Category: Concepts for Consideration

What comes to mind when you think of Registered Apprenticeship?

You probably see a person in a hardhat or holding tools? Contractor, mason, electrician, or a welder are more than likely what you identify, which is expected.

Registered Apprenticeship (RA) is a structured workforce training program recognized by the U.S. Department of Labor that can create talent in technology, HR, accounting, finance, healthcare and many other industries. Apprentices earn while they learn, developing both technical and professional skills that align directly with your company’s needs, while receiving increasing wage progression throughout the apprenticeship. It is a growing workforce development and upskilling solution, anchored in skills and competency-based hiring.

For HR and business leaders facing rising recruiting costs & competition, rising turnover, employee retention and skills gaps, this model provides a practical solution. It is not a theory. It is tested, proven, and built to solve the most common workforce challenges HR teams talk about every day.

Addressing HR’s Biggest Pain Points

In HR and beyond, employers consistently point to three challenges:

1. Difficulty sourcing job-ready candidates with skills necessary for the job
2. Gaps in critical technical training, interpersonal skills, and skill development in incumbent workers
3. Long requisition fill time and/or high turnover that disrupts operations

Apprenti helps employers solve these problems by adapting the time-tested apprenticeship model to meet current workforce demands in an innovative, creative way. As Dave Peticolas, VP of Software Engineering at Natera has previously said, “Apprenticeship is an idea that deserves to be a lot more widely known in the United States and used in a lot more different places.”

Why It Works

Registered Apprenticeships deliver measurable results:

• Talent pipeline: Apprenticeships create a reliable flow of skilled workers who are aligned to your culture and your systems from the start. Apprentices are learning from your team and are integrated into your pipeline.
• Retention: 89 percent of Apprenti graduates are retained by their employers, compared to the fact that roughly 70 percent of college graduates leave their first job within 2 years^[1].
• Cost savings: Companies see up to 30 percent savings on early career talent hiring and training compared to traditional hiring modalities.

This approach has proven success across industries such as healthcare, IT, manufacturing, and corporate business lines. Companies across the U.S. are rethinking how they build talent, and Apprenti is leading that shift.

The Strategic Workforce Solution for Businesses

• Apprenticeships continue to grow as a workforce strategy
• Retains skilled employees and addresses shortages
• Fosters a culture of growth, engagement, and productivity
• Provides structured training that builds long-term loyalty
• Reduces reliance on costly recruitment cycles or short-term fixes like poaching or H-1B visas

As workforce strategies evolve, apprenticeships have emerged as a scalable and sustainable solution for organizations that want to hire smarter, reduce turnover, and create systems for growth.

Ready to Explore Apprenticeships?

Apprenti partners with U.S. based employers to build programs that fit business needs while lowering costs and improving retention. If you want to learn more, please contact Natalie Miller, Regional Director – West at nmiller@apprenticareers.org. Natalie will be presenting at the November 5th HR Lunch Bunch – to register and learn more click here.

At HR Answers, we often hear concerns about the level of civility in today’s workplaces. People tell us they notice a decline in general politeness, courtesy, and respect. And it’s true: civility is complicated.

For some, civility is the foundation of a healthy workplace and society. For others, appeals to civility have historically been used to silence voices and maintain the status quo. Both perspectives are valid and understanding them helps us use civility constructively rather than defensively.

Civility as a Strength

• Respectful dialogue: True civility means listening to others — even when we disagree — and engaging productively.
• Confidence, not weakness: Leading with respect in a conflict shows competence, not surrender.
• Deeper than manners: Civility is more than etiquette; it’s recognizing others as moral equals.
• Historical roots: From Aristotle to Franklin, civility has long been tied to the idea of citizenship and social responsibility.

Civility Misused

• Silencing dissent: Calls for civility have sometimes been used to dismiss or deflect justified protest.
• Unequal standards: Historically, “out-groups” have been held to stricter civility standards than those in power.
• Ignoring context: Tone-policing without understanding intent can shut down dialogue instead of opening it.

The Key Distinction

The critical question is: who is asking for civility, and why? When it’s about maintaining power, it can be harmful. But when everyone models mutual respect, civility becomes the bridge to healthier, more productive workplaces.

