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Gen Z’s Call for Clarity: Top HR Strategies for Transparency and Constraint

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Gen Z’s Call for Clarity: Top HR Strategies for Transparency and Constraint

The contemporary workplace is undergoing a shift, driven significantly by the preferences of its newest entrants.

With a compelling 46% of Gen Z prioritizing flexible schedules, as highlighted by EY, organizations face an urgent imperative to adapt their operational models.

This isn’t merely about offering remote work; it encompasses a spectrum of arrangements designed to empower a diverse, multi-generational workforce.

Yet, embracing such flexibility presents a complex challenge: how do leaders successfully meet the distinct needs of Gen Z while simultaneously maintaining equilibrium with the expectations of other generations and, crucially, aligning with overarching business objectives?

This HR Spotlight article distills critical insights from leading business executives and seasoned HR professionals, exploring the innovative policies and technological tools they are implementing.

Their experiences offer a strategic blueprint for organizations navigating this evolving landscape, aiming to foster an agile, inclusive, and high-performing environment for all.

Read on!

Miriam Groom
CEO, Mindful Career Counselling

Structured Transparency Builds Trust with Gen Z Workers

One of the most effective best practices for balancing Gen Z’s call for transparency with organizational constraints is adopting a model of structured transparency.

This approach acknowledges that younger workers value honesty, access to information, and clear communication, but it also recognizes that not every detail can or should be disclosed in real time due to legal, competitive, or strategic reasons. Structured transparency means intentionally defining what information can be shared openly, what needs context before release, and what cannot be disclosed—then communicating those boundaries consistently and respectfully.

In practice, this often involves leadership proactively explaining the “why” behind decisions, especially those related to pay, promotions, or company direction. It includes implementing regular communication touchpoints, such as town halls or Q&A sessions, where employees can ask tough questions and get candid responses.

One global technology firm I advised was experiencing tension between senior leadership and their growing Gen Z workforce. Employees were frustrated by what they perceived as secrecy around promotion criteria and strategic changes. Rather than overhauling internal policies immediately, the company introduced a transparency framework. They published clear guidelines on what could be shared regarding salary bands, internal mobility opportunities, and decision timelines.

Leadership hosted monthly open forums where questions were submitted anonymously, allowing sensitive topics to be addressed openly while respecting confidentiality constraints. Over six months, employee trust scores improved by 32 percent, attrition among early career hires decreased, and managers reported fewer misunderstandings around career progression expectations.

Balancing Gen Z’s demand for transparency with organizational constraints is less about choosing openness or secrecy and more about setting clear expectations and maintaining consistent communication. By defining what can be shared, offering context for what cannot, and creating regular forums for honest dialogue, employers can foster trust and engagement without jeopardizing competitive or legal boundaries.

Structured transparency builds credibility, reduces misunderstandings, and strengthens the employee-employer relationship, creating a healthier and more resilient organizational culture in the long run.

Vivian Chen
Founder & CEO, Rise Jobs

Small, Direct Conversations Beat Town Halls for Gen Z

Gen Z wants transparency, but more than that, they want to feel heard.

One-on-one conversations or small group settings go a lot further than big town halls, which can feel performative or intimidating. Equip managers and leaders to have meaningful, direct check-ins where employees can ask questions and share feedback.

It builds trust and shows that leadership actually cares, even if every answer can’t be immediate or perfect.

Small signals of genuine effort go a long way with this generation.

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

Straight-Line Communication Earns Gen Z Roofing Crew Trust

As the owner of Achilles Roofing, I’ve worked with roofers from every generation—including a growing number from Gen Z. If there’s one thing I’ve learned about this generation, it’s this: they don’t expect perfection from leadership—but they do expect honesty. One best practice we apply is what I call “straight-line communication.”

It’s not about dumping every business issue on the crew—it’s about explaining why decisions are made. Gen Z doesn’t like being left in the dark. If we’re shifting project schedules, cutting overtime, or holding off on new equipment, I don’t sugarcoat it. I gather the crew, I give it to them raw: “Here’s what’s happening, here’s why, and here’s how it affects you.”

They may not always like it, but they respect it. That’s the balance. You’re not throwing open the books, but you’re not hiding behind corporate speech either. This generation is wired for transparency, but they’re also practical. Show them that you’re being real with them—and you’ll get buy-in, not backlash.

The big win? It builds trust. And trust in a roofing crew means fewer walk-offs, tighter teams, and fewer misunderstandings on-site. Gen Z may ask more questions—but if you answer them with respect and reason, they’ll grind harder than you expect.

Keep it clear. Keep it honest. That’s how you earn their respect while keeping the business grounded.

John Mac
Founder, Openbatt

Contextual Transparency: Explain Why When What Remains Hidden

One of the best practices we’ve adopted for balancing Gen Z’s demand for transparency with real-world constraints is what we call “contextual transparency.” It means being honest about the why behind decisions—even when you can’t fully share the what.

Gen Z doesn’t expect you to have all the answers or to open the vault on every policy, but they do want to know they’re not being left in the dark. They value leaders who communicate early, explain reasoning, and acknowledge when something is still evolving. We’ve found that when we lead with clarity about the process—even if we can’t reveal every detail—it builds more trust than silence or overly polished comms.

For example, during a hiring pause, we didn’t just announce it—we explained what drove the decision, what data we were looking at, and when the next review would happen. We also invited feedback from the team on how it was impacting morale and workloads. We couldn’t promise fast changes, but we could keep the conversation open. That made people feel included in the process rather than blindsided by it.

Transparency isn’t about revealing everything. It’s about showing you’re willing to treat employees like adults, even when the answers are complex or still in progress. That approach has helped us build more credibility, not less—even when the news isn’t perfect. For Gen Z, that kind of honesty earns far more loyalty than perfectly scripted messaging ever could.

Alex Schepis
Electrician & CEO, Lightspeed Electrical

Respect Gen Z’s Need for Context, Not Just Orders

Here’s the thing — Gen Z doesn’t care about the old-school “just do your job” mindset. They want to know why they’re doing something, who it’s helping, and what the bigger picture is. That used to annoy me, until I realized they’re not being difficult — they’re asking for clarity. And that’s fair.

