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Learning or Cheap Labor? HR Experts Define the Internship Dealbreakers

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Learning or Cheap Labor? HR Experts Define the Internship Dealbreakers

In the high-stakes world of internships—where every week is a chance to build skills, networks, and credibility—a nagging doubt can quietly grow: is this experience truly worth my time, or am I just filling a seat? 

On HRSpotlight, seasoned CEOs, founders, attorneys, physicians, and HR experts pull back the curtain on the subtle (and not-so-subtle) warning signs that signal an internship has crossed from growth opportunity into wasted potential. 

From vague or absent plans that leave interns on endless grunt work, to managers who ghost, teams that isolate rather than include, criticism without guidance, and environments that punish curiosity or ethical unease—these leaders share the unmistakable red flags that prompt even the most patient interns to walk away. 

Their collective wisdom underscores a powerful truth: a great internship stretches you, teaches you, and opens doors; anything less isn’t an investment in your future—it’s a detour you can choose to end. 

Discover the telltale signs that protect your time and energy. 

Read on!

Oksana Lukash
Owner, People, Culture, You, LLC

A clear red flag for any intern is when the company has no real plan for your experience.

If the manager can’t explain what you’ll be doing, why it matters, or how your work contributes to the business, you’ll likely spend your time doing random tasks that teach you nothing.

A strong internship should have meaningful projects with a clear beginning and end, consistent support, and real opportunities to learn.

You should be building relationships, expanding your network, and getting exposure to leaders and executives.

There should be chances to present your work, receive feedback, and understand the impact you made.

You should also have structured ways to connect with other interns, and ideally, guidance on your resume, LinkedIn profile, and professional development.

If none of this exists and you’re not growing, gaining skills, or getting true support, it’s a sign to walk away.

Internship Without Purpose? Exit Fast

Jonathan F. Marshall
Attorney, The Law Offices of Jonathan F. Marshall

A firm that shuts you out is your signal to leave. If the attorneys don’t teach, don’t explain, and don’t bother giving you real work, you’re wasting time.

Interns learn by being pulled into the process. If you’re treated like a coat rack, that won’t happen.

Watch how the office handles ethics. If you’re told to hide information, bend a rule, or push something you know isn’t right, walk out.

You can’t rebuild trust once it’s gone, and this field depends on it.

Pay attention to the work they hand you. Research, drafting, and observing court are normal. Endless errands, phone duty, and busywork with zero exposure aren’t. That means they don’t plan on teaching you anything.

If you’re not learning, not included, and not respected, that internship’s done.

No Inclusion and Shaky Ethics Mean Exit

Chris Lowe
CEO, Next Step House Buyers

Here’s a red flag: an intern turns in work and gets nothing back, or some confusing criticism with no actual advice.

I’ve watched new hires get stuck and then quit because they can’t get better in that environment.

If that’s happening, it’s not your fault. Just go find a team that will actually help you grow.

No Useful Feedback Means Find Another Team

Ryan Dosenberry
CEO, Crushing REI

When communication inside a company is a mess and you don’t know what you’re aiming for, that’s a problem.

I once saw an intern quit a sales company because nobody knew what to prioritize and there was no clear feedback.

If you feel lost and no one is setting direction, you can’t grow there. You’re just stuck

Chaotic Teams with No Direction Waste Time

Amit Gupta
Physician, Ayurveda Practitioner & Founder, CureNatural

A clear red flag for an intern, when they should consider bailing on an internship is when they’re treated like labor, not a learner and contributor.

If all they’re doing is grunt work, with zero context, zero mentorship, and zero opportunity to grow, that’s not an internship-that’s just cheap staffing with a fancy title.

The whole point of an internship is exposure: to projects, thinking, processes, and people who actually teach you something.

If an intern’s questions are getting brushed off, if no one explains the “why” behind the tasks, or if every day feels like busy work in a vacuum, that’s a sign the company never intended to invest in them.

My advice is simple:

If an internship gives you tasks, not understanding; output, not insight; work, not learning – leave.
Internships should be opening doors, not keeping you in a corner editing PowerPoint that nobody will remember.

A good internship should stretch your skills and teach you a job skill or trade. Recognize this early.

Grunt Work Without Insight Means Leave

AJ Mizes
CEO & Founder, The Human Reach

The clearest red flag is when you are consistently denied access to the room where decisions happen.

If your work consists solely of isolated tasks and you are not invited to listen in on team meetings, project kick-offs, or client calls, it is a problem.

An internship’s value comes from seeing how a business operates, not just performing tasks in a vacuum.

You should be absorbing how professionals think, communicate, and solve problems.

A company that truly invests in interns provides a window into their world.

They understand that the experience is just as important as the output.

If you’re kept at arm’s length, it signals they view you as temporary labor, not a potential future hire worth developing.

Your goal is to learn and build connections.

If the internship prevents both, it’s not serving its purpose for you.

Shut Doors and Isolation Mean No Internship

Selene Luk
Customer Care manager, Spanish Cultural Association of Hong Kong

Here’s what I’ve learned. If an intern’s concerns get brushed aside and mistakes just bring criticism, nobody feels safe enough to try. I’ve seen it firsthand.

A good team lets you mess up and learn from it.

If you’re anxious about asking questions, that’s not the right place for you.

Just start looking elsewhere.

Criticism Without Support Means Move On

Blake DeWitt
CEO, DeWitt Pharma

As a CEO who works with many early-career professionals, I have observed the indications that the intern is not growing anymore due to the experience.

The greatest red flag is an event where the learning does not commence.

When the intern takes several weeks, and he/she is still performing basic duties without receiving actual guidance, it is normally an indication that the company is not ready to develop such individuals.

The best internship must provide times of encouragement and opportunities to develop confidence.

The absence of these elements makes the experience no longer meaningful.

The other indication is when the questions are addressed as a problem.

When the interest of an intern is ignored or shut down, it is quite evident that that is no place to cultivate.

