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How Leaders Are Redefining Retention in a Remote Environment

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How Leaders Are Redefining Retention in a Remote Environment

The way we work has irrevocably changed.

Remote work, once a niche perk, is now a mainstream reality.

But with increased flexibility comes a new challenge: how do you keep top talent engaged and loyal when your team is scattered across time zones?

We asked leaders across different industries to let us in on their secrets to managing a remote team, and received some great insights!

In this article, we delve into the strategies that forward-thinking leaders are using to build thriving remote teams and win the war for talent in the new world of work.

Read on!

Kelly Chan
Marketing Manager, Kinore

As the marketing manager at an accounting firm that’s mostly remote, I’ve found that tackling challenges like isolation and disengagement is all about building connections.

One of my favorite moves is scheduling regular virtual check-ins. These aren’t just about going over tasks; I make sure everyone shares a personal win or a funny story. It’s like bringing a little warmth into our screens, and it really helps everyone feel part of the team.

We’ve also started having informal hangouts—think virtual coffee breaks or even game nights. Just the other day, we played a quick trivia game, and it was a blast! It reminded us that we’re not just colleagues but friends too. Plus, I love our “shout-out” channel where we can give props to each other for hard work.

When we brainstorm marketing ideas together, it’s incredible to see everyone’s enthusiasm. By focusing on relationships and open chats, we’ve built a remote culture that feels tight-knit and energized, even from a distance.

Jim Christy
Managing Director, Midwest Cards

At our company, we value flexibility and understand that remote work can pose challenges like isolation and disengagement. Our go-to strategy for overcoming these challenges is fostering a strong sense of community and purpose among our team members.

We ensure regular communication through video calls, not just for work-related meetings but also for casual check-ins. This helps maintain a personal connection.

Additionally, we focus on clear goal-setting and recognize achievements regularly to keep everyone motivated.

The biggest challenge is maintaining that sense of camaraderie, so we invest in virtual team-building activities and encourage feedback to continuously improve our remote work environment.

George Burgess
Serial Entrepreneur, Modern Day Talent

One of the most effective strategies I’ve found is keeping regular, meaningful check-ins.

Since we operate with a fully remote team and hire remote staff for our clients, we’ve learned that daily group check-ins, once or even twice a day, foster a sense of connection and keep everyone engaged.

These sessions help bridge the gap and create a space where the team feels supported and connected, ensuring we stay aligned despite the distance.

Aurelija Gintaliene
COO & Co-founder, Breezit

When we were a fully remote operation, one of the biggest issues we experienced was miscommunication because there were limited in-person interactions. This led to many misunderstandings and a lack of collaboration with other team members.

We overcame this by putting in place daily check-ins and using instant communication tools that allowed us to provide each other with real-time updates about the projects we were working on. As a company helps clients coordinate their events, it is important that all information is correct and relayed on time to prevent issues from occurring.

Another issue that we faced was employees feeling lonely and isolated because of the lack of in-person interaction.

To overcome this issue in particular, we created more virtual social activities like team building sessions or informal catch-ups so that team members can connect with each other and work better with each other.

Jordan Anthony
Registered Dietitian, Ahara

One of our biggest challenges when we switched to remote teams was finding effective ways to evaluate those workers and provide feedback.

What we’ve eventually found works best for them and for us is setting up clear, concrete, specific performance metrics that are based on deliverables rather than intangible factors.

This helps our remote workers to know exactly what’s expected of them and exactly where they stand, even when they can’t be in every meeting.

Joe Bowab
CEO & Founder, Lobster Anywhere

Running a remote or hybrid model of working provides you with an opportunity to emphasize and encourage a healthy work-life balance among your teams, but this isn’t always possible.

It is very easy for the lines between professional and personal time to get blurred. If individuals in your team do not know how to manage their time properly, it can lead to burnout or a lack of productivity.

Team leaders need to promote a healthy work-life balance by encouraging boundaries being set, ensuring employees take breaks and that they log off when not working.

Some of the ways to encourage a work-life balance is through offering flexible hours which makes room for personal commitments and ensuring personal well-being.

Another way to boost employee morale would be through creating a recognition program to highlight achievements by individuals.

Conduct constant performance reviews to work together with employees about their progress which will allow them to feel valued and appreciated.

Brett Bennett
Director of Operations, PURCOR Pest Solutions

I once rehired someone who worked for me previously. This person had worked for me for about a year, but then ended up moving. They didn’t move too far away – just to a new house that made the commute longer than they could justify. Well, once remote work became a solidified way of working for us, that person reached out to me to see if they could have their old job back. Luckily, we actually had an opening at the time! I gladly rehired them. I knew I could trust them to do the job well since they already had, plus the onboarding time was cut down to practically nothing.

Matt Erhard
Managing Partner, Summit Search Group

The challenge: Providing career pathways and growth/advancement opportunities.

