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Leaders Reveal their Retention Strategies for a Remote Team

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Leaders Reveal their Retention Strategies for a Remote Team

Jocelyn Bermudez
Founder & CEO, JMB Digital Solutions

I believe remote retention comes down to two simple ideas: engagement and empathy.

Engaging the team starts with freedom of choice—each employee is encouraged to create their own schedule and engage with their work in ways they find personally fulfilling.

So far, it’s been highly successful.

The bigger challenge—the one that requires more hands-on work from leadership—is preventing burnout and prioritizing employee well-being.

I’ve developed a two-fold, people-first solution:

First, we hold weekly team Zoom meetings to ensure everyone’s aligned and can voice concerns openly. I also conduct individual check-ins with each team member to understand their workload, mental health, and whether they need any support.

Second, we’re transparent with clients about our people-first approach. If a project risks overwhelming anyone in our team, we discuss reprioritizing tasks or adjusting timelines.

This means having tough conversations about additional costs or shifting deadlines—but it’s crucial for maintaining a healthy, engaged team.

Valuing my employees’ well-being over short-term client demands has created a supportive remote culture that naturally encourages retention and attracts top talent.

Nitin Khanna, CFA
President, N3 Business Advisors Inc.

A less common but highly effective approach to retaining employees is to embed a culture of “purpose ownership” within the organization.

This means encouraging employees to see their roles not just as tasks but as part of a larger, meaningful mission that directly impacts the company’s future.

To achieve this, give employees autonomy over certain projects or decisions, allowing them to feel true ownership of their work.

Involve them in high-level discussions where their input shapes the business’s direction.

When employees feel their work has a lasting influence, they are more likely to remain engaged and loyal, as they tie their personal growth to the organization’s success.

Andre Oentoro
CEO and Founder, Breadnbeyond

Intentional silence and asynchronous check-ins

Our digital marketing team has been remote for years, and what’s really worked for us is intentional silence.

Instead of overloading everyone with endless Zoom calls or constant messaging, we’ve created structured quiet times where people can actually focus, reflect, and get deep work done without interruptions.

It’s been a game-changer for productivity and mental well-being.

We pair that with personalized, asynchronous check-ins (we usually use voice messages, GIFs, or even memes to make the communication more fun and engaging, while still keeping it light and personal).

It makes everyone feel more connected on a personal level while giving them the freedom to work at their own pace.

This mix of quiet focus and meaningful, low-pressure interaction has helped us build a healthier, more engaged remote culture.

With this approach, the digital marketing team becomes a tight-knit team with one of the lowest turnover in the office.

Steve Sacona
Legal Writer, Top 10 Lawyers

Tackling isolation and the lack of in-person communication in a fully remote team, I mostly teeter towards frequent virtual meetings along with maintaining open channels for casual conversations.

We always try to make use of platforms that support video calls and instant messaging to foster a community feel and ensure swift interactions.

Plus, to keep everyone engaged— I organize interactive brainstorming sessions that mimic in-office whiteboard brainstorming, seeing to it that team members share and evolve ideas collectively, which keeps our creative energy vibrant and promotes a strong collaborative spirit.

One of the toughest challenges in managing a remote team is keeping that sense of unity as well as ongoing engagement. I’ve found that setting up a buddy system along with offering continuous professional development opportunities, works well.

I find that pairing team members ensures they support each other and share valuable knowledge, helping to reduce feelings of isolation and encourage a continuous learning culture.

Regular training and skill development sessions are also key to personal growth and overall job satisfaction, pivotal in achieving high employee retention— helping everyone on the team feel engaged, appreciated, and loyal, significantly enhancing team cohesion and motivation.

Kate Hill
Director, Kate Hill Flowers

I’ve navigated the nuances of leading a remote team for several years and my primary retention strategy revolves around fostering authentic connections.

Regular check-ins—both formal and informal—allow team members to express their thoughts and feelings, creating a sense of belonging.

I also encourage virtual social gatherings. These gatherings offer a break from work, enhancing camaraderie.

Another crucial aspect is recognizing individual contributions with personalized feedback, which reinforces their value to the team.

Overall, by prioritizing connection and engagement, we cultivate a supportive environment that not only retains talent but also inspires a sense of purpose.

Doug Haines
Co-founder, Marketing Pros

As the co-founder of a global, fully remote recruitment agency, I’ve learnt that retention challenges in a remote environment require innovative strategies.

Employees often choose remote work for its flexibility and work-life balance. Efforts to force engagement through online events usually fall flat. Instead, we focus on frequent, meaningful check-ins with both clients and candidates, ensuring clear expectations and providing support where needed.

Without in-person interactions, building trust and accountability is crucial. Early on, we realized that our success depended on thoroughly screening candidates to ensure they truly were top-tier professionals—self-driven, reliable, and capable of thriving independently.