When people are respected and encouraged, they learn better than when they are ignored.

Early identification of such trends will enable the interns to guard their time and pursue those opportunities that stand any chance of being invested in.

Stalled Growth and Punished Curiosity Mean Exit

Graham Bennett
COO, Bennett Awards

Here’s how I know it’s time to leave.

You’re guessing what your job even is, and no one explains the plan.

I once saw interns work for weeks on projects that went nowhere because they got zero guidance.

If you feel like you’re working in a vacuum and your boss is a ghost, go find a place where people actually show up and help you do work that matters.

Ghost Managers and Aimless Projects? Leave

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

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

In the wake of layoffs, when the office air thickens with unspoken fears and survivor’s guilt, a lingering question hangs: how can organizations mend the invisible fractures left among those who remain, rebuilding not just productivity but genuine trust and resilience? 

On HRSpotlight, empathetic founders, HR directors, professors, and consultants illuminate HR’s pivotal role in navigating this emotional terrain—offering compassionate, actionable strategies that go beyond platitudes. 

From preempting rumors with factual, positive narratives about departed colleagues and facilitating small-group listening sessions, to equipping managers with tools for one-on-one check-ins, promoting EAP resources, hosting open forums for venting, and fostering “future fluidity” through skill-building workshops—these experts emphasize empathy, transparency, and proactive support to restore psychological safety. 

Their insights reveal that true recovery stems from acknowledging loss while guiding teams toward shared purpose and stability, transforming a painful chapter into an opportunity for deeper connection and renewed commitment.

Read on!

Andrei Kurtuy
Co-Founder, Novorésumé

Layoffs spread through a company like fast-moving “bad memes.” Word travels quickly, and uncertainty fills the gaps. The best way to counter this is to get ahead of the narrative with positive, factual communication.

When someone is laid off, share something respectful and genuine about them, ideally right away. This could be a short post on an internal social channel or the company intranet.

If those channels aren’t effective, managers should bring up the positive context directly in their one-on-one meetings.

HR can also prepare brief, compassionate communications that highlight the employee’s contributions and send them shortly after the layoff announcement.

This helps the team remember their colleague positively and reduces unnecessary anxiety.

Positive Tributes Counter Layoff Rumors Fast

Dan Zautis
Director, Korn Ferry

Human Resources teams that help with offboarding following layoffs can provide support and inspiration by offering direction to explore short- and long-term income opportunities, as well as career paths.

Organizations throughout the marketplace focus on placement of roles including blue collar, white collar, and entry level through senior executives.

Directing employees to appropriate, proven firms is a smart and considerate offering, allowing them to review interim, interim-to-hire, and permanent roles.

Several national and global organizations welcome talent to inquire about opportunities and submit resumes.

In today’s gig economy, the interest in short-term engagements across all industries and functions has never been higher.

Examples of experts in the space include Korn Ferry, Heidrick & Struggles, Adecco, and Manpower.

Guide Laid-Off to Proven Career Paths

Tina Schust Robinson
CEO, WorkJoy

In the aftermath of layoffs, HR’s role is to help employees regain trust, stability, and focus.


Start by communicating with empathy and transparency.


People need to understand what’s happened and what’s next. Equip managers to hold steady, human conversations that acknowledge loss while reinforcing connection and purpose.


Create space for reflection and recovery, whether through coaching, listening sessions, or facilitated team check-ins.


Most of all, focus the organization on moving forward with grace: honoring those who’ve left, supporting those who remain, and rebuilding confidence in the future.

Empathy and Transparency Restore Team Stability

Andrew Martin
Founder & Senior Resume Writer, Crisp Resumes

As the founder of Crisp Resumes, I regularly support clients who have lived through large restructures.

In my experience, HR plays its most important role after the announcement, not during it.

Employees who remain often feel anxious, guilty, and unsure about their own future. HR can stabilise morale by being transparent about the reasons for the layoffs, the organisation’s forward plan, and what support will be offered.

Open forums, one-on-one check-ins, access to EAP, and clear communication around role security make a significant difference.

Practical career support for impacted employees, such as resume help or interview coaching, also reassures remaining staff that the company is acting responsibly and humanely.

When HR leads with empathy and clarity, teams recover faster and trust is protected.

Post-Layoff Forums Rebuild Morale Quickly

Lisa I. Perez
Founder & CEO, HBL Resources

When layoffs occur, HR’s first responsibility to remaining employees is to acknowledge the loss and not rush past it.

Provide a clear, honest explanation of the business reasons and confirm whether additional reductions are anticipated, because transparency in these moments is crucial.

Invite questions in small group meetings and equip managers with talking points so they can listen, normalize emotions, ensure consistent messaging, and reduce speculation.

Offer resources such as EAP support, job-stability FAQs, and guidance on workload changes so people do not feel abandoned, especially when layoffs may mean more work and less support.

Finally, be visibly available. As I often say, “An open door should swing out, not just in.”

Get out of your office, walk the floor, and be present where employees are working so brief check-ins and sincere appreciation can start to restore psychological safety and trust.

Visible HR Presence Rebuilds Psychological Safety

Peju Akintorin
Founder, CareerThrive.com

Effective communications: HR should share reasons for the layoffs and what could be ahead, so that employees are not left trying to figure out things on their own.

Create an environment conducive to this by hosting listening sessions, providing clear talking points to leadership and being responsive to communications from concerned employees. “Ghosting” is not an option.

Providing emotional support: Survivor’s guilt post layoffs is a real thing. It causes significant emotional distress.

Equip managers with tools to lead with empathy, check in on team morale, and help employees refocus on what they can control.

Guide them to external counseling and EAP services (where applicable).

Visibly reinforce employees’ value: Recognize contributions and give employees clear insight into how their role will function post-layoff and whether any responsibilities are changing.

Be direct about it. It’s important to create a sense of safety and direction as the organization moves forward.

