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Unpopular HR Policies: Turning Pushback Into Progress

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Unpopular HR Policies: Turning Pushback Into Progress

What if the HR policy you’re defending with spreadsheets and compliance checklists is secretly the biggest threat to the culture you’re trying to protect?

Across industries, one uncomfortable pattern repeats: the rules designed to safeguard organizations often feel like handcuffs to the very people they’re meant to empower.

This HR Spotlight dares to ask the question most leaders avoid: are we enforcing policies—or are we enforcing distrust?

From mandatory reporting to bilingual mandates, from weekend response rules to personal goal-setting programs, seasoned leaders reveal the policies that ignite the fiercest pushback—and the surprisingly human fixes that flipped resistance into ownership.

Their stories prove one thing: when employees understand the “why,” see the win, and feel the respect, even the toughest policies become the glue that holds high-performing teams together.

In 2025’s war for talent, these lessons are pure gold.

Read on!

John Howley
Managing Partner, Howley Law Firm

After 30+ years in litigation, the policy that gets the hardest pushback is mandatory harassment reporting–especially when employees think they’re protecting a colleague by staying quiet.

I’ve seen these cases that should’ve been slam-dunks, because by the time people finally report, the evidence is stale and witnesses have scattered.

I had a case where a harassed nanny eventually won $1 million, but it took two years longer than it should have because her friends at the agency knew what was happening and said nothing.

They thought they were being loyal.

When we finally built the case, those same coworkers became crucial witnesses–but if they’d reported early, she could’ve been protected immediately and avoided months of hell.

What works is showing the math.

In my $80 million race discrimination case against Sodexho Marriott, the company’s own failure to enforce their reporting policy created a paper trail that made our job easier.

I tell HR: frame reporting as protecting coworkers, not snitching on them, because silence lets bad actors hurt more people.

When employees see that early reporting actually shortens investigations and gets faster resolutions, resistance drops fast.

Report Early, Protect Everyone

Lucas Simmons
CEO, Gener8 Media

I ran production teams at Gener8 Media and honestly? The biggest pushback wasn’t an HR policy–it was the creative approval process.

Directors and editors hated having clients review cuts at multiple stages, saying it “killed the creative vision” and added weeks to timelines.

The breaking point came during our Unseen Chains documentary about human trafficking.

One of my editors wanted full creative control until final delivery, but I insisted on showing rough cuts to Drive 4 Impact throughout.

He pushed back hard, saying it would compromise the artistry.

Then during a mid-production review, the nonprofit caught a factual error about trafficking statistics that would’ve destroyed our credibility if it made the final cut. That one catch saved the entire $180K project.

I started showing the team our client retention numbers–we had 87% repeat business specifically because clients felt involved in the process, not surprised at the end.

When crew members saw that their jobs existed because of this policy, not despite it, resistance dropped fast.

Now I frame client reviews as “insurance against expensive reshoots” and suddenly it’s not an annoying policy, it’s protecting everyone’s paycheck.

The shift happened when I stopped defending it as policy and started showing real money saved. Numbers change minds faster than principles.

Client Reviews Save Jobs

Jeff Bogue
President, Momentum Ministry Partners

Leading a 150+ person staff across eight campuses, the biggest pushback I’ve consistently seen is around scheduling flexibility–specifically when we implemented mandatory all-staff gatherings.

People want autonomy over their calendars, and asking ministry professionals to block out non-negotiable meeting times felt controlling to many.

What shifted the resistance was changing how we communicated the “why.”

Instead of announcing “mandatory staff meetings,” we reframed them as “team days” and showed our budget–we were investing $12,000 in bringing everyone together because we believed in them.

When people saw we were spending real money because we valued unity and development, attendance jumped from 70% to 94% within three months.

The real breakthrough came when I started sharing specific stories of what happened because we gathered.

A youth pastor met a finance team member at one of these events, which led to a conversation that solved a budget problem plaguing his department for months.

Staff started seeing these gatherings as networking gold rather than time theft.

My recommendation: stop defending the policy and start showcasing the tangible wins that come from it.

Collect three stories in the first 60 days of implementation where the policy directly solved a problem or created an opportunity. Resistance fades when people see proof, not principles.

Team Days Beat Mandatory Meetings

Seth Yingling
Owner, Yingling Builders

Hey, I run a custom home building company in West Central Illinois, and while I don’t deal with traditional HR policies, I’ve steered plenty of pushback on construction standards and building protocols–the parallels are pretty similar.

The biggest resistance I see is when people don’t understand why a rule exists.

When I introduced stricter quality checkpoints and required more frequent inspections with our builds, my team initially saw it as slowing them down.

But once I explained that these steps prevented costly callbacks and protected our reputation (which directly affected their job security), the pushback disappeared. People resist what they don’t understand.

My recommendation: involve your team in the conversation before rolling out the policy.

When we switched to Wausau Home Products in 2021, I didn’t just announce it–I showed the crew actual examples of how it made their work easier and reduced errors. That buy-in made all the difference.

Also, admit when something isn’t working and adjust.

We tried a new scheduling system last year that looked great on paper but created chaos on job sites. I scrapped it within two weeks.

Your credibility goes way up when people see you’re willing to listen and adapt rather than forcing something that clearly isn’t right.

Explain Why, Resistance Dies

D.J. Hearsey
Principal Agent, Select Insurance Group

I’ve built Select Insurance Group from the ground up with 12 locations across the Southeast, and the HR policy that creates the most friction? Mandatory bilingual capability requirements for customer-facing roles–especially in markets where we’re expanding.

When we moved into new territories in Georgia and the Carolinas, some existing staff pushed back hard on needing Spanish-speaking team members at every location.

They’d argue “this isn’t Miami” or question why we couldn’t just route calls elsewhere. The tension was real because it felt like their advancement opportunities were being limited.

What changed the conversation was showing them our Orlando retention numbers.

At our Florida offices where agents like Natalie Rivera and Diana Estrada handled both English and Spanish clients seamlessly, our customer lifetime value was 2.3x higher than English-only locations.

More importantly, those bilingual agents were closing 40% more policies per month because they could serve walk-ins that other agencies in the area were turning away.

I made it a growth opportunity instead of a gate.

We started offering paid Spanish classes during work hours and gave bonuses for certification milestones.

Three agents who initially complained the loudest are now our top performers in Virginia because they invested six months learning conversational Spanish.

When your team sees bilingual colleagues getting bigger commission checks and better reviews, resistance turns into enrollment.

