Menu

Productivity

Navigating Polyworking: Perspectives from HR and Business Leaders

by

Navigating Polyworking: Perspectives from HR and Business Leaders

What is polyworking, and what does it mean for the future of work? 

Is it a sustainable model for professionals, and how are organizations adapting to this growing trend?

These are just some of the questions we explore in this post, featuring insights from leading business and HR executives. 

These leaders from the HR Spotlight community share their perspectives on the rise of polywork, discussing its implications for talent management, organizational culture, and the evolving relationship between employers and employees.

Read on!

Raymond Anto
Founder, Congruen

Raymond Anto – Congruen

Polyworking is redefining the traditional employment model. Enabled by remote work and a growing desire for flexibility, professionals are now pursuing multiple roles simultaneously. This shift allows for richer, more diverse skill sets and a broader network of professional connections.

The increasing occurrence of polyworking in several industries presents both challenges and opportunities for the workplace. 

Organizations may be required to adapt their policies and management practices to accommodate the preferences of a workforce increasingly engaged in multiple roles. This could result in a more dynamic and interconnected work environment, characterized by enhanced cross-functional collaboration and the cross-pollination of ideas, ultimately fostering a culture of innovation.

In my view, polyworking is not merely a fleeting fad but a significant evolution in work practices. 

It signifies a move towards a more holistic talent management philosophy, where organizational emphasis shifts from hours worked to outcomes achieved. This approach can foster greater job satisfaction and improve retention rates by empowering employees with increased control over their schedules and commitments.

For employees, polyworking offers distinct advantages, such as greater flexibility in scheduling, opportunities for personal and professional growth, and the ability to cultivate multiple income streams. 

Conversely, it also poses potential disadvantages, notably the risk of burnout from managing multiple commitments and the challenge of maintaining a healthy work-life integration.

Managing a polyworking team effectively poses a significant challenge for employers accustomed to traditional management techniques. It demands a reevaluation of established practices, with a greater emphasis on trust, autonomy, and accountability, rather than relying solely on conventional productivity metrics. 

Organizations that embrace this shift, however, may find themselves benefiting from a more engaged and innovative workforce.

In conclusion, while polyworking presents challenges, it also offers exciting opportunities for both employees and employers. 

As we navigate this new landscape, it’s crucial to foster an environment that supports flexibility and innovation.

Adil Advani
Associate Product Owner, Securiti

Adil Advani – Securiti

From my experience managing global teams at Securiti.ai, polyworking isn’t just a trend – it’s a natural evolution of how modern professionals approach career growth. 

I’ve seen firsthand how our hybrid workforce, including those juggling multiple roles, brings diverse perspectives that enhance our product development. While it requires robust scheduling and clear communication boundaries, the benefits of accessing varied skill sets outweigh the challenges. 

The key is having strong project management systems in place. 

Just last quarter, one of our part-time specialists leveraged their experience from their consulting work to completely transform our client onboarding process.

Mohd Zaid Mansoori
Senior Outreach Executive, ProProfs

Mohd Zaid Mansoori – ProProfs

At ProProfs Training Maker, I’ve seen how cross-disciplinary projects and side jobs help employees build new skills and ideas. 

Polyworking, along with new income streams, not only diversifies earnings but lets people work on topics they truly enjoy, boosting job satisfaction.

For employers, polyworking brings fresh ideas, encourages creativity, and helps build adaptable teams. But boundaries are crucial; juggling roles can lead to burnout if not managed well.

What I learn from this experience is that freelance digital marketers who have full-time jobs bring fresh ideas into our campaigns. 

When there is good communication and time management, polyworking benefits everyone. If done the right way, it’s not just a trend-it’s a shift in how we think about work and talent growth.

Saddat Abid
CEO & Senior Property Buyer, Property Saviour

Saddat Abid – Property Saviour

Polyworking is indeed emerging as a significant trend that could reshape the future of work. While it offers potential benefits like increased income and skill diversification for employees, it also presents challenges for both workers and employers.

For employees, juggling multiple roles can lead to burnout, stress, and difficulty maintaining work-life balance. Employers face risks of reduced productivity, conflicts of interest, and challenges in fostering company culture and loyalty.

The prevalence of polyworking, with 46% of employees engaged in side hustles, suggests it’s more than a passing fad. However, its long-term sustainability and impact remain to be seen. Employers will need to carefully consider how to manage polyworking employees, potentially offering competitive compensation and fostering stronger employee engagement to discourage the practice.

As the trend continues to grow, particularly among younger generations, it will likely prompt broader discussions about work structure, employee rights, and the changing nature of the employer-employee relationship in the coming years.

Polyworking reflects the evolving nature of employment in our digital age. While it provides opportunities for workers, companies must adapt their policies and management approaches to address this new reality.

Kurt Uhlir
Chief Marketing Officer, ez Home Search

Kurt Uhlir – ez Home Search

Polyworking may appeal as a means for individuals to grow income streams, but the reality is that true progress often comes from focused effort. 

In high-growth companies I’ve worked with, teams committed to a unified mission achieve remarkable outcomes and share in long-term rewards. 

For employers, managing polyworking employees can be complex—ensuring that external roles don’t impact performance or alignment with company goals is a challenge. 

On the employee side, splitting hours across roles might offer variety and a short-term earnings boost, yet those who focus on adding value to one endeavor tend to see stronger, more sustainable career and income growth over time.

Michael Franco
Chief People Strategist, Quokka Hub

Michael Franco – Quokka Hub

Polyworking is intriguing but it likely will not be dominant in the future of work unless we see a significant shift in contractual or fractional roles. 

Diversifying revenue streams is beneficial for almost anyone but full-time employment structures make it challenging. We did see California recently ban non-compete agreements which would make this more feasible for those in the state. 

For employees, polyworking could allow them some more financial security through multiple income streams. 

However,  the risks are significant, diminishing productivity and burnout could lead to the loss of some or maybe even all revenue streams. Depending on where they live and what they do, they could have to navigate non-competes and NDAs. 

Employers could benefit from having employees with a wider range of skills, but they will likely be more concerned with loyalty and productivity. Another concern with polyworkers is divided attention which will certainly impact engagement.

Tiago Pita
Brand and eCommerce Director, Whole Food Earth®

Tiago Pita – Whole Food Earth

Polyworking offers employees flexibility and the opportunity to diversify income streams, which can boost engagement and creativity. 

