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Unpacking Stay Interviews: Goals, Questions, and Why Some Skip Them

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Unpacking Stay Interviews: Goals, Questions, and Why Some Skip Them

In an era of dynamic workforce shifts, where employee loyalty is more fragile than ever, organizations face a critical challenge: how do you proactively retain top talent and address disengagement before it leads to unwanted turnover? 

The traditional annual performance review often falls short, providing a backward-looking perspective that fails to capture the real-time pulse of employee sentiment. 

In response, a growing number of leaders are championing a more forward-looking, conversational approach: the stay interview. 

This practice is designed not just to assess performance, but to understand what motivates employees to stay, what challenges they face, and how their individual career goals align with the organization’s future. 

This HR Spotlight article compiles invaluable insights from business executives and HR professionals, revealing their strategies for conducting effective stay interviews, the crucial questions they ask, and the tangible benefits of using this practice to build a culture of trust and proactive engagement.

Read on!

Rebecca Martin
EVP, Culture & Talent, Beehive Strategic Communication

Stay Interviews Build Trust, Engagement

Beehive started implementing stay interviews in 2023, in the wake of The Great Resignation.

We wanted to better understand the reasons employees stay and what might cause them to leave. The input we gather in stay interviews provides us with valuable information on what is working well and where we can proactively make changes to improve engagement and satisfaction.

Supervisors facilitate employee-led stay interviews six months after an employee’s annual review.

Questions are provided in advance, so employees have time to consider what they’d like to discuss and prepare to share their experience, input, suggestions, ideas and feedback.

Doing stay interviews, however, doesn’t mean anything if organizations don’t act on the feedback provided.

Beehive leaders review stay interview input and always follow up – both when changes are implemented and when they can’t be, including context and rationale for the decision.

When done well, stay interviews can build trust and engagement.

Tetiana Hnatiuk
Head of HR, Skylum

Quarterly Stay Interviews Boost Talent Engagement

We conduct stay interviews quarterly at Skylum to identify what keeps our talent engaged and address concerns before they become exit reasons.

Our team leads run these conversations with direct reports, asking what they enjoy about their role, what challenges they face, and how we can better support their growth.

We’ve found this approach particularly valuable during our recent product launches, as it helped us adjust workloads and recognize team achievements appropriately.

These conversations give us practical insights we couldn’t get from annual surveys alone. For example, we discovered our designers needed more cross-team collaboration opportunities, which we’ve since implemented with great results.

Leila Rao
Agile Coach, Author, & Business Strategist, Cultural Cartography

Daily Standups Foster Engagement, Open Dialogue

Keeping top talent engaged during uncertain times means understanding what they value beyond salary and benefits. Instead of formal stay interviews, I prioritize ongoing conversations.

One practice we’ve adopted is daily standups. Our team uses these 15-20 minutes to check in, catch up, discuss roadblocks, and share progress.

These brief touchpoints create space for open, honest dialogue, and help me gauge morale, engagement, and where my staff might be thriving or struggling. They also provide insight into which projects are energizing, and which are causing potential burnout. If we need to make a shift in any direction, these conversations are the first step.

Now more than ever, engaged, talented staff is my most valued asset. Ensuring they know the lines of communication are always open is essential to my company’s survival and success.

Marcus Denning
Senior Lawyer, MK Law

Stay Interviews Proactively Boost Talent Retention

In my experience of leading teams, I’ve found that stay interviews can be a game-changer in retaining top talent. Our organization has seen firsthand how this practice can prevent unnecessary turnover and boost employee morale.

The plain fact is that keeping talent is far less expensive than bringing in new talent, yet stay interviews are usually neglected.

Do you want to wait until an employee resigns or tackle possible problems before it’s too late? We do stay interviews every six months, hoping to catch any early warning signs of disengagement and enhance retention. Core questions are about career growth, job satisfaction, and team relationships.

