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The Human Side of Business: Prioritizing Well-being in the Workplace

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The Human Side of Business: Prioritizing Well-being in the Workplace

In today’s increasingly demanding work environment, organizations are recognizing the critical importance of employee well-being. 

Beyond traditional benefits packages, there’s a growing focus on creating workplaces that support mental, emotional, and even spiritual well-being. 

Practices like mindfulness, meditation, and programs designed to foster a sense of purpose are gaining traction. 

In this post, the HR Spotlight team dives into this evolving landscape, exploring the role of mindfulness, well-being practices, and the often-sensitive topic of spirituality in the workplace. 

We’ve gathered insights from leading HR and business executives, asking them to share their opinions, experiences, and the impact of any such initiatives implemented within their organizations. 

Their responses offer a valuable perspective on the challenges and rewards of fostering a more holistic approach to employee well-being.

Read on!

Katie Hevesi
Psychotherapist, Joywell Therapy

Mindfulness Improves Therapeutic Outcomes and Resilience

At JoyWell Co., we’ve incorporated mindfulness and meditation into our therapy approach, particularly in online settings.

In my experience, these practices significantly improve therapeutic outcomes, not only in clinical settings but also in workplaces.

Mindfulness can foster emotional awareness, improve resilience, and cultivate a more harmonious work environment.

A specific example from my practice involves using mindfulness and meditation to support clients with eating disorders.

I’ve found that these techniques not only help clients manage stress but also boost self-awareness and emotional regulation, leading to improved well-being.

This approach can easily be adapted to organizational contexts to improve employee focus and reduce stress levels.

Moreover, integrating such practices into the workplace can encourage a culture of empathy and open communication, as I’ve seen in therapy sessions.

While I focus on therapy, the principles remain applicable: mindfulness can lead to improved interpersonal relationships and a supportive workplace culture.

Audrey Schoen
Licensed Marriage and Family Therapist, Audrey Schoen, LMFT

Reflective Sessions Improve Team Collaboration

As a Licensed Marriage and Family Therapist, I’ve seen how mindfulness practices can transform workplace dynamics. In my own practice, I’ve integrated mindfulness into therapy, emphasizing techniques like deep breathing and body scans.

These practices significantly reduce stress and improve focus, fostering a calmer atmosphere that improves both productivity and employee well-being.

One effective initiative I’ve observed is incorporating mindfulness breaks during the workday.

These short pauses, where employees step back and focus on their surroundings, lead to increased clarity and reduced burnout.

This practice is especially beneficial for entrepreneurs and busy professionals who face constant demands, as it empowers them to prioritize effectively and maintain balanced mental health.

In my interactions with clients, particularly entrepreneurs, mindfulness has played a crucial role in achieving work-life balance.

By implementing structured mindfulness sessions, businesses can support their employees in navigating stressors, which ultimately results in improved decision-making and organizational outcomes.

The focus here is on making these practices accessible and routine, ensuring that employees feel supported in developing sustainable resilience.

Amaury Ponce
Business Owner, Ponce Tree Services

Mindfulness Boosts Focus and Reduces Errors

At Ponce Tree Services, I’ve found that mindfulness and well-being practices are critical to fostering a healthy and productive workplace, especially in an industry like ours that involves physical labor and safety-focused tasks.

With over 20 years of experience in the tree care industry and a background as a certified arborist and TRAQ certified professional, I understand how crucial it is for employees to be both mentally and physically prepared.

One practice we’ve implemented is starting each day with a short mindfulness session that includes stretching, breathing exercises, and a safety-focused discussion.

This not only helps employees center themselves and prepare mentally for the day’s tasks but also reinforces the importance of situational awareness and safety.

Employees have shared that this practice helps them feel more focused and less stressed throughout the day, and I’ve seen firsthand how it reduces errors and increases overall job satisfaction.

Since incorporating these well-being practices, we’ve observed significant benefits.

Employee morale has improved, and our team operates more cohesively. For a business built on trust and teamwork, this has translated to fewer accidents, higher customer satisfaction, and an increase in productivity.

My years of experience have taught me that taking care of your team isn’t just the right thing to do, it’s also the smart thing to do for long-term success.