For employers, it brings access to a wider talent pool and specialized skills. However, challenges include managing conflicts of interest, ensuring commitment, and addressing potential burnout. 

Employers need clear policies and open communication to navigate this shift effectively while fostering trust and productivity.

Cache Merrill
Founder, Zibtek

Cache Merrill – Zibtek

I see polyworking as more than just a trend—it’s a transformative shift redefining employment. 

Polyworking, where individuals simultaneously juggle multiple roles or projects across companies, is a response to our evolving digital-first, flexible work culture. 

This approach taps into the gig economy’s strengths and marries it with traditional employment’s stability, offering workers enhanced autonomy and career diversity.

With polyworking, employees can gain new experiences and build a strong network base, which is beneficial for advancing in their careers. This is especially true for tech and creatives who prefer working on different projects. 

Challenges exist. Individuals have to juggle many roles which can lead to an increase in the risk of burnout, and having to balance so many things makes it hard to separate work from personal life.

In simple terms, polyworking from an employer’s perspective makes it possible to lean in specialized project based workers with no need for them to be employed fully, so this idea has its own risks too which include issues of confidentiality, loyalty and team bonding. 

There are ways in which polyworking can be successfully integrated into the prevalent system, all leading to disruption but the focus remains on rethinking talent management processes, selecting policies that support flexibility but don’t compromise productivity with the goals of the organization.

John Wilson
Owner & CEO, Wilson Plumbing and Heating

John Wilson – Wilson Plumbing and Heating

I believe polyworking is key to our future. 

Our technicians can learn different systems—like plumbing, heating, and cooling—which makes them more flexible. This helps us serve customers faster and keeps employees interested in their work. They can change roles based on what they enjoy and are good at, boosting morale. 

The main challenge is managing schedules and training across areas. But if we support skill-building, polyworking will improve our service and create a stronger, more skilled team over time.

Andrew Golpys
Co-Founder & Creative Director, MadeByShape

Andrew Golpys – MadeByShape

I firmly believe polyworking is revolutionizing the future of work. This trend, where individuals divide their time between multiple projects or clients, is gaining momentum. I’ve witnessed its impact firsthand, with several team members successfully juggling multiple engagements.

Polyworking offers numerous benefits: diversified income streams, varied work, and enhanced creativity. For employees, it provides autonomy and flexibility, allowing them to pursue passions and interests. Employers, meanwhile, gain access to specialized skills and fresh perspectives.

However, challenges exist. Managing multiple commitments requires exceptional time management and communication skills. Confidentiality and intellectual property concerns must also be addressed.

To mitigate these risks, employers should establish clear guidelines and trust-based relationships. Employees must prioritize transparency and effective time allocation.

At MadeByShape, we’ve adapted by implementing flexible work arrangements and open communication channels. The results are promising: increased job satisfaction, improved work quality, and a broader talent pool.

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

Ray Grady – How AI, Gen Z, Freelancers, and the Rise of Influencers Will Redefine Work in 2025

by

How AI, Gen Z, Freelancers, and the Rise of Influencers Will Redefine Work in 2025

– Ray Grady

The future of work and business operations is quickly changing and 2025 is shaping up to be a year of transformation.

From organizations going all-in on adopting artificial intelligence (AI) with the upcoming release of ChatGPT 5 to companies striving to control employees through extremely unpopular return-to-office mandates, companies will find they need to pivot and embrace change in a similar way that they did when the pandemic hit five years ago.

Additional force factors organizations must consider include the growing number of GenZs joining the workforce, as they are prioritizing autonomy and flexible work arrangements over traditional employment structures.

This is one of the things causing companies to reexamine their talent strategies to ensure they can quickly access the skills they need and grow as efficiently as possible.

Change is inevitable, and with change in mind, I put together some of the following trends and predictions for the coming year.

Agentic AI Will Take the Enterprise by Storm

Organizations have been dabbling with AI, and in 2025, we’ll see a major uptick in the adoption and implementation of AI agents across the enterprise.

We’ve already seen AI adoption across sales, marketing, customer service, and HR teams gaining momentum.

Businesses will continue to experiment with AI and then put plans in place on how to move toward full-scale deployment, deciding between private, open-source, and custom models.

This year will likely mark a pivotal shift for agentic AI as generative AI becomes fully integrated into enterprise workflows, driving efficiencies and transforming business operations.

Influencers Will be the Fastest Growing Category of Freelance Talent

Today the influencer industry is worth around $250 billion and is expected to double in the next two years. 

We’ve seen our customers work with more influencers than ever before, tapping into these members driving the creator economy at record rates – there’s been a 300% year-over-year increase in influencer volume across the agency and client marketing teams on the platform.

Influencers will be the fastest-growing freelance category next year because they are tapped by so many different industries – marketing, advertising, entertainment, retail, public interest groups, and even politics. It’s not going to stop there.

There is no limit to the various ways hiring them can benefit a brand, cause, or event.

RTO Mandates & Gen Z Will Fuel the Rise of the Freelance and Gig Economy

As workers at companies like Amazon, JP Morgan, and even Disney grapple with return-to-office mandates in 2025, we will see a notable shift towards freelance, gig, and remote work.

This is especially true of Gen Z professionals, as nearly three in four Gen Zs prefer working for themselves vs. a corporation or enjoy managing multiple jobs more than having one position.

The resistance to traditional office settings is expected to grow, with employees favoring flexible, virtual roles that allow people to work when they want, from where they want.

As companies adapt to these preferences, long-term employment tenure will become less common, with more workers embracing the “digital nomad” lifestyle and balancing multiple gigs or freelance roles across diverse industries.

Talent Strategy Shift – Companies Will Build & Manage Their Own Talent Networks

In 2025, the popularity of direct sourcing will grow as companies increasingly prioritize managing their own freelancer and contractor networks internally.

Instead of relying on staffing agencies or managed service providers, large companies will leverage their brand power to attract, vet, and retain freelance talent directly.

It’s a shift to corporate talent strategies that has been a long time coming.

Companies will be able to streamline talent acquisition and reduce costs associated with staffing vendors while creating a highly curated pool of freelancers and contractors, tailored to their specific business needs.

Economic Uncertainty and Challenges

In 2025, the economy is expected to face continued challenges, with indicators like revised job reports and fluctuating interest rates suggesting a less stable foundation than headline stats may imply.

While stock markets have seen strong performance recently, broader economic health may remain strained, reflecting underlying volatility and potentially limiting growth opportunities in various sectors.

