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EAPs in the Modern Workplace: Leadership Perspectives on Value and Measurement

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EAPs in the Modern Workplace: Leadership Perspectives on Value and Measurement

How do leaders view the role of Employee Assistance Programs (EAPs) in today’s workplace? 

Are they seen as a vital resource, a mere compliance requirement, or something in between? 

And more importantly, how are leaders ensuring their EAPs are not just available but truly effective in supporting employee well-being? 

To answer these questions, we reached out to a diverse group of executives from the HR Spotlight community and asked for their views on the essentiality of EAPs, the key factors they’ve implemented to drive program efficiency, and the methods they employ to gauge program effectiveness. 

Their responses offer valuable insights into the evolving role of EAPs and the leadership commitment required to make them successful.

Read on!

Stacie Baird
Chief People Officer, Community Medical Services

Refine EAP Based on Key Metrics

Supporting employee mental health is more critical than ever. 

We continuously refine our EAP/Mental Health Support offerings based on key metrics such as program consumption, engagement, and feedback. Selecting a vendor that provides dashboards for ongoing engagement and true partnership for employee education has been key to increasing utilization.

According to a recent market research report, 79% of businesses offer an EAP while, on average there is between 11-14% engagement in these programs.

Looking to elevate utilization, we started with survey feedback, devising a quarterly campaign to educate staff and family members. We measured program engagement, satisfaction, and service utilization trends. After two quarters, we refined our messaging and campaign for the third quarter. 

An end-of-year survey helped us further refine our offerings for the following year. For example, based on counseling service utilization, we added more visits and streamlined provider coordination through our health insurance.

Overall, employee demographics, societal factors, and business challenges require regular review and refinement of our offerings.

Lawrence Guyot
President, ETTE

Integrate EAP with IT Services

As someone deeply involved in IT consulting through ETTE, I’ve seen how integral an Employee Assistance Program (EAP) can be in promoting a healthy work culture and enhancing productivity. 

We prioritize mental wellness and continual professional development, adopting initiatives like stress management workshops and flexible work arrangements. Our approach isn’t just about deploying technology solutions but ensuring our teams are mentally equipped to handle dynamic environments.

In terms of measuring the program’s effectiveness, we use a combination of employee feedback and productivity metrics. 

For instance, after launching our cybersecurity awareness training, we’ve observed a measurable decrease in security incidents, which directly correlates with an uptick in employee engagement with learning modules. 

This improvement is a testament to the program’s impact on both professional acumen and personal well-being.

To drive an efficient EAP, we’ve embedded it into our organizational framework by aligning it with our core IT services. 

For example, integrating EAP resources with onboarding processes helps new employees smoothly transition into their roles, providing them with the support they need from day one. This has not only improved morale but fostered a sense of community and trust within our company.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Normalize Seeking Support in EAP

I consider Employee Assistance Programs (EAPs) absolutely essential for fostering a productive and resilient workplace. 

Employees perform their best when they feel supported, both professionally and personally. 

One key factor I’ve adopted to ensure the efficiency of EAPs is creating a culture where seeking support is normalized. This means offering confidentiality, promoting the program regularly, and integrating mental health and well-being into the core of the company’s values. 

By tailoring the program to specific workplace challenges such as stress management, financial planning, or conflict resolution, employees feel that the support is relevant and actionable.

A great example comes from my telecommunications business. When I noticed rising absenteeism and burnout among team members, I implemented an EAP designed to address workplace stress and provide access to counselors. Leveraging my background in team efficiency and leadership, I analyzed root causes like unbalanced workloads and introduced both the EAP and workload management training. 

Within six months, absenteeism decreased and staff productivity increased significantly, confirmed by performance metrics and employee feedback surveys. 

My MBA in finance and business operations expertise helped me set clear KPIs to measure the program’s success, including employee retention rates and anonymous satisfaction scores. 

The results demonstrated not just the program’s value but also the immense trust it built within the team.

Peter Hunt
Director & Physiotherapist at The Alignment Studio, The Alignment Studio

Holistic Approach to EAP Success

The Employee Assistance Program is absolutely essential to our operations at The Alignment Studio. 

