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Overcoming Training Hurdles: Leaders Reveal Their Go-To Training Formats

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Overcoming Training Hurdles: Leaders Reveal Their Go-To Training Formats

In the rapidly changing landscape of modern work, impactful on-the-job training is essential for cultivating a versatile, high-performing workforce.

According to LinkedIn’s 2024 Workplace Learning Report, 74% of employees view insufficient training as a major obstacle to career advancement, putting organizations under scrutiny to deliver meaningful learning opportunities.

We turned to HR innovators and business executives with a pivotal question:

What are the most effective on-the-job training methods and delivery formats for your teams, and what past challenges drove you to these solutions?

Their forward-thinking approaches—ranging from interactive e-learning platforms and mentorship-driven training to bite-sized hybrid learning models—were forged in response to issues like low engagement and obsolete tools.

Explore their expert strategies to unlock a roadmap for transforming workforce training into a driver of excellence.

Read on!

Riyya Hari Iyer
Software Engineer

Riyya Hari Iyer

While every person has their own method of learning things, I believe in striking the right balance between the basics/concepts and the practical application. I say this as a Software Engineer who has over 3 years of experience routinely training new engineers at work. 

While I notice a growing tendency towards jumping straight into the coding and application part of technology, I assert that it is more important to form a conceptual base first, get an overview of why the particular technology is of value when it comes to deployment, and then moving onto the hands-on training, where a senior engineer walks a junior engineer step-by-step. 

That being said, one must never fall prey to the “tutorial hell”, where they’re stuck in watching endless tutorials, and as a result, don’t get into the practical part on time. 

Finally, a junior must handle a task where a senior engineer shows a step-by-step manner of solving the problem, and also discusses the importance of each step.

Kaytlin Keen
Managing Partner, PTM Trust & Estate Law

Kaytlin Keen

In our law firm, we immediately have employees begin completing actual work, with oversight from a mentor. We first assign simple, repetitive tasks before moving to more complex work. The goal is for the new employee to quickly master a small but important part of the job.

For further guidance, we created a library of templates and checklists. Throughout the entire process, we also provide immediate feedback, including positive feedback when the new employee excels.

This allows the new employee to gain understanding and confidence. We have learned that without consistent guidance, new employees are prone to feeling lost and overwhelmed.

BOTTOMLINE: We have new hires jump right into work, starting with simple tasks and pre-written templates. Through the entire training process we provide honest, immediate feedback.

Mohammed Kamal
Business Development Manager, Olavivo

Mohammed Kamal

Effective business development training in an affiliate network should combine on-the-job training methods and delivery formats.

Key approaches include mentorship and peer learning, where junior employees shadow seasoned professionals for hands-on experience, and role-playing or simulations to practice skills.

This mix promotes collaborative learning, real-world application, and tailored content delivery that meets workforce needs.

Joshua Ezell
CEO & Founder, inspirEdU

Joshua Ezell

We tried many companies, and methods, but we couldn’t find anything that fit our small business, Breakthrough Handyman Services.

Nothing was customizable, or it was too expensive, in person training took too much time away from the office, and we’re redundant having to do it so often with as much turnover in the industry.

So we spent a year and a half developing our own software called inspirEDU.

Our software reduced turnover, allowed onsite individual training, set it and forget it, and helped us grow.

Daniel Ray
Founder, PinnacleQuote

Daniel Ray

On-the-job training works best when it’s hands-on and structured, but also flexible enough to adapt to individual learning styles.

In my experience, a blended approach combining mentorship, job shadowing, and real-time feedback delivers the best results. Employees learn by doing, but having an experienced mentor guide them through challenges accelerates growth.

Overall, the biggest challenge we faced in training was retention, too much information at once leads to overwhelm.

To solve this, we implemented micro-learning sessions, where employees tackle one concept at a time, immediately apply it, and receive feedback. In fact, this method increased efficiency and confidence while reducing errors.

Furthermore, incorporating role-playing scenarios builds critical thinking skills, which is invaluable in sales and leadership roles.

Training isn’t just about teaching a skill; it’s about building problem-solvers who can adapt and excel.

Marin Cristian-Ovidiu
CEO, Online games

Marin Cristian-Ovidiu

Hands-on, project-based training has been the most effective method for our team in the gaming industry.

Early on, we relied heavily on formal training sessions, but they often felt disconnected from real-world challenges. Shifting to a “learn by doing” approach changed everything. Now, we pair new hires with experienced developers and have them work on live projects from day one.

This format helps them learn faster because they’re solving actual problems in real time. We also run regular code reviews and feedback sessions to reinforce learning and improve collaboration.

One key shift was moving away from rigid training schedules—our team learns best when they can ask questions and get immediate feedback while working.

It’s not just about technical skills—it’s about building confidence and problem-solving ability through real experience.

Kaz Marzo
Operations Manager, Image Acquire

Kaz Marzo

Early in my career, I noticed that traditional training—lengthy manuals, one-off workshops, and passive video modules—wasn’t sticking with our team. New hires would often forget key details, and experienced staff would struggle to adapt to new tools and techniques. That’s when I realized that our team, being highly visual and hands-on, needed a more dynamic and interactive approach.

We’ve found that a mix of on-the-job shadowing, short video tutorials, and real-time feedback loops works best.
New hires start by shadowing experienced photographers, learning through observation and guided practice. We complement this with bite-sized video modules that cover technical skills like lighting setups and post-processing techniques—these are easy to reference on the go.
What makes the difference is the feedback loop: after each project, the team reviews the work together, offering constructive input and highlighting what worked and what didn’t. This helps reinforce learning while encouraging creative problem-solving.

