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The Leader’s Role in Organizational Culture: Why Some Get It Right and Some Don’t – Laura Hamill, PhD

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The Leader’s Role in Organizational Culture: Why Some Get It Right and Some Don’t

Laura Hamill, PhD.

The role of organizational leadership is crucial in shaping its culture.

Leaders need to think of themselves as culture architects, taking accountability for the values and norms of the organization and being intentional about how their actions and communications align with the culture they aspire to have.

An organization’s leaders should be role models for its culture, setting an example for others to follow.

Leaders also need to understand their power and how it impacts culture.

Leaders should be intentional about the messages (explicit and implicit) they are sending to others about what’s important.

One of my observations after working with many different leaders is that leaders are often not aware of their power.

This lack of awareness happens on two levels.

First, leaders fail to understand what kind of power they have and how they might use it – a real missed opportunity.

For example, imagine a leader at an all-hands meeting who doesn’t step in to help clarify when someone asks a question about the culture and instead just leaves the question hanging. This could have been a great opportunity for the leader to embrace their power and help create clarity.

Second, leaders might also fail to understand how their actions might be misinterpreted. They often don’t understand that all their actions, no matter how small, send a loud message about what’s valued and what’s not valued in the organization.

Leaders hold culture megaphones. And the more power they have, the louder it is.

Employees are looking for cues from leaders (as the people who many view as the ones who have “made it”) about what matters.

For example, when a leader decides to leave early from a meeting where people are sharing their perspectives on an important issue. Or the leader repeatedly checks their phone during a highly anticipated meeting.

What did they smile or frown about? Did they interrupt someone? What joke did they tell? Was that ambiguous sentence a message about the future of that team?

People can make mistaken assumptions about the meaning behind even the most innocent actions.

To give a real-life example, in one organization a leader was frustrated about an outcome that wasn’t achieved and ended up yelling at a couple of people in a larger group.

From his perspective, the message needed to be delivered, and he thought he needed to demonstrate a sense of urgency.

But this lack of awareness of his power was glaring. The message he was sending wasn’t about accountability or urgency, but instead was that if you make a mistake you will get in big trouble, publicly.

And the impact was real; not only were the recipients of his all too explicit message embarrassed, but they were also scared.

Unfortunately, this leader’s behavior was also directly in conflict with the organization’s aspirational values.

In one interaction, big messages were sent from the leader’s actions to the organization about what really mattered.

From my perspective, I completely understand why leaders want to take these kinds of actions.

It’s a hard and often frustrating job to lead an organization.

But that’s why leaders get paid a lot of money – to handle that pressure, not to haphazardly push that pressure on to other people.

Instead, this leader could have asked questions and determined what needed to change in the organization to get the results he was looking for and/or to make sure this same mistake didn’t happen again.

Changing culture requires power.

The culture cycle (either virtuous or vicious) has the inertia to continue without significant intentional intervention.

And significant intentional intervention is enabled when those with more power are driving the change.

Often times, though, it is challenging for leaders to understand the need for culture change.

Many leaders are long-term members of their organizational system and no longer see the culture for what it is. Often, these leaders were recruited and promoted for demonstrating the very behaviors that are part of the current culture.

Not only is it hard for leaders to see their own behavior but it’s also extremely difficult for them to be motivated to change a system that has reinforced them psychologically and financially.

And that doesn’t even include those leaders who lack self-awareness about their power or those who choose to use their power for their own interests.

A colleague gave the example of the CEO of her company saying, during an executive staff meeting, that the employees should be 110% committed to the company.

Someone mentioned that quite a few employees had second jobs or side hustles to help pay their bills, so it was hard to be that committed.

He replied that nobody should be moonlighting.

The room went quiet.

My colleague and her colleagues left that session feeling like the CEO was completely out of touch with what people were experiencing and that he was coming from a place of economic privilege.

The one person who gave a different perspective was quickly shot down by the person with the most power in the room.

The CEO left that conversation with his original misinformed perspective not only still in place but also reinforced: that he was primarily concerned with employee commitment to the company, not in understanding or empathizing with what employees were going through (and which also was in direct contrast to one of their company values).

It’s only when leaders separate their own egos and interests and embrace the opportunity to use their power for good that they can create intentional cultures.

Many books about culture are focused on leadership for these reasons.

Some leaders can step outside themselves and realize that change is needed. But others will continue to struggle with culture until they can understand their role in it.

For those leaders, here are my recommendations:

– Embrace their roles as culture architects. Be the voice of the aspirational culture and work to design an intentional culture.

– Understand their own power and how their behaviors impact others.

– Study the current culture from the perspective of employees, understanding that their experience of the culture is likely to be different.

– Hire other leaders who represent other perspectives than their own.

– Learn about culture and specifically learn about how other types of culture like professional, national/ geographical and social identity cultures intersect with the organization’s culture.

– Develop skillsets related to creating psychological safety.

– Ensure the aspirational culture has human elements that include belonging, inclusion, and caring about employees as human beings.

Leaders who embrace their roles as culture architects and understand their own power are the ones who will be differentiating their organizations from others—not only as organizations that are more likely to be aligned and achieve their goals, but also organizations where employees will thrive.

About the Author

Laura Hamill, Ph.D. is an organizational psychologist, ex-Microsoft director, and Limeade cofounder, an employee experience software company.

Through her firm Paris Phoenix Group, she advises companies on how to transform their cultures. She is also a host at the Happy at Work podcast.

Her new book is, The Power of Culture: An Economist Edge Book (The Economist Books, Nov. 12, 2024).

Learn more: parisphoenixgroup.com

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

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

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HR and Mental Health: Safety and Support at the Workplace

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HR and Mental Health: Safety and Support at the Workplace

Despite growing awareness of mental health issues, a significant barrier remains where very few workers feel comfortable discussing their mental well-being in the workplace. 

This silence can lead to decreased productivity, increased absenteeism, and a decline in overall employee morale. 

So, how can HR teams proactively address this challenge and cultivate a more supportive environment? 

In this post, we line up practical solutions and insights from the HR Spotlight community of leading HR and business professionals. 

Here, these leaders detail the specific steps their teams are taking to foster a culture where employees feel safe, seen, and supported in addressing their mental health needs.

Read on!