What Civility Looks Like

• Treating others with dignity, courtesy, and consideration
• Speaking in appropriate tones
• Respecting others’ right to express views, even when disagreeing
• Managing conflict in respectful, constructive ways

Incivility looks different: rudeness, intimidation, swearing, humiliating others, or shutting down opposing views.

Benjamin Franklin once said: “Be civil to all; serviceable to many; familiar with few; friend to one; enemy to none.” A timeless reminder.

Keys to Civil Dialogue

1. Lead with kindness.
2. Be the change — model what you want to see.
3. Choose your battles wisely.
4. Respectful disagreement is okay.
5. Listen actively and without interruption.
6. Focus on ideas, not people.
7. Disagreement ≠ lack of intelligence.
8. Manage your emotions.
9. Watch your tone and volume.
10. Mind your manners — sarcasm and insults, close doors.
11. Use facts, not assumptions.
12. Seek to understand different contexts.
13. Focus on solutions, not just problems.
14. Celebrate differences.

Disagreements and debates are inevitable. But with a commitment to civility and respect, we’re more likely to find solutions, acceptance, and understanding — all of which workplaces need now more than ever.

If this message resonates, or if your organization wants to reinforce civility in your culture, HR Answers can help. We offer educational programming and training to make civility a workplace standard, not an afterthought.

For many of us, September feels like a season of new beginnings. Summer vacations wind down, kids return to school, and we find ourselves sliding back into routines at work. It’s the perfect time to reset — both personally and professionally.

If you’ve been struggling with procrastination, low energy, or self-sabotaging habits, consider this: don’t just start with a fresh notebook or to-do list. Start with your body.

When your body is sluggish, even simple tasks feel overwhelming. But when you move, blood flow increases, dopamine levels rise, and mental fog lifts. Suddenly, you’re alert, engaged, and ready to take on challenges. Science tells us that even 5–10 minutes of movement can:

• Increase clarity and focus
• Boost dopamine and serotonin
• Reduce stress and anxiety
• Improve decision-making and creativity
• Raise energy for hours

This doesn’t require a full workout. Consistency, not intensity, is the key. Consistency is your friend whether you are in HR or a supervisor, it also builds trust with others and within yourself. Short deliberate bursts of movement every morning create momentum — and momentum fuels confidence.

Examples of energizing morning movement:

• 5 minutes of stretching or yoga
• A quick dance session to your favorite song
• 10 jumping jacks, pushups, or rope twirls
• A brisk walk around the block or up and down the stairs twice

The point isn’t how hard you move — it’s that you move intentionally to wake up both body and mind. Over time, these small steps compound into big payoffs:

• Taking control of your day before distractions creep in
• Training your brain to follow through
• Building trust with yourself (and others) by showing up consistently
• Leading the day, instead of reacting to it

And don’t forget your mind. Physical energy is powerful, but pairing it with mindful practices amplifies the effect. You want alignment with yourself and have positive mindful practices as a compliment to the physical. A program we recently hosted on “positivity” included these suggestions:

• Positive affirmations (spoken out loud while moving: “I am strong. I am focused. I am ready.”)
• Visualization exercises (picture your goals as if they’re already real)
• Intentional breathing (to regulate stress and focus)
• Journaling or goal-setting (rewiring your default state from passive to active)

Together, these body-and-mind rituals reset your momentum — helping you handle everything from budget reviews to benefit plan rollouts and from compensation discussions to tough employee conversations with clarity and confidence.

For HR leaders and supervisors, this isn’t just personal. When you model intentional starts, you set the tone for your team. Your energy, focus, and resilience ripple outward — creating workplaces that feel steady, engaged, and forward-moving.

So, here’s the challenge: what will your reset look like this fall? Whether it’s five minutes of stretching, a quick walk, or a morning affirmation, consistency is where transformation happens. And if your organization is ready for a broader reset — in culture, leadership, or training — the team at HR Answers is here to help.

Because how you begin each day shapes not only your life, but the lives of those around you.