2025 will be a year when we all experience a huge shift in work as we know it.

Many organizations could struggle due to economic uncertainty and the need to address talent and skills gaps they’re not prepared for.

However, companies that willingly embrace the coming changes with the goal of not just stabilizing but growing their business – from the introduction of new AI tools and technologies to accepting new work structures to becoming strategic about how they acquire the talent they need – will set themselves up to thrive in the new year and beyond.

About the Author

Ray Grady is the CEO of Worksuite.

He brings over 20 years of experience in scaling high-growth B2B organizations, leading the company in designing and executing Worksuite’s vision, strategic growth plans, and company operations.

Prior to joining Worksuite, Ray held several executive positions including CEO of Conexiom and SVP, COO, and GM of B2B Commerce at Salesforce.

Previously, Ray was President and COO of CloudCraze, where he led the company through its 2018 acquisition by Salesforce.

Ray lives in the Chicago area with his family and in his free time, he likes to play golf (poorly) and wakesurf.

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.

Recent Posts

Setting Up for Success: Critical Onboarding Steps

by

Setting Up for Success: Critical Onboarding Steps

What are the defining elements of a best-in-class onboarding program? 

How can organizations ensure that new hires feel welcomed, supported, and equipped to succeed from day one? 

To gain insight into the most effective onboarding strategies, we turned to the experts. 

We asked a diverse group of HR and business leaders to share the three most important actions their teams take to welcome and acclimate new employees during the initial onboarding period. 

Their responses offer a blueprint for creating an onboarding experience that not only facilitates a smooth transition but also fosters a strong sense of connection and sets new employees up for long-term success.

Read on!

Robert Hourie
Director, Elwood Roberts Ltd.

Robert Hourie – Elwood Roberts Ltd.

Over the years I have always welcomed each employee personally to the team. Not only as a Business owner but also as a HR and Recruitment Leader. 

The below is how we first get people ready to do the practical end of the job and then how to suitably adapt them into the direct team then the overall team.  

Onboarding with a Peer – After I have shown the new employee “how things work” (handed them a laptop, got them sorted with IT, run through the usual code of conduct etc). 

We then introduce them to a peer, someone in their direct team with somewhat similar interests or personality. Not forcing a friend, just a similar person who can let them know more about the team, expectations etc. This person will act as a company “buddy” for the next 3 months.

Team Lunch – We always bring a new employee for lunch. If the business is small enough (10 or under) we would bring everyone out (if not, just the direct team). 

If the environment suited it, we would share a beer or two and get to know the new team. Try to have a laugh and tell a few stories to get the new employee comfortable with who they are working with, who works where etc.

Meeting senior Leadership – We do this after a week. We want the leader to show the employee why they are working in the business. The mission of the business and have the employee understand why the business does what it does. Who the major customers are and the financial strength of the business (or if loss making, understanding of where the money comes from). 

This is all about giving the new employee reason to work hard. We do this a little later to allow the new employee time to figure out the job, speak with people about the business so they have a few questions to ask.

Tejashri Anto
Principal Designer & Consultant, Anthem Lumiere

Tejashri Anto – Anthem Lumiere

Confession: I’ve tweaked our approach time and again until we arrived at this combination of actions that are truly impactful in so many ways!

The first thing we do as a team is take a quick break from everything we’re doing to give our new teamie a boisterous welcome.

The warmth this gesture exudes immediately makes the new employee know how happy we are to have them onboard. This takes away their initial hesitance and nervousness immediately, and I’ve found this way of welcoming a new hire inspiring for the rest of the team too. 

The second is to give the new team member at least three days to interact with everyone on our team and have an open dialog with them about everything each one of us do.

Whether it’s in our office or onsite, we encourage them to treat these days as a self-declared tour of all things Anthem Lumiere!

In knowing more about all our roles, they gain a wholesome understanding of what our organization is all about.

I’ve found this gesture to make them more giving team players when they settle down into their roles. Their understanding of the responsibilities of others makes them more open to an attitude where they are better team players.

Finally, at the end of the third day, I have a prolonged one-on-one session with them, checking in if they’ve had the time to settle in or if they think they’d like a day or two more to explore specific details.

This is when I dig into what they are expecting from their roles too. These details let me in on how I can fit them into our team as best as we can and depending on these specifics, we have a sit-down with other associated members too.

To some, this may seem like too much of an effort to put into a new employee, but every experience we’ve had tells us that three days (sometimes, even more) to help a new employee truly fit in, not just into our space but also into our culture, will always be time well spent.

I encourage you all to give this a try and I’m sure you will all have nothing but great experiences!

Farhan Siraj
CEO, OSHA Outreach Course

Farhan Siraj – OSHA Outreach Course

Assign a Mentor: The first thing our team does is pair the new hire with a more experience team-member who can guide them through their first weeks on the job. This mentor has a full-time duty to answer the new hire’s questions and help them integrate with the company’s culture and processes. 

Although we have tried different models of employee on-boarding, we have found mentor-mentee strategy to be most impactful.

Explain Company Expectations: Once we have communicated the roles and responsibilities to the new employee, we explain our performance expectations. 

The new hire is told in numbers what short-term goals we hope to achieve and how vital their role will be in achieving these objectives. We explain how their performance will be measured and what rewards they can expect if they meet the company’s expectations.

Schedule Checks-ins With HR: Our team schedules check-ins with HR to address any concerns the new hire might have and provide them with feedback. 

These sessions not only help the employee but also provide us with the valuable information we need to upgrade our onboarding experience.

Edward Hones
Founder, Hones Law

Edward Hones – Hones Law

Creating a Welcoming and Inclusive First Impression: At Hones Law, we understand that the onboarding process is critical for new employees to feel valued and aligned with our mission from day one. As both an employment lawyer and a business owner, I’ve seen firsthand how a lackluster onboarding experience can lead to disengagement and turnover. 

To avoid this, our HR team takes a proactive approach. 

First, we ensure every new hire feels welcome by assigning a “culture ambassador” — an existing team member who serves as a guide during the initial weeks. This person helps the new employee navigate not only the logistical aspects of their role but also the nuances of our firm’s culture, offering a personal touch that fosters belonging from the start.

Structured Orientation with Clear Expectations: The second key action is conducting a structured orientation that goes beyond policies and procedures. 

At Hones Law, our orientation includes sessions on our mission to fight for workers’ rights, case studies showcasing our impact, and interactive workshops on core skills like communication and collaboration. 

