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Win Over Your Interviewer: HR and Business Leaders Share Success Tips

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Win Over Your Interviewer: HR and Business Leaders Share Success Tips

Landing a job in today’s fiercely competitive market is a two-step process: a strong resume earns the interview, but the interview itself is where the offer is won.

Yet, what truly sets a great candidate apart from the rest?

The answer often lies beyond a list of impressive achievements or a polished work history.

It’s in the subtle cues—the mindset, the thoughtful questions, and the underlying behaviors that reveal a candidate’s true potential.

This HR Spotlight article brings together a wealth of insights from business executives and HR professionals.

They will pull back the curtain on the top strategies and hidden signals they look for, showing you how to move past generic advice and present yourself as a truly indispensable asset to any organization.

Read on!

Robin
Executive Coaching, SPO Branch

Curiosity, Authenticity, Passion Elevate Interview Impact

For me, the magic in interviews comes down to three things: curiosity, authenticity and unique personal energy or passion.

Curiosity shows me you’re invested and here to grow—not just land a job—and that you are genuinely interested in the industry and role you’re entering.

When it comes to authenticity, you don’t need to have all the answers (it’s more authentic NOT to have all the answers!), but being self-aware and clear about your strengths creates a strong impression.

And finally, the energy and passion that comes through indicates how you’ll elevate the team culture, engage quickly, and show growth potential.

Carr Lanphier
CEO, Improovy

Professionalism, Preparation, Positivity Shine in Trades

As someone working and with experience in the trades, my top three tips here would be to dress professionally, come prepared and organized, and be outgoing as possible.

Service jobs tend to be a little different in terms of expectations, as when I’m hiring I’m looking for people who are going to be great additions to my teams not only in skill and experience, but also in having a nice, trustworthy appearance and attitude for clients.

I do think that sometimes when people are interviewing for service industry or trades positions, they might not think that showing up looking professional is as important. But, this definitely stands out to me for that reason.

I’m always going to take a closer look at candidates who put in the time to show up dressed nicely, with all of their materials organized and prepared, who have clearly put some time and thought into preparing for the interview.

Matt Woodley
Founder, International Money Transfer

Curiosity, Clarity, Humility Win FX Interviews

At International MoneyTransfer, I’ve built a team that’s part analyst, part translator of complex FX systems, and all-in on user experience.

So when I’m interviewing someone, I look for people who bring more than a polished resume.

The first thing I notice is curiosity. If a candidate’s done their homework and can tell me where our live-rate calculator beats the big players, that gets my attention fast.

Second, I look for clarity of thought. We deal with concepts like mid-market rates and hidden FX spreads, so if someone can explain them without jargon, I know they understand them.

Lastly, I care about humility. One of our best hires admitted they didn’t know how to interpret a fee table, then showed how they learned it in a week and rewrote our guide.

That’s the mindset that wins here.

Alice Romero
Nanny, Governess & Founder, Nanny & Governess

Polished CVs with Relevant Experience, Education

The 3 things I would like to see are:

– No spelling or grammar mistakes

-No irrelevant jobs

-All their educational background

I own a recruitment agency for UHNW and royal families. I receive many CVs on a daily basis and something I spend a lot of time on is correcting mistakes, spelling mistakes are common, or even grammar mistakes. If candidates spent a few mins just getting their CV corrected either by AI or someone else they would save recruiters a lot of time.

Another thing is that sometimes I am interviewing for a nanny role and they have a role that is waitressing or something not relevant to the job, I am only interested in roles that are similar or in the industry.

Some candidates don’t include their studies and educational background and that is essential for sending a CV to a client. They should include their degrees, diplomas or any relevant qualification.

Sarah
Vice President of Talent Operations, TalentLab

Clarity, Preparation, Questions Elevate Interviews

Be Clear on Why You Want the Job: Have a well-thought-out answer for why you want the role.

Interviews often go smoothly until the candidate is asked this question and completely fumbles it. Many give the impression they haven’t seriously considered the position, as if they’re just going through the motions.

This comes across as unprepared and immature, and it can undermine your ability to negotiate. If you can’t articulate why you want the job, it’s hard to credibly ask for a higher salary or better benefits.

Prepare for Common Interview Questions: Most interviews, regardless of industry, include familiar questions, such as how you handle conflict or work with difficult stakeholders. Yet many candidates struggle to provide clear, structured answers. They either start mid-thought or dive into excessive background without addressing the question.