Julia Yurchak
Senior Recruitment Consultant,  Keller Executive Search

Constant Evaluation and Improvement

At Keller, we believe that mental well-being is just as important as physical health, and our HR team works diligently to create an environment where every employee feels supported and heard. We’ve built our approach around the understanding that mental health isn’t a one-size-fits-all concept.

One of our cornerstone initiatives is our comprehensive wellness program, which provides confidential counseling through our EAP, regular stress management workshops, and mindfulness sessions. We’ve found that giving employees multiple pathways to support helps them find what works best for them personally.

Our organization backs these programs with concrete policies that put mental health first. 

This includes flexible work arrangements that help our team maintain work-life balance, and we’ve normalized the concept of mental health days – because we understand that we all need time to recharge every now and then. We’ve also established clear accommodation processes for employees who need additional support.

What we have found really makes a difference, though, is our focus on creating an open dialogue about mental health. 

Our leadership team actively participates in mental health initiatives and some have even shared their own experiences, which has gone a long way in destigmatizing these conversations and encouraging employees to do the same. 

We also regularly conduct anonymous surveys to understand how we can better support our team, and we adapt our programs based on this feedback.

Our managers receive specialized training to recognize signs when someone might be struggling and how to have supportive conversations with them. This has helped foster empathy and understanding throughout the organization.

We’re proud of the culture we’ve built, but we also understand that this is an ongoing journey. We’re constantly evaluating and improving our approach based on what our employees need. 

Mental well-being isn’t just a program or policy for us – it’s a fundamental part of Keller’s identity as an organization.

Luca Steinmetz
Founder and CEO,  FarAwayHome

Designated Unplugged Hours

I mainly focus on establishing designated “unplugged hours” where no emails, calls, or meetings are scheduled, encouraging employees to focus on their mental health or spend quality time with loved ones without work interruptions. 

For instance, we have a company-wide policy of no meetings after 6 PM and on weekends. This helps employees to disconnect from work and prioritize their mental well-being.

I have found it very effective to have open and honest communication about mental health in the workplace. 

Our HR team regularly holds workshops and seminars on topics such as stress management, self-care, and creating a work-life balance. This educates employees and shows that we prioritize their mental well-being and provide resources for support.

John Gill
Director Operations, Easy Concrete Supply

Sharing, Support, and Resources

I often organize voluntary storytelling sessions where employees can share personal experiences with mental health challenges and triumphs. Hearing relatable stories fosters a culture of openness and reduces the stigma around mental health discussions. According to a study, this approach has helped improve overall well-being and job satisfaction among employees.

Our HR team conducts these voluntary storytelling sessions regularly, encouraging employees to participate and share their experiences. 

For instance, we recently had an employee share their journey with anxiety and how they found support from their colleagues during a particularly difficult time. 

This session sparked conversations and support among colleagues, creating a sense of community and promoting overall well-being in the workplace. 

This also allows us to identify any potential red flags or concerns and provide support or resources where necessary such as therapy services or mental health resources.

Alan Noblitt
President, Seascape Capital, LLC

Normalizing Conversations and Genuine Care

I prioritize creating a culture where employees feel safe addressing mental well-being by promoting open communication and offering tangible support. 

We provide mental health resources, like counseling services and wellness programs, and ensure leaders are trained to recognize and respond to challenges empathetically. 

Regular check-ins and anonymous feedback channels give employees a voice, fostering trust. 

By normalizing conversations about mental health and showing genuine care, we build a supportive environment where employees can thrive.

Gareth Hoyle
Managing Director, Marketing Signals

Encouraging Clear Boundaries, Open-Door Policy

Encouraging workers to set clear boundaries: With computers and other devices within instant reach, many employees often feel the need to be available 24/7. 

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

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

Personally, I’ve added a permanent note on my email signature to make it clear that I don’t expect an instant response.

We also promote a better work/life balance by encouraging employees to take regular breaks throughout the day to eat, stretch, rest and exercise. 

This helps people take proper breaks when they are feeling a bit stressed without having to ask for time off.

Establishing an open-door policy: It’s important that your employees feel comfortable enough to reach out if they need support. 

We encourage an open door policy where managers regularly ask for honest feedback and employees are actively encouraged to discuss any problems, without fear of repercussion. 

We do this by scheduling regular video or in person 1-2-1s with each team member. 

This helps us to gauge how they’re doing both personally and professionally, whilst providing them with a natural opportunity to voice any concerns to reduce any negative impact on their mental health.

Maria Szandrach
CEO, Mentalyc

An Ongoing Commitment

As the CEO of Mentalyc, a company deeply rooted in mental health support, creating a safe and supportive workplace culture is not just a priority, it’s a core value. 

We recognize that the stigma surrounding mental health remains a significant barrier, even in progressive workplaces. To address this, our HR team plays a vital role in fostering an environment where employees feel comfortable discussing their well-being.

One of the first steps we’ve taken is normalizing mental health conversations through open leadership. 

I’ve personally shared my own experiences with stress and how I manage it, which sets the tone for vulnerability and openness. When leaders demonstrate that it’s okay to talk about mental health, it resonates with the team.

Our HR team has also implemented anonymous check-ins and regular surveys to gauge employee well-being, allowing individuals to express concerns without fear of judgment. 

Additionally, we’ve partnered with mental health professionals to provide confidential resources, from therapy sessions to stress management workshops.

Another crucial initiative is encouraging managers to undergo mental health awareness training. This equips them to recognize signs of burnout or stress and respond with empathy. It’s incredible to see how a simple, “How are you really doing?” from a manager can open up meaningful dialogue.

At Mentalyc, we know that supporting mental well-being isn’t a one-time effort, it’s an ongoing commitment. By creating a culture of trust and care, we hope to make our team feel as valued as the mental health providers we serve.

Lesley Cooper
Founder and CEO, WorkingWell

Building a Psychologically Safe Culture

To create an environment that’s conducive to employees being able to manage their pressure, and to speak up when demands exceed their ability to cope, leaders must role model behaviours that support employee sustainability. 

They also need to create the conditions that encourage and allow employees to effectively manage their personal energy resources and in so doing build their resilience and capacity. 

This generates a true win-win. Employees stay accountable, committed and happily engaged without burning out in the process. 

To achieve this, what’s needed is an improvement in workplace psychological safety. 