As an employment lawyer, I know the importance of setting clear expectations for both employers and employees to avoid misunderstandings that can lead to legal disputes. By laying out clear goals and responsibilities during onboarding, we create a foundation of trust and transparency. 

This structured approach ensures that new employees not only understand their role but also feel inspired by the meaningful work we do.

Encouraging Feedback and Ongoing Support: We prioritize continuous feedback and support during the onboarding period. 

New hires meet with their manager and HR regularly to discuss their experiences, address challenges, and fine-tune their responsibilities. This process is grounded in my belief that open communication is essential to preventing workplace issues before they escalate. 

For instance, we’ve implemented anonymous surveys to capture candid feedback about the onboarding process, allowing us to refine and improve over time. 

By investing in these three actions, creating a welcoming atmosphere, providing a structured orientation, and fostering open communication, we ensure that new employees feel supported, empowered, and ready to contribute to our mission.

Matt Cholerton
Founder, Hito Labs

Matt Cholerton – Hito Labs

#1 – Preparation! Have their work workstation, computer and gear, log-in information – everything – all ready to go.

#2 – Let them know what to expect – this means resources and an agenda for the onboarding. Also share what you hope they accomplish in the few weeks, in 3 months, in 6 months.

#3 – Take extra efforts to get them acclimated. For example, assign approachable buddies that new hires can go to for various bits of information, and to get past roadblocks. 

Create structured ways for employees to interact with new hires, to share more about their work, about the company, etc.. and as an opportunity to start building relationships. 

Give them company schwag and check-in often!

Naomi Clarke
Head of HR & Chief Diversity Officer, Flingster

Naomi Clarke – Flingster

For us, onboarding is about creating a memorable and meaningful start for our new team members. The three most important actions we take are:  

– Each new hire is greeted with a personalized video from their future teammates, sharing fun introductions and inside jokes about team culture. It’s a heartfelt way to break the ice and make them feel part of the family before their first day.  

– On day one, we run a playful but practical workshop where new hires experiment with tools, shortcuts, and best practices tailored to their roles. It’s a hands-on way to boost confidence and productivity from the get-go while easing any tech-related jitters.  

– Each new hire is paired with a “Culture Champion” who helps them navigate logistics and introduces them to our social rituals—like virtual karaoke or weekly “coffee roulette.” This ensures they feel integrated beyond their immediate team. 

Oliver Morrisey
Owner and Director,  Empower Wills & Estate Lawyers

Oliver Morrisey – Empower Wills & Estate Lawyers

As a business owner, I know how important it is to get onboarding right to set new employees up for success. While I’m not hands-on with HR, I make sure our HR team takes a few key steps to help new hires feel at ease and aligned with our company.

First, we make sure there’s clear communication about company policies and legal expectations. New employees are given a rundown of things like confidentiality agreements and intellectual property guidelines. This helps avoid confusion and ensures everyone’s on the same page from the start.

We also focus on introducing new hires to our company culture. They must understand our mission, values, and vision. We do this through team introductions, mentorship, and casual meetups with leadership. When employees understand how their role fits into the bigger picture, they’re more likely to feel connected and motivated.

Finally, we walk new employees through their benefits and compliance. Whether it’s health insurance or retirement plans, we make sure they understand their options and rights. This builds trust and ensures we’re staying compliant with legal requirements.

These steps help new employees settle in smoothly, connect with our team, and minimize any potential issues down the road.

Aneesh Alidina
Coach & Founder , CoachVista

Aneesh Alidina – CoachVista

Forget the stuffy handbook; human connection is key. 

Our HR team prioritizes three crucial actions for seamless onboarding: 

First, a “buddy” system – pairing new hires with experienced colleagues creates immediate social support and answers those early, often-silly questions. 

Second, we ensure early wins. Giving new employees tangible, achievable projects boosts confidence and demonstrates value quickly. 

Third, we foster open communication. Regular check-ins, not just formal reviews, allow for honest feedback, addressing concerns proactively and building trust. 

Think of it as a carefully orchestrated “first impression” that extends beyond the initial handshake – it’s about making them feel valued and part of the team from day one.

Harrison Tang
CEO & Co-founder, Spokeo

Harrison Tang – Spokeo

Creating Yearbook: One of the actions our HR team takes to help new employees acclimate to the organization is creating a yearbook, similar to the ones schools produce at the end of the year.

At the end of each year, we publish a yearbook that summarizes all our company events from that year, includes images of all employees, and highlights any promotions or updates.

We send a copy of this yearbook to new recruits to familiarize them with our organization.

Engaging Presentation: Additionally, rather than providing formal documents for them to skim through, we prefer to deliver an engaging presentation tailored for all new recruits.

Buddy Program: To help new employees settle in more smoothly, we assign each recruit a “buddy” from their team.

This buddy acts as a point of contact for any questions, provides guidance on day-to-day tasks, and ensures the new hire feels welcomed and supported during their initial weeks.

This thoughtful approach fosters immediate connections, aligns new hires with our vision, and sets the foundation for long-term success.

Diogo Silva
Expert, Neobanks

Diogo Silva – Neobanks

Introduction to Neobank Culture: Given that we focus on providing insights into various digital banking products, our HR team introduces new hires to our unique workplace culture by highlighting our values of innovation, transparency, and customer-centricity. This ensures employees feel connected to our mission from day one.

Buddy System for Integration: To help new employees acclimate to our team, we assign a buddy who is familiar with both the tools we use (like the ones we feature on What Neobank) and the structure of our daily operations. This creates a comfortable environment to ask questions and share insights.

Training on Neobank Tools: Since What Neobank revolves around cutting-edge financial technology, HR ensures that new employees are trained on the platforms and resources we use to track and evaluate digital banking trends. This allows them to feel empowered to contribute to the website’s growth and innovation right away.

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

HR and Mental Health: Safety and Support at the Workplace

by

HR and Mental Health: Safety and Support at the Workplace

Despite growing awareness of mental health issues, a significant barrier remains where very few workers feel comfortable discussing their mental well-being in the workplace. 

This silence can lead to decreased productivity, increased absenteeism, and a decline in overall employee morale. 

So, how can HR teams proactively address this challenge and cultivate a more supportive environment? 

In this post, we line up practical solutions and insights from the HR Spotlight community of leading HR and business professionals. 

