HRSpotlight-Logo
Menu

employee wellbeing

Addressing Burnout: Strategies for a Healthier and More Productive Workforce

by

Addressing Burnout: Strategies for a Healthier and More Productive Workforce

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

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

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

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

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

Read on!

Beryl Krinsky
Founder & CEO, B.Komplete

Lack of Work-Life Balance

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

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

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

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

This also leads to burnout.

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

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

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

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

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

Micro-Decisions Overwhelm Employees

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

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

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

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

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

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

Amaury Ponce
Business Owner, Ponce Tree Services

Physical Demands and Extreme Weather

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

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

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

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

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

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

David Holman
CEO, Weepli

High Customer Expectations

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

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

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

Andrew Osborne
Owner, Ozzie Mowing & Gardening

Physical Exhaustion and Seasonal Demands

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

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

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

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

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

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

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

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

Abhishek Shah
Founder, Testlify

Pressure to Meet Hiring Targets

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

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

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

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

Nik Aggar
Business Development Manager, Outstaff Your Team

Heavy Workloads and Tight Deadlines

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

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

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

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

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

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

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

Tim Alagushov
COO, IRBIS Air, Plumbing & Electrical

Physical Strain and Long Days

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

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

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

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

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

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

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

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

Ivan Rodimushkin
Founder & CEO, XS Supply

Constant Changes and Stress of Staying Updated

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

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

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

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

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

This ongoing education helps mitigate the stress of continuous adaptation.

Tanya Borovskaya
HR Director at Famesters

Compensation, Goals, and Performance Anxiety

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

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

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

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

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

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

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

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

Recent Posts

Employee-Focused Initiatives: Insights from HR and Business Leaders

by

Employee-Focused Initiatives: Insights from HR and Business Leaders

How are HR and business leaders strategically investing in their employees? 

What are the key priorities guiding the development and implementation of new employee initiatives? 

To gain insight into these critical questions, we turned to the experts. 

In this post, we’ve assembled a panel of HR and business leaders, asking them to share details about their most recent significant employee initiative. 

They reveal not only the specifics of the program itself but also the underlying objectives and strategic factors that motivated its creation. 

Their responses here offer a valuable perspective on how organizations are aligning their employee initiatives with broader business goals and creating a more positive and productive work environment.

Read on!

Chris Dyer
Keynote Speaker on Culture, ChrisDyer.com

Launch Sustainable Balance Program to Combat Burnout

The most significant employee initiative I launched five years ago was our “Sustainable Balance Program,” which aggressively addressed burnout by mandating disconnection. 

We instituted policies that prohibited after-hours work communications, required employees to use their full vacation days annually, and enforced a strict “if you were wired, you were fired” rule barring work during time off. 

To operationalize this, we automatically deleted all emails received during vacations—ensuring employees returned to an empty inbox—and held team catch-up meetings on their first day back to streamline reintegration. 

The key objectives were to dismantle our “always-on” culture, reduce chronic stress, and rebuild trust in work-life boundaries. 

This was driven by alarming burnout-related turnover, declining morale, and employee feedback citing unsustainable workloads. 

The results were transformative: within two years, employee satisfaction scores surged, burnout vanished as a recurring concern in engagement surveys, and voluntary turnover dropped to near-zero levels. 

By prioritizing recovery as non-negotiable, we proved that respecting employees’ downtime wasn’t just humane—it was a strategic advantage. 

The program became a cornerstone of our culture, demonstrating that systemic change, not individual resilience, solves burnout.

Mark Krajnik, LSSGB, CPC
CEO, Performance Mindset Associates

Implement REAL Goal Achievement for Career Growth

We launched a new process that focuses on goal achievement, rather than just goal setting, that positioned each employee with the focus, support, and tools to grow their career and achieve their immediate professional goals, REAL Goal Achievement. 

The REAL Goal Achievement process provides a proven approach that builds in accountability, so your focus remains on the achievement of your top professional goals. 

The driving factors around the development of REAL Goal Achievement were the lack of focus on completion of what was started, the inability to motivate individuals to complete any SMART Goal, and the ability to maintain passion through completion of a professional goal. 

The REAL Goal Achievement process revolutionized the way we look and attack our professional goals. 