Effective communication became essential as we scaled and onboarded new professionals more frequently. We developed tailored welcome guides to cater to different learning styles, supplemented with follow-up surveys to refine our approach continually.

Ultimately, our strategy emphasizes balancing the flexibility of remote work with open communication, accountability, and proactive engagement—critical factors in ensuring high employee retention and satisfaction.

Tom South
Director of Organic & Web, Epos Now

The single most important way to improve remote employee retention is to tackle the threat of isolation and loneliness head-on. There are many benefits to remote work in terms of saving money, time, and preventing the onset of employee burnout, but there are also plenty of risks associated with isolation in work-from-home (WFH) roles that there’s still very little available research on.

To mitigate this, it’s worth emphasizing a sense of belonging for your remote workers. Build distributed teams to tackle tasks and collaborate to meet deadlines regularly. Even if workloads can be completed without the help of team members, creating an environment where employees feel that they’re working as part of a wider unit is great for countering feelings of loneliness.

While it’s not always possible to set up in-person team-building days for remote teams, scheduling regular video meetings that are around 30% focused on work and 70% oriented around bonding can be an excellent means of boosting morale and preventing employee turnover.

For businesses that operate both online and in brick-and-mortar locations, it’s possible to monitor employee performance in a non-intrusive way by combining referral offers within your POS systems to identify where signs of underperformance could be taking place. This helps employers to understand if a worker is struggling with their remote roles and it could be a cause for listening to any concerns and helping to rebuild their levels of comfort in their role.

Justina Raskauskiene
HR Team Lead, Omnisend

Things like regular team-building activities, both virtual and in-person, as well as recognition programs can help build camaraderie, while using technology for engaging onboarding and keeping everyone updated on company news can help maintain a strong culture, even from a distance.

Without clear boundaries, remote work can also blur the lines between professional and personal time, leading to fatigue and disengagement. To address this, it’s important to set clear guidelines about when responses are needed and to only expect immediate replies for genuinely urgent matters.

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

Secrets to Remote Team Retention: Leaders Share Their Strategies

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Secrets to Remote Team Retention: Leaders Share Their Strategies

Philip Portman
Founder & CEO, Textdrip

One effective strategy for overcoming challenges like isolation and disengagement is creating a strong communication framework that includes both scheduled check-ins and informal interaction.

For instance, at Textdrip, we use weekly team huddles to align on goals and track progress, while also holding casual virtual coffee chats where team members can bond on a personal level. Encouraging transparency in communication helps combat the lack of in-person connection, as does leveraging tools like Slack or Microsoft Teams for instant feedback and collaboration.

We also implemented an employee buddy system, where team members pair up to support one another. This builds camaraderie and mitigates feelings of isolation, allowing remote teams to still feel connected despite physical distance.

The biggest challenge in any company, including ours at Textdrip, is ensuring high employee retention in a competitive job market.

One practical solution is to focus on creating a clear career development path for each employee. In remote work, it’s easy for team members to feel like they’re stuck in place. We tackle this by holding quarterly one-on-one meetings that focus on career goals and learning opportunities. Employees are encouraged to share their long-term aspirations, and we align projects that help develop those skills.

Sandra Malouf
President, Eurolog Packing Group

Over-communicate: In remote teams, it’s better to over-communicate than assume things are clear. Encourage team members to check in regularly and communicate progress, blockers, and updates.

Multiple Channels for Communication:

  • Use synchronous tools like video calls or instant messaging for real-time discussions.
  • Use asynchronous tools (email, project management tools like Trello, Jira) for tasks that don’t need immediate attention.

Create “Water Cooler” Moments: Implement informal channels (Slack, MS Teams) for casual conversations, memes, or sharing interests. This replicates the spontaneous chats that happen in person and helps break the monotony of task-focused conversations.

Jonathan Ayala
Founder, Hudson Condos

A key strategy for overcoming remote work challenges like isolation and disengagement is fostering clear and open communication. Regularly scheduled virtual meetings, both formal and informal, can help maintain strong connections. I also suggest leveraging collaborative tools like Slack or Microsoft Teams to ensure a smooth flow of communication and keep everyone in the loop.

One of the biggest challenges, though, is maintaining a sense of team alignment and purpose. Without physical interaction, it’s easy for team members to feel disconnected from the company’s mission. To counter this, I recommend reinforcing a shared vision through frequent company-wide updates and celebrating small wins together. This helps build a sense of belonging, motivating employees to stay engaged and aligned with the company’s goals.

Yulia Saf
Founder, Miss Tourist

Managing a remote team certainly has its unique challenges. My go-to retention strategy is based on three Cs: Communication, Culture, and Care.

Communication is key. Regular check-ins and feedback sessions help prevent feelings of isolation. We use technologies like Zoom and Slack to create a virtual ‘office’ where everyone can connect and collaborate.