As Gallup reports, when organizations use stay interviews, they have 14% improved retention, and our own statistics support that as well, indicating a significant drop in turnover after we implemented them.

Steve Faulkner
Founder & Chief Recruiter, Spencer James Group

Stay Interviews Enhance Retention, Engagement

We do conduct stay interviews at Spencer James Group, and have done so for roughly the last 8-9 years.

We started to conduct stay interviews in response to a sudden spike in turnover.

Since Spencer James has a relatively small team, losing an employee can have a major impact on our operations and ability to serve our customers. Because of this, I knew it was crucial to get insights from our team about what issues they’re experiencing so they can be corrected to keep them with us.

It’s also an opportunity to talk with employees about their career aspirations and work environment, identifying unmet needs so that we can ensure everyone on the team is enabled to excel and continue growing with our team.

We conduct stay interviews twice a year, and they’ll typically be conducted either by myself or the employee’s direct manager. The core questions we ask are:


– What do you enjoy most about your job?

– What are the most common frustrations you experience in the workplace?

– How would you describe the work culture?

– Do you feel valued and appreciated in the workplace?

– How do you see your career growing with our company?

– What skills or knowledge areas would you like to develop further?

– Do you see any areas for improvement in our workplace culture or communication?

– How can leadership better support you in your role?

I may ask other questions specific to the individual, current projects, or recent changes we’ve implemented, but those ones above cover the basics for taking the pulse of the employee and our team as a whole.

Steve Nixon
Founder, Free Jazz Lessons

Informal Check-Ins Boost Team Engagement

Over the years, I’ve learned how important it is to keep the team happy and motivated, especially when you work closely with people in creative fields.

We don’t do traditional stay interviews, but we make sure we’re always having honest conversations with the team about how things are going.

Every few months, we have one-on-one check-ins with everyone. These aren’t formal meetings, and we don’t stick to a set list of questions.

The idea is to create a relaxed space where people feel comfortable talking about what’s working for them, what could be better, and where they want to go next. I like to think of it as a two-way conversation where we listen, ask questions, and take action based on what we hear. It’s a great way to catch small issues early and make sure everyone feels heard and valued.

These regular check-ins have really helped us keep the team engaged. People appreciate having a voice, and they feel like their feedback matters.

It’s not just about fixing problems, it’s about keeping things fresh and finding ways to help everyone grow. It’s a simple way to keep the momentum going, and it’s worked wonders for us.

Tracie Crites
Chief Marketing Officer, Equipment Appraisal

Stay Interviews Cut Turnover, Boost Morale

I’m Tracie Crites, Chief Marketing Officer at Heavy Equipment Appraisal. We believe that keeping a pulse on employee satisfaction is key to reducing turnover and improving company culture.

We conduct stay interviews quarterly, usually with team leads or HR managers, and aim to understand what’s working and what might need attention.

Core questions focus on job satisfaction, growth opportunities, and work-life balance. For example, “What would make you consider leaving?” and “Is there anything that’s preventing you from doing your best work?”

In the past year, we’ve seen a 16% decrease in voluntary turnover thanks to insights from these interviews. The feedback has helped us tweak benefits and streamline workflow, making a big difference in morale. Stay interviews help us ensure that we’re listening before issues escalate.

Hayden Cohen
CEO, Hire With Near

Honest Feedback Drives Trust, Improves Management

We don’t call them “stay interviews,” but open, honest feedback from our employees is an essential part of our approach to management.

The feedback we get from these conversations is incredibly valuable because it’s so specific; employees know exactly what they want to improve about the way they work. It’s also the kind of feedback that can help us get at personal failings and conflicts in a way that helps us overcome them.

The trick is building trust to the point where you can have these kinds of conversations.

Smart employees usually don’t want to rock the boat by criticizing their bosses or company policies too directly, but that’s exactly the kind of stuff we need to hear if we’re going to fix it.

