Horizon Point Consulting

Author: Jillian Miles Massey

  • Are We Paying Attention to Workforce Trends in 2025?

    Are We Paying Attention to Workforce Trends in 2025?

    If there’s one thing we know for sure about the workforce in 2025, it’s this: the pace of change isn’t slowing down. Between economic shifts, evolving employee expectations, and new technologies reshaping how we work, HR professionals and business leaders alike are rethinking what it means to build, develop, and retain a successful workforce.

    At Horizon Point Consulting, we work with employers across the Southeast, especially in Alabama, to navigate the practical realities of today’s talent landscape. From workforce development planning to leadership training and retention strategy, we’re seeing some key macro trends rise to the top. Here’s what you need to know about workforce trends in 2025.

    1. The talent shortage is still real but priorities are shifting

    According to SHRM’s 2025 State of the Workplace report, recruiting remained a major challenge in 2024, with 75% of organizations struggling to fill full-time roles. Burnout increased as existing employees picked up the slack, and while job openings have started to level out nationally, talent attraction still tops many HR priority lists.

    But in 2025, there’s a noticeable shift happening: organizations are pivoting from focusing solely on recruitment to prioritizing employee development and engagement. Leadership and manager development, learning and development, and employee experience are now top priorities for HR professionals and U.S. workers alike.

    This trend aligns with what we’re hearing in our work with manufacturing clients, school systems, and nonprofits across Alabama: once you get good people, you need to keep them—and help them grow.

    2. Employee development is now a business imperative

    ATD’s 2025 State of the Industry report confirms this shift. While learning hours per employee have decreased (down to 13.7 hours on average in 2024), investment in learning remains strong, with organizations spending an average of $1,254 per employee on direct learning costs. Coaching and mentoring are on the rise as preferred methods of development, especially in larger organizations.

    This focus on learning isn’t just about ticking a training box. It’s about preparing for the future of work, where adaptability, problem-solving, and leadership at every level are essential.

    If you’re not investing in your people, you’re falling behind.

    Looking for ways to boost employee development at your organization? Check out our blog post on 4 Ways to Get Unstuck with Professional Development.

    3. HR tech and analytics are essential to staying competitive

    Both SHRM and ATD highlight the growing importance of HR technology in driving talent strategies. When HR tech is effective, workers are more likely to view their HR departments as effective and they’re more likely to be engaged, productive, and satisfied.

    From applicant tracking systems and performance management tools to learning platforms and DEI dashboards, technology is enabling smarter, faster decisions. And in 2025, that data-driven approach is no longer optional, it’s essential.

    4. Job openings in Alabama are ticking upward again

    Here in Alabama, we’re seeing localized workforce shifts that mirror the national data. According to the U.S. Bureau of Labor Statistics, Alabama’s job openings rate rose from 4.6% to 4.9% between March and April 2025, indicating renewed demand for talent across industries.

    While our state has traditionally lagged behind the national average in some workforce metrics, the current labor market presents an opportunity for employers who are ready to adapt.

    Want to know how your compensation and benefits compare across the region? Read about the latest North Alabama Wage and Benefit Survey.

    5. A new era of leadership is needed

    Finally, as remote work stabilizes, AI tools evolve, and generational shifts accelerate, we’re seeing an increased demand for human-centered leadership. According to SHRM, poor management was cited by one-third of workers as a major reason for disengagement or intent to leave their job.

    Leadership development isn’t just a “nice to have”. It’s a must-have for organizational stability and culture in 2025. Leaders at all levels must know how to communicate, coach, and connect.

    Explore our approach to leadership development to learn how we help leaders build the skills needed for today and tomorrow.

    Moving Forward: What Should Employers Do?

    In the face of these evolving workforce trends in 2025, employers need to take a proactive approach. That means:

    • Investing in development: Create a culture of continuous learning through coaching, mentoring, and targeted upskilling.
    • Listening to employees: Employee experience and engagement are directly tied to retention. Don’t wait until your best people leave.
    • Getting strategic with HR tech: Use data and automation to improve efficiency, equity, and outcomes.
    • Developing your managers: They’re the glue that holds teams together and often the reason people stay or go.