Now, we flipped the script on underperformance through the adoption and implementation of REAL Goal Achievement.

Ronak Kothari
Owner, Ronkot Design, LLC

Adopt Advanced Social Media Tools

At Ronkot Design, we’ve recently focused on empowering our team through the adoption of advanced social media management tools like Buffer and Zoho Social. 

This initiative aimed to streamline our marketing operations and improve digital engagement. 

Given my decade-long experience in strategic marketing and branding, I recognized a need for tools that facilitate broader reach and improved content management.

We specifically targeted these platforms to empower our teams to plan, schedule, and track digital campaigns efficiently. 

This was particularly motivated by the desire to augment our clients’ online visibility, similar to our successful website revamp for the Southlake Chamber of Commerce, which increased their sign-ups by 25% in just three months.

This initiative was primarily driven by understanding the importance of having real-time analytics and a robust digital presence, especially during crises like COVID-19, which taught us the necessity of agile digital strategies. 

Our hands-on approach, ensuring tools are effectively integrated into daily workflows, not only boosted our team’s productivity but also aligned closely with our client’s evolving digital needs.

Victor Santoro
Founder & CEO, Profit Leap

Implement AI-Powered Continuous Training and Development

At Profit Leap, our most recent significant employee initiative focuses on implementing continuous training and development custom for each team member through our AI-powered tools like HUXLEY. This initiative is driven by the need to keep our workforce agile and innovative in a rapidly evolving business landscape, ensuring that all employees are equipped with the latest knowledge and skills.

One of the key objectives is to align these training programs with personal areas of interest and career growth paths using the insights provided by our AI systems. By integrating AI, we’ve personalized learning experiences that not only improve individual competencies but uplift team dynamics and efficiency. Since this implementation, we’ve seen productivity increase by 30% across teams involved in business scaling strategies.

A practical example is when we used our 8 Gears of Success framework to re-evaluate employee training gaps, focusing on SMART objectives aligned with business goals. This approach has dramatically improved both workforce satisfaction and client deliverables, clearly illustrating the power of combining technology with strategic planning for personal and organizational growth.

At Profit Leap, our most recent employee initiative was the implementation of the Huxley mentorship program. The primary goal was to foster a culture of continuous learning and innovation within our company. This program pairs experienced employees with newer hires to share strategic insights and leadership skills, encouraging mutual growth and development.

One motivating factor was the observation that 65% of new ventures fail due to people issues, often at the senior level, as cited by McKinsey. By identifying and nurturing key competencies early on through mentoring, we aim to build stronger and more cohesive teams. This initiative has already shown promising results in improving employee satisfaction and productivity.

In an example of success, we have seen significant improvement in project outcomes at ThirdEye Technologies after adopting a similar delegation approach. By tailoring tasks to employees’ strengths within the mentorship framework, not only did efficiency rise, but there was also a noticeable increase in ownership and accountability. This initiative underscores our belief in the power of shared knowledge and strategic alignment within teams.

Elmo Taddeo
CEO, Parachute

Develop Personalized Learning and Development Platform

The most recent major employee initiative at Parachute is our “Personalized Learning and Development Platform”. 

It’s designed to help employees grow in their careers with customized training, mentorship, and skill-building activities. 

Each team member can access learning paths based on their goals and current skill set. This gives them a clear way to strengthen their abilities, advance within the company, and stay engaged in their work. 

The platform was built to address key challenges. Employees wanted training that matched their roles and ambitions, and we listened. It also helps us close skill gaps, ensuring our team stays ahead in an industry that’s constantly changing. Offering clear career progression keeps employees motivated and strengthens retention. 

When people see real opportunities for growth, they are more likely to stay and contribute at a higher level. 

We developed this initiative in response to workforce shifts, employee feedback, and the need to attract top talent. The job market moves fast, and continuous learning is essential. 

Our team asked for more personalized career development, and we made it happen. Investing in our people also gives us an edge in hiring and retaining skilled professionals. 

A team that’s always improving is a team that delivers the best results.

Lawrence Guyot
President, ETTE

Implement Flexible Work-From-Home Policy

At ETTE, our latest employee initiative was the implementation of a flexible work-from-home policy, leveraging advanced remote access technology. 