Bilingual Bonus Ends Complaints

Orrin Klopper
CEO, Netsurit

I’ve been running Netsurit for nearly 30 years with over 300 employees across three continents, and the policy that creates the most friction?

Personal goal-setting programs–especially when they’re mandatory.

When we launched our Dreams Program, about 40% of our team initially resisted.

They’d say “I don’t want my boss in my personal life” or “my goals are private.”

The pushback came from fear that we’d judge their ambitions or use personal information against them in performance reviews.

What changed everything was making it employee-owned, not management-driven.

We let staff choose their own accountability partners (not their direct managers), and we funded their goals without requiring detailed justifications.

One team member wanted to learn guitar–we paid for lessons, no questions asked. Another wanted to run a marathon–we covered the training program and race fees.

The key was proving through action that this wasn’t a corporate manipulation tactic.

When people saw coworkers actually achieving personal dreams with company support, and zero strings attached, resistance dropped to almost nothing.

Now it’s one of our most valued benefits, but only because we gave up control and made it genuinely about them, not us.

Fund Dreams, Resistance Vanishes

Pleasant Lewis
Owner, Fitness CF

I’ve been running fitness centers in Florida for over 40 years, so I’ve seen my share of policy pushback.

The one that gets the most resistance? Mandatory customer feedback collection after every member interaction.

My front desk staff and trainers initially hated it because they felt like they were being constantly watched and judged.

They’d say “I already know my members are happy, why do we need another survey?”

But when we implemented our Medallia feedback system across Fitness CF locations, we found members were reporting issues staff assumed were fine–like equipment wait times during peak hours or confusing class schedules.

I sat down with the team and showed them real member comments where someone said “I almost cancelled, but then Sarah helped me find morning classes that fit my schedule.”

Suddenly they realized feedback wasn’t about catching mistakes–it was about celebrating wins and spotting problems before members walk out the door.

Our retention jumped because we could fix things in real-time instead of wondering why people didn’t renew.

The key was reframing it from “Big Brother watching” to “here’s proof your work matters.”

When a trainer sees a member specifically mention them in positive feedback, that changes everything.

Now my staff asks members to fill out surveys because they want that recognition.

Feedback Becomes Paycheck Proof

Brooks Humphreys
Founder, 614 HomeBuyers

People complain the most about attendance policies that mess with their flexible schedules.

At least around here. From our time in real estate, we learned that if you give people autonomy with clear expectations, you get fewer problems and they seem more into it.

My advice? Explain why the policy exists, then ask for their input. It almost always leads to a solution everyone can live with.

Flexible Schedules Beat Rigid Attendance Rules

Matthew Runyon
Partner, EMC Remodeling

I run a family roofing and remodeling company in Temple, TX, and honestly, the policy that gets the most pushback isn’t what you’d expect–it’s our mandatory 24-hour response acknowledgment for emergency calls, even on weekends. My guys hated it at first because they felt like they could never fully disconnect.

The real issue was they thought “acknowledgment” meant immediate dispatch.

I fixed the resistance by being crystal clear: acknowledge within an hour, but actual emergency work gets assigned by rotation and severity.

We track it simply–a quick text saying “Got it, evaluating now” counts. Since making that change, our complaint rate dropped to almost zero because the crew realized it’s 30 seconds of their time, not their whole weekend.

What made it stick was showing them our Google reviews. Before the policy, we had angry customers posting about “no one picking up during storms.” After? Our reviews jumped from 4.2 to 4.8 stars in six months, and I tied a quarterly bonus directly to maintaining that rating.

Suddenly everyone was fast on responses because it literally showed up in their paychecks.

The pattern I’ve seen: people resist policies when the “why” feels like it only benefits the company.

Link it to something they personally win from–reputation, tips, bonuses, fewer angry customer interactions–and resistance turns into buy-in fast.

Quick Texts Save Weekend Peace

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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After the Party Ends

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After the Party Ends: Guidance for handling unwanted sexual behaviours at the Christmas party

By Dr Enya Doyle (The Harassment Doctor™)

The company end of year “Christmas” party is supposed to be a time for celebration and connection; a chance for colleagues to unwind and enjoy each other’s company outside the pressures of daily work. Sounds idyllic. Nowadays, though, the work Christmas party has become synonymous with drunken disorder and unwanted sexual conduct in many organisations. And for HR leaders, that means the festive season often brings a spike in reports of unwanted sexual behaviours.

In many ways, investigating reports of sexual harm doesn’t change because it’s Christmas. But it’s fair to say that the context often makes it far more complicated. During holiday gatherings, when employees are in a more relaxed and celebratory state after what has been for many companies a challenging year, the potential for harm and organisational pressure seems to rise. These incidents have become so normalised at festive events that there can be added pressure, scrutiny, and emotion surrounding any subsequent investigation.

It’s likely too late for you to consider radical reframes of your company’s event this year which might make it safer going forward (alcohol-free, daytime, on site etc.). So, instead I’m sharing with you a couple of parts of the conversation I have most often with leaders in January. Because how you respond in those first hours and days matters. Not just for the individuals involved, but for the trust, safety, and culture of your entire organisation. Employees, especially vulnerable ones, are watching closely: Will you take concerns seriously? Do you act with care and consistency? Do you uphold your values even when it feels uncomfortable? When everyone’s tired? …or do you just shrug it off as an inevitable risk of having work parties?

A transparent, people-centred, timely and fair approach isn’t simply ‘best practice’, then – it’s a signal of what your organisation stands for all year round. Bearing that in mind, here are some reminders or reframes for you to bookmark:

How sure are you that your processes are trauma-informed in practice not just on paper?

It’s important that you respect the autonomy and agency of the person who has reported harm throughout. Don’t tell anyone in the organisation who doesn’t absolutely need to know, without their consent (e.g. their line manager, or someone who is managing a project they’re currently on).

When considering putting proportionate interim measures in place, we’re focusing on the impact on the vulnerable person(s), rather than any intent at this stage. You should of course communicate that any measures are not necessarily permanent or going to be used as evidence of ‘guilt’ in the investigation process, for everyone’s sake. Keep communication grounded (but not vague), calm and consistent. Everyone involved (including any witnesses, where relevant) should get signposting towards help including but not limited to your EAP, MHFAs, and importantly to relevant local/national helplines.

Being trauma-informed is a practice not a theory


At the end of the investigation, will people say that it felt like a maze to navigate?

