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

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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.

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Setting Up for Success: Critical Onboarding Steps

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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.

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Lessons That Stick: What Leaders Learned Early and Still Apply Today

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Lessons That Stick: What Leaders Learned Early and Still Apply Today

Our early career experiences often serve as a powerful teacher, imparting lessons that shape our professional lives for years to come. 

These formative moments, whether gleaned from triumphs or setbacks or even experiences or words, can provide invaluable insights that transcend specific roles or industries. 

In this post, leaders from the HR Spotlight community share with us some of the enduring wisdom they acquired during their foundational years. 

As is evident, each of these lessons continues to guide their actions and decisions today. 

Their responses reveal the remarkable staying power of early experiences or even powerful words and learnings and offer timeless advice for anyone navigating their own professional journey.

Read on!

Steven Rodemer
Owner and Attorney at Rodemer & Kane

Behind Every Case is a Real Person

Early in my career as a Deputy District Attorney, I quickly learned that behind every case is a real person, whose life could be profoundly impacted by the outcome. 

This realization made me technique each case with the utmost care and diligence, no matter how complex or simple it might be.

Today, as I lead my own law firm, that technique has not changed. 

Whether I’m defending a client or giving legal advice, I always keep in mind the personal stakes involved in any legal dispute. 

For me, practice goes beyond legal strategies; it’s about protecting the lives, futures, and families of those I represent. 

This belief deeply influences how I handle every aspect of my work.

Terry Bourgeois
Founder, Empire State Ride to End Cancer

No Matter What the Assignment, Be Professional

In 1986, I was a junior sailor on my way to my first submarine assignment on Mare Island, California.  

I was very intimidated as I was riding in a car with a very senior Master Chief Petty Officer who would be in my chain of command. 

Master Chief told me one thing that has resonated with me my entire life: “No matter what your assignment is from this point forward, be professional. You will do well if you remain professional, do your job, and respect others”. 

I am retired after serving 12 years in the Submarine Service and 26 years in industry, and I am now focused on raising funds for cancer research. 

I have shared Master Chief’s words with many people and still adhere to them.

Jason Smallheer
Consultant, Educator, Corporate & Growth Leader The Marketing Professor

Be Good. Be Brief. Be Gone.

Be good. Be brief. Be gone.

I learned to use a few words early in my career in media and get out of the way. 

I was a disc jockey when live radio was a big deal, and my time on the mic was precious. People wanted music, not my voice. 

I still practice this today in my marketing and sales career. 

During client presentations, sales meetings, and speaking engagements, it’s essential to get in, cut to the chase, and get out of the way.

Chris Adamson
President, The Adamson Group

Build Relationships While Establishing Boundaries

One of the first lessons I remember was something the CEO of my first job told me, “Work with them all day, drink with them all night, and fire them the next morning.” 

He was teaching me that it is essential to build relationships while still establishing boundaries. 

You must see coworkers as people and, yes, maybe even have a couple of drinks with them. Understand, though, that there also needs to be boundaries. 

As a leader, you need to build relationships, build trust, and build the team, but there are boundaries (yes, that sometimes means firing someone). 

This simple phrase has helped me build relationships and establish team boundaries.

Ana Colak-Fustin
Founder, ByRecruiters

Proactive Updates Before Anyone Needs to Ask

Early in my career, a manager gave me simple advice that changed how I communicate with coworkers and manage stakeholders: “Update them before they feel the need to ask.” 

At the time, I was working with senior leaders and waiting until everything was perfect before sharing progress. In reality, I was keeping them in the dark and risking my credibility when they had to chase me for updates.

Taking that advice, I started proactively sharing updates like small wins, challenges, and anything relevant. 

It built trust, kept everyone aligned, and showed I was dependable and organized. Plus, it saved me from the dreaded “Can I get a status update?” emails.

Even when things aren’t perfect, these updates show respect for others’ time and keep projects moving. It’s a small habit with a big impact, and it’s one I still rely on today.

