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Why Post Fake Jobs? Ghost Job Motives That Will Surprise You

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Why Post Fake Jobs? Ghost Job Motives That Will Surprise You

Job hunting has always had its frustrations, but a new, more deceptive trend is making the process even harder: the “ghost job.”

These are listings that look perfectly real but are posted without any genuine intent to hire.

While many assume companies are just building a talent pipeline, the real story is far more complex and, at times, ethically questionable.

The motivations for posting ghost jobs run deep, from strategic maneuvers like benchmarking salaries to internal tactics aimed at pressuring employees.

This HR Spotlight article gathers candid insights from a panel of business leaders and HR professionals.

It pulls back the curtain on the unspoken reasons organizations use this practice and examines the significant risks these tactics pose to a company’s brand reputation and the crucial trust of potential candidates.

Read on!

Philip Ruffini
Co-Founder, Hire Overseas

A Strategic Market Research Tool

Beyond the usual reasons like building a talent pipeline or keeping up appearances, there are some less-discussed drivers behind “ghost jobs.”

In some cases, companies post roles to benchmark salaries and skills in the market, using applicant data to inform future hiring decisions without the immediate intent to hire.

Others do it to appease internal stakeholders—for example, showing a department they’re “addressing” workload concerns, even if there’s no budget approval yet.

Another uncommon reason is testing employer brand visibility—using postings to see how attractive their job descriptions are, how many applications they draw, and which channels perform best.

While these reasons can be strategic, they risk damaging trust with candidates if transparency isn’t maintained, making it a short-term tactic with long-term reputation costs.

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

Testing the Current Talent Pool

In my experience running Achilles Roofing and Exterior, one uncommon but real reason some hiring managers post “ghost jobs” is to test the current talent pool without actually being ready to hire.

I’ve seen it especially in construction and trades. Sometimes you’re on the fence—you’ve got a couple of big jobs possibly closing, and you’re not sure if you’re going to need more guys on the crew next month. So, what do you do? You put out a job post just to see what kind of skills are floating around out there.

Another reason—and it might ruffle some feathers—is to send a message internally.

Sometimes the team’s performance is slipping, morale is low, or one guy thinks he’s untouchable. Management drops a job post not because they want to replace anyone yet, but to let folks know, “Hey, you’re not irreplaceable.” It’s a pressure tactic. Not the cleanest move, but I’ve seen it done in construction circles.

And let’s be honest—some posts are to make it look like the business is booming. It keeps up the appearance of growth. For some, especially those trying to get funding or close a big client deal, the image of “we’re expanding” matters more than the actual hire.

At Achilles Roofing, I don’t play that game. If I post a job, it’s because I’ve got real work lined up and I need real people to get it done. Wasting someone’s time when they’re out there trying to feed their family? That’s not how we do business.

Oliver Morrisey
Founder, Empower Wills & Estate Lawyers

Strategic, Legal Purposes

I have often seen postings that are utilized to create a defense in future employment disputes. The Australian unfair dismissal law applied that a business purporting to provide genuine redundancy would have to show genuine efforts to redeploy. The story can then be supported with a 90-day stream of ads, which can save more than 15 thousand dollars in settlement and legal costs on a single claim.

Moreover, I also see advertisements that are put out to meet the labor market testing requirements on visas even though an internal hire is known. Some groups will release during due diligence as a growth signal to shift valuation by 5 to 10 percent. Others will use them to map competitors’ talent pipelines and find two or three target salaries of approximately $120,000 without blowing the game.

Mircea Dima
CEO, CTO, Founder & Software Engineer, AlgoCademy

Stress Testing and Systems Checks

One thing I have witnessed is that ghost jobs are to stress test internal pipelines, particularly in tech.
Others will utilize them to monitor the volume flow through their ATS or how their hiring groups can screen in stressful circumstances.

It is not only to discover talent, but a systems check in the guise of opportunity.

Our learners will frequently apply to positions that do not lead to anything and only realize that the position was on hold or not available anymore even though it is still live on the site.

Such testing may assist the firms to optimize their processes, but it silently undermines the trust of candidates who are in fact trying to enter the industry.

Misty Knight
Human Resource Consultant, Red Clover HR

They Harm Trust, Miss Talent

In my experience, companies will post a job without an actual position for the purpose of creating a pipeline of candidates for future roles.

There may also be circumstances where a job will be posted publicly for compliance purposes, but the plan was always to fill the role with an internal candidate.

Personally I disagree with this approach, it is inconsiderate to the candidate pool which could impact the employer brand. Additionally this strategy could lead a company to overlook an ideal candidate.

Jeffrey A. Hensel
Broker Associate, North Coast Financial

Risking Trust for Strategy

The act of posting ghost jobs is not merely based on the notion of the creation of a talent pipeline or producing an enhanced corporate image. Some of the rather rare drivers are:

Internally satisfying compliance or policy requirements–in some cases there is a need to post jobs publicly even when jobs have been promised to internal applicants.

Measuring the current market in terms of salary demands or candidate quality without any real intention to hire, which assists companies to align in terms of competitive compensation.

Implication of help coming or of their jobs being dispensable may be ways to keep employees alert and motivated, although no hiring is in the offing.

Trial hiring on various job descriptions or outreach text to identify what works best to get the best applicant pools and then dedicating resources to actual hiring.

These can be strategically sound tactics, but can also serve to undermine trust with candidates and employer reputation, a factor I warn clients regarding as a financial advisor. Openness tends to be more effective in the long-term than these less apparent, occasionally ethically dubious, strategies.

Duman Zhumagulov
Owner, Box Star Movers

An Unspoken Strategy Behind the Listings

Companies may make job listings in a very visible marketplace during a supposedly weak hiring climate to appear as if they are growing in technology, attracting fund-raising or M&A interest, or building a competitive advantage by reputation.

Others use ghost listings to stress-test internal teams, comparing how outsiders value the same role for purposes like raises or restructuring.

I’ve seen hiring managers keep posts active simply because they’re unsure about budgets or future departmental needs, and don’t want to lose time once the decision to hire is finalized. Although this may seem misleading, from another angle, ghost posts can be seen as defensive maneuvers in fast-changing industries dealing with uncertainty.

Oryna Shestakova
Head of Communications & Lead of the Research Group, Papers Owl

Masking Strategic, Deceptive Motives

While many ghost job postings stem from pipeline-building or internal policy, there are lesser-known motivations behind this practice.