Building a more psychologically safe culture is not inherently difficult, but it does require genuine commitment and involvement from leadership to model behaviours that build trust, encourage openness and inclusion and above all allow people to drop the work mask, feel able to be themselves and to bring all that they are and have to offer to the work challenge.

Tony Jamous
CEO & Co-founder, Oyster

Tech Stack, Leadership Support, and Clear Policies

The company has a dedicated Slack channel for mental health conversations where team members can speak openly about how they’re feeling and the support they need.

Oyster has also integrated Plumm into its tech stack. It’s a mental health platform, where a person can access therapists. 

With mental health issues on the rise and work being a significant part of why people can suffer, help alleviate some of the burden.

It’s important for leaders to engage in mental health conversations, to normalize the fact that external stressors are impacting today’s workforces. 

Instead of shying away from having conversations around one’s mental health––whether people are afraid of being vulnerable or perhaps think it’s unnecessary––we need to think of it as a brave and powerful act to share personal stories. Being vulnerable is human; and we’re all more than just founders, employees, managers etc. in the workplace.  

It’s best for founders, leaders, managers to be open and help create safe spaces, with really clear policies to back up conversations and policies around employee mental health and well-being. This helps lay the groundwork for what the company culture is. 

Alli Myatt
Co-Founder, The Equity Practice

Offer Space and Time and Reprioritize Work

The most important thing you can do to support people in caring for their mental health is to ask what they need and share resources available through their employer.  

Often, people need time and space to care for themselves when they are dealing with mental health challenges.  

The one direct lever companies can use is changing the pace of the work to create that time and space.  

HR teams can make sure team leaders have what they need to slow down or pause work so team members can take the time to care for themselves and their mental health.  

HR can support that by ensuring managers have the skills and capacity to reprioritize work and leadership commitment to support adjusting timelines when possible to give team members more breathing room.

Steve Lowisz
CEO, Lowisz Leadership Institute

Leadership Investment and Participation

Creating a workplace where employees feel safe discussing mental health is about action, not just conversations. 

Leaders should teach resilience and problem-solving, asking, “What challenges are you facing, and how can we tackle them together?” This shifts the focus from venting to finding solutions.

Mental health isn’t just an HR issue; it’s a leadership responsibility. 

Leaders must be approachable while promoting accountability. By providing tools, coaching, and steps to manage stress, they empower their team to overcome setbacks.

HR sets the framework, but leaders must lead by example, guiding employees toward solutions and holding them accountable for progress. 

When employees see leadership invested in their growth and well-being, they feel empowered and supported. This approach strengthens resilience, promotes problem-solving, and fosters a proactive culture that truly supports mental well-being.

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

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

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

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Workplace Harmony: Addressing the Challenges of a Multigenerational Workforce

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Workplace Harmony: Addressing the Challenges of a Multigenerational Workforce

What’s the biggest hurdle to effectively managing and engaging a multigenerational workforce? 

And how can leaders overcome it? 

These are crucial questions for organizations seeking to thrive in today’s diverse work environment. 

To find answers, we reached out to our HR Spotlight community of HR and business leaders from various industries to share their perspectives. 

Each expert offers a unique challenge they’ve encountered, paired with a practical solution they’ve found effective. 

This post compiles their insights, providing a valuable resource for anyone navigating the complexities of a multigenerational team.

Read on!

Mark Whitley
Founder and CEO, Whits Services Corporation

Sensitivity and Adaptability

Running a business means juggling many different things, but one of the most fascinating and sometimes complicated challenges is managing a multigenerational business. 

Imagine your workplace as a dinner table where five generations sit together. Each brings their own tastes, opinions, and experiences to the table. While this mix is exciting, it can also create communication problems.

One of the biggest challenges we face at Whits Services is figuring out how to get everyone on the same page when it comes to communication. 

The older kids on our team often prefer face-to-face conversations or detailed email exchanges. In contrast, younger team members (Millennials and Gen Z) are more likely to send messages on Slack or Teams and expect immediate responses. It’s not that one method is better than the other; everyone has their own pace.

We had a case where this difference caused tension. 

A senior team member thought a quick message about a project update was too informal, while the sender (a junior employee) didn’t understand why it was so important. 

That’s when we realized we needed to address these gaps more proactively.

One thing that has worked wonders for us is organizing communication workshops. During these sessions, we ask people to share their preferred communication methods and explain why they work for them. 

When a millennial team member explained how instant messaging helps speed things up, it resonated with others who might have been hesitant to adopt new tools. 

At the same time, younger employees gained a new respect for detailed emails when their older colleagues explained how these messages help keep a complete story.

We also make sure to provide multiple channels of communication. 

Big announcements can be sent via email, but we will follow up with a quick video overview or an informal team meeting. That way, everyone gets the information in a way that suits them.

But the most important lesson I learned is to listen, really listen. 

During a team brainstorming session, a junior employee suggested using more visual elements in presentations to make things more interesting. It seemed like a small change at first, but the results were incredible. Presentations became clearer, meetings were shorter, and everyone was focused.

It’s moments like these that show the magic of embracing a multigenerational workforce. Sure, it takes effort to manage differences, but when you approach them with sensitivity and a willingness to adapt, you create a team that is not only diverse, but also deeply connected.

After all, managing multiple generations is about more than just keeping the peace. It’s about learning from others and creating a workplace where every voice counts. And when that happens, you don’t just manage a team, you create something extraordinary.

Mandi Spindler
Talent Director, Ulteig

Mentorship, Collaboration, and Conflict Resolution

One challenge in managing a multigenerational workforce is bridging generational gaps in values, expectations and communication styles.

A one-size-fits-all approach is no longer effective, as different generations have unique needs and preferences.

To address this challenge, organizations can take a comprehensive approach to meeting the needs of multiple generations.

For example, Ulteig, an engineering consulting firm with a geographically dispersed employee base, has implemented flexible work arrangements — in-office, hybrid or fully remote — to accommodate diverse preferences. 

We have also invested in employee well-being by offering financial wellbeing tools, continuous learning resources and mental health support. 

Additionally, our DEI program includes sessions on Intergenerational Inclusion, providing practical tips for effective cross-generational mentorship, collaboration and conflict resolution.

This multifaceted approach transforms generational differences from a potential challenge into a source of organizational opportunity. 