A lack of advancement and career development opportunities is one of the most common reasons that job seekers we work with give for leaving a fully remote position. This has been an ongoing challenge for remote workers, and is one that companies often fail to address.

I think it’s tempting to treat remote workers like freelancers or contractors since they work more independently, but the truth is they need to be provided with the same opportunities for promotions, raises, and skill development as in-office workers.

The first solution I’d propose to this is to make sure that managers of remote teams are meeting with their reports regularly one-on-one.

This gives them a chance to talk about the employee’s career aspirations and how they see their future unfolding with your company in an ideal world.

You can also better identify the areas where they have weaknesses, or the skills that they could develop to become even better in their roles. Helping them strengthen in those areas can help them toward their career goals, and they’re more likely to stay on your team if they feel like they’re making forward progress.

Peer mentorship can also be very beneficial for remote workers, especially those who are early in their career.

One option is to use a “workplace buddy” system, where younger workers are paired with more senior colleagues who can give them guidance on ways to further their career, or answer any questions they have about how to position themselves well for potential promotions.

Finally, make sure that you don’t forget about your remote employees when offering things like upskilling, professional development seminars, optional training, or attendance at industry events.

Even if you can’t offer these in a hybrid format, employees who are committed to their career growth will often be willing to travel into the office, or travel to events like conferences, even though they normally work from home.

The bottom line is that you’ll be more likely to hang on to your top remote employees if they get the same opportunities to grow with your organization as someone who works in the office.

Soumya Mahapatra
CEO, Essenvia

One of the things I always try to make clear to my remote employees is that we have no one-size-fits-all policy for working hours or communication style. Our goal is to develop a schedule that works for them and still meets our business goals. By making these things a negotiation instead of an imposition, I can enable my employees to live their lives and work when and how they do so most effectively.

Clarke Duncan
Founder, OutsourcingStaff

In a fully remote team, the biggest challenge we face is combating feelings of isolation and disengagement. To address this, our go-to strategy involves fostering a strong sense of community and regular communication.

Regular Check-Ins: We have frequent one-on-one meetings and team check-ins to ensure everyone feels connected and heard. This helps in maintaining a personal touch even in a virtual environment.

Virtual Social Events: Scheduled virtual events such as game nights, coffee chats, and team-building activities play a crucial role in breaking the monotony and building camaraderie among team members.

Transparent Communication: Keeping the team informed about company goals, challenges, and achievements through regular updates fosters a sense of inclusion and purpose.

Mental Health Support: We provide resources and support for mental health, encouraging employees to take breaks and prioritize their well-being.

Professional Development: Offering opportunities for continuous learning and growth helps in keeping the team motivated and invested in their roles.

By implementing these strategies, we have noticed significant improvements in employee satisfaction and retention. The key is to create an environment where team members feel valued and connected, despite the physical distance.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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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Boomerang Employees: Leaders Share Inspiring and Insightful Stories – Part 2

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories - Part 2

Ray Lauzums
Owner, Poggers

I returned to a previous employer after leaving due to burnout and a lack of growth opportunities. At the time, I felt stagnant and needed to explore other avenues to challenge myself.

However, after gaining new skills and a fresh perspective in a different company, I realized the value of the culture and mentorship I had at my old workplace.

When a leadership role opened up, I returned because I saw an opportunity to contribute in a more meaningful way.

The experience has been positive—I now feel more empowered, appreciated, and am thriving in my career.

Aji Abraham
CEO, Code Ventures

I’ve personally experienced returning to a former employer early in my career. When I left at first, it was because I wanted to seek out new challenges regarding entrepreneurship, as I saw the value of working on my own ideas and taking on responsibility. Still, I went back after two years because I saw how important it is to be in an empowering environment and work with great teams that helped me grow even faster.

This was a positive change—It was like being the same person, only that I had a new set of knowledge and skills, hence better productivity. There must also be organizational culture in which an individual grows within the whole working life of the individual or career life of that person.

Richie Bevan
Author & Blogger

Ultimately what determines your experience when returning to a previous employer is your attitude and approach.

When returning to a previous employer you have to appreciate whilst you have been elsewhere, things will not have stood still. Former colleagues may have moved on, people will have been promoted, and the company culture and objectives may have changed too. All of these means whilst there are some familiarities to before, you must treat it like it’s a new job. You need to listen out for what’s different and build/re-establish all your relationships.

I’ve returned to previous employers twice, the first time was a disaster, I acted as if I’d never been away, and underplayed how much people had changed. The second time it was much better, I acted like it was my first day ever at that company.

Megan Shi
OrangePoint Design

I left my full-time job during the pandemic due to burnout.

