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Outsmarting the Hiring Crisis: Expert Strategies for Talent Wins

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Outsmarting the Hiring Crisis: Expert Strategies for Talent Wins

With 75% of employers struggling to fill job vacancies due to talent shortages, finding qualified candidates remains a top challenge in 2025. 

This HR Spotlight article compiles insights from business leaders and HR professionals on strategies to beat the odds. 

Experts emphasize looking beyond resumes to assess potential, adaptability, and cultural fit through video intros, behavioral interviews, and skills-based evaluations. 

They advocate proactive recruitment via diverse pipelines, AI tools for matching, and transparent benefits to attract overlooked talent. 

By investing in upskilling, cross-department collaboration, and network referrals, these approaches widen talent pools, reduce bias, and foster loyalty, turning hiring hurdles into opportunities for diverse, high-performing teams.

Read on!

Ann Kuss
CEO, Outstaff Your Team

I’ve found that the biggest difference comes from how you approach the very first stage of screening. In some roles, you easily see 150+ applications, and it’s tempting to filter mechanically by keywords or a checklist of tools. But in my experience, that’s where you risk missing strong people.

A candidate may not tick every box, but if their overall track record shows adaptability and growth, they’re worth moving forward. Some of the best hires I’ve seen came from people who were missing one skill on paper, but had the drive to learn it quickly once onboard.

That’s why in our process, the first interview isn’t just about confirming what’s on a CV, but about looking at the bigger picture:

problem-solving ability, transferable skills, and motivation. This broader evaluation consistently helps us surface talent others might overlook. In a market where everyone says “qualified candidates are scarce,” I’ve seen that the real edge comes from how deeply you assess potential, not just how fast you filter.

Look Beyond Keywords to Find Hidden Talent

Debbie Emery
Co-Founder & CSO, Juvo Jobs

While employers are struggling to find qualified candidates, it’s less about a lack of talent and more about a lack of connection. Employers don’t have to expand their talent pool, they just need to make the existing one more visible and accessible.

Traditional job searching often reduces job seekers to resumes and lengthy applications. With the right tools, employers can move beyond qualifications written down on paper and actually see a candidate’s personality, enthusiasm, and communication skills before an interview.

At Juvo Jobs, this can be properly showcased via short video intros for both the job seekers and, even more importantly, the employers. We encourage business owners and hiring managers to share behind-the-scenes experiences with hourly workers, showcasing what makes their workplace unique.

When both sides can show their authentic selves upfront, the “qualification” problem often disappears. Businesses can find motivated people they would have overlooked, and workers can locate opportunities that fit what they’re actually looking for.

Video Introductions Reveal Talent Beyond Resumes

Jacob Schmerber
Managing Director, Providential Home Care

In the Health Services and Healthcare industry, we hear this comment often. We have found success in thinking outside the box in terms of candidates. The teams that adapt fast and are willing to get creative, oftentimes will succeed.

I would advise that the HR team connect with a leader from the sales team. They offer a unique perspective and will see your objectives in a different light. They may encourage you to look at the key qualities of the role you are searching for and pivot to a complimentary industry. They may encourage a different type of role that could achieve the same results.

In all, HR’s function in the hiring process is just a different type of sales. Pulling in people that can give you honest feedback that have the same motivation to win is a great way to achieve it.

This is much easier to do in smaller organizations where leaders are likely to have strong connections with their peers. In larger organizations, take this as an opportunity to make a new friend and win together. It will make your teams stronger and give you a leg up on your competition.

Cross-Department Collaboration Reveals Hidden Hiring Solutions

Alex Yeh
Founder & CEO, GMI Cloud

We’ve felt the talent crunch like everyone else, but our focus has been on building the kind of environment top candidates actively want to join.

Instead of competing only on salary, we emphasize meaningful work, growth opportunities, and a culture where people see their impact. That makes a big difference in both attracting and keeping the right talent.

We’ve also widened the net by investing in training and upskilling. Rather than waiting for the “perfect” candidate, we bring in smart, motivated people and give them the tools to grow into specialized roles. It not only fills gaps faster but also builds stronger loyalty because employees see we’re committed to their long-term development.

Culture and Development Attract Top Talent

Evan McCarthy
President & CEO, Sporting Smiles

Our organization has found success by implementing a hiring approach that focuses exclusively on required skill sets and work history rather than generational stereotypes.

By evaluating candidates solely on their qualifications and professional experience, we naturally attract a more diverse talent pool. This method has allowed us to identify qualified candidates that other organizations might overlook due to preconceived notions about age or background.

Skills-Based Hiring Eliminates Generational Bias

Rick Hovde
Founding Partner, Hovde Dassow + Deets

We’ve found success in our hiring approach by leveraging our professional networks and resources for quality recommendations rather than relying solely on traditional recruitment channels.

Our interview process focuses on assessing a candidate’s potential and cultural fit beyond just their technical skills and experience.

We use behavioral questions to understand how candidates have handled real situations in the past, giving us better insight into how they might perform in our organization. This approach successfully identifies candidates who become valuable long-term contributors to our team.

Network Recommendations Reveal Cultural Fit Champions

Heidi Barnett
President of Talent Acquisition, isolved

At isolved, we’re using AI within our Talent Acquisition solution to reduce time-to-fill by 38% without sacrificing a personalized experience.

AI helps us write better job descriptions, re-engage past applicants or seasonal workers, and match resumes to open roles – even surfacing great candidates for jobs they didn’t apply to but are well-suited for. It’s especially helpful when we’re seeing either too many or too few applicants.

We can quickly identify top fits or proactively reach out to expand the talent pool. We also use our candidate marketplace as a living talent database, which lets us stay connected to past applicants and previous employees so we can reach out when new roles open up. That ongoing connection is key. Someone who wasn’t the right fit last time might be a perfect match now, and AI helps us keep those doors open.

