HRSpotlight-Logo
Menu

HRTips

The 2025 Trust Gap: HR Experts on Restoring Faith in the Workplace

by

The Accountability Edge: Solutions to Transform Your Team

The 2025 Edelman Trust Barometer uncovers a concerning shift: only 75% of employees worldwide trust their employers to act with integrity, a 3-point decline from previous years.

This widening trust gap poses a significant hurdle for HR and business leaders, as trust is the foundation of employee engagement, retention, and organizational success.

Factors like economic volatility, rapid technological advancements, and changing workplace expectations have fueled employee skepticism, underscoring the need for genuine leadership and open communication.

To tackle this issue, the HR Spotlight team gathered insights from HR and business leaders on practical ways to rebuild trust and cultivate a thriving workplace culture.

Their recommendations—emphasizing transparent dialogue, accountability, and values-aligned actions—provide a roadmap for organizations to bridge this trust divide.

In a time when employees crave authenticity and purpose, these strategies empower leaders to restore confidence and foster enduring loyalty.

Dive into the expert advice below to learn how forward-thinking leaders are addressing the trust crisis and building stronger, more resilient workplaces in 2025.

Read on!

Louis Costello, MD,
Founding Physician, Dynatech Lifestyle Mind Body Care

Louis Costello

Trust collapses when employees feel like human output machines, not sentient collaborators.

Most companies obsess over purpose statements and culture decks while ignoring the single most predictive trust variable—energy clarity.

I run operations with color-coded energy reporting every 48 hours across my team of 10.

No algorithms, just check-ins built into workflows that cost zero dollars and reduce burnout rates by 35 percent.

Teams do not need more perks—they need to feel that their rhythms are visible, predictable, and respected.

Andrew Peluso
Founder, What Kind Of Bug Is This

Andrew Peluso

Rebuilding trust starts with transparency—sharing what decisions are made and why. When people understand the trade-offs behind layoffs, budget shifts, or policy changes, they’re more likely to stay engaged, even if they disagree.

We hold monthly open Q&A sessions where team members can ask about priorities, financials, or leadership decisions. It’s sometimes uncomfortable but shows we’re not hiding behind spin. That openness builds real trust over time.

Ram Krishnan
CEO, Valant

Ram Krishnan

Organizations should have a clear purpose, mission and vision and try to align everything to those tenets. They have to be real, and companies need to be able to tangibly connect to them.

For Valant, every employee plays a vital role in our organization’s purpose to make the world a mentally healthier place, and we communicate this practice to our employees.

To rebuild trust, leaders must be clear in their vision, for the company, for a division, and even for a job function.

They must be transparent about what they will and won’t do by those guidelines, and they must do what they say they are going to do.

Simon Fabb
CEO, ChiefJobs

Simon Fabb

Rebuilding employee trust starts with being honest and consistent. Leaders should show they understand what matters to their teams by listening carefully and acting on feedback.

Transparency matters too – explaining decisions clearly helps people feel involved rather than left out. It also means following through on promises because trust fades when actions don’t match words.

Creating chances for genuine connection through regular check-ins or informal chats helps people feel valued beyond their work.

Owning up to mistakes and taking responsibility can strengthen trust, showing the organisation is made up of real people, not just rules.

Mauricio Velásquez
President & Founder, DTG

Mauricio Velásquez

Diversity Training Group provides training, consulting and executive coaching to clients and we are often asked to address Psychological Safety and Workplace Trust issues, Emotional Intelligence and dealing with Toxic Behaviors.

Our advice is always:

Be transparent, don’t just make and share decisions without context or explanation. Explain how you came to make said decision and get input ahead of the decision from all parties involved.

Communicate regularly – state of the business, industry, emerging trends – regular “all hands meetings”

Recommit to Mission, Vision and Core Values and hold all to account; none of this “Well this person is a “Senior Leader – they will not be held to the same standards.”

Is your organization Psychologically Safe? Do we have high or low trust teams?
– Are you approachable as a Manager/Leader – do you solicit feedback to improve without getting defensive
– Are people afraid to share contrarian ideas, suggestions and recommendations?
– Do you think your team members are holding back – for fear of retaliation?
– Do you allow bullies, toxic people to “roam free and dominate?”

SMR Covey says “Leadership is getting results in a way that inspires trust”

We ask in our Trust-Psychological Safety workshops what are we doing (as Leaders/Managers) every day to Build Trust and Undermine Trust (behaviorally, might be unintentional)?

Never say “This was need to know and you did not need to know” – destroys trust

Balaram Thapa
Co-Founder & Travel Advisor, Nepal Hiking Team

Balaram Thapa

Emphasizing cultural competency and inclusive narratives can have a powerful impact on rebuilding trust within the workplace. 

When employees see their diverse backgrounds and stories authentically represented and celebrated, it fosters a deeper connection and commitment to the organization. 

Creating spaces where employees can share personal stories related to their cultural backgrounds and experiences can be transformative. This practice encourages open dialogue, breaks down stereotypes, and enhances mutual understanding across teams. 

As people relate on a human level beyond job titles, trust organically grows. 

Support these initiatives with clear actions, like incorporating learnings into company policies and celebrations, demonstrating that the company values every individual’s story.

Andy Kolodgie
Founder, Sell My House Fast

Andy Kolodgie

To rebuild trust in such a scenario, focus on personalizing professional growth. While companies often emphasize generic career pathways, tailoring growth plans to individual skills and aspirations can make a huge difference.

Engage employees in regular one-on-one conversations not just about performance, but about their career aspirations and personal growth goals. Empower managers to help team members access resources, training, or mentorship opportunities that align with these personal goals.

