Menu

HRTips

Star Employee Retention: Strategies to Winning the Negotiation

by

Star Employee Retention: Strategies to Winning the Negotiation

It’s the conversation every manager dreads in a hyper-competitive job market. 

Your top performer, the engine of your team’s success, sits across from you and says the words that trigger immediate alarm: “I’ve received another offer.”

In an instant, you’re on the clock. 

This isn’t just about losing one employee; it’s about the potential loss of critical projects, team morale, and institutional knowledge, not to mention the staggering cost and time required to recruit a replacement of similar caliber. 

In a talent landscape where skilled professionals are more mobile than ever, your reaction in these first few hours is a critical test of leadership.

Do you immediately match the offer? Do you focus on non-monetary perks? Or is it already too late? 

This high-pressure negotiation requires more than just a budget; it requires a strategy. 

To build a playbook for this exact moment, the HR Spotlight team asked a panel of seasoned HR and business leaders a crucial question:

“If your top performer discloses a competitive job offer from a competitor, what urgent retention strategies would you bank on for a successful negotiation?”

Their responses offer a masterclass in crisis management, revealing the blend of emotional intelligence, financial acuity, and strategic thinking required to navigate this critical conversation and retain the talent that matters most.

Read on!

Tiffany Ingram
CEO, Luxe Link Business Solutions

Tiffany Ingram – Luxe Link Business Solutions

With 15+ years in HR, I’ve worked across industries like tech, finance, and healthcare—so I know firsthand that retaining top talent isn’t just about throwing money at the problem. 

It’s about building a culture where people feel valued, challenged, and seen.

When a top performer gets a competitive offer, the key is understanding their why. Is it career growth? Flexibility? A need for more leadership exposure? 

Once you know that, you can craft a retention strategy that truly resonates. 

If growth is the driver, show them their next steps. If work-life balance is key, rework their schedule. And if they just want to be seen, give them executive visibility and high-impact projects.

Retention isn’t about reacting when they’re halfway out the door—it’s about making them never want to leave in the first place.

Victoria Milford
CEO, Reward Heads

Victoria Milford – Reward Heads

Everyone likes to feel special and top performers even more so, hence personalise and don’t be generic.

Meet with them, note the offer and understand if a counter offer would be possible. Express appreciation for their contribution and ensure they know how valuable you see them. Understand their motivation for the move— salary, career growth, work-life balance, company culture.

Counter with a compelling offer that aligns with their priorities, – salary increase, performance-based bonuses or LTIPs to keep them here long term. If it is about promotion, provide a clear career path with mentorship, new responsibilities or opportunities to enable them to grow.

Finally, address any workplace concerns and reinforce company culture – i.e. emphasising unique benefits like flexibility, recognition, or meaningful work.

But never promise something that you cannot deliver or you’ll be back here again in no time.

Rachel Platt
SPHR, SHRM-SCP, PLATTinum Consulting

Rachel Platt – PLATTinum Consulting

The best way to retain a top performer is to not wait until they have a competitive offer.

Strong leaders have ongoing conversations about career aspirations, growth opportunities, and what makes their employees feel valued.

Every individual’s motivation is different. But if a competitive offer is on the table, the most powerful thing you can do is to ask questions. “What about this opportunity is compelling enough to consider leaving? And what would it take to change your mind?”

Guessing which lever to pull, whether it’s compensation, flexibility, career growth, or something else, rarely leads to long-term retention.

Instead, listening with curiosity and responding with a customized solution increases the likelihood of keeping your best people invested in your organization’s success.

Iqbal Ahmad
Founder & CEO, Britannia School of Academics

Iqbal Ahmad – Britannia School of Academics

As a CEO, I have come across this type of situation a couple of times and retaining top talent is a priority. In this situation, my first and foremost approach is to look for the driver that causes him to think of leaving. 

I make my plan that directly aligns with their aspirations. If pay range is an issue, I test the viability by giving a counteroffer. 

A top performer who has spent considerable time in my organisation should know how much I stress over the professional development of my employees. 

I would definitely highlight those so they can focus on their long-term benefits. 

In addition to keeping top performers for the long run, I want to re-engage and motivate them and increase their dedication to our common purpose.

Luca Dal Zotto
Founder, Convert Bank Statement

Luca Dal Zotto – Convert Bank Statement

As a business owner at Convert Bank Statement, I’ve started and run businesses where retaining high performers is key to our success. When a high performer receives an imminent competitive offer, there is no time to lose.

This is what gets the job done:

Act Fast and Personalize Your Approach: High performers must be rewarded. In a LinkedIn survey, 94% of employees would stay longer if their organization invested in their professional development. Offer a personalized retention package, like a salary increase, performance bonuses, or stock options.

Career Advancement Opportunities: A Gallup survey found that 87% of millennials prioritize professional development. Provide a clear career development opportunity, mentorship, or leadership development to show interest in their long-term success.

Flexibility and Work-Life Balance: According to a Gartner survey, 43% of employees are more productive if they work with flexible work arrangements. Offer remote work, flexible working hours, or additional vacation days to meet employees’ personal needs.

In my experience, investing in these areas not only keeps the best talent but also boosts morale and productivity throughout the team.

Marco Manazzone
CEO, Zzone Homes

Marco Manazzone – Zzone Homes

Initiating an open dialogue with the employee is a pivotal step for me.

I address the situation in a non-confrontational manner, expressing my appreciation for their work and my desire to understand their career aspirations.