AI Enhances Efficient Talent Matching

Brittney Simpson
HR Consultant, Savvy HR Partner

At Savvy HR Partner, we help clients beat the odds by focusing on three things: getting crystal clear on the role, leveraging multiple talent pipelines, and creating a candidate experience that stands out.

We start by refining job descriptions to attract the right skill sets and avoid generic postings that get lost in the noise.

Then, we tap into diverse sourcing strategies, including niche job boards, professional networks, and referral programs that reach candidates competitors may overlook.

Finally, we focus on speed and transparency, moving candidates through the process quickly and keeping communication open at every step. The result? Stronger applicant pools, higher offer acceptance rates, and better long-term retention because we hire for both skills and culture fit.

Proactive Recruitment Aligns Skills With Culture

Guillermo Triana
Founder & CEO, PEO-Marketplace

When businesses tell me they cannot find talent, I always look at what they are offering beyond pay. I mean, compensation matters, but benefits clarity matters more.

Too many companies post vague job ads without spelling out health coverage, PTO, or growth paths.

Candidates do the math fast, and if your offer looks like $65,000 with generic perks, they will pass. Compare that to an offer at the same salary where someone can see exactly how much a 401(k) match adds each year, or what their health premium drops to and suddenly the job feels $10,000 richer.

Transparency flips the conversation from scarcity to opportunity.

On top of that, hiring speed is a hidden differentiator. If you take 30 days to close on a candidate, you lose them to an employer who took 10. When I advise clients, I tell them to cut review cycles in half. Even trimming a week saves the hire. In a market where 71 percent are struggling, being faster than the other guy is a form of competitive advantage that costs nothing.

Benefits Clarity and Speed Win Top Talent

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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Civility in Action: An HR Leader’s Key to a Positive Workplace

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Civility in Action: An HR Leader’s Key to a Positive Workplace

In an era where online debates often spill into workplace tensions, fostering a culture of civility is essential for team cohesion. 

This HR Spotlight article compiles insights from business leaders and HR professionals on one leadership behavior to promote a positive work culture driven by civility. 

Experts emphasize modeling respectful communication, such as empathetic listening, setting clear ground rules, and using humor to defuse conflicts. They advocate creating structured forums for open dialogue and prioritizing face-to-face or video interactions to maintain trust. 

These behaviors ensure disagreements remain productive, reducing resentment and enhancing collaboration, ultimately building a workplace where employees feel valued and respected despite external or internal conflicts. 

Read on!

Amy P. Castro
President, Amy Castro

Set clear ground rules for communication and model them consistently. Too often, leaders assume everyone shares the same definition of “respect,” but that is rarely true.

Take time to clarify what respectful disagreement looks like for your team: no interruptions, ask clarifying questions before responding, address issues and behavior rather than attacking people, and focus on solutions instead of blame.

As a communication expert with more than 20 years of experience, I have seen that leaders who clearly define, model, and consistently reinforce these expectations create genuine psychological safety for their team. This approach ensures everyone knows what is expected and helps them feel confident sharing ideas without fear of personal attacks or escalating drama.

It keeps discussions productive, collaborative, and focused on problem-solving, all of which support a positive and truly respectful workplace culture.

Establish and Enforce Clear Ground Rules

Alanna Fincke
Executive Director Workforce Development, meQuilibrium

One of the most critical leadership behaviors that fosters a positive work culture, one driven by civility, is promoting open and respectful communication.

It may sound pat or obvious, but hear me out on why and how. It plays a powerful role—as do the leaders who practice it—in shifting team and organizational culture, even in the face of workplace conflict and the near constant stress from uncertainty and ongoing change.

Ultimately, open and respectful communication creates a culture of psychological safety at the foundation, and that’s what we need to fight the overwhelming tides of pessimism, uncertainty, and disengagement we’re seeing in the workplace.

Here are some specific suggestions on how to implement open and respectful communication:

Model It: As a leader, it starts with you. Model respectful and civil communication in your interactions. Avoid using inflammatory language, personal attacks, or dismissive behavior, even when (and especially when) disagreements arise.

Encourage Open Dialogue and a Range of Viewpoints: Create an environment where employees feel safe to express their views and opinions without fear of repercussions. Actively listen to different perspectives and acknowledge valid points, even if you disagree.

Provide Training: Effective and respectful communication is a practice and doesn’t always come naturally. However, it can absolutely be learned! Offer training or workshops on effective communication, conflict resolution, and fostering a respectful workplace culture. This is a critical piece in employees developing the skills to engage in constructive dialogue and handle disagreements.

Address Issues Promptly: When conflicts or uncivil behavior arise, address them promptly. It’s tempting to avoid it in the short term, but in the long term, it only reinforces just the behaviors we’re trying to avoid. Encourage open and honest discussions to understand the root causes and work towards resolution in a respectful manner.

Celebrate and Recognize the Good Stuff: Acknowledge and celebrate times when employees demonstrate communication, collaboration, or conflict resolution skills. A simple “great job collaborating on this” can be enough. This reinforces the desired behaviors and encourages others to follow suit.”

Open Communication Builds Psychological Safety

Kaomi Joy Taylor
Founder & Chief Namiac, The Museum of Names

Name Fluency is a deceptively simple leadership behavior that can radically improve workplace civility. It’s not just about pronunciation — it’s about care.

Names are deeply tied to identity, culture, and belonging. Everyone has one – and they’re used daily in the workplace in countless ways. So mishandling them erodes trust fast. But visibly demonstrating care can help heal workplace divisions and rapidly grow civility and respect.

A Name Fluent leader:

Models dignity in how names are spoken and written in personal interactions.

Works to remember, spell, and pronounce names correctly and checks when unsure.

Sets a tone that discourages jokes, stereotypes, and sloppiness around names.

Adjusts systems to accommodate longer, non-Western, and atypical names.

Ask yourself: can you remember a time when your own name was omitted or mocked? How did it feel? That’s why anytime leaders handle names with care, they send a powerful message: You matter here. It’s not about perfection — it’s about people.