Culture is often overlooked in remote settings. We have virtual team building activities and monthly meetups (covid-allowing) to foster a sense of community. This gives a chance for employees to engage, bond and understand the company’s vision and values on a deeper level.

Lastly, Care. Remember everyone is dealing with different circumstances at home. Be empathetic, flexible and considerate. We’ve found that mental health support, time-flexibility and work-life balance initiatives significantly aid retention.

The biggest challenge? Ensuring everyone feels seen and heard. The solution: actively encouraging everyone to voice their ideas and input.

Lily Wang
HR Director, Relyir

Overcoming the challenges of maintaining a remote team, such as isolation, lack of face-to-face communication, and potential disengagement, requires a strategic and empathetic approach. My go-to retention strategy is focused on three core aspects: connectivity, regular feedback, and personalized growth opportunities.

Firstly, fostering a warm, virtual work-environment utilizing digital platforms to facilitate team bonding is crucial. I am a proponent of regular team meetings and virtual social events to combat the sense of isolation.

Secondly, regular engagement with remote employees, leveraging one-on-one virtual meetings to deliver feedback and address concerns, helps in fostering an open communication channel.

Lastly, a clear path for growth and development is a great motivator. Therefore, I ensure access to relevant online training resources and learning opportunities. The substantial challenge here is maintaining personal connection and engagement. To combat this, I recommend a segment of casual conversation before or after official virtual meetings, a practice that has helped in Relyir’s remote team engagement substantially.

Cache Merrill
Founder, Zibtek

In a fully remote team, disengagement becomes the core problem, which is largely associated with loneliness or lack of physical contact.

What works best for me in this regard is intentional organized communication. That is, people should be encouraged to keep the practice of having recurring meetings not just for the sake of getting work reports but in particular for fostering interactions.

You can create virtual coffees, team-building events, even informal slack discussions concerning interests to replace the cheerful environment its members would enjoy in the office.

As a direct approach to prevent disengagement, I suggest having mentorship programs in place. transforming someone from a regular team member into a mentor or a mentee creates stability, purpose, and support, which diminishes loneliness.

Video calls are also very effective in making people more human, in the sense that one feels that they wish to be in contact with others and knows that each one matters and counts.

By focusing on communication and connection, you can significantly improve engagement and retain top talent in a remote setting.

Andre Kazimierski
CEO, Improovy

In my experience it really does take a little extra work when it comes to making sure your remote employees feel engaged and part of a team.

I’ve found that communication can go a long way toward making sure everyone’s needs are met, along with setting up some casual interactions beyond just work communication.

Having different Slack channels for sharing pet and vacation photos for instance, or having online trivia or “happy hour” nights, can be a fun way to bring your team together.

Otherwise, regularly checking in with employees to see how everyone is doing can help people feel more engaged and less forgotten on a remote team.

Adam Garcia
Founder, The Stock Dork

Overcoming Isolation: Building Relationships within Distributed Teams
Of all the challenges of working remotely, one of the least considered has to be the creeping sense of isolation. In my opinion, staying connected requires a little more than just making it a point to have structured meetings. While weekly video check-ins are important, they must not solely revolve around work. I make sure that during these meetings, the mission of the company is showcased, and there is a reason to celebrate individual and team victories, which greatly helps in keeping employees engaged and aligned toward a common purpose.

Going Ahead: Fostering Informal Social Interactions
Besides professional check-ins, I invest heavily in informal virtual socials: virtual coffee breaks and all sorts of team-building activities. Such informal moments create camaraderie and trust; thus, they are crucial to not have people become disengaged. By personal connection, team members are bonded more strongly than just by the strict framework of project collaboration, fostering a more cohesive and motivated team.

Building Cohesion in a Team
The other factor that contributes to the success of a remotely working team is creating an open culture. I always encourage concerns and challenges from the team members so we can fix issues before they grow bigger. By building a friendly environment, I keep my team active, productive, and committed, thereby reducing employee turnover and burnout.

Tanya Lamont
CEO, Conversational

Creating Connection and Purpose:

I’ve found that the biggest challenge in remote work is overcoming the isolation employees feel. To tackle this, I’ve made it a priority to foster a strong sense of connection.

We schedule regular team check-ins, not just for work but to build relationships. I think it’s important to encourage social chats and one-on-one meetings to create a personal connection.

I also believe in keeping employees aligned with the company’s mission. When people feel their work is purposeful, they’re more motivated to stay.

I ensure that every team member knows how their work contributes to the bigger picture, giving them a sense of belonging.

Building a Culture of Trust:

Another key to retention is trust. I focus on providing autonomy and flexibility. When employees know they’re trusted to get the job done on their terms, they feel more satisfied and loyal to the company.