After two years, I returned as a contractor and found the experience to be largely positive. The break allowed me to gather essential tools for creating a better work-life balance. I became more grateful for my job and gained clarity on what I enjoyed—the work itself—versus what I didn’t like, such as the long hours. I discovered that contracting was a better fit for my lifestyle.

Additionally, I found a passion for lifelong hobbies that help ground me and provide balance during overwhelming work periods. This experience has positively reshaped my perspective on work and fulfillment.

Alex L.
Founder, StudyX

A friend of mine had been with a company for two years, contributing significantly to its success. However, due to personal health concerns, she decided to resign and take a break to travel and recuperate.

After three months of rejuvenation, the company’s CEO, who was undergoing an industry boom and expanding the team, reached out with an offer to rejoin.

The company’s sincere gesture and the friend’s recognition of the company’s potential swayed her. The decision to return was also driven by the alignment of her career goals with the company’s growth trajectory. With a renewed sense of purpose and vigor, she accepted the offer and returned to the company.

Julia Lozanov
Chief Editor, Verpex

I observed a coworker return to Verpex after a two-year absence. She initially quit owing to burnout and a desire to take on new tasks. She wanted more responsibility and prospects for advancement, which we couldn’t offer at the time.

However, after acquiring significant experience elsewhere, she realized that Verpex’s culture and principles were more in line with her aspirations. She missed our collaborative environment and valued the flexibility we provided.

Upon her return, she mentioned our company’s evolution, new initiatives, and expanded professional development opportunities as major draws. Her return brought new perspectives and experience, which benefited our team.

We’ve since created more flexible growth paths and health efforts to avoid similar exits. Her boomerang experience highlights the need of responding to changing employee needs while keeping solid relationships.

Brett Bennett
Director of Operations, PURCOR Pest Solutions

I once rehired someone who worked for me previously. This person had worked for me for about a year, but then ended up moving. They didn’t move too far away – just to a new house that made the commute longer than they could justify. Well, once remote work became a solidified way of working for us, that person reached out to me to see if they could have their old job back. Luckily, we actually had an opening at the time! I gladly rehired them. I knew I could trust them to do the job well since they already had, plus the onboarding time was cut down to practically nothing.

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

Connected Post:
Boomerang Employees: Leaders Share Interesting Stories and Insights – Part 1

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

Boomerang Employees: Leaders Share Inspiring and Insightful Stories – Part 1

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Boomerang Employees: Leaders Share Inspiring and Insightful Stories - Part 1

Ben McInerney
Certified Arborist & Founder, GoTreeQuotes

Meet Sarah, a brilliant arborist who started her career with us as a fresh-faced graduate. Her passion for trees was as evident as the rings in an old oak. For three years, she flourished, climbing the ranks as swiftly as she scaled trees. But like a seedling seeking sunlight, Sarah felt the pull to explore new horizons.

With a heavy heart, I watched her leave to join a larger corporation. It was like losing a prized branch, but I knew her growth was inevitable. Sarah’s departure left a gap in our team, much like a fallen tree in a forest canopy.

Two years passed, seasons changed, and our paths crossed again at an industry conference. Sarah’s eyes lit up as she spoke about her time away, but I sensed a longing in her voice. She missed the close-knit team, the hands-on approach, and the direct impact she had on people’s lives at GoTreeQuotes.

When I offered Sarah a chance to return, not just as an employee but as our Head of Arboricultural Education, she jumped at the opportunity like a squirrel to a bird feeder. Her experience at the larger firm had given her new perspectives, which she now eagerly applied to nurture our growing team.

Sarah’s return was like witnessing the rebirth of a forest after a fire. She brought fresh ideas, reinvigorated our training programs, and helped us branch out into new areas of tree care education. Her journey had come full circle, and like a tree with deep roots, she stood stronger than ever.

This experience taught us the value of maintaining connections and fostering an environment where people can grow, leave, and return enriched. It’s a testament to the nurturing culture we’ve cultivated at GoTreeQuotes, where every team member can put down roots and reach for the sky.

Jonathan Velarde
Co-founder, ParkingPros

As the co-founder of Parking Pros, I’ve had employees return after finding opportunities elsewhere. One of our top attendants, Clay, left for a few months to pursue a new career path but ended up missing the work environment and camaraderie of our team.

He reached out and asked if he could return, and I welcomed him back immediately.
In Clay’s case, the decision to leave was due to wanting a change of pace and more consistent hours. However, he found his new role lacked the level of activity and social interaction he had become accustomed to in his position with us. His reason for returning was simple – he missed the work, team, and flexibility that Parking Pros provided.

For us, having a top employee return was ideal. Clay needed no retraining, and his skills and experience were an asset. The short time away gave him a new appreciation for the company and role. Allowing strong employees to return after a brief departure can benefit both parties. In Clay’s case, and with the right person, it has been a very good experience for our company.