In some cases, companies post roles to appear as though they’re growing — an effort to attract investors or boost internal morale. Others may use these listings to test the market, gauging interest or salary expectations without committing to hiring.

In rare cases, a ghost job may be posted to frighten current employees into working harder as if to say “Everyone is replaceable.”

I’ve also seen firms leave jobs up to create the illusion of competitiveness, especially during economic slowdowns.

Brett Bennett
Director of Operations, PURCOR Pest Solutions

A Waste of Job Seekers’ Time

I tend to dislike when companies post “ghost jobs,” which is why we don’t. 

I’ve personally talked to a handful of new hires in the past few years who have expressed dealing with these, and I’ve even talked to colleagues at other companies who have expressed that they do in fact post these fake job openings. 

It’s one of those practices that may not be illegal necessarily, but that doesn’t mean it’s not wrong. The job market is so hard for job seekers already – all this does is just waste their time.

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

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

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

Recent Posts

When I Was An Intern: What I Wish My Internship Company Knew

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When I Was An Intern: What I Wish My Internship Company Knew

Internships are often painted as mere stepping stones—a brief chapter before “real” work begins.

But ask any former intern, and you’ll see: these months carry the power to shape careers, confidence, and sense of belonging.

Yet, what makes an internship truly transformative?

In this article, you’ll hear firsthand from voices who’ve lived it, sharing what they wish their companies understood: connection matters, growth needs support, and inclusion isn’t just a nice-to-have. It’s essential.

Their insights offer a blueprint for turning internships from ticking-off tasks into launching pads for potential.

Read on!

Beverlyn Tsai

I wish more companies held structured opportunities for interns to build connections, whether that is with other interns, school alumni at the company, or higher-level employees, to create a community where everyone feels heard and a strong sense of belonging.

For me, team lunches have been very helpful. I always sat next to someone new every day, and by doing so, I was able to form authentic relationships as I learned about my peers’ interests outside of work. During my remote internships, in-person meetups where possible, typically in the bigger cities, and virtual office hours have offered me similar bonding experiences.

“Speed networking” during onboarding, where all the interns have the opportunity to quickly chat with others in the company, has been another game-changer. From day one, the ice was broken, and it was much easier to feel known and included in the company, much like my experience joining college clubs.

Having weekly guest speakers, especially former interns who have found career success, has also been deeply inspiring and a great addition to have in the program. It gave all the interns the chance to learn from now-experts once in their position and also a glance at the possibilities post-internship.

What truly elevated my intern experience were anonymous weekly feedback forms, a chance for interns to share what was and was not working well about the internship in terms of mentorship, culture, and workload. This way, it was evident to all the interns that the company valued and respected our opinions and inputs, and it was easy for them to make any adjustments to suit our needs, which I highly appreciated.

About Beverlyn Tsai

Beverlyn Tsai is a rising sophomore and a Presidential and Viterbi Scholar at the University of Southern California majoring in Computer Science and Business Administration with an AI Applications minor. She co-leads AthenaHacks, Southern California’s premier women-centric hackathon, supports corporate outreach for the Society of Women Engineers as an officer, and works as a Learning Assistant for an AI programming course. At USC Information Sciences Institute’s HUMANS Lab in the AI Department, Beverlyn leverages GPT-4o and OpenCV to detect AI images and identify superspreaders, and she applies web scraping, tweetNLP, and the Mann-Whitney U test to analyze emotional sentiment in AI versus non-AI political image tweets, research crucial to understand how AI-generated political media influences public opinion, trust, and election integrity.

Madeline Gupta

I wish companies knew that moving to a new place for an internship, even just for the summer, can be scary! Programs and activities that help interns explore the area, meet friends close by, and get settled in their new city are essential. 

This is especially true for interns who are from communities that are smaller, far-away, or close knit. To support diverse engineers, it’s also to provide diverse kinds of support, including guidance on moving to a new place. 

About Madeline Gupta

Madeline Gupta is a recent graduate from Yale University where she studied how digital tools can increase community wellness around the globe. Her most recent projects are a virtual reality video game focused on land re-creation for her tribal nation, the Sault Ste. Marie Tribe of Chippewa Indians, and a statistical exploration into how large language models can contribute to Indigenous language education and preservation.This fall, she is starting as a software engineer at Google. She has worked as an intern at Zillow, Apple, and Kode with Klossy and her work has previously been featured by TEDx, NBC, and the United Nations.

Angela Cao

Allow your interns to grow, but also allow them to fail sometimes. Mistakes aren’t signs of incompetence, but rather they’re signs that someone is learning, stretching, and doing something they haven’t done before. Especially for interns who are stepping into their first industry role, patience is key. They’re probably navigating a professional environment for the first time, and they’re most likely working on projects that are way more complex than anything they’ve done in school or on their own. Bumps in the road are normal as they’re part of the process. As an experienced employee, it’s your job to help them succeed, not expect them to have everything figured out from day one. 

When assigning projects, be realistic about scope and timeline. For instance, don’t give them a 6-month project and expect them to finish in 10 weeks; rather, give them something meaningful, but achievable. 

I’m currently mentoring an intern, and it reinforced how important mentorship really is for a successful experience. As a mentor, don’t only provide technical or career development or project guidance. Treat your intern like a full member of the team through checking in with them (e.g. 1:1 with your interns), making sure they’re adjusting okay. The gap between an academic environment and industrial environment is way more significant than most people acknowledge. 

Also, while school tends to put a lot of emphasis on technical skills, make space for soft skill development as well such as communication, teamwork, and navigating feedback. Many interns will be neurodivergent or don’t fit the usual mold of what’s considered “professional.” Thus, the way they navigate communication, teamwork, and receiving feedback may not fit the “norm” or “expectation.” Check in and figure out what actually helps them succeed. Not everyone thrives under the same expectations, and sometimes, leaning into a person’s strengths (even if they’re not conventional) is what unlocks their best work. 

Finally, don’t forget to encourage your interns to have a life outside of work, company lunches and happy hours. Encourage exploring the city, hanging out with friends, or even taking time for themselves. Many interns come straight from a hectic academic year, and may need time to decompress as well. Burnout is not just exclusive to full-time employees. Creating balance and reminding them that rest is part of success and achieving their best performance as possible makes the whole experience healthier and more sustainable as well.