This conversation can provide me with valuable insights into what they value in their professional life and what might be tempting them to consider other offers.

By showing that I am willing to listen and respond to their needs, I can often counter the allure of a competitor’s proposal with tailored opportunities within my own organization.

Hayden Cohen
CEO, Hire With Near

Hayden Cohen – Hire With Near

If you want to retain your top performers, you need to know what it is they’re after.

I’ve had great employees who just wanted to be left alone to do what they’re good at, and ones who wanted to reach the C-suite by age 30.

No matter what their goals are, making sure they’re being fairly compensated is an essential first step. If someone can make more money somewhere else, they’re probably going to do it sooner or later.

Beyond that, take the time to talk with your top-performing employees (and all the others too) about their career goals, and look for ways to help them reach them.

Offer the chance to learn new skills, greater levels of responsibility, more flexibility, or whatever else they’re after.

If they feel like you’re working to support them and make their career what they want it to be, they’re going to stick around.

Edward Hones
Founder, Hones Law

Edward Hones – Hones Law

Retention Strategies with Legal and Practical Considerations: When a top performer discloses a competitive job offer, employers should first tread carefully, especially in how they respond.

From a legal standpoint, it’s critical to avoid knee-jerk counteroffers that could inadvertently create contractual obligations or discrimination claims if other employees in similar roles aren’t offered the same retention incentives.

Instead, I advise employers to take a structured approach: acknowledge the offer professionally, gather information on the employee’s motivations, and assess whether a retention package aligns with the company’s long-term goals.

If pay is the primary issue, a salary adjustment might be warranted, but if the concern is career growth, then a clear development plan or leadership track should be presented.

Balancing Retention with Legal and Cultural Considerations: Employers should also be mindful of potential non-compete or confidentiality concerns, but this must be handled lawfully, overly aggressive restrictions can be unenforceable or even backfire by pushing the employee away.

Instead of reactive counteroffers, I encourage companies to take a proactive approach to retention by ensuring competitive compensation, fostering a strong workplace culture, and offering long-term incentives like stock options or flexible work arrangements.

If the employee ultimately decides to leave, the company should ensure a professional offboarding process that protects intellectual property and maintains goodwill.

The goal is to retain talent strategically while safeguarding the business from legal and reputational risks.

Soumya Mahapatra
CEO, Essenvia

Soumya Mahapatra – Essenvia

If you don’t know what your top performers’ goals are, you aren’t going to be able to retain them effectively.

Regular raises are a good place to start, but you’ll likely need more than that to keep your best talent.

Work with them to put them on a track for the job they’re really after, whether that means staying in their current role for the foreseeable future or moving up into leadership.

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

Cracking the AI Hiring Code: Experts Share Solutions to Bias-Free Recruitment

by

Cracking the AI Hiring Code: Experts Share Solutions to Bias-Free Recruitment

Buckle up for a deep dive into AI’s impact on hiring.

AI-powered recruitment tools are transforming talent acquisition with lightning-fast efficiency, but they’re also stirring up concerns about bias and fairness.

While these systems streamline hiring, they risk deepening inequities or overlooking diverse talent—a challenge we can’t ignore.

To explore this dynamic issue, the Techronicler team rallied HR experts, AI innovators, thought leaders, and business pioneers to tackle a crucial question:

With AI-driven hiring on the rise despite bias concerns, what’s one major downside in your industry, and how is your organization addressing it?

Their insights shine a light on real-world hurdles—from perpetuating biases to misjudging candidate potential—paired with bold solutions like transparent algorithms, inclusive data sets, and robust human oversight.

Join us as we explore the pitfalls of AI in recruitment and the creative strategies organizations are using to ensure fairness.

Discover how these trailblazers are balancing cutting-edge technology with equity to forge a more inclusive future for hiring.

Read on!

Susan Fitzell
Founder & President, Susan Fitzell & Associates

Susan Fitzell – Susan Fitzell & Associates

One serious consequence of AI-driven hiring is how easily it screens out neurodivergent talent. These systems are designed around neurotypical norms—often without realizing it.

For example, a candidate with dyslexia might be ruled out for spelling errors on a résumé, even if they’re a brilliant problem-solver. Autistic candidates might be excluded based on facial expressions or lack of eye contact during AI-monitored assessments.

During the pandemic, I saw this happen more often, as companies leaned on AI to detect “cheating” behaviors—behaviors that often just reflect how some brains process information differently.

The result? Great candidates are filtered out before a human ever sees them.

In our work, we counter this by questioning the default settings—literally and figuratively.

We prioritize inclusive practices, review applications with a gifts-mindset, and ask ourselves: Are we assessing ability, or just screening for conformity?

Hayley Gillman
CEO, BOTI

Hayley Gillman – BOTI

The use of AI for hiring brings efficiency but it maintains a dangerous weakness because it repeats existing biases instead of discovering new talent.

I have witnessed numerous talented candidates including women and neurodiverse thinkers and career transitioners get eliminated because their resumes failed to match a specific traditional format.

The team at BOTI uses artificial intelligence as an instrument to support decision-making processes instead of making decisions autonomously. Our team identifies AI system weaknesses through audits while expanding its training information base and maintaining human oversight of all decisions.

The result? Our hiring process produces intelligent selections while ensuring fairness and building diverse teams which match our served communities.

The majority of people fail to recognize that AI systems both inherit and quietly intensify existing biases. The solution requires better questions rather than additional technological solutions.