Name Fluency Enhances Workplace Civility

Donald Thompson
CEO & Executive Advisor, Donald Thompson

In today’s polarized environment, where online debates can spill into Slack threads and strategy meetings, leaders must go beyond surface-level tolerance. They must become stewards of psychological safety. That begins not with reacting, but with listening.

Empathetic listening signals to your team that you value understanding over judgment. When leaders show genuine curiosity, especially with viewpoints different from their own, they send a powerful message: disagreement doesn’t equal disrespect. This message sets the tone for everyone else.

At a time when many employees feel overlooked or dismissed, your attention becomes a form of leadership capital. It costs nothing, but pays off in trust, engagement, and collaboration.

Teams that feel heard outperform those that feel silenced.

Civility creates a workplace where people feel safe enough to speak up and strong enough to grow together.

Empathetic Listening Promotes Team Trust

Rhett Power
CEO & Co-founder, Accountability Inc

Leadership Behavior: Set the Standard Through Micro-Moments of Respect

Civility isn’t built through grand gestures—it’s shaped in the small, everyday interactions leaders have with their teams.

One powerful behavior is using micro-moments of respect: greeting colleagues by name, acknowledging contributions publicly, giving credit generously, and showing appreciation consistently. These seemingly minor acts reinforce a culture of value and dignity. When tensions rise—whether sparked by online debates or internal disagreements—people are more likely to stay grounded and respectful if those around them model basic human decency.

Leaders set the emotional tone. If they respond to conflict with composure, kindness, and fairness, their teams are more likely to follow. In polarized times, civility must be intentional, and it starts with small moments done well.

Micro-Moments of Respect Set Tone

Joanna Lovering
Founder, Copper + Rise

Want to foster civility at work? Start with your executive presence.

When online arguments start creeping into team dynamics, it’s easy for things to get tense, fast. But leaders with real executive presence don’t take the bait. They stay grounded, speak with clarity, and model respect, even when conversations get heated.

This isn’t about avoiding tough topics. It’s about how you show up when they surface. Do you raise your voice or raise the bar? Do you shut people down or hold the space with calm authority?

Your presence sets the tone. When you model composure, clarity, and mutual respect, others follow. That’s how you build a culture where disagreement doesn’t have to mean disconnection.

Executive Presence Models Civil Discourse

Jared Pope
CEO & Co-Founder, Work Shield

Today, disagreement doesn’t stop at the screen. It follows people into the office. Social media has made it easy to speak without filters.

People often say things online they’d never say to someone face-to-face. That boldness might feel harmless behind a screen, but when those comments carry into the workplace, whether through side conversations, Slack threads, or team meetings, they can quickly erode trust and collaboration.

Here’s a simple benchmark: if you wouldn’t say it to someone directly in a one-on-one conversation with respect and accountability, it probably doesn’t belong in a workplace discussion.

When something crosses the line online, leaders can’t afford to ignore it. A calm, direct check-in like “I saw what you posted. Can we talk about how that’s impacting the team?” can defuse tension before it festers. Just as important, modeling what it looks like to listen without judgment while still holding clear boundaries shows others how to follow suit.

Civility isn’t about being quiet or agreeable. It’s about showing up with clarity, curiosity, and self-control. Even when emotions run high. In today’s climate, leadership means knowing how to bring conversations back to common ground.”

Direct Check-Ins Defuse Online Tensions

Shaun Carse
Director, Trackershop

What under-appreciated technique for teaching politeness? The giving of ego the afternoon off.

At Trackershop, we receive this: if some form of dispute occurs, the last thing the world’ s best leader wants to do is attempt to turn the dispute to some form of power play.

What we do is attempt to be the “calm in the group chat”—the listener, the tension breaker with the smallest dad joke (“Alright, don’t throw the stapler—we’re all one team”), and return the communication to the unified goals.

Civility is not accommodating to the majority—it’s to the point where one doesn’t even feel the obligation to disagree at all, for one might be run over in the hallway or stared down in the break room at lunchtime.

If your workers see you resolve conflict humorously, humbly, and in reverence, they’ll do the same. Absolutely, less awkward silences in the break room.

Humor Calms Conflict, Unifies Teams

David Greiner
Founder & Attorney, Greiner Law Corp

Running both a law firm and Greiner Buick GMC for years taught me one crucial leadership behavior: create structured forums for open dialogue before conflicts escalate. When I served as Chairman of the Victor Valley Chamber of Commerce, I instituted monthly “straight talk” sessions where board members could voice concerns directly without formal procedures.

The breakthrough came when I co-founded the High Desert Senior Forum in 2009, operating it from my dealership showroom. We hosted over 100 meetings covering everything from congressional updates to gardening tips. The key was establishing clear ground rules upfront—everyone gets heard, but personal attacks weren’t tolerated.

At my dealership, this translated to weekly department head meetings where service, sales, and finance could air grievances openly. Instead of letting tensions simmer between departments, we addressed issues immediately. This approach helped us win multiple Best in the Desert awards for customer service.

The pattern I’ve seen in both business and legal practice is simple: give people a regular, structured outlet to be heard, and workplace conflicts rarely reach the boiling point.

Structured Forums Prevent Conflict Escalation

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

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

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

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The Geopolitical Hedge: Is Distributed Talent the Answer to Protecting Inclusion Goals?

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The Geopolitical Hedge: Is Distributed Talent the Answer to Protecting Inclusion Goals?

Navigating political upheavals that challenge diversity, equity, and inclusion goals requires innovative workforce strategies. 

This HR Spotlight article compiles insights from business leaders and HR professionals on whether a global remote workforce can safeguard DEI objectives. 

Experts highlight that global remote teams can enhance diversity by accessing talent across borders, buffering against regional instability. 

However, they caution that remote work alone isn’t enough without intentional inclusion policies, equitable resource access, and hybrid models to foster collaboration. 