When employees feel valued and supported, they bring their best to every job, which strengthens both the business and the relationships we build with our customers.

Ronald Osborne
Founder, Ronald Osborne Business Coach

Tailored Well-Being Practices Improve Productivity

Mindfulness, well-being practices, and even incorporating elements of spirituality into the workplace can have a transformative impact, and I’ve seen this firsthand in both my own businesses and my clients’ organizations.

When I ran my telecommunications company, I noticed early on that stress and burnout were holding back not just individual performance but also team cohesion.

Drawing on my experience in the military, where mental resilience is key, and my MBA studies in organizational behavior, I implemented a structured mindfulness and well-being program.

This included guided meditation sessions, flexible break schedules, and access to wellness resources like yoga and mental health support.

What made it work was tailoring these practices to align with our company culture and ensuring leadership fully embraced them.

Within six months, we saw a drop in absenteeism and a boost in productivity, and employees consistently reported feeling more focused and engaged.

One standout example comes from a construction client I worked with in the UAE. They were experiencing high turnover and morale issues, which were costing the business heavily.

Using my coaching expertise, I introduced a holistic approach that combined mindfulness training with weekly “perspective meetings” where employees could share goals and personal values.

These practices were supported by leadership workshops to ensure alignment from the top down.

Within a year, turnover decreased by 30%, job satisfaction metrics improved by 25%, and revenue grew due to the improved efficiency of a happier, more cohesive team.

These results are a testament to how focusing on well-being isn’t just a feel-good initiative-it’s a strategic investment in your business’s long-term success.

Peter Hunt
Director & Physiotherapist, The Alignment Studio

Mindfulness Enhances Employee Satisfaction and Care

Mindfulness and well-being practices are critical in today’s workplace, especially as we navigate hybrid work environments and the stress associated with modern work life.

At The Alignment Studio, we strongly believe that fostering employee well-being translates to better performance, higher morale, and reduced absenteeism.

We’ve implemented several initiatives to support our team, including regular mindfulness sessions, ergonomic workshops, and personalized health plans tailored to individual staff needs.

These programs have created a workplace culture where health and well-being are prioritized, and this has led to measurable improvements in both employee satisfaction and patient care outcomes.

One example of this is the integration of mindfulness into our team meetings.

Recognizing the physical and mental demands on our practitioners, I introduced short mindfulness exercises and stress management techniques drawn from my 30 years of experience in physical therapy.

For instance, after noticing signs of fatigue and burnout in the team, I collaborated with a mindfulness coach to deliver guided breathing exercises and mindfulness strategies during our weekly staff meetings.

This simple initiative improved focus, reduced stress, and enhanced communication among team members. As a result, not only did we see an increase in employee engagement and job satisfaction, but our patients also benefited from more energized and attentive practitioners.

My dual qualifications in physical therapy and health sciences played a crucial role in identifying the right approaches, ensuring they were both practical and evidence-based.

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Daily Mindfulness Practices Foster Team Community

Mindfulness and well being practices can have a profound impact on workplace culture and productivity.

At Ozzie Mowing and Gardening, we’ve implemented mindfulness practices as part of our daily routine, especially in a field that requires both physical effort and creative problem-solving.

For instance, before starting the day, we take a few minutes as a team to set intentions and discuss the tasks ahead. This helps everyone feel mentally prepared, focused, and supported.

We’ve also incorporated flexible schedules and outdoor team building activities that allow staff to connect with nature, which aligns perfectly with the therapeutic aspects of gardening and landscaping.

These practices not only reduce stress but also create a sense of community and purpose within the team.

With over 15 years of experience and my background as a certified horticulturist, I understand how important it is to nurture people as much as the plants we care for.

By fostering a workplace environment that emphasizes well-being, I’ve seen a noticeable improvement in morale and job satisfaction. Employees take pride in their work and feel valued, which has translated into better client relationships and higher-quality outcomes in our projects.

For example, one of my team members shared that these initiatives helped them develop a more positive mindset, which enhanced their creativity and problem solving skills on the job.

The result has been not just a happier team, but also a thriving business with consistently excellent customer feedback.