The organization should ask “Who breaks it in ways that could redefine success?” instead of “Who fits our pattern?” This approach enables organizations to select candidates based on their potential rather than their background.

Most companies focus on fixing biased AI. Instead, flip the script: Use AI to identify bias in your own hiring habits.

For example, run your last year’s hires through a new tool and ask: “Who would we reject today—and why?”

Often, the answers reveal more about your process than the candidates. That’s how you turn AI from a gatekeeper into a mirror.

Edward Hones
Founder, Hones Law

Edward Hones – Hones Law

One serious consequence of AI-driven hiring in the employment law space is that it can quietly entrench systemic bias under the guise of objectivity.

I’ve seen clients denied interviews or passed over based on AI tools that penalize gaps in employment, nontraditional career paths, or even speech patterns, factors that disproportionately affect women, people with disabilities, and workers of color.

Because these tools often lack transparency, it’s incredibly difficult for job seekers to challenge the decision or even understand what went wrong, which raises significant concerns about fairness and accountability.

At Hones Law, we’re addressing this risk by staying vigilant about how AI is used in hiring decisions and advocating for clearer disclosures from employers.

When clients come to us suspecting algorithmic discrimination, we push for data transparency and audit trails in discovery. We also educate workers about their rights and how to spot potential red flags in the hiring process.

Until there’s stronger federal guidance, legal practitioners have a responsibility to call out misuse and ensure that technological efficiency doesn’t come at the cost of equal opportunity.

Adam Wagner
COO, Raindrop Agency

Adam Wagner – Raindrop

One serious risk with AI-driven hiring is the reinforcement of unconscious bias through historical data.

If the algorithm is trained on past hiring patterns, it may favor candidates who “look like” previous hires, locking out diverse talent.

That’s a huge problem in creative industries where fresh thinking thrives on diverse perspectives.

At Raindrop, we use AI tools only to streamline admin—not to make hiring calls.

We keep people at the center of people decisions. Final interviews, team fit, and creative evaluations are all human-led.

Keith Kakadia
Founder & CEO, Sociallyin

Keith Kakadia – Sociallyin

AI-driven hiring can unintentionally reinforce bias if it relies on historical data that reflects societal inequalities, like the underrepresentation of women or people of color in leadership roles. One major risk is that these algorithms might filter out qualified candidates based on biased patterns they learned from flawed datasets.

At Sociallyin, we use AI to support hiring, not drive it. We pair machine learning tools with human oversight to ensure decisions are inclusive and reflective of our core values. Our team also conducts regular audits of AI systems and prioritizes transparency in job descriptions, application flows, and screening processes. Ultimately, AI should enhance—not replace—human judgment in recruitment.”

Kristiyan Yankov
Co-founder & Growth Marketer, Above Apex

Kristiyan Yankov – Above Apex

A real problem with AI in hiring is that it focuses too much on formal credentials—degrees, certifications, buzzwords—and not enough on what people have actually done. In marketing especially, we care more about someone who’s built something real, even if it’s small, than someone who just has “marketing” on their diploma.

Curious people who love learning and trying new things always outperform those who just checked boxes at some random course or school. That’s hard for AI to recognize. At Above Apex, we still manually review every candidate who applies—even if the system ranks them low. Some of our best people were flagged as not suitable for the position, but they’ve got the mindset you can’t teach.

Zach Fertig
Co-owner, Property Leads

Zach Fertig – Property Leads

The right hires are crucial to sales-driven teams like ours.

A serious consequence I’ve been seeing with AI-driven hiring is the very real potential that top talent could be overlooked all because of algorithm bias. In sales, soft skills are just as important as hard skills.

But, it’s hard to translate soft skills like personality, grit, and adaptability on paper in a way that AI fully understands.

A miss like this could mean thousands in lost revenue and slower deal flow.

There still needs to be a good balance between human intuition and AI efficiency.

David Hunt
COO, Versys Media

David Hunt – Versys Media

AI-driven hiring is indeed a double-edged sword. While it offers efficiency, one serious adverse consequence is that it can inadvertently reinforce existing biases. For instance, if the data used to train AI systems predominantly reflects historical hiring patterns, it may favor certain demographics, leading to the exclusion of qualified candidates from diverse backgrounds.

To mitigate this risk at Versys Media, we focus on ensuring diversity in our candidate pool and regularly auditing our AI tools for bias. Additionally, we emphasize human oversight in the hiring process, balancing technology with personal judgment to create a more equitable approach.

Steven Rodemer
Owner & Attorney, Law Office of Rodemer & Kane DUI, Criminal Defense Attorney

Steven Rodemer – Law Office of Rodemer & Kane

AI-driven hiring poses a serious threat to the integrity of law practice by filtering out qualified candidates based on flawed data patterns. In criminal defense, success depends on courtroom skill, not algorithmic conformity. AI doesn’t account for trial experience, real-time decision-making, or how someone handles pressure before a judge or jury.

I’ve seen candidates rejected for things like career shifts or military service gaps, factors that, in this field, often signal resilience and leadership. One of the best trial lawyers I hired was a former prosecutor who took time off to care for a family member. No AI would have flagged that as a strength.

I review every applicant personally. I look at their results, not résumé keywords. The stakes in this field are too high to let a machine decide who gets through the door. If you care about results, you need people, not programs, making those calls.