By recognizing and engaging generational differences, organizations can create a more inclusive and productive work environment.

Dr. Maria Knöbel
Medical Director, Medical Cert UK

Communication Workshops

It can be hard to manage a workforce with people from different generations because older generations like to talk to people in person and younger generations like to use technology. 

When a lot is at stake, like in healthcare, this can be hard to understand. 

This could be fixed by holding workshops on communication that take into account how people of different ages like to talk to each other.

At these workshops, teams will also learn better ways to work together. The way people talk to each other can change when they work together, even if they are not in the same room. 

With this method, people can work together better, fault less, and take better care of patients. 

If people know about these differences, they can work together better and get more done.

Kevin Connor
Founder and CEO, Modern SBC

Empathy and Flexibility

One of the trickiest parts of my job is helping people from different generations actually connect when they communicate. 

I’m Kevin Connor, founder and CEO of The Modern SBC, and I’ve seen it firsthand.

For example, just last week I listened as one of our younger employees sent a Slack message, while a more seasoned team member waited for a phone call that never came. 

Moments like that can quickly lead to misunderstandings and frustration. 

At The Modern SBC, we tackle this by mixing old and new approaches: we show managers how to switch between tools, honor personal preferences, and really listen. 

With a bit of empathy and flexibility, we can bridge those gaps and thrive together.

Cathy Knepp
Head of Human Resources, Platform Accounting Group

Lessons in Work Life Balance

One challenge we face is differing views on work/life balance and what type of hours are needed in our industry (accounting), which historically has been thought of as very high demand and long hours. 

I continually remind managers to remember how they felt when they were starting out and that the younger generations are right – our lives should not only be our jobs. 

I think it’s important to make sure we are making the work interesting and engaging so people want to get the work done, while not expecting them to work long hours just for the sake of working long hours or as some sort of initiation into the industry. 

There’s a lot we can learn from each generation!

Misti Mukherjee
Attorney at Law, Extensio Law

Managing Employee Activism

Today’s workplaces employ five generations of workers. Diversity in individual lived experiences strengthens any organization, and to successfully lead, engage and retain a multigenerational workforce, leaders must listen, learn and adapt. 

One example is employee activism. 

Workforce activism is rising, as social media, geopolitical conflicts and online activist platforms are highlighting organizational action and inaction.  

Many employees in the Millennial generation believe that they can make a greater impact on the world than can their leaders, and they are ready to speak out and/or change jobs when their employers’ organizational stances do not reflect their values. 

How to respond? 

Find out what really matters to your employees: understand, be curious and be humble. Don’t ignore opposing views. Encourage respectful debate. 

When corporate strategies don’t align with employee expectations, explain the company’s position with clear, honest and direct communication. 

Responding to activism can feel challenging for some leaders, but ultimately the best answer is to listen to learn and understand.

Christine Ramos
Director, Client HR Services, CoAdvantage

Technology and Autonomy

Bridging the gap between Baby Boomers and Gen Z can be challenging in a lot of ways. But one of the most challenging differences would be their different perspectives on communication styles as well as work schedules/work life balances.

Baby Boomers may not understand why someone would not be working in an office 9-5 and not have multiple in-person meetings and phone calls. They would have a different mentality on being more loyal to a company and more competitive for the good of the company and not necessarily thinking of their own personal gain.

Gen Z and other younger generations have a greater sense and emphasis on work/life balance. They will expect flexibility in setting schedules, maybe prefer a hybrid situation. They don’t see the value add as much as a Baby Boomer in hands on/ face to face collaboration. 

They are also more used to a fast-paced environment and don’t want to take the time to have an actual conversation, but would rather text or IM their counterpart. They may prefer to be managed from a higher level, don’t want to be micromanaged, and have autonomy to make their decisions.

Baby Boomers would not be as familiar or comfortable with all of the technology and even social media aspects of communication. Gen Z can’t imagine not having technology at their fingertips in being able to get the job done.

Options to help with these challenges are for managers to really get to know their employees individually to determine their strengths and emphasize those and communicate in a way that fits their needs. 

Maybe even pair the older workers with the younger workers to learn from each other. 

Older workers have a wealth of knowledge and experience they can provide to the younger group. The Gen Z’s can help educate the older group on why/how technology makes things more efficient.

This is all being done with a common goal in mind to be successful individually with the goal of working together in making the company successful.

Shannon Alter
CEO, Leaders Exceed

Show-Not-Tell Mindset

When it comes to leading a multigenerational workforce, embracing clear communication and a “show-not-tell” mindset are key. 

Leaders at every level today often experience meetings and other business conversations as almost completely transactional. Communication comes across as vague or fuzzy. The effect is impersonal, largely because we are “telling” people what to do. 

Context is key when we’re considering how to communicate more clearly. 

Sometimes we’re going too quickly, or we don’t want to bother other leaders. What often happens is that we leave out crucial information or even tidbits that will help that leader understand the issue, make a decision or move forward.

We think this will improve productivity but it isn’t always effective because people simply tune out or don’t figure it out. 

Instead, leaders can reverse their mindsets by “showing” their teams the path they want them to follow- demonstrating clear, timely, and responsive communication really does make a difference.

Jason Hishmeh
Co-Founder, Varyence

Acknowledgement and Understanding

Managing a multigenerational workforce can present challenges, particularly when communication styles are in conflict. I have observed that something as straightforward as a preference for Slack over email—or the reverse—can lead to frustration. 

One method we suggest is promoting “communication agility.” 

Conducting workshops to assist employees in comprehending generational differences and adjusting their approaches accordingly.

Additionally, we have adopted tools such as Microsoft Teams, which provide a balance between real-time conversations and more formal updates. 

When individuals feel acknowledged and understood, collaboration flourishes. 

It is not solely about bridging divides—it is about cultivating a team in which everyone’s strengths are highlighted, regardless of their generation.

Reskilling to Combine Thoughts and Approaches

Rose Fass
Co-Founder, fassforward Consulting Group

Reskilling is an important tool when managing and engaging a multigenerational workforce.

This can be achieved through ongoing education, whether formal or informal, such as attending workshops, enrolling in online courses, or engaging in cross-generational mentoring within the company. 

