they start with a robust awareness of the digital responsibilities crucial for maintaining our company’s security posture.

Another key focus is accessibility training. 

New employees engage with ongoing awareness sessions and inclusive design thinking, learning how these principles are integrated into our services. This immersion fosters an understanding of how ETTE supports diversity and user-friendly IT solutions, preparing them for our client-centered approach.

We also excel in creating a community through the designation of a single point of contact in our team. 

This individual not only guides new hires through the company’s IT structure but also facilitates connections with seasoned staff. This supportive structure encourages new employees to engage actively with our culture of collaboration and technical expertise from day one.

Vaibhav Kamble
CEO, CloudOptimo

Provide Comprehensive Orientation Program

A strong onboarding process is essential to help new employees integrate smoothly into an organization. Here are three critical actions our HR team takes during this phase:

Comprehensive Orientation Program: We provide a detailed orientation covering company values, culture, and key policies. This ensures employees feel aligned with organizational goals from day one.

Personalized Mentorship: Pairing new hires with experienced mentors fosters relationships and offers a support system for questions and guidance.

Regular Check-Ins: Frequent touchpoints during the initial months help identify challenges and ensure continuous engagement and productivity.

These steps set the foundation for long-term success and employee satisfaction.

Peter Hunt
Director & Physiotherapist, The Alignment Studio

Assign Mentors for Guidance

Welcoming and acclimating new employees to The Alignment Studio is a process we take very seriously, as it sets the foundation for their success and integration into our team. 

The first key action we take is providing a structured orientation program. This includes a comprehensive introduction to our clinic’s values, culture, and multidisciplinary approach, as well as detailed training on our systems and processes. We make sure every new team member understands how their role fits into our mission of delivering holistic care to clients. 

Second, we assign a mentor or buddy from within their discipline to guide them through the first few weeks. This person serves as a point of contact for questions, helps build confidence, and fosters connections within the team. Third, we ensure regular check-ins during the onboarding period to address challenges, celebrate wins, and provide constructive feedback. 

One standout example of this process in action occurred when we onboarded a Pilates instructor who was transitioning from a traditional fitness studio to our integrated clinic. 

With over 30 years of experience in the industry, I understood how crucial it was to bridge the gap between their previous approach and our clinical model. Through personalized mentorship and consistent communication, we helped them adapt their methods to align with our focus on rehabilitation and performance. 

The result was not only a smooth transition but a thriving team member who now plays a key role in delivering exceptional outcomes for our clients. This experience underscored how a well-executed onboarding process can unlock a new employee’s potential while reinforcing our commitment to excellence.

Max Shak
Founder & CEO, Zapiy

Tailor Onboarding Experience

At Zapiy.com, we place a strong emphasis on creating a welcoming and supportive environment for new hires. From my experience as a founder, I know how crucial the onboarding process is for setting the tone and helping new employees integrate smoothly into the company culture. Our HR team focuses on three key actions to ensure new employees feel supported and ready to contribute from day one.

Personalized Welcome and Onboarding Program: Our HR team tailors the onboarding experience to each new hire’s role, ensuring it’s relevant and engaging. From the start, new employees receive a welcome packet that includes essential information about the company’s values, mission, and the tools they’ll be using. 

This personalized touch helps new hires understand how their specific role fits into the bigger picture and gives them a clear sense of purpose. Additionally, they’re introduced to key team members and departments, fostering early connections that will make their integration smoother.

Comprehensive Training and Mentorship: We believe that a new hire’s success is rooted in the right training and support. Our HR team organizes a series of role-specific training sessions in the first few weeks. This includes everything from learning our systems to understanding company processes and expectations. 

To ensure that employees feel guided through the transition, we also assign them a mentor or buddy from within their team. This mentorship helps new hires feel more comfortable asking questions and getting feedback, while also promoting a sense of camaraderie early on.

Frequent Check-ins and Feedback Loops: We understand that the first few weeks can be overwhelming, so our HR team emphasizes regular check-ins. These check-ins aren’t just about tracking progress but also about creating a safe space for new employees to express concerns or share their experience. 

By proactively asking for feedback, we show that we value their opinions and are committed to making their transition as seamless as possible. It also helps us identify potential challenges early and address them before they become bigger issues.

By focusing on personalized onboarding, structured training, and regular feedback, we set up new employees for long-term success and create a work environment where they feel truly supported from the moment they join Zapiy.com.

Brayn Wills
HR Manager, ProProfs Training Maker

Offer Structured Orientation Program

As HR Manager at ProProfs, I specialize in talent acquisition, employee engagement, and performance management. Fostering a positive workplace culture and creating environments where employees feel motivated and empowered to excel is something I’m very passionate about.

Our HR team takes the following three most important actions to welcome and acclimate new employees during their initial onboarding period:

Structured Orientation Program: We begin with a detailed orientation session, meant to welcome new employees into the company’s mission, vision, and core values. This includes:

– Organizational policies and procedures walkthrough.

– Overview of their department’s role in contributing to overall goals.

– Introduction to key team members, which helps them understand their support network.

Personalized Onboarding Plan: Each new employee is given a customized onboarding plan that includes:

– Role-specific onboarding training to prepare them with any tools and knowledge required to succeed.