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

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

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

Recent Posts

The True Cost of Quiet Firing: An Expert HR Perspective

by

The True Cost of Quiet Firing: An Expert HR Perspective

Quiet firing is the silent, passive-aggressive strategy of making an employee’s role so stagnant, unsupported, and unfulfilling that they are subtly pushed towards the exit, often to avoid a direct confrontation or a formal termination process.

In the fast-paced and relationship-driven workplace of 2025, this slow erosion of support and opportunity is not just poor management; it’s a powerful corrosive agent. 

It quietly poisons team morale, shatters the psychological safety of the entire workforce, and can expose organizations to significant legal and reputational risks.

But what is the single most destructive consequence of this practice that stands out from an organizational standpoint? 

To pinpoint the greatest danger, we turned to a panel of seasoned HR experts and business leaders from across industries with one critical question:

“From an HR perspective, what is the most detrimental effect of quiet firing?”

Their responses serve as a stark warning, highlighting the deep, lasting damage this practice inflicts not just on the individual employee, but on the very fabric and future success of an organization.

Read on!

Zach Shepard
Principal, Braddock Investment Group Inc

Toxic Culture: Quiet Firing’s Most Damaging Effect

I have seen the damaging effects of quiet firing on both the employer and employee.

Referring to the practice of terminating an employee’s employment without clear communication or documentation, quiet firing can have serious consequences for the entire organization, but from an HR perspective, there is one effect that stands out as the most detrimental – a toxic workplace culture.

When an employee is quietly fired, it sends a message to other employees that their job security is not guaranteed and they could be next. This creates a sense of fear and mistrust within the workplace, leading to decreased morale and productivity.

Employees may also feel like they are walking on eggshells, constantly worried about making a mistake and being fired without warning.

Martin Weidemann
Owner, Mexico-City-Private-Driver.com

Trust Erosion Poisons Team Beyond Individual Impact

The most detrimental effect of quiet firing, from my experience, running Mexico-City-Private-Driver.com, is the silent erosion of trust—not just between management and the employee being edged out, but across the entire team.

I learned this the hard way in our early days when we subtly sidelined a driver who had recurring punctuality issues rather than addressing it directly.

What followed was unexpected: other team members noticed the avoidance, whispered about favoritism, and even began holding back their own concerns.

Within two months, our Net Promoter Score among drivers dropped from 82 to 65, and bookings dipped slightly due to declining morale that translated into service quality.

It taught me something simple but powerful: employees would rather hear a hard truth than endure a soft freeze. In hospitality and transportation—where every smile, every safe arrival counts—quiet firing doesn’t just hurt the one individual. It quietly poisons the culture.

Since then, we’ve adopted a transparent feedback approach, which helped us achieve a 98% driver retention rate over the last 12 months.

Doug Crawford
President & Founder, Best Trade Schools

Quiet Firing Destroys Trust, Triggers Legal Risks

The greatest impact of quiet firing is the lack of trust between workers and the leaders. In the case of the employee, when performance is not dealt with directly, he/she is demoralized and detached, unsure of his/her job. The results are poor morale, low productivity, and increased rate of turnover.

Ripple effect goes above and beyond the individuals that are involved so they can affect the entire team. When the employees are anxious, innovation and cooperation are hurt, making the company less successful in the long run.

Quiet firing is an activity that puts organizations at the risk of legal and reputational costs. Unless the communication process is properly done, and the procedure is a fair one, the employees who believe they have been victimized can seek the protection of the law, which would further tarnish the image of the company.

The concept of quiet firing takes away the roots of employee loyalty and makes it toxic working in a company.

David Quintero
CEO and Marketing Expert, NewswireJet

Silent Dismissals Create Contagious Trust Breakdown

Quiet firing corrodes trust faster than any official layoff.

When employees feel sidelined without transparency, it creates a silent contagion—lower engagement, higher attrition, and a culture of second-guessing. We’ve worked with brands where one instance of quiet firing triggered waves of voluntary exits and reputational damage on Glassdoor.

I’m David Quintero, CEO of NewswireJet. We help companies manage both media narratives and internal communications, and we’ve seen firsthand how passive disengagement from leadership becomes a PR crisis waiting to happen.

Jeremy Ames
Leader, Workplace Technology

Uncertainty From Quiet Exits Fuels Workplace Anxiety

In terms of the workplace, few things are more demoralizing than finding out either with very short notice or, worse yet, after a coworker has exited the organization.

Quiet firing is the extreme version of eliciting that emotion, wherein the departure of a colleague introduces an element of uncertainty which increases anxiety. The fear of “could I be next” has long plagued the workforce, especially in times where mass layoffs dominate the headlines.

Conversely, while any involuntary termination can have an impact, the more predictable those unfortunate events can be made, the more mentally healthy things will be for employees.

Jim Hickey
President, Perpetual Talent Solutions

Quiet Firing Compromises Leadership Integrity and Culture

I don’t believe in quiet firing. And while it’s clearly unfair to the employee and often creates a ripple effect of unease across the team, my issue with it is more personal: I don’t feel at peace with a situation until there’s full understanding.

That means having a real conversation, not just a quick meeting or a vague performance review, but a clear, respectful dialogue that gives both parties the opportunity to process what’s happening. These conversations take time, and they’re often uncomfortable, but they’re necessary.

Rushing through an employee’s exit — or worse, creating conditions where they simply choose to leave — feels unfinished to me. It lingers.