Liam Wilson
Editor in Chief, Lottery ‘n Go

We had this whiz kid from India working for us just as a contractor when we first started out and she was super smart especially when it came to analytics and making sense of all our data on lottery odds.

But you know how it goes, the allure of a permanent gig with all the trimmings such as health insurance, and paid vacation is like catnip for contractors, especially if you have a lot of family commitments so off she went to the corporate world, leaving us behind to struggle on without her.

Fast forward to the beginning of this year, and what do you know, an email pops up in my inbox, and it’s her, asking if we’ve got any work going. Turns out, working for the big guns didn’t suit her vibe and she said she felt like she was in a fishbowl, with every move monitored and scrutinized.

So, we brought her back on board, this time as a full-timer now that we’re much more established and it’s been like she never left.

It just goes to show that sometimes the grass isn’t greener on the other side and it’s a reminder that freedom and flexibility can be worth more than all the corporate perks in the world.

Karan Tiwari
Business Analyst, FlexiPCB

A few years ago, I decided to quit a job I was doing with a leading marketing firm; I had spent three fulfilling years with it.

Actually, the reason I quit the job was my desire to explore new horizons and plunge into the up-and-coming world of digital entrepreneurship. The urge inside me developed to build something from scratch, to be my own boss, and I felt that it was the correct stage of my career where I could take such a bold step.

Routine at the firm had started getting monotonous, and though enjoying a very friendly relationship with colleagues and superiors alike, I wanted to have a change in monotony-a new challenge that could rejuvenate my professional life.

However, two years of doing my own business made me reconsider my first decision. Indeed, entrepreneurship taught me valuable lessons in resilience and innovation, yet with it came a continuous feeling of uncertainty and financial instability.

A chance meeting with a long-forgotten colleague introduced me to the significant changes within the firm: new management introducing progressive policies in fostering creativity and work-life balance. A development like that piqued my interest, and it seemed very well-suited for the very problems that had driven me away in the first place.

Returning felt a little like a coming home, but this time to an environment much more conducive to personal and professional growth.

David Weisselberger
Founding Partner, Erase The Case

A former colleague returned to our legal firm after pursuing other options.

Initially, they sought greater responsibilities and new tasks. However, they quickly concluded that our company’s objective and culture better matched their ideals.

Their return provided new perspectives and increased expertise for our staff. During their absence, we had built new processes and technologies that would allow them to get started right away. To guarantee a smooth transfer, we offered a customized re-onboarding program.

This reunion highlighted the significance of keeping ties and reacting to employees’ changing requirements. By embracing their development and desires, we strengthened our team and increased client results.

This event underlined the importance of developing talent and creating a friendly workplace atmosphere.

Daniel Meursing
CEO & Founder, Premier Staff

Returning to a former employer can offer familiarity, but also comes with unique challenges. As the CEO of Premier Staff, an event staffing company that values innovation and empowering our team, I believe the key is to return with a plan to drive positive change.

For example, we recently had a star employee return after exploring an opportunity at a major tech company. Rather than picking up where they left off, we collaborated on a vision for how they could leverage their new experiences to level up our training and development programs. By giving them ownership of this initiative and tying it to clear performance incentives, we were able to channel their talents into making Premier Staff even stronger. It’s been a huge win.

The other critical piece is openly addressing past issues. If an employee left due to workplace concerns, those need to be tackled head-on before welcoming them back. Ignoring elephants in the room helps no one. Leaders have to be willing to acknowledge mistakes, make amends, and commit to doing better.

Ultimately, I believe ‘boomerang employees’ can be an asset with the right approach. Set shared expectations, tailor their role to new strengths, and create space for honest dialogue. Get that right and it’s an opportunity to not just retain talent, but expand your capabilities as a team. That’s how you turn a returning employee into a returning champion.

Eric Neuner
Founder, NuShoe Inc

As the founder of NuShoe, I have experience with employees returning after some time away. A few years ago, one of our top craftsmen decided to try his hand at retail sales. After 6 months, he asked to return to his old position.

I welcomed him back immediately. His skills were invaluable, and in a specialized field like high-end shoe repair, talent is hard to find. The time away gave him a new appreciation for the craft, and his work was better than ever. For the company, it meant retaining an employee we had invested heavily in training.

The key was maintaining a good relationship even after he left. We stayed in touch, so I knew the new job wasn’t the right fit. When he was ready to come back, there were no hard feelings on either side. My advice for anyone in a similar position is to keep doors open. Stay on good terms with former employers and employees. You never know when an opportunity may arise to work together again.

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

Connected Post:
Boomerang Employees: Leaders Share Interesting Stories and Insights – Part 2

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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Hiring a Fractional CMO: 11 Leaders Share Insights

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Hiring a Fractional CMO: 11 Leaders Share Insights

The HR Spotlight team reached out to industry leaders and experts for their take on hiring a Fractional CMO. We enquired if they were in on the idea or against it and asked them to elaborate on the elements that influenced their decision as well as the pros and cons on the ground. Here, we share with you some of the most revealing insights. Read on!