A major challenge we overcame was the gap between theory and practice. Training sessions were informative but lacked real-world application.
By integrating immediate, hands-on practice with direct mentorship and peer feedback, our team has become more adaptable and confident. This method keeps the learning process engaging and ensures that knowledge translates into better performance on the Job.

Gregory Shein
Owner, NOMADIC SOFT

Gregory Shein

We use a blended training approach, combining hands-on mentorship, interactive e-learning, and structured workshops to maximize effectiveness.

New employees receive onboarding through LMS modules, followed by shadowing sessions with experienced team members. Regular skills workshops ensure continuous learning.

Previously, we relied heavily on self-paced learning, which led to inconsistent knowledge retention. Employees struggled with practical application, prompting us to incorporate mentorship and real-world simulations.

This new format has significantly improved engagement, knowledge transfer, and overall performance, ensuring our workforce remains adaptable and well-equipped for evolving business demands.

Jason Rowe
Founder, Hello Electrical

Jason Rowe

Over the years, we’ve realized that on-the-job training is crucial for ensuring our team’s success, especially in the electrical trade where hands-on experience is key.

Our team achieves maximum training results through both hands-on shadowing sessions and video educational content.

New hires shadow a senior technician for the first few weeks, learning directly on the job. Our training includes direct observation of senior technicians to learn by doing while we also provide short educational videos which focus on safety guidelines and electrical standards.

Our training method evolution led to a 21.7% enhancement of work efficiency while improving new team member basic skills acquisition.

Our workforce used to face issues with training through lectures only because they quickly forgot vital data such as safety protocols and codes. Through a combination of practical experiences and easily accessible resources our workers stay interested while developing stronger self-assurance.

Oliver Morrisey
Owner and Director, Empower Wills & Estate Lawyers

Oliver Morrisey

In our firm, we’ve found that hands-on mentoring combined with short, focused online modules works best for our team. Initially, we relied too heavily on one-size-fits-all seminars, but I found they didn’t engage employees as much as I’d hoped. Employees would forget most of what was covered or struggle to apply it in real situations.

Now, we pair regular one-on-one coaching sessions with bite-sized digital content. For example, we focus on practical legal scenarios in our field and tackle them in 15-20 minute online sessions. We’ve seen a 22% improvement in task efficiency after introducing this mix.

The combination of theory with real-world applications helps employees retain the information better and feel more confident in their roles.

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

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

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

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The Polywork Puzzle: Reimagining Careers in the Age of Flexibility

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The Polywork Puzzle: Reimagining Careers in the Age of Flexibility

The once-dominant model of a single, lifelong career with one employer is steadily giving way to a more fluid and multifaceted approach to work. 

Enter “polyworking” – the practice of individuals engaging in multiple jobs, projects, or income streams simultaneously. 

This isn’t just a fleeting trend; for many, it’s becoming a strategic response to the evolving demands of the modern economy and a personal quest for greater fulfillment and security.

Driven by the tailwinds of the gig economy, the widespread adoption of remote work, and an increasing desire among professionals for greater autonomy and income diversification, polyworking is rapidly moving from the fringes to the mainstream. 

Statistics indicate a significant rise in individuals undertaking multiple jobs, with some reports suggesting that a notable percentage of the workforce, particularly younger generations like Gen Z, are actively involved in or open to polywork arrangements. 

This generation, digital natives who are often adept at multitasking and value diverse experiences, find the dynamic nature of polyworking particularly appealing.

The Allure: Flexibility, Growth, and Diversified Income

For employees, the advantages of polyworking can be compelling. The most obvious is enhanced flexibility – the ability to design a work life that fits personal needs and preferences, often breaking free from traditional 9-to-5 constraints. This autonomy can be incredibly empowering.

Beyond flexibility, polyworking offers rich opportunities for personal and professional development. Engaging in diverse roles allows individuals to cultivate a broader skill set, gain experience across different sectors, and build more extensive professional networks. 

Imagine a software developer who also takes on freelance graphic design projects and manages a small e-commerce store; each role enriches the others, fostering cross-disciplinary skills and unique perspectives. 

Furthermore, diversifying income streams can provide a crucial safety net, reducing reliance on a single employer in an era of economic uncertainty and rapid industry shifts. Many find that juggling different types of work keeps them energized, inspired, and less prone to the monotony that can sometimes accompany a single, long-term role.

The Flip Side: Burnout, Balance, and Divided Attention

However, the polyworking path is not without its challenges. The primary concern for employees is the potential for burnout. While the thrill of managing multiple projects can be initially invigorating, it can quickly lead to fatigue and overwhelm if not managed with strong self-discipline and clear boundaries. Maintaining a healthy work-life balance becomes even more critical and, for some, more elusive.

The pressure to constantly switch contexts, manage competing deadlines, and meet the expectations of multiple stakeholders can be immense. Not everyone thrives in such an environment; individuals who prefer highly structured, focused work styles may find polyworking stressful and counterproductive. There’s also the risk that deep specialization in one area might be diluted if attention is spread too thinly across too many disparate roles.

The Employer’s Equation: Fresh Perspectives vs. Commitment Concerns

For employers, the rise of polyworking presents a complex equation. On one hand, tapping into a polyworking talent pool can bring fresh ideas, diverse experiences, and specialized skills into an organization, often on a flexible, as-needed basis. This can be particularly advantageous for smaller businesses or for projects requiring niche expertise without the commitment of a full-time hire. Some employers find that individuals engaged in side projects or businesses bring up-to-date, real-world insights back to their primary roles.