In the electrical trade, safety and transparency are non-negotiable. You don’t send someone into a pit without telling them what’s live, where the hazards are, and what the goal is. So why would you do that in a business context?

One best practice I follow is being clear about limitations without hiding behind silence. If there’s something I can’t disclose — financials, client details, supplier issues — I don’t dodge the question. I explain the boundary, and I give them the context they can have. That earns respect, not pushback.

For example, one of our younger techs wanted to know why we weren’t taking on more solar jobs. I walked him through our current licensing position, cost analysis, and insurance risk. I didn’t sugarcoat it or brush it off — I gave him the real situation. And guess what? He came back a month later with a training course he found on his own to help us prep for future solar installs.

Bottom line — Gen Z will meet you halfway if you give them something real to work with. You don’t need to hand them the master key. Just stop feeding them generic answers and respect their need to understand the bigger picture. That’s not weakness — that’s leadership.

Steven Rothberg
Founder & Chief Visionary Officer, College Recruiter

Question Transparency Constraints That Harm Talent Acquisition

A great way to balance Gen Z’s transparency demands with organizational constraints is to ask yourself if those constraints actually benefit the organization, or if they create more benefits than harm to the organization. For example, until recently, few employers shared their salary ranges when advertising job openings. The reasons were many, but typically boiled down to the desire by the employer to have underpaid new employees, which was a form of wage theft.

Thankfully, Gen Z knows that if one employer won’t share salary information, there will be a number of other employers who will for positions which are quite similar. That leads to the best of these candidates gravitating to the jobs offered by the employers who are more transparent, which has led to those organizations thriving while the less transparent employers are suffering for lack of talent. And that’s good.

Actions have consequences. Failing to be as transparent as you can be with potential or even current employees should have consequences. Sometimes, those consequences are worthwhile. Often, they are not.

Justin Belmont
Founder & CEO, Prose

Treat Transparency as Conversation, Not Data Dump

Give context, not just answers. Gen Z doesn’t expect you to spill every internal secret—they just want to know *why* a decision was made.

If you can’t share something, say that—and explain the reason behind the wall. We’ve found that treating transparency as a conversation, not a data dump, earns way more trust.

Honesty isn’t just about disclosure—it’s about respect.

Kelly Rongstad
Director & Human Resources, Bold Orange

Transparency Invites Learning, Not Just Information Sharing

At Bold Orange, we recommend treating transparency as an invitation to learn, not just a moment to inform. Gen Z doesn’t expect perfection from their employers, but they do expect honesty, context, and a sense of inclusion. They want to understand how decisions are made, where tradeoffs come into play, and what values are guiding leadership.

We’ve found the best way to earn their trust isn’t by oversharing, but by opening up the reasoning. That might look like explaining the factors behind a shift in direction or walking through the business impact of a change before it happens.

Employees don’t need every detail to feel included—they need to be treated as capable, curious contributors.When we lead with clarity and respect, engagement deepens and transparency becomes something everyone participates in.

Bala Sathyanarayanan
Executive VP & Chief HR Officer, Greif Inc

Structured Dialogue Forums Balance Transparency with Boundaries

One best practice I strongly recommend is establishing structured, authentic dialogue forums specifically tailored to the expectations of Gen Z colleagues for transparency and open communication.

Regular “Ask-Me-Anything” (AMA) Sessions: Leaders should proactively engage in regular AMA sessions, offering younger colleagues the opportunity to ask challenging questions directly, without filters or scripted responses. This approach not only demonstrates genuine openness but also builds trust and respect within the organization. Authentic dialogue fosters a culture of transparency and conveys to employees, especially Gen Z, that their voices are valued.

Clear Boundaries Around Transparency: It’s crucial for leadership to clearly define and communicate transparency boundaries, explicitly outlining what information can or cannot be shared. Clearly explaining why certain information must remain confidential—for instance, due to legal restrictions, competitive sensitivity, or privacy considerations—shows respect for Gen Z’s strong desire for transparency. Honest communication about these limitations helps employees understand organizational realities without undermining trust.

Leveraging Digital Platforms for Feedback: Utilize modern digital collaboration and communication platforms that support continuous, two-way feedback. Ensure visibility of employee questions, concerns, and leadership responses. Even if certain requests or feedback cannot be fully addressed, acknowledging them and explaining subsequent actions or the reasons behind decisions greatly enhances engagement and trust.

Transparency isn’t about disclosing everything. Instead, it’s about clearly and honestly communicating organizational decisions, including the context and rationale behind them. This nuanced approach enables organizations to strike a balance between openness and necessary discretion, thereby fostering an environment of mutual trust, engagement, and respect. For Gen Z employees, authenticity and openness significantly impact their connection to and retention within the organization, making structured, clear communication strategies essential.

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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Building Trust in a Virtual World: Confronting Ghosting and Catfishing at Work

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Building Trust in a Virtual World: Confronting Ghosting and Catfishing at Work

In the new era of remote and hybrid work, where digital communication is the primary medium for collaboration, the integrity of professional relationships has never been more critical.

Yet, this very environment has created a new landscape for deception, with troubling trends like ghosting and catfishing quietly eroding the foundation of trust.

Ghosting—the abrupt disappearance of a team member or candidate—shatters project timelines and leaves teams in limbo.

Catfishing—the misrepresentation of skills, identity, or qualifications—can lead to costly errors and a complete breakdown of morale once exposed.

This HR Spotlight article compiles invaluable insights from business leaders and HR professionals, revealing the profound impact of these digital deceptions on team dynamics, accountability, and psychological safety.

Their perspectives offer a strategic blueprint for leaders seeking to build a culture of authenticity, transparency, and trust in a world where digital presence is paramount.

Read on!

Nir Appelton
CEO, The CEO Creative

Remote Ghosting Shatters Trust and Team Dynamics

Ghosting and catfishing have become major barriers to building trust and team cohesion, especially in remote settings. I recently had a new remote hire who stopped responding a week into onboarding, which left project timelines in limbo and the team scrambling to cover gaps.