Listening Sessions Ease Survivor’s Guilt

Crystal Brown-Tatum
Founder, Black Girl HR

HR can provide emotional support and encouragement to employees during a co-worker layoff.

Transparency is limited but I do feel that if the Company had to make those decisions based on financial metrics or performance, being open and honest about that can be a motivator for employees to work harder to reach goals.

I also heavily promote the EAP (employee assistance program) to provide a safe space for those who need to discuss issues such as anxiety or abandonment with a professional.

While it may seem unconventional, create an Open Door Policy or Open Office Hours and allow people to just come in and talk or vent about it. This is a great opportunity to hear what the concerns are and effectively address them.

HR can coach managers to reassure employees that heavy workloads won’t just be dumped on them without proper recognition, appreciation or even compensation.

It is critical that the remaining employees understand the business decision, what is expected from them and to buy into the organizational changes.

Open Door Hours Let Teams Vent

Ed Madison
Co-Director, SOJC Media Innovation Lab

HR can play a steadying role when employees feel shaken by layoffs.

People need honest communication, emotional support, and a sense of direction. As I often say, “Employees don’t just need to know what happened—they need help understanding how to move forward.”

One useful idea is Future Fluidity, a plain-language approach to adapting in uncertain times.

It means helping people understand changing workplace trends, adjust to new expectations, and stay emotionally grounded.

HR can support this through brief workshops, open office hours, and practical skill-building resources.

In moments like these, “The most important thing HR can offer is a feeling of agency—reminding employees they still have choices and a path ahead.”

Future Fluidity Workshops Restore Agency

Amanda M. Main
Chief Innovation Officer, University of Central Florida

When layoffs strike, the real aftershock isn’t in the numbers—it’s in the narrative. People start rewriting the story of who they are and where they belong. That’s where HR becomes the storyteller-in-chief.

Don’t rush to spin optimism; invite truth. Host small, human conversations where employees can unpack what happened and rebuild meaning together.

When people find language for loss, they rediscover power. Do that well, and the company doesn’t just recover—it reawakens.

Because resilience isn’t born from comfort; it’s born from clarity, connection, and the courage to face what’s real and still believe in what’s next.

Honest Conversations Reawaken Team Resilience

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?

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Women’s History Month Series – In Conversation with Rachel Shaw

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HR Spotlight Interview

Rachel Shaw

Women's History Month Interview Series

In Conversation with Rachel Shaw

Joining us is Rachel Shaw, the founder of Rachel Shaw Inc. and a nationally recognized expert who has spent over two decades helping organizations turn complex compliance into operational strength.

Rachel is the visionary behind the ADA Interactive Process Hallway® protocol, a system now utilized by thousands of organizations to navigate disability accommodations with consistency, legal precision, and, most importantly, care. Today, she shares her “superpowers” for cooling off a workplace on fire, why she’s trading “culture fit” for “culture add,” and how she navigates the unique pressures of being a “fixer” in the corporate world.

Thank you for joining us, Rachel! HR has been through the wringer lately. From being the ‘bad guys’ during layoffs to the ‘fun police’ during RTO, a lot’s been happening. If you could clear the air right now, what is the one thing you wish every employee understood about your job?

Rachel Shaw:

HR is not the “fun police.” We are the stability system of the organization.

We are responsible for ensuring that decisions are made consistently, legally, and in a way that allows the organization to survive long-term. Sometimes that means saying no. Sometimes that means enforcing boundaries. The goal is not control. The goal is fairness, sustainability and clarity.

The best HR professionals care deeply about people and the organization’s mission. Our job is to hold both at the same time, even when it is uncomfortable.

We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?

Rachel Shaw:

Not at all. An early career assessment actually told me HR was the least likely fit for me.

What I discovered over time is that HR is the perfect fit for people who can do three things well. Have hard conversations with care. See the complexity in human behavior. Stay grounded in what is right and defensible.

I am deeply mission-driven. I feel the human emotion in situations, but I am not led by it. I am led by data, process, and legal guidance while still caring about the human in front of me. That combination is what made me realize this is exactly where I am meant to be.

HR requires a weird mix of skills. You have to be part lawyer, part therapist, and part data analyst. If we stripped away the job title, what is the one ‘superpower’ you rely on most when the office is on fire?

Rachel Shaw:

Curiosity.

When something goes wrong in a workplace, most people react. I get curious. What happened. What system failed. What data are we missing. What assumption are we making.

Curiosity slows down reaction and replaces it with better decision-making. It allows me to solve the right problem, not just the loudest one.

If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Rachel Shaw:

Disconnected.

Not because people do not care, but because systems, leadership and work design have not caught up with how people actually live and work today. The opportunity in 2026 is to rebuild connections with intention.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Rachel Shaw:

I absolutely identify as a fixer.

For women and other underrepresented groups, the standard has historically been higher. That pressure forces you to be sharper, faster and more creative. That pressure, while unfair, has also produced extraordinary leadership.

I walk into rooms assuming something can be better and that I have a role in making it better. That mindset is not ego. It is ownership.

Women in HR often get unfairly pigeonholed as the ‘office mom’ or the ‘policy police.’ How do you dismantle those stereotypes to ensure you are seen as a strategic business architect first?

Rachel Shaw:

I dismantle it by focusing on business outcomes.

HR drives profit, productivity, retention and risk management. We use data, process and structure to get there while also caring about people.

One example early in my career. HR was expected to provide food for every meeting. Instead of arguing about it, I rotated responsibility across departments. Within months, the practice disappeared because once everyone shared the labor, they realized it was not necessary.

I do not argue stereotypes. I redesign systems.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Rachel Shaw:

I use what I call the pillow test.

If I can put my head down at night and not replay the day, I know I acted with integrity. If I cannot, I ask two questions. Did I do something that needs to be corrected? Or did something happen that I need to process?

Then I take action. I adjust the process, or I get support.

Replaying the past without action is not useful. Learning from it is.