About Angela Cao

Angela Cao is a Rewriting the Code (RTC) member based in Houston and a data scientist at Memorial Hermann Health Systems, where she leads high-impact AI and analytics projects to drive data-informed decisions in healthcare. She also holds a Masters of Data Science from Rice University and double Bachelor of Science degrees in Computer Science and Mathematics from the University of Texas at Austin. Angela is also a co-founder and board member of Women Who Do Data (W2D2) since its inception in 2024, where she leads initiatives to support and advance women and underrepresented minorities in Data and AI.

Monica Para

One valuable insight I’ve gained through my internship experiences is the importance of making expectations and workplace norms transparent and accessible to interns from day one. 

Often, much of what shapes the day-to-day culture, like communication styles, decision-making approaches, and unwritten “rules,” remains unspoken, which can create unnecessary confusion or hesitation for new team members.

I believe companies can improve their internship programs by documenting these key expectations in a clear, approachable guide or handbook tailored specifically for interns. This not only levels the playing field but also empowers interns to contribute confidently and feel truly integrated into the team.

Creating an environment where open dialogue is encouraged around these norms further supports learning and growth, helping interns navigate the nuances of professional culture while focusing on delivering impact.

Ultimately, a little clarity and intentional communication can turn an internship from just a learning opportunity into a truly enriching experience for everyone involved.

About Monica Para

Monica Para is a tech content creator and an early career member of Rewriting The Code. She is very passionate about diversity and sharing accessible resources in the tech and startup sectors. Her project, ChiMaps, is an AI-powered map that highlights startup and venture capital firms across the Chicago tech ecosystem. She aims to make tech more inclusive and navigable for all through content, community, and data-driven tools.

Chahana Dahal

From my experience, the best internship programs are the ones where you’re trusted with meaningful work, not just small tasks to pass the time. 

Having a mentor or someone to check in with regularly made me feel supported and helped me learn so much faster. 

I also really valued when companies gave interns the chance to meet people from other teams. This opened my eyes to roles and paths I hadn’t considered. 

Feeling included and knowing my input mattered, even as an intern, made a huge difference in my confidence and internship experience. 

Companies should focus on creating an inclusive and welcoming environment for their interns.

About Chahana Dahal

Chahana Dahal is a Computer Science graduate with a Data Science minor from Westminster University, where she completed her degree in just three years. She was selected for the Google Computer Science Research Mentorship Program (CSRMP), which started her research journey in AI/ML. Her work on knowledge graph completion with RelatE is under review for NeurIPS 2025, and she is currently developing a Federated RAG framework using large language models. She also presented her independently proposed AI-powered education framework at AAAI 2024 and previously served as a Machine Learning Engineer at Omdena, contributing to adaptive AI tutors for refugee education. She plans to begin her graduate degree in ML in fall 2025.

What Legacy Does Your Company’s Internship Experience Aim to Build?

If there’s one thread weaving these stories together, it’s this: internships aren’t just about what’s learned; they’re about what’s felt.

Structure, trust, honest feedback, and meaningful connection are the pillars that turn a temporary opportunity into a lasting impact.

As companies look to shape their next wave of talent, listening to these voices won’t just improve internship programs; it will help build workplaces where everyone, intern or executive, truly belongs.

The future of work is crafted bell by bell, lunch by lunch, check-in by check-in.

What will your legacy be for the next intern who walks through your door?

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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Keeping It Ethical: Tricks to Master Positive Workplace Influence

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Keeping It Ethical: Tricks to Master Positive Workplace Influence

In the complex landscape of modern organizational behavior, leaders and HR professionals often employ techniques to positively influence employee actions—from gamification and wellness challenges to motivational framing.

However, the line between constructive encouragement and unethical manipulation is a thin one, easily crossed when the intent or transparency behind a tactic is compromised.

This pivotal challenge demands a new framework for ethical engagement.

How can HR teams and business leaders ensure their strategies are both effective and genuinely aligned with organizational values, without risking employee trust or morale?

This HR Spotlight article compiles invaluable insights from industry leaders, revealing their go-to strategies for navigating this delicate balance, ensuring that every influencing technique is rooted in transparency, fairness, and a deep commitment to employee well-being.

Read on!

Eugene Mischenko
President, E-Commerce & Digital Marketing Association

Transparency Keeps Workplace Influence Ethical

Positive manipulation in the workplace can easily slip into unethical territory if the intent or transparency behind those tactics is compromised.

In my work consulting global e-commerce companies and advising HR leaders through the E-Commerce & Digital Marketing Association, I have seen that the key to staying ethical is to ensure that every influencing technique is both transparent and rooted in genuine alignment with organizational values.

One practical approach is to make intent explicit: whenever HR introduces a program or incentive designed to shape behavior, it is critical that employees understand both the purpose and the expected outcome. For example, if an HR team is using gamification to boost engagement or productivity, the rules, rewards, and reasoning should be communicated clearly.

Employees should never feel that recognition or feedback is being used to steer them in a direction that is hidden or manipulative. When I helped a multinational retailer launch a recognition program, we made it clear how achievements would be measured and why certain behaviors were being highlighted. This transparency removed any suspicion of hidden agendas and fostered trust across teams.

Another safeguard is to regularly test these tactics against the organization’s core values and code of conduct. HR should ask: if every employee saw the inner workings of this tactic, would it still feel fair and respectful? In my experience, the moment a tactic relies on withholding information, exaggerating benefits, or creating artificial competition, it risks undermining morale and long-term engagement.

Finally, ongoing feedback from employees is essential. At ECDMA, when we advise firms on cultural transformation, we recommend structured, anonymous feedback loops so that leadership can hear directly if people start to feel manipulated rather than supported. Adjustments can then be made quickly before trust erodes.

Ethical boundaries in positive manipulation are best upheld by ensuring transparency, genuine intent, and consistent feedback. HR teams that practice open communication and align their tactics with authentic values will not just avoid ethical missteps – they will build stronger, more resilient organizations.

Julie Collins
Marketing Director, The FruitGuys

Clear Intent Makes HR Tactics Ethical

One simple but effective way is transparency with intent.

If HR is using strategies like gamification, nudges, or framing incentives in a certain way, they should make sure the purpose behind it is clear and fair.

For example, if you’re nudging employees to complete wellness challenges or take part in upskilling programs, don’t hide the business motive—like improving productivity or reducing healthcare costs. Be upfront about how it benefits both sides.