It disrupts workflow and cultivates a sense of caution, and suddenly, team members second-guess new relationships and overcompensate, fearing another disappearance.

Catfishing, like applicants exaggerating skills or intent, can lead to even deeper breakdowns, and mismatched expertise goes unnoticed until critical deliverables are delayed, affecting morale and trust throughout the team.

Alex Schepis
Electrician & CEO, Lightspeed Electrical

Trust Crisis Threatens Electrical Business Success

Ghosting and catfishing are killing trust in remote and hybrid setups—and in my industry, trust is everything. As the owner of Lightspeed Electrical, I’ve seen firsthand how shaky communication can wreck a job before it even starts.

Let’s start with ghosting. We’ve had subcontractors and suppliers disappear mid-project. No warning, no explanation. In electrical work, that’s a disaster. Timelines blow out, inspections get missed, and clients lose confidence. You don’t just lose money—you lose your reputation. In a remote setup, where people aren’t face-to-face and accountability is spread thin, ghosting is harder to call out and even harder to fix. It makes the whole team hesitant to rely on one another. That kind of uncertainty kills momentum.

Now catfishing—same deal, different mask. You get people or so-called “experts” who talk a big game online, send over flashy proposals, maybe even fake portfolios. You bring them into your ecosystem expecting real value, but they can’t deliver. Sometimes they aren’t even who they say they are. I’ve hired remote help before—SEO guys, content writers, even admin support—and learned the hard way to verify everything. These fake profiles drain time, energy, and morale. Everyone ends up picking up the slack.

Remote and hybrid work can work—but only if people show up honestly. In my trade, you don’t survive by hiding. You show your license, do your work, and prove your worth. That needs to carry over into digital business too. You either build trust or burn it—and there’s no middle ground.

Mahesh Kumar
Spokesperson, Transcription Certification Institute

Digital Deception Undermines Remote Work Effectiveness

Ghosting and catfishing can have a significant impact on professional relationships and team dynamics in remote or hybrid work environments, where communication is often digital and trust plays a critical role.

Ghosting – the act of suddenly cutting off communication – can disrupt workflows and cause frustration among team members. In remote settings, where physical interaction is limited, ghosting leads to delays and confusion, lowering accountability and team morale.

Catfishing, where individuals create fake identities online, poses a unique challenge in digital work environments. It can undermine trust, mislead colleagues, and hinder collaboration, as team members may unknowingly interact with someone who misrepresents their skills or qualifications. This erodes the foundation of teamwork, leading to poor decision-making and conflict.

To address these issues, it’s essential to maintain open communication, set clear expectations, and ensure accountability. Promoting ethical online behavior through training can help maintain a trustworthy and cohesive work environment where everyone can contribute effectively.

Jared Bauman
Co Founder & CEO, 201 Creative

Digital Deception Requires Tighter Hiring Protocols

In remote and hybrid work settings, ghosting can create major trust gaps. When someone suddenly stops communicating without explanation, it leaves their team scrambling and unsure whether to wait, move on, or escalate. It erodes accountability and can quietly wreck morale.

Catfishing, while less common professionally, is a growing issue with freelancers or contract hires, especially when hiring remotely through platforms that lack proper vetting. Misrepresentation leads to wasted time, money, and frustration. In both cases, it’s a signal that companies need tighter hiring protocols and more intentional team-building efforts to foster real connection and accountability.

Sayak Moulic
Founder, Abroad For Better Future

Transparent Communication and Verification Build Remote Trust

Ghosting and catfishing undermine trust, which is essential for effective collaboration in any professional environment.

In remote or hybrid work models, where face-to-face interactions are limited, these issues exacerbate feelings of insecurity and reduce team cohesion. For example, a case where a team member was ghosted resulted in missed deadlines and project delays due to the breakdown in communication. Conversely, catfishing can lead to misrepresentation, causing conflicts when the true identity or capabilities of a colleague are revealed, impacting morale and productivity.

To mitigate these risks, companies should foster transparent communication and implement verification protocols during the onboarding process. Tools like video calls and regular check-ins help build authentic relationships, ensuring team members feel secure and engaged.

Hailey Rodaer
Marketing Director, Engrave Ink

Ghosting, Catfishing: Structural Liabilities in Remote Work

Remembrance is the key element in the trust and bond we build.

The problem with ghosting in remote and hybrid settings is that it disrupts the rhythm of work in addition to breaking accountability.

The silence that accompanies mutual responsibility is what does the harm and it is not a lack of a message. Once a team member disappears in a way that there is no follow-through or recognition, a chain of micro-abandonments begins and piles up. The vacuum is not impersonal at all. The work, the delay, the context switching and in many cases the confusion of emotions that accompanies being left in limbo, has to be soaked up by someone.

In four cross-functional projects, I have observed that an unnoticed exit increased delivery schedules by 11 days and 40 percent of error loops. It is well done but the relationship cost is there.

Catfishing in a professional environment hardly deals with fictional personas. Most of the time, what is seen in the virtual face does not match with the real input. Think of those profiles who claim to possess senior level of strategy experience and are quietly outsourcing the work to unproven freelancers. This type of dissonance is a break of rhythm and faith.

During one vendor review, we audited a creative partner that stated it was a two-person agency but all of the revisions were being funneled through five subcontractors whose names we could not even find. This resulted in tonal inconsistencies and slips in approvals and brand errors that cost us an additional 3,000 dollars in reworking.

Misrepresentation is not only a personal shortcoming in the hybrid world, where meeting new people can be your only foothold in direct human context. It is a structural liability that redefines the way teams identify expectations, the meaning of silence, and the person to trust next.

Ryan Grambart
Founder & President, World Copper Smith

Ghosting, Catfishing Destroy Team Trust and Unity

I believe ghosting and catfishing can greatly impact team dynamics in negative ways.

When a person ghosts, they effectively disappear without notice, causing team members to feel puzzled and occasionally undervalued. This may undermine trust and foster an environment of unpredictability.

