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The Human Side of the Algorithm: Why Personality Dictates AI Adoption

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March 23, 2026

The Human Side of the Algorithm: Why Personality Dictates AI Adoption

By Adam Stamm, Co-Owner, Online DISC Profile

The rapid integration of Artificial Intelligence into the modern workplace is often discussed in terms of technical capability, processing power, and economic disruption. However, as we move past the initial novelty of generative tools, a more nuanced reality is emerging: the success of AI adoption depends less on the software itself and more on the psychological makeup of the people using it.

In a recent study of over 4,000 employees conducted by Online DISC Profile, we found that 76% of workers are now comfortable using AI in their daily roles, and perhaps more surprisingly, given the headlines regarding automation, is that 71% of respondents feel secure in their positions and are not worried about AI taking their jobs. Yet, despite this general comfort, there remains a significant friction point: one in five employees (22%) indicated they would likely leave a job due to “excessive” AI use.

To understand this mixture of attitudes towards AI, we must look at the workplace through the lens of personality. Using the DISC methodology, we can see how different behavioral types perceive AI not just as a tool, but as a digital colleague.

  • The Efficiency Paradox: The Dominant (D-Type)

Individuals with a “Dominant” personality type are driven by results, speed, and control. For a D-type, AI is a natural ally. Because these tools work instantaneously, they allow D-types to complete tasks at an accelerated pace, enabling them to stay in control while managing a multitude of complex projects.

However, this relationship is not without its tensions. The D-type’s inherent need for autonomy means they may view AI with caution if the tool begins to dictate how they work rather than simply assisting them. If the AI becomes a bottleneck or operates in a way that feels restrictive, the D-type may reject it in favor of maintaining their own methodology.

  • The Social Conundrum: The Influence (I-Type)

“Influence” types are characterized by their social nature and need for interaction. On the surface, Large Language Models (LLMs) appeal to I-types because they are inherently conversational and often programmed to provide “cheery” or high-energy responses.

The risk for I-types is rooted in social approval. These employees are highly attuned to the culture of their peer group. If a team’s prevailing sentiment is skeptical of AI, an I-type is likely to avoid using it to maintain social cohesion and alignment with their colleagues. For them, AI adoption is a communal decision rather than a technical one.

  • The Systematic Teammate: The Steadiness (S-Type)

Employees who fall into the “Steadiness” category value systems, processes, and consistency. They often gravitate toward AI because of its systematic nature; they view the technology as a reliable, process-oriented teammate that can handle repetitive structures.

But the S-type is also the most empathetic of the personality groups. They place a high emphasis on the needs of others. If they perceive that increased AI usage is leading to staff reductions or harming the well-being of their colleagues, they are likely to opt out of using the technology as a matter of principle. Their loyalty lies with the people, not the process.

  • The Risk Manager: The Conscientious (C-Type)

The “Conscientious” personality type is defined by a desire for accuracy and a deep-seated aversion to risk. For a C-type, AI is a double-edged sword. It can be an invaluable asset for identifying human errors and performing “extra steps” in quality control.

Conversely, the well-documented tendency for AI to “hallucinate” or provide confidently incorrect information is a deal-breaker for many C-types. Because they fear being associated with incorrect data, they may avoid AI entirely rather than risk the fallout of a machine-generated error.

  • The Managerial Mandate: Transparency and Choice

As businesses navigate this transition, leaders must recognize that a “one-size-fits-all” AI mandate will likely backfire. 

Jeannie Bril, industrial/organizational psychologist, says that if a person feels forced to use AI, this may challenge their identity and impact their psychological well-being: “Individuals in creative jobs may experience negative impacts on their psychological well-being if they are forced to use AI tools at work because they previously had the freedom to choose how to do their jobs.”

To manage a workforce with differing personalities, managers must prioritize two things: transparency and choice.

  • Transparency: If a company uses an automated note-taker in meetings, this must be communicated clearly. Some employees may feel uncomfortable being recorded or monitored by an algorithm, and their privacy concerns must be respected.
  • Choice: Employers should evaluate which AI applications are “imperative” and which are “optional”. Giving employees the agency to decide how AI fits into their workflow, rather than mandating its use, preserves their sense of identity and prevents the “AI burnout” that leads to turnover.

Ultimately, the goal of integrating AI should be to augment human capability, not to override human personality. By understanding personality types within a team, businesses can move away from a “tech-first” approach and toward a “people-first” strategy that respects the diverse ways we think and work.

About the Author

After spending seven years in various Advertising and Marketing positions, Adam Stamm left his corporate job and joined his family’s business.

Here he regularly has opportunities to support products and services that focus on professional development, self-awareness, and improving workplace culture.

Adam is passionate about connecting with others and solving problems. Outside of his day job, he serves on the board of directors of the Greater Philadelphia Chapter Association of Talent Development where he works to provide educational programming around talent development to chapter members.