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

6 HR Best Practices to Cater to the Global Workforce

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Matthew Ramirez HR Spotlight
Natalia Brzezinska, Marketing & Outreach Manager, PhotoAiD
Piotrek Sosnowski - Terkel HR Spotlight
Grace He - HR Spotlight

6 HR Best Practices to Cater to the Global Workforce

Global Workforce Challenges HR Spotlight

Translate Your Brand Effectively

When you are trying to cater to a global audience, you need to translate your brand effectively. This means knowing the cultural nuances of your target markets and communicating your brand identity in a way that resonates with them.

Matthew Ramirez HR Spotlight

When you are trying to cater to a global audience, you need to translate your brand effectively. This means knowing the cultural nuances of your target markets and communicating your brand identity in a way that resonates with them.

Matthew Ramirez, CEO, Rephrasely

It also means knowing how to adapt your brand identity to different mediums. For example, your website may need to look different in China than it does in the United States, and your social media posts will need to look different in both countries as well. Getting the details right will help you reach a wider audience and grow your brand in new markets.

Matthew Ramirez, CEO, Rephrasely

Be Flexible With Policy

When you’re catering to a global workforce that’s multinational and culturally diverse, you need to come to terms with the simple truth that people can differ greatly from one another. Rules that work within one culture might not work at all in another, and vice versa. You need to be flexible with your policies and adapt well to the working realities of different cultures and the rules that define them.

Natalia Brzezinska, Marketing & Outreach Manager, UK Passport Photo

Prioritize Diversity and Inclusion

This is important for catering to a global workforce because it helps create a work environment that is welcoming and respectful of all employees, regardless of their background or identity.

We need to consider that global teams are often made up of employees from a variety of different cultures and countries, each with their own unique experiences, perspectives, and needs. We have to cater to such a diverse group to increase employee satisfaction and productivity.

Piotrek Sosnowski - Terkel HR Spotlight

When you are trying to cater to a global audience, you need to translate your brand effectively. This means knowing the cultural nuances of your target markets and communicating your brand identity in a way that resonates with them.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

In addition, prioritizing diversity and inclusion can also help companies better serve their customers and clients by being better equipped to understand and meet the needs of a diverse customer base. It can also help companies build a positive reputation in the community and attract top talent.

Overall, prioritizing diversity and inclusion can lead to a range of positive outcomes for the company and its employees, and is overall a highly ethical stance.

Piotrek Sosnowski, Chief People & Culture Officer, HiJunior

Avoid Culture-Specific Language

As a leader in a global workforce and a transplant worker myself, I understand the importance of avoiding colloquialisms in company communications.

Grace He - HR Spotlight

In a remote setting, it can be difficult for multicultural coworkers to feel connected and included. By avoiding colloquialisms, I strive to create an environment where everyone feels comfortable and respected.

Grace He, People & Culture Director, Teambuilding.Com

In a remote setting, it can be difficult for multicultural coworkers to feel connected and included. By avoiding colloquialisms, I strive to create an environment where everyone feels comfortable and respected. I want to ensure that our company’s communications are clear and accessible to all, regardless of background or culture.

I believe that by taking this extra step, we can create a more inclusive and welcoming environment for all of our coworkers.

Grace He, People & Culture Director, Teambuilding.Com

Keep Recognition in Mind

Peer-to-peer recognition makes a vast difference in engaging employees. Recognition helps people find purpose and motivation. This can be delivered through a formal recognition platform, but we can also do recognition by highlighting what a person did in an email or team meeting.

Tony Deblauwe, VP, Human Resources, Celigo

Invest in Staff Cultural Education

Investing in staff integration programs is one of the greatest challenges for a globalized workforce. Keeping staff from feeling isolated is essential, even in a remote workforce, as people can risk feeling as if their specific local needs are not being considered in company growth.

Kristina Ramos - Terkel HR Spotlight

Investing in the opportunity for staff to experience how a co-worker lives in his/her city or country can help to breed team solidarity and communication, which furthers innovation and productivity.

Kristina Ramos, Reverse Recruiter, Find My Profession

Investing in the opportunity for staff to experience how a co-worker lives in his/her city or country can help to breed team solidarity and communication, which furthers innovation and productivity.

Kristina Ramos, Reverse Recruiter, Find My Profession

Undoubtedly, each of these best practices play a crucial role in welcoming a global workforce and helping your organization dip into the unique set of advantages they bring with them.

More importantly, it also helps these employees feel at home in an organizational setup they’re probably experiencing for the first time in their career.

Do you have a best practice or tip you think will provide added direction to an HR team handling a global workforce? Or is there another insight 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.

13 Tips to Create a Happy Work Environment

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13 Tips to Create a Happy Work Environment

HR Spotlight Happy Workforce

Employee Recognition

Acknowledging and appreciating employees for their achievements and contribution goes a long way. Recognizing the effort of the employees shows that you have noticed their work, which may inspire them to work even harder on the following project and increase their commitment to the company’s future success.