Patty Pavia
People & Culture Manager, Biöm

Stay Interviews Boost Engagement, Retention

At biöm, we conduct stay interviews twice a year to understand what keeps our team engaged and what might improve their experience.

The goal is to proactively address concerns before they become reasons for leaving. These one-on-one conversations are led by department heads or HR and focus on questions like: What do you enjoy most about your role? What challenges do you face? How can we better support your career growth?

If we notice trends—like a need for more learning opportunities—we act on them quickly.

Stay interviews have helped us improve team morale and retention

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

Leading the Async Revolution: An HR Leader’s Guide to Cultural Transformation

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Leading the Async Revolution

An HR Leader’s Guide to Cultural Transformation

By

Jim Coughlin

Founder at Remotivated

How forward-thinking HR professionals are spearheading the shift to asynchronous work cultures and why your organization can’t afford to wait

HR leaders are often the unsung heroes of workplace transformation. While executives debate strategy and managers focus on execution, we’re the ones tasked with the delicate art of cultural evolution. Today, one of the most critical transformations facing our profession is guiding organizations toward asynchronous-first cultures – and the window for competitive advantage is rapidly closing.

At Remotivated, we help organizations navigating this transition, and we’ve found that the most successful transformations aren’t driven by technology adoptions or policy mandates. Rather, they’re led by HR professionals who understand that async-first culture is fundamentally about reimagining how humans collaborate at their best.

The HR Leader's Dilemma: When "Always On" Becomes Always Wrong

Here’s a scenario that probably sounds familiar: Your CEO proudly announces the company’s commitment to “flexible work,” which sounds great on the surface. However, your employee engagement scores are plummeting. Exit interviews reveal exhaustion, not freedom. The culprit? A culture that treats remote work like in-office work.
The problem isn’t where people work – it’s how we’re asking them to work. Most organizations have a digitized synchronous culture rather than designing an asynchronous culture. The difference is profound, and as HR leaders, we’re uniquely positioned to recognize and address it.

Why HR Must Champion Asynchronous Culture (Not Just Remote Policies)

1. Employee Well-being at Scale

Traditional metrics focus on what we can easily measure: response times, meeting attendance, seat time logged. But asynchronous culture optimizes for what actually matters: meaningful contribution, cognitive load management, and sustainable performance. HR leaders who champion async-first approaches report significant improvements in employee satisfaction scores and a drastic reduction in burnout indicators.

2. Inclusive Excellence by Design

Asynchronous work isn’t just accommodating – it’s optimizing for human diversity. Parents managing school pickup, neurodivergent team members who process information differently, introverts who contribute better in writing – async culture doesn’t just include these voices, it amplifies them. This isn’t about making exceptions; it’s about designing systems that bring out everyone’s best work.

3. Talent Access Multiplier

When your culture operates asynchronously, geography becomes irrelevant. But more importantly, lifestyle becomes irrelevant. Suddenly, your talent pool includes incredible people who previously couldn’t fit into rigid synchronous expectations. The organizations that figure this out first will have unprecedented access to top talent.

The Implementation Framework: Beyond Policy Changes

Phase 1: Audit Your Synchronous Assumptions

Before changing tools, change thinking. Conduct an honest assessment of which collaborative activities truly require real-time interaction. Most HR leaders are shocked to discover that 60-70% of meetings could be handled asynchronously with better outcomes.
Start by tracking these metrics for 30 days:

  • Meeting frequency and duration per team
  • Response time expectations (stated vs. cultural reality)
  • Decision-making speed for different process types
  • Employee energy levels throughout typical work weeks

Phase 2: Design Communication Hierarchies

Create clear guidelines for when to use alternate communication methods. This isn’t about restricting communication – it’s about making it intentional. Establish protocols that default to asynchronous methods while preserving space for synchronous connections when it adds genuine value.

Phase 3: Train Managers as Culture Champions

Middle management makes or breaks async transformation. They need specific skills: writing clear context-full messages, managing performance based on outcomes rather than activity, and creating psychological safety for team members who contribute differently.