By combining global hiring with robust cultural frameworks, these strategies ensure DEI goals remain resilient, creating inclusive environments where all employees feel valued despite external political pressures. 

Read on!

Sergiy Fitsak
Managing Director & Fintech Expert, Softjourn

Based on our experience, developing a global remote workforce can be an effective strategy to maintain diversity goals during political disruptions.

We’ve observed that remote work structures enable organizations to build teams across geographical boundaries, creating natural diversity that enhances both creativity and productivity.

However, remote work alone cannot address all the complex challenges posed by political upheavals, and organizations must also develop comprehensive policies that specifically address inclusion and equity issues regardless of work arrangement.

Global Remote Teams Buffer Against Political Diversity Threats

Justin Belmont
Founder & CEO, Prose

A global remote workforce can be part of the answer, but it’s not a silver bullet.
On the plus side, hiring globally means you’re not limited by one country’s politics—you can keep teams diverse even if local laws or social climates shift.

But the catch is, diversity on paper doesn’t equal inclusion in practice.

If you’re not building systems where remote employees actually feel heard, safe, and supported, you’ve just scattered people across time zones without solving the deeper issue.

The real win is combining global hiring with intentional culture work—otherwise you’re just exporting the same problems to new zip codes.

Remote Workforce: Beyond Geography to Genuine Inclusion

Wynter Johnson
CEO, Caily

It’s true that remote workers haven’t been cracked down on in the same way that domestic ones have, but that doesn’t mean there isn’t a risk here.

There’s no telling when or if the current administration will target remote outsourcing, putting companies in the spotlight again. Another key issue here is that remote workers, especially in an office that also has in-person workers, don’t integrate into the company culture in the same way.

Just because you make diverse hires doesn’t mean you’re actually including them in a meaningful way.

Remote Work Faces Potential Risks Beyond Cultural Integration

Mike Qu
CEO & Founder, SourcingXpro

Building a global remote workforce can be a strong buffer against political upheavals that disrupt diversity, equity, and inclusion goals.

When teams are spread across multiple countries, no single region’s instability can derail hiring pipelines or limit representation.

At SourcingXpro, we worked with partners in three continents, which allowed us to maintain balance when one market faced sudden restrictions.

However, remote structure alone is not enough. It must be paired with intentional DEI policies, transparent pay standards, and tools that ensure equal voice across time zones. Otherwise, existing inequities can simply shift online.

The real advantage comes when global remote teams are supported by systems that make inclusion sustainable regardless of local politics.

Global Teams Shield Diversity Goals Amid Political Upheaval

Illustrious Espiritu
Marketing Director, Autostar Heavy Duty

For a small business like ours, a “global remote workforce” isn’t a reality.

Our team has to be on the ground. But we do have to deal with unforeseen political upheavals that can affect our supply chain and our relationships with our customers.

So, is a global remote workforce the answer? No. The answer is to build a business that is a direct reflection of our values. The key is to see our business not just as a business, but as a community of people who are united by a shared sense of purpose.

When a political upheaval threatened our business, our response wasn’t to go remote. It was to be proactively transparent with our suppliers and our customers. From an operations standpoint, we called our suppliers and asked them how we could help. From a marketing standpoint, we created a new message that was a direct reflection of our values: “We’re a flexible, adaptable business that is here to help you get through any challenge.”

The impact this had was a massive increase in our business’s resilience. Our suppliers and our customers saw that we were a company that was honest and transparent. The biggest win is that we learned that the best way to handle a political upheaval is to be a company that is a direct reflection of its values.

My advice is simple: stop just hoping for the best. You have to be a person who is proactive and who is willing to build a business that is a direct reflection of your values. The best way to overcome a crisis is to be a leader who is honest and who is transparent.

Values-Based Business Trumps Remote Work During Crisis

Piotr Zabula
CEO, Feedink

While a global remote workforce can be part of a strategy to maintain diversity during political upheavals, our experience suggests it isn’t a complete solution.

When we implemented fully remote work, we encountered significant challenges including missed deadlines and ineffective mentorship for junior employees, particularly those from diverse backgrounds who benefit from direct guidance.

A more sustainable approach combines remote work flexibility with intentional in-person collaboration through hybrid models, ensuring both global talent access and the structured support needed for inclusive team development.

Hybrid Models Outperform Fully Remote for Inclusive Development

Jeremy Golan
HR Manager, Virtual HR Hub

DEI is a winner when it comes to divergent thinking and creativity, but the benefits are limited with a fully remote workforce.

Maybe you want to signal inclusivity when it comes to hiring, but the real magic is when different people come together and collaborate in person.

While virtual work attracts a higher volume of candidates—due to lifestyle benefits and traffic—colleagues rarely develop strong bonds that translate into increased productivity.

To benefit from both formats, consider a hybrid approach—with a minimum number of days in the office—paired with team-building activities.

In-Person Collaboration Maximizes Diversity Benefits Over Remote

Christopher Pappas
Founder, eLearning Industry Inc

At our company we understand that the political landscape can present challenges that impact diversity, equity and inclusion (DEI) goals.

While a global remote workforce offers flexibility it is important to note that it is not a standalone solution. Remote work can be a tool for inclusion, but it should not be the sole strategy.

Businesses need to look beyond just enabling remote work to truly support a diverse and inclusive workforce.

Achieving DEI requires a holistic approach that goes beyond offering remote opportunities. We must implement strategies that ensure equal access to resources for all employees including those in politically unstable regions.

We must foster a culture of inclusivity where all workers feel supported and valued. By focusing on equitable practices and creating opportunities for everyone to thrive we can ensure that our DEI efforts are comprehensive and impactful.

Remote Work: Tool Not Solution for DEI Goals

George Fironov
Co-Founder & CEO, Talmatic

Remote work has fundamentally transformed how we approach workforce diversity, creating opportunities to build truly global teams regardless of political circumstances.

We’ve observed that hiring has evolved into a global talent competition, with candidates now evaluating potential employers based on flexibility, culture, and remote work arrangements.