Organizations can support this by providing access to training programs tailored to all different career stages. Reskilling will not only help your organization keep pace with technological advances but it will also foster a culture of mutual respect and learning where every employee feels valued and empowered.

I recently turned 75 but at my firm I often find myself collaborating with our head of partnerships, who is in her 40s, and our head of marketing, who is in her 30s. 

By combining our thoughts and approaches—pushing each other to think differently and drawing on past experiences—we elevate one another, and the company as a whole.

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

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

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

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Listening to Your Workforce: When Employee Feedback Shapes DEIB Strategy

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Listening to Your Workforce: When Employee Feedback Shapes DEIB Strategy

Today’s organizations are moving beyond a check-the-box approach to Diversity, Equity, Inclusion, and Belonging (DEIB).

Driving this change is the need for strategies that are truly responsive to the needs and experiences of their employees. 

Essential to this shift is the growing emphasis on employee feedback as a key driver of DEIB initiatives. 

In this post, we explore this employee-centric approach, featuring insights from HR and business leaders who have successfully leveraged employee input to shape their DEIB strategies. 

We asked these leaders from the HR Spotlight community to provide specific examples of how feedback has led to tangible changes, demonstrating the transformative potential of listening to and acting upon the voices within their organizations.

Read on!

Jamie Graceffa
VP, Talent Development, Culture & Inclusion, Quanterix

While our employees appreciate our DEIB efforts, they’ve shared that they want more than just a gratuitous post—and I wholeheartedly agree. 

So, how can we raise awareness in a meaningful way? 

Storytelling is a powerful tool for connection. 

You may not look, love, think, believe, or worship like the storyteller, but elements of their life story may still resonate with you.

We also believe that music and food have a unique way of uniting people—but it’s the stories behind a song or dish that can truly touch a heart or mind. 

Perhaps a recipe from our “Recipes from the Heart” initiative reminds you of your grandmother or a similar tradition in your family. Highlighting the stories of “hidden figures” from the LGBTQ+ community may challenge a bias. 

Whatever initiatives we pursue, the goal isn’t to change minds but to open them—just a little. 

And with that open mind individuals may respond in a different, more open way.

Tara Furiani
CEO, Not the HR Lady

I was consulting with a large non-profit and our employee feedback completely reshaped how we approached DEIB. 

During the cultural audit I was conducting, staff anonymously reported feeling excluded from leadership decision-making, especially around initiatives that directly impacted marginalized communities.

One particular piece of feedback stood out: “It’s hard to trust leadership’s DEIB commitment when decisions are made behind closed doors by people who don’t look like us.”

That was a wake-up call for the executive team.

I helped overhaul their process for program development by creating diverse, cross-functional task forces that included frontline staff. 

We also launched a rotating “Chair for the Month” program, giving employees from underrepresented groups the chance to lead discussions in executive meetings and the executives did more than provide lip service… they showed up.

These employee-led initiatives directly impacted how resources were allocated, significantly increasing outreach to underserved populations and better serving the business itself. 

More importantly, it built more trust between leadership and staff, which affects everything.

Rhonda Moret
Founder & CEO, Elevated Diversity

At Elevated, our inclusion-forward approach to DEIB consulting has consistently resonated with clients who recognize the value of making all team members feel valued and heard, regardless of their background, experience, life choices, or personal stories. 

We do this by intentionally creating platforms and opportunities for all to have a voice in what DEIB looks like and really feels like within their organization.

One key initiative to accomplish this goal is the formation of a DEIB strategic planning committee. These committees are curated to ensure that the group consists of employees from all areas of the organization, all levels of seniority and responsibilities, and from varied backgrounds and experiences. 

Their charge is to help ensure that the organizations’ DEIB strategic priorities are truly inclusive – and not developed within a boardroom where there is often a lack of diverse perspectives. 

The group’s recommendations and proposed initiatives are then presented to the leadership team for review and consideration.

We also highly recommend the formation of Employee Resource Groups (ERGs) and Business Resource Groups (BRGs). 

These employee-led committees have the ability to play a critical and thoughtful role in establishing an inclusive culture within the organization, not only by implementing new initiatives and programming but also by serving as a vital platform for surfacing diverse insights, perspectives, and innovative approaches to organizational challenges.

By implementing these employee-driven efforts, our clients transform employee feedback into meaningful, demonstrative organizational action that drives genuine cultural change. 

It also ensures that diverse perspectives are incorporated from the outset, leading to more comprehensive, organic, and effective DEIB strategies.

Raven Rankine
Senior Director, Client Experience & DEIB Services, The Nebo Company

I firmly believe that taking stock and evaluating your current state is essential before crafting any strategy, particularly a DEIB strategy. This foundational step ensures the approach is grounded in reality and aligned with organizational needs.

As a best practice, we prioritize gathering feedback from employees to inform our strategy. This feedback is collected through various methods, including surveys, interviews, and focus groups, providing an understanding of employee perspectives.

One specific example of how employee input has directly shaped our DEIB strategy is the recognition of the need for a thorough assessment of our current state and the formation of an internal team to advance our DEIB priorities. 

These became immediate priorities, leading us to conduct a comprehensive DEIB assessment and establish a formal DEIB Council. Collaborating closely with the Leadership Team, the Council plays a key role in driving our DEIB initiatives and achieving our organizational goals.

Gathering employee feedback is essential, providing the insights needed to craft a truly informed and impactful strategy.

Dre Thompson
Full Cycle Talent Acquisition Specialist, Innomotics

Employee feedback is absolutely crucial to the growth of any business. 

I can give several examples of how this has shaped my DEIB strategy as a talent acquisition partner. 

First, I think it’s important that any HR consultant keep inclusiveness at the forefront of any company initiatives. I love incorporating surveys, polls, and 1:1 feedback. 

For example, for early career professionals looking into internships or leadership development programs, I make it my initiative  to reach out to organizations like S.W.E. (Society of Women Engineers) or N.S.B.E. (National Society of Black Engineers) to ensure a diverse candidate pool. 

Another example of a group I feel is often overlooked is military veterans. 

I utilize unemployment offices that offer veterans programs like O.M.O. (Ohio Means Jobs) that exclusively assists in helping employers place veterans who  served recently or in the past with employment opportunities.

Dr. Gregory P. Gasic
Co-Founder, VMeDx

An employee, let’s name her Sarah, reported that a manager was abusing their authority. 