In Part 1 of this series, we looked at why trust is essential to the health of organizations—and the behavioral signals that make leaders more trustworthy. But trust isn’t built on intentions alone. HR professionals, supervisors, and executives must embed trust into their processes, systems, and culture.

Building Trust Across the Organization

1. Start with Self-Awareness

Trust starts with consistency. Leaders who know their values, acknowledge mistakes, and follow through on promises model reliability and humility. This builds psychological safety for others to do the same.¹

2. Communicate Often and Honestly

Transparency isn’t just about disclosing big decisions—it’s about everyday clarity. Explain the ‘why,’ admit when you don’t know something, and invite feedback. Authentic communication is one of the fastest trust-builders in any organization.²

3. Act on Feedback

Soliciting feedback without taking action can erode trust. Show employees how their input is considered and follow up even when changes can’t be made. This closes the loop and reinforces that their voices matter.³

4. Empower Teams

Micromanagement kills trust. Equip people with clear expectations, tools, and authority—then give them space to deliver. Empowered employees are more confident and committed.⁴

5. Address Issues Promptly

Trust thrives in accountability. When tough decisions or interpersonal conflicts arise, address them directly, respectfully, and in alignment with organizational values. Delayed action can feel like avoidance.⁵

Red Flags That Signal Erosion of Trust

Trust isn’t only built—it’s also at risk of being eroded. Here are a few warning signs to watch for:

• Silence in meetings or disengaged participation
• Increased turnover or internal transfers
• Passive-aggressive communication or blame-shifting
• Resistance to change or lack of innovation

The Role of HR in Rebuilding Trust

When trust is broken, HR must guide the healing process. That means:

• Listening without defensiveness
• Clarifying what went wrong and why
• Involving employees in solutions
• Re-committing to transparency and follow-through

HR can also use engagement surveys, policy reviews, and leadership development programs to strengthen trust-based behaviors such as active listening, straight talk, and accountability.

Trust as a Character and a Competency

Stephen M. R. Covey, in “The Speed of Trust”, writes that trust is not just a soft virtue—it’s a measurable, learnable skill.⁷ He defines trust as a combination of character (integrity and intent) and competence (capability and results).

This distinction matters: A well-intentioned leader with poor follow-through might be liked but not trusted. Conversely, a capable person who lacks transparency or empathy can create suspicion.

Executives, HR leaders and supervisors should regularly reflect: Am I communicating both character and competence in my actions? Ask yourself: “What am I doing each and every day on purpose to build and reinforce trust with my employees, peers, and customers?”

Bringing It All Together: What Will You Do With This?

Trust isn’t a one-time initiative—it’s a daily practice that shows up in your tone, your follow-through, your policies, and your presence. Whether it’s in a hiring decision, a performance review, or a hallway conversation, trust is built—or broken—in the moments that feel small.

So, here’s your challenge:

• Look inward: What messages are your actions sending—intentionally or unintentionally?
• Look around: Where might trust be eroding on your team? What are the warning signs?
• Look ahead: What specific steps can you take in the next 30 days to build or repair trust in your workplace?

Your “trust audit” assignment: Pick one process or practice—performance feedback, onboarding, communication habits, team check-ins—and ask yourself:

• “How is this helping (or hurting) trust in our organization?”
• “What’s one thing we could do differently to improve it?”

Trust isn’t just something we talk about—it’s something we build through clarity, consistency, and courage.

Citations

1. Hutcheson, S. (2024). “5 signals that make you instantly more trustworthy at work.” Fast Company. https://www.fastcompany.com/
2. Fast Company Editors. (2024). “Building trust through vulnerability and transparency.” https://www.fastcompany.com/
3. Klotz, A. (2024). “Here’s what happens when employees don’t trust their leadership.” Fast Company. https://www.fastcompany.com/
4. HBR Editors. (2022). “Trust and accountability in high-performing teams.” Harvard Business Review. https://hbr.org/
5. Fast Company Editors. (2024). “10 mistakes leaders make in crisis that break team trust.” https://www.fastcompany.com/
6. Covey, S. M. R. (2006). “The Speed of Trust: The One Thing That Changes Everything”. Free Press.