When workers feel seen and appreciated, they voluntarily want to do more and more for the company. They adopt the organization’s mission and goals as their own, which subsequently helps the company succeed. They might even discover the abilities they never knew they had! That’s the power of recognition!

Make Employees Feel Valued

It is crucial for employees to feel trusted and respected because they are the foundation of any firm. Employees who do not believe their contributions are valued in their workplace have reported lower happiness levels. Those with higher job satisfaction have a greater desire to excel at their jobs.

It is essential to make your employees feel valued because their thinking affects their performance. The relationship is reciprocal; employees who believe their organization values them will also appreciate their organization.

Employee Appreciation

Appreciating the employee for their worth to the organization is very important, much like we did when we talked about the significance of employee recognition, which is recognizing them for their work. It extends beyond the specific job they have completed and includes things like their morals, punctuality, and technical expertise.

Everything helps, even just saying “thank you,” giving birthday presents, awarding employees of the month, best team awards, writing thank-you notes, and other such gestures can help your staff members feel loved and recognized by you.

Provide the Employees with Growth Opportunities

Unexpectedly, the areas that receive the least attention are closely related to employee satisfaction, such as a sense of purpose, fulfilment, and contentment. Employees feel satisfied with their work when it aligns with their mission or what they are intrinsically inspired to perform.

The lack of opportunity for advancement at work leads many employees to quit, and they aren’t happy with their jobs and need to understand why they do what they do. Employees who believe their work matters and receive proper training and development opportunities sense improvement in themselves and are, therefore, more devoted to their organization.

Balancing Personal and Professional Development

If people desire to advance in their careers, professional growth is critical. Providing proper training and growth opportunities for employees will raise the caliber of their output. Great employees will be developed by encouraging them to finish a course that would benefit them or providing them with career development advice.

Personal development is as vital to professional progress. It is inevitable that if a person lives up to their potential and is the finest version of themselves, it will show in their work. A good work environment can teach the employees how to be more organized, on time, better handle their stress, etc.

You can encourage personal growth by starting your day by encouraging each employee to create a gratitude list. Such routines would help them feel rested and energized at the start of the day and enhance their awareness of themselves as individuals.

Prioritize Work-Life Balance

Work-life balance is equally crucial to getting the most work done by the employees. Set boundaries that divide an employee’s personal and work lives. Their emotional and physical health would also improve, enabling them to be more present at work.

Gender is not a factor in the requirement for work-life balance; both men and women need it. Numerous studies have found that people who don’t have a healthy work-life balance are the least productive and experience significant levels of stress.

Refrain from forcing staff to work or attend meetings when they are on vacation or at home. It’s crucial that employers acknowledge that their staff members lead lives outside of work.

Give Importance to Employee Wellness

Most employment includes sedentary work that keeps workers still for long periods, which is bad for both their physical and mental health. Physically and psychologically fit employees are much more enthusiastic and joyful than those who always feel ill and exhausted. Employee health has an impact on both their productivity at work and the effectiveness of the company.

For the firm as a whole, making an effort to encourage employees to adopt healthy lifestyles is an investment. Setting customized goals for each employee based on their current state of health and working toward them could help each person become a better version of themselves.

Focus on employee well-being in ways such as offering exercise memberships, access to one-on-one counseling sessions, giving healthy snacks in the office, etc.

An Effective Remuneration System

Any employee’s most significant source of motivation is the compensation they receive for their efforts. A reasonable remuneration system is a fundamental and crucial element that a good organization must possess for its people to be happy and content.

Remuneration includes base pay and additional benefits like commissions, bonuses, and overtime pay. It strengthens the relationship between employees and their employer and the level of dedicated employees have to their jobs. A fundamental benefit that an organization requires is that employees who are more satisfied with their jobs are more motivated to work harder.

Employee Involvement in Decision Making

Employees or teams involved in the decision-making or planning process have higher self-esteem and believe their thoughts and contributions are valued by their superiors and the organization. They will feel empowered and compelled to work more and make more significant contributions to the organization if they believe they can make a difference.

A significant advantage of integrating the staff in decision-making is that they will no longer perceive a hierarchy in the planning process and a need to do what they are told. The sense of belonging and feeling valued is a complete game changer!

Have More Face to Face Meetings

It is always better to have more in-person meetings and gather the staff in one location because doing so automatically contributes to the development of trust and improves the employer-employee relationship. Since most meetings took place remotely during the covid era, there needed to be more employee involvement.

Face-to-face communication makes it easier for coworkers to understand each other’s thoughts and opinions. It helps prevent misunderstandings, which are more likely to occur when information or orders are relayed to employees from higher-ups without having first-hand contact.

Besides, it feels nice to have everyone together in one space, and it is quicker and more effective to hold meetings where everyone feels heard.