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The Warning Signs: Spotting and Addressing the “Foot Out the Door” Syndrome

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The Warning Signs: Spotting and Addressing the "Foot Out the Door" Syndrome

In an era of relentless layoffs, economic volatility, and eroded job security, a quiet survival strategy has gained momentum: “career cushioning”—secretly interviewing while still employed. 

Is it disloyalty, or simply smart self-preservation? 

On HRSpotlight, CEOs, founders, recruiters, and HR innovators offer candid, no-nonsense perspectives on this modern workplace reality. 

They explore why high performers quietly update their LinkedIn and polish resumes long before giving notice, and what it reveals about trust, growth, and retention. 

More importantly, they share battle-tested approaches leaders can take when they spot the signs—without resorting to surveillance, guilt trips, or denial. 

From proactive career conversations and transparent growth paths to removing daily friction, recognizing contributions early, and building environments where people no longer feel the need to hedge, these experts show that the antidote to cushioning isn’t control—it’s connection, clarity, and genuine investment in people. 

Discover how forward-thinking leaders are turning a symptom of insecurity into an opportunity for stronger loyalty and performance.

Read on!

Steven Lowell
Sr. Reverse Recruiter & Career Coach, Find My Profession

There is absolutely nothing wrong with “career cushioning”.

In fact, a 2022 survey showed that job seekers who were already employed were hired 45% faster than unemployed candidates.

It is necessary to continue searching in order to keep building your network, just in case of an unexpected layoff or market downturn.

If a leader notices that their best staff seem to have one foot out the door, there are 3 approaches to dealing with this:

– Say nothing and let things play out while learning from the actions the staff took up until they left.

– Sit the staff down and have a heart-to-heart about the possible reasons they decided to look around. The only reason I caution against this approach is because it might create anxiety or conflict for the staff, now that they know their boss is aware of their possible departure. Tiktok and Reddit have become hot zones for, “I can’t believe my boss!” stories.

– Make a gesture or series of gestures that shows the staff, “I want you to stay around for a while.”

Using an example from my career, at Find My Profession, I suggested hiring someone back in 2021 and I knew she was amazing. I knew she would leave sooner than later, if the job became boring. So, I suggested that she become my boss and I would step aside. The gesture, along with the new challenges, gave her reason to stick around for several years, as the company grew.

There are some who believe that staying in charge or growing a business requires tough, unyielding leadership.

However, making moves to take care of staff, in the name of growing the business, usually turns into a win-win situation.

Career Cushioning Is Smart Self-Preservation

Sreekrishnaa Srikanthan
Head of Growth, Finofo

I get why people do career cushioning, especially when jobs can feel unstable.

What worked for our team at Finofo was simple quarterly chats about where people’s heads were at.

It took a while, but folks got way more comfortable talking about what they actually wanted next.

Now when I see our best people looking around, I just talk to them. We thank them for their work here and get behind whatever they want to do next, instead of acting like a job search is a betrayal. 

Open Chats Stop Secret Job Searches

Andrew Geranin
Head of Product, Resume

Career cushioning is not disloyal; it is a self-preservation behaviour in the face of market uncertainty, not an indication of dissatisfaction.

In the current turbulent world, intelligent professionals desire to remain prepared, and that should not be interpreted as disloyalty.

To leaders who see the best talent going adrift, it is not about guilt but about being clear and developing.

Conduct actual discussions on career pathing, skill building, and contribution.
When a person feels challenged, noticed, and is moving forward, they will hardly continue to search.

The exit behaviour generally begins much earlier than the updating of resumes.

Cushioning Signals Growth Gaps Early

Eli Zimmer
CEO, Luxaire HVAC Services

It’s definitely something that happens frequently.

Ideally though, of course, you don’t want it to be happening in your business with your employees. You of course want them to stay because employee retention is so important.

So if you feel as though your best employees seem like they have a foot out the door, it could be wise to pull them aside and ask them for feedback.

Don’t be accusatory or make them feel like they are in trouble for what they are doing – approach it from an angle of wanting to make things better for them however you can.

Ask for Feedback, Don’t Accuse

Ryan Dosenberry
CEO, Crushing REI

Career cushioning feels more like a wake-up call to me than a threat.

I’ve found that keeping good people around just comes down to honest talks about where we’re actually going and what’s in it for them down the road.

In my one-on-one, I focus on what they want for themselves. When I connect their goals to our team’s targets, they stop just showing up and start pitching new ideas.

Honest Talks Align Goals and Keep Talent

Robert Pace
President, World Trade Logistics

My take on career cushioning is you can’t stop it and nor should you try.

People usually start quietly interviewing because something in their day-to-day life isn’t working, not because they’re disloyal or fickle.

As a leader, our job isn’t to police loyalty, it’s to fix the reasons that make people feel like they need a backup plan.

In my experience, the biggest retention wins come from simple, consistent habits: clearer expectations, removing daily friction points, and making sure top performers know they’re valued.

When people feel seen, supported, and actually growing, they stop looking over the fence.

