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Women’s History Month Series – In Conversation with Stephanie Davis Neill

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HR Spotlight Interview

Stephanie Davis Neill

Women's History Month Interview Series

In Conversation with Stephanie Davis Neill

Our special guest today is Stephanie Davis Neill, Chief Operating Officer at Click Boarding. With over 25 years of leadership experience spanning agile startups to Fortune-ranked companies, Stephanie brings a uniquely structural perspective to HR technology. A lifelong operator and Georgia Tech graduate with deep expertise in Lean/Six Sigma methodologies, she proves that the most effective way to solve complex people problems—such as employee engagement and workload reduction—is through robust, repeatable processes.

In this episode, Stephanie shares her playbook for protecting her peace through structural clarity, explains why she describes the 2026 workforce as “cautious,” and offers critical advice on how to strategically pivot after surviving the “Glass Cliff.”

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

Stephanie Davis Neill:

As a lifelong operator, I still find myself surprised when I describe my role in HR Technology.  I wasn’t initially sure it was the right fit until I thought about the challenges we solve, like engagement, accelerating readiness to work, and workload reduction for support teams and I thought, “this is what I have been doing my whole career!”. It’s true, when you really do pay attention, you can often clearly see the way forward.

You’ve worked in everything from furniture retail to global logistics. What have you learned about transformation?

Stephanie Davis Neill:

The fundamentals of managing transformation remain remarkably consistent from a startup to the Fortune 100: it is always about people and process. Whether you are hiring seasonal labor or highly specialized skill sets, transformation isn’t about the industry; it’s about facilitating how people and tools come together to deliver something amazing.

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

Stephanie Davis Neill:

Cautious.

As the pace of change continues to accelerate, particularly with macro economic pressures, adoption of AI, and shifts in company remote work policies, many employees remain uncertain about what comes next.  I suspect this is directly impacting the motivation for risk taking and job mobility.

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

Stephanie Davis Neill:

Shining during a time of crisis can be a great way to get noticed and to accelerate leadership opportunities. I challenge women who rise during these periods to pivot quickly when the crisis is over to demonstrate strategic leadership. It can be very easy to fall into the trap of being the go-to person in every crisis. I once had responsibility for literal crisis management (weather and other disaster response functions) and because it ran so smoothly, it stayed with my team for several years instead of appropriately moving to the risk management team. After that, I learned to not only fight for what I wanted to manage, but also for passing along what I shouldn’t.

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

Stephanie Davis Neill:

My protocol involves creating repeatable systems and routines that “anchor” the work. I rely on fixed organizational process, like our bi-weekly product and client discussions, to ensure everyone is on the same page and working toward the same priorities. This structural clarity helps prevent the “chaos” of absorbing everyone else’s stress because we have a clear, shared path forward.

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

Stephanie Davis Neill:

I stay because I love helping facilitate how people, tools, and resources come together to deliver something amazing. The “why” becomes very clear when you see the personal connection our teams make with clients. We recently finished a large implementation where the client didn’t want to let their consultant go and even asked for his personal information just to send a thank-you note. Hearing that our team has made that kind of impact, even at the very beginning of a partnership, is incredibly exciting.

“Transformation isn’t about the industry; it’s about facilitating how people and tools come together to deliver something amazing.”

That operational philosophy from Stephanie Davis Neill is a powerful reminder that at the core of every successful business transformation, the fundamentals of people and process remain entirely constant.

A huge thank you to Stephanie for sharing her expertise and proving that the best HR strategies are built on solid operational foundations.

As COO, Stephanie Davis Neill leads efforts to retain and grow Click Boarding’s customer base while optimizing operations for scalable growth. With over 25 years of experience in operations across startups, private-equity-backed firms, and Fortune-ranked companies, she is a proven change leader, most recently serving as VP of Customer Success & Direct Sales at Aaron’s. Passionate about building efficient processes, she applies Lean/Six Sigma methodologies to drive strategic problem-solving and cross-functional collaboration. Her expertise spans B2B account management, customer experience, and service management. A Georgia Tech graduate, Stephanie enjoys traveling and volunteering when not at home in Marietta, Georgia, with her family and rescue dog, Peanut.