Encourage Two-Way Feedback

Two-way feedback is one of the best healthy and effective communication approaches. Since employers and employees can express their opinions, employees are less likely to feel intimidated.

Feedback meetings are held to reflect on the work and determine what areas need improvement and what work has been appreciated and should be continued. Therefore, it is much preferable to involve the employee directly and get their opinion on it, whether it be regarding their work, rather than just the employer pointing out everything they have to say.

Employees can also be asked to fill out surveys about their employers so that they can make improvements in any areas where they feel the workplace is lacking.

Two-way feedback will assist the parties involved in developing trust, and since everyone has a chance to express their opinions, they feel satisfied and heard. This results in contented workers, who, in turn, have higher job satisfaction.

Together, Set Goals for the Next One Year

When an organization thinks of their employees not only from the perspective of what they can gain from them but also towards their individual growth, it boosts their motivation to stay loyal to their jobs.

Have meetings where you discuss what goals you are planning to achieve as a team for the organization and what everyone’s individual goals are. For example, one employee might say he wants to get fit; the other person might want to earn double what he had been making the current year, and so on.

This helps everyone know what are everyone’s individual goals and can support and motivate each other to achieve that. You can also conduct weekly meetings to reflect on the week and whether you’ve taken steps that bring you closer to your goals. This way, employees feel happy that their needs are being taken care of!

Avoid Micromanagement

Employees are discouraged from doing their best when their employers constantly monitor and regulate everything they do. Because let’s admit it, no one likes to be told what to do continually, and it’s uncomfortable to work under a supervisor who is always watching you.

Employees may question their skills and become highly pessimistic about their jobs. If every minor error is called out, they could become less motivated to complete their work. Employees would constantly feel anxious, lowering productivity and drastically reducing the likelihood of thinking creatively.

Therefore, one strategy that an organization should avoid using is micromanagement.

These are just a few of the many ways that, with regular practice, you could create a happy workplace.

Employees are more likely to stay aware, engaged, and satisfied with their work in a favorable and happy environment.

Remember, a happy work atmosphere results in content employees, creating a wonderful organization!

Do you have a unique solution to create a happy work environment you think should be a part of this list Or is there another insight 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.

7 Leaders on Why Working from the Office is Better than Remote

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Matthew Ramirez HR Spotlight
Logan Mallory - Terkel HR Spotlight
Aviad Faruz
Shaun Connell - Terkel HR Spotlight
Seth Newman - Terkel for HR Spotlight
Jonathan Duarte HR Spotlight
Tali Ditye, PhD - Terkel HR Spotlight

7 Leaders on Why Working from the Office is Better than Remote

Why an In-Office Work Environment is Better Than Remote

From having camaraderie and friendships to reducing your meeting count, here are seven answers to the question, “Remote work may make all the waves, but there are plenty of reasons office work environments work better than remote. What are your reasons?”

  • Camaraderie and Friendships
  • Leveraging Team Energy
  • Group Brainstorming Sessions
  • Establish Culture and Community
  • Instant Feedback
  • Mentorship for Young Professionals
  • Not Everything Needs to Be a Meeting

Camaraderie and Friendships

Many people are opting for office work environments over remote work, which is understandable, but there are so many reasons office work environments work better than remote.

One of my favorite reasons is the camaraderie and friendships that are formed in an office. There is nothing better than walking into your office on a Monday morning and catching up with your coworkers. You learn about their weekends, their kids, and their significant others. This is something that is just not possible in a remote work environment.

Matthew Ramirez HR Spotlight

There is nothing better than walking into your office on a Monday morning and catching up with your coworkers. You learn about their weekends, their kids, and their significant others.

Matthew Ramirez,
CEO, Rephrasely

Also, you have access to all of your coworkers at all times in an office. If you need help with a project, you can just walk over to their desk and ask for help. This is not possible in a remote work environment. In remote work environments, you can feel you are all alone and don’t have anyone to turn to if you run into a problem.

Matthew Ramirez, CEO, Rephrasely

Leveraging Team Energy

There’s something about the energy created when you’re sitting near and with your team. Brainstorming sessions go better, people collaborate more effectively, not to mention the fun and inside jokes that get created. You can’t replace those in a remote situation. Leveraging that energy absolutely has a positive business impact.

Logan Mallory, Vice President of Marketing, Motivosity

Group Brainstorming Sessions

For many employers, the office provides a unique space for employees to come together and work collaboratively. Office environments offer group brainstorming sessions, collaborative problem-solving, and an opportunity to have meaningful conversations in person that may not be as easy to communicate via text or video call.

This can help spur creativity and innovation within teams. In addition, office work environments can create a sense of camaraderie and team spirit, which makes employees feel connected.

