Latest news with #HRCouncil
Forbes
4 days ago
- Business
- Forbes
18 Ways To Make Senior Leadership Roles Appealing To Middle Managers
Middle managers are often the backbone of an organization, but when it comes to stepping into senior leadership, many hesitate. Whether it's a lack of clarity about expectations or uncertainty about support, companies must be intentional in how they present and prepare these next-level roles to ensure a successful applicant turnout. Understanding what makes these roles appealing—or discouraging—can help organizations better engage and retain future leaders. To help, Forbes Human Resources Council members offer 18 proven strategies to make higher leadership roles more attractive and accessible for rising talent. 1. Offer Support To Future Leaders Create and maintain a culture of leadership development and support. For anyone rising to a higher position, the role can feel lonely and "in the spotlight." Companies that provide resources for leadership skill development—and reassurance that they will have ongoing support from HR and their manager—will reduce the fear middle managers often have about taking that next big step in their career. - Michelle Mahaffey, Community Health Network 2. Encourage A Culture Of Continuous Growth Make higher leadership roles more appealing to middle managers by fostering and rewarding a growth mindset within the leadership pipeline. When middle managers see that leadership is not just about holding authority but about ongoing learning, strategic thinking and personal development, they're more likely to envision themselves successfully stepping into those roles. - Imani Carroll, 3. Frame Leadership As A Chance To Make An Impact I think it's all about showing middle managers the bigger picture. It's not just about the title, but about how they can grow, learn and make a real impact. When you offer mentorship and a clear path forward, it makes stepping up feel exciting, not overwhelming. - Smiti Bhatt Deorah, 4. Be Realistic About The Responsibilities And Rewards Don't make it appealing. Make it real. Higher leadership roles are tough—more pressure, more decisions, more responsibility. Middle managers don't need a pitch; they need truth. Show the hard parts upfront, but also the rewards: shaping direction, driving change and growing others. When leadership is shown as both difficult and meaningful, the right people will step forward. - Simon De Baene, Workleap 5. Build A Clear Career Development Framework In my experience, the best way to encourage managers toward leadership is through strong talent planning and a focus on career development. With an annual process clearly defining the skills needed for success at leadership levels and a culture that actively tracks, celebrates and rewards internal mobility and promotions, middle managers are far more motivated to see themselves in higher roles. - Soni Basi, Pop HR Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 6. Promote Internal Candidates For Advancement Show them it's obtainable. There can be an instinct to seek outside hires for big roles, but often the best talent comes from within—they understand the business, the issues and the people. Actively encourage and promote the position to your people, or seek out those you believe may be strong internal candidates, which is an excellent example of upskilling and skills-based hiring. - Nicky Hancock, AMS 7. Clarify The Path To Leadership Roles Many middle managers hesitate to pursue senior roles due to unclear expectations or fear they're not ready. One effective way to build interest is to demystify those roles through shadowing, exposure to leadership forums and clear development paths. When the path is visible and supported, the leap feels achievable, not out of reach. - Amy Cappellanti-Wolf, Dayforce 8. Provide Multiple Tracks For Career Progression Offer dual career progression paths, including both leadership and technical paths. When managers can choose between advancing as people leaders or deepening expertise in specialized roles, it creates a sense of ownership over their growth. Pairing this with mentorship and executive exposure helps them see career advancement. - Eiman Alhammadi, ADNOC 9. Let Managers See The Bigger Leadership Picture Show them real impact. Let middle managers shadow senior leaders, tackle stretch projects and see how their influence grows at the next level. When they get a glimpse of the purpose, challenge and growth, not just the pressure, they're far more eager to step up. - JacLyn Pagnotta, Rose Associates Inc. 10. Offer Opportunities For Experience Without Commitment Offer leadership shadowing and stretch assignments that let middle managers experience the role before applying. This builds confidence, clarifies expectations and signals a clear advancement pathway. When future leaders can visualize their growth, they're more likely to pursue higher roles with purpose and readiness. - CJ Eason, 11. Use Storytelling To Make Leadership Relatable Create videos of senior leaders sharing how their path from middle management to senior leadership was shaped. Do this for a variety of senior leaders with backgrounds in sales, marketing, finance, strategy, manufacturing, innovation, product development and so on. Ensure that leadership voices are authentic and varied (including gender and race), and share failures and setbacks along the way. - Subha Barry, Seramount 12. Involve Managers In Shaping The Organization's Future Middle managers aren't seeking more layers; they're seeking more meaning. Many don't apply because they can't see the strategic levers they could control. Make leadership roles more appealing by inviting managers to co-design the future they'd lead. Show real decision-making power and frame leadership as building systems that others will