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

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Success and Positive Impact: How Comeback Coaching Supports Returning Employees

– Jessica Chivers

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

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

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

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

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

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

Hold that thought.

Comeback coaching for smooth workplace and career transitions

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

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

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

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

Back to employees returning to workplaces after an extended break.

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

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

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

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

A catalyst for efficiency after maternity leave

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

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

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

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

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

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

Increases in ambassadorial behaviour and other positive ripples

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

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

– Sense making and better-quality thinking.

– Better performance-related behaviours.

– Boosted confidence and self-awareness.

– Better health and feeling energised.

– Positively impacting colleagues.

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

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

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

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

Protective effects on mental health

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

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

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

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

Amy talked similarly:

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

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

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

Comeback coaching as an attraction tool

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

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

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

Here’s Hannah’s take:

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

Emma said:

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

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

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

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

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

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

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

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

About the Author

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

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

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

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

@talentkeepersuk  |  @comebackcommuk

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

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

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Jenni Field – Culture Over Cubicles: Why Location Isn’t the Real Workplace Issue

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Culture Over Cubicles: Why Location Isn’t the Real Workplace Issue

Jenni Field

Five years after the pandemic redefined the way we work forever, the debate over returning to the office continues, dominating the news agenda and no doubt being on the agendas of many meetings. This ongoing conversation reflects people’s passion for how they spend their time, and rightly so.
However, the issue isn’t as simple as choosing between working remotely or in an office. The real problem lies in the narratives we create and the stories we tell about productivity, wellbeing, and trust, often without fully understanding their impact.

Instead of arguing about location, we need to shift our focus, and we need to do it quickly and collaboratively.

This debate stems from a crisis, and what worked during that challenging period of chaos hasn’t seamlessly translated into our new “normal” in the post-Covid world. The pandemic forced us to adapt quickly, but now it’s time to evaluate where we are and where we need to go next.

Arguing whether one option is “better” than the other misses the point.

Working remotely requires a significant cultural shift for an organization. It demands investment in tools and communication to support the operational change. It also calls for a new leadership style, one that understands how to connect and communicate effectively with teams through digital tools and to be credible in the delivery of information and change within a business.

Ultimately, it’s not about where we work, but about the culture, relationships, and experiences that shape our working lives.

Trust, productivity, and wellbeing are central to this debate, yet all of them can easily be challenged and redefined.

It’s Not About Trust

Allowing employees to work remotely isn’t solely about trust. In many cases, it’s driven by cost savings or the realization that work continued successfully outside the office during the pandemic.

While organizations often proclaim, “We trust you, we don’t need to see you,” this message doesn’t always align with reality.
That’s the hook.

But it’s a lie and that’s because you can see people on platforms like Teams and you know if they are online or not. Tracking software has grown in use since 2021 and alongside this we are seeing cases of bullying and pressure from managers and leaders increase by more than 40% since the pandemic.

Trust is one of the biggest issues in organisations today, so something isn’t working.

Trust isn’t about surveillance, it’s about relationships. Organizations are made up of people working together toward a shared goal. Building trust requires a genuine commitment to fostering those relationships, not simply posting it as a corporate value.

Productivity Is Hard to Define

What does productivity mean for knowledge workers? Unlike roles in manufacturing or healthcare, productivity in an office environment isn’t easily measurable. We often equate productivity with “doing more,” but this mindset can create unnecessary pressure and burnout.

Claims that remote work increases productivity because there are fewer distractions are equally unfounded. The truth is, we haven’t taken the time to clearly define what productivity looks like for knowledge workers.

Instead of chasing arbitrary metrics, organizations should focus on outcomes. What does success look like for a specific role or project? By aligning expectations with clear goals, leaders can create a healthier and more effective working environment.

Wellbeing Goes Beyond the Office

Humans are social creatures. While managing time and energy for deep work is essential, long-term isolation can negatively impact mental and physical health.

Remote work can reduce movement, with many people going from desk to sofa to bed without the natural activity of a commute. Without intentional habits like walking, stretching, or regular breaks, this sedentary lifestyle can lead to health issues.

On the other hand, commuting and office environments aren’t a universal solution. The key is recognizing that wellbeing requires balance. Organizations must create spaces, whether physical or virtual, that encourage connection, movement, and support.