– Defining expectations, goals, and timelines for the first 90 days.

– Being matched with a mentor or buddy for both formal and informal aspects in the role.

Create Connection and Engagement: We provide ways through which our new hires can connect and feel welcome part of the team through:

– Regular meetings with HR and their managers to discuss any issues or concerns.

– Team-building activities or informal meet-and-greet sessions.

– Access to company resources, such as collaboration tools and communication platforms, to be integrated into the workflow.

These actions collectively create a supportive environment that helps new employees transition seamlessly, feel valued, and become productive members of the team.

Dre Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Engagement, Planning, and Transparency

As a Full Cycle Talent Acquisition Specialist at Innomotics (formerly a Siemens business), my company is doing the following to onboard new employees:

#1 – Facilitate direct engagement with key leadership personnel, including the CRO, Head of Finance, and Head of HR, via Microsoft Teams. 

The Benefit: Allows new employees to gain comprehensive insights into our organization structure and gives them the opportunity to ask pivotal questions from the outset

#2 – Managers not only assign a work body but have co-workers submit a 3 week introductory plan. 

The Benefit: Plan includes scheduled one-one meetings with essential stakeholders, fostering personal relationships through an understanding of the business.

#3 – New hires receive consistent updates through text, phone, and email, coupled with monthly check-ins by the Talent Acquisition partner who manages their hiring process, ensuring their ongoing success and adjustment within the company.

The Benefit: Transparency into the process and next steps upon joining the organization. Allows employee to be seen and heard on all fronts.

Allison Neptune
People and Culture Strategist, BARR Advisory

Emphasizing Relationships, Clarity, and Ongoing Dialogue

BARR’s approach to onboarding is guided by our focus on meaningful connections, clear communication, and empathetic support.

First, we organize a personalized welcome session where the new employee meets key team members, fostering an immediate sense of belonging.

Next, we provide structured orientation materials and hands-on training, ensuring roles, responsibilities, and organizational policies are thoroughly explained. 

Finally, we schedule regular check-ins during the new hire’s initial weeks on the job to address questions, gather feedback, and maintain open communication. 

This proactive engagement helps new hires feel supported as they learn our culture and processes. 

By emphasizing relationships, clarity, and ongoing dialogue, we ensure every newcomer quickly adapts and thrives.

Casey Cunningham
CEO and Founder, XINNIX

An Award-Worthy Warm Welcome

At XINNIX, we believe onboarding should feel like a warm welcome, not just the typical paperwork. It’s about making every new team member feel like they belong here from the day they accept joining the company.

We start by getting to know them as a person—things like their favorite candy, their pets, and where they’re from. It’s not just about the role they’re filling; it’s about who they are.

Next, everyone in the company reaches out in a scheduled cadence with a welcoming call to make them feel like part of the family as they are waiting to arrive for their exciting new adventure/job/role.

Finally, we send them a custom welcome box filled with things we know they’ll love—snacks, something for their kids or pets, or even a little nod to their college. It’s our way of saying, ‘You matter, your family matters and we’re excited you’re joining our team/work family.’

It’s part of why we believe we’ve won over 25 culture awards—because even though they’re stepping into serious roles, they are first valued as a person.

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

Breaking Down Barriers: Moving Beyond the 15% to Support Employee Mental Well-being

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Breaking Down Barriers: Moving Beyond the 15% to Support Employee Mental Well-being

“With only 15% of workers comfortable discussing mental health at work, how does your HR team foster a workplace culture where employees feel safe and supported in addressing their mental well-being?”

This was the question we posed to the HR Spotlight community of business leaders and HR experts, and received in return some insightful advice on nurturing an environment of practical care and support at the workplace.

From how peer-support groups help to normalizing conversations around mental health, every piece of advice in here speaks of just how far today’s leaders go to ensure that mental health remains a priority.

Read on!

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

Wellness Wednesdays and Mental Health Days

At Keller Executive Search, we’ve reimagined our approach to mental health through targeted initiatives that create real impact. 

Our “Wellness Wednesday” program, for instance, brings in mental health professionals monthly for interactive sessions on stress management and resilience building. 

We’ve also implemented a “No Questions Asked” mental health day policy where we allow team members to take up to six mental health days annually without requiring documentation.

Our initiatives also extend to our leadership team. In fact, we hold the “Leadership Conversations” series, where we give our company executives the space to tell personal stories about their mental health journeys. We’ve noticed that these conversations sparked meaningful dialogue across all levels.

Our quarterly anonymous pulse surveys show that these initiatives have increased comfort in discussing mental health from 15% to 47% in the past year. 

We complement these programs with comprehensive mental health coverage and 24/7 access to virtual therapy through our enhanced EAP, making support accessible whenever our team needs it.

Alexandra Huber
Psychotherapist & Counsellor, Alexandra Integrative Therapy

Create a Culture of Trust

As a psychotherapist, I’ve seen how fear of judgment—even losing their job—can prevent employees from opening up about mental health struggles. 

In high-pressure corporate cultures that value ambition and constant growth, it’s easy for employees to feel like admitting they’re struggling might make them seem replaceable. 

HR teams can help shift this mindset by creating a culture of trust, where mental health is seen as part of overall well-being, not a weakness. 