Many organizations promote high-performing employees into supervisory roles without first asking two critical questions:

1. Do they want to be a supervisor?
2. Do they fully understand what being a supervisor entails?

Too often, people are placed in leadership roles simply because they excelled in their individual contributor jobs. But leading people is a very different skill set. It requires patience, self-awareness, and the ability to build trust. Without preparation, new supervisors can feel overwhelmed, frustrated, and ill-equipped to succeed.

Effective communication remains the cornerstone of great leadership. But today’s supervisors need even more than that. They must:

• Build trust by creating psychological safety and modeling integrity.
• Show empathy by understanding and supporting the challenges their employees face.
• Listen actively so employees feel heard and valued.
• Provide constructive feedback that develops skills rather than discourages effort.
• Adapt quickly in a constantly changing workplace.

Unfortunately, many organizations still underinvest in training their supervisors. They buy tools and technology but forget that the daily interactions of a supervisor have more impact on retention, morale, and productivity than almost any perk or policy.

If we truly want workplaces where employees thrive, we must commit to training leaders — not just rewarding technical performance. Great supervisors don’t just manage tasks; they inspire, guide, and set the tone for workplace culture.

The truth is that no one is born a great supervisor. Leadership is a skill set, not an innate trait — and it can be learned, practiced, and improved. Even if someone has struggled in the past, it’s never too late to turn things around. What matters most is the willingness to learn and grow.

Here are some proven methods for improving supervisory effectiveness:

• Invest in training: Programs designed for new and experienced supervisors provide both foundational skills and fresh perspectives.
• Practice self-awareness: Understand how your behavior impacts others and commit to continuous improvement.
• Seek feedback regularly: Ask employees and peers what’s working — and what isn’t — then act on it.
• Develop core skills intentionally: Focus on integrity, emotional intelligence, customer service, listening, conflict resolution, decision making and coaching.
• Find a mentor or coach: Learning from others who’ve been successful in similar roles accelerates growth.
• Apply and reflect: Supervisory skills stick when you practice them daily and take time to reflect on outcomes.

Being an effective supervisor doesn’t mean being perfect — it means being committed to learning, adapting, and supporting the people you lead.

That’s why our Building Blocks for Supervisor Success series, beginning September 11th, is built to equip current and aspiring supervisors with the real-world tools and confidence they need to succeed.  Click here to learn more.

Don’t let supervisors go it alone. Give them the skills to lead with impact.

Trust isn’t just a nice-to-have—it’s foundational. Organizations built on trust experience 76% more engagement and 50% more productivity¹. Yet only about one in three employees say they trust their leaders. And when trust breaks down, so does innovation, morale, and commitment.

Trust Is a Two-Way Street

It’s not enough for employees to trust their leaders—organizations must demonstrate trust in return. Transparency, empowerment, and consistent support are critical, especially from HR and executive leadership. Trust is a shared effort, requiring alignment between what’s said and what’s done.

The Role of Emotional Intelligence in Trust

Building trust isn’t just about strategy—it’s about self-awareness and emotional intelligence. Leaders with high emotional intelligence can recognize their own emotions, understand how they impact others, and respond with empathy and intention. This ability to “read the room,” regulate reactions, and stay grounded during tough moments helps employees feel safe, respected, and heard. Emotional intelligence strengthens every trust-building interaction—especially during times of uncertainty or change.

4 Signals That Instantly Foster Trust

Adapted from Scott Hutcheson’s Fast Company article², here are four key behaviors that can make a leader more trustworthy:

1. Stay Present – Leaders who align their facial expressions and tone of voice with what they’re saying communicate authenticity. When you ‘feel what you show,’ people are more likely to believe you.

2. Use Open Body Language – Uncrossed arms, steady eye contact, and an upright, calm posture go a long way in signaling honesty and confidence. Body language speaks volumes—especially in high-stakes conversations.

3. Keep Calm – A steady tone of voice and calm posture, even under pressure, signals emotional regulation. Remember to breathe! When leaders model composure, teams feel psychologically safe.