Tamar Blue
Chief Executive Officer, MentalHappy

Mindfulness Groups Improve Emotional Stability

Mindfulness and well-being practices can have a transformative impact on workplace environments.

At MentalHappy, we prioritize emotional support and community connection, and we encourage organizations to accept mindfulness as a tool for improving employee engagement and reducing burnout.

We’ve seen the power of structured support groups dedicated to wellness, where participants reported a 70% improvement in emotional expression and overall stability.

Our platform, MentalHappy, supports these endeavors by hosting over 5,000 group sessions, proving effective in environments like behavioral health hospitals where they’ve seen increased revenue and 90%+ attendance rates due to virtual access.

These metrics highlight how virtual support and well-being practices not only benefit individual mental health but also lead to improved organizational outcomes.

By using support groups custom to mindfulness and well-being, companies can improve connection, purpose, and performance within their teams.

As the founder of MentalHappy, I’ve prioritized weaving mindfulness and well-being practices into both our platform and organizational culture. We’ve witnessed the transformative impact these practices have on employee well-being and company performance.

For example, at MentalHappy, we’ve adopted flexible work schedules and regular mindfulness breaks, leading to a noticeable reduction in employee stress levels and an increase in overall productivity.

We’ve also integrated gratitude practices and positive self-talk workshops as part of ongoing employee development.

Research has shown that gratitude can improve mental health and resilience, and we’ve seen these benefits reflected in our team’s improved morale and collaboration.

This approach has not only bolstered individual well-being but also fostered a supportive work environment, facilitating better team dynamics and innovation.

Moreover, our work with virtual support groups highlights the importance of community and connection in mental wellness, offering insights that are directly applicable to workplace settings.

By focusing on creating an environment that values emotional health, we’ve seen steady improvements in organizational outcomes, such as higher retention rates and increased engagement from both employees and users.

Abhishek Shah
Founder, Testlify

Regular Mindfulness Sessions Reduce Burnout Rates

I believe mindfulness and well-being practices are crucial for creating a healthy work environment.

At Testlify, we’ve implemented regular mental health check-ins and mindfulness sessions to help our team manage stress and stay balanced.

We also encourage flexibility, like allowing employees to take mental health days when needed.

The impact has been noticeable: we’ve seen a drop in burnout rates and an increase in overall productivity.

Employees feel more supported and connected to the organization. It’s not just about the work we do, but about creating a culture where employees feel valued and heard.

It’s definitely made a difference in retaining talent and boosting morale.

Avigail Lev
Founder, Bay Area CBT Center

Mindfulness Workshops Enhance Team Collaboration

In my experience as a clinical psychologist, I have witnessed the transformative effect of integrating mindfulness and well-being practices in the workplace.

At the Bay Area CBT Center, we’ve implemented structured mindfulness workshops and single-session mindfulness interventions that cater to the specific stressors of our tech startup clients.

These initiatives have significantly improved employee resilience and overall workplace mental health.

We’ve seen compelling results, such as a reduction in workplace stress and a notable increase in focus and productivity.

One of our clients reported a 30% drop in stress-related absenteeism after a three-month mindfulness pilot program.

By aligning these practices with the unique cultural dynamics of each organization, we’ve fostered environments where employees feel valued and empowered, ultimately leading to better organizational outcomes.

Additionally, through our custom executive coaching, which includes mindfulness-infused leadership strategies, managers have developed improved empathetic communication and emotional intelligence.

This shift has improved team cohesion and fostered a culture of mutual respect and open dialogue.

The resulting positive work atmosphere has led to increased engagement and satisfaction among employees.

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

Gratitude Practices Boost Team Spirit and Productivity

In my two decades of experience in high-pressure roles, I’ve seen the profound impact mindfulness and well-being practices have on workplaces.

At Give River, we’ve embedded these elements into our 5G Method, focusing on recognition and community impact, enhancing mental well-being and organizational productivity.

Studies show companies with effective employee wellness initiatives see a 34% higher profit rate, and our clients consistently report increased engagement.

One of our initiatives includes the Gratitude and Generosity modules, where team members jot down acts of kindness and participate in charitable events.