This development was motivated by the need to improve work-life balance for my team while maintaining productivity. 

By integrating secure remote access solutions, we’ve seen a 15% increase in employee productivity, evidenced by improved project turnaround times and improved team collaboration.

We’ve addressed some of the most common productivity challenges, like time management and remote access to crucial resources. 

For example, implementing mobile applications for timesheet management has streamlined our processes, allowing our employees to log hours efficiently from anywhere, resulting in a 10% reduction in admin overhead. 

This initiative aligns with IT strategies we’ve successfully implemented for our clients, demonstrating its effectiveness internally as well.

Moreover, we’ve undertaken strategic IT planning to ensure each team member has access to the necessary technology custom to their role.

We believe in reinforcing technology adoption through our consulting practices, ensuring our team is both comfortable and motivated to use these tools to their full potential. 

Our focus on operational efficiency and strategic technology use is helping our staff thrive in a flexible work environment.

Craig Lewis
Founder & CEO, Gig Wage

Enhance Financial Literacy and Well-being

At Gig Wage, our most recent significant employee initiative focused on enhancing financial literacy and well-being for our team, reflecting our commitment to empowering both internal staff and the gig workers we serve. 

We launched a comprehensive program that provides personalized financial planning sessions and workshops aimed at understanding the gig economy’s financial intricacies.

The motivation behind this initiative was to address the unique financial challenges faced by employees who work with gig contractors, ensuring they are as informed and prepared as possible. 

This aligns with our mission to lift the financial experience for gig workers and contractors on our platform.

By equipping our employees with better financial acumen, they can better support our community of users and contribute to the innovative solutions Gig Wage offers, like faster payment cycles. 

We’ve seen a tangible increase in employee engagement and satisfaction, which has a direct positive impact on our service delivery.

Charles Berry
Director, Zing Events Limited

Create Innovation Lab for Team Building

As a leading team building company for most of the FTSE 250, we’re under constant pressure to develop new and innovative activities, so our most recent significant employee initiative was the “Innovation Lab”—a dedicated space for employees to pitch, test, and develop new team building concepts. 

The key objective was to foster creativity, collaboration, and continuous improvement, ensuring we stay ahead in delivering fresh, engaging experiences for our clients. 

This initiative was driven by our belief that the best ideas come from within the team, and giving employees the freedom to experiment and contribute directly to our product offerings boosts both engagement and job satisfaction. 

By encouraging a culture of innovation, businesses can empower their teams, enhance problem-solving skills, and ultimately drive long-term growth.

Ryan T. Murphy
Sales Operations Manager, Upfront Operations

Streamline CRM and Sales Operations with AI

At UpfrontOps, our most recent significant employee initiative revolved around streamlining CRM and sales operations through AI automation. 

The key objective was to improve productivity and reduce the manual workload for our team members, allowing them to focus more on strategic tasks rather than repetitive processes. 

This initiative was driven by our rapid growth and the need to maintain efficiency while scaling operations.

One concrete example of its impact was with our pipeline optimization. 

By implementing AI-driven analytics solutions, we achieved a 33% reduction in lead processing time, which directly contributed to a 73.3% annual growth rate. 

This initiative not only improved our team’s productivity but also bolstered our ability to secure partnerships with major industry players like AT&T and AWS.

For those looking to replicate this, I recommend starting with clear objectives for AI deployment, and aligning them with the company’s growth goals. 

Pilot the AI tools with teams who will benefit most and adjust based on feedback. This ensures a seamless integration that genuinely improves efficiency and drives tangible results.

Justin McKelvey
Founder, SuperDupr

Improve Innovation and Collaboration Through Workshops

At SuperDupr, we recently launched an initiative to improve innovation and collaboration among our team members through cross-disciplinary workshops. 

The key objective was to break down silos and leverage diverse expertise to foster creative problem-solving, crucial for our AI-driven solutions. 

This approach emerged from recognizing that diverse perspectives often lead to more robust and effective digital strategies.

A concrete example is when we brought our marketing, design, and development teams together to refine our AI automation offerings. This collaboration not only improved our services-boosting client satisfaction by 15%-but also cultivated a culture of shared knowledge and inclusivity. 