    The bottom line? Workforce trends in 2025 are about much more than filling positions. They’re about creating environments where people want to stay, grow, and contribute.

    Let’s build those workplaces together.

    Need help navigating your workforce strategy in 2025? Reach out to us! We’re here to help you build a brighter future for your team.

  • Inside the 2025 North Alabama Wage and Benefit Survey

    Inside the 2025 North Alabama Wage and Benefit Survey

    The 2025 North Alabama Wage and Benefit Survey, conducted by Horizon Point Consulting and hosted by NAIDA, North AlabamaWorks!, NARCOG, NACOLG, and seven participating counties, gives employers in our region valuable insight into compensation, workforce practices, and benefits. 

    With input from 152 participating organizations—including 81 manufacturers and 50 government contractors—this year’s report shows how pay and perk strategies are evolving across North Alabama.

    Who Took the Survey?

    Employers across diverse sectors contributed:

    • 152 total participants
    • 81 manufacturers
    • 50 government contractors
    • Representing Colbert, Cullman, Lauderdale, Lawrence, Limestone, Madison, and Morgan counties

    Hard-to-Fill Jobs

    Respondents identified persistent hiring challenges in:

    • Skilled trades and technicians, especially for off-hours and specialized roles
    • Engineering and IT
    • Finance, HR, and leadership
    • Production, warehousing, and frontline service roles
    • Education and hospitality support
    • Average last pay increase: 4.11%
    • Median last pay increase: 3.35%
    • Average next pay increase planned: 3.48%
    • Median next pay increase: 3.00%
    • Turnover: Down 16% from 2023—an encouraging trend across most industries

    Wage comparisons reveal moderate increases:

    • Accounting clerks: $23.00 to $24.48/hour
    • Customer service reps: $20.25 to $21.48/hour
    • HR assistants: $57,000 to $60,000/year
    • Production roles: $20.78 to $21.91/hour
    • Maintenance: $27.39 to $28.90/hour
    • Warehouse/logistics: $20.52 to $21.39/hour

    Some employers are adopting skills-based pay programs, offering:

    • $1.00/hour for learning additional skills
    • Maintenance progression increases of up to $5/hour based on testing and training
    • Pay raises tied to performance on a skills matrix

    A few employers are exploring non-traditional shift models:

    • Short shifts (3–8 p.m. options)
    • 8-hour formats instead of traditional 12-hour shifts
    • Part-time based on availability and business needs

    Benefits Overview

    • Average total benefit cost per employee: $14,098.61 (up 9.4%)
    • Individual medical coverage (median): $7,524.79 (up 15.8%)
    • Family medical coverage (median): $20,308.56 (up 18%)

    Non-Traditional Benefits Employers Are Offering

    In addition to traditional benefits, many employers are getting creative with their perks. Survey responses show a growing focus on holistic employee well-being, including:

    • Wellness Reimbursement Plans to cover the cost of fitness and personal health equipment
    • Charitable Gifts Matching to support employees’ financial support of community nonprofits, giving directly to organizations with personal meaning to internal staff 
    • Employee Stock Ownership Plan (ESOPs) increased this year, continuing the trend of giving employees more direct ownership in the success of the company. 

    These nontraditional offerings help employers stand out and signal a commitment to supporting employees beyond the basics.

    Paid Leave, Child Care, and Wellness Support

    31% of participating companies are offering Paid Family Leave for new parents after the birth or adoption of a child. The average leave time is 7 weeks, and 87% of participating employers pay a full 100% of salary. These stats are up from 2024. 

    13% of employers offer some type of Child Care benefit, primarily by offering an FSA or vouchers to nearby child care centers. This is up a bit from 2024. 

    53% of employers offer Remote/Telework employment options, most in a hybrid format. Additionally, 35% of employers offer Flex-Time, allowing employees to work alternate hours to accommodate child care and other needs.

