Menu

HRSpotlight

New DOL Overtime Rules: Top Implementation Challenges Across Industries

by

New DOL Overtime Rules: Top Implementation Challenges Across Industries

The U.S. Department of Labor’s new overtime rule marks a major shift in compensation policy, significantly raising the salary threshold for exempt status under the Fair Labor Standards Act (FLSA).

This change reclassifies millions of U.S. workers, granting them eligibility for overtime pay.

For HR teams, this goes beyond mere compliance—it poses a complex operational challenge with significant financial and cultural impacts. Implementation difficulties differ across sectors: a tech startup with a fluid, “always-on” work culture encounters distinct issues compared to a retail chain tasked with precisely tracking the duties of thousands of store workers.

Successfully managing this shift demands proactive planning and a keen awareness of potential obstacles.

To gain practical insights, we consulted a panel of experienced HR professionals and business leaders from various industries, asking:

“What is one implementation challenge HR teams might face in your industry when updating overtime pay due to recent legislative changes?”

Their responses offer a vital roadmap for organizations striving to comply with these regulations, highlighting critical challenges and strategic approaches for a seamless transition.

Read on!

Dr. Chad Walding
Co-Founder & Chief Culture Officer, NativePath

Dr. Chad Walding

HR teams may have issues keeping track of overtime for employees with non-standard schedules.

HR teams within the wellness and fitness industry may have employees work different hours based on their varying schedules, or other entities that they may have not accounted for because of competing client needs.

A good example of this are Wellness Coaches who may work both in-office and remote, which can make it difficult to track how many hours they actually work.

Making sure that they get fair overtime pay can be challenging to manage in an office with more changing schedules and aspects of work in an environment can make maintaining an efficient time tracking system more difficult, while still allowing your HR team to conduct payroll without having to worry too much about any other permissions, authorizations, or management approvals.

Edward Hones
Founder, Hones Law

Edward Hones

Misclassification Risks During Policy Changes: One major implementation challenge HR teams often face when updating overtime pay policies is accurately reclassifying employees under the new rules.

In the legal field, especially in small firms or nonprofit organizations, roles can be fluid, and titles don’t always align cleanly with FLSA standards.

When salary thresholds shift or duties tests are updated, HR may overlook employees who were borderline exempt, leading to misclassification. That exposes employers to serious liability, including back pay, penalties, and even class action risk.

Communication and Cultural Impact: Another challenge is how those changes are communicated internally. Reclassifying someone from exempt to non-exempt can feel like a demotion if not handled thoughtfully, especially in professional settings where employees value autonomy.

I’ve seen cases where firms failed to explain the change clearly, leading to morale issues and even retaliation claims.

HR needs to prepare not just for the policy shift, but for the human reaction to it, being proactive, transparent, and legally precise in how these updates are rolled out.

Adam Wagner
COO, Raindrop Agency

Adam Wagner

One challenge creative agencies will face is navigating overtime for hybrid and remote teams.

Tracking hours in a flexible work environment isn’t straightforward—especially when client needs don’t stick to a 9-to-5.

Creative work doesn’t always follow a punch clock, so aligning billable hours with actual hours worked while staying compliant will take tighter time-tracking systems and better manager training.

It’s not just about paying more—it’s about being precise and fair without crushing team morale.

Belize Hans Polloso
CEO, Dog Academic

Belize Hans Polloso

In the education technology sector, we’re facing a unique overtime implementation challenge that’s flying under the radar for many HR teams: properly classifying and tracking overtime for curriculum developers and instructional designers.

Just last quarter, we discovered that our curriculum team was routinely working evenings to meet seasonal program launches, but our systems weren’t capturing this properly because we’d historically treated these roles as fully exempt. The challenge isn’t just technical—it’s cultural. These passionate educators often don’t view their creative work as “overtime” but rather as dedication to quality.

The solution required both system updates and mindset shifts. We implemented project-based time tracking tools that integrate with our payroll system while hosting workshops to emphasize that proper compensation actually supports their creative work rather than commoditizing it.