Paige Arnof-Fenn
Founder & CEO, Mavens & Moguls

Be Curious, Show Respect, and Listen

My first job after college was on Wall Street. I learned to jump in and roll up my sleeves, come in early/stay late, have a strong work ethic and be fun/easy to work with. 

When you are curious and ask a lot of questions people appreciate working with smart people who enjoy learning. 

Pay your dues, get great experience learning from smart people in well run organizations who train and develop your skills so you will be prepared and set yourself up for success. 

Great opportunities follow great teams and talent so when you learn from the best doors open and interesting ideas/options appear.  

Be driven, focused, intensely curious and always be looking for the next way to make something better, be a good listener, show respect for great ideas, and be a strong communicator. 

With these traits and a strong work ethic you will be a success.

Kevin Bryan
Director of Customer Experience, Alloy

Empathy and Active Listening

Early in my career, I discovered the importance of genuinely listening to customers. 

While handling complaints, one frustrated customer said, “I don’t expect you to resolve everything instantly; I just need assurance that you care.” 

That encounter left a lasting impression on me.

I learned that empathy and active listening are essential for building trust, not merely soft skills. 

Now, whether I’m engaging with a customer or managing my team, I prioritize grasping the “why” behind someone’s words before proposing solutions. 

This approach fosters remarkable clarity and connection.

Kelly Roach
Founder & CEO,  Kelly Roach International

Give Your Best and Aim to Extract Highest Value

One of my first jobs was waitressing, and I quickly learned that having a great attitude, going above and beyond, and genuinely striving to provide exceptional service can significantly increase your earnings.

Many people overlook this, especially if they’re in their first job or working in a role that isn’t their dream job yet. 

They miss the opportunity to not only earn more but also learn valuable lessons because they only see the job at face value instead of exploring how to maximize the opportunity.

In my career today, I approach every situation with the mindset of, “How can I make the most of this?” rather than focusing on what I wish were different. 

I focus on extracting the highest value from the circumstances and opportunities right in front of me.

Will Adams
President, Tarkenton Companies

The 10 Commandments!

Early in my career, I was handed a small laminated card titled The 10 Commandments to Personal and Team Success. 

One side outlined 10 Steps to Accountability, and the other detailed 10 Steps to Right Person, Right Place, and Right Time. 

Decades later, after a little wear and tear, I still keep that card in my wallet—and it’s become a guide I return to whenever challenges arise.

The biggest lesson? 

Accountability and clarity are the foundation of success. 

When things aren’t working, I go back to basics. Have expectations been clearly communicated? Are there detailed follow-up plans? Have I fostered a culture of recognition and engagement?

That card reminds me that success isn’t about complexity; it’s about staying grounded in proven principles. Whether managing a team or leading a company, those lessons from early in my career still guide my approach today. 

Simple steps, done consistently, make all the difference.

These steps focus on building a culture of personal and team accountability for success. 

10 Steps to Accountability: 

Clear Understanding of What Is Expected: Ensure everyone knows their roles, responsibilities, and how they align with team goals.

Planning for the Unknown: Anticipate potential challenges, prepare contingency plans, and mitigate risks proactively.

Mutually Understood Consequences: Define positive and negative outcomes tied to performance to guide behavior and decisions.

Detailed Follow-Up Plan: Outline clear next steps after meetings or strategy sessions, and follow through consistently.

Course Correct When Needed: Be willing to adapt plans if something isn’t working, and use accountability steps to identify the root cause.

Be Consistent: Maintain consistent expectations, actions, and communication to build trust and accountability.

Be Involved: Engage actively with your team by asking questions, listening, and providing support.

Assume Nothing: Avoid making assumptions about others’ knowledge or performance; communicate openly and verify details.

Recognize Performance: Celebrate achievements with recognition that motivates and reinforces positive behavior.

If Success Doesn’t Come, Reassess: When issues persist, revisit Right Person, Right Place, Right Time, see below. 

Right Person, Right Place, and Right Time

These steps focus on aligning talent and resources to drive team and organizational success:

Set Clear Expectations: Define roles and responsibilities to ensure alignment with individual and organizational goals.