    State-Funded Workforce Programs, Tax Incentives, and Child Care Credits

    • AIDT used by 18% of employers
    • Alabama Office of Apprenticeship: 15% of participants offer registered apprenticeships 
    • Existing Industry Training Program (EITP): only utilized by 4% of respondents with an additional 5% considering applying. 
    • Alabama’s Employer Tax Credit for Child Care is also gaining attention. It offers:
      • Up to $15 million in statewide tax credits in 2025, $17.5 million in 2026, and $20 million in 2027.
      • Small Businesses (fewer than 25 employees): Eligible for a credit equal to 100 percent of eligible expenses, with a maximum of $600,000 annually.
      • Other Employers (25 or more employees): Eligible for a credit equal to 75 percent of eligible expenses, with a maximum of $600,000 annually.

    However, only 1% of participants in this year’s survey have applied for the Child Care credit so far, and 53% do not intend to apply at all. 

    Why This Survey Matters

    With rising costs, shifting workforce expectations, and the competitive labor market, the 2025 North Alabama Wage and Benefit Survey provides critical benchmarks. It equips organizations with:

    • Reliable data for budgeting and planning
    • Insight into regional labor market pressures
    • A roadmap for strategic compensation and benefit design

    To learn more, access the full interactive survey reports via Sensible Surveys or contact the Horizon Point team for consultation and support.

  • Fearless & Forty: Nourishing the Female Entrepreneur in Midlife

    Fearless & Forty: Nourishing the Female Entrepreneur in Midlife

    Horizon Point is all about nourishment this year, especially nourishing innovation and entrepreneurship. This week, we’re featuring Katie Caldwell and Susan Norgren – better known as Fearless & Forty – who are sharing their experience with nourishing the female entrepreneur. Let’s do it! 

    —

    When we started Fearless & Forty, we didn’t have a business plan, a studio, or even microphones. What we had was something more powerful: weekly phone calls filled with real, honest conversations about careers, motherhood, marriage, and identity. Those calls—raw, supportive, and often hilarious—became a lifeline. And one day, we said what many women have probably joked about: “We should start a podcast.”

    Only we didn’t let the idea go.

    We’re Katie Caldwell and Susan Norgren—friends, moms, working women, and now co-hosts of Fearless & Forty. What started as a friendship sparked at our children’s school has grown into a podcast born from laughter, vulnerability, and a shared desire to nourish women like us navigating midlife and entrepreneurship.

    But let’s be real: it hasn’t been easy. Like most women in their 40s, our plates were already full. We had zero experience in podcasting. Between researching equipment, testing platforms, and trying to find the time in our already jam-packed schedules, progress was slow. And yet, we knew this dream mattered. We shelved it for a season, then came back with new energy and deeper purpose.

    And now, here we are—launching in 2025, just as we step into our 40s. The timing couldn’t be more perfect.

    Because Fearless & Forty isn’t just about podcasting. It’s about reclaiming the narrative of what it means to be a woman—and an entrepreneur—in midlife.

    Midlife Is Not a Deadline. It’s a Launchpad.

    Too often, women in their 40s start to feel invisible. Like their best years are behind them. Like their dreams are too big or their time has passed. We call BS on that.

    Fearless & Forty is a space where women are reminded that they are still full of power, potential, and purpose. It’s about nourishment—not just physically, but emotionally, spiritually, and creatively. We talk about the messy middle of life: the pivot points, the burnout, the reinventions, and the wins. We’re not chasing perfection; we’re celebrating progress.

    We don’t have all the answers. But we do have each other. And now, we have you.

    Entrepreneurship, on Our Terms

    We’re not founders of tech startups. We don’t have angel investors or Shark Tank pitches. But we areentrepreneurs—because we had a vision, we took action, and we created something from nothing. This podcast became our way to build something ours. A platform, a passion project, and a movement.

    Entrepreneurship doesn’t have to look like hustle culture. It can look like two friends showing up for each other. Like carving time out of chaotic days to share stories that matter. Like believing your voice still has something important to say—even if it’s your first time saying it out loud.

    Nourishment Is More Than Self-Care

    To us, nourishing the female entrepreneur means creating space for connection. It means being honest about the highs and the lows. It’s cheering each other on in big wins and small steps. It’s allowing joy to coexist with struggle—and not waiting until everything is “figured out” to begin.

    That’s what Fearless & Forty is about.

    So if you’re a woman in your 40s (or getting close), if you’ve ever felt like you were too late to dream again, or if you’re simply looking for a community that gets it—welcome. You’re in the right place.