Hasan Hanif
Founder, Colour Vistas

Hasan Hanif

In the case of HR teams in sectors such as mine, where there is a combination of both manual and digital operations, making an overtime pay transition can be hectic.

Among the key obstacles, the necessity to adjust all systems, whether accounting or operational, to the new regulations needs to be mentioned.

I recall the time I shifted my accounting job to establish Colour Vistas. We were expanding rapidly, and we needed to reconsider our payroll system, so it could accept new regulations without failing.

To the HR, particularly in an environment such as mine where time recording is both automatic and manual to some extent, the important thing is to extract the correct records. A simple error in hours classifications or tracking can be very expensive.

Ensuring that the entire team, including the people printing and packaging on the floor, are on the same page when it comes to recording hours can prove to be a considerable challenge, particularly when work shifts and overtime limits are concerned.

Jonathan Palley
CEO, QR Codes Unlimited

Jonathan Palley

Communication is essential here. You need to keep your workers informed about policy changes, especially those who regularly work overtime.

You may get some pushback even if you communicate proactively, but you definitely will if you spring this on people.

Make sure the changes you’re considering are compliant with local laws. Paying overtime is expensive, but dealing with labor law violations can be completely ruinous.

David Hunt
COO, Versys Media

David Hunt

One significant challenge HR teams face when updating overtime pay is ensuring compliance across multiple jurisdictions. In our work with clients in diverse industries, we’ve observed how different states and countries have varying regulations regarding overtime pay, leading to complexities in payroll systems.

When legislation changes, it’s crucial for HR to not only update their existing systems but also provide comprehensive training for management and employees alike. This requires consistent communication and clear guidelines to mitigate confusion and ensure everyone understands the new policies. 

Failure to address these areas can result in non-compliance, which may lead to costly fines and damage to employee trust.

Ray Lauzums
CEO, Poggers.com

Ray Lauzums

One major implementation challenge HR teams in the online retail industry like ours at Poggers may face is accurately tracking and compensating for remote or flexible work hours.

With customer service, logistics coordination, and digital marketing roles often extending beyond standard office hours especially during peak shopping seasons defining what qualifies as “overtime” becomes complex.

Many team members work across time zones or asynchronously, and without precise digital timekeeping tools, there’s a risk of non-compliance or employee dissatisfaction.

Additionally, adapting payroll systems and training managers to align with new legislative standards requires time and resources.

Ensuring fairness while maintaining operational agility is a delicate balance that demands both policy clarity and technological support.

Christopher Pappas
Founder, eLearningIndustry

Christopher Pappas

Once overtime pay policies change updates to HR systems will be necessary and most organizations will not be used to that.

Whether it is payroll software or time tracking software even a small hiccup with an automating system can create a domino effect that leads to multiple incorrect paychecks.

HR teams often work in partnership with IT in order to make sure everything is working correctly beyond just the technical aspect, this is a full cross functional project.

This becomes difficult because of the expectation that all systems will continue to run without any issues.

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

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

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

Recent Posts

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

by

June 30, 2025

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

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

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

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

  • The Evolution of Remote IT Work

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

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

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

Trends in Remote IT Work:

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

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

  • Advantages of Global IT Hiring

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

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

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

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

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

  • Challenges in Global IT Recruitment

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

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

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

Strategies for Addressing Global IT Recruitment Challenges:

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

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

  • Strategies for Successful Global IT Hiring

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

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

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

  • Future of Global IT Hiring

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

Predicted Trends:

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

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

  • Conclusion

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

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

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

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

About the Author

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

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

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

From Blame to Ownership: Leaders Share Accountability Solutions

by

From Blame to Ownership: Leaders Share Accountability Solutions

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

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

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

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

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

Read on!

Raymond Anto
Founder, Congruen

Raymond Anto – Congruen

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

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

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

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

Justin Tardif-Francoeur
Co-Founder, Montreal Weights

Justin Tardif-Francoeur – Montreal Weights

I prioritize clear expectations and open communication.

