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A Connected Workforce: Strategies for Addressing Loneliness in All Roles

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A Connected Workforce: Strategies for Addressing Loneliness in All Roles

In the bustling hum of a crowded workplace, loneliness can still cast a silent shadow over certain employees, dimming morale and productivity.

While a packed office might seem immune to isolation, specific roles—think remote IT specialists, night-shift supervisors, or high-pressure executives—can leave even the most dedicated workers feeling disconnected.

We posed a vital question to HR visionaries and business leaders:
Which roles are most vulnerable to employee loneliness, and what HR strategies can effectively combat this hidden challenge?

Drawing on insights like Gallup’s 2024 report, which links workplace connection to a 20% boost in engagement, their innovative solutions—from targeted mentorship programs to inclusive team-building initiatives—offer a powerful playbook for fostering belonging and reigniting workplace camaraderie.

Join us as we uncover the roles at risk and the strategies that bring employees back into the fold.

Read on!

Lisa Lohmann
Founder, LáFora

Lisa Lohmann

‘All the lonely people, where do they all belong?’ sang the Beatles 60 years ago. Turns out, loneliness isn’t just about being alone. It’s just as real in remote work as it is in packed offices.

And one group feels it most: leaders. Managers and executives often report feeling isolated. Why? Leading teams, making tough calls—it’s not something you can easily share. Add to that the fact that most leaders don’t have managers to guide them, and the usual team-building events aren’t really built for them. Between workloads and maintaining authority, they rarely join the Friday drinks or trivia nights.

So what’s the fix? According to Harvard Business Review, company-sponsored activities can ease workplace loneliness. And for leaders specifically, there’s one standout solution: leadership offsites.

Offsites are 2-5 day retreats where leadership teams can step away from the office noise to strategize, connect, and actually talk. These aren’t about PowerPoints and packed schedules – they’re about creating space to connect. Space for real conversations, honest challenges, and (yes) even friendships. From workshops to team challenges to relaxed dinners, offsites break down the barriers that isolate leaders.

Investing in leadership offsites shows you care about your leaders. And when leaders feel supported, they show up stronger for their teams. Fixing loneliness isn’t just about wellbeing – it’s about creating a workplace where everyone thrives, starting from the top.

Tonya Ladipo, LCSW
Founder and CEO of The Ladipo Group

Tonya Ladipo, LCSW

Loneliness stems from a sense of disconnection. We can be surrounded by people and still feel lonely, which only intensifies our feelings.

Employees who report to multiple departments but lack their own dedicated team often feel isolated. Remote workers are also at a risk for loneliness, especially in organizations where other roles are hybrid or in-person.

Here are a three HR strategies to help combat loneliness in the workplace:

Schedule regular, casual check-ins with team members to foster connection beyond work-related conversations. A simple 30-minute coffee chat, guided by a few questions, can help bring people together. Ask people to share their favorite TV shows or play a work-friendly version of Two Truths and A Lie.

Create structured opportunities for roles that are inherently isolated. Have employees attend department meetings for adjacent departments and teams. This is another opportunity for connection that also allows a new perspective of the work, which will also likely generate new ideas.

Encourage participation in Employee Resource Groups (ERGs). Joining ERGs promotes a sense of community while enjoying company-sponsored events.

Creating connection is the key strategy to combat loneliness at work and in life!

Iqbal Ahmad
Founder & CEO, Britannia School of Academics

Iqbal Ahmad

Certain positions such as leadership roles and senior managers, within an organisation, are naturally more prone to loneliness, even in a busy workplace. It is natural for them to feel isolated as they cannot share their challenges with their subordinates. Remote workers are also more likely to feel disconnected as there is no team interaction in their daily routine.

HRs can address these challenges with practical strategies to create a real connection. Regular check-ins or informal meetings regarding the current situation of projects can provide a space for employees to talk about the challenges they are facing.

Cross-departmental collaborations, or organising social events within the organisation also enhance the interaction between employees at the workplace. Regular team dinners and lunches will also help to bring the remote workers out from their dens to enjoy some time with colleagues.

Small actions like encouraging feedback, creating peer groups, or just making everyone feel included can make a big difference in reducing loneliness and building a stronger team.

Samantha Taylor
Business Consultant, LLC.org

Samantha Taylor

Loneliness in the workplace often impacts people who have jobs where they work by themselves or do not talk much with others. Remote tech workers, night shift employees, or team leaders handling individual projects can feel lonely even if the workplace is very active.

This I see many times in my over 12 years of helping businesses make strong teams.

HR can do something about this. They can implement a buddy system and pair workers with mentors to help get on a personal level. Organizing project collaborations from different departments is also a good idea. Managers should check how staff are doing with these projects. Social events, both online and in person, can help people feel included.

I always tell companies, they need to try hard so everyone feels like part of the team. Saying thanks for good work is a very important thing. Happy employees=higher output. Companies should value inclusion.

Dr Kevin Huffman
CEO, On the Rocks Climbing Gym

Dr Kevin Huffman

People who perform unique tasks in their job roles encounter specific difficulties when trying to connect with other employees.

For instance, a data scientist who studies advanced algorithms may find it hard to make connections with marketing and sales staff. Specialized knowledge and unique work may create social barriers meaning these professionals have trouble connecting with others at work.

Those who work remotely alongside office-based colleagues still feel disconnected from others. Technology helps us communicate but lacks the full depth of human interaction experience.

Employees who work remotely often fail to participate in casual employee bonding sessions and miss spontaneous team interactions that take place in shared offices.

Leaders in charge often feel disconnected from others despite their influential position. The demanding nature of their work separates them from their coworkers.

Gareth Hoyle
Managing Director, Marketing Signals

Gareth Hoyle

Communication is key: If you work predominantly from home, it’s important to remember to keep in touch to combat loneliness, however, even some people working in an office can experience loneliness. 

As a leader, being present helps you to create a workplace culture built on openness and collaboration, which is essential in any remote or in-person office to combat loneliness. So, celebrate everyone’s successes, no matter how big or small, keep everyone involved and remember to have your door perpetually open. 

While being present in day-to-day meetings reminds your team that you’re there to help, make sure you’re having dedicated check-ins too. This could take the form of a one-on-one video call if you’re a remote worker, a weekly team catch up or a monthly in-person review. All of which can help remote employees feel more connected. 

As remote workers, make sure that we have a face to face catch up with a coffee and/or lunch and spend the day working together at least once a month, wherever is convenient for those meeting up, to help us feel less lonely in a fully remote workforce. 

Encourage socialising: Encouraging your team to chat with one another outside of work hours can boost morale and combat loneliness. Whether it’s a night out, a team meal or simply a call that isn’t about work, I think it’s important for my team to feel like they know each other outside of the workplace. At Marketing Signals, we try to make sure we all meet up twice a year, once in winter and once in summer and then individual teams and managers try to meet up regularly too.