With over 30 years of experience in physical therapy and health management, I’ve seen firsthand how workplace stress and poor physical health can impact productivity and employee well-being. 

Our EAP is designed to support our team both physically and mentally, ensuring they have access to the resources they need to perform at their best. Key driving factors for its success include a focus on open communication, regular feedback, and tailored support. 

For instance, we provide access to ergonomic assessments, personalized wellness plans, and on-site Pilates sessions to address physical strain, while also offering mental health resources such as counseling referrals. 

This holistic approach ensures we’re not only addressing immediate concerns but also helping our employees build resilience for the future.

One example of the program’s effectiveness is when a team member was struggling with recurring lower back pain due to prolonged desk work. 

Leveraging my expertise in musculoskeletal health and postural correction, we implemented a personalized rehabilitation plan that included physical therapy, strengthening exercises, and regular check-ins. We also adjusted their workstation ergonomics and encouraged them to participate in our Pilates classes. 

Within three months, their pain had significantly reduced, and their overall productivity and job satisfaction had improved. 

We measure the program’s success through employee feedback surveys, reductions in absenteeism, and improved team performance metrics. These results reinforce the value of integrating physical and mental health support into our workplace culture.

Tamar Blue
Chief Executive Officer, MentalHappy

Data-Driven Insights for EAP Effectiveness

Our Employee Assistance Program (EAP) focuses on mental health accessibility and emotional support, aligning with the core mission of my company, MentalHappy. 

We integrate virtual support groups into our EAP to address major challenges employees face, such as social isolation and stress, offering a secure platform for peer support and professional guidance. 

By utilizing our HIPAA-compliant platform, we’ve observed a 30% improvement in emotional well-being reported by participants.

One key factor in making our EAP effective is leveraging data-driven insights to tailor our support groups, like the journaling group, which increased participant retention by 25%. This data-centric approach ensures our EAP remains relevant and impactful by responding proactively to emerging employee needs.

To measure effectiveness, we track health outcomes, participation rates, and qualitative feedback. 

For instance, we’ve seen attendance rates exceed 90% in remote group sessions, indicating strong engagement and value perceived by users. 

This method lets us adapt our strategies continuously, maintaining a responsive and beneficial EAP.

Marie Carroll
VP of People & Culture at Social Factor

Active Propagation and Conversations

Yes, EAP is an additional resource/benefit we can provide to support our employees in all aspects of their life. Due to the nature of our industry and type of work we do, offering an EAP allows us to provide resources to various employee types to cover tough topics. 

We make a point to talk about it, market it, make sure managers know about it as well. Our (HR) team is a big proponent of it and we all offer it as a resource in conversations with employees. If no one knows how it works or it exists it is a waste of money.

We actively provide the information to the team when we know employees have expressed a tough life event and some have acknowledged their use or awareness of the resources in passing. 10/140 is our best guess of usage.

Jean Chen
COO & CHRO, Mondressy

Beyond Participation Rates

An Employee Assistance Program (EAP) can really uplift a workplace, but to keep it efficient, focusing on accessibility and communication is crucial. 

Making sure employees know the EAP exists and how to use it is half the battle. Engaging staff through regular, informal updates about available services helps demystify the program and shows that mental health is a priority. 

One practical tip is to incorporate brief wellness check-ins during team meetings. These aren’t full-blown therapy sessions, just short moments to remind everyone of available support and encourage open dialogue.

To gauge the program’s effectiveness, look beyond just participation rates. Pay attention to employee feedback and changes in workplace culture or morale. Surveys can offer insights into how the program impacts stress levels or job satisfaction. 

When people feel supported, it shows increased collaboration and reduced absenteeism. That’s when you know the EAP is working its magic.

John Wilson
Owner & CEO, Wilson Plumbing and Heating

Regular Surveys and Usage Tracking

I consider our Employee Assistance Program (EAP) essential for fostering a supportive work environment. 

We focus on making it efficient by ensuring that employees are aware of the available resources and by providing easy access to counseling and support services. 

To measure the program’s effectiveness, we conduct regular surveys to gather feedback from participants about their experiences. 