This approach shows that the company values them as individuals, not just cogs in a machine. When employees feel their unique contributions and potential are recognized, trust grows. This method fosters a stronger, more personal connection between employees and employers, bridging the trust gap effectively.

Zarina Bahadur
CEO & Founder, 123 Baby Box

Zarina Bahadur

Focusing on transparent compensation practices can be an effective way to rebuild trust in the workplace.

When employees have a clear understanding of how salaries are determined, they perceive a fair and equitable work environment.

Sharing information on pay ranges and the criteria for promotions or raises demystifies the process and reduces skepticism. Implementing an open forum or Q&A sessions where employees can discuss their compensation concerns or gain clarity on the company’s financial strategies fosters trust.

This approach, while not as commonly discussed as open-door policies or feedback loops, addresses the fundamental issue of fairness and transparency in the workplace—key factors in building and maintaining trust.

Cindy Williams
Executive Director, WorkLife Partnership

Cindy Williams

Rebuilding trust starts where most leaders don’t look: in the gaps between intention and impact.

Having supported nearly 20,000 workers through personal and workplace challenges, we’ve learned this: trust erodes when HR approaches well-being more like a checkbox for insurance discounts than a core company value.

So, where to start? Lift the hood and listen. Beyond engagement surveys, gather qualitative insights to understand how uncertainty, stress, and available supports are really impacting your people.

Then, equip your team with better data. Push vendors for real-time indicators of well-being – not just utilization rates. Trust grows when HR has the tools to respond meaningfully and employees have the tools to thrive.

Finally, act visibly. As HR takes action, close the loop by communicating how employee feedback is driving decisions.

And don’t forget to share the wins. Employees don’t expect every idea to stick, but they do want to know they’ve been heard.

Shannon Alter
Communications Expert & Founder, Leaders Exceed

Shannon Alter

Trust must be earned and the easiest way to earn trust with your employees is to be open, honest and communicate with authenticity and transparency. As the CEO or team leader, it’s your responsibility to lead by example. To boost trust, optimism and unlock loyalty, senior leaders need to start here:

Think of your organization as a “handshake” kind of business. Employees want to shake your hand and look you in the eye in the process – that’s how you begin to build trust.

In a fast-paced, hybrid working world, communication is more awkward and more transactional than ever. To combat this, leaders must take time to actually talk with their teams. People want to be seen and heard.

Make interactions intentional. Don’t just show up to your office and hope for the best. Instead, actively seek out opportunities to interact with employees. It works at building connection, a sense of belonging and also trust.

Don’t abandon one-on-ones with your team because you’re busy. These are a prime opportunity to really understand what’s going on in the business, from the very people who are helping you build the business. It’s a great opportunity to listen and show your team that you value them.

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 Accountability Edge: Solutions to Transform Your Team

by

The Accountability Edge: Solutions to Transform Your Team

Accountability is a cornerstone of a thriving organizational culture, yet shifting blame remains a persistent challenge for many teams. 

This habit, often rooted in fear of failure or lack of ownership, can erode workforce morale, hinder growth, and lead to a 20% drop in employee engagement, according to a 2024 Gallup report. 

As businesses navigate the complexities of 2025—including a 3.5% unemployment rate (SHRM, 2025) and heightened competition for talent—fostering accountability is more critical than ever. 

The HR Spotlight team reached out to HR and business leaders to address the query: 

Shifting blame comes easy to some employees, a habit that can be quite detrimental to workforce morale and growth. What are your go-to solutions to improving accountability within your workforce? 

From cultivating transparent communication to leveraging technology for performance tracking, their strategies offer a roadmap for building a culture of ownership and collaboration, ensuring teams thrive in an era of economic and cultural shifts.

Read on!

Garrett Yamasaki
CEO, WeLoveDoodles

Garrett Yamasaki

Fostering accountability starts with radical transparency and ownership. We ditched traditional top-down oversight for a system where every team member, from developers to customer support, co-owns quarterly OKRs (Objectives and Key Results). For example, our “Customer Delight” OKR includes metrics like response time (owned by CX) and product defect rates (owned by engineering).

Weekly check-ins aren’t about status updates but problem-solving together. If a shipping delay occurs, logistics leads present root causes and solutions, not excuses. This shifts blame into collective responsibility, as teams see how their work impacts others. Tools like 15Five track progress publicly, so there’s nowhere to hide, but also no shame in asking for help.

We also gamify accountability with peer recognition tied to impact. Our “Doodle MVP” program lets employees award virtual “bones” (via Bonusly) to colleagues who step up, like a warehouse manager who redesigned our packing workflow to cut errors by 25%. These bones convert to real rewards (extra PTO, charity donations), but social recognition matters most.

Finally, data is the ultimate accountability partner. We use Tableau dashboards to link individual KPIs to customer outcomes. For instance, if a marketer’s campaign drives traffic but has a high bounce rate, they’re tasked with auditing UX friction, not just celebrating clicks. This creates a culture where metrics are mentors, not micromanagers. When accountability feels like empowerment (not punishment) teams stop dodging blame and start chasing impact.

Shannon Estreller
Director of People, EvolveMKD

Shannon Estreller

At EvolveMKD, “Be Kind, Don’t Suck” isn’t just a catchy credo. We believe in fostering a performance-based culture rooted in respect and kindness. Our core values—passion, enthusiasm, transparency, teamwork, and restless discontent—are crucial to this.

Operating with restless discontent is a big part of accountability for us. It means we’re always looking to improve and grow, both individually and as a team. We see challenges and mistakes as opportunities to learn and develop.

Open communication and feedback are key to our approach, helping us stay aligned with our roles and responsibilities. This way, we can tackle challenges together instead of shifting blame, fostering trust and mutual respect among team members.