Conversely, catfishing—which involves a person assuming a fake identity—may result in feelings of betrayal if the reality is revealed. Team members depend on authentic communication and connections to work together successfully. If they find out they were deceived, it can create conflict and obstruct team unity. In general, both actions interfere with the fundamental elements of collaboration, resulting in decreased morale and efficiency.

I think promoting a culture of openness and clear communication can address these challenges and enhance team connections.

Leah Miller
Marketing Strategist, Versys Media

Deception Erodes Trust and Psychological Safety

In remote and hybrid teams, ghosting and catfishing have started showing up as real threats to trust and collaboration. I’ve seen startups waste weeks communicating with freelance hires who disappear without warning, sometimes right before a key launch. That leaves the team scrambling and creates friction between departments.

Catfishing might sound dramatic, but it’s easier than ever to fake credentials, especially in industries like design or marketing. We’ve encountered “digital professionals” on hiring platforms with entirely fabricated portfolios. When someone’s capabilities don’t match their claims, the fallout hits the whole team. People lose trust in hiring processes, and collaboration slows because no one feels confident about who’s really handling what.

At a team level, any breakdown in accountability like this builds silent resentment. Over time, it erodes psychological safety, which is hard to rebuild once lost.

Gregory Shein
CEO, Nomadic Soft

Vetting and Authenticity are Remote Work Prerequisites

Ghosting and catfishing in remote work environments are no longer rare; they’re quietly eroding trust and productivity.

At Nomadic Soft, we’ve encountered situations where candidates passed multiple interview rounds only to vanish without explanation, leaving teams stalled and project timelines disrupted. Worse, we’ve seen cases where freelancers misrepresented their identity or qualifications, leading to subpar deliverables and internal friction once exposed. In both cases, the psychological toll on teams is real: it breeds suspicion, slows onboarding, and undermines morale.

The anonymity of digital workspaces creates a false sense of detachment, but the consequences are tangible. Remote teams must now adopt more rigorous vetting practices, including identity verification and work-history validation, alongside clear communication protocols.

In hybrid or remote settings, authenticity isn’t just a value it’s a prerequisite for operational integrity.

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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Navigating Personal Branding: How Flexible or Restrictive Can You Get?

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Navigating Personal Branding: How Flexible or Restrictive Can You Get?

In an era where digital presence is paramount, the age-old reliance on a single, polished corporate voice is becoming outdated.

The most potent source of influence today often comes from a more authentic place: the individual voices of a company’s own people.

A single, genuine post from an employee can frequently generate exponentially more engagement than a meticulously planned corporate announcement, particularly on platforms like LinkedIn.

This paradigm shift presents a critical duality for business and HR leaders.

How to strategically empower employees to build their personal brands and share their expertise in a way that enhances the company’s reputation, all while carefully navigating the complex issues of oversight and confidentiality?

This HR Spotlight article synthesizes expert insights from industry leaders, revealing a playbook for cultivating a flexible, trust-driven culture that transforms employees into powerful, authentic brand advocates and leverages their personal influence for a collective competitive edge.

Read on!

Anupa Rongala
CEO, Invensis Technologies

Invensis Technologies Fosters Expert Voices for Mutual Growth

At Invensis Technologies, we genuinely encourage our team members to share their expertise and build their personal brands, even as they reference their current roles. We see it as a win-win situation.

When our professionals contribute to broader industry conversations, whether it’s through thought leadership articles, speaking engagements, or active participation on platforms like LinkedIn, they’re not just showcasing their individual talents; they’re also reinforcing Invensis’s position as a hub of deep knowledge and innovation in BPM, IT services, and digital transformation.

Of course, we have some clear guidelines in place to ensure that all shared content aligns with our core values, respects client confidentiality, and maintains the professional integrity we uphold. The aim is to empower, not restrict. We believe that when our employees are recognized as experts, it enhances the collective reputation of Invensis and ultimately contributes to our mission of providing cutting-edge solutions for businesses worldwide. It’s about fostering a culture where individual growth and collective success go hand in hand, and truly, that’s something we’re incredibly proud of.

Niclas Schlopsna
Managing Consultant & CEO, Spectup

Spectup Trusts Smart Team to Know the Line

At Spectup, we actually encourage personal branding—within reason. If someone on the team is sharing insight on LinkedIn, writing thought pieces, or speaking at events while mentioning their role with us, that’s seen as a win, not a risk. We trust our people to represent the company professionally because, let’s face it, they’re smart enough to know where the line is. What we ask is pretty simple: don’t disclose confidential client details, don’t imply company endorsement of personal opinions, and always be respectful of the spectup brand.

One of our team members built a solid following by sharing weekly breakdowns of startup investor decks—something they were already working on internally. We supported it, even plugged it from the company page a few times. It brought us leads and reinforced our positioning without a single paid ad. But if someone starts name-dropping clients or hinting at inside information, that’s where I step in.

Personal branding is a long game, and when it aligns with the values and discretion we expect, it’s a mutually beneficial strategy.

Shishir Dubey
Founder & CEO, Chrome QA Lab

ChromeQA Lab Views Personal Expertise as Strategic Asset

As the Founder and CEO of ChromeQA Lab, I view personal branding not as a risk but as a strategic asset.

We operate in a trust-driven, knowledge-centric industry. Our credibility as a QA partner stems not just from the company name, but from the depth of expertise our people carry. So yes, we actively encourage our team to share their professional insights, technical thought leadership, and real-world lessons across platforms like LinkedIn, Medium, or at conferences as long as it’s done with intention and alignment.

That said, there are a few non-negotiables. We have clear internal guidelines around confidentiality, client references, and IP-sensitive content. Employees are expected to avoid sharing any project specifics or sensitive architecture patterns unless cleared by the communications or legal team. We also ask that they distinguish personal opinions from official company positions especially when discussing QA trends or controversial tech topics.

In return, we support our team with resources like ghostwriting help, internal coaching, or speaking opportunities if they want to amplify their voice. Some of our best business relationships have come through content shared by mid-level testers or automation engineers reflecting on a hard QA lesson. That’s the culture we nurture. Personal growth fuels company growth.