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Women’s History Month Series – In Conversation with Advita Patel

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HR Spotlight Interview

Advita Patel

Women's History Month Interview Series

In Conversation with Advita Patel

Joining us is Advita Patel, an award-winning business communications consultant, professional confidence expert, and the 2025 President of the Chartered Institute of Public Relations. As the founder of CommsRebel and co-founder of A Leader Like Me, Advita specializes in building inclusive, high-performing environments. She is also the host of the Decoding Confidence podcast, with her highly anticipated book of the same name launching in May 2026.

In this interview, Advita breaks down the exhaustion of the modern workforce, the amplified pressures of the “Glass Cliff” for women of color, and why true empathy in leadership requires active practice, not just assumption. From setting non-negotiable boundaries to challenging the dangerous reliance on “gut feeling” in hiring, Advita provides a masterclass in leading with clarity and intention.

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

Advita Patel:

Tired. The last six years have felt relentless for many people: constant change, new technology, economic uncertainty, and very little space to breathe or reflect. That’s why taking charge of the things we can control and prioritising our wellbeing matters more than ever. When you’re running on empty, you simply can’t show up properly for anyone else.

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

Advita Patel:

Absolutely, and not just as a woman but also as a woman of colour, that pressure is amplified. There’s this unspoken expectation that you have to constantly prove yourself, outperform, and somehow fix what others couldn’t. You’re pitted against each other, and you genuinely believe you need to give twice as much just to be seen as half as capable. What makes it worse is that when you can’t fix a broken system, you internalise it as personal failure. It’s no wonder so many women burn out.

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

Advita Patel:

Strong boundaries, and I don’t negotiate on them. My laptop stays in my office, and I don’t check anything work-related after 6pm. I know how tempting it is, especially when there’s an on-going issue. But if you don’t model your own boundaries, you can’t expect others to respect them either. Burning yourself out helps no one, and the long-term cost of not protecting yourself can be devastating.

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

Advita Patel:

I was once asked to send out a restructure email just before a Bank Holiday weekend. The thinking was that it would get ahead of the rumours without leadership having to field questions straight away. I pushed back. Dropping news like that with no context, right before people disconnect for a long weekend, is unfair and causes unnecessary anxiety. The response from senior leadership? “Everyone’s an adult, they’ll understand.” That moment crystallised something important for me: empathy isn’t instinctive for everyone. It has to be actively practised, not assumed.

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

Advita Patel:

Yes. I was told my tone came across as aloof and cold, which genuinely surprised me because warmth is a big part of who I am. But I noticed the feedback only surfaced when I challenged or disagreed with something, and that told me a lot. Real empathy isn’t about backing down or over-softening to avoid discomfort. It’s about recognising that people aren’t difficult, they’re just different. It means understanding someone’s perspective without needing to agree with it, and holding your position without becoming defensive. Giving people space to be heard is empathy. Disappearing into agreeableness is not.

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

Advita Patel:

How to fight for a budget without a clear ROI? That’s practically a book I could write. In the work I do, it’s rarely possible to show an immediate return because it forms part of a much bigger picture. So, alongside attaching metrics to spend, I always talk about the consequences of not doing something, not just what success looks like if we do. That reframe gives budget holders the full picture rather than just our version of it.

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

Advita Patel:

Gut feeling is based on your lived experiences. And if your lived experiences have been sheltered and you haven’t had much interaction with people who are different from you, the bias you show in your gut will be aligned to your version of what good looks like. That’s why so many teams and boards have similar faces. This, in many cases, isn’t intentional. People will generally believe they have hired the best. But what they may not realise is that they are measuring best to their personal criteria. And if someone who is different or looks different is being interviewed, the natural reaction is that they are not a good fit. This is why data and evidence are needed to help slow your thinking down and help you tap into your reflective side of the brain.

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

Advita Patel:

Leverage. We don’t use that word at home, in conversation, in real life. I genuinely have no idea why it became so embedded in workplace language.

“Giving people space to be heard is empathy. Disappearing into agreeableness is not.”

That powerful distinction from Advita Patel fundamentally challenges how women are often conditioned to operate in corporate spaces. Her insights remind us that true leadership isn’t about fixing fundamentally broken systems at the expense of our own well-being; it is about establishing non-negotiable boundaries and using data to dismantle the biases hidden within our “gut feelings.”

A huge thank you to Advita for her candor and for giving us practical tools to protect our peace while driving meaningful organizational change.