This not only fosters a sense of community but significantly boosts team spirit and individual well-being.

Our clients experience a 22% higher productivity and noticeably reduced turnover rates through these practices.

Moreover, the emotional intelligence and mindfulness developed through our platforms have helped foster environments where employees feel deeply connected and valued.

This change has led to a robust culture of open communication and mutual respect, ultimately driving better business outcomes.

Our “Feedback Fridays” tool helps teams maintain a continuous feedback loop, enhancing engagement and aligning company objectives with employee well-being.

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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Improving the Employee Experience: Leaders Explain Their Organizational Initiatives

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Improving the Employee Experience: Leaders Explain Their Organizational Initiatives

How are leading organizations prioritizing the employee experience? 

What specific initiatives are they launching to foster a more supportive, engaging, and productive work environment? 

In this post, we explore these questions through the lens of experienced HR and business executives. 

We asked them to share details about their most recent significant employee initiative, revealing not only the specifics of the program but also the underlying objectives and strategic factors that motivated its creation. 

Their responses offer real-world examples and actionable insights for organizations seeking to enhance their own employee experience.

Read on!

Steve Payerle
President, Next Level Technologies

Enhance Cybersecurity Training for Staff

At Next Level Technologies, our most recent significant employee initiative focused on enhancing cybersecurity training for our staff. 

Recognizing the rising threats in our industry, we developed an intensive training program aimed at equipping our employees with the latest knowledge and tools to bolster our defense mechanisms against cyber threats. 

This initiative was driven by our core value of “Doing It Right Every Time,” ensuring that our employees are not just reactive but proactive in safeguarding our clients’ data. 

We implemented a dynamic training module that included real-time simulations and vulnerability assessments. 

Post-training evaluations showed a 40% reduction in potential security breaches across our managed client networks. This program not only fortified our cybersecurity workforce but also increased client trust as businesses saw measurable improvements in their IT defenses. 

By prioritizing cybersecurity education, we’ve created a robust infrastructure where every team member is a guardian of data integrity. 

This initiative aligns with our goal to transform technology from a functional tool to a transformative force in business, highlighting our commitment to innovation while adapting to the changing tech landscape.

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

Integrate 5G Method for Employee Engagement

At Give River, our most recent significant employee initiative was the deployment of our comprehensive 5G Method. This initiative focuses on integrating recognition, wellness, growth, gamification, and community impact, aimed at creating a more fulfilling workplace. 

Our motivation was driven by alarming strides in disengagement, costing industries up to $550 billion annually. This data-driven approach addresses retention and productivity by fostering an inclusive, engaging work environment.

For example, we’ve seen great results in companies focusing on employee wellness with a 34% higher profit rate compared to peers. By using recognition tools, we significantly improve employee loyalty and reduce turnover costs that can reach up to 2x an employee’s annual salary. 

Companies using the 5G Method report noticeable improvements, not only in morale but also in team performance and community involvement.

From my diverse background in high-pressure roles, I understand the importance of creating balance and joy in work environments, something the 5G Method effectively addresses. This platform is designed to cater to team needs, promoting continuous growth through integrated learning and measurable results. Our goal is to leverage workplace engagement to drive tangible business outcomes and employee satisfaction.

Tamar Blue
Chief Executive Officer, MentalHappy

Enhance Work-Life Balance with Wellness Sessions

At MentalHappy, we recently launched an initiative focused on enhancing our employees’ work-life balance, recognizing its critical impact on mental health. 

This initiative was motivated by observing patterns of burnout and stress, which not only affect productivity but also the quality of care our team provides to our users.

We introduced scheduled wellness sessions, where employees engage in mindfulness exercises and group therapy. This stemmed from noticing that structured peer support significantly improves mental resilience, mirroring our platform’s success. 

For example, among our own team members, we’ve seen a 30% reduction in reported stress levels since implementing these wellness sessions.

Moreover, we initiated regular feedback cycles directly with our staff to tailor these sessions better and address specific concerns. This personal and professional support approach not only boosts morale but also ensures our team embodies the supportive nature we offer to our users. 