Anthony Sorrentino
Owner, Pest Pros of Michigan

Pest Control Team Shares Knowledge for Community Benefit

We’re pretty flexible when it comes to team members sharing their expertise publicly—especially if it helps educate the community or showcase the work we do.

We actually encourage our technicians to post things like pest prevention tips or before-and-after photos of exclusion work, as long as it’s respectful and doesn’t disclose private customer information. I’ve even helped one of our team members draft a LinkedIn post when he solved a particularly complex rodent issue that had stumped other companies. It reflected well on him and on us.

We draw the line if someone were to misrepresent their role or use our name in a way that’s misleading or promotional without context. But overall, I think companies that clamp down too hard miss out on showcasing real talent. When a tech posts a quick clip showing how to spot carpenter ant damage, that’s helpful content—and it builds trust with the local audience. It’s a win-win, and it’s authentic.

Joel Miller
President, Miller Pest & Termite

TikTok Videos Turn Technician into Company Asset

I can say we’re not strict, as long as it’s honest and doesn’t compromise the company.

One of our senior techs started making quick educational videos on TikTok—just basic pest control tips from the field. He always mentioned he worked at Miller, and he kept it professional. At first, I wasn’t sure how it’d go, but turns out folks in Des Moines started calling in asking for “the guy from the videos.” That’s when I realized it was actually helping us.

So we leaned into it. I asked him to add a brief callout to our services and provided him with some pointers to ensure the messaging remained on-brand. It’s been great for both of us—he builds his reputation, and we get more visibility without spending ad dollars.

My take? If someone’s proud to rep your company publicly and they’re doing it right, let them run with it. Just set clear guidelines up front.

Jim Hicke
President, Perpetual Talent Solutions

Clear Boundaries Protect Data While Promoting Expert Voices

At Perpetual Talent Solutions, we encourage employees to build their personal brand and share their expertise, as long as it’s done within clear and respectful boundaries. Our policy is flexible in spirit but firm in structure: team members are free to reference their role, showcase their insights, and comment on industry trends, so long as they avoid sharing proprietary client information, confidential company strategies, or anything that could compromise candidate or client privacy.

Other businesses dealing with personal data should follow a similar strategy, because it can be highly tempting for workers to add details to social media or online posts in an effort to bolster engagement without realizing they are overstepping.

We’ve found that this approach supports both individual growth and firm-wide visibility. When our recruiters speak publicly or post on platforms like LinkedIn, it reflects positively on our brand — provided the content is thoughtful, ethical, and respectful of the guardrails we’ve put in place. It’s a balance of autonomy and responsibility, and it works.

Tony Ragan
President, Absolute Pest Management

Absolute Treats Employee Voices as Assets to Amplify

I’ve always encouraged our team to share their knowledge publicly — whether it’s on social media, in neighborhood forums, or at community events — as long as they’re respectful and accurate.

A few years back, one of our senior techs started posting short videos on Facebook explaining things like how to spot termite damage or what attracts rodents to your attic. He’d always mention he worked for us, and it actually brought in a wave of new customers.

We saw that kind of initiative as a win-win. It gave him a voice and built trust in the Absolute brand at the same time. So while we’ve got basic guidelines to avoid misrepresentation, our stance is flexible: if you’re knowledgeable and want to share what you know, we’re behind you. I’d tell other owners — don’t treat employee voices as a risk to manage. Treat them as assets to amplify.

Robert Chen
VP & CIO, DataNumen

DataNumen Balances Technical Leadership with Corporate Protection

As VP & CIO at DataNumen, we maintain a moderately flexible policy that encourages personal branding while protecting our company interests.

We actively support our data recovery experts in sharing their knowledge through industry publications, speaking engagements, and professional social media. When our engineers discuss RAID recovery techniques or emerging data threats, it showcases both individual expertise and DataNumen’s technical leadership.

Our key guardrails include: clearly separating personal opinions from company positions, protecting proprietary recovery methodologies and client information, and providing advance notice for major speaking opportunities where they’ll reference their DataNumen role.

We view personal branding as complementary to our corporate brand. When our team members are recognized as experts in file system recovery or database repair, it reinforces DataNumen’s reputation for attracting top data recovery talent. This approach has enhanced both our recruitment efforts and client confidence.

Rather than imposing restrictions, we provide clear guidelines that protect sensitive information while encouraging knowledge sharing that benefits the broader data recovery community. This balance has strengthened our industry relationships while maintaining appropriate corporate oversight.

Amber Moseley
CEO & Co-Founder, IWC

Wellness Consultants Empower Team as Thought Leaders

At Innovative Wellness Consultants, we take a flexible and supportive approach to employees sharing their expertise through personal branding – especially when it aligns with our mission of holistic wellness.

We encourage team members to speak on podcasts, post educational content, or write articles, as long as they represent the company respectfully and accurately. We see this as an opportunity to amplify both individual voices and the brand as a whole. Our only guidelines are to maintain professionalism, avoid disclosing confidential information, and clarify when opinions are personal.

This approach has helped our team grow as thought leaders while building trust and visibility for the company.

Empowered employees can become powerful brand ambassadors when given the right support and boundaries.

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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From Rookie to Role Model: Enhancing Internship Experiences

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From Rookie to Role Model: Enhancing Internship Experiences

In a professional world that demands more than just textbook knowledge, a growing number of leaders are looking back at their own early career experiences and identifying a critical gap: the disconnect between academic theory and real-world application.

Traditional internships often place students in siloed roles, focused on routine tasks without providing the larger business context or hands-on problem-solving opportunities that truly prepare them for a career.

This disconnect can lead to disengagement and, ultimately, a workforce that is technically proficient but strategically unprepared.

How can organizations redesign their internship programs to bridge this gap, equipping the next generation of professionals with the practical skills, business acumen, and confidence needed to thrive?

This HR Sportlight article compiles invaluable insights from business leaders and HR professionals, revealing innovative strategies to transform internships into meaningful, holistic, and truly impactful learning experiences.

Read on!

Peter Murphy Lewis
Fractional CMO & Host, The American Dream TV

Teach Interns To Think, Not Just Do

If I could go back and whisper one thing to my intern self, it’d be this: “Learning how to think beats learning how to do every time.”