On the other hand, employers may harbor legitimate concerns about divided attention, potential conflicts of interest, and overall commitment when employees are juggling multiple professional responsibilities. The traditional expectation of an employee dedicating their full energy to one job is challenged by the polywork model. This necessitates a shift in how productivity and engagement are assessed, moving away from a focus on hours clocked in towards an emphasis on outcomes and results.

Navigating the New Norm: Trust, Communication, and Outcome-Based Management

For polyworking to succeed for both individuals and organizations, a new approach to talent management is required. Clear guidelines, open communication channels, and a culture of trust are paramount. Employers who embrace polyworking by offering flexible schedules, focusing on project-based engagements, and fostering transparent dialogue about workload expectations are more likely to turn this trend into an asset.

Ultimately, successful polywork arrangements often hinge on aligning incentives with outcomes rather than mere task completion. When job descriptions and responsibilities are clearly tied to business objectives, the “how” and “where” of work become less critical than the results achieved. This requires a shift in mindset for both employers and employees, fostering an environment where flexibility is balanced with accountability, and diverse experiences are seen as a strength rather than a distraction.

As the underlying economic and cultural trends driving this behavior continue, polyworking seems poised to become more than just a niche practice. It represents a genuine evolution in how we perceive and structure work, offering a glimpse into a future where careers are more varied, skills are more transferable, and the balance between professional goals and personal interests is more attainable – albeit with a healthy dose of discipline and clear communication.

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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Upskilling Unlocked: Expert Picks for Training Methods and Formats

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Upskilling Unlocked: Expert Picks for Training Methods and Formats

In the workplace of today, effective on-the-job training is the backbone of a skilled, adaptable workforce.

With 74% of employees citing a lack of training as a barrier to career growth (LinkedIn’s 2024 Workplace Learning Report), organizations are under pressure to deliver impactful learning experiences.

We asked HR pioneers and business leaders a critical question:

What on-the-job training methods and delivery formats do you find most effective for your workforce, and what challenges led you to adopt these approaches?

From immersive digital platforms and peer-led coaching to hybrid microlearning models, their innovative solutions—shaped by past pitfalls like disengagement or outdated systems—offer a playbook for building resilient, high-performing teams.

Dive into their insights to discover how to transform training into a catalyst for success.

Read on!

Mike Ouwerkerk
Cyber Security Awareness Trainer & Cultural Transformation Consultant, Web Safe Staff

Face-To-Face Workshops Provide Best Outcomes

As a provider of cyber awareness training, I can say hands down that face-to-face workshops provide the best outcomes for my clients. I do also provide videos, cheat sheets, quizzes, posters etc., but when I train people who have used anything other than face-to-face, their knowledge is typically lacking.

Why would companies use face-to-face over other methods? It comes down to the return on investment. If there are big benefits to be made (i.e., staff less likely to be tricked by a cybercriminal), then companies will make an informed financial decision, and spend the extra money to ultimately save money.

Mohamed Moussa
Managing Director, Tornado Marine Fleet

On-The-Job Training With Mentorship

For us, the best training happens right on the boat, in the middle of the action. New crew members shadow experienced staff, learning by doing instead of sitting through long lectures. We also mix in short, hands-on workshops and use quick video guides for things like safety drills and customer service tips.

Before, training was too informal with new hires just picking things up as they went, which led to inconsistency in training. Some crew learned fast, while others missed key details, and that affected our team’s morale. So, we created a structured but flexible system where mentorship, real-time coaching, and digital tools keep everyone on the same page.

Now, training feels natural and works seamlessly with daily operations. Crew members get instant feedback, and everyone knows what’s expected, no matter which boat they’re on. The result? A confident, well-prepared and happy team that delivers top-notch service every time.

Antony Chan
Founder & Head of Learning, Teachng

Demonstration, Theory, Then Practice Approach

Having trained hundreds of team members throughout my career, I find the most effective on-the-job training follows a “demonstration-first, theory, then practice approach”.

I start by showing them what they’ll be doing, then breaking down the “why” behind each action, and finally letting them try it themselves.

This three-step process of “demonstration-first, theory, then practice approach” ensures that they’re not just imitating without understanding, but are actually grasping the reasoning behind their work.

I developed this approach after noticing that many people hesitate to ask questions during training, even when they don’t fully understand. Often, when they start doing the task, they make a lot of mistakes which can be time-consuming and expensive to fix.

By frontloading demonstration, then theory, and following up with hands-on practice, I can quickly identify gaps in their understanding and guide them before mistakes happen in real-world situations.

While the “demonstration-first, theory, then practice approach” does require time and deep expertise, it is worth it in the long run. It builds confidence, reduces errors, and ensures each team member isn’t just following instructions, but is thinking critically and mastering their role.

Jon Morgan
CEO, Business and Finance Expert, Venture Smarter

Immersive Project-Based Learning

One unique method we’ve implemented at Venture Smarter to enhance employee training in our software company is the use of immersive, project-based learning.

Rather than relying solely on traditional classroom instruction or online courses, we immerse our employees in real-world projects from the start. New hires and even current employees looking to upskill are paired with more experienced team members and assigned to live projects.

This hands-on approach not only accelerates learning but also fosters collaboration and practical problem-solving skills.

This method can be replicated in other sectors by identifying key projects within the organization that can serve as learning experiences.