Without naming names, tell us about a time you had to deliver tough news (a termination, a restructuring) that actually taught you something profound about leadership or empathy.

Rachel Shaw:

Early in my career, I realized that even when a termination decision is legally and operationally correct, the process determines whether it causes unnecessary harm.

If an employee does not understand how the decision was made, they experience it as something done to them rather than something they were part of.

That insight led me to create the Interactive Process Hallway® protocol, a system that gives employees clarity, time and information so they can understand and accept decisions, even difficult ones.

Good HR reduces trauma. Great HR reduces risk and trauma.

Have you ever felt pressure to soften your delivery or ‘be nice’ in a way that male counterparts aren’t? How do you balance empathy with the need to be firm on policy?

Rachel Shaw:

I have always been direct. I have been told I am too much, too fast, or too direct.

What I have learned is this. Employees do not need you to be soft. They need you to be honest, respectful and consistent.

People can feel when empathy is performative. What they trust is clarity delivered with care.

My success has always come from employees and unions knowing that even on their worst day, I will treat them with dignity.

The age-old tension is between ‘People’ and ‘Profits.’ Can you share a specific example where you had to fight for a budget or a benefit that didn’t have an immediate ROI, but you knew was critical for the culture?

Rachel Shaw:

This shows up most clearly in onboarding and leadership development.

I often tell leaders to think about onboarding the way colleges think about frosh orientation. When a student arrives on campus, there is an intentional experience designed to help them understand the culture, learn the rules, build relationships and feel a sense of belonging. We do that because we know it increases success, retention, and engagement.

Yet in the workplace, we bring employees in, hand them a laptop and expect them to figure it out.

If organizations invested in onboarding as a structured, multi-day experience focused on connection, clarity and culture, and paired that with leadership development that teaches supervisors how to lead humans, not just manage tasks, we would see measurable improvements in retention, productivity and engagement.

The return on investment is there. Most organizations simply do not measure it, or they do not invest long enough to see it.

We talk a lot about ‘gut feeling’ in hiring. How are you using data to challenge your own biases, or the biases of hiring managers, when it comes to promoting women and underrepresented talent?

Rachel Shaw:

“Gut Feeling” is often a placeholder for bias.

To counter that, we need structured interviews, consistent scoring and when possible, blind or partially blind early-stage processes.

Data does not eliminate bias, but it forces us to justify our decisions with evidence rather than instinct.

Statistically, women get stuck at the first step up to manager. As an HR leader, what is one systemic change you’ve implemented (or want to) that actually fixes this ‘broken rung’?

Rachel Shaw:

One of the most effective strategies I have implemented is using third-party technical interview panels in the early stages of hiring.

These panels focus strictly on capability, not personality or familiarity, and they provide a fact-based recommendation to the hiring authority. When there is a mismatch between the panel’s recommendation and the hiring manager’s preference, it creates a necessary coaching conversation. I will often ask a simple question: what is getting in your way of selecting this candidate?

In one case, a candidate who used a wheelchair was the top choice of the panel but not the hiring manager. When we talked it through, the concerns that surfaced were assumptions about travel, attendance and potential accommodation costs. We were able to walk through each concern with actual data, including the candidate’s strong attendance record, prior travel requirements, and the organization’s existing ADA-compliant infrastructure and centralized accommodation budget.

The manager was able to move from assumption to evidence, and the candidate was ultimately hired and has been successful in the role for many years.

The lesson is not that bias can be eliminated. It cannot. The lesson is that organizations can build systems that slow the decision down, surface the bias and require leaders to move from belief to data before they make hiring decisions.

What is the biggest myth about working in HR that you wish would die?

Rachel Shaw:

That HR is the heart of the organization.

We are not the heart. We are the entire cardiovascular system. We touch every part of the organization. When we are working well, everything functions. When we are not, everything feels it.

If you could ban one corporate buzzword forever, what would it be?

Rachel Shaw:

Culture fit.

What we should be talking about is culture add, how someone expands the organization’s thinking, not how closely they mirror it.

HR is often described as a thankless job—you’re the villain when things go wrong and invisible when things go right. Why do you stay? What is the specific moment that reminds you ‘This is why I do this’?

Rachel Shaw:

I stay because of the moments when someone says, ‘That was one of the hardest days of my life and you made it easier’.

That is the work. That is the responsibility. When it is done well, it changes how people experience their workplace and sometimes their lives.

HR is thankless only when it is done poorly or unsupported. When it is done well, it is one of the most meaningful roles in any organization.

“We are not the heart; we are the entire cardiovascular system.”

That perspective from Rachel Shaw perfectly encapsulates the vital, often invisible work that defines modern HR. From dismantling the “office mom” stereotype to replacing “gut feelings” with data-driven equity, Rachel’s insights remind us that the strongest systems are those built on curiosity, clarity, and dignity.

As we celebrate Women’s History Month, Rachel’s journey serves as a powerful blueprint for any leader looking to redesign broken systems rather than just managing within them. A huge thank you to Rachel Shaw for her transparency and for giving us a masterclass in leading with both a steady hand and a human heart.

Rachel Shaw, founder of Rachel Shaw Inc., is a nationally recognized ADA and leave management expert and sought-after speaker known for helping organizations turn legal compliance into operational strength. With more than two decades of experience, she designs in-house systems that allow employers to manage accommodations with both legal precision and human-centered leadership. She is the creator of the ADA Interactive Process Hallway® protocol, now used by thousands of organizations to manage disability accommodation requests confidently, consistently, and with care.

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Women’s History Month Series – In Conversation with Jenn Harrold

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HR Spotlight Interview

Jenn Harrold

Women's History Month Interview Series

In Conversation with Jenn Harold

In HR Spotlight’s special Women’s History Month edition, we are sitting down with Jenn Harrold, the Senior Vice President of Human Resources at NewDay USA. With over 20 years of experience spanning technology, fintech, omni-channel retail, and logistics, Jenn has built a career translating business needs into human impact.