Here, these leaders detail the specific steps their teams are taking to foster a culture where employees feel safe, seen, and supported in addressing their mental health needs.

Read on!

Julia Yurchak
Senior Recruitment Consultant,  Keller Executive Search

Constant Evaluation and Improvement

At Keller, we believe that mental well-being is just as important as physical health, and our HR team works diligently to create an environment where every employee feels supported and heard. We’ve built our approach around the understanding that mental health isn’t a one-size-fits-all concept.

One of our cornerstone initiatives is our comprehensive wellness program, which provides confidential counseling through our EAP, regular stress management workshops, and mindfulness sessions. We’ve found that giving employees multiple pathways to support helps them find what works best for them personally.

Our organization backs these programs with concrete policies that put mental health first. 

This includes flexible work arrangements that help our team maintain work-life balance, and we’ve normalized the concept of mental health days – because we understand that we all need time to recharge every now and then. We’ve also established clear accommodation processes for employees who need additional support.

What we have found really makes a difference, though, is our focus on creating an open dialogue about mental health. 

Our leadership team actively participates in mental health initiatives and some have even shared their own experiences, which has gone a long way in destigmatizing these conversations and encouraging employees to do the same. 

We also regularly conduct anonymous surveys to understand how we can better support our team, and we adapt our programs based on this feedback.

Our managers receive specialized training to recognize signs when someone might be struggling and how to have supportive conversations with them. This has helped foster empathy and understanding throughout the organization.

We’re proud of the culture we’ve built, but we also understand that this is an ongoing journey. We’re constantly evaluating and improving our approach based on what our employees need. 

Mental well-being isn’t just a program or policy for us – it’s a fundamental part of Keller’s identity as an organization.

Luca Steinmetz
Founder and CEO,  FarAwayHome

Designated Unplugged Hours

I mainly focus on establishing designated “unplugged hours” where no emails, calls, or meetings are scheduled, encouraging employees to focus on their mental health or spend quality time with loved ones without work interruptions. 

For instance, we have a company-wide policy of no meetings after 6 PM and on weekends. This helps employees to disconnect from work and prioritize their mental well-being.

I have found it very effective to have open and honest communication about mental health in the workplace. 

Our HR team regularly holds workshops and seminars on topics such as stress management, self-care, and creating a work-life balance. This educates employees and shows that we prioritize their mental well-being and provide resources for support.

John Gill
Director Operations, Easy Concrete Supply

Sharing, Support, and Resources

I often organize voluntary storytelling sessions where employees can share personal experiences with mental health challenges and triumphs. Hearing relatable stories fosters a culture of openness and reduces the stigma around mental health discussions. According to a study, this approach has helped improve overall well-being and job satisfaction among employees.

Our HR team conducts these voluntary storytelling sessions regularly, encouraging employees to participate and share their experiences. 

For instance, we recently had an employee share their journey with anxiety and how they found support from their colleagues during a particularly difficult time. 

This session sparked conversations and support among colleagues, creating a sense of community and promoting overall well-being in the workplace. 

This also allows us to identify any potential red flags or concerns and provide support or resources where necessary such as therapy services or mental health resources.

Alan Noblitt
President, Seascape Capital, LLC

Normalizing Conversations and Genuine Care

I prioritize creating a culture where employees feel safe addressing mental well-being by promoting open communication and offering tangible support. 

We provide mental health resources, like counseling services and wellness programs, and ensure leaders are trained to recognize and respond to challenges empathetically. 

Regular check-ins and anonymous feedback channels give employees a voice, fostering trust. 

By normalizing conversations about mental health and showing genuine care, we build a supportive environment where employees can thrive.

Gareth Hoyle
Managing Director, Marketing Signals

Encouraging Clear Boundaries, Open-Door Policy

Encouraging workers to set clear boundaries: With computers and other devices within instant reach, many employees often feel the need to be available 24/7. 

But never switching off from work is guaranteed to increase stress levels and, ultimately, lead to burnout. 

If you need to contact one of your employees outside of their core working hours, make it clear that they only need to reply at a time that’s suitable for them. 

Personally, I’ve added a permanent note on my email signature to make it clear that I don’t expect an instant response.

We also promote a better work/life balance by encouraging employees to take regular breaks throughout the day to eat, stretch, rest and exercise. 

This helps people take proper breaks when they are feeling a bit stressed without having to ask for time off.

Establishing an open-door policy: It’s important that your employees feel comfortable enough to reach out if they need support. 

We encourage an open door policy where managers regularly ask for honest feedback and employees are actively encouraged to discuss any problems, without fear of repercussion. 

We do this by scheduling regular video or in person 1-2-1s with each team member. 

This helps us to gauge how they’re doing both personally and professionally, whilst providing them with a natural opportunity to voice any concerns to reduce any negative impact on their mental health.

Maria Szandrach
CEO, Mentalyc

An Ongoing Commitment

As the CEO of Mentalyc, a company deeply rooted in mental health support, creating a safe and supportive workplace culture is not just a priority, it’s a core value. 

We recognize that the stigma surrounding mental health remains a significant barrier, even in progressive workplaces. To address this, our HR team plays a vital role in fostering an environment where employees feel comfortable discussing their well-being.

One of the first steps we’ve taken is normalizing mental health conversations through open leadership. 

I’ve personally shared my own experiences with stress and how I manage it, which sets the tone for vulnerability and openness. When leaders demonstrate that it’s okay to talk about mental health, it resonates with the team.

Our HR team has also implemented anonymous check-ins and regular surveys to gauge employee well-being, allowing individuals to express concerns without fear of judgment. 

Additionally, we’ve partnered with mental health professionals to provide confidential resources, from therapy sessions to stress management workshops.

Another crucial initiative is encouraging managers to undergo mental health awareness training. This equips them to recognize signs of burnout or stress and respond with empathy. It’s incredible to see how a simple, “How are you really doing?” from a manager can open up meaningful dialogue.

At Mentalyc, we know that supporting mental well-being isn’t a one-time effort, it’s an ongoing commitment. By creating a culture of trust and care, we hope to make our team feel as valued as the mental health providers we serve.

Lesley Cooper
Founder and CEO, WorkingWell

Building a Psychologically Safe Culture

To create an environment that’s conducive to employees being able to manage their pressure, and to speak up when demands exceed their ability to cope, leaders must role model behaviours that support employee sustainability. 

They also need to create the conditions that encourage and allow employees to effectively manage their personal energy resources and in so doing build their resilience and capacity. 