I would caution any leader considering quiet firing to think carefully about its long-term effects on your own sense of integrity. It might feel easier in the moment to avoid a difficult conversation, to let someone drift out rather than actively part ways. But that lack of transparency has a way of catching up with you emotionally. It erodes the culture you’re trying to build and undermines your own sense of leadership.

Running a business isn’t just about outcomes; it’s also about how you feel about the work you’re doing and the way you’re doing it. A strong HR strategy protects your conscience alongside the company.

George Fironov
Co-Founder & CEO, Talmatic

Trust Erosion Makes Quiet Firing Fatal

I don`t like quiet firing! And I don`t recommend companies which want to succeed to use it all, because of its most devastating effect – the erosion of trust and psychological safety within the wider team.

It is very bad for the company`s culture and reputation. As employees witness their colleagues being systematically excluded or ignored without cause, it generates a culture of fear and disengagement, leading to erosion in morale, retention, and overall organizational performance.

Shane Lucado, Esq.
Founder & CEO, InPerSuit™

Quiet Firing Teaches Teams to Avoid Risk

Quiet firing might dodge confrontation, but it leaves a paper trail of dysfunction. It is bad policy, worse leadership.

The most damaging part is what it teaches the rest of the team. When someone is iced out instead of given clear feedback, everyone watching learns to avoid risk, avoid management, and stay under the radar.

You lose initiative.

People start hoarding tasks or tiptoeing through their day. That creates a 20 percent drop in discretionary effort, which is harder to fix than a vacancy.

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

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

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

Recent Posts

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

by

June 30, 2025

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

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

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

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

  • The Evolution of Remote IT Work

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

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

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

Trends in Remote IT Work:

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

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

  • Advantages of Global IT Hiring

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

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

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

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

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

  • Challenges in Global IT Recruitment

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

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

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

Strategies for Addressing Global IT Recruitment Challenges:

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

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

  • Strategies for Successful Global IT Hiring

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

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

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

  • Future of Global IT Hiring

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

Predicted Trends:

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

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

  • Conclusion

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

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

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

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

About the Author

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

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

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

Mending the Trust Divide: Strategies for a More Engaged Workforce

by

Mending the Trust Divide: Strategies for a More Engaged Workforce

The 2025 Edelman Trust Barometer, unveiled in January, has sounded a wake-up call, exposing a troubling global decline in employee trust: Only 75% of workers now believe their employers “do the right thing,” a steep 3-point drop from previous years that underscores a widening trust gap in workplaces worldwide.

As organizations navigate a landscape marked by remote work fatigue, economic uncertainty, and a 3.5% unemployment rate (SHRM, 2025), this erosion of confidence threatens morale, productivity, and retention.

The Techronicler team reached out to a powerhouse panel of HR experts and business leaders to confront this pressing challenge with a critical query:

As an HR or business leader, what practical steps would you suggest to rebuild trust and address this workplace challenge?

Their insightful, hands-on strategies—ranging from transparent communication to innovative engagement initiatives—promise to bridge the divide and reignite a culture of trust.

Dive into their expert roadmaps and discover how to transform your workplace for the better!

Read on!

Kurt Uhlir
Chief Marketing Officer, eZ Home Search

Kurt Uhlir

Let’s stop pretending the trust gap is just about layoffs or bad CEOs—it’s about a lack of clarity and connection.

In my experience leading high-growth companies and coaching other GTM leaders, I see two major breakdowns behind today’s erosion in employee trust.

First, there’s a transparency gap:- Too many leadership teams fail to explain the why behind business decisions. I’m not saying share every spreadsheet—but employees should understand the key outcomes the company is aiming for, across different timeframes. Just as important, they need to know how their day-to-day work contributes. Without that, people feel like bystanders. So when leaders say “we missed our numbers,” it doesn’t feel honest—it feels disconnected. In hindsight, employees often realize they could’ve helped—if only someone had taken the time to connect the dots. Leaders need to remember, sometimes you have to go slow to go fast—or go far.

Second, return-to-office mandates have fractured trust by ignoring how distributed teams really operate:- I’ve said this before, and it keeps proving true: Once your team expands beyond a single office, every additional location functionally becomes remote. That’s when your workplace strategy either scales your culture—or erodes it. I’m not hiring people to sit in a building. I’m hiring them to drive results. Many RTO policies send the wrong message: “We don’t trust you unless we can see you.” That’s a culture killer. And the irony? With modern tools, I have better visibility into performance today than ever before.

Rebuilding trust takes more than a town hall or a Slack update. It requires intentional leadership, visible actions, and repeated clarity. Start there—and the culture will follow.

Margaret Buj
Principal Recruiter, Mixmax

Margaret Buj

Trust is built in the small moments- clear communication, fair treatment, and follow-through. At Mixmax, we operate with a lot of transparency: hiring managers and leadership share strategy updates regularly, and we don’t over-promise.

In my coaching work, the companies that retain trust even in hard times are the ones that:

  • Acknowledge uncertainty honestly.
  • Involve employees in decisions where possible.
  • Follow through on what they say they’ll do (e.g., support for DEI, real investment in wellness, not just performative posts).

Trust can’t be rebuilt overnight, but consistency matters. One leader I worked with started weekly “Ask Me Anything” sessions during a reorg – it turned employee anxiety into collaboration.

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

Dr. Kirk Adams

To rebuild trust in the workplace, especially from a disability inclusion standpoint, leaders must prioritize accessibility, representation, and open communication.