If It’s Not Location, What Is the Real Issue?

The real issue is leadership. Effective leadership builds trust, fosters productivity, and supports wellbeing. Yet, for too long, we have overlooked its importance.

Leaders need to go beyond tick-box exercises. If you want to show trust, give employees autonomy to choose when, where, and how they work. Be accountable, communicate your vision clearly, and inspire your team with passion and integrity.

For productivity, set clear goals and define success in ways that align with your organization’s values. For wellbeing, lead with empathy, recognizing that your team’s needs may differ across generations and individual circumstances.

Leadership isn’t about control; it’s about creating a community where people feel valued and connected. Work has never been just about tasks; it’s about contributing to something bigger and believing in it.

A New Focus for the Future

The debate over where we work is ultimately a distraction. The future of work isn’t about cubicles or kitchen tables, it’s about culture, relationships, and leadership. By prioritizing these elements, we can create workplaces where people thrive, no matter where they log in from.

Let’s stop focusing on location and start investing in the experiences that truly matter and leading with the credibility people are looking for as the navigate the world of work in this new world.

About the Author

Jenni Field is an international speaker, author, and strategist, specializing in transforming chaos into calm through effective communication. From Canada to Slovenia, she speaks on leadership credibility and impactful communication.

A respected leader, Jenni is known for her optimism, energy, and honesty.

Her podcast, “Redefining Communications with Jenni Field,” features 15-minute episodes with business advice. In 2021, she published “Influential Internal Communication.”

Jenni has led research projects, including studies on communication with deskless workers and frontline teams. Her 2023 research on credible leadership resulted in the book, “Nobody Believes You, Become a Leader People Will Follow.

For more information go to redefiningcomms.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?

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Michael Ang – The Importance of DEI and Niche Recruitment Advertising in 2025

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The Importance of DEI and Niche Recruitment Advertising in 2025

– Michael Ang

As a long-time observer of recruitment advertising trends, I’ve witnessed the evolving landscape of Diversity, Equity, and Inclusion (DEI) in job advertising practices.

The recruitment advertising landscape is transforming in 2025. Resilient teams must be strategic to attract top talent through their job ads.

Organizations that embrace DEI-focused job boards can expand candidate reach and leverage data-driven insights to inform advertising decisions in their job postings to ensure fair and inclusive outreach.

The new DEI recruitment advertising terrain

Recruiters face complex challenges in hiring talent that reflects their diverse communities. Targeted ad placements on diversity-focused job boards offer a dual solution.

These strategic placements help organizations build teams that best serve their communities while streamlining recruiters’ workloads.

By focusing on specialized job boards, recruiters reach qualified candidates more efficiently.

This targeted approach reduces time spent sifting through unqualified applications. It also increases the likelihood of finding candidates with unique perspectives and experiences that match community needs.

Strategic ad placements also allow recruiters to manage their time more effectively. Instead of casting a wide net across generic job boards, they can concentrate efforts on platforms known to attract diverse, qualified talent.

This focused strategy often leads to higher-quality applicants and shorter time-to-hire metrics.

Basic job advertising strategies no longer work. HR professionals must adapt their advertising approaches to navigate this new terrain effectively.

Strategies for better recruitment advertising in 2025

Diversity-focused publications and job boards play a crucial role in 2025.

Partnerships with professional organizations that champion inclusion boost job ad visibility to a wide range of candidates. Strategic ad placement increases the chances of building a workforce that mirrors and best serves the community and customer base.

Data drives better job advertising decisions.

Companies using data to refine recruitment ads see notable improvements. They analyze different ad channels, track applicant pool diversity from various ad spots, and measure focused ad impact on key business metrics.

Impact of refined recruitment advertising

Higher education serves as an excellent case study for the impact of refined DEI recruitment advertising.

Universities using targeted DEI advertising have seen remarkable results.

For instance, one state university refined its DEI recruitment advertising strategy by leveraging data-driven insights and targeted ad placements.

They saw a substantial increase in diverse applicants for faculty positions over two years, directly attributable to their refined advertising approach.

Access to advanced advertising technology, expertise, and data analysis allows organizations to make informed decisions about job ad placements and significantly improve diversity outcomes.