Providing clear information about the investigation process, expected timelines, and who will be involved is the easiest win. Opacity breeds mistrust and speculation. You can work backwards with the people involved – reporting and reported person(s), witness(es) – in terms of potential outcomes of the investigation, how many meetings they’re likely to have and what the purposes of those meetings will be. Providing clarity and welcoming anyone involved to bring a supportive person with them to these conversations is important.

I really recommend that you take time to outline early that an outcome of not founded doesn’t mean malicious. In sexual misconduct cases, this is paramount given how prevalent the myth around false reports is. Even if the outcome isn’t a positive one for the reporting person(s), they shouldn’t feel like the investigation process retraumatised them or made it worse.

It’s always worth reminding people that they can withdraw their report at any time, and they don’t have to go through with the investigation – but be careful that it doesn’t sound like you’re coercing them to rescind the report because you’re busy or because it’s Christmas.

Be transparent from the outset

Does your policy allow for flexibility at high intensity times of the year?

Start the investigation promptly if you’re able to: secure evidence (which in 2025/2026 includes photos, screenshots and any online evidence like apologies sent via text or Slack), schedule interviews, and set realistic timelines for your organisation and the time of year. If you’ve got zero time before everyone is on mandatory break, then say that. Show awareness that it’s a high stress period of the year for them too and recognise the impact of this being unresolved over the break (if that’s the case). Timeliness shows seriousness and reduces stress for all parties. Nobody wants to be part of an investigation that should have been completed weeks or months ago. At the same time, no-one wants to be part of a botch investigation because it happened at the wrong time of the year.

Act quickly, without rushing


Even if they don’t like the outcome, will they say the investigation was done fairly?


Ensure the internal investigator is a good person to do it – they should be trained in investigations, preferably in ones that involve sexual harm, and they shouldn’t be a witness or a line manager of anyone involved. When we’re under the quash at high intensity periods, best practice can fly out the window. It’s important that each party is treated with the same care. The investigator should feel able to apply policies consistently (so they should understand them!) and avoid hierarchy or social dynamics to dictate the outcome.

If you’ve got checklists and processes for investigating, this is where they come into their own. If you don’t, put that on the to do list for January 2026.

Maintain fairness as your foundation

If everyone seems to know about it, what signal does it send when leadership say nothing about it?

So many investigations of sexual harm in the workplace do not involve witnesses. Your Christmas party is likely to be one of the only times where there might be witnesses, or where a colleague is told almost immediately after it happens. If this was witnessed or discussed publicly at the Christmas party, you’ve got a secondary issue to manage here. And this becomes an important opportunity to show awareness that it is likely that other members of your team will have experienced unwanted sexual behaviours – that this is not an abstract issue.

Employees notice how leaders respond to harm. This is where your awareness of whether you’ve got a gossip culture comes into its own. How you handle a situation that everyone knows about is objectively more difficult than handling one that is kept confidential. Share only what is necessary (which is usually very little if there are no witnesses or if you don’t have a “everyone knows everything about everyone” culture) but do so in a way that reinforces values like safety, accountability, and respect.

Under these circumstances especially, a well-handled investigation becomes a culture signal, and ultimately a prevention method.

Communicate thoughtfully with the wider organisation or team


About the Author

Dr Enya Doyle (The Harassment Doctor™) is a leading consultant on harassment prevention and workplace culture. Since completing her PhD in 2020, she has partnered with world-renowned brands to dismantle systemic barriers and build workplaces where people are safe, supported, and able to thrive.

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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The “Feeling Seen” Factor: Why Small Gestures Drive Big Retention

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The "Feeling Seen" Factor: Why Small Gestures Drive Big Retention

What if the quietest employee in the room is the one who feels most invisible, and what if that invisibility is quietly costing you your best talent?

In a world where 79% of people who quit cite “not feeling recognized” as the reason (Gallup), the question isn’t whether recognition matters; it’s whether yours actually lands.

This HR Spotlight pulls back the curtain on the subtle, specific rituals and everyday gestures that make people light up with “someone finally sees me.”

From handwritten cards that outshine gift cards to peer shout-outs that spark contagious energy, from “Mission Moments” that name remote heroes to simple questions that turn burnout into belonging, these leaders prove recognition isn’t about grand gestures; it’s about deliberate moments that say, without words, “your work, your struggle, and you matter here.”

In 2025’s hybrid reality, these are the sparks that turn good teams into unstoppable ones.

Read on!

Brandon Brown
CEO, Search Party

Funny story: when our team grew from just a handful to hundreds, I learned that recognition needed to scale without losing its authenticity.

One ritual that worked was ending big meetings with ‘shout-outs,’ where anyone could thank a teammate for going above and beyond the collective energy that was contagious.

My advice is to keep recognition authentic and diverse, mixing public praise with quiet one-on-one feedback so people feel valued in ways that resonate personally.

Shout-Outs Scale Without Losing Soul

Justin Carpenter
Founder, Jacksonville Maids

For our cleaning teams, feeling valued goes far beyond just paychecksit’s about everyday gestures.

I’ve seen how a handwritten thank-you card after a long weekend on jobs lifted spirits in a way emails never could.
We also set aside five minutes during meetings for peers to recognize each other’s work, which created an uplifting loop of feedback.

If you’re managing hourly or seasonal staff, just remembering to highlight their effort on tough days keeps motivation high.

Handwritten Cards Beat Gift Cards

Sergiy Fitsak
Managing Director, Softjourn

Creating consistent opportunities for connection is essential for making employees feel recognized and valued.

I’ve found that implementing regular virtual coffee chats and designing inclusive meetings that accommodate different time zones shows team members they matter regardless of their location.

Additionally, fostering an environment of open dialogue where everyone is encouraged to share their perspectives demonstrates that each person’s input is valued.

These simple but intentional practices help team members feel seen and appreciated in their daily work experience.

Virtual Coffee Builds Real Bonds

Joe Davies
CEO, FATJOE

After years of leading remote SEO teams, I can tell you consistency in recognition is non-negotiable.

Since we don’t work in the same office, we start each week with a quick virtual stand-up where people call out teammates who made their jobs easier. It creates a culture where peer shoutouts mean more than top-down praise.

For bigger wins, I keep a shared tracker called the “Impact Board” that shows client results tied to specific team contributions.
Seeing your name directly connected to growth makes the work feel more tangible.

My suggestion is to build recognition into daily workflows so feedback feels natural, not forced.

Impact Board Links Names to Wins

Ibrahim Alnabelsi
VP New Ventures, Prezlab

When scaling a team from a handful of people to over a hundred, I noticed employees feel most valued when their ideas make it into leadership discussions.