But it’s not just social events that can build a sense of belonging and reduce the risk of feeling lonely. After the weekend, we all make sure we’re catching up on calls to ask how it went to develop a more personal connection. While it’s not always possible or practical to build small-talk into every single meeting, make sure you’re seizing the chances you have to make each other feel connected by simply asking how everyone really is.

Taking calls with the camera on: We tend to make sure that when we’re on calls, we’re using our camera so that we can see each other. This helps maximise communication, and engagement, reduces loneliness and ensures the team are all focused on the call rather than trying to multitask. Seeing the person you’re talking to encourages a more authentic human connection and with a remote team, can help them feel less alone. 

Don’t be an absent manager: In straightforward terms, don’t be an absent manager. There might be a lack of face-to-face contact for those working flexibly, but that doesn’t mean you can’t develop a formal structure that makes regular contact a priority. 

Ensuring every individual at each location has what they need to be successful, whilst making yourself available when they need additional support is essential. This will ultimately help keep remote employees engaged and ensure they feel supported and less alone, despite not working face to face all the time.

Michael Franco
Organizational Development Consultant, Quokka Hub

 

Michael Franco

In my experience with eNPS surveys, individual contributors and leadership roles are the most prone to feelings of loneliness.

The individual contributors feel loneliness due to the independent nature of their work.

Leadership can feel lonely due to the separation that occurs because of the decision-making duties and unique responsibilities.

The best solutions I have seen achieve results are mentorship programs, group leadership development programs, and informal coffee chats.

Mentorship programs foster connections, the L&D leadership programs create community among leaders, and the coffee chats encourage casual conversations across teams.

Shawn Boyer
CEO & Founder, goHappy

Shawn Boyer

Deskless workers often feel left out without access to things like company emails or regular updates from their employers. This can lead to feelings of loneliness, which impacts how engaged and motivated they are.

But HR leaders can change that through simple strategies like regular check-ins, celebrating wins, and asking for feedback can make a big difference.

Tools like goHappy make it easy to keep frontline workers in the loop, helping everyone feel connected, valued, and part of the team.

David Case
President, Advastar Group

David Case

In general terms, I would say that middle managers are often prone to feeling isolated or lonely because of their unique position within a company’s hierarchy.

The people they work with most often will typically be their direct reports, which limits their access to colleagues they can confide in. Even if they generally get along with their teams and have a good rapport, the fact that they’re in a position of authority adds distance in these relationships.

On the other side, they’re not on a peer-to-peer level with upper leadership, either, and opportunities to engage and collaborate with other middle managers who could serve as workplace friends are often limited.

This creates an environment where these individuals are often at high risk for feeling isolated.

One strategy that can be very effective for combatting this isolation is to organize peer-to-peer groups where middle managers across the organization can connect. These could be organized meet-ups or something more like an online forum or chat group.

Another excellent option is to establish a mentorship program that partners middle managers with individuals from senior leadership, which can help to break down the barriers between leadership levels, providing more open communication and giving middle managers another source of support.

Rachel Tuma
Director, HR & Payroll Services, CESA6

Rachel Tuma

I believe the truth is no matter how many people are around us each day from a remote finance person to the outgoing salesperson who seems to know everyone, it’s possible for anyone in any position to feel lonely.

At CESA 6, a 2024 Gallup Exceptional Workplace Award winner, we ask employees as part of our gallup engagement survey if employees have a best friend at work.

We use this data to support events like virtual pet day, wellness competitions, and a Souperbowl (soup competition) to encourage team building and foster a positive environment where employees can develop social connections based on their interests to eventually find that best friend at work.

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

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

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

Recent Posts

The Stay Interview Landscape: Implementation and Alternatives

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The Stay Interview Landscape: Implementation and Alternatives

Organizations approach employee retention in a variety of ways, and the use of stay interviews is no exception. 

Some companies have embraced stay interviews as a core component of their talent management strategy, while others have opted for alternative approaches. 

In this post, we explore this diverse landscape, gathering insights from HR and business leaders across different industries. 

We asked them to share their experiences with stay interviews: those who conduct them detail their program’s objectives, frequency, core questions, and designated interviewers; those who don’t explain the factors that led to that decision. 

Their responses offer a valuable perspective on the strategic considerations involved in choosing the right retention strategies for your organization.

Read on!

Ashish Gaur
HR Consultant

Understand Employee Motivations Through Stay Interviews

We recognize the importance of employee engagement and retention. Stay interviews are valuable tools for understanding employee motivations, concerns, and expectations.

Why: They help identify factors that enhance job satisfaction and address potential attrition risks proactively.

When: Typically conducted annually or biannually, or when key talent shows signs of disengagement.

What: Discussions focus on career growth, work environment, challenges, and suggestions for improvement.

Who: Conducted by HR or direct supervisors to foster open and constructive dialogue.

If you’d like to explore best practices or implementation strategies, I’d be happy to share insights based on my experience in HRM and employee engagement.

Angela Heyroth
Principal, Talent Centric Designs

Conduct Engagement Chats Regularly

Stay interviews are intentional conversations you have with your employees about what they like about your organization, what they may need changed in order to continue growing or staying motivated, and if they are feeling valued.

I like to encourage all people leaders to have them at least annually, rather than reserving them for when there is a turnover crisis or you think someone is about to quit. 

By scheduling them on a recurring basis (annual, biannual, or quarterly) and calling them something like “Engagement Chat,” “Career Check-in,” or “Touch-Base Conversation,” it becomes less focused on a checkbox and more focused on getting feedback from the employees to ensure that the environment continues as one in which they can engage and be challenged, as well as help them see how great they are doing and how well a match they are to the company so they don’t consider leaving. 

Whatever you call it, it should be clearly different from a standard one-on-one or a performance check-in.

Some great questions to consider are:

What have you felt really good about accomplishing so far this year?

How close does this role match your dream job?

What’s been your worst day so far this year and how can I make sure that’s not repeated for you?

What talent do you have that I can better leverage?

Ann Kuss
CEO, Outstaff Your Team

Integrate Stay Interviews Into One-On-Ones

Stay interviews are one of the most valuable yet underrated retention tools.

We don’t treat them as formal sit-downs but integrate them naturally into one-on-ones and key milestones. This way, employees feel comfortable sharing real insights rather than rehearsed answers.

Every manager in our organization is equipped with a framework to ask the right questions, listen actively, and identify patterns across teams.

The goal isn’t just to understand why people stay but to spot early warning signs before they consider leaving.

A few things that make these conversations effective: timing matters–we avoid scheduling them during high-stress periods or major deadlines. We also group insights across teams to implement meaningful changes instead of treating feedback in isolation.

The key? Undivided attention and follow-up. If employees take the time to share, they need to see action.

Stay interviews work when they lead to real improvements — not just another checkbox in HR’s playbook.