4. Be Transparent (and Authentic) – Explaining the ‘why’ behind decisions builds safety and alignment. Transparency reduces uncertainty—but authenticity is what deepens trust. When leaders communicate with honesty and consistency—sharing not just information, but intention—employees are more likely to feel respected and included. People trust what feels real. And authentic leaders who acknowledge challenges, own mistakes, and show vulnerability foster deeper connection and credibility.³

Why It Matters for HR & Executives

• Role modeling: HR and leadership set the tone for honest, respectful dialogue.
• Culture: Trust underpins psychological safety, which unlocks performance and innovation.
• Equity: Building trust is essential for inclusive, fair workplaces.
• Recruitment and retention: Gen Z and younger workers expect leaders to be real, transparent, and trustworthy.

Coming Next: In Part 2 of this blog series, we’ll explore what organizations can do to systematize trust, build it across teams, and repair it when it’s broken. We’ll also look at what trust means in hybrid environments and how HR can lead the charge.

Citations

1. Gupta, S. (2024). “Leaders: This is the impact trustworthiness has on your success.” Fast Company. Retrieved from: https://www.fastcompany.com/90685719
2. Hutcheson, S. (2024). “5 signals that make you instantly more trustworthy at work.” Fast Company. Retrieved from: https://www.fastcompany.com/90994683
3. Fast Company Editors. (2024). “Building trust through vulnerability and transparency.” Fast Company. Retrieved from: https://www.fastcompcom/91288298

Two of the most powerful tools a manager can use are Recognition and Guidance.

Recognition reinforces what is working and motivates continued excellence. It is best when given in the moment, not months later, tied to impact, core values, or goals.

Appreciation needs to be visible, shareable, and specific. Think of it like a heartbeat—consistent, steady, rhythmic. Aim to recognize contributions at least once every seven days. The goal needs to focus on Purpose, Progress, Belonging, and it need to be Timely, Specific, and Meaningful to the individual. It really is a tool that reinforces the behaviors that you want to see more of.

Guidance builds clarity, trust, and ongoing performance improvement. This means regular coaching, not reactive criticism and the direction needs to be clear and actionable, and very much rooted in trust. One of the best delivery mechanisms is in structured one-on-one meetings and not just when things go wrong. We’ll talk more about guidance in another post.

Recognition is not a one-size-fits-all endeavor. We need to move beyond surface-level gestures and focus on your why. Why are you recognizing someone? What impact do you hope to create? What is the intent or impact you are looking for from your recognition? Of course, you also need to think about how you are going to do it.

A tool to help you dig deeper is McClelland’s Theory of (Motivational) Needs.

McClelland identified three primary motivational needs. Each can be present in varying degrees within an individual, and one is typically dominant. The dominant need influences how a person approaches goals, interacts with others, and responds to incentives. The three primary motivational needs are:

Need for Achievement

Individuals high in achievement motivation are driven by the desire to excel, solve problems, and attain high standards. They prefer tasks that involve personal responsibility and offer clear, measurable outcomes. They are often motivated by:

• Moderate risk and challenge
• Immediate feedback on performance
• Opportunities to improve or master a skill
• Personal accomplishment rather than external recognition

High Need for Achievement individuals tend to avoid both low-risk and high-risk tasks—low risk lacks challenge, and high risk introduces elements they can’t control. They are typically goal-oriented and self-motivated.

Need for Affiliation

Those with a high need for affiliation seek harmonious relationships and a sense of belonging. They are motivated by:

• Acceptance by others
• Warm interpersonal connections
• Avoidance of conflict or rejection
• Group cohesion and shared experiences

High Need for Affiliation individuals value cooperation over competition and often prioritize relationships above task outcomes. They tend to be sensitive to social cues and are often seen as loyal and collaborative.

Need for Power

The need for power refers to the desire to influence or control others, events, or outcomes. McClelland distinguished between two forms:

Personal power: Seeking power for individual status or dominance.

Institutional (or socialized) power: Seeking power to achieve organizational or group goals.