Ultimately, when we’re aligned with one another, employees can see their impact on the team’s success, which encourages a sense of ownership and responsibility. At EvolveMKD, accountability is about embracing a growth mindset and holding ourselves accountable for how we show up for each other.

Jasmine Charbonier
MPA, Jasmine Charbonier

Jasmine Charbonier

I’ve found that accountability starts from day 1 of employment. In my experience managing teams across different departments, setting crystal clear expectations upfront makes all the difference.

Back in April, I implemented a new system where each team member documented their key responsibilities in their own words — not some corporate handbook garbage, but real, practical stuff they own. The results were impressive, with about 85% fewer “that’s not my job” situations.

The thing is, most accountability issues stem from fuzzy boundaries and unclear ownership. So I started having weekly stand-ups (keeping them to 15 mins max) where team members share what they’re working on and any roadblocks. But here’s the key — I make sure everyone knows it’s not about catching people doing things wrong. It’s about identifying where support is needed.

I personally believe in the power of leading by example. When I messed up a client presentation last September, I owned it immediately in front of my team. Sent a clear message that mistakes happen, but hiding them or blaming others isn’t our style. That single moment shifted the dynamic dramatically — suddenly my team felt safer admitting their own missteps.

Metrics matter too, but not in that soul-crushing corporate way. I work with each person to set their own performance targets (with my guidance, of course). They’re way more invested when they help create the standards they’re measured against. And it works — saw a 40% boost in project completion rates using this approach.

Here’s something that might sound counterintuitive — I actually encourage calculated risk-taking. Told my team I’d rather see them make bold moves & fail occasionally than play it safe & achieve nothing. Created this thing called “failure fridges” where we share lessons from our mistakes over coffee. Sounds weird maybe, but it’s transformed how we handle setbacks.

And documentation — can’t stress this enough. Not endless paperwork, but simple project tracking that shows who’s doing what & when. Started using a basic shared dashboard (nothing fancy, just spreadsheets really) where everyone updates their status. Cuts through the “I thought someone else was handling that” nonsense real quick.

The most important piece though: Recognition. When someone owns their responsibilities & crushes it, I make sure everyone knows. Not just a quick “good job” in passing — I’m talking specific callouts about what they did & why it mattered. This positive reinforcement creates a cycle where people actually want to be accountable.

Stephanie Pittman
A Communication Coach/Improvement Solution

Stephanie Pittman

Shifting blame is a natural human response. When we make a mistake or feel called out, our instinct is often to protect ourselves, guard our image, and avoid criticism. But while that instinct is normal, it’s not helpful. Especially in a workplace where progress depends on taking responsibility.

When blame-shifting or defensiveness creeps in, we move into denial mode instead of a productive, solutions-oriented space. I work with a lot of leaders who ask: How can I get my employees to take more ownership of their work?

Here are my go-to strategies:

Learn how your employees prefer to receive feedback: Everyone’s different. Some people appreciate being told in the moment, others prefer written notes they can digest privately, and some want scheduled feedback so they can mentally prepare.

One leader I coached was frustrated that his team kept repeating the same mistakes, despite her constant feedback. When we dug deeper, we realized his “on-the-fly” corrections were stressing the team out. Once he shifted to weekly one-on-ones with space for calm, clear feedback, performance improved across the board.

And don’t save it all for annual performance reviews. Regular, constructive feedback builds trust and keeps issues from piling up.

Focus on the action, not the person: Words matter. Instead of saying, “You always mess up the math on these reports. Do better,” try: “Can you double-check the numbers on this report before sending it?”
This simple shift keeps the tone professional and encourages responsibility without triggering shame or defensiveness.

Lead by example: Accountability starts at the top. If you want your team to own their mistakes, you’ve got to model that behavior first. Be transparent. Admit when you mess up. Own your part.

I’ll never forget a professional I worked with who made a public mistake during a high-stakes project. Instead of brushing it off, she opened the next team meeting by saying, “I missed something important, and it affected your work. Here’s what I learned from it, and how I plan to prevent it moving forward.”

Her team respected her more (not less) for that moment of honesty. And guess what? They started showing up with more ownership too.

Bottom line: Accountability isn’t about calling people out. It’s about calling them up. Invite your team into a culture of responsibility where feedback is clear, mistakes are learning opportunities, and everyone (from intern to exec) knows they’re safe to grow.

George Burgess
Serial Entrepreneur, Modern Day Talent

George Burgess

The key has to be very clear deliverables and deadlines. If these are documented, accountability becomes crystal clear.

By implementing this approach, we foster a culture of transparency where team members understand exactly what is expected of them, when, and why.

We support these clear objectives with consistent communication channels that allow for real-time progress tracking and immediate problem-solving.

Our goal is to create an ownership-driven environment that empowers employees by providing the necessary tools and resources, while establishing a safe space for acknowledging challenges and seeking proactive solutions.

Cassy Nychay
People & Culture Manager, Vladimir Jones

Cassy Nychay

Shifting blame can undermine both the individual and team morale, impacting the overall growth of the organization. Building and maintaining a culture of accountability requires consistent effort from top to bottom and a strategic approach.

Below are five strategies that I have found effective in fostering accountability across teams:

Clear Expectations and Transparent Communication: The foundation of accountability starts with clear, well-communicated expectations. When employees know what is expected of them, they are better equipped to take ownership of their tasks. Regular team meetings, clear documentation of responsibilities, and setting realistic and measurable goals all contribute to this clarity.

Lead by Example: Accountability starts at the top. Leaders and managers should model the behavior they expect from their teams. If they take responsibility for their mistakes and failures, it sets the tone for others to do the same. Encouraging a growth mindset where mistakes are viewed as learning opportunities helps reinforce this culture.