Start by embedding disability inclusion into core values and policies. Ensure all digital and physical environments meet or exceed accessibility standards, and provide reasonable accommodations proactively, not reactively.

Establish Employee Resource Groups (ERGs), which are voluntary, employee-led groups that support community and belonging, for people with disabilities. Make sure these groups have executive sponsorship. Inclusive hiring practices, visible leadership commitment, and regular training on disability awareness foster a culture of respect. Involve employees with disabilities in decision-making processes.

Nothing about us without us. Transparent communication about progress and challenges builds credibility and trust. When employees feel seen, heard, and supported, trust follows.

Genevieve Piturro
Founder, Genevieve Piturro LLC

Genevieve Piturro

The change-maker for building trust between management and employees is right in front of us, a truth we’ve always known in our hearts – genuine human connection. It has taken me 25 years to fully embrace the leadership truth that human connection is the expression of love – and love is the key to success for all of us growing our organizations.

Here are a few ways leaders can build trust:

Start each day by asking yourself, “What can I do to bring people together?”: Have some fun and surprise everyone with a long lunch and a game tournament! Try Checkers, Monopoly, even Family Feud! Or, go bigger and bring in a pro to facilitate a Murder Mystery event! While together, highlight uplifting news or updates on a current goal to inspire engaging conversation. Having team fun will last far longer than one day.

“Do you have 30 minutes today? I’d like to know how it’s going.”: Invite someone you’re still getting to know for a one-on-one. Let them know you’re interested in how they’re doing with the project they’re working on and if they have any special weekend or summer plans coming up. Let your heart lead your conversation – it knows exactly what to do – and say.

“What’s one skill that most people don’t know you have?”: It’s SPRING – Take it Outside! Enjoy the smell of flowers and soak up some sun by moving your team – and your conversations outside. Make it fun by ordering a picnic lunch complete with fruit, cheese, sandwiches, chips, and dessert. Start off by asking each team member to answer one question such as, “What’s 1 skill that most people don’t know you have?”

Ruth Rathblott
Speaker, Author, Ruth Rathblott

Ruth Rathblott

The drop in employee trust isn’t just about policies or perks, or just a data point; it reflects something deeper: people don’t feel safe to fully show up at work.

As someone who hid my limb difference for 25 years, I know the toll it takes to pretend everything’s fine—to stay quiet, to overperform in hopes of belonging. That same dynamic plays out in workplaces every day.

And as a former CEO, I also know what it’s like to be in the leadership seat—wanting to build trust with your team, but not always knowing if you’re creating the space for it. It can be lonely. And it takes intentional, consistent work.

When employees feel they have to hide—parts of their identity, their concerns, or their ideas—trust breaks down. And that disconnection quietly erodes engagement, innovation, and retention.

To rebuild trust, leaders need to go first. That means:

  • Naming what’s not being said: Create space for honest, two-way dialogue—not just surveys or check-ins.
  • Modeling vulnerability: When leaders share a challenge or truth, they give others permission to do the same.
  • Valuing difference over sameness: Reward the voices that bring something new—not just the ones that echo the norm.

Trust isn’t a checkbox—it’s a culture. And it starts when people feel safe enough to be seen and ask for the support they need. It’s also a two-way street!

Christopher Migliaccio
Founder, Warren and Migliaccio LLP

Christopher Migliaccio

I’ve led a law firm through major transitions and understand how trust can make—or—break a professional environment.

Over the years, we’ve built a culture that emphasizes transparency and follow-through.

This is what my experiences have taught me:

One of the most effective ways to rebuild employee trust is to ensure that leadership models accountability.

When something goes wrong, owning the mistake publicly, rather than spinning it, can be more powerful than any team-building activity.

Equally important is the consistency between what leadership says and what it does.

Trust breaks when there’s a gap between messaging and action. It rebuilds when even the small promises are kept.

Finally, give employees a meaningful seat at the table—ask for their feedback, implement what you can, and explain transparently when you can’t.

David Goldstein
Founder, TeamBonding

David Goldstein

Drawing from decades of industry experience, I emphasize that involving employees in meaningful Corporate Social Responsibility (CSR) activities offers profound benefits, especially in today’s uncertain economic climate.

These initiatives don’t just check a box, they foster a powerful sense of purpose and unity when employees work together towards a common cause.

For organizations, they are a way to demonstrate company values in action and a commitment to making a positive impact both for employees and the larger community.

CSR team-building events, like TeamBonding’s Do Good Bus or Charity Bike Build, are opportunities to boost engagement and create lasting, positive memories, transforming team building into genuinely impactful and fun experiences.

Elene Cafasso
President, Enerpace

Elene Cafasso

The number one way to build trust is to have a high “say/do ratio”. If you say it, announce it or promise it – do it!

Frequent changes in direction lose buy-in because they’re just the “flavor of the month”. Eventually, they’re ignored.

Authentic, frequent communication is the foundation of trust. Speak in conversational language, not PR soundbites.

Even if there’s something you can’t share yet, address the elephant in the room or any rumors. Let folks know when you will be able to share more, or why you can’t do so at this time.

Even if employees don’t like the message, they’ll appreciate your honesty.

Our reptilian brains get triggered when there’s a lack of control, certainty or fairness. Trust is extraordinarily difficult to rebuild if any of these are missing.

Use the Golden Rule and treat people like intelligent adults. It pays off!