That’s the core of what we’ve built our internship program on; and it’s the central idea of the book I’m writing, Interns to A-Players.

That single idea has completely reshaped how we do internships at Strategic Pete. We don’t treat interns like task monkeys. We treat them like future strategists.

They sit in on client calls. They toss ideas into real brainstorms. They get feedback, give feedback, and learn how to think through problems, not just cross them off a list.

And here’s the part I’m proudest of: We don’t hide the messy stuff. Interns see it all, our Slack threads, our process gaps, our mid-project pivots.

Because growth doesn’t happen in the highlight reel. It happens in the middle of the mess.

We also have a mentorship system that’s a bit unconventional – it’s based on The 5 Love Languages (yes, the book). We use it to understand how each intern feels valued — some thrive with praise, others with autonomy or quality time.

We lead how they need to be led. That’s how we turn internships into launchpads, not chores.

Ishdeep Narang, MD
Child, Adolescent & Adult Psychiatrist & Founder, ACES Psychiatry

Teaching Business of Care Prevents Clinical Burnout

The key lesson my early medical internships failed to emphasize was the ‘business of care’—the critical connection between our clinical work and the administrative framework that makes it possible.

I was taught how to diagnose, but not how an accurate superbill with the right service codes could empower a patient to get partial reimbursement for their out-of-network care. That separation made essential tasks feel like meaningless hurdles, a fast track to burnout.

To address this, I hold a dedicated “Business of Care” meeting with trainees in my practice. During this time, we pause the clinical talk to connect the dots on a real case. We map the patient’s entire journey from their first phone call, through providing a Good Faith Estimate, to creating the final superbill they can submit to their insurer.

Pulling back this curtain transforms paperwork from a chore into a tangible act of patient advocacy. It gives our future clinicians a sense of ownership over the entire process and a deeper respect for every team member’s role in delivering transparent and compassionate care.

Ahmad Faiz
Owner, Achilles Roofing and Exteriors

Real-Time Problem-Solving Creates Future Industry Leaders

One thing I wish my early internship days drilled into me more was real-time problem-solving on the jobsite.

Back then, everything was textbook theory—no one showed us what to do when a rainstorm hits mid-roof tear-off or how to deal with a homeowner who’s panicking over a leak above their kid’s bedroom. You can’t learn that in a classroom.

That’s why at Achilles Roofing and Exterior, our internship program isn’t just “tag along and observe.” We throw you into it—with supervision, of course. We train interns how to read the roof, how to adapt when something doesn’t go according to plan, and how to communicate clearly with both crew and clients under pressure. They get their hands dirty, they run site walk-throughs, and they learn how to explain roofing issues to a homeowner in plain English, not jargon.

One small thing that’s made a big impact: we assign each intern a “problem of the week.” It’s a real scenario pulled from past jobs—sometimes technical, sometimes customer-service related. They have to figure out a solution, present it, and back it up. It builds their confidence, and it shows us how they think.

Advice to other business owners? Stop treating interns like helpers. Treat them like future crew leaders. Give them the tools, but also the situations where they’re forced to think, react, and learn. That’s how you build roofing pros—not just resume-fillers.

Dhari Alabdulhadi
CTO & Founder, Ubuy Qatar

Structured Feedback Builds Skills Beyond Daily Tasks

One critical gap in my early internships was the lack of structured feedback. While tasks were assigned, there was little guidance on long-term skill development. Now, as a leader, I’ve redesigned our program to include:

Weekly 1:1s with mentors to discuss progress and career paths.

Project retrospectives, where interns present outcomes and receive actionable critiques.

Rotation opportunities across departments to expose them to diverse roles.

For instance, a recent intern in our finance team worked on quarterly reports but also shadowed the CFO to understand strategic decision-making. This holistic approach ensures interns leave with tangible skills and a clearer sense of professional direction.

Linda Chavez
Founder & CEO, Seniors Life Insurance Finder

Practical Application Connects Theory With Real-World Execution

The practical application of theoretical knowledge serves to connect academic learning with actual execution.

Early exposure to real-world problem-solving builds confidence and adaptability. Structured mentorship fosters growth and provides valuable industry insights. The clear communication of expectations helps interns understand their roles and contributions. The regular feedback sessions establish a supportive environment which enables continuous improvement.

Scott Redfearn
EVP of Global Human Resources, Protiviti

Goals And Feedback Boost Intern Success

Looking back, I wish we had put more emphasis on intentional goal-setting and real-time feedback for our interns. They often felt like they were completing tasks without understanding how their achievements were contributing to their growth. That observation has shaped how we’ve evolved Protiviti’s intern experience.

Today, our interns set three to five personal goals at the start, and project leaders are encouraged to provide feedback throughout the internship experience, not just at the end. Over the past four years, intern scores have improved over 20 percentage points for feeling the feedback they receive supports their career growth.

Interns today tell us they feel truly supported, bursting with confidence, and ready to take on whatever comes next. Over 80% of our interns accept their offer to join Protiviti after college graduation.

Cassandra Wheeler
Marketing Specialist, Achievable

Clear Expectations And Support Define Internships

As an intern, it can be difficult to understand expectations, something I encountered a lot during my own internships years ago. I did not have proper training and no resources to lean on when I was confused or unsure of how to do something.

Now, as Achievable’s internship program lead, I ensure that each intern who works for us has a clear understanding of expectations during the initial interview. Once they start, I equip them with several documents that outline exactly what they should be doing and how to do it. This includes step-by-step guidelines and videos that demonstrate how to work with our software in order to achieve success.

I schedule one-on-one weekly meetings and keep an open-door policy, so they know they can always ask questions and provide quality work they are proud of.

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

Teach Thinking; Prioritize Education Over Production

The ability to ask the right questions is one of the skills that I would have liked to have been addressed during my initial internship. It is not only seeking help but it is also being aware of the holes in your own thinking. Excessive internships prioritise production over education.

We reversed that at AlgoCademy. We put checkpoints in our interns, who are solving actual engineering problems, explicitly to talk about their decision making. We do not want perfection: we want clearness of thought. I sit and personally read code alongside them in their first couple of weeks, it’s not to make sure that they have fixed the bugs but more to understand how they think.