Acknowledgement and Recognition: Acknowledging employees who consistently demonstrate accountability can motivate others to do the same. This could range from public recognition at team meetings to more formal incentives like bonuses or promotions. When employees see that accountability leads to positive outcomes, they’re more likely to embrace it. The wrong thing to do is reward bad behavior due to being scared that a team member will leave if they don’t get what they want.

Foster a Safe Environment for Open Dialogue: Encourage employees to speak up when challenges arise. An environment where people feel safe to admit when things aren’t going as planned helps prevent the tendency to shift blame. When mistakes are acknowledged early on, they can be corrected more efficiently without undermining team trust.

Implement Regular Feedback Loops: Continuous feedback (both positive and constructive) is essential for reinforcing accountability. It helps employees understand what they’re doing well and where they can improve. Review cycles are important, but frequent check-ins ensure that accountability is maintained throughout the year.

When issues do arise, it’s essential to approach them with a solution-oriented mindset. Instead of assigning blame, focus on addressing the root causes of the problem and offer support to help employees improve. Providing tools, training, and coaching fosters long-term accountability without creating a blame culture.

John Talasi
CEO & Founder, Financer

John Talasi

From my experience, accountability issues often stem from unclear expectations. I see that the most effective solution is creating crystal-clear visions from the start. When someone knows exactly what they’re responsible for and how it impacts the bigger picture, blame-shifting becomes almost impossible.

In my company, we implement a simple “ownership matrix” where each team member has defined responsibilities with measurable outcomes. This eliminates the “that’s not my job” syndrome. When metrics drop, there’s no question about who needs to address it.

I’ve also found that celebrating accountability is as important as enforcing it. When someone takes ownership of a mistake and fixes it, we acknowledge that publicly. This transforms the culture from fear-based to growth-oriented.

The most overlooked aspect of accountability is modeling it yourself. As a leader, I openly admit when I’ve made mistakes and show how I’m correcting them. This removes the stigma around failure and encourages others to take ownership.

Jayanti Katariya
CEO, Moon Invoice

Jayanti Katariya

“We replaced blame with post-mortems”

In my experience, blame-shifting is a symptom of fear, fear of failure, fear of consequences, and fear of losing face. So instead of reacting to the behavior, we rewired the environment that triggers it. At Moon Invoice, we introduced a culture of blameless post-mortems.

Every time something goes off-course, be it a missed deadline, a feature bug, or a marketing misstep, we hold a structured retrospective focused solely on “what” went wrong, not “who.” Everyone involved contributes honestly, without fear of finger-pointing. And we document learnings in an internal log that’s accessible across teams.

But here’s the twist: We ask each contributor to share one thing they personally could have done differently to create a better outcome. This subtle shift makes accountability self-driven, not enforced. Over time, it’s turned reactive behavior into proactive ownership.

The surprising result? Accountability isn’t just up—it’s infectious. When employees see leaders owning their own misses publicly, they follow suit. And the focus naturally shifts from excuses to execution.

Eunice Arauz
Founder, Pets Avenue

Eunice Arauz

To foster accountability, I aim to build trust and clarity regarding expectations. I try to ensure that each person is clear on what’s expected and how their work fits into the larger vision.

I have found that regular check-in and creating a space for open discussion regarding successes or struggles helps too. I give my team the opportunity to own the work by giving them some flexibility in relation to how they can solve the problem.

An example I have seen successful in practice is when I assign pet care specialists specific pet health records and let each of them track their own records of care. This has grown the care report accuracy by 15%.

When the task feels personal accountability improves.

Andrew Lokenauth
Founder at TheFinanceNewsletter.com

Andrew Lokenauth

From my 7+ years leading financial teams, I’ve learned that accountability starts at the top. Last month, I had to address a massive reporting error that cost us $50K — and instead of pointing fingers, I took responsibility for not having proper checks in place. The team’s response was immediate. They started owning their mistakes and focusing on solutions.

I’m a firm believer in setting crystal clear expectations. In my department, we’ve implemented what I call “responsibility mapping.” Each team member knows exactly what they’re accountable for, and there’s no grey area. The results speak for themselves – our error rate dropped by 35% in just 3 months.

The thing is, most accountability issues stem from fear. I’ve seen it countless times — people hide mistakes because they’re scared of consequences. So I changed our approach. Now, when someone comes to me with a problem they created, we focus on fixing it together. And let me tell you, it’s transformed our culture.

Documentation has been a game-changer for us. My team uses a shared dashboard (we picked Asana after trying like 5 different platforms) where everyone can see project status & ownership. It’s eliminated the whole “I thought someone else was handling that” excuse — which used to drive me crazy.

But here’s something that might surprise you – I’ve found that giving more autonomy actually increases accountability. When I stopped micromanaging my analysts and let them own their projects completely, they stepped up big time. One of my team leads took initiative on a cost-reduction project and saved us roughly $100K last quarter.

Regular check-ins matter too. I do quick 15-min stand-ups with my direct reports, and they do the same with their teams. Not to check up on people, but to remove roadblocks. These meetings helped us catch issues way earlier — saving both time & money.

And sometimes you’ve gotta make tough calls. I had an employee who consistently blamed others and refused to take responsibility. Despite multiple conversations, nothing changed. Making the decision to let them go was hard, but the team’s performance improved dramatically afterward.

The secret sauce — celebrating when people own their mistakes and fix them. In our monthly meetings, I highlight situations where team members showed accountability. It’s created this positive reinforcement loop that’s totally changed how people approach challenges.

Trust me on this one: accountability isn’t about punishment or strict oversight. It’s about creating an environment where people feel safe enough to own their actions & outcomes. That’s when real growth happens.