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

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

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

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

Gregory Shein
CEO, Nomadic Soft

Gregory Shein – Nomadic Soft

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

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

Kemi Chavez
Chief People Officer, Blue Federal Credit Union

Kemi Chavez – Blue Federal Credit Union

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

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

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

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

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

Mike Lyons
HR Consultant, Seasoned Advice

Mike Lyons – Seasoned Advice

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

Doug Crawford
Founder, Best Trade School

Doug Crawford – Best Trade Schools

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

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

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

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

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

Jonathan palley
CEO, QR Codes Unlimited

Jonathan Palley – QR Codes Unlimited

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

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

Abraham Samuel
Outreach Strategist, BoostMyDomain

Abraham Samuel – BoostMyDomain

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

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

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

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

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

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

Danilo Coviello
Founding Partner, Espressotranslations

Danilo Coviello – Espresso Translations

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

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

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

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

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

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

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

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

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

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

Recent Posts

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

by

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

Think back to your first “real” job. 

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

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

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

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

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

Read on!

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

Robyn Davis Sekula

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

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

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

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

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

Understanding the assignment is crucial.

Danny Ray
Founder, PinnacleQuote

Danny Ray

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

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

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

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

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

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

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

Shane Skwarek

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

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

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

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

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

Allison Jackson
Communication & Wellness Strategist, FractionX

Allison Jackson

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

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

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

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

Genevieve Piturro
Founder, Genevieve Piturro

Genevieve Piturro

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

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

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

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

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

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

Simon Royston
Founder and Managing Director, The Recruitment Lab

Simon Royston

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

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

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

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

That is not to say the client journey is unimportant.  

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

Lisamarie Monaco
Co-Owner, InsuranceForBurial.com

Lisamarie Monaco

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

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

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

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

Michael Puck
Founder, Global Dog Art Gallery

Michael Puck

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

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

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

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

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

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

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

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

Karen Southall Watts
Author, The Solo Working Day

Karen Southall Watts

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

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

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

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

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

Craig Attiwill
Founder & CEO, Peloton Technologies

Craig Attiwill

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

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

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

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

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

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

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

Recent Posts

Combating Employee Burnout: Industry Insights and Organizational Strategies

by

Combating Employee Burnout: Industry Insights and Organizational Strategies

Employee burnout has evolved from a wellness topic to a multi-billion-dollar operational risk for businesses worldwide.

Defined by severe physical and emotional exhaustion, it directly degrades productivity, increases absenteeism, and inflates healthcare expenditures, posing a significant threat to organizational performance.

The profound impact on individual well-being is clear, but the systemic nature of its causes—from unmanageable workloads to a lack of organizational support—demands a strategic, not just a tactical, response.

Acknowledging burnout as a systemic business problem, rather than an individual failing, is the critical first step.

And a problem understood is a problem half-solved.
To learn more about the other half of the equation, we reached out to HR experts and business leaders from the HR Spotlight community, posing to them the question:

What is the most prevalent contributing factor to employee burnout in your industry? What initiative or strategy does your organization implement to address this issue?

Read on!

Lucila Russo
Human Resources Director, Roar Media

Lucila Russo – Marketing

As the HR director for Roar Media , a multinational integrated marketing with 65 team members, I’ve noticed employee burnout often stems from the onslaught of tight deadlines and the “always-on” nature associated with this industry.

Which is why the agency addressed these challenges by systematically re-hauling our human capital management programs, listening to and prioritizing our team member’s individual needs.

As such, we developed programming and HR policies that offer flexible schedules, a “work away from office” policy that allows employees a degree of geographic autonomy, and 28 days of PTO in their first year.

In addition, we provide paid time off during the period of Chrismtas to New years and a Roar Media team employee appreciation day falling on the last day of spring break. We also initiated “No-meeting Thursdays” that ensures uninterrupted focus time.

We have also created a champion program across wellness, professional growth, team building and recognition. Our wellness champion’s program enables our team members to have access to year-round the a wellness and progressional development budget and resources that supports the team’s mental and physical health, as well as professional growth.

All these things work together to prevent burn out and foster a culture of collaboration and wellbeing.

Kevandre (Dre) Thompson
Director, Dre Thompson

Kevandre (Dre) Thompson – Recruitment

One of the most prevalent factors contributing to employee burnout in my opinion, is being stretched too thin within a lean team or having an overwhelming workload. 