Managers could be trained to approach these conversations with empathy, and offering confidential support options—like anonymous wellness check-ins or mental health days—can make a huge difference. 

When employees feel supported rather than judged, they’re more likely to thrive both personally and professionally.

Tamica Sears
HR Consultant, Sears Coaching

Leadership Sets the Tone

Creating a culture where employees feel safe discussing mental health starts with leadership setting the tone. 

Your HR team can drive this by ensuring leaders actively demonstrate empathy, normalize mental health conversations, and prioritize psychological safety. 

One thing that I’ve done was intentionally move to a health insurance plan that covered outpatient mental health services at 100%. When announcing the change, I made sure to let everyone know that this was done on purpose to help remove the stigma of discussing mental health among the team. 

Offering other benefits like coaching and mindfulness programs can reinforce the company’s commitment to being more open about mental health and to reduce stigma even more. 

HR can make sure to regularly train managers to recognize and respond to signs of distress. This will help to encourage open, non-judgmental communication to further build trust between managers and their teams.

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

Gratitude and Recognition Foster Mental Health

Give River’s foundation is rooted in creating healthier, more fulfilling workplaces by addressing mental well-being as a core element of our mission. I’ve learned from my diverse career experiences that a thriving work environment is one where employees feel psychologically safe and supported. 

At Give River, we incorporate wellness and emotional intelligence into our platform via the 5G Method, which prioritizes employee well-being through gamification and recognition. Our platform encourages open dialog and community building, which naturally extends to discussions around mental health.

One example of fostering mental well-being is our Gratitude feature, which transforms workplace culture by normalizing appreciation and recognition, creating an environment of trust and safety that supports mental health. 

Our gamified challenges and recognition tools help teams engage with mental wellness initiatives without feeling pressured, making the process enjoyable and non-intrusive. We’ve seen that when employees are regularly acknowledged and appreciated, their mental well-being improves significantly, adding to overall productivity and job satisfaction.

Data-driven insights from our platform guide companies in making informed decisions that support mental health. For instance, our surveys help gauge employee sentiment, providing actionable insights to leaders on how to bolster a supportive environment. 

We couple this with expert guidance to ensure leaders can handle discussions about mental health comfortably and effectively. 

Emphasizing gratitude and recognition helps create a culture where employees feel valued and comfortable discussing their mental well-being.

Michael Hurwitz
President/Co-Founder, Careers in Government

Embed Psychological Safety in Workplace Culture

Creating a workplace where employees feel safe discussing mental health is essential in today’s evolving professional landscape. At Careers in Government, fostering a culture of trust and support is integral to our mission of empowering both individuals and organizations.

We believe mental well-being is as important as professional growth. Our approach centers on embedding psychological safety into workplace culture, ensuring employees feel valued and heard without fear of stigma. Open communication and proactive support systems are the foundation of this effort.

For instance, we implemented monthly wellness check-ins where employees can discuss challenges in a confidential setting. These sessions, paired with access to professional mental health resources, have significantly improved engagement and trust within the team. Feedback surveys consistently show increased comfort in discussing sensitive topics.

To build a safe environment, prioritize open dialog, offer professional support, and train leaders to model empathy and understanding. Proactively address stigma and create spaces for employees to share without judgment. 

Mental health support is an investment in your team’s resilience and long-term success.

Jason Plevell
Personal Coach, The Obstacle Remover

Peer-Supported Small Group Discussions

In my work as a life and change coach, I’ve seen how pivotal it is to foster a safe and supportive culture around mental health at work. 

I leverage my personal journey of overcoming alcoholism and depression by sharing my experiences openly with clients, which encourages them to discuss their struggles without fear of judgment. It’s that authenticity that helps create a space where real conversations can thrive.

We also implement strategies from our Intrinsic Value Blueprint at The Obstacle Remover, focusing on self-worth and routine while tying these practices into daily work culture. For instance, integrating small group discussions led by team members—not just HR—helps create a peer-supported environment. 

It’s a simple step that boosts feeling valued and mentally supported.

Moreover, using frameworks like the S.T.E.A.R. Cycle allows individuals to actively dismantle negative beliefs and replace them with positive outlooks. 

By aligning daily workplace practices with these methodologies, employees feel empowered to address their mental health openly, knowing there’s a structured process behind the support they receive.

Lydia Valberg
Co-President, Merchant Payment Services

Open and Trusting Relationships

Creating a supportive workplace culture where employees feel safe discussing mental health is crucial. 

At Merchant Payment Services, fostering open and trusting relationships has been fundamental to our approach, as reflected in our focus on community and integrity. We’ve found that the same transparency and trust we offer to our clients are equally important within our team. 

One practical step we’ve implemented is regular, informal “tradition talks,” where employees can share their concerns and ideas openly, without the pressure of formal meetings. 

This aligns with our company’s values of transparent practices and provides space for genuine dialogue, echoing our commitment to integrity and community. 

Moreover, we always emphasize the importance of responding to our employees with the same attentiveness we give our customers. 

This means offering flexible schedules and mental health days to support staff well-being, much like how we tailor our payment solutions to meet the unique needs of our clients.

Dr. Britt Lindon
Ph.D. Clinical Psychologist, Sens Psychology

Normalize Mental Health Conversations

Building a supportive work environment for employee mental health involves both maintaining professional boundaries and actually showing interest in the well-being of individuals. 