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

Navigating the AI Skills Gap: Practical Challenges and Solutions for Leaders

by

Navigating the AI Skills Gap: Practical Challenges and Solutions for Leaders

As AI and analytics reshape industries, organizations face the urgent task of equipping their workforce with the skills to thrive in this data-driven era.

However, upskilling employees in AI and analytics is not without its hurdles.

From overcoming resistance to change to addressing skill gaps and resource constraints, HR and business leaders must navigate a complex landscape to ensure successful adoption.

The HR Spotlight team asked top HR and business leaders:
What practical challenges should leaders prepare for when helping their workforce level up on AI and analytics skills?

Their insights highlight critical obstacles—such as fostering a learning culture, securing budget for training, and tailoring programs to diverse employee needs—while offering actionable strategies to overcome them.

In a world where AI proficiency is becoming a competitive necessity, these leaders emphasize the importance of strategic planning, clear communication, and inclusive approaches to empower employees.

Explore their expert advice on preparing for these challenges and building a future-ready workforce in 2025.

Read on!

Grace Savage
Brand & AI Specialist, Tradie Agency

Address Fear First: AI as Teammate, Not Threat

The fear of replacement is real, and it’s the #1 challenge I see when helping teams adopt AI.

The truth is, no tool works unless your people are on board. Right now, the most significant practical challenge across small and medium-sized enterprises isn’t the tool; it’s the trust. AI is moving faster than most employees can mentally process, and without the correct narrative from leadership, it quickly becomes a threat.

Here’s the framework we recommend leaders follow to close the fear gap and make AI adoption stick:

1. Hold the first conversation early and make it about value: Don’t wait for the tools to arrive before addressing the elephant in the room. From day one, tell your team, “We’re not replacing you; we’re upskilling you.” Let them know the great staff will always be valued. AI is here to remove repetitive tasks, not humans.

2. Reframe AI as a teammate, not a threat: We call AI a digital assistant, not a system. The language matters. When staff feel like AI is working with them – answering FAQs, handling follow-ups, drafting notes – they stop resisting it. Show them where it saves time, not where it replaces them.

3. Identify and invest in your early adopters: In every company, there’s someone who’s quietly curious. Support them. Train them first and then let them teach others. This builds internal momentum far better than top-down mandates or external consultants alone.

4. Make upskilling part of the culture: Create a culture where learning AI is a badge of honour, like becoming ‘fluent in digital’. You don’t need full technical literacy; you need familiarity and confidence. Normalize this by hosting 30-minute demos, walk-throughs, or mini-workshops

5. Check in often because fear doesn’t vanish, it evolves: Staff need reassurance during rollout, not just before. Create weekly check-ins, anonymous Q&A sessions, or pulse surveys to understand where the resistance lies. Trust builds with communication, not silence.

AI isn’t a threat to good people. It’s a multiplier for them.

My most practical advice is to build a narrative around value, not fear. Help people build an identity as someone who works well with AI. That’s what’s going to matter most in the next five years.

Vipul Mehta
Co-Founder & CTO, WeblineGlobal

Break Mindset Barriers for Successful AI Adoption

Expect resistance, even from smart teams.

One practical challenge is mindset—people often think AI and analytics are only for data scientists. Breaking that barrier means framing it as a tool, not a threat. Keep early use cases small, relevant, and quick to show value.

Another challenge is uneven learning curves. Some folks will sprint, others will drag. Avoid one-size-fits-all training. Pair fast adopters with slower ones, and use real business data so it feels connected to their daily work.

Also, leadership needs to walk the talk. If managers aren’t using the insights themselves, the team won’t either. The shift isn’t just tools—it’s how decisions are made, and that requires a culture shift more than a tech one.

Niclas Schlopsna
Managing Consultant and CEO, spectup

Meet Teams Where They Are, Not Where Expected

One of the first things I’d flag is the false sense of urgency that often creeps in—leaders feeling like they need to upskill their teams overnight.

That creates chaos.

I’ve seen companies invest in flashy AI courses without checking if anyone even has the baseline data literacy to understand what’s being taught. You’ve got to meet your team where they are, not where you wish they were.

At spectup, when we guide clients through AI readiness, we start by mapping out existing capabilities and aligning those with the business use cases that actually matter, not just the trendiest ones.

Another big challenge is the “fear factor.” People worry that AI will make them irrelevant, which leads to resistance or shallow engagement. I remember a session with a startup we were advising—everyone nodded through the AI onboarding, but no one actually used the tools after.

It wasn’t until we framed the tech as a support, not a replacement, and tied it to specific outcomes—like saving hours on reporting or refining investor insights—that people bought in.

Also, don’t underestimate how long it takes to operationalize what’s learned. You’re not just teaching tools—you’re reshaping workflows, KPIs, even mindsets. Make room for experimentation, and allow failure without penalty.

One of our clients only saw traction after they created internal “AI champions” to guide peers and offer real-world examples from their own work. That human layer made all the difference.

Vikrant Bhalodia
Head of Marketing & People Ops, WeblineIndia

Solve Today’s Problems to Overcome AI Adoption Fear

One of the biggest challenges we ran into was fear, not just fear of being replaced by AI, but fear of looking behind. No one admits it, but it shows up when people avoid trying new tools or stay quiet in sessions.

We shifted our approach. Instead of framing AI and analytics as “the future,” we made it about solving today’s problems. We ran short internal challenges, things like using AI to draft reports or prep for client calls. Once people saw how it saved time and effort, engagement went up.

We also realized that a one-time training wasn’t enough. So, we added five-minute mini-learnings to regular team meetings. We’d highlight something a teammate tried that week. It kept the momentum going without making it feel like extra work.