In this candid interview, she pulls back the curtain on the heavy emotional toll of being a corporate “first responder,” absorbing organizational stress so others can move forward. She also confronts the reality of the “glass cliff,” where women are often brought into leadership roles during crises specifically to fix broken systems. Jenn shares how she unlearned the conditioned need to “over-function” to prove her worth, transforming her approach by setting boundaries and refusing to carry fractured cultures alone.

Thank you for joining us, Jenn! HR has been through the wringer lately. From being the ‘bad guys’ during layoffs to the ‘fun police’ during RTO, a lot’s been happening. If you could clear the air right now, what is the one thing you wish every employee understood about your job?

Jenn Harrold:

I wish more people understood that HR professionals are people first.

When we orchestrate layoffs, we are not just managing spreadsheets, we are thinking about how to preserve dignity, how to communicate with clarity, and how to protect the people who are leaving and the people who are staying. We think about the ripple effects, and it takes a toll.

Sometimes we are asked to eliminate roles that belong to colleagues we’ve worked alongside for years. Sometimes we are even involved in decisions that impact our own teams. That work is heavy.

What’s rarely talked about is that we are the support system for everyone else, but we don’t always pause to process what we carry. We absorb a lot so others can move forward with steadiness.

Behind the policy and the process, we are simply human beings doing our best to balance compassion with business reality.

What boundary did you have to learn to set in your career that changed everything?

Jenn Harrold:

Early in my career, I thought being capable meant being available — all the time.

I’m a mom. A wife. A leader. I’ve carried a lot of titles. And somewhere along the way I decided I should be excellent at all of them simultaneously. I said yes quickly. I fixed things fast. I prided myself on being the person who could just get it done.

And for a while, that felt like ambition.

But if I’m honest, I was over-functioning. I wasn’t fully present anywhere. I was stretched across roles trying to prove I could carry it all — at work and at home.

I had to confront something uncomfortable: many women are conditioned to believe we have to outperform, overdeliver, and overextend just to earn and keep our seat at the table. I see it in my circles all the time.

At some point I realized that constantly being the fixer wasn’t leadership so, I started setting clearer boundaries.

At home, that meant being intentional about when I was working and when I was not. Not taking calls at dinner. Not mentally drafting responses during family time.

At work, it meant pushing back when “Can you just handle this?” became the default. My ability to GSD doesn’t mean I should absorb every urgent ask. Capability should not automatically equal responsibility.

The boundary that changed everything was this: I don’t have to prove my value by exhaustion.

When I stopped over-functioning, I didn’t lose influence. I gained clarity. And I show up stronger in every role because of it.

We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?

Jenn Harrold:

Like many people in this field, I found my way here through proximity to people and performance. I began in the staffing agency world and eventually corporate recruiting.

The turning point came during a restructuring when I found myself leading recruiting and talent management. It was uncomfortable at first. I wrestled with imposter syndrome, the quiet voice asking, ‘do you actually belong in this seat?’

Then I led a major initiative that required aligning business strategy with talent outcomes. We weren’t just filling roles; we were shaping the future of the organization. That was the moment it clicked.

I realized I wasn’t just good at listening, I was good at translating business needs into human impact and vice versa. That’s when I knew this wasn’t accidental. It was alignment.

HR requires a weird mix of skills. You have to be part lawyer, part therapist, and part data analyst. If we stripped away the job title, what is the one ‘superpower’ you rely on most when the office is on fire?

Jenn Harrold:

Calm under pressure.

HR requires a strange but powerful blend of skills, part compliance, part therapist, part strategist, part analyst. But when things escalate, none of that matters if you can’t regulate the room.

In moments of crisis, my role is to create stability. I slow the pace emotionally, even if the decisions need to move quickly. I gather facts rapidly, assess risk, consider impact, and then move people toward clarity and action.

Panic spreads fast. If I can steady the energy, align the stakeholders, and keep the focus on solutions rather than noise, we can navigate almost anything. Rapid change and adaptation don’t intimidate me, they energize me.

If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Jenn Harrold:

Volatile — but not fragile.

The modern workforce is informed, vocal, and hyper-aware of power dynamics. Employees are recalibrating what loyalty, leadership, and work-life integration mean to them.

That creates intensity. Reactions are sharper. Decisions are faster. Transparency is demanded, not requested.

Volatility isn’t chaos — it’s compression. Everything moves faster now. Trust builds slower and it breaks quicker.

Organizations that lead with clarity and consistency will steady the room. Those that don’t will feel the swings.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Jenn Harrold:

Absolutely.

I have a natural bias toward action. I move quickly. I assess, diagnose, and want to stabilize what feels chaotic. That instinct has served me well, especially in environments where change is constant and stakes are high.

But I’ve also learned that there’s a difference between being invited to lead transformation and being handed a mess and expected to absorb the fallout.

The “glass cliff” is real because women are often seen as emotionally intelligent, stabilizing forces. We’re brought in when morale is low, when culture is fractured, when trust has eroded. The unspoken expectation is that we will “fix” things.

What I’ve learned is this: I am willing to lead in a crisis, but I’m no longer willing to carry a broken system alone. Real change requires shared ownership. I’ll bring urgency, clarity, and solutions — but leadership is a team sport.

Being the fixer is powerful. Being the scapegoat is not.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Jenn Harrold:

I compartmentalize — sometimes too well. It’s a strength and a liability.

Over time, I’ve realized that absorbing everyone else’s stress without releasing it is not sustainable. So, I’ve had to become intentional about decompression.

After an emotionally heavy day, I seek quiet. No noise. No input. I give myself space to process rather than immediately moving to the next thing. The pause matters.

Then I regulate — yoga, breath work, meditation. Movement is non-negotiable for me. I start every morning with a workout. It’s how I create resilience before the day ever asks anything of me.

Protecting your peace isn’t indulgent — it’s operationally necessary.