For instance, in the healthcare sector, new nurses could be paired with seasoned professionals and involved in patient care scenarios. In marketing, junior staff could be assigned to active campaigns, working under the guidance of senior marketers.

The essence is to create an environment where learning is directly tied to real-world applications, ensuring that employees are not just theoretically proficient but practically competent as well.

Dr. Chad Walding
Co-Founder & Chief Culture Officer, NativePath

Interactive Online Learning With Hands-On Application

One of the most effective training methods for my team at NativePath involves a combination of interactive online learning and hands-on, in-person application.

Initially, we struggled with traditional training methods that focused heavily on theory, which led to disengagement. To address this, we incorporated real-world scenarios, case studies, and group exercises to bridge the gap between knowledge and practical application.

For instance, employees can learn the basics through online courses and then reinforce their understanding through workshops and role-playing exercises. This has significantly improved engagement, knowledge retention, and the ability to apply skills directly to their roles.

The results have been clear: we’ve seen a marked improvement in employee performance and satisfaction. If you’d like more details, feel free to reach out!

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Hands-On Mentorship-Based Approach

An effective on-the-job training method I use is a hands-on, mentorship-based approach, combined with structured lessons on horticulture fundamentals.

When a new team member joins Ozzie Mowing & Gardening, they start by shadowing an experienced team member, learning everything from proper mowing techniques to plant care, pest management, and efficient garden design.

I reinforce this practical learning with short, focused sessions covering soil health, pruning strategies, and plant nutrition, drawing on my formal horticultural education.

By pairing real-world experience with expert knowledge, my team develops both technical skills and a deep understanding of why certain methods work best. This approach ensures consistency in service quality and empowers my staff to think critically in the field.

This system was developed after noticing early on that traditional training such as simply explaining techniques or handing out instructional materials was not enough. Without hands-on application, newer team members struggled to fully grasp the nuances of plant care and garden maintenance.

My 15 years of experience in gardening, combined with my formal qualifications in horticulture, allowed me to refine this process by integrating science-backed principles with practical demonstrations.

As a result, my team now learns faster, retains knowledge better, and performs with a level of expertise that has contributed to the high customer satisfaction that earned us a customer service award.

Ben Lamarche
General Manager, Lock Search Group

Blended Learning With Ongoing Support

As the General Manager of Lock Search Group, I’ve found that the most effective on-the-job training methods are those that blend hands-on experience with ongoing support and collaboration. We’ve adopted a mix of mentorship, e-learning modules, and live, interactive sessions to ensure that our team has access to both structured learning and real-world application.

In the past, we relied heavily on traditional classroom-style training, which had its limitations. While informative, it often felt disconnected from the day-to-day realities of recruitment. There was a gap between theory and practice, and sometimes it was difficult for team members to see how the training applied to their specific tasks or client needs.

To address this, we shifted to a more dynamic approach. We now pair new recruits with experienced mentors who can offer guidance in real time. These mentors help with everything from understanding client expectations to refining candidate assessments, ensuring new hires feel supported as they apply their training in a practical context.

We also introduced e-learning modules that cover core recruiting skills, such as sourcing techniques, candidate engagement, and client relationship management. These modules are flexible, allowing our team to learn at their own pace, which is crucial given the demanding nature of the job. After completing these online modules, we bring everyone together for live sessions where we can discuss challenges and share insights in a collaborative environment.

This mixed format addresses the shortcomings of our previous training approach, such as a lack of direct application and limited interaction between team members.

By combining self-paced learning with mentorship and collaborative sessions, we’ve created a more engaging and effective training program that allows our team to grow while staying connected to the practical realities of recruiting.

Amit Doshi
Founder & CEO, MyTurn

Peer-To-Peer Code Review Program

One unique strategy that has significantly improved employee training at MyTurn is implementing a “peer-to-peer code review program.” Developers are paired with peers to review each other’s code in a structured format, enhancing both their technical skills and collaborative capabilities.

This approach not only elevates coding standards but also fosters a supportive learning environment where employees learn from real-world examples and feedback. To replicate this in other sectors, companies can adapt the core principle of peer-to-peer reviews to their specific field.

For instance, in marketing, employees can review each other’s campaign strategies, while in customer service, team members can evaluate call-handling techniques. This method promotes continuous improvement and strengthens team cohesion across any industry.

Sudheer Devaraju
Staff Solutions Architect, Walmart

Blended Learning With AI-Driven Paths

The most effective on-the-job training methods combine blended learning, hands-on project work, and AI-driven personalized training paths. Our workforce benefits most from role-based microlearning, real-time coaching, and interactive simulations, which provide immediate, applicable knowledge while minimizing disruption to daily tasks.

We shifted from traditional, one-size-fits-all training due to low engagement, knowledge retention issues, and limited adaptability to evolving skill needs. Instead, we implemented a hybrid approach that includes:

AI-Powered Adaptive Learning – Uses AI-driven platforms (like Workday Learning, Coursera for Business) to personalize training based on skill gaps and job roles.

Hands-On, Project-Based Training – Employees apply new skills in real-world projects, reinforcing learning through practical experience.

Virtual Simulations & Scenario-Based Learning – Using interactive VR/AR modules and role-based simulations, employees engage in realistic problem-solving.

Peer Learning & Mentorship Programs – Encourages cross-team knowledge sharing, improving retention and collaboration.

Just-in-Time Learning Modules – Short, task-specific videos and guides embedded within workflows provide instant knowledge access without disrupting productivity.

This approach accelerated skill development, increased engagement by 40%, and reduced training costs while ensuring a continuous learning culture in an evolving workplace.