Celeste Levitt
Project Manager, ECA Partners

At ECA Partners, we’ve seen firsthand the positive impact that hiring a fractional CMO can have on a company’s overall marketing strategy and long-term growth.

Hiring part-time C-suite talent in general is an economical solution for companies navigating rapid change, managing major projects, or filling a leadership gap. But cost-efficiency is far from the most persuasive reason to hire a fractional CMO.

Instead, companies should consider how these executives offer a unique blend of agility and specific expertise that can be tailored to their particular needs and challenges in the moment.

Companies can opt to hire fractional CMOs not solely for their general experience, but for their specialized knowledge, niche industry connections, and expertise in field-specific data analytics.

This hiring strategy can therefore allow marketing teams to maximize the potential benefits of a CMO.

Jim Kreinbrink
CEO, Hyper Dog Media

As the president of an SEO agency, I understand the value of a fractional CMO, especially for businesses operating on a tight budget or in their growth phase. Hiring a fractional CMO provides the benefit of gaining high-level expertise without the long-term commitment or cost of a full-time executive.

However, the primary drawback rests in their lesser involvement in daily operations compared to an in-house CMO. This means a potential lack of understanding of the company’s vision, culture, and team dynamics. I believe the decision to hire a fractional CMO needs to be influenced by company size, business growth phase, and most significantly, the specific marketing needs of the business.

Anna Parvatova
Brand Manager and Creative Director, SNS Nails

I can see how a fractional CMO can be valuable in specific cases. In particular, it would make so much sense in a startup that’s starting to dip its toes into scaling and expansion but doesn’t have the resources yet to hyper-specialize. A fractional CMO can fill in the void left by a non-existent marketing team to make sure the organization’s marketing goals are strategized and delivered.

However, I don’t think of a fractional CMO as a permanent solution. Eventually, the organization will have to think of building its internal marketing team that’s fully committed to the organization’s goals and voice. Any company that gets stuck with a fractional CMO for an indefinite time is either not growing or getting itself stuck in a bottleneck.

That doesn’t take away from the immense value that a CMO brings to the table, however. As is the case with the fractional CFO, a fractional CMO allows an organization to leverage industry-leading expertise for a fraction of the cost of hiring an internal team.

Ryan Keiffer
CEO, Track 2 Consulting

Most smaller companies (less than $20M) and non-profits of all sizes don’t have the budget to hire a full time CMO. But they’re at a distinct disadvantage to larger competitors if they have no C-level marketing insight to guide them. A fractional CMO engagement gives them that critical strategic leadership, whether the need is for 10% or 75% of a full time CMO.

Our Fractional CMO clients get tremendous value from our work leading their strategy, optimizing their marketing staff and vendors, avoiding costly missteps, and maintaining focus and energy on the bigger picture: purpose, effectiveness and results.

And, as a Fractional CMO, our clients can trust that we are focused purely on their best interests because we have no interest in encouraging them to spend more money on marketing. We receive no financial incentives or kickbacks from any vendors or other marketing expenditures.

Joy Bian
Sales and Marketing Manager, RELYIR

As the Marketing Manager for a globally recognized artificial grass manufacturer, I see the potential value in hiring a Fractional CMO. The strongest influence on this perspective is the potential for obtaining high-level guidance and expertise without the full-time investment.

For instance, in the dynamic and competitive artificial turf market, having a Fractional CMO ensures we benefit from top-tier marketing strategies and innovation, while also maintaining financial prudence. Plus, it holds the possibility of bringing an external view into existing processes, which can prove beneficial in identifying improvement areas or untapped opportunities.

Therefore, in scenarios where the company is expanding or transitioning, this hire could provide key strategic insights with the flexibility to scale back when necessary.

Lens Watson
Public Relations Manager, ELEHEAR

The idea of hiring a fractional CMO can be highly beneficial for businesses like ours at ELEHEAR, where innovation drives us. When we deal with niche technology like hearing aids, the need for specialized marketing insight is paramount.

A fractional CMO brings diverse industry experiences to the table, contributing to a fresh perspective that helps in strategizing our marketing efforts. They offer tailored advice, focusing exclusively on areas that need improvement. That being said, businesses need to be ready for a high degree of adaptability that this position demands, due to its very nature of offering fractional time and attention.

Saugat Adhikari
Co-Founder, Magical Nepal

Drawing from my digital marketing background, I’d assert that hiring a Fractional CMO can be an excellent strategy depending on a company’s needs.

The most significant advantage is the wealth of experience brought to the table. Fractional CMOs often come with years of diverse experience across industries, enabling them to develop and execute versatile strategies effectively. They provide startups and SMEs access to top-tier marketing expertise that may be financially unviable to maintain full-time.