Gearl Loden
Leadership Consultant & Speaker, Loden Leadership + Consulting

Act on Stay Interview Insights

At our organization, we believe that listening to employees isn’t just good leadership–it’s smart strategy.

One of the ways we do this is through stay interviews.

Our team visits each campus and facility, meeting one-on-one with a select group of employees who have been with us for at least three years.

These candid conversations go beyond surveys, uncovering what truly matters to our employees–why they stay, what keeps them engaged, and where we can improve.

And we don’t just listen–we act.

Thanks to the insights gained from stay interviews and employee surveys, we’ve made meaningful, employee-driven changes.

We’ve revamped how we communicate our benefits program, introduced an employee gym, increased sick day payouts, and added bereavement days to better support our team.

These changes have made a difference.

Since implementing stay interviews, we’ve seen higher engagement, stronger retention, and a workplace culture that people want to be part of.

One long-term employee recently shared, “Knowing my feedback directly led to real changes makes me feel valued in a way I haven’t experienced elsewhere.”

If you’re not conducting stay interviews, now is the time to start.

Listening and acting on employee feedback isn’t just about retention–it’s about building a workplace where people thrive.

Max Shak
Founder & CEO, Zapiy

Foster Continuous Engagement

At Zapiy, we believe in open, ongoing conversations with our team, but we don’t conduct formal stay interviews in the traditional sense. Instead, we focus on continuous engagement through regular one-on-one check-ins and team feedback loops.

Why? Because we want to catch small frustrations before they become big reasons to leave.

We’ve found that when employees feel heard only once a year in a structured “stay interview,” it can feel like a formality rather than a meaningful dialogue. Instead, we foster an environment where feedback is always welcome, whether it’s in a structured meeting or a casual chat.

That said, if I were to implement stay interviews, I’d prioritize:

When: Every six months, to identify trends early.

Who: Every team member, with direct managers leading the conversation.

What: Honest discussions about job satisfaction, growth opportunities, and any roadblocks.

My biggest concern with formal stay interviews is that they can sometimes feel too little, too late.

If leaders are waiting until an interview to address engagement issues, they’ve already missed critical moments to listen, act, and retain great people.

Nikita Sherbina
Co-Founder & CEO, AIScreen

Head Off Problems with Stay Interviews

We conduct stay interviews at our organization and they’ve become a big part of our employee retention strategy.

The “why” behind them is simple: we want to know why our employees stay with us, what motivates them and what could make their experience even better. This helps us head off problems before they become turnover.

We do stay interviews during performance reviews or after a big milestone like a year with the company.

The “what” is about job satisfaction, work environment, team dynamics and areas for improvement. We ask about growth opportunities and if they feel valued and supported.

As for the “who”, the interviews are usually conducted by the employee’s direct manager or HR depending on the individual’s comfort level. We make sure it’s a relaxed non-judgmental conversation so employees feel safe to share their feedback.

These have helped us reduce turnover by highlighting areas that needed attention like better communication or more development opportunities.

They’ve been huge in building our company culture and making employees feel heard and appreciated.

Austin Benton
Marketing Consultant, Gotham Artists

Use Casual Coffee Check-Ins

We don’t do traditional stay interviews–frankly, they feel too much like performance reviews in disguise.

Instead, we have casual “coffee check-ins,” spontaneous, low-pressure chats where employees can genuinely share what’s going well and what’s getting under their skin.

These happen every quarter, no forms, no formalities, just authentic conversations. Managers initiate these, but anyone can request one anytime.

We’ve found this method opens up honest dialog far better than scheduled, structured sit-downs.

The informal setting lets people relax, speak freely, and actually voice what matters–rather than checking boxes to satisfy HR.

Mohammed Kamal
Business Development Manager, Olavivo

Boost Retention with Stay Interviews

Stay interviews are proactive discussions aimed at boosting employee engagement and retention.

They help organizations enhance retention by identifying factors that keep employees satisfied, pinpoint areas for improvement in the work environment, and strengthen relationships to foster loyalty.

By gauging employee sentiment early, managers can address potential issues before they escalate, creating a more inclusive and committed workplace.

Michael Kazula
Director of Marketing, Olavivo

Enhance Engagement with Stay Interviews

Stay interviews are discussions between managers and employees aimed at understanding the reasons for employee retention and identifying areas for improvement.

Unlike exit interviews, which focus on departures, stay interviews seek to enhance satisfaction and engagement, particularly crucial in the affiliate marketing sector where retaining skilled professionals is vital.

These interviews not only help retain talent but also foster enhanced employee engagement through active feedback.

Alex Cornici
Writer, Cheap Places To Go

Retain Talent with Stay Interviews

Stay interviews have become a cornerstone strategy for our organization to retain talent and ensure employee satisfaction.

Essentially, these interviews serve as a preemptive strike against potential employee turnover by allowing us to address concerns and gather feedback in a constructive manner.

We typically conduct them annually, providing a comfortable space for employees and managers to discuss current job roles, career aspirations, and potential areas for improvement within the company structure.

The “who” of these interviews often includes department leaders and HR representatives who are trained to conduct these sessions effectively.

They’re particularly keen on understanding the employee’s personal engagement and commitment levels, gauging their feelings toward the workplace culture and career development opportunities available within the organization.

This open dialogue helps us to tailor professional development more accurately and enhance job satisfaction, fostering a more committed and content workforce.

In conclusion, incorporating stay interviews has markedly improved our employee retention rates and workplace morale, proving to be an invaluable tool in our HR practices.

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

Creating a Mindful Workplace: Perspectives from HR and Business Leaders

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Creating a Mindful Workplace: Perspectives from HR and Business Leaders

How are HR and business leaders navigating the increasingly important conversation around employee well-being? 

Are concepts like mindfulness, well-being programs, and even spirituality finding a place in the modern workplace? 

And if so, what are the tangible results? In this post, we explore these questions through the lens of experienced leaders. 

We’ve asked them to share their personal opinions on incorporating these elements into the work environment, to detail any initiatives their organizations have implemented, and to assess the impact on both employee well-being and key organizational outcomes. 

Their insights provide a practical guide for organizations seeking to create a more supportive and fulfilling workplace.

Read on!

Christopher Falvey
Co-founder, Unique NOLA Tours

Christopher Falvey

I’m all for anything that can help people focus. Putting an effort into mindfullness, for example, applies to one’s personal well-being as well as their efforts for the company. This is nothing but a win-win.

When it comes to spirituality, I always want people to leave religion out of the workplace. So you’ll want to make sure you do stray towards religious talk.

But any co-worker should appreciate any efforts one does to make themselves a better person in general.

Kristine Gentry
CEO, Culture Grove LLC

Kristine Gentry

I worked with a client who suddenly announced to his team that they would have to start arriving 30 minutes early every day to do a guided meditation.