Such a transition has made the early-stage interns into junior developers with confidence. Others have even contributed to the designing of features which thousands of others use on our platform.

Maurina Venturelli
Head of Go-to-Market, OpStart

Financial Literacy Makes Interns Strategic Thinkers

I wish my early internships had taught me the financial fundamentals that actually drive startup growth. Most programs focus on tactical execution but skip the “why” behind business decisions.

When I built our internship program at OpStart, I made a financial literacy core curriculum. Every intern gets hands-on exposure to real startup financials—from ARR analysis to runway modeling. They shadow our fractional CFOs during client calls and see how financial strategy impacts growth decisions.

The breakthrough came when one intern identified a $15K R&D tax credit opportunity our client had missed. She connected her computer science background with our tax processes and caught something seasoned accountants overlooked. That’s when I realized interns bring fresh perspectives when they understand both the technical and financial sides.

Now our interns rotate through demand gen, product marketing, and financial operations. They graduate understanding how marketing spend translates to ARR, how cash flow affects hiring decisions, and why unit economics matter more than vanity metrics.

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

From Layoffs to Lifelines: How Companies Are Supporting Workers in 2025

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From Layoffs to Lifelines: How Companies Are Supporting Workers in 2025

In a period of unprecedented workforce turbulence, where economic shifts and industry disruptions are making headlines, organizations face a critical test of their leadership and cultural values.

While mass layoffs often dominate the public narrative, a different, more human-centered approach is emerging from a new generation of business leaders.

This approach moves beyond simply managing exits to proactively building resilient, adaptable teams that are supported through both good times and bad.

How are these leaders navigating the complexities of workforce management—from upskilling and cross-training to offboarding—with empathy and strategic foresight?

This HR Spotlight article compiles invaluable insights from business executives and HR professionals, revealing their innovative strategies for cultivating a culture of trust and support, ensuring that their teams are not only equipped to handle change but also feel valued and secure, regardless of market conditions.

Read on!

Adam Wagner
COO, Raindrop Agency

Adam Wagner

We’re not a tech giant, but we are a fast-growing creative agency, and that means we invest in people like they’re our product—because they are.

We’ve avoided layoffs by staying scrappy and strategic. That means cross-training talent so they can flex across roles, and building career paths that grow with the business. When work shifts, we shift with it—adapting teams to focus on the highest-value outcomes.

We’re also upfront with our team about the business. Transparency builds trust, and trust drives retention. In rare cases where transitions happen, we go all in—referrals, networking support, and even freelance project access post-employment.

Bottom line: people aren’t disposable, and how you treat them when things get tough defines your culture.

Jonathan Palley
CEO, QR Codes Unlimited

Jonathan Palley

Our first resort when we’re looking at layoffs is always upskilling.

If employees can pick up new skills or explore new tools, there’s a good chance they’ll find a way to benefit our business with them, and if not, they’ve gained some useful new skills on their way out the door.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen

The key to our employee retention is our fully-distributed, remote work setup.

This not only helps to keep our overhead costs low, it also helps us to find the best talent at the best price and keep those employees happy while they’re working for us.

Robert Grunnah
Owner, Austin House Buyer

Robert Grunnah

It’s not that I run a big tech company; it’s just that I run lean. You won’t be laid off if you don’t add extra people to your salary.

Everyone I hire knows how to close deals, communicate effectively with buyers, and navigate through homes. I don’t hire people to look bigger. I teach everyone how to cover a lot of ground, so that when things slow down, we can switch roles instead of cutting people off.

It was I who cut my check before I cut someone else’s. That did happen. People will remember when you take a hit for them. It doesn’t build the kind of trust you buy at Friday’s Pizza.

I don’t leave people alone when they need to move on either. I introduce them, back them up, and stay on their side. The market is currently volatile. It helps a lot to have someone behind you.

Jacob Hale
Lead Acquisitions Specialist, OKC Property Buyers

Jacob Hale

We buy homes from sellers in tough spots: divorce, foreclosure, or inherited property they don’t want to manage. It’s fast-paced, unpredictable work, and every person on our team has to be solid. That’s why we keep things personal, not corporate. It’s about people, not paperwork.

We don’t believe in hiring to look big. Everyone on our team learns the full process, from first call to closing day. That way, no one’s boxed into a single task. If deals slow down, we shift roles, not people. It keeps things running without panic.

When the market dips, I don’t cut people to save face. I’ve taken a smaller check myself to avoid layoffs. People notice that kind of thing. It builds real trust, not just talk. That’s how you keep a strong team.

If someone’s moving on, I help where I can. I share my network, give honest feedback, and make introductions. In real estate, reputation matters. And the way you treat your team sticks with you. That’s always been our way at OKC Property Buyers.

Dr. Kirk Adams
Disability Inclusion Strategist & Speaker, Innovative Impact LLC

Dr. Kirk Adams

When a worker with a disability is laid off, the path back to employment is often longer and harder. Systems are more difficult to access. Retraining requires extra coordination. Many never return to the workforce, not because they lack talent, but because support is scattered. That is where we focus our work.

We partner with state vocational rehabilitation agencies and community nonprofits to make sure these workers are not left behind. Our support starts early. That includes personalized planning, skill-building, and assistive technology to help each person prepare for their next role. We stay engaged until they are working again.

Companies that want to keep valuable talent and build a stronger workforce can benefit from including disabled professionals in their plans. This is not about charity. It is about choosing a workforce that is ready, capable, and too often overlooked.

Lawler Kang
Director of Talent, PrescriberPoint

Lawler Kang

In our onboarding session, I underscore my functional philosophy: the role of People/Talent is to help employees with their lives first, work being a subset not a counter balance; it’s all life. If at any time, they don’t feel like this is the bus for them, let me know and I’ll do whatever I can to help them find something that fits them better.

To these ends, I’ve developed a Next Adventure Program that centers on finding work using takeaways from my 20+ years of executive search and running People organizations. Participants report 400% better response rates (which inevitably leads to employment) using my techniques.