Measuring Success: New Metrics for New Culture

Traditional HR metrics weren’t designed for asynchronous culture. Consider measuring items like:

  • Contribution Quality Index: Are people delivering their best work, or just responding quickly?
  • Deep Work Protection Rate: How much uninterrupted focus time are team members actually getting?
  • Decision Velocity: How quickly do decisions happen (not how quickly meetings get scheduled)?
  • Cultural Alignment Score: Do employee behaviors match stated async values?

Common Pitfalls and How to Avoid Them

The “Async Theater” Trap: Organizations that adopt async tools but maintain synchronous expectations. This creates the worst of both worlds – more platforms to monitor without the benefits of thoughtful, time-shifted communication.

The Documentation Excuse: Teams that resist async communication because they “don’t have time to document.” This reveals a fundamental misunderstanding – async communication becomes your documentation.

The Equity Illusion: Assuming that making async communication available makes it equitable. Without intentional culture design, async tools often amplify existing communication hierarchies rather than disrupting them.

The Competitive Reality

Organizations that successfully implement asynchronous-first cultures aren’t just improving employee satisfaction – they’re fundamentally outcompeting synchronous organizations. They make decisions faster, access better talent, and scale more efficiently.

The question isn’t whether your organization will eventually adopt asynchronous practices. The question is whether you’ll lead this transformation or be forced into it by competitive pressure.

Your Next Steps as an HR Leader

  1. Assess Your Current State: How much of your organization’s collaboration actually requires real-time interaction?

  2. Build Internal Champions: Identify managers who already work well asynchronously and learn from their practices.

  3. Start Small, Think Big: Pilot async approaches with willing teams before organization-wide rollouts.

  4. Invest in Skills Development: Async culture requires new competencies, particularly in written communication and outcome-based performance management.

The future belongs to organizations that can harness human potential without constraining human rhythms. As HR leaders, we have the opportunity, and responsibility, to design remote cultures where everyone can do their best work, on their own terms, together.


Want to dive deeper into implementing asynchronous practices? Explore this comprehensive guide to asynchronous work benefits for detailed strategies and tools that successful remote-first teams utilize to thrive.

Jim Coughlin is the Founder at Remotivated. Remotivated helps organizations build remote work cultures that actually work. Through their certification programs and consulting services, they help companies ensure sustainable, productive, and inclusive remote-first operations.

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

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

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

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

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

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

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

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

Read on!

Robin
Executive Coaching, SPO Branch

Curiosity, Authenticity, Passion Elevate Interview Impact

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

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

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

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

Carr Lanphier
CEO, Improovy

Professionalism, Preparation, Positivity Shine in Trades

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

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

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

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

Matt Woodley
Founder, International Money Transfer

Curiosity, Clarity, Humility Win FX Interviews

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

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

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

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

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

That’s the mindset that wins here.

Alice Romero
Nanny, Governess & Founder, Nanny & Governess

Polished CVs with Relevant Experience, Education

The 3 things I would like to see are:

– No spelling or grammar mistakes

-No irrelevant jobs

-All their educational background

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

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

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

Sarah
Vice President of Talent Operations, TalentLab

Clarity, Preparation, Questions Elevate Interviews

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

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

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

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

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

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

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

Chad Walding
Chief Culture Officer & Co-Founder, NativePath

Calm Presence, Wellness, Curiosity Impress Interviews

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

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

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

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

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

Meyr Aviv
Founder & CEO, iMoving

Authenticity, Preparedness, Positivity Win Interviews

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

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

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

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

Tracie Crites
Chief Marketing Officer, Heavy Equipment Appraisal

Preparation, Confidence, Attitude Shine in Interviews

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

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

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

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

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

Daniel Vasilevski
Owner & Director, Pro Electrical

Approach, Appearance, Attitude Win Trade Interviews

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

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

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

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

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

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

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

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

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

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

Recent Posts

Influence with Integrity: Revelations from HR’s Ethical Playbook

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Influence with Integrity: Revelations from HR’s Ethical Playbook

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

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

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

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

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

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

Read on!