When workloads consistently exceed the capacity a manager, team, or individual contributor can deal with  a multitude of things begin to happen. For example, stress levels rise, leading to exhaustion and decreased productivity in managing tasks, day to day duties, as well as other job functions. 

Without proper support, employees struggle to maintain a healthy work-life balance, which ultimately impacts engagement and retention overall.

To address this, I encourage employees to utilize their organization’s Employee Assistance Programs (EAPs), PTO, and mental health days to recharge,regroup, and refocus. 

Having regular check-in calls with managers fosters open communication, allowing employees to voice concerns before burnout escalates (and coming up with solutions to prevent burnout). 

In addition, team-building activities help strengthen morale and create a supportive work environment. 

Prioritizing well-being isn’t just a strategy, it’s imperative to sustaining a high-performing and engaged workforce.

Sara Thomas
Advisor, Mother Cover

Sara Thomas – Recruitment

One big reason employees burn out is the blurred line between work and personal life when a coworker goes on parental leave. When someone takes maternity or paternity leave, their work is usually spread across teammates who are already busy. This can lead to longer hours, constant emails, and difficulty unplugging from work.

Mother Cover solves this problem by bringing in skilled professionals to step in during parental leave. This keeps workloads balanced, helps teams avoid burnout, and allows new parents to fully disconnect without worrying about overloading their coworkers. It’s a simple but effective way to support both employees and businesses.

Sanju Zachariah
Owner and President, Portiva

Sanju Zachariah – Healthcare

In the healthcare industry, one of the most prevalent contributing factors to employee burnout is the relentless pace and emotional toll of patient care.

Staff often deal with long hours, high patient volumes, and the stress of ensuring quality service in an environment where resources can be stretched thin.

At Portiva, we address this issue by focusing on employee well-being through a combination of flexible work schedules, access to mental health resources, and fostering a culture of open communication. We prioritize creating a supportive environment where team members feel valued and heard.

Regular training on stress management and offering opportunities for professional growth are also key aspects of our strategy, ensuring our staff remains engaged and resilient in their roles.

Jean Christophe Gabler
Publisher & Founder, Yogi Times

Jean Christophe Gabler – Wellness

Burnout is frequently underestimated in the wellness sector, yet it can strike in unexpected ways. Long hours aren’t the only aspect of the job.

Holding emotional space for others is what it’s all about. Deep energy production is necessary for the profession, whether it involves coaching individuals through change, teaching a class, writing about personal development, or assisting someone in overcoming stress.

That emotional commitment and ongoing presence adds up.

Because their work is so closely linked to assisting others, many people in this field feel as though they are unable to move away. It is more difficult to pause when they are more concerned about their work.

We deal with this at Yogi Times by integrating rest into our daily routine.

Simply working too much does not cause burnout. They burn out because they never fully recover. Because we organize our work in cycles, there is real rest following bursts of creative activity.

When there are no outside interruptions during deep concentration hours, the work itself feels less taxing. Intentional communication keeps people from becoming overwhelmed by notifications. Because pointless chatter quickly depletes energy, meetings are kept to a minimum.

Simplified decision-making reduces mental exhaustion. People can remain involved without feeling exhausted when minor stressors are lessened because they accumulate over time.

Burnout isn’t usually immediately apparent. It develops when people repeatedly push past fatigue. Instead of waiting until someone hits a wall, the best approach to prevent it is to incorporate recovery into the process.

Richard Robbins
Owner, TheTechnologyVault.com

Richard Robbins – Technology

Burnout comes from employees working on things they don’t enjoy for long hours without feeling appreciated or valued for what they contribute. To combat this, we have fun employee gatherings where people can get to know each other and feel more connected.

We also try to consistently have our employees set goals that motivate them. Those goals are matched with incentives for achieving them. 

For instance, we set a goal to take our management team on a cruise if we achieved a particular sales goal over the Christmas season. 

Although that season was very busy, with many people working nearly twice as many hours as they were used to, achieving the goal and booking the cruise made it feel as if there was no burnout, and the time off while at sea was the perfect reset for our team.