High Need for Power individuals are motivated by:

• Impacting others’ behavior or thinking
• Gaining recognition or authority
• Organizing resources or people to accomplish goals
• Competing for influence or outcomes

Those with a strong need for institutional power often make effective leaders when their focus is on collective results rather than personal gain.

Characteristics and Behavioral Tendencies

The theory holds that people behave differently depending on which need dominates their motivational profile:

• High achievement-oriented people take calculated risks, seek feedback, and focus on task accomplishment. They may not enjoy delegation or group-based work that dilutes personal responsibility.
• High affiliation-oriented people excel in roles requiring relationship-building, customer service, or team cohesion. However, they may struggle with conflict, tough feedback, or competitive environments.
• High power-oriented individuals are drawn to leadership, influence, and persuasion. When guided toward organizational goals (rather than self-interest), they can be effective change agents.

This information reinforces why it is so important that Organizations and its Supervisors understand what motivates their employees. Creating rewards, recognition, or award systems that are not aligned with employee motivations leads to misalignment and mixed messages—and it can undermine your workplace culture.

Let’s be clear. It is not only the role of upper management to recognize the efforts and energy of an employee. There is a tremendous opportunity for peers to recognize each other. A few genuine compliments or kind words from a co-worker can go a long way. And they are free. So why aren’t compliments given so freely to everyone by everyone?

The reality is that a brief compliment that is about really noticing someone can make most days a lot better. Recognition isn’t just a feel-good gesture—it’s a strategic leadership practice. Start by training your supervisors to understand what truly motivates each individual on their team. Make recognition regular, intentional, and personal. Empower employees to recognize one another and create systems that support all three of McClelland’s motivational needs.

And most importantly, don’t wait. Start today with one genuine, specific expression of appreciation. It could change the trajectory of someone’s day—or their career. Talk about a movement!

June is Pride Month—a time to honor the resilience, contributions, and ongoing struggles of the LGBTQIA+ community. It’s also a moment to reflect on what inclusion really means in our workplaces. More than just flags or hashtags, creating a truly inclusive environment means cultivating a sense of belonging.

What Is Belonging?

Belonging is more than inclusion. It’s the feeling of being seen, safe, valued, and accepted. It means you can be yourself at work—without having to hide who you are. Employees who feel they belong are more engaged, motivated, and committed.

And belonging isn’t just a nice-to-have—it’s a fundamental human need. This is something we all share and connects us all.

Why Pride Month Matters at Work

Pride is a time to celebrate progress, but also to acknowledge ongoing challenges. Consider these stats from Health Action Alliance:

• 47% of LGBTQ+ employees have faced discrimination or harassment at work.
• 63% of transgender employees have chosen jobs to avoid potential discrimination.
• 36% of LGBTQ+ workers are considering leaving their jobs in 2025, up from 21% in 2024.

But here’s the good news:

• 97% of LGBTQ+ employees with positive inclusion experiences plan to stay at their job another year.
• Inclusive workplaces can save Fortune 500 companies up to $4.2 million annually through reduced turnover.
• 72% of allies say they’re more likely to join businesses that support LGBTQ+ staff.

How to Bring Pride into the Workplace Year-Round

Workplace Culture

• Create Visible Symbols of Support: Display Pride flags, ally stickers, or inclusive signage.
• Celebrate Pride Collaboratively: Plan events with LGBTQ+ employees, not just for them. Offer panel discussions, film screenings, storytelling.
• Normalize Pronoun Sharing: Encourage pronouns in email signatures and Zoom names.

Policies & Benefits

• Review Dress Code Policies: Ensure freedom of expression in line with gender identity.
• Audit Job Descriptions: Use inclusive language and allow for nonbinary identification.
• Cover HIV Prevention and Gender-Affirming Care: Include PrEP, PEP, testing, and gender-affirming treatment in your health plans.

Free Tool: National HIV Testing Day Employer Toolkit

Mental & Emotional Support

• Prioritize LGBTQ+ Mental Health: Partner with culturally competent therapists. Normalize check-ins, especially during social unrest.
• Offer Inclusion Training: Provide workshops on LGBTQ+ terminology, allyship, and unconscious bias.
• Clarify Reporting Processes: Make sure employees know how to report bias or harassment.