If I had to sum it up: address the emotional barrier first. Then connect the learning to something real. That’s when adoption starts to stick.

Derek Pankaew
CEO & Founder, Listening.com

AI Creates Identity Crisis, Not Just Skill Gaps

As a founder with a team that’s integrating more AI tools by the week, one challenge I’d flag for other leaders isn’t technical—it’s psychological.

The biggest hurdle?

The silent shame that creeps in when smart, capable employees feel like they’re suddenly behind. AI doesn’t just introduce new tools—it messes with people’s sense of competence.

You’re asking a mid-level analyst, who used to feel sharp and on top of their game, to admit they don’t understand a tool that a fresh grad just automated a dashboard with.

That’s not a technical gap. That’s an identity crisis. And nobody wants to talk about it.

If you want people to level up on AI and analytics, you can’t just throw them into a Notion doc of prompts and tutorials.

You have to actively defuse the ego threat. Normalize being clueless.

Create “sandbox hours” where teams can experiment without deliverables or pressure to be efficient. Celebrate learning curves, not just output. Otherwise, you’ll see people resist the tools they think are replacing them—because deep down, they’re mourning a version of themselves that used to feel valuable.

That’s the real work of leadership here. Not training people on GPT or Python—but helping them rewrite what “being good at your job” means in this new era.

Justin Belmont
Founder & CEO, Prose

Create Safe Spaces to Bridge AI Confidence Gap

The biggest curveball? The confidence gap.

Most employees aren’t resisting AI—they’re afraid of looking dumb.

The practical challenge is creating low-stakes learning environments where people can tinker, fail, and ask “obvious” questions without fear.

Gamified training, peer-led sessions, even AI mentors can help.

Upskilling isn’t just technical—it’s emotional. If you don’t manage that, your tools will outrun your team.

Edward Tian
CEO, GPTZero

Plan Training Around Those Who Need Most Help

Understand that not all of your workers are going to be able to adopt new AI and tech-related skills as quickly or easily.

This is especially true for cross-generational workforces.

It’s going to probably be a lot more common for Baby Boomer and Gen X workers to struggle more with learning these skills that it will be for Millennials and Gen Zers. So, you want to prepare for that.

Plan your training around those who you know will need the most help and require the most time.

Michelle Garrison
Event Tech and AI Strategist, We & Goliath

Assign Platform Ambassadors to Solve Tool Fragmentation

Tool fragmentation during content deployment feels exactly like trying to coordinate a hybrid event across six different platforms while your speakers are scattered across three time zones.

I think the real issue isn’t that teams need more integrated software—it’s that they’re trying to force editorial workflows into project management boxes that weren’t designed for creative iteration.

For our part, we discovered that video production actually flows more smoothly when we accept tool diversity instead of fighting it. We use Frame.io for visual feedback, Slack for quick decisions, and Notion for documentation, but we assign specific team members as “platform ambassadors” who translate information between systems.

The pain point isn’t multiple tools—it’s the cognitive overhead of context-switching without designated translators. Most editorial teams could solve 70% of their coordination problems by having one person whose job is simply moving information between platforms rather than trying to find the mythical “one tool that does everything.”

Josiah Roche
Fractional CMO, JRR Marketing

Rethink Workflows Before Adding AI Tools

One of the biggest challenges is getting people to unlearn outdated thinking. There’s a lot of excitement around learning prompt engineering or building dashboards, but not enough willingness to question whether current workflows still make sense.

So AI isn’t just a new layer of tools. It requires rethinking how decisions are made, how data flows through the business, and how fast teams can move. Without that shift, most AI efforts end up reinforcing broken systems instead of improving them.

Another challenge is emotional. When people hear “AI,” many worry it’s going to replace them. That fear can slow adoption more than any technical hurdle.

So the mindset shift is moving from doing the task to directing the system. It’s about becoming someone who uses machines to scale judgment, not just output. Some people adapt quickly. Others need time, examples, and a clear reason to change. Because of that, culture and incentives matter more than any training program.

Tool overload is also common. It’s tempting to roll out every trending platform like Power BI, ChatGPT, or Looker and expect productivity to follow. But more tools usually create more confusion. So what works better is starting with one narrow use case that clearly saves time or reduces cost. When people see impact, they start asking for more. That’s how adoption grows—when the value is obvious.

Accuracy gets over-prioritized. AI and analytics are probabilistic by nature. So if the bar is perfection, no one will take risks.

Teams need permission to test, learn, and adjust quickly. The advantage isn’t in getting everything right the first time. It’s in how fast feedback loops close and how quickly insights turn into action. That’s what makes AI useful at scale.

Robbin Schuchmann
Co-founder, EOR Overview

Connect Global AI Training to Business Outcomes

When helping a workforce level up on AI and analytics skills, I would say the biggest challenge is managing the diversity in learning curves and cultural expectations across global teams.

In international hiring, you encounter people with very different backgrounds and access to technology, so training programs must be designed to accommodate varying levels of familiarity with AI tools and data literacy. This requires a flexible, inclusive approach that respects local contexts while maintaining a consistent skill baseline.

I also emphasize the importance of aligning AI and analytics skill development with clear business outcomes. Upskilling efforts often fail when they’re too theoretical or disconnected from daily work.

For global teams, this means crafting training that directly supports the roles employees perform, making the learning immediately relevant and actionable. This practical connection helps maintain engagement and accelerates adoption of new technologies.

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 Trust Crisis: How Leaders Can Restore Employee Confidence in 2025

by

The Trust Crisis: How Leaders Can Restore Employee Confidence in 2025

The 2025 Edelman Trust Barometer revealed a troubling trend: employee trust in employers has slipped globally, with only 75% of workers believing their organizations “do the right thing,” a 3-point drop from prior years.