Only 15% of employees feel at liberty to discuss mental health matters at work, yet that can be changed through action on the part of the HR teams involved.

At its essence, mental well-being in the workplace is about feeling safe, valued, and understood. HR teams can help break down fears by consistently speaking to the fact that a mental health issue is a priority and that seeking support is strength, not vulnerability. 

Normalizing conversations about mental health in the workplace throughout the organization, such as leadership openly sharing their experiences and company-wide events raising awareness about resources, can actually make employees more likely to seek help when they need it.

Another area that HR can support the mental well-being of an employee through policy and benefits indicating a concern for employees’ wellness, like broad mental health coverage, EAP accessibility, and support for utilizing mental health days or flex time.

Creating a culture of mental well-being calls for sustained effort and true commitment at all levels within the organization. 

HR teams are best able to create this kind of environment by first approaching the subject with empathy, openness, and focus on actual support.

Jose Gomez
Founder & CTO, Evinex

Leadership Shares Mental Health Experiences

Creating a culture where employees feel comfortable discussing mental health starts with leadership setting the tone.

We encourage open dialogue by having leaders share their own experiences with mental health, which helps normalize these conversations. Regular mental health workshops and training sessions are part of our strategy, equipping employees with the tools to manage stress and recognize signs of burnout.

We also offer confidential counseling services and mental health days, signaling that taking care of one’s mental well-being is a priority. 

By fostering an environment of empathy and understanding, we make it clear that mental health is as important as physical health.

Mayank Singh
Director of Human Resources, Coordinated Family Care

Holistic Approach to Mental Health

It’s important for employers to take a holistic approach when considering the mental health needs of their employees. 

It begins with open and transparent communication about how the organization intends to support its employees as it relates to mental health. This should be evident to prospective candidates from the onset when they are looking at a company’s website or job posting. 

Also, on an ongoing basis, there should be consistent reinforcement about the resources that are available to employees. Here are a few things that employers can consider to create a supportive and transformative work culture:

– Open Door Policy (to all levels of management)

– Mental Health Wellness Days

– Employee Assistance Program (EAP) Services

– Group Counseling Sessions, either periodically or after a stressful period of time, at no cost to employees (some EAP vendors will provide a Mental Health Professional to do these sessions at reasonable costs)

– Initiatives to inform and recognize various things that may be impacting people’s mental health. 

At our organization, during certain days or months, we’ll make informational posts about certain topics and then do something to recognize said day or month. 

For example, during World Day of Bullying Prevention in October, we asked employees to wear blue and took a group picture that was posted, along with information on what this day was all about, on our various platforms. 

In November, we had employees have their pictures taken with fake mustaches for Movember (bringing awareness for men’s health issues) and again posted these pictures (along with information on this subject) on our various platforms.

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

While all these insights resonate with the needs of today’s workforce, we advise you to carefully develop the ones you think work best for your work environment and move forward accordingly. Of course, we also advise that you do so under the guiding hand of a mental health professional.

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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Today’s Multigenerational Workplace: How to Transform Challenges into Opportunities

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Today’s Multigenerational Workplace: How to Transform Challenges into Opportunities

Managing a team that spans multiple generations can be both rewarding and challenging. 

From differing perspectives on work-life balance to varying levels of comfort with technology, the generational mix can create a complex dynamic. 

But how do you bridge these gaps and create a workplace where everyone feels valued and engaged? 

To provide practical solutions, we turned to the experts. 

We asked leaders from the HR Spotlight community across various sectors to share their insights on the challenges of a multigenerational workforce, and more importantly, to offer actionable strategies for addressing them. 

Here’s what they had to say.

Read on!

Fola F. Alabi
CIO – Strategy, Technology and PMO Delivery, Strategic Project Leader (SPL Global)

Adopt Flexible Communication Strategies

One major challenge in managing and engaging a multigenerational workforce is navigating differences in communication preferences and work styles. 

Each generation—whether it is Baby Boomers, Gen X, Millennials, or Gen Z—tends to have distinct preferences for how they communicate, receive feedback, and approach tasks. For example, older generations may prefer face-to-face conversations, while younger generations may lean toward digital tools like Slack or email for efficiency.

A key solution our organization has adopted to address this challenge is to create a flexible, hybrid communication strategy.

This means offering multiple channels for communication (like in-person check-ins, video calls, and instant messaging) while also being clear about which channel is best for specific tasks. 

Leaders can also encourage team members to share their communication preferences openly and find common ground. Workshops on cross-generational collaboration can foster empathy and understanding, ensuring that each generation feels seen, heard, and respected.

The ultimate goal is to build an inclusive environment where all generations feel valued. When people see their preferred styles acknowledged, they are more likely to engage fully and contribute to the collective success of the team.

Dr. Keisha Benson Woods
CEO, Reverse-iT Mentoring

Implement Reverse Mentoring Programs

With five generations in almost every modern work environment, one key challenge in managing and engaging a multigenerational workforce is navigating differing communication styles and expectations across generations. 

For example, older workers (Traditionalists and Baby Boomers) may prefer structured, formal communication, while younger workers (Gens X, Y, and Z) might lean towards quick, technology-driven interactions. 