Community & Belonging

• Support ERGs: Empower LGBTQ+ employee resource groups with funding and visibility.
• Partner with LGBTQ+ Organizations: Sponsor local Pride events or nonprofits.

A Final Word on Allyship

As author and advocate Rhodes Perry says: “Embodied allyship means showing up authentically and integrating values into action. When we do that, we foster trust and psychological safety—essential ingredients for true belonging.”

Explore more from Rhodes: Imagine Belonging on Substack

Let’s Get Beyond the Rainbow

Belonging isn’t performative. It’s personal. As employers, HR leaders, and colleagues, we all have the power to create workplaces where everyone—everyone—feels seen, safe, and celebrated.

This is the final post in the Mental Health at Work Series: Real Needs Real Solutions.

Workplace crises come in many forms. A traumatic event, a sudden loss, a mental health emergency, or even a violent incident in the community can create shockwaves throughout an organization. For employees, these moments are deeply personal. For HR professionals and leaders, they’re a test of the culture you’ve built.

The American Psychological Association’s “From Milestones to Crisis” report lists crisis response as one of the three major moments when employees need mental health support the most. And yet, many workplaces feel underprepared to respond.

Let’s change that.

What Does a Crisis Look Like?

Not every crisis makes the news. But even small-scale events can have a big impact on your people:

• An employee experiencing suicidal thoughts
• A death in the workplace or among a team member’s loved ones
• A natural disaster, local tragedy, or workplace accident
• A public-facing incident that threatens employee safety or security
• Sudden layoffs or internal restructuring

Crises bring fear, uncertainty, grief, and emotional overload. Left unsupported, employees often experience increased absenteeism, reduced engagement, or long-term psychological effects.

Where Employers Play a Vital Role

You don’t need to have all the answers. But you do need to:

• Communicate clearly
• Act with urgency
• Protect privacy
• Offer resources
• Create psychological safety

Here are steps every organization can take to show up in meaningful ways when crisis hits:

1. Be Proactive, Not Reactive

Don’t wait for a crisis to hit. Prepare ahead of time with a plan:

• • Create a critical incident response policy
  • Clarify who communicates what and when
  • Identify mental health and safety contacts
  • Train managers on trauma-informed leadership

The best time to prepare is before you need it.

2. Acknowledge the Human Impact

After a crisis, silence can feel dismissive. Address the situation directly and empathetically. Acknowledge that people may be grieving, angry, confused, or numb. Use language that centers humanity:

“We know this has impacted many of you deeply. Your feelings are valid, and you are not alone.”

3. Center Safety and Support

If the event involved violence, loss, or fear:

• • Reiterate what steps you’re taking to keep everyone safe
  • Remind employees of their EAP and counseling options
  • Consider offering trauma-specific support sessions or grief counselors

Make it easy for employees to access help without stigma or red tape.

4. Train Leaders on Crisis Response

Frontline supervisors are often the first point of contact when someone is in distress. Equip them to respond with care:

• • Provide scripts like: “I’m so sorry you’re going through this. You don’t have to face it alone. Can I help you get connected to support?”
  • Encourage them to check in with teams, even briefly
  • Normalize flexibility and time off when needed

5. Follow Up. Then Follow Through.

Check in again a few weeks after a crisis. Ask:

• • How are people coping?
  • Is there anything else they need?
  • What can we learn to improve our response next time?

Continuing the conversation shows your support isn’t performative—it’s real.

Individual Responsibility, Collective Culture

While employers carry a big piece of the puzzle, employees also shape workplace mental health. In a respectful culture, every person plays a role:

• Don’t minimize or mock someone’s response to a crisis
• Respect privacy when people share difficult news
• Offer to listen, support, or cover shifts as needed

Respect isn’t just about tone—it’s about being present, being kind, and being human.

Looking Ahead: Mental Health as a Strategic Priority
Responding well to a crisis isn’t just damage control—it builds long-term trust. In fact, organizations that support employees through trauma often see stronger loyalty and deeper engagement.

Yet, only 35% of HR professionals say their organization is prepared to address mental health needs after a traumatic event (Lyra Health, 2024).