While a distributed workforce can help insulate organizations from some regional political impacts, it’s important to recognize that remote work alone isn’t a complete solution to complex DEI challenges.

Companies must still develop intentional strategies to foster inclusion across distributed teams.

Global Teams Expand Diversity Despite Political Constraints

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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Unpaid Internships Done Right: Industry Leaders’ Perspectives

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Unpaid Internships Done Right: Industry Leaders’ Perspectives

Navigating the ethics of unpaid internships requires balancing organizational needs with meaningful opportunities for growth. 

This HR Spotlight article compiles insights from business leaders and HR professionals on specific situations where unpaid internships can be considered fair or appropriate. 

Experts highlight scenarios where internships prioritize education, mentorship, and skill-building, such as structured programs for students or career-changers gaining hands-on experience in fields like law, finance, or HR. 

They emphasize clear learning outcomes, short-term commitments, and access to industry networks as key justifications. By focusing on development over labor, these practices ensure interns gain valuable insights, making unpaid roles a fair stepping stone to future paid opportunities.

Read on!

James Parkinson
Head of Marketing Content, Personnel Checks

An unpaid internship is fair if the person feels they are getting value out of the arrangement. When it comes to content, copywriting and digital marketing interns, it goes without saying that an unfair situation would occur if the person were delivering a high volume of work without proper and adequate mentoring or training.

For our business specifically, we already have a successful mentoring programme in place due to an established apprenticeship scheme.

For unpaid interns, we treat them similarly from an educational and development perspective, also encouraging them to take advantage of our learning resources with the aim of nurturing them into potential paid employees.

If the business appreciates and sees the value in the intern, and returns this with a commitment to their personal development, the unpaid element is considered ‘fair’.

Value-Driven Internships Ensure Fairness

Bradford R. Glaser
President & CEO, HRDQ

By way of being a learning experience in adult soft-skill development, it is reasonable to offer an unpaid internship, especially where we create tools enhancing communication, leadership, and teamworking, as in the case of HRDQ.

An intern who gets involved in assessing construction, participating in team-development workshops, or assisting with webinars related to HR gains exposure to the strategic initiative that goes into performance improvement.

The key is to ensure the intern receives guidance, an opportunity to contribute, and reflection on learning.

When the focus is on building HR-relevant capabilities rather than just filling supporting tasks, the arrangement honors both organizational integrity and the intern’s development.

Educational HR Internships Justify Unpaid

Julia Simkus
Resume Writer, Wanderlust Careers

I recently completed my Master’s Degree in Applied Psychology at NYU. As part of our program, we were required to complete a set number of clinical hours. Before joining Wanderlust in a paid role, I interned there to fulfill these clinical hours and receive supervision from a licensed counselor.

In this case, the internship was unpaid, but I found it entirely fair because it provided me with essential training, mentorship, and real-world experience that were imperative for my professional development.

I believe unpaid internships can be appropriate in situations like this where the primary benefit to the intern is educational, such as gaining required training hours, hands-on experience, or mentorship.

Mentorship Makes Unpaid Internships Fair

Jackie Domanus
Founder, Idea Citizen

There’s a time and place for unpaid internships, but only under specific, transparent conditions.

First, the experience must be clearly structured, ideally using a framework like STAR to define learning outcomes.

Second, it should be designed for individuals with no prior working experience in the field.

Third, it must be time-bound; I’d advocate for contracts that include a scaled pay structure after a set period, such as three months.

And finally, it should be geared toward students actively enrolled in school. Internships, paid or unpaid, can open doors to networks and skill-building, but compensation shapes expectations.

Unpaid internships should focus solely on guided learning. Paid internships, by contrast, imply a level of autonomy and responsibility to contribute value beyond assigned tasks. Anything outside of that risks misalignment.

Structured Learning for Student Interns

Brenda Manea
Managing Director, BAM

I applied for my first internship in 2013, back when I was in college still figuring out what I wanted to do. I found a PR agency that looked cool and landed an unpaid internship. I was over the moon; it didn’t even cross my mind to ask about pay. Three months later, they started paying me minimum wage, and I stuck around part-time until graduation.

Fast forward 11 years, and I’m still at that same agency, having worked my way through 10 different roles.

That unpaid internship opened the door, and it completely changed the course of my career. For me, it’s proof that when structured well and tied to real opportunity, unpaid internships can be fair; sometimes just getting your foot in the door makes all the difference.

Opportunity-Driven Internships Change Careers

Griff Harris
President, Griffith Harris Insurance Services

The key is that these internships must provide genuine learning about complex risk assessment that can’t be taught in classrooms.

When a student witnesses how we structure a $5M umbrella policy or analyze medical malpractice coverage for physicians, they’re gaining specialized knowledge worth more than minimum wage.

After 75 years serving this community and my experience at major firms like Marsh & McLennan, I’ve seen that insurance expertise only develops through real client scenarios. Students who complete these programs typically land $60K+ starting positions because they understand risk management principles that take years to master otherwise.

The internship becomes unfair if students are just filing papers or answering phones. But when they’re learning our industry’s most valuable skill—protecting family legacies through proper coverage—that education is invaluable.

Specialized Skills Justify Unpaid Roles

Alex Langan
Chief Investment Officer, Langan Financial

In finance, an unpaid internship can be fair in very specific situations, mainly when it’s structured as a true learning experience rather than free labor.

For example, if you’re a student or career-changer curious about wealth management or investment analysis, an unpaid internship can give you exposure to compliance work, financial planning tools, and client service without the pressure of revenue targets.

It should be short-term, clearly educational, and paired with mentorship so you’re building skills that will translate into paid opportunities.

In my view, it’s only appropriate when the intern gains more than the firm does, and when the program is designed to help them decide if this is the right path.

Educational Finance Internships Are Fair

Brian Joslyn
Owner, Joslyn Law Firm

In the legal field, I believe unpaid internships can be considered fair when they are structured around genuine education and skill-building rather than free labor.