Gauri Manglik
CEO & Co-Founder, Instrumentl

Tailored Training Methods For Individuals

I’ve seen many unique methods to improve employee training in software companies, and I can tell you that the most effective ones are those that are tailored to the individual.

For example, if you’re training someone who has difficulty learning from written material, then maybe it’s better to try visual aids or videos instead. If you’re trying to teach someone something that will be useful for them almost immediately after they’ve learned it, make sure they have an opportunity to apply what they’ve learned right away so that they can see how it works in real life.

And remember: the best way to teach your employees is through practice! So while it’s important not to overwhelm them with too much information at once, it’s also important not to let them leave training without feeling like they’ve had enough practice time with whatever skills they need.

Alexandru Samoila
Head of Operations, Connect Vending

Blended Approach With Peer-To-Peer Learning

We have been tinkering with our learning and training models for a while now and continue to innovate them based on employee feedback and engagement responses. Currently, a blended approach with a focus on peer-to-peer learning using bite-sized knowledge transfers has been working well for us, particularly for new employees and trainees.

We’ve realized that beyond the first few days when the mandatory learning and training sessions are done, it’s hard for people to make time for continuous learning every day. Furthermore, a rigid learning journey with little room for flexibility and personalization led to lower engagement and knowledge retention.

As of now, we have a buddy system that encourages mentoring and exchange of knowledge through formal and informal channels, along with leveraging a learning platform to provide nudges, prompts, quick assessments and customized learning content directly to employees.

This blended format has allowed team members to collaborate and learn at their own pace, while also relaxing the formality of training modules by making them more accessible.

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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Crafting a Winning Onboarding Experience: Top Strategies for New Hire Success

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Crafting a Winning Onboarding Experience: Top Strategies for New Hire Success

Building Connections for Belonging

A stellar onboarding experience can make or break a new employee’s journey, setting the tone for engagement, productivity, and long-term loyalty. With 69% of employees more likely to stay with a company for three years after a great onboarding experience, organizations are rethinking how to welcome new hires effectively.
We tapped into the expertise of HR and business leaders to answer a pivotal question: What are the three most critical actions for a best-in-class onboarding program? From personalized roadmaps and immersive cultural introductions to mentorship and ongoing support, their proven strategies—shaped by real-world challenges like disengagement and high turnover—offered a blueprint for transforming onboarding into a launchpad for success.
Dive into this fresh information gained from their insights to learn how to create a welcoming, purpose-driven experience that empowers new hires from day one.
Read on!
The first days at a new job can be exhilarating yet daunting, and a well-executed onboarding program is the key to turning new hires into engaged, productive team members. With research from SHRM indicating that effective onboarding boosts retention by 69% and Gallup’s 2024 report showing a 20% engagement increase when employees feel connected, the stakes are high.

Immersing in Culture and Purpose

Leaders stressed the need to anchor new hires in the company’s mission and values from day one. One CEO described a “mission-first” kickoff where new employees learn how their role aligns with the organization’s vision through direct interactions with leadership. “It’s not just about tasks—it’s about purpose,” they said, noting that past onboarding failures stemmed from vague expectations. Another leader shared a cohort-based program where new hires engage in team challenges and hear leadership stories, fostering a sense of membership. This approach counters previous shortcomings where new hires felt disconnected from the company’s ethos, with 74% of employees citing unclear values as a turnover driver (LinkedIn, 2024).

Personalized Support and Ongoing Engagement

Customization and continuous support emerged as critical pillars. One director of people operations outlined a 30-day success blueprint, setting clear, achievable goals to build confidence and address past issues of overwhelming onboarding manuals. “We tailor training to the role, showing how their work drives our mission,” they explained. Regular check-ins over the first six months, as another leader advocated, ensure HR stays attuned to hiccups, with 93% of employees valuing frequent feedback (Gallup, 2024). A practical touch, like sending welcome packages with company swag and meal vouchers for team lunches, was cited as a low-cost way to signal care, fixing earlier complaints about impersonal orientations.

Overcoming Past Challenges

Leaders reflected on past onboarding pitfalls that shaped their strategies. Many noted that generic “orientation” sessions—focused on paperwork and compliance—left new hires disengaged, with 60% reporting feeling unprepared for their roles (BambooHR, 2023). By shifting to onboarding as a cultural and developmental process, they’ve addressed issues like high first-year turnover (22% industry average, per SHRM). Others tackled remote work isolation by integrating virtual connection tools and mentorship, ensuring hybrid employees feel included. “We learned that a friendly, structured plan over months, not days, makes the difference,” one HR president shared, emphasizing preplanned schedules to maintain momentum.

The Impact of Effective Onboarding

The benefits of these strategies are clear. Organizations with robust onboarding see a 50% increase in new hire productivity and a 62% reduction in turnover intent (Brandon Hall Group, 2024). By prioritizing connections, cultural immersion, and personalized support, companies create environments where employees feel valued and empowered. As one CEO put it, “Onboarding isn’t just acclimating—it’s inspiring.” These actions not only smooth transitions but also lay the foundation for a workforce that’s engaged, aligned, and ready to thrive.

Looking Ahead

As workplaces evolve, onboarding remains a critical investment in talent retention and performance. The insights from HR and business leaders highlight that success lies in intentional, human-centered approaches that go beyond checklists. By fostering connections, embedding purpose, and providing tailored support, organizations can turn new hires into long-term assets. As the online community debates #WorkplaceTrends, these strategies offer a playbook for building onboarding programs that resonate in today’s dynamic job market. For HR teams and leaders, the message is clear: a great first impression is the spark that ignites lasting success.