We also track usage rates and look for improvements in employee morale and retention. This data helps us gauge the program’s impact and make necessary adjustments. 

A strong EAP not only supports our employees but also enhances overall productivity, which is crucial in our fast-paced industry.

Oliver Morrisey
Owner and Director,  Empower Wills & Estate Lawyers

Anonymous Feedback and Regular Check-Ins

I’ve found our Employee Assistance Program (EAP) to be a vital resource for supporting our team’s well-being. It’s an important part of fostering a positive work environment and ensuring our staff feel valued.

To make the program effective, we offer a variety of services, including mental health support and financial guidance, while ensuring these resources are easy to access. We also encourage an open culture where employees feel comfortable utilizing these services.

To measure its success, we track participation rates and gather anonymous feedback from employees about their experiences. We also look at overall employee engagement and retention, as a supported team is generally more productive and satisfied. 

Regular check-ins help us make necessary adjustments to ensure the program continues to meet our team’s needs.

Lyle Solomon
Principal Attorney, Oak View Law Group

Holistic Approach and Regular Communication

Yes, Employee Assistance Programs are key to a healthy workplace. 

From my experience effective EAPs have 3 key components: confidentiality protocols that go above and beyond the law, comprehensive services, and continuous improvement through data.

Strong confidentiality builds trust and increases program use. A comprehensive service package should include mental health counseling, financial planning, legal support and work-life balance support. This holistic approach covers all the employee stressors that impact performance in the workplace.

We measure program success through multiple metrics while maintaining individual privacy. Key indicators are 45% annual utilization, 30% reduction in absenteeism and 85% satisfaction from anonymous feedback surveys. Healthcare costs typically go down 15% for stress related claims and departments with high EAP engagement see a 20% improvement in productivity metrics.

Regular communication about benefits, removing access barriers and refining programs based on anonymized usage data drives sustained success. Leadership visibility is key to reducing stigma and promoting preventive care use. 

This data driven approach means EAP is a worthwhile investment in employee well being and business performance.

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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HR’s Next Frontier: Hopes for a Revolutionary 2025

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HR's Next Frontier: Hopes for a Revolutionary 2025

What if eventful thoughts, calculated predictions, and realistic hopes could shape the future of technology? 

We asked this question, in essence, to a panel of influential tech leaders, focusing their vision on the year 2025. 

Their challenge: to identify or predict the single most impactful innovation, shift, transformation, or correction they’d like to see in the tech sector, and explain its significance. From revolutionizing AI to fostering a more inclusive tech ecosystem, their answers offer a compelling glimpse into the priorities driving the industry forward. 

Get ready to explore the transformative potential of 2025 through the eyes of those shaping its technological landscape.

Read on!

Matt Duffy
President, Carex Consulting Group

Dominant HR to Marketing Functions

It’s a unique and largely unpopular opinion… but here is one thought: I’d like to see Talent Acquisition shift from a dominant HR function to a Marketing function. 

Here’s why: Recruiting (not the tactical aspects of hiring) is inherently a marketing function, not HR. 

While it encompasses the human element, the function of recruiting is mostly centered around messaging, branding, market segmentation, consumer engagement, and of course follow up. These attributes are historically best designed, led, and executive by Marketing strategies. 

Throughout my career I have observed how these skills are rooted in Marketing – not to mention technology and strategy. 

Additionally, most people who obtain an HR Degree don’t go into HR to become recruiters – recruiting isn’t generally a destination of choice for many HR practitioners (which should tell us something).

It’s a skill set that is often underappreciated and developed in many Corporate HR departments. I believe our industry can stand to benefit from this suggested approach.

Matt Cholerton
Founder, Hito Labs

AI for Transparency

I’d like to see AI used comfortably to give applicants information about a company and role, and transparency about their application.

There is tons of wasted time and goodwill sharing info and aligning on a role. 

If candidates could have access to the info they needed quicker, it would make everyone happier.

Jason Lee
Chief, Chime Enterprise

More Than a Paycheck

We are inundated with opportunities to earn rewards in our everyday lives, from rewards for buying clothes on a retail website, to Starbucks stars for buying coffee and a scone, to flying to a vacation resort using your favorite airline miles credit card. 