This insight highlights the importance of leveraging specialized tools and partnerships in DEI recruitment advertising efforts.

Recruitment advertising beyond 2025

To adapt to the evolving social and political landscape, organizations need to implement advertising strategies that are agile and informed.

This means regularly reviewing and updating job ad copy, staying tapped into legislative changes that might affect advertising practices, and continuously engaging with diverse communities to understand the most effective advertising channels.

Key strategies for impactful recruitment advertising in the coming years include regularly reviewing and updating job descriptions to ensure inclusive language, leveraging diverse advertising channels, implementing and refining bias mitigation techniques in job postings, and measuring and analyzing the effectiveness of DEI-focused and other niche job ads for continuous improvement.

As the social and political landscape continues to evolve, organizations cannot afford to remain passive in their recruitment advertising. The future of job advertising lies in proactive, inclusive, and data-informed strategies that go beyond checking boxes.

The future of recruitment advertising is diverse, equitable, and inclusive.

By embracing these strategies and staying committed to diversity, equity, and inclusion in their job ads, organizations can attract truly diverse talent pools that drive innovation and success in an increasingly competitive global market.

About the Author

Michael Ang, CEO and Founder of JobElephant.com, Inc., leverages over two decades of recruitment advertising expertise.

Starting as a graphic designer in 1994, he established JobElephant in 2000, propelling it from his garage to national recognition.

Michael’s visionary leadership emphasizes outstanding service, personally managing numerous client accounts.

His focus on streamlining recruitment advertising processes has solidified JobElephant’s reputation for reliability and success.

Michael’s insights and commitment to excellence distinguish JobElephant as an industry leader.

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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Paula Caligiuri – Unlocking Hidden Value: How a Job Candidate’s Network Can Drive Your Business Forward

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Unlocking Hidden Value: How a Job Candidate’s Network Can Drive Your Business Forward

– Paula Caligiuri, PhD

For years, I ended my MBA course in global leadership by giving my students an unconventional quiz. Instead of testing textbook theories, the questions focused on the professional backgrounds and cultural expertise of their classmates.

Questions like, “Who in your class works for Acme Inc.?” or “Who has experience leading a team in Germany?” encouraged students to learn about one another. In doing so they started to appreciate and trust the vast experience of their fellow classmates.

My goal was to help them build deeper, culturally diverse networks. Years later, many shared that these connections were instrumental to their success. Network diversity matters.

This lesson is even more relevant in today’s fast-paced, interconnected world, where businesses thrive on innovation, collaboration, and adaptability.

As companies strive to stay competitive, having a workforce that brings a wide range of experiences and perspectives is critical. While most hiring processes tend to focus on skills, qualifications, and job experience, there’s an often-overlooked asset that can significantly impact an organization’s success: a candidate’s professional network.

Professional networks aren’t just a source of potential job leads or partnerships for an individual; they’re a treasure trove of opportunities, fresh perspectives, and connections that can be leveraged to benefit the organization.

A candidate with a broad and diverse network brings more than just their technical or functional expertise — they bring the power of connections that can unlock new dimensions of success for the company.

Here are five important reasons why evaluating a candidate’s professional network should be a top priority in your hiring process:

Reason #1: Offers access to different perspectives

A candidate who has cultivated a wide and diverse professional network is regularly exposed to a variety of viewpoints, cultures, and ways of thinking. This exposure fosters a more open-minded and innovative approach to problem-solving. Organizations today are constantly navigating complex challenges that require outside-the-box solutions. A team composed of individuals who think differently can generate creative approaches that would have otherwise gone unnoticed.

When a candidate’s network spans across industries, professions, or geographic locations, they bring fresh insights that can transform the way your team tackles problems.

For example, a candidate with connections in both the tech industry and the nonprofit sector may introduce new processes or perspectives that combine efficiency with empathy — qualities that are often crucial in today’s business environment.

Organizations with teams capable of synthesizing different viewpoints and integrating them into decision-making processes are better equipped to respond to rapid changes in the market. Diversity of thought isn’t just a buzzword; it’s a powerful driver of innovation, and a candidate with a diverse network could act as a conduit for these new ideas.