This growing trust gap signals a critical challenge for HR and business leaders, as trust underpins engagement, retention, and productivity.

Economic uncertainty, rapid technological changes, and evolving workplace expectations have heightened employee skepticism, making authentic leadership and transparent communication more vital than ever.

To address this, the HR Spotlight team asked HR and business leaders for practical steps to rebuild trust and foster a resilient workplace culture.

Their insights—ranging from prioritizing open dialogue and accountability to aligning actions with values—offer actionable strategies for organizations aiming to close the trust gap.

In an era where employees demand authenticity and purpose, these steps can help leaders not only restore confidence but also strengthen organizational loyalty and performance.

Discover how top leaders are tackling this challenge and paving the way for a more trusted workplace in 2025.

Read on!

Khalilah “KO” Olokunola
Chief People Strategist & Impact Architect, ReEngineering HR

Trust Erodes Quietly, Rebuilds Through Consistent Action

The Barometer confirmed what many of us already feel in the culture space: employee trust is slipping. A 3-point drop may sound small, but trust rarely collapses overnight; it erodes in quiet moments, minor inconsistencies, & missed opportunities to align what’s said with what’s done.

This isn’t just about trust in leadership, it’s about systems, values, and cultural credibility. And rebuilding trust doesn’t start with a campaign, coffee bar, or comms strategy. It starts with behavior.

From our lens, trust isn’t intangible, it’s the infrastructure holding your people, culture, & performance together. When it wobbles, so does everything else.

So, how do we rebuild it?

1. Lead with transparent intent, not perfect outcomes. People don’t expect perfection; they expect honesty. Share the strategy and the struggles. Transparency isn’t about having all the answers, it’s about not hiding the real ones.

2. Make listening tangible and visible. Feedback can’t feel like it disappears into a black hole. Listen, respond, and show what changed because of employee voice. Ask first, shape second.

3. Coach leaders to show up human-first. Psychological safety starts with leadership. When leaders are empathetic and authentic, teams feel seen and heard.

4. Align actions to values. If equity is a core value, show it in processes. Trust grows from what people experience, not what’s written on a wall.

Some Practical steps we suggest?

Implement a Trust Dashboard: Track signals like fairness, communication, belonging, and leadership credibility. Make it public. Make it actionable. We all know that what gets measured gets moved.

Re-onboard after the change: Treat it as a culture reset after mergers or restructures. Help employees reconnect to purpose, values, and expectations. Trust increases when direction is clear.

Empower managers as trust-builders: Managers shape daily experience. Equip them with toolkits, training, and clarity to lead with empathy.

Own your Uh Oh moments. I also call this the Eminem Factor: In 8 Mile, Eminem wins by telling on himself and sharing things the other rapper could use against him. Organizations should do the same.

Acknowledge what went wrong or what could be used against you and share how you’ll fix it. Avoiding the truth only deepens the gap.

Trust isn’t a checkbox. It’s a relationship built through clarity, consistency, and care. And if we want engaged teams and resilient cultures, rebuilding trust isn’t optional. It’s the work.

Vikrant Bhalodia
Head of Marketing & People Ops, WeblineIndia

Transparent Decision-Making Builds Trust Without Fanfare

We noticed trust slipping a bit when changes were rolled out without enough explanation. So instead of just announcing decisions, we started explaining the thinking behind them why we made them, what we weighed, and who was involved.

We kept it low-key. Sometimes it was a quick message in Slack. Other times, it was a five-minute voice note. No fluff. Just “Here’s what we were trying to solve, here’s what we considered, and here’s where we landed.”

It wasn’t about getting everyone to agree. It was about being real and open. Once people saw that decisions weren’t random and that there was actual thought behind them—it softened the pushback. Even though changes landed better.

One other thing: we stopped using phrases like “the company decided.” We started saying things like “We as a leadership team chose this” or “The team discussed and aligned on this.” Small language shifts, but they helped. People saw there were people behind the decisions not just a nameless company.

Max Shak
Founder/CEO, nerDigital

Trust Demands Presence, Not Perfection

Rebuilding trust starts with something simple but often overlooked—showing up consistently and communicating transparently. At Nerdigital, I’ve learned that trust isn’t restored with one bold gesture. It’s rebuilt through repeated actions that reinforce accountability, honesty, and shared purpose.

When trust dips, it’s often because employees feel decisions are being made behind closed doors or without their best interests in mind. So one of the first things I do is invite people into the conversation early. We hold monthly team huddles where no topic is off-limits—whether it’s upcoming strategic pivots, internal challenges, or client feedback. The key is not just to inform, but to engage. People need to see their input shaping outcomes.

Second, I make sure leadership is visible and approachable. If your team only hears from you when there’s a directive to follow, you’re missing the point. I personally check in with team members across departments, not to micromanage, but to understand what’s working—and what’s not. That visibility shows we’re in it together, not sitting above it all.

And third, follow-through is everything. If you ask for feedback, act on it. Even small wins—like improving internal tools or updating policies based on employee input—build credibility. It sends the message that leadership listens and takes action.

My advice to other leaders is this: trust doesn’t demand perfection, it demands presence. Be transparent in decisions, be consistent in your values, and create real space for people to speak up. If your team believes you’re genuinely invested in them, that trust becomes resilient—even during tough calls.

Chris Percival
Founder & Managing Director, CJPI

Context and Feedback: Keys to Trust Restoration

To rebuild trust, leaders need to move beyond broad statements and focus on consistently visible decisions which the team understands.

One practical step is increasing contextual transparency — not just sharing decisions, but explaining why they’re being made.