    We see you. We believe in you. And we’re walking this fearless path with you.

    Go be fearless, friends.

    With love,
    Katie & Susan

  • Lead Better: The Power of Values in Performance Management

    Lead Better: The Power of Values in Performance Management

    Last year, I had the privilege of facilitating leadership training at the managers retreat for one of our clients—a dynamic group of leaders committed to growing their impact and investing in their teams. We explored Horizon Point’s People First Method, diving into what it means to create a motivating environment where people can grow, and how to lead with empathy, appreciation, and accountability.

    This year, I had the opportunity to return and work with the same group for the same retreat. This time, we didn’t have to start from scratch—we built on the foundation we had laid and went deeper into effective performance management.

    Building on Shared Values

    We kicked things off by revisiting the key theme from last year, that leaders create the conditions for performance—not just by setting goals, but by empowering people, modeling values, and cultivating trust.

    Performance management can’t just be about metrics and compliance. At Horizon Point, we believe you can’t talk about effective teams without talking about ethics. That’s why this year’s retreat included a focus on values-based leadership and ethical behavior—how what we say we believe matches what we actually do.

    Inspired by Michael Schur’s book How to Be Perfect, we discussed the idea that ethical leadership isn’t about perfection—it’s about effort. Schur writes:

    “If we really work at finding the means of our virtues…we become flexible, inquisitive, adaptable, and better people.”

    This mindset shaped how we approached each element of effective performance management. How do you give feedback that’s honest and respectful? How do you coach someone toward growth without imposing your own agenda? How do you document performance issues in a way that is fair and factual?

    These are not just management questions—they’re ethical ones.

    Four Pillars of Effective Performance Management

    Throughout the session, we worked through four key pillars of effective performance management, using industry-specific examples and interactive activities:

    1. Clarifying Expectations and Delivering Feedback
    Using the SBI (Situation–Behavior–Impact) model, leaders practiced giving clear, actionable feedback rooted in real scenarios. For many, this exercise revealed how much clarity and tone matter—and how easily feedback can be misinterpreted when those are missing.

    We like the Center for Creative Leadership’s resources for using SBI:

    2. Coaching Conversations That Drive Development
    We explored the GROW model and discussed the differences between coaching, mentoring, and correcting. Through small group role-plays, leaders sharpened their ability to listen, ask powerful questions, and support employee growth without jumping to solutions.

    We like this resource from NYU: The GROW Framework

    3. Creating a Culture That Reflects Values
    Leaders identified what a positive culture “looks like, sounds like, and feels like,” aligning those cultural cues with their everyday behaviors. The result? A shared language for reinforcing a high-trust, high-performance environment.

    We talk a lot about values at Horizon Point, including how values can shape your performance management system.

    4. Documenting Behavior Effectively and Objectively
    We wrapped the content with a practical look at documentation. Using mini case studies, managers practiced writing clear, objective notes that could support both development and accountability—crucial in regulated environments like that of this client’s industry.

    Leading with Purpose—Together

    Honestly, my favorite part of this trip was seeing these leaders again. Because we had already built trust and rapport in our first session together, we could push further this time—having real conversations about challenges, risks, and gray areas. And as we wove values and ethics into the technical skills of effective performance management, it was clear that this wasn’t a “one and done” training. When organizations commit to long-term leadership development, the impact is exponential. You create a shared foundation, build momentum, and keep growing together.

    Whether it’s a one-time retreat or a multi-year journey like this one, our team at Horizon Point is ready to partner with you. We bring structure, strategy, and storytelling to the leadership space—making it practical, personal, and rooted in purpose.

    Let’s build something together!

  • Navigating Mediation for Workplace Conflict

    Navigating Mediation for Workplace Conflict

    In law school I had to take two semesters of mediation and negotiation. Having been through a couple mediations myself, I found the courses very interesting and learned a lot about what I did right and what I did wrong in my own mediations. Mediation for workplace conflict gives two parties the opportunity to compromise and come to a win-win solution and oftentimes the outcome is much more favorable to both parties than a court ruling would be. But mediation also has its drawbacks. Let’s take a look at the pros and cons of mediating employment disputes.

