Horizon Point Consulting

Category: Talent Management and Development

We provide full service talent management and talent development consulting services. Read our blogs in this category for stories and best practices from real clients and real research.

  • Can You Guess Our DiSC Styles?

    Can You Guess Our DiSC Styles?

    Every team has its own rhythm. Ours comes from a mix of personalities, and the DiSC model helps explain how each of us shows up. See our DiSC styles in action when we tasked ourselves with making a team video:

    Click here if the video does not automatically load above.

    Transcript

    Taylor: So, I looked at the questions about a week ago and then I looked at them again yesterday. Um, and I really just gathered my thoughts about what I wanted to say for my answers, but I didn’t really prepare with a script.

    Mary Ila: I did not prepare for this video.

    Lorrie: I honestly looked at the questions this morning, um, and just gave them a little bit of thought and that was it.

    Jillian: I have not prepared for this at all until right now.

    Mary Ila: My DiSC style is an ID or a DI, depending on the environment you put me in.

    Jillian: My DiSC Style is I.

    Taylor: My DiSC style is an S.

    Lorrie: My DiSC style is a C.

    Mary Ila: It means that I like task and people. So, I can get really in my people box and really enjoy interacting with others. Um, and it also means that I can be very focused on results and goals.

    Jillian: I like things that are fast-paced. I like to get stuff done, but I also really like working with people. So I really value collaboration and a team environment.

    Taylor: I am supportive. I’m steady, um, empathetic, calm, collaborative.

    Lorrie: Very analytical, which anyone who knows me knows that that is very true of me. I am very data-driven. Um, I am very good at doing research and problem solving and looking at problems from different angles.

    Mary Ila: There’s not really a slow, cautious bone in my body.

    Why DiSC Matters (and How We’ve Written About It)

    At Horizon Point, personality frameworks aren’t just academic. They shape how we work with clients and with each other.

    In our post Understanding Behavior Styles Can Turn Conflict into Growth, we reflect on the Supportive–Conscientious style and write:

    “Understanding personality styles—not just our own, but others’ too—can dramatically shift how we handle disagreements in the workplace.”

    That resonates with what you just read in the transcript. Our communication rhythms are different, and knowing each style helps us navigate tension with trust and clarity.

    We’ve also drawn parallels through creative analogies (shoutout to Mary Ila). In 4 Lessons in Personality from Hamilton, Mary Ila used character dynamics to bring behavior styles to life, making DiSC both memorable and meaningful.

    Team Dynamics at Work

    Here’s how our styles show up:

    • Mary Ila – D (Dominant) drives forward action and decisiveness.
    • Jillian – i (Influential) brings energy and connection.
    • Taylor – S (Steady) offers calm, supportive consistency.
    • Lorrie – C (Conscientious) brings structure, accuracy, and quality.

    This mix helps our team fill gaps. The D drive is balanced by C precision. The i warmth is balanced by S thoughtfulness. It’s a real-life example of how difference makes a team stronger.

    Self-Awareness Makes Work Better

    DiSC isn’t about labeling people. It’s about understanding ourselves and our colleagues so we can communicate clearly, work effectively, and support each other.

    When we know where we lean and how others lean, it turns conflict into growth and collaboration into something richer.

    Want to Bring DiSC to Your Team?

    No matter your organization’s size, DiSC can build better communication, more intentional decision-making, and healthier conflict. Curious how we bring this to life through leadership training, team building, or coaching? Visit our Create Leaders page to see how we embed DiSC into positive change.

    Thanks for reading The Point Blog. If you’d like more stories, insights, or team spotlights—especially related to DiSC—we’d love to share more.

  • 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.

  • What Do You Need to Add to Your Professional Development Toolbox?

    What Do You Need to Add to Your Professional Development Toolbox?

    Earlier this summer, I facilitated a Zoom session with a small group of employees to gather feedback on a new training initiative. The discussion was eye-opening. While a few participants voiced concerns about the perceived bureaucracy around required training, others shared that they had already implemented some of the tools and were eager for their colleagues to experience the same growth.

    My biggest takeaway? When rolling out professional development (PD) opportunities, it’s essential to invite your team into the process. Be transparent about the “why” behind the training. Let people know it’s not just a box to check—it’s a pathway for their personal growth and a strategy to drive organizational success.