This generates a true win-win. Employees stay accountable, committed and happily engaged without burning out in the process. 

To achieve this, what’s needed is an improvement in workplace psychological safety. 

Building a more psychologically safe culture is not inherently difficult, but it does require genuine commitment and involvement from leadership to model behaviours that build trust, encourage openness and inclusion and above all allow people to drop the work mask, feel able to be themselves and to bring all that they are and have to offer to the work challenge.

Tony Jamous
CEO & Co-founder, Oyster

Tech Stack, Leadership Support, and Clear Policies

The company has a dedicated Slack channel for mental health conversations where team members can speak openly about how they’re feeling and the support they need.

Oyster has also integrated Plumm into its tech stack. It’s a mental health platform, where a person can access therapists. 

With mental health issues on the rise and work being a significant part of why people can suffer, help alleviate some of the burden.

It’s important for leaders to engage in mental health conversations, to normalize the fact that external stressors are impacting today’s workforces. 

Instead of shying away from having conversations around one’s mental health––whether people are afraid of being vulnerable or perhaps think it’s unnecessary––we need to think of it as a brave and powerful act to share personal stories. Being vulnerable is human; and we’re all more than just founders, employees, managers etc. in the workplace.  

It’s best for founders, leaders, managers to be open and help create safe spaces, with really clear policies to back up conversations and policies around employee mental health and well-being. This helps lay the groundwork for what the company culture is. 

Alli Myatt
Co-Founder, The Equity Practice

Offer Space and Time and Reprioritize Work

The most important thing you can do to support people in caring for their mental health is to ask what they need and share resources available through their employer.  

Often, people need time and space to care for themselves when they are dealing with mental health challenges.  

The one direct lever companies can use is changing the pace of the work to create that time and space.  

HR teams can make sure team leaders have what they need to slow down or pause work so team members can take the time to care for themselves and their mental health.  

HR can support that by ensuring managers have the skills and capacity to reprioritize work and leadership commitment to support adjusting timelines when possible to give team members more breathing room.

Steve Lowisz
CEO, Lowisz Leadership Institute

Leadership Investment and Participation

Creating a workplace where employees feel safe discussing mental health is about action, not just conversations. 

Leaders should teach resilience and problem-solving, asking, “What challenges are you facing, and how can we tackle them together?” This shifts the focus from venting to finding solutions.

Mental health isn’t just an HR issue; it’s a leadership responsibility. 

Leaders must be approachable while promoting accountability. By providing tools, coaching, and steps to manage stress, they empower their team to overcome setbacks.

HR sets the framework, but leaders must lead by example, guiding employees toward solutions and holding them accountable for progress. 

When employees see leadership invested in their growth and well-being, they feel empowered and supported. This approach strengthens resilience, promotes problem-solving, and fosters a proactive culture that truly supports mental 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.

Recent Posts

Building a Better EAP: Insights on Efficiency, Impact, and Measurement

by

Building a Better EAP: Insights on Efficiency, Impact, and Measurement

How are today’s leaders leveraging Employee Assistance Programs (EAPs) to support their workforce and drive organizational success? 

What are the hallmarks of an effective EAP, and how can its impact be measured? 

In this post, we try to answer these critical questions, drawing on the expertise of the HR Spotlight community of HR and business leaders. 

We asked these experts to share their views on the essentiality of EAPs, the key factors they’ve adopted to ensure efficiency, and the methods they use to gauge program effectiveness. 

Their responses offer a collection of best practices and actionable strategies for building an EAP that truly delivers.

Read on!

Andy Golpys
Founder, MadeByShape

At MadeByShape, our EAP isn’t just a policy; it’s a lifeline that underscores how much we care about our team. 

I remember a moment when one of our designers was going through a tough time balancing work and personal life. They reached out to the EAP and found the counseling support they needed. Weeks later, they shared how the program helped them feel valued and supported, which reignited their passion for their craft. 

That moment stuck with me—it showed the real impact of this initiative.

We focus on making the program approachable and stigma-free. Whether it’s mental health, financial advice, or simply having someone to talk to, the EAP is designed to meet diverse needs. 

We measure success not just through participation rates or feedback but through those heartfelt conversations that remind us: when we invest in our people’s well-being, everyone wins.

Gianluca Ferruggia
General Manager, DesignRush

Our EAP is a key part of how committed our company is to the health and happiness of its employees. It offers private help for issues related to mental health, money matters, and balancing work and personal life. 

This has been especially helpful in navigating hybrid work settings.  

We made the EAP work with our internal communication tools so that it’s more efficient. It can be accessed through a simple, easy to use interface. 

We also hold awareness campaigns every three months to teach employees about the program and get rid of any stigma that might come from asking for help.  

To measure the effectiveness, you have to keep track of utilization rates, do anonymous employee feedback surveys, and look for patterns in things like absences and productivity. 

When we improved the EAP services last year, employee satisfaction rates went up by 20% and stress-related leave went down by a noticeable amount. This shows how the program helps make the workforce better and more involved.

Amanda Daering
CEO, Newance

Exceptional onboarding includes three core pillars: values, connections and information. 

Values ensure that the new hire understands the foundation and principles that drive the organization. 

Connections ensure that your new hire finds work friends. In a recent survey by CPA Practice Advisor, 92% of employees say friendships at work impact their willingness to stay at a company so this is not to be missed. 

Finally, information includes the day to day skills and responsibilities of the job at hand. This should include both how to complete their work as well as where to find new or additional information as needed. 

When an onboarding plan includes and combines all of these pillars, the new hire is set up for both productivity and retention.

Max Shak
Founder & CEO, Zapiy

As the Founder and CEO of Nerdigital.com, I consider our Employee Assistance Program (EAP) not just essential but foundational to building a supportive workplace. 

In today’s fast-paced environment, employees face challenges that extend beyond the office, and having a well-structured EAP is a vital resource for both their personal and professional well-being.

Key Driving Factors for an Effective EAP: To make our EAP efficient, we focus on accessibility, relevance, and trust. 

First, we ensure that employees know how to access the program easily, whether it’s through a hotline, an app, or internal communications. Convenience removes barriers to seeking help. 

Second, the services provided are tailored to meet our team’s needs, from mental health counseling to financial planning and even legal advice. 

Lastly, trust is paramount. We reinforce confidentiality at every turn so employees feel safe using these resources without fear of judgment or exposure.