The success of this initiative reflects our commitment to continuous improvement and the creation of outstanding digital products, a testament to the value of integrated teamwork.

At SuperDupr, we recently launched a dynamic employee initiative focused on skills improvement through AI-driven automation training. Our aim was to empower our team with cutting-edge skills in automating business processes, reflecting our core mission of time and cost savings for our clients. 

Given our team’s diversity and talent, this initiative was crucial in keeping pace with market demands and delivering exceptional solutions.

This program was motivated by the success we’ve seen with projects like Goodnight Law, where we implemented automation strategies that improved client operations and satisfaction. 

By equipping our team with the latest in AI technology skills, we improve our internal productivity and continue providing unparalleled value to our clients.

In the initial phase, participants reported a 20% increase in efficiency in handling routine tasks, allowing them to focus on creative and strategic areas. 

This focus on continuous learning and staying ahead of technological trends ensures we remain industry leaders and a trusted partner to our clients.

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

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

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

Recent Posts

Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

by

Combating Workplace Loneliness: Vulnerable Roles and Effective Solutions

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

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

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

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

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

Read on!

Michelle Enjoli
Career Development Speaker & Coach, Michelle Enjoli International

Support Senior Leaders with Mentorship

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

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

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

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

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

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

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

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

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

This provides them with a tangible connection to the organization.

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

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

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

Ronald Osborne
Founder, Ronald Osborne Business Coach

Foster Inclusion Through Cross-Departmental Mentoring

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

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

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

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

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

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

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

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

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

Modestas Mankus
Founder, Talks Grow

Promote Inclusive Communication and Peer Support

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

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

For example, pairing new hires with mentors. 

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

Rejoyce Owusu
Vice President of Human Resources, Umatta Consulting

Organize Retreats and Team-Building for Executives

Employee loneliness is common in senior management positions in organizations. 

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

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

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

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

As a result, there is an employee assistance program.

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

Cultivate Emotional Intelligence and Recognition

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

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

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

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

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

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

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

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

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

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

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

Tamar Blue
Chief Executive Officer, MentalHappy

Create Interactive Platforms for Remote Workers

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

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

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

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

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

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

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

Sean Swain
Company Owner, Detroit Furnished Rentals LLC

Establish Local Networking Groups for Hosts

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

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

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

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

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

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

Avigail Lev
Founder, Bay Area CBT Center

Use Virtual Team-Building for Remote Employees

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

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

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

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

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

Natalia Lavrenenko
UGC & Marketing Manager, Rathly

Promote Communication and Community for Remote Jobs

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

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

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

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

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

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

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

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

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

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

Recent Posts

Importance and Impact of EAPs: Investing in Employee Well-Being

by

Importance and Impact of EAPs: Investing in Employee Well-Being

The link between employee well-being and organizational success is undeniable. A healthy, supported workforce is more engaged, productive, and resilient. 

Recognizing this critical connection, many companies are turning to Employee Assistance Programs (EAPs) as a key investment in their human capital. 

In this post, we explore how organizations are leveraging these programs to create a more positive and productive work environment. 

We’ve gathered insights from HR and business leaders from the HR Spotlight community, asking them to address the essentiality of their EAPs, the strategies they’ve employed to maximize efficiency, and the methods they use to gauge program effectiveness. 

Their responses highlight the tangible benefits of a well-implemented EAP for both employees and the bottom line.

Read on!

Christopher Pappas
Founder, eLearningIndustry.com

Christopher Pappas – eLearningIndustry.com

For an EAP to work, it has to be accessible, destigmatized, and personalized. 

Many employees avoid using EAP services because they fear judgment or lack awareness of the resources available. We ensure efficiency by integrating our EAP into onboarding, company meetings, and manager training to normalize its use.

We also offer customized support options—some employees prefer one-on-one counseling, while others engage better with financial planning workshops or stress management webinars. 

By tailoring services to diverse needs, participation rates have significantly increased, proving that a flexible EAP is far more impactful than a one-size-fits-all approach.

Mike Fretto
Creative Director, Neighbor

Mike Fretto – Neighbor

Our employee assistance program is one of the simplest things we can do to boost employee retention and satisfaction. 