Instead of policing career cushioning itself, we need to police issues that lead to it.

Fix Root Causes, Not the Cushioning

Frederic S
Co-Founder, RemoteCorgi

We’re hearing more about career cushioning these days and it has become a normal part of modern work, especially in remote-friendly industries.

People aren’t quietly interviewing because they’re disloyal – they’re doing it because the job market feels unstable.

Layoffs can happen with little warning, companies pivot quickly, and many employees have lived through at least one unexpected restructuring.

Cushioning is simply a way to feel prepared, the same way companies build runway or diversify revenue streams.

For leaders, the instinct is often to feel frustrated or betrayed. But in my experience at RemoteCorgi, career cushioning is usually a symptom, not the root problem.

When high performers start exploring outside opportunities, it’s typically because they’re sensing misalignment (ie: unclear expectations, limited growth paths, or a culture that’s shifted without explanation). Rarely is it about salary alone.

The best response isn’t to tighten control or monitor behavior. It’s to create an environment where people no longer feel the need to cushion in the first place. That starts with honest, regular conversations about career trajectory, skill development, and what meaningful work actually looks like for them.

Give employees transparency about company direction, invest in their growth, and make sure their contributions are clearly recognized.

When people feel valued, supported, and connected to the bigger mission, they’re far less likely to keep one foot out the door.

Career cushioning might be a modern reality, but strong leadership can make it unnecessary.

Build Trust to Make Cushioning Unnecessary

Skandashree Bali
CEO & Co-Founder, Pawland

Career cushioning is often a symptom, not the root problem.

From my experience leading a fast-growing pet care platform, I’ve learned that when high-performing employees quietly explore opportunities elsewhere, it rarely means they’re disloyal, it usually means they no longer see a growth path, purpose, or psychological safety where they currently are.

Employees don’t suddenly wake up wanting a new job; they wake up realizing they’re not valued where they are.

I think leaders must stop treating career cushioning as a “threat” and instead view it as emotional data. If great people are preparing for something better, we should ask ourselves: Why don’t they feel that “better” exists here?

My advice for leaders:

Offer clarity on growth, not just encouragement.
“You’re doing great” is not a growth plan. People need transparent pathways on what comes next.

Have real conversations before exit interviews.
Most founders only get honest feedback when someone resigns. Change that. Ask openly:
“Is this still the place where you see your future? If not, what would need to change?”

Reward contribution, not just loyalty.
Top performers want progress, not stagnation. Career development should be earned, not delayed.

Normalize ambition, don’t punish it.
If people fear that expressing ambition risks their reputation internally, they’ll explore it externally.

When leaders build a culture where people feel seen, challenged, and supported, career cushioning naturally decreases.
Retention is never about making people stay, it’s about making them want to stay.

Career Cushioning Signals Growth Gaps Early

Bennett Maxwell
CEO, Franchise KI

When people on my franchise teams started looking elsewhere, it was usually because they felt stuck.
So we started talking openly about flexibility, like sabbaticals or temporary role changes. Suddenly, our best people would just tell us what they needed. That honesty saved us from losing a few key players.

When you sense someone is drifting, get curious instead of suspicious. You might actually find a way to keep them.

Open Conversations Turn Drift into Retention

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

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Women’s History Month Series – In Conversation with Stephanie Davis Neill

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HR Spotlight Interview

Stephanie Davis Neill

Women's History Month Interview Series

In Conversation with Stephanie Davis Neill

Our special guest today is Stephanie Davis Neill, Chief Operating Officer at Click Boarding. With over 25 years of leadership experience spanning agile startups to Fortune-ranked companies, Stephanie brings a uniquely structural perspective to HR technology. A lifelong operator and Georgia Tech graduate with deep expertise in Lean/Six Sigma methodologies, she proves that the most effective way to solve complex people problems—such as employee engagement and workload reduction—is through robust, repeatable processes.

In this episode, Stephanie shares her playbook for protecting her peace through structural clarity, explains why she describes the 2026 workforce as “cautious,” and offers critical advice on how to strategically pivot after surviving the “Glass Cliff.”

Thank you for joining us, Stephanie! We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?

Stephanie Davis Neill:

As a lifelong operator, I still find myself surprised when I describe my role in HR Technology.  I wasn’t initially sure it was the right fit until I thought about the challenges we solve, like engagement, accelerating readiness to work, and workload reduction for support teams and I thought, “this is what I have been doing my whole career!”. It’s true, when you really do pay attention, you can often clearly see the way forward.

You’ve worked in everything from furniture retail to global logistics. What have you learned about transformation?

Stephanie Davis Neill:

The fundamentals of managing transformation remain remarkably consistent from a startup to the Fortune 100: it is always about people and process. Whether you are hiring seasonal labor or highly specialized skill sets, transformation isn’t about the industry; it’s about facilitating how people and tools come together to deliver something amazing.

If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Stephanie Davis Neill:

Cautious.