Upon investigation, we found that the manager was quick to deflect blame and became angry when confronted, leading to low team morale, higher turnover rates, and decreased client satisfaction during that period. 

Sarah’s feedback was a wake-up call, showing us that leadership accountability needed to be a central part of our DEIB efforts.

Previously, we trusted our rigorous selection process to ensure managers aligned with our mission and vision, but we overlooked the possibility of leaders becoming complacent or straying from our values. 

Since then, we’ve implemented regular employee surveys to gather feedback on leadership and ensure ongoing alignment with our DEIB goals. 

This proactive approach has fostered a more inclusive and respectful workplace culture where leadership standards are consistently upheld.

Alari Aho
CEO and Founder, Toggl

A candid Slack poll revealed employees wanted holidays that respected all cultures. 

We ditched rigid calendars and introduced “floating holidays” to celebrate personal traditions. Suddenly, everyone could honor what mattered most to them, from Diwali to Midsummer. 

The result? 

Happier teams and deeper respect for each other’s uniqueness. It also boosted engagement because people felt their cultural identities were respected. 

This small change made our global workforce feel more connected and appreciated.

Abhishek Shah
Founder, Testlify

There was a moment that really changed how we lead. 

We were discussing global trends when an employee pointed out that only 5.45% of CEOs are women. 

That really made me think, and we took a closer look at our own leadership team, where we found a similar gender imbalance.

We decided to act. 

We started mentorship programs for women, set clear goals for diversity, and changed our hiring practices to make leadership roles more inclusive.

We also noticed that many boards, ours included, relied heavily on experienced professionals and didn’t give enough room to younger leaders in the 25–35 age range. 

So, we worked on creating a balanced team that combines experience with fresh, new ideas.

All of these changes came from listening to our team. 

It wasn’t just about making small adjustments but about rethinking leadership to build a more inclusive and forward-thinking company.

Kaumudi Tiwari
Digital Marketing Lead, Zonka Feedback

Our organization implemented a number of modifications after staff members voiced their concerns regarding the underrepresentation in senior positions. 

We started a mentorship program with the express goal of assisting underrepresented groups in navigating leadership and professional advancement possibilities. 

Employee polls also revealed a lack of inclusion in the employment process. In order to lessen unconscious bias, we redesigned the hiring procedure by including blind resume reviews and broadening the panel of interviewers.

With a 30% increase in diverse leadership presence in just one year and higher employee satisfaction ratings, these adjustments—which were motivated by employee insights—helped us create a more welcoming workplace.

Steve Faulkner
Founder & Chief Recruiter, Spencer James Group

As a recruiting firm, it’s important for us to “practice what we preach” when it comes to things like DEIB, which helps to build trust with clients and candidates that we will live up to our promises in these areas. 

Soliciting feedback from our team to help us refine our strategy has been a valuable tool in helping us to meet our DEIB goals.

To give an example, we have recently been able to address a gap in our representation thanks to the input of the team. Like many employers, our diversity and inclusion efforts have largely focused on professionals marginalized due to their gender, race, or sexual orientation. 

In centering these demographic groups, however, we overlooked another critical aspect of inclusivity, which is ensuring our workplace is accessible for professionals who are disabled or neurodivergent.

This is a critical area to consider because inclusivity for these professionals goes beyond simply creating a welcoming environment. 

There are additional barriers that need to be removed, and accommodations that need to be made, to make the workplace inclusive for those with limited mobility, chronic conditions, or other disabilities.

In this specific situation, the employee in question has an invisible disability (the details of which I don’t want to reveal for the sake of privacy) and we were not aware that they were experiencing issues with the workplace until they gave this feedback. 

Once we were aware, we immediately adjusted our definition of “inclusion” to include these groups we’d overlooked, and revised our strategy to incorporate additional ways we could make our workplace more accessible for all professionals. 

It was a valuable lesson in the importance of getting input from a variety of individuals and perspectives when you’re creating a DEIB policy. 

If your goal is to be truly equitable and inclusive while building a diverse workforce, then listening to diverse voices will give you critical first-hand input that can help you to better shape policies to support this objective.

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

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

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

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Building a Better EAP: Insights on Efficiency, Impact, and Measurement

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Building a Better EAP: Insights on Efficiency, Impact, and Measurement

How are today’s leaders leveraging Employee Assistance Programs (EAPs) to support their workforce and drive organizational success? 

What are the hallmarks of an effective EAP, and how can its impact be measured? 

In this post, we try to answer these critical questions, drawing on the expertise of the HR Spotlight community of HR and business leaders. 

We asked these experts to share their views on the essentiality of EAPs, the key factors they’ve adopted to ensure efficiency, and the methods they use to gauge program effectiveness. 

Their responses offer a collection of best practices and actionable strategies for building an EAP that truly delivers.

Read on!

Andy Golpys
Founder, MadeByShape

At MadeByShape, our EAP isn’t just a policy; it’s a lifeline that underscores how much we care about our team. 

I remember a moment when one of our designers was going through a tough time balancing work and personal life. They reached out to the EAP and found the counseling support they needed. Weeks later, they shared how the program helped them feel valued and supported, which reignited their passion for their craft. 

That moment stuck with me—it showed the real impact of this initiative.

We focus on making the program approachable and stigma-free. Whether it’s mental health, financial advice, or simply having someone to talk to, the EAP is designed to meet diverse needs. 

We measure success not just through participation rates or feedback but through those heartfelt conversations that remind us: when we invest in our people’s well-being, everyone wins.

Gianluca Ferruggia
General Manager, DesignRush

Our EAP is a key part of how committed our company is to the health and happiness of its employees. It offers private help for issues related to mental health, money matters, and balancing work and personal life. 

This has been especially helpful in navigating hybrid work settings.  

We made the EAP work with our internal communication tools so that it’s more efficient. It can be accessed through a simple, easy to use interface. 

We also hold awareness campaigns every three months to teach employees about the program and get rid of any stigma that might come from asking for help.  

To measure the effectiveness, you have to keep track of utilization rates, do anonymous employee feedback surveys, and look for patterns in things like absences and productivity. 

When we improved the EAP services last year, employee satisfaction rates went up by 20% and stress-related leave went down by a noticeable amount. This shows how the program helps make the workforce better and more involved.