Without naming names, tell us about a time you had to deliver tough news (a termination, a restructuring) that actually taught you something profound about leadership or empathy.

Jenn Harrold:

I will never forget that day.

During a major restructuring, a new organizational design resulted in the elimination of a role held by a dear friend, and I had to be the one to tell her.

Professionally, I was composed. Personally, I was crushed. There is a particular kind of silence that follows news like that — the kind that stays with you long after the meeting ends.

We didn’t speak for a long time. When we eventually reconnected, something had shifted. She has since moved away, and our relationship was never the same.

Leadership is not about emotional distance. It’s about carrying responsibility even when it costs you something personally. Sometimes doing your job well doesn’t feel like winning and you have to be mature enough to hold that complexity without turning it into defensiveness.

That experience changed me. It made me softer in some ways. Stronger in others.

If you could ban one corporate buzzword forever, what would it be?

Jenn Harrold:

“Circle back.”

Not because the phrase itself is offensive — but because it’s often code for avoidance.

If something matters, address it. If a decision needs to be made, make it. If there’s conflict, have the conversation.

“Circle back” has become the polite cousin of procrastination.

HR is often described as a thankless job—you’re the villain when things go wrong and invisible when things go right. Why do you stay? What is the specific moment that reminds you ‘This is why I do this’?

Jenn Harrold:

Because in the moments that matter most, you see the impact.

It’s not in the big announcements or polished town halls. It’s in the quiet moments — when a leader grows into someone more self-aware. When a struggling employee stabilizes and finds their footing. When a difficult decision is handled with integrity instead of ego.

The moment that reminds me “this is why” is when someone says, “You told me the truth when I needed it,” or “You helped me see something I couldn’t see myself.”

HR sits at the intersection of performance and people. That tension is hard. It’s messy. It’s rarely celebrated.

When you help shape a system that both demands results and respects people — even imperfectly — that matters.

That’s why I stay.

A massive thank you to Jenn Harrold for bringing such profound clarity and empathy to HR Spotlight. Her journey proves that true leadership isn’t about absorbing every urgent ask or fixing every broken system alone; it is about creating stability, demanding shared ownership, and respecting the humans behind the performance metrics.

Jenn Harrold is the Senior VP of Human Resources at NewDay USA and an HR leader focused on talent strategy, organizational development, and growth. With 20+ years of experience spanning technology, omni-channel retail, fintech, and logistics, she partners closely with executive leadership to align people strategy with business goals and help emerging growth companies and SMBs scale through talent and culture. Jenn has a track record of leading transformative initiatives that drive engagement and performance, with deep expertise in performance management, retention, succession planning, and change management, and she is known for guiding teams through ambiguity and rapid change. A purpose-driven leader, she is committed to mentorship, community, and building high-performing teams that unlock organizational potential.

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The Accountability Reset: How to Rebuild Discipline Without Killing Morale

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The Accountability Reset: How to Rebuild Discipline Without Killing Morale

In workplaces where discipline quietly erodes—through missed deadlines, inconsistent effort, or subtle disengagement—a deeper question emerges: what if the real issue isn’t defiance, but a lack of clarity, visibility, or meaningful connection? 

On HRSpotlight, seasoned HR leaders, CEOs, founders, and culture experts reveal practical, non-punitive ways to reverse the slide without leaning on fear or heavy-handed rules. 

From using the 9-box grid to tailor performance interventions, rebuilding clarity through values-driven conversations, creating visible feedback loops and real-time metrics, recognizing positive consistency, training leaders in early, compassionate coaching, and aligning rewards with individual motivators—these voices emphasize prevention over punishment. 

They show how transparency, data, empathy, and shared purpose can transform slipping standards into self-sustaining accountability. 

Their collective experience proves that when employees understand the “why,” see the impact of their actions, and feel supported rather than policed, discipline stops being enforced and starts becoming the natural byproduct of a healthy, high-trust culture.

Read on!

Sam Cook
Content Director, MentorcliQ

We interact with HR leaders daily on different strategies to boost employee engagement (a key discipline issue).

Many in our community are repurposing the 9-box grid template to identify and address the cross-section between performance and potential.

Traditionally a succession-planning tool, it can also serve as a strategic framework to help formulate their performance improvement plan.

Let’s say you have two employees with notable disciplinary issues. When applying the 9-box grid, one has high potential and low performance, while the other has low potential and low performance. These two won’t be treated the same in their PIP; you may even decide not to use a PIP for the high performer, but take a different approach altogether.
It’s a key differentiation tool for improving discipline outcomes

9-Box Grid Tailors Discipline Interventions

Beverly Beuermann-King
CSP, Workplace Mental Health

When behaviour issues begin to increase, the solution is rarely to rely on more negative, punitive discipline.

The focus should be more on clarity, consistency, and culture. HR can start by revisiting expectations through a values-driven lens.

When employees understand what is expected and why it matters, behaviour shifts.

Reinforce those expectations through ongoing conversations, not just corrective action.

Provide leaders with the skills to address issues early, using supportive but direct language that prevents problems from escalating.

Finally, align hiring, promotion, and accountability processes with your core values; people rise—or fall—to the standards you demonstrate every day.

As I often remind the leaders that I work with: “Toxicity doesn’t take root in a culture that consistently communicates expectations and follows through. Values only matter when they shape behaviour and are lived out loud.”

Values Clarity Prevents Discipline Decline

Milos Eric
Co-Founder, OysterLink

When discipline suffers in the workplace, the role of Human Resources should go beyond simply acting as a disciplinarian and look to discover the “why” of the change in behavior.

More often than not, when discipline suffers, it is a sign of burnout, a lack of clarity around expectations, or disengagement rather than being deliberately defiant.

The critical first step is to begin a conversation, conducting listening sessions or pulse surveys to determine the root cause before hurrying to corrective action.