Ben Schwencke
Business Psychologist, Test Partnership

No Victims Means Ethical HR Interventions

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

Ask yourself, “Who is the victim here?”

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

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

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

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

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

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

Niclas Schlopsna
Managing Consultant & CEO, Spectup

Feedback Loops Prevent Manipulative HR Practices

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

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

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

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

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

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

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

John Mac
Founder, Openbatt

Open Communication Safeguards Ethical HR Tactics

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

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

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

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

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

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

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

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

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

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

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

Jonathan Palley
CEO, QR Codes Unlimited

Honesty in Hiring Builds Trustful Reputation

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

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

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

Matt Taschner
CEO, Sota Home Buyers

Authentic Leadership Shapes Ethical Workplace Culture

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

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

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

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

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

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

Wynter Johnson
Founder & CEO, Caily

Fair Jobs Enable Ethical Candidate Encouragement

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

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

Carl Rodriguez
Founder & Marketing Head, NX Auto Transport

Transparency Builds Trust for Employee Growth

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

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

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

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

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

R. Karl Hebenstreit
Organization Development Consultant, Perform & Function

Tailored Transparency Fosters Ethical Stakeholder Trust

My take on it is relationship-based.  

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

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

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

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

Don M Walters
Insurance Sales, The Ephraim Group

Transparent Recognition Drives Ethical Motivation

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Read on!

Colin Potts
Chief Operating Officer, Regenerative Orthopedics & Sports Medicine

Two-Way Communication Builds Trust Within Organizational Limits

Balancing Gen Z’s Transparency Demands with Organizational Constraints

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

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


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

Fahad Khan
Digital Marketing Manager, Ubuy Sweden

Define Shareable Information to Meet Gen Z Expectations

One best practice I recommend is fostering structured transparency.

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

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

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

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

Tom Molnar
Business Owner & Operations Manager, Fit Design

Share the Why Behind Decisions, Not Just Directives

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

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

Christopher Farley
Owner, Flippin’ Awesome Adventures

Structured Communication Channels Frame Transparency Boundaries

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

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

Joaquin Calvo
Director, Comligo Spanish

Contextual Transparency Explains Why Without Risking Business

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

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

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

Jake Castro
Founder, White Cacti

Treat Transparency Like A Product; Build It

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

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

Gen Z respects effort, not perfection.

Eliza McIntosh
Account Manager, Lemonade Stand

Behind-The-Scenes Transparency Builds Gen Z Trust

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

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

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

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

Olga González
CEO, Pietra Communications

Radical Clarity Builds Trust With Gen Z

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

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

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

Rebecca Trotsky
Chief People Officer, HR Acuity

Trust is Built Through Consistent, Honest Transparency

Be transparent when you can.

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

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

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

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

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

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

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

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

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

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

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

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

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

Read on!

Philip Ruffini
Co-Founder, Hire Overseas

A Strategic Market Research Tool

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

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

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

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

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

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

Testing the Current Talent Pool

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

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

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

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

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

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

Oliver Morrisey
Founder, Empower Wills & Estate Lawyers

Strategic, Legal Purposes

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

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

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

Stress Testing and Systems Checks

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

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

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

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

Misty Knight
Human Resource Consultant, Red Clover HR

They Harm Trust, Miss Talent

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

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

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

Jeffrey A. Hensel
Broker Associate, North Coast Financial

Risking Trust for Strategy

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

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

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

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

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

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

Duman Zhumagulov
Owner, Box Star Movers

An Unspoken Strategy Behind the Listings

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

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

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

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

Masking Strategic, Deceptive Motives

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

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

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

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

Brett Bennett
Director of Operations, PURCOR Pest Solutions

A Waste of Job Seekers’ Time

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

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

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

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

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

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

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