He told them their first day back in January after the holidays and said that beginning the next day, they would need to arrive earlier to meditate.

This was not well received by the employees.

Some felt like it violated their religious beliefs and stated that they already prayed every morning on their own time. They did not want to be forced to meditate.

Others were upset for more practical reasons – suddenly arriving 30 minutes earlier meant difficulties for their personal schedules and dealing with babies and children in the morning.

Others noted that this arrival time meant they must drive during the height of commute time in their city and had to leave up to one hour earlier to arrive on time.

The goal of the morning meditation was to bring the team together and start the day off on a positive note; however, the impact was added hardship and led to increased disengagement from the team.

Zita Chriszto
Clinical Psychologist, Dubai Psychology

Zita Chriszto

Mindfulness, well-being, and spirituality play significant roles in workplace effectiveness.

In a preliminary study, it was found that mindfulness training had promising results in productivity. People who are able to take care of their mental and physical well-being tend to be less susceptible to burnouts.

On the other hand, spirituality may have to be approached more sensitively.

The most important thing to consider is that it is imperative that the different religions of employees are respected in the workplace and no discrimination takes place.

When employees can authentically express themselves and feel safe doing so, they tend to be more productive and fulfilled.

Jessica Munday
Co-Founder & Head of HR,  Custom Neon

Jessica Munday

At Custom Neon, we strongly advocate for mindfulness and well-being practices in our workplace. I am passionate about getting the most from our team and ensuring that our employees are happy.

We’ve integrated Maslow’s Hierarchy of Needs into our in-house training, emphasizing belonging and self-actualization as important factors for our team.

Our initiatives include diverse activities such as yoga sessions, sound baths, and community volunteering, creating opportunities for our team to relax and connect on deeper levels. 

On building our new office, we also chose a layout that would enhance camaraderie, a basketball court, break-out areas, and also individual spaces for when people want to work alone. 

Sharing my own experiences with burnout publicly within the team has helped destigmatize mental health issues, encouraging openness and support across all levels and offering confidential free counseling has been profound, increasing engagement, trust, and overall well-being, which in turn has driven better organizational outcomes.

Jenni Kovach
Chief People Officer, IGS Energy

Jenni Kovach

A people-first mentality is at the core of what we do at IGS and listening to our employees and enhancing benefits accordingly is key to our 95% employee satisfaction rate.

In recent years, we heard a need for greater access to mental health and well-being support.

In response, we made our largest investment in people development with Positive Foundry’s BetterYet program, which focuses on skills like emotional intelligence, mindfulness and resilience to help our team thrive.

Since implementation in 2020, we’ve seen an 86% increase in the (self-reported) personal well-being of employees and had employees tell us that it’s changed their life, saved their marriages, repaired relations with children and more.

We’ve also introduced Lyra, which provides employees, dependents and partners with 12 free mental health visits each year, free access to Headspace and encouragement to participate in Mindworx, an IGS Community for discussing mental health, sharing resources and combating stigma.

Alexandra Suchman
CEO & Co-Founder, Barometer XP

Alexandra Suchman

I believe mindfullness and well-being practices are critical in the workplace, and not just at the individual level.

So much of our success at work is related to how we feel about our colleagues and leaders, and the levels of mutual trust, respect, and collaboration we experience.

These relationships need to be nurtured.

Play is an extremely effective tool that allows colleagues to practice mindfulness in how they relate to one another. It provides an opportunity to reflect on how individual strengths and perspectives emerge during games, and helps develop profound understanding of each other’s motivations and communication styles.

These shared insights build trust and ensures that teams bring out the best in each other and are better prepared to work through challenges.

When employees have better relationships, they are more engaged in the work, more accountable to one another, and more invested in shared goals and objectives.

Karen Kossow
Self-Care and Resilience Coach for Autism Parents, OutOfYourOrdinary

Karen Kossow

I’ve seen firsthand the difference mindfulness programs can have on employees. Especially those navigating challenges in their personal lives which make it difficult to focus on their work. 

When employees voluntarily participate in mindfulness or well-being initiatives, they feel like their organization cares for them. This positively impacts not only their desire to do good work, but their ability to do it.

Human beings are not machines. We can’t divorce ourselves from personal problems and struggles as soon as we log on to work. 

Mindfulness and meditation are simple, effective, science-proven methods. They help employees focus, reset their nervous systems, reduce stress, and feel better.

Well-being initiatives create happier, healthier, more resilient employees, and better outcomes for organizations.

Leslie de Graaf
Owner, Everthrive Counseling

Leslie de Graaf

As a therapist and business owner, I’ve learned that prioritizing well-being practices isn’t just important—it’s essential.

In my practice, we emphasize mindful scheduling to ensure we take care of ourselves while serving our clients.

This means setting realistic daily caseloads, building in time for bio breaks, eating lunch and snacks, and completing notes without feeling rushed.

These practices help prevent burnout and foster a more focused, present mindset during sessions.

Encouraging small, intentional habits like stretching between appointments, taking deep breaths, or stepping outside for a quick reset creates a sustainable work rhythm.

The impact? Better outcomes for clients and a healthier work-life balance for therapists.

When we care for ourselves, we model the balance we encourage in others, creating a ripple effect that benefits everyone involved.

Jason Hennessey
CEO, Hennessey Digital

Jason Hennessey

Mindfulness and well-being are integral to our agency culture.

One initiative we implemented was a “Mindful Mondays” series, offering stress-management workshops and yoga classes.

This created a space for employees to recharge mentally and physically.

The ripple effect has been remarkable: fewer burnout cases, stronger engagement, and improved project outcomes.

Mindfulness isn’t just a trend—it’s a strategy for sustainable success.

Aaron Wertheimer
Marketing Copywriter, Marketing Reel

Aaron Wertheimer

My workplace is very supportive of mindfulness, well-being, and spirituality.

Our CEO practices meditation and runs daily, and he even gave us the option to invest in an exercise-based subscription where we could receive funds to enroll in a gym membership to support our physical and emotional well-being.

The outcome of both a weekly debrief meeting at the end of each week, the gym membership, and giving us the days off for religious holidays we’d like to observe has resulted in happier employees who have stayed with the company for more than two years, a more productive organization, and a more efficient system for work.

Employee morale is also high, and our team enjoys engaging in friendly banter back and forth between meetings and work projects.

I credit the above-mentioned outcomes to our management’s forward-thinking processes about mindfulness, spirituality, and well-being.

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

On-the-Job Training Strategies: What Works and Why

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On-the-Job Training Strategies: What Works and Why

How are leading organizations maximizing the impact of their on-the-job training programs?

What methods and delivery formats are proving most effective in today’s dynamic work environment? 

And what lessons have been learned from past challenges or less successful approaches? 

To answer these critical questions, we turned to the experts. 

In this HR Spotlight post, we’ve compiled insights from seasoned HR and business leaders, asking them to share their experiences with on-the-job training. 