Andrea Hayley-Sankaran
Owner, Lotuswood Organic Wellness Farm

Andrea Hayley-Sankaran

Rebuilding trust starts with listening—and really meaning it.

At Lotuswood Farm, we keep things small, intimate, and transparent. But even in a tight-knit team, trust can waver when people feel like their voice doesn’t matter. So I make it a point to ask questions without an agenda, to have open conversations where no one is punished for telling the truth.

I also believe leaders need to show more vulnerability. If you want people to trust you, you have to admit when you’re unsure or when you’ve made the wrong call. That builds emotional safety, and emotional safety builds trust.

When trust is present, people take initiative, offer ideas, and stick around for the long haul—not because they have to, but because they want to.

David Maffei
SVP & GM, Staffbase

David Maffei

Rebuilding trust in the workplace starts with strong, consistent communication, and middle managers are the unsung heroes who can make that happen.

As the most trusted source of information, with 57% of employees saying they trust their immediate supervisor “a great deal,” middle managers play a critical role in bridging leadership and frontline teams.

Organizations should provide these managers with timely, transparent updates and encourage two-way communication to further this sense of trust.

Staffbase’s data revealed that 88% of employees who feel well informed about changes also report being happy in their jobs, which ultimately contributes to employee retention and productivity.

Leveraging trusted tools like employee apps, ranked the top source of information by 60% of users, can also further enhance transparency and engagement.

When communication flows clearly and consistently, trust follows.

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

Ending Blame Culture: Leaders’ Playbook for Workforce Growth

by

Ending Blame Culture: Leaders’ Playbook for Workforce Growth

Accountability forms the bedrock of a high-performing organizational culture, but for many teams, the tendency to shift blame creates a significant obstacle.

Often stemming from fear of failure or a lack of ownership, this behavior can undermine workforce morale, stall professional growth, and contribute to a 20% decline in employee engagement, as reported by Gallup in 2024.

In 2025, with a 3.5% unemployment rate (SHRM, 2025) intensifying talent competition and economic pressures mounting, cultivating accountability has become a top priority for business success.

The HR Spotlight team engaged with HR and business leaders to tackle the question:

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

Their responses—from fostering open communication to implementing tech-driven performance tracking—provide actionable insights for creating a culture of responsibility and teamwork, empowering organizations to flourish amidst today’s economic and cultural challenges.

Read on!

Leila Rao
Agile Coach, Author, Cultural Cartography

Leila Rao

To strengthen accountability, start with clear expectations and shared goals. When people know what success looks like, and how it fits into the broader purpose, they can take initiative with confidence.

It also helps when work is visible. Supported, not surveilled, celebrating progress and making room for real-time course correction when needed.

And perhaps most importantly, accountability stems from feedback – especially when it’s part of everyday culture, not just isolated occasions.

A quick conversation, a thoughtful check-in, a moment of acknowledgment – these all reinforce that follow-through matters. It’s in showing up for each other that accountability becomes a shared value.

When people feel aligned, equipped, and respected, accountability doesn’t need to be enforced, it’s embedded.

Nirmal G
Founder & CMO, WP Creative

Nirmal G

I used to think accountability was about setting rules and hoping people followed them. But what really changed for us was creating a space where people felt safe to speak up.

What I noticed was that when something went wrong there was either silence or finger pointing. That slows everything down and builds tension. So we made one simple change. Every task has one clear owner. No confusion, no passing the buck.

We also started doing weekly check-ins. These aren’t formal meetings, just a chance to talk about what’s working and where someone might need help. It’s helped people feel more supported and less defensive. I also make sure to own my mistakes. If I mess up I say it. That sets the tone.

When people see being honest won’t get them in trouble they’re more likely to take responsibility. Over time that built a stronger, more accountable team.

Ushmana Rai
Owner, TDEE Calculator

Ushmana Rai

Shifting blame is usually an indication of a more insecure, confused, or untrusting state of being in people. The solution that I have always turned to is creating an accountability culture where it is seen as empowering, rather than punishing.

Define ownership clearly: There must always be one, and only one, person who is responsible for every task or project. Shared responsibility leads to shared excuses.

Make accountability visible: We just have simple dashboards open to all, with tasks, owners, and deadlines on it. The visibility alone brings in enough pressure—without micromanagement.

Normalization of accountability from the top: Leaders have to show what it means to own up to mistakes. If a manager doesn’t ever say, “This is my fault,” no one else will.

Looking forward to holding oneself accountable: Instead of raising questions like, “Who is to blame?”, we ask, “How can we avoid such things in the future?” It is a change in orientation from defensiveness to improvement.

Accountability can only be active when people feel empowered and trusted. It is not about control; it is about clarity, consistency, and culture.

Jean-Louis Benard
Co-founder & CEO, Sociabble

Jean-Louis Benard

Accountability in the workplace is important for overall success. Maintaining it is not just limited to having expectations and rules in place. One of the biggest challenges I have faced is tackling employees who have the tendency to shift blame.

To handle this issue, I focused on offering my team psychological safety, where they feel safe to own both their successes and failures. This doesn’t mean you overlook mistakes. You simply normalize failure and turn it into a learning opportunity.

The best way to do this is to stay vulnerable and open about your own mistakes and lessons. Teams are often more open to learning and improving when they feel it is okay to make mistakes.

To build a sense of accountability, clear communication is also important. Have specific expectations for each individual and goals that can be tracked so that everyone knows what they are responsible for.