That balance—between employee value and company goals—is what keeps the tactic ethical. The second it feels one-sided or deceptive, it crosses the line.

Brittney Simpson
HR Consultant, Savvy HR Partner

Transparency Preserves Ethics in HR Strategies

One critical way HR teams can avoid crossing into unethical territory is to maintain complete transparency about their motivational strategies. If you’re implementing gamification, wellness challenges, or recognition programs to boost performance, tell employees exactly why you’re doing it.

Don’t disguise business objectives as purely employee benefits. For example, when introducing a peer recognition system, openly explain that it’s designed to increase engagement and retention while also making work more enjoyable. Employees can then choose to participate with full knowledge of both what they’ll gain and what the company expects to achieve.

The ethical line gets crossed when you manipulate people without their awareness, but transparency preserves their ability to make informed choices about participation.

Shakira M. Brown
CEO, Incumbent Worker Training

Authentic Storytelling Boosts HR Influence

Let’s be honest with ourselves, most teams across a myriad of industries are inherently dysfunctional. HR teams poorly executing positive manipulation tactics will, of course, add to existing team dysfunction. Being intentionally authentic and influential is the leading ethical way to move employees to action in a positive way.

Storytelling is a powerful tool in HR communication. Find ways to use storytelling to get points across quickly. Using narratives, HR professionals and managers can create authentic connections that employees will relate to because stories evoke emotions, making messages more relatable and memorable.

When trying to influence employees to accept a task or do something you need them to do, share relevant personal anecdotes to make employees more receptive to your recommendations. Such storytelling fosters a sense of community and belonging, reminding individuals that they are part of something larger than themselves while also motivating them to action.

Jake Castro
Owner, White Cacti

Ethical Influence Prioritizes Transparency, Fairness

When it comes to positive manipulation in the workplace, intent and transparency matter most.

HR teams should keep checks in place to make sure any influence strategy—whether it’s motivational framing or goal setting—is aligned with the employee’s best interest, not just the company’s.

One approach: set up internal review systems where tactics are pressure-tested by multiple perspectives (managers, employees, compliance). This helps eliminate bias and maintain ethical standards.

Bottom line: if you’re using psychology to nudge behavior, make sure it’s for everyone’s benefit—not just bottom lines.

Sayak Moulic
Founder, Abroad For Better Future

Ethical HR Prioritizes Transparency, Consent

One effective way HR teams can remain ethical is by prioritizing transparency and informed consent.

Positive manipulation, such as incentivizing behavior or guiding decisions, should never involve deceit or withholding critical information. For instance, companies like Google emphasize open communication and employee autonomy even when using motivational strategies, ensuring employees understand the intent behind certain initiatives.

By fostering an environment of trust and empowerment rather than control, HR can ethically harness positive influence. Regular ethics training and clear guidelines also help in maintaining these boundaries.

Diana Babaeva
Founder & CEO, Twistly

Ethical AI Nudges Boost Productivity

Nudges are effective until they become invisible.

We have developed AI nudges to remind users to finish certain tasks, celebrate small victories, or suggest improvements in real-time. One such popular feature is the progress bar for document completion, which surprisingly increased productivity during internal trials.

We draw a clear line at emotional nudging. No guilt-trips. Nothing about “others are doing better.” Every nudge must be opted in to, easily disabled, and clearly explained. The instant a nudge becomes invisible or feels as if it is watching without permission, it is no longer helpful but starts manipulating.

People really get their moral strength from support, rather than from silent pressure.

Guillermo Triana
Founder & CEO, PEO Marketplace

Transparent HR Persuasion Ensures Ethical Clarity

If HR wants to use persuasion without crossing the line, they need to pressure-test the tactic with a single question: Does this give the employee more clarity or more confusion?

Positive manipulation can be framed as encouragement or nudging, but the second it muddles someone’s understanding of their options or reality, it goes sideways. You are no longer helping; you are gaming the outcome. That line is thin. It is the difference between telling someone “this will help your career” and “this will look good to the execs.” One is honest incentive. The other is bait.

The fix is simple: add transparency to every tactic. Say what you are doing and why. If your influence method cannot survive daylight, it probably should not be used at all.

Every message should pass the “could this be said in a public Slack thread” test. If the answer is no, scrap it. You can steer behavior without hiding the wheel. The intent matters, but the clarity matters more.

Magda Klimkiewicz
Senior HR Business Partner, Live Career

Ethical HR Prioritizes Employee-Centric Benefits

One way an HR team can avoid crossing into unethical territory when using positive manipulation is by asking a simple question: Would this still benefit the employee even if the company gained nothing from it? This will help them stay focused on the well-being of their staff, not just company goals.

For example, HR might offer flexible working hours. If the real goal is to reduce stress and help employees balance work and life better, even if productivity doesn’t increase, then it is an ethical move. But if the flexibility is only there so they can be available longer or work outside normal hours, it becomes a selfish tactic disguised as support.

This mindset helps HR stay on the right side of ethics. When any strategy still adds real value to the employee, whether or not the company profits, it shows that the intent is honest. Positive influence becomes harmful only when it hides pressure behind kindness.

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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Paying an Unseen Toll: Valuing Tech Skills Over Emotional and Creative Smarts

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Paying an Unseen Toll: Valuing Tech Skills Over Emotional and Creative Smarts

In a world increasingly driven by technical proficiency, a critical paradox is emerging: an overemphasis on hard skills like coding or data analysis at the expense of human attributes like creativity and emotional intelligence can lead to significant and often-overlooked costs.

Organizations that sideline these “soft skills” risk building teams that are technically brilliant but culturally fragile—teams that can execute tasks flawlessly but struggle to solve the right problems, inspire a vision, or connect with their customers.

This HR Spotlight article compiles invaluable insights from business leaders and HR professionals, revealing the hidden costs of this technical-only trap.

They explore why cultivating creativity and emotional intelligence is not a luxury, but a strategic imperative that amplifies technical skills, drives true innovation, and ultimately ensures long-term organizational health and success.

Read on!

Kristie Griffin
Vice President, Guild

Wisdom Workers Drive Meaningful Outcomes

One of the biggest risks of over rotating on technical skills is that we lose wisdom. Not just knowledge, but the learned experience, discernment, and empathy that drive better decisions, stronger teams, and more meaningful outcomes.

Creativity, empathy, and judgment need to be cultivated as the critical skills they are. Without them, we get speed without direction.