Let’s do better.

Here’s how you can start:

• Add mental health crisis support to your training calendar
• Review your policies and EAP offerings (don’t have one, consider Canopy https://canopywell.com/Employee-Assistance)
• Host a table talk or lunch-and-learn on trauma-informed leadership
• Keep Mental Health Awareness Month conversations going year-round

Because when the worst happens, your people will remember how you showed up. Let’s make sure we show up with compassion, clarity, and care.

As HR professionals and business leaders, we’re wired to think ahead—to anticipate, plan, and guide change. But for the employees we serve, change isn’t just a strategic move. It’s personal. And it often comes with real mental health consequences.

May is Mental Health Awareness Month, a timely reminder that well-being isn’t just a personal issue—it’s a workplace one. This post is two of a series of three – Mental Health at Work the Real Needs and Real Solutions.

In the Modern Health Blog and APA’s report “From Milestones to Crisis,“ navigating major life transitions is identified as one of the three stages when employees most need mental health support. These aren’t always dramatic events. Sometimes it’s becoming a new parent. Taking on a new role. Experiencing a divorce. Or grieving a loss that nobody at work even knows about.

These changes rarely stay outside the workplace. They show up in mood, energy, and performance. They show up in turnover. And in today’s workforce, the expectation is growing: employees want their workplaces to acknowledge and support them through life’s transitions.

Why Change Is So Disruptive
Change isn’t inherently negative—but it is inherently destabilizing. Research from Lyra Health’s 2024 State of Workforce Mental Health Report shows that nearly 70% of employees have faced at least one significant life change in the past year, and more than half said it negatively impacted their mental health.

This includes:

• Organizational restructuring or layoffs
• Leadership changes
• Moving or changing commute
• New job duties or roles
• Relationship changes (divorce, caregiving shifts, loss)

When change is rapid or unsupported, employees are more likely to:

• Withdraw or disengage
• Experience increased anxiety or depression
• Report lower job satisfaction
• Leave for a more predictable work environment

How Employers Can Support Employees Through Change
If caregiving demands attention to flexibility, supporting employees through transitions demands attention to emotional safety. Here’s how employers can help:

1. Build Change Readiness Into Your Culture
Normalize that change is expected. Offer resources on resilience, adaptation, and emotional well-being as a standard part of development programs.

2. Train Managers on Emotional Intelligence
The quality of a manager’s response during change can make or break employee trust. Provide managers with talking points, empathetic communication practices, and referral steps when they sense someone is struggling.

3. Communicate With Compassion
Whether it’s a change in schedule or a reorganization, communicate early, clearly, and humanely. Use inclusive language and provide space for feedback.

4. Offer Mental Health Check-Ins
When transitions are happening, HR can play a proactive role by encouraging leaders to schedule one-on-one check-ins with direct reports, asking open-ended questions like, “How are you managing everything right now?”

5. Use EAPs and External Resources
Make sure your employee assistance program (EAP) is equipped to support common transition struggles: grief, burnout, anxiety, and relational issues. Promote these services often and without stigma. If you do not have an EAP, one that you connect with is Canopy https://canopywell.com/Employee-Assistance

A Word on Invisible Transitions
Not all transitions are obvious. A quiet employee returning from a miscarriage. A middle manager adjusting to a new diagnosis. A seasoned team member sending their last child off to college. These moments matter, even when unspoken.

Creating space for disclosure—without forcing it—is key. HR can model compassion by reminding leaders that just because someone “looks fine” doesn’t mean they aren’t navigating something difficult.

Moving From Reactive to Proactive
Supporting employees through change doesn’t mean stopping the change. It means leading it with empathy.

• Don’t just send out memos—host listening sessions.
• Don’t just give new tasks—explain the why.
• Don’t just notice performance dips—ask what might be happening behind the scenes.

Part 2 takeaway: When we normalize support during change, we improve retention, strengthen culture, and reduce the hidden costs of disengagement.

In Part 3 of this series, we’ll look at what happens when crisis strikes—and how organizations can prepare to respond with care, dignity, and urgency.