They reveal the methods and formats they’ve found to be most effective for their workforce and, crucially, discuss the previous shortcomings or challenges that informed their current strategies. 

Their responses offer a valuable perspective on the evolution of OJT and provide practical guidance for organizations seeking to optimize their training programs.

Read on!

Hugh Dixon
Marketing Manager, PSS International Removals

Hugh Dixon – PSS International Removals

When it comes to training our team, hands-on experience is paramount.

Our staff, who are often expats themselves, undergo thorough practical training, as we believe nothing compares to real-life scenarios.

We pair this with interactive online learning modules that cover key concepts related to international shipping, customs regulations, and client communication.

This format helps reinforce knowledge while offering flexibility for our staff to learn at their own pace.

In the past, we faced challenges with inconsistent service quality and a lack of understanding of the nuances involved in international relocations.

The training mix we use today evolved from those early struggles, where we realized that theory alone wasn’t enough for effective learning in such a practical field.

Odelle Joubert
COO, Dentaly Go

Odelle Joubert – Dentaly Go

On-the-job training has to be as sharp and efficient as the work we do.

No fluff, no endless PowerPoints.

All we need is what actually helps people become better at their jobs.

We throw new team members into actual cases early, with structured shadowing and guided execution.

They don’t just watch, they do.

We refine in real time, cut the unnecessary steps, and focus on what actually moves the needle.

We used to overload information on people before they even had context. Theories used to drive our training and retention were terrible. Now, we teach in bite-sized, need-to-know bursts and reinforce it with immediate application.

Someone learning how to vet a clinic? They assess real cases on day one, not week three.

It’s fast, effective, and keeps us moving forward without hand-holding.

Dr. Ximena Hartsock
Founder, BuildWithin

Dr. Ximena Hartsock – BuildWithin

We use competency-based apprenticeships to upskill incumbent employees and bring in new talent.

When we see potential in a team member for a more complex role, we invite them to learn it through an 8–11 month apprenticeship, gaining hands-on experience while receiving direct, constructive feedback.

Apprenticeships offer flexibility.

In a traditional promotion, if a strong employee struggles in a managerial role, we risk losing a valuable individual contributor.

With an apprenticeship, however, the focus is on supporting the transition while ensuring a good fit. If the role isn’t the right match, they can return to their original position without stigma or career setbacks.

Similarly, we use apprenticeships to attract non-traditional talent, including non-degree workers, career changers, and seniors, while simultaneously cultivating talent early.

For example, our co-founder first joined my previous tech company as a sophomore in high school.

Apprentices are incredibly loyal, they have grit, and the humility to keep improving.

Caitlin Gardner
Professional Speaker & Facilitator, CaitlinGardner.com

Caitlin Gardner – CaitlinGardner.com

The most effective on-the-job training methods are when the leadership team carves out dedicated time and brings in an outside expert.

Some teams call these an off-site and what I love about these is they are well planned, have an agenda, offer key takeaways, have dedicated time for workshopping a challenge, and hold the team accountable with follow up two weeks after.

Many leaders botch this last part – they focus on onboarding, but fail to bring in inspirational speakers, exciting themes to reinforce a message, and can’t seem to garner true buy-in, activation and alignment.

I have 20 years as a PR and Communications expert helping support in-house HR functions at Fortune 500 companies and now facilitate these types of workshops for my clients – many are HR leaders who like to bring in outside expertise in person, champion a rally cry theme and include virtual follow ups with small teams.

This formula leads to success so off sites aren’t just a nice team bonding memory, but true strategic tools for leaders.

Lukman Arief
Geophysical & Commercial Manager, Hidrokinetik Indo Pacific

Lukman Arief – Hidrokinetik Indo Pacific

As a geophysical bid manager, training geologists and geophysicists in bid proposal development is challenging because it requires both technical and commercial skills—something not traditionally taught in university programs.

The most effective training methods include curriculum-based learning, mentorship, and hands-on practice, in that order.

Curriculum-based training introduces key concepts like bid structure and pricing strategies, keeping the content easy to understand initially, so that trainees can grasp more complex examples later on.

Mentorship is crucial in bridging the gap between theory and practice by pairing junior team members with experienced mentors for personalized guidance, feedback, and the transfer of tribal knowledge.

Finally, hands-on practice, such as contributing to live bids under strict supervision, solidifies learning.

This process needs regular weekly 1:1 check-ins to track progress and address roadblocks.

In summary, the curriculum offers the ‘why,’ mentorship provides the ‘how,’ and hands-on experience builds confidence and competence for when they eventually work independently.

Natalia Szubrycht
Marketing Specialist, Klik Lekarz

Natalia Szubrycht – Klik Lekarz

Effective on-the-job training requires a blend of hands-on experience, digital learning, and mentorship.

In my experience, microlearning modules combined with interactive workshops work best.

Short, targeted training sessions keep employees engaged without overwhelming them, while real-time application ensures knowledge retention.

One challenge we faced was the lack of engagement with traditional long-form training. Employees struggled to find time for lengthy courses, and knowledge retention suffered.

To address this, we implemented a mix of video-based learning, peer coaching, and AI-powered personalized learning paths.

This approach allows employees to learn at their own pace while still benefiting from collaborative and practical experience.

Austin Rulfs
Founder, Zanda Wealth

Austin Rulfs – Zanda Wealth

On-the-job training is best for my team when it’s experiential and hands-on, and includes a combination of real-time feedback and peer-to-peer learning.

We use shadowing and mentorship, where new employees can learn from experienced staff members firsthand. It assists them in getting familiar with work and tasks at their own pace while being mentored.

Before, we were struggling with non-interactive remote learning processes. Our employees struggled to remember information from long online modules.

That’s when we knew that we had to integrate digital learning tools with hands-on application at work.

The blended model has worked better by validating core concepts through hands-on application. It’s given a more interactive and efficient learning experience for all.

Dr. Alex Roig
Founder, Dr. Weight Loss

Dr. Alex Roig – Dr. Weight Loss

Opting for a more interactive approach, I’d recommend health professionals in our workforce focus on hands-on coaching and peer mentorship.

These methods are most effective because they allow us to provide practical guidance, and our team gains real-world insight during peer mentorship sessions.

By involving experienced professionals in training, we ensure that newer team members learn personalized coaching approaches, which strengthens our service at Dr. Weight Loss.

When our staff learns by doing, they can apply techniques effortlessly, considering the individual’s unique wellness journey.

By integrating methods like hands-on coaching, we create a dynamic learning environment that fosters continuous improvement and encourages personalized care in weight loss and wellness.

Josh Ladick
Owner, GSA Focus

Josh Ladick – GSA Focus

As a professional experienced in government contract navigation and integration, I witnessed the effectiveness of on-the-job training regularly by implementing varied techniques.

