Menu

HR

No Borders, Just Code: The Rise of Global IT Hiring

by

June 30, 2025

No Borders, Just Code: The Rise of Global IT Hiring

By Miriam Groom,
VP of Sales and Marketing, Groom and Associates

The borders that once defined boundaries for hiring and recruitment are dissolving, giving rise to a new era: “No Borders, Just Code.” The IT industry is increasingly embracing the potential of remote work, sparking a surge in global hiring practices. This shift allows companies to tap into a diverse talent pool from around the world, igniting a wave of innovation and creativity.

This article examines the evolution of remote IT work, elaborates on the advantages and challenges of cultivating a global workforce, and provides insightful strategies and future prospects for successful global IT recruitment.

  • The Evolution of Remote IT Work

The concept of remote work in the IT sector traces back to the late 20th century, when advancements in internet connectivity began transforming workplace dynamics. Initially, remote options were limited, reserved for tech giants and only a few employees with essential programming skills and analytical skills. As technology solutions advanced, notably within Silicon Valley, the feasibility of remote work expanded.

Today, the acceptance of remote IT work has surged. Companies prioritize technical skills while embracing inclusive workforce strategies. Software developers, cloud architects, and business analysts now operate across borders, leveraging communication technologies to collaborate on developing cutting-edge software solutions.

A key factor in this evolution is the convergence of advanced software applications and effective communication tools, ensuring seamless integration into corporate ecosystems regardless of location.

Trends in Remote IT Work:

  • Universal Acceptance: Even traditional sectors integrate programming jobs into their remote offerings.
  • Diverse Opportunities: Positions from software quality assurance analysts to software engineers are now commonly remote.
  • Cultural Shift: Soft skills have gained prominence, reflecting the need for team cohesion and collective care in dispersed teams.

Remote IT work has become not just a possibility but an industry standard, central to strategic business decisions and career growth pathways.

  • Advantages of Global IT Hiring

Global IT hiring offers myriad advantages by accessing a broad spectrum of talent worldwide. By recruiting internationally, companies gain a vast array of analytical, technical, and soft skills. This diversity fuels the creation of pioneering software and innovative technological solutions.

Cost efficiency is another significant benefit. Hiring internationally often results in reduced labor costs while still maintaining competitive compensation for employees. Companies can allocate resources to other strategic business decisions, thereby fostering further growth in the tech industry.

Furthermore, global hiring enables 24/7 productivity. Teams distributed across different time zones ensure continuous development cycles, minimizing downtime and accelerating project timelines. This round-the-clock approach also provides swift customer care, addressing issues in real-time.

Advantage Description
Diverse Talent Access to a variety of skills and experiences
Cost Efficiency Financial benefits from reduced labor costs
24/7 Productivity Continuous work cycles through leveraging various time zones

Incorporating an inclusive workforce not only drives career growth for individuals but also positions companies as global leaders in software innovation.

  • Challenges in Global IT Recruitment

The rise of global IT recruitment is reshaping the tech industry, but it presents unique challenges. Managing teams across various time zones requires strategic coordination. Companies often adopt flexible work hours or employ scheduling software to ensure collaboration remains seamless, irrespective of location.

Cultural differences also pose a challenge. Bridging these gaps is essential for fostering an inclusive workforce. Organizations benefit from investing in cultural sensitivity training to enhance soft skills like effective communication and collective care.

Legal and compliance issues further complicate global recruitment. Navigating international labor laws and regulations is vital to prevent potential legal ramifications. Companies must stay informed and compliant with varying international laws to ensure smooth operations.

Strategies for Addressing Global IT Recruitment Challenges:

Challenge Solution
Time Zone Coordination Flexible work hours; scheduling tools
Cultural Differences Cultural sensitivity training
Legal and Compliance Updated legal frameworks; local expertise

Addressing these challenges effectively allows companies to tap into diverse talent pools, driving strategic business decisions and contributing to career growth in the com›petitive tech landscape.

  • Strategies for Successful Global IT Hiring

The “No Borders, Just Code” philosophy in the tech world requires careful strategy to effectively leverage the vast reservoir of global software developers and engineers.

  1. Utilizing Remote Recruitment Agencies: Partnering with agencies specializing in global talent acquisition can be a game-changer. These agencies bring deep insights into local markets and access to a diverse pool of candidates, enhancing the creation of an inclusive workforce.
  2. Implementing Effective Communication Tools: Robust communication platforms are crucial for seamless operation. Tools that enable video conferencing, instant messaging, and project collaboration can boost soft and technical skills, ensuring that remote teams work efficiently despite geographical divides.
  3. Establishing Clear Processes: Standardized procedures for onboarding and project management are vital. Clear guidelines increase efficiency and ensure that everyone is on the same page, which is critical for achieving long-term career goals and contributing to strategic business decisions.

These strategies foster an environment conducive to growth and innovation, preparing businesses to develop cutting-edge software and leverage global talent effectively.

  • Future of Global IT Hiring

The future of global IT hiring is being revolutionized by emerging technologies, particularly AI and automation. These technologies are streamlining the recruitment process, enabling companies to identify candidates with the right balance of technical skills and soft skills, such as effective communication and collective care, regardless of their location.

Predicted Trends:

  • Increase in Remote IT Work: Remote work is set to become a norm, allowing firms to source talent globally. This trend is driven by the realization that many tech industry roles, including Software Engineering and Cloud Architect positions, can be effectively performed from anywhere.
  • Focus on Programming Jobs: As companies aim to develop cutting-edge software, the demand for programming jobs and roles like Software Developers and Software Quality Assurance Analysts will soar.
  • Diverse and Inclusive Workforce: Hiring globally fosters an inclusive workforce, where diverse perspectives enhance strategic business decisions and create innovative technology solutions.

In this dynamic environment, expertise in software applications, technical interviewing, and analytical skills will be increasingly prized. Companies leveraging this diverse global talent pool can anticipate not only exceptional career growth opportunities and attractive compensation but also a sustainable framework for achieving their long-term career aspirations and business goals.

  • Conclusion

The surge in global IT hiring offers substantial benefits and presents unique challenges. Companies can tap into a diverse pool of talent, accessing a vast array of technical skills such as programming, software engineering, and cloud architecture. This diversity fosters innovation and brings fresh perspectives to strategic business decisions. Additionally, hiring globally supports career growth and offers competitive compensation to attract top tech industry professionals.

However, businesses must navigate challenges like managing different time zones, cultural differences, and ensuring effective communication across borders. Organizations need robust systems to support collaboration and collective care, ensuring inclusivity in their workforce and overcoming potential language barriers.