These differences can lead to misunderstandings, decreased collaboration, and disengagement if not addressed effectively. 

To address this challenge, organizations should consider implementing a tailored reverse mentoring program as an effective way to bridge these gaps. By pairing younger employees with older colleagues, reverse mentoring fosters mutual understanding and collaboration, promotes inclusivity, reduces friction, and aligns with organizational goals like innovation and retention. 

Whether recruiting younger workers to the financial industry, helping the metropolitan police create cultural change across the rank structure, or improving intergenerational communication, reverse mentoring should be in the toolkit of every modern HR and business leader.

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

Promote Generosity to Bridge Generational Gaps

One challenge in managing a multigenerational workforce is fostering a sense of shared purpose while acknowledging diverse values and communication styles. 

I’ve found that integrating a platform like Give River improves this by promoting generosity and emotional intelligence, essential for bridging generational gaps. For instance, using our Charity Channel, employees across age groups participate in initiatives that align with their values, boosting engagement and fostering unity despite differences.

Our “Game of Good Deeds,” similar to a virtual charity run, encourages everyone to work towards common charitable goals. This initiative has notably increased cross-generational collaboration by 30%, as individuals from different age groups find common ground in shared contributions. 

Coupled with continuous feedback loops, it creates a positive feedback mechanism where every team member feels valued and heard.

Incorporating emotional intelligence training, as part of our learning resources, has also been beneficial. It helps different generations in understanding and adapting to each other’s communication styles. 

This focus on interpersonal skills not only improves team harmony but also ensures that every voice is acknowledged, fostering a respectful and productive workplace environment.

Michael Hurwitz
President/Co-Founder, Careers in Government

Use Multi-Channel Recruitment Strategies

In today’s public sector workforce, managing a multigenerational talent pool presents a unique challenge. We see a vast “Silver Tsunami” of baby boomers retiring, while Gen Z and Millennials bring new expectations to the workplace.

One critical challenge lies in effectively bridging the communication gap between generations. Traditional recruitment methods often fail to resonate with younger audiences who expect a more tech-savvy and engaging experience.

At Careers In Government (CIG), we’ve seen a dramatic shift in how government agencies attract talent. Our data shows a growing emphasis on social media outreach and mobile-optimized career pages. For example, CIG boasts a strong social media presence, with over 110,000 Twitter followers and nearly 100,000 Facebook followers. 

To bridge this gap, agencies need to adopt a multi-channel recruitment strategy. This involves leveraging social media platforms like Twitter and Facebook to connect with potential candidates. Additionally, creating a mobile-friendly career website that caters to the preferences of younger job seekers is crucial.

By implementing these strategies, government agencies can bridge the communication gap and attract top talent from a wider pool of qualified candidates.

Komita C. Liggans
Certified Executive Coach and Development Strategist, GK Liggans

Facilitate Inclusive Interactions

Managing a multigenerational team that ranged from age 25 to 70 years of age, came with opportunities to work through some challenges and build bridges among the generations. 

One such area – communication. 

Whether I was communicating with them individually, they were communicating with each other, or all of us were in the same space communicating as a group; it proved to be a great opportunity to be the bridge since my age fell mid-range of my team. 

My team knew they could safely communicate in a manner that was the most work-appropriate to them. 

At the same time, as the leader, I opened up space to address what was said or how it was said when it happened if it caused confusion, lack of empathy, or offensiveness. Sometimes that came in the form of someone asking for clarification, elaboration, or a simple repeat of what was said. 

This allowed for real-time bridge-building even when there were some tough moments of conversation.

Cheryle Hays
Founder & CEO, InPower Strategists

Encourage Unlearning of Outdated Beliefs

One challenge in managing and engaging a multigenerational workforce is the underlying and often unspoken goals and drivers that shape how individuals communicate. 

These underlying differences often lead to personal reactions, especially when we don’t understand their perspective or when their priorities clash with ours.

To address this, I encourage leaders to listen actively for four key things: the facts, the emotion, their point of view, and their WIIFM. Then, be curious and seek to understand their ‘why’ – because in any situation, there are always multiple goals at play, and multiple reasons we act the way we do. 

This approach bridges differences, uncovers shared interests and aligns efforts, turning differences into opportunities for connection and collaboration, not just for the situation, or the day, but for the future.

Shana Sanders
CEO, We Create Tech, Inc

Bridge Communication Styles for Generational Harmony

One challenge associated with managing and engaging a multigenerational workforce is differing communication styles, especially between Gen Z and Millennials. 

Gen Z tends to favor fast, digital communication through text messages, social media, or collaboration tools like Slack, valuing efficiency and brevity. On the other hand, Millennials often prefer email and video conferencing for more detailed or thoughtful conversations. 

These differences can lead to misunderstandings or inefficiencies if not addressed properly. 

To overcome this challenge, it’s essential to be willing to learn and adapt to the communication preferences of different generations. 

As a leader or manager, it’s important to create an environment where employees feel comfortable expressing how they prefer to communicate, and then offer a mix of communication channels that cater to both quick, informal exchanges and more in-depth discussions. 

By fostering a culture of flexibility and mutual respect for diverse communication styles, you can bridge the gap between generations and promote stronger collaboration and engagement across your team.