As the pace of change continues to accelerate, particularly with macro economic pressures, adoption of AI, and shifts in company remote work policies, many employees remain uncertain about what comes next.  I suspect this is directly impacting the motivation for risk taking and job mobility.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Stephanie Davis Neill:

Shining during a time of crisis can be a great way to get noticed and to accelerate leadership opportunities. I challenge women who rise during these periods to pivot quickly when the crisis is over to demonstrate strategic leadership. It can be very easy to fall into the trap of being the go-to person in every crisis. I once had responsibility for literal crisis management (weather and other disaster response functions) and because it ran so smoothly, it stayed with my team for several years instead of appropriately moving to the risk management team. After that, I learned to not only fight for what I wanted to manage, but also for passing along what I shouldn’t.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Stephanie Davis Neill:

My protocol involves creating repeatable systems and routines that “anchor” the work. I rely on fixed organizational process, like our bi-weekly product and client discussions, to ensure everyone is on the same page and working toward the same priorities. This structural clarity helps prevent the “chaos” of absorbing everyone else’s stress because we have a clear, shared path forward.

HR is often described as a thankless job—you’re the villain when things go wrong and invisible when things go right. Why do you stay? What is the specific moment that reminds you ‘This is why I do this’?

Stephanie Davis Neill:

I stay because I love helping facilitate how people, tools, and resources come together to deliver something amazing. The “why” becomes very clear when you see the personal connection our teams make with clients. We recently finished a large implementation where the client didn’t want to let their consultant go and even asked for his personal information just to send a thank-you note. Hearing that our team has made that kind of impact, even at the very beginning of a partnership, is incredibly exciting.

“Transformation isn’t about the industry; it’s about facilitating how people and tools come together to deliver something amazing.”

That operational philosophy from Stephanie Davis Neill is a powerful reminder that at the core of every successful business transformation, the fundamentals of people and process remain entirely constant.

A huge thank you to Stephanie for sharing her expertise and proving that the best HR strategies are built on solid operational foundations.

As COO, Stephanie Davis Neill leads efforts to retain and grow Click Boarding’s customer base while optimizing operations for scalable growth. With over 25 years of experience in operations across startups, private-equity-backed firms, and Fortune-ranked companies, she is a proven change leader, most recently serving as VP of Customer Success & Direct Sales at Aaron’s. Passionate about building efficient processes, she applies Lean/Six Sigma methodologies to drive strategic problem-solving and cross-functional collaboration. Her expertise spans B2B account management, customer experience, and service management. A Georgia Tech graduate, Stephanie enjoys traveling and volunteering when not at home in Marietta, Georgia, with her family and rescue dog, Peanut.

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Women’s History Month Series – In Conversation with Advita Patel

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HR Spotlight Interview

Advita Patel

Women's History Month Interview Series

In Conversation with Advita Patel

Joining us is Advita Patel, an award-winning business communications consultant, professional confidence expert, and the 2025 President of the Chartered Institute of Public Relations. As the founder of CommsRebel and co-founder of A Leader Like Me, Advita specializes in building inclusive, high-performing environments. She is also the host of the Decoding Confidence podcast, with her highly anticipated book of the same name launching in May 2026.

In this interview, Advita breaks down the exhaustion of the modern workforce, the amplified pressures of the “Glass Cliff” for women of color, and why true empathy in leadership requires active practice, not just assumption. From setting non-negotiable boundaries to challenging the dangerous reliance on “gut feeling” in hiring, Advita provides a masterclass in leading with clarity and intention.

Thank you for joining us, Advita! If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Advita Patel:

Tired. The last six years have felt relentless for many people: constant change, new technology, economic uncertainty, and very little space to breathe or reflect. That’s why taking charge of the things we can control and prioritising our wellbeing matters more than ever. When you’re running on empty, you simply can’t show up properly for anyone else.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Advita Patel:

Absolutely, and not just as a woman but also as a woman of colour, that pressure is amplified. There’s this unspoken expectation that you have to constantly prove yourself, outperform, and somehow fix what others couldn’t. You’re pitted against each other, and you genuinely believe you need to give twice as much just to be seen as half as capable. What makes it worse is that when you can’t fix a broken system, you internalise it as personal failure. It’s no wonder so many women burn out.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Advita Patel:

Strong boundaries, and I don’t negotiate on them. My laptop stays in my office, and I don’t check anything work-related after 6pm. I know how tempting it is, especially when there’s an on-going issue. But if you don’t model your own boundaries, you can’t expect others to respect them either. Burning yourself out helps no one, and the long-term cost of not protecting yourself can be devastating.

Without naming names, tell us about a time you had to deliver tough news (a termination, a restructuring) that actually taught you something profound about leadership or empathy.

Advita Patel:

I was once asked to send out a restructure email just before a Bank Holiday weekend. The thinking was that it would get ahead of the rumours without leadership having to field questions straight away. I pushed back. Dropping news like that with no context, right before people disconnect for a long weekend, is unfair and causes unnecessary anxiety. The response from senior leadership? “Everyone’s an adult, they’ll understand.” That moment crystallised something important for me: empathy isn’t instinctive for everyone. It has to be actively practised, not assumed.