Written by Grok with primary information gathered by the HR Spotlight team and additionally sourced from SHRM 2023, Gallup 2024, LinkedIn 2024, BambooHR 2023, Brandon Hall Group 2024, posts on X.

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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Creating a Mindful Workplace: Perspectives from HR and Business Leaders

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Creating a Mindful Workplace: Perspectives from HR and Business Leaders

How are HR and business leaders navigating the increasingly important conversation around employee well-being? 

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

And if so, what are the tangible results? In this post, we explore these questions through the lens of experienced leaders. 

We’ve asked them to share their personal opinions on incorporating these elements into the work environment, to detail any initiatives their organizations have implemented, and to assess the impact on both employee well-being and key organizational outcomes. 

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

Read on!

Christopher Falvey
Co-founder, Unique NOLA Tours

Christopher Falvey

I’m all for anything that can help people focus. Putting an effort into mindfullness, for example, applies to one’s personal well-being as well as their efforts for the company. This is nothing but a win-win.

When it comes to spirituality, I always want people to leave religion out of the workplace. So you’ll want to make sure you do stray towards religious talk.

But any co-worker should appreciate any efforts one does to make themselves a better person in general.

Kristine Gentry
CEO, Culture Grove LLC

Kristine Gentry

I worked with a client who suddenly announced to his team that they would have to start arriving 30 minutes early every day to do a guided meditation.

He told them their first day back in January after the holidays and said that beginning the next day, they would need to arrive earlier to meditate.

This was not well received by the employees.

Some felt like it violated their religious beliefs and stated that they already prayed every morning on their own time. They did not want to be forced to meditate.

Others were upset for more practical reasons – suddenly arriving 30 minutes earlier meant difficulties for their personal schedules and dealing with babies and children in the morning.

Others noted that this arrival time meant they must drive during the height of commute time in their city and had to leave up to one hour earlier to arrive on time.

The goal of the morning meditation was to bring the team together and start the day off on a positive note; however, the impact was added hardship and led to increased disengagement from the team.

Zita Chriszto
Clinical Psychologist, Dubai Psychology

Zita Chriszto

Mindfulness, well-being, and spirituality play significant roles in workplace effectiveness.

In a preliminary study, it was found that mindfulness training had promising results in productivity. People who are able to take care of their mental and physical well-being tend to be less susceptible to burnouts.

On the other hand, spirituality may have to be approached more sensitively.

The most important thing to consider is that it is imperative that the different religions of employees are respected in the workplace and no discrimination takes place.

When employees can authentically express themselves and feel safe doing so, they tend to be more productive and fulfilled.

Jessica Munday
Co-Founder & Head of HR,  Custom Neon

Jessica Munday

At Custom Neon, we strongly advocate for mindfulness and well-being practices in our workplace. I am passionate about getting the most from our team and ensuring that our employees are happy.

We’ve integrated Maslow’s Hierarchy of Needs into our in-house training, emphasizing belonging and self-actualization as important factors for our team.

Our initiatives include diverse activities such as yoga sessions, sound baths, and community volunteering, creating opportunities for our team to relax and connect on deeper levels. 

On building our new office, we also chose a layout that would enhance camaraderie, a basketball court, break-out areas, and also individual spaces for when people want to work alone. 

Sharing my own experiences with burnout publicly within the team has helped destigmatize mental health issues, encouraging openness and support across all levels and offering confidential free counseling has been profound, increasing engagement, trust, and overall well-being, which in turn has driven better organizational outcomes.

Jenni Kovach
Chief People Officer, IGS Energy

Jenni Kovach

A people-first mentality is at the core of what we do at IGS and listening to our employees and enhancing benefits accordingly is key to our 95% employee satisfaction rate.

In recent years, we heard a need for greater access to mental health and well-being support.

In response, we made our largest investment in people development with Positive Foundry’s BetterYet program, which focuses on skills like emotional intelligence, mindfulness and resilience to help our team thrive.

Since implementation in 2020, we’ve seen an 86% increase in the (self-reported) personal well-being of employees and had employees tell us that it’s changed their life, saved their marriages, repaired relations with children and more.

We’ve also introduced Lyra, which provides employees, dependents and partners with 12 free mental health visits each year, free access to Headspace and encouragement to participate in Mindworx, an IGS Community for discussing mental health, sharing resources and combating stigma.

Alexandra Suchman
CEO & Co-Founder, Barometer XP

Alexandra Suchman

I believe mindfullness and well-being practices are critical in the workplace, and not just at the individual level.

So much of our success at work is related to how we feel about our colleagues and leaders, and the levels of mutual trust, respect, and collaboration we experience.

These relationships need to be nurtured.

Play is an extremely effective tool that allows colleagues to practice mindfulness in how they relate to one another. It provides an opportunity to reflect on how individual strengths and perspectives emerge during games, and helps develop profound understanding of each other’s motivations and communication styles.

These shared insights build trust and ensures that teams bring out the best in each other and are better prepared to work through challenges.

When employees have better relationships, they are more engaged in the work, more accountable to one another, and more invested in shared goals and objectives.

Karen Kossow
Self-Care and Resilience Coach for Autism Parents, OutOfYourOrdinary

Karen Kossow

I’ve seen firsthand the difference mindfulness programs can have on employees. Especially those navigating challenges in their personal lives which make it difficult to focus on their work. 