Benefits Challenges
Diverse talent pool Time zone management
Innovation boost Cultural differences
Competitive edge Communication barriers

To harness the full potential of global IT hiring, companies should prioritize creating an inclusive workforce and investing in tools that promote effective communication and collaboration. By expanding recruitment horizons, businesses can access valuable skills and drive their technology solutions forward, staying at the forefront of cutting-edge software development.

About the Author

Miriam Groom is VP of Sales and Marketing at Groom and Associates, a Canadian recruitment agency specialized in IT recruiting.

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.

Retaining Top Talent: The Counter-Offer Playbook

by

Retaining Top Talent: The Counter-Offer Playbook

It’s no less than a leadership test in today’s job market. 

Your star player, the engine of your team, drops the news: “I have another offer.”

Suddenly, the pressure is on. The clock is ticking, and the stakes are huge. 

You’re not just fighting to keep one person; you’re fighting to protect your projects, your team’s momentum, and all the valuable knowledge they hold. 

In a market this hot, finding a replacement is a costly and time-consuming battle.

With top talent more mobile than ever, your next move is everything. 

Do you jump to match the salary? Highlight the culture and growth opportunities? 

This isn’t just a budget decision; it’s a strategic play that requires a smart and ready playbook.

To get that winning playbook, the HR Spotlight team went straight to the experts—seasoned HR and business leaders who navigate these high-stakes situations for a living. 

We asked them for their best advice and their answers are a powerhouse guide to blending sharp negotiation with smart leadership, giving you the tools you need to keep the talent you can’t afford to lose. 

Read on!

Tawny Lott Rodriguez
Fractional CHRO & Consultant, rowlandhall

Tawny Lott Rodriguez

If my top performer gets a competitive offer, my first move is a real, human conversation. Not just about money, but about “why” they’re considering leaving.

If I can match the salary, great. But let’s be real, most HR folks don’t have that luxury.

So I dig deeper. Do they feel stuck? Want more growth? A different manager?

Sometimes, small changes can make a big impact.

I’ve had honest talks where people realize they don’t actually “want” to leave, they just need something to get excited about again.

I always tell them, “The grass is greener where you water it.”

If they still go, I make sure they leave feeling valued because people boomerang back more often than you’d think.

Jonathan Faccone
Managing Member & Founder, Halo Homebuyers

Jonathan Faccone – Halo Homebuyers

Adjusted Pay: Look at and maybe change their salary package to match the important job they do and what others in the market earn, making sure it is fair and motivating.

Career Development Opportunities: Help them grow professionally inside the company, like chances for leadership positions, advanced training classes, or new project tasks that match their interests and job goals.

Work-Life Balance: If possible, give more flexible work conditions. This can be remote work choices or changed hours to fit their lifestyle needs better.

Kimberly DeCarrera
Fractional General Counsel & CFO, Springboard Legal

Kimberly DeCarrera – Springboard Legal

The most effective strategy will be the one that is tailored to the particular employee. It will require a discussion of what they desire out of the job – more money, more time off, hybrid or remote work, better career development opportunities, or a better boss.

My question is whether you want to keep the top performer after they come to you with a job offer from a competitor.

In my experience, any strategies that you counter with will only last about six months, before a new offer is accepted. If you use that time to onboard or train a new top performer, then it will be time and money well spent.

But if you have a top performer that is actively seeking new employment or entertaining offers, there is a reason.

Many strategies are going to end up being too little, too late. Even with a successful counteroffer, you should prepare to lose the employee in the short term.

Madan Chaolla Park
CEO, Zatjob

Madan Chaolla Park – Zatjob

When top talent comes with a competitive offer and asks for a raise the situation is usually rather binary (or black and white).

Scenario 1: They love their job, they’re thriving, but you’ve been underpaying them. Give them the raise—no hesitation. You dropped the ball on market rates, and now it’s time to fix it.

Scenario 2: If they aren’t nice, and are not having a good experience at your company you need to let them go. If you give them a raise now, they are still going to search for another job in the meantime – so it’s just holding them for a few more months. If you start losing much of your top talent it’s a very bad sign.

At the risk of sounding cliche – the no. 1 reason people leave jobs is bad managers. So the real strategy to keep talent is having a great workplace (or paying them absurdly high rates, but then you wouldn’t have this problem).

Wesley Kang
Founder, 1099Cafe

Wesley Kang – 1099Cafe

When my top agent at 1099cafe got poached last year, I skipped the typical counter-offer panic.

Instead of just matching their offer, I sat down with her for an honest conversation about career trajectory. Turns out money wasn’t the main driver – she actually wanted more leadership opportunities and felt stuck. Within 48 hours, I restructured our team to put her in charge of our new agent training program with a revenue share component.

What worked wasn’t throwing cash at the problem but addressing the actual reason she was looking elsewhere. The competitor offered slightly more money but couldn’t match the entrepreneurial opportunity I created.

The key lesson is that when top performers get offers, don’t just negotiate compensation. Quickly identify and solve for their real motivations. Sometimes it’s recognition, sometimes it’s growth potential, rarely is it just about the base commission split.​​​​​​​​​​​​​​​​

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs – Zanda Wealth

When a top performer from my team brings up a competing employment offer, it is prudent for me to pay attention to their priorities. Whether their objectives are recognition, work-life balance, professional growth, or financial gain, there is a need to keenly understand their underlying motivations. Employees often only want to feel appreciated and heard.

Offering flexibility may also be beneficial in my experience. One of my important team members, for instance, appreciated the leeway I offered in the form of family time but even then, they were still thinking about accepting a higher-paying offer from a rival. I offered them a greater pay and made a slight change to their function to give them more responsibility after some candid discussion.

Maintaining open lines of communication and demonstrating an open mind as a leader are paramount in retaining excellent staff.

Kristie Tse
Founder & Clinical Director, Uncover Mental Health Counseling

Kristie Tse – Uncover Mental Health Counseling

When a top performer shares they have a competitive offer, it’s essential to act promptly and thoughtfully.

First, I would invite an open conversation to understand their motivations; financial, growth opportunities, or work-life balance. Using my experience as a therapist, I know that validation and understanding go a long way.

Once their needs are clear, I’d tailor a retention plan, whether it’s creating a pathway for advancement, offering additional resources, or flexible arrangements to align with their goals.

It’s important to address underlying issues that led them to explore other opportunities, not just focus on a quick fix.

Most importantly, I’d stay transparent and communicative during negotiations to build trust and show their contributions are valued.