By prioritizing employee well-being, we’re aligning internal culture with our mission to provide compassionate mental health support.

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Develop Comprehensive Guest Feedback System

At Detroit Furnished Rentals, our recent significant initiative was the development of a comprehensive guest feedback system aimed at enhancing guest satisfaction and refining our offerings. 

From my diverse background in hospitality, business, and logistics, I’ve always understood the value of feedback in driving business improvements. 

This initiative focuses on gathering detailed, actionable insights from guests through targeted surveys that assess their stay experiences, specific amenities, and service interactions.

The key objective behind this initiative is to continuously improve the quality of our rentals by integrating direct guest suggestions and preferences. 

For instance, feedback pointed out the absence of certain kitchen amenities in some units, and we promptly addressed this by upgrading our kitchens to include those items. 

This has led to increased positive reviews and higher satisfaction scores, reflecting the importance of listening to and acting on customer feedback.

Motivated by the realization that incorporating customer feedback is crucial in maintaining high service standards and staying competitive, this initiative ensures we remain guest-centric. 

By allowing guests to feel heard and valued, we foster loyalty and attract repeat bookings, ultimately leading to a more sustainable and thriving business. 

This approach is applicable to any service-focused business looking to improve customer satisfaction through direct engagement and feedback integration.

Michelle M. Henson
Head of Copywriting, Legal Compliance Editor, Juvenon

Launch Digital Wellness and Mental Health Initiative

At Juvenon, we’ve recently launched a comprehensive digital wellness and mental health initiative customized specifically for our employees. 

The goal was to promote psychological well-being and mental resilience, supported by insights derived from our research on longevity and health supplements. 

Given my background in bringing narratives to life, I spearheaded the development of engaging content that communicates the importance of mental well-being in parallel to our physical health focus.

One effective strategy involved incorporating findings from studies—such as those highlighted in our article regarding the mental health benefits of practices like TV watching during stressful periods—which we adapted into interactive digital workshops. 

These sessions offer practical stress reduction techniques and tips for balanced living, inspired by the latest psychological and physiological research.

We’ve also leveraged the PERMA model in our self-care content, encouraging employees to explore activities that engage and fulfill them personally and professionally. 

This initiative was motivated by an understanding that a holistic approach, combining both mental and physical health, improves overall employee output and satisfaction, aligning with Juvenon’s mission to support healthy aging and wellness.

Spencer Gordon
CEO & President, NextEnergy.ai

Enhance Adaptive Learning System Through AI

At NextEnergy.ai, our latest employee initiative focuses on enhancing our adaptive learning system through AI technology. The aim is to empower our team by continuously improving the AI algorithms that manage our solar panels’ energy output. 

This initiative is driven by our commitment to providing top-tier intelligent solar solutions that adapt to user needs over time.

A key motivating factor was our desire to elevate the customer experience by lowering energy costs and optimizing energy efficiency. For instance, by analyzing vast datasets, our AI system can predict weather impacts and seasonal energy demands, thus allowing precise adjustments that maintain peak performance. 

This initiative has improved our service delivery and positioned us as leaders in AI-driven solar solutions in Northern Colorado.

Encouraging employee involvement in this initiative has been pivotal. 

It has fostered a culture of innovation where every team member’s insights contribute to our AI developments, enhancing both personal growth and the company’s value offering. 

By integrating real-time feedback and technical expertise from our employees, we ensure that our solutions remain ahead of industry trends.

Nikita Sherbina
Co-Founder & CEO, AIScreen

Support Remote Workforce with Well-being Program

The most recent employee initiative we launched is our Remote Well-being Program, which was designed to support the mental and physical health of our remote workforce. 

With the challenges of working from home, we realized it was crucial to help our team stay connected, productive, and balanced.

Our main objectives were to create a supportive work environment, reduce burnout, and promote a healthier work-life balance. To achieve this, we introduced flexible work hours, virtual wellness challenges, access to mental health resources, and monthly team-building events.

The driving force behind this initiative came from the feedback we gathered during our quarterly surveys. Employees expressed concerns about isolation and stress, and we noticed that remote work was leading to an increase in workload as the lines between personal and professional lives became more blurred.