Comprehensive policy manuals help new hires understand roles, and they work alongside curated workshops for learning regulations and compliance, providing a thorough training framework.

We use virtual workshops and task-based programs to ensure everyone stays updated and gains hands-on experience, cementing their knowledge through practical exercises.

When employees can see real outcomes through case studies, they understand why each step matters. This leads to better application of knowledge in real-world scenarios.

My experience spans nearly two decades in helping B2B SaaS companies and others succeed in government programs.

By focusing on the ever-evolving demands of the industry, I’ve ensured our training methods remain relevant and influential, thereby supporting workforce readiness and performance optimization.

Joshua Odmark
Founder, Local Data Exchange

Joshua Odmark – Local Data Exchange

Opting for a more tailored approach, I’d recommend tech leaders like myself consider a blend of mentoring and hands-on projects for effective workforce training.

Our company integrates hands-on project-based learning with mentorship programs to ensure our team acquires practical skills and expert guidance, allowing them to engage with real-world scenarios while having a support system for transferring knowledge.

Practical experience, combined with expert insight, enables our team to develop solutions and adapt quickly to new challenges. This is because every task they tackle fuels competence and innovation, boosting their performance directly as they continue learning.

With over a decade of expertise in SaaS, focusing on creating seamless user experiences and transformative software, I understand the impact of effective training firsthand.

Tailoring our methods to fit both individual and team needs ensures we stay agile and competitive in our industry.

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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Beyond the Breaking Point: Sharing Strategies to Combat Employee Burnout

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Beyond the Breaking Point: Sharing Strategies to Combat Employee Burnout

How are leading organizations tackling the growing challenge of employee burnout? 

What are the most prevalent factors contributing to this issue across different industries, and what proactive steps can companies take to mitigate its impact? 

In this post, we seek answers from the front lines, gathering insights from experienced HR and business leaders. 

We asked them to pinpoint the primary cause of burnout within their respective industries and to detail the specific initiatives or strategies their organizations have implemented to address this critical issue. 

Their responses offer a roadmap for building a more resilient and engaged workforce, highlighting the importance of proactive intervention and a commitment to employee well-being.

Read on!

Kasey D’Amato
CEO, KaseyDamato.com

Kasey D’Amato – KaseyDamato.com

– Get a coach or mentor who can help you identify the root cause of the burnout and help you find your purpose. 

– Start a new hobby or learn a new skill- stimulate your brain in new and exciting ways that remind your brain that it is possible to feel interested in something again. 

– Join a new community or networking group – get around people who are like-minded and passionate about something. 

– Contributing to the greater good by helping others increases the feel-good hormones in our body and allows us to see life from a different perspective. 

– Gratitude journal-take daily notice of the positive things in life, a sunny day, a beautiful flower, a convo with a good friend. Be intentional about gratitude on a daily basis.

I do all 5 of these things.

I always have a coach of some kind in my life.

I make it a major point to learn something new or experience a new culture on a regular basis and set very intentional “resets” into my weekly, monthly, and quarterly routines.

I try to be in at least 2 networking groups at any given time. Meeting new people is important, provides new perspectives, and forces me to get out of my comfort zone.

I sit on the President’s Council for the University of Miami and donate time (and money) to their Launchpad program to help support up-and-coming founders and entrepreneurs and also donate to various nonprofits throughout the year including Big Brothers Big Sisters of Miami and others.

Ever since I hit rock bottom with burn out my husband and I make it a daily ritual to share what we are grateful for at the end of each day, even on the hardest, crappiest days, we force ourselves to find something in that day to be grateful for and this has dramatically improved our ability to reset back into a positive mindset the next day.

Alexandra Suchman
CEO & Co-Founder, Barometer XP

Alexandra Suchman – Barometer XP

One major factor of burnout across industries is the erosion of trust at work, especially between employees and managers.

One unintended consequence of the rapid expansion of remote and asynchronous work has been fewer opportunities to form, build, and maintain relationships with leadership and colleagues, which leads to decreased engagement, accountability, and trust among employees at all levels.

The solution is to invest in creating opportunities where conversations – that are not about work – can happen between management and employees so they can get to know each other as people and rebuild that trust.

One strategy my company, Barometer XP, uses is playing games together. Games offer a structured shared experience to help colleagues get to know each other better and provide a low-stakes environment to practice problem-solving and communication. The reflective insights from the games strengthen relationships and collaboration.

Nicole Martins Ferreira
Product Marketing Manager, Huntr

Nicole Martins Ferreira – Huntr

In the AI industry, everyone has become obsessed with efficiency. Because of this, everyone is pushed to produce more results than ever before.

It’s a race where the people who know how to use AI well will be the most successful, which makes competition fierce.

Huntr has flexible working hours, is remote, and personal days can be taken as needed.

Our CEO has created a positive culture of praise and recognition, allowing people to feel appreciated for their accomplishments along the way.

This is the only job I’ve ever had where I haven’t experienced burnout.

I think the biggest contributing factor is that our CEO shares our wins every week. It makes us feel like we’re working together instead of competing.

Jonathan Faccone
Founder, Halo Homebuyers

Jonathan Faccone – Halo Homebuyers

In the real estate industry, the most prevalent contributing factor to employee burnout is the high-pressure environment combined with the often unpredictable nature of the market.

Real estate professionals frequently manage multiple clients and deals simultaneously, leading to long hours and constant availability, which can significantly impact work-life balance.

To address this, our organization has implemented a flexible work policy that allows employees to set their own schedules and work remotely when needed.

This initiative aims to provide our team with the autonomy to manage their time effectively, reducing stress and preventing burnout.

We also emphasize the importance of mental health by providing regular wellness workshops and access to professional counseling services.

Michael Moran
Owner, Green Lion Search Group

Michael Moran – Green Lion Search Group

Now more than ever, it’s essential to recognize the broader societal and cultural factors contributing to employee burnout.

Seeing workers holistically—as individuals with full lives beyond the workplace—is key to addressing and preventing burnout and malaise.

As business owners and leaders, it can be easy to focus solely on what happens within the office, but that perspective is too narrow.

If anything, the COVID-19 pandemic underscored just how deeply work is intertwined with mental and physical well-being.

Political and social climates also play a role; regardless of personal viewpoints, there’s no denying that polarization and uncertainty can seep into the workplace, leading to disengagement and demotivation.

Personally, I believe in open dialogue about issues beyond work.

Avoiding difficult topics rarely benefits anyone. While the workplace may not be the best setting for heated debates on charged issues, pretending that external stressors don’t exist is just as ineffective.

When working with employees experiencing burnout, I make a point not to ignore external factors.

Understanding how they feel about the broader world helps in developing meaningful coping mechanisms—both professionally and personally.

Active listening and ensuring they know they can come to me, or HR, with any concerns is key to creating a supportive environment.

I firmly believe that treating employees as whole individuals is fundamental to fostering both satisfaction and productivity.