We are also focusing intently on the impact AI will have on our talent, workflows, and needs, guided by the mantra: “People will not be replaced by AI. People who use AI will replace those who do not.”

Matt Paddock
Director of Recruiting, AKQA

Matt Paddock

We’re hiring more freelance talent as a way to ensure that staffing is aligned well with demand.

Where and when staff cuts have been necessary we shifted the talent team into outplacement mode to support our team members. This included help drafting resumes, updating portfolios, and optimizing public profiles on LinkedIn. We also conducted mock interviews and used our networks to give former colleagues any advantage possible in their search.

Deepak Shukla
CEO, Pearl Lemon

Deepak Shukla

Amid the current challenging tech landscape, characterized by massive workforce reductions of over 61,000 at organizations such as Walmart and Microsoft, Pearl Lemon’s HR team has steered away from layoffs and instead doubled down on growth.

Our approach is centered around investing in our employees through extensive training and development, which we consider as planting seeds rather than chopping down trees.

SHRM reported that 60% of laid-off workers experience challenges getting back to work following a layoff; therefore, Pearl Lemon has incorporated career coaching and personal development activities aligned to support employees to either maintain their current roles, move forward in their careers, or not get stuck in an indefinite period of recovery.

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

Decoding Vague Feedback: What Recruiters Really Mean When They Say “Not the Right Fit”

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Decoding Vague Feedback

What Recruiters Really Mean When They Say “Not the Right Fit”

By

Margaret Buj

Global Talent Acquisition Leader and Interview Coach

You nailed the interviews (or so you thought). The conversations flowed, you came prepared, and you left with a good feeling. Then the email arrives:

“Thanks for your time – you were a strong candidate, but we’ve decided to move forward with someone else who’s a better fit.”

Frustrating, right?

As a recruiter and interview coach with two decades of experience, I’ve seen this scenario unfold hundreds of times. Candidates are left in the dark, wondering:

What does “not the right fit” actually mean?

And more importantly – what can I do differently next time?

The truth is, “fit” is often a polite umbrella term we use to mask a more specific reason the candidate wasn’t selected. Sometimes it’s about skills. Sometimes it’s about communication or chemistry. And sometimes, it’s not about you at all – it’s about internal dynamics, team balance, or shifting hiring priorities.

Let’s decode the most common vague rejection phrases and what they might actually mean behind the scenes – along with what you can take away from each.

1. “We’re moving forward with someone who’s a stronger fit.”

👉 Translation: They likely found a candidate with more relevant experience or clearer alignment to the role’s core responsibilities.

🔍 What to reflect on:

  • Were your examples directly tied to the role’s key deliverables?
  • Could your resume or interview answers have done a better job positioning your impact in similar roles or industries?

✅ What to do next:

  • Make sure your resume and LinkedIn profile clearly demonstrate measurable achievements aligned with the target job.
  • In interviews, use the STAR method to connect your experience directly to the challenges the hiring manager is facing.

2. “We’ve decided to go in a different direction.”

👉 Translation: This could mean a change in role scope, budget constraints, or that they decided to prioritize a different skill set entirely.

🔍 What to reflect on:

  • Did the job or expectations shift during the process?
  • Were there hints the company was rethinking what they needed?

✅ What to do next:

  • Don’t take this one personally – it often has nothing to do with your performance.
  • Follow up politely asking if they see a potential future fit for your background in the company.

3. “We really enjoyed meeting you, but the team didn’t feel it was quite the right match.”

👉 Translation: This may signal a perceived mismatch in communication style, seniority level, or team dynamics.

🔍 What to reflect on:

  • Did you ask questions and engage with multiple stakeholders during the interview?
  • Were there moments you could have connected better to company culture or values?

✅ What to do next:

  • Watch for cultural cues in interviews – do they value brevity? Collaboration? Bold ideas? Mirror what you observe authentically.
  • Consider asking in future interviews: “What does success look like in this team, beyond the technical skills?”

4. “We were impressed but decided to proceed with someone whose experience more closely aligned.”

👉 Translation: You may have been slightly overqualified, underqualified, or just came from a different industry or environment.

🔍 What to reflect on:

  • Did you bridge the gap between your past experience and the specific demands of the role?
  • Were you able to show how your past roles prepared you to succeed here?

✅ What to do next:

  • Customize your pitch and resume to emphasize relevant experience.
  • In interviews, be proactive in addressing the “leap” – show you understand the business and how you’ll add value from day one.

5. “It was a tough decision - we had a lot of great candidates.”

👉 Translation: This might be true! But it can also mean someone else had a slight edge in experience, executive presence, or internal advocacy.

🔍 What to reflect on:

  • Did you make your value obvious and memorable?
  • Did you build rapport with the interviewers or leave them with a clear sense of what it’d be like to work with you?

✅ What to do next:

  • Ask for feedback — not everyone will give it, but it’s worth asking.
  • Stay connected. I’ve seen many candidates re-interviewed and hired later, especially when they followed up graciously.

Summary: It’s Not Always You

Hiring isn’t a perfect science. Sometimes the internal candidate got the job. Sometimes the role was paused. And sometimes, you were genuinely excellent – but someone else was a slightly better puzzle piece.

When you hear “not the right fit,” take a breath. Then take action: reflect, refine your approach, and stay open. Clarity is power – and with the right tools and insight, your next opportunity will be an even better fit for you.

Margaret Buj is a Global Talent Acquisition Leader and Interview Coach with two decades of experience hiring top talent across EMEA, LATAM, and the US. She has led hiring across engineering, product, marketing, and G&A at companies including Expedia, VMware, Cisco, Microsoft, Box, Typeform, and Mixmax.

Margaret is also a Career Success Manager at Kadima Careers and the founder of Interview Coach UK, where she’s coached over 1,000 professionals on landing jobs, negotiating salaries, and advancing their careers. Her insights have been featured in Forbes, Business Insider, Fox Business, and Financial Times, and she has been recognised as a LinkedIn Top Voice.

She offers 1:1 coaching, group programs, and interview training for hiring managers. Learn more at interview-coach.co.uk or connect with her on LinkedIn.