For instance, if someone suggests an adjustment to our sales flow, I make a point of crediting them in the roadmap presentation.

On the job, I default to highlighting these contributions within strategic sessions because people remember when their voice leads to real change.

Credit Ideas, Watch Voices Soar

Aja Chavez
Executive Director, Mission Prep Healthcare

I’ve learned that recognition doesn’t always have to be formal. It can be as simple as calling out someone’s effort in a huddle.

I’ll put it this way: a quick thank-you during staff check-ins turned our biggest issue of burnout into a non-event.

Once, I spotlighted an admin’s behind-the-scenes scheduling work, and the ripple of appreciation was undeniable.

My suggestion: create a rhythm where small gestures of acknowledgment are just part of everyday culture.

Quick Huddle Thanks Crush Burnout

Piotr Zabula
CEO, Feedink

I’ve found that taking a personal interest in each team member’s specific work and contributions is one of the most effective ways to help employees feel seen.

During my time as an Executive Director, I made it a point to regularly acknowledge individual contributions, especially during periods of uncertainty.

This practice not only helps team members understand the value of their work in the broader context of organizational goals, but also significantly boosts motivation and engagement.

Being genuinely curious about your employees’ projects and recognizing their unique strengths builds the foundation for a culture where people truly feel valued.

Curiosity Makes Everyone Feel Valued

Frank Sturm
CEO, Green Ace Lawn Care

Helping employees feel truly seen comes down to noticing the little things as much as the big wins.

At GreenAce Lawncare, I make it a point to call out specific efforts during our morning check-ins.

If someone goes the extra mile maybe they stayed late to finish a fertilization route or tackled a tricky lawn problem. I mention it by name and explain why it mattered. Even small recognition like that makes a huge difference in morale because it shows their work isn’t just another task it’s valued.

We also do short weekly one on one chats. These aren’t just about performance; they’re about listening.

I remember Carlos, one of our technicians, was struggling with a new mowing route with tough terrain. Talking through it allowed us to adjust his workload and offer support, which made him feel heard and trusted.

These conversations show employees that their opinions and challenges matter, and that they’re part of shaping how we do things.

Simple day to day gestures also go a long way. Walking a property with someone, sharing a quick coffee, or just commenting on the quality of their work can make someone feel noticed.

Jasmine, one of our crew members, once told me she really appreciated when I complimented her careful edging on a difficult lawn it made her feel like her attention to detail was valued. Moments like that quietly build a culture of appreciation.

We also highlight accomplishments publicly. At the end of each month, we call out standout work during team huddles and occasionally post photos of projects with crew credits on our social media.

When clients compliment a specific team member, I make sure they hear it directly.

Recognizing people in front of their peers reinforces their contributions and builds pride in their work.

Morning Call-Outs Lift Entire Crews

Joaquin Calvo
Director, Comligo Spanish

I recommend implementing a weekly recognition ritual during team meetings where you spotlight one employee by sharing a specific example of their exceptional work or how they’ve embodied company values.

At Comligo, we’ve found success with our ‘Mission Moment’ practice during all-hands meetings, where we highlight remote team members by describing concrete examples of their contributions, such as when a teacher went beyond the lesson plan to help a student understand cultural nuances.

This public acknowledgment not only makes the recognized employee feel valued but also reinforces desired behaviors and company values for the entire team.

Mission Moments Spotlight Remote Heroes

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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Rebuilding Trust: An HR Leader’s Guide to Post-Layoff Recovery

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Rebuilding Trust: An HR Leader's Guide to Post-Layoff Recovery

When the layoff dust settles, the real crisis often begins—not among those who left, but among those who stayed.

Why do the survivors suddenly feel like the next target?

Why does trust evaporate overnight, and productivity quietly implodes?

This HR Spotlight dares to ask the question most leaders whisper in private: how do you heal a workforce that just watched its friends disappear?

From peer support circles to hormone panels for stress, from “Mission Moments” that re-anchor purpose to ruthless transparency about workload, seasoned HR pros and CEOs reveal the exact moves that turned shell-shocked teams into resilient ones.

Their answers expose a startling truth: post-layoff recovery isn’t about pep talks or pizza parties—it’s about proving, in real time, that the company still sees, values, and fights for the people who remain.

Read on!

Peter Whealy
Chief Elevation Officer, Elevate Potential

HR should no longer be limited to the label “Human Resources.”

It should be the organization’s People & Potential function, the engine that strengthens capability, builds trust, and enables leaders and teams to thrive as the world changes.

Its role is to cultivate the conditions where people can grow, adapt, and perform at their best, especially in moments of uncertainty.

Modern HR is the steward of trust, capability, and organisational coherence.

It helps people see possibility amid ambiguity, builds the connective tissue between teams, and ensures the organisation learns faster than the world around it.

At its best, HR inspires the organisation to Elevate its Potential: strengthening leadership identity, amplifying team capability, and orchestrating systems that unlock enterprise-wide value.

It is the catalyst that keeps the organisation human, even as technology accelerates everything else.

HR Evolves into People & Potential Powerhouse

Alexandru Samoila
Head of Operations, Connect Vending

Layoffs are brutal for everyone involved — the employees who are let go, the ones who remain and the HR or managers who convey the message.

The shift in the culture and environment is almost instantaneous, as people keep second-guessing their performance and doubting their future.

As an operations manager, I have had to deal with such episodes throughout my career, and I have realized that being human, accessible and transparent is what matters the most.

Employees do not expect grand gestures in such situations, but they expect clarity about the future, which can only be brought in through individual and group check-ins, frank conversations and honesty.

I’ve also realized that employees need to hear the truth from senior leaders, so involving them in these conversations is essential to sustain trust.

The more you evade questions or delay, the more likely people are to look for new opportunities, so it’s important to assure your team timely and sincere in addressing their fears.

Transparency and Leadership Build Trust After Layoffs

Christina Imes
Founder, Tru Integrative Wellness

I’ve led teams through multiple restructures–sold a yoga studio, scaled a med spa from one room to multi-million dollars, and merged clinical operations at Tru.

The thing nobody talks about after layoffs is that survivor guilt manifests as physical symptoms.

I watched top performers at Refresh develop insomnia and digestive issues after we had to let people go during COVID, even though their jobs were secure.

HR needs to bring in someone who can address the physiological stress response–not just an EAP flyer.

When I was dealing with public speaking anxiety early in my career, my psychiatrist explained my body was stuck in hyperactive fight-or-flight. The same thing happens to teams post-layoff.