For example, a law student shadowing attorneys in a criminal defense practice can gain invaluable experience observing hearings, reviewing case strategy, and understanding how client relationships are built – insights that can’t be learned in a classroom.

When the internship is short-term, clearly educational, and not displacing paid staff, it can give students the clarity they need to decide if criminal defense, or even law as a whole, is the right career path for them. In that sense, an unpaid internship becomes less about cost-saving for the firm and more about creating a bridge between academic theory and the realities of legal practice.

Legal Shadowing Benefits Unpaid Interns

Steven Rothberg
Founder & Chief Visionary Officer, College Recruiter Job Search Site

There are different customs and laws in different countries regarding whether internships should or even must be paid.

In the United States, the law is pretty clear, although many would prefer to think otherwise. In a nutshell, if you’re a non-profit or government agency then legally you may employ interns without paying them.

Under the Fair Labor Practices Act (FLPA), for-profit organizations must pay them, as there will always be some benefit accruing to the employer.

But, even if it is legally permissible to not pay an intern for the work they deliver to your organization, that doesn’t mean that you should accept their labor without paying them for that labor.

I believe that all interns should be paid at least the prevailing minimum wage and that the additional training and management of these inexperienced workers should factor into the wages they’re paid, but not eliminate the wages they’re paid.

Pay Interns, Prioritize Fairness

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

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

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

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From Invisible to Invincible: A Culture Where Employees Feel Valued

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From Invisible to Invincible: A Culture Where Employees Feel Valued

Creating a workplace where employees feel valued and noticed is vital for boosting engagement and fostering loyalty. 

This HR Spotlight article compiles insights from business leaders and HR professionals on specific recognition practices, feedback rituals, and day-to-day gestures to help employees feel seen. 

Experts emphasize timely, personal acknowledgment through real-time shoutouts, handwritten notes, and public celebrations of small wins. 

They advocate consistent rituals, like weekly highlights of collaboration or mentorship, to reinforce a culture of appreciation. 

By blending specific, immediate recognition with thoughtful, personal gestures, these strategies enhance morale, build trust, and ensure employees feel truly valued in both remote and in-office environments.

Read on!

Andrew Dunn
Vice President of Marketing, Zentro Internet

In my experience, specific acknowledgment in the moment makes the biggest difference.

I’ve watched real-time shoutouts during team meetings wipe out the feeling that small wins go unnoticed.

For example:-  we once highlighted the quick pivot of a junior marketer who saved a campaign, and it motivated the whole group. I’d suggest keeping recognition simple but consistent quick notes or mentions carry farther than you’d expect.

Real-Time Shoutouts Boost Morale

Tom Terronez
CEO, Medix Dental IT

Happy to walk you through what works for my team, especially how small, consistent gestures create the biggest impact.

One thing we do at Medix Dental IT is highlight a “win of the week,” where each department shares a moment of progress that others may not have seen in real time. It’s surprising how much employees light up when their quiet, behind-the-scenes contributions get noticed in front of their peers. I’ve also found handwritten notes go further than digital messages. There’s something about that extra effort that feels more personal.

My advice is to mix both public recognition and private gestures so your team feels seen from every angle.

Weekly Wins, Handwritten Notes Shine

Karl Threadgold
Managing Director, Threadgold Consulting

With remote teams, I’ve found small consistent rituals matter more than big quarterly recognitions. For instance, we start our weekly sync by naming one person who demonstrated collaboration or problem-solving that week, which sets a positive tone.

Drawing on my background in leading global teams, I’ve leaned on this practice countless times to help people feel their efforts are visible across time zones.

Generally speaking, you’re in good shape with recognition if it’s both specific and immediate, rather than waiting for formal reviews.

Consistent Rituals Foster Remote Recognition

Edward Piazza
President, Titan Funding

Day-to-day, fixing that feeling of being unseen almost always means giving recognition that’s both specific and personal. For example, I’ve taken time to attach a handwritten note to a performance bonus, calling out the exact deal or borrower relationship that made a difference, and I noticed how much it motivated the team.

I’d suggest prioritizing those small gestures alongside the financial rewards, because people remember the words just as much as the numbers.

Personal Notes Enhance Bonus Impact

Sean Grabow
Owner, Central City Solutions

In my experience, small acts go a long way, like simply calling out someone’s hard work during a morning meeting instead of waiting for a big company milestone.

When one of my crew members managed a tough renovation under budget, I printed a framed photo of the finished property and gave it to him. That little gesture sat on his desk for years, and he told me it reminded him that his efforts weren’t invisible. I’ve learned that recognition doesn’t need to be complex; it just needs to be thoughtful and specific to the effort someone put in.

Thoughtful Gestures Make Efforts Visible

Pavel Sher
CEO, FuseBase

One practice that’s been effective for my team at FuseBase is publicly recognizing those who take time to mentor new hires.

We do this by making space in our weekly syncs to highlight who helped onboard or shared knowledge that saved time.

The big takeaway from running a SaaS business is that you can’t skip these moments; it reinforces collaboration as part of the company culture.

Acknowledge Mentorship in Weekly Syncs

Carl Fanaro
President, NOLA Buys Houses

In my 23 years leading real estate teams, I’ve found that recognition doesn’t always have to be big to make an impact.

For example, when a senior agent took the time to mentor a new hire through a tricky property evaluation, I made sure to acknowledge their efforts during our weekly meeting. When the chips were down during a rough month, that small public appreciation really lifted the whole team’s spirits.

I also like having a simple monthly spotlight for someone who solved a tough foreclosure problem or closed a complex deal with creativity.

My advice: keep recognition personal, specific, and timely so employees truly feel seen rather than lost in general praise.

Specific, Timely Praise Lifts Spirits

Jimmy Welch
President, The Jimmy Welch Team

Recognition works best when it feels real and personal. I’ve seen firsthand how a quick text at the end of the day saying “great job handling that client call” can mean more than a formal award. People remember what you noticed in the moment.