This isn’t always something that will get top-line attention from new hires, but for those who have been here for a while and found themselves in a tough spot, we’re able to provide them with the kinds of resources they really need to get back on their feet and keep their jobs with us. 

One of the most important things we did to make our EAP effective was to build strong communication networks within our team. 

We can only help out struggling employees when we hear that they’re struggling, and this is one area where our EAP really excels.

Aziz Bekishov
CEO, DC Mobile Notary

Aziz Bekishov – DC Mobile Notary

I find EAPs to be essential in fostering a supportive work environment. Employees are more productive and engaged when they have access to resources for mental health, financial guidance, and work-life balance.

To make our program efficient, I focus on accessibility and communication. We’ve ensured that resources are available 24/7, and we actively promote the program through internal newsletters and team meetings. I think constant reinforcement helps normalize EAP usage.

Measuring effectiveness is about outcomes. I track utilization rates, employee feedback, and absenteeism trends. Seeing improvements in these areas reassures me the EAP is working and truly helping our team thrive.

Rafi Friedman
President, Coastal Luxury Outdoors

Rafi Friedman – Coastal Luxury Outdoors

One of the things I love about running a small business is that our employee assistance program really is more than just a nice-sounding idea. 

We’re a close-knit company, and we tend to know when one of us is struggling with something. 

We’ll naturally offer support in small ways, even if that’s just a sympathetic ear, but when people on our team have more serious needs, we’re always quick to meet them. 

We’ve taken up collections to help cover expenses from car crashes, hurricanes, and cancer diagnoses. 

It’s one of the things that makes us feel more truly like a family.

Guillaume Drew
Founder, Or & Zon

Guillaume Drew – Or & Zon

The Employee Assistance Program (EAP) is important to help support the well-being and productivity of our employees. 

In order to achieve this goal, we place a strong emphasis on making the program fully secure and private, so that employees are not hesitant to utilize it. 

The key drivers include communications regarding EAP establishing outreach, integrating mental health support tools and providing specific assistance with work-life balance issues.

We assess effectiveness by overwhelming feedback from employees, use and retention statistics. Also, qualitative evidence, for example, stories about the improvement of the atmosphere at work, also have great value. 

When the team is strong, the business prospers, so the EAP is a necessary program.

Alex Johnson
HR Manager, Man and Van Star

Alex Johnson – Man and Van Star

EAPs play a vital role in psychological support for employees, but their effectiveness hinges on a few specific things.

Key Driving Factors

Awareness and Accessibility: Make people aware of the resources available under the EAP. In fact, hosting information sessions or communicating at regular intervals increases engagement.

Tailored Services: Underlying the needs of the workforce helps in tailoring EAP offerings: counseling, wellness workshops, financial advice, and the rest.

Utilization Rates: The rate of usage by employees of the EAP services is important. Higher usage often establishes a positive level of engagement and trust in the programme.

Feedback Surveys: Gathering regular feedback from employees will identify areas of improvement for the program, and the program will evolve and adapt to better meet the needs of the workforce.

Through awareness and customization, organizations can enhance the effectiveness of their EAPs in developing a healthier workplace culture.

Harrison Tang
CEO and Co-founder of Spokeo

Harrison Tang – Spokeo

Based on my experience, implementing Employee Assistance Programs (EAPs) is an effective strategy to manage employee stress and address performance challenges. As a business leader, I’ve successfully adopted this approach in my workplace. 

For instance, I introduced a monthly newsletter that highlights employee achievements and recognizes their efforts. This initiative has significantly boosted productivity by fostering a sense of accomplishment and belonging among employees.

Keeping your team informed and motivated is key. EFR’s monthly newsletter is a great resource, featuring relevant topics, practical advice, and ‘Monthly Motivators’ to encourage individuals to take charge of their well-being. 

Additionally, the quarterly webinars with expert speakers provide deeper learning and development opportunities.

Our workplace has implemented several EAPs, resulting in tangible benefits. We’ve observed a 20% reduction in healthcare expenditures and a 35% decline in workers’ compensation claims.