Once HR has an understanding of what is driving the lack of discipline, they should begin to rebuild structure through clear accountability systems and a positive reinforcement approach.

Rather than operating from a place of warnings to uphold the standards, the use of recognition programs that promote professional consistency can, over time, reset acceptable standards naturally.

Managers also need to be coached to model expected behavior, as cultural behavior emanates from a top-down approach.

At its core, restoring discipline is about restoring a sense of purpose.

When employees feel seen and supported and connect to the mission of the company, structure and accountability to that structure become the norm.

Root Cause Listening Restores Purpose

Dr. Nika White
Organizational Development, Nikawhite

An Emotional Regulation Specialist and organizational culture consultant who studies how connection impacts both well-being, human-centered workplaces, and performance.

Employee discipline improves when organizations move from control to clarity.

Most behavioral issues stem from unclear expectations, inconsistent feedback, or leaders modeling the wrong tone.

HR’s role is to reset alignment—by defining behavioral standards, reinforcing accountability through coaching rather than punishment, and training managers in emotional regulation.

When leaders respond calmly and consistently, they de-escalate tension and model self-management.

Pairing this with transparent recognition systems and early, compassionate intervention restores trust and stability.

Discipline then becomes a shared commitment to the culture, not a top-down demand.

Calm Coaching Builds Shared Accountability

James Bowdler
Founder, Prime Carers

PrimeCarers is a remote-first tech-driven company that connects families with independent at-home caregivers.

I also have experience in enterprise consulting, machine learning, and open innovation.

Discipline will erode if your system stops making good behavior visible or meaningful.

Simply showing data about who follows through and who doesn’t can be helpful.

Building feedback loops within the workflow helps your people understand how their consistency affects the team as a whole as it helps reset norms faster than formal intervention.

People respond to patterns they can see.

Visible Feedback Resets Behavior Norms

Richard Dalder
Business Development Manager, Tradervue

When discipline lapses in the workplace, it can create tension and disrupt the harmony that teams need to thrive.

HR has an important task in addressing these issues with empathy and firmness.

It starts with having honest conversations about what is expected, making sure everyone understands the shared responsibility to maintain a respectful environment.

Clear guidelines that are applied fairly help employees feel secure and respected, knowing that rules exist to protect everyone equally.

Managers should be supported to address small problems before they grow larger, showing care for both the individual and the team.

Creating safe spaces for employees to share concerns without fear promotes trust and openness.

Fair Guidelines Foster Trust Early

Ryan McEachron
CEO, ISU Insurance Services

We pushed our clients at ISU Armac to implement mandatory safety training programs—not just because it reduces workers’ comp premiums (which it does, significantly), but because it creates a culture of accountability.

When employees understand that safety violations or performance lapses directly impact their coworkers’ wellbeing and the company’s ability to stay in business, behavior shifts fast.

One manufacturing client cut incident reports by 40% in six months just by adding monthly hazard identification sessions.

The other piece nobody talks about: document everything from day one. I learned this chairing the Planning Commission—vague standards get you nowhere.

HR needs written policies with specific, measurable behaviors and consequences.
Then actually use them consistently. We’ve seen employment practices liability claims skyrocket when companies let problems slide, then suddenly crack down. That inconsistency is lawsuit fuel.

Safety Training Creates Real Accountability

Matthew Marshall
Co-Owner, Wright Home Services

I’ve scaled two home services companies, and here’s what most people miss: declining discipline is almost always a measurement problem, not an attitude problem.

At Wright Home Services, we turned this around by making performance visible in real-time through our CRM system.

We tied individual tech metrics—completion times, customer satisfaction scores, callback rates—to monthly team dashboards that everyone could see.

When one of our HVAC techs saw his first-call resolution rate was 12% below the team average, he self-corrected without a single HR conversation.

The transparency created accountability without the confrontation.

The other piece nobody talks about: reward systems break before discipline does.

We launched a referral program that paid out within 48 hours of a completed job, and suddenly our top performers had a tangible reason to maintain standards.

Poor performers became obvious by contrast, not by complaint.

HR’s real job here is making sure managers have data to point to instead of feelings to argue about.

Once you can show someone their numbers versus team numbers, discipline conversations become collaborative problem-solving, not adversarial.

The few who still don’t respond just fire themselves through their own metrics.

Real-Time Metrics Drive Self-Correction

Katherine King
Co-Founder & CEO, Dazychain

Money is the obvious reward, but if not available here are a few measures HR can implement in order to address and improve employee discipline:

– Make sure the goals and the deadlines are crystal clear. Often employees can’t articulate their job description because there is a disconnect between what they are hired and compensated for and what they are being asked to do.

– Identify what is important to individuals and teams and focus on incorporating those reward systems into milestones and goals.

A good reward is defined differently across cultures, so get leadership involved and ask individuals and teams “What does success look like this quarter/year” The answers pave the roadway to effective reward systems and ultimately behavioral change.

Personalized Rewards Shape Desired Behavior

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

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Pivot vs. Path: Guidance from Business Leaders for the Recently Laid Off

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Pivot vs. Path: Guidance from Business Leaders for the Recently Laid Off

In the disorienting aftermath of a layoff—when urgency screams “apply now!” and fear whispers “settle for anything”—a quieter, wiser path often emerges: the deliberate pause that separates reaction from reinvention. 

What if this unwanted break isn’t just survival time, but a rare chance to interrogate what truly energizes you, what industries still hold promise, and which skills remain timeless? 

On HRSpotlight, accomplished founders, physicians, recruiters, coaches, and executives offer grounded, battle-tested guidance for that uncertain crossroads. 

They urge starting with honest reflection—dissecting the layoff’s cause, auditing past joys and drains, mapping transferable strengths, and testing small experiments—before committing to a frantic job hunt or hasty pivot. 

From spotting unmet needs in your field (like Dr. Seth Crapp did in pediatric radiology) to reframing the moment as purposeful redesign, these voices emphasize intention over impulse, clarity over speed, and alignment over reaction. 