Continually Assess Performance: Use both formal and informal assessments to track progress and identify areas for improvement.

Be Strategic in Succession Planning: Plan for the future by identifying and developing talent for evolving business needs.

Follow Destination Plans—Don’t Just Fill Jobs: Focus on long-term fit rather than quick fixes when hiring or promoting.

Train and Develop Your Team: Invest in employee growth through regular feedback, skills training, and shared knowledge.

Coach and Mentor: Provide consistent guidance to help employees overcome challenges and reach their potential.

Build Your Bench: Develop a deep pool of skilled, ready talent to step up when needed.

Recruit the Best: Stay actively involved in hiring, ensure alignment with culture, and leverage your top employees in the process.

Manage Performance: Evaluate employees regularly, provide constructive feedback, and take action to address performance issues.

If Success Doesn’t Come, Revisit the 10 Steps to Accountability

Use the accountability framework to address ongoing challenges and recalibrate efforts.

These two frameworks create a comprehensive approach to personal and team success by combining clear expectations, continuous improvement, and a commitment to aligning talent with goals.

Harini Balachandar
Founder, Nexus Diaries

Take Absolute Responsibility for Choices

One of the many lessons I learned in the early days of my career is to take absolute responsibility for my choices. 

When I was hired as a software tester via campus recruitment, I was very excited to land a job within a hot job market back then AND with a highly reputed software consultancy in India. The growth was predictable and enticing!  

Soon, the grind of technical nuances made my excitement fade and my interest dimmed during my training period. I was not too sure of my career choice anymore. 

As fate would have it, I bumped into an internal job posting for an instructional designer, a role unheard of back in the 2000’s and also a full-on switch from left to right brain! 

I had a “what’s there to lose?” mindset and applied for it. I got through! I distinctly recollect my heart racing as I was crossing a busy street to go home and share this news with my parents. 

I kept chanting to myself as I took every step, this is my choice, and no matter the consequence, I will take responsibility for it and only look forward. 

20+ years, I have no regrets. 

I keep telling myself this story when I have had to make important decisions in my career since then.

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 Leader’s Role in Organizational Culture: Why Some Get It Right and Some Don’t – Laura Hamill, PhD

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The Leader’s Role in Organizational Culture: Why Some Get It Right and Some Don’t

Laura Hamill, PhD.

The role of organizational leadership is crucial in shaping its culture.

Leaders need to think of themselves as culture architects, taking accountability for the values and norms of the organization and being intentional about how their actions and communications align with the culture they aspire to have.

An organization’s leaders should be role models for its culture, setting an example for others to follow.

Leaders also need to understand their power and how it impacts culture.

Leaders should be intentional about the messages (explicit and implicit) they are sending to others about what’s important.

One of my observations after working with many different leaders is that leaders are often not aware of their power.

This lack of awareness happens on two levels.

First, leaders fail to understand what kind of power they have and how they might use it – a real missed opportunity.

For example, imagine a leader at an all-hands meeting who doesn’t step in to help clarify when someone asks a question about the culture and instead just leaves the question hanging. This could have been a great opportunity for the leader to embrace their power and help create clarity.

Second, leaders might also fail to understand how their actions might be misinterpreted. They often don’t understand that all their actions, no matter how small, send a loud message about what’s valued and what’s not valued in the organization.

Leaders hold culture megaphones. And the more power they have, the louder it is.

Employees are looking for cues from leaders (as the people who many view as the ones who have “made it”) about what matters.

For example, when a leader decides to leave early from a meeting where people are sharing their perspectives on an important issue. Or the leader repeatedly checks their phone during a highly anticipated meeting.

What did they smile or frown about? Did they interrupt someone? What joke did they tell? Was that ambiguous sentence a message about the future of that team?

People can make mistaken assumptions about the meaning behind even the most innocent actions.

To give a real-life example, in one organization a leader was frustrated about an outcome that wasn’t achieved and ended up yelling at a couple of people in a larger group.

From his perspective, the message needed to be delivered, and he thought he needed to demonstrate a sense of urgency.