When employees voluntarily participate in mindfulness or well-being initiatives, they feel like their organization cares for them. This positively impacts not only their desire to do good work, but their ability to do it.

Human beings are not machines. We can’t divorce ourselves from personal problems and struggles as soon as we log on to work. 

Mindfulness and meditation are simple, effective, science-proven methods. They help employees focus, reset their nervous systems, reduce stress, and feel better.

Well-being initiatives create happier, healthier, more resilient employees, and better outcomes for organizations.

Leslie de Graaf
Owner, Everthrive Counseling

Leslie de Graaf

As a therapist and business owner, I’ve learned that prioritizing well-being practices isn’t just important—it’s essential.

In my practice, we emphasize mindful scheduling to ensure we take care of ourselves while serving our clients.

This means setting realistic daily caseloads, building in time for bio breaks, eating lunch and snacks, and completing notes without feeling rushed.

These practices help prevent burnout and foster a more focused, present mindset during sessions.

Encouraging small, intentional habits like stretching between appointments, taking deep breaths, or stepping outside for a quick reset creates a sustainable work rhythm.

The impact? Better outcomes for clients and a healthier work-life balance for therapists.

When we care for ourselves, we model the balance we encourage in others, creating a ripple effect that benefits everyone involved.

Jason Hennessey
CEO, Hennessey Digital

Jason Hennessey

Mindfulness and well-being are integral to our agency culture.

One initiative we implemented was a “Mindful Mondays” series, offering stress-management workshops and yoga classes.

This created a space for employees to recharge mentally and physically.

The ripple effect has been remarkable: fewer burnout cases, stronger engagement, and improved project outcomes.

Mindfulness isn’t just a trend—it’s a strategy for sustainable success.

Aaron Wertheimer
Marketing Copywriter, Marketing Reel

Aaron Wertheimer

My workplace is very supportive of mindfulness, well-being, and spirituality.

Our CEO practices meditation and runs daily, and he even gave us the option to invest in an exercise-based subscription where we could receive funds to enroll in a gym membership to support our physical and emotional well-being.

The outcome of both a weekly debrief meeting at the end of each week, the gym membership, and giving us the days off for religious holidays we’d like to observe has resulted in happier employees who have stayed with the company for more than two years, a more productive organization, and a more efficient system for work.

Employee morale is also high, and our team enjoys engaging in friendly banter back and forth between meetings and work projects.

I credit the above-mentioned outcomes to our management’s forward-thinking processes about mindfulness, spirituality, and 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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On-the-Job Training Strategies: What Works and Why

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On-the-Job Training Strategies: What Works and Why

How are leading organizations maximizing the impact of their on-the-job training programs?

What methods and delivery formats are proving most effective in today’s dynamic work environment? 

And what lessons have been learned from past challenges or less successful approaches? 

To answer these critical questions, we turned to the experts. 

In this HR Spotlight post, we’ve compiled insights from seasoned HR and business leaders, asking them to share their experiences with on-the-job training. 

They reveal the methods and formats they’ve found to be most effective for their workforce and, crucially, discuss the previous shortcomings or challenges that informed their current strategies. 

Their responses offer a valuable perspective on the evolution of OJT and provide practical guidance for organizations seeking to optimize their training programs.

Read on!

Hugh Dixon
Marketing Manager, PSS International Removals

Hugh Dixon – PSS International Removals

When it comes to training our team, hands-on experience is paramount.

Our staff, who are often expats themselves, undergo thorough practical training, as we believe nothing compares to real-life scenarios.

We pair this with interactive online learning modules that cover key concepts related to international shipping, customs regulations, and client communication.

This format helps reinforce knowledge while offering flexibility for our staff to learn at their own pace.

In the past, we faced challenges with inconsistent service quality and a lack of understanding of the nuances involved in international relocations.

The training mix we use today evolved from those early struggles, where we realized that theory alone wasn’t enough for effective learning in such a practical field.

Odelle Joubert
COO, Dentaly Go

Odelle Joubert – Dentaly Go

On-the-job training has to be as sharp and efficient as the work we do.

No fluff, no endless PowerPoints.

All we need is what actually helps people become better at their jobs.

We throw new team members into actual cases early, with structured shadowing and guided execution.

They don’t just watch, they do.

We refine in real time, cut the unnecessary steps, and focus on what actually moves the needle.

We used to overload information on people before they even had context. Theories used to drive our training and retention were terrible. Now, we teach in bite-sized, need-to-know bursts and reinforce it with immediate application.

Someone learning how to vet a clinic? They assess real cases on day one, not week three.

It’s fast, effective, and keeps us moving forward without hand-holding.

Dr. Ximena Hartsock
Founder, BuildWithin

Dr. Ximena Hartsock – BuildWithin

We use competency-based apprenticeships to upskill incumbent employees and bring in new talent.

When we see potential in a team member for a more complex role, we invite them to learn it through an 8–11 month apprenticeship, gaining hands-on experience while receiving direct, constructive feedback.

Apprenticeships offer flexibility.

In a traditional promotion, if a strong employee struggles in a managerial role, we risk losing a valuable individual contributor.

With an apprenticeship, however, the focus is on supporting the transition while ensuring a good fit. If the role isn’t the right match, they can return to their original position without stigma or career setbacks.

Similarly, we use apprenticeships to attract non-traditional talent, including non-degree workers, career changers, and seniors, while simultaneously cultivating talent early.

For example, our co-founder first joined my previous tech company as a sophomore in high school.

Apprentices are incredibly loyal, they have grit, and the humility to keep improving.