Take ownership of your preparation. Practice with a friend, partner, or family member, and rehearse concise, focused responses to common questions. A strong answer is clear and direct, leaving space for the interviewer to ask follow-ups if they want more detail.

Ask Thoughtful Questions: It’s common to hear employees say they felt misled about a role, but often, they didn’t ask any questions during the interview. This is your opportunity to vet the job as much as they’re vetting you.

Prepare thoughtful, realistic questions. Avoid overly broad or unanswerable ones like, “Are employees happy here?” Instead, ask what kind of culture the company is actively trying to build. Frame your questions professionally and with curiosity, not confrontation.

Chad Walding
Chief Culture Officer & Co-Founder, NativePath

Calm Presence, Wellness, Curiosity Impress Interviews

As a Doctor of Physical Therapy, and Certified Nutrition Specialist, I help guide how we build our team, and who we allow into our wellness driven culture.

I notice right away when someone enters the room calm, centered and present to what is happening in the space. You can’t imitate that kind of energy, because it shows that a person is taking care of themselves and is familiar with how they show up in the world.

Breathing exercises or movement—like a walk or short stretch—can change any nervous tension and transform it into grounded confidence.

I also appreciate it when a candidate shares their personal habits or routines, that reveal their wellness values and lifestyles, such as daily movement, whole food choices or reflecting in the morning sun.

Lastly, I prefer curiosity over perfection. A simple thoughtful question directed towards our mission or culture shows more awareness than a scripted elevator pitch.

Meyr Aviv
Founder & CEO, iMoving

Authenticity, Preparedness, Positivity Win Interviews

As the CEO of iMoving, I can share that candidates often overlook the power of authenticity during interviews; showing genuine passion for the moving industry can set you apart.

Additionally, I highly value preparedness—candidates should know our services inside and out, demonstrating proactive interest.

Finally, a positive attitude is crucial; resilience and adaptability reflect a candidate’s potential to thrive in our fast-paced environment.

These three elements not only catch my attention but also align with our company culture of innovation and teamwork. I’d love to discuss further insights on this topic!

Tracie Crites
Chief Marketing Officer, Heavy Equipment Appraisal

Preparation, Confidence, Attitude Shine in Interviews

Having interviewed countless candidates in my time, I’ve learned what truly makes a difference in an interview. Here are my top three tips for making a great impression:

First, do your homework. I love when candidates come prepared with knowledge about the company and its goals. This shows genuine interest and initiative.

Secondly, confidence is key, but it’s important not to overdo it. Be authentic and comfortable in your responses, showing that you’re self-assured yet humble will always stand out.

Finally, attitude is everything. A positive, can-do attitude makes a huge impact. I want to see someone who is eager to learn and grow, not just someone who has the right skills on paper.

These three things will help you leave a lasting impression and show you’re a good fit for both the role and the company culture.

Daniel Vasilevski
Owner & Director, Pro Electrical

Approach, Appearance, Attitude Win Trade Interviews

We handle a mix of residential and commercial electrical work across Sydney, and I’ve interviewed more tradies than I can count. I know straight away who’s going to fit on site and who’s not.

Approach, appearance, attitude, or that one element that is bound to catch your attention—mention the top 3 things you like to see in a candidate during an interview.”

Working at Pro Electrical, I need to make sure I find the best candidates for the position. After years of interviewing candidates, these are the three (3) tips I would like to share:

Approach: I like it when someone comes in and understands the kind of work we do. Talk me through a job you’ve done that’s relevant, maybe fault finding in an older home or rewiring a place with tight access. That tells me you’re not just ticking boxes, you’ve actually worked through problems and know how to think on the job. I want to hear how you work, not just what you’ve read.

Appearance: You don’t need to show up in dress shoes, but I should be able to picture you on site. Clean boots, neat shirts, maybe even your gear in those small things tell me you take pride in the trade. If you don’t care about how you show up to the interview, I doubt you’ll care about how you treat a client’s home. First impressions matter in this line of work.

Attitude: I respect someone honest about what they know and what they’re still learning. If you say you’ve had a go at something but want more training, that’s fine by me. What matters is that you’re willing to learn and not cutting corners just to get it done. Remember that calm, steady, and reliable always beats cocky and careless.