inherit. Appeal to builders, not climbers. - Katrina Jones 13. Demonstrate The Role's Strategic Value Highlight the role's strategic impact both externally and internally and offer a personalized development journey using the 4Es principles of education, experience, exposure and environment. Emphasize mentorship, growth opportunities and a culture that values their leadership. Share success stories or testimonials from current leaders to show how rewarding and impactful the path can be. - Sheena Minhas, ST Microelectronics 14. Position Leadership As A Platform For Influence Middle managers often feel stuck in the "execution zone" without room to shape strategy. Organizations must recast leadership as a platform for empowerment where their voice, vision and expertise matter at the enterprise level—a bigger stage for influence to elevate their ideas, empower others and help shape the future of the organization. That's a magnetic motivator. - Britton Bloch, Navy Federal 15. Show How The Role Supports Personal Development Show how the role supports applicants' personal growth—not just the company's goals—by offering clear development paths like executive coaching, senior mentorship and real influence. When middle managers see that stepping up brings both challenge and meaningful support, they're more likely to apply. Don't just offer a promotion, offer a compelling leadership journey! - Daniel Salamon, DS Leadership Advisory 16. Rework Roles To Reflect Healthy Leadership Models Redesign leadership roles before posting them. If middle managers see leaders as being overwhelmed, under-supported or constantly in crisis mode, they won't raise their hands. Make the path attractive by clarifying expectations, reducing hidden labor and aligning authority with support. People aspire to roles that look sustainable, not sacrificial. - Apryl Evans, USA for UNHCR 17. Offer Mentorship Or Coaching Opportunities Provide middle managers with opportunities for mentorship and career coaching. Many times, leaders need someone to bounce ideas off of, but are not sure who they can turn to. By offering this option, it gives them reassurance in a safe and trusted space to approach the leadership role with confidence and determination. - Janet Vardeman, Avanade 18. Enable Hands-On Exposure To Leadership Responsibilities Provide real insights into the delivery of the leadership role through talent pipeline access to delegated or co-delivered leadership tasks and projects. Frank and open discussion with current leaders, highlighting the opportunities and challenges leadership roles bring, increases potential candidates' projected perception of themselves in the role, which makes an application more likely. - Angela O'Donovan, UCC
Forbes
24-07-2025
- Business
- Forbes
15 Ways Companies Can Support Working Parents During School Breaks
For working parents, juggling childcare and job responsibilities becomes even more complex during school breaks, and these employees need support from their workplace. Flexibility on work location and hours is a good start, but there are many other creative ways employers can ease this burden. To help businesses create a more inclusive and family-friendly workplace, Forbes Human Resources Council members share 15 smart strategies for supporting working parents beyond flexible scheduling. From offering backup care options to planning family-friendly company events, your proactive support as a leader can boost morale and foster loyalty and long-term retention. 1. Destigmatize Time Off For Childcare Employers must destigmatize time off for childcare, including school breaks and parental leave, especially for men. Goldin's "motherhood penalty" research shows why this matters. HR needs to understand these patterns to foster true workplace equality and encourage men to take leave, normalizing it for everyone. - Erika Andersson, Allshares 2. Offer Dependent Care Flexible Spending Accounts Employers can offer a dependent care FSA that allows employees to save pre-tax deductions from their paycheck for summer camps and childcare needs or partner with local summer camps and childcare providers to offer stipends. Employee resource groups are also a great resource of shared experiences, support and often have creative solutions to everyday challenges. - Crystal Williams, Corpay 3. Make The Workload More Manageable Employers can support working parents by encouraging time off and making work more manageable. This includes back-up care options, fewer meetings, more on-demand or independent work and relaxed summer hours. Small things like offering a stipend for camp or being clear that it's okay to take time off can go a long way. Managers should also plan ahead and show understanding during these busy times. - Amy Cappellanti-Wolf, Dayforce 4. Establish Parent Support Networks In addition to providing flexible spending accounts, daycare support and personal time off for parents, employers could establish a support network for parents with children of similar ages and in the same area. These networks can be beneficial for parents looking to share transportation and arrange playdates. Also, financial benefits for sports or educational activities could be helpful. - Kevin Walters, Top DEI Consulting 5. Offer Subsidized Programs And Caregiving Resources Caregivers who work full-time are juggling a lot, and they often feel stretched pretty thin. Alongside flexibility, employers can support their employees with subsidized programs, like childcare or day camps, and caregiving support resources, like mental health. Above all else, ask your employees what they need most to help them balance caregiving, work and personal life successfully. - Marcy Klipfel, Businessolver Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 6. Consider Alternatives To Meetings Consider alternative