Advita Patel is an award winning business communications consultant and professional confidence expert. She is the founder of CommsRebel, a consultancy supporting organisations to build inclusive, high performing workplace cultures, and the co-founder of A Leader Like Me, an international agency focused on inclusive leadership and employee experience. Advita is the host of the Decoding Confidence podcast, which explores confidence at work through honest conversation and practical insight. Her forthcoming book, Decoding Confidence, will be published in May 2026. An international speaker and award winning podcaster, Advita regularly speaks on confidence, leadership, inclusion, and communications. In 2025, she was the President of the Chartered Institute of Public Relations in 2025.

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Employee Leave Isn’t the Problem. The Real Issue Is Lack of Planning.

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March 09, 2026

Employee Leave Isn’t the Problem. The Real Issue Is Lack of Planning.

By Rachel Shaw

Leave management is one of the most frustrating and most predictable parts of human resources.

And that is exactly the problem.

Employers often feel caught off guard when an employee needs time away from work for a medical condition, family care or a personal matter. The process becomes emotional, reactive and operationally disruptive. But the reality is this: over the course of any employee’s tenure, leave is not an exception. It is an inevitability.

Every workforce will experience illness, injury, pregnancy, caregiving needs, mental health events and life transitions. These are not outliers. They are part of the employee lifecycle. Yet many organizations still treat leave as a one-off rather than building systems that anticipate it.

The issue is not that employees need leave. The issue is that too many organizations are not designed to handle it well when it comes up.

  • Leave Management Is a Systems Issue

Most employers have compliance mechanisms in place. They know how to issue an FMLA notice or respond to a doctor’s note. But compliance alone is not a strategy.

Where organizations struggle is in the absence of a clear, coordinated leave management program that addresses:

  • how leave is requested and tracked
  • how coverage is handled operationally
  • how supervisors respond in the moment
  • how leave interacts with ADA obligations and workplace accommodations
  • how employees are supported during and after the leave period

Without this infrastructure, every leave request becomes a disruption instead of a manageable workflow.

Proactive employers recognize that leave is a predictable operational reality and build programming around it.

  • Planning Reduces Stress for Everyone

When employers take the time to define their leave processes in advance, the experience changes dramatically.

Supervisors are no longer guessing what to do or reacting emotionally in the moment. HR is not reinventing the wheel with every request. Employees are not left feeling guilty, unsupported, or confused about their rights and responsibilities.

Clear programming allows organizations to respond consistently and with confidence. That includes:

  • clear expectations for how and when employees request leave
  • defined processes for job coverage and workload redistribution
  • structured communication points during leave
  • thoughtful return to work practices that support reintegration

This is not about eliminating the operational impact of leave. It is about managing it intentionally.

  • Flexibility Where It Works

One of the most effective ways to reduce the strain of leave is through thoughtful flexibility.

In some environments, that may mean remote work or modified schedules. In others, particularly in the public sector, healthcare or frontline environments, it may mean shift swapping, modified assignments, or creative scheduling.

Not every role can be done from home. But every organization can evaluate where flexibility is possible.

When employees can adjust schedules for medical appointments or caregiving needs without immediately moving into formal leave status, organizations often see reduced absenteeism and improved morale.

Flexibility, when structured well, becomes a pressure valve that supports both operations and employees.

  • Supervisor Frustration and the Culture of Leave

One of the most significant risks in leave management is not legal. It is cultural.

Supervisors often carry the operational burden when someone is out. That burden can lead to frustration, especially when leaves are extended, intermittent or complex.

Left unaddressed, that frustration can show up in subtle but damaging ways such as tone, comments, skepticism  or disengagement. Employees quickly pick up on this and it erodes trust.

At the same time, employers are right to be attentive to potential misuse. That is part of good program management.

The solution is not to ignore concerns or to assume the worst. It is to train supervisors to operate with professional judgment, to follow process, avoid assumptions, document appropriately, and escalate concerns through the proper HR channels rather than reacting emotionally.

Employees should not feel like they are doing something wrong when they use a benefit or protection they are legally entitled to.

The way supervisors respond in these moments defines the organization’s culture far more than any written policy.

  • ADA and the Continuation of the Conversation

Another common breakdown point is what happens when statutory leave ends.

When FMLA or state leave entitlements are exhausted, the conversation is not necessarily over. Employers may have additional obligations under the Americans with Disabilities Act to evaluate whether additional leave or other workplace accommodations are reasonable.