Reason #2: Provides new business opportunities

Candidates with broad networks often have access to new business opportunities that would otherwise be out of reach. In many industries, partnerships, leads, and collaborations stem from the strength of personal and professional relationships. Research shows that even weak ties — connections outside a person’s immediate circle — can provide critical information, resources, and business leads.

For organizations looking to expand their reach, grow their client base, or explore new markets, having team members with connections in different sectors, regions, or industries can be invaluable.

A candidate who is well-connected in a particular region or has strong ties in an emerging market might be the key to unlocking new partnerships or gaining a foothold in a previously untapped area.

Moreover, candidates with a network that includes influencers or decision-makers in various industries can be instrumental in securing contracts, setting up joint ventures, or bringing in new clients. As more companies prioritize business development and external relationships, a candidate with strong, diverse external connections can serve as a bridge between your organization and new opportunities.

Reason #3: Enhances cultural agility

A diverse network is also an indicator of a candidate’s cultural agility. Cultural agility refers to the ability to interact and work effectively with people from different cultures and backgrounds. It’s a skill that’s becoming increasingly valuable as companies operate in global markets or manage diverse teams within their organizations.

Individuals who actively engage with professionals from a variety of cultural, geographic, and industry backgrounds tend to be more adaptable, empathetic, and flexible in their approach.

These qualities are needed when managing cross-cultural teams, navigating international markets, or addressing the needs of a diverse customer base.

Cultural agility isn’t just about speaking different languages or understanding cultural customs; it’s about having the ability to read the demands of an unfamiliar environment and respond, as needed, depending on the task at hand.

Candidates with broad networks are often more adept at identifying cultural nuances and having the cultural acumen to help them respond appropriately.

Organizations that prioritize cultural agility in their workforce are better positioned to succeed in a globalized world.

Candidates who demonstrate this skill through their diverse professional networks can help your company develop more inclusive practices, expand into new markets, and create products or services that resonate with a wider audience.

Reason #4: Generate better collaboration and teamwork

Collaboration is at the heart of any successful organization. However, effective collaboration requires individuals who are skilled at building relationships and working with others, often across different functions, departments, or industries.

Candidates with broad professional networks have usually honed their ability to collaborate with people from various backgrounds.

They’ve learned how to navigate differences in communication styles, expectations, and work habits, making them more adaptable when working within a team.

These individuals are often natural connectors — people who can bridge gaps between different groups, facilitate communication, and create a more cohesive work environment.

Having someone on your team who can seamlessly foster collaboration across different departments or functions not only enhances productivity but also helps create a more inclusive workplace.

Cross-functional teamwork leads to better problem-solving, more innovative ideas, and a stronger sense of community within the organization.

Reason #5: Drive continuous learning and growth

A key trait of successful professionals is their commitment to continuous learning. In today’s rapidly evolving business landscape, staying on top of trends, technologies, and industry changes is crucial.

Candidates who actively engage with professionals from a variety of industries, regions, or areas of expertise are constantly exposed to new ideas and emerging trends.

This cross-pollination of knowledge allows them to bring cutting-edge insights into their work.

Whether it’s the latest technology, a new management philosophy, or a trend shaping consumer behavior, candidates with strong networks are often ahead of the curve.

When employees are connected to a wide range of perspectives, they become lifelong learners, continually improving their skill sets and bringing new value to your organization.

They also become sources of knowledge for their colleagues, sharing insights and sparking innovation within the company.

In an age where cultural agility, global thinking, and innovation are essential for business success, the value of a candidate’s professional network can’t be overstated.

Candidates who bring diverse, expansive networks to the table don’t just enhance the internal dynamics of your team; they open doors to new opportunities, foster collaboration, and drive continuous growth.

As you consider candidates for your next hire, don’t just look at their résumé. Dig deeper into their connections, the breadth of their network, and the potential they bring to enhance your organization. In doing so, you’ll not only be hiring for today’s needs but also positioning your company for future success.

About the Author

Paula Caligiuri is a D’Amore-McKim School of Business Distinguished Professor of International Business at Northeastern University and co-founder and CEO of Skiilify, a digital platform for improving cultural adaptability and soft skill development.

Her new books include Build Your Cultural Agility: The Nine Competencies of Successful Global Professionals and Live for a Living: How to Create Your Career Journey to Work Happier, Not Harder.

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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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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