Josh Norman
Principal & Chief Creative Officer, Texas Creative

Josh Norman – Marketing

Ad agency life is so often synonymous with the term burnout. Ask anyone in the industry. It often stems from the  need for creativity on command, which means grueling 80-hour work weeks that blur all boundaries between professional and personal life. The constant pressure to produce innovative campaigns while managing client relationships and unrealistic deadlines leads to exhaustion no matter what area of the agency you work in. Pair that with the industry’s “always-on” culture of responding to emails at midnight and working weekends, a lot of people in our profession find their initial passion for creative work slowly replaced by fatigue and disillusionment.

After 40 years, our ways of working at Texas Creative have evolved over time. But one of the ways we currently combat burnout is with a simple Venn diagram that determines the type of work we’re willing to take on as an agency. We don’t accept every client that comes our way, but instead we look for clients that fit our culture.

In the three circles of the Good Client Venn Diagram we have the qualities that make a client GOOD — good work, good people, good value. At the center is the perfect client that meets all three. Good work means projects that we enjoy and can be proud of. It’s the fun tasks and the portfolio pieces that make us feel fulfilled. Good people is just that — kind, collaborative, good clients with excellent boundaries who we genuinely enjoy working with. Good value means that the amount of effort we put in is financially well-rewarded.

To have all three is ideal, but we won’t take on a client without an overlap of at least two. If it’s good work and good value, then we can handle a more difficult client. If it’s good people and good work, then the value lies in the feeling of joy we have in the project. And if it’s good people and good value, we can find joy in the most mundane of tasks when doing the work.

At the end of the day, we want our agency work culture to spark joy, not flames. So to avoid burnout, we just have to make sure the things we do at our agency are good.

Marco Manazzone
CEO, Zzone Homes Inc

Marco Manazzone – Construction

The most prevalent contributing factor to employee burnout in the construction industry is often long hours and high stress due to tight project deadlines and safety concerns. This can lead to both physical fatigue and mental stress.

To address this issue, our organization has implemented several initiatives, such as flexible scheduling to help workers manage their time, regular breaks to reduce fatigue, and access to mental health resources. We also  conduct training sessions focused on stress management and resilience, empowering our employees to cope with the demands of the job effectively.

Gerard Virga
Founding Attorney, The Virga Law Firm, P.A.

Gerard Virga – Legal

At my firm, we lead with compassion for both our employees and our clients. Our approach to training new team members and junior attorneys goes hand in hand with a compassionate workplace culture. We’ve created a robust mentorship model that includes extensive shadowing opportunities. 

New attorneys are paired with experienced team members, allowing them to observe real-world legal practice, client interactions, and courtroom strategies. This hands-on approach bridges the gap between theoretical knowledge and practical application. It also enables junior attorneys to learn how more senior staff members manage their caseloads and create healthy boundaries between their work and personal lives.

We cannot assume that employees automatically know how to have a strong work-life balance, especially in industries known for being fast-paced and demanding. Regardless of what opportunities you offer your team to combat burnout, you need to also ensure that everyone knows how to access and implement these opportunities into their lives. 

For example, unlimited PTO is great, but it only works if your team knows how to take a vacation – do they know how and whom to shift their responsibilities so they have coverage while they are out? If they don’t, they won’t use the PTO. 

In short, our firm prioritizes compassion in client service and workplace culture, ensuring new attorneys receive hands-on mentorship. We recognize that work-life balance isn’t intuitive, so we actively guide our team in effectively utilizing resources like PTO, helping them integrate healthy boundaries into their professional lives.

Josh Boardman
Founder, Hewes House

Josh Boardman – Creative

While many managers may think time off is the solution to employee burnout, I have found that time “on”, if directed towards a fulfilling creative task, can be just as rejuvenating. 

My company has offered inspiring creative writing programs to put the pep back in the step of professionals who may feel robbed of creativity by the rigor of their jobs. 

Not everybody needs a vacation — sometimes starting a new novel, the first steps of a memoir, or exploring poetry and short stories can occupy the mind and excite people even more effectively. 