At Tru, we offer hormone panels because chronic stress destroys cortisol patterns and sleep quality, which tanks decision-making for months. Most companies ignore that their remaining employees are operating on broken biology.

The fastest fix I’ve seen: normalize the physical fallout.

In my teams, I explicitly tell people “if you’re sleeping poorly or feel nauseous before work, that’s your nervous system, not weakness–here’s how to address it.”

I’ve connected staff with our functional medicine providers who can run labs and prescribe short-term solutions.

Sounds clinical, but treating the body’s stress response is faster than waiting for therapy appointments that are booked six weeks out.

One concrete thing: offer baseline health screenings (sleep quality, stress biomarkers) within 72 hours of layoffs.

When people see their cortisol is actually lifted or their HRV is tanked, it validates what they’re feeling and gives them something actionable to fix instead of just sitting in dread.

Address Physical Stress Symptoms in Remaining Employees

Tim Johnson
CEO, BIZROK

I’ve led teams through some brutal transitions–military deployments, corporate restructuring, and helping build a startup that went through multiple pivots.

The one thing that consistently helped wasn’t what HR said, but what they actually did in the weeks after.

The most powerful move I’ve seen is creating structured peer support groups.

When I was working with dental practices going through mergers, we’d pair remaining team members with someone from another department for weekly 15-minute check-ins.

Not therapy sessions–just “how are you actually doing” conversations.

The practices that did this saw their productivity bounce back 40% faster than those that didn’t.

HR should also immediately clarify what career growth looks like now.

After layoffs, everyone assumes they’re stuck or next.

I had a practice owner who literally drew out the new org chart with empty boxes and said “here’s what we’re building toward in 6 months.”

Three people who were updating their resumes stayed and competed for those roles instead.

The other piece people miss: let survivors grieve.

One of my clients tried to force a “we’re stronger now” narrative the next day. Total disaster.

Give people 48-72 hours to process before pivoting to the future. Sounds soft, but ignoring it cost them two more voluntary departures within a month.

Peer Support Groups Accelerate Team Recovery

Skandashree Bali
CEO & Co-Founder, Pawland

In moments when employees have witnessed their co-workers being laid off, HR’s role goes far beyond policy and paperwork – it becomes an anchor for emotional safety and clarity.

At Pawland, we’ve learned that uncertainty can be more damaging than the layoff event itself, so HR must focus on compassion, transparency, and continuity of support.

The most effective assistance HR can provide includes:

Communicating the “why” with honesty and empathy
Avoiding vague corporate language helps employees understand the decisions were strategic, not personal – which reduces fear and speculation.

Creating safe spaces for expression
Whether through listening sessions, small-group conversations, or anonymous channels, employees need space to voice their concerns without judgment.

Reassuring the stability of remaining roles
Clear communication around next steps, priorities, and how team contributions are valued helps rebuild psychological security.

Supporting workload realignment, not silent expectation increases
After layoffs, HR can work with managers to redistribute tasks realistically rather than letting burnout compound emotional stress.

Making mental-health resources visible and destigmatized
Employees should know that it’s okay to seek help – and that doing so will not affect how their commitment is perceived.

At Pawland, we believe the defining moment of a company’s culture isn’t during growth – it’s during difficult decisions.

When HR supports people with honesty, respect, and humanity, employees don’t just feel secure – they feel valued.

Emotional Safety and Clarity Anchor Post-Layoff Culture

Hanna Koval
Global Talent Acquisition Specialist & Employment Specialist, Haldren

When layoffs hit, the employees who remain often experience what we call “survivor’s guilt.”

This refers to a mix of relief, anxiety, and uncertainty that can significantly impact morale and productivity.

HR teams have a critical responsibility to address these emotions head-on rather than hoping they’ll fade on their own.

First and foremost, transparency becomes your most valuable tool.

Employees need honest communication about why the layoffs happened and what the path forward looks like.

We’ve seen organizations stumble by going silent after layoffs, which only fuels rumors and erodes trust.

Schedule town halls, send clear written communications, and make leadership accessible for questions.

People can handle difficult truths far better than they can handle ambiguity.

Create safe spaces for employees to process their emotions.

This might mean bringing in counselors, offering expanded EAP services, or simply acknowledging in team meetings that it’s normal to feel unsettled.

When people lose colleagues they’ve worked alongside for years, they’re experiencing a form of grief. Validating those feelings rather than rushing past them shows genuine care.

Your HR team should also focus on workload management.

Remaining employees often worry they’ll be expected to absorb their former colleagues’ responsibilities without additional support or resources.

Have frank conversations about priorities, timelines, and what might need to be temporarily deprioritized. Burnout after layoffs creates a vicious cycle that can lead to more departures.

In our work helping organizations rebuild after transitions, we consistently see that the companies that recover strongest are those that reconnect employees to purpose.

Help your teams understand how their work contributes to stabilizing and growing the company. People need to feel they’re building toward something, not just surviving.

Finally, demonstrate your commitment to those who stayed through meaningful actions, whether that’s professional development opportunities, recognition programs, or involving them in shaping the organization’s next chapter.

Actions will always speak louder than reassuring words alone.

Transparency and Workload Management Rebuild Employee Morale

Susan Snipes
Head of People, Remote People

Generally, HR employees have a wide network, especially on LinkedIn.

They can share their affected co-worker’s resumes, highlight their skills and abilities, and promote them so fellow recruiters and HR leaders can approach them for relevant roles.

HR can also help their affected co-workers with optimizing resumes and show them how to do targeted job search.

HR Networks Help Affected Employees Find Opportunities

Aja Chavez
Executive Director, Mission Prep Healthcare

After our last round of layoffs, we found two things that actually helped people.

We ran workshops on identifying transferable skills, which helped folks get their bearings and see their options.

Peer support groups, especially with a mental health professional there to guide them, gave people a place to talk honestly about their anxieties. It showed people they weren’t alone.

HR should focus on these. They rebuild confidence better than anything else we tried.

Skills Workshops and Support Groups Rebuild Confidence

Aamer Jarg
Director, Talent Shark

Layoffs can make the remaining employees who are still there very upset, and they often feel anxious, guilty, and unsure about their own job security.

HR is important for keeping morale high and repairing trust once something like this happens.

HR should talk about how it affects people emotionally instead of avoiding the subject.

Clear communication from leaders helps people stop guessing and worrying.

Second, providing emotional support through private therapy or employee assistance programs (EAPs) lets employees know that their health and happiness are important.

Third, HR can help small groups talk to each other or have managers check in with employees so they can express their worries and feel more connected.