I was just at an event hosted by the Guild with CHROs, academics, and futurists, where we got candid about what’s breaking across our systems. As we wrestled with AI, automation, and demographic cliffs, one truth stood out: If we don’t give people the opportunity to grow into “wisdom workers”, to develop these critical “soft” skills, we are robbing them of the experiences that they need to not only propel their own careers, but to effectively support the business moving forward.

Edward Hones
Founder, Hones Law

Balance Technical, Human Skills for Success

The Human Cost of Overvaluing Technical Skills: In my work as an employment lawyer, I’ve seen firsthand how organizations that over-prioritize technical skills often miss the subtle, yet critical, contributions of creativity and emotional intelligence. When these human traits are sidelined, communication breaks down, teams fracture, and innovation stalls. You can’t code your way out of interpersonal conflict or automate trust.

Emotional intelligence, in particular, plays a vital role in managing conflict, leading with empathy, and navigating complex workplace dynamics, areas where many technically gifted professionals struggle without support.

Creativity Drives Adaptation and Inclusion: Creativity isn’t just about “thinking outside the box”, it’s how organizations adapt, grow, and respond to change. When it’s ignored, companies often become rigid and less inclusive, especially in how they manage diverse teams and solve unfamiliar problems. In the legal world, for example, creative problem-solving is often what separates a good outcome from a great one.

My advice to employers is to intentionally cultivate these softer skills through training, hiring practices, and leadership modeling. It’s not a choice between technical chops and emotional depth, you need both to build workplaces that endure.

Razvan Badea
Founder, Artone Studio

Creativity, EQ Define Standout Design

In the design field especially, creativity and emotional intelligence are not just nice-to-haves, they’re crucial for building something people actually connect with.

While we care deeply about the technical side (clean handoffs, dev-friendly systems, scalable components) I’ve noticed a shift where creativity gets deprioritized. And the result? Everything starts to look and feel… the same.

That’s a big missed opportunity, especially for early-stage startups. At Artone, we work closely with founders who are trying to stand out. If their product just blends in with the sea of SaaS clones, it’s a problem. A creative approach to UX, or even something small like a unique interaction or delightful UI detail, can make someone stop and think, “Why hasn’t anyone done this before?”

It’s also about how things feel. Emotional intelligence plays a huge role in designing with care and making products that feel genuinely thoughtful. In a world where AI is everywhere and sameness is the norm, it’s that human touch, through creative choices and intentional design, that gives products soul.

Keith Kakadia
CEO, Sociallyin

Creativity, EQ Drive Resonance, Innovation

When we prioritize technical expertise at the expense of creativity and emotional intelligence, we risk building solutions no one actually connects with.

The biggest cost? Irrelevance. Brands become technically flawless but emotionally flat, missing what truly moves people.

I believe that creativity and EQ fuel storytelling, user-centric design, and team cohesion, especially in fast-moving industries like social media. I’ve seen brilliant campaigns fall flat because they lacked cultural empathy or emotional nuance.

Without creativity and EI, we don’t just lose innovation but resonance.

Deepak Shukla
CEO, Pearl Lemon

Empathy, Courage Outweigh Technical Prowess

As an employer, I handle over 50 applications in a single day and 350 in a week. My team and I once hired a developer who could rewrite Google’s core algorithm but couldn’t handle a Monday morning group call without sounding like he’d been waterboarded.

So I’d say technical ability’s no use when your team burns out from zero empathy, and ideas die because no one’s brave (or emotionally aware) enough to speak up.

Anton Malyutin
CEO, Tips GG

Creativity, EQ Fuel Innovation, Connection

It’s possible to lose the qualities that make work truly important when we put technical skills ahead of creativity and emotional intelligence.

Technical know-how is important to keep things going smoothly, but creativity is what leads to new ideas and big steps forward, especially in teams of less than 20 people.

On the other hand, EI keeps teams linked, motivated, and ready to change things when they need to. When they’re not there, workspaces can feel cold and transactional, and even the best ideas might not connect with real people. You could build something useful, but will it motivate you? Does it connect?

The biggest cost is being efficient without caring about people. That can slow things down longer than any technical gap ever could in my experience.

Sreerag P
SEO Analyst, Acodez IT Solutions

Creativity, Empathy Drive Innovation, Collaboration

In today’s fast-paced industry, prioritizing technical skills alone comes at a heavy cost: it stifles innovation, undermines workplace culture, and can seriously hamper collaboration.

When creativity is pushed aside, teams miss out on fresh problem-solving approaches and unique perspectives essential for navigating complex challenges.

Sidelining emotional intelligence, meanwhile, weakens communication, erodes trust, and often leads to higher turnover as teams feel less valued and understood.

True, technical chops help execute, but it’s creative vision and empathy that spark breakthroughs and unify teams. Fostering these qualities isn’t just a “nice to have” it’s crucial for long-term adaptability, resilience, and growth.

Kira Byrd
Entrepreneur, Chief Accountant & Compliance Strategist, Curl Centric

Creativity, EQ Foster Connection, Growth

The largest price to pay, in my view, by sidelining creativity and emotional intelligence is the loss of human contact and creativity. 

Technical skills are essential but creativity enables one to think out of the box and also be flexible in solving problems that are inevitable along the way. Emotional intelligence enhances healthy relationships, trust, and teamwork, which are essential to a healthy team dynamic. In the absence of these attributes, organizations run the risk of being too transactional, where their engagement with customers and employees lacks a real connection. 

This may become an obstacle to long-term success because the mixture of tech and emotional intelligence leads to sustainable growth and experience that matters to the customer. Both of these are crucial to a successful business.

Samuel Huang
CEO, TeleAdsAgency

EQ, Creativity Drive Meaningful Marketing

The real danger of sidelining creativity and emotional intelligence in favor of technical skill is that we start solving problems that don’t matter to people. In marketing especially, technical execution without emotional resonance leads to campaigns that are polished but ineffective.

Emotional intelligence helps leaders connect, understand customer pain points, and navigate change with empathy, which is where real strategy lives. Creativity brings adaptability, fresh perspectives, and problem-solving under uncertainty.

Without both, you risk building impressive systems that no one relates to, or scaling processes that lack soul. And in a world increasingly run by AI, those human traits will become even more valuable, not less.

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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Gen Z’s Call for Clarity: Top HR Strategies for Transparency and Constraint

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Gen Z’s Call for Clarity: Top HR Strategies for Transparency and Constraint

The contemporary workplace is undergoing a shift, driven significantly by the preferences of its newest entrants.