    The Benefits of Mediation for Workplace Conflict

    • Cost-Effective: According to recent data, the average cost to defend an employment dispute in court can be up to $200,000. The average cost to mediate a claim is up to $10,000. In addition, mediation usually results in substantially less in potential settlement payout, seeking to substitute financial payout with alternative options.
    • Faster Resolution: Taking a case through the courts can be a very lengthy process, with many courts booking hearings months out. Often it involves requesting discovery information from the opposing party, deposing witnesses, and preparing for a trial. All of which can take a great deal of time and result in substantial attorney fees. Mediation can often be scheduled within a couple months of the initial dispute notification and many issues can be resolved in one or two days, with a final decision being finalized within a few days of the mediation.
    • Confidentiality: Unlike court cases, mediation is private, ensuring that sensitive information or disputes don’t become public knowledge, which can help maintain professional reputations. The relationship with a mediator is very similar to that of an attorney, meaning that you can speak to them confidentially and determine what information they can share with the opposing party. In addition, if an agreement can’t be reached and the case ends up in court, the mediator cannot tell the judge what was discussed or agreed upon during the mediation session.
    • Preserved Relationships: Court cases can get very contentious, and often times both parties are left with hard feelings. Mediation fosters communication and understanding between parties, helping preserve or even improve working relationships. This is especially valuable when ongoing collaboration is necessary.
    • Empowerment and Control: Mediation is about compromise. Both parties have a say in the outcome and can negotiate what that outcome looks like. If a case goes to arbitration or court, you are at the mercy of the arbitrator or judge to make a decision and that decision is binding. 
    • Higher Compliance: Because both parties have participated in creating the agreement, they are more likely to comply with the resolution, resulting in a more durable and lasting settlement.
    • Flexibility: Mediation allows for creative, non-monetary solutions that might not be available in a formal legal process, such as changes to workplace policies, training, or adjustments to job roles.
    • Encourages Open Communication: Mediation promotes dialogue, helping both parties express their needs, concerns, and expectations, leading to better understanding and more effective solutions.
    • Preserves Company Culture: Mediation can prevent disputes from escalating to a level that could damage the workplace environment, helping maintain a positive culture within the organization.

    By addressing conflicts early and collaboratively, mediation provides an effective, mutually beneficial approach to resolving employment disputes.

    The Downside of Mediation

    • Lack of Binding Authority: Mediation agreements are generally not legally binding unless both parties agree to make them so. This means one party could potentially disregard the agreement, leaving the other party with no formal recourse unless they go through additional legal steps. If a court requires mediation, the agreement will be sent to the judge to approve, making it legally binding.
    • Power Imbalances: Mediation between an employer and employee can create a power imbalance. The employer often times has more resources available to them to prepare and execute mediation than an employee does. The employer also has more power over the situation and can attempt to get the employee to agree to less favorable outcomes.
    • Voluntary Participation: Mediation requires both parties to be willing to participate in good faith. If one party is not genuinely committed to resolving the issue or is just going through the motions, the process may fail, and the dispute could escalate further.
    • No Guaranteed Resolution: While mediation can facilitate communication, there’s no guarantee that the dispute will be resolved. If the parties cannot come to an agreement, they may still need to resort to litigation or arbitration.
    • Pressure to Settle: Mediators may encourage a settlement to avoid prolonged conflict, which could pressure one party into agreeing to terms they don’t feel comfortable with, leading to dissatisfaction with the resolution.
    • Limited Expertise: While mediators are trained to handle disputes, they may not always have the same level of expertise in legal or technical issues as a lawyer or arbitrator would. In some cases, this could lead to an inadequate resolution or overlook important legal nuances.

    While mediation for workplace conflict can be effective and efficient, it is not without its limitations and risks. It’s important to carefully consider the nature of the dispute and the dynamics between the parties before opting for mediation.

    If you’re facing an employment dispute, consider whether mediation might be the right path for you. It’s a cost-effective, faster, and often less adversarial way to resolve conflicts while preserving important professional relationships. However, it’s essential to look at each situation independently and determine the benefits and limitations mediation would have in each case.