But this lack of awareness of his power was glaring. The message he was sending wasn’t about accountability or urgency, but instead was that if you make a mistake you will get in big trouble, publicly.

And the impact was real; not only were the recipients of his all too explicit message embarrassed, but they were also scared.

Unfortunately, this leader’s behavior was also directly in conflict with the organization’s aspirational values.

In one interaction, big messages were sent from the leader’s actions to the organization about what really mattered.

From my perspective, I completely understand why leaders want to take these kinds of actions.

It’s a hard and often frustrating job to lead an organization.

But that’s why leaders get paid a lot of money – to handle that pressure, not to haphazardly push that pressure on to other people.

Instead, this leader could have asked questions and determined what needed to change in the organization to get the results he was looking for and/or to make sure this same mistake didn’t happen again.

Changing culture requires power.

The culture cycle (either virtuous or vicious) has the inertia to continue without significant intentional intervention.

And significant intentional intervention is enabled when those with more power are driving the change.

Often times, though, it is challenging for leaders to understand the need for culture change.

Many leaders are long-term members of their organizational system and no longer see the culture for what it is. Often, these leaders were recruited and promoted for demonstrating the very behaviors that are part of the current culture.

Not only is it hard for leaders to see their own behavior but it’s also extremely difficult for them to be motivated to change a system that has reinforced them psychologically and financially.

And that doesn’t even include those leaders who lack self-awareness about their power or those who choose to use their power for their own interests.

A colleague gave the example of the CEO of her company saying, during an executive staff meeting, that the employees should be 110% committed to the company.

Someone mentioned that quite a few employees had second jobs or side hustles to help pay their bills, so it was hard to be that committed.

He replied that nobody should be moonlighting.

The room went quiet.

My colleague and her colleagues left that session feeling like the CEO was completely out of touch with what people were experiencing and that he was coming from a place of economic privilege.

The one person who gave a different perspective was quickly shot down by the person with the most power in the room.

The CEO left that conversation with his original misinformed perspective not only still in place but also reinforced: that he was primarily concerned with employee commitment to the company, not in understanding or empathizing with what employees were going through (and which also was in direct contrast to one of their company values).

It’s only when leaders separate their own egos and interests and embrace the opportunity to use their power for good that they can create intentional cultures.

Many books about culture are focused on leadership for these reasons.

Some leaders can step outside themselves and realize that change is needed. But others will continue to struggle with culture until they can understand their role in it.

For those leaders, here are my recommendations:

– Embrace their roles as culture architects. Be the voice of the aspirational culture and work to design an intentional culture.

– Understand their own power and how their behaviors impact others.

– Study the current culture from the perspective of employees, understanding that their experience of the culture is likely to be different.

– Hire other leaders who represent other perspectives than their own.

– Learn about culture and specifically learn about how other types of culture like professional, national/ geographical and social identity cultures intersect with the organization’s culture.

– Develop skillsets related to creating psychological safety.

– Ensure the aspirational culture has human elements that include belonging, inclusion, and caring about employees as human beings.

Leaders who embrace their roles as culture architects and understand their own power are the ones who will be differentiating their organizations from others—not only as organizations that are more likely to be aligned and achieve their goals, but also organizations where employees will thrive.

About the Author

Laura Hamill, Ph.D. is an organizational psychologist, ex-Microsoft director, and Limeade cofounder, an employee experience software company.

Through her firm Paris Phoenix Group, she advises companies on how to transform their cultures. She is also a host at the Happy at Work podcast.

Her new book is, The Power of Culture: An Economist Edge Book (The Economist Books, Nov. 12, 2024).

Learn more: parisphoenixgroup.com

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

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

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Workplace Harmony: Addressing the Challenges of a Multigenerational Workforce

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Workplace Harmony: Addressing the Challenges of a Multigenerational Workforce

What’s the biggest hurdle to effectively managing and engaging a multigenerational workforce? 

And how can leaders overcome it? 

These are crucial questions for organizations seeking to thrive in today’s diverse work environment. 