Measuring Effectiveness: To gauge how well the program works, we use both quantitative and qualitative methods. 

Utilization rates are a good starting point—how many employees are engaging with the EAP gives us a snapshot of its reach. 

But numbers alone don’t tell the full story. 

Anonymous feedback surveys allow us to understand the program’s impact on their lives. 

For example, one employee shared how accessing financial counseling through the EAP helped them navigate a challenging time, which ultimately improved their focus at work. 

Stories like that validate our efforts.

Why It’s Essential: The effectiveness of our EAP directly correlates with employee satisfaction and retention. 

When people feel supported, they bring their best selves to work. We’ve seen increased productivity and reduced absenteeism, which further underscores its value. 

More importantly, it sends a clear message: we care about our team as individuals, not just employees.

In conclusion, a strong EAP isn’t just a benefit—it’s a commitment to fostering a culture of well-being. 

It shows that we recognize the whole person behind the job title, and that’s what builds trust, loyalty, and long-term success.

Rudy Bush
Founder,  Wiringo

The success of the program is contingent upon the education of managers and supervisors on the EAP services and how to identify and assist employees in need. 

Supervisors and managers are essential in identifying employees who may benefit from the EAP and in providing them with the requisite support and resources. 

The training should concentrate on enhancing awareness of the signs and symptoms of common personal and professional challenges, as well as offering advice on how to refer employees to the EAP. 

You can guarantee the effective utilization of the EAP by providing managers and supervisors with the necessary knowledge and skills to assist their team members.

Mike Khorev
Founder,  Cloomtech

It is essential to effectively communicate the availability and benefits of the EAP to all employees in order to encourage their utilization. 

It is possible that a significant number of employees are not aware of the resources and support that are available to them through an EAP. 

As a result, it is imperative to establish a comprehensive communication strategy in order to increase program awareness and promote it. 

This may involve the development of informative materials, such as brochures and posters, and the utilization of a variety of communication channels, including the intranet, email, and staff meetings. 

It is imperative to underscore the EAP’s non-judgmental and confidential nature in order to motivate employees to seek help without concern for adverse repercussions.

Mehdi Khachani
CEO, JMK Property Management

We consider our EAP an indispensable tool for fostering employee well-being and productivity. 

To ensure efficiency, the program is designed to be easily accessible and entirely confidential. Employees can access resources such as counseling, financial planning assistance, and wellness support 24/7. 

We also conduct regular educational sessions to enhance awareness and build trust in the program.

To measure effectiveness, we rely on a combination of metrics and qualitative feedback. 

Utilization rates, employee surveys, and reductions in absenteeism provide valuable insights. Anecdotal feedback from staff further helps us refine the initiative to meet their needs better.

Ultimately, our EAP is not just a support mechanism; it’s a strategic investment in our team’s success and overall happiness.

Kevin Shahnazari
Founder & CEO, FinlyWealth

Our EAP is a cornerstone of our employee support system. 

I’ve prioritized building a program that goes beyond basic counseling services and includes financial advisory services, which aligns with our company’s mission of democratizing financial services. This dual approach has reduced employee stress levels and improved workplace satisfaction.

To drive efficiency, I’ve focused on three main areas: streamlined access through a mobile-first platform, proactive mental health check-ins, and integrated financial wellness coaching. 

The program’s success metrics show that 40% of our team actively uses EAP services quarterly, with satisfaction rates consistently above 85%.

I measure effectiveness through regular anonymous surveys, tracking utilization rates, and monitoring aggregate data on stress-related leave requests. Since implementing our enhanced EAP, these have decreased by 30%. 

The return on investment has been clear: lower turnover rates and increased productivity.

“Employee assistance programs work best when they’re woven into the fabric of company culture, not treated as a separate benefit.”

Silvia Lupone
Owner, Stingray Villa

As the owner of Stingray Villa in Cozumel, I’ve applied the principles of an Employee Assistance Program (EAP) in our operations to ensure my team feels supported both professionally and personally.

As for us, the main aspects of the good program are easy access, confidentiality, and correspondence to real needs of employees (rather than just a good idea). 

Regular on the spot meetings also enable us to understand the problems while keeping trust. In terms of effectiveness, we consider Passive Leave, performance, and employees’ satisfaction ratings and feedback as the key measurable indicators.

Tailored assistance enhances loyalty and grit. EAP is not simply an added advantage – it is a commitment to the well-being of your team which in the end determines the success of the business.

James Allsopp
CEO, iNet Ventures

Supporting our team’s well-being has been pivotal to our success, and an Employee Assistance Program (EAP) has played a crucial role.

In our view, good communication is of pivotal importance: staff have to understand that a program exists, where to locate it, and that it is of complete confidentiality. 

We have also customized the EAP concept so that it is able to accommodate for the pressures linked to remote working and working in high-speed industries by offering assistance such as mental health counseling along with financial planning advice.

We measure its success by looking at employee retention levels, engagement surveys and anonymous usage metrics. 

But the best evidence of all is the fact that several members of the team are now willing to come forward and tell how the program made their lives better – these moments remind us of the true essence of the program.

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

Pillars of Onboarding: Key Actions for New Employee Success

by

Pillars of Onboarding: Key Actions for New Employee Success

What are the defining elements of a best-in-class onboarding program? 

How can organizations ensure that new hires feel welcomed, supported, and equipped to succeed from day one? 

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

We asked the HR Spotlight community of HR and business leaders to share their insights, specifically focusing on the three most important actions their HR teams take during the initial onboarding period. 

Their responses offer a blueprint for creating an onboarding experience that not only facilitates a smooth transition but also fosters a strong sense of belonging and sets new employees up for long-term success.

Read on!

Regina Sheridan
Executive Vice President, Libra Group

Building connections: At Libra Group, new employees are encouraged to foster connections with individuals both within and beyond their immediate team. By facilitating relationship-building from the outset, this helps create a sense of belonging and deeper understanding of the wider ecosystem.

Experiencing the ethos: We schedule opportunities for new employees to interact with leadership directly to learn about our history and vision for the future. For instance, through our internship program, our leadership team will set time to have off-the-record meaningful conversations with our interns. Observing these sessions is a clear window into our ethos for new hires.

Personalized approach: We aim to get to know each individual on a personal level – whether it’s celebrating a special life milestone or spending one-on-one time discussing their professional development goals. There are frequent check-ins at the beginning of their onboarding which continue for several months to ensure a smooth first year.