Amanda Daering
CEO, Newance

Exceptional onboarding includes three core pillars: values, connections and information. 

Values ensure that the new hire understands the foundation and principles that drive the organization. 

Connections ensure that your new hire finds work friends. In a recent survey by CPA Practice Advisor, 92% of employees say friendships at work impact their willingness to stay at a company so this is not to be missed. 

Finally, information includes the day to day skills and responsibilities of the job at hand. This should include both how to complete their work as well as where to find new or additional information as needed. 

When an onboarding plan includes and combines all of these pillars, the new hire is set up for both productivity and retention.

Max Shak
Founder & CEO, Zapiy

As the Founder and CEO of Nerdigital.com, I consider our Employee Assistance Program (EAP) not just essential but foundational to building a supportive workplace. 

In today’s fast-paced environment, employees face challenges that extend beyond the office, and having a well-structured EAP is a vital resource for both their personal and professional well-being.

Key Driving Factors for an Effective EAP: To make our EAP efficient, we focus on accessibility, relevance, and trust. 

First, we ensure that employees know how to access the program easily, whether it’s through a hotline, an app, or internal communications. Convenience removes barriers to seeking help. 

Second, the services provided are tailored to meet our team’s needs, from mental health counseling to financial planning and even legal advice. 

Lastly, trust is paramount. We reinforce confidentiality at every turn so employees feel safe using these resources without fear of judgment or exposure.

Measuring Effectiveness: To gauge how well the program works, we use both quantitative and qualitative methods. 

Utilization rates are a good starting point—how many employees are engaging with the EAP gives us a snapshot of its reach. 

But numbers alone don’t tell the full story. 

Anonymous feedback surveys allow us to understand the program’s impact on their lives. 

For example, one employee shared how accessing financial counseling through the EAP helped them navigate a challenging time, which ultimately improved their focus at work. 

Stories like that validate our efforts.

Why It’s Essential: The effectiveness of our EAP directly correlates with employee satisfaction and retention. 

When people feel supported, they bring their best selves to work. We’ve seen increased productivity and reduced absenteeism, which further underscores its value. 

More importantly, it sends a clear message: we care about our team as individuals, not just employees.

In conclusion, a strong EAP isn’t just a benefit—it’s a commitment to fostering a culture of well-being. 

It shows that we recognize the whole person behind the job title, and that’s what builds trust, loyalty, and long-term success.

Rudy Bush
Founder,  Wiringo

The success of the program is contingent upon the education of managers and supervisors on the EAP services and how to identify and assist employees in need. 

Supervisors and managers are essential in identifying employees who may benefit from the EAP and in providing them with the requisite support and resources. 

The training should concentrate on enhancing awareness of the signs and symptoms of common personal and professional challenges, as well as offering advice on how to refer employees to the EAP. 

You can guarantee the effective utilization of the EAP by providing managers and supervisors with the necessary knowledge and skills to assist their team members.

Mike Khorev
Founder,  Cloomtech

It is essential to effectively communicate the availability and benefits of the EAP to all employees in order to encourage their utilization. 

It is possible that a significant number of employees are not aware of the resources and support that are available to them through an EAP. 

As a result, it is imperative to establish a comprehensive communication strategy in order to increase program awareness and promote it. 

This may involve the development of informative materials, such as brochures and posters, and the utilization of a variety of communication channels, including the intranet, email, and staff meetings. 

It is imperative to underscore the EAP’s non-judgmental and confidential nature in order to motivate employees to seek help without concern for adverse repercussions.

Mehdi Khachani
CEO, JMK Property Management

We consider our EAP an indispensable tool for fostering employee well-being and productivity. 

To ensure efficiency, the program is designed to be easily accessible and entirely confidential. Employees can access resources such as counseling, financial planning assistance, and wellness support 24/7. 

We also conduct regular educational sessions to enhance awareness and build trust in the program.

To measure effectiveness, we rely on a combination of metrics and qualitative feedback. 

Utilization rates, employee surveys, and reductions in absenteeism provide valuable insights. Anecdotal feedback from staff further helps us refine the initiative to meet their needs better.

Ultimately, our EAP is not just a support mechanism; it’s a strategic investment in our team’s success and overall happiness.

Kevin Shahnazari
Founder & CEO, FinlyWealth

Our EAP is a cornerstone of our employee support system. 

I’ve prioritized building a program that goes beyond basic counseling services and includes financial advisory services, which aligns with our company’s mission of democratizing financial services. This dual approach has reduced employee stress levels and improved workplace satisfaction.

To drive efficiency, I’ve focused on three main areas: streamlined access through a mobile-first platform, proactive mental health check-ins, and integrated financial wellness coaching. 

The program’s success metrics show that 40% of our team actively uses EAP services quarterly, with satisfaction rates consistently above 85%.

I measure effectiveness through regular anonymous surveys, tracking utilization rates, and monitoring aggregate data on stress-related leave requests. Since implementing our enhanced EAP, these have decreased by 30%. 

The return on investment has been clear: lower turnover rates and increased productivity.

“Employee assistance programs work best when they’re woven into the fabric of company culture, not treated as a separate benefit.”

Silvia Lupone
Owner, Stingray Villa

As the owner of Stingray Villa in Cozumel, I’ve applied the principles of an Employee Assistance Program (EAP) in our operations to ensure my team feels supported both professionally and personally.

As for us, the main aspects of the good program are easy access, confidentiality, and correspondence to real needs of employees (rather than just a good idea). 

Regular on the spot meetings also enable us to understand the problems while keeping trust. In terms of effectiveness, we consider Passive Leave, performance, and employees’ satisfaction ratings and feedback as the key measurable indicators.

Tailored assistance enhances loyalty and grit. EAP is not simply an added advantage – it is a commitment to the well-being of your team which in the end determines the success of the business.

James Allsopp
CEO, iNet Ventures

Supporting our team’s well-being has been pivotal to our success, and an Employee Assistance Program (EAP) has played a crucial role.

In our view, good communication is of pivotal importance: staff have to understand that a program exists, where to locate it, and that it is of complete confidentiality. 

We have also customized the EAP concept so that it is able to accommodate for the pressures linked to remote working and working in high-speed industries by offering assistance such as mental health counseling along with financial planning advice.