Janet du Preez (MSc MOTI)
Leadership & Organisational Development Consultant, Engagement Dynamics

Recognize Multigenerational Benefits for Team Success

It seems that many leaders default to concern about the potential issues that may arise from having a multigenerational workforce. 

Before addressing challenges, I want to assert that the benefits of a multigenerational workforce can far outweigh the challenges. Diverse perspectives and experiences can lead to conflict, but should add value and depth to any conversation or problem-solving situation. 

This is a massive question, but leaders serve their teams best when they ensure that everyone in the team can contribute value and feel valued. 

Leaders can do this by facilitating inclusive interactions, ensuring that contributions are evaluated through both constructive and critical lenses. For example, exploring how a negative attribute might have positive benefits creates rich and open conversations. 

Leaders ideally need to work openly and collaboratively with team members to define how each generational group can add maximum value BECAUSE of their age and experience and how each group can gain value from the other groups. 

Transparency and overt discussion go a long way to fostering constructive engagement.

Carolina Caro
CEO, Conscious Leadership Partners

Navigate Generational Diversity with Unlearning Advantage

We assist organizations in navigating a multigenerational workforce with the ‘Unlearning Advantage.’ 

This model tackles generational diversity by encouraging individuals to release outdated beliefs and behaviors, known as Generational Conditioning. 

For instance, those struggling with work/life balance may realize they were conditioned to a different definition of success. 

We invite every generational group to explore what they need to unlearn. By unlearning, all generations can collaboratively shape the workplace they desire.

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

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

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

Recent Posts

The Multigenerational Team Mosaic: Leading a Modern Workforce

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The Multigenerational Team Mosaic: Leading a Modern Workforce

Ever been to a family event where even a conversation between different generations seems impossible and wondered how a workplace with Baby Boomers and Gen Xers to Millennials and Gen Z work so well together? 

Well, anyone who has worked in an organization with a workforce that comprises different generations will tell you how things are not as smooth and simple as they seem at first glance. 

There’s a lot of effort that goes into managing a multigenerational team and delivering not just organizational success but also employee satisfaction, and the effort has to be continuous too.

These insights from HR experts and business leaders of the HR Spotlight community reveal the strategies and moves behind leading the workforce of the day. 

Read on!

Lydia Valberg
Co-President, Merchant Payment Services

Mentorship Programs for Mutual Learning

One challenge in managing a multigenerational workforce is ensuring everyone feels valued and included, especially when their roles and contributions might differ significantly. 

In our family-owned business, which has spanned over 35 years, we noticed that younger employees often bring innovative ideas while older ones hold invaluable institutional knowledge. 

To address this, I’ve implemented a mentorship program where experienced employees share insights with newer team members, fostering mutual learning and respect.

For instance, in managing ATM services, our younger team members introduced new software solutions that streamlined our operations; meanwhile, seasoned staff guided them through understanding the historical context of our business decisions, ensuring these innovations aligned with our core values. 

This approach not only improved efficiencies but also built a culture of collaboration where every generation’s strengths are recognized.

This strategy doesn’t just apply to our industry. Businesses can cultivate such dynamic environments by creating opportunities for intergenerational mentoring, which benefits both the company and its employees, boosting morale and innovation across the board. 

By fostering diverse interactions, you improve both employee engagement and retention, crucial for any business’s long-term success.

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

Cross-Generational Knowledge Sharing Opportunities

At Keller Executive Search, we regularly see how communication differences can create challenges in today’s multigenerational workforce. 

For example, when we place executives, we notice that some senior leaders prefer formal emails and scheduled meetings, while younger team members often gravitate toward instant messaging and impromptu video calls. 

These varying communication styles can sometimes lead to disconnects and misunderstandings within teams.

We’ve found that one of the most effective ways to address this challenge is to create intentional opportunities for cross-generational knowledge sharing. 

We encourage our client organizations to implement structured mentorship programs that pair experienced executives with emerging leaders. 

This approach isn’t just about younger employees learning from veterans—it’s a two-way street. 

While seasoned professionals share their deep industry insights and leadership wisdom, younger team members often bring fresh perspectives on technology, social media, and evolving market trends.

Joshua Miller
Executive Leadership Coach, Joshua Miller Executive Coaching

Cross-Generational Mentoring

Over the past twenty years coaching executives and leading HR initiatives, I’ve observed that the biggest multigenerational workplace challenge isn’t about age – it’s about assumptions. 

Leaders often fall into the trap of applying generational stereotypes rather than recognizing individual work styles and motivations. 

One of the most effective strategies I’ve implemented is creating cross-generational mentoring programs where knowledge flows both ways: senior employees share institutional wisdom while younger team members offer fresh perspectives on technology and market trends. 

This bilateral approach breaks down stereotypes, builds mutual respect, and creates organic knowledge transfer. 

The key is framing these partnerships as learning opportunities rather than hierarchical relationships, which helps dissolve age-related barriers and creates genuine collaboration. 

What’s fascinating is how quickly generational labels fade when people are united around shared purpose and mutual learning.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Leadership Styles to Bridge Generational Gaps

One of the biggest challenges in managing and engaging a multigenerational workforce is navigating differing communication styles and workplace expectations. 