To find answers, we reached out to our HR Spotlight community of HR and business leaders from various industries to share their perspectives. 

Each expert offers a unique challenge they’ve encountered, paired with a practical solution they’ve found effective. 

This post compiles their insights, providing a valuable resource for anyone navigating the complexities of a multigenerational team.

Read on!

Mark Whitley
Founder and CEO, Whits Services Corporation

Sensitivity and Adaptability

Running a business means juggling many different things, but one of the most fascinating and sometimes complicated challenges is managing a multigenerational business. 

Imagine your workplace as a dinner table where five generations sit together. Each brings their own tastes, opinions, and experiences to the table. While this mix is exciting, it can also create communication problems.

One of the biggest challenges we face at Whits Services is figuring out how to get everyone on the same page when it comes to communication. 

The older kids on our team often prefer face-to-face conversations or detailed email exchanges. In contrast, younger team members (Millennials and Gen Z) are more likely to send messages on Slack or Teams and expect immediate responses. It’s not that one method is better than the other; everyone has their own pace.

We had a case where this difference caused tension. 

A senior team member thought a quick message about a project update was too informal, while the sender (a junior employee) didn’t understand why it was so important. 

That’s when we realized we needed to address these gaps more proactively.

One thing that has worked wonders for us is organizing communication workshops. During these sessions, we ask people to share their preferred communication methods and explain why they work for them. 

When a millennial team member explained how instant messaging helps speed things up, it resonated with others who might have been hesitant to adopt new tools. 

At the same time, younger employees gained a new respect for detailed emails when their older colleagues explained how these messages help keep a complete story.

We also make sure to provide multiple channels of communication. 

Big announcements can be sent via email, but we will follow up with a quick video overview or an informal team meeting. That way, everyone gets the information in a way that suits them.

But the most important lesson I learned is to listen, really listen. 

During a team brainstorming session, a junior employee suggested using more visual elements in presentations to make things more interesting. It seemed like a small change at first, but the results were incredible. Presentations became clearer, meetings were shorter, and everyone was focused.

It’s moments like these that show the magic of embracing a multigenerational workforce. Sure, it takes effort to manage differences, but when you approach them with sensitivity and a willingness to adapt, you create a team that is not only diverse, but also deeply connected.

After all, managing multiple generations is about more than just keeping the peace. It’s about learning from others and creating a workplace where every voice counts. And when that happens, you don’t just manage a team, you create something extraordinary.

Mandi Spindler
Talent Director, Ulteig

Mentorship, Collaboration, and Conflict Resolution

One challenge in managing a multigenerational workforce is bridging generational gaps in values, expectations and communication styles.

A one-size-fits-all approach is no longer effective, as different generations have unique needs and preferences.

To address this challenge, organizations can take a comprehensive approach to meeting the needs of multiple generations.

For example, Ulteig, an engineering consulting firm with a geographically dispersed employee base, has implemented flexible work arrangements — in-office, hybrid or fully remote — to accommodate diverse preferences. 

We have also invested in employee well-being by offering financial wellbeing tools, continuous learning resources and mental health support. 

Additionally, our DEI program includes sessions on Intergenerational Inclusion, providing practical tips for effective cross-generational mentorship, collaboration and conflict resolution.

This multifaceted approach transforms generational differences from a potential challenge into a source of organizational opportunity. 

By recognizing and engaging generational differences, organizations can create a more inclusive and productive work environment.

Dr. Maria Knöbel
Medical Director, Medical Cert UK

Communication Workshops

It can be hard to manage a workforce with people from different generations because older generations like to talk to people in person and younger generations like to use technology. 

When a lot is at stake, like in healthcare, this can be hard to understand. 

This could be fixed by holding workshops on communication that take into account how people of different ages like to talk to each other.

At these workshops, teams will also learn better ways to work together. The way people talk to each other can change when they work together, even if they are not in the same room. 

With this method, people can work together better, fault less, and take better care of patients. 

If people know about these differences, they can work together better and get more done.