By prioritizing well-being, we’re not only boosting employee satisfaction but also fostering long-term productivity and retention. 

It’s been a win-win for us—our team feels supported, and we’re maintaining high levels of performance across the board.

Dave Brocious
Managing Partner, Sky Point Crane

Enhance Safety and Efficiency with 3D Training

At Sky Point Crane, our most recent significant employee initiative focused on enhancing safety and operational efficiency through technology-driven training programs. 

Our initiative, the 3D Lift Planning and Project Management Training, aimed to provide our team with the skills to use advanced lifting technology, ensuring precise planning and execution. This program was developed in response to the growing complexity of crane operations and the need to improve accuracy and safety on job sites.   

The key objectives were to minimize on-site risks and improve project timelines by equipping our operators with cutting-edge tools such as GPS tracking and remote control systems. 

By leveraging these technologies, our operators could simulate different lifting scenarios, which not only increased safety awareness but also optimized crane performance and project planning. 

For example, real-time data analysis allowed us to reduce lift time by approximately 15%, resulting in significant cost savings and boosted efficiency.   

This initiative was motivated by our core value of safety and the drive to provide exceptional value to our clients. Ensuring that our operators are well-trained and proficient with the latest technology helps us maintain a zero-accident workplace and support our clients effectively in achieving their project goals. 

It’s about continuously adapting to the evolving demands of the construction industry while keeping safety and efficiency at the forefront.

Courtney Zalesak
Vice President, Malek Service Company

Improve Customer Service Through Personalized Interactions

In my role as Vice President at Malek Service Company, I spearheaded an initiative to improve our Customer Service Representative (CSR) division. We aim to foster a culture of genuine connection and superior customer care through personalized interactions. 

Key to this initiative are thank-you cards, personalized warranty books, and care packages for our Malek Club Members, making each customer feel valued and heard.

The motivation behind this was simple: to improve customer retention and satisfaction by creating memorable experiences that go beyond typical service touchpoints. 

By implementing personalized reminders and customer gifts, we’ve not only increased customer loyalty but also created a more engaged and motivated CSR team.

This initiative underlines our commitment to an exceptional customer experience by focusing on thoughtful, sincere interactions rather than traditional, impersonal customer service methods. 

It has set a new standard for customer engagement and satisfaction in our industry, which others can emulate by prioritizing personalization and solid customer relationships.

Ernie Lopez
Founder & CEO, MergerAI

Enhance Role-Based Access Control System

Our most recent significant employee initiative at MergerAI has been enhancing our role-based access control system to facilitate seamless collaboration while ensuring data security. 

This was initiated to empower our teams with the necessary tools to work efficiently across departments and with external advisors. It’s an essential development custom to address the complexities of M&A processes that we frequently manage. 

One motivating factor was to ensure that sensitive information remains protected without stifling collaboration. 

By introducing customizable access levels, we’ve improved task management across integration teams and achieved a 30% boost in task completion rates. This initiative stands out as we’re constantly refining our infrastructure to meet the dynamic needs of the M&A landscape. 

Engaging with our technical team and integrating their feedback into development was crucial. It fostered an environment of innovation and adaptability, significantly enhancing technical skills and cross-functional collaboration within MergerAI. 

This proactive approach allows us to maintain our competitive edge by delivering more streamlined, secure integration solutions.

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

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

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

Recent Posts

Addressing Burnout: Strategies for a Healthier and More Productive Workforce

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Addressing Burnout: Strategies for a Healthier and More Productive Workforce

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

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

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

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

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

Read on!

Beryl Krinsky
Founder & CEO, B.Komplete

Lack of Work-Life Balance

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

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

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

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

This also leads to burnout.