With a compelling 46% of Gen Z prioritizing flexible schedules, as highlighted by EY, organizations face an urgent imperative to adapt their operational models.

This isn’t merely about offering remote work; it encompasses a spectrum of arrangements designed to empower a diverse, multi-generational workforce.

Yet, embracing such flexibility presents a complex challenge: how do leaders successfully meet the distinct needs of Gen Z while simultaneously maintaining equilibrium with the expectations of other generations and, crucially, aligning with overarching business objectives?

This HR Spotlight article distills critical insights from leading business executives and seasoned HR professionals, exploring the innovative policies and technological tools they are implementing.

Their experiences offer a strategic blueprint for organizations navigating this evolving landscape, aiming to foster an agile, inclusive, and high-performing environment for all.

Read on!

Miriam Groom
CEO, Mindful Career Counselling

Structured Transparency Builds Trust with Gen Z Workers

One of the most effective best practices for balancing Gen Z’s call for transparency with organizational constraints is adopting a model of structured transparency.

This approach acknowledges that younger workers value honesty, access to information, and clear communication, but it also recognizes that not every detail can or should be disclosed in real time due to legal, competitive, or strategic reasons. Structured transparency means intentionally defining what information can be shared openly, what needs context before release, and what cannot be disclosed—then communicating those boundaries consistently and respectfully.

In practice, this often involves leadership proactively explaining the “why” behind decisions, especially those related to pay, promotions, or company direction. It includes implementing regular communication touchpoints, such as town halls or Q&A sessions, where employees can ask tough questions and get candid responses.

One global technology firm I advised was experiencing tension between senior leadership and their growing Gen Z workforce. Employees were frustrated by what they perceived as secrecy around promotion criteria and strategic changes. Rather than overhauling internal policies immediately, the company introduced a transparency framework. They published clear guidelines on what could be shared regarding salary bands, internal mobility opportunities, and decision timelines.

Leadership hosted monthly open forums where questions were submitted anonymously, allowing sensitive topics to be addressed openly while respecting confidentiality constraints. Over six months, employee trust scores improved by 32 percent, attrition among early career hires decreased, and managers reported fewer misunderstandings around career progression expectations.

Balancing Gen Z’s demand for transparency with organizational constraints is less about choosing openness or secrecy and more about setting clear expectations and maintaining consistent communication. By defining what can be shared, offering context for what cannot, and creating regular forums for honest dialogue, employers can foster trust and engagement without jeopardizing competitive or legal boundaries.

Structured transparency builds credibility, reduces misunderstandings, and strengthens the employee-employer relationship, creating a healthier and more resilient organizational culture in the long run.

Vivian Chen
Founder & CEO, Rise Jobs

Small, Direct Conversations Beat Town Halls for Gen Z

Gen Z wants transparency, but more than that, they want to feel heard.

One-on-one conversations or small group settings go a lot further than big town halls, which can feel performative or intimidating. Equip managers and leaders to have meaningful, direct check-ins where employees can ask questions and share feedback.

It builds trust and shows that leadership actually cares, even if every answer can’t be immediate or perfect.

Small signals of genuine effort go a long way with this generation.

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

Straight-Line Communication Earns Gen Z Roofing Crew Trust

As the owner of Achilles Roofing, I’ve worked with roofers from every generation—including a growing number from Gen Z. If there’s one thing I’ve learned about this generation, it’s this: they don’t expect perfection from leadership—but they do expect honesty. One best practice we apply is what I call “straight-line communication.”

It’s not about dumping every business issue on the crew—it’s about explaining why decisions are made. Gen Z doesn’t like being left in the dark. If we’re shifting project schedules, cutting overtime, or holding off on new equipment, I don’t sugarcoat it. I gather the crew, I give it to them raw: “Here’s what’s happening, here’s why, and here’s how it affects you.”

They may not always like it, but they respect it. That’s the balance. You’re not throwing open the books, but you’re not hiding behind corporate speech either. This generation is wired for transparency, but they’re also practical. Show them that you’re being real with them—and you’ll get buy-in, not backlash.

The big win? It builds trust. And trust in a roofing crew means fewer walk-offs, tighter teams, and fewer misunderstandings on-site. Gen Z may ask more questions—but if you answer them with respect and reason, they’ll grind harder than you expect.

Keep it clear. Keep it honest. That’s how you earn their respect while keeping the business grounded.

John Mac
Founder, Openbatt

Contextual Transparency: Explain Why When What Remains Hidden

One of the best practices we’ve adopted for balancing Gen Z’s demand for transparency with real-world constraints is what we call “contextual transparency.” It means being honest about the why behind decisions—even when you can’t fully share the what.

Gen Z doesn’t expect you to have all the answers or to open the vault on every policy, but they do want to know they’re not being left in the dark. They value leaders who communicate early, explain reasoning, and acknowledge when something is still evolving. We’ve found that when we lead with clarity about the process—even if we can’t reveal every detail—it builds more trust than silence or overly polished comms.

For example, during a hiring pause, we didn’t just announce it—we explained what drove the decision, what data we were looking at, and when the next review would happen. We also invited feedback from the team on how it was impacting morale and workloads. We couldn’t promise fast changes, but we could keep the conversation open. That made people feel included in the process rather than blindsided by it.

Transparency isn’t about revealing everything. It’s about showing you’re willing to treat employees like adults, even when the answers are complex or still in progress. That approach has helped us build more credibility, not less—even when the news isn’t perfect. For Gen Z, that kind of honesty earns far more loyalty than perfectly scripted messaging ever could.

Alex Schepis
Electrician & CEO, Lightspeed Electrical

Respect Gen Z’s Need for Context, Not Just Orders

Here’s the thing — Gen Z doesn’t care about the old-school “just do your job” mindset. They want to know why they’re doing something, who it’s helping, and what the bigger picture is. That used to annoy me, until I realized they’re not being difficult — they’re asking for clarity. And that’s fair.

In the electrical trade, safety and transparency are non-negotiable. You don’t send someone into a pit without telling them what’s live, where the hazards are, and what the goal is. So why would you do that in a business context?

One best practice I follow is being clear about limitations without hiding behind silence. If there’s something I can’t disclose — financials, client details, supplier issues — I don’t dodge the question. I explain the boundary, and I give them the context they can have. That earns respect, not pushback.