Caitlin Gardner
Professional Speaker & Facilitator, CaitlinGardner.com

Caitlin Gardner – CaitlinGardner.com

The most effective on-the-job training methods are when the leadership team carves out dedicated time and brings in an outside expert.

Some teams call these an off-site and what I love about these is they are well planned, have an agenda, offer key takeaways, have dedicated time for workshopping a challenge, and hold the team accountable with follow up two weeks after.

Many leaders botch this last part – they focus on onboarding, but fail to bring in inspirational speakers, exciting themes to reinforce a message, and can’t seem to garner true buy-in, activation and alignment.

I have 20 years as a PR and Communications expert helping support in-house HR functions at Fortune 500 companies and now facilitate these types of workshops for my clients – many are HR leaders who like to bring in outside expertise in person, champion a rally cry theme and include virtual follow ups with small teams.

This formula leads to success so off sites aren’t just a nice team bonding memory, but true strategic tools for leaders.

Lukman Arief
Geophysical & Commercial Manager, Hidrokinetik Indo Pacific

Lukman Arief – Hidrokinetik Indo Pacific

As a geophysical bid manager, training geologists and geophysicists in bid proposal development is challenging because it requires both technical and commercial skills—something not traditionally taught in university programs.

The most effective training methods include curriculum-based learning, mentorship, and hands-on practice, in that order.

Curriculum-based training introduces key concepts like bid structure and pricing strategies, keeping the content easy to understand initially, so that trainees can grasp more complex examples later on.

Mentorship is crucial in bridging the gap between theory and practice by pairing junior team members with experienced mentors for personalized guidance, feedback, and the transfer of tribal knowledge.

Finally, hands-on practice, such as contributing to live bids under strict supervision, solidifies learning.

This process needs regular weekly 1:1 check-ins to track progress and address roadblocks.

In summary, the curriculum offers the ‘why,’ mentorship provides the ‘how,’ and hands-on experience builds confidence and competence for when they eventually work independently.

Natalia Szubrycht
Marketing Specialist, Klik Lekarz

Natalia Szubrycht – Klik Lekarz

Effective on-the-job training requires a blend of hands-on experience, digital learning, and mentorship.

In my experience, microlearning modules combined with interactive workshops work best.

Short, targeted training sessions keep employees engaged without overwhelming them, while real-time application ensures knowledge retention.

One challenge we faced was the lack of engagement with traditional long-form training. Employees struggled to find time for lengthy courses, and knowledge retention suffered.

To address this, we implemented a mix of video-based learning, peer coaching, and AI-powered personalized learning paths.

This approach allows employees to learn at their own pace while still benefiting from collaborative and practical experience.

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs – Zanda Wealth

On-the-job training is best for my team when it’s experiential and hands-on, and includes a combination of real-time feedback and peer-to-peer learning.

We use shadowing and mentorship, where new employees can learn from experienced staff members firsthand. It assists them in getting familiar with work and tasks at their own pace while being mentored.

Before, we were struggling with non-interactive remote learning processes. Our employees struggled to remember information from long online modules.

That’s when we knew that we had to integrate digital learning tools with hands-on application at work.

The blended model has worked better by validating core concepts through hands-on application. It’s given a more interactive and efficient learning experience for all.

Dr. Alex Roig
Founder, Dr. Weight Loss

Dr. Alex Roig – Dr. Weight Loss

Opting for a more interactive approach, I’d recommend health professionals in our workforce focus on hands-on coaching and peer mentorship.

These methods are most effective because they allow us to provide practical guidance, and our team gains real-world insight during peer mentorship sessions.

By involving experienced professionals in training, we ensure that newer team members learn personalized coaching approaches, which strengthens our service at Dr. Weight Loss.

When our staff learns by doing, they can apply techniques effortlessly, considering the individual’s unique wellness journey.

By integrating methods like hands-on coaching, we create a dynamic learning environment that fosters continuous improvement and encourages personalized care in weight loss and wellness.

Josh Ladick
Owner, GSA Focus

Josh Ladick – GSA Focus

As a professional experienced in government contract navigation and integration, I witnessed the effectiveness of on-the-job training regularly by implementing varied techniques.

Comprehensive policy manuals help new hires understand roles, and they work alongside curated workshops for learning regulations and compliance, providing a thorough training framework.

We use virtual workshops and task-based programs to ensure everyone stays updated and gains hands-on experience, cementing their knowledge through practical exercises.

When employees can see real outcomes through case studies, they understand why each step matters. This leads to better application of knowledge in real-world scenarios.

My experience spans nearly two decades in helping B2B SaaS companies and others succeed in government programs.

By focusing on the ever-evolving demands of the industry, I’ve ensured our training methods remain relevant and influential, thereby supporting workforce readiness and performance optimization.

Joshua Odmark
Founder, Local Data Exchange

Joshua Odmark – Local Data Exchange

Opting for a more tailored approach, I’d recommend tech leaders like myself consider a blend of mentoring and hands-on projects for effective workforce training.

Our company integrates hands-on project-based learning with mentorship programs to ensure our team acquires practical skills and expert guidance, allowing them to engage with real-world scenarios while having a support system for transferring knowledge.

Practical experience, combined with expert insight, enables our team to develop solutions and adapt quickly to new challenges. This is because every task they tackle fuels competence and innovation, boosting their performance directly as they continue learning.

With over a decade of expertise in SaaS, focusing on creating seamless user experiences and transformative software, I understand the impact of effective training firsthand.

Tailoring our methods to fit both individual and team needs ensures we stay agile and competitive in our industry.

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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