Aviad Faruz, CEO, Faruzo

Establish Culture and Community

An office work environment promotes a sense of culture and community among employees. Working together in an office space allows employees to build relationships, collaborate on projects more effectively, and foster a sense of teamwork and camaraderie. 

Shaun Connell - Terkel HR Spotlight

Working together in an office space allows employees to build relationships, collaborate on projects more effectively, and foster a sense of teamwork and camaraderie. 

Shaun Connell,
Founder, Writing Tips Institute

The office can be a great place to socialize and develop relationships with colleagues, which can help to increase job satisfaction and productivity. It also encourages open communication and creative problem-solving, which can be difficult to achieve when working remotely.

Shaun Connell, Founder, Writing Tips Institute

Instant Feedback

There’s nothing like getting that instant feedback on a project or an idea. Our owner and I are constantly in each other’s offices bouncing ideas or thoughts off each other.

When you work remotely, it’s nearly impossible to get that camaraderie between us. There’s something about an in-person flow that develops into potential ideas, and this sometimes disappears over online communication. The instant feedback between ideas and thoughts helps push projects to the forefront or sweep them under the rug.

Seth Newman, Director, Sporting Smiles

Mentorship for Young Professionals

While hybrid and remote work has a lot of efficiencies for managers and seasoned professionals, it’s not always an empowering experience for young professionals. 

Jonathan Duarte HR Spotlight

For younger professionals, working hand-in-hand, or in a real “team” setting, is invaluable for knowledge and career growth, and mentorship.

Jonathan Duarte,
Founder & CEO, GoHire

Early in my career, I was lucky to work on some consulting projects where I worked hand-in-hand with very experienced team members who I could lean on, ask quick questions of, and ‌absorb and learn from. A couple of months later, I realized I still needed that team support, and I still need it today, but now I know where to get it. 

For younger professionals, working hand-in-hand, or in a real “team” setting, is invaluable for knowledge and career growth, and mentorship. I’ve never seen mentorship like this work in a remote/hybrid work environment.

Jonathan Duarte, Founder & CEO, GoHire

Not Everything Needs to Be a Meeting

We have found that achieving a good balance between remote and in-person work, such as three days in-person and two days remote, is best for productivity and morale.

Tali Ditye, PhD - Terkel HR Spotlight

Communication is key, and there is no substitute for being in the same room. On the morale side, we find that in-person work is better for avoiding miscommunications during chats and virtual meetings.

Tali Ditye, Ph.D,
Editor-in-Chief & Co-Founder, Mommyhood101.Com

On the productivity side, we find that in-person work is better for quickly resolving minor issues that arise during the workday without scheduling and attending lengthy virtual meetings. Not everything needs to be a meeting, and we can resolve many questions that arise during the day with a quick in-person chat.

Communication is key, and there is no substitute for being in the same room. On the morale side, we find that in-person work is better for avoiding miscommunications during chats and virtual meetings.

Not everyone is a great communicator over chat or email, and it can be very difficult to perceive subtle non-verbal cues that can help you correctly interpret someone’s intent. Did Jane really intend to use that tone in her chat message? Probably not, and likely avoidable through in-person communication.

Tali Ditye, Ph.D, Editor-in-Chief & Co-Founder, Mommyhood101.Com

The Reasons Seem To Add Up, Alright!

While the debate is set to continue, each of these reasons put forth by leaders at the workplace are indeed valid enough to warrant the call to return to the office. Of course, employees have their own reasons to battle it out and stay put on their decision to choose the remote work environment instead.

What every company and its workforce need is an honest review of specific work requirements and a decision that helps both parties reach an agreement.

Do you have a take on why an in-office work environment works better than remote? Or do you have an opinion that goes against this line of thought? Or is there another insight 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.

Employee and Organizational Well-being: A Burnout Prevention Strategist’s Guide

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Employee and Organizational Well-being: A Burnout Prevention Strategist’s Guide

Companies everywhere are looking for innovative ways to improve workplace health and wellness. An epidemic of burnout and quiet quitting have companies searching for solutions that support employee well-being and, ultimately, the organization’s health. 

Here are 3 practical and efficient solutions to help you tackle burnout and promote employee and organizational well-being.

1. Create a psychologically safe environment to talk about stress and burnout

Fear is the primary reason employees do not talk to their manager about the stress and burnout they’re experiencing. Fear of losing their job. Fear of losing respect. Fear of losing the next big promotion.

Fear is a powerful motivator. Even though employees are stressed, worn out, and burnt out, they’re afraid to talk about it. Rather than finding long-term solutions to their health and productivity challenges, they give as little as possible as they work on fumes.

The first step toward building a sustainable workplace health and wellness plan is to develop a psychologically safe environment to discuss stress, challenges, and burnout.

So how do we do this? By modeling from the top. Leaders must demonstrate that it’s not only safe to talk about stress but encouraged. Here are a few ways leaders can model appropriately.