We measure its success by looking at employee retention levels, engagement surveys and anonymous usage metrics. 

But the best evidence of all is the fact that several members of the team are now willing to come forward and tell how the program made their lives better – these moments remind us of the true essence of the program.

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

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

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

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Cultivating Psychologically Safe Workplaces in 2025 – by Dr Angie Montgomery

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Cultivating Psychologically Safe Workplaces in 2025

Dr Angie Montgomery
CEO & Co-founder, InCheq

As businesses continue to evolve in 2025, fostering workplaces where employees feel safe to express themselves, share ideas, and take risks without fear of judgment or punishment is more important than ever before. Psychological safety, a concept gaining increasing attention, lies at the heart of organisational success, employee wellbeing, and innovation.

This article explores the concept of psychological safety, its impact on neurobiology, and the strategies employers can adopt to create environments that not only prevent harm but also promote thriving workplaces.

What Is Psychological Safety?

The term psychological safety has become a buzzword in workplace discussions over the past few years. Yet, there remains confusion about what it truly means and why it is crucial in professional settings.

Coined by Harvard Professor Amy Edmondson, psychological safety refers to the perception that the workplace is an environment where one can voice their ideas, admit mistakes, and take risks without fear of ridicule, punishment, or humiliation.

It’s not about being nice all the time or cruising at work; rather, it’s about fostering trust and openness to achieve the best outcomes.

In a psychologically safe work culture, employees are comfortable asking questions, offering new ideas, and acknowledging errors. These behaviours are essential for learning, innovation, and adaptability. Curiosity and creativity, which are key drivers of progress, thrive in an environment where fear of failure does not inhibit new ideas. Without psychological safety, teamwork becomes a struggle, and opportunities for growth are lost.

The Neurobiology of Safe vs. Unsafe Work Environments

The Stress Response in Unsafe Environments

To truly understand the importance of psychological safety at work, we can delve into its impact on our neurobiology. The human stress response (commonly referred to as the “fight, flight, or freeze” response) is a critical starting point.

When people perceive a threat, their bodies activate this survival mechanism, triggering a cascade of physical and mental changes. Symptoms such as increased heart rate, muscle tension, and rapid breathing are well-known. These changes prepare the body to either confront the threat or escape from it.

However, stress impacts more than just the body. It fundamentally alters brain processing. High levels of stress hormones like cortisol divert blood flow away from the prefrontal cortex (the brain’s rational thinking center) to the brainstem (the survival center). As a result, essential functions like working memory, attention, behavioural regulation, and perspective-taking are impaired. Instead, hypervigilance, defensiveness, and impulsivity take over.

Employees who feel under threat, whether from criticism, exclusion, or humiliation, are less likely to collaborate effectively or share ideas. Instead, self-preservation becomes the priority, to the detriment of productivity.

The Brain in Safe Environments

In contrast, psychologically safe workplaces foster a sense of trust and security, allowing employees to remain in a calm, focused state. Without the constant activation of the stress response, workers can access higher-order cognitive functions critical for creativity, problem-solving, and decision-making.

Moreover, safe environments encourage the release of neurotransmitters like serotonin and dopamine, which enhance emotional resilience, motivation, and wellbeing.

Teams operating in such conditions are more likely to:

– Collaborate openly and effectively.

– Share innovative ideas without fear of rejection.

– Provide and accept constructive feedback.

– Learn from mistakes and adapt to challenges.

In short, a psychologically safe workplace is not just a “nice to have”. It’s a competitive advantage that drives organisational success.

Strategies for Cultivating Psychological Safety

Creating a psychologically safe workplace requires intentional effort at both the team and organisational levels. Leaders play a crucial role in setting the tone and fostering a culture of openness and respect. Here are key strategies to enhance psychological safety:

Set a Tone of Respect and Appreciation
Interpersonal communication is a cornerstone of psychological safety. Leaders who model respectful interactions will encourage the same among team members. This looks like:

– Avoiding dismissive or belittling language.

– Respecting diverse perspectives and experiences.

– Encouraging inclusive conversations that value every voice.

Create Opportunities for Feedback and Collaboration

Regular opportunities for employees to share their ideas, voice concerns, and ask questions build trust and openness. Consider:

– Implementing structured feedback forums, such as team brainstorming or retrospectives. 

– Encouraging collaborative decision-making processes.

– Ensuring that all employees feel heard and valued.

Model Vulnerability

Leaders who admit their mistakes and seek feedback set the stage for others to do the same. Vulnerability fosters trust and demonstrates that it’s safe to take risks and learn from errors.

Reinforce a Growth Mindset

Cultivate a culture that values learning and development. Encourage employees to embrace challenges as opportunities to grow by:

– Providing access to coaching, mentoring, and professional development programs.

– Recognising and celebrating efforts to learn and improve.

– Normalising constructive feedback as part of growth.

Recognise and Reward Contributions

Acknowledging employees’ efforts and achievements reinforces a sense of value and belonging. Recognition can be formal, such as awards or bonuses, or informal, such as verbal praise during meetings. Both forms contribute to psychological safety by affirming that employees’ contributions matter.

The Case for Psychological Safety in 2025

The modern workplace demands adaptability, innovation, and resilience. Organisations that prioritise psychological safety are better equipped to meet these challenges head-on. In an era marked by rapid change and increasing complexity, businesses must create environments where employees feel empowered to bring their whole selves to work.

The benefits of psychological safety extend beyond individual well-being. Teams that feel safe are more collaborative, innovative, and productive. They are also more likely to retain top talent, as employees gravitate toward workplaces that prioritise respect and inclusion.

For employers, investing in psychological safety is not just a moral imperative but a strategic one. By fostering cultures of trust and openness, businesses can unlock the full potential of their workforce, driving sustained success in 2025 and beyond.

About the Author

Dr Angie Montgomery is the co-founder and CEO of InCheq, a registered Health Psychologist and Workplace Psychological Health and Safety expert.

Angie bridges the gap between mental illness prevention, workplace mental health and Work, Health and Safety legislation to create meaningful and impactful change for people and organisations.

She is passionate about the role of data to inform the development of strategic initiatives, formulating best practice approaches, and the importance of contributing to knowledge and research.

Angie believes that data and technology has the potential to assist us in improving the mental health of workers, at scale.

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

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

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