Finally, reminding employees of the company’s mission and showing them a clear strategy for the future helps them focus on stability and purpose again.

When HR shows empathy and is clear, it can turn uncertainty into renewed interest.

Empathy and Clear Communication Restore Employee Trust

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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Preparing for the AI Revolution: Leadership Challenges in Workforce Upskilling

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Preparing for the AI Revolution: Leadership Challenges in Workforce Upskilling

What if the biggest barrier to AI fluency isn’t budget or tech—but the invisible fear that learning it might quietly make someone obsolete?

As companies race to level-up their teams on AI and analytics, a startling gap emerges: the tools are ready, yet the humans behind them often aren’t.

This HR Spotlight asks the question no one wants to admit out loud: are we accidentally training our workforce to panic instead of prosper?

From mindset paralysis to patchy data pipelines, from “one-size-fits-none” courses to the terror of looking stupid in front of a chatbot, seasoned leaders expose the gritty, human hurdles that turn bold upskilling plans into half-hearted flops.

Their answers reveal a surprising truth: the fastest path to mastery isn’t more courses—it’s dismantling the quiet anxieties that keep people from even starting.

Read on!

Julia Yurchak
Senior Recruitment Consultant, Keller Executive Search

The gap between AI enthusiasm and practical implementation costs organizations millions in wasted potential.

At Keller Executive Search, we notice the fear factor can’t be underestimated – many team members resist new technology simply because it feels intimidating.

The most successful transitions happen when we create tailored, role-specific training rather than one-size-fits-all approaches. We must bridge the gap between technical skills and business strategy, ensuring AI capabilities directly support our goals.

Data infrastructure often proves inadequate, requiring us to build stronger foundations before meaningful analytics can happen.

Perhaps most challenging is cultivating the right culture – one where our teams feel empowered to experiment while maintaining healthy skepticism about AI’s outputs.

When we address these challenges with clear communication about purpose and benefits, we achieve significantly better adoption rates and ultimately derive greater value from our AI investments.

Fear Blocks AI Before Training Starts

Brian Futral
Founder & Head of Content, The Marketing Heaven

Data Discipline

Skill gains die if the data pipeline still leaks.

First, lock a cross-team squad on data cleaning, version control, and privacy flags.

Dirty columns or orphaned dashboards will turn your newly minted analysts into cynics.

Keep the pipeline open but governed with clear roles for requests and approvals. It looks dull, yet it stops the wild west chaos that burns talent.

Mindset Reset

Most staff arrive with badge fatigue from endless training videos.

I ditch the slide deck and hand them a tiny real client brief.

We co-pilot with a generative model, watch it stumble, then fix the prompt together. The aha moment sticks.

Plan for uneven progress; extroverts share tips fast, introverts may need a channel to experiment in silence.

Allow side quests where volunteers document hacks for the wider team, and you get organic playbooks that no vendor can sell.

Dirty Data Kills Skill Gains Fast

Dr. Chad Walding
Chief Culture Officer & Co-Founder, NativePath

As a leader, you are sure to deal with resistance to change.

Humans are wired to resist change, and to confuse that with learning new technical tools outside of their range of comfort can be overwhelming.

The most important thing is to get them to adopt a growth mindset.

In my practice, I always encourage small steps so the employee can learn gradually, not all at once.

This plays a role in motivation; it keeps them from quitting because of burnout.

Another challenge has to do with time and energy.

The addition of learning new skills on top of existing duties can be demanding and drain energy.

I’ve always recommended that people create very clear, achievable learning goals and weave them into their daily routines, just like I encourage slow and not aggressive nutrition or movement habits for long lasting wellness.

Burnout Crushes AI Learning Curves

Amra Beganovich
CEO & Founder, Colorful Socks

Perhaps the biggest challenge in upskilling a workforce in analytics and AI is overcoming the “intimidation factor.”

Employees see AI as too technical or worry that it will replace them, and therefore resist or disengage.

Leaders need to build psychologically safe spaces that focus on AI as a means to augment, not substitute, for human decision-making.

The second challenge is finding a balance between technical depth and business applicability.

Upskilling initiatives need to be role-specific, demonstrating how data and AI enhance everyday operations directly.

As I frequently advise clients, “Training needs to feel applied immediately, or it’s overlooked.”

And leadership also needs to fill infrastructure gaps.

Without clean, usable data and the proper tools, even highly competent workers can’t use what they’ve learned.

Lastly, ongoing learning is essential—AI changes at a pace that requires multiple training sessions.

Leaders need to inculcate learning into the culture and incentivize curiosity.

Intimidation Stalls AI Upskilling Hard

Monica D. Higgins
CEO, FuturProof™

The biggest practical challenge I urge leaders to prepare for when helping their workforce level up on AI and analytics skills is mindset.

At a recent HR conference I spoke at, I asked: “Who here is actively using AI tools like ChatGPT, Claude, or Gemini at work?” Nearly 80% said no.

That shocked me since AI literacy is the new spreadsheet fluency. It’s the new digital divide, and that divide is growing.

What stood out was that the people in that room were smart, ambitious, and driven. Yet, many were quietly intimidated.

Some feared using AI would make them look lazy or incompetent. Others didn’t know where to start.

The issue wasn’t technology. It was a mindset.

To shift mindsets, leaders should:
– Focus on small, real-world wins
– Build AI skills directly into the flow of work
– Let people execute to learn

When they use AI to solve real problems in their actual roles, confidence grows—and so does capability.

Mindset Gap Trumps Tech Gap

Joe Sagrilla
Faculty, CEO & Principal Consultant, University of Texas

A practical challenge leaders must address is making AI both safe and easy to use from the outset.

Too many confusing rules or barriers create friction, discouraging adoption or driving employees to use AI on personal devices for work—a risky trend already documented.

Unlike traditional top-down tech rollouts, AI adoption is fundamentally bottom-up: individual employees design use cases and drive innovation.

This means companies must upskill teams in data and systems literacy—what I call a “digital mindset”—so they can continually adapt to new, evolving AI tools.

Crucially, strong incentives are needed: consider offering breakthrough rewards, like a bonus equivalent to a year’s salary, for employees who develop transformative automations.

Without meaningful incentives and reassurance, employees may hide innovations out of job security fears.

Leaders must foster a culture that rewards innovation and consistently demonstrates that automation is celebrated, not penalized.

Reward Bold AI Wins Big

Damon Kelly
CEO, Enlighten Designs

My thought is that AI and analytics require distinct approaches to workforce development, with AI representing a far greater shift in mindset and skill.