Kevin Connor
Founder and CEO, Modern SBC

Empathy and Flexibility

One of the trickiest parts of my job is helping people from different generations actually connect when they communicate. 

I’m Kevin Connor, founder and CEO of The Modern SBC, and I’ve seen it firsthand.

For example, just last week I listened as one of our younger employees sent a Slack message, while a more seasoned team member waited for a phone call that never came. 

Moments like that can quickly lead to misunderstandings and frustration. 

At The Modern SBC, we tackle this by mixing old and new approaches: we show managers how to switch between tools, honor personal preferences, and really listen. 

With a bit of empathy and flexibility, we can bridge those gaps and thrive together.

Cathy Knepp
Head of Human Resources, Platform Accounting Group

Lessons in Work Life Balance

One challenge we face is differing views on work/life balance and what type of hours are needed in our industry (accounting), which historically has been thought of as very high demand and long hours. 

I continually remind managers to remember how they felt when they were starting out and that the younger generations are right – our lives should not only be our jobs. 

I think it’s important to make sure we are making the work interesting and engaging so people want to get the work done, while not expecting them to work long hours just for the sake of working long hours or as some sort of initiation into the industry. 

There’s a lot we can learn from each generation!

Misti Mukherjee
Attorney at Law, Extensio Law

Managing Employee Activism

Today’s workplaces employ five generations of workers. Diversity in individual lived experiences strengthens any organization, and to successfully lead, engage and retain a multigenerational workforce, leaders must listen, learn and adapt. 

One example is employee activism. 

Workforce activism is rising, as social media, geopolitical conflicts and online activist platforms are highlighting organizational action and inaction.  

Many employees in the Millennial generation believe that they can make a greater impact on the world than can their leaders, and they are ready to speak out and/or change jobs when their employers’ organizational stances do not reflect their values. 

How to respond? 

Find out what really matters to your employees: understand, be curious and be humble. Don’t ignore opposing views. Encourage respectful debate. 

When corporate strategies don’t align with employee expectations, explain the company’s position with clear, honest and direct communication. 

Responding to activism can feel challenging for some leaders, but ultimately the best answer is to listen to learn and understand.

Christine Ramos
Director, Client HR Services, CoAdvantage

Technology and Autonomy

Bridging the gap between Baby Boomers and Gen Z can be challenging in a lot of ways. But one of the most challenging differences would be their different perspectives on communication styles as well as work schedules/work life balances.

Baby Boomers may not understand why someone would not be working in an office 9-5 and not have multiple in-person meetings and phone calls. They would have a different mentality on being more loyal to a company and more competitive for the good of the company and not necessarily thinking of their own personal gain.

Gen Z and other younger generations have a greater sense and emphasis on work/life balance. They will expect flexibility in setting schedules, maybe prefer a hybrid situation. They don’t see the value add as much as a Baby Boomer in hands on/ face to face collaboration. 

They are also more used to a fast-paced environment and don’t want to take the time to have an actual conversation, but would rather text or IM their counterpart. They may prefer to be managed from a higher level, don’t want to be micromanaged, and have autonomy to make their decisions.

Baby Boomers would not be as familiar or comfortable with all of the technology and even social media aspects of communication. Gen Z can’t imagine not having technology at their fingertips in being able to get the job done.

Options to help with these challenges are for managers to really get to know their employees individually to determine their strengths and emphasize those and communicate in a way that fits their needs. 

Maybe even pair the older workers with the younger workers to learn from each other. 

Older workers have a wealth of knowledge and experience they can provide to the younger group. The Gen Z’s can help educate the older group on why/how technology makes things more efficient.

This is all being done with a common goal in mind to be successful individually with the goal of working together in making the company successful.

Shannon Alter
CEO, Leaders Exceed

Show-Not-Tell Mindset

When it comes to leading a multigenerational workforce, embracing clear communication and a “show-not-tell” mindset are key. 

Leaders at every level today often experience meetings and other business conversations as almost completely transactional. Communication comes across as vague or fuzzy. The effect is impersonal, largely because we are “telling” people what to do. 