You’d be surprised how many people are experiencing burnout behind desks, people who once dreamed of being successful writers!

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

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

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

Recent Posts

The Promotion Equation: Loyalty, Performance, and the Risk of Attrition

by

The Promotion Equation: Loyalty, Performance, and the Risk of Attrition

It is one of the most revealing dilemmas a manager can face, a choice that pits stability against raw talent. 

On one hand, you have the loyal, average performer—the steady pillar of the team who embodies the company culture but may have a limited performance ceiling. 

On the other, the high-achieving “flight risk”—a top performer who consistently drives exceptional results but whose ambition suggests they may not be around for the long haul.

Who do you promote?

This decision goes far beyond filling a single role; it sends a powerful message to the entire organization about what is truly valued: consistency and commitment, or game-changing, albeit potentially temporary, performance. 

In the competitive talent market of 2025, where retaining key employees is a paramount concern, this question has never been more urgent.

To navigate this complex issue, we turned to a panel of seasoned HR and business leaders and asked them to make the tough call:

“Would you promote a loyal yet average performer over a high-performing employee but potential flight risk? What are the strategic considerations driving your decision?”

Their responses are a masterclass in strategic thinking, revealing the delicate balance between managing risk, fostering culture, and driving results. Here’s how they would approach this timeless management crossroads.

Read on!

Ambrosio Arizu
Co-Founder & Managing Partner, Argoz Consultants

Ambrosio Arizu

If loyalty and organizational stability are priorities, promoting the loyal employee may be more beneficial, as their commitment can foster a solid and lasting work environment. However, if the goal is to drive immediate performance and innovation, a high-performing employee might be a better option, although with the concern of retaining them long-term.

In this case, a key consideration is the impact on the team: a loyal leader could inspire others to become more committed to the company, while a high performer may generate faster results but with the risk of losing talent in the future. The ideal approach would be to create an environment where both types of employees can grow, maintaining the commitment of the loyal ones while leveraging the performance of the more productive ones.

Kevandre (Dre) Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Kevandre (Dre) Thompson

I would lean towards promoting the loyal, average performer due to the value they bring in terms of stability, team cohesion, and long-term commitment.

I believe loyalty should be rewarded, and it usually translates to a deeper understanding of the company culture, processes, and the trust that comes with consistent performance.

Although high performers may bring immediate results, their potential flight risk can introduce uncertainty and disruption, especially if their concerns aren’t addressed in a timely manner.

By investing in a loyal, average performer, you ensure continuity within the team, which can be crucial in maintaining morale and retaining institutional knowledge (that can be passed on to new company joiners).

Lastly, with the right development and support, an average performer may have the potential to grow into a strong leader who can contribute to the company’s long-term success and objectives.

Steven Rodemer
Owner and Attorney, Rodemer & Kane

Steven Rodemer

Promotions are to further the long-term viability of a company, not to reward short-term gains. A good performer can attract strong numbers, but if he is a flight risk, his leaving the company can disrupt operations and morale. Leadership positions demand stability, trust, and loyalty to the future of the company.

An average but loyal performer provides valuable reliability. They understand the systems, culture, and team dynamics. However, reliability in itself is not sufficient. If they lack the potential to grow in the position, advancing them poses a risk of inefficiency. Good decision-making, flexibility, and inspiring others are necessary for leadership. If they possess growth potential, cultivating them can provide an opportunity to create a long-term leader who will remain in the company.

The optimal decision hinges on the larger picture. If the high achiever is already exploring other opportunities, their loyalty is short-term. A company succeeds with leaders who find a balance between performance and commitment. Selecting a candidate who builds a solid foundation for the company avoids disruption and guarantees long-term success.

Chintan Shah
President & Managing Partner, KNB Communications

Chintan Shah

Always promote the high performer. The risk of losing them may be higher–but so is the cost of keeping them stagnant.

Loyalty is valuable, but it can’t outweigh impact.

The best way to retain your top talent is to challenge, reward, and promote them at the pace of their ambition. It keeps them engaged, and it also sends a message to the rest of the team that great work earns growth.