Gareth Hoyle
Managing Direction, Marketing Signals

Gareth Hoyle – Marketing Signals

Stress and burnout in the PR and marketing industry is high.

PRs often work long hours, manage multiple relationships – including clients with high expectations, and face a lot of rejection and criticism.

Poor mental health is not just an issue in PR, although there are certain norms that are specific to the industry which don’t help, such as the ‘always on’ mentality and the pressure to deliver high quality results and hit key targets.

A recent study by PR software tool, Prowly, found that 92% of PRs reported that work-related stress has had a negative impact on their mental health and two-thirds (57%) experience stress-related symptoms daily or very often.

With computers and other devices within instant reach, employees often feel the need to be available 24/7.

But never switching off from work is guaranteed to increase stress levels and, ultimately, lead to burnout.

If you need to contact one of your employees outside of their core working hours, make it clear that they only need to reply at a time that’s suitable for them.

Personally, I’ve added a permanent note on my email signature to make it clear that I don’t expect an instant response to combat this and encourage my employees to take regular breaks throughout the day to protect their mental health.

Promote a better work/life balance by encouraging your staff to take regular breaks throughout the day to eat, stretch, rest and exercise. This is a great way to manage and reduce stress throughout the working day.

Benjamin K. Walker
CEO & Founder, Ditto Transcripts

Benjamin K. Walker – Ditto Transcripts

In the transcription services industry burnout is almost always caused by the subject matter we work with. 

Many of our clients are law enforcement agencies and the crimes people commit against other human beings can be hard to handle after years and years of listening and transcribing them. 

We don’t force any of our transcriptionists to work on certain files or clients, they are often afforded breaks from the more gruesome work for a few weeks or months until they are ready to come back. 

Once they ask us for a break we give it to them, and let them work on more common everyday types of files like court hearings involving civil lawsuits or something like that.

Kelly Roach
Motivational Speaker, Kelly Roach International

Kelly Roach – Kelly Roach International

Every day, I watch entrepreneurs burn out and go broke while chasing their dreams, and the devastation it causes is beyond words.

Why does this keep happening?

Because of a lack of focus, constantly shifting priorities, and chasing too many strategies, tactics, and tools that promise the world but ultimately drain time, energy, and resources.

Simplicity is genius. I will continue to share this message because I know it’s the key to long-term success.

You can accomplish more than you ever imagined if you master the art of saying no.

For me, business growth has always been about keeping things simple.

My first company crossed the 8-figure mark with one core offer and one core launch. We only began expanding into new companies, products, and services in pursuit of 9 figures because, at a certain level, there is a law of diminishing returns.

To scale beyond that, we had to build multiple product lines and delivery models—while maintaining the highest quality.

But none of that came before we mastered simplicity and focus.

If you’re feeling overwhelmed, take a step back.

Success isn’t about doing more—it’s about doing less, better.

Anand Mehta
Executive Director, AMFM Healthcare

Anand Mehta – AMFM Healthcare

Caregiver burnout is when you devote the majority of your time, energy and resources to taking care of others that you neglect, forget or aren’t able to take care of yourself.

Sometimes our team is so physically, mentally, and emotionally tired they forget to take care of themselves.

What initiative or strategy does your organization implement to address this issue?

Since my team won’t always admit when they’re struggling, we’ve taken proactive steps to prevent burnout.

We’ve set clear boundaries, like limited after-hours communications(we can’t fully go no-communication as we are in the healthcare industry), and make a point to celebrate wins, big or small.

We also regularly review our performance and adjust workflows to keep things manageable.

These small but intentional changes have made a big difference in helping the team feel supported and valued, even when they’re not saying it outright.

Sabra Sciolaro
Chief People Officer, Firstup

Sabra Sciolaro – Firstup

More than half (60%) of stressed out workers consider their job the primary source of their stress, citing it:

– contributes to feelings of burnout (55%)

– diminishes their motivation (48%)negatively affects their work performance (37%)

BUT 33% claim their employers don’t offer any wellness benefits (gym memberships, mental health resources, etc.)

Another 25% say they either don’t know where to find information about wellness benefits and 22% find the options unsatisfactory 

their employers are using email (48%) to communicate, which doesn’t help our deskless workforce 

55% said they’d be more likely to use their employer’s benefits if they knew what the options were or where to find information.

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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Loyalty vs. Performance: A Difficult Promotion Decision

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Loyalty vs. Performance: A Difficult Promotion Decision

Imagine this: you’ve got a promotion to fill. 

Do you go with the loyal employee who’s always been there, even if their performance is just okay? 

Or do you pick the rockstar performer, knowing they might be out the door in six months? 

It’s a tough call, and it’s one HR and business leaders face all the time. 

In this post, we’re getting real about those hard decisions. 

We asked top leaders how they approach this dilemma, what factors they consider, and how they balance the need for great performance with the value of loyalty (and the cost of losing someone good!).

Read on!

Chris Giannos
Co-Founder & CEO, Humaniz

Promote Leadership Potential And Adaptability

The decision to promote a loyal but average performer over a high-performing employee who may leave depends on the long-term impact on the team and the organization.

While loyalty is valuable, a promotion should be based on leadership potential, adaptability, and the ability to drive results rather than tenure alone.

If the high performer is a strong cultural fit and contributes significantly to business success, efforts should first be made to retain them by addressing their career growth needs.

If they’re leaving due to a lack of advancement opportunities, a promotion could be a strategic move to keep them engaged and invested in the company.

However, if their long-term commitment is uncertain despite these efforts, promoting someone else who consistently supports team stability and growth might be the better choice.

Loyalty alone doesn’t justify a promotion, but if the average performer has demonstrated leadership qualities, the ability to develop skills, and a strong influence on team morale, they may be the better long-term investment.

The key is to ensure that any promotion aligns with business goals, maintains team motivation, and strengthens leadership without compromising performance.

Noah Musgrove
HR & Marketing Specialist, Liberty Financing LLC

Balance Performance And Long-Term Stability

When deciding between promoting a steady, loyal employee or a high performer who may leave, it is important to weigh both long-term and short-term stability impacts.

A top performer brings strong results, but if they decide to leave early the organization could face disruptions in workflow, morale, and overall team cohesion.

On the other hand, a reliable, consistent employee may not stand out as much in terms of performance but offers dependability and a stronger likelihood of long-term contribution.

The best choice depends on the company’s priorities and the potential for growth in each individual. If the high performer is open to staying with the right support, offering career development or incentives might make sense.

However, if their departure is likely, investing in the loyal employee’s growth and leadership skills can provide long-term stability.

It’s all about striking the right balance between immediate performance and sustainable success!

Vasilii Kiselev
CEO & Co-Founder, Legacy Online School

Balance Performance And Retention Strategies

When it comes to promoting a loyal average employee versus a high-performing potential flight risk, it all comes down to long-term strategy.