If you bring the right mindset, show up prepared, and take pride in your work, you’ll always have a shot with us.

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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Influence with Integrity: Revelations from HR’s Ethical Playbook

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Influence with Integrity: Revelations from HR’s Ethical Playbook

The way leaders and HR teams influence behavior in the modern workplace has evolved dramatically, thanks to tools like gamification and motivational psychology.

Yet, with this new power comes a critical dilemma: when does constructive encouragement cross over into unethical manipulation?

The boundary is a fine one, and it’s easily breached when an initiative lacks clear intent or transparency, posing a direct threat to employee trust and morale.

To navigate this delicate balance, a new framework for ethical engagement is required.

How can leaders ensure their strategies are both effective and genuinely aligned with company values, protecting the well-being of their people?

This HR Spotlight article brings together invaluable insights from industry leaders, who reveal their best practices for building an ethical culture where every influencing technique is grounded in transparency, fairness, and a sincere commitment to employee health and happiness.

Read on!

Ben Schwencke
Business Psychologist, Test Partnership

No Victims Means Ethical HR Interventions

In organizational psychology, we have a simple heuristic that determines whether interventions are ethical or not, and it couldn’t be simpler.

Ask yourself, “Who is the victim here?”

As a result of this intervention, who will be worse off having implemented it?

If you can’t identify a victim, if the impact of the manipulation has no net-negative effects on people, then you typically remain within ethical territory.

By the way, the term “manipulation,” from a researcher’s perspective, simply means to control variables. The goal of the HR team is to control variables and, hopefully, improve performance, retention, satisfaction, engagement, team dynamics, and so on.

It’s not the HR team’s fault that these variables are related to people. The finance team wouldn’t hesitate to implement interventions to cut costs, and the sales team wouldn’t hesitate to implement interventions to boost sales.

So why should HR feel guilty about doing the same thing within their purview?

Ultimately, as long as no one is victimized, and as long as the outcomes are expected to be neutral or positive for all involved, you should be ethically clear.

Niclas Schlopsna
Managing Consultant & CEO, Spectup

Feedback Loops Prevent Manipulative HR Practices

One thing I’ve seen work well—especially when companies start veering into that grey zone of influence—is establishing a transparent feedback loop.

At Spectup, when we started supporting a fast-scaling fintech client in building their hiring strategy, their HR lead was big on using subtle nudges to steer behavior: gamified KPIs, reward badges, social recognition.

It worked at first, but morale quietly began to dip. Turns out, people felt manipulated rather than genuinely motivated.

What we advised—and what I still stand by—is creating a structure where employees can openly question or opt out of certain “influence” programs without repercussions.

That means including neutral, anonymous feedback channels and being explicit about the intent behind any behavioural incentive.

If the goal is performance, say it. If it’s culture-building, say that. The moment HR hides intent behind feel-good language, people lose trust, and manipulation turns sour.

So it’s less about avoiding tactics altogether and more about ensuring employees remain active participants, not passive subjects.

John Mac
Founder, Openbatt

Open Communication Safeguards Ethical HR Tactics

One way an HR team can ensure they don’t cross into unethical territory when using positive manipulation tactics is by maintaining transparency and fostering open communication.

While it’s important to motivate and influence employees positively, it’s equally critical that these efforts are aligned with the company’s values and ethics.

For example, if HR is using incentives or rewards to encourage productivity, these incentives should be clearly communicated to all employees, with a focus on fairness and voluntary participation.

This transparency ensures that employees understand the reasoning behind these strategies and are not being coerced into conforming to expectations that may not align with their personal values.

Another key element is ensuring that any tactics used to influence behavior are done so in a way that respects employee autonomy.

Positive manipulation can be viewed as ethical if it involves motivating employees to make decisions that benefit both them and the company, but it should never feel manipulative or deceitful.

HR teams must avoid pressuring employees into decisions they aren’t comfortable with, especially if these decisions may compromise their personal well-being or professional growth.

Additionally, HR should continuously seek employee feedback to ensure that any tactics or strategies being implemented are working as intended.

Regular check-ins, surveys, or focus groups allow HR teams to gauge whether employees feel supported or if they feel the tactics are overstepping boundaries.

This feedback loop helps HR stay in tune with employee sentiment and adjust their approach to ensure it remains ethical and respectful.