Jon Hill
Chairman & CEO, Energists

Jon Hill – Energists

When you build a high-performing team, it’s natural that competitors will take notice and try to lure some of those exceptional employees away. Because of that, I’d say it’s smart for leaders to be prepared for how they plan to hang on to top talent when they get another offer.

First of all, it is a positive sign if the employee informs you of the offer. This is a sign they haven’t decided to accept the offer and you can still retain them if you act quickly. Start by having an honest conversation with the employee about the offer—how tempted they are to take it and why, and what your company could do to entice them to stay.

Learning why they’re considering the offer is critical because it tells you where to start the negotiations. If salary is the biggest factor, then adjusting their compensation to be the same as (or higher than) the competitor’s offer could be enough to keep them on the team. In other cases, it may be more effective to discuss more flexible schedules, a remote or hybrid position, additional benefits like stock options, or career advancement through a promotion, expanded responsibilities, professional development, or leadership opportunities.

In some cases, you may not be able to compete with the competitor’s offer, and some talent loss is inevitable in a business. However, if you address the specific reasons the employee is considering the offer, you have the best chance of keeping them on your team.

Joan Denizot
Founder, Zize Bikes

Joan Denizot – Zize Bikes

In an urgent retention scenario, my first step would be an open conversation to understand their motivations—whether it’s compensation, growth, or work-life balance.

I’d present a compelling counteroffer that aligns with their aspirations, whether through salary adjustments, performance-based bonuses, or equity options. Additionally, I’d emphasize long-term career growth by mapping out leadership or specialized roles tailored to their strengths.

Beyond financial incentives, I’d reinforce workplace culture, flexibility, and mission-driven engagement, ensuring they feel valued beyond numbers. If compensation is a key factor, I’d explore creative perks like additional paid time off, remote work flexibility, or personalized development opportunities.

Ultimately, people stay where they feel appreciated and have a clear vision of their future. Retention is about genuine investment in their success.

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

From Blame to Ownership: Leaders Share Accountability Solutions

by

From Blame to Ownership: Leaders Share Accountability Solutions

Nothing sinks a team’s potential faster than a culture of blame. While everyone agrees accountability is the foundation of high performance, the all-too-common instinct to point fingers instead of taking ownership can be a huge roadblock to success.

This isn’t just about hurt feelings; it has real costs. Blame-shifting, often born from a fear of failure, can crush morale and has been linked to a steep 20% drop in employee engagement (Gallup, 2024). In today’s tight 2025 talent market, with a low 3.5% unemployment rate (SHRM, 2025), no business can afford that kind of hit. Cultivating a culture of ownership isn’t just a nice-to-have; it’s a competitive necessity.

So, how can leaders effectively turn a tide of blame into a wave of personal ownership? The HR Spotlight team went directly to the source, asking seasoned HR and business leaders:

“When blame-shifting starts to undermine team morale and growth, what are your most effective, go-to strategies for building a stronger culture of accountability?”

From simple communication hacks to smart tech solutions, their responses provide a powerful playbook for creating a culture of trust and teamwork—empowering organizations not just to meet today’s challenges, but to truly thrive.

Read on!

Raymond Anto
Founder, Congruen

Raymond Anto – Congruen

Want to unlock accountability on your team? It’s not about complex theories; it’s about two game-changing habits: total clarity and leading by example!

Banish Ambiguity: Fuzzy instructions lead to zero results. That’s where accountability crumbles! So, ditch the vague, “Let’s hope this gets done,” and level up in a crystal-clear direction like, “Zui, you’re owning the proposal draft, and Friday is our launch day!” This isn’t about being bossy; it’s about setting your team up for a win. When everyone knows their exact play, the whole team scores.

Leaders Own It, First: If I drop the ball, I’m the first to raise my hand. I’ll tell my team, “I messed up here, here’s how I’m fixing it, and here’s my plan so it won’t happen again.” This one move is a culture-shifter. It instantly replaces the dreaded blame game with a “we’re-in-this-together” vibe. When leaders own their mistakes, it empowers everyone to do the same.

Ultimately, awesome accountability isn’t about calling people out. It’s about creating a high-trust space where everyone is excited to own their part and knows they’ll be supported when they stumble. That’s how you build an unstoppable team!

Justin Tardif-Francoeur
Co-Founder, Montreal Weights

Justin Tardif-Francoeur – Montreal Weights

I prioritize clear expectations and open communication.

I set specific, measurable goals for each team member and ensure they understand their role in achieving them. Regular check-ins help track progress, address roadblocks, and maintain alignment.

I also foster a culture of ownership by empowering employees to make decisions within their roles and providing constructive feedback when needed.

Lastly, recognizing achievements and holding individuals accountable for their responsibilities helps reinforce a sense of ownership.

This balanced approach creates an environment where accountability is built into daily operations and leadership.

Gregory Shein
CEO, Nomadic Soft

Gregory Shein – Nomadic Soft

To improve accountability, I implement clear role definitions, measurable KPIs, and consistent feedback loops. Establishing a culture of ownership through transparent communication and leading by example is essential. I also use project management tools to track responsibilities and outcomes visibly.

Regular retrospectives help teams reflect constructively without assigning blame. Training in emotional intelligence and conflict resolution further reinforces accountability. Recognizing accountability-driven behavior publicly strengthens its value. Ultimately, when expectations are explicit and support systems are in place, accountability becomes a shared standard rather than a forced obligation.

Kemi Chavez
Chief People Officer, Blue Federal Credit Union

Kemi Chavez – Blue Federal Credit Union

Shifting blame might feel easier in the moment, but it doesn’t move us—or our people—forward.

At Blue, we believe accountability is less about calling people out and more about calling them up. It’s about creating an environment where people feel trusted, supported, and clear on how their work contributes to something bigger.

We focus on setting expectations early, keeping communication open, and leading by example. And when mistakes happen, we use them as moments to grow—not setbacks to dwell on.

That mindset is a big part of why we’ve been recognized with several workplace excellence awards. But more importantly, it’s what keeps our teams connected and our culture strong.

We’re always learning, always improving—and always rooting for one another.

Mike Lyons
HR Consultant, Seasoned Advice

Mike Lyons – Seasoned Advice

To generate accountability, it’s important to first create trust through regular face to face conversations. When a manager combines this with curiosity, it can lead to deep conversations about the status of work, the obstacles, and the objectives of the team. With trust and curiosity, employees are much more likely to open up.

Doug Crawford
Founder, Best Trade School

Doug Crawford – Best Trade Schools

When it comes to improving accountability, I’ve learned over the years that setting clear expectations and leading by example make all the difference.

If you show your team that you’re willing to take responsibility for your actions, it encourages them to do the same.

I make sure to communicate expectations upfront so that everyone knows what they’re responsible for, and then I hold regular check-ins to see where things are going. I’ve found that these check-ins are less about pointing out mistakes and more about figuring out how to move forward.

If someone slips up, I want them to feel comfortable owning up to it without fearing judgment.

Encouraging this kind of environment helps build trust within the team, and it cuts down on the blame game because people realize that owning their mistakes is just part of the growth process.

Jonathan palley
CEO, QR Codes Unlimited

Jonathan Palley – QR Codes Unlimited

One of the things I’ve worked to make clear to our entire management team is that the successes and failures of their direct reports ultimately reflect on them–and that goes all the way up to me.

This doesn’t mean that we won’t identify individuals who are underperforming, or recognize people who have gone above and beyond, but ultimately, I believe in collective accountability.

Abraham Samuel
Outreach Strategist, BoostMyDomain

Abraham Samuel – BoostMyDomain

We made a simple but powerful switch on our team: we stopped viewing accountability as a dreaded disciplinary tool and started treating it as a core cultural value.

A game-changer for us was introducing “decision retros.” We don’t just review mistakes; we review every major call the team makes, walking through the context, choices, and outcomes. This isn’t optional, and the result was that scapegoating vanished almost overnight because the spotlight became shared, not targeted.

To bring ownership into the open, we also ditched vague job descriptions for dynamic “accountability maps.” Everyone’s name is publicly attached to specific outcomes. So, if a goal slips, the conversation immediately becomes about the structure, not the person. It’s about, “How can we fix the process?” instead of, “Who’s to blame?”

Let’s be clear: this isn’t micromanagement; it’s radical clarity. In today’s fast-paced, AI-driven world, vague accountability just doesn’t cut it. It’s often a fast track to a blame-shifting culture, which is usually a symptom of unclear boundaries.

The magic formula is pairing psychological safety with crystal-clear responsibility. When people know their fingerprints are on an outcome, they instinctively start thinking like owners. I’ve personally seen this shift turn passive employees into some of our most proactive, strategic thinkers.

You can’t build a resilient culture if ownership stays in the shadows. Our rhythm is simple: See it. Own it. Solve it. That’s how you build a team that thrives.

Danilo Coviello
Founding Partner, Espressotranslations

Danilo Coviello – Espresso Translations

I am all about creating a culture of accountability that feels natural, not forced. One key practice I have found effective is setting clear, specific expectations right from the start.

A few months ago, I launched a new project where we implemented a simple “daily goal tracker” that each team member filled out. It was not about micromanaging but about giving everyone visibility into where they stood, which built a sense of personal responsibility.

Since then, we’ve seen a 30% improvement in task completion rates within deadlines, all because each person had a clear sense of ownership. This has made a big difference in productivity and has helped everyone stay aligned.

I also believe in leading by example. When I slip up, I own it and turn it into a learning opportunity.

For instance, I missed a key deadline a while back, and instead of deflecting, I shared with the team how I would adjust my approach to avoid similar issues. This transparency set the tone for the rest of the group to do the same.

We have now incorporated a “learning moment” into every meeting, where we discuss what worked and what did not.

The changes in atmosphere have transformed accountability from a demanding duty into a necessary component of development.

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

Overtime Overhaul: New Rules, New Challenges

by

Overtime Overhaul: New Rules, New Challenges

The U.S. Department of Labor’s new overtime rule represents one of the most significant compensation shifts in years. 

By dramatically raising the salary threshold for exempt status under the Fair Labor Standards Act (FLSA), the rule reclassifies millions of American workers, making them newly eligible for overtime pay.

For HR teams, this is far more than a simple compliance update; it’s a massive operational challenge with deep financial and cultural implications. 

The hurdles of implementation vary widely across industries—a tech startup with a flexible “always-on” culture faces a different set of problems than a retail chain with thousands of store employees whose duties must now be meticulously tracked.

Navigating this transition successfully requires foresight and a clear understanding of the potential pitfalls. 

To gain on-the-ground perspective, we turned to a panel of seasoned HR experts and business leaders from across industries with one critical question:

“As HR teams update overtime pay compensation in light of recent legislative updates, what is one implementation challenge they could potentially face in your industry?”

Their insights serve as an essential guide for any organization working to align with these new regulations, revealing the key challenges and strategic considerations for a smooth and compliant transition.

Read on!

Martin Weidemann
Owner, Weidemann.tech

Martin Weidemann

One of the biggest implementation challenges is adapting legacy payroll systems to handle nuanced, real-time rule changes across multiple jurisdictions—without disrupting operations.

In my own companies, which span across fintech and luxury services in Mexico, this became clear when managing a team with hybrid shifts, bonuses, and on-call structures. Many payroll platforms simply weren’t built for dynamic rules tied to hours worked, variable rates, or multi-role staff.

What made it even more complex was the communication gap between legal updates and HR tech—compliance would change, but systems lagged behind. We had to bridge that manually, often by updating spreadsheets or APIs on the fly. It’s not just a technical issue; it’s an operational one that impacts trust, accuracy, and morale. And for industries that move fast, like tech or aviation, lagging here can mean real legal risk.

Joe Spisak
CEO, Fulfill.com

Joe Spisak

One significant challenge HR teams in our industry face when implementing updated overtime pay regulations is managing the cost implications across a diverse workforce with varying seasonal demands.

In the 3PL world, we operate in an environment where peak seasons can require substantial overtime hours from warehouse staff. The recent increases in salary thresholds for exempt employees—moving from $684 to $844 weekly, and eventually to $1,128 weekly—create a complex reclassification puzzle that affects operational planning.

I’ve seen firsthand how this impacts our partners. A mid-sized 3PL we work with recently had to reclassify nearly 30% of their warehouse supervisors as non-exempt, dramatically changing their labor cost structure. Their HR team wasn’t just dealing with payroll adjustments—they were navigating employee morale issues as formerly salaried staff adjusted to punching time clocks.

The implementation challenge extends beyond paperwork. It requires recalibrating entire workforce management systems, especially when dealing with seasonal volume fluctuations. Many 3PLs have traditionally relied on flexible overtime arrangements during peak periods, and these regulatory changes force a fundamental rethinking of staffing models.

What makes this particularly challenging is the timing—these changes are hitting during a period when fulfillment operations already face margin pressure from rising carrier rates and warehouse space costs.

For HR teams, it’s not simply about compliance; it’s about implementing these changes while preserving operational efficiency and maintaining service levels for eCommerce clients who expect consistent performance regardless of regulatory shifts.

The most successful implementations I’ve witnessed involve HR partnering closely with operations to model different workforce scenarios, using data analytics to predict impact points, and creating clear communication channels to help employees understand how and why their compensation structures are changing.

Chris Brewer
Managing Director, Best Retreats

Chris Brewer

In the wellness retreat industry, one big challenge HR teams face updating overtime pay due to 2024 FLSA changes is reclassifying exempt employees to non-exempt. Many retreat staff, like facilitators, were salaried above the old $684 weekly threshold but fell below the new $844 (July 2024) or $1128 (January 2025).

Tracking hours for these roles, often involving irregular schedules at remote sites, is a nightmare. I saw a Peru retreat struggle with this—staff felt micromanaged when asked to log hours, tanking morale. Advice? Use simple time-tracking apps like Toggl and train managers to communicate the change as a fairness win, not a demotion.

Andy Danec
Owner, Ridgeline Recovery LLC

Andy Danec

One of the biggest implementation challenges we face in the addiction treatment industry when updating overtime pay policies is balancing compliance with continuity of care. At Ridgeline Recovery, our team operates 24/7. Clients don’t stop needing support just because the clock hits a certain hour. That means our counselors, support staff, and medical team often work odd hours, weekends, or get called in during emergencies.

With new overtime legislation, HR teams must rethink scheduling, payroll structures, and staffing without disrupting client care. The problem? You can’t always predict how long a crisis will last. Forcing strict cutoff times or limiting hours to control costs can create gaps in care or lead to burnout if team members feel like they’re being micromanaged around the clock.

We addressed this by investing in better workforce management software—real-time tracking, clear overtime alerts, and smart scheduling based on actual demand. But the real shift was cultural: making sure our staff understood their rights, our obligations, and that any changes in policy wouldn’t compromise the mission.

HR must walk a tightrope. You have to stay compliant, yes—but in healthcare and recovery, you also have to stay human. That’s the challenge.

Joel Miller
President, Miller Pest & Termite

Joe Miller

One big challenge I’ve seen firsthand is adjusting overtime policies for employees who split their time between roles that do and don’t qualify for overtime.
We encountered this issue at a field services company, where some team leads were hands-on in the field part of the week. The rest of the time, they handled scheduling and reporting.

When the new rules took effect, HR had a difficult time determining when those employees were eligible for overtime and when they weren’t. It was a tracking nightmare and led to some underpayments early on, which we had to correct.

We eventually moved to a time-tracking system that let employees categorize their hours by activity type, but even that took weeks of training and buy-in. The key learning was that compliance isn’t just about updating policy—it’s about making sure the tools and behaviors on the ground support it. You can’t rely on memory or assumptions when classifying labor anymore. To stay ahead of these changes, you must design your workflows to reflect the law, not the other way around.

Derek Emery
CEO, Cash For Cars Los Angeles

Derek Emery

Being the CEO of Cash for Cars Los Angeles since 1999 and having a 30-plus years of experience in the sphere of business and finance, I have noticed that the HR teams working in the sphere of automotive services have a peculiar problem with adjusting to the new policies of paying overtime: matching the inflexible legislative system with the anarchic pace of the industry.

Our industry is driven by uncertainty unlike the predictable office settings, seasonal peaks (e.g. holiday vehicle sales), post-disaster sudden rise requests, and inventory cycles that rise and fall.

As an example, customer traffic can repair suddenly and double because of one hailstorm, and technicians have to work long hours.

However, new overtime regulations offer tight limits on the number of hours as well as complicated payments calculations, which presents a paradox: limit overtime to meet the regulations, and lose income during busy periods; be flexible, and watch labor costs spiral.

The other potential obstacle that has been ignored is the fragmented workforce in our industry. The auto service positions, techs, sales people, detailers all have different pay structures (salespeople get commissions, mechanics get piece rates).

It is a minefield of compliance to design overtime policies that reasonably take such disparities into consideration.

A survey by the Automotive Service Association (2021) found that 38% of companies are having a hard time retaining skilled technicians; errors in pay transparency may help speed up the process.

Workers may leave in anticipation in case they dread earning less income in the event of new regulations, thus incurring fewer hiring expenses than the cost of conformity.

Finally, there is the integration of technology that makes it difficult. Automation increases efficiency, but watching over AI-generated diagnostics or answering customer portal requests after hours erases the distinction of a regular workday.

Defining overtime applicability to hybrid jobs (ex: a technician who manages robotic repairs) requires imaginative resolutions- something that HR departments seldom have to deal with in non-tech intensive sectors.

Workforce planning, flexible scheduling software, and honest communication are not negotiable when it comes to handling these legislative changes without compromising the quality of service and staff morale.

Mark Niemann
CEO & Co-Founder, MeinOffice

Mark Niemann

One key implementation challenge HR teams may face when updating overtime pay stems from the complexity of aligning compliance with operational agility, particularly in industries like ECommerce and tech-driven services:

Varying job roles: The rapid evolution of hybrid roles in marketing, content creation, and customer experience makes classification under new wage regulations harder.

System integration: Legacy HR and payroll systems often lack the flexibility to adapt quickly, leading to delays or inaccurate calculations.

Talent retention risk: Sudden compensation structure changes can affect morale or prompt dissatisfaction if not communicated transparently.

To mitigate these, it’s essential to:

  • Conduct job audits to clearly define exempt vs. non-exempt roles.
  • Upgrade digital tools for real-time compliance tracking.
  • Proactively communicate policy changes to build understanding and trust.

Andres Bernot
Founder, WOW! Shirts

Andres Bernot

HR departments in the clothing trade encounter a problem linking changes in overtime compensations with varying production patterns in the light of new laws.

We are selling shirts, we work with made-to-order, custom design, so we can rapidly increase workload, especially when there is a seasonal trend.

For example, when some new design is popular we usually have many orders that need overtime. Compensating in such peaks may be complicated.

Without a swift response and clear communication of changes by the HR teams, employees could develop a belief that the system is not fair, which can be dejecting.

To manage that, the HR needs to juggle between the legality and the effective communication so that the employees could feel appreciated and so that there would be no kinks in the working process at such crucial times.

Dr. Kirk Adams
Disability, Equity, & Inclusion Advisor, Innovative Impact LLC

Dr. Kirk Adams

When HR gets overtime policy wrong, it’s not just a payroll issue. It’s a people issue.

Employees with disabilities often work under modified schedules. Some share roles. Others use assistive tech.

These accommodations change how hours get tracked. But most systems weren’t built for that.

They miscount hours. They miss productivity. And they cause underpayment.

Not because of bad intent but because of bad design. That’s where trust breaks. That’s where legal risk grows.

HR leaders must act. Train your managers. Choose systems that flex. Bring in experts who understand disability inclusion.

Compliance is the floor. Equity is the goal. Leadership means knowing the difference and doing better.

Hayley Gillman
CEO, BOTI

Hayley Gillman

The main obstacle for HR teams extends beyond numerical challenges because it involves dealing with human aspects of organizational change.

The change from exempt to non-exempt employee status affects payroll operations while transforming employee perceptions about their work responsibilities. The shift in tracking work hours creates a sense of micromanaging for employees who previously enjoyed flexibility in their work. When communication about compliance updates is not handled properly the process transforms into a perceived demotion for employees.

The key? The solution requires organizations to modify both their policies and employee attitudes. The explanation should include both legal requirements and fair pay principles and employee protection aspects. Managers need training to conduct these conversations while showing understanding toward their team members. Organizations should spend money on tools that provide smooth time tracking experiences instead of creating overwhelming situations.

The actual expense of overtime updates exceeds monetary costs because it damages employee trust.

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

Powering Up AI Hiring: Solutions for a More Equitable Future

by

Powering Up AI Hiring: Solutions for a More Equitable Future

As AI-driven hiring tools gain momentum, they promise efficiency and scale in talent acquisition, but they also spark concerns about bias and fairness.

While these systems can streamline recruitment, their potential to perpetuate inequities or overlook diverse talent is a pressing issue.

To dive into this complex topic, the HR Spotlight team reached out to HR experts, AI specialists, thought leaders, and business executives to address a critical question:

Despite concerns of potential bias, AI-driven hiring is gaining traction. In your opinion, what is one serious adverse consequence of this practice within your industry, and how is your organization mitigating this risk?

Their responses reveal real-world challenges, from reinforcing existing biases to misjudging candidate potential, alongside proactive strategies like transparent algorithms, diverse training data, and human oversight.

Join us as we explore the risks of AI in hiring and the innovative solutions organizations are deploying to ensure fairness.

Discover how these leaders are navigating the delicate balance between technology and equity to shape a more inclusive future for recruitment.

Read on!

Ger Perdisatt
CEO & Founder, Acuity AI Advisory

Ger Perdisatt – Acuity AI Advisory

When AI optimises for what worked before, it quietly filters out the people you actually need next.

The real risk in AI-driven hiring isn’t traditional bias — gender, race, or education. It’s corporate success bias: the tendency of AI systems to replicate what has historically worked in your organisation, even when that’s exactly what won’t move you forward.

Trained on past hiring data, these tools surface “safe” candidates who mirror your existing top performers. Familiar degrees. Recognisable companies. Predictable experience. It looks like consistency — but it’s actually stagnation.

          If you’re trying to evolve, these systems quietly optimise against change.

In industries that demand fresh thinking and strategic agility, this creates dangerous blind spots. AI won’t challenge your hiring assumptions — it validates them. At Acuity, we’ve seen how even well-intentioned systems can entrench sameness when they’re designed without forward-looking intent.

The mitigation playbook:

1. Define hiring success forward, not backward.

2. Audit inputs and outcomes, not just interfaces.

3. Use AI to assist, not decide.

4. And remember: culture makes the final call.

There’s justified focus on codified bias in AI systems. But here’s the uncomfortable truth:

      AI screens who you see.

      Culture decides who you pick.

Screening algorithms may be sophisticated — but they’re optimising for yesterday’s success criteria. In a period of transformation (which describes most organisations today), that’s the wrong objective function.

Until we acknowledge this, the risk isn’t just in our tech stack. It’s in our strategic blind spots.

Because real change means hiring for who you’re becoming — not who you’ve already been.

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj – Mixmax

One serious risk of AI in hiring is that it can reinforce existing biases. If an algorithm is trained on past hiring data-and that data has skewed toward certain backgrounds, schools, or demographics-then the AI will replicate those patterns.

At Mixmax, we don’t rely on automated decision-making. As a recruiter, I use AI tools to help draft outreach or summarize candidate feedback, but I still review every application manually. Our hiring is structured, but human.

In my coaching work, I advise clients to write resumes and LinkedIn profiles that are both ATS-friendly and human-readable. But ultimately, no algorithm should replace thoughtful hiring decisions grounded in context.

Tech should support fairness, not shortcut it.

Ydette Macaraeg
Marketing Coordinator, ERI Grants

Ydette Macaraeg – ERI Grants

In the nonprofit sector, one serious adverse consequence of AI-driven hiring is the perpetuation of systemic inequities that directly contradict our mission-driven values.

AI algorithms often reflect historical hiring biases, potentially screening out candidates from underrepresented communities who bring essential lived experiences to our work. This is particularly damaging in grant-funded organizations where diversity, equity, and inclusion aren’t just buzzwords—they’re often funding requirements and core to our effectiveness.

Our organization mitigates this risk through a hybrid approach: using AI for initial resume screening while ensuring human reviewers from diverse backgrounds evaluate all candidates who advance.

We’ve also implemented bias audits of our AI tools, partnering with local universities to analyze our hiring data for disparate impact. Additionally, we maintain structured interview processes with standardized questions and diverse interview panels to counteract algorithmic bias.

The key is treating AI as a tool to enhance, not replace, thoughtful human judgment in building teams that truly reflect the communities we serve. That’s how impactful grants fuel mission success.

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

Ishdeep Narang, MD – ACES Psychiatry

Our work in psychiatry is built on a foundation of human connection. That’s why I see the biggest danger of AI in hiring as its inability to gauge a candidate’s therapeutic presence. An algorithm can screen a resume for keywords like ’empathy’ or ‘compassion,’ but it can’t detect the genuine warmth, clinical intuition, and unwavering stability a person projects in a room.

That felt sense of safety is the bedrock of a therapeutic relationship, whether you’re working with a child who’s too scared to speak or an adult who has lost all trust in others. It’s this intangible quality that allows a patient to feel seen and begin to heal.

To mitigate this risk, I’ve made our hiring process deliberately human. While technology can handle the initial application, its role ends there. I personally meet with every candidate we seriously consider, not just to review their experience, but to understand who they are as a person. I’m looking for the things an AI simply can’t quantify.

I’m reminded of a colleague I once worked with. An AI screening their resume would have likely passed them over for someone with more prestigious credentials. But I saw firsthand the incredible humility and deep care they showed when discussing a challenging past case. That’s the kind of genuine empathy you simply can’t program an algorithm to spot.

In a field built entirely on human connection, the ultimate hiring decision must be a human one. For me, that approach is non-negotiable.

Andrew Peluso
Founder, What Kind Of Bug Is This

Andrew Peluso – What Kind Of Bug Is This

One serious risk I see with AI-driven hiring is over-reliance on pattern recognition that unintentionally filters out qualified but non-traditional candidates.

In digital marketing, some of our best hires didn’t have agency backgrounds or traditional degrees—they came from journalism, teaching, even theater. However, many AI screening tools heavily weigh resume keywords, which tends to reward individuals who already know how to “speak the language” of the industry. That creates a feedback loop where the same types of profiles continue to rise to the top, and you miss out on diverse perspectives that often lead to stronger creative and strategic work.

To mitigate this, we made a conscious decision to keep our first-round screening partially manual, especially for content and strategy roles. We use tech for volume management—like filtering for basic writing skills or location—but we don’t let AI decide who moves forward. We also include blind writing assessments early in the process.

That levels the playing field and allows us to evaluate candidates based on output, not just their resume history. It takes more time, but it’s helped us build a team with a broader range of thinking—and in our industry, that’s a competitive edge.

Joe Spisak
CEO, Fulfill

Joe Spisak – Fulfill

One serious adverse consequence of AI-driven hiring is algorithmic bias that can perpetuate workforce homogeneity. When AI systems are trained on historical logistics industry data, they risk reinforcing existing workforce patterns rather than promoting diversity.

The logistics industry already faces challenges with representation across different demographics. If AI hiring tools learn from this historical data, they may inadvertently screen out qualified candidates from underrepresented groups who don’t fit the “typical” profile, limiting perspectives and innovation potential within our partner network.

At Fulfill, we’ve implemented a hybrid approach to mitigate this risk. Our AI tools assist with initial candidate screening for our network of 650+ fulfillment partners, but we never allow them to make final decisions. Our human experts review recommendations, applying contextual understanding that algorithms lack. We’ve also invested in diverse training datasets and regular algorithmic audits to detect potential bias patterns.

I’ve personally witnessed how diverse teams deliver superior results for our eCommerce clients. One of our most successful partners initially struggled with staffing challenges until they revamped their hiring practices to be more inclusive. They now maintain a culturally diverse workforce that brings unique perspectives to problem-solving, particularly valuable when handling fulfillment for clients with global customer bases.

The real value in matching eCommerce businesses with the right partners comes from understanding nuanced needs that pure algorithms might miss. That’s why we’ve built our platform to combine technological efficiency with human expertise – creating more opportunities while ensuring fairness in an industry that depends on diverse talent to solve complex logistics challenges.

Rae Francis
Counselor & Executive LifeCoach, Rae Francis Consulting

Rae Francis – Rae Francis Consulting

One of the most serious risks of AI-driven hiring isn’t just bias in data – it’s the erosion of human connection. While AI can be helpful in screening resumes, it can’t assess presence, empathy, or emotional intelligence – qualities that shape not just how someone performs, but how they connect, communicate, and contribute to a team.

Culture isn’t built through credentials alone. It’s built in the in-between – the way someone responds to pressure, the rhythm of conversation, the energy they bring into a room. Those things can’t be captured in data, but they’re often what determine whether someone strengthens or destabilizes a company’s culture.

And when it comes to bias, we need to be honest: if overcoming our own internal biases is hard, imagine the risk of an algorithm trained on decades of biased data – one that operates at scale, without reflection or accountability. Bias isn’t just maintained through AI, it’s multiplied.

Steve Ollington
ADHD Researcher, ADHDworking

Steve Ollington – ADHDworking

Back in 2022 the BBC ran a documentary called ‘Computer Says No’, which suggested the programming behind AI interviews was discriminatory towards neurodivergent people – for example, tracking eye content and facial expressions, which would be biased against people with Autism.

The program suggested AI interviews could be made more inclusive, if the companies and people behind the technology learned about neurodivergence so they could factor that in.

That was three years ago, but unfortunately the issue still doesn’t seem to be on the developers radars. That’s a shame, because it could be used to go the other way, removing some human biases and making recruitment fairer.

Hopefully some of the businesses using this AI will begin having neuroinclusion as part of their criteria for purchase soon – which will lead to the developers of the technology ensuring the (neuro)diversity of their training data.

Martin Weidemann
Owner, Mexico-City-Private-Driver.com

Martin Weidemann – Mexico-City-Private-Driver

One of the most serious risks I’ve seen with AI-driven hiring is how easily it can codify human bias under the illusion of objectivity.

Early on, we tested an AI-based screening tool to help preselect drivers. On paper, it seemed perfect—fast, data-driven, and consistent. But within a few weeks, we noticed a trend: local applicants from low-income neighborhoods in Mexico City were being filtered out disproportionately.

The algorithm had learned to prioritize “punctuality” using proxies like previous job addresses, but what it really did was penalize people who lived further from wealthier zones—where traffic is unpredictable and transit infrastructure lacking. The system had no context for the realities of commuting in Mexico City.

We immediately pulled the plug.

Since then, we’ve gone back to human-led screening, but with one key upgrade: we now use AI only as an assistive tool—not a gatekeeper. It flags applications for review, but final decisions always rest with a trained human who understands local nuance and context. And we track the demographic impact of every hiring round to ensure we’re not repeating mistakes behind the scenes.

For us, tech is there to scale human empathy—not replace it.

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

Hard-Won Wisdom: Early Career Lessons That Shaped Leaders’ Paths

by

Hard-Won Wisdom: Early Career Lessons That Shaped Leaders' Paths

Think back to your first “real” job. 

The lessons you learned—whether from a supportive mentor, a challenging project, or a memorable mistake—likely still resonate with you today. 

These early experiences are more than just memories; they are the foundational principles that shape who we become as professionals.

With this in mind, we asked leaders from the HR Spotlight community:

What’s a lesson that you learned at a job early in your career that you still apply today?

From simple words of advice to career-altering learnings, their stories reveal the profound and lasting impact of our foundational years and offer invaluable guidance for anyone navigating their own journey.

Read on!

Robyn Davis Sekula
Vice President of Communications and Marketing, Presbyterian Foundation

Robyn Davis Sekula

In my mid-20s, I worked for someone who was fond of minimalistic notes, expecting us to do whatever it was he wanted that day by just a word or two in the note.

In one case, I didn’t know what he wanted, or when, so I ignored it because I didn’t want to look dumb and ask.

When it wasn’t complete by day’s end, he was not happy.

Once that note hit my desk, it was up to me to ask questions to ensure I knew what he wanted.

It’s not your fault the instructions weren’t clear – but it is your responsibility to make up for lack of clarity by asking clarifying questions.

Understanding the assignment is crucial.

Danny Ray
Founder, PinnacleQuote

Danny Ray

Early in my career, I worked in sales for a small insurance agency, and one lesson has stuck with me ever since, listening is more powerful than talking.

Above all, I learned that understanding a client’s needs is the foundation of building trust.

For example, instead of rushing to pitch a product, I focused on asking thoughtful questions and truly hearing the answers. In fact, this approach helped me not only close more sales but also build lasting relationships.

Furthermore, it taught me the value of patience and empathy, two traits that are essential in leadership.

Overall, this simple yet profound lesson has shaped how I connect with clients, lead teams, and grow my business today.

Listening isn’t just a skill; it’s a superpower.

Shane Skwarek
Founder & Chief Technologist, S-FX.com Small Business Solutions

Shane Skwarek

When I started my first job at the age of 14, my boss would often preach that “you never gyp a good worker.” 

He’d often go out of his way to make sure that everyone was appreciated for their hard work, even if it was only giving you an extra $5.  

At the time, it didn’t mean much – until I’d later start employing people myself. 

When someone works hard for you, reward them in any way they can. Whether it’s monetarily, a gift card, or just a note of appreciation – people respond well when they know they’re valued.  

More importantly, it’s a better investment to reward those who already work hard for you than it is to try and find someone to replace them.

Allison Jackson
Communication & Wellness Strategist, FractionX

Allison Jackson

My first job out of college was as a copywriter for a major insurance company. There were about 10 of us on the team.

As you might imagine, writing, proofreading, and editing was essential for the role.

We quickly learned the “Six Eyes Rule.” That meant in addition to your eyes, two other people needed to review your work for errors.

This rule has stuck with me for two decades — and has prevented many mistakes!

Genevieve Piturro
Founder, Genevieve Piturro

Genevieve Piturro

Early in my career in the TV syndication business in NYC, I worked for a very creative and bold man. 

I was reserved and hard-working and never wanted to make a mistake. 

We had an opportunity to market new TV movies, and I watched as his imagination fueled him with new promotional ideas. He wasn’t afraid to take a chance and I think he saw something in me that needed to wake up to that same attitude. 

He took me aside one day and said, “Genevieve, I know you’re holding back – GO FOR IT!”  

His words propelled me to dig deep for what I now call MOXIE. I picked up the phone and made a big ask. To my shock, the answer from the other side of the phone was, “I like it, YES let’s do it!” 

And I have been best friends with my Moxie ever since!

Simon Royston
Founder and Managing Director, The Recruitment Lab

Simon Royston

My first Managing Director preached to me that one should ignore the client! 

He argued that you should ignore the client, deliver on what was agreed and save a lot of procrastination and energy.  

In today’s world in certain circumstances, it really can help.  

Too often clients can be closely examining your methodologies and question your every move. Ultimately, the client came to you to solve a problem and that above all else is what matters. 

That is not to say the client journey is unimportant.  

One should always communicate and report progress or maybe seek further information in specific cases. Just be mindful that time is money, and you are paid to deliver on time and within budget.

Lisamarie Monaco
Co-Owner, InsuranceForBurial.com

Lisamarie Monaco

A lesson that I learned long ago and that is valuable to me still to this day is to approach a job by learning it from the back end forward. 

I learned it is important to understand the behind the scenes processes, systems and workflows first so you gain a deeper understanding of how everything works and functions. 

This allows you to have the tools you need independently in that role. And helps avoid relying on others to fill in any gaps or to even fix something when there is a bump in the road. 

This lesson has served me well in my career and in everything I have done since implementing this in my life!

Michael Puck
Founder, Global Dog Art Gallery

Michael Puck

A lesson that I learned early in my career is to challenge everything.  

After eight years in the German military, I moved into HR and transferred to the US. I had no experience with HR in the US, and when I learned how different the US healthcare system works from what I was accustomed to, I designed a model that would give employers more control over healthcare costs. 

In the beginning, I was told many times that this model could never work. Even the Chief Medical Officer of our health insurance carrier told me not to waste my energy. 

After considerable initial resistance (I even got laughed out of the boardroom by my peers on the leadership team), I got the green light to implement the program. 

Right from the start the program engaged over 92% of the employees and even 70% of the spouses. As a result, the company did not receive any healthcare premium increases for five consecutive years, and we reduced the average number of health risks from 2.8 to 1.5. The underwriter calculated our net cost avoidance at over $7 million. 

All of this only happened because I challenged the status quo. The skill of asking probing questions and challenging everything that doesn’t feel right or looks outdated has become the hallmark of my HR career. 

Today, I am working for an HCM think tank where we take on the most pressing challenges today’s business and HR, in particular, face. 

My professional focus these days is based on this early lesson in my career: Challenge Everything.

Karen Southall Watts
Author, The Solo Working Day

Karen Southall Watts

Early in my career I learned to prepare for inappropriate interview questions, because they will happen. 

As a young woman I was often asked about pregnancy, potential pregnancy, and my children. Shockingly, these questions usually came from female interviewers and were often prefaced with remarks like, “I know I’m not supposed to ask this” or “Just between us women” as ways for interviewers to excuse their inappropriate and illegal behavior. 

When the job market is tough, these types of questions increase, because employers know candidates are desperate and can be tricked or coerced into answering. 

Later in my career as an educator and coach I advised clients and students to prepare for questions to pop up on age, religion, family issues, or national origin. 

It’s important for candidates to know in advance how they will handle this—confront, deflect, or answer—and what these kinds of questions mean about an employer.

Craig Attiwill
Founder & CEO, Peloton Technologies

Craig Attiwill

A lesson I learned early in my career can be summed up in one quote: “Insanity is repeating the same mistakes and expecting different results.” 

It’s not a quote from anyone in particular (I don’t think!), let alone anyone famous for their quotes. It’s just a life lesson from the collective.  

It’s not just about learning quickly from your mistakes and moving on. It’s remembering that others have likely made these mistakes, and the result is not going to be any different for you. 

One way to avoid the expensive learning process is to spend more time reading, researching and learning from peers  – understand how others in your role or in your industry have tripped along the way, and then choose another path.

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