Context is key when we’re considering how to communicate more clearly. 

Sometimes we’re going too quickly, or we don’t want to bother other leaders. What often happens is that we leave out crucial information or even tidbits that will help that leader understand the issue, make a decision or move forward.

We think this will improve productivity but it isn’t always effective because people simply tune out or don’t figure it out. 

Instead, leaders can reverse their mindsets by “showing” their teams the path they want them to follow- demonstrating clear, timely, and responsive communication really does make a difference.

Jason Hishmeh
Co-Founder, Varyence

Acknowledgement and Understanding

Managing a multigenerational workforce can present challenges, particularly when communication styles are in conflict. I have observed that something as straightforward as a preference for Slack over email—or the reverse—can lead to frustration. 

One method we suggest is promoting “communication agility.” 

Conducting workshops to assist employees in comprehending generational differences and adjusting their approaches accordingly.

Additionally, we have adopted tools such as Microsoft Teams, which provide a balance between real-time conversations and more formal updates. 

When individuals feel acknowledged and understood, collaboration flourishes. 

It is not solely about bridging divides—it is about cultivating a team in which everyone’s strengths are highlighted, regardless of their generation.

Reskilling to Combine Thoughts and Approaches

Rose Fass
Co-Founder, fassforward Consulting Group

Reskilling is an important tool when managing and engaging a multigenerational workforce.

This can be achieved through ongoing education, whether formal or informal, such as attending workshops, enrolling in online courses, or engaging in cross-generational mentoring within the company. 

Organizations can support this by providing access to training programs tailored to all different career stages. Reskilling will not only help your organization keep pace with technological advances but it will also foster a culture of mutual respect and learning where every employee feels valued and empowered.

I recently turned 75 but at my firm I often find myself collaborating with our head of partnerships, who is in her 40s, and our head of marketing, who is in her 30s. 

By combining our thoughts and approaches—pushing each other to think differently and drawing on past experiences—we elevate one another, and the company as a whole.

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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Cultivating Psychologically Safe Workplaces in 2025 – by Dr Angie Montgomery

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Cultivating Psychologically Safe Workplaces in 2025

Dr Angie Montgomery
CEO & Co-founder, InCheq

As businesses continue to evolve in 2025, fostering workplaces where employees feel safe to express themselves, share ideas, and take risks without fear of judgment or punishment is more important than ever before. Psychological safety, a concept gaining increasing attention, lies at the heart of organisational success, employee wellbeing, and innovation.

This article explores the concept of psychological safety, its impact on neurobiology, and the strategies employers can adopt to create environments that not only prevent harm but also promote thriving workplaces.

What Is Psychological Safety?

The term psychological safety has become a buzzword in workplace discussions over the past few years. Yet, there remains confusion about what it truly means and why it is crucial in professional settings.

Coined by Harvard Professor Amy Edmondson, psychological safety refers to the perception that the workplace is an environment where one can voice their ideas, admit mistakes, and take risks without fear of ridicule, punishment, or humiliation.

It’s not about being nice all the time or cruising at work; rather, it’s about fostering trust and openness to achieve the best outcomes.

In a psychologically safe work culture, employees are comfortable asking questions, offering new ideas, and acknowledging errors. These behaviours are essential for learning, innovation, and adaptability. Curiosity and creativity, which are key drivers of progress, thrive in an environment where fear of failure does not inhibit new ideas. Without psychological safety, teamwork becomes a struggle, and opportunities for growth are lost.

The Neurobiology of Safe vs. Unsafe Work Environments

The Stress Response in Unsafe Environments

To truly understand the importance of psychological safety at work, we can delve into its impact on our neurobiology. The human stress response (commonly referred to as the “fight, flight, or freeze” response) is a critical starting point.

When people perceive a threat, their bodies activate this survival mechanism, triggering a cascade of physical and mental changes. Symptoms such as increased heart rate, muscle tension, and rapid breathing are well-known. These changes prepare the body to either confront the threat or escape from it.