By keeping the lines of communication open, being transparent about goals and tactics, and ensuring that employees have the autonomy to make their own choices, HR teams can effectively motivate employees without crossing ethical boundaries.

Jonathan Palley
CEO, QR Codes Unlimited

Honesty in Hiring Builds Trustful Reputation

It’s essential to set clear boundaries for yourself before using tactics like this.

One boundary that I’ve established is that I’m never going to lie to candidates, including by omission. I’m always going to give straight answers to any questions, and I’m never going to tell outright lies.

This is about protecting my own morals as well as our company’s reputation.

Matt Taschner
CEO, Sota Home Buyers

Authentic Leadership Shapes Ethical Workplace Culture

After a decent portion of my career time in the trenches of workplace dynamics, I have learned that leadership dictates the tone of all things, particularly in the area of ethics.

When it comes to motivating versus manipulating, the difference can be as simple as authenticity and integrity when it comes to HR considering using what is commonly referred to as positive manipulation (let us be honest, it is just influence in a fancy suit).

This is the one thing I always go back to “ Lead how you would want to be led”. You can not preach positivity, motivation, or culture and at the same time condone a double standard or turn a blind eye when bad things occur.

I have seen amazing leaders who have created low-turnover, loyal teams–not by offering perks or gimmicks, but by showing genuine respect. A thank you, a sincere compliment, a word of encouragement, these were not strategies; they were demonstrations of what they were.

Therefore, the surest means by which HR can avoid entering into the unethical waters in the attempt to steer culture is as follows: ensure that any attempt to influence behavior is based on the same behavior being modeled at the top.

When your leadership talks the talk but walks the walk, you are not influencing, you are manipulating and people know it. Culture is not a memo, it is a mirror.

Wynter Johnson
Founder & CEO, Caily

Fair Jobs Enable Ethical Candidate Encouragement

This starts with the quality of the job you’re offering.

If the position is a good fit for the candidate and the compensation package is fair, a little pressure is simply encouraging someone to make the right decision for them.

Carl Rodriguez
Founder & Marketing Head, NX Auto Transport

Transparency Builds Trust for Employee Growth

The only thing that differentiates deception from ethical persuasion is transparency.

If you as a leader are clear to your employees on why you are implementing the policies you are, you don’t have a reason to be guilty.

Conversely, if you are hoping they do not notice exactly why you’re calling the shots you are, you might want to turn inward at this point.

Employees want to feel involved, respected, and cared for. That’s what established trust. And it is this trust that is crucial for growth and innovation. Otherwise, they’ll stop at a very low ceiling since there won’t be any real incentive moving on.

This trust is built by communication, openness, and transparency which shows there are no skeletons in the closet.

R. Karl Hebenstreit
Organization Development Consultant, Perform & Function

Tailored Transparency Fosters Ethical Stakeholder Trust

My take on it is relationship-based.  

If we take the time to truly understand our stakeholders, their needs, concerns, pain points, challenges, values, and preferences, we can tailor our communications to meet them where they are and for what they are ready.  

This will prevent them from immediately putting up their defenses, and make them more open to hearing what we have to say or ask them.  

Manipulation implies trickery, however tailoring our communication style and message to the recipient will avoid any hints of being unethical.  

As long as we are completely transparent with our messaging, the tailored “how’ of our delivery will be well-received and not seen as manipulation or trickery.

Don M Walters
Insurance Sales, The Ephraim Group

Transparent Recognition Drives Ethical Motivation

In 20+ years of insurance sales, I’ve learned that transparency beats manipulation every time.

When our team at The Ephraim Group wants to motivate employees, we focus on genuine recognition rather than psychological tricks.

The key boundary is simple: would you feel comfortable if your tactic was printed on the company website?

We implemented peer nomination systems where team members recognize each other’s achievements publicly. This creates positive momentum without the manipulation aspect that can backfire.

I’ve seen HR teams get burned trying to “gamify” performance with hidden psychological triggers. Instead, we share real client success stories during team meetings – like when we helped a small business owner save $3,000 annually on their commercial policy. These authentic wins naturally motivate people because they see the direct impact of their work.

The insurance industry taught me that trust, once broken, is nearly impossible to rebuild. Keep your motivational tactics transparent and tied to genuine business outcomes rather than psychological manipulation.