Conversely, the critical drawback is the lack of full-time availability. This limited engagement may result in less commitment and fewer contributions to the culture and inner workings of the organization.

Therefore, whether or not a Fractional CMO is a good fit largely depends on the specific needs, budget, and long-term goals of the company.

Greta Maiocchi
Head of Marketing & Admissions, OPIT

As the Head of Marketing and Recruitment at OPIT, I see significant advantages in hiring a Fractional CMO, especially for start-ups and mid-sized companies.

The most compelling point in favor is access to top-tier marketing expertise at a fraction of the cost. A fractional CMO can bring industry insights, strategic direction, and a vast network without the full-time commitment. This means companies benefit from the strategist’s knowledge and experience, which can efficiently drive marketing efforts and facilitate growth.

However, it’s important to ensure the CMO understands the company’s vision and culture, as alignment here is crucial for success.

So, while the cost efficiency is a major pro, the potential lack of cultural understanding could be a con to consider.

Sarah Mitchell
Marketing Director, Relyir

From my perspective, one key factor shaping my view is the access to high-level expertise that may otherwise be financially strenuous for small to mid-sized businesses.

By hiring a Fractional CMO, companies can tap into a wealth of knowledge and experience to implement strategic marketing goals without having to bear the full-time executive salary.

However, the potential downside could be a lack of deep understanding of the company’s unique culture and objectives because of their divided attention between multiple clients.

It’s essentially a balancing act between acquiring top-tier expertise and maintaining an in-depth understanding of your business.

Peter Lewis
CEO, Strategic Pete

One thing they often appreciate is the ability to get high-level marketing expertise right when they need it, without the full-time commitment.

For example, a client of mine needed to overhaul their go-to-market strategy for a product launch but didn’t have the budget or need for a full-time CMO. We worked together for six months, nailed the launch, and then they scaled back once they were on solid ground.

On the flip side, a potential downside is ensuring everyone’s on the same page. If the company’s goals aren’t crystal clear, or if the team’s not aligned, it can create some disconnect.

I’ve seen this happen when the objectives aren’t well-defined—suddenly, you’re not sure if you’re rowing in the same direction. That’s why upfront clarity and regular check-ins are non-negotiable.

David Sides
PR Marketing, Gori Law Firm

In my experience, the strongest pro for hiring a Fractional CMO is the access to high-level marketing expertise without the full-time cost. As a law firm, we need sophisticated marketing strategies, but we don’t always need (or can’t always afford) a full-time CMO. A Fractional CMO brings a wealth of experience from various industries, which can lead to fresh, innovative ideas for our firm’s marketing.

They can help us stay current with digital marketing trends and provide strategic guidance on our overall marketing approach. This is especially valuable in the competitive legal field where standing out is challenging. We’ve found that a Fractional CMO can give us the strategic oversight we need while allowing our in-house team to handle day-to-day execution.

However, it’s important to find someone who can truly understand the unique aspects of legal marketing and our firm’s specific needs. The right Fractional CMO can significantly boost a law firm’s marketing efforts, providing expert guidance without the need to hire a full-time executive.

This approach offers flexibility and specialized knowledge that can really make a difference in how we reach and engage potential clients.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing their 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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6 HR Best Practices to Cater to the Global Workforce

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Matthew Ramirez HR Spotlight
Natalia Brzezinska, Marketing & Outreach Manager, PhotoAiD
Piotrek Sosnowski - Terkel HR Spotlight
Grace He - HR Spotlight

6 HR Best Practices to Cater to the Global Workforce

The global workforce of the day has brought to organizations a long list of unique advantages, and a set of unique challenges too.
How are HR teams preparing themselves to cater to the global workforce? Are they applying the same rules they’ve always relied on? Or are there revolutionary changes taking place that we need to know more about?
We asked leaders if they could give us an overview, and here we are with a quick list of HR best practices to cater to the global workforce.
From effective brand communication to sharing staff culture, here are some great answers to the question, “You must follow a unique list of best practices when catering to a global workforce. Which are your best recommendations?”
  • Translate Your Brand Effectively
  • Be Flexible With Policy
  • Prioritize Diversity and Inclusion
  • Avoid Culture-Specific Language
  • Keep Recognition in Mind
  • Invest in Staff Cultural Education

Global Workforce Challenges HR Spotlight

Translate Your Brand Effectively

When you are trying to cater to a global audience, you need to translate your brand effectively. This means knowing the cultural nuances of your target markets and communicating your brand identity in a way that resonates with them.

Matthew Ramirez HR Spotlight

When you are trying to cater to a global audience, you need to translate your brand effectively. This means knowing the cultural nuances of your target markets and communicating your brand identity in a way that resonates with them.

