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

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

– Ray Grady

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

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

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

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

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

Agentic AI Will Take the Enterprise by Storm

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

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

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

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

Influencers Will be the Fastest Growing Category of Freelance Talent

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Economic Uncertainty and Challenges

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

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

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

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

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

About the Author

Ray Grady is the CEO of Worksuite.

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

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

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

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

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

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

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Setting Up for Success: Critical Onboarding Steps

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Setting Up for Success: Critical Onboarding Steps

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

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

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

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

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

Read on!

Robert Hourie
Director, Elwood Roberts Ltd.

Robert Hourie – Elwood Roberts Ltd.

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

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

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

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

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

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

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

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

Tejashri Anto
Principal Designer & Consultant, Anthem Lumiere

Tejashri Anto – Anthem Lumiere

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

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

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

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

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

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

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

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

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

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

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

Farhan Siraj
CEO, OSHA Outreach Course

Farhan Siraj – OSHA Outreach Course

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

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

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

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

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

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

Edward Hones
Founder, Hones Law

Edward Hones – Hones Law

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

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

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

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

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

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

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

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

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

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

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

Matt Cholerton
Founder, Hito Labs

Matt Cholerton – Hito Labs

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

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

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

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

Give them company schwag and check-in often!

Naomi Clarke
Head of HR & Chief Diversity Officer, Flingster

Naomi Clarke – Flingster

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

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

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

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

Oliver Morrisey
Owner and Director,  Empower Wills & Estate Lawyers

Oliver Morrisey – Empower Wills & Estate Lawyers

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

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

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

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

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

Aneesh Alidina
Coach & Founder , CoachVista

Aneesh Alidina – CoachVista

Forget the stuffy handbook; human connection is key. 

Our HR team prioritizes three crucial actions for seamless onboarding: 

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

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

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

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

Harrison Tang
CEO & Co-founder, Spokeo

Harrison Tang – Spokeo

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

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

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

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

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

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

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

Diogo Silva
Expert, Neobanks

Diogo Silva – Neobanks

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

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

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

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

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

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

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

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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.

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

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

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

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

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

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

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

Read on!

Steven Rodemer
Owner and Attorney at Rodemer & Kane

Behind Every Case is a Real Person

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

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

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

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

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

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

Terry Bourgeois
Founder, Empire State Ride to End Cancer

No Matter What the Assignment, Be Professional

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

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

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

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

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

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

Be Good. Be Brief. Be Gone.

Be good. Be brief. Be gone.

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

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

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

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

Chris Adamson
President, The Adamson Group

Build Relationships While Establishing Boundaries

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

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

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

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

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

Ana Colak-Fustin
Founder, ByRecruiters

Proactive Updates Before Anyone Needs to Ask

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

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

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

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

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

Paige Arnof-Fenn
Founder & CEO, Mavens & Moguls

Be Curious, Show Respect, and Listen

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

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

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

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

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

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

Kevin Bryan
Director of Customer Experience, Alloy

Empathy and Active Listening

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

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

That encounter left a lasting impression on me.

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

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

This approach fosters remarkable clarity and connection.

Kelly Roach
Founder & CEO,  Kelly Roach International

Give Your Best and Aim to Extract Highest Value

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

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

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

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

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

Will Adams
President, Tarkenton Companies

The 10 Commandments!

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

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

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

The biggest lesson? 

Accountability and clarity are the foundation of success. 

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

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

Simple steps, done consistently, make all the difference.

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

10 Steps to Accountability: 

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

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

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

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

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

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

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

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

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

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

Right Person, Right Place, and Right Time

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

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

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

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

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

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

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

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

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

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

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

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

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

Harini Balachandar
Founder, Nexus Diaries

Take Absolute Responsibility for Choices

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

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

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

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

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

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

20+ years, I have no regrets. 

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

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

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

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

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

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

Laura Hamill, PhD.

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

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

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

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

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

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

This lack of awareness happens on two levels.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Changing culture requires power.

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

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

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

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

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

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

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

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

He replied that nobody should be moonlighting.

The room went quiet.

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

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

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

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

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

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

For those leaders, here are my recommendations:

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

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

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

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

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

– Develop skillsets related to creating psychological safety.

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

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

About the Author

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

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

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

Learn more: parisphoenixgroup.com

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

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

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HR and Mental Health: Safety and Support at the Workplace

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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.

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