Their insights remind us: the strongest comeback begins not with a resume blast, but with self-honesty and strategic breathing room.

Read on!

Laura Nguyen
Author, Career Break Compass

When you’re laid off, the instinct is to move fast: to update the résumé, apply, fix it. But first, give yourself permission to play.

Do something that brings you joy and resets your nervous system: take a long walk, cook a meal from scratch, or call a friend who makes you laugh.

Small joys restore energy before big decisions.

Then, pause and reflect. Journal what you loved and loathed about your last role. Notice where you felt proud, and where you felt small. This reflection rebuilds confidence and direction.

Next, plan. Update your résumé with impact metrics, take an online course, to learn new skills, and list the people in your network you’d like to reconnect with.

Finally, pursue with intention. Reach out to those contacts, set weekly goals for job exploration, and track your progress.

A layoff isn’t an ending. It’s a turning point toward clarity, confidence, and choice.

Play First, Reflect, Then Pursue Intentionally

Lily Shanks
CRC, My Internal Weather

As someone with personal and coaching experience around abrupt (and major) career shifts, what seems like a job “loss” could be a massive opportunity and gift to clarify and thrive in your career going forward.

Resist any fears – financial or otherwise – urging you to grab the first offer or impulsively change careers. Instead, capitalize on this time to reflect and invest attention in your future.

Consider:
– Assess what you liked and disliked about your recent job, and possibly previous jobs. What would you have changed?
– Write about your dream job/career. Imagine the most enjoyable, fulfilling scenario!
– Avoid job tunnel-vision. Yes, careers matter. So do health, relationships, hobbies, and more! How does your non-work life inform your future?

Finally, whether you plan to change careers, continue in the same field, or can’t decide, take one action to explore options aligned with your desired path.

Dream Job Vision Guides Next Move

Kim Wibbs
Lighting & Design Consultant, Residence Supply

Layoffs can feel like a hard stop, but they often mark the beginning of your most intentional chapter.

Before pivoting, take stock of what energized you most in your previous role — not just the tasks, but the impact you enjoyed making.

Sometimes the right move isn’t a full career change, but a reframed version of what you already do best.

I always recommend exploring your next step through small experiments: freelance projects, certifications, or even informational interviews.

These let you test new waters without burning bridges.

Whether you pivot or stay your course, choose a direction that aligns with your evolving strengths, not your past title.

Small Experiments Test Pivot or Stay

Dr. Seth Crapp
Founder & CEO, Specialty Focused Radiology

I got laid off during the pandemic when radiology volumes crashed by 40-50% nationwide and practices were cutting doctors across specialties.

I had just launched South Florida Radiology—terrible timing. I had to choose: find stable employment or keep building my company during the worst possible market conditions.

I stayed because I could see a specific problem nobody was solving: pediatric hospitals and community facilities had zero access to pediatric radiologists after-hours and on weekends.

Kids were waiting 12-18 hours for reads or getting misdiagnosed by general radiologists unfamiliar with pediatric imaging.

That gap was real, urgent, and I had the exact credentials to fill it.

Here’s my test: can you point to a concrete problem you’ve already solved that still needs solving at scale? Not “I’m good at marketing” but “I reduced ER wait times by 6 hours for pediatric imaging reads.”

If you’ve got receipts like that, double down even when it’s scary. If you’re reaching for vague skills, explore the pivot.

One move that saved me: I called 8-10 hospital administrators during the valley and asked what kept them up at night.

Four said “we’re sending pediatric cases to general roads and getting callbacks.

” That confirmation—that my solution matched their actual pain—gave me the conviction to ride it out.

We’re now covering 50+ hospital partnerships because I stuck with the problem I could uniquely solve.

Solve Real Problems, Double Down Boldly

Kathy Bremer
Managing Partner, Boardwalk Consulting

When someone’s been laid off, the instinct is to act fast—update the résumé, polish the LinkedIn profile, and start applying.

But before you do, take a breath and look inward. The real question isn’t what’s next?—it’s what’s right for me now?

Start by asking: What do I love doing? What drains me? What am I good at—and what truly energizes me?

You are a unique mix of strengths, experiences, and values. That combination is your competitive advantage.

As an executive recruiter and someone who’s navigated 5 career transitions, I’ve seen again and again that purpose drives clarity.

Your purpose evolves over time, and when you align your next move with your purpose—what you’re meant to do in this season of your life—you not only find work faster, you find work that fits and fulfills you.

Align Next Step with Evolving Purpose

Daniel Reynolds
Marketing Director, Dynamo LED Displays

Start with demand and strengths.

Map your wins and transferable skills to roles hiring now.

In our AV/LED world, candidates who show measurable outcomes and fluency with workflows like CMS, content ops, or Novastar/Brompton control land fast.

If your lane has momentum, stay the course while you test a pivot on the side.

Run a 30-day sprint. 5 informational chats a week, a targeted portfolio, and one small paid project to validate fit.

Add quick credentials if useful, e.g., CTS, GA4, or HubSpot.
Decide by evidence, not fear.

Track interviews, offers, and learning pace.

30-Day Sprint Validates Career Choices

Elia Guidorzi
Marketing Director, Techni Waterjet

Start with a one-page impact inventory: projects and measurable wins.

Example: cut scrap 18% and lifted uptime 7% by fixing abrasive feed.

If your results are process-agnostic (CNC, CAM, lean), a pivot to applications, automation, or technical sales are low risk.

If you have niche depth (5-axis waterjet, taper compensation, pierce strategies), double down with OEMs or integrators where that skill earns a premium.

Bridge fast with targeted certs and proof: OSHA 30, PLC basics, and CAM refreshers.

Build a simple portfolio with brief case studies and nesting reports. Ask your supplier network for leads.

Either path works if you can show gains in uptime, accuracy, and cost.

Impact Inventory Shapes Low-Risk Pivot

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

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