Too often, organizations treat the end of FMLA as the end of the process.

In reality, it is often the beginning of a different conversation, one that requires individualized assessment, interactive dialogue and thoughtful decision-making.

Organizations that build a coordinated ADA and leave management program, which I often refer to as programming the interactive process, are far better positioned to navigate these transitions consistently and defensibly.

  • Supporting Employees, Not Just Complying with the Law

At its core, leave management is not just a compliance function. It is a human one.

Employees request leave at some of the most difficult moments in their lives: a cancer diagnosis, a complicated pregnancy, a parent in decline, a mental health crisis or recovery from injury.

How an organization responds in these moments matters.

Employers that approach leave with clarity, structure and empathy see measurable benefits: higher engagement, stronger retention and increased trust in leadership.

Those that operate in crisis mode often see the opposite: burnout, resentment and turnover.

  • Mental Health and the Evolving Workforce

Mental health-related leave requests continue to rise across industries.

Employees are more willing to seek support, but they are still highly sensitive to how those requests are received. Stigma has not disappeared. It has just become quieter.

Supervisors need guidance on recognizing potential leave triggers, responding without prying into protected medical information and connecting employees with HR and available resources.

Organizations that treat mental health with the same seriousness and neutrality as physical health create a safer and more stable workplace for everyone.

  • The Cost of Not Planning

The cost of poor leave management extends beyond legal exposure.

It shows up in:

  • operational disruption
  • supervisor burnout
  • inconsistent decision making
  • employee disengagement
  • avoidable turnover

Replacing experienced employees is expensive. More importantly, it disrupts the organization’s continuity and culture.

When employees see that their colleagues are treated with fairness, respect and professionalism during leave, it reinforces their trust in the organization.

  • A Final Thought

Leave is not the problem.

The absence of planning is.

Organizations that move from reactive response to intentional design, build clear processes, train supervisors and align ADA and leave programming, are able to manage leave in a way that supports both operations and people.

That is the goal.

Not perfection. Not zero disruption.

But a workplace where employees can navigate life’s inevitable challenges without fear and where employers can respond with consistency, clarity and care.

That is what good leave management looks like.

About the Author

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

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Attract Retain & Develop – Nicholas Wyman

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ATTRACT RETAIN & DEVELOP

Shaping a Skilled Workforce for the Future

– NICHOLAS WYMAN

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author interview

New book by Workforce Specialist Nicholas Wyman offers a fresh approach to Leadership and Skills-Based Learning for the future.

Key Takeaways

Disrupt

Break free from outdated hiring models and embrace bold, game-changing workforce strategies.

Thrive

Create a high-performance culture where employees feel valued, motivated, and driven to succeed.

Evolve

Reskill, adapt, and future-proof your workforce to stay competitive in an era of rapid change.

Connect

Attract top talent and build unstoppable teams by fostering deep engagement and visionary leadership.

PRIMARY AUDIENCE

  • Business owner
  • Hiring Managers
  • HR Professionals
  • Entrepreneurs

ABOUT THE AUTHOR

NICHOLAS WYMAN

Nicholas “Nick” Wyman began his career as an award-winning chef. Transitioning from the culinary arts to the business world, Nick leveraged his leadership experience to become a globally recognized workforce practitioner.

As the CEO of the Institute for Workplace Skills and Innovation Group (IWSI), he redefines career pathways, transforming how the modern world views skills and success.

Under his leadership, IWSI has ignited over twenty thousand skill-based career paths. Nick is the author of two books and contributes to Forbes, Fast Company, the MIT Press Journal, and CNBC.

Short Thesis

In today’s volatile job market, marked by talent shortages, automation, and evolving employee expectations, workforce expert Nicholas Wyman delivers a timely guide for business leaders in Attract, Retain & Develop. Wyman offers practical, forward-thinking strategies to help organizations future-proof their workforce and build thriving workplaces. Drawing on decades of experience in workforce education and skills development, including his leadership of IWSI America, Wyman challenges outdated hiring models and presents a results-driven approach to finding, training, and retaining top talent. Through real-world case studies and expert insights, he provides a clear blueprint for sustainable workforce success.