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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Walking the Transparency Tightrope: Best Practices for Engaging Gen Z at Work

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Walking the Transparency Tightrope: Best Practices for Engaging Gen Z at Work

A fundamental shift is underway in the modern workplace, largely instigated by the new generation of talent. 

With nearly half of Gen Z professionals seeking flexible schedules, as reported by EY, the demand for adaptable operational models is no longer a suggestion—it’s a necessity. 

This call for flexibility encompasses a wide range of arrangements, all aimed at empowering a diverse, multi-generational workforce. 

This presents a complex challenge for leaders: how can they effectively meet Gen Z’s unique needs while ensuring fairness for other generations and, most importantly, achieving critical business objectives? 

This HR Spotlight article compiles expert perspectives from business executives and HR professionals, delving into the forward-thinking policies and digital tools they are using. 

Their collective experiences provide a strategic guide for organizations navigating this new landscape, with the goal of creating an agile, inclusive, and high-performing culture that works for everyone.

Read on!

Colin Potts
Chief Operating Officer, Regenerative Orthopedics & Sports Medicine

Two-Way Communication Builds Trust Within Organizational Limits

Balancing Gen Z’s Transparency Demands with Organizational Constraints

Establishing clear, open communication where Gen Z can voice concerns is one of the best practices I recommend to employers, but these channels should also act as a means of communication where the organization can also explain its limitations and goals.

It’s all about setting clear expectations upfront. For example, we created a monthly “ask me anything” session with leadership at ROSM, where team members can question openly about anything from strategy and challenges to our policies. And we ensure on our part that we deliver information as clearly as possible, while understanding that some information may need to remain confidential for operational reasons.


These kinds of practices are what help build trust while respecting organizational boundaries. Fostering a culture of honest, two-way communication can help companies meet transparency demands without compromising the organization’s needs. But it’s important to remember that it’s all about striking the right balance, not blanket openness.

Fahad Khan
Digital Marketing Manager, Ubuy Sweden

Define Shareable Information to Meet Gen Z Expectations

One best practice I recommend is fostering structured transparency.

I have found that clearly defining what can be shared and why helps balance Gen Z’s expectations with business realities. This generation values openness but also understands boundaries when they are explained respectfully.

I regularly communicate which decisions or metrics can be disclosed, and which cannot due to legal, financial, or strategic reasons. I also create forums where employees can ask questions and receive honest, timely answers within those limits.

Transparency isn’t just about revealing everything. It’s about consistency, clarity, and accountability. By setting clear norms and leading by example, I show that transparency is a priority, not a threat. This approach strengthens employee engagement and improves retention.

Gen Z responds well to honest leadership, even when full disclosure isn’t possible. Structured transparency turns a challenge into an opportunity for deeper workplace connection and mutual respect.

Tom Molnar
Business Owner & Operations Manager, Fit Design

Share the Why Behind Decisions, Not Just Directives

I recommend starting with clarity rather than radical transparency, as Gen Z values honesty that feels more human and less corporate. One effective approach for us has been our design internship, where we focused on sharing the “why” behind our decisions, especially when we face constraints.

Whether it’s budget limitations, choices regarding the tech stack, or changes to the roadmap, we communicate these as part of our larger mission rather than issuing top-down directives. Instead of overwhelming everyone with information, we engage in short, meaningful conversations that feel genuine.

Christopher Farley
Owner, Flippin’ Awesome Adventures

Structured Communication Channels Frame Transparency Boundaries

One best practice I recommend is setting up regular, structured communication channels where transparency is encouraged but framed within clear boundaries. For example, a monthly Q&A or team check-in led by leadership can give Gen Z employees the open dialogue they value while allowing the company to guide the conversation.

In these sessions, be upfront about what you can share and why certain details have to stay internal. This shows respect for their desire to understand the big picture while reinforcing trust. When people feel heard, even if they don’t get every answer, it builds a healthier workplace culture.

Joaquin Calvo
Director, Comligo Spanish

Contextual Transparency Explains Why Without Risking Business

We practice “contextual transparency.” That means we share what we can—like simplified financial dashboards or reasons behind decisions—without disclosing sensitive info.

When we explain the “why,” even tough decisions make more sense.

Gen Z values honesty, and this approach helps build trust without risking the business.

Jake Castro
Founder, White Cacti

Treat Transparency Like A Product; Build It

One best practice I recommend for employers balancing Gen Z transparency demands with internal constraints is to treat transparency like a product: build a minimum viable version.