For example, one of our younger techs wanted to know why we weren’t taking on more solar jobs. I walked him through our current licensing position, cost analysis, and insurance risk. I didn’t sugarcoat it or brush it off — I gave him the real situation. And guess what? He came back a month later with a training course he found on his own to help us prep for future solar installs.

Bottom line — Gen Z will meet you halfway if you give them something real to work with. You don’t need to hand them the master key. Just stop feeding them generic answers and respect their need to understand the bigger picture. That’s not weakness — that’s leadership.

Steven Rothberg
Founder & Chief Visionary Officer, College Recruiter

Question Transparency Constraints That Harm Talent Acquisition

A great way to balance Gen Z’s transparency demands with organizational constraints is to ask yourself if those constraints actually benefit the organization, or if they create more benefits than harm to the organization. For example, until recently, few employers shared their salary ranges when advertising job openings. The reasons were many, but typically boiled down to the desire by the employer to have underpaid new employees, which was a form of wage theft.

Thankfully, Gen Z knows that if one employer won’t share salary information, there will be a number of other employers who will for positions which are quite similar. That leads to the best of these candidates gravitating to the jobs offered by the employers who are more transparent, which has led to those organizations thriving while the less transparent employers are suffering for lack of talent. And that’s good.

Actions have consequences. Failing to be as transparent as you can be with potential or even current employees should have consequences. Sometimes, those consequences are worthwhile. Often, they are not.

Justin Belmont
Founder & CEO, Prose

Treat Transparency as Conversation, Not Data Dump

Give context, not just answers. Gen Z doesn’t expect you to spill every internal secret—they just want to know *why* a decision was made.

If you can’t share something, say that—and explain the reason behind the wall. We’ve found that treating transparency as a conversation, not a data dump, earns way more trust.

Honesty isn’t just about disclosure—it’s about respect.

Kelly Rongstad
Director & Human Resources, Bold Orange

Transparency Invites Learning, Not Just Information Sharing

At Bold Orange, we recommend treating transparency as an invitation to learn, not just a moment to inform. Gen Z doesn’t expect perfection from their employers, but they do expect honesty, context, and a sense of inclusion. They want to understand how decisions are made, where tradeoffs come into play, and what values are guiding leadership.

We’ve found the best way to earn their trust isn’t by oversharing, but by opening up the reasoning. That might look like explaining the factors behind a shift in direction or walking through the business impact of a change before it happens.

Employees don’t need every detail to feel included—they need to be treated as capable, curious contributors.When we lead with clarity and respect, engagement deepens and transparency becomes something everyone participates in.

Bala Sathyanarayanan
Executive VP & Chief HR Officer, Greif Inc

Structured Dialogue Forums Balance Transparency with Boundaries

One best practice I strongly recommend is establishing structured, authentic dialogue forums specifically tailored to the expectations of Gen Z colleagues for transparency and open communication.

Regular “Ask-Me-Anything” (AMA) Sessions: Leaders should proactively engage in regular AMA sessions, offering younger colleagues the opportunity to ask challenging questions directly, without filters or scripted responses. This approach not only demonstrates genuine openness but also builds trust and respect within the organization. Authentic dialogue fosters a culture of transparency and conveys to employees, especially Gen Z, that their voices are valued.

Clear Boundaries Around Transparency: It’s crucial for leadership to clearly define and communicate transparency boundaries, explicitly outlining what information can or cannot be shared. Clearly explaining why certain information must remain confidential—for instance, due to legal restrictions, competitive sensitivity, or privacy considerations—shows respect for Gen Z’s strong desire for transparency. Honest communication about these limitations helps employees understand organizational realities without undermining trust.

Leveraging Digital Platforms for Feedback: Utilize modern digital collaboration and communication platforms that support continuous, two-way feedback. Ensure visibility of employee questions, concerns, and leadership responses. Even if certain requests or feedback cannot be fully addressed, acknowledging them and explaining subsequent actions or the reasons behind decisions greatly enhances engagement and trust.

Transparency isn’t about disclosing everything. Instead, it’s about clearly and honestly communicating organizational decisions, including the context and rationale behind them. This nuanced approach enables organizations to strike a balance between openness and necessary discretion, thereby fostering an environment of mutual trust, engagement, and respect. For Gen Z employees, authenticity and openness significantly impact their connection to and retention within the organization, making structured, clear communication strategies essential.

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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From Rookie to Role Model: Enhancing Internship Experiences

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From Rookie to Role Model: Enhancing Internship Experiences

In a professional world that demands more than just textbook knowledge, a growing number of leaders are looking back at their own early career experiences and identifying a critical gap: the disconnect between academic theory and real-world application.

Traditional internships often place students in siloed roles, focused on routine tasks without providing the larger business context or hands-on problem-solving opportunities that truly prepare them for a career.

This disconnect can lead to disengagement and, ultimately, a workforce that is technically proficient but strategically unprepared.

How can organizations redesign their internship programs to bridge this gap, equipping the next generation of professionals with the practical skills, business acumen, and confidence needed to thrive?

This HR Sportlight article compiles invaluable insights from business leaders and HR professionals, revealing innovative strategies to transform internships into meaningful, holistic, and truly impactful learning experiences.

Read on!

Peter Murphy Lewis
Fractional CMO & Host, The American Dream TV

Teach Interns To Think, Not Just Do

If I could go back and whisper one thing to my intern self, it’d be this: “Learning how to think beats learning how to do every time.”

That’s the core of what we’ve built our internship program on; and it’s the central idea of the book I’m writing, Interns to A-Players.

That single idea has completely reshaped how we do internships at Strategic Pete. We don’t treat interns like task monkeys. We treat them like future strategists.

They sit in on client calls. They toss ideas into real brainstorms. They get feedback, give feedback, and learn how to think through problems, not just cross them off a list.

And here’s the part I’m proudest of: We don’t hide the messy stuff. Interns see it all, our Slack threads, our process gaps, our mid-project pivots.

Because growth doesn’t happen in the highlight reel. It happens in the middle of the mess.

We also have a mentorship system that’s a bit unconventional – it’s based on The 5 Love Languages (yes, the book). We use it to understand how each intern feels valued — some thrive with praise, others with autonomy or quality time.

We lead how they need to be led. That’s how we turn internships into launchpads, not chores.