Balázs Keszthelyi
Founder & CEO, TechnoLynx

Balázs Keszthelyi – TechnoLynx

Do we find our Employee Assistance Program (EAP) essential? Absolutely, an EAP is essential for fostering a supportive work environment. It provides employees with access to mental health resources, which can significantly reduce stress and improve overall productivity. 

At TechnoLynx, we recognise that our employees’ well-being directly impacts our success, and the EAP serves as a vital tool in promoting mental health.

To ensure our EAP is efficient, we focus on three key factors: accessibility, awareness, and integration. 

We’ve made the programme easily accessible through a user-friendly platform, ensuring that employees can seek help whenever they need it. We also conduct regular awareness campaigns to keep the programme top-of-mind. 

Lastly, integrating EAP resources into our overall health and wellness strategy has been crucial; it ensures that employees see the EAP as a part of their holistic well-being rather than a standalone service.

Measuring the effectiveness of our EAP involves both qualitative and quantitative methods. We conduct anonymous surveys to gather feedback from employees who have utilised the programme, which helps us understand their experiences and areas for improvement. 

Additionally, we track metrics such as employee engagement and retention rates, as well as the frequency of EAP usage, to assess its impact on our workforce.

Kalim Khan
Founder at Affinity Law

Kalim Khan – Affinity Law

I’m one of the founders of Affinity Law, and in our practice, fostering employee well-being is a critical part of maintaining productivity and morale. As someone who manages teams in a high-pressure legal environment, I’ve found EAPs to be an essential resource.

What makes our EAP efficient is accessibility and anonymity. Employees must trust the program and feel comfortable seeking help without fear of judgment. We’ve also integrated mental health workshops and regular check-ins to normalize conversations around well-being. 

We track engagement rates, gather anonymous feedback, and monitor productivity shifts post-intervention to measure effectiveness. 

When employees feel supported, it reflects in their performance and overall job satisfaction, reducing absenteeism and turnover.

Aman Chopra
Marketing Manager, Stallion Express

Aman Chopra – Stallion Express

One of the best parts of our EAP is “Rapid Response Coaching,” a service meant to help workers during times of high stress, like when shipping is busy around the holidays. 

This real-time support allows our team to deal with problems and stay focused and busy. People participating in this training said they were 40% less stressed and 15% more efficient last year.

We know the EAP works because employees tell us so, the program is being used, and employees’ performance has improved. 

For us, the EAP isn’t just about fixing problems; it’s also about giving our team more power. Our clients will get better service, and our business will do better if our employees are healthy and happy.

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

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

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

Recent Posts

HR and Mental Health: Safety and Support at the Workplace

by

HR and Mental Health: Safety and Support at the Workplace

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

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

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

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

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

Read on!

Julia Yurchak
Senior Recruitment Consultant,  Keller Executive Search

Constant Evaluation and Improvement

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

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

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

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

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

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

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

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

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

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

Luca Steinmetz
Founder and CEO,  FarAwayHome

Designated Unplugged Hours

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

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

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

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

John Gill
Director Operations, Easy Concrete Supply

Sharing, Support, and Resources

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

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

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

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

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

Alan Noblitt
President, Seascape Capital, LLC

Normalizing Conversations and Genuine Care

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

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

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

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

Gareth Hoyle
Managing Director, Marketing Signals

Encouraging Clear Boundaries, Open-Door Policy

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

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

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

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

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

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

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

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

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

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

Maria Szandrach
CEO, Mentalyc

An Ongoing Commitment

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

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

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

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

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

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

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

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

Lesley Cooper
Founder and CEO, WorkingWell

Building a Psychologically Safe Culture

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

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

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

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

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

Tony Jamous
CEO & Co-founder, Oyster

Tech Stack, Leadership Support, and Clear Policies

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

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

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

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

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

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

Alli Myatt
Co-Founder, The Equity Practice

Offer Space and Time and Reprioritize Work

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

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

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

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

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

Steve Lowisz
CEO, Lowisz Leadership Institute

Leadership Investment and Participation

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

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

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

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

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

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

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

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

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

Recent Posts

Cultivating Psychologically Safe Workplaces in 2025 – by Dr Angie Montgomery

by

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.

Recent Posts