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

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

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

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

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

Micro-Decisions Overwhelm Employees

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

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

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

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

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

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

Amaury Ponce
Business Owner, Ponce Tree Services

Physical Demands and Extreme Weather

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

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

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

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

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

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

David Holman
CEO, Weepli

High Customer Expectations

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

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

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

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Physical Exhaustion and Seasonal Demands

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

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

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

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

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

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

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

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

Abhishek Shah
Founder, Testlify

Pressure to Meet Hiring Targets

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

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

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

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

Nik Aggar
Business Development Manager, Outstaff Your Team

Heavy Workloads and Tight Deadlines

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

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

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

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

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

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

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

Tim Alagushov
COO, IRBIS Air, Plumbing & Electrical

Physical Strain and Long Days

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

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

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

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

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

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

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

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

Ivan Rodimushkin
Founder & CEO, XS Supply

Constant Changes and Stress of Staying Updated

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

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

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

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

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

This ongoing education helps mitigate the stress of continuous adaptation.

Tanya Borovskaya
HR Director at Famesters

Compensation, Goals, and Performance Anxiety

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

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

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

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

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

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

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

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

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Jeffrey Beeson – Talent Labs: Pioneering Network-Centric Talent Management

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Talent Labs: Pioneering Network-Centric Talent Management

Jeffrey Beeson

In today’s business environment, talent management has become a critical priority for organizations. As the demand for a skilled, adaptable workforce intensifies, the complexities of finding, developing, and retaining suitable talent increase as well.

One major obstacle is the relentless pace of technological change. Automation, AI, and digitalization are reshaping roles and skills at an unprecedented rate. One example of addressing such rapid change is Deutsche Bank. To remain competitive in a tech-driven financial landscape, it has invested in AI capabilities in addition to upskilling employees. The rapidly changing skill requirements in this industry underscore the urgent need for continuous learning throughout organizations. Business success depends on fostering a culture of adaptability that bridges imminent skill gaps.

Furthermore, a profound demographic shift compounds the talent challenge. As the current workforce ages and employees retire, companies are faced with critical knowledge gaps. SAP, a cloud-based service provider, has successfully navigated such workforce transition. To meet its demands, the company attracts younger talent while re-skilling existing employees to support its digital transformation and sustainability goals. Flexibility, meaningful work, and a values-based culture are all key drivers of cross-generational retention.

Going one step further, SAP recognizes that holistic support is essential to sustain employee engagement. Its Global Mindfulness Practice is one example of SAP’s cutting-edge approach to supporting the development, engagement, and retention of its multi-generational workforce.

With so much at stake, a pressing question concerning talent management arises: How can organizations not only navigate these talent challenges but also thrive? Addressing this question requires fresh thinking, bold strategies, and a willingness to redefine conventional talent practices from a network perspective.

Why the talent challenge is a network issue

Over the past two decades, network science has revealed that every complex system — including organizations — is structured as a network. In an organizational context, networks consist of individuals who are connected through flows of information, expertise, and influence. Unprecedented connectivity generates continuous information flows across individuals and departments. This creates both opportunities as well as complexities.

The prevailing recruitment challenge provides an example of the impact of information flows. Finding a new job has become easier than ever before with position openings appearing continuously on platforms like LinkedIn. This ease of connectivity and resulting visibility of various employment opportunities means organizations must work even harder to retain talent.

Talent retention is also closely tied to the strength of networks. Research reveals that 76 percent of employees who have close friends at work are more likely to stay with their employer. This underscores the importance of cultivating strong interpersonal connections throughout an organization.

When talent challenges like acquisition, development, and retention are rooted in network dynamics, the solutions to these issues must also address the current network traits.

The role of Talent Labs: A bridge to network-centric talent management

Talent Labs serve as experimental environments in which organizations can explore, test, and refine network-based approaches to talent management. Acting as experimental environments, these labs are tailored to the specific needs of a company and its workforce. They allow organizations to pilot innovative strategies for talent acquisition, development, and retention, and then fine-tune them before scaling the initiative. By bridging traditional and network-centric talent management practices, Talent Labs empower organizations to build a resilient, connected workforce that can thrive amid evolving challenges.

Talent Labs incorporate a range of innovative network-driven strategies, including:

Relationship Mapping – This tool maps the connections between individuals or groups within a network, making it easier to identify key influencers, understand communication patterns, and reveal collaboration opportunities. The strategic visualization enables organizations to leverage existing networks to strengthen internal connectivity and optimize the flow of resources.