I like to tie recognition to something specific. If a teammate works late to solve an issue, I’ll thank them for that sacrifice, not just for “working hard.” It shows you were paying attention.

Sharing those wins with the whole group, whether in a team huddle or through a quick email, gives everyone a boost and builds momentum.

The day to day gestures matter too. I keep track of birthdays, kids’ events, even favorite restaurants, and I bring those up naturally. Those small details make people feel seen.

Over time, those touches create loyalty and trust, which is what every strong team is built on.

Personal Texts Build Team Loyalty

Lara Woodham
Director, Rowlen Boiler Services

In my experience at Rowlen Boiler Services, small gestures tend to carry the most weight.

For example, when one of our engineers passed their Vaillant Mastertech certification, I surprised them with a hand-written note and a framed badge for our office wall.

Our clients don’t care about the fancy details; they just want a reliable team, and our crew feels more valued when their skills are proudly displayed. I’ve noticed that celebrating these milestones in visible ways builds confidence and fosters a tighter bond across the team.

Celebrate Milestones with Visible Gestures

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

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

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

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The Hidden Why: Spilling the Beans on Ghost Jobs

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The Hidden Why: Spilling the Beans on Ghost Jobs

Surveys reveal 40% of hiring managers post “ghost jobs,” roles not actively being filled, frustrating job seekers and eroding trust. 

This HR Spotlight article gathers insights from business leaders and HR professionals on uncommon reasons behind this practice. 

From contingency hiring and market calibration to signaling growth for investors or preserving headcount, these experts uncover strategic, often overlooked motives. 

They also address the ethical concerns and trust costs, offering practical solutions like transparent labeling and clear timelines to mitigate candidate frustration, providing a roadmap for organizations to balance internal needs with external perceptions while maintaining a strong employer brand.

Read on!

Arsen Misakyan
CEO & Founder, Angel City Limo

As a founder who’s run hiring through contract cycles, I’ve seen “ghost jobs” happen for less-obvious reasons.

The most common at Angel City Limo: contingency hiring tied to uncertain revenue—e.g., an airport RFP or studio shuttle contract. You build a bench in case the deal lands, but you can’t issue offers until procurement signs. The role looks active from the outside, yet it’s paused by one signature you don’t control.

Other under-the-radar drivers: preserving approved headcount (finance will cut dormant reqs unless they’re “live”), maintaining job-board pricing tiers that require a minimum number of postings, and meeting optics in partner audits (some enterprise clients expect to see “active recruiting” in quarterly reviews).

I’ve also seen teams post to calibrate market comp or test ATS workflows before a broader hiring wave—useful internally, confusing externally.

We’ve changed our approach: if a role is pipeline-only, we label it that way and state the trigger (“pending contract award; ETA late October”). We add an auto-expire date and a one-line SLA on next steps to avoid inbox limbo.

For candidates, a simple sanity check helps: ask for timeline, budget owner, and success metrics for the first 90 days. If those answers are fuzzy, you’re likely looking at a contingency req.

Contingency Hiring Creates Unavoidable Ghost Job Scenarios

John Mac
Founder, Openbatt

One of the less talked-about reasons hiring managers post “ghost jobs” is internal benchmarking.

It’s not about collecting resumes for the sake of ego or creating a false sense of growth—it’s about market calibration.

I’ve seen cases where teams post open roles not to hire immediately, but to gather current data on candidate expectations: salary benchmarks, skill gaps, evolving tech stacks.

It becomes an informal research tool, especially in fast-moving sectors where comp and capabilities shift every few months.

Another reason—one that rarely gets called out—is internal optics.

Sometimes a job post is less about the external market and more about internal signalling. A department lead might list a role to protect future headcount, even if budget approval hasn’t landed yet. Or they want to show higher-ups that they’re “planning for growth,” even if hiring isn’t on the immediate roadmap.

It’s a form of strategic theatre that isn’t inherently malicious, but it creates noise for candidates who assume every listing equals urgency.

There’s also the issue of succession hedging.

I’ve worked with orgs where a job goes live not because someone is leaving—but because leadership wants to be ready if they do. They’ve spotted burnout, misalignment, or upcoming life changes, and they quietly begin building a shortlist just in case. From their lens, it’s being proactive. But to candidates on the outside, it looks like a black hole.

The real challenge is that ghost postings erode trust. In a market where transparency is currency, using job boards as a test bed or placeholder weakens the employer brand—even if the intent isn’t harmful.

My advice to hiring managers: if you’re going to post, make it purposeful. If you’re not ready to hire, run research or forecasting internally without wasting a candidate’s time. Long-term, your hiring reputation matters more than the data you scraped from a few CVs.

Ghost Jobs Serve Hidden Internal Corporate Agendas

Aziz Bekishov
CEO, DC Mobile Notary

Not being a woman myself, I may not be able to speak directly from such an experiential standpoint, yet I have strongly, and deeply, felt the severe repercussions of high stress reactivity through my own entry into entrepreneurship and the constant pressure placed on me.

If this can serve as a parallel or complement to your piece, I would be truly honored to share it.

Living life on edge is not living at all:

There was a period about the time two years back when the days would start in full-body tension, before breakfast, for that matter, rehearsing with terrible plans.

Nowadays, I would find something minor, for example: a contractor would be late or did not send me any reply to an email, and that would put me on an emotional roller coaster.

From calm, I would be in confrontation mode within seconds, and being able to concentrate became an afterthought.

This slowly developed during the months of running DC Mobile Notary and simultaneously scaling DuoNotary until the point when I felt that I was no longer enjoying my own success.

What pulled me into the ripple was low-stakes activities which I could control.

So, every morning, I walk without headphones, just for my thoughts to slow down.
I write a lot of check-ins, usually noting down what felt out of sync that day and what I could do about it next, not later.

Most importantly, I gave myself intermission from never being on.

The shift didn’t save the day, but it was enough to halt the spiral so I could finally breathe again.