At Enlighten Designs, we’ve supported Microsoft’s Data Journalism Program and other customers in mastering analytics through data storytelling.


Analytics is fundamentally about uncovering insights and effectively communicating them transforming raw data into narratives people can understand and act upon.

AI, however, demands a deeper, cultural shift.


Leaders must first help their teams overcome any initial apprehension around AI by emphasizing human-AI collaboration.


Practically, this means guiding teams to utilize generative AI by defining clear personas aligned with specific roles or problems, providing ample context, and training the AI with unique, relevant information.


AI should be approached as a copilot like an employee whose suggestions you evaluate critically, rather than handing over complete control.

I encourage other leaders to proactively address the human elements of AI adoption, ensuring their workforce feels supported, confident, and in control.

Human Fears Outweigh AI Limits

Jennifer Wu
Senior Vice President Global Human Resources, Team Lewis

Everyone’s Starting from a Different Place:

Teams have different levels of comfort and experience with AI and analytics.

Leaders should assess baseline skills and provide flexible, tiered learning opportunities.

Create an environment where everyone can progress at their own pace.

Explain The Changes: Introducing new tech to your teams can be intimidating.

The best place is to start with the “why” and the benefits of upskilling.

Measure Impact: Sure, tracking training attendance is easy.

The hard part is measuring how new skills then translate into business outcomes.

Leaders should create clear objectives for upskilling initiatives and review progress regularly.

At TeamLewis, one of the ways we are addressing these challenges is by creating our own proprietary AI platform, SideKick.

Our intuitive, accessible platform, SideKick helps demystify AI for our teams.

We’ve taken the opportunity to identify key individuals at all levels who are driving the transformation.

This means AI isn’t just a top down or market dictated requirement. It’s becoming part of the everyday workflow.

One-Size Training Fits Nobody

Martha Carlos
Principal, Blue Orbit Consulting

Within my team we started with the most straightforward use cases – transcription and summarization.

It’s one of the simplest ways to use AI on video and conference calls and also often illustrates what the tools are great at and where they make mistakes.

This has saved our team countless hours of notetaking and creating summaries, and increased accuracy in some areas while generating awareness of AI’s lack of context in others at times.

One of the biggest challenges for everyone is not just using tools but recognizing that AI will impact every aspect of work and roles, and we win by figuring it out now rather than getting left behind.

Normalize AI Through Practice

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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Justifying Unpaid Internships: HR Pros on Appropriate Situations

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Justifying Unpaid Internships: HR Pros on Appropriate Situations

What if the unpaid internship—long villainized as exploitation—could, in rare, tightly-defined cases, become the single most transformative launchpad for a young career?

In an era where “pay your interns” has become gospel, a provocative minority of leaders dares to ask: are there still moments when the value of pure, unadulterated learning so far outweighs financial compensation that an unpaid role is not just fair—but ethically superior?

This HR Spotlight probes that tension, gathering hard-won perspectives from CEOs and HR veterans who’ve drawn bright lines around when “unpaid” stops meaning “unethical.”

From psychology chartership to martial-arts mentorship, from digital-marketing shadows to nonprofit practicums their answers reveal a surprising truth: when the internship is engineered as pure education—with zero production pressure, explicit learning outcomes, and the student as the undeniable primary beneficiary—unpaid can become unforgettable.

Read on!

John Mac
Founder, OPENBATT

In growth and digital marketing, the only fair case for an unpaid internship is a short, credit-bearing, mentorship-first observership where the student is the clear primary beneficiary.

I’ve set up programs like this for early-career marketers and analysts, and the structure makes all the difference.

The intern shadows real work, learns the tools, and builds a portfolio in a controlled “sandbox,” but nothing they produce is shipped, billed, or tied to revenue.

Think practice briefs, mock campaigns with anonymized data, or a pro bono exercise agreed with a nonprofit.

The learning goals are explicit. A senior mentor meets weekly. The intern owns their portfolio artifacts and gets a detailed reference at the end.

It’s also time-boxed and flexible. Four to six weeks. Ten to fifteen hours a week. Clear start and finish. No on-call work. No production deadlines.

If travel is involved, cover expenses. If the role drifts into real deliverables or measurable outcomes for the business, it becomes a paid role on the spot.

Why this works: the value flows to the student, not the company.

They gain skills, feedback, and proof of work they can show employers. The company gives time and coaching, not extracting labor. It’s honest, teachable, and easy to audit.

My litmus test is simple: would you ship it, attach a KPI to it, or present it to a client? If yes, pay the person.

If no—and the experience is truly educational with strong mentorship and academic credit—an unpaid placement can be appropriate.

One tip for leaders: write the learning outcomes before the internship description.

If you can’t name the tools, decisions, and artifacts the intern will leave with, you’re not offering training—you’re filling a seat.

Mentorship-First Marketing Internships Benefit Students, Not Companies

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

Look, in a trade like roofing, the whole “unpaid internship” thing is a bit of a tricky subject.

We’re not a tech company where someone can get coffee and watch code being written. Our guys are out there swinging hammers, climbing ladders, and lifting heavy material. It’s dangerous, skilled work.

So, the idea of someone doing that for free doesn’t sit right with me. I don’t believe in using free labor for a job that a professional gets paid to do.

However, there is one specific situation where I think an unpaid position can be fair, and that’s for a high school or college student who is doing a required program, like a vocational or construction management class.

It would be a situation where the student is getting academic credit, and the purpose of the time with us is purely educational.

We’d treat them like they’re shadowing, not working.

In this scenario, they’re not doing tear-offs or installations.

They’re spending time with me in the office learning how to bid on a job, seeing how we manage a project from start to finish, and going out to job sites to observe safety protocols and material handling.

They’re learning the business side of the trade, not being used as a worker.

It’s about giving them a real-world look at the industry to help them decide if this is a career they want to pursue. It’s a genuine learning experience that benefits them and doesn’t take work away from our paid crew. That’s the only way I’d ever consider it appropriate.

Roofing Internships Must Teach Business, Not Replace Workers

Arsen Misakyan
CEO & Founder, Angel City Limo

In high-end transportation, the only place an unpaid intern made sense to me was dinner school, and the educational effort was for a high-level skill of making dinner, and not a benefit of free labor.

We have, for example, instituted two-week “shadow programs” at Angel City Limo, where students who think they might like to learn event logistics get to shadow coordinators on site and ride shotgun on planning calls, as well as be trained in scheduling software — no grunt work, just immersion.

The fact is, there is a real educational value, and one day it ends.