Ishdeep Narang, MD
Child, Adolescent & Adult Psychiatrist & Founder, ACES Psychiatry

Teaching Business of Care Prevents Clinical Burnout

The key lesson my early medical internships failed to emphasize was the ‘business of care’—the critical connection between our clinical work and the administrative framework that makes it possible.

I was taught how to diagnose, but not how an accurate superbill with the right service codes could empower a patient to get partial reimbursement for their out-of-network care. That separation made essential tasks feel like meaningless hurdles, a fast track to burnout.

To address this, I hold a dedicated “Business of Care” meeting with trainees in my practice. During this time, we pause the clinical talk to connect the dots on a real case. We map the patient’s entire journey from their first phone call, through providing a Good Faith Estimate, to creating the final superbill they can submit to their insurer.

Pulling back this curtain transforms paperwork from a chore into a tangible act of patient advocacy. It gives our future clinicians a sense of ownership over the entire process and a deeper respect for every team member’s role in delivering transparent and compassionate care.

Ahmad Faiz
Owner, Achilles Roofing and Exteriors

Real-Time Problem-Solving Creates Future Industry Leaders

One thing I wish my early internship days drilled into me more was real-time problem-solving on the jobsite.

Back then, everything was textbook theory—no one showed us what to do when a rainstorm hits mid-roof tear-off or how to deal with a homeowner who’s panicking over a leak above their kid’s bedroom. You can’t learn that in a classroom.

That’s why at Achilles Roofing and Exterior, our internship program isn’t just “tag along and observe.” We throw you into it—with supervision, of course. We train interns how to read the roof, how to adapt when something doesn’t go according to plan, and how to communicate clearly with both crew and clients under pressure. They get their hands dirty, they run site walk-throughs, and they learn how to explain roofing issues to a homeowner in plain English, not jargon.

One small thing that’s made a big impact: we assign each intern a “problem of the week.” It’s a real scenario pulled from past jobs—sometimes technical, sometimes customer-service related. They have to figure out a solution, present it, and back it up. It builds their confidence, and it shows us how they think.

Advice to other business owners? Stop treating interns like helpers. Treat them like future crew leaders. Give them the tools, but also the situations where they’re forced to think, react, and learn. That’s how you build roofing pros—not just resume-fillers.

Dhari Alabdulhadi
CTO & Founder, Ubuy Qatar

Structured Feedback Builds Skills Beyond Daily Tasks

One critical gap in my early internships was the lack of structured feedback. While tasks were assigned, there was little guidance on long-term skill development. Now, as a leader, I’ve redesigned our program to include:

Weekly 1:1s with mentors to discuss progress and career paths.

Project retrospectives, where interns present outcomes and receive actionable critiques.

Rotation opportunities across departments to expose them to diverse roles.

For instance, a recent intern in our finance team worked on quarterly reports but also shadowed the CFO to understand strategic decision-making. This holistic approach ensures interns leave with tangible skills and a clearer sense of professional direction.

Linda Chavez
Founder & CEO, Seniors Life Insurance Finder

Practical Application Connects Theory With Real-World Execution

The practical application of theoretical knowledge serves to connect academic learning with actual execution.

Early exposure to real-world problem-solving builds confidence and adaptability. Structured mentorship fosters growth and provides valuable industry insights. The clear communication of expectations helps interns understand their roles and contributions. The regular feedback sessions establish a supportive environment which enables continuous improvement.

Scott Redfearn
EVP of Global Human Resources, Protiviti

Goals And Feedback Boost Intern Success

Looking back, I wish we had put more emphasis on intentional goal-setting and real-time feedback for our interns. They often felt like they were completing tasks without understanding how their achievements were contributing to their growth. That observation has shaped how we’ve evolved Protiviti’s intern experience.

Today, our interns set three to five personal goals at the start, and project leaders are encouraged to provide feedback throughout the internship experience, not just at the end. Over the past four years, intern scores have improved over 20 percentage points for feeling the feedback they receive supports their career growth.

Interns today tell us they feel truly supported, bursting with confidence, and ready to take on whatever comes next. Over 80% of our interns accept their offer to join Protiviti after college graduation.

Cassandra Wheeler
Marketing Specialist, Achievable

Clear Expectations And Support Define Internships

As an intern, it can be difficult to understand expectations, something I encountered a lot during my own internships years ago. I did not have proper training and no resources to lean on when I was confused or unsure of how to do something.

Now, as Achievable’s internship program lead, I ensure that each intern who works for us has a clear understanding of expectations during the initial interview. Once they start, I equip them with several documents that outline exactly what they should be doing and how to do it. This includes step-by-step guidelines and videos that demonstrate how to work with our software in order to achieve success.

I schedule one-on-one weekly meetings and keep an open-door policy, so they know they can always ask questions and provide quality work they are proud of.

Mircea Dima
CEO, CTO, Founder & Software Engineer, AlgoCademy

Teach Thinking; Prioritize Education Over Production

The ability to ask the right questions is one of the skills that I would have liked to have been addressed during my initial internship. It is not only seeking help but it is also being aware of the holes in your own thinking. Excessive internships prioritise production over education.

We reversed that at AlgoCademy. We put checkpoints in our interns, who are solving actual engineering problems, explicitly to talk about their decision making. We do not want perfection: we want clearness of thought. I sit and personally read code alongside them in their first couple of weeks, it’s not to make sure that they have fixed the bugs but more to understand how they think.

Such a transition has made the early-stage interns into junior developers with confidence. Others have even contributed to the designing of features which thousands of others use on our platform.

Maurina Venturelli
Head of Go-to-Market, OpStart

Financial Literacy Makes Interns Strategic Thinkers

I wish my early internships had taught me the financial fundamentals that actually drive startup growth. Most programs focus on tactical execution but skip the “why” behind business decisions.

When I built our internship program at OpStart, I made a financial literacy core curriculum. Every intern gets hands-on exposure to real startup financials—from ARR analysis to runway modeling. They shadow our fractional CFOs during client calls and see how financial strategy impacts growth decisions.

The breakthrough came when one intern identified a $15K R&D tax credit opportunity our client had missed. She connected her computer science background with our tax processes and caught something seasoned accountants overlooked. That’s when I realized interns bring fresh perspectives when they understand both the technical and financial sides.

Now our interns rotate through demand gen, product marketing, and financial operations. They graduate understanding how marketing spend translates to ARR, how cash flow affects hiring decisions, and why unit economics matter more than vanity metrics.

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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