I would be glad to expand on that should you have further questions or if that fits your angle.

Low-Stakes Rituals Halt High-Stress Reactivity

Jeremy Yamaguchi
CEO, Cabana

One of the main reasons why businesses post “ghost jobs” is to create the illusion of growth.

When a business has job openings, that means they are growing and needing to add more members to their team, right? Well, not always. Sometimes these “ghost jobs” are literally just there to create the illusion of growth.

When people think a business is growing, they assume it’s really excelling and thus might be more interested in getting involved with it in some way. Though there may not be any legal issues here, I definitely think this practice is ethically questionable at best.

So, it’s not something we do. I don’t think it’s fair to job hunters and their time.

Ghost Jobs Create the Illusion of Growth

Karen Southall Watts
Author, The Solo Workday

If you take just a few moments to survey discussions on LinkedIn, you’ll find the prevailing sentiment is “ghost jobs should be illegal.”

When I tell job seekers that almost half the listings they find online are probably bogus, they are understandably angry.

There are some business case reasons for ghost postings, like trying to indicate company health or growth, doing informal surveys of available talent, or hoping to boost the morale of overworked staff. However, I think there is one very human reason these posts linger, and it speaks to neither stellar work ethic nor healthy company culture. Never-got-around-to-it.

Job boards screening listings for accuracy: never-got-around-to-it

HR departments pulling job ads when jobs are filled or funding fails: never-got-around-to-it

Managers closing positions that have been phased out: never-got-around-to-it

From the outside, job seekers can’t tell if this behavior is the result of short staffing or callous attitudes.

Either way, ghost jobs are frustrating, unethical, and should be stamped out. If someone could just find the time to get around to it.

Not Strategic, Just Inaction

Edward Hones
Employment Lawyer & Founder, Hones Law PLLC

Legal Cushioning and Passive Compliance
From my perspective as an employment lawyer, one uncommon but very real reason companies post ghost jobs is to maintain the appearance of compliance with internal policies or legal obligations.

For example, some organizations, particularly federal contractors or those subject to affirmative action requirements, may post jobs to demonstrate they’re actively recruiting, even when they have no immediate intention to hire. It creates a paper trail that, in the event of an audit or lawsuit, can be used to show “good faith” hiring efforts, even if the positions were never truly open. While this isn’t necessarily illegal, it rides a thin ethical line and can mislead job seekers.

Strategic Talent Mapping (with Questionable Transparency)
Another lesser-known motive is strategic pipeline building for future contracts or business expansion.

Companies might anticipate new work, but until it’s confirmed, they hedge by posting roles to see who’s out there. If the deal doesn’t land, the job vanishes. In this context, it’s less about deception and more about risk management, but it creates real trust issues with candidates.

I advise clients to be transparent in these cases: label the job “pipeline” or “future opportunity” so applicants aren’t misled.

Honest branding of speculative roles goes a long way in protecting both the employer’s reputation and legal standing.

Offers Legal and Strategic Hedges

Peter Murphy
CEO, Track Spikes

I’ve hired across retail, delivery, and digital—and yes, ghost jobs are real, but not always for the obvious reasons.

Some post openings to test market interest before greenlighting a new job. Others use it to gather future candidates during off-season cycles, especially in businesses with seasonal surges.

I’ve seen leaders use ads to calm internal teams, like saying, “We’re growing,” even if they’re not ready to hire yet. It’s not ideal, but it often occurs when hiring decisions are influenced by mood or funding considerations.

Ghost Jobs: A Strategic Market Test

Jonathan Hill
Chairman & CEO, The Energists

“Ghost job” postings are an unfortunately common practice though I wish they weren’t.

Their potential harm goes beyond annoying job seekers. They can erode candidates’ trust in the hiring process and cause lasting damage to a company’s employer brand, which ultimately makes them counterproductive for the purpose many companies use them for.

There are two reasons for ghost postings that I’ve witnessed most often:

They forgot to take the post down after the job was filled or the search was cancelled.

They’re using the fake job to collect resumes and build a pipeline.

There are also some less common reasons I’ve seen for these postings:

Internal budget constraints – The company intends to fill the job when they post it but are faced with a pause in hiring after doing so, or may still be waiting for the budget approval before moving forward.

Contractual or client requirements – In sectors like EPC or consulting, firms may need to demonstrate staffing capacity as part of a bid, but don’t plan to fill the role unless they win the deal.

PR and market signaling – Hiring often reads as growth, which can mean a company with open jobs can look more attractive to investors or stakeholders.

Internal promotion – They plan to fill the job internally but are required to conduct a public search to satisfy compliance or policies, and so post the job with no intention of hiring an outside candidate.


Performance pressure – if someone in the company (often an executive or other critical role) is under-performing, they may post a role to both motivate that individual and to test the market if they do need to be replaced.

As an overarching comment, I’d say if a ghost posting isn’t for pipeline building or the result of carelessness, it’s most often going to be motivated by internal factors that may or may not have anything to do with the company’s talent strategy.

Motivated By Internal Factors

Magda Klimkiewicz
Senior HR Business Partner, Live Career

In a competitive industry, appearing active and fast-growing can be just as valuable as actual expansion. By posting job openings, even without the intent to hire, companies create the illusion of scaling up. This can make them seem more attractive to venture capitalists and potential backers.

For example, a startup in Series A funding might advertise multiple engineering roles, not because they are ready to onboard, but to signal momentum. These job posts are often left open indefinitely, fitting into the narrative that the business is gearing up for a big leap.

This tactic is not deceptive in the eyes of some hiring managers. They view it as a proactive branding strategy rather than a dishonest practice.

Sometimes, job postings are less about hiring and more about crafting a narrative for shareholders, competitors, or even employees.

Interestingly, these strategic, though arguably misleading practices show that ghost jobs are not always about laziness or disorganization. They are, in most cases, about perception, influence, and control.

A Strategic Branding Tool

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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