Matthew Ramirez, CEO, Rephrasely

It also means knowing how to adapt your brand identity to different mediums. For example, your website may need to look different in China than it does in the United States, and your social media posts will need to look different in both countries as well. Getting the details right will help you reach a wider audience and grow your brand in new markets.

Matthew Ramirez, CEO, Rephrasely

Be Flexible With Policy

When you’re catering to a global workforce that’s multinational and culturally diverse, you need to come to terms with the simple truth that people can differ greatly from one another. Rules that work within one culture might not work at all in another, and vice versa. You need to be flexible with your policies and adapt well to the working realities of different cultures and the rules that define them.

Natalia Brzezinska, Marketing & Outreach Manager, UK Passport Photo

Prioritize Diversity and Inclusion

This is important for catering to a global workforce because it helps create a work environment that is welcoming and respectful of all employees, regardless of their background or identity.

We need to consider that global teams are often made up of employees from a variety of different cultures and countries, each with their own unique experiences, perspectives, and needs. We have to cater to such a diverse group to increase employee satisfaction and productivity.

Piotrek Sosnowski - Terkel HR Spotlight

When you are trying to cater to a global audience, you need to translate your brand effectively. This means knowing the cultural nuances of your target markets and communicating your brand identity in a way that resonates with them.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

In addition, prioritizing diversity and inclusion can also help companies better serve their customers and clients by being better equipped to understand and meet the needs of a diverse customer base. It can also help companies build a positive reputation in the community and attract top talent.

Overall, prioritizing diversity and inclusion can lead to a range of positive outcomes for the company and its employees, and is overall a highly ethical stance.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

Avoid Culture-Specific Language

As a leader in a global workforce and a transplant worker myself, I understand the importance of avoiding colloquialisms in company communications.

Grace He - HR Spotlight

In a remote setting, it can be difficult for multicultural coworkers to feel connected and included. By avoiding colloquialisms, I strive to create an environment where everyone feels comfortable and respected.

Grace He, People & Culture Director, Teambuilding.Com

In a remote setting, it can be difficult for multicultural coworkers to feel connected and included. By avoiding colloquialisms, I strive to create an environment where everyone feels comfortable and respected. I want to ensure that our company’s communications are clear and accessible to all, regardless of background or culture.

I believe that by taking this extra step, we can create a more inclusive and welcoming environment for all of our coworkers.

Grace He, People & Culture Director, Teambuilding.Com

Keep Recognition in Mind

Peer-to-peer recognition makes a vast difference in engaging employees. Recognition helps people find purpose and motivation. This can be delivered through a formal recognition platform, but we can also do recognition by highlighting what a person did in an email or team meeting.

Tony Deblauwe, VP, Human Resources, Celigo

Invest in Staff Cultural Education

Investing in staff integration programs is one of the greatest challenges for a globalized workforce. Keeping staff from feeling isolated is essential, even in a remote workforce, as people can risk feeling as if their specific local needs are not being considered in company growth.

Kristina Ramos - Terkel HR Spotlight

Investing in the opportunity for staff to experience how a co-worker lives in his/her city or country can help to breed team solidarity and communication, which furthers innovation and productivity.

Kristina Ramos, Reverse Recruiter, Find My Profession

Investing in the opportunity for staff to experience how a co-worker lives in his/her city or country can help to breed team solidarity and communication, which furthers innovation and productivity.

Kristina Ramos, Reverse Recruiter, Find My Profession

Undoubtedly, each of these best practices play a crucial role in welcoming a global workforce and helping your organization dip into the unique set of advantages they bring with them.

More importantly, it also helps these employees feel at home in an organizational setup they’re probably experiencing for the first time in their career.

Do you have a best practice or tip you think will provide added direction to an HR team handling a global workforce? Or is there another insight 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.

Connecting Workforce Development to Leverage Empowerment in 2023

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Connecting Workforce Development to Leverage Empowerment in 2023

With a new year upon us all it’s always a great time to evaluate the success of your workforce development programs in your organization.
These last 3 years since 2020 have seen such a focus on diversity, equity, inclusion, or DEI programming from organizations of all sizes and structures. Our society has called it many things during this time frame including D&I, DEI, IDEA, JEDI and many more. Before this time frame we also called this programming many more things like Affirmative Action, EEO programs, ADA programs and so much more.
The inherent goal has always been the same to bring education, awareness, equity, and justice to all. Our workforce will always be changing and evolving just like the name of our workforce development programs we use to shape culture for the organization.
This is exactly why the work that I do in the leadership development space focuses on empowering all our differences as a shared commonality between people.

HR Spotlight - Polina Kovaleva

Empowerment Beyond Marketing

Empowerment has been recently seen and used as a tagline or marketing ploy, especially in a recruiting manor for more employees or customers.