No purchase is deemed too small to make us feel that we are valued and these merchants want us to come back for more.

People spend a lot of time at work, so why not let employees earn rewards too for their labors? 

This will become mainstream in 2025. 

Mark my words, you have to give employees more than a paycheck to make them feel valued.

Jean Chen
COO & CHRO, Mondressy

AI in Onboarding

In 2025, I’d love to see a major shift towards using AI to enhance the employee onboarding process. 

Imagine this: instead of generic checklists and manuals, you have AI-driven platforms creating personalized onboarding experiences for each new hire. These platforms could tailor content based on a person’s role, skill level, and interests, making the transition smoother and quicker. 

A practical tip here is to incorporate interactive, AI-generated simulations that allow new employees to navigate their roles in a virtual setting. This not only builds confidence but also boosts engagement from day one. 

Such a transformation can make onboarding less daunting and more exciting, helping new team members immediately feel like valuable parts of the organization. 

Plus, it allows HR teams to focus more on fostering a welcoming culture, rather than handling administrative details.

Gavin McMahon
Founder and Co-CEO, fassforward

A Product Mindset

In 2025, HR needs a product mindset, not a policy mindset. 

Static policies and annual performance reviews are HR relics. It’s time for HR to think like a product team: agile, data-driven, and focused on building a better employee experience. 

Great product teams live and die by user adoption, improving based on user feedback. HR should be no different. 

Employees are the “customers” of HR’s “products,” like onboarding, career development, and company culture. Success means refining these “products” continuously—not just enforcing compliance but creating an environment where employees thrive and businesses grow. 

HR with a product mindset stays ahead of the curve by being adaptive, indispensable, and designed for lasting impact.

David Frost
CCO-CEO, fassforward

Coaching for All

I believe the big opportunity for HR in 2025 is to make coaching accessible to all. 

Historically, executive coaching has been primarily focused on senior or high-potential leaders. AI is breaking down this barrier. 

At fassforward, we’re developing an AI-driven platform to scale our coaching tools while maintaining their depth and efficacy. This platform makes coaching available to our clients at all levels on their own time—whether they’re individual contributors, rising stars or senior leaders.

The potential impact is transformative. Companies can now:

  • Nurture talent earlier. Leadership development can begin long before someone takes on formal managerial responsibilities.
  • Build capabilities at scale. Employees can access tools and insights that improve their communication, creativity, and decision-making abilities.
  • Create a culture of continuous growth. Coaching no longer needs to be an occasional investment; it can become part of an organization’s everyday rhythm.
  • AI empowers HR organizations to develop future leaders proactively, creating a ripple effect of growth across teams and business units.

Paige Arnof-Fenn
Founder & CEO, Mavens & Moguls

Better Professionalism

I started a global branding and digital marketing firm 23 years ago and I have interviewed candidates throughout my career from when I worked in large Fortune 500 companies to early stage startups and now as an entrepreneur.

My vote is for better manners and overall professionalism on both sides of the equation. Ideally neither the candidate nor the hiring manager or recruiter would be guilty of ghosting.

A lot of time and energy can be wasted when there is a lack of  transparency or an element of gamesmanship so just be a straight shooter for best results.

Silvia Angeloro
Executive Coach, Editor in Chief, Resume Mentor

Rethink Mental Wellness

In 2025, I hope HR will dramatically rethink mental wellness as a key organizational strategy, rather than a checkbox exercise. 

My deepest wish is that we will eventually treat emotional resilience as seriously as we do financial performance. I’ve seen far too many smart people silently burn out, their potential squandered by corporate environments that demand constant output without genuine human empathy.

The revolution I want is not the addition of another wellness program but rather a fundamental shift in how we conceive human capability and emotional sustainability.

My objective is simple but profound: to create working cultures in which professionals may breathe, be honestly vulnerable, and admit their human shortcomings without fear of professional repercussions. 

When we mainstream conversations about mental boundaries and emotional wellness, we not only retain talent but also release tremendous human potential.