Social and Emotional Competence Training – The quality of connections in a human-centric network is deeply linked to social and emotional skills. Social and Emotional Competence Training is a structured approach that improves the quality of relationships within the network, reducing stress and enhancing communication. In fostering these skills, organizations boost network resilience and promote a more supportive, connected culture.

Strength-Based Assessments – In any network, energy flows most effectively through individuals’ strengths. Strength-Based Assessments help leaders tap into these natural energy channels by recognizing and activating what people do best. These assessments focus on individual strengths as a way to improve collaboration quality, resulting in more engaged, productive teamwork.

Network Connection Modules – These small-format, virtual sessions (for 10–25 participants) emphasize peer-to-peer learning and network building. Each 90-minute session follows a structured content plan, guided by a trained Learning Ambassador, to promote active engagement and meaningful knowledge-sharing among participants.

Community Learning Events – Designed for up to 200 participants, these events can run from 90 minutes to a half-day and are adaptable to in-person, virtual, or hybrid formats. They focus on community building and exchanging best practices. Community Learning Events foster a networked learning culture, promote collaboration, and strengthen organizational connectivity.

Through Talent Labs, organizations transition from traditional talent management to an adaptable, network-centered model that not only meets current demands but also positions them for future success. This approach addresses root talent challenges, while building a sustainable, interconnected workforce ready for the complexities of a rapidly evolving landscape.

About the Author

Jeffrey Beeson has spent decades serving thousands of leaders and leading culture transformation initiatives for multi-national corporations. He is the founder of Ensemble Enabler, fostering agile organizational cultures and advanced leadership.

His new book, Network Leadership: Promoting a Healthier World through the Power of Networks (Cambridge University Press, Dec. 31, 2024), describes how newly emerging network science applies to organizational leadership today.

Learn more at networkleadership.eu.

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

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

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Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

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Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

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

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

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

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

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

Read on!

Michelle Enjoli
Career Development Speaker & Coach, Michelle Enjoli International

Support Senior Leaders with Mentorship

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

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

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

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

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

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

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

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

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

This provides them with a tangible connection to the organization.

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

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

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

Ronald Osborne
Founder, Ronald Osborne Business Coach

Foster Inclusion Through Cross-Departmental Mentoring

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

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

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

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

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

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

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

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

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

Modestas Mankus
Founder, Talks Grow

Promote Inclusive Communication and Peer Support

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

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

For example, pairing new hires with mentors. 

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

Rejoyce Owusu
Vice President of Human Resources, Umatta Consulting

Organize Retreats and Team-Building for Executives

Employee loneliness is common in senior management positions in organizations. 

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

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

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

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

As a result, there is an employee assistance program.

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

Cultivate Emotional Intelligence and Recognition

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

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

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

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

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

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

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

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

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

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

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

Tamar Blue
Chief Executive Officer, MentalHappy

Create Interactive Platforms for Remote Workers

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

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

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

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

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

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

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

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Establish Local Networking Groups for Hosts

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

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

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

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

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

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

Avigail Lev
Founder, Bay Area CBT Center

Use Virtual Team-Building for Remote Employees

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

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

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

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

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

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Promote Communication and Community for Remote Jobs

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

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

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

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

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

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

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

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

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

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

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

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Success and Positive Impact: How Comeback Coaching Supports Returning Employees

– Jessica Chivers

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

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

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

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

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

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

Hold that thought.

Comeback coaching for smooth workplace and career transitions

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

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

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

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

Back to employees returning to workplaces after an extended break.

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

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

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

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

A catalyst for efficiency after maternity leave

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

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

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

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

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

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

Increases in ambassadorial behaviour and other positive ripples

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

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

– Sense making and better-quality thinking.

– Better performance-related behaviours.

– Boosted confidence and self-awareness.

– Better health and feeling energised.

– Positively impacting colleagues.

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

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

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

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

Protective effects on mental health

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

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

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

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

Amy talked similarly:

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

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

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

Comeback coaching as an attraction tool

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

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

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

Here’s Hannah’s take:

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

Emma said:

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

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

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

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

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

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

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

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

About the Author

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

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

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

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

@talentkeepersuk  |  @comebackcommuk

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

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

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