forms of communication to reduce the number of meetings. By having less on their schedule, working parents will have more flexibility in their days, allowing them to manage camp pickups and drop-offs between emails and projects. - Caitlin MacGregor, Plum 7. Ask What Employees Actually Need Flexibility isn't just about where you work—it's also about when, how much, with whom and what kind of work. To support working parents, especially during school breaks, ask them what they actually need, instead of just offering token perks. Design roles with adaptable time, workload and team setups. True support means fitting work around life, not the other way around. - Prithvi Singh Shergill, Tomorrow @entomo 8. Offer Care Stipends And Tailored PTO School breaks test more than logistics—they test your culture. Go beyond flexibility with care stipends, tailored PTO options and peer networks for support. Train managers to lead with empathy, not exception. When support is proactive and policies reflect lived realities, performance rises, and retention becomes a byproduct of belonging. - Apryl Evans, USA for UNHCR 9. Implement Summer Hours Implement "summer hours"—such as shortened workweeks, early Friday closures or reduced meeting schedules during summer months. Offering this enhanced seasonal flexibility allows parents to better manage childcare responsibilities and family commitments. - Britton Bloch, Navy Federal 10. Offer A Lifestyle Spending Account Offer a lifestyle spending account (LSA) to offset childcare expenses during summer months or to pay for summer camps and related programs. Funds may also be used to pay for games and hobbies, outdoor activities, entertainment expenses, healthy food options, travel and other approved expenditures. Because LSAs can be used by all employees and not just working parents, it's a highly inclusive option. - Lori Landrum, Heights Tower Service, Inc. 11. Be Empathetic Support starts with empathy. Respect boundaries, trust employees to manage their time and invest in their growth. When people feel seen, supported and set up to succeed—at home and work—they stay engaged, motivated and loyal. - Jamie Aitken, Betterworks 12. Make Sure Parents Feel Welcome And Supported Employers need to make sure that working parents feel welcome and supported at work. Flexible hours, working from home or job-sharing are all good tools. However, don't discount the value of employee support programs or parent social groups as a safe place to talk about any problems. Lastly, educate managers on how to help parents in the best way possible. - Dr. Nara Ringrose, Cyclife Aquila Nuclear 13. Encourage PTO During School Breaks Employers must actively promote an environment where parents feel empowered and supported in taking that time off during school breaks. This means eliminating any unspoken pressure or fear of reprisal for taking leave. Managers should proactively discuss upcoming school breaks with their teams, inquire about their plans and encourage them to schedule their time off to plan schedules accordingly. - Sherry Martin 14. Provide Employee And Family Assistance Programs School breaks are a great time to highlight your employee and family assistance program (EFAP), reminding caregivers of the resources and referrals available. Many EFAPs offer concierge-like services to connect employees with local childcare, camps and learning programs. Consider partnerships with discount providers or community groups to ease costs. - Jennifer Rozon, McLean & Company 15. Build A Culture That Encourages Time Off Whether parents or not, employers should actively encourage the use of paid time off to their workforce, reinforcing that rest is essential for sustained performance. This is especially important for working parents, who often face added demands during these periods. Promoting a culture that normalizes time off helps prevent burnout and supports overall well-being across the workforce. - Dr. Timothy J. Giardino,
Forbes
02-07-2025
- Business
- Forbes
16 Best Practices For Giving And Receiving Constructive Feedback
Creating a culture where feedback flows openly and constructively is essential to employee growth and organizational health. But giving and receiving feedback in a way that's both timely and helpful, rather than overly critical or unclear, can be challenging. When constructive feedback isn't delivered thoughtfully, it risks being dismissed, misunderstood or even resented, rather than used as a tool for growth. To help you avoid these outcomes, members of Forbes Human Resources Council recommend these 16 best practices to foster healthy, effective feedback that can strengthen communication and performance. 1. Collect Real-Time Feedback In Multiple Modalities At our organization, we prioritize real-time feedback. Our executive leadership team hosts 'Ask Us Anything' sessions to promote accessibility and transparency, and we use engagement and pulse surveys to ensure employee voices shape future initiatives. We also rely on our Teammate Experience Advocate program, which provides anonymous feedback to support the recruitment process. - Clare Miller, Atlantic Union Bank 2. Model Seeking Feedback And Sharing Learnings Feedback is a gift, but only when people feel safe. An environment where transparency is embraced and encouraged is the foundation upon which we set the stage for receiving and giving feedback. Trust, honesty and empathy embedded in the culture foster the right environment. We model behaviors we expect across the org: Ask for feedback, share successes and failures and provide growth opportunities. - Maria Miletic, MM Consulting 3. Prioritize Psychological Safety Through Structured Practices And Informal Inquiries We make psychological safety a cultural priority, starting with how leaders model it. I regularly ask for