Justin Clifford
CEO, Bereave

A Genuine Commitment to Address Bereavement

Recognition and understanding that bereavement leave is about more than a few days off, a dusty policy, and an 800 number for a few free counseling sessions. 

These random acts of bereavement support won’t cut it in 2025 and beyond. 

Grief related productivity loss in the US is reported to be >$100bn/year. 51% of people who suffer a close loss leave a company within a year. There are real business issues because these are real human issues. 

Bereavement at work is about mental health support. It’s about equity and inclusion. It’s about culture. And says a ton about who a company really is. 

Companies should be thinking about manager and HR training, putting frameworks in place, and having a plan to support employees in their moments of greatest need.

Natania Malin Gazek
Founder & Principal, Diversity, Equity, & Inclusion Strategy, NMGazek

Pay Transparency

I’m ready to witness a transformation in how we talk about pay transparency. Too often it’s misunderstood as a burdensome task that will brew friction between staff. 

In fact, when done strategically (read: in thoughtful phases, with clear communication and managerial support), it’s one of the most powerful tools available for recruiting and retaining more demographically diverse teams, helping staff across underrepresented and marginalized identity groups feel a greater sense of inclusion and belonging at work. 

Plus, it boosts staff morale across the board significantly. Legislation requiring salary bands to be posted in job listings has paved the way for this. 

The next steps are for leaders to publish salary bands and their associated competencies internally so that staff better understand what is expected of them at their level and what skills they’d need to develop to grow in their role or earn promotions. 

Often leaders think staff understand this already, but moving towards increased pay transparency is consistently what actually creates alignment and eases staff frustrations.

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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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.

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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.

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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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The AI Reality Check: When Workplace Implementation Goes Wrong

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The AI Reality Check: When Workplace Implementation Goes Wrong

All those wonderful things you hear about AI make it seem like a magical wand that you only need to bring into your workplace to transform it completely.

Well, although there’s no denying the powerful effects of a well-implemented AI strategy, there are also quite a few challenges  that come along with it. Moreover, these hiccups sometimes give way to tragic outcomes too. 

We checked in with the HR Spotlight community of HR leaders and business experts so we could go behind the scenes and bring to you a narrative you won’t always find among the AI headlines of the day—narratives where AI goes the other way, resulting in negative consequences. 

Read on!

Ronald Osborne
Founder, Ronald Osborne Business Coach

Overlooks Qualified Candidates

A company I worked with in the UAE had implemented an AI-driven hiring tool to streamline recruitment. The system used algorithms to filter candidates based on their resumes and preset criteria. 

Initially, it seemed like a fantastic time saver but over time, the company noticed a troubling trend. 

Highly qualified candidates were being overlooked, and there was an apparent lack of diversity in the new hires. Upon investigation, it became clear the AI system had been trained on historical hiring data that carried implicit biases, causing the tool to favor specific profiles while filtering out others unfairly. 

This led to a skills gap in critical areas and tension within the HR team as they struggled to understand the discrepancies.

With my background in recruitment optimization and operational efficiency, I was brought in to address the issue. 

Drawing on years of experience, I helped the company audit the AI system and retrain its algorithm with a more inclusive dataset. We implemented a dual-layered approach where human oversight complemented AI recommendations to ensure fairness. 

Additionally, I coached their HR leaders on how to create unbiased hiring practices and monitor AI systems for unintended consequences. Within six months, the company saw a significant improvement in candidate quality and diversity while retaining the efficiency benefits of AI. 

This experience underscores the importance of balancing technology with human judgment, something I always emphasize in my coaching practices.

Victor Santoro
Founder & CEO, Profit Leap

Lowering Employee Morale

During my career, I’ve seen AI bring remarkable advances, but also some unintended issues, particularly in HR functions. 

At a diagnostic imaging company I helped expand, we considered using AI for employee assessment. However, a similar AI tool used elsewhere in the industry unintentionally reduced employee morale. 

By focusing too much on performance metrics extracted from work patterns, it failed to account for individual contributions that weren’t easily quantified, such as team collaboration and creativity. 