It is important to be sure you and your organization foundationally understand that there need to be 3 things involved for empowerment to be present in a moment and that is Authority, Power, and People.

A corporation or organization is not part of that equation based on the definition of empowerment which is the authority and power connected to people.

Authority is centered around how people feel empowered and the confidence that they have but also all the way that they care for themselves. Authority-driven items usually produce that boss-like mentality you get from being empowered. It can be very emotionally driven, and it is usually hard to track an honest answer.

See your nearest supervisor feedback review scores that paint a different opinion than the turnover rate is telling you. How does it make you feel to provide the rideshare car driver with a 5-star rating?

That process is all tied to the authority portion of empowerment. All things in this world either raise or lower someone’s authority of empowerment. The emotional side of empowerment can often have different answers to the same exact question because it is based on people’s perceptions.

On the other side of these parts of empowerment is the power side, and that portion is where all the data and numbers live.

Do you have a take on why an HR team is important, even if it’s a one-person team? Or is there another insight you’d like to share with readers across the globe?

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

Power in Empowerment

Power in empowerment is where people usually get caught up in trying to acquire these intrinsic items. The tangible measured items like money and all its derivatives, functional power like energy, and the most powerful of all the power items, which is time, are some examples.

Most of the power items can be captured, grown, and invested, except time which is only exactly what you get but also how much time you devote to something and collectively as an organization how many resources you use to impact change or produce a profit margin.

Tracking the impact of these power items in your leadership and workforce development programs should be inherently easy because they all involve some sort of measurable number tied to each of them.

Often organizations are the only ones attempting to track these items and the successes of the DEI program. They are looking to provide an impactful number of promotions or pay equity of the organization among other metrics.

Where we can create more change for 2023 through our people is by helping them better understand how to measure and track their own empowerment this year. And that is why people are the final part of empowerment and they must be involved to connect your program to empowerment.

People in Empowerment

People will always play a critical role even with machine learning and artificial intelligence. They are all a part of your workforce, and all can be collectively working together to track the impact that they each make this year.

To track authority accurately in 2023 you are going to have to teach your employees more about empowerment by connecting it to your leadership and workforce development programming. By measuring the authority each person has within themselves will help your employees develop by understanding how they feel about their own commitment to your organization.

Then remember the power items can be easily tracked since they all contain a measurable component to them, but the key element is teaching your people to also track their power items as well which they contribute to the organization.

If your people are truly empowered in 2023, then they should be able to provide their empowerment report at the end of the year. This report can showcase all of their successes personally but also how they connected to other people through authority, as well as the power numbers of their business results.

DEI programs are only successful when they ultimately tie back to business and if your people are empowered then they should be able to communicate exactly why they are instead of it just being a blanket statement.

Development that Aligns with the Empowerment Shift

Having served for 6 years as the VP of DEI for 60,000 people at PNC Bank I saw how empowerment moved and was received through DEI and community driven programming. This is what led me to finish my research on empowerment and create a world class leadership development organization.

I get the pleasure of helping great organizations become better by connecting my research on empowerment of people as well as measuring how empowered your people are across the differences that we have as humans.

Remember that empowerment is felt differently across all our top differences so our groundbreaking empowering differences assessment helps to provide data surrounding which differences need the most empowerment in your organization as well as providing recommendations on which leadership actions people can do to drive more empowerment faster.

For 2023 you can create a leadership development for your entire workforce based on each person’s intersectionality and that can help truly empower all differences.

 

Ashley T. Brundage HR Spotlight

All About Our Guest

More about Ashley

She transformed from homelessness and being an out woman of transgender experience to gain a job as a part time bank teller in 2010, then became the national vice president of Diversity Equity and Inclusion at PNC Bank in 4.5 years. After being featured in several media outlets she left her job running DEI and publishing an award winning empowerment and leadership book/program. Now she runs her own transformational leadership development organization traveling the world sharing her insights while also serving for several nonprofit organizations and sharing her research on how to drive empowerment faster though all of our differences we have as humans.

About Empowering Differences

International award winning leadership and empowerment expert Ashley T Brundage shares her insight into numerous especially tracking DEI efforts through what she calls Empowering Actions with the APP of Empowerment. Her leadership development program teaches people how to track the DEIB work they do for organizations by measuring the authority driven items through human capital surveys as well as tracking the power driven items through their natural measurement and tracked nature since they are all easily accountable. The power items are like actual power, monetary instruments, and time as 3 common examples. The authority driven items are more people centric placed surrounding feelings like confidence, learned skills, and wellness. Her program focuses this tracking effort as the APP of empowerment deeply rooted in the foundational definition of empowerment which is authority and power connected to people. She also professionally advises several other corporation and meeting organizations on inclusive practices for meetings to address LGBTQ+, Disabled, and other marginalized communities to make access to programs more equitable for all.

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