At Legacy Online School, we value performance and loyalty equally, but also recognize that every employee has his or her own unique set of strengths to bring to the table.

In this case, I would prioritize the high-potential flight risk performer first, with some major caveats.

The reason is simply this: performance drives results. A top performer is one who can potentially have an immediate and substantial effect on the organization’s growth.

That said, this does not mean loyalty is irrelevant–it most definitely is. Loyalty, however, can be cultivated and nurtured.

The strategic thought behind this is to sit down with the high performer and discuss their career path, hear their concerns, and find out how we can match their aspirations with the company’s aspirations.

If we can retain top performers while providing them with the right opportunities, the ROI will be tremendous.

On the other hand, a loyal average performer can add cultural value but not necessarily move the bottom line in terms of results. The business would then be missing out on growth opportunities.

What really matters, ultimately, is a balance between retention and performance strategies–because performance, though a possible game-changer, is transient, while loyalty can be nurtured and developed with a good strategy.

Alex Cornici
Writer, Cheap Places To Go

Assess Performance And Company Needs

Promoting an employee involves a mix of assessing their current performance, potential for growth, and overall impact on team dynamics.

If faced with choosing between a loyal, average performer and a high-performer who might leave the company, the decision isn’t just about their individual contributions.

The loyal employee’s consistent performance provides stability and can be crucial for maintaining a cohesive team environment. However, their average performance might limit the company’s growth potential, especially in roles that demand high innovation or technical skills.

On the other hand, a high-performing employee often drives significant improvements and results, potentially bringing more value to the company in the short term. Yet, the risk of them leaving could result in a disruptive gap, especially if they occupy a critical role.

This decision depends greatly on the specific needs and strategic goals of the company; for instance, if a business is navigating through a critical transformative phase, the high performer’s cutting-edge skills might be indispensable.

Ultimately, the choice could also reflect on the company’s culture and values, possibly influencing future recruitment and retention.

Carefully weighing these factors will guide a decision that supports not only immediate needs but also long-term stability and growth.

Aviad Faruz
CEO, FARUZO

Align Promotion With Company Goals

The decision to promote a loyal yet average performer over a high-performing but potential flight risk depends on the long-term strategic goals, team stability, and leadership needs of the organization.

While performance is critical, leadership roles require reliability, cultural fit, and commitment–qualities that an average but loyal performer may bring, while a high-performer at risk of leaving might not.

If the role is high-impact and requires immediate results, promoting the high performer with strong incentives and a clear career growth plan might be the best move to retain them and maximize short-term success.

However, if the role demands long-term team stability, mentorship, and cultural reinforcement, then promoting a steady, loyal employee could provide more lasting value, even if their individual output isn’t exceptional.

A strategic middle ground could be tailored retention efforts for the high performer, such as a stretch assignment or leadership training, while investing in skill development for the loyal employee.

Ultimately, promotions should be based on a combination of performance, leadership potential, and alignment with the company’s future goals–not just immediate output or tenure.

Michael Kazula
Director of Marketing, Olavivo

Assess Impact On Team Dynamics

Choosing between promoting a loyal but average performer and a high-performing employee at risk of leaving is complex.

Promoting loyalty fosters a positive culture and reduces turnover, enhancing team stability.

However, the potential loss of a high-performer could disrupt projects and knowledge flow.

Each option requires careful assessment of how they impact team dynamics and the company’s long-term objectives.

Rob Clegg
Senior SEO Manager, Exclaimer

Promote Based On Merit And Transparency

In any company, the most essential way to manage expectations is to create a culture that’s based on merit and transparency.

When someone is offered a promotion, it should be obvious to everyone why the person was chosen, which achievements and what skill set recommends them for the promotion.

Resentment happens when employees feel like they are owed a promotion based on tenure alone, which should not be the case.

If someone has not showcased any interest in expanding their responsibilities, leading the growth of the business, there is no reason they should be promoted.

This is what employees need to understand and where transparency can have such a huge impact, effectively communicating what a promotion requires.

It will automatically create a natural selection, where many employees will not want the added responsibility for the increased reward and will develop an appreciation of those who do.

Anna Blood
Founder & Managing Attorney, Blood Law PLLC

Prioritize Internal Promotions And Growth

When a company grows rapidly, I believe it’s important to prioritize promoting from within.

As a business leader, I want to reward and recognize my existing team for their hard work and leverage their knowledge and experience.

If multiple qualified individuals are interested in a promotion, consider factors such as their performance, potential for growth, and their long-term goals.

Transparent communication is key to ensuring that everyone feels valued and understood, even if they don’t get the promotion.

It’s also crucial to avoid overwhelming employees with excessive responsibilities.

If someone is promoted, ensure that their previous role is filled to maintain productivity and prevent burnout.

Kate O’Sullivan
Founding Partner & Executive Coach, CoachSelect

Reward High Performers Without Management

This is a common situation, and I often hear companies worrying about what to do when they have a high performer and no leadership position to promote them to.

However, companies are overlooking the reality that not everyone wants to be a people manager.

In fact, I hear it all the time– I want to progress in my career, but I don’t want to manage a team.

So a great solution is for companies to think of ways for high performers to expand their impact without leading a team. This could be through leading high-profile projects, giving them more autonomy on what work to pursue, or increasing the scope of their responsibility.

Another key consideration is that high performers want to be rewarded for their hard work, which means compensation has to be a part of the retention conversation. If the only way to reach a certain salary level is to become a people manager, companies will inevitably lose top talent.

Make sure that compensation is aligned to the incentives of achieving team and company goals.

If high performers know what their expectations are, are incentivized by fair and competitive compensation for their efforts, and are a part of open conversations about career progression, you have a recipe for keeping top employees retained and engaged.

Levi Hemingway
Co-Founder, City Storage By Nomad Capital

Prioritize Consistency And Team Stability

At City Storage USA, promoting a loyal yet average performer over a high-performing but potential flight risk would depend on the long-term impact on the business.

Just like in storage, where long-term occupancy and stability often outweigh short-term gains, we prioritize consistency, reliability, and growth potential when making leadership decisions.

One key consideration is cultural fit and team stability.

A loyal employee who embodies our values, supports the team, and is invested in the company’s mission may be a better long-term leader than someone who delivers top results but is disengaged or likely to leave.

Leadership is about more than just numbers–it’s about trust, collaboration, and the ability to motivate others, much like how a well-managed storage facility thrives on strong customer relationships rather than just maximizing unit rentals.

However, performance cannot be ignored.

If the high performer has the potential to stay with the right incentives, we would explore ways to retain them, such as offering professional development opportunities, customized incentives, or leadership training.

If they remain a flight risk despite these efforts, promoting a steady and dependable team member who is willing to grow into the role may ultimately be the smarter choice for long-term stability and business continuity.

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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