Have you ever felt pressure to soften your delivery or ‘be nice’ in a way that male counterparts aren’t? How do you balance empathy with the need to be firm on policy?

Advita Patel:

Yes. I was told my tone came across as aloof and cold, which genuinely surprised me because warmth is a big part of who I am. But I noticed the feedback only surfaced when I challenged or disagreed with something, and that told me a lot. Real empathy isn’t about backing down or over-softening to avoid discomfort. It’s about recognising that people aren’t difficult, they’re just different. It means understanding someone’s perspective without needing to agree with it, and holding your position without becoming defensive. Giving people space to be heard is empathy. Disappearing into agreeableness is not.

The age-old tension is between ‘People’ and ‘Profits.’ Can you share a specific example where you had to fight for a budget or a benefit that didn’t have an immediate ROI, but you knew was critical for the culture?

Advita Patel:

How to fight for a budget without a clear ROI? That’s practically a book I could write. In the work I do, it’s rarely possible to show an immediate return because it forms part of a much bigger picture. So, alongside attaching metrics to spend, I always talk about the consequences of not doing something, not just what success looks like if we do. That reframe gives budget holders the full picture rather than just our version of it.

We talk a lot about ‘gut feeling’ in hiring. How are you using data to challenge your own biases, or the biases of hiring managers, when it comes to promoting women and underrepresented talent?

Advita Patel:

Gut feeling is based on your lived experiences. And if your lived experiences have been sheltered and you haven’t had much interaction with people who are different from you, the bias you show in your gut will be aligned to your version of what good looks like. That’s why so many teams and boards have similar faces. This, in many cases, isn’t intentional. People will generally believe they have hired the best. But what they may not realise is that they are measuring best to their personal criteria. And if someone who is different or looks different is being interviewed, the natural reaction is that they are not a good fit. This is why data and evidence are needed to help slow your thinking down and help you tap into your reflective side of the brain.

If you could ban one corporate buzzword forever, what would it be?

Advita Patel:

Leverage. We don’t use that word at home, in conversation, in real life. I genuinely have no idea why it became so embedded in workplace language.

“Giving people space to be heard is empathy. Disappearing into agreeableness is not.”

That powerful distinction from Advita Patel fundamentally challenges how women are often conditioned to operate in corporate spaces. Her insights remind us that true leadership isn’t about fixing fundamentally broken systems at the expense of our own well-being; it is about establishing non-negotiable boundaries and using data to dismantle the biases hidden within our “gut feelings.”

A huge thank you to Advita for her candor and for giving us practical tools to protect our peace while driving meaningful organizational change.

Advita Patel is an award winning business communications consultant and professional confidence expert. She is the founder of CommsRebel, a consultancy supporting organisations to build inclusive, high performing workplace cultures, and the co-founder of A Leader Like Me, an international agency focused on inclusive leadership and employee experience. Advita is the host of the Decoding Confidence podcast, which explores confidence at work through honest conversation and practical insight. Her forthcoming book, Decoding Confidence, will be published in May 2026. An international speaker and award winning podcaster, Advita regularly speaks on confidence, leadership, inclusion, and communications. In 2025, she was the President of the Chartered Institute of Public Relations in 2025.

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Employee Leave Isn’t the Problem. The Real Issue Is Lack of Planning.

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March 09, 2026

Employee Leave Isn’t the Problem. The Real Issue Is Lack of Planning.

By Rachel Shaw

Leave management is one of the most frustrating and most predictable parts of human resources.

And that is exactly the problem.

Employers often feel caught off guard when an employee needs time away from work for a medical condition, family care or a personal matter. The process becomes emotional, reactive and operationally disruptive. But the reality is this: over the course of any employee’s tenure, leave is not an exception. It is an inevitability.

Every workforce will experience illness, injury, pregnancy, caregiving needs, mental health events and life transitions. These are not outliers. They are part of the employee lifecycle. Yet many organizations still treat leave as a one-off rather than building systems that anticipate it.

The issue is not that employees need leave. The issue is that too many organizations are not designed to handle it well when it comes up.

  • Leave Management Is a Systems Issue

Most employers have compliance mechanisms in place. They know how to issue an FMLA notice or respond to a doctor’s note. But compliance alone is not a strategy.

Where organizations struggle is in the absence of a clear, coordinated leave management program that addresses:

  • how leave is requested and tracked
  • how coverage is handled operationally
  • how supervisors respond in the moment
  • how leave interacts with ADA obligations and workplace accommodations
  • how employees are supported during and after the leave period

Without this infrastructure, every leave request becomes a disruption instead of a manageable workflow.

Proactive employers recognize that leave is a predictable operational reality and build programming around it.

  • Planning Reduces Stress for Everyone

When employers take the time to define their leave processes in advance, the experience changes dramatically.