Regular check-ins, celebrating small wins, and discussing areas of improvement can also make a difference.

Finally, tell your teams about the difference their work is making in the company.

When employees understand their direct impact, they are more likely to take ownership and hold themselves accountable.

This way, their morale will improve, and they will work for continuous growth.

Corina Tham
Finance & Sales Director, CheapForexVPS

Corina Tham

Fostering accountability in the workplace begins with defining clear responsibilities and demonstrating them in action.

I think it’s vital to build a culture where team members grasp their duties and feel encouraged to take charge of their work. Consistent feedback sessions and transparent conversations have worked well for me to track progress and resolve obstacles early on.

I’ve also noticed that celebrating individual achievements reinforces a sense of duty, as people are naturally motivated to keep performing well. When errors occur, I promote discussions centered on growth and solutions rather than assigning blame.

Trust is equally crucial—showing confidence in your team inspires them to respond with accountability.

At its core, it’s about creating an atmosphere where everyone feels appreciated and driven to deliver their best.

Dr. Victoria Grinman
Psychotherapist, Leadership Advisor

Dr. Victoria Grinman

From my work with teams navigating growth and change, I’ve found that blame rarely stems from malice; it’s often a protective reflex in environments where psychological safety is low and perfection is prized over process.

To counter this, I guide leaders to:

  • Normalize healthy mistake culture by modeling self-accountability at the top and actively celebrating course correction as a sign of strength.
  • Use values as anchors—when accountability is framed as alignment with shared values rather than personal flaw, people step forward rather than shrink back.
  • Create feedback systems that invite ownership: Regular, skillful feedback loops—paired with development-oriented 1:1s—turn defensiveness into engagement.

Dr. Felix Lucian Happich
CEO & Founder, Formation Consultant

Dr. Felix Lucian Happich

Any business owner will tell you that mistakes are inevitable in running an enterprise. Success will depend on how one reacts to it. To encourage accountability in the workplace, focus on the process rather than the person to blame.

Simon Sinek, author of Start with Why, has said that leaders who shift blame to employees can erode trust and create a culture of fear. He also said that accountability starts from the leaders. Instead of asking who made the mistake, true accountability focuses on why things went wrong.

Concrete ways that this can be achieved include setting up a clear system where expectations and roles are clearly defined. There should also be a regular set of feedback mechanisms that makes use of measurable and realistic goals. Clarity can help a business owner spot issues more easily.

Finally, ensure that there is a culture of responsibility in the company. Open communication and productive feedback loops should be in place. An example of this is regular check-ins and performance reviews.

Jocelyn Greenky
Founder, Sider Road

Jocelyn Greenky

When you’re seeking to improve accountability, it pays to be more cut and dried than you would be in another aspect of your business and employee relations.

Here’s my advice, stop the blame game dead in its tracks by sticking to facts: whose job was it to get a particular task done? What was the hangup? Stay business-like and non emotional.

Create, on your own, an SOP (standard operating procedure) document to ensure transparency moving forward and this may require a digital checklist.

Shifting blame is a CLASSIC tactic of manipulators – there are many in our work environments – I call this being an offensive player. Some people are brilliant at this because most colleagues are not prepared for this type of aggression.

Good bosses know a bully when they see one. Addressing micro or macro aggressions face to face will go a long way to culling bad habits in your staff and boosting company morale.

Brian Futral
Founder & Head of Content, The Marketing Heaven

Brain Futral

Kill the Hero Culture: The fastest way to poison accountability is to idolize the firefighter who swoops in to fix everything at the last minute. That mindset creates blame silos. Instead, we reward consistency, not crisis control. When someone messes up but reports it early, they’re praised louder than the person who hides it until it’s unfixable.

You want to make accountability less about punishment and more about process alignment. I run post-error celebrations. It sounds weird, but it works. We dissect mistakes over donuts. When people know they won’t be shamed, they get honest fast.

Accountability by Design: We also engineered responsibility into our workflows. Not “you own this task” nonsense, but “you own this metric.” If a campaign tanks, no one’s hiding behind a task list they’re answering to performance data they agreed to own.

Most folks don’t avoid responsibility because they’re lazy; they avoid it because they think it’ll blow back unfairly. Fix that, and accountability becomes self-reinforcing.

The AI arms race brewing globally will leave behind organizations that can’t self-correct quickly. Accountability isn’t a buzzword. It’s a competitive edge.

In my shop, you’re not ready for leadership if you can’t say what went wrong and what you’ll do differently next time. And that clarity builds trust like nothing else.

Margaret Rogers
CEO, Pariveda Solutions

Margaret Rogers

It really starts with making sure there is alignment and a shared understanding of what someone’s role is accountable for, the outcomes that they drive, and principles of behavior. For experienced people, they will be better equipped to define how they get to the outcomes they are responsible for, while those early in their career might need more directing.

Quantitative and qualitative feedback loops are critical here for a person to be able to adapt what they are doing, especially if what they are doing is not working. It’s also why it’s critical to have a team that is committed to each others’ success, is willing to talk about our blind spots with candor and respect, and be open to taking in the feedback from others. When you have a team that can communicate this way, you offer the psychological safety required to avoid the need for blame-shifting all together.

As for the rationalizing or redirecting that often comes with blame-shifting, it’s important that these difficult conversations stay focused on what was in their control and what was within their ability to influence. As a leader, you have to provide some level of grace while still being able to hold others to the expectations they agreed to when they took the job.

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