Start by sharing small but real insights into decision-making—things like how pricing is set, how client feedback impacts service changes, or how internal goals are evolving. Keep it consistent and honest, and let the program grow based on what the team engages with.

Gen Z respects effort, not perfection.

Eliza McIntosh
Account Manager, Lemonade Stand

Behind-The-Scenes Transparency Builds Gen Z Trust

Transparency means a lot to me, both as a Gen-Z consumer and as a marketer.

One of my favorite things to see from companies is the behind-the-scenes (BTS). I follow people on LinkedIn and social media to see what goes on in the background. I want to know processes or parts of the puzzle. And social media is a great way to showcase that.

Certifications are also a great resource. I tend to trust companies that are accredited somehow and show badges on their website, even if I don’t always know the details of the certifying organization.

Getting the right people involved on your team can improve your transparency and build trust quickly.

Olga González
CEO, Pietra Communications

Radical Clarity Builds Trust With Gen Z

One best practice is to adopt a “radical clarity” approach, proactively sharing the why behind decisions, even when you can’t disclose everything. Gen Z values transparency not just in data but in leadership intent.

When constraints exist (legal, structural, etc.), explain what can be shared, what can’t, and what’s being done to advocate for change internally.

Use platforms Gen Z already engages with, like Slack, short-form video, or internal IG-style updates, to humanize leadership and show that transparency isn’t performative, it’s relational.

Rebecca Trotsky
Chief People Officer, HR Acuity

Trust is Built Through Consistent, Honest Transparency

Be transparent when you can.

Chances are, you’re being overly conservative about what employees want to hear. And, be equally transparent about what you can’t share, explaining why certain information must remain confidential.

Don’t worry about generational differences. All employees appreciate open communication, which is a key driver in building trust. Lastly, never stop the urgent work to equip leaders at every level so they can confidently engage employees in meaningful dialogue about things that impact their roles and work.

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

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

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

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

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

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

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

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

Read on!

Philip Ruffini
Co-Founder, Hire Overseas

A Strategic Market Research Tool

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

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

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

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

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

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

Testing the Current Talent Pool

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

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

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

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

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

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

Oliver Morrisey
Founder, Empower Wills & Estate Lawyers

Strategic, Legal Purposes

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

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

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

Stress Testing and Systems Checks

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

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

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

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

Misty Knight
Human Resource Consultant, Red Clover HR

They Harm Trust, Miss Talent

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

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

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

Jeffrey A. Hensel
Broker Associate, North Coast Financial

Risking Trust for Strategy

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

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

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

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

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

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

Duman Zhumagulov
Owner, Box Star Movers

An Unspoken Strategy Behind the Listings

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

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

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

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

Masking Strategic, Deceptive Motives

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

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

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

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

Brett Bennett
Director of Operations, PURCOR Pest Solutions

A Waste of Job Seekers’ Time

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

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

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

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

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

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

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Trust in Trouble: How to Rebuild Employee Loyalty in a Skeptical Era

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Trust in Trouble: How to Rebuild Employee Loyalty in a Skeptical Era

In an era of rapid change and economic uncertainty, employee trust has become one of the most critical, yet fragile, assets for any organization. 

The global dip in trust, as evidenced by recent surveys, serves as a sobering warning that the traditional social contract between employers and employees is quietly eroding. 

This new reality presents a pivotal challenge for leaders and HR professionals: how do you not only rebuild that trust, but also cultivate a culture of transparency, accountability, and psychological safety that makes an organization more resilient? 

This HR Spotlight article compiles invaluable insights from business executives and HR professionals, revealing practical, actionable steps for restoring confidence. 

From strategic communication and ethical leadership to fostering genuine partnership, these experts offer a blueprint for building a trusting workplace that thrives on honesty and shared purpose.

Read on!

Natalie Renee Parker
Founder, Natalie Parker Enterprises

Authenticity, Reciprocity Build Trustful Workplaces

In the AI era, employers must prioritize authenticity. Many recruitment and branding materials showcase idealized experiences, creating unrealistic expectations. Companies should be transparent about challenges and opportunities—authenticity is the currency of this era.

Employers must stop being “the bad boyfriend.” They demand notification of additional jobs and become indignant when high performers leave, yet take no accountability for contributing to employee stagnation or the need for multiple income streams. Wanting loyalty without reciprocity is unrealistic. Instead, foster growth for all and keep doors open for employees pursuing their interests, even if that means leaving.