Supervisors are no longer guessing what to do or reacting emotionally in the moment. HR is not reinventing the wheel with every request. Employees are not left feeling guilty, unsupported, or confused about their rights and responsibilities.

Clear programming allows organizations to respond consistently and with confidence. That includes:

  • clear expectations for how and when employees request leave
  • defined processes for job coverage and workload redistribution
  • structured communication points during leave
  • thoughtful return to work practices that support reintegration

This is not about eliminating the operational impact of leave. It is about managing it intentionally.

  • Flexibility Where It Works

One of the most effective ways to reduce the strain of leave is through thoughtful flexibility.

In some environments, that may mean remote work or modified schedules. In others, particularly in the public sector, healthcare or frontline environments, it may mean shift swapping, modified assignments, or creative scheduling.

Not every role can be done from home. But every organization can evaluate where flexibility is possible.

When employees can adjust schedules for medical appointments or caregiving needs without immediately moving into formal leave status, organizations often see reduced absenteeism and improved morale.

Flexibility, when structured well, becomes a pressure valve that supports both operations and employees.

  • Supervisor Frustration and the Culture of Leave

One of the most significant risks in leave management is not legal. It is cultural.

Supervisors often carry the operational burden when someone is out. That burden can lead to frustration, especially when leaves are extended, intermittent or complex.

Left unaddressed, that frustration can show up in subtle but damaging ways such as tone, comments, skepticism  or disengagement. Employees quickly pick up on this and it erodes trust.

At the same time, employers are right to be attentive to potential misuse. That is part of good program management.

The solution is not to ignore concerns or to assume the worst. It is to train supervisors to operate with professional judgment, to follow process, avoid assumptions, document appropriately, and escalate concerns through the proper HR channels rather than reacting emotionally.

Employees should not feel like they are doing something wrong when they use a benefit or protection they are legally entitled to.

The way supervisors respond in these moments defines the organization’s culture far more than any written policy.

  • ADA and the Continuation of the Conversation

Another common breakdown point is what happens when statutory leave ends.

When FMLA or state leave entitlements are exhausted, the conversation is not necessarily over. Employers may have additional obligations under the Americans with Disabilities Act to evaluate whether additional leave or other workplace accommodations are reasonable.

Too often, organizations treat the end of FMLA as the end of the process.

In reality, it is often the beginning of a different conversation, one that requires individualized assessment, interactive dialogue and thoughtful decision-making.

Organizations that build a coordinated ADA and leave management program, which I often refer to as programming the interactive process, are far better positioned to navigate these transitions consistently and defensibly.

  • Supporting Employees, Not Just Complying with the Law

At its core, leave management is not just a compliance function. It is a human one.

Employees request leave at some of the most difficult moments in their lives: a cancer diagnosis, a complicated pregnancy, a parent in decline, a mental health crisis or recovery from injury.

How an organization responds in these moments matters.

Employers that approach leave with clarity, structure and empathy see measurable benefits: higher engagement, stronger retention and increased trust in leadership.

Those that operate in crisis mode often see the opposite: burnout, resentment and turnover.

  • Mental Health and the Evolving Workforce

Mental health-related leave requests continue to rise across industries.

Employees are more willing to seek support, but they are still highly sensitive to how those requests are received. Stigma has not disappeared. It has just become quieter.

Supervisors need guidance on recognizing potential leave triggers, responding without prying into protected medical information and connecting employees with HR and available resources.

Organizations that treat mental health with the same seriousness and neutrality as physical health create a safer and more stable workplace for everyone.

  • The Cost of Not Planning

The cost of poor leave management extends beyond legal exposure.

It shows up in:

  • operational disruption
  • supervisor burnout
  • inconsistent decision making
  • employee disengagement
  • avoidable turnover

Replacing experienced employees is expensive. More importantly, it disrupts the organization’s continuity and culture.

When employees see that their colleagues are treated with fairness, respect and professionalism during leave, it reinforces their trust in the organization.

  • A Final Thought

Leave is not the problem.

The absence of planning is.

Organizations that move from reactive response to intentional design, build clear processes, train supervisors and align ADA and leave programming, are able to manage leave in a way that supports both operations and people.

That is the goal.

Not perfection. Not zero disruption.

But a workplace where employees can navigate life’s inevitable challenges without fear and where employers can respond with consistency, clarity and care.

That is what good leave management looks like.

About the Author

Rachel Shaw, founder of Rachel Shaw Inc., is a nationally recognized ADA and leave management expert and sought-after speaker known for helping organizations turn legal compliance into operational strength. With more than two decades of experience, she designs in-house systems that allow employers to manage accommodations with both legal precision and human-centered leadership. She is the creator of the ADA Interactive Process Hallway® protocol, now used by thousands of organizations to manage disability accommodation requests confidently, consistently, and with care.