Excerpt

Over the decades my journey has taken me from being an award-winning chef to leading the international Institute for Workplace Skills and Innovation (IWSI), where I’ve built up expertise in job skills training. Our group employs eight hundred apprentices at any given time and has successfully graduated more than 20,000 others. We have a network of more than three hundred small, medium, and large employer partners. Although I hung up my apron a few years back, I still keep in touch with my culinary roots. My philosophy today leans toward farm-to-table, focusing on organic, locally sourced ingredients, and I try to live a lifestyle that’s clean and healthy.

My goal here has been to not create yet another “formula” book on the workings of the workplace. And just to be up-front, I’m no McKinsey-style management guide. You won’t find robotic, data-driven analysis or structured methodologies here. What you will find are practical ideas, including some key ingredients such as mentoring, mastering change
in a tech-driven world, and building a resilient, innovative workforce culture. To this I have mixed in (hopefully) some entrepreneurial hustle (the same hustle that gets startups off the ground).

This book is a culmination of my diverse (some say crazy) background. From culinary to corporate, talent development to embracing change, my aim is to offer fresh insights into the workplace. Those insights often take a different track from the age-old “get into a good college” mentality. Not that I have anything against college students. It’s just that in the modern age, there are many options to consider. As a hiring manager or business owner, you need to have a keen awareness of who’s out there seeking employment and what they can offer your team. You need to know how you will captivate them and demonstrate why you want them on your team—and how you will entice them to stick around for a while.

Join me on a journey as we explore innovative strategies, redefining the future of work. The path for which I advocate is a path less traveled, but one rich with creative solutions and ideas that can lead to impactful change.

Visit Book Website

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In Conversation with the Author

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Learning or Cheap Labor? HR Experts Define the Internship Dealbreakers

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Learning or Cheap Labor? HR Experts Define the Internship Dealbreakers

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

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

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

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

Discover the telltale signs that protect your time and energy. 

Read on!

Oksana Lukash
Owner, People, Culture, You, LLC

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

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

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

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

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

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

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

Internship Without Purpose? Exit Fast

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

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

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

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

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

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

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

No Inclusion and Shaky Ethics Mean Exit

Chris Lowe
CEO, Next Step House Buyers

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

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

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

No Useful Feedback Means Find Another Team

Ryan Dosenberry
CEO, Crushing REI

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

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

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

Chaotic Teams with No Direction Waste Time

Amit Gupta
Physician, Ayurveda Practitioner & Founder, CureNatural

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

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

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

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

My advice is simple:

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

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

Grunt Work Without Insight Means Leave

AJ Mizes
CEO & Founder, The Human Reach

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

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

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

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

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

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

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

Your goal is to learn and build connections.

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

Shut Doors and Isolation Mean No Internship

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

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

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

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

Just start looking elsewhere.

Criticism Without Support Means Move On

Blake DeWitt
CEO, DeWitt Pharma

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

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

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

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

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

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

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

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

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

Stalled Growth and Punished Curiosity Mean Exit

Graham Bennett
COO, Bennett Awards

Here’s how I know it’s time to leave.

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

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

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

Ghost Managers and Aimless Projects? Leave

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

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

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

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Navigating the Aftermath: Expert Advice on Employee Grief and Anxiety

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

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

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

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

Read on!

Andrei Kurtuy
Co-Founder, Novorésumé

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

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

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

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

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

Positive Tributes Counter Layoff Rumors Fast

Dan Zautis
Director, Korn Ferry

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

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

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

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

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

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

Guide Laid-Off to Proven Career Paths

Tina Schust Robinson
CEO, WorkJoy

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


Start by communicating with empathy and transparency.


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


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


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

Empathy and Transparency Restore Team Stability

Andrew Martin
Founder & Senior Resume Writer, Crisp Resumes

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

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

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

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

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

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

Post-Layoff Forums Rebuild Morale Quickly

Lisa I. Perez
Founder & CEO, HBL Resources

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

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

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

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

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

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

Visible HR Presence Rebuilds Psychological Safety

Peju Akintorin
Founder, CareerThrive.com

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

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

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

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

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

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

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

Listening Sessions Ease Survivor’s Guilt

Crystal Brown-Tatum
Founder, Black Girl HR

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

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

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

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

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

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

Open Door Hours Let Teams Vent

Ed Madison
Co-Director, SOJC Media Innovation Lab

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

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

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

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

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

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

Future Fluidity Workshops Restore Agency

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

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

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

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

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

Honest Conversations Reawaken Team Resilience

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

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

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