In uncertain times, companies should proactively partner with employees for mutual growth. Jobs are changing rapidly—engage employees to co-actively address future product and service needs. These investments build trust and belonging while preparing both parties for tomorrow’s challenges.

Clay Plowman
Executive Vice President, InCorp Services

Transparency, Inclusion Boost Employee Trust

Treat your people like you would your shareholders; exercise transparency and inclusivity. Inform them of the company’s strategic objectives, systemic financial milestones, and prospective risks, as you would in an investor briefing. Doing so would demonstrate that you respect your employees’ intelligence and empower your people with the information to understand their role in the organization’s success or in helping the company navigate current challenges.

Encourage participation by soliciting their input on core initiatives and involving them in the decision-making processes. When workers feel appreciated as stakeholders, it improves their sense of ownership, which leads to greater commitment, trust, and engagement.

Trust is built and sustained through healthy dialogue and recognition of each employee’s efforts toward the organization’s goals.

Seamus Nally
CEO, TurboTenant

Inclusive Decisions Build Trust, Better Outcomes

As a business leader, something I do to establish and maintain trust with my employees is rope them into the big decisions we make.

I understand that when big decisions are made, your employees can often be significantly impacted by them. I also understand that sometimes as leaders, we aren’t able to see things from all angles when making these decisions.

So, by including employees in the conversations, we not only gain better, more well-rounded perspectives which allow us to make better decisions, but we also allow our employees to be honest with their opinions so that we don’t disadvantage them unintentionally.

Josué Moëns
Chief Strategic Partnerships Officer & Co-founder, LumApps

Intranet Hubs Foster Trust, Engagement

Winning employee trust and turning engagement into a shared mission is one of today’s biggest business challenges. It’s not just about defining an inspiring strategy—it’s about connecting every individual to it.

One powerful lever companies often overlook is their intranet.
When reimagined as a true employee hub, the intranet becomes a driver of alignment, culture, and belonging. Done right, it’s far more than a communication channel. Integrated AI helps reduce time spent on low-value tasks, empowering employees to focus on what they do best. Micro-apps enable deep personalization, ensuring better adoption. And embedded micro-learning fosters continuous development, showing real investment in people’s growth.

A well-designed intranet becomes a daily touchpoint—proof that the company is not only communicating but caring. It reconnects people to the company, their role, and their purpose. That’s how trust is rebuilt: not through promises, but through meaningful, empowering tools that make people feel they truly belong.

Nebel Crowhurst
Chief People Officer, Reward Gateway

Consistent Honesty Rebuilds Trust in Change

Moments of change and uncertainty within the economy or a business’ trajectory can significantly impact employee trust. That sentiment can particularly resonate for employees during big structural changes, like acquisitions, mergers or brand transformations. These moments in time can spark uncertainty; people start to ask what’s going to shift, what might be lost, and whether the values they care about will be upheld. It’s a vulnerable time, and trust can be affected quickly.

Rebuilding that trust isn’t about making grand promises or overly polished statements. It’s about showing up consistently with honesty, being transparent about what’s changing and what’s staying the same, listening with real intent, and then acting on what we hear. It takes time, consistency and showing up for employees with authenticity.

A major moment in time that drives uncertainty is a perfect opportunity for business and HR leaders to reiterate their commitment to their employees and foster a work environment that repeatedly builds and retains that trust.

When people see that their voices still matter, that leadership is still aligned with the culture they love, and that business decisions reflect shared values, trust starts to come back, stronger, and more rooted than before.

Sarah Chen
Founder & Principal, Recruit Engineering

Honest Accountability Rebuilds Employee Trust

The stat from the 2025 Edelman Trust Barometer doesn’t surprise me one bit. As a recruiter in the engineering sector, I’ve seen firsthand how trust between employers and employees has quietly eroded. In many cases, distrust has become the default. Candidates often enter conversations assuming the company won’t follow through — and that’s something hiring managers rarely factor into their approach.

Companies need to understand they’re starting from zero. Even if they believe they’re doing things the right way, they’re now competing with the broken promises and bad press of the broader business world. Every time a major company backs out of a commitment or fails to live up to their own standard, it casts a shadow on the smaller players, too.