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Women’s History Month Series – In Conversation with Rachel Shaw

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HR Spotlight Interview

Rachel Shaw

Women's History Month Interview Series

In Conversation with Rachel Shaw

Joining us is Rachel Shaw, the founder of Rachel Shaw Inc. and a nationally recognized expert who has spent over two decades helping organizations turn complex compliance into operational strength.

Rachel is the visionary behind the ADA Interactive Process Hallway® protocol, a system now utilized by thousands of organizations to navigate disability accommodations with consistency, legal precision, and, most importantly, care. Today, she shares her “superpowers” for cooling off a workplace on fire, why she’s trading “culture fit” for “culture add,” and how she navigates the unique pressures of being a “fixer” in the corporate world.

Thank you for joining us, Rachel! HR has been through the wringer lately. From being the ‘bad guys’ during layoffs to the ‘fun police’ during RTO, a lot’s been happening. If you could clear the air right now, what is the one thing you wish every employee understood about your job?

Rachel Shaw:

HR is not the “fun police.” We are the stability system of the organization.

We are responsible for ensuring that decisions are made consistently, legally, and in a way that allows the organization to survive long-term. Sometimes that means saying no. Sometimes that means enforcing boundaries. The goal is not control. The goal is fairness, sustainability and clarity.

The best HR professionals care deeply about people and the organization’s mission. Our job is to hold both at the same time, even when it is uncomfortable.

We’ve heard it said that ‘Nobody plans to go into HR; they are usually dragged into it because they are good at listening.’ Is that true for you? What was the specific moment you realized, ‘Oh, I’m actually meant to do this’?

Rachel Shaw:

Not at all. An early career assessment actually told me HR was the least likely fit for me.

What I discovered over time is that HR is the perfect fit for people who can do three things well. Have hard conversations with care. See the complexity in human behavior. Stay grounded in what is right and defensible.

I am deeply mission-driven. I feel the human emotion in situations, but I am not led by it. I am led by data, process, and legal guidance while still caring about the human in front of me. That combination is what made me realize this is exactly where I am meant to be.

HR requires a weird mix of skills. You have to be part lawyer, part therapist, and part data analyst. If we stripped away the job title, what is the one ‘superpower’ you rely on most when the office is on fire?

Rachel Shaw:

Curiosity.

When something goes wrong in a workplace, most people react. I get curious. What happened. What system failed. What data are we missing. What assumption are we making.

Curiosity slows down reaction and replaces it with better decision-making. It allows me to solve the right problem, not just the loudest one.

If you could describe the current ‘mood’ of the workforce in 2026 using just one word, what would it be? Why?

Rachel Shaw:

Disconnected.

Not because people do not care, but because systems, leadership and work design have not caught up with how people actually live and work today. The opportunity in 2026 is to rebuild connections with intention.

We often talk about the ‘Glass Ceiling,’ but lately, the conversation has shifted to the ‘Glass Cliff’, where women are promoted to leadership only during times of crisis. Have you ever felt that pressure to be the ‘fixer’ in a broken system?

Rachel Shaw:

I absolutely identify as a fixer.

For women and other underrepresented groups, the standard has historically been higher. That pressure forces you to be sharper, faster and more creative. That pressure, while unfair, has also produced extraordinary leadership.

I walk into rooms assuming something can be better and that I have a role in making it better. That mindset is not ego. It is ownership.

Women in HR often get unfairly pigeonholed as the ‘office mom’ or the ‘policy police.’ How do you dismantle those stereotypes to ensure you are seen as a strategic business architect first?

Rachel Shaw:

I dismantle it by focusing on business outcomes.

HR drives profit, productivity, retention and risk management. We use data, process and structure to get there while also caring about people.

One example early in my career. HR was expected to provide food for every meeting. Instead of arguing about it, I rotated responsibility across departments. Within months, the practice disappeared because once everyone shared the labor, they realized it was not necessary.

I do not argue stereotypes. I redesign systems.

HR professionals are the ‘first responders’ of the corporate world, handling grief, layoffs, and conflict. What is your specific protocol for protecting your own peace after a day of absorbing everyone else’s stress?

Rachel Shaw:

I use what I call the pillow test.

If I can put my head down at night and not replay the day, I know I acted with integrity. If I cannot, I ask two questions. Did I do something that needs to be corrected? Or did something happen that I need to process?

Then I take action. I adjust the process, or I get support.

Replaying the past without action is not useful. Learning from it is.

Without naming names, tell us about a time you had to deliver tough news (a termination, a restructuring) that actually taught you something profound about leadership or empathy.

Rachel Shaw:

Early in my career, I realized that even when a termination decision is legally and operationally correct, the process determines whether it causes unnecessary harm.

If an employee does not understand how the decision was made, they experience it as something done to them rather than something they were part of.

That insight led me to create the Interactive Process Hallway® protocol, a system that gives employees clarity, time and information so they can understand and accept decisions, even difficult ones.

Good HR reduces trauma. Great HR reduces risk and trauma.