This experience underscores the need for caution. AI can inadvertently neglect the human touch and nuanced judgment that are crucial in HR. Implementing AI requires more than just algorithmic precision; it needs a balanced approach that combines technology with human insights. 

Ensuring constant oversight and human involvement helps preserve morale and align AI tools with broader company values.

Jeff Michael
Ecommerce Business Owner, Supplement Warehouse

Favors Keywords, Reduces Diversity

Being a small supplement and vitamin company with limited resources, we implemented an AI-driven recruitment tool to streamline the hiring process. 

While it significantly reduced the time spent screening resumes, we noticed an unintended negative consequence: the AI’s algorithm unintentionally favored candidates with specific keywords, leading to a lack of diversity in the shortlisted applicants.

As a solution to this problem, we started doing regular audits of the AI’s selection criteria and combined its insights with manual review by HR staff. 

This hybrid approach helped us maintain efficiency while ensuring we didn’t miss out on talented candidates due to algorithmic bias.

Justin McKelvey
Founder, SuperDupr

Creates Scheduling Conflicts

As the CEO of SuperDupr, I’ve seen AI’s potential to revolutionize various business functions, but it’s crucial to approach it with caution. 

In our work changing businesses, we encountered an AI tool designed to automate routine HR tasks, such as sorting emails and managing candidate workflows. 

However, the tool inadvertently created scheduling conflicts, impacting interview processes and frustrating both candidates and HR staff. 

Implementing AI in such critical areas requires careful oversight. 

At SuperDupr, we’ve learned that frequent testing and a strategic plan to integrate human oversight are vital. Providing team training to co-manage AI with human intuition can often prevent disruptions. 

We’ve found that a balance between AI efficiency and human ethics is key to fairly enhancing HR operations.

Azam Mohamed Nisamdeen
Founder, Convert Chat

Shows Bias in Recruitment

In the HR sector, AI has been used to streamline recruitment, but there have been instances where it created more problems than it solved. 

For example, some companies implemented AI-powered recruitment tools to screen resumes, only to discover that the algorithm unintentionally exhibited bias. One well-known case involved an AI system favoring male candidates because it had been trained on historical data skewed toward male hires.

As a chatbot owner, I’ve learned that data quality and transparency are critical when implementing AI. 

The bias in the AI tool wasn’t intentional, but it reflected the biases present in the training data. 

This highlights the importance of auditing datasets and ensuring that the AI systems align with company values and fairness goals. HR teams must work closely with data scientists to avoid these pitfalls.

The takeaway is that AI systems are only as good as the data they are fed. Companies need to remain vigilant and regularly test their AI implementations for unintended outcomes. 

In HR, the focus should not only be on efficiency but also on maintaining equity and inclusivity throughout the hiring process.

Dan Brown
CEO & Founder, Textun

Rejects Freelance Applications

We decided to try to use AI to filter applications a little while ago. 

However, we noticed that a large number of applications were being rejected and only a few were filtering through. 

After adjusting, we noticed that the AI was eliminating those with freelance experience-but as a content agency, most of our collaborators are freelance. This was relatively minor and we wound up adjusting the AI and feeding the resumes through again. 

However, I don’t know what would have happened had the rejection rate been just low enough that we didn’t notice anything wrong.

Alexander Anastasin
CEO and Co-Founder, Yung Sidekick

Cultural Bias in Performance Evaluation

We integrated AI to evaluate employee performance, aiming for objectivity and efficiency. The AI used communication style, task completion patterns, and language usage as metrics. 

However, it inadvertently penalized employees from non-native English-speaking backgrounds and introverted individuals who preferred concise responses over elaborate ones.

This created friction within the team as those affected felt unfairly labeled as underperformers. It also overlooked high performers in roles where communication wasn’t critical. 

The company faced backlash, leading to the suspension of the AI tool and temporary reinstatement of manual reviews.

The takeaway is that AI often amplifies cultural and contextual gaps if it isn’t trained with diverse datasets and clear ethical guidelines. 

Before implementation, it’s crucial to assess how metrics might disadvantage subsets of employees and include cross-functional reviews to mitigate biases. Otherwise, you risk damaging morale and trust in workplace technology.

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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