Our interns walked away with a portfolio piece — a pretend transportation plan for an actual event — and often landed paid work in hospitality or logistics down the line.

They gave it because it was short, and it was from mentors, so no one felt exploited. Many of them, as they exited, came back as paid seasonal staff.

I’d recommend that other companies be transparent about what they are trying to do going forward.

If it adds value to the business’s bottom line or an external customer, then it should pay well.

But if the goal is to give students industry experience and connections on an accelerated time frame, unpaid internships can make sense — so long as learning, not labor, remains the focus.

Transportation Shadows Learn Skills, Not Provide Labor

Tony Ragan
President, Absolute Pest Management

One situation where I believe offering an unpaid internship is fair is when the opportunity is structured as a true learning experience and not just free labor.

Early in my career, I agreed to mentor a young intern who wanted to break into private equity but had no prior exposure to the industry.

We were upfront that the internship was unpaid, but in exchange, I made sure he shadowed me in meetings, sat in on real deal negotiations, and received one-on-one coaching about financial modeling and relationship building.

He wasn’t filing paperwork or running errands; he was being trained in skills that would have cost thousands of dollars in a classroom.

That experience stuck with me because the intern later told me the three months he spent with us carried more weight than his college coursework when he landed his first analyst role.

For me, fairness lies in transparency and value exchange.

If the company is honest about the unpaid nature of the role and committed to giving meaningful exposure, mentorship, and real-world experience, then an unpaid internship can be appropriate.

But it only works if the intern leaves with tangible skills and connections that move their career forward.

Private Equity Mentorship Outweighs Classroom Education

Samantha Stuart
Co-Founder, Magic City Pest Control

When I worked at a nonprofit early in my career, we offered an unpaid internship for graduate students in HR management who specifically needed practicum hours to complete their degree.

The arrangement was clear from the start: the role was structured around learning outcomes, not production needs.

Interns weren’t expected to replace staff or carry the workload of a paid employee; instead, they shadowed, observed, and applied classroom concepts in a real-world setting.

For many of them, it was a direct bridge to finishing their program, and the experience itself held tangible academic value.

Nonprofit Practicums Serve Learning Outcomes, Not Production

Ben Schwencke
Chief Psychologist, Test Partnership

In occupational psychology, there is a formal chartership process that requires experience in several distinct areas.

Training and development, selection and assessment, leadership, workforce planning etc.

Naturally, finding experience in all of these domains can be challenging, and showing evidence of experience can be even harder.

Unpaid internships make sense in this area, as they grant trainees the opportunity to acquire experience in these chartership domains, without needing to commit to full-time permanent employment.

Trainees could undertake an internship within an HR department, or as part of a consultancy, or alongside a psychometric test provider, granting them valuable experience which can be used as evidence of experience.

Moreover, these internships will provide contacts, references, and professional connections which help trainees to progress through the chartership process more generally.

For these trainees, the goal is very much to gain relevant experience, it isn’t to earn a salary.

Indeed, they may already have an employer who is supportive of their chartership journey, and would grant them leave to gain relevant experience elsewhere.

Yes, paid internships would naturally be more desirable, but unpaid internships represent a great way of acquiring professional experience which can aid the chartership process that would otherwise not be available.

Psychology Chartership Requires Experience Over Payment

Christopher Pappas
Founder, eLearning Industry Inc

Unpaid internships can be fair when they are transparent and focused purely on developing themselves.

A good example is inviting an intern to join a two week sprint where they observe how content marketing in digital learning is planned and delivered.

During this time they shadow professionals, join brainstorming sessions and practice creating smaller assets that mentors later review. Each step is built to provide exposure without placing the weight of company operations on the intern.

Fairness comes from intent. The experience is structured around growth rather than cost savings.

The value becomes clear when a company treats it as an investment in future talent.

The exchange is balanced if the intern finishes with a stronger sense of their skills and career direction.

Even without pay both sides gain something meaningful and the learning experience becomes worthwhile.

Digital Marketing Shadows Gain Skills Through Observation

Daria Turanska
Legal Manager, Faster Draft

In the legal-tech industry, offering an unpaid internship can be considered fair only in highly specific situations—such as a short-term, skill-building internship tied directly to an academic program, where the intern receives academic credit and the experience is structured purely for learning, not labor.

For example, a 3-week internship for law students where they shadow contract automation workflows, attend mock client calls, and get exposure to legal document lifecycles—without performing billable work or replacing an employee role—can be appropriate if it’s transparent, optional, and provides real educational value.

Even then, it must comply with labor laws (e.g., the U.S. Department of Labor’s seven-point test), and we lean toward paid opportunities whenever possible.

In our industry, fairness starts with respecting the boundary between learning and exploitation.

Legal-Tech Shadows Learn Systems Without Replacing StaffOwn Mistakes First, Win Trust

Alim Sheykhislyamov
Owner & Judo Coach, Challenge Sports Club Inc. 

As the owner of Challenge Sports Club Inc., I’ve observed that the landscape of internships has evolved, making the conversation around unpaid positions increasingly nuanced.

In the realm of martial arts, particularly in settings like ours where character development is as valued as technical skills, offering an unpaid internship can indeed be fair and appropriate, especially when it comes to providing opportunities for students aspiring to careers in coaching, sport management, or youth development.

Consider a situation where a university student majoring in physical education or kinesiology seeks hands-on experience within a judo environment.

An unpaid internship could allow them to immerse themselves in our training programs, assist qualified coaches, support children in their classes, and understand the intricacies of running a martial arts school.

This experience not only provides valuable insights into coaching and mentorship but also helps them develop essential interpersonal skills-skills that extend far beyond the mat.

Here at Challenge Sports Club, we welcome aspiring interns to help with tasks like organizing seasonal camps or leading warm-ups under supervision.

These roles can serve as practical learning experiences, cultivating a sense of responsibility while fostering their passion for the sport.

Unpaid internships become more about personal growth and professional development, bridging the gap between theoretical knowledge and practical application.

However, it’s essential to note that the perceived fairness of these internships relies heavily on the structure and support we provide.

A well-defined internship program with clear expectations, mentorship, and opportunities for skill development ensures that interns gain experience that genuinely prepares them for future employment, whether that involves taking on paid positions in coaching or exploring other pathways in related fields.

Ultimately, as a coaching community, fostering a supportive learning environment for interns reflects our commitment to character development-a core principle of judo that transcends sport, building leaders who will not only excel on the mat but also in their future professional endeavors.

Martial Arts Internships Build Character Beyond The Mat

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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