Have you ever felt pressure to soften your delivery or ‘be nice’ in a way that male counterparts aren’t? How do you balance empathy with the need to be firm on policy?

Rachel Shaw:

I have always been direct. I have been told I am too much, too fast, or too direct.

What I have learned is this. Employees do not need you to be soft. They need you to be honest, respectful and consistent.

People can feel when empathy is performative. What they trust is clarity delivered with care.

My success has always come from employees and unions knowing that even on their worst day, I will treat them with dignity.

The age-old tension is between ‘People’ and ‘Profits.’ Can you share a specific example where you had to fight for a budget or a benefit that didn’t have an immediate ROI, but you knew was critical for the culture?

Rachel Shaw:

This shows up most clearly in onboarding and leadership development.

I often tell leaders to think about onboarding the way colleges think about frosh orientation. When a student arrives on campus, there is an intentional experience designed to help them understand the culture, learn the rules, build relationships and feel a sense of belonging. We do that because we know it increases success, retention, and engagement.

Yet in the workplace, we bring employees in, hand them a laptop and expect them to figure it out.

If organizations invested in onboarding as a structured, multi-day experience focused on connection, clarity and culture, and paired that with leadership development that teaches supervisors how to lead humans, not just manage tasks, we would see measurable improvements in retention, productivity and engagement.

The return on investment is there. Most organizations simply do not measure it, or they do not invest long enough to see it.

We talk a lot about ‘gut feeling’ in hiring. How are you using data to challenge your own biases, or the biases of hiring managers, when it comes to promoting women and underrepresented talent?

Rachel Shaw:

“Gut Feeling” is often a placeholder for bias.

To counter that, we need structured interviews, consistent scoring and when possible, blind or partially blind early-stage processes.

Data does not eliminate bias, but it forces us to justify our decisions with evidence rather than instinct.

Statistically, women get stuck at the first step up to manager. As an HR leader, what is one systemic change you’ve implemented (or want to) that actually fixes this ‘broken rung’?

Rachel Shaw:

One of the most effective strategies I have implemented is using third-party technical interview panels in the early stages of hiring.

These panels focus strictly on capability, not personality or familiarity, and they provide a fact-based recommendation to the hiring authority. When there is a mismatch between the panel’s recommendation and the hiring manager’s preference, it creates a necessary coaching conversation. I will often ask a simple question: what is getting in your way of selecting this candidate?

In one case, a candidate who used a wheelchair was the top choice of the panel but not the hiring manager. When we talked it through, the concerns that surfaced were assumptions about travel, attendance and potential accommodation costs. We were able to walk through each concern with actual data, including the candidate’s strong attendance record, prior travel requirements, and the organization’s existing ADA-compliant infrastructure and centralized accommodation budget.

The manager was able to move from assumption to evidence, and the candidate was ultimately hired and has been successful in the role for many years.

The lesson is not that bias can be eliminated. It cannot. The lesson is that organizations can build systems that slow the decision down, surface the bias and require leaders to move from belief to data before they make hiring decisions.

What is the biggest myth about working in HR that you wish would die?

Rachel Shaw:

That HR is the heart of the organization.

We are not the heart. We are the entire cardiovascular system. We touch every part of the organization. When we are working well, everything functions. When we are not, everything feels it.

If you could ban one corporate buzzword forever, what would it be?

Rachel Shaw:

Culture fit.

What we should be talking about is culture add, how someone expands the organization’s thinking, not how closely they mirror it.

HR is often described as a thankless job—you’re the villain when things go wrong and invisible when things go right. Why do you stay? What is the specific moment that reminds you ‘This is why I do this’?

Rachel Shaw:

I stay because of the moments when someone says, ‘That was one of the hardest days of my life and you made it easier’.

That is the work. That is the responsibility. When it is done well, it changes how people experience their workplace and sometimes their lives.

HR is thankless only when it is done poorly or unsupported. When it is done well, it is one of the most meaningful roles in any organization.

“We are not the heart; we are the entire cardiovascular system.”

That perspective from Rachel Shaw perfectly encapsulates the vital, often invisible work that defines modern HR. From dismantling the “office mom” stereotype to replacing “gut feelings” with data-driven equity, Rachel’s insights remind us that the strongest systems are those built on curiosity, clarity, and dignity.

As we celebrate Women’s History Month, Rachel’s journey serves as a powerful blueprint for any leader looking to redesign broken systems rather than just managing within them. A huge thank you to Rachel Shaw for her transparency and for giving us a masterclass in leading with both a steady hand and a human heart.

Rachel Shaw, founder of Rachel Shaw Inc., is a nationally recognized ADA and leave management expert and sought-after speaker known for helping organizations turn legal compliance into operational strength. With more than two decades of experience, she designs in-house systems that allow employers to manage accommodations with both legal precision and human-centered leadership. She is the creator of the ADA Interactive Process Hallway® protocol, now used by thousands of organizations to manage disability accommodation requests confidently, consistently, and with care.

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