    This week, I’ll be in Mississippi speaking with educators about building a Professional Development Toolbox (follow along with all of our events here). Shortly after, I’ll head to Mobile, Alabama to kick off a PD course with another group of dedicated educators. Despite being in different locations and varied groups, the message is the same: professional development is not a luxury—it’s a necessity for organizations that want to thrive.

    Whether you’re supporting teachers, tech teams, or healthcare workers, the tools you include in your PD toolbox may differ—but the framework remains consistent:

    1. Identify what your organization needs to operate effectively and stay competitive.
    2. Align those needs with the existing or aspirational skill sets of your employees.
    3. Provide the tools, resources, and opportunities that allow people to grow—and in turn, help your organization flourish.

    As the saying goes, “The only thing worse than training your employees and having them leave is not training them and having them stay.” – Henry Ford

    When professional development is done well, it’s not just about skill-building. It’s about cultivating a culture of curiosity, ownership, and continual growth.

    For ideas on how to get started, check out these previous blog posts:

    Ask us at HPC how we can help you expand your professional development toolbox!

  • 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.

  • What the Dentist’s Chair Can Teach Us About Leadership

    What the Dentist’s Chair Can Teach Us About Leadership

    When have you seen psychological safety in action? A few weeks ago, my youngest son, who is fifteen, had a dentist appointment. Unlike me, my kids have always enjoyed going to the dentist—or at least not dreaded it. I was always thankful, especially when they were little, that trips to the dentist didn’t end in a meltdown. And I give a lot of credit to the pediatric dentist and her staff for that.

    They had a way of making kids feel completely at ease. What helped my son feel comfortable—even in a situation where many kids (and adults!) feel anxious—was something we talk about often in leadership: psychological safety.

    The dental team welcomed questions. They showed the kids the tools, explained what they were going to do, and used language they could understand. The unknown wasn’t scary—because it wasn’t unknown anymore. Step by step, they built trust by creating an environment where curiosity was encouraged and no question was too small.

    That approach didn’t just reduce fear—it actually made him want to be there. Psychological safety in action.

    What ‘Psychological Safety in Action’ Means for Leaders

    The same principles apply at work. If we want people to show up fully, stay engaged, and take ownership, we have to create spaces where they feel safe to ask questions, express concerns, and understand the “why” behind what we’re doing.

    Motivation isn’t about pizza parties or quick perks. It’s about creating a culture where people feel energized, committed, and able to perform at their best—a culture grounded in trust and growth.

    Why Psychological Safety Matters

    At Horizon Point, we talk a lot about psychological safety—the belief that it’s okay to speak up, ask questions, and offer ideas without fear of negative repercussions. In fact, Google’s Project Aristotle found that psychological safety is the most important factor in high-performing teams. When it’s present, employees are more likely to contribute, take initiative, and stay engaged.

    Safety Isn’t Soft—It’s Strong

    But psychological safety alone isn’t enough. Part of a psychologically safe environment is the ability to manage conflict successfully. Too often, leaders avoid conflict to “keep the peace.” But as Amy Edmondson—one of the top authorities on psychological safety—says:

    “Psychological safety is not about being nice. It’s about giving candid feedback, openly admitting mistakes, and learning from each other.”

    Kim Scott, in her book Radical Candor, builds on this idea: leaders must care personally and challenge directly. Avoiding conflict isn’t protecting your team—it’s often self-serving. It creates distrust, fuels passive-aggression and resentment, and slows innovation.

    You need both – safety and conflict management skills. A team with psychological safety but no conflict skills becomes stagnant. A team with conflict skills but no psychological safety stays silent out of fear. Psychological safety in action is the foundation; healthy conflict is the catalyst for growth.

    Lead with Vulnerability and Structure

    As leaders, we set the tone by modeling vulnerability. That means admitting mistakes, inviting feedback, and showing up even when we’re unsure. As Brené Brown says in Dare to Lead:

    “Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.”

    By showing vulnerability as a leader, you give your team permission to do the same. Of course, this comes with guardrails:

    • Structure how concerns are raised.
    • Ensure communication is professional and constructive.
    • Recognize and reward honest feedback and collaboration—not just results.

    Motivated Teams Are Aligned, Not Always in Agreement

    Having a psychologically safe team that manages conflict well doesn’t mean everyone agrees all the time. It means team members respect each other’s different views and work through them constructively. Motivated teams aren’t always in agreement – they’re in alignment. That’s psychological safety in action.

    Books, books, books!

    Want to know more about the books Lorrie mentioned this week? Check them out on our Bookshop.org featured list: