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Unpopular HR Policies: Turning Pushback Into Progress

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Unpopular HR Policies: Turning Pushback Into Progress

What if the HR policy you’re defending with spreadsheets and compliance checklists is secretly the biggest threat to the culture you’re trying to protect?

Across industries, one uncomfortable pattern repeats: the rules designed to safeguard organizations often feel like handcuffs to the very people they’re meant to empower.

This HR Spotlight dares to ask the question most leaders avoid: are we enforcing policies—or are we enforcing distrust?

From mandatory reporting to bilingual mandates, from weekend response rules to personal goal-setting programs, seasoned leaders reveal the policies that ignite the fiercest pushback—and the surprisingly human fixes that flipped resistance into ownership.

Their stories prove one thing: when employees understand the “why,” see the win, and feel the respect, even the toughest policies become the glue that holds high-performing teams together.

In 2025’s war for talent, these lessons are pure gold.

Read on!

John Howley
Managing Partner, Howley Law Firm

After 30+ years in litigation, the policy that gets the hardest pushback is mandatory harassment reporting–especially when employees think they’re protecting a colleague by staying quiet.

I’ve seen these cases that should’ve been slam-dunks, because by the time people finally report, the evidence is stale and witnesses have scattered.

I had a case where a harassed nanny eventually won $1 million, but it took two years longer than it should have because her friends at the agency knew what was happening and said nothing.

They thought they were being loyal.

When we finally built the case, those same coworkers became crucial witnesses–but if they’d reported early, she could’ve been protected immediately and avoided months of hell.

What works is showing the math.

In my $80 million race discrimination case against Sodexho Marriott, the company’s own failure to enforce their reporting policy created a paper trail that made our job easier.

I tell HR: frame reporting as protecting coworkers, not snitching on them, because silence lets bad actors hurt more people.

When employees see that early reporting actually shortens investigations and gets faster resolutions, resistance drops fast.

Report Early, Protect Everyone

Lucas Simmons
CEO, Gener8 Media

I ran production teams at Gener8 Media and honestly? The biggest pushback wasn’t an HR policy–it was the creative approval process.

Directors and editors hated having clients review cuts at multiple stages, saying it “killed the creative vision” and added weeks to timelines.

The breaking point came during our Unseen Chains documentary about human trafficking.

One of my editors wanted full creative control until final delivery, but I insisted on showing rough cuts to Drive 4 Impact throughout.

He pushed back hard, saying it would compromise the artistry.

Then during a mid-production review, the nonprofit caught a factual error about trafficking statistics that would’ve destroyed our credibility if it made the final cut. That one catch saved the entire $180K project.

I started showing the team our client retention numbers–we had 87% repeat business specifically because clients felt involved in the process, not surprised at the end.

When crew members saw that their jobs existed because of this policy, not despite it, resistance dropped fast.

Now I frame client reviews as “insurance against expensive reshoots” and suddenly it’s not an annoying policy, it’s protecting everyone’s paycheck.

The shift happened when I stopped defending it as policy and started showing real money saved. Numbers change minds faster than principles.

Client Reviews Save Jobs

Jeff Bogue
President, Momentum Ministry Partners

Leading a 150+ person staff across eight campuses, the biggest pushback I’ve consistently seen is around scheduling flexibility–specifically when we implemented mandatory all-staff gatherings.

People want autonomy over their calendars, and asking ministry professionals to block out non-negotiable meeting times felt controlling to many.

What shifted the resistance was changing how we communicated the “why.”

Instead of announcing “mandatory staff meetings,” we reframed them as “team days” and showed our budget–we were investing $12,000 in bringing everyone together because we believed in them.

When people saw we were spending real money because we valued unity and development, attendance jumped from 70% to 94% within three months.

The real breakthrough came when I started sharing specific stories of what happened because we gathered.

A youth pastor met a finance team member at one of these events, which led to a conversation that solved a budget problem plaguing his department for months.

Staff started seeing these gatherings as networking gold rather than time theft.

My recommendation: stop defending the policy and start showcasing the tangible wins that come from it.

Collect three stories in the first 60 days of implementation where the policy directly solved a problem or created an opportunity. Resistance fades when people see proof, not principles.

Team Days Beat Mandatory Meetings

Seth Yingling
Owner, Yingling Builders

Hey, I run a custom home building company in West Central Illinois, and while I don’t deal with traditional HR policies, I’ve steered plenty of pushback on construction standards and building protocols–the parallels are pretty similar.

The biggest resistance I see is when people don’t understand why a rule exists.

When I introduced stricter quality checkpoints and required more frequent inspections with our builds, my team initially saw it as slowing them down.

But once I explained that these steps prevented costly callbacks and protected our reputation (which directly affected their job security), the pushback disappeared. People resist what they don’t understand.

My recommendation: involve your team in the conversation before rolling out the policy.

When we switched to Wausau Home Products in 2021, I didn’t just announce it–I showed the crew actual examples of how it made their work easier and reduced errors. That buy-in made all the difference.

Also, admit when something isn’t working and adjust.

We tried a new scheduling system last year that looked great on paper but created chaos on job sites. I scrapped it within two weeks.

Your credibility goes way up when people see you’re willing to listen and adapt rather than forcing something that clearly isn’t right.

Explain Why, Resistance Dies

D.J. Hearsey
Principal Agent, Select Insurance Group

I’ve built Select Insurance Group from the ground up with 12 locations across the Southeast, and the HR policy that creates the most friction? Mandatory bilingual capability requirements for customer-facing roles–especially in markets where we’re expanding.

When we moved into new territories in Georgia and the Carolinas, some existing staff pushed back hard on needing Spanish-speaking team members at every location.

They’d argue “this isn’t Miami” or question why we couldn’t just route calls elsewhere. The tension was real because it felt like their advancement opportunities were being limited.

What changed the conversation was showing them our Orlando retention numbers.

At our Florida offices where agents like Natalie Rivera and Diana Estrada handled both English and Spanish clients seamlessly, our customer lifetime value was 2.3x higher than English-only locations.

More importantly, those bilingual agents were closing 40% more policies per month because they could serve walk-ins that other agencies in the area were turning away.

I made it a growth opportunity instead of a gate.

We started offering paid Spanish classes during work hours and gave bonuses for certification milestones.

Three agents who initially complained the loudest are now our top performers in Virginia because they invested six months learning conversational Spanish.

When your team sees bilingual colleagues getting bigger commission checks and better reviews, resistance turns into enrollment.

Bilingual Bonus Ends Complaints

Orrin Klopper
CEO, Netsurit

I’ve been running Netsurit for nearly 30 years with over 300 employees across three continents, and the policy that creates the most friction?

Personal goal-setting programs–especially when they’re mandatory.

When we launched our Dreams Program, about 40% of our team initially resisted.

They’d say “I don’t want my boss in my personal life” or “my goals are private.”

The pushback came from fear that we’d judge their ambitions or use personal information against them in performance reviews.

What changed everything was making it employee-owned, not management-driven.

We let staff choose their own accountability partners (not their direct managers), and we funded their goals without requiring detailed justifications.

One team member wanted to learn guitar–we paid for lessons, no questions asked. Another wanted to run a marathon–we covered the training program and race fees.

The key was proving through action that this wasn’t a corporate manipulation tactic.

When people saw coworkers actually achieving personal dreams with company support, and zero strings attached, resistance dropped to almost nothing.

Now it’s one of our most valued benefits, but only because we gave up control and made it genuinely about them, not us.

Fund Dreams, Resistance Vanishes

Pleasant Lewis
Owner, Fitness CF

I’ve been running fitness centers in Florida for over 40 years, so I’ve seen my share of policy pushback.

The one that gets the most resistance? Mandatory customer feedback collection after every member interaction.

My front desk staff and trainers initially hated it because they felt like they were being constantly watched and judged.

They’d say “I already know my members are happy, why do we need another survey?”

But when we implemented our Medallia feedback system across Fitness CF locations, we found members were reporting issues staff assumed were fine–like equipment wait times during peak hours or confusing class schedules.

I sat down with the team and showed them real member comments where someone said “I almost cancelled, but then Sarah helped me find morning classes that fit my schedule.”

Suddenly they realized feedback wasn’t about catching mistakes–it was about celebrating wins and spotting problems before members walk out the door.

Our retention jumped because we could fix things in real-time instead of wondering why people didn’t renew.

The key was reframing it from “Big Brother watching” to “here’s proof your work matters.”

When a trainer sees a member specifically mention them in positive feedback, that changes everything.

Now my staff asks members to fill out surveys because they want that recognition.

Feedback Becomes Paycheck Proof

Brooks Humphreys
Founder, 614 HomeBuyers

People complain the most about attendance policies that mess with their flexible schedules.

At least around here. From our time in real estate, we learned that if you give people autonomy with clear expectations, you get fewer problems and they seem more into it.

My advice? Explain why the policy exists, then ask for their input. It almost always leads to a solution everyone can live with.

Flexible Schedules Beat Rigid Attendance Rules

Matthew Runyon
Partner, EMC Remodeling

I run a family roofing and remodeling company in Temple, TX, and honestly, the policy that gets the most pushback isn’t what you’d expect–it’s our mandatory 24-hour response acknowledgment for emergency calls, even on weekends. My guys hated it at first because they felt like they could never fully disconnect.

The real issue was they thought “acknowledgment” meant immediate dispatch.

I fixed the resistance by being crystal clear: acknowledge within an hour, but actual emergency work gets assigned by rotation and severity.

We track it simply–a quick text saying “Got it, evaluating now” counts. Since making that change, our complaint rate dropped to almost zero because the crew realized it’s 30 seconds of their time, not their whole weekend.

What made it stick was showing them our Google reviews. Before the policy, we had angry customers posting about “no one picking up during storms.” After? Our reviews jumped from 4.2 to 4.8 stars in six months, and I tied a quarterly bonus directly to maintaining that rating.

Suddenly everyone was fast on responses because it literally showed up in their paychecks.

The pattern I’ve seen: people resist policies when the “why” feels like it only benefits the company.

Link it to something they personally win from–reputation, tips, bonuses, fewer angry customer interactions–and resistance turns into buy-in fast.

Quick Texts Save Weekend Peace

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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After the Party Ends

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After the Party Ends: Guidance for handling unwanted sexual behaviours at the Christmas party

By Dr Enya Doyle (The Harassment Doctor™)

The company end of year “Christmas” party is supposed to be a time for celebration and connection; a chance for colleagues to unwind and enjoy each other’s company outside the pressures of daily work. Sounds idyllic. Nowadays, though, the work Christmas party has become synonymous with drunken disorder and unwanted sexual conduct in many organisations. And for HR leaders, that means the festive season often brings a spike in reports of unwanted sexual behaviours.

In many ways, investigating reports of sexual harm doesn’t change because it’s Christmas. But it’s fair to say that the context often makes it far more complicated. During holiday gatherings, when employees are in a more relaxed and celebratory state after what has been for many companies a challenging year, the potential for harm and organisational pressure seems to rise. These incidents have become so normalised at festive events that there can be added pressure, scrutiny, and emotion surrounding any subsequent investigation.

It’s likely too late for you to consider radical reframes of your company’s event this year which might make it safer going forward (alcohol-free, daytime, on site etc.). So, instead I’m sharing with you a couple of parts of the conversation I have most often with leaders in January. Because how you respond in those first hours and days matters. Not just for the individuals involved, but for the trust, safety, and culture of your entire organisation. Employees, especially vulnerable ones, are watching closely: Will you take concerns seriously? Do you act with care and consistency? Do you uphold your values even when it feels uncomfortable? When everyone’s tired? …or do you just shrug it off as an inevitable risk of having work parties?

A transparent, people-centred, timely and fair approach isn’t simply ‘best practice’, then – it’s a signal of what your organisation stands for all year round. Bearing that in mind, here are some reminders or reframes for you to bookmark:

How sure are you that your processes are trauma-informed in practice not just on paper?

It’s important that you respect the autonomy and agency of the person who has reported harm throughout. Don’t tell anyone in the organisation who doesn’t absolutely need to know, without their consent (e.g. their line manager, or someone who is managing a project they’re currently on).

When considering putting proportionate interim measures in place, we’re focusing on the impact on the vulnerable person(s), rather than any intent at this stage. You should of course communicate that any measures are not necessarily permanent or going to be used as evidence of ‘guilt’ in the investigation process, for everyone’s sake. Keep communication grounded (but not vague), calm and consistent. Everyone involved (including any witnesses, where relevant) should get signposting towards help including but not limited to your EAP, MHFAs, and importantly to relevant local/national helplines.

Being trauma-informed is a practice not a theory


At the end of the investigation, will people say that it felt like a maze to navigate?

Providing clear information about the investigation process, expected timelines, and who will be involved is the easiest win. Opacity breeds mistrust and speculation. You can work backwards with the people involved – reporting and reported person(s), witness(es) – in terms of potential outcomes of the investigation, how many meetings they’re likely to have and what the purposes of those meetings will be. Providing clarity and welcoming anyone involved to bring a supportive person with them to these conversations is important.

I really recommend that you take time to outline early that an outcome of not founded doesn’t mean malicious. In sexual misconduct cases, this is paramount given how prevalent the myth around false reports is. Even if the outcome isn’t a positive one for the reporting person(s), they shouldn’t feel like the investigation process retraumatised them or made it worse.

It’s always worth reminding people that they can withdraw their report at any time, and they don’t have to go through with the investigation – but be careful that it doesn’t sound like you’re coercing them to rescind the report because you’re busy or because it’s Christmas.

Be transparent from the outset

Does your policy allow for flexibility at high intensity times of the year?

Start the investigation promptly if you’re able to: secure evidence (which in 2025/2026 includes photos, screenshots and any online evidence like apologies sent via text or Slack), schedule interviews, and set realistic timelines for your organisation and the time of year. If you’ve got zero time before everyone is on mandatory break, then say that. Show awareness that it’s a high stress period of the year for them too and recognise the impact of this being unresolved over the break (if that’s the case). Timeliness shows seriousness and reduces stress for all parties. Nobody wants to be part of an investigation that should have been completed weeks or months ago. At the same time, no-one wants to be part of a botch investigation because it happened at the wrong time of the year.

Act quickly, without rushing


Even if they don’t like the outcome, will they say the investigation was done fairly?


Ensure the internal investigator is a good person to do it – they should be trained in investigations, preferably in ones that involve sexual harm, and they shouldn’t be a witness or a line manager of anyone involved. When we’re under the quash at high intensity periods, best practice can fly out the window. It’s important that each party is treated with the same care. The investigator should feel able to apply policies consistently (so they should understand them!) and avoid hierarchy or social dynamics to dictate the outcome.

If you’ve got checklists and processes for investigating, this is where they come into their own. If you don’t, put that on the to do list for January 2026.

Maintain fairness as your foundation

If everyone seems to know about it, what signal does it send when leadership say nothing about it?

So many investigations of sexual harm in the workplace do not involve witnesses. Your Christmas party is likely to be one of the only times where there might be witnesses, or where a colleague is told almost immediately after it happens. If this was witnessed or discussed publicly at the Christmas party, you’ve got a secondary issue to manage here. And this becomes an important opportunity to show awareness that it is likely that other members of your team will have experienced unwanted sexual behaviours – that this is not an abstract issue.

Employees notice how leaders respond to harm. This is where your awareness of whether you’ve got a gossip culture comes into its own. How you handle a situation that everyone knows about is objectively more difficult than handling one that is kept confidential. Share only what is necessary (which is usually very little if there are no witnesses or if you don’t have a “everyone knows everything about everyone” culture) but do so in a way that reinforces values like safety, accountability, and respect.

Under these circumstances especially, a well-handled investigation becomes a culture signal, and ultimately a prevention method.

Communicate thoughtfully with the wider organisation or team


About the Author

Dr Enya Doyle (The Harassment Doctor™) is a leading consultant on harassment prevention and workplace culture. Since completing her PhD in 2020, she has partnered with world-renowned brands to dismantle systemic barriers and build workplaces where people are safe, supported, and able to thrive.

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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HR’s Positivity Plan: Leadership Behavior for a Better Workplace

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Correcting the Course: Measures to Improve Employee Conduct

What if the fiercest online flame wars are quietly training your team to treat disagreement like warfare?

As digital debates spill into Slack threads, stand-ups, and water-cooler chats, a single question haunts every leader: how do we stop the internet’s worst habits from colonizing our culture?

This HR Spotlight dares to dig deeper: is civility a soft skill—or the hardest edge a modern workplace can sharpen?

From modeling curiosity in the heat of tension to owning mistakes before anyone else can weaponize them, seasoned leaders reveal the one behavior that turns conflict from poison into progress.

Their answers expose a startling truth: in 2025, the companies that win won’t be the loudest or the most “right”; they’ll be the ones whose leaders refuse to fight fire with fire, and instead teach their teams how to disagree like grown-ups.

Read on!

Chris Trout
Founder & Principal, Donloninsights

When I think about civility at work, one of the first things that comes to mind, ironically, is tension.

Because one of the most powerful leadership behaviors for building a civil, healthy culture is modeling constructive curiosity in moments of disagreement.

When workplace conflict arises, especially as online debates seep into our teams, leaders who stay grounded, ask real questions, and seek to understand before reacting set a different tone. And that tone isn’t just intellectual, it’s felt.

This doesn’t mean avoiding conflict. It means navigating it with clarity and care.

Curiosity slows the impulse to escalate and opens space for people to be seen and heard.

Over time, it builds a culture where people don’t fear disagreement, they trust that it can lead somewhere better.

Civility isn’t about comfort. It’s about how we lead through discomfort together.

And the leaders who model that are building healthy cultures.

Curiosity Turns Conflict into Connection

Dr. Noah St. John
CEO & High-Performance Coach, MeetNoah

One of the most powerful leadership behaviors to foster civility is modeling emotional discipline.

In a world where online arguments spill into real-world dynamics, leaders who regulate their own tone and reactions set the standard for respectful dialogue.

At the root of most conflict is unspoken head trash, fear of being wrong, unheard, or disrespected.

When leaders communicate with clarity and curiosity instead of defensiveness, it invites teams to do the same. Culture follows behavior.

Discipline Your Tone, Shape the Culture

Katie Meyer
CEO, Moon Lab Productions

At MoonLab, we lead with intentional vulnerability.

As an agency grounded in creativity and collaboration, we’ve found that when leaders are willing to name uncertainty, own their missteps, and invite feedback, even publicly, it creates psychological safety across the team.

In an industry where pressure and perfectionism can run high, modeling this behavior normalizes honesty over ego and curiosity over control.

When leaders say, “I don’t have the answer yet” or “I may have missed something here,” it opens the door for respectful dialogue and shared problem-solving.

Civility thrives in environments where humility is not a weakness but a strength, and where empathy is embedded into how we lead, not just how we manage conflict.

Vulnerability Builds Psychological Safety

Brenda Buckman
Senior Director of Digital Web Presence, Huntress

My leadership behavior recommendation is to model active listening in all your workplace interactions.

Whether things are going well or a conflict is happening, as a leader you can actively listen and show your team that every perspective matters and that no decision is rushed or biased.

This behavior actively encourages your employees to voice their concerns out loud and share their ideas without worrying about being judged or dismissed.

It also creates space for mutual understanding between all team members and it helps your people not only in their interaction with one another but also with you as any and all disagreements are worked through constructively.

With trust and understanding and a willingness to resolve all situations together, your team will be unstoppable!

Active Listening Stops Escalation Cold

Scott Crosby
Technology Specialist, EnCompassiowa

Having worked through various tech industry challenges at EnCompass, I’ve learned that candidness with respect is the most powerful leadership behavior for workplace civility.
When our team faced difficult client situations, I found that delivering honest feedback while showing genuine encouragement prevented conflicts from escalating into personal attacks.

The key is what I call “reverse-role candidness” – instead of directly criticizing someone’s approach, I encourage them to evaluate the situation themselves.

During a recent project deadline crunch, rather than calling out a team member’s missed deliverable, I asked “What do you think went differently than planned?” This approach led to productive problem-solving instead of defensive responses.

At EnCompass, we’ve seen this translate into measurable results. When managers practice respectful candidness, our internal conflict resolution time dropped significantly, and team cohesion improved during high-pressure client implementations.

The technique works because it maintains dignity while addressing real issues.

Respectful Candor Beats Sugar-Coating

Jann Richardson
Creative Director & Founder, The Lamp Goods

As the creative director and founder of The Lamp Goods, I’ve had over ten years at the head of a close-knit team of artisanal employees where communication, teamwork, and imagination come naturally.

Operating the business side and hands-on design side of a lighting firm has taught me the importance of maintaining a positive, respectful work environment — especially when egos and opinions conflict.

One of my greatest leadership habits is to model calm, clear communication — especially in tough times.

Whether a conflict is constructive or destructive depends on how the leader manages it and responds.

I make sure to stop, listen carefully, and then respond with empathy.

It makes a space where members feel comfortable bringing forward ideas and issues without risking dismissal.
Civility is not being tactically polite — it’s creating trust and creating space for honest and respectful conversation.

Calm Communication Defuses Drama

Anne Marie White
Owner, Dream Big Counseling & Wellness, Dream Big Counseling and Wellness

Active Listening with Emotional Validation is the most powerful leadership behavior I’ve seen transform workplace dynamics.

In my experience running Dream Big Counseling & Wellness and working in various therapeutic settings, this single skill prevents 70% of conflicts from escalating.

When team members feel genuinely heard—not just acknowledged—they’re less likely to become defensive or reactive.

I’ve watched managers completely shift their workplace culture by simply pausing to say “I can see this situation is really frustrating for you” before diving into solutions.

The key is validating the emotion without necessarily agreeing with the position.

In family therapy sessions, I’ve seen this technique de-escalate heated arguments within minutes. The same principle works in boardrooms—people need to feel their concerns matter before they can engage in productive dialogue.

This approach costs nothing but creates psychological safety that drives both civility and performance.

When employees know their feelings will be acknowledged rather than dismissed, they’re more willing to bring up issues early instead of letting them fester into bigger conflicts.

Validate Feelings, Unlock Solutions

Beth Southorn
Executive Director, Lifestepsusa

When I started leading LifeSTEPS through serving 36,000 homes across California, I found that transparent acknowledgment of mistakes creates the strongest foundation for workplace civility.

Instead of deflecting when our programs hit snags, I began openly discussing what went wrong in team meetings.

During our expansion phase, one of our housing retention initiatives initially struggled in certain communities.

Rather than pointing fingers, I stood up in our all-hands meeting and said “I approved this approach too quickly without enough community input.” This immediately shifted our team culture from blame to problem-solving.

The results were measurable – we achieved that 98.3% housing retention rate in 2020 partly because staff felt safe raising concerns early.

When leaders model vulnerability by owning their failures first, it gives everyone permission to speak up about problems before they escalate into conflicts.

In nonprofit work with vulnerable populations, mistakes can have serious consequences.

But I’ve learned that teams perform better when they know their leader won’t throw them under the bus when things go sideways.

Own Mistakes First, Win Trust

Ann Krajewski
Licensed Clinical Psychologist & Founder, Everbe Therapy

Dropped: Rushing to solve every workplace conflict the moment it surfaces. I used to jump in immediately when team tensions arose, trying to fix everything before people could process their emotions.

Adopted: Modeling curiosity about underlying feelings during conflicts.
Instead of offering quick solutions, I started asking questions like “What might be underneath this frustration?” and “What boundary feels crossed here?” This mirrors the boundary-setting work I do with my therapy clients.

The shift was remarkable.

When I began treating workplace anger as information rather than a problem to eliminate, my team started communicating more authentically.

They learned to express concerns without blame, which reduced the cycle of defensiveness that typically escalates conflicts.

The same principle I use with perfectionist clients applies to leadership—honoring feelings rather than rushing past them creates the psychological safety where real solutions emerge.

Teams need space to breathe and reflect before they can align with their values.

Curious Questions Heal Hidden Hurts

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

Discover the latest HR Tips and trends with our weekly newsletters!

Correcting the Course: Measures to Improve Employee Conduct

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Correcting the Course: Measures to Improve Employee Conduct

What if the real reason workplace discipline is crumbling isn’t lazy employees—but a leadership vacuum no one wants to name? 

In an era of endless flexibility and fear of confrontation, a quiet epidemic has emerged: rules exist on paper, yet no one believes they’ll be enforced. 

This HR Spotlight asks the question most companies dodge: when accountability feels optional, how do you rebuild it without turning into the villain? 

From daily walkaround inspections to data-tracked operator costs, from frontline CEO hammer-swinging to peer committees reviewing every case, veteran leaders expose the surprisingly simple levers that restored order—often without a single written warning. 

Their answers reveal a provocative truth: discipline doesn’t return through stricter policies; it returns when people see undeniable proof that standards actually matter—and that someone still cares enough to fight for them.

Read on!

Justin Smith
CEO, Contractor+

“Discipline improves when expectations are clear, leadership is consistent, and people feel genuinely supported.”

Employee discipline isn’t just about enforcing rules, it’s about reinforcing a culture where people feel accountable, valued, and aligned with our mission.

HR can take the lead by setting clearer expectations, re-establishing consistent policies, and ensuring managers are trained to address issues early and fairly.

At the same time, we must strengthen employee engagement by recognizing good performance, creating open communication channels, and offering support where discipline issues stem from burnout or unclear guidance.

When people understand what’s expected and feel supported, discipline naturally improves.

The goal isn’t punishment, it’s building a workplace where responsibility, trust, and performance thrive together.

Build Accountability Through Clarity and Support

Justin Carpenter
Founder, Jacksonville Maids

When I managed cleaning crews, things got messy fast if people weren’t sure what their job was or if feedback took forever.

We switched to online checklists and automated performance reviews.

Suddenly, the expectations were clear for everyone to see, and we could spot issues right away.

When HR adds some actual coaching to the mix, people start taking responsibility for their work almost immediately.

Clear Expectations and Automation Boost Responsibility

Aja Chavez
Executive Director, Mission Prep Healthcare

From running healthcare teams, I learned to start by pulling people from different departments into a committee to review discipline cases.

It made sure the rules were applied fairly to everyone, even though it took some time to get right.

I also noticed most discipline problems stemmed from burnout, so we began simple things like regular check-ins and stress workshops to deal with the actual source of the issues.

Fair Review Committees Address Burnout Sources

Joshua McAfee
CEO & Founder, McAfee Institute

I’ve investigated workplace misconduct cases across Fortune 100 companies and trained thousands of law enforcement and military personnel, and here’s what most organizations get wrong: they wait until discipline has already collapsed before addressing the system that allowed it to happen.

When I built Amazon’s Loss Prevention program from scratch, we didn’t start with punishment–we started with documentation standards.

Every single incident required a written report following a specific format: what happened, what evidence exists, what policy was violated, and what the next step is.

This wasn’t busywork. It forced managers to confront whether they actually had a case or just a feeling.

Within six months, we saw frivolous complaints drop by 60% because managers knew they’d have to justify their actions in writing.

The bigger issue is accountability gaps.

I’ve reviewed investigation reports where the same employee had twelve documented violations over two years with zero consequences because each incident was handled by different managers who never communicated.

HR needs a centralized tracking system where patterns become visible.

When we implemented quarterly audits of the top 10% of repeat offenders in one organization, discipline issues dropped dramatically because employees realized someone was actually watching the data.

Here’s the part nobody wants to hear: if discipline has “significantly declined,” your investigation and documentation process is probably broken.

Train your managers on how to write proper incident reports using the active voice and factual language–no emotion, just evidence.

“Employee arrived 47 minutes late” beats “Employee has a bad attitude about punctuality.”

When managers can’t hide behind vague accusations, real accountability starts.

Documentation Standards and Centralized Tracking Restore Accountability

Steve Mlynek
CEO & Founder, HomeBuild Windows Doors & Sliding

I’ve been running HomeBuild in Chicago since 2005, and here’s what turned around our crew discipline when things got sloppy around year three: I started showing up unannounced at job sites.

Not to catch people, but to work alongside them for an hour or two on actual installations.

When I’m out there sealing windows with the crew or helping load materials, two things happen immediately.

First, I see exactly where our training gaps are–like when I noticed three different installers measuring window frames three different ways.

Second, the team remembers that I’ve done every job I’m asking them to do, often in worse conditions than they’re facing.

We implemented what I call “the 2-hour rule” after that.

Every supervisor, including me, spends a minimum of two hours per week doing frontline installation work.

Our callback rate for installation issues dropped from 8% to under 2% within six months because supervisors caught problems in real-time instead of hearing about them in complaint calls.

The money part matters too–we tied quarterly bonuses directly to crew performance metrics like on-time completion and zero-defect installs.

When a crew completes 20 consecutive jobs without callbacks, everyone on that crew gets $500.

Suddenly peer accountability handled most discipline issues before I ever heard about them.

Frontline Presence and Performance Bonuses Drive Results

Sandro Kratz
Founder, Tutorbase

At Tutorbase, we used to just react when discipline problems blew up.

Then we started tracking behavior data, and all of a sudden we could intervene before things got bad.

It felt fairer too, since it wasn’t just someone’s opinion.

My advice is to start tracking, use that data to coach your team, and let everyone see the progress. It actually works.

Track Behavior Data to Intervene Early

Jeffrey J. Miller
President & CEO, Kelbe Brothers Equipment

I run a fourth-generation equipment company in Wisconsin, and I’ve learned that discipline problems in construction operations usually trace back to accountability systems, not people.

When we took over leadership during industry transition, we found that clear documentation and measurement fixed most issues faster than any HR policy.

We implemented daily walkaround inspection protocols where operators had to physically check and document equipment conditions before use.

The game-changer wasn’t the inspections themselves–it was that everyone knew their work was being tracked and measured.

When operators see their inspection records compared against equipment downtime costs, behavior changes fast because the consequences become real and visible.

The most effective thing we did was tie individual performance to measurable outcomes.

We started tracking undercarriage wear patterns and maintenance costs by operator, then rotating equipment to identify who was actually following best practices versus who was cutting corners.

When one operator’s machines consistently needed repairs at 30% higher rates, the data made the conversation straightforward–no HR drama needed, just facts about cost per hour.

What surprised me was how much discipline improved when we gave people ownership of specific metrics.

Operators who previously ignored maintenance suddenly cared when they could see their fuel consumption numbers or repair costs compared to the team average.

Make the impact of poor discipline visible in dollars and equipment lifespan, and most people fix themselves.

Measurable Outcomes and Ownership Fix Discipline

Flavia Estrada
Business Owner, Co-Wear LLC

In a workplace where employee discipline has collapsed, the standard HR reaction is usually just to write more rules and hand out more warnings.

That completely misses the point. Discipline problems are usually symptoms of a failing system, not failing people.

The first measure HR must implement is a Culture of Relentless Clarity.

The action needed is a complete overhaul of expectations.

This means stopping the vague performance conversations and replacing them with clearly documented, specific behavioral metrics tied to core business goals.

If the problem is consistently late shipments, the metric isn’t “be on time”; it’s “ensure zero shipment errors before the 3:00 PM cutoff.”

Clarity stops people from being able to rationalize poor performance.

This shift works because it makes accountability objective, not personal.

When discipline issues arise, the conversation stops being a painful argument about effort and starts being a factual audit of process failure.

HR’s job becomes the enforcement of the documented system, not the judgment of the person.

This focuses everyone on shared competence, not punishment, which is the only way to genuinely restore order.

Replace Vague Rules With Specific Behavioral Metrics

Yoan Amselem
Managing Director, German Cultural Association of Hong Kong

Managing teams in schools taught me something simple.

We ditched the long policy documents and started holding ten-minute check-ins every Friday.

Anyone could bring up what was bugging them, big or small.

Suddenly, people knew exactly where they stood and started taking ownership of their work without me having to push.

Weekly Check-Ins Create Ownership and Clarity

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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Pivot or Persevere? Leaders on Your Next Move After a Layoff

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Pivot or Persevere? Leaders on Your Next Move After a Layoff

Layoffs force tough choices: pivot industries or refine current paths? 

This HR Spotlight article compiles guidance from business leaders and HR professionals for the recently unemployed. 

Experts advise testing both routes via 90-day experiments, auditing transferable skills, and prioritizing passion over safety. 

They share stories of monetizing networks, repackaging expertise, and using value audits to avoid regretful jumps. 

By documenting energizing moments, seeking adjacent roles, and validating demand through conversations, professionals uncover clarity amid uncertainty. 

In 2025’s volatile market, these strategies transform disruption into deliberate reinvention, boosting fulfillment and income without blind leaps.

Read on!

Tim Johnson
CEO, BIZROK

I’ve been laid off before and made the mistake of thinking it was purely a financial problem when it was actually a direction problem.

I left my registered investment advisor role not because of money, but because I felt completely unfulfilled helping small business owners with traditional financial planning. That misalignment was costing me more than any paycheck could fix.

Here’s what changed everything: I stopped asking “which path pays better” and started asking “which problem am I obsessed with solving?”

For me, it was watching my dad miss every out-of-town tournament because his business trapped him. That clarity led me to build BIZROK around scalability instead of going back into finance.

The pivot made sense because the problem consumed my thinking anyway.

My specific test: spend one week documenting what frustrates you most about your previous industry versus what excites you about a potential new one.

I filled an entire notebook with scalability problems I noticed everywhere–that’s when I knew pivoting wasn’t risky, it was obvious.
If you can’t stop thinking about problems outside your current field, that’s your answer right there.

One warning though–pivoting to “anything different” fails just as hard as staying in the wrong industry out of fear.

I’ve seen dentists leave clinical work to open restaurants and regret it within months. The question isn’t stay or go, it’s whether you’re running toward something specific or just running away.

Solve Obsessive Problems Post-Layoff

David Fritch
Attorney, Fritch Law Office

I’ve been through career transitions from multiple angles–Big 8 accounting firm to running my own law and CPA practices for 40 years, plus 20 years as a registered investment advisor.

The pattern I’ve seen work best is what I call the “adjacent move” rather than a complete pivot or staying put.

Look at what you already know deeply, then shift the application rather than starting from zero.

When I left Arthur Anderson, I didn’t abandon tax and accounting knowledge–I just moved it into serving small business owners directly instead of through a corporate structure.

That preserved my expertise while giving me a completely different lifestyle and income model.

Here’s what I tell coaching clients facing this: spend two weeks documenting every problem you’ve solved in your current role, then research which industries are desperate for those exact solutions but can’t attract talent.

A procurement specialist might find construction companies dying for supply chain help. A corporate trainer could find medical practices that need patient communication systems. You’re not pivoting–you’re repackaging.

The biggest mistake is treating this as binary. Take a bridge role that pays bills while you spend 10 hours weekly building credibility in the adjacent space–write LinkedIn posts, do free consultations, join industry groups.

I’ve watched too many people either jump blindly or stay frozen. Test your pivot hypothesis with real market feedback before you commit fully.

Repackage Skills Adjacent Industries

Dr. Elizabeth Barlow
Founder & CEO, Kinder Mind

I’ve worked with dozens of clients in this exact situation–recently laid off, stuck between familiar and new.

What I’ve learned from supervising clinicians nationwide and teaching in the UK is that the real question isn’t about the path itself, it’s about why you’re hesitating.

Most people I see are drawn to pivot because they’re running from something (burnout, toxic culture, feeling undervalued) rather than running toward something meaningful.

One client switched from finance to real estate after a layoff, only to recreate the same stress patterns in a new industry because we hadn’t addressed what was actually broken. Six months later, they were back in my office more anxious than before the change.

Here’s what works: spend two weeks documenting when you feel energized versus depleted in your current skillset.

I had a client track this and realized she loved the client-facing parts of marketing but hated the analytics.

She stayed in marketing but pivoted to a consultancy role focusing only on strategy sessions. Her income dropped 15% initially but her reported life satisfaction jumped significantly, and within a year she’d matched her old salary.

Test before you leap. Take a contract gig in your field while spending evenings volunteering or freelancing in the new space you’re considering.

At Kinder Mind, we’ve had interns find they actually hate clinical work once they’re in it–better to learn that through a practicum than after a costly degree pivot.

Give yourself permission to gather real data instead of making a fear-based decision during financial stress.

Track Energy, Test Options

Gerald Michaels
Owner, Adept Construction

I’ve been running Adept Construction since 1997, and here’s what I learned after nearly going under twice in my first five years: don’t abandon what you’re good at just because the market shifts–find a new angle on it instead.

When residential roofing work dried up during one recession, I didn’t jump ship to another industry.

I pivoted to commercial property management clients while keeping my core roofing expertise. That move actually became 40% of our business and brought stability through the next downturn. Same skills, different customer base.

The best indicator? Look at what former clients say when they refer you.

Our customers kept mentioning “Gerry explains everything clearly” and “no surprises on the bill”–that told me communication and transparency were my real product, not just shingles.

Those skills transfer anywhere, but they’re most valuable where you’ve already built credibility.

If you’re getting callbacks and referrals in your current field, that’s your answer. Stay and adapt your approach to serve a different segment.

If you’re hearing crickets after years of effort, that’s when pivoting makes sense.

Adapt Core Skills New Markets

Maxim Von Sabler
Director & Clinical Psychologist, MVS Psychology Group

I’ve worked with hundreds of people navigating transitions like this, and the pattern I see most often is people rushing the decision because unemployment feels uncomfortable.

From a psychological standpoint, this discomfort actually clouds judgment–your brain is in threat mode, which narrows your thinking rather than expanding it.

Here’s what I recommend: implement rigid structure first, worry about direction second.

When I helped clients through COVID unemployment, those who maintained daily routines–exercise at 8am, skill-building from 10-12, networking after lunch–reported 60% less anxiety within two weeks.

Structure creates the mental space to actually evaluate your options clearly instead of just reacting to panic.

Use this forced pause to test both paths simultaneously in small ways. Spend one week doing a side project in your current field, the next week exploring the pivot through online courses or informational interviews.

Your emotional and energy response will tell you more than any pros-cons list.

I’ve seen people realize they were burned out on their job, not their career–or find the opposite.

The real question isn’t pivot versus stay–it’s what gives you flow and meaning.

Go back to my framework from managing COVID depression: when did you last feel fully engaged and stretched in a good way?

If that’s been absent from your recent work regardless of the layoff, that’s your signal. Most people already know the answer; they just need permission to admit it.

Structure First, Decide Later

Jodi McConnell
CEO, Uniform Connection

I’ve owned Uniform Connection for 27+ years, and here’s what nobody tells you about career uncertainty: the skills you already have are more transferable than you think.

When I started in healthcare retail with my marketing degree, I had zero apparel experience.

But my BBA skills in customer relationship building became our foundation–now we do on-site group fittings for entire medical facilities because I understood how to serve organizations, not just sell products.

Here’s my actual framework: write down three problems you solved really well in your last role, then find industries desperately needing those specific solutions.

I was good at making purchasing decisions easy for busy people. Medical professionals are insanely busy and hate shopping for work clothes. That match created our “personal shopper” model that drives our business today.

One concrete move that worked for me: I talked to people in adjacent industries before committing.

When we expanded into culinary apparel, I spent weeks just listening to restaurant managers complain about their uniform headaches. Those conversations showed me the gap was real before I invested a dollar.

Do 10 of those conversations in any field you’re considering–you’ll know fast if there’s a fit.

The biggest mistake I see is people waiting for perfect clarity before moving.

I started small, tested with one hospital group, learned what worked, then scaled.

Your next role doesn’t have to be your forever role–it just needs to teach you something valuable while paying bills.

Transfer Skills, Test Demand

Christian Daniel
Video Editor & Web Designer, Christian Daniel Designs

I got laid off from a stable corporate gig early in my career and faced this exact decision.

I had video editing skills but was unsure whether to chase another in-house position or gamble on freelancing and eventually running my own studio.

I chose to pivot–not to a totally different field, but to a different structure.

I went independent, started Christian Daniel Designs, and focused on hospitality and dining clients where my storytelling skills had the most impact.

That pivot led to projects like the Park Hyatt video that generated $62,000 in bookings from a $6,000 ad spend, and eventually a NYX Video Award for The Plaza Hotel.

Here’s what helped me decide: I asked myself where my current skills could create the most value and give me control over my career.

For you, that might mean staying in your industry but switching to consulting, or taking your expertise to a sector that’s underserved.

The key is finding the intersection of what you’re good at and where there’s genuine demand–not just chasing what feels safe or trendy.

If you’re unsure, test both paths simultaneously. Take a contract role in your field while exploring side projects in a new area.

I did that early on–client websites during the day, passion video projects at night–until one path proved itself. You don’t have to burn bridges to explore new territory.

Test Both Paths Simultaneously

Charles Blechman
Founder & Coach, Manhattan Coaching Associates

I coach tech leaders through exactly this crossroads, and here’s what I’ve learned: the decision isn’t about the market or the role–it’s about alignment with your values.

I use a three-step process with clients: uncover what matters most by looking at moments you felt alive in your work, distill those into 4-5 core values, then map those against your current path versus potential pivots.

I worked with a Director who felt stuck and came in thinking she needed a new job.

Through values work, we found autonomy and mentorship were non-negotiables for her.

She ended up staying in her role but restructured how she led–took on cross-functional projects, started mentoring junior engineers.

Six months later, she got promoted to senior leadership without changing companies.

The layoff gives you something rare: forced permission to reassess without the pressure of daily firefighting.

Before updating your resume, spend time identifying what you actually need from work–not just what sounds good or pays well.

One client realized he valued craft over scale, which led him from a FAANG to a boutique consultancy where he’s thriving.

If you’re genuinely drawn to solving different problems in a new industry, that pull is data.

But if you’re just exhausted or bitter about the layoff, changing industries won’t fix what’s actually broken–your relationship with how you define success and worth.

Align Values Before Pivoting

R. Couri Hay
Co-Founder, R. Couri Hay Columns

I’ve reinvented myself multiple times over 40 years–from Andy Warhol’s Interview magazine to becoming a publicist, then royal commentator, and now columnist.

Each shift happened because I followed what excited me rather than what felt safe.

When you’re laid off, you have something most employed people don’t: permission to experiment.

I started writing my column not because I planned it strategically, but because I had stories nobody else could tell from four decades of front-row access. That authentic expertise became my differentiator.

Here’s what matters: Can you monetize your relationships rather than just your job title?

When I transitioned from magazine editing to PR, I wasn’t selling skills–I was selling my rolodex and reputation. Your network from your old industry is worth more than any resume update.

Test both paths simultaneously for 90 days. Pitch three companies in your field as a consultant while exploring one completely different opportunity that genuinely interests you.

Whichever generates either money or genuine enthusiasm first–that’s your answer.

I’ve watched too many people at galas who stayed in soul-crushing roles because they theorized instead of tested.

Experiment Both Paths 90 Days

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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Policy Pushback: Why Employees Resist and How Leaders Should Respond

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Policy Pushback: Why Employees Resist and How Leaders Should Respond

HR policies often spark resistance, from mandatory meetings to time tracking, eroding morale despite good intent. 

This HR Spotlight article compiles insights from business leaders and HR professionals on the most contested policy and how to counter pushback. 

Experts highlight documentation demands, on-call duties, and rigid leave rules as top friction points, recommending transparency, data-driven proof, and employee involvement to align policies with realities. 

By linking rules to personal gains like higher pay or trust, and modeling compliance, leaders turn resistance into buy-in. 

In 2025’s hybrid era, these strategies foster ownership, boosting engagement 18-30% and retention without sacrificing standards.

Read on!

Amy Mosset
CEO, Interactive Counselling

Running a team of therapists, I found mandatory meetings were a constant battle. Everyone’s client schedule is different.

Once I let go of fixed times and moved to async updates, the groaning stopped. The best move was letting the team vote on core meeting hours themselves.

Listening to their real complaints and actually changing the policy made all the difference in whether they showed up ready to work.

Async Updates End Meeting Gripes

Mike Townsend
Chief Visionary Officer, Veteran Heating, Cooling, Plumbing & Electric

The biggest pushback I’ve gotten is around structured post-job documentation.

My techs would finish a furnace repair or plumbing job and want to move straight to the next call, but I required them to spend 10 minutes photographing their work and logging details in our system.
Guys with 15+ years in the field saw it as bureaucratic nonsense that cut into their productivity.

I flipped the script by showing them our warranty data. In Q3 2023, we had seven callbacks where customers claimed we didn’t complete work we’d actually done.

Without photo evidence, we ate the cost of return trips–around $340 per callback in lost labor.

The moment I showed them we were losing $2,380 in a single quarter because we couldn’t prove our work, they got it.

Now our team uses it as a selling tool. When a homeowner questions a repair recommendation, our techs pull up photos from similar jobs showing exactly what failure looks like.

One of our electricians used documented photos from a panel upgrade to help a Parker homeowner understand why their insurance required the work–closed a $4,800 job on the spot because trust was already built through transparency.

The resistance disappeared when documentation became their shield, not my requirement.

Data Proof Wins Documentation Buy-In

Lawrence Irby
President, Bay Area House Buyer

My team always hated having to wear safety gear for inspections. I saw this pushback at two different companies.

But when I brought the gear in for them to try on and told stories about accidents I’d seen, that’s when it clicked.

People will wear equipment that’s comfortable and doesn’t get in the way. Long memos never worked.

Comfort Gear Reduces Safety Pushback

Peter Kim
Owner, Odigo Real Estate Club

Real estate agents at ODIGO Realty always complain about lead distribution. They think it’s rigged for senior agents.

Here’s what worked for us: we made the whole process visible.

We either use a simple rotation algorithm or let agents claim neighborhoods they know best.

When agents can see exactly how leads get assigned and why, they stop complaining and focus on selling.

Transparent Leads Calm Agent Complaints

Mike Wislinsky
Owner & President, Denver Floor Coatings

I’ve managed teams of 100+ at 3M and run multiple businesses since 2004, so I’ve seen plenty of HR policies that create friction.

The one that consistently gets the most pushback? Requiring detailed time tracking and project documentation from skilled tradespeople and technicians.

At my previous business, our installers absolutely hated filling out detailed job reports after every project.

They’re craftsmen who want to focus on the work, not paperwork.

We were losing 30-45 minutes per job just on documentation resistance–guys would sit in their trucks delaying it, or rush through and give us garbage data we couldn’t use for estimating future jobs.

I fixed it by showing them their own money. I pulled our profitability data and showed the crew that detailed job reports let us quote more accurately, which meant we won more bids at better margins.

Better margins meant I could pay them more–our average installer compensation went up 18% once we had solid data to price jobs correctly.

Suddenly the same guys who fought me on paperwork were texting me photos and notes from job sites without being asked.

The key was connecting the annoying policy directly to their bank account, not just company goals.

Nobody cares about “operational efficiency” but everyone cares about take-home pay. I made the math visible and let them see how their 15 minutes of documentation was earning them real money.

Pay Links Ease Paperwork Resistance

JP Moses
President & Director of Content, Awesomely

My teams were always skeptical of unlimited PTO, worried it would look bad to use it.

Things changed when we started tracking days off and managers began taking vacations first.

People finally started taking breaks. Just giving the policy doesn’t work.

Leaders have to actually use it and make it normal.

Leaders Model Unlimited PTO Usage

Yoan Amselem
Managing Director, German Cultural Association of Hong Kong

Teachers especially hate rigid leave policies. We had a strict sick day rule that everyone fought until we let educators cover for each other’s classes.

If you want people to follow a policy, get them involved in writing it.

They’ll come up with practical solutions that actually work on the ground, and they’ll be more likely to stick to them.

Co-Created Leave Rules Gain Traction

Mack Blair
Owner, Blair & Norris

I’ve grown Blair & Norris from a one-truck operation to a multi-million-dollar well drilling and septic company over 30 years, so I’ve dealt with plenty of policy resistance–especially in a 24/7 emergency service business where guys want flexibility.

The biggest pushback I get is on mandatory after-hours phone availability.

Nobody wants to be on call when they’re off the clock, especially our senior techs who’ve earned their stripes.

But when you run wells and septic systems, a failure at 2 AM can flood someone’s basement or leave them without water–I can’t just tell customers to wait until Monday.

I fixed it by rotating the on-call schedule fairly and paying a flat daily stipend whether they get called or not–not just hourly when the phone rings.

Guys stopped complaining when they realized they were getting paid $75 just to carry the phone on a quiet Tuesday, and our response times stayed under 90 minutes.

The real breakthrough was when I started taking rotation shifts myself–when the owner’s phone rings at 3 AM too, suddenly it doesn’t feel like you’re dumping on your crew.

The key was making it both fair and financially worth their time.

People will accept tough policies if they see you’re in it with them and compensating them properly, not just demanding sacrifice while you sleep.

Stipends, Fair Rotation Soften On-Call

Joe Davies
CEO, Fatjoe

Leading a remote SEO team, I’ve found that tracking hours is the fastest way to kill morale.

We stopped counting hours and started looking at the work getting done instead. Team engagement went up and the constant friction with management just disappeared. Set clear expectations for what needs to be delivered, then trust people to do it.

If you’re facing resistance, start with an honest conversation about results, not hours.

Outcome Focus Replaces Hour Tracking

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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Discover the latest HR Tips and trends with our weekly newsletters!