Jo Trizila
Founder & CEO, TrizCom PR

Jo Trizila

While it might seem like a no-brainer to promote the over-achieving employee, I can say without pause loyalty is an invaluable asset that’s difficult to cultivate and replace.

From my experience owning and running a successful PR firm for the past 18 years, TrizCom PR, loyalty, while not as immediately quantifiable as performance metrics, contributes significantly to an organization’s long-term stability and culture.

A loyal employee may exceed expectations when given greater responsibility and also enhance team morale and commitment.

We have always tried to promote based on loyalty, alongside performance, which has benefited our company, reinforcing a culture that values growth and dedication.

Joan Denizot
Owner, Body Ready

Joan Denizot

When deciding between promoting a loyal yet average performer and a high-performing employee who is a flight risk, I believe the key factor is long-term business stability.

While high performers can drive immediate results, their potential departure poses risks such as operational disruptions and costly recruitment.

Loyal employees, even if not top performers, often provide stability, institutional knowledge, and cultural continuity. If they show potential for growth, investing in their development can yield long-term benefits.

However, if the high performer aligns with company goals and can be retained through incentives or career growth opportunities, promoting them may be a more strategic choice.

Ultimately, the decision should balance performance impact with organizational stability, ensuring that the promoted employee contributes to the company’s sustained success.

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs

From my experience, whether to promote a loyal average performer or a high-performing employee with flight risk relies greatly on the larger context.

Loyalty is a significant strength, particularly in a company that is driven by long-term relationships, such as property investment and finance. Nevertheless, a high performer with great potential might yield short-term benefits, but if they jump ship shortly after promotion, it might lead to disruptions.

It’s about balancing immediate needs with long-term sustainability. In some cases, promoting the loyal employee could strengthen team morale, reduce turnover, and maintain stability.

But if a high performer’s contributions are significantly impactful, I’d work on strategies to retain them, perhaps offering incentives or career development opportunities to address their flight risk.

Paul Koenigsberg
Attorney, Koenigsberg & Associates

Paul Koenigsberg

I would promote a loyal yet average performer if they have shown enough consistency to be trusted with more strategic things. 

However, that doesn’t mean I wouldn’t consider promoting the potential flight risk but high-performing employee. This is very often the case with high performers. They are potential flight risks because they are often misunderstood. 

Sometimes, leaders can see enough promise in a person to actually take that risk just to see where it would lead, even if that meant putting out fires indefinitely.

It all comes down to what the team needs and what kind of risk is worth taking. 

A loyal, steady performer can be the backbone of stability, while a high performer, especially one on the edge of leaving, can either push the team to new heights or create chaos. 

The real challenge for leadership is knowing when to bet on potential and when to double down on reliability. 

Sometimes, the right move isn’t just about performance but about who will step up when it really counts.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen

The answer here depends a lot on what kind of promotion we’re talking about. Loyal-yet-average workers often make great managers.

They may lack some of the raw talent of their peers, but if they’re good with people and committed to the organization and its culture, management may be the ideal place for them. On the flip side of this, promoting flight risks can be a good way to keep them around, as long as a promotion is what they’re after. If I suspect that someone’s going to leave shortly after being promoted, I’ll definitely go with the more loyal person.

Rearranging staffing causes disruptions, and those are expensive. If a promotion will keep them around, though, then it can be a smart move.

Jason Hennessey
CEO, Hennessey Digital

Jason Hennessey

Business decisions should be strategic, not emotional. Promoting a loyal but average performer can limit growth. Losing a high performer can hurt momentum. I would first analyze their long-term potential. If the high performer can be retained, I’d make that my focus. If the loyal employee is coachable, I’d consider them. A promotion should benefit both the individual and the company. Stability and performance should always complement each other.

Strong teams need a balance of reliability and excellence. Promotions should drive performance, not just maintain comfort. If neither candidate fits leadership, I’d develop another. Investing in leadership development ensures long-term success. Retaining top talent is more cost-effective than replacing them. Loyalty without growth is a risk. A company thrives on smart leadership decisions. A strong leader creates lasting impact.

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

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

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

Recent Posts