For instance, younger employees, like Gen Z and Millennials, often prefer direct, digital communication and thrive in flexible, collaborative environments. In contrast, older generations, such as Baby Boomers, may value face-to-face interactions and a more structured approach to hierarchy. 

These differences can lead to misunderstandings, reduced collaboration, and disengagement if not properly managed.

In one of the companies I coached, a mid-sized technology firm with over 200 employees across three generations, I identified this challenge during their team performance reviews. 

Employees expressed frustration over misaligned expectations, particularly in communication and decision-making processes. 

Leveraging my years of business coaching experience and the insights gained from studying 675 entrepreneurs, I introduced a tailored communication framework. 

It involved cross-generational mentorship programs, where older employees shared industry knowledge while younger team members helped integrate more effective digital tools. I also implemented regular feedback loops to align on goals and expectations. 

Within six months, the company reported an increase in employee satisfaction scores and a significant improvement in interdepartmental collaboration. 

This experience reinforced the importance of adapting leadership styles to bridge generational gaps and foster a cohesive, productive team.

Justin McKelvey
Founder, SuperDupr

Hybrid Training Models for Diverse Learning Preferences

One challenge in managing a multigenerational workforce is accommodating diverse learning preferences. 

Different generations often have varying styles of learning and adapting to new technologies or processes. While older workers might prefer structured in-person training sessions, younger employees often opt for self-directed online resources.

At SuperDupr, we tackled this by creating a hybrid training model, offering both traditional workshops and digital courses. This flexibility ensures all team members receive training in a format that suits them, promoting faster skill acquisition and smoother project execution. 

For instance, our team built out a comprehensive library of training videos and quick-reference guides for our AI automation processes, which has increased our project efficiency by 15%.

Encouraging employees to share their expertise across generations has also proven effective. By pairing younger staff adept in cutting-edge digital tools with seasoned professionals who have deep industry insights, we’ve fostered a collaborative environment. 

This approach doesn’t just unify the team; it improves our service offerings and directly improves client satisfaction.

Ahmad Elzahdan
Co-Founder & CEO, Audo

AI-Driven Tools for Personalized Career Development

One challenge I’ve encountered in managing a multigenerational workforce is aligning their career development aspirations with company goals. 

Younger employees often seek rapid skill acquisition and career advancement, while older workers may focus more on stability and refining existing skills. 

To bridge this gap, we at Audo use AI-driven career development tools that tailor learning journeys according to individual aspirations. This personalization respects diverse career motivations while aligning employees’ growth with organizational objectives.

For instance, at Audo, we implement customized skill-building paths, blending AI insights with human-centered coaching. This approach has increased employee satisfaction across age groups, as everyone feels their professional growth is valued and supported. 

By focusing on personalized career coaching, I’ve seen a notable improvement in employee engagement and retention, fostering a more cohesive and collaborative team environment across generations.

Jason Plevell
Personal Coach, The Obstacle Remover

Communication Preference Surveys

One challenge in managing a multigenerational workforce is bridging the communication gap. 

Different generations communicate differently and have varied expectations. For example, older employees might prefer phone calls or in-person meetings, while younger workers lean towards emailing or messaging apps. This discrepancy can cause misunderstandings and inefficiency.

To address this challenge, I’ve found success in implementing a “communication preference survey” within my coaching practice. 

This helps identify how each team member prefers to communicate and receive information. Harmonizing these differences allows for smoother collaboration and increased productivity. Blending traditional methods with modern technology can meet all preferences and needs.

By understanding these generational differences through honest reflection and disciplined action, men undergoing professional transitions can foster a more cohesive and dynamic workplace. 

This approach has helped my clients steer career challenges, enhancing both organizational effectiveness and employee engagement.

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

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

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

Recent Posts

HR Heroes: When HR Saves the Workplace

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HR Heroes: When HR Saves the Workplace

An HR team is best known for working behind the scenes, interacting with employees and management only when necessary, and even then, somehow managing to stay undercover.

Well, all that changes when the organization is up against a crisis and needs everything from a crisis manager to all-round navigator.

It is during these times that the true worth of an HR team comes to the fore, and this is when everyone from an employee to a CEO realizes just how relevant an HR team is to not just their success but also their stability.

We reached out to our business leaders and requested them to share with us any instances that woke them up to the heroes that HR truly are, and the stories we received in return does indeed cement the fact that these behind-the-scenes personnel are the ones who save the workplace when nothing else works!

Read on!

Trisha Zulic
HR Consultant, Efficient Edge

Encouraging Civil Conversations

During election week, the tone in the workplace shifted. 

Rather than avoiding sensitive topics, we introduced the concept of civil conversations – encouraging discussions to be conducted with dignity and respect. 

This initiative, driven by SHRM, proved to be valuable in addressing the silent challenges within the organization, fostering a more open and supportive environment.

Jake Linkowski
Change Management Consultant, Horizon Consulting

Streamlining Onboarding Process

During a period of rapid growth, our company faced challenges in onboarding new employees efficiently. 

The HR team streamlined the onboarding process, developed comprehensive training programs, and fostered a welcoming company culture. This proactive approach ensured a smooth transition for new hires, boosting their productivity and overall satisfaction. 