  • Update your out-of-office reply and email signature to clearly state your working hours. Perhaps include a statement, such as, “I will respond to your email within my working hours. There is no expectation to reply until you are at work.”
  • Send an email to employees at the end of the day, saying, “I’m heading home from work now to be with my family. I hope you enjoy your evening as well.”
  • Post as much on your social media channels about your rest life as your work life. Make work-life balance something to celebrate.

2. Train managers to have emotionally intelligent conversations with direct reports

Most managers care for those they supervise and want to see them succeed. Part of doing so is having conversations about productivity, effectiveness, and stress management.

During a recent workshop I presented to leaders of a national, multi-site corporation, a leader mentioned having gone to counseling to help with her stress levels. I asked what made her feel safe to not only access her benefits package counseling resources but share having done so with colleagues. She said her manager shared a story of a time of great personal stress and the impact a counselor had on her well-being. When her manager admitted reaching out to a counselor, she felt it would be ok to do so herself, which was a life-changing decision.

Here are a few recommendations for how managers can authentically open the wellness conversation while prioritizing effective work practices and employee well-being.

  • Help employees understand expectations, discuss which tasks are high, medium, and low priority, and train employees to manage their day and week based on importance. While workloads may be high, acknowledging them and helping employees prioritize their work can create a huge advantage.
  • Ask those you manage how they are doing, and genuinely listen. Respond with empathy to show you truly care. Ask what you can do to help.
  • Authentically share how you deal with stress, including the resources that have helped you most.
  • You will build trust by seeking to understand your direct reports’ struggles and responding with empathy. When employees trust your intentions, they are more likely to engage with resources provided by the company.

3. Implement quarterly burnout assessment checks to improve employee wellness and productivity.

A challenge of workplace wellness programs is collecting data on the plan’s efficacy. For example, how do you know what is causing employees the most significant workplace stress and which initiatives are making a difference?

Research shows six factors create burnout in an organization:

  • Overwhelming workload
  • Lack of control
  • Lack of reward
  • Lack of community
  • Lack of fairness
  • Conflicting values

These factors speak to company culture and cannot be fixed with a simple day off. Organizations often do not see a significant return on investment with their workplace wellness plans because initiatives do not address the root causes of employee stress.

By identifying and understanding the six factors affecting employees, organizations can manage workplace stress with short-term resource solutions and long-term culture design.

Why burnout is relevant now

I have created the most comprehensive Burnout Assessment available and offer it free to companies worldwide. The assessment provides both a Professional Profile based on the six factors noted above and a Personal Profile, evaluating the effects of burnout on a person’s health.

Companies across sectors use the Burnout Assessment, including corporate, non-profit, healthcare, and educational institutions. It provides a free, people-focused, data-driven assessment to evaluate critical cultural factors causing workplace stress.

Start with leadership

Download the free Burnout Assessment. 

  • Engage the leadership team, which, depending on your organization, may mean the C-Suite, Directors, or senior management team. Explain that the company is looking to strengthen its workplace health and wellness plan and will use the Burnout Assessment to evaluate employee stressors and risks. The leadership team will be the first to complete the assessment to create an authentic and psychologically safe process for all.
  • Ask leaders to complete the assessment, and be prepared to share their results during the next leadership team meeting.
  • During a leadership meeting, ask questions about what it felt like to complete the assessment, what the outcomes represent, and how to have psychologically safe and emotionally intelligent conversations with direct reports once the Burnout Assessment is implemented company-wide.

Implement the Burnout Assessment company-wide

  • Have managers send the Burnout Assessment to those they oversee, explaining the company’s vision to strengthen workplace health and wellness.
  • Invite direct reports to complete the assessment and prepare to discuss the results in a one-on-one meeting. I recommend asking employees to disclose their Professional Profile only, which will give you the data you’re looking for, as the Personal Profile may feel too personal and private.
  • Ask employees thoughtful questions, such as, “What did you notice?”, Do you have any concerns?” and “What changes would help you?”
  • Offer support and resources to address the challenges exposed by the assessment. Point to company workflows and automation, benefits packages, and employee assistance programs.
  • Re-evaluate quarterly and compare results to see where improvements have been made and what cultural shifts need to happen.

Over time, you will notice themes and patterns emerging as you implement the Burnout Assessment across your organization. You may find that certain factors arise in specific departments within the company, allowing you to address issues specifically and accurately. Because ultimately, happy, healthy employees create healthy organizations that thrive.

About Bonita Eby

Bonita Eby is a Burnout Prevention Strategist and CEO of Breakthrough Personal & Professional Development Inc., specializing in burnout prevention and wellness for organizations and individuals at the intersection of health and leadership development.

Download your free Burnout Assessment today.

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Like Bonita, do you have a resource, insight, or story to share with our readers?

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