Paired with meaningful feedback loops where employee input leads to actual change, or a sensible explanation of why it isn’t something which could lead to change now, or in future – rebuilding trust is not immediate, but it is absolutely possible.

Niclas Schlopsna
Managing Consultant and CEO, spectup

Trust Forms in Quiet Moments, Not Flashy Campaigns

Trust isn’t built through a flashy campaign or a one-off town hall—it’s earned slowly, mostly in quiet moments. One of the most underrated but powerful steps is to simply show up consistently as a leadership team.

Not just in the boardroom, but in everyday channels where employees talk, worry, and question. I’ve seen how quickly morale improves when a founder joins a product Slack thread or answers a tough question without dodging. At spectup, we make it a habit to over-communicate during uncertain times. It’s not about having all the answers—it’s about being real when you don’t.

Another practical move is to give middle managers the tools and autonomy to lead with transparency. They’re often the bottleneck or bridge for trust. I’ve watched a growth-stage startup almost implode because middle management kept sugarcoating tough realities, thinking they were protecting the team.

Once they started sharing the “why” behind decisions—even the uncomfortable ones—engagement shot back up. Lastly, act on feedback visibly. There’s no faster way to kill trust than running a survey, hearing hard truths, and doing nothing.

We helped one of our clients turn that around by publicly mapping feedback themes to action items, then reporting progress monthly. It wasn’t perfect, but it showed intent—and intent goes a long way.

Andy Danec
Owner, Ridgeline Recovery LLC

Radical Transparency Transforms Treatment Center Culture

As the owner of an addiction treatment center in Ohio, I’ve seen firsthand how fragile trust can be—and how vital it is to the health of any team. In our field, trust isn’t a perk, it’s a necessity. Clients depend on it. Staff morale depends on it. And when it breaks, everything suffers.

One of the most practical steps I’ve taken to rebuild and protect trust is committing to radical transparency. That means being open about challenges the business is facing, not sugarcoating tough decisions, and involving staff early in conversations that impact them. People don’t expect perfection—they expect honesty.

Another key move was implementing structured, recurring one-on-one check-ins between leadership and staff. Not performance reviews, but real conversations. “What’s working for you? What’s not? What do you need from me?” That regular rhythm of communication makes people feel seen—and heard.

Lastly, I make sure follow-through matches the promises we make. Trust erodes quickly when leadership talks about values but doesn’t live them. If we say we’re about compassion, accountability, or equity, our policies, hiring, and everyday behavior have to reflect that—consistently.

If trust is dipping across the board, it’s a sign that leaders need to stop broadcasting and start listening. That’s where repair begins.

Justin Belmont
Founder & CEO, Prose

Trust Grows From Action, Not Empty Promises

Trust isn’t rebuilt with town halls and platitudes—it’s earned through transparency and follow-through.

One practical step: flip the script on feedback.

Don’t just collect it—report back on what you heard, what you’re doing about it, and when.

Create visible accountability loops.

When employees see their input turned into action, trust builds organically. In 2025, trust is less about what you say—and all about what you ship.

Grace Savage
Brand & AI Specialist, Tradie Agency

Five Structural Elements That Rebuild Workplace Trust

In my experience, trust isn’t lost all at once. It erodes gradually, from feeling unheard, unseen, and unvalued. So, if you want to close the gap, you’ve got to rebuild it from the inside out. And that starts with culture, not comms. You don’t fix trust with slogans; you fix it with structure.

The 5 E’s of Rebuilding Trust

Environment – Create moments that feel human, not corporate: Team-building days are often forced, but people trust each other more when they’ve laughed together, not just worked together. We’ve seen real traction with simple, consistent social themes: comedy nights, pizza evenings, even casual trivia. Nothing is mandatory. These are just natural shared experiences that feel like us, not work.

Empowerment – Let your team teach and contribute beyond their job title: We’ve run internal “Show What You Know” workshops where any team member can teach a skill, share an insight, or lead a conversation. These workshops build confidence, visibility, and respect across departments. They’re not about performance; they’re about participation.

Engagement – Don’t just listen to feedback. Make it structured and safe: Agile-style retros work because they depersonalise problems. The focus becomes “what’s working, what’s not,” not “who’s to blame.” It invites everyone to contribute without fear. That’s what builds absolute trust, a safe structure that encourages honesty.

Enablement – Give quieter team members space to contribute: It’s easy for louder voices to dominate. You need deliberate facilitation to bring others in — not just passive encouragement. Assign advocates within the team to involve and support the less vocal. You’d be shocked how much brilliance is hiding in the background.

Experience – Share, don’t shield: When leadership is transparent about wins, losses, and even internal challenges, it draws everyone in. People trust what they understand. We’ve seen firsthand how openness from the top humanises the entire company.

Trust isn’t restored with an all-hands speech; it’s built by design. Create a structure where your team can feel safe, seen, and significant and watch what happens to retention, morale, and performance.

Tracey Beveridge
HR Director, Personnel Checks

Prove Investment in Staff Through Clear Roadmaps

Show that you’re actively investing in your staff and prove to them that they can trust you, and that you DO care.

This has to be done by actually investing in them and showing clear investment road maps for how you’ll assist with personal and professional development over the long-term (it’s not enough to just say that you care).

David Pagotto
Founder & Managing Director, SIXGUN

Radical Transparency and Accountability Restore Workplace Trust

Rebuilding trust in the workplace starts with radical transparency and consistent communication.

Be honest about challenges, decisions, and outcomes, even when difficult. Follow through on commitments without fail; broken promises are trust’s biggest enemy.

Actively listen to employee feedback, both formal and informal, and visibly act on it. Foster a culture of accountability where leaders also admit mistakes and take responsibility.

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