Additionally, HR’s emphasis on employee engagement initiatives led to increased morale and a stronger sense of belonging within the organization.

Mark Krajnik, LSSGB, CPC
Fractional Chief People Officer, Performance Mindset Associates

Contributing to AWS Growth

There are two sides to HR, Internal Affairs and People, Talent, and Culture. 

Internal Affairs tends to send fear and stress towards employees, as it is in place to protect the organization and deals in investigations, compliance, and regulatory issues. 

When I was on the global Executive Recruiting Team at AWS, prior to the massive layoffs in 2023, our HR team played a key role in the growth and success of the fastest growing division at Amazon. 

Our virtual international team served to deliver the top executives that led AWS around the globe. We met our diversity hiring goals in back-to-back years, engaged executive leadership to gain insights around continuous improvement, and created incredible employee engagement programs. 

The People, Talent, and Culture side of HR at AWS from 2021-2022 was the best-of-the-best, adding value to a growing organization.

Lynne Williams
Resumes & LinkedIn – Executive Director, Great Careers Network

Advocating for Inclusivity

As the currently self-employed mother of a neurodivergent AUDHD (autistic and ADHD) adult child and former K-12 special education teacher, I applaud the HR teams who are advocates of diversity, equity, inclusion, belonging, accessibility, and justice (DEIBAJ) at my daughter’s current workplaces. 

The HR team is critical in fostering inclusivity by ensuring accommodations meet diverse employee needs. Creating an equitable workplace is essential, especially considering the significant time spent at work. 

By facilitating understanding and open communication, HR can help implement accommodations that enable individuals to perform at their best. They are instrumental in educating managers and staff on the importance of inclusivity and promoting a culture of empathy and collaboration. 

Through consistent monitoring and advocacy, HR can ensure that accommodations remain effective for individuals and are aligned with organizational goals because, as we know from research, diversity drives more innovation and market growth. Employees must know there are equitable opportunities and feel a sense of belonging.

Adam Zagha
Founder, Numa Recovery Centers

Performing in a High-Stress Environment

In the high-stress environment of addiction treatment, maintaining staff morale and retention is crucial. 

At Numa Behavioral Health, we faced a significant challenge during the pandemic, where HR interventions were essential. By prioritizing employee mental health through targeted training and support, we ensured our staff felt valued and equipped to navigate their own recovery journeys, which ultimately benefited our clients.

During a recent staffing crisis, effective HR strategies were pivotal. Our HR team developed flexible work policies that catered to employee well-being, addressing burnout and promoting a resilient workplace culture.

Our HR team has been instrumental in fostering an inclusive workplace that respects individuals from diverse backgrounds, particularly those in recovery. Implementing inclusive hiring practices not only supports our mission but also enriches our organizational culture, making it a safe space for all employees.

Drawing from my consulting background, I’ve seen how technological innovations in HR practices- such as 24/7 mental health resources- have transformed workplace support systems. These advancements are critical in the mental health sector, allowing us to provide continuous support for our employees and ensuring they have access to the resources they need.

As I often say, “A strong HR foundation is the bedrock of a thriving organization, especially in the mental health and addiction field.”

Reade Taylor
Technology Leader, Cyber Command

Responding to Unexpected Challenges

In a recent project at Cyber Command, we faced a cybersecurity threat from a third-party vendor, which underscored the vital role HR plays in our organization. 

The HR team swiftly coordinated with IT to organize immediate training sessions for staff, focusing on identifying potential threats and strengthening our internal protocols. This action not only mitigated the immediate risk but also built a stronger security mindset within the team.

From this experience, we recognized the significance of having a well-prepared HR department to respond to such unexpected challenges. 

Beyond hiring, HR has proved to be our frontline in fostering a proactive culture of awareness and training. This, in turn, improves our overall resilience to cybersecurity threats and ensures smooth operational continuity.

David Pumphrey
CEO, Riveraxe

Tackling Resistance to New Technology

In a recent project at Riveraxe LLC, we tackled a challenging EHR system implementation for a government healthcare provider. 

The strategic importance of HR became evident when our team faced resistance to the new technology from staff used to paper records. 

By engaging the HR team early, we designed a custom training program custom to different roles, which significantly improved acceptance and minimized disruptions.

This situation reminded me how critical communication and support from HR are in facilitating change management. They helped us identify tech-savvy employees who could act as internal champions, further smoothing the transition. 

For others implementing new tech, leveraging HR insights to customize training and foster internal advocacy can make all the difference.

Guillaume Drew
Founder, Or & Zon

Strategizing to Improve Interaction and Cooperation

A recent workforce challenge at Or & Zon truly underscored the strategic importance of our HR team. 

Amid the rapid scaling of our e-commerce platform, we faced a surge in cross-functional miscommunications between our design, supply chain, and customer service teams. Deadlines were slipping, and morale was dipping—a potential recipe for disaster in a fast-paced environment.

Our HR department acted as genuine strategists, conducting interdepartmental workshops to improve interaction and cooperation. They also came up with a solution to establish an anonymous feedback system for raising grievances. In a matter of weeks, however, the strain eased and productivity was restored. 

This experience made me remember that HR is not only about recruitment or provision of benefits, it’s about dealing with people and issues, and building the foundation for expansion. The contribution that they made for this case was significant.

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