However, stress impacts more than just the body. It fundamentally alters brain processing. High levels of stress hormones like cortisol divert blood flow away from the prefrontal cortex (the brain’s rational thinking center) to the brainstem (the survival center). As a result, essential functions like working memory, attention, behavioural regulation, and perspective-taking are impaired. Instead, hypervigilance, defensiveness, and impulsivity take over.

Employees who feel under threat, whether from criticism, exclusion, or humiliation, are less likely to collaborate effectively or share ideas. Instead, self-preservation becomes the priority, to the detriment of productivity.

The Brain in Safe Environments

In contrast, psychologically safe workplaces foster a sense of trust and security, allowing employees to remain in a calm, focused state. Without the constant activation of the stress response, workers can access higher-order cognitive functions critical for creativity, problem-solving, and decision-making.

Moreover, safe environments encourage the release of neurotransmitters like serotonin and dopamine, which enhance emotional resilience, motivation, and wellbeing.

Teams operating in such conditions are more likely to:

– Collaborate openly and effectively.

– Share innovative ideas without fear of rejection.

– Provide and accept constructive feedback.

– Learn from mistakes and adapt to challenges.

In short, a psychologically safe workplace is not just a “nice to have”. It’s a competitive advantage that drives organisational success.

Strategies for Cultivating Psychological Safety

Creating a psychologically safe workplace requires intentional effort at both the team and organisational levels. Leaders play a crucial role in setting the tone and fostering a culture of openness and respect. Here are key strategies to enhance psychological safety:

Set a Tone of Respect and Appreciation
Interpersonal communication is a cornerstone of psychological safety. Leaders who model respectful interactions will encourage the same among team members. This looks like:

– Avoiding dismissive or belittling language.

– Respecting diverse perspectives and experiences.

– Encouraging inclusive conversations that value every voice.

Create Opportunities for Feedback and Collaboration

Regular opportunities for employees to share their ideas, voice concerns, and ask questions build trust and openness. Consider:

– Implementing structured feedback forums, such as team brainstorming or retrospectives. 

– Encouraging collaborative decision-making processes.

– Ensuring that all employees feel heard and valued.

Model Vulnerability

Leaders who admit their mistakes and seek feedback set the stage for others to do the same. Vulnerability fosters trust and demonstrates that it’s safe to take risks and learn from errors.

Reinforce a Growth Mindset

Cultivate a culture that values learning and development. Encourage employees to embrace challenges as opportunities to grow by:

– Providing access to coaching, mentoring, and professional development programs.

– Recognising and celebrating efforts to learn and improve.

– Normalising constructive feedback as part of growth.

Recognise and Reward Contributions

Acknowledging employees’ efforts and achievements reinforces a sense of value and belonging. Recognition can be formal, such as awards or bonuses, or informal, such as verbal praise during meetings. Both forms contribute to psychological safety by affirming that employees’ contributions matter.

The Case for Psychological Safety in 2025

The modern workplace demands adaptability, innovation, and resilience. Organisations that prioritise psychological safety are better equipped to meet these challenges head-on. In an era marked by rapid change and increasing complexity, businesses must create environments where employees feel empowered to bring their whole selves to work.

The benefits of psychological safety extend beyond individual well-being. Teams that feel safe are more collaborative, innovative, and productive. They are also more likely to retain top talent, as employees gravitate toward workplaces that prioritise respect and inclusion.

For employers, investing in psychological safety is not just a moral imperative but a strategic one. By fostering cultures of trust and openness, businesses can unlock the full potential of their workforce, driving sustained success in 2025 and beyond.

About the Author

Dr Angie Montgomery is the co-founder and CEO of InCheq, a registered Health Psychologist and Workplace Psychological Health and Safety expert.

Angie bridges the gap between mental illness prevention, workplace mental health and Work, Health and Safety legislation to create meaningful and impactful change for people and organisations.

She is passionate about the role of data to inform the development of strategic initiatives, formulating best practice approaches, and the importance of contributing to knowledge and research.

Angie believes that data and technology has the potential to assist us in improving the mental health of workers, at scale.

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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