Kellie Warner
Director of People Operations, Jobot

Immersing new hires in our culture and values: We introduce employees to our guiding principles of kindness, respect, innovation, and connection. Through interactive sessions, new hires connect with key team members and discover how Jax – our proprietary AI platform – drives our mission of creating good jobs for good people, fostering a deep sense of belonging and purpose.

Providing training and mentorship: We ensure new hires receive hands-on training, a deep dive into Jobot’s methodologies, and meaningful mentorship opportunities. By equipping employees with the tools and guidance they need to succeed, we lay the foundation for professional growth and long-term impact.

Maintaining ongoing connections: Regular check-ins ensure employees feel supported, heard, and equipped to thrive. By fostering open communication and providing actionable feedback, we create an environment where employees can grow in a culture built on transparency and collaboration.

Alissa Durbin
VP of HR, IGS Energy

Each new hire is sent a welcome package to their home which includes a welcome message, items introducing them to our culture, our values statements and IGS swag. We also include a Grubhub gift card to cover the cost of a lunch with their leader or members of their team, which we schedule and organize.

Each new hire also has a fantastic opportunity to hear directly from our co-founder and CEO Scott White and VP of Sales Doug Austin. Regardless of a new hires’ position or location, this dedicated time with our leaders immediately upon joining the team, is very “IGS.” It sets the tone for how we do things here, working as a team and putting emphasis on collaboration and idea-sharing, as opposed to hierarchy.

In the first week, new hires are also invited to join a cohort of new-hire peers to take part in our BetterYet program, which is focused on 12 skills that support personal and professional growth, together. This has proven to be a great way to make connections from across the company.

Carr Lanphier
CEO, Improovy

To welcome and acclimate new employees, the first thing we always do is introductions. Though of course we want new hires to be ready to go as soon as possible, we recognize the value in letting new hires get to know our team before training them. It helps them to feel more welcome, and it also lets them learn who they can go to for different kinds of questions in the future. 

Another thing we always do is provide them with a welcome manual. In this manual, we include everything from an explanation of our history and values, to a breakdown of their employee benefits, to instructions on how to utilize various systems. It’s a big manual, but it is used as a reference by our employees all the time. 

A third thing we always do is give them an office tour.

Cheney Hamilton
CEO, The Find Your Flex Group

A Tailored Onboarding Journey: We don’t do cookie-cutter onboarding. Every new hire receives a personalised introduction to their role and access to the tools and resources they need to hit the ground running.

Focusing on Outcomes: From day one, we make it clear that success here isn’t about clocking hours.. it’s about the impact you make. This focus on results helps new team members feel trusted and empowered to work in a way that suits them best.

Building Connections: We pair every new hire with a mentor who can answer questions, provide guidance, and make key introductions. It’s our way of ensuring no one feels like they’re navigating a new environment alone.

Julie Nielsen
President & Chief Human Capital Officer, Oyster Organizational Development

Recognize that changing the name of “orientation” to “onboarding” does not make it become onboarding. 

Orientation is, “Here are your forms… Sign your Handbook acknowledgement… See you later.” We find that a lot of companies do this. 

Whereas onboarding is the process of onboarding new employees to the culture and making sure they are equipped and settled. 

And that means having a plan in advance that stretches over at least the first six months to communicate, educate (soft and hard skills), and culturize. 

This doesn’t mean you have to talk to them every day, or even every week. But there must be a preplanned schedule that keeps HR in touch and aware of any hiccups or needs.

Make opportunities for new employees to make friends. Gallup found this in their research – one of the top things that engages employees and keeps them in place is having a friend. We have learned that making it clear it’s a friendly place goes a long way, too. 

So, plan a team event in the employee’s first week where everyone can laugh and kick back. Personalities will come out and the new employee will see who he/she can connect with.

Help managers have a strong relationship with the new employee. Marcus Buckingham talks about people leaving their managers, not companies, and it’s so true. A bond with a manager is career-altering. 

Some managers may establish a relationship naturally, but many won’t, so HR needs to help make it happen. For example, ensure that managers take new employees to lunch on Day 1. Have coffee on the following Friday and talk about the week – what went well, what surprised them? And then repeat.

George Fironov
Co-Founder & CEO, Talmatic

At Talmatic, we’ve found that a strong start really makes all the difference in someone’s journey with us.

Here’s what we do: 

First, we create a personalized roadmap for each new person, matching it to what they want to achieve in their career. You’ll get regular check-ins, specific training for your role, and we’ll pair you with a mentor to help you build relationships right away.

We also love getting new folks immersed in our culture quickly. You’ll meet your teammates through virtual coffee chats, join fun sessions about what makes us tick, and get the inside scoop on where we’re headed as a company.

Plus, we make sure you have everything you need from day one – all the guides, tech support, and HR contacts are right at your fingertips, so you can dive right in.

Damon J. Gray
Senior Software Engineer, Anvil Corporation

HR covers the obvious stuff, legal paperwork, benefits matters, safety training and general onboarding. 

As a hiring manager, I’m looking at the less obvious things, and what I have found to be most appreciated by new hires is, first, a clean desk, wiped down, drawers vacuumed and wiped clean, a comfortable chair and the “must have” – some company swag. 

The other most appreciated welcoming ambassador task that seems appreciated is a brief tour of the campus that includes noting which teams are doing what in each building, and most importantly, where the bathrooms are!

James Allsopp
CEO, iNet Ventures

At iNet Ventures, we’ve transformed onboarding into a memorable and impactful experience. Here’s how we ensure our new hires thrive:

– “Mission First” kick-off: The first day takes a deep dive into how their role fits into the overall mission. This goes beyond tasks and spells out purpose. The employees get introduced to the organization’s vision for the future and it’s a shared vision across the board.

– 30 Day Success Blueprint: Different employees are assigned a plan that they can follow for their first few weeks. This plan states goals that they can attain in the course of their first month making sure to build momentum and confidence.

– Culture Passport Program: New employees are walked through our values by completing team challenges, going to lunches with their colleagues or even hearing stories that build connection and membership that are taken from behind the spotlight.

We believe onboarding isn’t just about acclimating—it’s about inspiring. By making every step intentional and energizing, we set the stage for long-term success.

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

HRSpotlight Logo

© 2025 HRSpotlight

Menu
Recent News and Reports
The current query has no posts. Please make sure you have published items matching your query.

Subscribe to our newsletters!