The solution is wide and genuine accountability from leadership to every tier of workers.

Leadership must be willing to acknowledge mistakes, not just behind closed doors with shareholders or within the C-suite, but on the floor, directly to employees.

This kind of transparency is foundational. That means making time and speaking candidly, even when it’s painful. Employees don’t expect perfection. What they do expect is honesty, accountability, and a recovery plan that feels grounded in the actual work being done, not PR spin.

Acknowledging mistakes in a clear, human way shows that leadership is listening, evolving, and not above the same level of accountability expected from everyone else. Done right, this approach doesn’t weaken leadership — it strengthens it.

Keith Kakadia
CEO, Sociallyin

Transparency, Action Rebuild Employee Trust

Rebuilding employee trust starts with transparency, followed closely by follow-through.

At Sociallyin, we focus on over-communicating during uncertain times and inviting employee input before making key decisions.

Trust erodes fastest when people feel left out or blindsided. We also prioritize showing—not just telling—by aligning leadership actions with company values. That could mean reevaluating policies that no longer serve your team or acknowledging mistakes openly and correcting courses. The goal isn’t perfection, but accountability.

Finally, we make one-on-one check-ins meaningful by listening more than we speak—because rebuilding trust starts with understanding what broke it.

Aaron A Winder
Owner & Personal Injury Attorney, The Winder Law Firm

Trust Is Built Through Daily Consistency, Transparency

Be Consistent, Rebuilding trust starts with consistency.

Leaders often overestimate how clear their intentions are. At my firm, we make transparency the default, sharing not just what decisions are made, but why. We also involve staff early in change processes and give space for anonymous feedback.

Lastly, we make sure recognition isn’t reserved for wins alone; we acknowledge effort, growth, and accountability.

Trust isn’t restored with grand gestures; it’s built, day by day, through follow-through, respect, and honesty.

Corina Tham
Finance & Sales Director, Cheap Forex VPS

Transparency, Dialogue Rebuild Workplace Trust

As an innovative Business Development Director with expertise in forex and trading solutions, I suggest focusing on open and honest dialogue to restore confidence in the workplace. Begin by addressing employee concerns and frustrations, expressing sincere understanding and actively making an effort to hear them out. Provide regular and transparent updates on company decisions and policies to minimize speculation or confusion.

Cultivating a culture of responsibility is just as vital—leaders should set the standard by admitting errors and demonstrating a dedication to progress.

Facilitating team-building activities can help strengthen connections and foster mutual trust among staff.

Moreover, support professional training initiatives to show commitment to employees’ development and future achievements.
Finally, recognizing small achievements and showing gratitude can uplift morale and help rebuild trust across teams.

Luca Dal Zotto
Founder, Convert Bank Statement

Openness and Communication Rebuild Employee Trust

As the founder of Convert Bank Statement, I’ve established a company culture from scratch, learning the ins and outs of crafting a unified and trusting workforce. As someone who has gone through creating a technology solution, I must possess a sensitive understanding of internal dynamics, so I know the practical steps to establish employee trust.

The 2025 Edelman Trust Barometer’s result of a 3-point drop to only 75% of employees trusting their employers is a sobering warning. To close this critical trust gap, I support two non-negotiable pillars:

Radical transparency and Full two-way communication.

At Convert Bank Statement, we actively fight distrust by having weekly “Open Forum” meetings where leadership discusses company performance, strategic changes, and even failures, without hesitation. This dedication to raw honesty and a dedicated anonymous feedback system has been revolutionary.

By six months into these practices, our internal employee sentiment surveys had a 15% boost in employees reporting being “fully informed” on company direction and a 10% boost in those strongly reporting that leadership “acts with integrity.”

Trust is not bestowed; it is painstakingly restored and maintained through demonstrable, consistent openness, showing that employee voices are genuinely heard and part of the company’s journey, not merely its day-to-day operations.

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

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

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

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

Yet, what makes an internship truly transformative?

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

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

Read on!

Beverlyn Tsai

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

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

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

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

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

About Beverlyn Tsai

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

Madeline Gupta

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

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

About Madeline Gupta

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

Angela Cao

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

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

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

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

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

About Angela Cao

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

Monica Para

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

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

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

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

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

About Monica Para

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

Chahana Dahal

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

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

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

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

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

About Chahana Dahal

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

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

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

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

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

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

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

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

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

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

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