and receive feedback from my team to normalize openness. We also use structured practices like 360-degree reviews and post-mortem debriefs after major projects, which invite honest reflections and shared learning. Over time, this builds a feedback culture rooted in growth, not judgment. - Nicole Brown, Ask Nikki HR 4. Take A Curiosity Approach The curiosity approach to performance conversations is effective. Encourage the employee to walk you through their process, and ask probing questions along the way. More often than not, this approach will lead the employee to discover the feedback you intended to share yourself. - Quyen Nguyen, Mckinney Trailer Rentals 5. Share Updates And Input In Regular Team Meetings We're a relatively small team, so transparency and regular communication are key. In our regular meetings, everyone shares what they're working on, which creates a natural space for open, constructive feedback. It's not top-down—it's a team effort where anyone can offer input, ask questions or suggest improvements. - Milos Eric, OysterLink Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify? 6. Offer Feedback Early To Avoid Surprises Or Larger Negative Impact Providing constructive feedback is received excessively negatively if you have been waiting for things to improve, or are being conflict-avoidant. If you have an issue to discuss, provide that feedback quickly and early to stem the negative impacts of surprises. If you are a leader, accept feedback without anger, recourse or any perceived or real threats coming from that feedback. - John Pierce, John Pierce Consulting 7. Develop Leaders' Listening And Communication Skills Giving and receiving feedback effectively is hinged on good listening and communication skills. Building capabilities in leaders in these areas is vital for delivering effective and impactful ongoing and real-time performance feedback. - Ijeoma Onwordi, Tetracore Energy Group Ltd. 8. Tie Continuous Feedback To Individual Development Plans Collaborative Individual Development Plans (IDPs) align each employee's "personal brand" development with company goals. Feedback is an ongoing, supportive dialogue tied to these IDPs, integrated into structured coaching. This ensures constructive interactions, fostering growth, engagement and mutual success where employees feel valued. - Michael D. Brown, Global Recruiters of Buckhead 9. Build Soft Skills Through Workplace Training It pays to allocate some workplace training cycles to building typically undervalued soft skills: active listening, accepting that an issue with a deliverable isn't a personal assault, even civil team-meeting behavior. Upleveling hard skills is so important right now, it's easy to take one's eye off the people-skills ball—but they're more critical than ever today to organizational cohesion. - John Kannapell, CYPHER Learning 10. Ensure Dialogue Is Bidirectional, With Both Positives And Areas Of Growth For constructive feedback, establish a culture of consistent, two-way dialogue. It's important to offer both positive reinforcement and areas for growth, framed with empathy. In industries like digital banking, where rapid change is constant, regular check-ins help align goals and address concerns quickly. Make sure all feedback is actionable and focused on development. - Julie Hoagland, Alkami 11. Actively Encourage Formal And Informal Employee Feedback We make it a priority to provide ways for employees to share feedback formally and informally. Our Engagement Survey runs twice a year to collect feedback that helps shape our culture, and we leverage this feedback to develop key action plans across the organization. We host AMA sessions with our leaders and encourage people to share constructive feedback to help us grow and thrive. - Kathleen Pai, N-able 12. Conduct Frequent, Real-Time Check-Ins We embed feedback into the rhythm of work. Frequent, real-time check-ins build trust, alignment and growth. It's not about waiting for an annual review; it's about creating a culture of open, continuous conversations. - Jamie Aitken, Betterworks 13. Focus On Clarity With Context, Curiosity And Care We normalize feedback through weekly one-on-one prompts in an engagement/ performance tool, manager training and real-time recognition tools. Feedback isn't a moment—it's a habit. We focus on clarity, not comfort, and coach teams to give input with context, curiosity and care. We also partner every people manager with an HR business partner to ensure they're getting dedicated support to workshop matters. - Stephanie Manzelli, Employ Inc. 14. Offer Feedback In The Moment Coach in the moment. The CEO of my firm once gave me feedback before we even left the site of a client meeting. He shared what he appreciated, what he would have done differently and why, and what to consider next time. Then we went to lunch and moved on. Feedback given only at set intervals can start to define a person's potential. Timely, direct feedback in the moment helps ensure they grow. - Soni Basi, Pop HR 15. Embed 'Feedforward' Into Everyday Interactions One best practice we follow is embedding feedback into everyday conversations, not just during annual reviews. Using our FEED approach—frequency, empathy, example, dialogue—we ensure feedback is timely, two-way and rooted in growth. It's more than feedback; it's feedforward—focused on building a better, stronger future for individuals and teams alike. - Ankita Singh, Relevance Lab 16. Use Both Top-Down And Peer-To-Peer Data We let data guide us on what really matters to the employees. With real-time feedback loops, we can identify what's working and what's not, and predict future challenges. Additionally, we ensure that feedback is not only top-down but also peer-to-peer, which fosters a sense of collaboration and mutual respect. - Sourabh Deorah,
